Another installment of the DevelopmentCorporate financial literacy series. This presentation focuses on discovering repeatable and scalable patterns in your organization's sales force.

1. Money Wheel Analysis
How to find repeatable sales transactions to scale
revenues in tough economic times
April 2009
DevelopmentCorporate
www.developmentcorporate.com
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2. Overview & Contents
The most successful sales forces leverage repeatable sales
transactions to scale revenue. The Money Wheel is an analytical
tool tech companies can use to discover the most effective
repeatable sales transactions in their markets
Contents
Money Wheel Basics – Spokes & Spoke-lets

Money Wheel Examples

How Can I Use A Money Wheel?

Calculating Lead Generation Requirements for a Product / Service

Money Wheel & Technology Adoption Life Cycle

How to Build A Money Wheel

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3. I Wish I Knew . . .
• Where to find more predictability
in our sales?
• Why do some sales reps always
do better than others?
• How to find better leads for my
sales force?
• How much I really need to spend
on marketing demand generation
to hit my number?
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4. Money Wheel
• The Money Wheel is an analytical tool to understand where repeatable,
scalable sales transactions are occurring inside your markets
• Two components: Spokes & Spoke-lets
• Spokes – Major categories of software sales. Net new customers,
expansion of existing customers, financially driven deals, etc.
• Spoke-lets – Specific events that cause a customer to decide to purchase
a solution. For example, when a company implements a new ERP system
they often have to update or replace other systems that integrate with ERP
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5. Money Wheel Example
Product ABC Spokes / Spoke-lets # Deals Deal Value % Deals % Value
1. Net New
• Sample Money Wheel for a typical
ERP Change 6 $ 172,420 11.8% 13.5%
Merger 2 $ 54,405 3.9% 4.3%
late stage enterprise software
SOX Compliance 4 $ 157,950 7.8% 12.3%
solution
Subtotal 12 $ 384,775 23.5% 30.1%
2. Add-On
Balanced Scorecard Implementation 4 $ 59,670 7.8% 4.7%
Business Objects Implementation 3 $ 43,875 5.9% 3.4%
• Only 30% of sales dollars and 23%
Oracle Financials Upgrade 4 $ 71,955 7.8% 5.6%
of transactions come from net
SAS Implementation 3 $ 26,325 5.9% 2.1%
WebMethods Integration 3 $ 32,550 5.9% 2.5%
net customers
Subtotal 17 $ 234,375 33.3% 18.3%
3. Expansion 0.0% 0.0%
New Division 2$ 50,895 3.9% 4.0%
• Add-on sales and financially driven
Post Pilot Rollout 2$ 40,365 3.9% 3.2%
Subtotal 4$ 91,260 7.8% 7.1%
transactions account for majority
4. Migration
Red Hat Migration 3$ 78,975 5.9% 6.2%
of sales
zOS Migration 3$ 89,505 5.9% 7.0%
Subtotal 6$ 168,480 11.8% 13.2%
5. Financial
PCI Compliance Audit 3 $ 64,935 5.9% 5.1%
Q2FY08 Promotion 6 $ 222,885 11.8% 17.4%
Q3FY08 Promotion 3 $ 112,320 5.9% 8.8%
Subtotal 12 $ 400,140 23.5% 31.3%
Total 51 $ 1,279,030 100.0% 100.0%
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6. Money Wheel Overview Spokes
Money Wheel Spokes identify the categories of repeatable

sales transactions that occur within a product / service line
Net New Customers – organizations that have never

purchased from your company before
Expansion Sales – Existing customer that is buying more

seats / copies / users
Add-On Sales – Existing customer that is buying an add-on

product/service to support use of an existing product/service
Migration Sales – Existing customers that are paying to

migrate from one version of a product to another version of
a product
Financial Transactions – Sales transactions that are totally

