Call guides cpm fy10

FY10 Inside Sales Call GuideMicrosoft Corporate Accounts Inside Sales

IntroductIonWhat’s in this Guide?The Call Guide is a job aid that will familiarize you quickly with:

Preparation guidance• —on-boarding for new hires and reference material for experienced reps, including CPE, Corporate Accounts segmentation, territory management, licensing, and product overviews.call guidance• —at-a-glance role-based and campaign guidance to assist you while on the phone with a customer.Qualify and close guidance• —step-by-stepinstructionsforhandingamarketingqualifiedprospect(MQP)oropportunityovertoa partner and how to document the call in Siebel.

What’s new in FY10TheFY10CallGuidehasbeenreorganizedintoeasy-to-navigatetabsinthePreparesectiontohelpyoufocusonkeyTele-Management strategies, including:

Corporate Accounts Customer Engagement•BusinessManagement•RelationshipManagement•OpportunityManagement•

Look for the following icons in the upper corners of relevant pages and sections to help you quickly assess whether the content is intended for your role:

ITM IAM TPAM DISSsInside territory Managers

(ITMs)Inside Account Managers

(IAMs)tele Partner Account Managers

(TPAMs)dynamics Inside Sales Specialists

(DISSs)

2 « FY10 Inside Sales Customer Campaign Call Guide

MicrosoftConfidential—ForInternalUseOnly|FY10InsideSalesCustomerCampaignCallGuide»3

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IntroductIon

PrepareTele-Management Strategy....................................................................................6Tele-ManagementOverview ........................................................................................ 6ScorecardMetrics .............................................................................................................. 8

Customer Engagement .............................................................................................9Customer Segmentation ................................................................................................. 9Commercial Customer Industries .............................................................................10Public Sector ........................................................................................................................12Inside Sales and Specialist Roles and Responsibilities ......................................14MicrosoftPartners .............................................................................................................16Corporate Account Engagement .............................................................................18MicrosoftDynamicsSolutions ...................................................................................20Corporate Accounts Customer Experience .........................................................21

Business Management ...........................................................................................23Territory Planning ..............................................................................................................23

Relationship Management ..................................................................................28AccountDiscovery ............................................................................................................29Account Planning ..............................................................................................................33MicrosoftDynamicsRelationshipManagementProcessAlignment .....37Red Carpet Account Transitions ...............................................................................40Relationship Programs ...................................................................................................42Deployment .........................................................................................................................46

Opportunity Management ..................................................................................47SalesMotions ......................................................................................................................47MicrosoftSolutionSellingProcess ............................................................................48Dealorchestration ............................................................................................................51

Licensing Programs ..................................................................................................64UnderstandingVolumeLicensing ............................................................................64Platform for Corporate Accounts Customers .....................................................64The Licensing Conversation .........................................................................................65Toolkit ......................................................................................................................................65VolumeLicensingProgramsOverview ..................................................................66AnnuityDashboardOverview ....................................................................................69

Products ...........................................................................................................................70FY10 Product Launches .................................................................................................70ProductDescriptions .......................................................................................................72

Competitors ...................................................................................................................76IBM ...........................................................................................................................................76Cisco ........................................................................................................................................77OpenOffice.Org ................................................................................................................78Google ...................................................................................................................................79Oracle .....................................................................................................................................79CompetitiveMatrixbyCustomerCampaign ......................................................80

CallCall Planning ..................................................................................................................86OPPvQCallFramework.................................................................................................86Call Planning Tips ..............................................................................................................89Customer Role Guidance ............................................................................................93ChiefOfficerRoleOverview.........................................................................................94Sales Role Overview .........................................................................................................96Finance Role Overview ...................................................................................................98HumanResourcesDirectorRoleOverview .......................................................100ITManagerRoleOverview........................................................................................102Operations Executive Role Overview ...................................................................104

MMRP Call Execution ...........................................................................................106Welcome Call ...................................................................................................................106DeployCall ........................................................................................................................107UseCall ...............................................................................................................................108Renew Call .........................................................................................................................109CPEforMMRP ................................................................................................................110MMRPGuidanceforIAMs .......................................................................................110MMRPGuidanceforITMs .......................................................................................111

Campaign Overviews ..........................................................................................112Campaigns At-a-Glance .............................................................................................113

BDM Campaigns .....................................................................................................114Finance Customer Campaign Overview ...........................................................114Sales Customer Campaign Overview .................................................................118

Efficient and Sustainable Government Campaign—Public Service and Administration ................................................................................................122

Campaign Opportunity ..............................................................................................122MicrosoftValueProposition ......................................................................................122HowdoesMicrosoftinnovationhelpenableanefficientandsustainablegovernment? ....................................................................................................................122Target Audience and Key Concerns .....................................................................123Campaign Structure .....................................................................................................123CampaignThemesandModulesAt-a-Glance ..............................................124

Qualify and CloseCustomer Qualification .......................................................................................132QualifytheOpportunity..............................................................................................132Send a Sponsor Letter .................................................................................................132

Partner Engagement .............................................................................................133Assign to a Partner ........................................................................................................134NotifythePartneroftheQualifiedProspect ....................................................134Best Practices ....................................................................................................................135

Call Documentation ..............................................................................................136

AppendixAcronym Definitions .............................................................................................137

TAble oF ConTenTsWhat’s in this Guide? ..................................................................................................2What’s new in FY10......................................................................................................2

PrEPArEIn this section, you will learn about the Corporate Accounts …

Tele-ManagementStrategy•Customer Engagement Frameworks•BusinessManagement•RelationshipManagement•OpportunityManagement•Licensing Programs•Products•Competitors•

QuALIFY And cLoSEIn this section, you will …

Reviewresourcesandtoolstohelpyoufacilitatethehand-offofaqualifiedprospecttotheappropriatepartnerresource.•Find a:•

Checklisttodeterminewhetherornotacustomerisqualified. —Decisiontreetohelpyouassignapartner. —Sponsor Letter template to help you follow up with the customer. —PartnerOpportunityNotificationFormtohelpmakethehand-offprocessrunsmoothly. —

Identify which partner is the best choice for your customer.•Learn how to document calls in Siebel to provide the partner with all of the details required to pick up a lead.•

cALLIn this section, you will learn how to …

Engage customers in a discussion of their business priorities and needs so you can recommend a solution using the step-by-step •OPPvQCallFrameworkforeachCustomerCampaign.Open calls with key customer roles, such as Sales, Finance and Operations Executives, and IT Professionals.•Conducteffectivecallswithcustomersthroughoutthecustomer’slicenselifecycles,inalignmentwiththeMidmarketRelationship•Program—includingAccountDiscoveryinteractionstounderstandthedeploymentstatus,competitivelandscapeandInfrastructure Optimization maturity levels.

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PrEPArEYou only have 11 seconds to capture a customer’s interest. Successful sales representatives prepare for a call by learning all they can about the customer and creating a goal or outcome for the conversation before calling the customer. Use this section to understand these fundamental points before engaging your customer:

Inside Sales StrategyScorecard Alignment• —Understand how your activities support the overarching goals of the Tele-Management, SMS&P, and Microsoft organizations as a whole.

customer Engagementcustomer Frameworks• —Learn how Microsoft segments its Corporate Accounts customers to optimize your engagement opportunities.customer Accounts Segmentation• —Learn where your customers come from and how to approach them based on their history with Microsoft.customer targeting• —Understand the size of your customer’s organizations, their industries, and the roles you are calling.tele-Management and Specialist roles• —Understand your role and which Specialists to engage for assistance in a sale.

Business Managementterritory Management• —Strategize how to manage your territory and orchestrate your calls.

relationship Managementred carpet Account transitions• —Develop, improve, and maintain excellent relationships with customers.relationship Programs• —Learn how to engage customers according to their license lifecycle and build an ongoing relationship with them to optimize cross-sell and up-sell opportunities. Account discovery• —Develop a deeper understanding of each Corporate Account, including which products the customer has or has not yet deployed.

opportunity ManagementMicrosoft Solution Selling Process (MSSP)• —Help ensure customer-focus and orchestration of sales opportunities throughout the pipeline.

Licensing ProgramsVolume Licensing• —Reference the different types of licensing programs and identify which is the best fit for your customer.Annuity dashboard• —Track and manage the annuity details of customer license agreements with this Web-based tool.

ProductsProduct Launches• —Learn about the new products launching in FY10.Product descriptions• —Access a quick-reference chart with short descriptions of each Customer Campaign product.

competitorsFind links to internal competitive resources.• competitive Matrix• —View competitors by Customer Campaign products and learn how to represent the Microsoft value proposition against each competitor.

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Tele-Management strategy

Tele-ManagementOverview Æ

What is tele-Management?Tele-Managementisauniqueprofessionalsalesforcethat:

DrivesrevenueandCPEthroughCustomerandPartnerrelationships(RelationshipManagement).•Convertsqualifiedleadsfromvarioussourcesintosalesopportunities(DemandManagement).•Manages,progresses,andclosessalesopportunities(OpportunityManagement).•

Tele-ManagementisorganizedintobothInsideSales(customer-facing)andInsidePartnerManagement(partner-facing).TheInsideSalesteamconsistsofInsideAccountManager,InsideTerritoryManagers,andInsideSpecialists.TheInsidePartnerManagementteamincludesTele-PartnerAccountManagers(TPAMs).Theirkeyfunctionsarerelatedtorelationshipmanagementandopportunitymanagement.Thephrase“Tele-Management”includesbothInsideSalesandInsidePartnerManagement.

Inside Sales Inside Partner Management Tele

Key Functions:

• Relationship Management• Demand Management• Opportunity Management

Key Roles:

• Inside Account Manager• Inside Territory Manager• Inside Specialists

(Dynamics, Licensing, SAM, etc.)

Key Functions:

• Relationship Management• Opportunity Management

Key Roles:

• Tele-Partner Account Manager (TPAM)

CUSTOMER-FACING PARTNER-FACING

Inside Partner Account Management

Inside Partner Account Coverage

Some use “Tele” to refer to just Inside Sales.

But “Tele” includes both:

• Inside Sales• Inside Partner Management

Inside Account Management

Inside Territory Management

OperationalDefinitionofTeleFigure 1.

PrEPArE


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What is the tele-Management Strategy?ThemissionoftheTele-ManagementengineistodirectlymanageCorporateAccountscustomers,directly manage select partners in order to grow revenue, and reach our Breadth customers through amixtureofpartner-ledactivitiesor(insomegeographies)throughdirectengagement—allwhileincreasingshareandenhancingsatisfactionwithMicrosoft.

In FY10, the worldwide Inside Sales Priorities are:

Build customer relationships• with:Red Carpet Account Transitions —MidmarketRelationshipProgram(MMRP) —MarketingCampaignExecution —

Account discovery and orchestration• by conducting:AccountDiscoveryandProfiling —Territory Planning —AccountCoordination—Tele,LOM,STU,Partners —

compete to Win• by:Taking Share with Windows — ®7,Office,Exchange,andSQLServer® by:AchievingDeployment,Renewal,andSAMtargets. –Leveraging Territory and Account Planning to secure Launch Wave wins. –FullyexercisingtheBPOSsalesmuscleofourPartnersandMSSellers. –WinningthePlatformandWorkloaddiscussiontodeploySQLServer2008. –DeployingWindowsandOffice. –

Growing Annuity through Attach: —AnnuityManagement:New,True,andRenew. –

Performing with consistently high standards in alignment with Sales Excellence: —Engage partners and drive competitive wins. –Review Competitive deals as part of ROB and escalate to CompHot for help. –

did you know … ?

Inside Sales in FY09 exceeded the •Total Revenue target for FY09, endingtheyearatUS$2.855B (+3%overtarget).Overall, total revenue generated •byInsideSalesgrew30%YoY.Inside Sales operates in Commercial •and Public Sector segments.Inside Sales: ~1,900 people in •73locationsaroundtheworld— 85%arevendors,15%areFTEs.InsidePartnerManagement: •~380peoplearoundtheworld— 97%arevendors,3%areFTEs.

Is tele-Management the same as tele-Marketing or tele-Support?InSMS&P,theTeleEngineisnotresponsibleforTele-MarketingorTele-Supportfunctions.WhilethereissometimesaplaceforTele-MarketinginMicrosoftmarketingprocesses,thoseactivitiesaretypicallynotmanagedbytheTele-Managementorganization.Also,thereisanentirelydifferentcustomerserviceteamthatmanagescustomersupportissues.InsideSales,asaSalesRole,isengagedthroughouttheMicrosoftSolutionSellingProcess(MSSP)toprovide:

InsideAccountManagement•InsideTerritoryManagement•InsidePartnerAccountManagementandCoverage•

PROSPECT0%

QUALIFY10%

DEVELOP20%

SOLUTION40%

PROOF60%

CLOSE80%

DEPLOY100%

Tele-Marketing includes:

• Lead Generation• Data Cleansing• Event Registration• Prospecting

Occurs prior to MSSP and feeds leads to the Tele Organization.

Tele-Support includes:

• Tech Support• Customer Support

Occurs after or during MSSP.

MicrosoftSolutionSellingProcess(MSSP);TeleisFigure 2. notTele-MarketingorTele-Support

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ScorecardMetrics ÆTheSMS&Pbusinessgoalsaremeasuredbyasetoffourscorecards(SMS&P,AP,Partner,andDynamics)thatarealignedtotheall-upSubsidiaryScorecard.Eachscorecardiscomprisedofasetofmetrics.Eachsubsidiary(withtheexceptionofsomesmallsubs)hasadefinedtargetforeachmetric.ScorecardperformanceisreviewedaspartoftheROB(RhythmoftheBusiness)process.

MetricshavedirectalignmenttoPRISMandWWSMMstrategies.•WWrolecommitmentsreflectrelevantscorecardmetrics.ThismeansthatallFTEshaveaccountabilitiesintheirCommitment-BasedIncentive•that tie directly to the Scorecard.

TheitemsonthispagedescribetheSMS&PScorecardforFY10andhowtheInsideSalesorganizationcontributestoeachmetric.

Green rowsrepresent:RevenueGeneratedbyTele;TeleRevenueperHead;AnnuityRevenue;TeleROI Yellow rowsrepresent:RedCarpetExecution;AccountDiscovery;PeopleChurn red rows represent: Non-socket Tele Revenue

Win customers

1. Windows Server® Committed License Growth—SMS&P

2. WindowsServerShareofInternetWebServers—SMS&P

3. OfficeUnmanagedLicensesThroughDistribution(ExcludingRetail)

4. BPOS Customer Adds—SMS&P

5. OpenOfficeUnitsWinBack—SMS&PCorporateAccounts

drive Satisfaction

6. SMS&PCustomerNSATIndex

7. RedCarpetTransitionCompletion%

8. PSRI Partner Readiness for Key Launch Products

9. DesktopDeployment—WindowsVista®/7—SMS&P

10. DesktopDeployment—Office2007/2010—SMS&P

Grow the Business

11. Billed Revenue VTB—SMS&P

12. System Center Server Management Billed Revenue VTB—SMS&P

13. SQL Server Billed Revenue VTB—SMS&P

14. Exchange Fully Allocated Revenue Growth—SMS&P

15. SharePoint® Server Units—SMS&P

16. Dynamics Billed Revenue VTB

17. SMS&PSMBOpen&HostingRevenueGrowth(ExcludingRecurring)

18. ECAL Billed Revenue Growth—SMS&P

19. Platform EA and Open Value Growth—SMS&P

20. Identity & Security Fully Allocated Billed Revenue VTT—SMS&P

People

21. WHI—SMS&P

AskyourmanagertoprovideyouwithdetailsoftheScorecardMetricsspecifictoyoursubsidiary,soyoucanseehowyourInsideSaleseffortsmaptothebigpictureofbuildingcustomerrelationshipsanddrivingrevenueforMicrosoft.

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Customer engagementUnderstandingyourcustomerbaseisfundamentaltoyoursuccessinInsideSales.Developingadeepunderstandingofeachcustomerisakeytobuilding relationships and successfully executing sales campaigns. This section will introduce you to the Corporate Accounts customer segments, theindustriesbestservedbyMicrosoftsolutions,andtheengagementstrategiesdevelopedtomosteffectivelyreachyourtargetcustomers.

Customer Segmentation ÆSegmentation of customer accounts is an important part of the annual subsidiary growth planning cycle to facilitate revenue growth and CPE improvementbyhelpingtoensurethateachMicrosoftcustomerisservedthroughanoptimalengagementmodel.

Global

Major

CorporateField Account

Managed

Corporate InsideAccount Managed

(CIAM)

1:1 Field Managed

Corporate ProgramManaged (CPM)

Breadth

1:2 Field Managed

1:10 Field Managed

1:50 Tele Account Managed (4,000 Accounts)

1:125 Tele Program Managed (96,000 Accounts)

Channel and Program Managed(More than 4,600 EA customers plus another 200,000 with Annuity Agreements)

• 500–5,000 PCs• 500–8,000+ employees• Up to US$1 billion in revenues• High-growth companies

• Multi-national or multi-site organizations

• “Hub and Spoke” organizations with multiple sub/child accounts

• Progressive, visionary• Unique processes• Complex purchasing process

• 250–499 PCs• 10–20 IT Professionals• 15+ servers

• Have strategic IT function aimed at giving the company a competitive advantage

• IT departments are under pressure to demonstrate ROI and business benefits

• Strict and evolved company processes in place

• 25,000 Accounts with > 250 PCs• 213,000 Accounts with 50–249 PCs

• 4–5 IT professionals• 7–8 servers

• IT has a strategic role in the business and ranges from small IT teams to larger IT departments

“Ent

erpr

ise

Acc

ount

s”

EPG

SMS&

PSM

B

Customer SegmentationFigure3.

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There are approximately 100,000 Corporate Accounts worldwide. Inside Sales focuses primarily on the Corporate Accounts customer segment, because we have found this to be an effective and productive way to engage with our target customers—both Commercial and Public Sector.

TheredboxinthediagramaboveillustrateshowCorporateAccountscustomersfitintotheSMS&POrganization.CIAMaccountsaremanagedbyIAMsata1:50ratio,whileCPMaccountsaremanagedbyITMswitha1:125ratio.NotethatCIAMisrollingouttoonlyninesubsidiariesinFY10,withworldwideroll-outplannedforthecomingyears.Inthemeantime,subsidiariesshouldstartbyadoptingthechangesinCPMthatwillhelpthemsetupthedisciplinesandprocessestoadopttheCIAMmodel.(SeeCustomerEngagementonpage9formoredetails.)

The orange box in the diagram above highlights the Breadth segment. Breadth accounts are primarily reached through our partner channel. This year we will be optimizing our Inside Sales investments to drive scale and revenue in Breadth. In some markets, this may mean driving programs to reach Breadth customers exclusively through partners. In other markets, there may be a mixture of direct engagement alongside of partner engagement.

Commercial Customer Industries ÆResearch shows that decision makers in midsize organizations identify more with their industry than with the size of their organization. Therefore, whencallingacustomer,itisimperativethatyouunderstandtheindustrydriversandpainsadecisionmakermightbefacing.Usethetablebelowto help you identify key talking points.

Industry Key trends and drivers Microsoft focus

Financial Services Thefinancialservicesindustryischaracterizedbyastrongrelianceon typically complex IT systems that include multiple products and channels, and they often run on multiple operating system environments. The industry is also challenged by an increasing climate of change characterized by mega-mergers, decreasing margins,amorechallengingregulatoryenvironment,andfiercecompetition. These institutions have a strong need to integrate IT infrastructure, introduce cross-channel consistency, and lower their cost base.

Withinthefinancialservicesindustry,Microsoftfocuseson•three vertical segments: banking, capital markets/securities, and insurance.FormoreinformationonMicrosoftsolutionsinthefinancial•services industry, please visit:http://infoweb/wwfinancialservice – shttp://www.microsoft.com/industry/financialservice – s

Manufacturing Key trends in the manufacturing industry include shortening product lifecycles, an increasing focus on operational perfor-mance and lean manufacturing, demand-driven supply chains and outsourcing, increasing customer demands, and improving performance management. These trends are driving demand for fasterinnovation,moreefficientprocesses,bettercollaboration,improved customer responsiveness, and the consolidation of disparate systems.

Withinthemanufacturingindustry,Microsoftfocuseson•the following vertical segments: automotive and industrial, consumer goods, high technology and electronics, oil and gas, pharmaceuticals, and utilities. In addition to the manu-facturingIndustryPrioritySolutionScenarios(IPSSs)focusedontheseverticalsegments,MicrosoftprovidesmanufacturingsolutionsdirectlythroughourMicrosoftDynamics® software offerings.FordetailedinformationonMicrosoftsolutionsforthe•manufacturingindustry,aswellastheMicrosoftDynamicsproduct line for each market segment, please visit:

http://infoweb/wwmanufacturin – ghttp://www.microsoft.com/industry/manufacturin – g

retail Retailers are embracing new IT solutions to help increase business andprofitability.Forexample,theyareincreasinglymovingbeyondlegacyapplicationstohelpincreaseefficiencyandreducecosts;experimentingwithnewapplications,suchaswirelessandradiofrequencyidentification(RFID);andinvestinginpoint-of-saleplatforms, kiosks, store manager portals, wireless devices, and networks at retail locations.

Withintheretailindustry,Microsoftfocusesontwovertical•segments: general retail and hospitality.FordetailedinformationonMicrosoftsolutionsfortheretail•and hospitality industries, please visit:

http://infoweb/wwretai – lhttp://www.microsoft.com/industry/retai – lhttp://www.microsoft.com/industry/hospitalit – y

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http://infoweb/wwfinancialservices

http://www.microsoft.com/industry/financialservices

http://infoweb/wwmanufacturing

http://www.microsoft.com/industry/manufacturing

http://infoweb/wwretail

http://www.microsoft.com/industry/retail

http://www.microsoft.com/industry/hospitality


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Industry Key trends and drivers Microsoft focus

Professional Services Key challenges facing the professional services industry today include an explosive growth in content, rising value expectations, risk management and compliance requirements, and changing workforcedemographics.Togetherwithitspartners,Microsoftprovides the software and services to help professional services firmsmanagebusinessperformance;buildandsustaincustomerconnectionsandclientloyalty;motivate,develop,andretaintoptalent;supporttheirmobileworkforces;improvecompliance;anddeliverdistinctiveclientserviceexperiences.Microsoftfocuseson providing the technology to enable IT professionals to move beyond day-to-day system management to contribute to their company’s growth and to enable business decision makers to gain new levels of strategic advantage by helping them manage change and risk, reduce costs, grow revenue, and excel in their industry.

Withintheprofessionalservicesindustry,Microsoftfocuses•on four vertical segments: accounting, building services, consulting, and legal.FordetailedinformationonMicrosoftsolutionsfortheprofes-•sional services industry, please visit:

http://profsv – chttp://www.microsoft.com/professionalservice – s

telecommunications Theworldwidetelecommunicationsindustryrepresentssignificantopportunitiesforbothservicesandsoftware.Microsoftdeliversabroad range of voice, video, data, and mobile solutions designed to help service providers create revenue-generating offerings for businesses and consumers.

Withinthetelecommunicationsindustry,Microsoftfocuseson•four vertical segments: cable operators, network equipment providers(NEPs),wirelessserviceproviders,andwirelineservice providers.FordetailedinformationonMicrosoftsolutionsforthe•telecommunications industry, please visit:

http://www.microsoft.com/serviceprovider – s

Hosting Microsoftdeliversafullrangeofsolutionsthathostingserviceproviders can deploy in their data centers and offer as services. MicrosoftanticipatessignificantgrowththroughServicesProviderLicenseAgreement(SPLA)contracts;strongadoptionofhostingsolutions,particularlyhostedmessagingandcollaboration;andstrong growth of application hosting through engagements with independentsoftwarevendors(ISVs)andotherpartners.

Withinthehostingindustry,Microsoftfocusesontwovertical•segments: hosting service providers and Software-as-a-Service(SaaS)providers.FordetailedinformationonMicrosoftsolutionsforthe•hosting industry, please visit:

http://www.microsoft.com/serviceproviders/hoster – s

Media and Entertainment

TheMicrosoftcommunicationssectorgroupiscommittedtohelping media and entertainment companies transform their businesses. The revolution in digital technologies has changed the way that these companies produce, manage, and distribute content,openingopportunitiesforprofitandgrowthwhilepresentingsignificantbusinesschallenges.Byusingtechnologytohelpincreaseoperationalefficiencyandreducecosts,mediaandentertainment organizations take advantage of new, emerging opportunities.

Withinthemediaandentertainmentindustry,Microsoft•focusesonfiveverticalsegments:advertising,broadcasting,film,music,andpublishing.FordetailedinformationonMicrosoftsolutionsforthemedia•and entertainment industry, please visit:

http://sharepoint/sites/media/default.asp – xhttp://www.microsoft.com/medi – a

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http://profsvc

http://www.microsoft.com/professionalservices

http://www.microsoft.com/serviceproviders

http://www.microsoft.com/serviceproviders/hosters

http://sharepoint/sites/media/default.aspx

http://www.microsoft.com/media


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Public Sector ÆPublicSectoraccountsrequireadifferenttaxonomythancommercialaccounts.Forexample,mostaccountsarereferredtoas“organizations”ratherthan“businesses,”andtheir“customers”are“citizens”or“students.”TheleadershipofaPublicSectoraccountisoftenapublicservantor“boardmember,”ratherthanan“executive.”PublicSectorITbudgetshaveincreasedoverthepast10yearsinrecognitionoftheroletechnologyplays in improving citizens’ lives.

Externaltechnologyinvestmentdrivers(suchastheincreasedavailabilityoflower-costtechnology,opensource,securitythreats,andregulatorycompliance)andinternaldrivers(suchastheneedtoimproveoperationalefficiencyandstudentandcitizenservices)arecontributingtotheITgrowth opportunities in the Public Sector.

Government drivers:Accelerate the establishment of “eGovernment”• —Governments are looking to technology to improve the user-friendliness of their infrastructureandunifythegovernmentalorganizationstocreatehigherbudgetefficiencybyeliminatinganyoverlappingservicesoftheorganizations.Theconceptof“smarterworking”isemergingasathemebetweenthedifferenttiersofgovernmenttohelpensureequalaccess to services, help deliver social services, and help ensure community safety.reduce spending• —Governments need to decrease the cost of delivering services, and as budgets and incomes compete with other needs, they will need to leverage existing legacy systems to deliver services and make IT more affordable.Improve internal organizational efficiency• —Governmentsareunderincreasingpressuretoimproveoperationalefficiency,enablingthem to streamline business and technology processes and work more effectively as a collective organization rather than a set of separate silos. Often collaboration and information sharing between departments and agencies is hindered by poor access to information as each functionaldepartmentmayhaveitsownITstaffandinfrastructurethatcanimpairorganizationalefficiency.Withlimitedmeansandresourcesavailable,governmentsneedtobecomemoreefficientinmaintainingandimprovingtheirITinfrastructure.Improve the delivery of enhanced public services• —Governments need to transition from a business-function focus to a citizen focus, providing better access and services to the public. Governments are increasingly under pressure to improve citizen relationships, which are tied to the objective of improving the services they provide.Improve agility• —Meettheever-changingbusinessandpolicyneedsoflocalandregionalgovernments.Specifically,theflexibilitytocopewith change quickly—and scalability—to extend the solution to multiple environments.

Microsoft Focus:

Withinthegovernmentindustry,Microsoftfocuseson13verticalsegments:defense,intelligence,justice,legislation,energyandenvironment,•postal,publicadministration,publicfinance,publichealthcare,publicsafety,publicworks,regulatory,andsocialandhumanservices.Inthemidsizebusinesssegment,Microsoftfocusesontownhallandlocalmunicipalagencies,aswellasregionalserviceagencies.•FordetailedinformationonMicrosoftsolutionsforthegovernmentindustry,pleasevisit:•

http://infoweb2007/wwpublicsector/industries/government/Pages/gov.asp — xhttp://www.microsoft.com/industry/governmen — t

Education drivers:Increase communication and collaboration• —Educational organizations must use new technology to improve communication and col-laboration to empower students to learn at their own pace, to keep parents informed and engaged, and to allow teachers to better manage their administrative workload and curriculum.Improve quality of learning• —The creative use of technology, communications, and greater collaboration allows teachers to develop curriculums that help develop student skills, maximize their opportunities, allow their school and social world to interact, and more readily prepare them for the changing demands of the 21st Century.Secure information across various systems• —Schools need to provide students with access to information yet eliminate the risk of the studentsgainingaccesstosensitiveinformation.SchoolsmustbeconfidentthatsensitiveinstitutionaldataonPCsandserversissecureyetreadily accessible by the individuals who need it.reduce It costs• —Educationalinstitutionsfacesignificantcostpressuresfromreducedpublicfundsandbudgetcuts,resultinginlimitedfinancialresourcesfortechnologyinvestments.Schoolsmustleveragetechnologytostaycompetitive,buttheyarechallengedwiththeneedto eliminate unnecessary cost and complexity.Help ensure an institution’s operations are always running• —Institutions need to effectively combat security threats and breaches, as well as better protect vital systems and school information with trustworthy solutions that are well-integrated into their infrastructure.

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http://infoweb2007/wwpublicsector/industries/government/Pages/gov.aspx

http://www.microsoft.com/industry/government


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Microsoft Focus:

Withintheeducationindustry,Microsoftfocusesonthreeverticalsegments:continuingeducation,highereducation,andprimaryand•secondary/K–12(withavarietyofsub-segmentsineachgeographyaroundtheworld).FordetailedinformationonMicrosoftsolutionsfortheeducationindustry,visit:•

http://infoweb2007/wwpublicsector/industries/education/Pages/education.asp — xhttp://www.microsoft.com/industry/educatio — n

Health and Health Provider drivers:Increase patient safety and satisfaction• —The healthcare industry needs to be patient-oriented in order to help ensure the best possible state of health, to support treatment and care processes, and, thereby, increase the quality of care. Patients are becoming much better educated and are demanding ever higher standards from their healthcare systems. Patients also expect better communication with their doctors and are keen to have a closer relationship that enables patients and their doctors to make informed treatment decisions together.Improve access to patient information• —There needs to be easier access to information.Address rising healthcare costs• —Healthcare costs are increasing at annual double-digit rates. Both government and private-sector organizations face the problem of dealing with the continual increase in the cost of providing medical care. The cost of hospital care and medications,inparticular,areconsumingever-increasingresources.Disparate,non-synchronizeddatasourcescanalsomakeitdifficulttoanalyze expenditure and, hence, identify and reduce unnecessary costs in a consistent and meaningful way.comply with stricter regulatory requirements and government mandates• —It needs to be easier for organizations to comply with government regulations by providing capabilities that help secure access and prevent the accidental disclosure of a patient‘s private informa-tion, while at the same time, making it easier for healthcare organizations to achieve and maintain compliance.Eliminate “silos” between different levels of healthcare• —There is a critical need for better information sharing between different healthcare organizations, such as outpatient and inpatient care, or different social systems, such as healthcare and rehabilitation, vs. long-term care, and so forth.Increase efficiency and effectiveness in healthcare• —Healthcareorganizationsfaceacontinualstruggleforefficiencyinpatientcare.Thisisbecausewhileproductivityisthemostimportantinfluenceontheincomeofthedoctor,generalpracticedoctorsalsoareanimportanttransformationpointfortheflowofmedicalinformation—passingonandreceivinghighvolumesofinformationbetweenthepatients,theirown practice, and other service providers in the treatment process.

Microsoft Focus:

Withinthehealthcareindustry,Microsoftfocusesontwoverticalsegments:healthcareprovidersandhealthplans.•(PleasenotethatMicrosoftincludesthelifesciencesverticalsegmentwithinthemanufacturingindustry.)•FordetailedinformationonMicrosoftsolutionsforthehealthcareindustry,pleasevisit:•

http://healthcar — e http://www.microsoft.com/industry/healthcare —

technology challenges in the Public Sector Include:The need to modernize/establish infrastructure.•An environment that is extremely hard to control due to mixed legacy software and infrastructure.•The lack of consistent interfaces, commercially available software, and a consistent component model.•Providing online services for citizens in a safe and reliable way.•The lack of IT support—often there is only one IT worker for multiple, geographically dispersed locations.•

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http://infoweb2007/wwpublicsector/industries/education/Pages/education.aspx

http://www.microsoft.com/industry/education

http://healthcare

http://www.microsoft.com/industry/healthcare


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Inside Sales and Specialist Roles and Responsibilities ÆTohelpensurethateachcustomerisappropriatelyengaged,MicrosofthasdevelopedspecificjobdescriptionsandcommitmentstoserveeachtypeofCorporateAccountscustomer.AlthoughbothCIAMandCPMcustomersareconsidered“managed,”eachhasaMicrosoftAccountOwnerwithrolesandresponsibilitiestailoredtotheneedsofthespecificcustomertype:

InCPM,duetothelargernumberofaccountsinasingleterritory,theITMaccountownerroletakesan“InsideTerritoryManagement”•approach.IntheCIAMsegment,ownershipofaccountsisaccomplishedthroughthenewdisciplineof“InsideAccountManagement.”•

Inside territory Manager: demonstrates how Microsoft technology can help solve business issues and positively impact the customer’s business.• delivers high-quality opportunities to the partner ecosystem and monitor to close• in order to meet or exceed revenue targets. Success is measured by renewal rates and net new closed opportunities.drives revenue growth and customer satisfaction• bybuildingrelationshipswithkeyITDMsinassignedaccounts,developingqualifiedopportunities and managing customer renewal and true-up events.Focuses on revenue responsibility and growth in owned accounts.•Focuses on selling solutions that meet customer needs,• andthebusinessvaluepropositionthatMicrosoftoffershelpingcustomersmeet their challenges and business opportunities. Focuses on developing and maintaining strong customer relationships and improving cPE.• understands how to develop territory Plans and account contact strategies• toengageCPMaccountstodriveEA/OV-CWpenetra-tionaswellasDynamicsandothercategoryproducts.understands how to engage dynamics Inside Sales Specialists,• OpportunityManagers(OMs),LicensingSalesSpecialists(LSSs),andpartners in sales motions.

Inside Account Manager: develops and maintains strong inside-based customer relationships• thatincludethebuildingofrelationshipsattheCxOandBDMlevels.develops or co-develops strategic, effective, and actionable account plans• thatdefineclearrevenueandcustomersatisfactiongrowth strategies.develops and manages a healthy and predictable pipeline• that meets or exceeds quota and forecast accuracy expectations.develops opportunities to close• by orchestrating and leveraging appropriate resources to continuously reinforce business value and help ensure that customers deploy the solutions acquired. Applies account intelligence within his/her territory Plan across multiple accounts• tomaximizeopportunityidentification.understands how to engage dynamics Inside Sales Specialists,• SolutionSalesProfessionals(SSPs),LicensingSalesSpecialists(LSSs),and partners in sales motions.

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Specialist rolesThereareanumberofresourcesavailabletohelpyouarticulateMicrosoftvaluetoacustomer.EngagetheappropriateSpecialistinyoursubsidiaryas necessary:

dynamics Specialist• —TheDynamicsInsideSalesSpecialist,alsoreferredtoasamemberoftheMBSISSteam,isyourmaincontactconcerningDynamicsleads.TheMBSISSprimarilyhasconsultativecallswiththeBDM.TheMBSISSfollowsupon10%salesleadsgeneratedbyotherISresourcesonMidmarket(MM)accounts(e.g.,specialistsupport)andproactivelycallsBreadthcustomersbasedoncampaignsdefinedbytheDynamicsMarketingTeam,aswellascontactingexistingDynamicscustomers(suchashunting/farmingroles).Attheotherendoftheprocess,theMBSISStransfers20%opportunitiestothePartnerTeamLeadandtheSolutionSalesProfessionals(SSPs)teamforfurtherdevelopment and closure.Breadth Inside Sales Specialist• —ProactivelycallsBreadthcustomersandrespondstoMarketingQualifiedProspects(MQPs)orexecutesmarketing campaigns to generate opportunities. Public Sector Specialist• —The Public Sector Inside Sales Specialist is a telephone-based resource who works directly with Public Sector DepthcustomersacrossHealth,Education,andLocal/RegionalGovernmentindustriestohelpthemunderstandhowMicrosofttechnologycan help enable them to run more effectively and provide better services to their citizens. The role may take one of two forms by either working directly with an assigned set of Public Sector customers or by executing marketing campaigns across a larger set of prospects and PublicSectorcustomers.Ineithercase,therole’sprimarypurposesarethoseofworkingdirectlywithPublicSectorMidmarketcustomerstodevelop sales opportunities through the execution of Customer Campaigns and activities. Licensing Sales Specialist• —TheLicensingSalesSpecialist(LSS)isyourmaincontactincreating,renewing,orconsolidatinglicensingintoanEnterpriseAgreement(EA).WhenengagingtheLSS,youshouldhaveacustomeroropportunitythatmeetsaminimumsetofcriteriaregardingdesktopandplatformdeployment(250Users)alongwithanagreementinthevalueofannuity(SoftwareAssurance).TheLSSwill work with your customer to build an Enterprise Agreement that meets their organization’s requirements and build in the manageability, flexibility,andvaluethecustomerrequires.SAM Specialist• —TheSoftwareAssetManagementEngagementManager(SAMEM)isresponsibleforidentifyingthebestcandidatesforSAMEngagements.TheSAMEMsubsequentlycoordinatestheworkofaSAMSpecializationpartnerwhoconductsalicensereviewandSAMOptimizationassessment.Attheendoftheengagement,theSAMEMcaptureslicenseshortfallrevenueanddrivescustomeradoptionofSAM.YoushouldapproachaSAMEMwhenyouhavereasonstobelievethatanEAorSelectcustomerisunder-licensedand/ormaybenefitfromimprovingtheirsoftwaremanagementprocesses.FormoreinformationabouttheSAMprogram,consult http://www.microsoft.com/sam.

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http://www.microsoft.com/sam


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MicrosoftPartners ÆPartnersarecriticaltothesuccessofMicrosoftastheyprovidethekeylinkagebetweenMicrosoftandtheendcustomer.ForvirtuallyallofMicrosoftproductsthereisanecosystemofpartnerswhosellproductstocustomersorbuildvalue-addedsolutionsontopoftheMicrosoftproductsandthensellittocustomers.MicrosoftproductgroupsworkinsymphonywithSegmentteamstoprepareproductsforthemarketplace.TheSegmentteamsareresponsibleforlandingtheproductsuccessfullyinthefieldandoverseeingthesaleseffort.Partnershowever,owntheengagementwithcustomersatthesaleslevel(supportedbyMicrosoft).TheMicrosoftPartnerProgram(peopleandprograms)actsastheengage-ment mechanism between partners and the segments.

understand the Partner channel EcosystemMicrosofthaschannelpartnersthatoffersoftwareandcorrespondinglicensingsolutionstocustomersinvarioussegments.Awell-defineddistribu-tionmodelfulfillsthesecustomers’requirements.Youwillneedtounderstandwhichpartnertypeisbestsuitedforyourcustomeropportunity.Below is a list of the different partner types you might engage.

Partner type What they do

System Builder/Original EquipmentManufacturer(OEM)

ThesearelargeOEMswhopurchaselicensesdirectlyfromMicrosoftandthenresellthesoftwarebundledwiththeirhardware.Inmostcases,theOEMthensellsthecompletesolutiondirectlytotheendcustomer.

LocalOEMsorSystemBuilders SmalllocalOEMsthatmakecompletesolutionstoorder.Oftenthesesolutionsarenicheinthattheyareextremelylowcost,or they are extremely high-performance.

IndependentSoftwareVendors(ISVs)

Theybuildsoftwaresolutions.TheyhaveHorizontal,Vertical,andGlobalapplicationfocussoftwaresolutionprojects.Also,theyincludeBreadthtechnicalapplicationsolutiondevelopers.ISVsincludeBreadth,Global,StrategicHorizontal,StrategicBreadth.

SystemIntegrators(SIs) Theyspecializeinbusinessprocessre-engineering;developingcustom,client-specificsolutions;,installing/supportinginfrastructuresolutions;deploying/installing/supportinginfrastructuresolutions/technologies;overseeingcompleteITservicesdepartments;and/orprovidingtechnicalsupport.Inaddition,theycandevelop/deploy/supportlarge-scaleapplicationsolutions.TheSIcategoryincludesBusinessConsultants,DevelopmentServices,InfrastructureIntegrator,Outsourcing,Support, or SI.

Consultants/Support/Trainers They generate revenue from consulting and services in support of integration and the operation of technical solutions.

SoftwareDistributor(Disti) DistributorsaretheSecondTierChannel.Theyareinthebusinessofmovingalargevolumeofsmalldealsasefficientlyaspossible.

DirectMarketingResellers(DMRs) DMRsselldirectlytocustomersbydirecttelemarketingandsometimescatalogs.DMRsarealargepartoftheSMS&Pbusiness.

Large Account Reseller/Enterprise Software Advisor (LARs)

LARsarethebigsellers.TheyhaveanestablishedrelationshipwithDepthcustomers,andtheybrokeratransactionbetweenMicrosoftandthatcustomer.

Retail RetailoperationsbuydirectlyfromMicrosoftandselldirectlytoanyonewhocomesinthedoor.Whilemanyhavebusiness-focusedoperations,themajorityoftheirsalescomefromMassMarketconsumers.

ValueAddedResellers(VARs) VARsresellMicrosoftsoftwaretocustomers,whichmayormaynotincludeadditionaldeploymentservices.

Enterprise Software Advisors (ESAs)

ESAs are LARs who do not resell but, instead, they broker the transaction, and then provide the deployment consulting and assistance, as well as long-term support.

Hosters and Telcos Hosters and Telcos provide analog or digital communications services, provide commercial data center facilities, provide broadband Internet, sell network equipment, and/or provide network access services to customers and businesses.

Value-AddedProviders(VAPs) Value-AddedProvidersaremini-SIswhospecializeinbusinessprocessre-engineering;developingcustom,client-specificsolutions;installing/supportinginfrastructuresolutions;deploying/installing/supportinginfrastructuresolutions/technologies;overseeingsmallITservicesdepartments;and/orprovidingtechnicalsupport.Inaddition,theycandevelop/deploy/supportsmall-scaleapplicationsolutions.TheSIcategoryincludesBusinessConsultants,DevelopmentServices,Infrastructureintegrator, Outsourcing, Support, or SI.

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Partner type What they do

MarketingAgencies/ Independent Agencies

These are organizations that provide marketing and user experience–based solutions to their customers, often involving the Web.TheyincludeTraditionalAgenciesandDigitalMarketingAgencies,AgenciesthatspecializeinbuildingRichInternetApplications and experience, and companies that focus on the niche of user experience and design. Typically, they engage marketing departments and include organizations ranging from freelancers to small Web design shops to large agencies. TheseorganizationsarebecomingextremelystrategictoMicrosoft,astheyarenotonlyamarketforourtoolsbusiness,buttheyareplatforminfluencersinaworldwheredigitalmarketingisdrivinghugeITspend.

WebVAPsandCustomDevelopers

These are companies that provide value-added services over the Web, including Web site and application content, design, anddevelopmentservices.AlthoughtheprimaryservicesofCustomDevelopmentCompaniescomefromtheareasofdevelopmentforintegration,reporting,intranet,andInternet,mostCustomDevelopmentCompaniestodayaredevelopingfor the Web so the proportion of Web-based development is increasing.

Microsoft categorizes the Partner Ecosystem around the three primary ways partners make money.

Selling their own product

Offering fee-based services

Re-selling others’ products

ISVSB/OEM

Integrator

Consultant Support

Trainer

DMR

LARDisti

Retail VAR

Partner EcosystemFigure 4.

understand Partner needsPartnersarelookingforthefollowingvalue-basedservicesfromtheirrelationshipwithMicrosoft:

Help me plan my business1. —identifying the goals and objectives of their business, target customers, solution areas, and so forth.Help me grow and enable my business2. —offering tools, resources, and readiness programs to help me grow my business and better enable my employees.Help me make my solutions visible to customers3. —providingleadgeneration,increasedvisibilitytocustomers,helpinfindingopportunities.Help me close more deals4. —providingsupportinclosingdealsfasterandmoreefficiently.

The programs, tools, and resources that we provide to partners have to help them with their overall business goals.

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Corporate Account Engagement ÆWhilemuchoftheFY10InsideSalesfocusisontheadoptionofthenewCIAMsegment,itisimportantnottolosesightofhowtheCPMsegmentwillchangeaswell.ThissectionwillhelpyouunderstandthekeychangesinCPMandthestrategiesforthosesubsidiariesthatareimplementingCIAMinFY10.Itisimportanttounderstandthedifferencesinhoweachtypeofcustomerisengagedandhowyourroles—asanITMorIAM—aredifferent, depending on which customer segment you serve.

ITM

depth-to-corporate Program ManagedIfyouarefamiliarwiththeFY09Depthmodel,youwillfindsomekeydifferencesthisyear.InordertoaggressivelyachievetheneedtoincreasegrowthinbothVLannuityaccountsandrevenue,theInsideSalesresourcemodelisbeingexpandedtoperformfunctionsthatsupport territory and account management. The previous resource model of 1:200 scaled to a level where a customer could be contacted approximatelyfourtimesperyear.Thecapacityofthatmodelwaslargelyconsumedwiththeopportunityqualificationofcampaign-generatedsalesleads.Thisresultedinlimitedcapacitytoengageinaccountprofiling,whichisessentialtoIO-basedsolutionselling.Also,thisnewmodelisdesignedsothatMicrosoftcanhaveadeeperengagementinordertoincreasecustomersatisfaction.DealsizeandROIsupportthemovetodeepenourcoverageofaccounts.TheaveragedealsizeforaCorporateAccountisUS$32,000perdeal,whichis3times that generated with a Breadth account. Corporate Account sales also produce an ROI of ~40 for the Inside Sales component, which benefitsthemanagementofcontributionmargin.

Summary of Key changes

In cPM, the ItM will have:

A greater focus on revenue responsibility and growth in owned accounts. •Morein-depthfocusonsellingsolutionsthatmeetcustomerneeds,andthebusinessvaluepropositionthatMicrosoftoffershelp•customers meet their challenges and business opportunities. MorefocusondevelopingandmaintainingstrongcustomerrelationshipsandimprovingCPE.•

Key Elements depth (FY09) cPM (FY10)

Account Ratios 200+:1 125:1

AssignedQuota No ForITMFTEsonly

Territory Plans No/Limited Yes

Account Plans No Account Contact Strategies

Annuity Focus Yes OV-CW&EA

IO Assessment Limited Yes, a core strategy

The experience and skill set of the individual who was successful in the old campaign-focused model may not meet the requirements in the new model.

Expectations for cPM ItMs include:

Developingandmaintaininginside-basedcustomerrelationshipswiththekeyITDM(s)withinanaccount.•DevelopingactionableTerritoryPlanswithaccount-levelcontactstrategiesthatdefineclearrevenueandcustomersatisfactiongrowth•strategies. Developingandmanagingahealthyandpredictablepipelinethatmeetsorexceedsquotaandforecastaccuracyexpectations.•Qualifyingopportunitiesandmaintainingvisibilityofthoseopportunitiestoclosetohelpensuretheappropriateresourcesareappliedto•advance the sale and to help ensure that customers deploy the solution acquired. Applyingaccountintelligencewithinhis/herTerritoryPlanacrossmultipleaccountstomaximizeopportunityidentification.•

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IAM

the new Segment: corporate Inside Account ManagedTheCIAMsegmenthasbeendevelopedtoresolvetwospecificissueswiththepreviousDepthmodel:

CustomersofnearlythesamesizeandITcomplexityhavedramaticallydifferentpurchasingexperienceswithMicrosoft,leadingto1. customer satisfaction issues during the annual re-segmentation process.

cIAM solution: — ProvideagraduatedexperienceacrosspreviousCASandUMMcustomersbyintroducingtheCorporateAccountsSalesmodel,whichdeliversaconsistentcustomerexperiencewithinacostenvelopebetweenCASandDepthaccounts.

Even within the same engagement model, customer experiences are inconsistent because account owners tend to focus on a small 2. percentage of their accounts, potentially neglecting other customers. Typically, after customers make a purchase decision, account ownersmoveontootheraccounts,whichcreatesaperceptionoflittletouchfromMicrosoftpost-sales.

cIAM solution: — SpecifyminimumstandardcustomerexperiencesthatCIAMsarecommittedtodeliveringandaremeasuredagainst.

ThetablebelowillustratesthedifferencesbetweenCIAMandCPMcustomerengagementstrategiesthathavebeendevelopedtoaddressthese customer engagement issues.

Key Elements cIAM (FY10) cPM (FY10)

Account Ratios 50:1 125:1

AssignedQuota Yes ForITMFTEsonly

Territory Plans Yes Yes

Account Plans Yes Account Contact Strategies

Annuity Focus EA OV-CW&EA

IO Assessment Yes, a core strategy Yes, a core strategy

Expectations for cIAM IAMs include:

Developingandmaintainingstronginside-basedcustomerrelationshipsthatincludethebuildingofrelationshipsattheCxOandBDM•levels. Developingorco-developingstrategic,effective,andactionableaccountplansthatdefineclearrevenueandcustomersatisfaction•growth strategies. Developingandmanagingahealthyandpredictablepipelinethatmeetsorexceedsquotaandforecastaccuracyexpectations.•Developingopportunitiestoclosebyorchestratingandleveragingappropriateresourcestocontinuouslyreinforcebusinessvalueand•help ensure that customers deploy the solutions acquired. Applyingaccountintelligencewithinhis/herTerritoryPlanacrossmultipleaccountstomaximizeopportunityidentification.•

Additional resources

In addition to the Inside Sales roles, there are other resources that are involved in the sales cycles and customer interactions. However, between the two models, there are a few key differences in the resources that are engaged in the sales cycles and selling motions:

use of opportunity Managers:1. OpportunityManagers(OMs)willbeutilizedinCPMbutwillnotplayaroleinCIAM.TheIAMandLSSperformthefunctionsoftheOMinCIAM.InCPM,theOMworksonanopportunity-by-opportunitybasisandengagesonlarge,strategic,and/orcomplex(CPM)opportunities.TheOMworksincollaborationwiththeITMtodevelopTerritoryPlansandspecificaccountcontactstrategies.WhiletheITMisresponsibleforthecustomerrelationshipoverall,theOMsupportstheITMbyprovidingafield-basedMicrosoftpresencewiththecustomer.Ataminimum,theOMshouldbeengagedonallnewEAandhigh-valueSelectopportunitiesaswellasrenew-als;engagementonotheropportunitiesdependsonthecomplexityandsizeoftheopportunity.use of Shared Stu:2. ThesharedSTUsupportsCIAMandCPMwhenCIAMhasnotbeenimplemented.SeetheCorporateAccountsExecution Guide for details. use of SAM:3. IAMswillleverageSAMresourcesinCIAMaccounts,particularlyduringTrue-Ups.SAMwillbeutilizedinCPMonlyonanas-neededbasis.ITMwillprovideMicrosofttouchesforTrue-UpsandwillrelyontheLARstoworkwiththecustomerstocompletetheTrue-Upreconciliations.

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Premier Services:4. IAMswilldrivePremierpenetrationintheirterritoriesbyengagingwithspecialistsfromtheServicesTeamcalledSISRs.TheIAMwillhaveaspecifictargetassociatedwithanumberofnetnewPremieragreementsandwilldriveaconversationwiththecustomeraboutPremieratrelevanttouchpoints,includingaccountplanning,qualifyinganopportunity(particularlyanewEA),andafteranEAissold.Partner Sales team:5. IAMswillengagePAMsinjointplanningforaccounts.BothIAMsandITMswillworkcloselywithPAMsandpartnersasmembers of the extended selling team.

DISSs

MicrosoftDynamicsSolutions ÆThisguidanceprovidesinformationonthebenefitsrealizedthroughastrategicfocusonDynamicssalesandhowtoorchestratewiththeDynamicsTeamacrossthesalesprocesstoclosemoreDynamicsdeals,faster.

Protect the Microsoft StackDynamicssalescanhelpprotectyourexistingrevenuebasebydrivingtighterstackintegrationbetweenOffice,SharePoint,Exchange,andBusinessProductivityapplications.Specifically,DynamicssalesshouldbeconsideredanopportunitytoprotecttheexistingMicrosoftStackontwo fronts:

AgainsttheS+Sthreatposedbycompetitorsofferingonline-onlybusinessapplicationsuitesasanalternative.1. Against painful true-up discussions due to deployment issues and in support of EA consolidation opportunities.2.

Identify opportunities with Pull-through revenue PotentialSMS&PcustomerswhohavepurchasedDynamicsgeneratesignificantlymoreMicrosoftrevenuethancustomerswhodonotownDynamics.TheDynamicspull-throughopportunityshouldbeviewedasatooltohelpincreaseDynamicspenetrationwithexistingMicrosoftcustomers.ADynamicsConfigurationOverview(http://infoweb2007/microsoftdynamics/field/WWSMMFiles/AccountPlanning/DynamicsCRMandERPPullThroughConfigurations.pptx)isavailabletohelpyouunderstandtheplatformproductpull-throughassociatedwithvariousDynamicsimplementations. Pull-through opportunities include:

EA renewal, consolidation, and up-sell:• EnhancethevaluepropositionofMicrosoftsolutionsasatippingpointforEArenewal,consolidation,andup-sell(ECAL)basedonimprovedintegration,greaterdeploymentofpurchasedproducts,andincreasedROIattributedtotheDynamicsinvestment.Platform Product up-sell:• ProvideopportunitiestosellmoreseatsandpremiumSKUsforexistingMicrosoftproductsbasedonDynamicsdeployment(WindowsServerandSQLServer).Platform Product cross-Sell:• ProvideopportunitiestoselladditionalMicrosoftproductsthatintegratewithDynamicssolutions(MOSSandUnifiedCommunications).BPIo and APo Acceleration:• UseDynamicssolutionstoinfluenceBPIO(http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/bpio.aspx)andAPO(http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/apo.aspx)objectiveswithinanaccount.displacement:• ReplacecompetitorproductswithMicrosoftproductsbasedonDynamicsdeployment.Increased cPE:• ProvidegreatervaluerealizationbasedonaDynamicssolutionintegrationanddeployment;achievementofDynamicsCoS.

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http://infoweb2007/microsoftdynamics/field/WWSMM Files/Account Planning/Dynamics CRM and ERP Pull Through Configurations.pptx

http://infoweb2007/microsoftdynamics/field/WWSMM Files/Account Planning/Dynamics CRM and ERP Pull Through Configurations.pptx

http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/bpio.aspx


http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/apo.aspx


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IAM ITM

Corporate Accounts Customer Experience ÆThere is a consistent and distinct Customer Experience associated with each segment. As account owners who maintain a direct relationship withtheircustomers,boththeIAMandITMplayacentralroleinthecustomerexperience.However,therearedifferencesbetweenthesegments.

Inside Sales Account Manager—cIAM Segments Inside Sales territory Manager—cPM Segment

Monthlyrelationship-drivencontactfromIAMoutsideofopportunities.•IAMhasrelationshipswithmultiplecontactsinaccount—atminimum, •1BDMand1TDM.Account strategy to grow relationship. •Partner-supported business knowledge. •LightConditionsofSatisfaction(CoS)withanannualbusinessreview.•ExpectationonsalesprocessandtheroleofMicrosoftandpartnersin•helping customers procure and implement solutions. Focuses on helping to ensure the customer has adequate support for •deployment—Premier and Partner.

Twice-per-quarterrelationship-drivencallsfromITMoutsideof•opportunities. Atminimum,ITMdevelopsrelationshipwithTDMcontactorone•procurement contact. Territory strategy drives contacts beyond minimum. •Lightprofilingandbasicknowledgeofbusiness.•One-lineConditionofSatisfaction(CoS)inTerritoryplan:documentation•of contact frequency expectation set with the customer. ExpectationsettingonsalesprocessandhowMicrosoftandpartners•will engage with the customer to provide solutions. Establish overall partner-ledprocessesthatmightincludeMicrosoftengagementincertain situations. Monitorscustomersatisfaction.•

Thecustomerexperienceisfurtherenhancedthroughtheapplicationofadditionalresources.Theuseoftheseresources(howandwhen)isdirectedbytheIAMintheCIAMsegmentandbythesalesmanageroropportunityownerintheCPMsegment.

cIAM Segment cPM Segment

AbilitytoattendMicrosoft-hostedCIOSummitsand1:ManyEBCs.•MSSalesforcewillprovidetechnicalbriefings.•AccesstoTechnicalCentersvia1:Manybriefings.•Whenneeded,MicrosoftPartnerswillhelpdevelopArchitectural•DesignsandProofsofConcept.Microsoftwilloffertheavailabilityoftechnicallabsandtrainingevents.•

AbilitytoattendPartner-ledTechnicalBriefings.•Microsoftwilloffer1:Fewstrategybriefings.•PartnersmayofferArchitecturalDesignsandProofsofConcept.•Microsoftwilloffertechnicalandpromotionalcontentinnewslettersand•on the Web.

As a result, the account ownership engagement looks different across the two segments. A summary of key differences is below.

IAM ItM

Isatrueaccountmanagerwith50accountsperIAM.•Developsrelationshipoverthephone.•Guides customer to an optimized mix of off-the-shelf software solutions •starting with known needs, and then helping to develop—unseen needs. Is a FTE with individual accountability for a quota. •Hasaccesstofieldresourcestoclosedeals(LSS/Partner/SSP).•IsnotafieldAMsupportrole.•Will mature into industry focus and expertise. •

Functions as an opportunity generation engine for partners. •Primarily works with customers to identify solutions to existing business •needs rather than architecting solutions and helping develop needs. Leverages marketing campaigns and IO solution selling methods to •develop sales opportunities. Helpstoensureopportunitiesarequalifiedbeforehandingofftoa•partner. Is measured on revenue successfully closed and billed. •Hasaccesstoapooloflow-costMicrosoftresources(e.g.,OMs)toclose•key deals.

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core Account Management Practices AlongwithnewcustomersegmentationandredefinedInsideSalesroles,comenewactivitiesdesignedtohelpyoueffectivelyengagethecustom-ersinyourAccountPortfolioorTerritory.InsideAccountManagementandInsideTerritoryManagementarebothcomposedofstrategiesandprocessesinRelationship,Opportunity,andBusinessManagement.Thediagrambelowillustratesthecoreactivitiesofeachmanagementfunction.

Growth

Sales Excellence

CPE

Compete

Business Management

Processes that enable sales, marketing, partner, and services to make better decisions together and increase predictability in the business.

• Territory Planning• Best practice peer reviews• Pipeline reviews• Key opportunity reviews (CIAM only)• Territory reviews• Preparation and follow up for business

management meetings• Marketing sales briefings• Marketing campaign alignment with territory

goals

Relationship Management

Processes that enable the account teams to develop, improve, and maintain excellent relationships with customers and partners.

• Account Discovery• CoS• Relationship Rhythm• PSP alignment (CIAM only)• Preparation and follow up for account

planning meetings

Opportunity Management

Processes to enable Inside Sales, STU, and PTA to predictably identify and solve our customers’ business goals through Microsoft solutions by being customer-focused and appropriately orchestrated.

• Qualify opportunities• Orchestrate opportunity V-Team• Send and get customer approval of Sponsor

Letter• Engage customer in check-point meetings

throughout opportunity• Hand off opportunities• Manage opportunities (CIAM only)• Build trust with customer and V-Team• Escalate at-risk opportunities• Preparation and follow up for opportunity

management activities (CIAM only)

Inside Sales

Marketing

PartnerServ

ices

Customer

Core activities of each management functionFigure 5.

WhiletherearemanysimilaritiesbetweentheCoreAccountManagementPracticesforbothCorporateAccountscustomersegments,therearealso some key differences:

Inside Account Managers• areseniorsalespeoplewho,togetherwiththeirvirtualaccountteam,leverageMicrosofttechnology,suchasRoundTable™,UnifiedCommunications,andLiveMeeting,topresentthecustomer-facingactivitiesthatarecoretotheirrole.Meanwhile,theroleof• Inside territory Managers isevolvingfroman“OpportunityHunting”approachtoamoredisciplinedTerritoryManagementapproachandsharesmanyelementswithCIAM.Additionally,theITMreliesonthepartnerchannelonceanopportunityhasbeenqualifiedtoadvancetheopportunitytoclosebutmaintainsvisibilitythroughoutthecycle.

FormoreinformationonyourroleintheMicrosoftSolutionSellingProcess,seepage48.

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business Management

Territory Planning ÆTerritory Planning is the process of setting business goals by assessing and prioritizing potential opportunity across a set of accounts. Inside Sales AccountOwners(IAMsandITMs)performTerritoryPlanningfortheirownsalesterritories,whichtheysubmittotheirmanagersforperiodicreviewandapproval.Quarterlyreviewisrecommended.InsideSalesManagers,InsideLeads,SegmentMarketLeads,andCorporateAccountsLeadsmayalso perform aggregate Territory Planning for a group of sales territories, such as a region or a country.

Territory Planning is often confused with Account Planning which focuses on strategy and tactics for a single account, rather than looking at a sales territory as a whole. While Territory Planning and Account Planning are complementary, they are distinct processes. Territory Planning allows an Inside Account Owner to develop a list of potential opportunities which then can be developed further at the account level in the form of an Account Plan. Information gained through Account Planning is then used to update and validate the goals set in the Territory Plan. A Territory Plan is about optimizing the value of the entire book of business for a single sales rep, whereas Account Planning optimizes value at an account level.

territory Planning templateTheobjectiveoftheTerritoryPlanningTemplateistoassistanIAM/ITMtobetterunderstandpotentialnewrevenueopportunitiesandidentifyanyquotagapsforasalesterritory.ThetemplatecontainsmultipledataelementsthatallowanIAM/ITMtoviewandsortasalesterritoryinvariousways.Dependingonavailableresources,dataforthetemplatemaybeprovidedfromCorporate,area,orsubsidiaryleadership.Insomecases,anIAM/ITMmayneedtoprovideaportionofthedataelementsthatwillhelpdeterminetheultimateTerritoryPlan.

Actual name ABc, inc. Bcd, inc. dcE, inc. XYZ, inc. totals

Id TPID 11111111 22222222 33333333 47474747

SelectID 12341234 2345234 345345 45745745

Pc & Server Install Base

PCIB 5,000 6,500 3,500 4,500 19,500

SB 150 200 25 300 675

Historical revenue

3yearAvgRev$/PC $250 $108 $29 $41

3yearRevTotal $1,050,000 $700,000 $150,000 $275,000 $2,125,000

FY09 Rev $400,000 $300,000 $50,000 $100,000 $850,000

FY08 Rev $350,000 $300,000 $100,000 $750,000

FY07 Rev $300,000 $100,000 $50,000 $75,000 $525,000

Quota AccountQuota $500,000 $450,000 $250,000 $10,000 $1,210,000

Projected recurring revenue (Scheduled revenue)

Recurring$Q1 $125,000 $25,000 $150,000

Recurring$Q2 $100,000 $15,000 $115,000

Recurring$Q3

Recurring$Q4 $300,000 $25,000 $325,000

FY Total $425,000 $100,000 $15,000 $50,000 $590,000

Territory Planning TemplateFigure 6.

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AnalysisA good Territory Plan should start with an analysis of last year’s business and the search for patterns. An Inside Sales Account Owner will be given a Territory Plan workbook that contains data about the accounts in his/her territory. This data will include basic facts about the accounts from Siebel andMSSales,suchasPCIBandhistoricalrevenueandproductsowned,aswellasanalyticallygeneratedtargetlistsofcustomersbasedontheirpropensity to purchase or renew licenses for particular products or services, such as Premier Support.

Based on this data, the Inside Sales Account Owner will identify the kinds of opportunities and approximate revenue associated with each group.Duringtheiranalysis,askthefollowingtypesofquestionsinordertomoveintotheGoalSettingandStrategyandPrioritizationphases of Territory Planning.

Theprocessofanalyzingaccountswithinaspecifiedsalesterritorytoidentifyandprioritizepotentialopportunitiesinordertoexceedquotaisoutlined below.

1. Annuity renewal customers.

2. Recurring annuity customers (true-ups).

3. Potential new annuity customers.

4. Customers with high long-term potential.

5. Customers with a high propensity to buy certain products.

6. Strategic priorities that stem from scorecard targets.

7. Any other priorities defined by your area, subsidiary, or segment.

8. Other priorities that leverage industry trends, the competitive landscape, and/or the current economic environment unique to your territory.

1. Adjust true-up rate.2. Adjust renewal rate.3. Adjust pipeline rate.4. Determine NNR.5. Determine pipeline

target.6. Determine gap to

pipeline target.

1. Target specific opportunities:• Strategic value.• Short- and

long-term revenue potential.

• Time/effort to win.• Likelihood of

winning.2. Target specific

opportunities:• Renewals• True-ups• New annuity

targets• Version upgrade

targets• PCIB relation to

historic revenue• Propensity

models/NLP• Relevant industry

solution workloads• Strategic sales

opportunity targets: new EA, ECAL targets, UC compete, Google compete, Office compete, etc.

1. Create groups of customers:• Existing annuity

customers.• Existing

non-annuity customers.

• Potential new customers.

• Competitive accounts.

• Unknown customers.

• Expired EAs.• And so forth.

1. Set territory sales objectives related to commitments. Examples:• CoS for all

accounts.• Complete account

profiles for all accounts.

• Monthly contact with each account.

• 100% of expiring EAs contacted with plan.

1. Enter targeted opportunities into CRM (Siebel, PSM, GSX) as “prospect 0%” and progress as appropriate.

Align to Strategy Analyze Data Target Opportunities Create Groups Set Objectives Enter into CRM

Prioritize potential opportunities to exceed quotaFigure 7.

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Goal SettingStarting with the quota or revenue target for the territory and the pipeline coverage target to develop a net new revenue required target. Predictablestreamsofrevenue,suchasscheduledrecurringpaymentsonannuitycontractsor“run-rate”shouldberemovedfromthenetnewcalculation. There is a worksheet in Territory Planning that will facilitate this calculation as well as aggregate revenue by clusters of opportunities. It is also important to get a sense of the numbers of opportunities that must be won to achieve the net new revenue goal. This is easily calculated based on the average opportunity size and win rate.

Oncepotentialrevenuefromeachclusterofopportunitieshasbeenidentified,enteritintotheone-pageTerritoryPlanintheTerritoryPlanningTemplate. The Plan tab can be used to provide a single source for all of the high-level goals for the territory.

Rep Name Chase Hawkins (dropdownbox)

Segment CIAM (dropdownbox)

# Accounts 4 (calculatedfield-countofaccounts)

rate Assumptions

True-up(down)rate 10%

Renewal revenue rate 60% (usethemetricfromlicensingonyourgeography’stargetrecapturerate)

Adjusted Pipeline target rate 120%

TerritoryQuota$ $1,210,000

ActualRevenue$(YTD) $203,500

Recurring(ScheduledRevenue)$ $590,000

ProjectedTrue-upRevenue$ $59,000

ProjectedRunrateRevenue$ $255,000

NetNewRevenueRequired(NNR)= $102,500

Target Pipeline $123,000

Current Pipeline $84,000

Gap to Pipeline Target $39,000

Plan to close Gap

PotentialNew$fromRenewals $144,000

PotentialNew$fromNLP $215,000

PotentialNew$fromOther $97,500

Subtotal $465,5000

Territory PlanFigure 8.

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territory Plan for chase Hawkins

Progress Tracking

territory objectives (from commitments): Q1 Q2 Q3 Q4

1 Generate<$123,000>in<10>opportunities

2 CoS for all accounts

3 Completeaccountprofilesforallaccounts

4 Monthlycontactwitheachaccount

5 x new Premier agreements

6 x new Platform EA agreements

7 x new ECAL

8 xnewCRMcustomers

9 x new ERP customers

10 x new Windows Server

optional Additional territory Information

Number of Accounts 4

Geography(ies)covered West and Central

Predominant vertical markets Banking and Insurance

Top or priority customer accounts ABC Wealth, Hines Co., American Bar

Current economic environment: conditions, trends, potential vertical market impacts, government regulations impacting territory, etc.

Competitivelandscape:anysignificantcompetitors,marketsharetrends,significantrecentwins/losses.

Partner landscape: Predominant partners, strengths and weaknesses, gaps in coverage.

Potential Opportunity Revenue Identified Through Analysis

cluster revenue Potential Average opportunity Size

number of opportunities

Links to target customer Lists

Recurring $590,000.00 n/a n/a

EA Renewals $144,000.00 10,000 14

New EA/annuity 5 EA customer targets

CRM 3 DynamicsBriefcaseTarget Customer List

Premier Support Premier Target List

NLP 1 Target Customer List 1

NLP 2

Territory Planning TemplateFigure 9.

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Strategy and Prioritization Oncegoalsareset,itwillfacilitatetheAccountPlanningprocessaswellashelptoalignmarketingandfieldresourcesifyoubegintoprioritizethedifferentclustersofopportunitieswithinyourterritory.Inadditiontothenormalcourseofbusinessintheterritory,identifytwoorthreespecificgrowth strategies to focus on to maximize potential to hit revenue targets.

Factors to consider When Prioritizing clusters of opportunities

It is possible that some clusters of opportunities have already been prioritized at a sub or segment level in order to meet scorecard targets. For example, in FY10, there are targets around BPOS opportunities. Even within kinds of opportunities related to the scorecard, your manager may haveprioritizedthemfurther.ThisinformationshouldbereflectedinyourTerritoryPlanwheregoalsshouldbelistedinpriorityorder.

Next look at what types or categories of customers represent the best opportunity for growth in your territory. This will be unique to your territory andcoulddependonthenumberofoneindustrytypeoveranotherthatcouldinfluencethetypesofproductscustomersneed.Clustersofopportunitiesthatwillresultinmaximizingoverall$/PC(suchasPlatformEAs)shouldbeprioritizedoverothertypes.

Launches,marketingcampaigns,andpromotionsaremoreinfluentialontimingandprioritization.Doesalargeportionofpotentialrevenuefallintoaparticularproductorsolutionarea?Ifso,therecouldbemarketingcampaignsthatcouldbenefitthesecustomers.

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Relationship ManagementRelationshipManagementistheartofhowwedevelop,manage,andcontinuallystrivetoelevateourlevelofregularandstrategicinteractionswithourcustomersandpartners.AchievingRelationshipManagementexcellencesupportstheultimategoalofincreasinggrowthandsatisfactionthroughperceivedandactualvaluerecognizedbyourCustomersandPartnersasaresultoftheirengagementwithMicrosoft.

TheITMandIAMaretheprimaryrolesresponsiblefortherelationshipbetweenthecustomerandMicrosoft.Duetotheratiosandthedegreeofinvolvementinthesalescycles,theIAMdevelopsandmaintainsadeeperrelationshipwiththecustomer(morecontactwiththeaccountandmoreengagementwithdifferentcontactswithintheaccount).

ThissectionwillhelpyouunderstandhowtoconductAccountDiscoveryandAccountPlanningandhowtomanageRedCarpetAccountTransitions.ItalsoprovidesguidanceontheRelationshipPrograms,suchasMMRP,Deployment,andT-36.

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AccountDiscovery ÆAccountDiscoveryistheprocessofcreatinganAccountProfile.TheAccountProfileisacollectionofactionableinsightaboutacustomer’sbusiness,industry,andtechnologylandscape,includingcompetitors.Ahigh-qualityprofileshouldalsocapturethedepthandbreadthofcustomerrelationships.EffectivediscoveryunlockstheabilityforyouandtheMicrosoftteamtobecomeTrustedAdvisorstothecustomerandisdependenton a thorough understanding of the customer’s businesses.

Prioritize Account Profile Information to Capture in Each Meeting in Your Account Contact PlanWhenyoubuildanAccountContactPlan,youmustalsodecideatwhichmeetingsyouwillcapturespecificpiecesofinformationintheAccountProfile.Eachmeetingwillalsoprovideadditionalopportunitiestogatherinformationfromthecustomer.Thecombinationofyourplanwithyourability to take advantage of these opportunities is one example of the balance of science and art in selling.

TherearefourbroadcategoriesofinformationwithinanAccountProfilethatarecapturedduringAccountDiscovery.TheseincludeBasic,Deployment,IO,andCompete,asillustratedinFigure10.

data Element Siebel/PSM Location update Method When captured time required

Ana

lyti

cs-E

nhan

ced

co

mpe

te d

isco

very

OpenOffice ExtendedProfile»Competitor»“CompetitorName”,“Category”,“PurchasedQuantity”,“DeployedQuantity”

Obtained from customer by Tele

Whentriggeredbyanalytics;duringOfficedeploymentconversations;duringIOconversations.

10 minutes per competitor

Google(GoogleApps)

Optional:

Lotus Notes

Salesforce.com

MySQL/Oracle

Io d

isco

very CoreIOProfile LocalAttributes»“Type”,

“Value”,“Number”,“Date”Synthesizedandconfirmedwith customer by Tele OR obtained from customer by Tele.

For newly transferred accounts during the second call. Otherwise, during theMMRP“Deploy”call.UpdatedAnnually.

40–60 minutes each for Core IO and BPIOBPIOProfile

dep

loym

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dis

cove

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Windows MicrosoftSoftwareProfile»“ProductFamily”,“PurchasedQuantity”,“DeployedQuantity”

Synthesizedandconfirmedwith customer by Tele OR obtained from customer by Tele.

MaybeginduringMMRP“Welcome”Call;updatedduringMMRP“Deploy”call. For newly transferred accounts, updated during the second conversation.

20minutesinitially; 10 minutes during subsequent conversations

Office

Bas

ic A

ccou

nt d

isco

very

TotalPCs(PCIB) ExtendedProfile»“TotalPCs”

Synthesizedandconfirmedwith customer by Tele OR obtained from customer by Tele.

DuringRedCarpet/introductory conversation if a new account, updated duringMMRP“Welcome”call, or Annually.

10 to 16 minutes

Total servers ExtendedProfile»“TotalServers”

Company contact information

Account»“CompanyName”,“Address”,“MainPhone#”

Company industry information

Profile»“Category”

AccountDiscoveryFrameworkFigure 10.

AccountDiscoveryisnotanisolatedexercise,butratheranintegratedpartoftheoverallAccountPlanningprocess.Tobetrulyeffective,itmustbeplannedandperformedbytheInsideAccountOwneroramemberoftheirTerritoryTeamUnit(TTU)inthenormalcourseofdoingbusinesswiththeaccount.Figure11providesarecommendedtimelineforworkingtowardAccountDiscovery.Yourmanagerwillprovidemorespecificdetailsabout how campaigns should be executed in your subsidiary.

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30«FY10InsideSalesCustomerCampaignCallGuide

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Company information

PC count

Server count

Windows deployment

Office deployment

Core IO:

• 9 questions

BPIO:

• 13 questions

Compete:

• Open Office• Google Apps• Optional:

– Lotus Notes– Salesforce.com– Oracle/MySQL

July Aug

Percentage of Questions Profiled0% 100%

Sept NovOct Dec Jan Feb Mar Apr May June

Electronic Upload

Basic Account Discovery

Red Carpet;MMRP Welcome;Year Start Relationship Calls

Deployment Discovery

Deployment Conversations—can be ongoing as you track deployment status

IO Discovery

Second or Third Relationship Call for New Transitioned Accounts; MMRP Deploy Call (according to lifecycle events)

Compete

IO Discovery Calls; “Campaign”-Oriented Calls; MMRP Use Call

AccountDiscoveryTimeline—Recommendedtimeforachieving100%AccountDiscoveryperaccountandactivatingeventsFigure 11.

Thedepthofinformationthatcanbecapturedforeachoftheseareasispotentiallygreat;however,itisimportanttoprioritizewhichinformationis captured at which meeting. This will improve the effectiveness of your overall account strategy in generating opportunities. Criteria to consider whenprioritizingAccountDiscoveryinclude:

Customer satisfaction/level of trust.•Subsidiary and scorecard metrics.•DataqualityreportsthatcanshowwhichAccountProfileinformationhasthehighestvalue.•Potential competitive situations.•

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ThefollowingquestionsreflecttheProfileDatathatisprioritizedforFY10.YoucanusethequestionstohelpyouintegrateAccountDiscoveryintocreating your Account Contact Plan.

data element Questions

Bas

ic A

ccou

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isco

very

Company Contact •InformationCompany Industry •InformationCompany Size •

Newly Transitioned Customer or Existing Customer:

In order to make sure I have the correct contact information, I would like to confirm the information that is in our system. Would that be okay?

Company name, company address, main phone number?

Has the size of the company changed dramatically during the past year? How many employees do you have today?

Contact address, phone number, and e-mail address?

On occasion, we have industry-related events, may I confirm your industry?

(Analternativeistovisitthecustomer’sWebsiteanddeterminetheseanswersfromtheircompanyinformation.)

Total PCs•Total Servers•

Newly Transitioned Customer:

In order to understand your environment, I would like to confirm some information about your company. Would that be okay?

Could you confirm the number of PCs? And servers?

Or

Could you walk me through your current IT infrastructure? How many PCs do you have? How many servers do you have?

Existing Customer:

Has anything changed significantly since the last time we spoke? According to my records, you have x PCs and y servers; have those numbers changed during the past few months?

InitialQuestions:3Time Required: 10 to 16 minutes


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Newly Transitioned Customers:

I see that you have purchased Office/Windows version xxx. Are all of those licenses being used today? Why, why not?

NewVLCustomers:

Thank you for buying Office/Windows. I would like to make sure you understand the software benefits that are available to you as a result of that purchase. Have you started to deploy those licenses yet? Why, why not? How many have been deployed? When will you be starting the deployment process? Would you like some assistance?

InitialQuestions:4Time Required: 20 minutes

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CoreIOProfile Identity and Access Management: How do you administer identity and access?

Security Infrastructure: What is the current state of your security infrastructure?

desktop Management: How do you manage your desktop infrastructure?

Virtualization: How do you use virtualization?

Server Management: How does your organization monitor its servers?

Mobile device Management: How do you manage your mobile devices?

data Protection and recovery: How do you back up and protect business data stored on your servers?

BPIOProfile collaborative Workspaces and Portals: How does your company currently use collaborative workspaces and portals?

Social computing: What kind of social computing occurs in your company?

Messaging: How do you use e-mail and calendaring in your organization?

Instant Messaging and Presence: How would you describe your current use of instant messaging and presence?

conferencing: How does Web conferencing occur in your company today?

Voice: How do real-time voice communications (that is, phone calls and voice mail) occur in your company?

document/records Management: How would you describe how documents and records management occurs in your company?

Web content Management: How does Web content management primarily occur in your company today?

Forms: How does forms management occur in your company?

Enterprise Search: How does your company maintain enterprise search standards and capabilities?

Performance Management: What tools does your company use to help people make better decisions?

reporting and Analytics: How would you describe the format most often used to share internal information across the company?

data Warehousing: Can you please describe your organization’s current data warehouse environment?

InitialQuestions:20Time Required: 80 to 120 minutes


com

pete

required:

OpenOffice What business productivity applications does your organization use today? What percentage of users use those applications?

Google(GoogleApps) What business productivity applications does your organization use today? What percentage of users use those applications?

optional:

Lotus Notes What kind of social computing occurs in your company?

How do you use e-mail and calendaring in your organization?

Salesforce.com Does your sales force use a contact management system or some kind of sales force automation system today? What do they use? When did you acquire the solution?

Oracle/MySQL How would you describe how documents and records management occur in your company?

Can you please describe your organization’s current data warehouse environment?

What database applications do you use currently?

How would you describe your company’s database environment in general?

