Financial Selling for Dummies
Brian Avery
Territory Business Manager – Cisco Systems
August 28, 2014
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1.
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Enter Meeting ID: 206 411 271
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© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 1

Brian J Avery
Territory Business Manager bravery@cisco.com
Cisco Sales and Channels (9 yrs)
Priors:
President and CEO (6 yrs)
Cisco Premier Partner
Director of Sales (2 yrs)
Cisco Silver Partner
Financial Analyst (7 yrs)
Sprint Corporation
© 2012 Cisco and/or its affiliates. All rights reserved.
 Introduction
 Quick Hit Overview
 Why Learn, Objectives
 The Cost of Capital
 Financial Selling Tutorial and
Case Study
 The Power of Cisco Capital
 Tools and Calculators
 Call To Action, Next Steps
2

• A weekly partner briefing series designed for Cisco Commercial Territory partners
• Concise, relevant updates on:
Cisco products and solutions
Partner programs and promotions
Partner Enablement – Demand Generation,
Selling Skills, Closing Tools, etc.
Next Quick Hit Briefing
Who's On First? - Navigating Cisco Resources
Thursday September 4 th , 2015 at 9:30 ET
Check http://cs.co/quickhit for registration links and replays
© 2012 Cisco and/or its affiliates. All rights reserved.
3

(No offense intended!)
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 4

1.
To impress your friends at parties
2.
To improve your love life
3.
To close more deals and make more money
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 5

Where it was once “nice” to understand the business
(financial) justification for what the customer is buying…
You now need to know in order to:
•
Be relevant or remain relevant
•
Address what is top of mind for your customers daily
•
Continue to successfully sell
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 6

• Every business deals with the
“cost of capital” whether they pay cash, lease or use credit.
• Cost of Capital (n) a) the opportunity cost of funds employed as the result of an investment decision; b) the rate of return that a business could earn if it chose another investment with equivalent risk
• The value and cost of Capital
Cash in the bank – earns interest $$
Cash deployed in the business – generates revenue $$
Debt (bank loan, line of credit) – costs interest $$
Lease – costs interest $$ (but generally less than debt)
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 7

• Popeye’s Friend – J. Wellington Wimpy
“I’ll gladly pay you Tuesday for a hamburger today!”
• Is it better to pay now or pay later?
• Is it better to receive a dollar today or a dollar in a year?
• What is a dollar that you will receive a year from now worth to you if you could get it TODAY?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 8

How much can I earn if I keep my cash and invest it in the bank or the financial markets?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 9

How much revenue can I generate if I invest the cash in my business?
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Cisco Confidential 10

How much will borrowing money cost me?
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Cisco Confidential 11

Is leasing or financing a better choice?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 12

Which choice (cash purchase, debt purchase, lease purchase) will offer the maximum benefit?
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Cisco Confidential 13

All of these questions should be considered when making a capital purchase!
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 14

1.
Help you to understand the importance of Financial Selling in today’s economic environment
2.
Share with you techniques on how to apply Financial Selling techniques
3.
Share with you ways you can improve your Financial Selling skills
4.
Enable you to have CFO / Procurement team engagements
5.
Help you to position both the business and financial benefits of a Cisco solution
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 15

1.
Whether you’re aware or not, all proposals will at some point land on the desk of a CFO
2.
CFO’s / Finance / Purchasing will assess and appraise any proposal and ultimately approve or reject the solution or suggest alternatives that offer better value to the company
3.
Whether you’re involved or not, many companies & government departments apply some form of financing to most of their solutions and projects
4. You need to be a part of the financial discussion to move up the value chain/secure sales
Est. Product Pen
Rates:
© 2012 Cisco and/or its affiliates. All rights reserved.
HP
~15% ( *overall, estimated 30% in DC)
IBM
~31%
EMC
30%+
Cisco
~11% (*overall)
Cisco Confidential 16

Why does a Customer buy a Cisco solution?
a) Performance b) Security c) Quality / Industry Standard d) Features e) Other Reasons
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 17

