GTM

GBS Process

GBS OPERATING MODEL

GBS Marketing / PLM Offers ST Strategy / NPD Input Corporate Marketing Team Offers LT Strategic Input / NPD Input Corporate New Product Development

STAGE GATE 0

NPD Idea Creation

STAGE GATE 1

Idea Validation GBS PLM

STAGE GATE 6

Project Closeout Lifecycle Management GBS Governance Council Provides Input and Assigns GTM PM NPD PLM OwnerAssigned GBS PLM Sponsor Assigned co-owns business case development with NPD lead

STAGE GATE 2

Business Case Development GBS GTM Plan runs parallel to NPD GTM Stage Gate 3 thru Stage Gate 6

STAGE GATE 5

Trials Completed Test / Launch

STAGE GATE 4

Systems and M&Ps

STAGE GATE 3

GTM Plan Assumption – GBS GTM Tool would p to stage gates for milestone management – avoid duplication

GTM Process Flow – GBS

VzB Existing Product GBS Existing Product – Price Up GBS PLM / Mktg Sponsor develops initiative that impacts GBS VzW Existing Product Post Launch Feedback provided to GTM Governance Council by PM GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council GTM Governance Council reviews and renders decision or recommendation No Go Feedback provided to GTM Governance Council by GTM GM

GO

GBS PLM / Mktg Sponsor fills out VIA tool

YES

PM Assigned?

NO

Decision Rendered: Go / No Go Rejected with rationale and Sponsor

NO GO

returned to GBS PLM / Mktg Return to GBS PLM / Mktg Sponsor for more information and resubmission GTM Database and 30-60-90 Report are updated by GTM GM PM executes through VIA tool - Holds kickoff and sets/manages next steps - Updates GTM Database and 30-60-90 Report

LAUNCH to BSG/Regions

GBS PLM / Mktg Sponsor manages through VIA tool - Engages functional stakeholders - Updates GTM Database

GTM Process Flow – NPD Corporate Marketing

STAGE 0

Idea Captured NPD – Corporate Owner

STAGE 1

Idea Validated

STAGE 2

Concept and Requirement Planning Product evaluation PM/sponsor assigned

Strategic input provided by GBS PLM and Mktg Strategy

GBS PLM / Mktg Sponsor Business Case

BSG /National Mass LAUNCH?

YES NO STAGE 3

Plan – Design – Schedule GTM plan GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council

STAGE 4

Develop and Build Systems and M&Ps Post Launch Feedback provided to GTM Governance Council by PM GTM Governance Council reviews and renders decision or recommendation

STAGE 5

Test and Launch Trials completed No Go Feedback provided to GTM Governance Council by GTM GM

STAGE 6

Project Closeout Lifecycle management

LAUNCH YES GO

GBS PLM / Mktg Sponsor fills out VIA tool PM executes through VIA tool Decision Rendered: Go / No Go

NO GO

Rejected with rationale and returned to GBS PLM / MktgSponsor Return to GBS PLM / Mktg Sponsor for more information and resubmission PM Assigned?

NO

GBS PLM / Mktg Sponsor manages through VIA tool GTM Database and 30-60-90 Report are updated by GTM GM Holds kickoff & updates GTM Database Engages functional stakeholders & Updates GTM Database

GTM Checklist



Created url and database to capture key business case elements for GTM Governance Council Review



Track, manage and report on initiatives requesting launch into GBS Channel



Allow for integration of key business case elements into GTM project management tools and methodology

GTM Checklist

GTM Checklist

GTM Governance Process

1. Overview of Product (Campaign) Business Plan

 Type of Initiative (Is this a Product, Campaign, or Channel initiative?)  Strategic Statement (What the initiative is and what we are we trying to accomplish, by when?)  Link to Verizon strategy (How does this initiative support Verizon’s Strategic Imperatives & GBS strategies?)  Marketing strategy (Acquisition and/or Retention, including customer target market?)  Target Launch Date (Estimated date of tariff or product launch and why?)  Funding (Is the funding Departmental or IT approved?)

GTM Governance Process

2. Sales/Revenue Objectives and Strategy

 Sales Objectives/Revenue Impact

(What are the sales goals for this initiative? Is it incremental or enabling existing business? What is projected ROE for program/campaign? )

 Channel Identification

(What Sales channels are impacted, along with Training, Back Office systems, tools, and/or applications?)

 Sales Strategy by Channel

(What titles will be selling product and how? HDNO, Always offer, offer with certain product?)

  Incentive Strategy by Channel

(Are there sales compensation {QRV?, AwardPerqs?} for this initiative? Are they same for all channels? What is the impact on Systems and Compensation?)

Funding

(Is the funding Departmental or IT approved?)

GTM Governance Process

3. Product/Campaign Description

 Product/Campaign Description/Offer

(Describe the product/campaign offer or description)

 Benefits

(To customer, to Verizon)

 Pricing Overview

(What is the estimated pricing information?)

 Process Impacts

(Is this replacing an existing process or creating new one(s)? Does IT impact the overall timeline for target launch? Is there a Process Diagram?)

 SME Impact Team

(Has a cross functional SME team developed and submitted an Impact Statement, including regulatory, customer communications, fulfillment, affiliates, and/or LOBs ?)

GTM Process Stakeholders

Sponsors (Business Owners)

    GBS PLM LOBs (VzB & VzW) via GBS PLM NPD via GBS PLM Channel (e.g. One Source)

GTM Governance Council Members

          Diane Brown Mike McLaughlin David Frendo Carrie Gray Maria Mongan Mike Kalina Elizabeth Richardson Sue Molnar Steve Thomson Chair: GTM Group Manager (GM)

GTM Process Stakeholders

GTM Governance Council - Functional roles, lead by the GTM GM:

 Bi weekly review of requests  Develop, publish, and manage 30-60-90 day launch calendar  Manage GTM Data Base information  Coordinate GTM Data Base and VIA user training  Provide updates to and solicit feedback from Channel leadership

GTM Process Execution Gaps

Process execution gaps include:

 Identify and assign dedicated GTM GM from existing GBS GM resource pool  Identify, reassign, and train individual contributor (Level 6) from GBS pool that matches Project Management skill set  Ensure BSC and Regions properly engage and support the GBS GTM Governance process in order to launch their initiatives that impact the channel – identify Regional SPOCs to handle National Mass Launches – Who would handle Launches to Alt Channels in Mass?

 Evaluate VIA with Kelly Moore as the baseline GTM project management tool – does it work for new products, price-ups and campaigns? Are there any changes/updates that need to be added to cover all types of launches?

 Develop and roll out training on the GTM Process, including use of the GTM Checklist/Data Base and VIA project management tool

GTM Key Decision Drivers

Go/No Go Strategic importance, alignment with GBS goals, and channel impacts as detailed in the GTM Checklist Assignment of GTM Project Manager  High strategic value to meeting GBS business objectives   Involves two (2) or more Business Units Requires a broad base of cross functional participation Sponsor lead initiatives  Requires limited cross functional participation  Involves GBS only business unit

GTM

GBS Process