Cyberbull

Angelica Ruggieri
Ankur Solanki
Himanshu Chauhan
Kelly Yao
Nao Toshima
Nomblé Coleman
Pipit Tohir
 GTMS Strategy
As a subsidiary of Cisco, Cyberbull will leverage Cisco´s existing relationships with their Banking clients.

CISCO Sales Director

Cisco´s sales director is the
customer relationship owner

Information
(Lead)
BoA Decision
Making Unit (DMU)
The BoA BU Director
CYBERBULL is the Decision maker
in the DMU

CYBERBULL Sales Team

Cyberbull´s sales representative is BoA M&A
the market / product expert End User
2
GTMS Strategy

• Highest Systematic Risk Industry

Financial services • Highest Value to Cyber Security 2B increase
9.5B USD • Financial Risk (Money and Personal Info)

CYBERBULL • Unlimited Budget allocation for Cyber Security

in 2015 first time in 20 yearsin
• Strategic Account of Cisco
• Key Leader in Taking Initiatives
and Customer Centric
 Customer Portfolio

+
Attractive
Customer RSF
ness
Consumer Banking 3,50 2,20
Wealth Mgt 3,20 1,60
Attractiveness

Invest. Banking 3.70 2.20

M&A 3.95 2.60

Attractiveness is how attractive the division of

BoA is to Cyberbull
Relative Strength Factor (RSF) is how important
Cyberbull is for BoA divisions
-
- Relative Strength Factor +

4
 Value Propositions

Suplier’s Superiority Creation of Benefit Customer’s Jobs

 Improve reputation of
security management
 Gain client’s trust
 Attain more Nr. of clients
 Earn high fee

Group Relief of Pain

 Reduce risk of info leakage

No.1 company in  Avoid the crisis of breakup Make M&A a success
mobile eavesdropping  Protect company/employees as financial professional,
threat protection from claim for damages getting return
5
 Sales Process In case of the first deal (1st customer : BoA M&A Section)

Steps Account
Identification Qualification Proposal Decision Implementation
Development
Actors
－ • Recognize Need • Conditional • Create consensus of • Share feedback • Request further needs
• Understand VP agreement for terms stakeholders
Customer • Analyze alternatives (contents, timeline, • Define ROI
(BoA) • Internal budgeting pricing) by decision • Risk analysis
maker • Sign Contract

Needs Triggers

• Gain Info from • Interact & Confirm • Present initial terms to• Propose final terms • Implement along • Maintain and expand
Cisco Sales D. client’s KSF decision maker • Identify ZOPA the agreement Client Relationship to
• Identify the person • Introduce VP • Suggest each VP to • Help client to close • Provide user- understand their
CyberBull to contact • Informed needs each stakeholder (the favorable final support including future needs
• Research KSF of • Show flexibility to • NDA offer) trouble-shooting
customer customization • Co-create solution • Analyze outcome
• Obtain • Identify decision interacting user-rep
Appointment maker/influencers • Run test-release
• Forecast / pricing

Capabilities o Cisco network o Communication o Interaction& o Negotiation o Execution o Problem defining

o Research o Flexibility Translation o Tech expertise o Communication
& Resources
o Planning o Tech expertise o Analysis

1 month
6 Timeline 1 week 1 month 1.5 month
 Sales Structure & Organization
Steps Account
Identification Qualification Proposal Decision Implementation
Development

Cisco Sales Director

Cisco
(Banking division)

Sales Function
CEO CEO
CyberBull
Sales Manager Sales Manager Sales Manager Sales Manager Sales Manager

Sales Specialist Sales Specialist Sales Specialist Sales Specialist

Tech Specialist Tech Specialist

o Cisco network o Communication o Interaction& o Negotiation o Execution o Problem defining

Capabilities
o Research o Flexibility Translation o Tech expertise o Communication
& Resources
o Planning o Tech expertise o Analysis

CFO Engineers CFO Engineers

7 Timeline 1 week 1 month 1.5 month 1 month

 Sales Team Management
Sales Plan Outputs :
▪to land ongoing contracts with existing Cisco banks in the M&A division, and eventually other
agencies as well
Main activation decisions:
▫Culture – the culture would have to be similar to that of Cisco’s in order to work congruently. As the
sale team will need to go through a long sales process, having a salespeople who are able to build
longstanding customer relationships is key. This usually requires more extroverted culture.

