Post on 21-Jan-2016
Guinness Storehouse – Tuesday March 6Guinness Storehouse – Tuesday March 6thth , 2007 , 2007Guinness Storehouse – Tuesday March 6Guinness Storehouse – Tuesday March 6thth , 2007 , 2007
Microsoft Confidential
Agenda
Microsoft Confidential
Welcome to:
Information Worker Partner UpdateAbigail Sharan, IW Partner Strategy Lead, EMEA
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Great year for EMEA Information Worker Partners
• 2007 Office system launch brings significant new Partner possibilities• New technologies = new
customer opportunities
• Over 150 Customers/Partners in EMEA Early Adopter program
• Over 300 EMEA Partner Solutions by Launch
• Nearly 20 IW Competency partners in Ireland today!
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The Information Worker Vision
The People Ready business and the New World of Work
Source: European Innovation Scoreboard 2005
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An Irish Partner Success Story…
Screen clipping taken: 05/03/2007, 19:25
Current Specializations Specializations from Q4 - FY07
Enterprise Project Mgt
Desktop Deployment
Office Smart Client
Development
Portals & Content
Management
Messaging & Collaboration
No
Chan
geTr
ansi
tioni
ngNo
change
Enterprise Project Mgt
Office Deployment
Office Solutions Development
Enterprise Content
Management & Forms
Unified Communications
Portals & Collaboration
Search
Data Visualization
Performance Management
New
Specialization
s
Name Change
Name Change
IW C
om
pet
ency
Business Productivity InfrastructureBusiness Productivity Infrastructure Optimization ModelBusiness Productivity Infrastructure Optimization Model
Identify where
you want to
be
Collaborative Workspaces and PortalsMessagingPresence
Web Conferencing
Reporting and AnalysisPerformance Management
Data Warehousing
Unified Communication and Collaboration
Enterprise Content Management
Business Intelligence
Document and Records ManagementWeb Content Management
Forms ManagementSearch
Identify where you are
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• Get ready for the IW Competency HEREo Specializations – which ones make sense for you?
• Ensure your Office 2007 solutions are profiled and visible to Microsoft and your customers - HERE• Get trained on the key IW Customer Campaign “Business Productivity Infrastructure Optimization (BPIO) HERE • Get the right Marketing and Sales resources with a “Partner Solution Plan” (speak to your PAM)• Generate leads: Kick-off your own Partner-led IW Customer Campaign with support from us HERE
Next Steps
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APPENDIX
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Break Time:
Partner Development UpdateColin Cassidy Partner Development Manager
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Agenda
Worldwide Partner Conference
Internal Deployment & Adoption
Skills Development
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WPC – Denver, July 10th-12th
Over 65 Irish partner attendees last year
Partner Awards Submission tool now open! Irish Winners in 2004, 2005 & 2006!!!! Ward Solutions, Nitec Solutions, Datapac, Netforce, Singularity, Relate
Software
Registration opens April 18th
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Partner adoption of EVO critical
Our research indicates Partners who adopt early have:
Increased service & license revenues Deeper technical & sales skills Greater satisfaction with Microsoft as a whole
Microsoft are committed to help you
Deployment & Adoption
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Q&A with:
Patrick McAliskeyManaging DirectorReal Time Systems Ltd
Deployment & Adoption
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Assign an owner within your organization
Ask yourself what are the barriers preventing you from deploying? Planning advice (i.e. TechNet - Deploying Windows Vista) Microsoft Application Compatibility Toolkit Hardware Assessment Toolkit Licensing Costs (Free Internal Use Rights) Technical support / assistance (i.e. PTS)
How can Microsoft help you deploy / adopt EVO internally?
Deployment & Adoption
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BT Training Calyx Training Global Knowledge Training Moresoft Training New Horizons Training Passax Training PFH Training QA Training Sureskills Training
Skills Development – CPLS
http://www.microsoft.com/ireland/learning/
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Technical Competency Development Programme (FAS) EVO Courseware (CPLS channel) Microsoft Skills Assessment Tool (plus Learning Plan) Managed Partners
o Technical Readiness built into your business plano Leveraging PTS and TPTS resources
Unmanaged Partnerso Hands on Labs Online
Sales Solution Selling Development Course Seeking National Accreditation (SII & UCD)
Skills Development
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Liam McMahonManaging DirectorNew Horizons Training
Skills Development
Richard GlavinManaging DirectorCalyx Training
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Irish Computer
Feb 2007
Sales Skills Development
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What constitutes High Performance Sales Leadership?
Keith LiddiardManaging DirectorCentre for High Performance Development (CHPD)
High Performance Sales Leadership
Keith LiddiardManaging DirectorCentre for High performance Development
www,chpd.com
PERFORMANCE
LEADERSHIP CONTRIBUTION
LEADERSHIP CONTRIBUTION
STABLECOMFORTABLE ENVIRONMENT
DYNAMICCOMPETITIVEENVIRONMENT
The Importance of Sales Leadership
PERFORMANCE NOW
ORGANISATIONAL CHANGE
Sales Leadership Roles
Leadership Preference
Leadership Capability
High
Low
HighLow
What constitutes High Performance Sales Leadership
High
Low
HighLow
Preference
CapabilityHigh
Low
HighLow
What constitutes High Performance
High Performance Sales Leadership Capability
Functional & Technical ExcellenceSpecialist skills
Managerial Know-HowManagement processes
Average Performance
High Performance Behaviours(Essential to ensure continuousorganisational, team and personal higher performance)
+
Competitive Edge Superior Performance
High Performance Sales Leadership Behaviours
Cluster Behaviour
Thinking Seeking information, managing complexity, generating ideas, developing options, depth & creativity of thought,
encouraging innovation
Information Search
Concept Formation
Conceptual FlexibilityINTERPERSONAL
DevelopingValuing & respecting others, coaching, creating trust,
empowering others facilitating groups, developing people and building teams
Empathy
Teamwork
Developing People
InspiringCommunicating a compelling vision, influencing others,
generating passion, energising others, building confidence & belief
Influence
Building Confidence
Presentation
AchievingGetting results, driving excellence, customer focus,
making targets, galvanising action, delivering the bottom line
Proactivity
Continuous Improvement
Customer Focus
What are critical Sales Leadership Orientations?CLUSTER ORIENTATION INDICATORS
THINKING
VISION
INTUITION
RISKINESS
RATIONALITY
FLEXIBILITY
INITIATIVE
DETAILED
Near sighted…………………….