financially driven. Examples include 3 year prepaid
maintenance deals with significant discounts and an add-on
product bundled in so that some license revenue can be
recognized. Conversion from term to perpetual
software licenses. Disaster Recovery licenses. Etc.
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7. Spoke-lets
Spoke-lets
• Spoke-lets are the types of repeatable sales transactions within a specific
Money Wheel spoke
• A Spoke-let answers the question: “Why did someone wake up this morning
and decide they needed to buy a new software solution?”
• In this example, the most common net new sales transactions were associated
with a company deciding they had to implement a new ERP. That decision
then triggered the purchase of your company’s software solution
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8. Money Wheel Example
Sales Rep/ Sales $ 1. Net New 2. Add-On 3. Expansion 4. Migration 5. Financial Total
Peters $ 42,120 $ 25,530 $ 24,570 $ 33,345 $ 124,605$ 250,170
Calvin $ 91,260 $ 64,935 $ 31,590$ 187,785
Smith $ 54,405 $ 26,325 $ 26,325 $ 63,180$ 170,235
Baker $ 45,630 $ 26,325 $ 42,120 $ 50,895$ 164,970
Jackson $ 24,570 $ 50,895 $ 29,835 $ 47,385$ 152,685
Edison $ 60,100 $ 36,855 $ 50,895$ 147,850
Hobbs $ 98,280 $ 28,080 $ 126,360
Jones $ 14,040 $ 19,305 $ 14,040 $ 31,590 $ 78,975
Total $ 384,775 $ 234,375 $ 91,260 $ 168,480 $ 400,140 $ 1,279,030
Region / Sales $ 1. Net New 2. Add-On 3. Expansion 4. Migration 5. Financial Total
1. Northeast $ 110,565 $ 19,305 $ 40,365 $ 26,325 $ 138,645 $ 335,205
2. Central $ 24,570 $ 76,425 $ 24,570 $ 63,180 $ 128,115 $ 316,860
3. SouthEast $ 98,280 $ 73,710 $ 26,325 $ 42,120 $ 50,895 $ 291,330
4. West $ 151,360 $ 64,935 $ 36,855 $ 82,485 $ 335,635
Total $ 384,775 $ 234,375 $ 91,260 $ 168,480 $ 400,140 $ 1,279,030
• Data can also be re-cut to show what reps/ regions are doing what types of deals.
• In this example, Peters is the leading rep, primarily because he sells primarily
to existing customers. Hobbs does the best in selling to net new customers
• The SouthEast region has a hard time selling financially driven deals
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9. How Can I Use a Money Wheel?
• Focus sales force on highest yielding
sales transactions
• Identify patterns of successful sales
transactions in one region / rep that can
be replicated in other areas
• Determine lead generation requirements
that are needed to hit a specific
Product / Service revenue target
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10. Reverse Engineering the Sales Funnel
• The Money Wheel can help you determine
what your lead generation requirements are
for a specific product / service
• The Money Wheel identifies the targeted #
of sales for each spoke / spoke-let
• By applying historical conversion ratios you
can estimate the # opportunities by sales stage
needed to hit a revenue target
• Note, each spoke in the Money Wheel will have
different conversion factors
• Typically have higher conversions for sales to existing
customers
• Let’s you sanity check reality – are there enough suspects
in the market to meet your needs?
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11. Demand Generation Estimate Example
FY09 Targets Sales Funnel Stages / Conversion Factors
Product ABC Spokes / Spoke-lets # Deals FY09 Target Suspects Prospects Qualified Selected Closed
1. Net New 2.5% 7.5% 15.0% 75.0% 100.0%
ERP Change 96 $ 2,758,720 455,111 11,378 853 128 96
Merger 32 $ 870,480 151,704 3,793 284 43 32
SOX Compliance 64 $ 2,527,200 303,407 7,585 569 85 64
Subtotal 192 $ 6,156,400 910,222 22,756 1,707 256 192
2. Add-On 15.0% 25.0% 50.0% 75.0% 100.0%
Balanced Scorecard Implementation 64 $ 954,720 4,551 683 171 85 64
Business Objects Implementation 48 $ 702,000 3,413 512 128 64 48
Oracle Financials Upgrade 64 $ 1,151,280 4,551 683 171 85 64
SAS Implementation 48 $ 421,200 3,413 512 128 64 48