Why does a Customer buy a Cisco Borderless Networks solution?
a) Performance b) Security c) Quality / Industry Standard d) Features e) Other Reasons
1. Cost savings and / or
2. Revenue generation
The motivation to purchase is, first and foremost, a financial decision
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 18

• Getting access to more Influencers within your accounts
• Positioning solutions that meet the company’s business objectives AND their financial metrics
• Assessing if proposals will pass the CFO / Financing / Purchasing test to save you time and increase credibility
• Anticipating customer objections by building the business / financial case before the proposal
• Financing can equal upgrades every 3 years
• Expanding the overall deal size and/or creating deals out of budget that doesn’t currently exist
• Overcoming the “Cisco is too expensive” challenge and competitive threats
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 19

What financial tools do CFO \ Financing \ Purchasing staff usually use to assess an investment?
a) ROI b) IRR c) TCO d) NPV
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 20

What financial tools do CFO \ Financing \ Purchasing staff usually use to assess an investment?
a) ROI b) IRR c) TCO d) NPV
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 21

What is Net Present Value?
a) The net present worth of a time series of incoming cash flows b) The cost of buying a net as a present for the fisherman in your family.
c) The net present worth of a time series of outgoing cash flows d) A standard method for using the time value of money to appraise a series of incoming and outgoing cash flows
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 22

What is Net Present Value?
a) The net present worth of a time series of incoming cash flows b) The cost of buying a net as a present for the fisherman in your family.
c) The net present worth of a time series of outgoing cash flows d) A standard method for using the time value of money to appraise a series of incoming and outgoing cash flows
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 23

What is Return on Investment?
a) The internal rate of return on any given investment b) When you make a withdrawal from the bank c) The ratio of money gained or lost (whether realized or unrealized) on an investment relative to the amount of money invested d) The ratio of money gained and realized on an investment relative to the amount of money invested
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 24

What is Return on Investment?
a) The internal rate of return on any given investment b) When you make a withdrawal from the bank c) The ratio of money gained or lost (whether realized or unrealized) on an investment relative to the amount of money invested d) The ratio of money gained and realized on an investment relative to the amount of money invested
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 25

What is Payback?
a) A cheesy
1990’s movie with Mel Gibson b) The period of time required for the return on an investment to "repay" the sum of the original investment c) The positive return from an investment after the original investment has paid itself off d) The period of time required for the positive return from an investment after the original investment has paid itself off
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 26

What is Payback?
a) A cheesy
1990’s movie with Mel Gibson b) The period of time required for the return on an investment to "repay" the sum of the original investment c) The positive return from an investment after the original investment has paid itself off d) The period of time required for the positive return from an investment after the original investment has paid itself off
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 27

HOW A CFO / FINANCE OR PURCHASE OFFICER APPRAISES AN
INVESTMENT
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Cisco Confidential 28

NET INVESTMENT
• Incremental net investments
TIMING
• When do the above occur
NET BENEFITS
• Incremental profits
• Incremental savings
• Incremental costs
ALTERNATIVES
• How do they compare against alternatives
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Cisco Confidential 29

Percentage of CFOs Who Always Use –or Almost Always Use–a Given Technique*
Investment Appraisal Technique % Always or Almost Always
Internal Rate of Return (IRR)
Net Present Value (NPV)
Payback period
Return On Investment (ROI)
76
75
57
30
* Source: “The Theory and Practice of Corporate Finance: Evidence from the Field”, Journal of Financial Economics 60, Figure 2
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 30

The simplistic view used by many accountants
Net return from an investment
Net investment
=
Total benefits received from an investment – net investment
Net investment
Example:
A company invests $75,000 in a machine that will save $18,000 per year over the 5-year life of the machine.
Total savings = $90,000 ($18,000 x 5)
Net return = $15,000 ($90,000 - $75,000)
ROI = 20% ($15,000 / $75,000 )
Is this a good return?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 31

How long it will take a particular investment to pay for itself
Annual savings x P = Net Investment
Example:
A company invests $75,000 in a machine that will save $18,000 per year over the 5-year life of the machine.
Net investment = $75,000
Annual savings = $18,000
Payback = 4.2 years
Is this a good payback?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 32

Albert Einstein was once asked what is the most powerful force on
Earth… What was his answer?
20 year old Britney makes a one-time $5,000 contribution to a retirement fund that grows at 8% annually.
If she never touches it until she retires at 65, how much will she have?
$159,000
E=MC 2 ?
ANSWER: Compound Interest
A Woman Scorned?
If she waited until she was 39 to make her one-time
$5,000 contribution, how much would it grow to?
$37,000
‘A Dollar today is worth more than a Dollar tomorrow’
Compound interest is an example of growth that we all understand
Discounted Cash Flow is it’s opposite…
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 33

Net present value is the monetary value today of all future cash flows discounted at some compound interest rate (the ‘discount rate’) plus any immediate cash flows
Year 0
Year 1
Year 2
Year 3
Year 4
Year 5
Investment
75,000
-
-
-
-
-
Savings
18,000
18,000
18,000
18,000
18,000
Net Benefits
(75,000)
18,000
18,000
18,000
Discount
Factor @ 10%
1.00
0.91
0.83
0.75
18,000 0.68
18,000 0.62
Net Present Value
NPV
(75,000)
16,364
14,876
13,524
12,294
11,177
(6,765)
Present Value accounts for the time value of money.
‘A dollar tomorrow is worth less than a dollar today’
QUESTION: Would a CFO or
Financing Officer approve this?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 34

Net present value is the monetary value today of all future cash flows discounted at some compound interest rate (the ‘discount rate’) plus any immediate cash flows
Year 0
Year 1
Year 2
Year 3
Year 4
Year 5
Investment
75,000
-
-
-
-
-
Savings
18,000
18,000
18,000
18,000
18,000
Net Benefits
(75,000)
18,000
18,000
18,000
Discount
Factor @ 10%
1.00
0.91
0.83
0.75
18,000 0.68
18,000 0.62
Net Present Value
NPV
(75,000)
16,364
14,876
13,524
12,294
11,177
(6,765)
Present Value accounts for the time value of money.
‘A dollar tomorrow is worth less than a dollar today’
ANSWER: No
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 35

• The Discount Rate:
The opportunity cost of Capital = the potential return the company could have made if it had invested in something else
• Weighted Average Cost of Capital is the rate that a company is expected to pay on average to all its security holders to finance its assets
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 36

Invested Capital $
Shareholders' funds 2,000
Long term borrowings 2,000
Total 4,000
Weighting %
50%
50%
Cost of
Capital %
30%
10%
WACC
15%
5%
20%
Risk
Cisco Confidential 37 © 2012 Cisco and/or its affiliates. All rights reserved.

• http://pages.stern.nyu.edu/~adamodar/New_Home_Page/datafile/ wacc.htm
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 38

Net present value is the monetary value today of all future cash flows discounted at some compound interest rate (the ‘discount rate’) plus any immediate cash flows
Year 0
Year 1
Year 2
Year 3
Year 4
Year 5
Investment
75,000
-
-
-
-
-
Savings
18,000
18,000
18,000
18,000
18,000
Net Benefits
(75,000)
18,000
18,000
18,000
Discount
Factor @ 10%
1.00
0.91
0.83
0.75
18,000 0.68
18,000 0.62
Net Present Value
NPV
(75,000)
16,364
14,876
13,524
12,294
11,177
(6,765)
What should this be compared against?
Decision Rule
1. Positive NPV = GOOD
2. Negative NPV = BAD
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 39

© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 40

Customer Financials
Customer cashflow Day 0
Net Investment in Telepresence ($2,000,000)
Revenues from Telepresence
Call costs
Maintenance costs
Other costs
Net cashflow
($150,000)
($2,150,000)
Year 1
$0
Year 2
$0
Year 3
$0
Year 4
$0
Year 5
$70,000
$900,000 $1,026,000 $1,169,640 $1,333,390 $1,520,064
TOTAL
($1,930,000)
$5,949,094
($270,000) ($307,800) ($350,892) ($400,017) ($456,019) ($1,784,728)
($150,000) ($150,000) ($150,000) ($150,000) ($750,000)
($70,000) ($70,000)
$410,000 $498,200
($70,000) ($70,000)
$598,748 $713,373
($70,000)
$1,064,045
($350,000)
$1,134,366
Customer income statement
Revenues
Costs
Depreciation
Year 1 Year 2 Year 3 Year 4 Year 5
$900,000 $1,026,000 $1,169,640 $1,333,390 $1,520,064
TOTAL
$5,949,094
($490,000) ($527,800) ($570,892) ($620,017) ($676,019) ($2,884,728)
($386,000) ($386,000) ($386,000) ($386,000) ($386,000) ($1,930,000)
$24,000 $112,200 $212,748 $327,373 $458,045 $1,134,366 Net profit
• This is what your customer sent you about the financial impact of your proposed Cisco solution. The CFO won’t approve the solution!
• This looks great as it produces a profit. So what’s the problem with the
CFO?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 41

Customer Investment Appraisal
ROI
Payback
NPV
IRR
59%
3yrs 10 mths
($344,221)
13.54%
The financial accountants say this is not good.
What should they be?
• ROI?
• Payback?
• NPV?
• IRR?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 42

The simplistic view used by many accountants
Customer income statement
Revenues
Costs
Depreciation
Net profit
Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL
$900,000 $1,026,000 $1,169,640 $1,333,390 $1,520,064 $5,949,094
($490,000) ($527,800) ($570,892) ($620,017) ($676,019) ($2,884,728)
($386,000) ($386,000) ($386,000) ($386,000) ($386,000) ($1,930,000)
$24,000 $112,200 $212,748 $327,373 $458,045 $1,134,366
Net profit
Net Investment
Return On Investment
$1,134,366
$1,930,000
59%
Why is this ROI not acceptable?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 43

The duration it will take for an investment to be repaid by the incremental net benefits
Customer cashflow
Net Investment in Telepresence
Revenues from Telepresence
Call costs
Maintenance costs
Other costs
Net cashflow
Accumulated cashflow
Payback
Year 0
($2,000,000)
Year 1
$0
Year 2
$0
Year 3
$0
Year 4
$0
Year 5
$70,000
$0 $900,000 $1,026,000 $1,169,640 $1,333,390 $1,520,064
$0 ($270,000) ($307,800) ($350,892) ($400,017) ($456,019)
($150,000) ($150,000) ($150,000) ($150,000) ($150,000) $0
$0 ($70,000) ($70,000) ($70,000) ($70,000) ($70,000)
($2,150,000) $410,000 $498,200 $598,748 $713,373 $1,064,045
($2,150,000) ($1,740,000) ($1,241,800) ($643,052) $70,321 $1,134,366
62.93
41.91
24.89
10.82
- 0.79
- 12.00
Payback is 3 yrs 10.82 mths
Why is this Payback not acceptable?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 44

Today’s value of all cash flows after taking into account the time value of money
Customer cashflow
Net Investment in Telepresence
Revenues from Telepresence
Call costs
Maintenance costs
Other costs
Net cashflow
Discount Rate 20%
Discount Factor
Discounted cashflow
Accumulated Discounted cashflow
Year 0
($2,000,000)
$0
$0
($150,000)
$0
($2,150,000)
Year 1
$0
$900,000
($270,000)
($150,000)
($70,000)
$410,000
Year 2
$0
$1,026,000
($307,800)
($150,000)
($70,000)
$498,200
Year 3
$0
$1,169,640
($350,892)
($150,000)
($70,000)
$598,748
100%
($2,150,000)
83%
$341,667
69%
$345,972
58%
$346,498
($2,150,000) ($1,808,333) ($1,462,361) ($1,115,863)
Year 4
$0
$1,333,390
($400,017)
($150,000)
($70,000)
$713,373
Year 5
$70,000
$1,520,064
($456,019)
$0
($70,000)
$1,064,045
48%
$344,026
($771,837)
40%
$427,616
($344,221)
Net Present Value ($344,221)
Why is this NPV not acceptable?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 45