Factual………………………….
Risk averse……………………..
Rational…………………………
Sequential………………………
Conformist……………………..
Detail conscious………………..
…………………..…Far sighted
…………………..…….Intuitive
………………….….Risk taking
………………………Instinctive
………………………….Flexible
…………………Non-conformist
…………………….Detail averse
SOCIAL
SOCIABILITY
TEAMWORK
ASSUREDNESS
AFFILIATION
CONSIDERATION
Solitary…………………………
Self focused…………………….
Retiring………………………….
Tough minded…………………..
Task focused…………………….
………………………….Sociable
…………………..Team focused
………………………….Assured
……………………….Affiliative
………………….People focused
POWER
DOMINANCE
CONTROL
ASSERTIVENESS
PERSUASIVENESS
DECISIVENESS
Accepting………………………..
Supporting………………………
Reticent…………………………
Non-persuasive…………………
Non-committal………………….
……………………….Dominant
…………………….Controlling
………………………..Assertive
……………………….Persuasive
………………………….Decisive
ACHIEVEMENT
WORK ETHIC
GOAL SETTING
FATE CONTROL
METHODICAL
CONSCIENTIOUS
ORGANISED
Life-focused…………………….
Open ended…………………….
Self bounded……………………
Unstructured……………………
Casual…………………………..
Spontaneous…………………….
…………………..Work focused
……………………..Goal driven
………………………Self reliant
………………………Structured
…………………..Conscientious
…………………..……..Planned
EMOTIONALSTEADINESS
CALMNESS
Volatile………………………..
Excitable………………………
..…………………………Steady
…………………………….Calm
MASTERYDEVELOPMENT
LEARNING
GROWTH
Non-developmental…………….
Steady learner…………………..
Stasis focused………………….
………………….Developmental
……………………..Fast learner
…………………Growth focused
Sales Leadership Potential Matrix
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0 1 2 3 4 5 6 7 8 9 10
Total Leadership Orientation
Technical Guru – look for opportunities in the business
Ready toProgress
Undeveloped for experience
Management Training &
Development
Current Potential to
Progress
Development in Technical role
Current Capability
(% of High
Performance
Behaviour
Benchmark)
DEVELOP
DEVELOP AND PROGRESS
Technical Preference
Leadership Preference150
What do Microsoft Partnerssee as the issues facing them in Ireland?
Meeting customer needs“The hardest battle is that customers don’t know what they want. They believe that IT can do more but they have had their fingers burned in the past”
“Demand for solution selling has grown 40% year on year.”
“Customer needs are changing, they are talking differently about ‘full integration’”
Business challenges“Human resources are our biggest challenge, sales & technical, extrinsically intertwined.”
“Sales people come from a hardware sales background. To achieve our strategy they need to be solution sellers. The issue is getting the right resources to move up the value chain”
“Buyers are often confused and that is a challenge for our people which is why we have brought in to this Microsoft approach”
Solution Selling
“Currently we go in when there is an opportunity. We do not develop an opportunity. Our best solution seller bundles a deal.”
“3 out of 5 partners are just suppliers and are not anywhere near a solutions approach.”
“I have 5 sales people 2-3 at the top end who could talk ROI at a senior level but the others would struggle”
Solution Selling – Different Views?
• Recognition by some Partners that ‘solution selling’ is an over-used and misunderstood word.
• Definitions of solution selling differ – benefits versus solutions.
What are the strategic issues
that your business is facing?
What are you doing about storage?
Are you think of renewing your hardware?
What do Microsoft PartnersSales Leaders look like in Ireland?
0
2
4
6
8
10
12
14
16
18
Info
rmati
on S
earc
h
Concep
t Form
ation
Buildin
g Conf
iden
ce
Proac
tivity
Prese
ntatio
n
Influ
ence
Develo
ping P
eople
Teamwork
Concep
tual
Flexib
ility
Custom
er Focu
s
Empa
thy
Continuo
us Im
prove
men
t
High Performance Behaviours
Hig
h P
erfo
rman
ce B
ehav
iou
r S
core Thinking
Information SearchConcept FormationConceptual Flexibility
AchievingProactivityContinuous Improvement
Customer Focus
InspirationalInfluenceBuilding ConfidencePresentation
DevelopmentalEmpathyTeamworkDeveloping People
High Performance Benchmark
Individual Sales Behaviour Benchmark Score Comparison - Partner
- Across all Leadership Experience Levels -
What are the implications?
A Focussed Sales Force
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0 1 2 3 4 5 6 7 8 9 10
Total Leadership Orientation
150
SOLUTION SELLING
POTENTIAL SOLUTION SELLING & BUNDLING
PRODUCT SELLING
BENEFIT SELLING
Current Capability
(% of High
Performance
Behaviour
Benchmark)
High Performance Sales Leadership
Keith LiddiardManaging DirectorCentre for High performance Development+44 (0)870 7700111+44 (0)7771 716446keith.liddiard@chpd.com
www,chpd.com
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Lunch Time: