Greetings and welcome to our site! My name is Jerry Johnson and I am the CEO and Founder of Superior Edge.

For 25 years I have been helping Fortune 500 Companies implement electronic sales tools for their sales channels. We have had many successes in over 50 global Fortune 500 companies and the over 300,000 channel sales people using these systems. As I worked with these companies I observed how they launched new products to and through their sales channels. It was clear to me that these launches represented critical opportunities for companies, and one that can be greatly improved upon. I formed Superior Edge to focus on solving this problem.

Superior Edge initially focused on launching products to sales channels. However, after working with and talking to many executives and salespeople it became clear that companies also need to launch sales campaigns targeted at particular market segments, launch existing products into new markets, and launch new channel organizations and territories. We therefore expanded our focus to include the launch to what we call "sales initiatives". Sales initiatives are a broad description defining proactive sales programs launched by the corporation to their sales channels. When effectively launched and executed sales initiatives offer a great opportunity for both the company and sales channel to accelerate revenue.

As we looked in the market we could not find any products who addressed the launch of sales initiatives in a meaningful way. There were tools that helped salespeople do a specific task but not products that leveraged the internet and address launching sales initiatives with an enterprise in mind. If you think about the way organizations launch new products to their sales network, not much has changed over the years. The CEO of a Fortune 50 company told me, "We make huge investments in products and are very sophisticated as they are developed, however, when it comes time for sales we throw the product over the fence to the dealers, do some training and advertising; then depend on sales execution by the dealers to achieve our revenue goals."

One of the most overlooked areas in launching sales initiatives are independent sales channels. One executive told me "We receive 80% of our revenue from dealers". In our opinion it is not possible to have a meaningful sales initiative unless the dealers, agents, resellers and direct salespeople are an integral part of the program. The focus of a sale initiative is to generate revenue however, if it is done well there are secondary benefits, of creating a stronger channel network and developing greater channel mindshare and loyalty.

Over the past two years we have talked to many executives and salespeople to discover the best practices in launching sales initiatives. Based on these best practices we have developed an internet based product to help companies launch new sales initiatives more effectively and at a reduced cost to their sales channels. The following are a small sample of the best practices illustrate we discovered and integrated into our approach.

• The future is about sales processes and the ability to consistently execute, measure and improve them over time.
• Launching sales initiatives like new products, sales campaigns, and new markets can propel an organization forward. It is important to leverage the opportunities created by these key events.
• vision of the future must include both corporate sales and independent sales channels.
• Customer segmentation: helping the salesperson to sell to the preferred prospects is a key element of success.
• Better results can be achieved by -- in the words of one dealer --"pulling the customers in" rather than waiting for prospects to come to the dealer, (rather than "build it and they will come").
• Help the salespeople consistently communicate "the story" to prospects. 85% of the story is delivered to prospects by salespeople.
• Monitor analytics in real-time to measure plan execution, making mid-course corrections as needed. Gather this data with a minimal amount of work by the salesperson. What is measured can be improved.
• Integrate training into both the corporate and channel salesperson's daily work. This continuous learning approach yields increased competency and higher adoption.
• Implement a system for clear, rapid communication throughout the sales organization.
• To help build relationships and influence future purchasing decisions, offer valued tools and information for use by customers and prospects.
• Best practices are of no use unless they are put into use. Best practices change over time and an effective solution must be able to integrate and support these changes.

Our business model is simple. We only get paid if the salespeople use our systems. We get paid on a monthly basis with no up front fees other than for services to help tailor the system for your organization. Our services group works with you to tailor the system, get it up an running, and provides ongoing support to keep it running.

We are looking for innovative companies to work with -- ones looking for new ways to grow revenue for the corporation by growing revenue for their sales channels. We are focused on the insurance and financial services, product manufacturing, technology and life sciences industries. These industries have complex sales channels, a changing product and a competitive landscape.

Thank you for visiting our site. Please send me an email if you would like to discuss our approach on improving the sales effectiveness of your channels.

Sincerely,