Discount Rate used to arrive at an NPV of $0
Customer cashflow
Net Investment in Telepresence
Revenues from Telepresence
Call costs
Maintenance costs
Other costs
Net cashflow
Internal Rate of Return
Discount factor
13.54%
Discounted cashflow
Accumulated Discounted cashflow
Year 0
($2,000,000)
$0
Year 1
$0
$900,000
Year 2
$0
$1,026,000
Year 3
$0
$1,169,640
Year 4
$0
$1,333,390
Year 5
$70,000
$1,520,064
$0 ($270,000) ($307,800) ($350,892) ($400,017) ($456,019)
($150,000) ($150,000) ($150,000) ($150,000) ($150,000)
$0 ($70,000) ($70,000) ($70,000) ($70,000)
$0
($70,000)
($2,150,000) $410,000 $498,200 $598,748 $713,373 $1,064,045
100% 88%
($2,150,000) $361,116
78% 68% 60%
($2,150,000) ($1,788,884) ($1,402,402) ($993,299) ($563,993)
53%
$386,482 $409,103 $429,307 $563,993
$0
Net Present Value $0
IRR = 13.54%
Why is the IRR not acceptable?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 46

You now understand why the customer has rejected your proposal.
ROI
Payback
NPV
IRR
59%
3yrs 10 mths
($344,221)
13.54%
So what are you going to do now?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 47

1.
Negotiate for better outcomes
• Revenues
• Other costs
2.
Improve the costs from Cisco
• Hardware discount
• Services discounts
• Timing of payments
3.
Restructure the deal
• Finance lease
• Operating lease
• Consumption model
Now get Cisco Capital involved!
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 48

• You have asked Cisco Capital if they can rescue the deal. You think the customer’s problem is they do not have the money to finance the deal.
• Cisco Capital says:
 They can finance the deal with a cost of capital of 5%.
 Over 5 years this will mean six annual payments of US$403,417 with the first payment due on signing.
 They tell you this is not a CAPEX to OPEX deal.
• You ask them if that will achieve the customers investment hurdles. They tell you to figure that out.
What gives you hope?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 49

Today’s value of all cash flows after taking into account the time value of money
Now positive!
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 50

You have now WON THE DEAL by leveraging the power of financing and Cisco Capital!
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 51

• Bake NPV Into Your Deal!
• Factors to consider in a capital purchase:
Financing Cost
Maintenance costs, Upgrade costs
Services, Warranty costs
Move/Add/Change costs
Costs of required ancillary items
Savings or costs avoided
Productivity Gains
Revenues Generated
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 52

70% Agree the availability of financing was critical in choosing their IT supplier
48%
58%
Said their companies use leasing to balance project costs with future benefits, accelerating ROI
Said leasing is a way to free up capital for other uses
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 53

A Finance or
“How to Buy” decision occurs for
EVERY purchase, especially larger ones.
If you don’t participate in these discussions early, with the right people, you risk that the decision will be made based on factors outside of your control.
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 54

An IDC survey of 153 IT organizations that lease/finance their IT equipment found that over 70 % reported the following leasing/financing benefits:
• Aids in protection against obsolescence
• Balances project cost with benefits
• Faster approval process
• Budget flexibility and equipment disposal/decommissioning services
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 55

Enhance YOUR Selling Power
What’s in it for YOU?
Act and Bain Findings for Cisco Capital
Close Ratio:
Deal Size:
Sales Cycle:
Profit Margin
+12.4%
+25 – 30%
Close 5X Faster
+.5%
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 56

• How do you normally acquire technology equipment?
• How long do you keep this equipment?
• Do you budget on an Operational or Capital basis?
• Do you perform a financial analysis on purchases? If not, why not? I can help!
• What is your Cost of Capital? Don’t know? I can help you!
• What is the approval process for financing decision?
• Who is involved in this process?
• Is this project competing with other initiatives for funding?
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 57

http://www.cisco.com/web/ordering/ciscocapital/channel_partners/offers.html
Three
Month
Deferral
Get the benefit of turning a large, upfront investment into affordable monthly or periodic payments.
3-month, interestfree payment deferral
US SMB
Customer
Financing
3-year, 3.5% ($1 buyout) financing up to $250K for U.S. small and mid-sized customers for all
Cisco hardware, software, and bundled services
US SMB
Game
Changer
42 month Fair
Market Value (FMV)
2.335% interest lease up to $250K per customer – U.S,
SMB. For all Cisco, hardware, software and bundled services
Expires:
July 25, 2015
Expires:
July 25, 2015
Expires:
July 25, 2015
Cisco
Collaborate
Now!
Customer
Financing
Cisco collaboration solutions with attractive rates as low as: 0% for 2 yrs.; 1% for 3 yrs.;
2% for 4 yrs.; 3% for
5 yrs.
Expires:
July 25, 2015
Multi-Year
Service
Contracts
Financing
Cisco Capital is making the acquisition of Cisco services more affordable than ever with an aggressive finance rate of 2.5%.
Expires:
July 25, 2015 z
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 58

© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 59

• www.ciscocapital.com/partner/us
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 60

• http://www.cisco.com/web/ordering/ciscocapital/docs/quote_calcul ator_tool.xls
© 2012 Cisco and/or its affiliates. All rights reserved.
Cisco Confidential 61

• Online credit application and approval tool
• @oncefinance is directly linked to automated credit scoring, enabling: submission of applications online management of pipeline business virtual review of portfolios
• Contact Cisco Capital to request access
(800) CISCO-80
• www.oncefinance.com
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Cisco Confidential 62

• Users can generate proposals and financial quotes using Build & Price and share them with their customers.
• The selected configuration will be stored to a shopping cart. It can be seamlessly threaded to the quoting and ordering process in CCW.
•
Cisco Capital Financial Calculator is a tool in which Partners can use to receive indicative financing quotes when registering a deal in Cisco
Commerce Workspace
Generate an instant indicative financing quote
Save Time - calculate a finance quote 24/7
• Request access capitalfinancecalculator@cisco.com
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• iTunes App Store
• Google Play Store
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Cisco Confidential 64

NPV Calculator
• http://office.microsoft
.com/enus/templates/netpresent-valuecalculator-
TC010015268.aspx
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Cisco Confidential 66

www.cisco.com/go/growit/
• Revisit and become familiar with the concepts and language that CFOs and financial decision makers use
• Engage with Cisco Capital early and as often as possible – use financing instead of a price discount!
• Try it: Find a deal over 100K at an early stage in your funnel and engage in proving Payback, ROI, NPV and adding a financing offer
Find your Cisco
Capital
Financial
Solutions
Manager and engage with them
© 2012 Cisco and/or its affiliates. All rights reserved.
Start engaging, asking questions about customer’s ability to execute and finance
Understand where they are in the buying process
Don’t be afraid to ask about the budget/ financing question
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Expand customer relationships, accelerate and grow deals, create account control, and enhance cash flow
Include finance quotes with your proposals – overcome budget and cost barriers up-front!
Reach out to your local Cisco Capital FSM www.ciscocapital.com/partner/us
Call: 866 Cisco 80
Close more deals!!!
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Cisco Confidential 68

• Corporate Finance For Dummies
By Michael Taillard
• http://www.barnesandnoble.com/w/corpor ate-finance-for-dummies-michaeltaillard/1111631814?ean=978111841279
4
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Cisco Confidential 69

Next Quick Hit Briefing
Who's On First? - Navigating Cisco Resources
Thursday September 4 th , 2015 at 9:30 ET
Check http://cs.co/quickhit for registration links and replays
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