For Required Competitors:InitialQuestions:2Time Required: 20 minutes

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Account Planning ÆRelationshipManagement(RM)isthemeanstoprovideaconsistentexperiencetoeverycustomerinanaccount-managedterritory.RelationshipManagementistheoverallumbrellaprocessthatspansmultiplerolesandincludesonlinecustomerengagement(Web).WithinRM,AccountPlanning is a core process owned by account managers. Account Planning is the process of customer engagement to identify customer needs andmapMicrosoftsolutionstothoseneeds.TheoutcomeistogenerateopportunitieswithinanaccountthatwillthenfallintotheOpportunityManagementprocessandbehandledthroughMSSP.Donewell,AccountPlanningwillnotonlyresultinfulfillingdemandforopportunitieswithinanaccount,butactuallycreatedemandforMicrosoftproductsandservices.WhiletheinformationdocumentedinanAccountPlanisextremelyhelpful, it is the actual interaction with the customer that is of most value. Account Planning is a process that happens throughout the year—it is a continuouslyevolvingunderstandingofwhatthecustomerneedsandhowMicrosoftcanfulfillthoseneeds.

Account Planning templateThe Account Planning Template consists of elements, and the process to complete these elements is detailed below.

tPId 123456768 76676543 23546789

company name Contoso ABC, Inc. XYZ, Corp.

Reve

nue

Stra

tegy

revenue Potential $500,000

customer Business Initiatives

customer It Projects

capabilities needed Collaboration

Sales Situation Compete

Reso

urce

St

rate

gy

Partner Alignment T-36

Marketing Alignment

Services Alignment Premier Support

Cus

tom

er

Satis

fact

ion

Stra

tegy

relationship Status

conditions of Satisfaction

coS Action Plan

July

Primary conversation Red Carpet/CoS

Secondary topic

Profile Data

coS

Augu

st

Primary conversation Event Invite—to CIO roundtable

Secondary topic

Profile Data

coS

Sept

embe

r Primary conversation Simple to Save

Secondary topic

Profile Data

coS

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Account Planning ProcessAccount Planning involves several core processes, including building an account strategy, creating an account contact plan, conducting meetings (thatwillalwaysinvolveAccountDiscoveryandCoS),andaligningresourcestotheaccountstrategy.Theseprocessesareperformedinteractivelyacross the year. You will continue to revise your account strategy and account contact plan based on input from customer meetings.

Build Account Strategy

Manyinputsarerequiredtobuildaneffectiveaccountstrategy,notallofwhichyouwillhaveatthebeginningofthefiscalyear.Itisbesttostartwith what you have, particularly from the Territory Planning process, as input, and revisit it after you have created your Account Contact Plan and begun to meet with customers. The output of this process is an initial estimate of the revenue potential of the account and a prioritized list of the type of opportunities you will pursue to reach that potential.

Questions to consider as you review the territory Plan, existing detailed account data, and existing pipeline data:

Are there existing Siebel opportunities? What stages? When are the due dates? •DoesthecustomerhaveanexistingEA?Ifnot,whatisthecustomer’shighestlicenselevel?Whendoesitexpire?•HowmanyVLagreementsdoesthecustomerhave?Whenis/aretherenewal(s)?IsthereanewEA/OVagreementconsolidationopportunity?•Howdoeshistoricrevenuerelatetothesize(PCIB)oftheaccount?Isthereroomforgrowth/up-sell?•What is the revenue per PC? How does this compare to best-in-class?•HowdoesCorporateviewtheLong-TermPotentialofthisaccount(LTPfromACE)?•What products are predicted by propensity modeling? •DoesthecustomerownERPand/orCRM?Whenwasitacquired?IsthereaDynamicsERPorCRMopportunity?•Are there IO capability opportunities? What is the current level of IO maturity for each of the models? What are the relevant industry IO •capabilities for this account?Howcanyoufocusoncapabilitiesthatwillhelpyouwintheplatform—Messaging,Collaboration,andDirectoryServices.•Is there account information from the previous account owner that could provide insight into business initiatives and current satisfaction?•

The Importance of the Account Profile to Developing an Account Strategy

When prioritizing opportunities to pursue in an account, it is important to assess the probability of a particular opportunity type. One way to do thisbeforedevelopingadeeperunderstandingofthecustomer’sneedistoanalyzethecustomer’sprofiledata.AsimpleexampleisassessingtheprobabilityofaMessagingopportunity.StartwiththeinformationobtainedfromTerritoryPlanningastowhetherornotthecustomerownsanearlier version of Exchange or has a competitor’s product. Each of these conditions produces a different probability that the customer is likely to moveforwardwithaMessagingopportunity.Ifthisinformationisnotknown,thenprioritizeAccountDiscoveryinyourContactPlan.

Earlier Exchange Version Lotus notes Gmail Probability

Customer 1 Yes 0 0 High

Customer 2 0 Yes 0 Medium

Customer3 0 0 Yes High

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create contact Plan

The Account Contact Plan is the foundation of your Account Plan. A well-designed and well-executed contact plan will generate demand, maintain customersatisfaction,identifyopportunities,andprovidecurrentAccountProfileinformation.AsyouexecuteyourContactPlan,youshouldalsoupdateyouroverallAccountPlan.BytheendofthefirstmonthofQ1,aninitialAccountContactPlanshouldbecreatedforeachaccount.TheinitialplanwillnotbeperfectandwilldefinitelyevolvethroughouttheyearasyoumeetwithcustomersandcompleteAccountDiscovery,butitis very important to start with a plan in order to accomplish your objectives. The Account Planning Template has a place to capture the primary conversationtopicforthemeeting,anyothertopics,whatkindofDiscoveryyouwilldo,andwhatyourCoSconversationwillbe(whetherinitiallysettingCoSorreviewingCoS-relatedactions).AsyoudevelopyourAccountContactPlan,firstreviewanySiebelActivitiesthatmayhavebeenuploadedforthataccount.Scheduleconversationsrelatedtothoseactivitiesfirst.TypesofactivitiesloadedintoSiebelincludeMMRP-generatedtouches,suchasrenewalconversations,accounttransitionactivities,andmarketing-generatedprospects(e.g.,MQPs).

PleasenotethatinadditiontotheconversationsthattheInsideaccountownerwillschedulewiththecustomer,partnersandotherMicrosoftown-ersmayalsoengagedirectlywithcustomers.ItisimportantthattheseconnectionsareidentifiedandintegratedintotheInsideaccountowner’saccountcontactplan.Typesofengagementsmayinclude—LART-36,SAM,DynamicsMMRP–drivencontacts,andServices-drivencontacts.Inparticular,ifyourcustomershaveEAagreements,youshouldcheckwiththeirLARtoseewhatT-36contactswillbemade.Makenoteofmeetingsthatapartnerwillhavewiththecustomerinthe“PartnerAlignment”sectionoftheAccountPlanningtemplate.

consider the following questions as you create your contact Plan:

What conversations are needed in order to accomplish account goals?•Are there launch activities that would be relevant to this account? •Arethere1:Fewevents(e.g.,CIOroundtables)thatwouldberelevanttothisaccount?•Howdoprogrammatizedcontacts,suchasMMRPtouchpoints,relatetotheaccountstrategy?•When should an IO assessment occur?•When should the Executive Business Review be scheduled in order to build customer enthusiasm and commitment?•Doyouhavetherightcontacts?Arethecurrentcontactsseniorenough?Doyouneedtoaddsalesorfinancecontactsoradditionalroles?•

Set and Maintain conditions of Satisfaction

CoSisanagreementbetweenthecustomerandMicrosoftthatestablishesclearandachievableexpectations,definesaworkingrelationship,andexplicitlyoutlineswhatisrequiredbetweenthepartiesforeachtobecompletelysatisfied.CoSisacoreelementforsettingtherelationshipbaseline, and then establishing relationship goals and an action plan to achieve them. The real value of CoS is the process of engaging directly withthecustomer,demonstratinginterestintheirbusinessandtheirsatisfaction,andcollaboratingtodriveprogresstowardmutuallybeneficial,tangible results.

Plan to discuss coS in Every Account contact Plan Meeting

IntheAccountContactPlansectionoftheAccountPlanTemplate,thereisafieldtousetoplanhowandwhenyouwilldiscussCoSwiththecustomer.First,decidehowtheinitial,formalCoSsettingmeetingwillfitintoyourAccountContactPlan.OnceCoShasbeenestablished,thenupdatetheotherAccountContactPlanmeetingslotswithspecifictopicsrelatedtotheCoSactionplan.Youcanalsouseoneoftheslotstodiscuss the GRS survey. Overall, it is important to incorporate CoS into each conversation you have with the customer.

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Ask your key customer contact the following questions in order to develop coS goals:

Whatwouldittaketomakeyoucompletelysatisfiedwithusmorethanwithanyotherrelationship?•How do you want me to communicate with you? How would you like us, the whole account team, to work together with you and your team?•WhatdoyouwantfromyourMicrosoftrelationship?•What does success look like for you, in regards to this relationship?•What are the top priorities to improve how we deliver in the next few months?•Are there any issues or concerns you have about this relationship?•Would you be willing to score/give feedback on our relationship once a year?•Who else should I work with in your team?•Doyoutalktocustomersabouthowyouwillinteractwiththemduringopportunities?Howdoyoudiscussyourroleasaccountownervs.•opportunityowner,orevenasanopportunityowner?Doyouestablishcheckpointswiththecustomertoensuretheirsatisfaction?HowdoyoubuildanAccountContactPlan?Doyoudecidewhichmeetingswillbeconductedtocapturespecificpiecesofinformationinthe•AccountProfileandsetexpectations(CoS)withthecustomer?

document and update coS in the Account Plan template:

Formalize CoS by documenting them in the Account Plan Template. 1. SendtheCoSdocumenttothecustomertoobtainwrittenconfirmationofthecustomer’sagreement.2. Review the CoS quarterly or as agreed upon in the discussion with the customer. Review progress and follow up on all action items resulting 3.from the review meetings. Be sure to inform your customer when an action item is completed.ReviewtheCoSwithyourmanagerateach1:1.UploadyourupdatedAccountPlanTemplatetothedesignatedSharePointbeforeeach4. review. Account Plan and CoS completion with each customer is tracked at a worldwide Corporate level.

Align resources to Account StrategyConsider what resources will be needed to help you conduct meetings from your Account Contact Plan and pursue the potential opportunities in the Account Strategy.

For cIAM, if a Key Partner is Known, Align Partner and Microsoft Priorities for the Account:

HoldaLiveMeetingwiththepartnerandPAM.•Reviewthecurrentpipelineassociatedwiththisaccount.(Ifthesamepartnerworkswithotheraccountsinyourterritory,conductameeting•withalloftheseaccountsinasingleconversation.)Ifakeypartnerisnotknown,eithercaptureaspartofprofiling,andthenholdanalignmentmeetingorincludea“partnerintroduction”•meeting as one of your monthly meetings. Follow the partner introduction process.DiscusstheAccountStrategyandAccountContactPlan.•DiscussthePartnerSolutionPlan.•Add workloads/IO capabilities to the PSP that were prioritized in your Account Strategy.•ThePAMwillworkwiththepartnertocloseanygapsintheircapabilities.•UpdatetheAccountStrategyandAccountContactPlanbasedonpartneralignment.•

AtthequarterlyMarketingCampaignreviewmeeting,shareAccountandTerritoryPlansandprovideinputintoMarketingfordesiredcampaigns,collateral, and case studies.

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MicrosoftDynamicsRelationshipManagementProcessAlignment ÆRelationshipManagementistheartofhowtodevelop,manage,andcontinuallystrivetoelevatethelevelofregularandstrategicinteractionswithCustomersandpartners.ToachievejointSMS&PandDynamicsgrowthobjectivesandrealizegreaterDynamicspenetrationintheCorporateAccountsspace,IAMsandITMsshouldcollaboratewiththeDynamicsISSandSSPtoconductjointterritoryandaccountplanning.ThegraphicbelowprovidesguidanceonhowtocollaboratewiththeDynamicsteamwhenconductingTerritoryPlanningexercises.

Planning with dynamics

• Manage planned customer interactions with the support of the Dynamics Team.

• Incorporate Dynamics profiling questions and call scripts into planned customer conversations.

4. Execute Planned Customer Interactions

• Develop the Account Penetration Plan for target accounts with the Dynamics Team and agree on orchestration within an account.

• Engage the Dynamics ISS to support prospecting in CPM.

• Provide the Dynamics Team with visibility to customer contacts and upcoming customer engagements.

3. Develop Territory and Account Penetration Plans

PROFILE STRATEGIZE GROW EXECUTE MANAGE

2. Review Target Accounts with Account Team

• Invite the Dynamics team (Dynamics ISS) to participate in Territory Planning exercises.

• Validate and prioritize a list of accounts targeted for Dynamics solutions.

• Understand open Dynamics opportunities within your territory using the Dynamics Briefcase.

• Review a preliminary list of accounts (CIAM, CPM, and CMM) targeted for Dynamics solutions (provided by the Dynamics ISS)

1. Identify Accounts Targeted for Dynamics Solutions

Tolearnmore,visittheMBSSalesPortal(Figure 12. http://mbssales)fordetailedDynamicsRelationshipManagement(http://infoweb2007/microsoftdynamics/field/Pages/RM.aspx)guidance

Account discoveryGeneratingeffectiveAccountProfileinformationisakeystepinuncoveringpotentialopportunitiesfordeliveringDynamicssolutions.ToidentifyandqualifyDynamicsopportunities,theIAM/ITMshouldembedERPandCRMprofilingwithinplannedprofilinginteractions.Thisincludes:

EnsuringthatkeyBDM/LOBcontactsareprofiledfromaDynamicsperspective.•Identifyinglegacy,homegrown,orcompetitiveERP/CRMsoftwareandversions.•Understandingcurrentprojectsunderway(ifany)toupgradeorconsidernewERP/CRMsolutions.•

AccountDiscoveryisthestartingpointforestablishingameaningfulandtrustedrelationshipwithacustomer/prospect.Profiling:

Supports targeted marketing to prospective customers.•Supports nurture programs for interested customers.•Improves relationships with our managed accounts.•Supportssalesprospectingandsalesactivityefficiency.•SupportstheMicrosoftGlobalRelationshipSurveytohelpensurewearesurveyingtherightcustomersandcontacts.•Minimizesthedataprotectionrisk.•

FollowingaresuggestedDynamicsprofilingquestionstheIAM/ITMcanembedintocustomerconversationstohelpqualifypotentialDynamicsopportunities within their accounts.

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Which business applications are you using today?

NoCRM �Salesforce.com �OracleCRM(Siebel) �SAPCRM �Sage Sales Logix �NetSuite �MicrosoftDynamics �Own development � Other: � _______________________________________________________________Don’tknow �No answer �

Which is your current version of this solution?

____________________________________________________________________________

For how long has your company been using this solution? When was the system deployed?

____________________________________________________________________________

How many users does the system have?

____________________________________________________________________________

For which areas does your company use the crM solution?

Sales Force Automation �Marketing �ContactCenterManagement �ServiceDispatch �Other: � _______________________________________________________________

Are you currently receiving support and enhancements?

Yes �No �

Is there a project underway to look at a new crM solution? If yes, who would be responsible for that project?

Yes �No �

Name:

____________________________________________________________________________

What areas of business would be involved?

Sales Force Automation �Marketing �ContactCentreManagement �ServiceDispatch �Other: � _______________________________________________________________

Is there a budget in place?

Yes �No �

Have software demonstrations or a request f or Information taken place yet?

RFI

Yes �No �

Demos

Yes �No �

crM

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Which business applications are you using today?

No ERP �SAPBusinessSuite(Enterprise) �SAPBusinessAll-in-One(SMB) �SAPBusinessOne(SMB) �Oracle �Epicor �Infor �Exact �Lawson �Intuit �Sage �MicrosoftDynamics �Own development �Other: � _______________________________________________________________Don’tknow �No answer �

Which is your current version of this solution?

____________________________________________________________________________

For how long has your company been using this solution? When was the system deployed?

____________________________________________________________________________

How many users does the system have?

____________________________________________________________________________

For which areas does your company use the ErP solution?

FinanceManagement �Sales Order Processing �InventoryManagement �WarehouseManagement �SupplyChainManagement �Manufacturing �Shop Floor Control �CRM �Other: � _______________________________________________________________

Are you currently receiving support and enhancements?

Yes �No �

Is there a project underway to look at new ErP solutions? If yes, who would be responsible for that project?

Yes �No �

Name:

____________________________________________________________________________

What areas of business would be involved?

FinanceManagement �Sales Order Processing �InventoryManagement �WarehouseManagement �SupplyChainManagement �Manufacturing �Shop Floor Control �CRM �Other: � _______________________________________________________________

Is there a budget in place?

Yes �No �

Have software demonstrations or a request for Information taken place yet?

RFI

Yes �No �

Demos

Yes �No �

ErP

Foramorecomprehensiveprofilingguide,pleaseseetheBusinessApplicationsProfilingGuide(http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/Profiling/BusinessApplicationsProfiling.docx)andreviewSiebel/GSXdataentryguidelines(http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/Profiling/MBSCompetitiveProfiling.ppt).

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Red Carpet Account Transitions ÆRelationshipManagementhasneverbeenmoreimportantthanitisthisyear.AsweevolvetheFY09Depthsegmentfrom117,000customerac-counts to 110,000 Corporate Accounts, with the remaining 7,000 either moving up to EPG or down to Breadth, it is imperative that every customer continues to feel valued.

The Account Transitions section provides detailed guidance for executing transitions of accounts from segment to segment through the Red Carpet Process. In this section, we will cover preparation for, execution of, and measurement of transferring accounts. Risk mitigation throughout the change cycle is essential. customers understand change will take place; it is our job to help them successfully move through the change process.

Program Goals:Help ensure minimal impact to NSAT through clear communication, expectations, and knowledge continuity in transitions.•MaximizerevenueopportunitythroughouttransitionprocessforbothMicrosoftandpartners.•Provide clear roles, responsibilities, and accountabilities for leadership and all employees.•Includea“OneMicrosoft”approachtoallaccounttransitions.•

FY10 changes:

Account Transitions Year Round—added account changes due to staff turnover throughout the year. •Partner and Customer Transitions—added Partner transitions as well as Customer transitions.•MeasuredonSMS&PScorecard—addedtotheSMS&PScorecard.•

Four key steps to the red carpet Process

1 2 3 4

Update Account

InformationOld Account Owner

TransitionKnowledge

Old and New Account Owners

Customer/Partner

EngagementOld and New

Account Owners

Complete Transition

New Account Owner

Red Carpet ProcessFigure13.

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Guiding PrinciplesBe Accountable:•

Leave no customer/partner unattended. —EnsurethatourcustomersandpartnersalwayshaveaMicrosoftcontact: —

Old Account Owner maintains responsive ownership until new Account Owner is assigned. –IftheOldAccountOwnerisunavailable,theSalesManagermustassignaninterimresponsiveAccountOwneruntilanewAccount –Owner is assigned.AllCustomers/PartnerswithoutdirectaccountownershipwithMicrosoftshould,ataminimum,beawareofthedigitalMicrosoft –resources available to support them.

Be Considerate: •Tone and demeanor of the message sets the precedent for how the customer/partner perceives change. —How you deliver the message is as important as the information you communicate: —Deliverthemessageinapositivetone. –Conveya”OneMicrosoft”approachforchangeandtakeaccountabilityofthechange.(Avoidshiftingresponsibilityforchangetoother –Microsoftentities.)

Establish Credibility:•Knowledge continuity and timely communication are the foundation for a trusting relationship and credibility with the customer/partner. —Trust and credibility are established when the: —

Customer/Partner feels the new Account Owner knows and understands their business and is accomplished through the internal –knowledge transfer process.Customer/Partnerhasaclearunderstandingofthenewrelationshipandfeelsconfidentandcontinuallysupportedbytheongoing –partnership.

tracking red carpet Activity RedCarpetisoneoftheSMS&PScorecardmetricsandistrackedmonthlyforanyaccounttransition,regardlessofwhetherornotitisduetosegmentation changes or account owner transitions. As such, two Red Carpet Activities are assigned to each account when there is a change in AccountOwnershipandthetargetforcompletioniswithin30days.Ifactivityisnotcompleteina30-daytransitionperiod,theaccountwill“rollover”onamonthlybasis,providingtheopportunitytoprioritizeyourexecutionwhilestillachievingthe100%targetovertime(noaccountsareleftbehind,whichallowstheabilityto“catchup”).

old Account owner Activity new Account owner Activity

Description FY10RedCarpet—OLDAccountOwner FY10 Red Carpet—NEW Account Owner

Promo Code FY10 Red Carpet FY10 Red Carpet

When to Close After updating the account information and transitioning account knowledge to the New Account Owner.*

*Participate in the transition discussion with the customer/partner when applicable.

After conducting the transition discussion with the customer/partner, follow up with e-mail.

See http://redcarpet for additional details.

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Relationship Programs ÆAs you work to build relationships with your customers, consider the core programmatic relationship programs in this section that have been developedtosupportyoureffortstoeffectivelyandefficientlyengageCorporateAccountscustomers.

The • Midmarket relationship Program(MMRP)isanoverarchingprogramtoengagecustomersatstrategictouchpointsthroughouttheirlicense lifecycle.deployment• isadetailedsub-setofMMRP,whichtracksthedeploymentstatusofMicrosoftproductsaftertheyhavebeenpurchased.t-36• issimilartoMMRP;ittrackscustomerpurchaselifecyclesinalignmentwiththeirlicenses,exceptthatT-36isusedexclusivelyforEnterpriseAgreements(EAs)andisledbytheLARpartner.

Midmarket relationship ProgramTheMidmarketRelationshipProgramisapredictable,programmaticcustomerengagementframework,withtheintenttodriverevenueandimproveCPE.Theengagementframeworkusesadefinedcontactstrategytriggeredbythecustomerlifecycle.Itisacombinationofmarketingandsalestoucheswithcustomersandisbrokeninfourdistinctphases:Welcome,Deploy,Use,andRenew.

WelcomePacket & Call

W1 W2 D1 D2 Anniversary 1 U1 U2 U3 Anniversary 2 U4 R1 R2 R3 R4

Follow-up/Activate

Deploy IO True-Up True-Up QuarterlyCommunications

RenewalQuarterly Communications

WELCOMEMonths 1–4

DEPLOYMonths 5–11

USEMonths 12–26

RENEWMonths 27–36

MMRPEngagementFrameworkFigure 14.

Eachphasehasspecificobjectivestimedtothelifecyclestage.Theseobjectivescanbesummarizedasbelow:

WELCOME DEPLOY USE RENEW

customer Experience

Thank customer for purchase •and establish a relationship.Profilecustomer.•Activate Software Assurance •(SA)benefits.

Inform of deployment •resources.Assess IT maturity using •infrastructure optimization.Prove value of Software •Assurance.

Help customer realize the •value of their investment, including Software Assurance.Identify opportunities to •cross-sell and upsell.Offer technical support •services and information.

Explain value of renewal and •the process.Profileforlicenseconsolida-•tion opportunities.

Key Performance Indicators

SMS&PSoftwareAssurance•BenefitActivationRate.

Deployment•Infrastructure Optimization •ProfilesasapercentageofDepthAccounts.

Cross-sell and up-sell •opportunities generated. MMRPContributionsto•Pipeline.

Recapture Rate.•

MMRPPhaseObjectivesFigure 15.

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dynamics customers—relationship rhythm

ExistingDynamicscustomersareacriticalpartoftheDynamicsbusiness,andtheydrivesignificantrevenueeachyear.BothMicrosoftandpartnerteamsmustfocusonhelpingexist-ingcustomersfullyleveragetheirMicrosofttechnologyinvestmentthroughfulldeployment,adoption of the latest versions of software, and active partner engagement within an account. Inaddition,partnersplayapivotalroleindrivingBusinessReadyEnhancementPlan(BREP)renewalsandsalesofadditionaluserlicensesandmodules.DuringAccountPlanning,IAMsandITMsshouldreachouttotheappropriateDynamicscolleaguetodiscusshowtointegratethefollowingcustomercontactsintotheiroverallAccountContactPlan.(SeeDynamicsLicensingBRLandBREPbelow.)

The following table outlines key points of interaction in the customer lifecycle, roles and responsi-bilities, and key resources:

Lifecycle Phase

Interaction role timeline objectives resources

Welcome Conversation with new Dynamicscustomers

DynamicsISS

T+30 DriveregistrationinCustomerSource.•Validatecustomercontactinformation•inVoice.EvangelizethebenefitsofBREP.•Track deployment.•Assess cross-sell opportunity.•

WelcomePhaseResources(• http://infoweb2007/microsoftdynamics/services/Pages/enhancement.aspx)

Renewal/Lapsed

Conversation with lapsed customers

DynamicsISS

T-60 (renewal)

T0–T+30(lapsed)

Secure BREP Renewal or Re-enrollment. •ArticulatethebenefitsofBREP.•Address customer objections.•In H2 FY10, it will be the partner’s •responsibility to commit customers to renew. Execute a conversation with customers who do not look like they are goingtorenew.(H2FY10+)

Renew and Re-enrollment Inside Script •(http://arsenalcontent/ContentDetail.aspx?ContentID=159499)BREPRenewalandRe-enrollmentGuide(• http://arsenalstorecls/Public/Content/Marketing/MicrosoftDynamicsCustomerServicesRenewandRe-02022009093225/Dyn_Serv_ToC_Rnw_ReEnrl_TG_webready.pdf)CustomerServicesLifecyclesite(• http://infoweb2007/microsoftdynamics/services/Pages/enhancement.aspx)

Renew Conversation with customers dueforCRMSA renewal

IAM/ITM

Support from DynamicsISS

T-90 Protect customer investments by •keeping their solutions up-to-date.ContinuetoseeMicrosoftasastrategic•business partner both for ongoing support and to add new solution components as their businesses evolve.Strengthen the customer relationship.•SecureCRMSARenewal.•

CRMInsideSalesGuidanceforSARenewals•(http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/CRMSARenewals/CRMTelesalesGuidanceforSARenewals.pdf)SAinteractivebenefitschartbylicense•type(http://sharepointemea/sites/inside-salesmbsi/SharedDocuments/Readiness/CRMSARenewals/SoftwareAssuranceInteractiveBenefitsChart.pdf)SAforOpenandOpenValueCustomers(• http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRMSARenewals/SoftwareAssuranceOpenandOpenValueforMicrosoftDynamicsCRM.pdf)—keybenefitsforcustomersSAforSelectandEACustomers(• http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRMSARenewals/Software Assurance Select and Enterprise AgreementforMicrosoftDynamicsCRM.pdf)—keybenefitsforcustomers

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BENEFIT U

SAGE

REN

EW

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t-36AcountdownandcoordinationofactivitiestakesplacebetweenMicrosoftandthepartnerduringthelifeofthecustomer’sEnterpriseAgreement;T-36isaprescriptivethree-year(36-month)customerengagementdesignformaximizingthelifetimeEAValue.T-36isbasedonthenumberofmonths(36)betweenthesigningandexpirationofanEA.Forexample,T-9denotesthatthereare9monthsbeforetheEAexpiresandisdueforrenewal.ByhelpingthecustomerrealizethefullvalueoftheEA,theEA“health”willbebettersecured.EAhealthtranslatesintogrowthovertheterm of the EA and increases the probability of renewal.