Sales Plan Outputs :

▪FLSM role The person to play this part would ideally be someone from within Cisco or someone familiarly with the banking and especially
M&A sector. Their attributes to the role would be: 40% people manager, 20% Business Manager, 40% customer manager, should be able
to manage the team well as it will be a small team with leads from Cisco’s sales force. Sales will generally have a long duration as they will
need to be approve by C level or higher management to be implemented throughout the bank.
▪Compensation & Incentives: sales representative would be paid base $60,000 as Cisco sales rep with 1% commission until quota is
reached and 2% commission for any revenues after quota Stars. Tier reward system with different incentives. For core, incentives with
cross-functional training within cisco to expand their skills. For the laggards give different incentives such as flexibility in work (work from
home etc) with quarterly bonuses to have a pace-setting bonuses.
Define recruitment, selection & retention policies.
▪Recruitment and selection will be done in house, utilizing the cisco hr team and having final approval by Cyberbull. Sales experience with
tech and banking background would be ideal.
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Sales Information & Control
Sales KPI for the
Discovery(100) Funnel Metrics organisation
Funnel Value Revenue
Tech evaluation(70) Arrival rate Sales growth

Conversion rate Retention rate

Negotiation(25)
Flow rate Conversion/
Customer(15) win rate
Conversion/win rate Number of deals
closed

Name Sales Rep Forecast Stage Amount Probability Expected

category closing date
BOA Tom Best case Discovery 690,000 40% 14/2/18

Citi Jerry Commit Negotiation 800,000 90% 25/12/17

9
 Financial impact
NPV for BoA (Max Price): 394,000 USD
Based on seeing M&A in BoA…
($) Total Revenues(*) 1.27 Billion Premium Paid for Leaked 53%
Deals
Deals Completed 201 Premium Paid for Non Leaked 24%
Deals
Revenue Per Deal 6.32 Million Extra Premium Paid for more 29%
Leaked Deals
Number of Deals Leaked (**) 30 Money Lost due to Leakages 55.25 Million

Money Lost due to 0.11 Million

eavesdropping attack (***)

Estimated Loss 0.11M per year / growth rate of M&A revenue 25%/ Discount Rate 3%/ 3 years
⇒0.39Million

(*) M&A Advisory Fee to BoA

10 (**)15% (***) Assumed 0.2% from physical eavesdropping attack on mobile.
 THANKS!
Any questions?

11
 Appendix Customer Portfolio
Attractiveness
How attractive it is for us?

Consumer Investment
Attraction factor Wealth Mgt M&A
Banking Banking

Number of potential end-users (Business size) 30,0% 5 2 2 2

Ease to manage 30,0% 3 5 5 5

Potential to growth in the future 25,0% 2 2 4 5

Giving value added to our brand 15,0% 4 4 4 4

100,0% 3,5 3,2 3,7 3,95

12
 Appendix Customer Portfolio
Relative Strength Factor (RSF)
How important we are for them?

Consumer Banking Weight Score Investment Banking Weight Score

Increase consumer funding 40,0% 2 Increase company revenue 50,0% 1

Increase customer product/services Increase employee productivity 30,0% 3

40,0% 2
portfolio
Reducing business risk (protect sensitive
20,0% 4
Increase customer satisfaction 20,0% 3 data)

100% 2,2 100% 2,2

Wealth Management Weight Score Merger & Acquisition Weight Score

Increase customer AUM 60,0% 1 Succesful M&A 50,0% 1

Increase customer satisfaction 30,0% 2 Reducing potential risk during the process 30,0% 5

