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Message UGA MarketPlace I Why Does a Customer Buy? Understanding why potential customers of UGA MarketPlace buy our solutions or services is critical to closing deals. It starts by understanding that customers purchase our solutions and services not when they should or want to, but when they finally realize that they really have to. The key to our success is in recognizing the compelling reasons that drive the customer to act decisively. In the case of GE, they had to find a solution that would accelerate the identification of an avalanche of unactionable Unstructured Data so that they could assign ownership and properly dispose of or distribute petabytes of data to one of three entities they had created by their divestiture. Data Detect enabled this critical demand. Data Detect was the solution for an urgent need they had to solve - and we solved it. A. Problem-Solving: The Key to Selling Data Solutions to Enterprise Customers At UGA MarketPlace, our solutions go beyond delivering features and functionality - they are problem solvers designed to address the unique challenges enterprise customers face. Selling through problem-solving is not just a strategy; it’s the most effective way to engage, build trust, and provide value to enterprise customers. Here’s why problem-solving is the cornerstone of selling our UGA Solutions in the enterprise market. 1. Problem-Solving is the Foundation of Sales Success Our solutions are problem solvers because that’s what enterprise customers need. By adopting a problem-solving mindset, you can shift the focus from features to business value, build trust and credibility with decision-makers, address complex enterprise challenges with clarity and confidence, differentiate your solutions in a competitive market, drive urgency and accelerate the sales cycle, and foster long-term relationships that lead to repeat business and growth. 2. Enterprise Customers Buy Solutions, Not Products Enterprise customers don’t invest in data solutions just because they are impressive or innovative. They invest because they have a problem that needs solving. This problem could be operational inefficiencies, compliance challenges, scalability issues, or data security risks. a. Why Problem-Solving Works ■ Customer-Centric Approach By focusing on solving the customer’s problems, you tailor your offering to their specific needs, making it more relevant and valuable. ■ Tangible ROI Problem-solving demonstrates clear business outcomes, such as cost savings, improved efficiency, or risk mitigation, which resonate with enterprise decision-makers. b. Example Instead of selling a feature like “data migration automation,” frame it as a solution to the customer’s problem: “We help you reduce downtime and errors during complex data migrations.” 3. Builds Trust and Credibility When you approach enterprise customers with a problem-solving mindset, you position yourself as a trusted advisor rather than just a vendor. Enterprise buying cycles are long and involve multiple stakeholders, so trust is a key factor in the decision-making process.

a. How Problem-Solving Establishes Trust ■ Understanding the Customer’s Business Identifying and articulating the customer’s pain points shows you understand their industry, challenges, and goals. ■ Tailored Solutions Offering a solution that directly addresses their most pressing problems demonstrates your expertise and commitment to their success. ■ Proactive Engagement Problem solvers don’t just wait for customers to articulate their needs - they uncover hidden challenges and opportunities. b. Example “We’ve worked with organizations like GE facing similar challenges with unstructured data. Here’s how we solved it for them, and how we can help you.” 4. Enterprise Problems Are Complex and High-Stakes Enterprises face multi-faceted problems that impact their operations, compliance, and bottom line. Selling data solutions as problem-solvers allows you to address these complexities head-on. a. Why Problem-Solving is Effective for Complex Challenges ■ Holistic Approach Enterprise challenges often span multiple departments (e.g., IT, legal, compliance). A problem-solving approach ensures your solution aligns with their broader objectives. ■ Risk Mitigation Enterprises are risk-averse. By solving their problems, you help them avoid operational disruptions, regulatory penalties, or reputational damage. ■ Scalability Problem-solving emphasizes how your solution can adapt and scale with their business needs, making it a long-term investment. b. Example “Our solution ensures compliance with evolving data privacy regulations while reducing legal review costs by automating data discovery and classification.” 5. Shifts the Conversation from Features to Value Features and technical specs are essential, but enterprise customers care more about outcomes. Problem-solving shifts the conversation from what your solution does to how it solves their business challenges. a. Value-Focused Selling ■ Quantifiable Benefits Problem-solving allows you to articulate the measurable impact of your solution, such as time saved, costs reduced, or risks mitigated. ■ Customer Alignment It ensures the discussion revolves around the customer’s priorities rather than generic product capabilities. ■ Emotional Connection Solving real problems resonates emotionally with stakeholders, who often feel pressure to deliver results.