Microsoft/Partner Value

• Revenue opportunities– Cross-sell/up-sell– Compliant true-ups– Improved renewal rate

• Increased customer satisfaction• Sales efficiency• Decreased competition

Key Activities

EA Signed

EA RenewedRenewal Engagement

True-Up Practices

Software Asset Management Optimizations

Software AssuranceActivation and Consumption

Infrastructure OptimizationDeployment and Adoption

Account andGrowth Planning

Customer Value

• Full value of EA– Using current version rights– Consumed SA benefits

• Tech as a strategic asset• Clearer IT roadmap• Lower costs/optimized budgets• Trusted partner

T-36

T-27

T-18

T-9

T-0

Welcome

Deploy

Use

Renew

T-36countdownFigure 16.

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Thecustomer’sEAValueismaximizedbyhelpingtoensurethatthecustomeris:

Deployingandusingthesoftware(includingthemostrecentversions)theyhaveacquiredthroughtheEA.1. ConsumingtheSoftwareAssuranceBenefitsassociatedwiththeEA.2. Leveraging their technology investments as a strategic asset.3.DeliveringroadmapsfortheirITsystems.4. RelyingontheLARpartnerandMicrosoftasatrustedadvisor.5.

TheT-36ActivitiesthathelpdelivertheCustomerValueaggregateintosixdistinctactivitycategoriesidentifiedbyMicrosoft:

AccountPlanning(AP)andGrowth(referredtoasRelationshipManagementforsomeactivities)•SoftwareAssurance(SA)ActivationandConsumption•InfrastructureOptimizationandDeployment(IO&D)•SoftwareAssetManagement(SAM)Optimization•ConsistentTrue-UpPractices(TUPs)•RenewalEngagement(Ren)•

AT-36Activityis:

A discrete event that occurs throughout the customer lifecycle of an EA. •Non-RevenueGenerating;itmayleadtorevenuebutdoesnotdirectlygeneraterevenue.•Tied to one of the six categories.•In existence today. •A value-added activity. •Able to be performed without making changes to the current model.•

MaximizingthevalueoftheEAisashareprioritybetweenMicrosoftandtheLARpartner.ThepartnerwillplayasignificantroleintheT-36modelinOpportunityManagementand,whentheLARhasthecapability,inRelationshipManagement.ThekeyelementistoknowtheLAR’scapabilitiesandconductaJointPlanningReviewtocoordinateactivities.Asmuchaspossible,T-36activitiesshouldbepassedontoandcompletedbytheLARwiththeIAMorITMmonitoringthecompletionofthoseactivitiesthroughengagementwiththeLARorthroughregularopportunityupdatesfromthatLAR’sPAM.

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Deployment ÆADeploymentopportunityisanopportunitywherethecustomerisengagedorre-engagedtorealizethevalueofproductsandtechnologiesthathavebeenacquiredbuthavenotyetdeployed.Deploymentopportunitiesarenotconsideredrevenueopportunities,cannotbemixedwithanopportunity where new licenses are sold, and track the number of seats involved through attached products.

When should deployment be discussed?

Ideally,Deploymentconversationsshouldtakeplacethroughoutthesalescycleandwitheveryinteractionwithcustomerssothattheycanoptimizethevalueoftheproductsandservicestheypurchase.Today,manycustomersreceivevaluableDeploymentbenefitswhentheypurchaselicenses,butdonotusethem.DependingonthesolutionbeingpurchasedfromMicrosoft,thecustomerwillalsoneedtobudgetfortheafter-saleimplementation(deployment)costs.Thesecostsoftenrangefrom10%to15%ofthesalescosts,soyoushoulddiscussthiswiththecustomeraspart of their budget planning. This information should also be included in the notes that are provided to any partners that are engaged with an Opportunity.IfcustomersfailtoplanforDeployment,theywilllikelyexperiencedecreasedcustomersatisfactionnowandamoredifficultrenewalprocess in the future.

This critical situation requires us to re-engage with customers now to help them realize the full value of the solutions they previously acquired—by creatingnewDeploymentopportunities.

objectives of a customer deployment call:

Determinethecustomer’sDeploymentstrategy.1. Determinethecustomer’spreferredDeploymentpartner.2. IfthecustomerhasnoDeploymentstrategy,identifyanyDeploymentblockersorconcerns.3.Providespecificresourcestoresolveconcernsandremoveblockers.4. Identify any unresolved issues the customer may have.5. Identifyanyadditionalsolutionsoropportunitiesthatmaybenefitthecustomer.6. Create/updateaDeploymentOpportunity.7. Create/updateDeploymentProfile/MicrosoftSoftwareProfileaspertheDeploymentDiscovery(8. http://sharepoint/sites/TelesalesProcessLibrary/RelationshipManagement/DeploymentDiscovery.aspx)guidelines.

Preparing for a deployment call:

Review notes from previous conversations to determine if there are any follow-up items to be addressed.1. Review the customer’s license position to determine if any new purchases have been made.2. Review past purchases to determine the scope of how many and what kind of licenses the customer may need to deploy.3.ReviewtheDeploymentProfile/MicrosoftSoftwareProfileaspertheDeploymentDiscovery(4. http://sharepoint/sites/TelesalesProcessLibrary/RelationshipManagement/DeploymentDiscovery.aspx)guidelinesinSiebel/PSMtodetermineifOfficeandWindowsinformationhasbeenpreviously documented for the customer.Determineifthecustomer’scurrentorpreferredpartnerisalsoaDesktopDeploymentServices–competentpartnerbyusingthePackaged5. ServicesProviderDirectory(http://directory.partners.extranet.microsoft.com/psbproviders/),andselectDesktopDeploymentPlanningServices(DDPS)asthePackagedServiceType.FindotherlocalpartnersthatdoofferDesktopDeploymentServicesusingthequeryfoundhere: https://solutionfinder.microsoft.com/Solutions/SolutionsDirectory.aspx?keywords=deployment.

creating a deployment opportunity

FordetailedguidanceoncreatingaDeploymentOpportunity,visit:http://sharepoint/sites/TelesalesProcessLibrary/Opportunity%20Management/Deployment.aspx.

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opportunity Management

SalesMotions ÆCIAMandCPMSalesMotionsaresalesscenariosdefinedbyanintendedsalesoutcomeandbythemannerinwhichMicrosoftsalesresourcesengagewithcustomersandpartnersthroughouttheMicrosoftSolutionSellingProcess(MSSP).AgivenSalesMotionhasadistinctvalueproposi-tion and opportunity strategy, characterized by the selling practices employed, as well as customer and partner roles involved.

SMS&Psales-andpartner-managementpersonnelmustunderstandthesalesmotionsandtheircorrespondingownership/engagementwithintheirTerritoryTeamUnitinordertofulfillexpectationsfortheirroleandmeetMicrosoft’scost-of-salesobjectives.

SMS&Precognizessixsalesmotions:

transactional1. —TransactionalmotionsarepredominantlyownedandexecutedbySMS&Ppartners,withminimalMicrosoftresourceen-gagement.Scenariosincludebasicproductpurchase(Full-PackagedProduct,OEM,OpenLicense)and/oropportunitieslessthanUS$10,000ofMicrosoftrevenueforInfrastructureOptimization,Platform,andSolutionSalesMotions.Transactionalbusinessisnotsold,tracked,ormanagedbyMicrosoftsalesorpartnermanagementpersonnelattheopportunitylevel;insteaditissoldthroughpartnerchannels,andthentypicallymeasuredandincludedinaforecastasarun-ratecalculationorprojectionbyMicrosoft.License optimization2. —LicenseOptimizationmotionsrationalizeMicrosoftsoftwarelicensinginordertosimplifycustomerlicensemanagement and lower acquisition cost. Scenarios include License Consolidation in which the customer’s existing licenses are re-structured intoanewEnterpriseAgreement(EA),OpenValue(OV),orotherannuityagreement.ThisscenarioleveragestheEAorOVvalueproposition(pricing,flexibility,andimprovedsoftwaremanagement)andprovidesanopportunitytotieinanypre-existingPremierSupportagreementsformaximizedcustomerbenefitandloyalty.LicenseOptimizationalsoincludesvolumelicenseRenewals,True-Ups,andSoftwareAssetManagement(includinglegalization).Infrastructure optimization3. —Infrastructure Optimization motions advance the customer’s IT capabilities through the Core and Business ProductivityInfrastructureOptimization(CoreIOandBPIO)models,andcanbestrengthenedandsustainedwithPremierSupportAdvisoryservices.CoreIOscenariosincludeIdentityandAccessManagement;Desktop,Server,andDeviceManagement;SecurityandNetworking;DataProtectionandRecovery;andITandSecurityProcess.BPIOscenariosincludeUnifiedCommunications,EnterpriseSearch,BusinessIntelligence,Collaboration,andEnterpriseContentandFormsManagement.Application Platform optimization4. —ApplicationPlatformOptimizationmotionsdriveMicrosoftplatformtechnologiesalongwithapplications,displacingcompetitorssuchasOracleandIBM.CapabilitiesincludeWeb,ReportingandAnalysis,DataWarehousing,Integration,Line-of-BusinessPlatform,andCustomDevelopment.PremierSupportcanattachforimprovedup-time,performance,andrecovery.Scenariosincludecustomerswhoaretargetedfor/consideringMicrosoftSQLServer,VisualStudio®, BizTalk®, SharePoint, or any of the Microsoftplatformstack.Solution Area5. —SolutionAreamotionsleverageMicrosoftSolutionandISVpartnerstogeneratedemandanddeliverbusinesssolutionsonMicrosofttechnologies,potentiallywithPremierSupportformission-criticalsystems.ScenariosincludethesaleofMicrosoftand/orpartner-generatedsolutionsinCommunications,DistributionandServices,FinancialServices,ManufacturingandResources,andPublicSector,aswellascross-industrysolutions,suchasCRMandLoyalty,EnterpriseResourcePlanning(ERP),ManufacturingOperations,HumanCapitalManagement,andmore.Premier Support, Services only6. —Premier Support, Services Only scenarios include situations in which Premier Support is being sold without software and exclusive of all other sales motions.

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MicrosoftSolutionSellingProcess ÆInsideSalesisavitalcontributortotheoverallmarketingandsalespipeline.UnderstandingwhereyourcallsfallintheMicrosoftSolutionSellingProcess(MSSP)willhelpyouunderstandthecustomersinyourterritoryandhowyouwillapproachthemonacall.

Leads are generated through a variety of means: direct marketing, advertising, seminars, trade shows, Inside Sales, and Through Partner events. AspartofourSolutionSellingprocess,ITMstaketheleadto20%opportunitystatus,whileIAMsmaymanagetheopportunityallthewaythroughthepipelinetoClose.At20%,theopportunityiseitherpassedtoamanagedPartnerorjointlymanagedinternallywithaspecialistresource.ThePartnerAccountManager(PAM)workswiththePartnertohelpensurethattheopportunityismovingthroughthesalespipeline.Specializedresources are brought in, as required, to assist you with the sales conversation.

MSSPisaframeworkofinputs,processes,andoutputsthatgovernsalesinteractionswithCorporateAccountsworldwide.Thefourphasesoftheopportunitylifecycle(Creation,Progression,Distribution,andClosing)aligncloselytoMSSP.InsideSalesplaysacrucialroleinmanagingOpportunitiesinaccordancewithMSSP.Initially,theMSSPSalesStagesinvolveinteractionsbetweenInsideSalesandthecustomerand/orpartner.Later steps involve more interactions between the partner and customer directly. Primarily, Inside Sales is responsible for prospecting and qualify-ing,takingaleadfrom0-20%beforehandingofftoapartnerorTPAMforfurtherdevelopment.

DemandGeneration

Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

DemandGeneration

Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

❏ Meets campaign or query criteria

❏ CSTAR code for all Direct and Database Marketing

❏ Leads loaded as Siebel Activities

❏ Call disposition❏ Opportunity

creation❏ Confirm/

obtain correct sponsor information

❏ BANT❏ Permission

to engage partner

❏ Partner acceptance

❏ Opportunity ownership to (T)PAM

❏ Customer received and validated proposal

❏ Executive sponsor verified

❏ Evaluation plan agreed upon

❏ Verbal approval received

❏ Signed documents

❏ Adjusted win $

❏ Deployed solutions

Exit Criteria(Minimumrequirementto progress)

Opportunity Progression through MSSP

Each MSSP Sales Stage requires that certain Exit Criteria are met, and that information is properly documented in Siebel prior to advancing to the next Sales Stage.

• BANT Criteria• MSSP Sales Stages• Products/Pricing• Opportunity Planning

Creation• Standard• EA Renewal• EA Recurring/True-Up• Deployment• Anti-Piracy/Accordo• Dynamics

Distribution• External—Partner Attach

• Internal—(T)PAM or other

Closing• Disposition• Microsoft Sales Reconciliation

Progression

MSSPasitalignstotheopportunitylifecycleFigure 17.

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new for FY10TheMicrosoftSolutionSalesProcesshasbeenseparatedintothreesectionstoaddclarificationaroundresponsibilities.

The • bluesectioncontainstheobjectivesandstepsthatarepartoftheactualMSSPsalesstages.The • greensectioncontainssystemstepsthatmustbecompletedinourCRM—Siebel/PSM/GSX.The • orangesectioncontainsstepsthatshouldbecompletedbyaccountowners(IAMs/ITMs)eventhoughtheymaynotbelistedastheOpportunity Owner for each sales stage.

Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

Sales Stageobjectives Create a valid

OpportunityQualifyOpportunity

Engage Appropriate Resources

Documentevaluationplan

Establish relationship with Power Sponsor

Developcustomerrequirements

Present solution proposal(quote)

Demonstratecapability to exceed customer requirements

Finalize contract Finalize and execute deployment plan

Steps (Inorderofoperation)

Identify sponsor

Validatepotentialdeal

QualifyOpportunityusing BANT criteria

Obtain permission to engage partner

Send Sponsor Letter

EngageMicrosoftresources as needed

Engageoptimum(orpreferred)partner

Create, deliver, and document evaluation plan

Establish relationship with Power Sponsor

Developcustomerrequirements

Initiate deployment plan discussion

Create solution proposal(quote)

Present solution proposal(quote)

Customer validates proposal

Customerconfirmsdeployment plan

Developproof

Obtain verbal approval

Conduct negotiations

Finalize contract

Obtain signed contract documents

Implement deploy-ment plan

Help customer utilize SABenefits

responsible IAM/ITM IAM/Partner Partner

tele crM (Siebel,PSM,GSX)Steps (Inorderofoperation)

Create Opportunity (fromActivity/Leadwhenapplicable)

UpdateAccount,Contact(s),andOpportunity

Set Stage to “Qualify10%”

Go to next stage

DocumentBANT

Documentpermissionto engage partner

Attach partner

Obtain partner Acceptance

Identify and assign new Opportunity Owner

Set Stage to “Develop20%”

Go to next stage

UpdateOpportunity

Set Stage to “Solution40%”

Go to next stage

UpdateOpportunity

Set Stage to “Solution60%

Go to next stage

UpdateOpportunity

Set Stage to “Close80%”

Go to next stage

UpdateOpportunity

AdjustOpportunity$tomatchfinaldeal$

Set Stage to “MSWin100%”

Go to next stage

CreateDeploymentOpportunity if needed

responsibleIAM/ITM

Primary:PAM/TPAM

Secondary:IAM/ITM

Account ManagementSteps (Inorderofoperation)

Research business and market issues

Prepare reference stories/content

Listen to customer—build trusted relationship, identify pain

Decideinitialapproach

Recommend partner to customer

Updatepipelinevalue

UpdateAccountSoftware and CompeteProfile

Escalate stalled opportunities to Opportunity Owner

Confirminitialdeployment plan discussions


Confirmdeploymentplan with customer


Check satisfaction of Power Sponsor

UpdateAccountSoftware and CompeteProfileifapplicable

Validatethatfinalwinamount is entered intoSiebel/PSM

Check deployment status

Check customer satisfaction with deployment

EnsureSAbenefitsare activated

responsible IAM/ITM

MicrosoftSolutionSalesProcess—CorporateAccounts,FY10Figure 18.

These steps help reinforce the concept that Inside Sales agents should remain engaged in Opportunities until the contracts are signed, and the solutions are deployed.

These represent the minimumglobalstandardsforOpportunityManagementinMSSP.Therearealsosystem-requiredfieldsthatarefurtherexplainedintheInsideSalesProcessLibraryunderOpportunityManagement»Standard.Areas/Subsmayhaveadditionalrequirementsbased on local needs.

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Qualify the opportunity

ITM

IntheCPMsegment,opportunitiesareconsideredqualifiedat20%intheMicrosoftSolutionSellingProcess(MSSP)pipelinebasedonBAnt criteria:

Budget•Authority•Need •Timeline•

In addition to BANT, the Sponsor must be willing to speak with a partner.

IAM

IntheCIAMsegment,opportunitiesareconsideredqualifiedinalignmentwithMSSPusingPPVVCcriteria.PPVVC(Pain,Power,Vision,Value,Control)aretheprimaryareasthatmustbetargetedandcontrolledduringtheentireMSSPcycle.InalignmentwithMSSP,theseprimaryareasareaddressedfrom0%to100%.

Pain•“Whathigh-prioritypainhastheprospectadmittedtoyouandwhatisitcostingthemtoday?” —

Power•“WhodoyoubelieveisthePowerSponsorandwhy?” —“Canwegainaccessandinfluence?” —

Vision•“WhatvisiondidyoucreatefortheProspect?” —“Isvisiondifferentiatedtowardus?” –

Value•“Hastheprospectidentifiedenoughvaluetocompelthemtomoveaheadnow?” –

Control•“WhoiscolumnAandwhoiscontrollingthebuyingprocess?” –“HastheprospectagreedtoyourdraftjointEvaluationPlan?” –

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Dealorchestration Æ

Key responsibilities of the Microsoft Account ownerThistableisreflectiveofallopportunities,regardlessastowhetherAccountOwnerisalsoactingasOpportunityOwner.Notethatasanopportu-nityprogressesthroughoutthepipeline,theAccountOwnerwillbeeithertheCIAMorCPM,whiletheOpportunityOwnercouldbeanyoneofanumber of roles depending upon where the opportunity is in the sales process.

Activity Purpose Process

QualifyOpportunity

Increase the probability of the opportunity moving to close. Improve the customer's perceptionsofMicrosoft.EstablishcredibilitywithAccountandV-Teammembers.Havegreater control of the sales process.

PPVVc (Pain, Power, Vision, Value, control)• isamethodologywithinMSSPforaskingcustomers the "right" questions at the "right" stages of the sales cycle. It can be used in CIAMtogetherwithBANTatthequalificationstageofanopportunity.BAnt (Budget, Authority, need, timeline)• isusedinCPMforopportunityqualifica-tionratherthanPPVVCduetoitssimplicity.

Send and Obtain Approval of the Sponsor Letter

Increase the probability that the opportunity willcloseandincreasedealvelocity.Validatethe customer’s needs and stake in the opportunity. Provide evidence that the opportunityisreadytomovefromQualifytotheDevelopstage.

Obtain agreement from the Power Sponsor that he/she would like to explore the •opportunity further with you. Summarizethepainthatwasidentified.•Summarize your understanding of the Reasons and Impacts of the pain. •ConfirmthePowerSponsor'swillingnesstoexploretheopportunityfurther.•Makealistofthenextstepsintheopportunity.•

Hand Off Opportunity

In cIAM: High-performing Inside Account Managersroutinelystatethatoneofthegreatest things they have done is to delegate more and hand off more opportunities, more effectively. The challenge is that most IAMswanttodrivetoomanyopportunitiesthemselves, for a number of reasons. Handing off opportunities is really about building scale, thus freeing up time to work on strategic activities. The single most important thing to do to generate more opportunities is to have others working for you. Handing off an opportunity requires a finebalanceofempoweringtheOpportunityOwnerandtheTerritoryTeamUnit(TTU),while ensuring the control that is needed to move the opportunity to close.

In cPM:ITMsshouldqualifyopportunitiesand hand off all opportunities to partners, engagingOMsinappropriatestrategicop-portunitiesasdefinedbythesubsidiary.ThePartnerandthePAMshouldbothbenotifiedwhen an opportunity has been transitioned toaPartner.TheITMshouldverifythatthePartner has contacted the customer following the transition.

Usethetablebelowtoidentifytheappropriateroletohandofftheopportunityto:

Situation

opportunity owner

cIAM cPM

Transactional(runrate) LAR/LARPAM LAR/LARPAM

LicensingOptimization(contractconsolidation—value prop is solely in changingcontracttype).

Opportunity is included in SSP strategic plan and partner attached to opportunity does not have the capability to own.

SSP N/A

DynamicsOpportunityislarge(>US$40KforERPor>US$50KforCRM)and/orstrategic.

DynamicsSSP,whowill then engage the rightVARandISV

DynamicsSSP,whowill then engage the rightVARandISV

Opportunity will result in an enterprise-widecommitmenttoMicrosoft.(Typicallyan IO motion results in a Platform EA, but therecouldbeothertypesofagreements.)

IAM OM

Partner-generated opportunity that does not have the potential to be enterprise-wide.

xPartner/xPAM xPartner/xPAM

New Premier Agreement or Premier Renewalthatisnotan“EAAttach”.

SISR N/A

Deploymentopportunity Solution Partner/SolutionPAM

Solution Partner/ SolutionPAM

Consider partners to be a core part of your extended team of resources. •MeetwiththeappropriatePAMtodiscussyourpartneroptions.•Leverage the tools available to you to search for partners. •Attachthepartner(s)totheopportunityinSiebel.•Work with the Opportunity Owner to establish clear roles and responsibilities as you •transition an opportunity to him/her. DefinewhatsuccesswilllooklikeforbothyouandtheOpportunityOwner.•Let the Opportunity Owner know you will be setting checkpoints with the customer.•

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Identify and Introduce Partners

Ensurethecustomerissatisfiedwithapartnerwho is motivated to work with them on the opportunityandhas(orcanobtain)therelevant capabilities.

TheInsideAccountOwneridentifiesanypartnersthatthecustomerisalreadyworkingwithandconfirmsthecustomer’ssatisfactionwiththispartner.Ifthecustomerissatisfiedandthepartner has the motivation, capacity, and capability to work on the opportunity, then no further action is needed. However, in some cases, either a partner currently is not working with a customerorthecustomermaybedissatisfiedwiththeirpartner.ThefirststepistoworkwiththePAMtoidentifyanewpartnerorresolveissueswiththecurrentpartner.Ifanewpartneris introduced into the account, the Inside Account Owner should be proactive in identifying several choices for the customer and help to facilitate the choice.

MonitorOpportunities

InbothCIAMandCPM,theInsideAccountowner should always be aware of all oppor-tunities that are active in accounts, even those that have been handed off to an Opportunity Owner.InCIAMhowever,handingoffopportunities does not mean that the Inside AccountManagerisnotaccountablefortheactivities that take place as the opportunity is developed.

Communicate regularly with the Opportunity Owner to update Siebel and move opportu-•nity to a win.Provide coaching if and when needed. While the Opportunity Owner is effective at •positioningthebusinessvalueofasolution,theIAMmayhavemoreintimateknowledgeof the account and its business. Check Siebel to be sure it is being updated correctly and regularly. •Redirect questions about the opportunity to the Opportunity Owner.•

Build Trust Creating a team culture is necessary to consistently win opportunities and expand Microsoft'sreachinthecustomer'sbusiness.It is also key to building trust both with the customer and with the team of resources that theIAMleads.

ShareandConsistentlyReinforceaVision(• http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#sharingand)fortheaccountwithboththecustomerandtheteamresources working with the customer.Communicateclearly(• http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#communicate),consistently,andregularly.Listen carefully and include what you hear in your follow up.•Create an environment where "the team wins" rather than one that focuses on individual •wins. Quicklyandeffectivelytackleproblemsastheyarise.•

Establish Opportunity Checkpoints with Customers

The Opportunity Checkpoints that you establish with your customers is really about theControlcomponentofthePPVVCframework. It means that you have control over the buying process and that you are able to maintain this control should issues arise. Establishing Opportunity Checkpoints with Customers is vital to consistently and more quickly close deals. Establish check-points for both those opportunities that you own and for those opportunities that have been handed off to an Opportunity Owner. These checkpoints should be a core component of the Conditions of Satisfaction (CoS)thatyouhavewiththeaccountandpartof every Evaluation Plan that is developed for opportunities in the account.

StartwiththeConditionsofSatisfaction(CoS)(• http://infoweb2007/comet/Pages/EstablishingOpportunityCheckpointswithCustomers.aspx#part1).Obtaining the Customer's Buy-In as part of an evaluation plan and •CommitmenttoCheckpoints(http://infoweb2007/comet/Pages/EstablishingOpportunityCheckpointswithCustomers.aspx#part2).Conduct the checkpoint conversation with the customer.•FollowUponActionItems(• http://infoweb2007/comet/Pages/EstablishingOpportunityCheckpointswithCustomers.aspx#part4).Duringtheopportunitycheckpointmeeting,askthecustomer:•

How well he/she feels the opportunity is progressing? –Are there any issues? –Isthereanythingthatyou,theOpportunityOwner,theV-Team,and/orMicrosoft –overall could be doing better? If there are issues, what solutions would the customer recommend? –

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http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#sharingand

http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#sharingand

http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#communicate

http://infoweb2007/comet/Pages/CreatingaV-TeamCulture.aspx#communicate

http://infoweb2007/comet/Pages/EstablishingOpportunityCheckpointswithCustomers.aspx#part1







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Escalate Opportunity

Prevent the opportunity from being lost.•Identify resources to move a stalled •opportunity to next stage.Improve the accuracy of the forecast.•

GetHelp(• http://gethelp/)isanumbrellasitefeedingissuestotheappropriateresource.UseittogainaccesstoCompHot,LicensingSupport,andCustomerSupport.GlobalPartnerSupport(GPS)canbecontacteddirectlybyaMicrosoftAccountOwnerto•providepre-salesLevel300technicalassistanceforpartnerswhoownorareworkingonopportunities.IftheOpportunityOwnerisapartner,escalatetothePAMfirst.•

UpdateSiebel

Eliminatetheverificationofdataqualityduring pipeline reviews by continuously reinforcing the importance of entering data in Siebel accurately and in a timely fashion. The end result should be a level of trust in all of the data that you are pulling reports from.

CreateopportunityinSiebel.Makesuretoincludeallrelevantinformation,including•Partners and Opportunity Team members. Attach the Sponsor Letter to the opportunity in Siebel. AssignanopportunitytotheOpportunityOwner(whichcouldbeyouastheAccount•Owner),followingtheOpportunityDistributionProcess(http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fEARenewal&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d).UpdateSiebelwithAccountProfileinformationthatisuncoveredduringthecourseofthe•opportunity management process.