Protect customer sensitive data 10,0% 4 Increase employee productivity 20,0% 3

100% 1,6 100% 2,6

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 Appendix References
Trefis Team. (2017, Feb 1). How Much In M&A Advisory Fees Did The 5 Largest U.S.
Investment Banks Generate In 2016?. Trefis. Retrieved from
https://www.trefis.com/stock/gs/articles/398913/how-much-in-ma-advisory-fees-did-the-
5-largest-u-s-investment-banks-generate-in-2016/2017-02-01

William Turvill. (2017, Jan 19). M&A deal leaks are increasing (and no wonder – they
pay off). City A.M. Retrieved from http://www.cityam.com/257343/ma-deal-leaks-
increasing-and-no-wonder-they-pay-off

14
15
 GTMS Strategy
As a subsidiary of Cisco, Cyberbull will leverage Cisco´s existing relationships with their Banking clients.
Cyberbull (technical experts) and Cisco (relationship owners) sales representatives will approach customers together for sales meetings.

CISCO Sales Rep

Joint Sales Team:
Cisco´s sales representative is the
Cisco & Cyberbull ´s
customer relationship owner BoA Decision
representatives go
Making Unit
directly to the customer
to sell the solution The BoA Investment
Banking Director is
the DM in the DMU
CYBERBULL

CYBERBULL Sales Rep

Cyberbull´s sales representative is
BoA Investment
the technical product expert
17 Bankers
End User
 Sales Process
Identification Qualification Proposal Trial Test Decision and Account
Implementation Development

• Aligned with • Execute • Propose • Initiate trial • Make final • Monthly

Cisco sale meeting and solutions test and agreement update with
team and reach based on customize and run client’s
select agreement previous solutions complete activity and
prospects on meeting and • Two weeks integration co-create
from Cisco cooperation settle trial from both their future
client and draft test details sides needs
database SOP • Two weeks • Two weeks • Monthly
through joint • One week review
sales call
• One week

18
 Sales Structure & Organization
• Co-visit to create
Cisco Sales +
Cyberbull Product
product awareness
Specialist and identify
customer needs

• Draft proposal
Cyberbull Product and timeline
Specialist

Cyberbull Product • Co-work in

Specialist +
Implementation
trial test
Specialist + Cisco IT
team

Cyberbull
Product • Finalize the
Specialist contract and
Implementation standardize
Specialist + SOP
Cisco IT team

• Co-create further
Cyberbull
Product
needs and maintain
Specialist the relationship

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 Pricing
Total Revenues € 1,27,00,00,000.00 Deals Completed 201.00

30.15
Revenue Per Deal € 63,18,407.96 Number of Deals Leaked:

Premium Paid for Leaked Deals

0.53
%
Premium Paid for Non Leaked
0.24
Deals %

Extra Premium Paid for more

0.29
Leaked Deals

Money Lost due to Leakages € 5,52,45,000.00

Price to BOA € 1,10,490.00

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 Hiring – Human Resources
6 Months After 6 months

Nr. Of Founders 4.00 4.00

Nr. Of Full Timer
2.00 5.00
(excluding founders)
Nr. Of Part Timer 1.00 1.00

Nr. Of Interns 2.00 3.00

€ 19,416.67 € 32,666.67

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 Sales Forecast
Jul-18 Aug-18 Sep-18 Oct-18

Nr. of Sales Per Month

1.7 1.7 1.7 1.7

TOTAL GROSS
REVENUES € €
€ 4,80,403.15 € 4,80,403.15 4,80,403.15 4,80,403.15

TOTAL NET REVENUES

€ €
€ 4,03,538.65 € 4,03,538.65 4,03,538.65 4,03,538.65
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 Appendix
Hiring, Sales Plan, Customer Lifetime Value and Pricing-
Financials

Microsof t Excel
Worksheet

23