WebMethods Integration 48 $ 520,800 3,413 512 128 64 48
Subtotal 272 $ 3,750,000 19,342 2,901 725 363 272
3. Expansion 10.0% 25.0% 50.0% 75.0% 100.0%
New Division 32 $ 814,320 3,413 341 85 43 32
Post Pilot Rollout 32 $ 645,840 3,413 341 85 43 32
Subtotal 64 $ 1,460,160 6,827 683 171 85 64
4. Migration 20.0% 25.0% 50.0% 75.0% 100.0%
Red Hat Migration 48 $ 1,263,600 2,560 512 128 64 48
zOS Migration 48 $ 1,432,080 2,560 512 128 64 48
Subtotal 96 $ 2,695,680 5,120 1,024 256 128 96
5. Financial 15.0% 25.0% 40.0% 50.0% 100.0%
PCI Compliance Audit 48 $ 1,038,960 6,400 960 240 96 48
Q2FY08 Promotion 96 $ 3,566,160 12,800 1,920 480 192 96
Q3FY08 Promotion 48 $ 1,797,120 6,400 960 240 96 48
Subtotal 192 $ 6,402,240 25,600 3,840 960 384 192
Total 816 $ 20,464,480 967,111 31,204 3,819 1,216 816
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12. Money Wheel Evolution
Visionaries Early Adopters Early Majority Late Majority Laggards
% Revenues Net New Customers 97% 85% 60% 45% 15%
% Revenues Existing Customers 3% 15% 40% 55% 85%
Total 100% 100% 100% 100% 100%
• The Money Wheel for a Product / Service is not static
• It evolves as the Product / Service moves through the technology adoption life cycle
• Understanding where your solution is in its evolution is critical to building a
good Money Wheel
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13. How to Build a Money Wheel
1. Develop Sales Transaction Analysis
1. Assemble historical sales transaction information
2. Identify spoke-lets
2. Build Historical Money Wheel
1. Analyze by spoke / spoke-let, region, rep, and vertical
2. Identify any fundamental shifts in mix over time
3. Assess Position in Technology Adoption Life Cycle
1. Honestly assess where product / service is in TALC
2. Develop consensus of most effective spoke-lets for market position
4. Develop New Money Wheel
1. Develop for next 12 months
2. Establish basic revenue target
3. Determine distribution of transactions / $$$ over spokes / spoke-lets
4. Calculate demand generation requirements
5. Sanity check to see if demand generation requirements are feasible
5. Roll out Money Wheel to Field
1. Train sales force on concepts and how to leverage spoke-lets
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14. Closing Thoughts
• The Money Wheel is just a tool to
help management understand where
their best sales opportunities lie.
• It provides a way to identify where the
best types of repeatable sales cycles
exist for a Product / Service
• It also provides a framework for assessing where to invest
marketing lead generation dollars and resources
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15. DevelopmentCorporate
DevelopmentCorporate is a strategic corporate
development advisory firm for enterprise and mid-
market technology companies. We assist
management teams, board of directors, and investors
in updating their merger, acquisition, and divestiture
strategies and then we provide tactical support for the
implementation of those strategies. Our credentials
include:
•Served as trusted advisor for four public company boards of directors
as well as three large private equity firms
•Developed over 300 in-depth analyses of public and private
technology company acquisition candidates
•Led the approach, initial management meetings, and due diligence
for over 40 acquisition projects
•Led 4 major acquisitions that closed for over $200 million in
consideration.
•Played a supporting role in 4 other acquisitions that closed for over
$300 million in consideration.
•Led 8 major divestitures that generated over $30 million in
consideration
•Led numerous cross border projects, especially in Western Europe,
Korea, and Japan
•Led over 12 major strategic corporate restructuring projects
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Copyright 2009 Development Corporate
www.developmentcorporate.com