UpdatetheAccount and Territory Plans

Stay on plan to exceed quota. Provide a current document to be used during reviews to update forecast and resources requests.

UpdatetheAccountPlanwithnewinformationthatmayhavebeenobtainedaboutthe•account. UpdatetheTerritoryPlanasdealsarewonandlosstoensurequotawillbereached.•

responsibilities and tools of the opportunity ownerRefertothetableaboveandtotheOrchestrationMatrix(onpage54)toseewhoshouldbeassignedOpportunityOwnerresponsibilities.

develop 20% Solution 40% Proof 60% close 80%

VerifiableOutcome—Customer

Approved Evaluation Plan Approved Solution Proposal ApprovedDeploymentPlan

VerbalProposalAgreement

Signed Contract

PSM/SiebelDocumentation

OpportunityTeam(includingpartners)addedtothesystem.

Opportunity Status and Probability updated by the Opportunity Owner.



KeyMicrosoftTools

Evaluation Plan Template (http://arsenalstore/Public/Content/Sales Aid/Eval Plan/MSSEvaluationPlanBuildingGuide.doc)

Opportunity Plan

Solution Proposal Template

PartnerQuotingTool (https://partner.microsoft.com/global/40011368)

CustomerQuotingTool (http://www.microsoft.com/licensing/mla/)

EACustomerPriceSheet(LS)(http://sharepoint/sites/empow-erment engine/default.aspx)

POC/Demos

MTC

DeploymentPlanTemplate

Contract Template

Activities Build the opportunity plan.

PPVVC—Furtherdevelopanunderstanding of the customer’s pain and value criteria.

DraftandsendtheEvaluationPlan(http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fEARenewal&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d).

Ensure the customer approves the solution proposal.

DraftandsendtheSolutionProposal.

ProvideMicrosoftLicenseStatement(MLS)(http://license-position)tothecustomer.

Obtain a verbal agreement.

Discussadeploymentplan.

Negotiate contract.

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http://gethelp/

http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fEA Renewal&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d




http://arsenalstore/Public/Content/Sales Aid/Eval Plan/MSS Evaluation Plan Building Guide.doc




https://partner.microsoft.com/global/40011368

https://partner.microsoft.com/global/40011368

http://www.microsoft.com/licensing/mla/

http://www.microsoft.com/licensing/mla/

http://sharepoint/sites/empowerment engine/default.aspx

http://sharepoint/sites/empowerment engine/default.aspx











http://licenseposition



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ThefollowingtwoOrchestrationMatrixtableshighlightthehand-offsinvolvedacrossvariousMicrosoftFTErolesduringthecourseofanopportu-nitylifetimefortheCIAMandCPMsegments.

cIAM Framework

IAMsaretheprimaryaccountowners,andtheyfocusonmovingcustomersthroughthepipelineasdescribedhere.ThemostcustomertouchhappensduringtheProspectandQualifyphases,butfollow-onactivitiessupporttherestofthepipeline.

Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+


Opportunity and sponsoridentified

Approved Sponsor Letter

Approved Evaluation Plan

Approved Solution Proposal

Approved DeploymentPlan

VerbalProposalAgreement

Signed Contract DeployedSoftware

PSM/SiebelDocumenta-tion

Opportunity created

Call disposition completed

Accountprofileupdated

Qualificationcriteria met

Opportunity Owner set

Opportunity Team(includingpartners)addedtothe system

Opportunity Status and Probability UpdatedbytheOpportunity Owner



DeploymentOpportunity

KeyMicrosoftTools

Reference Stories

1:Manyevent

VisionWorksheet/BANT

1:Manyevent

Sponsor Letter Template

Evaluation Plan Template

Opportunity Plan

Architecture DesignSession

MTC


POC/Demos

MTC


SOW

Contract Template

DeploymentPlan

Role of Account Owner

Can be:

IAM•

Research business and market issues.

Prepare reference stories/content.

Listen to the customer—build a trusted relation-ship, identify pain.

Create opportunity.

Provide PSM/Siebeldocumentation.

Decideinitial opportunity approach.

Identify and assign Opportunity Owner.

Updatepipelinevalue.

Check satisfaction of Power Sponsor.

Introduce Oppor-tunity Owner to customer.


Communicate opportunity status to management.

Get permission from customer to distribute informa-tion to partner.

Recommend partner to customer.

Present or dele-gate presentation of Evaluation Plan.

Lead development of Evaluation Plan.


Clear roadblocks.

Help ensure customer approves solution proposal.

Validatethesolution meets customer need.

Validatethesolu-tion leverages all possibleMicrosoftproducts.


Clear roadblocks.

Ensure verbal agreement is received from the customer.

Ensure DeploymentPlanis approved by the customer.

Support negotiations with customer communication as needed.

SetfinalwinamountinPSM/Siebel.

Prepare win/loss review.

Check customer satisfaction with deployment.

Create a deploy-ment opportunity.

Facilitate a discus-sion regarding Premier Support.

Insomecases,IAMsmightcontinuetomanagethecustomerrelationshipthroughoutthepipeline.However,inmanycases,theSpecialistand/orpartner roles are engaged to close the opportunity.

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Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

Role of Opportunity Owner— Microsoft-ledOpportunities

Can be:

IAM•SSP•SISR•Dynamics•SSPLSS from •60%

None Validateopportunity.

Decidetheop-portunity strategy.

Build the opportunity team—Compete? Services? Partners? Specialists?

Further develop an understanding of customer pain and value criteria.

Assign activities.

Hold the activity owner accountable for a successful completion.

Updatetheaccount owner on current status.

Escalate issues to the account owner.

Lead •development of Solution Proposal.Present or •delegate a presentation of the Solution Proposal.

Hold the activity owner account-able for successful completion.



Ensure deploy-ment plan is developed.


Review DeploymentPlanwith the Power Sponsor.

Role of Opportunity Owner— Partner-led Opportunities

Can be:

Solution •PAMLARPAM•


Ensure partner completes the following activities:

Decidethe•opportunity strategy.Build the oppor-•tunity team—Compete? Services? Partners? Specialists?Further develop •an understand-ing of customer pain and value criteria.Assign activities.•Lead develop-•ment of the Evaluation Plan.Present or •delegate presentation of the Evaluation Plan.

Escalate issues to the Account Owner.




Ensure the partner completes the following activities:

Lead development of a Solution Proposal.

Present a Solution Proposal.


Updatetheaccount owner on the current status.


Ensure a deployment plan is developed.


Review the DeploymentPlanwith the Power Sponsor.

Drivedeploymentopportunities to closure.

Role of Activity Owner

Can be:

LSS•Partner•SSP/TSP•Dynamics•SSP/ISSSISR•

None None Help identify how to close the gap between capabilities and business issues.

DevelopanEvaluation Plan.

DevelopanOpportunity Plan.

Present the Evaluation Plan to the customer.

Definethevalueproposition.

Designasolution.

Bring buying vision to life for the customer.

Hold an Architecture design session.

Present solution to the customer.

Developdeploy-ment plan.

DevelopPOC/Demos.

Present POC—ensure customer understanding.

Create a pricing proposal.

Assist with the negotiation and contracts.

Negotiate a con-tract(on-premisewith the customer ifnecessary).

EnsureSAbenefitsare activated.

Understandandresolve deploy-ment issues.

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cPM Framework

WhilemuchofthefocusonchangeisontheadoptionofthenewCIAMsegment,itisimportantnottolosesightofhowtheCPMsegmentwillchangeaswell.Allsubsidiaries,regardlessastowhetherornottheywillimplementCIAM,willneedtolearnhowtosetupCPMinFY10tobeginevolvingtowardCIAMinFY11.TheplanchangesinCPMforFY10thatwillresultinsuccessfullymeetingrevenuetargetsaswellaspreparingforCIAMinFY11.

TheITMjobdescriptionhasbeenupdatedtoreflectthechangesinexpectationsandcontainsthebase-levelrequirements,includingexperienceandcompetencies.Usetheupdatedjobdescriptionasthebaselineforperformanceexpectations.ForadditionaldetailsontheCPMITMModel,please refer to the following table.

Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+


Opportunity and sponsoridentified.

Approved Sponsor Letter.

Approved Evaluation Plan.

Approved Solution Proposal.

Approved DeploymentPlan

VerbalProposalAgreement.

Signed Contract. DeployedSoftware.

PSM/SiebelDocumenta-tion

Opportunity created.

Call disposition.

Accountprofileupdated.

Qualificationcriteria are met.

Opportunity Owner is set.

Opportunity Team(includingpartners)isaddedto the system.

Opportunity Status and Probability are updated by the Opportunity Owner.



DeploymentOpportunity.

KeyMicrosoftTools

Reference Stories

1:Manyevents

VisionWorksheet/BANT

1:Manyevents

Sponsor Letter Template

Evaluation Plan Template

Opportunity plan

Architecture DesignSession

MTC


POC/Demos

MTC


SOW

Contract Template

DeploymentPlan

Role of Account Owner

Can be:

ITM•Dynamics•ISS

Research business and market issues.

Prepare reference stories/content.

Listen to the customer—build trusted relation-ship, identify pain.

Create an opportunity.

UpdatePSM/SiebelDocumentation.

Decidetheinitial opportunity approach.

Identify and assign to the Opportunity Owner.

Get permission from the customer to distribute in-formation to the partner.

Recommend a partner to the customer.

Updatethepipeline value.

Check satisfaction of the Power Sponsor.




Validatethatthefinalwinamounthas been entered intoPSM/Siebel.

Check the deploy-ment status.

Create a deploy-ment opportunity.

Check customer satisfaction with deployment.

EnsureSAbenefitsare activated.

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Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

Role of Opportunity Owner— Microsoft-LedOpportunities

Can be:

OM•SSP•Dynamics•SSPSAM•LSS from •60%


Decidetheop-portunity strategy.

Build an Opportunity Team—Compete? Services? Partners? Specialists?

Further develop an understanding of customer pain and value criteria.

Assign activities.


Lead development of the Evaluation Plan.

Present or dele gate a presentation of the Evaluation Plan.



Clear roadblocks.

Ensure the customer approves the solution proposal.

Validatethesolution meets the customer’s need.

Validatesolutionand leverage all possibleMicrosoftproducts.

Lead develop-ment of Solution Proposal.

Present or delegate presenta-tion of Solution Proposal.



Clear roadblocks.

Ensure a verbal agreement is received from the customer.

Ensure the DeploymentPlanis approved by the customer.

Ensure the DeploymentPlanis developed.

Support negotiations with customer communication as needed.

Negotiate a con-tract(on-premisewith customer if necessary).

SetafinalwinamountinPSM/Siebel.

Prepare win/loss review.


Role of Opportunity Owner— Partner-led Opportunities

Can be:

Solution •PAMLARPAM•


Ensure partner completes the following activities:

Decidethe•opportunity strategy.Build an oppor-•tunity team—Compete? Services? Partners? Specialists?Further •develop an understanding of the customer’s pain and value criteria.Assign activities.•Lead •development of Evaluation Plan.Present or •delegate presentation of Evaluation Plan.


Hold the Activity Owner accountable for a successful completion.

UpdatetheAccount Owner on the current status.


Ensure the partner completes follow-ing activities:

Lead •development of the Solution Proposal.Present the •Solution Proposal.

Hold the Activity Owner accountable for a successful completion.

UpdatetheAccount Owner on the current status.


Ensure the deployment plan is developed.



Drivedeploymentopportunity to closure with the partner.

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Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

Role of Activ-ity Owner

Can be:

LSS, •Partner, SSP, TSPDynamics•SSP, SISR

None None Help identify how to close the gap between capabilities and business issues.

DevelopanEvaluation Plan.

DevelopanOpportunity Plan.

Present the Evaluation Plan to the customer.

Definethevalueproposition.

Designasolution.

Bring buying vision to life for the customer.

Hold an Architecture design session.

Present the solution to the customer.

Developadeploy-ment plan.

DevelopPOC/Demos.

Present POC—help ensure customer understanding.

Create a pricing proposal.

Assist with the negotiation and contracts.

Understandandresolve deploy-ment issues.

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dynamics opportunity Management Process Alignment

opportunity Management Process Alignment

OpportunityManagementisaboutengagingthecustomertodiscoveranddiagnosebusinesspain,andthendeliverrealbusinessvaluethroughMicrosoftandpartnersolutions.Together,theextendedCorporateAccountTeam(includingtheDynamicsSSPandDynamicsISS)managethepipelineanddriveopportunitiesidentifiedduringTerritoryPlanningtoclosureandthroughdeployment.TheDynamicsISSandSSPcanhelpdeepentheLOBandBDMrelationshipswithintheaccountportfolio,andtheywillbringtheDynamicsexperienceandexpertiseneededtouncovercustomers’businesspainsandarticulatetheDynamicsvalueproposition.ThetablebelowprovidesguidanceonhowtocollaboratewiththeDynamicsteamduringOpportunityManagement.

opportunity orchestration with dynamics

Sales Stage Prospect0%–9%

Qualify10%–19%

Develop20%–39%

Solution40%–59%

Proof60%–79%

Close80%–99%

Deploy100%+

Probability 0% 10% 20% 40% 60% 80% 100%

Actions Engage with DynamicsSSPand/or ISS to per-form prospecting as agreed upon in the Account Penetration Plan.

Engage the DynamicsTeaminplanned customer discussions and events.

Engage early with theDynamicsSSP for Prospects >US$100,000and hand off Opportunity Ownership to the DynamicsSSP.

Nurture and retain Opportunity Ownership of Prospects <US$100,000and engage the DynamicsISSinqualificationactivities where additional Dynamicssupportis needed.

Collaborate with theDynamicsTeam on the opportunity plan based on the broader account strategy, customer experience, and account history.

IftheDynamicsOpportunity is >US$40,000ERPor>US$50,000CRM,handoffOpportunity Ownership to the DynamicsSSP.

IftheDynamicsOpportunity is <US$40,000ERPor<US$50,000CRM,workwiththeDynamicsteam to identify the appropriate partner(VARandISV).

Maintainaccountandrelationshipmanagementresponsibilitiesthroughoutthesales cycle.

OwncustomersatisfactionandworkwiththeDynamicsSSPtoincorporateDynamicsCoSstatementsintotheoverallCoSplan,whererelevant.

Tolearnmore,visittheMBSSalesPortalfordetailedDynamicsOpportunityManagement(http://infoweb2007/microsoftdynamics/field/Pages/OM.aspx)guidance,reviewtheDynamicsOpportunityLoggingandManagement(http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Training/SiebeltrainingforMBS/MBSOpptyLoggingandManagementv1.ppt)guidance,andreviewtheMBS—BestPracticesforManagingYourOpportunitiesJobAid(http://sharepoint/sites/SMSGTrain/Documents/TrainingProjects/GSX/GSX2.5/TrainingDeliverables/JobAids/MBS_GSX_Opty_Mgt_Job_Aid.pptx).

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http://infoweb2007/microsoftdynamics/field/Pages/OM.aspx

http://infoweb2007/microsoftdynamics/field/Pages/OM.aspx

http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Training/Siebel training for MBS/MBS Oppty Logging and Mgmt v1.ppt

http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Training/Siebel training for MBS/MBS Oppty Logging and Mgmt v1.ppt

http://sharepoint/sites/SMSGTrain/Documents/Training Projects/GSX/GSX 2.5/Training Deliverables/Job Aids/MBS_GSX_Opty_Mgt_Job_Aid.pptx

http://sharepoint/sites/SMSGTrain/Documents/Training Projects/GSX/GSX 2.5/Training Deliverables/Job Aids/MBS_GSX_Opty_Mgt_Job_Aid.pptx


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dynamics Business ready Licensing (BrL) and Business ready Enhancement Plan (BrEP)

TheMicrosoftDynamicsERPproductportfolioconsistsoffourprimaryproductlinessoldthroughBusiness ready Licensing (BRL).BusinessReady Licensing is a pricing model that bases software license pricing primarily on the number of users as opposed to the modules/granules purchased. It associates the functionality and value of software with the user rather than the modules. Business Ready Licensing helps customers maximize the value of their investment by providing:

Increased functionality at a lower entry price, while also providing access to advanced capabilities.•A more cost-effective licensing approach, enabling customers to scale their solution with phased deployment so they can optimize their initial •investment.Licensing based on concurrent users, so the right people can use the solution when they need it.•

BRL consists of two primary editions: Business Essentials and Advanced Management:

The • Business Essentialseditionisforcompaniesthatrequirethecorefinancialsandtradefunctionality.The • Advanced ManagementeditionincludesallcomponentsintheBusinessEssentialsedition,plusadvancedfinancialandsupplychainmanagement(SCM)capabilities,manufacturing,customerrelationshipmanagement(CRM),projectmanagement,andbusinessintelligence(BI)functionality.AdvancedManagementcanbeextendedwithasetofindividuallylicensedcomponentsknowncollectivelyas• Advanced Management Enterprise(AME).Componentsincludeadvancedmanufacturingfunctionality,includingshopmanagement,capacityplanning,andjobcosting;fieldservicemanagement;andadvancedprojectmanagement,aswellasconfigurationanddevelopmenttools,includingsourcecode access.

Business ready Enhancement Plan (BrEP)

Additionally,customerserviceplans(similartoMicrosoftSoftwareAssurance)entitlecustomerstocertainsupportandservicesbenefitsandextendthecustomers’relationshipwithMicrosoftDynamics.ThisistheBusinessReadyEnhancementPlan(BREP).

ThebenefitsthatyoureceivethroughtheEnhancementPlanare:

Benefits Features

CustomerSource Thisaward-winning,Microsoft-authorizedWebsiteincludesdocumentation,self-helptools,productupgradesandupdates,productdocumentation, training and support resources, business news, and community information. CustomerSource provides outstanding support and essential information around the clock, helping empower employees, reduce support costs, and increase productivity.

TheCustomerSourcesiteisavailablegloballyonlytocustomerswhoarecurrentlyonaMicrosoftDynamicsserviceorsupportplan.Today,CustomerSourcehas33localcountrysitesin22languagesandservesMicrosoftDynamicscustomersin100countries.

Unlimitedonlinetrainingaccess

Customers receive unlimited access to online training to help increase employee knowledge and productivity. New employees can get fully trained quickly on site, while existing employees can refresh their skills at any time. Training includes:

Downloadabletrainingmaterials.•MicrosoftE-Learningcourses.•Learning plans.•

Deliveryofadditionalproduct

Backedbyoneoftheindustry’slargestresearchanddevelopmentbudgets,Microsoftiscommittedtoongoinginnovation,withagoalofprovidingcustomerswithadditionalproductvalueforMicrosoftDynamicsbusinessmanagementsolutionseveryyear.

Maximizedsolutionvalue with product improvements

The Business Ready Enhancement Plan helps customers optimize the performance of their solutions and increase their solution value through ongoing product improvements, including:

Regulatoryreleasesandhotfixestokeeptheirorganizationsincompliancewithlocalgovernmentregulations.•Updatesandservicepacksthatmaintaintheperformanceofsolutions.•

Protected investment The Business Ready Enhancement Plan protects the customer’s investment in their company’s solutions by:

Keeping their solutions current and providing access to future technology.•Providing them with a protected list price.•

Enhanced employee productivity

Additional self-support tools and training enable customers to enhance their employees’ productivity on a daily basis with access to:

TheimprovedMicrosoftKnowledgeBase.•Newsgroups and community services.•

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dynamics crM

MicrosoftDynamicsCRM4.0isavailableacrossmostMicrosoftchannels,includingVolumeLicensing,BusinessReadyLicensing,ISVRoyalty,Hosting(ServiceProviderLicenseAgreement),and,recently,MicrosoftDynamicsCRMOnline—providingsolutionsforawiderangeofusescenarios, from small workgroups to enterprise customers, and the ability to offer the right solutions to meet customers’ changing business needs.

Supporting resources

General

AcademyLive:MicrosoftDynamicsERPsecuresandextendsMicrosoftPlatformRevenue—• https://academymobile.microsoft.com/Pages/PodcastDetail.aspx?itemId=43489&userId=2761&caid=&csId=%7B9C2F73CA-9622-4A7B-8971-4217F1594BFC%7D%40%7B06D68D46-462E-4807-B0FE-9893119228B9%7DDynamicsCompete—• http://infoweb2007/microsoftdynamics/mbscompete/Pages/default.aspxFY10DynamicsJobDescriptions—• http://infoweb2007/microsoftdynamics/field/IncentiveCompensation/Forms/AllItems.aspx?RootFolder=%2fmicrosoftdynamics%2ffield%2fIncentiveCompensation%2fFY10JobDescriptions&FolderCTID=&View=%7bE76A089D%2dB2DE%2d468B%2dA210%2d087CCF70F589%7dFY10DynamicsCommitmentTemplates—• http://infoweb2007/microsoftdynamics/field/IncentiveCompensation/Forms/AllItems.aspx?RootFolder=%2fmicrosoftdynamics%2ffield%2fIncentiveCompensation%2fFY10JobCommitmentTemplates&FolderCTID=&View=%7bE76A089D%2dB2DE%2d468B%2dA210%2d087CCF70F58

relationship Management

Account Planning Template—• http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fAccountPlan&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7dTerritory Planning Template—• http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fTerritoryPlanning&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7dDynamicsBriefcase—• http://infoweb2007/microsoftdynamics/field/Pages/default.aspxDynamicsCallGuide—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/TeleScripts/DynamicsCallGuide.docDynamicsInsideScripts—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/TeleScripts/MBSTelesalesScriptsIndex/MBSTelesalesScriptGuide.pptBusinessApplicationsProfilingGuide—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/Profiling/BusinessApplicationsProfiling.docxProfilingSiebel/PSMDataEntryGuidelines—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/Profiling/MBSCompetitiveProfiling.pptExisting Customer Portal—• http://sharepoint/sites/mbsec/default.aspxDynamicsCustomerServicesLifecycle—• http://infoweb2007/microsoftdynamics/services/Pages/enhancement.aspxBusiness Ready Enhancement Plan—• http://infoweb2007/microsoftdynamics/services/Pages/BusinessReadyEnhancement.aspxCustomerSource—• http://infoweb2007/microsoftdynamics/services/Pages/CustomerSource.aspxCRMInsideSalesGuidanceforSARenewals—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/CRMSARenewals/CRMTelesalesGuidanceforSARenewals.pdfSAInteractiveBenefitsChartbyLicenseType—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/CRMSARenewals/SoftwareAssuranceInteractiveBenefitsChart.pdfSAforOpenandOpenValueCustomers—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/CRMSARenewals/SoftwareAssuranceOpenandOpenValueforMicrosoftDynamicsCRM.pdfSA for Select and EA Customers—• http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/CRMSARenewals/SoftwareAssuranceSelectandEnterpriseAgreementforMicrosoftDynamicsCRM.pdf

opportunity Management

WW Customer Evidence Inventory—• http://arsenalcontent/ContentDetail.aspx?ContentID=140844Solution Finder—• http://www.microsoft.com/dynamics/solutionfinder.mspxDemoPlan—• http://infoweb2007/microsoftdynamics/Pages/PreDemoPlanning.aspxNegotiating Worksheet—• http://arsenalcontent/redirectURL.aspx?ContentID=165932&Url=ReferenceMaterial/NegotiatingAgreements-DepthOpportunityManagem13042009155335/Negotiating_Agreements.doc&Portal=DynamicsOffersandPromotions—• http://infoweb2007/microsoftdynamics/field/Pages/Offers_Promotions.aspxSure-Step—• http://infoweb2007/microsoftdynamics/services/Pages/sure_step.aspx

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http://infoweb2007/microsoftdynamics/mbscompete/Pages/default.aspx

http://infoweb2007/microsoftdynamics/field/Incentive Compensation/Forms/AllItems.aspx?RootFolder=%2fmicrosoftdynamics%2ffield%2fIncentive Compensation%2fFY10 Job Descriptions&FolderCTID=&View=%7bE76A089D%2dB2DE%2d468B%2dA210%2d087CCF70F589%7d



http://infoweb2007/microsoftdynamics/field/Incentive Compensation/Forms/AllItems.aspx?RootFolder=%2fmicrosoftdynamics%2ffield%2fIncentive Compensation%2fFY10 Job Commitment Templates&FolderCTID=&View=%7bE76A089D%2dB2DE%2d468B%2dA210%2d087CCF70F58



http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fAccount Plan&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d



http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsites%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fTerritory Planning&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d



http://infoweb2007/microsoftdynamics/field/Pages/default.aspx

http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Tele Scripts/Dynamics Call Guide.doc

http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Tele Scripts/MBS Telesales Scripts Index/MBS Telesales Script Guide.ppt

http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Tele Scripts/MBS Telesales Scripts Index/MBS Telesales Script Guide.ppt





http://sharepoint/sites/mbsec/default.aspx


http://infoweb2007/microsoftdynamics/services/Pages/BusinessReadyEnhancement.aspx

http://infoweb2007/microsoftdynamics/services/Pages/CustomerSource.aspx










http://www.microsoft.com/dynamics/solutionfinder.mspx

http://infoweb2007/microsoftdynamics/Pages/PreDemoPlanning.aspx

http://arsenalcontent/redirectURL.aspx?ContentID=165932&Url=Reference Material/Negotiating Agreements - Depth Opportunity Managem13042009155335/Negotiating_Agreements.doc&Portal=

http://arsenalcontent/redirectURL.aspx?ContentID=165932&Url=Reference Material/Negotiating Agreements - Depth Opportunity Managem13042009155335/Negotiating_Agreements.doc&Portal=

http://infoweb2007/microsoftdynamics/field/Pages/Offers_Promotions.aspx

http://infoweb2007/microsoftdynamics/services/Pages/sure_step.aspx


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roles and responsibilities: Moving a cPM customer through the Pipeline

SalesMotion Prospect Qualify Develop Solution Proof Close Deploy

Transactional ITM

LAR/VAR/PAM

Sol/ISV/PAM

License Optimization

ITM ITM

LAR/VAR/PAM

Sol/ISV/PAM

LSS

SISR

SMM

Infrastructure Optimization

ITM ITM

LAR/PAM

Sol/ISV/PAM

OM

LSS

PTA

SSP

TSP

SISR

SMM

Application Platform Optimization

ITM ITM

LAR/PAM

Sol/ISV/PAM

OM

LSS

PTA

SSP

TSP

SISR

SMM

Solution Area ITM ITM

DISS

LAR/PAM

Sol/ISV/PAM

LSS

PTA

SSP

TSP

SISR

SSM

Premier Support, Services Only

ITM

SISR

CPMOpportunityManagementRolesandResponsibilitiesFigure 19. =SupportingRole =OpportunityOwner

For more details, reference http://infoweb2007/roles/smsp/salesmodels/ca/pipeline/Pages/default.aspx.