b. Example Instead of saying, “Our solution integrates multiple file share data sources,” frame it as, “We help you eliminate data silos, giving you a unified view of your operations for better decision-making.” 6. Drives Faster Decision-Making Enterprise sales cycles can be long, but problem-solving can accelerate the process by creating urgency. When you highlight the cost of inaction and the risks of leaving problems unsolved, customers are more motivated to act. a. How Problem-Solving Creates Urgency ■ Risk Awareness Highlight the potential consequences of not solving the problem (e.g., fines, inefficiencies, lost opportunities). ■ Opportunity Cost Show how delaying a solution affects their bottom line or competitive position. ■ Clear Path to Resolution Problem-solving provides a roadmap to success, which instills confidence in moving forward. b. Example “Every month without Ai Smart Data costs your team X hours of manual work and exposes you to Y compliance risks, not to mention the runaway data storage costs you are being overwhelmed by. Our solution can eliminate these issues within 120 days.” 7. Aligns with Enterprise Buying Teams Enterprise purchases often involve multiple stakeholders with different priorities and concerns. A problem-solving approach bridges these gaps by addressing the shared challenges across teams. a. Why Problem-Solving Works Across Stakeholders ■ IT Teams Focus on technical efficiency and integration. ■ Compliance Teams Highlight how the solution ensures regulatory adherence. ■ Executives Emphasize cost savings, ROI, and strategic impact. b. Example “Our solution satisfies IT’s need for seamless integration, compliance’s need for secure data handling, and the CFO’s need for measurable cost savings.” 8. Differentiates Your Solution in a Competitive Market In a crowded marketplace, many data solutions offer similar features. What sets UGA Solutions apart is our ability to solve problems better, faster, and more effectively than competitors. a. How Problem-Solving Differentiates ■ Tailored Approach Competitors may offer generic solutions, but problem-solvers customize their approach to address specific challenges. ■ Proven Success Share our GE success story that demonstrates how you’ve solved similar problems for other enterprises. ■ Customer-Centric Focus Position your solution as an enabler of the customer’s success, not just another tool.

b. Example “Unlike other solutions, we specialize in solving cross-departmental data challenges, ensuring seamless collaboration between your IT, legal, and compliance teams.” 9. Builds Long-Term Relationships Problem solvers don’t just close deals - they create partnerships. By consistently solving problems, you become a trusted resource for future needs, leading to upsell, cross-sell, and renewal opportunities. a. Problem-Solving as Relationship-Building ■ Demonstrates Commitment Customers see that you’re invested in their success, not just the sale. ■ Drives Loyalty When your solution consistently solves problems, customers are less likely to switch to competitors. ■ Opens the Door for Growth Solving today’s problems builds trust to address tomorrow’s challenges. b. Example “We’ve helped you streamline your data storage. Let’s discuss how we can further optimize your data analysis pipeline to unlock more value.” B. The Importance of Finding a Champion to Sell Our UGA Data Solutions When selling UGA’s data solutions, finding a champion within the customer’s organization is one of the most critical factors for success. A champion is a stakeholder who not only recognizes the urgent need for your solution but also actively advocates for its adoption within their company. Champions can dramatically influence the sales process, accelerate decision-making, and help overcome internal resistance. Here’s why finding a champion is essential and how they contribute to the success of your sales efforts: 1. Champions Are the Internal Voice for Your Solution In any enterprise, decisions about purchasing data solutions often involve multiple stakeholders across departments. Champions act as your internal advocate, ensuring your solution is represented during these discussions. a. Why This Matters Champions can articulate the value of your solution to other stakeholders in a way that resonates with their organization’s unique challenges and priorities. They help bridge the gap between your sales team and the decision-makers by providing insights into internal dynamics, key decision criteria, and potential objections. b. Example A compliance officer who urgently needs a data classification solution to meet upcoming regulatory deadlines will argue for your solution during budget meetings or cross-departmental discussions. 2. Champions Have the Most Urgent Need for Your Solution The best champions are individuals who feel the pain points your solution addresses most acutely. Their personal urgency creates a strong desire to see your solution implemented quickly.

a. Why This Matters Champions with urgent needs are highly motivated to push for action, cutting through the delays often associated with enterprise sales cycles. Their sense of urgency can create momentum within the organization, making it easier to secure buy-in from others. b. Example An IT manager struggling with outdated data storage systems will advocate for a modern data management solution to reduce inefficiencies and avoid operational risks. 3. Champions Drive Internal Alignment A champion is not only a strong advocate but also someone with the ability to influence or align other stakeholders. They are instrumental in navigating the internal politics of the organization and securing buy-in across departments. a. Why This Matters Enterprise purchases often involve conflicting priorities among IT, legal, compliance, and finance teams. A champion can help resolve these conflicts by demonstrating how your solution benefits all stakeholders. Champions can introduce you to key decision-makers and ensure your solution gains visibility with leadership. b. Example A legal team member advocating for your solution may help convince the CFO by quantifying the cost of compliance penalties that your solution mitigates. 4. Champions Help Overcome Resistance Every purchase decision has detractors - stakeholders who are skeptical of change or resistant to spending. Champions are invaluable in addressing these concerns internally. a. Why This Matters Champions can counteract objections by providing real-world context about why the solution is necessary and beneficial. They can ensure that internal resistance doesn’t derail the process by building consensus and addressing doubts before they escalate. b. Example A data security officer championing your solution may convince hesitant IT staff by explaining how it integrates seamlessly with their existing systems. 5. Champions Accelerate the Sales Cycle Enterprise sales cycles are notoriously long due to the complexity of decision-making. Champions can speed up the process by acting as your internal project manager, ensuring that the right steps are taken to move the deal forward. a. Why This Matters Champions help navigate internal procedures, such as vendor evaluations, procurement processes, and legal reviews, reducing friction and delays. They can create urgency by emphasizing the risks of inaction or the opportunities your solution unlocks. b. Example A champion who faces an impending regulatory deadline may push for expedited approval to avoid penalties, ensuring your deal closes faster. 6. Champions Provide Valuable Insider Knowledge As insiders, champions have access to vital details about the organization’s goals, challenges, and decision-making processes. They can provide you with insights that improve your ability to pitch and tailor your solution.

a. Why This Matters Champions can inform you about the key priorities of decision-makers, enabling you to craft a more compelling value proposition. They can alert you to potential obstacles, such as budget constraints or competing initiatives, giving you time to address them proactively. b. Example A champion may share that the CFO is primarily focused on ROI, allowing you to prepare a financial justification that emphasizes cost savings and efficiency gains. 7. Champions Ensure Post-Sale Success The role of a champion doesn’t end when the deal is closed. Champions are just as important during the implementation and adoption phases, ensuring that your solution delivers the promised value. a. Why This Matters Champions help drive user adoption within the organization by advocating for the solution’s benefits and encouraging their colleagues to embrace it. They provide feedback on implementation, helping you fine-tune the solution to meet their needs and ensuring long-term satisfaction. b. Example A champion in the IT department may lead training sessions or provide internal support to ensure smooth adoption of your data solution. 8. How to Identify a Champion To find the right champion within a customer’s organization, look for individuals who: a. Feel the Pain Points Most Acutely They are directly impacted by the problem your solution addresses. b. Have Urgency They face deadlines, high-stakes challenges, or significant pressure to solve the problem. c. Are Influential They have the respect of their peers and the ear of decision-makers. d. Understand the Value of Your Solution They clearly see how your solution addresses their needs and are excited about its potential. e. Are Willing to Advocate They are proactive and vocal about pushing for change. 9. How to Empower and Support Your Champion Once you’ve identified a champion, your goal is to equip them with the tools and information they need to advocate for your solution effectively. Here’s how to do that: a. Provide Clear Value Propositions Arm them with specific benefits, ROI calculations, and case studies tailored to their organization. b. Address Their Concerns Ensure they have answers to potential objections they might face from other stakeholders. c. Maintain Regular Communication Keep your champion updated on progress and provide any resources they need to move the process forward. d. Celebrate Their Success After implementation, highlight their role in driving the project to a successful outcome, strengthening your relationship for future opportunities.

C. The Four Stages of Customer Consideration Below is a profile of the four stages of customer consideration, which will help you to understand where your prospective customer is in their decision-making process so you can work your way to why they have to buy your proposed solution. Every customer buys for a reason, but in our market, the strongest reason is when they recognize they have to. We are not selling someone a car, a dating app, or a Hermes handbag. Ours is not an emotional or aspirational purchase. Ours is a problem-solving solution. If the customer does not have to buy one of our solutions to solve an urgent need, then they won’t be buying anything from us. If the customer does not have an urgent need for our solutions, then move on to a customer who does. Yes, all organizations can benefit from utilizing Data Detect, but only the customers like GE, who really have an urgent need to turn their unactionable Unstructured Data into indexed Actionable Smart Data, will buy it. The four stages of consideration reflect a journey from interest to necessity. Your role is to guide the customer through each stage by addressing their needs and concerns. The compelling reason to buy is the tipping point where urgency and necessity align. Uncover this reason and use it to drive the decision-making process. Tailor your sales approach to the customer’s stage and always aim to create urgency by highlighting the risks of inaction and the benefits of acting now. By understanding these stages and focusing on the "have-to" moment, you’ll be better equipped to close deals and deliver value to your customers. 1. We Should Do It a. Customer Mindset At this stage, the customer is aware that adopting a solution like Ai Smart Data could be beneficial, but they may not see it as urgent or necessary. They are in an exploratory phase, considering options but without a strong commitment to act. b. Your Role as a Salesperson You could waste your time trying to educate your potential customer contact on the possible benefits and opportunities, but your time will be better spent by finding someone in the organization who recognizes the urgent need for your solution. Paint a vision of how your solution could provide value or solve problems, and then find out who in the organization could benefit immediately from our solution. Use data, case studies, or industry trends to show why acting sooner rather than later is advantageous. c. Key Message “Here’s how our solution could help someone in your organization to immediately achieve [specific goals or improvements].” 2. We Want to Do It a. Customer Mindset The customer is interested in your solution and recognizes its potential value. They see how it aligns with their goals or ambitions, but they are still weighing priorities and may not feel an immediate need to act. They are emotionally invested but may lack internal alignment or urgency. b. Your Role as a Salesperson Build excitement around your solution and strengthen their emotional commitment. Address potential objections and engage all key stakeholders to ensure alignment. Help the customer quantify the immediate value of your solution (e.g., ROI, efficiency gains). If you can

not demonstrate the immediate need to solve an organization’s demanding problem or need, there will be no compelling reason to act. c. Key Message “Imagine how much better things could be when you implement our solution to solve your …. Here’s the value it can bring.” 3. We Can Do It a. Customer Mindset The customer believes that implementing your solution is feasible. They have the budget, resources, and technical capability to move forward. However, they may still need to justify the decision internally or prioritize it against other initiatives. b. Your Role as a Salesperson Remove any barriers to action by demonstrating how your solution fits seamlessly into their business. Provide a clear implementation plan, including timelines, support, and expected outcomes. Address any lingering concerns about risk, effort, or disruption. And make certain to have the person in the organization who will benefit most participating in the decision-making. c. Key Message “Here’s how we’ll make this easy for you to implement and ensure your success.” 4. We Have To Do It a. Customer Mindset The customer has reached a tipping point where they recognize that purchasing your solution is no longer optional - it’s essential. This stage is driven by a compelling reason, such as regulatory or compliance requirements, competitive pressures or market demands, internal inefficiencies or risks that have become too costly to ignore, or a leadership mandate to act. b. Your Role as a Salesperson Reinforce the urgency and necessity of acting now. Highlight the risks of inaction and the potential consequences of delaying the decision. Position your solution as the clear and most effective choice to address their urgent need. c. Key Message “Here’s why this needs to happen now, and how we can help you solve this critical issue.” D. The "Have-To" Moment: The Compelling Reason The compelling reason is the driving force behind the customer’s decision to buy. It’s the moment they realize that your solution is not just nice to have, it’s a business imperative. Examples of compelling reasons: a. Compliance "If we don’t comply with this regulation, we face significant fines." b. Competitive Pressure "Our competitors have already adopted this technology, and we’re falling behind." c. Risk Mitigation "If we don’t address this issue, it could result in security breaches or operational failures." d. Cost of Inaction "The inefficiencies in our current process are costing us too much money and time." As a salesperson, your job is to uncover this compelling reason during your discovery process. Ask probing questions to identify the pain points or external pressures that make this purchase a necessity.

E. How to Align Your Sales Strategy with the Four Stages 1. Diagnose the Customer’s Stage with Your Champion Use discovery calls and questions to determine where the customer is in their consideration process. This is where your Champion is most valuable. This insider information is crucial. a. Are they exploring options? (Stage 1) b. Are they emotionally interested but hesitant? (Stage 2) c. Are they ready but need practical reassurance? (Stage 3) d. Do they recognize the urgency and necessity? (Stage 4) 2. Tailor Your Approach Match your messaging and sales strategy to the customer’s stage with your Champion’s interpretation: a. Stage 1 & 2: Focus on education, vision, and building interest with the potential champion who recognizes the urgent need for your solution. b. Stage 3: Focus on practicality, overcoming objections, and making the solution implementable. c. Stage 4: Focus on urgency, necessity, and risk mitigation. 3. Create Urgency If the customer is not yet at Stage 4, guide them with your Champion toward recognizing the risks and costs of inaction. Use persuasive techniques such as: a. Highlighting industry trends and competitive pressures. b. Demonstrating the potential consequences of delaying action. c. Quantifying the opportunity cost of not acting. 4. Be the Trusted Advisor Throughout all stages, position yourself as a partner who understands the customer’s needs and challenges. Build trust with your Champion in particular by providing honest, actionable advice and demonstrating your commitment to their success.