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roles and responsibilities: Moving a cIAM customer through the Pipeline

SalesMotion Prospect Qualify Develop Solution Proof Close Deploy

Transactional IAM IAM

LAR/VAR/PAM

Sol/ISV/PAM

License Optimization

IAM

LAR/VAP/PAM

Sol/ISV/PAM

LSS

SISR

SMM

Infrastructure Optimization

IAM

LAR/PAM

Sol/ISV/PAM

LSS

PTA

SSP

TSP

SISR

SMM

Application Platform Optimization

IAM

LAR/PAM

Sol/ISV/PAM

LSS

PTA

SSP

TSP

SISR

SMM

Solution Area IAM IAM

LAR/PAM

Sol/ISV/PAM

LSS

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SSP

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SISR

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Premier Support, Services Only

IAM

SISR

CIAMOpportunityManagementRolesandResponsibilities Figure 20. =SupportingRole =OpportunityOwner

For more details, reference http://infoweb2007/roles/smsp/salesmodels/ca/pipeline/Pages/default.aspx.

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licensing Programs

UnderstandingVolumeLicensing ÆLicensing for customers is complex. Any conversation around licensing should be in support of a customer need or solution. When you discuss the corevalueofanysolution,youshouldbefocusedonthe“howtobuy”message.

TodayMicrosoftoffersmanyoptionsforthecustomertopurchasethe“righttouse”Microsoftsoftware.Thisrightiscapturedinitslicensingagreements.TheMicrosoftHeroOfferinginDepthreferstotheEnterpriseAgreement.

Therearemanyotheroptions,suchasSelectPlusandOpenValue2008,thatmayofferadditionalflexibilityorhavesomeattributesthatprovidecustomerbenefit.

Lastly, there are tools and resources at your disposal to help you determine the right solution for your customer. These will be presented in brief, with links to help you be more effective sellers.

Platform for Corporate Accounts Customers ÆTheFocusforCorporateAccountsshouldbethePlatform.MicrosoftSolutionsdependontheintegrationofdesktopsolutionscombinedwithserverproducts.CustomersneedbothgroupstotakeadvantageofthepowerofMicrosofttechnology.Theplatformismadeupoffourcomponents:

WindowsVista•MicrosoftOffice•Client Access License Suites•Servers •

CustomerscanreceivebettervaluebyincorporatingthesecomponentsintoasinglelicensingagreementviaOpenValueorEnterpriseAgreement.

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The Licensing Conversation ÆSolutions—CustomerCampaignsaremarketingandsalesinitiativesgearedtowardspecific,real-worldcustomerneeds.CustomerCampaignsintend to present products to customers and partners from multiple business groups in concert with, and as part of, a complete customer solution. Thecustomerneedsasupportinglicensingagreementtofacilitatethe“howtobuy”aspartoftheinitiative.Moreinformationonproductsassoci-ated with campaigns is available at http://campaigns.

consolidation—ManycustomershaveahistoryofpurchasingthroughvariousMicrosoftLicensingAgreements.Theopportunitytosimplifyacustomer’s management of their licensing assets provides the perfect backdrop to a consolidation discussion. This approach will require some review of the customer’s history and working with the licensing specialist to develop an offering.

true-up—Customers with Enterprise Agreements have an obligation to add incremental new licensing to their existing agreement annually. The event is scheduled on the anniversary of the signing of their agreement. It is important to manage your pipeline and opportunities in conjunction with this True-up cycle to ensure that customers understand when and how they will buy the software.

renewal—Renewal is the most critical event in the licensing lifecycle. This event happens once every three years and must be addressed with the customer well in advance of the end of the contract.

Software Assurance consumption—SoftwareAssuranceprovidesthemostvaluepossiblefromacustomer’sinvestmentinMicrosoftsoftware.Theactivationandultimateuseofthesebenefitsarecriticaltotherenewalconversation.Customerswhoseethevalueofthesebenefitsandintegrate them into their business are more likely to have a need to keep them.

deployment—CustomersneedtouseMicrosoftproducts.OneofthemainvaluesofSAistheofferofanUpgrade.Microsoftsolutions,cam-paigns, and SA all support the newest versions of its software. You need to identify any objections to deployment and assist in integrating a partner to assist the customer in using the most current version of software.

Product roadmap—WithafocusonSAandDeployment,thecustomerwilloftenaskwhereyouaretakingthem.TheProductRoadmapiscritical to showing customers that they will be able to upgrade, which is key. Product Roadmap information can be found at http://roadmap. There are strict guidelines for providing this information to customers, and you should engage a Licensing Specialist before offering this to customers.

Licensing Specialist—TheroleoftheLicensingSpecialist(LS)istobetheSubjectMatterExpertinVolumeLicensing.Manyopportunitiesexistinthe relationship to engage the LS. The most critical times for the LS are around Renewal and Consolidation. These engagements often require the LStoaddressspecificcustomerissuesaroundcredit,programuse,andcontracts.TheLSshouldbeconsultedastothebestsolutionsforagivenscenario for the Proposal Stage, but the LS should only be brought to the customer when the sales cycle meets the Proof and Solution milestones.

Toolkit ÆWorldwide Annuity dashboard (http://wwad)—WorldwideAnnuityDashboardisaone-stopportalyoucanusetotrackandmanageannuityrenewals and anniversary orders and review rich customer drill-down information.

EA renewal Kit online (http://infoweb2007/smsp/smb/licensing/default.aspx)—TheEARenewalKitisanonlineguidewithdownloadablesalesresourcestoassistyouincreatingcustomer-readyproposalsfortheEnterpriseAgreement.Althoughlabeledasa“renewalkit,”itisalsovaluablefornew or consolidations customers.

Microsoft License Statement (http://licenseposition)—TheMicrosoftLicenseStatementisareportthataggregatesinformationaboutacustomer’s license position by applying business rules to a customer’s purchases over time, across its multiple organizations, and its multiple volume licensing agreements..

Software Assurance Benefits Calculator (http://www.microsoft.com/licensing/SABcalculator/)—TheSoftwareAssuranceBenefitsCalculatorisaWeb-basedtooldesignedforMicrosoftAccountTeammembers,LARs,andESAstohelpcustomersunderstandwhichSoftwareAssurancebenefitstheyareentitledtoreceive.

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VolumeLicensingProgramsOverview Æ

Breadth offering corporate Account offering

Licensing Program

Open OpenValue OpenValue(Subscription)

OpenValue250

Select Select Plus Enterprise Agreement

Enterprise Agreement (Subscription)

Customer 5–250 250–750 250+

Description Simple transaction-based licensing

Platform option with discounts

Same as Open ValuewithNon-Perpetual UseRights

Special offering For Open Valuewithcomparable price to EA LevelA(notavailable in North America orCanada)

Point-based program for transactional purchasing

Point-based program like Select with Perpetual Contract (norenewalrequired)

Hero Offering ofDesktopPlus CAL and additional products. Multiplelevelsdepend on customer size.

Same as Enterprise Agreement with Non-Perpetual UseRights

Partner VARthroughDisti LARthroughMicrosoft

Platform N/A Desktop+CAL N/A Desktop+CAL

Additional Product

N/A Added-on contract N/A Added-on contract

Software Assurance

Added per products Integrated program Added per products Integrated program

You can search the volume licensing portal for more details at http://volumelicensing/default.aspx.

Select and Select PlusMicrosoftSelectandSelectPlusofferingsrepresentatransactionalpurchasingsolution.TheprimarydifferenceisSelectPlusoffersthe•perpetual or non-expiring agreement. New customers should always be offered Select Plus.MicrosoftSelectPlusrepresentsaninnovativesteptowardavolumelicensingsolutionthatisflexible,easytomanage,andbalancesgrowing•technology needs with predictable costs in order to realize the most value from their software investment. AsingleagreementundertheMasterBusinessAgreement(MBA)thatneverexpiresfortransactionalpurchases,therebyprovidingmore•flexibilityandeliminatingtheneedtorenegotiateandrenewagreementseverythreeyears.SelectPlusagreementsareassociatedtoasinglecustomerID,enablingassetreportingunderasingle,masteragreement.•Simple,automated,volume-baseddiscountsapplytosoftwarelicensepurchasesacrosstheentirecustomerorganization,includingaffiliate•locations.Buyandreceiveafull36monthsofbenefits,withoutprorationbasedonpurchasetiming.•QualifywithanexistingEA,EnterpriseSubscriptionAgreement,orCampusandSchoolAgreement.Thepricelevelissetandcomplianceis•waived.IfthecustomersignsanewSelectPlusVolumeLicensingagreement,theinitialpricelevelissetbutthereisnocompliancewaiver.Thereis•a purchase requirement with a minimum of 500 points. Customers can purchase under single pools. If customers purchase under multiple pools, they must qualify with 500 minimum points per pool.

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Enterprise Agreement and SubscriptionTheMicrosoftEnterpriseAgreementVolumeLicensingprogramoffersbusinesseswith250ormoredesktopPCsaflexibleandcost-effectivewaytoacquirethelatestMicrosofttechnology,enablingITstandardizationacrosstheenterprise,simplifyinglicensemanagement,andprovidingmaintenancebenefits.AnEnterpriseAgreement(EA)providescompanieswiththechoiceandflexibilitytopurchasetheoptionsthatarerightforthe organization, and it can grow as business needs evolve, helping customers get the most out of software investments and reducing the time people spend managing software licenses.

With an Enterprise Agreement, organizations receive:

VolumepricingandtherightstothelatestMicrosoftenterprisesoftwareproducts,includingMicrosoft• ®OfficeEnterprise2007,WindowsVista®Enterprise,andtheMicrosoft®EnterpriseCAL(ClientAccessLicense)Suite.SoftwareAssuranceisamaintenanceprogramthatprovidesapowerfulcombinationofbenefits,includingupgraderightstothelatest•technology,theHomeUseProgram,deploymentplanning,productsupport,andtechnicaltraining.AdditionalproductlicenseoptionsareavailablefromabroadselectionofMicrosoftbusinesssoftwareapplications,includingtheMicrosoft• ® OfficeVisio®2007drawinganddiagrammingsoftware,Microsoft®OfficeProject,Windows® servers, and Exchange Server servers.

The Enterprise Agreement program offers a predictable, annual price per desktop for enterprise product licenses based on the initial number of desktops enrolled, eliminating the need to count individual licenses. The program has a three-year enrollment term, with equal, annual payments spread over the term to help simplify budgeting processes, and it offers a renewal option of one or three years. As an organization acquires additional desktop PCs, it can add them under the same license agreement at the same order price—customers simply report the added desktop PCsthroughanannualprocesscalleda“True-up”order,whichconsolidatesordersforadditionalsoftwarelicensesrunduringtheyear,streamliningthe procurement process. In addition, Step-up Licenses allow organizations to migrate from Standard Edition software products to Professional or EnterpriseEditionsoftwareproductswhilemaintainingSoftwareAssurancecoverage,providingtheflexibilitytoupgradesoftwareasthecompany’sneedsincreaseovertime.AnEnterpriseAgreementprovidestheadditionalbenefitsofhelpingsimplifyadministrationandbudgetprocessesby centrally tracking purchases and managing licenses with online management tools, by centralizing purchasing so that customers can share softwareproductsandextendedbenefitswithqualifiedaffiliates,andbyevaluatinganysoftwareproductfor60days.

Enterprise Agreement Subscription is similar to the Enterprise Agreement. Subscription agreements do not offer perpetual use after the end of the agreement. This means that if the customer chooses not to renew the agreement, they must discontinue use of the software. The advantage of the Subscriptionmodelisthelowercostofthesoftwareannuallyandtheflexibilitytoaddorsubtractlicensingannually.

Software AssuranceWhatisMicrosoftSoftwareAssuranceforVolumeLicensing?ItisacomprehensivemaintenanceofferingthathelpscustomersgetthemostvaluepossiblefromtheirinvestmentinMicrosoftsoftware.

SoftwareAssuranceneedstobesoldaspartofthesolution.WhencustomerspurchaseMicrosoftproductswithSA,theygainaccesstoanimmediatesetofbenefitsthatcanhelpthemrealizethefullvalueoftheirMicrosoftinvestment.WithSA,customersgetmuchmorethanindustry-standard upgrades and support services after they pay the maintenance price—with no additional cost, including:

TrainingVouchers—ImproveITproductivityandservicelevelsandlowerTCOintheMicrosoftplatformbytrainingITstafftoefficientlydeploy,•maintain,andsupportidentityandaccessmanagementsolutionsandthedesktopinfrastructure.TrainingVouchersequipdeveloperswiththetechnicalexpertiserequiredtoplan,code,andbuildsolutionsontheMicrosoftplatform.Instructor-ledtrainingisdeliveredbyCertifiedPartnersforLearningSolutions(CPLS),Microsoft’spremierauthorizedtrainingchannel.24×7 Problem Resolution Support—Provides around-the-clock incident support by phone to accelerate problem resolution and reduce •downtime,lowerssupportcosts,andfreesITstaffforotherprojects.ThissupportalsoincludesextendedsupportforallMicrosoftserver,Windows,andMicrosoftOfficesystemproductsandeditions,includingproductswithoutSAcoverage.CustomerscanconverttheSAbenefitinto Premier Support hours.TechNetSASubscriptionServices—Providefast-and-easyaccesstoMicrosoftexperts,software,andtechnicalinformationtosupportprocess•automation and real-time visibility.DesktopDeploymentPlanningServices—Offers1to15daysofcustomizedconsultingservices,basedonMicrosoftOfficeSoftware•Assurance coverage.WindowsVistaEnterprise—Provideshigherlevelsofdataprotection,easierapplicationmanagement,andimprovedstandardizationfor•global operations. MicrosoftDesktopOptimizationPackforSA—EnablesITtotakecontroloftheWindowsdesktopandreduceTCObyacceleratingdesktop•software deployments, simplifying management, increasing security, and turning software into centrally managed services.ColdBackupsforDisasterRecovery—PromoteIToperatingefficiencyandprotectmission-criticalsolutionsindisasterrecoverysituationsby•providingcomplimentary“cold”backupserverlicensesforeachproductlicensewithSAcoverage.

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MicrosoftE-Learning—LowerstrainingcostsandincreasesproductivitybyhelpingusersgetthemostoutofMicrosoftproducts.E-Learning•preparesITstaffanddeveloperstodeploy,manage,andsupportMicrosofttechnologiestoimprovetheuserexperience.Online,self-pacedcourses are designed to transfer maximum skills in minimal time. Courses include hands-on virtual labs and expert advice.HomeUseProgram—IncreaseemployeeproductivityandgetmorevalueoutofMicrosoftOfficebyenablingemployeestoworkfromhome.•TheHomeUseProgramallowsemployeestogetalicensedcopyofOfficeapplicationsforhomeuse,withnoimpacttoIT.

PleaselookintheSAMarketingPortal(http://saportal)formoreinformationandcustomer-readymaterial,aswellastheSAcalculator.

readiness GuideEnterprise Agreement 6.5—• http://voyager/aspen/lang-en/management/LMS_TrainLedInfo.asp?UserMode=0&LEDefId=181518 Practice test for licensing solution competency—• http://voyager/aspen/lang-en/management/LMS_TrainLedInfo.asp?UserMode=0&LEDefId=181530 VolumeLicensingEssentials—• http://voyager/aspen/lang-en/management/LMS_TrainEvtInfo.asp?UserMode=0&CallerURL=/aspen/lang-en/management/LMS_LearnerHome.asp%3FUserMode%3D0&EventId=23640MicrosoftSelectPlus—• http://voyager/aspen/lang-en/management/LMS_TrainLedInfo.asp?UserMode=0&LEDefId=187416 Selling Software Assurance—• http://voyager/aspen/lang-en/management/LMS_TrainLedInfo.asp?UserMode=0&LEDefId=183385 MicrosoftAcademyLive(searchforallnewandupcomingcontent)—• http://infoweb2007/academy/catalog/pages/catalog.aspx. Contact the SMBlicensingteamforhelpandassistanceathttp://infoweb2007/smsp/smb/licensing/default.aspx.

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http://voyager/aspen/lang-en/management/LMS_TrainEvtInfo.asp?UserMode=0&CallerURL=/aspen/lang-en/management/LMS_LearnerHome.asp%3FUserMode%3D0&EventId=23640

http://voyager/aspen/lang-en/management/LMS_TrainEvtInfo.asp?UserMode=0&CallerURL=/aspen/lang-en/management/LMS_LearnerHome.asp%3FUserMode%3D0&EventId=23640



http://infoweb2007/academy/catalog/pages/catalog.aspx

http://infoweb2007/smsp/smb/licensing/default.aspx


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AnnuityDashboardOverview ÆManycustomershavemultipleagreements,astheypurchasedSAunderdifferentagreementstogainfullSAcoverage,drivingnumerousagree-mentswithdifferentexpirationdates.UseWWADtocross-sell,up-sell,andconsolidateagreementstostepthecustomeruptoOVCompany-wideorEA.Notonlyconsolidationbutrenewalopportunitiescanbesearched.Understandingyourroadmapofrenewalopportunitiesandtimingallows you to build business plans around offerings and promotions to allow customers adequate time to make decisions about renewals. Finally, youcanlookfortrue-upandcompliancewiththeAnnuityDashboard—theone-stoplocationforalllicensing-relatedanalytics.

WorldwideAnnuityDashboardFigure 21.

Annuity dashboard Guidance

the Simple Steps:

IdentifycandidatesforOpenValue,Select,andConsolidation.1. FindRenewalsandTrue-Ups.2. Downloadthedatacubeforthesubsidiaryorspecializedanalytics.3.Include partner and customer detail information.4. Usespecializedfilteringtonarrowsearchresults.5. MakeresultsdownloadabletoExcel6. ®.http://wwa7. d

CustomersappreciatethatMicrosoftknowsthem.UnderstandingcustomersandpresentingthemwithlicensingoptionsthatmeettheirbusinessrequirementsarecriticaltoCPE.WWADoffersyouaviewintothecustomer’scriticallicensinginformationandallowsyoutocreateoffersandsolutionsspecifictothecustomer.

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Products

FY10 Product Launches ÆDuringFY10,wemustdrivetohavesuccessfullaunchesofWindows7,InternetExplorer8,WindowsServer,Exchange,SQLServer,andOffice2010with a high degree of readiness for both customers and partners. Below is the calendar for the upcoming launches.

campaign Q1 FY10 Q2 FY10 Q3 FY10 Q4 FY10

Core IO Windows 7, Windows Server launch—October 2009

BPIO Exchange 2010 Launch Office2010Launch

APOV.2 SQLServerLaunch

Sales/Fin/OpsBDM DynamicsCRM5—H1FY10 DynamicsGP11—H2FY10

Launch Guidance

Sell Windows 7 through the desktop optimization campaign

Windows 7 delivers value to customers over Windows®XPandWindowsVista—notablyenhancedproductivityandsecurityandreducedcoststhroughstreamlinedPCmanagement.Windows7representsauniqueopportunityforMicrosoft.Forthefirsttime,ourcustomerscanupgradetoanewdesktopoperatingsystemWITHOUTreplacingtheirPC.Additionally,Windows7canrunXPapplicationsinOSvirtualizationmode,eliminat-ing potential application compatibility objections to deployment. Windows mis-licensing continues to be an issue, and the best way to protect our customers is to raise their awareness of proper licensing practices.

Field Actions

Install Windows 7 on your PC.

SellWindows7bydrivingdemandfortheOptimizedDesktopandMDOP.1. EngageApplicationCompatibilityFactory(ACF[ — //client/acf])–trainedpartnerswhencustomersareconcernedaboutapplicationcompat-ibility running Windows 7.EducateyourcustomersaboutproperWindowslicensing.VLcontractsonlycoverWindowsupgrades,notnewlicenses. —

reach It Pros with Windows 7 resources and tools

Windows 7 launch success will be driven by IT Pro acceptance and evangelism. IT Pro launch resources are found in Springboard. These are also supportedwithcompatibilitytools.Visitwww.microsoft.com/springboard to see IT Pro–ready resources.

Exchange 2010

You can discuss Exchange Server 2007 and 2010 as standalone products or as part of the Enterprise CAL Suite.1. UnderstandthebenefitsofExchangeServer2010. —

Exchange 2010 integrates with selected BPIO campaigns:2. Collaboration —CostSavingswithUnifiedCommunications —ExchangeUpgrades —

Lead with Exchange on-premise except in compete situations. Lead with BPOS in competitive situations and engage with partners on a Software-plus-Services strategy, including customer targeting for on-premise vs. online.

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Launch Windows Server

WindowsServeristhecoreproductoftheOptimizedDataCenter.ThisproductfurthersupportssalesofForefront™, System Center, Rights ManagementServices,andIdentityLifecycleManager.

UnderstandthebenefitsofWindowsServer:

LeverageCoreIOProfiledatatotargetWindowsServerupgradeopportunities.1. EngagepartnerswithCoreIOandDataCenterOptimizationscompetenciestodriveWindowsServer.2.

drive SQL

SQLisfoundationalforCAcustomerstosupporttheirWebPlatformandReporting&Analytics.IntroducingcustomerstoSQLviatheupdatedDataManagementandBusinessIntelligencecampaigns(partofAPOV.2)canhelpinitiateadiscussionaroundcostsavings.

UnderstandthebenefitsofWindowsSQL:

Executethe“emergestronger”campaigntodriveSQLupgradeandBusinessIntelligenceopportunities.1. IdentifyandengageSQLsystem-trainedsolutionpartners.2.

Sell the Value of Deploying Office 2007 and Set the Stage for Office 2010

CorporateAccountswillbefocusedonOffice2007untilthelaunchofOffice2010inQ3FY10.BytestinganddeployingOffice2007,customerswillhaveimprovedreadinessandacceptanceofOffice2010.Youshould:

UnderstandthebenefitsofOffice2007/2010:

DeployOffice2007.1. Lead with BPOS in competitive situations and engage BPOS partners.2.

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ProductDescriptions ÆThe solutions presented in the FY10 Customer Campaigns comprise a number of different products and product combinations. While calls should remain focused on the solutions that meet the high-level business needs of the customer, it may be helpful to reference individual product descriptions.

Application Virtualization for terminal Services—Separatestheapplicationconfigurationlayerfrom the OS. It enables applications to run on clients—including desktops, servers, and laptops—without being installed, and to be administered from a central location.

Business Productivity online Standard Suite—Help relieve the burden of managing and maintaining business systems, freeing IT departments to focus on initiatives that can help deliver true competitive advantage.

duet™ for Microsoft® Office and SAP—DeliversSAPBusinessSuitefunctionalityusingthefamiliarMicrosoftOfficeinterface,thusgreatlyfacilitatinghowinformationworkersaccess,analyze,anduseorganization data.

Excel® Services in Microsoft® Office SharePoint® Server 2007—Enables managed, secure distributionofserver-basedMicrosoftExcelreportsandincorporatesspreadsheetsintoBusinessIntelligence dashboards/portals with enhanced security.

Microsoft® Biztalk® Server 2008—Enables companies to integrate and manage business processes by exchanging business documents among applications or within or across organizational boundaries.

Microsoft® cardSpace—Provides a framework that securely stores digital identities and a uniform logininterface.IncludedwithWindowsVista®.

Microsoft® desktop optimization Pack (MdoP)—Is an add-on subscription license—available to Software Assurance customers—that accelerates the operating system and enhances application management.

Microsoft dynamics® AX—A multilanguage, multicurrency ERP solution, includes applications for financialmanagement,CRM,supplychain,humanresourcemanagement,projectmanagement,andanalytics.

Microsoft dynamics® crM 4.0—Offerscustomerclarityfromfirstcontacttopurchaseandpost-sales. This program offers modules for sales, marketing, and CS.

Microsoft dynamics® ErP—Isalineofproductsthatincludesfinancial,customerrelationship,andsupply chain management applications that streamline business functions across the enterprise.

Microsoft dynamics® GP—ProvidesaMidmarket,cost-effectiveaccountingsolutionformanagingandintegratingfinances,e-commerce,supplychain,manufacturing,projectaccounting,fieldservice,and human resources.

Microsoft dynamics® SL—Integratesprojectaccountingandfinancialmanagementintoonesystemandsimplifiesworkflow.Alsoconsolidatesdataacrossapplicationsandplatforms.

Microsoft® Exchange Hosted Services—Provides messaging and security services with four components: protection from malware, satisfy retention requirements for compliance, encryption for confidentiality,ande-mailpreservation.

Microsoft® Exchange Server 2007—Is a messaging and collaboration tool with major features, including e-mail, shared calendars/tasks, and mobile and Web-based access to information, stream-lining audits, and discovery.

Microsoft® Expression® Studio—Is a suite of tools for creative designers that boosts the collabora-tiveeffortincreatingstandards-basedWebsitesandWindowsVista® applications.

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Microsoft® Forefront™—Is a comprehensive security stack easily integrated with an organization’s infrastructure and can be supplemented through interoperable third-party solutions, enabling end-to-end defense.

Microsoft® Forefront™ Security Suite—IncludesISA2006,Microsoft® Antigen antivirus/anti-spam solution and client security. Focuses on access control and edge, server, and client security.

Microsoft® Forefront™ Security for Exchange Server—Provides multi-engine protection fromviruses,worms,spam,andinappropriatecontentforMicrosoftExchangeServermessagingenvironments.

Microsoft® Forefront™ Security for SharePoint® Server—Integrates multiple scan engines from industry-leading vendors and content controls to help businesses protect their collaboration environmentsbyeliminatingdocumentscontainingmaliciouscode,confidentialinformation,andinappropriate content.

Microsoft Identity Lifecycle Manager 2007—Provides a single view of a user’s identity across the heterogeneous enterprise and automates common tasks.

Microsoft® Internet Security and Acceleration Server (ISA) 2006—Is an integrated edge security gateway that protects IT environments from Internet-based threats and provides users with fast, secure remote access.

Microsoft® Intelligent Application Gateway (IAG)—Provides SSL-based application access and protection with endpoint security management, enabling granular access control and deep content inspection from a broad range of devices and locations to line-of-business, intranet, and client/server resources.

Microsoft® .nEt Framework 3.0—Provides a Windows® system-based software component that offers a large body of pre-coded solutions and manages execution of programs written for this environment.

Microsoft® Office 14—TheapplicationsinMicrosoftOffice14helpimprovepersonalproductivitybymakingitfasterandeasiertocreateflexibledocuments,powerfulspreadsheets,andgreat-lookingpresentations.WiththeenhancedfeaturesinOfficeOutlook® 2007, it is easier to manage tasks and messages quickly and easily as well as engage in simple collaboration.

Microsoft® Office (Office Business Applications [OBA])—Is a sales automation add-on for MicrosoftOfficethatautomatesday-to-daybusinesstasks.

Microsoft® Office Business Scorecard Manager Server 2007—Allows companies to monitor, analyze, and plan their business. Also drives alignment, accountability, and actionable insight across an organization.

Microsoft® Office Communications Server 2007—DeliversIMandpresenceinformationaspartofascalable,enterprise-gradesolution,offeringenhancedsecurity;smoothproductintegration;andan extensible, industry-standard development environment.

Microsoft® Office Communicator 2007—Offersaunifiedcommunicationsplatformthatintegratesinstantmessaging,presenceawareness,Webconferencing,andVoIPtoanexistinginfrastructure.

Microsoft® Office Communicator Mobile—Providesaunifiedcommunicationsclientthatprovides a mobile collaboration experience through native integration of mobile applications with enterprise-grade, real-time communications tools.

Microsoft® Office Enterprise 2007—ImprovesproductivitybycombiningfamiliarOfficeapplica-tionswiththeenterprisepowerofworkflow,enterprisecontentmanagement,BusinessIntelligence,and collaboration capabilities:

Microsoft® Office Groove® 2007—Enables teams to work together dynamically and effectively inside collaborative workspaces for a range of project activities, from basic document collaboration, to coordinating a product launch, to producing a response to an RFP.

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Microsoft® Office OneNote® 2007—Provides a single place for managing and sharing notes and information,soteamscanworktogethermoreefficiently.

Microsoft® Office Outlook® 2007—Increasessalesproductivityintheofficeandon-the-goby giving sales teams access to e-mail, voice mail, calendars, and faxes from laptop computers and WindowsMobile® Smartphone devices.

Microsoft® Office Excel® 2007—Is an electronic spreadsheet program that stores, organizes, and manipulates data. Also creates graphs and charts to represent data.

Microsoft® Office Live Meeting—Gives people a way to work with colleagues, customers, and suppliers for online meetings, training, and events—without leaving their desks.

Microsoft® Office PerformancePoint® Server 2007—Is a model-driven product with extensive functionality for performance management, including scorecards, dashboards, management report-ing, analytics, planning, budgeting, forecasting, and consolidation.

Microsoft® Office Professional Plus 2007—IstheenhancedsuitethatnowincludesMicrosoft® OfficeCommunicator2007,Microsoft®OfficeInfoPath®2007,andanewlevelofXMLsupport.

Microsoft® Office Project Professional 2007—Is a comprehensive project management applica-tion,includingfinancials,scheduling,andcollaboration.UsingitwithMicrosoftOfficeProjectServer2007 enables enterprise capability.

Microsoft® Office SharePoint® Server 2007—Is an integrated server suite providing six essential components of business management: collaboration, intelligence, portals, enterprise search, content management, and processes/forms.

Microsoft® Office SharePoint® Server 2007 for Search—Provides core search functionality for customers who wish to quickly and easily deploy an enterprise-grade intranet or Internet search solution.

Microsoft® Office System 2007—Is a suite of business applications for word processing, database management, data manipulation and analysis, and e-mail management.

Microsoft® roundtable™—Is an advanced collaboration and conferencing device that provides participantswithanengagingandimmersiveremotemeetingexperience,providinga360-degreeviewoftheconferenceroom,high-qualityaudio,andvideothattrackstheflowofconversationamong multiple speakers.

Microsoft® Silverlight™—Is a cross-browser, cross-platform, and cross-device plug-in for delivering the next generation of media experiences and rich interactive applications for the Web.

Microsoft® System center—Captures and aggregates knowledge about infrastructure, policies, processes, and best practices so manageable systems and automated operations can be built.

Microsoft® System center Essentials—Isdesignedformidsizebusinesseswithaunifiedsolu-tionthatenablesITprofessionalstomoreefficientlysecure,update,monitor,andtroubleshootITenvironments.

Microsoft® System Center Configuration Manager—Is the solution to comprehensively assess, deploy, and update your servers, clients, and devices—across physical, virtual, distributed, and mobile environments.

Microsoft® System center data Protection Manager—Provides disk-to-disk-to-tape protection forinfrastructuresthatdependonMicrosoft®Virtualizationtechnology.Usingshadowcopy–basedblock-levelprotectionofvirtualdisks,DPMdeliversfastbackupandveryefficientretentionthatdoesnot consume inordinate disk space.

Microsoft® System center operations Manager (formerly Microsoft operations Manager)—Identifiesproblems,streamlinesidentificationofrootcauses,facilitatesresolutiontorestore services, and prevents additional problems in the Windows® environment.

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Microsoft® System center Mobile device Manager 2008—EnablesefficientcontrolofWindowsMobile® 6.1 devices by providing reliable, low-cost, and consistent manageability, easy integration with yourexistingMicrosoftinfrastructure,andsecureaccesstothecorporatenetwork.

Microsoft® System center Virtual Machine Manager 2007—Is a straightforward, cost-effective solutionforITprofessionalsresponsibleformanagingvirtualinfrastructure,providingunifiedmanagement of physical and virtual machines, consolidating underutilized physical servers, and rapid provisioning new virtual machines by leveraging the expertise and investments in Windows Server® technology.

Microsoft® Visio® 2007—Is a diagramming application for use with the Windows® environment.

Microsoft® Visual Studio® 2008—Is a suite of rapid application and Web development tools that nowincludesSilverlightrichmediacodeanddramaticallyimprovedHTMLdesigns.

Microsoft® Visual Studio® team System—Is a suite of rapid application and Web development tools that offers a fully comprehensive development environment for multi-disciplined team members.

Proclarity™ Analytics 6.3—Stores and manages analytic views and business logic across an organizationthroughathree-tierWebserverthatqueries,renders,anddeliversdatafromSQLServer.

SQL Server® 2008—Is a scalable enterprise data platform that helps organizations meet data explo-sion needs, as well as the needs of the next generation of data-driven applications.

SQL Server® 2008 Analysis Services—Providesaunified,integratedviewofbusinessdataasthefoundation for all reporting, OLAP analysis, KPI scorecards, and data mining.

SQL Server® 2008 reporting Services—Offers a comprehensive, server-based reporting solution designed to help users author, manage, and deliver both paper-based and interactive Web-based reports.

Virtual Pc 2007—Is a powerful software virtualization solution that allows you to run multiple PC-based operating systems simultaneously on one workstation, providing a safety net to maintain compatibility with legacy applications while migrating to a new operating system.

Windows 7—Windows 7 makes working on a computer faster and easier to use than ever before. Since it was built around feedback from customers, the performance is more responsive. This product alsocreatesnewpossibilitieswithWindowsMediaCenterandotherprograms.

Windows Mobile® 6.1—Helpssalesandfieldserviceprofessionalbuildstrongercustomerconnec-tionsbyusingWindowsMobile–poweredphonestoaccessimportantinformationwhenawayfromtheir desks.

Windows® Presentation Foundation—Providesdevelopersanddesignerswithaunifiedprogram-mingmodelforbuildingrichWindowssmartclientuserexperiencesthatincorporateUI,media,anddocuments.

Windows® rights Management Services—Provide information protection technology that works withapplicationstosafeguarddigitalinformationfromunauthorizeduse.Worksonline/offlineandinside/outsideoffirewalls.

Windows Server® 2008—Simplifiesbranchservermanagement,improvesidentity/accessmanage-ment, reduces storage costs, and provides a rich Web platform and cost-effective server virtualization.

Windows Server® Internet Information Services (IIS)—Is a powerful Web server that provides a highlyreliable,manageable,andscalableWebapplicationinfrastructureforWindowsServer2003.IIShelps organizations increase Web site and application availability while lowering system administration costs.

Windows® SharePoint® Services—Provides a scalable platform for collaboration and the develop-ment of Web-based business applications. Its robust storage capability includes version control.

Windows Vista®—Provides enhanced security, free deployment tools, desktop search, and a user-friendly network-sharing center.

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CompetitorsThisyearwillbecriticaltocompetesuccessfullyandgainshare.Withallinitiatives,weneedtokeepoureyesonourcompetitionincludingVMware,Google, Firefox, Linux, and more. Each campaign dollar needs to be spent on improving customer satisfaction and successfully gaining share in the marketplace.ThefollowingchartshowskeyMicrosoftcompetitorsandthecorrespondingMicrosoftproductsandstrategies.

competitor Microsoft Products threatened

Strategies

IBMLotusNotes(http://sharepoint/sites/epg07competegoals/FY10 EnterpriseCATMCompetitivePlaybookProject/Handbooks/IBM/IBMLotus Notes Compete - FY10 Handbook.onepkg)

Exchange •Office•

Target Notes accounts with migration solution. •Lead with BPOS.•

Cisco(http://sharepoint/sites/epg07competegoals/FY10EnterpriseCATMCompetitive Playbook Project/Handbooks/Cisco/Cisco Compete - FY10 Handbook.onepkg)

UnifiedCommunications•Hosted Services •

IdentifyUCprospectsandsellvalueofcost•savingswithUC.Sell OCS Enterprise CAL and the ECAL suite •(FY10customersgetVoiceCALfree).

OpenOffice(http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATMCompetitivePlaybookProject/Handbooks/OpenOffice/OpenOfficeCompete - FY10 Handbook.onepkg)

Office• Execute Win Back program through partners for •targetedprofiledaccounts.DeployOffice2007,SharePoint2007,and•Exchange 2007.

GoogleApps(http://sharepoint/sites/epg07competegoals/FY10 EnterpriseCATMCompetitivePlaybookProject/Handbooks/Google/Google Compete - FY10 Handbook.onepkg)

Exchange •Office•

CaptureandvalidateCIAMaccountDomainsto•check for Google Pilot.Lead with BPOS. •

Oracle(http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATMCompetitivePlaybookProject/Handbooks/Oracle/OracleCompete- FY10 Handbook.onepkg)

Windows Server•SQLServer•

SellvalueofWindowsServerandSQLServer.•

IBM ÆIBMistargetingthefullUC&Cstack,gainingcredibilityinenterprisesocialcomputing,UC,andenterprisesearch,ontopofitsstrongofferingsinECM(Filenet)andBI(Cognos).TheirstrategytodisrupttheMicrosoftEAbusinesscontinueswithinitiativeslike“Project Liberate”andinfluencingstandards and procurement preferences. The growing credibility of Notes with v8.x and Symphony shows they remain strong alternatives to MicrosoftOfficeforexistingNotescustomers.Bymigratingcustomers’solutionstocommittotheWebSpherestack,IBMincreasesthebarriertoswitchtotheMicrosoftplatform.

IBMistheonlycompetitorwiththebreadthofofferingtomakeatrueplayfortheenterprisedesktopandrelatedservices(on-andoff-premise,multi-platform,openstandards–based,etc.),andIBMisstartingtomaturetheirofferingsacrosstheIWstack.

IBMisrationalizingitsmulti-codebasestack,includingnewproductsandofferings,anewmarketingmessage,andarenewedpassiontodriveproductsundertheNotesbrandtotheWebSphereplatform,lockingcustomersintoanIBM-centricvisionofcollaborativecomputing.

Actions:DrivecompetitivecustomerprofilinginCIAM.•Lead with BPoS solutions,• where compete situations are evident.Engage BPOS partners.•SeedandsurroundNotescustomerswithUC,SharePoint,andmodernOfficesolutionstodriveincentivestofullyswitchfromNotestothe•Microsoftplatform.UseCompHotandhelpensurethatpartnersareusingCompHotincompetitivesituations.•Build market and competitor insight by:•

Leveraging partner role communities for current customer/partner outlook. —LeveragingPartnerAdvisoryCouncils(PACs)forcontinuedfeedbackandmarketoutlook. —

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http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM Competitive Playbook Project/Handbooks/IBM/IBM Lotus Notes Compete - FY10 Handbook.onepkg



http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM Competitive Playbook Project/Handbooks/Cisco/Cisco Compete - FY10 Handbook.onepkg



http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM Competitive Playbook Project/Handbooks/OpenOffice/OpenOffice Compete - FY10 Handbook.onepkg



http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM Competitive Playbook Project/Handbooks/Google/Google Compete - FY10 Handbook.onepkg



http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM Competitive Playbook Project/Handbooks/Oracle/Oracle Compete - FY10 Handbook.onepkg




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Cisco ÆCiscoSystemsisrapidlygrowingtheirIWsoftwarefootprintandmarketsharethroughacquisitions,suchasWebEx(conferencing/collaboration),PostPath(e-mail),andJabber(IM)toexpandbeyondVoicetofullUC,competingwithExchange,OCS,andSharePoint.ThismakesCiscoadirectthreattotheECALSuiteandourannuityrevenuestream,giventhat63%oftheSuite’svalueismadeupofUCcomponents.TowinagainstCisco,wemustsellourbroadBPIOplatformthatisbuiltonacommonidentityplatform(ActiveDirectory®)andintegratedwithfamiliarapplications(Office).WemustWintheSocketwithExchangeandIM,SurroundthePBXwithconferencing,andDelayCiscoupgradesandWintheVoicePlatformformobile/remoteworkers.WeneedtoputCiscoonthedefensivebyquestioningtheirsignificantnetworkupgradecosts,fragmentedend-user experience, overlapping products, and poor management/admin tools.

MicrosofthasalsoannouncedthatthenextreleaseofOCSwillincludeaVoiceCALthatwillprovideenduserswiththerightstoaccessthePBX-replacementcapabilitiesoftheOCSServer.ThisVoiceCALwillputusindirectcompetitionwithIP-PBXvendors,suchasCisco,andlegacyPBXvendors, such as Avaya and Nortel. FY10 is the time to learn to compete with Cisco before the Wave 14 product arrives.

cisco competitive threat:MicrosoftUCcomponentsmakeup63%ofECALrevenueallocation.•75%ofCiscocustomerson4.xmustupgrade(end-of-life:May2009).•LosingUCmayshutoutECALfora7-to-10-yearhardwarereplacementcycle.•UCTCOforMicrosoftis~15–20%cheaperthanCiscofornewcustomers.•CiscogainsTCOadvantagewhenCiscouserpenetration>30%.•CiscoUnifiedWorkspaceLicensing(CUWL)isCisco’sequivalentoftheECAL.•

customers to target:Exchange2003and2007customers.•Specificcustomerscenariostotarget:•

Single-site locations. —Remote/mobile workers. —New buildings or sites. —Closingsitesormovingtohome-basedoffices. —

Actions:Profileaccountstounderstandcompetitivethreat.•Drivecost-savingsmessagingwithcustomersusingUnifiedCommunicationasanexample.•Driveannuitydealsnow.CustomerswhopurchasetheOCSEnterpriseCALortheECALsuite,inFY10only,willbegrandfatheredintothe•VoiceCALatnoadditionallicensecost,whichrepresentsasignificantvaluetothecustomeriftheypurchasenow.Identify Exchange and OCS capable partners and engage them in competitive win-back strategies.•

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OpenOffice.Org ÆOpenOffice.orgrapidlygrowssharedrivenbyprice(costsaving),perception(goodenough,openstandards),andpreference(governmentpolicy,negativesentiment).Wehave33“hotspot”countriesaroundtheworld,a50%year-over-yearincrease(hotspotsarecountrieswithmorethan10%OO.orgshareinoneormoresegment).MidmarketandEducationhavetakenthebiggesthits.

OpenOffice.Org Win Back ProgramTheOpenOffice.orgWinBackProgramisaBestPracticefromCEE,resultingin10%win-backofprofiledaccounts.

Conductcustomerprofiling.1. CreateOpenOffice.orgtargetedaccountlist.2. TrainpartnersoncompetingwithOpenOffice.organdsellingMicrosoftvalue.3.Win back deals by leveraging the channel to go after targeted accounts.4. Create case studies of the win-backs.5.

Actions:DriveaccountprofilinginSiebelfor100%SMS&PCIAMaccounts.•Winbackprofiledaccountsthroughpartners.(Seethewin-backprogrambelow.)•Lead with BPOS in competitive situations.•DrivedeploymentofOffice2007.•

Public Sector: Field Actions for EducationExecuteProjectUmbrella(• http://sharepoint/sites/umbrella/default.aspx)inselectedmarkets.Changeteachers’perceptionofMicrosoftOfficethrough“TeacherHero”program.•ExecuteOfficeUnmanagedcampaignstodriveOfficeadoptionamongstudents.•

Public Sector: Prevent Policy Preference (Government)InthePublicSector,wemustestablishanenvironmentwhereMicrosoftisnotexcludedfromdoingbusiness:

Identify key influencers1. andbuildaninfluencermap.Drive the Office 2007 SP2 interop message2. tochangetheperceptionofpolicyinfluencers.turn around existing policies3. thatlimitMicrosoft’sabilitytosellitssoftware.

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Google ÆGoogle is explicitly targeting traditionally under-served segments and customers with a low cost and good enoughmessage.Urgentandim-mediate action is required to drive awareness of the competitive risk across all segments. Google is aggressively positioning Gmail as an effective, inexpensive,onlinealternativetoExchange.InFY10,wewillwinbyprioritizingourmostat-riskcustomersandleadingwithMicrosoft’s“positionofstrength”(S+SVision,BPIOstory,MicrosoftOnlineofferings,andtheWave14roadmap).

Google customer targets:Under-servedsegmentswithahighpercentof“deskless”workers(i.e.,Manufacturing,Retail,FinancialServices,andGovernment).•VulnerableMicrosoftcustomers:ExpiringEAs;lowdeployment;Postini,Notes,andGSAcustomers.•Google recently launched a partner reseller model to drive scale. •

Actions:ProfileCIAMaccounts.•Usetoolslocatedat• \\webappscompete to identify the Google threat. This includes determining if your account is a Google pilot.Leverage BPOS Partners and lead with BPOS in competitive situations.•EscalatetoCompHotwhenaGooglethreatisidentified.•

Oracle Æoracle acquisitions and growth have transformed it from a database company to one offering a full range of competitive offer-ings.TheseincludeBusinessApplications,BusinessIntelligence(BI),Middleware,andDatabaseManagementSystems(DBMSs).OracleannounceditsintenttopurchaseSunMicrosystems,whichwilladdmySQLandStarOfficetoitsproductportfolio.Additionally,OracleisnowtargetingtheSMBmarket with cloud computing and with Amazon.com as their partner. With the help of partners, they are providing a set of new products that have beendesignedtotargettheSMBmarketsegmentspecifically.

TheprimaryfocusofthisOraclesectionisarounddrivingSQLServerandutilizingprogrammaticApplicationPlatformAgreement(APA)toclosedeals.

the Application Platform Agreement:MakesitsimplerforcustomerstolicenseMicrosoftApplicationPlatformproductsfortheirorganizations—atafixedannualfeeforathree-•year term.Helps customers accelerate deployment, because it provides unlimited deployment rights over three years through good-faith growth •estimates of expected deployment.Offers you the potential to enhance customer relationships and build incremental revenue by selling additional solutions based on the •Microsoft® Application Platform.

Actions:Understandthecompetitivethreatthroughprofilingaccounts.•EngageLARsinAPA/SQLServerupgradeGTMstrategyandcampaigns.•LearnanddelivertheApplicationPlatformOptimizationMessage.•DriveSQLEAAttachwithSA.•LeverageAPAandTCOstoryforSQLServertowinagainstOracle.•

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CompetitiveMatrixbyCustomerCampaign ÆUnderstandingthecompetitorsyoumaybefacingasyoudiscussCustomerCampaignscenariosandtheirassociatedproductswithyourcustom-ers will help you frame your conversation to acquire more customers and win business. This section provides an overview of the competitors by campaign,includingthecompetitor’sstrengthsandweaknesses,andsuggestionsforhowyoumightrepresenttheMicrosoftvaluepropositionagainst each competitor. When you hear the name of a competitor, make a note of it, but never tell the customer that his/her choice is the wrong choice—rather, seek to understand the customer’s level of satisfaction.

competitor Strength Weakness Microsoft response

Finance customer campaign

IBM Cognos is the standard BI tool at many •companies.Strong database platform.•Expertise in data management, data •integration, and middleware.

Information management focus •requires thinking differently about buying and managing BI.Could lose ground in the race toward •operational bi since it offers few business applications.

Lowest cost per user.•PerformancePoint• ® and SharePoint are a duo for company-wide, collaborative BI.SQLServerkeepsimprovingin•scalability and performance.MicrosoftcancrediblyenhanceSAP•ERPsolutionswithDuet.Microsoftofficeasthefull-service•front end to all Business Intelligence and performance management applications.Cost-effective model for broad •deployment to users throughout the organization.End-to-end BI and performance •management solution, from data mining and integration to strategy alignment and performance metrics.AdoptionofMicrosoftperformance•management technology by inde-pendentsoftwarevendors(ISVs)inmanufacturing operations and supply chain.

SAP Commitment to let business objects—•the BI tools industry leader—operate autonomously.MoreandbetterBIcapabilitiesforbig•SAP ERP users, including operational BI.Strong performance management •offeringsforCFOoffice.

Faces challenges in keeping business •objects autonomous while integrating it more tightly with SAP ERP.Other vendors will improve integration •betweenBItoolsanddatabases;SAPdoes not own a database.

Oracle Strong offerings in BI plus related •products, including enterprise applica-tions, databases, data warehouses, middleware, and data integration tools.Leading vendor of performance •management tools used by CFOs.Centralized development in the Oracle •fusion middleware group will provide better integration between Oracle BI.

The company hasn’t presented a clear •vision of its BI platform following the Hyperion acquisition last year.It needs to clarify the future •development of some 20 different BI products that have come from various acquisitions.

Sales customer campaign

Salesforce.com Mindshareasleadingon-demand•CRMprovider.Image as a pioneer in on-demand •business infrastructure and incubator of ideas.BuildinganISVecosystem.•Rapid deployment and ramp-up •throughon-demandmodel;largesetofcoreSFAfeatures;developedleadstracking.

No vertical functionality and few verti-•cal add-ons available for customers.Noon-premiseCRMcapability•(on-demandonly).Vulnerabilitytoserver/network•outages.

TCO advantages claimed by Salesforce.•com could potentially be attributed merely to the on-demand model rather than unique characteristics of the Salesforce.com offering.MicrosoftDynamicsCRMoffersa•multitude of options in its deployment model,designedspecificallytofittheneeds of a diverse array of customers.MicrosoftDynamicsDRMoffersa•familiarandnativeMicrosoftOfficeOutlook user interface that many users are already familiar with, allowing for easy adoption by your sales staff.

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Sage Customer base: the large Sage install •base provides consistent, recurring maintenance, and service revenues, and provides strong cross-sell and up-sell opportunities.Local image, global presence: most •Sage products are highly localized to meet the unique requirements of the markets in which they serve, yetSagehasthefinancialresources,buying power, and brand of a global organization.Corporate viability: Sage’s large market •capitalization and consistently strong financialperformancemakethemasafe vendor to buy from in the minds of prospects.Sage offers lower-cost pricing in some •cases and will discount heavily.

Lack of cohesive brand: the Sage •brand is still not well known around theworld.ManycustomersknowSage by its product names, or by the former names of the companies it has acquired.R&Dallocation:with60+different•products built and supported on a variety of architectures and platforms, their10–11%R&Dbudgetisspreadvery thin.Lack of multi-national features in most •products: as more companies begin to do business in multiple geographies, Sage has very few solutions that can be used in multiple countries.Disparatetechnologyuse:Sage•uses a variety of proprietary and industry-standard technologies in their solutions. This makes issues of integration and platform optimization more challenging.

MicrosoftDynamicsoffersahighly•scalable, highly functional product line that is supported with a strong, innovativeinvestmentinR&D.MicrosoftDynamicssharesmanyof•the familiar user interface features of MicrosoftOfficeprograms,enhancinguser acceptance and minimizing the need for user training.MicrosoftDynamicsprovideseasyand•low-cost integration and customization options through industry-standard toolsandstandards,suchasVisualStudio® and Web services.

optimize and Secure Your core Infrastructure

HP(OpenView)

IBM(Tivoli)

Deliversa“completesolution,”includ-•ing service and ITIL.Is dominant in network management.•Offers large, deeply invested installed •base.Is a leader for heterogeneous •environments.Offers solid growth, with continued •acquisitions to sustain advantage.Wins on functional checklist compari-•son and breadth of offering.

Deploymentandupgradeisdifficult.•Service desk capability is not well •integrated(OpenView)ornon-existent(Tivoli).Expensive to maintain due to service •agreements.Lack of licensing transparency until •after the sale.Tivoli’s territory complexity can be •unmanageable.Inconsistentroadmapforconfiguration•change database.

MicrosoftSystemCenterisbest-of-•breedformanagingMicrosoftOSandapplications, and it is faster to deploy (resultsinhoursvs.months),whichleads to greater TCO and minimal transition costs.System Center also provides more •out-of-the-box functionality with less customization required than Tivoli.

Symantec

McAfee

TrendMicro

Easy-to-manage server groups in a •domain/workgroup environment. (Symantec)Feature-rich management console. •Advanced features, such as buffer overflowprotection,roguesystemdetection, and system compliance profiler.(McAfee)Step-upSKUincludeshostfirewalland•host intrusion prevention.

Slower scans than Forefront• ™.Complex deployment and removal.•Non-unifiedprotectionforanti-•spyware and anti-virus products.

Forefront products easily integrate with •each other, with customers’ IT infra-structure, and can be supplemented through interoperable third-party solu-tions, enabling end-to-end, defense-in-depthsecuritysolutions.Simplifiedmanagement, reporting, analysis, and deployment enable customers to more efficientlyprotecttheirorganization’sinformation resources and secure access to applications and servers.

EMC(Authentica)

Adobe(Acrobat)

IBM(ElectronicMediaManagementSystem)

Mostsuccessfulpointsolution•provider in the Electronic Resource Management(ERM)space;maybeperceived as expert in the industry be-causeofitssingularfocus.(Authentica)LiveCycle Policy Server is touted as an •easy-to-use solution that streamlines rights management across an organization.(Adobe)TheIBMElectronicMedia•ManagementSystembenefitsfrombroadsuiteofIBMsoftwareproductsand client relationships.

Inflexibledeploymentoptions.•Is not interoperable with a wide variety •ofdocumentformats;doesnotallowfor a broad platform solution.Userinterfacelacksfamiliarityof•MicrosoftRMS.

MicrosoftRMSallowsforpotentially•unlimited support for many types of documents,files,ande-mailthroughflexibleRMS-enabledapplications.RMSis much easier to deploy and to link to ActiveDirectorythanotherofferings.

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VMwareXen-basedCompetitors:

Xen Source•SWsoft(Virtuozzo)•Suse•Red Hat•VirtualIron•

Marketleader,claiming99ofthe•Fortune 100 companies as customers, with many point solutions offering betterfeaturesthanMicrosoftofferings.(VMware)Highefficiencyandmanageability;•virtualenvironments(VEs)aresecureand have fully functional fault and performanceisolation;isolatedparti-tionsorVEsonasingleOS.(Virtuozzo)One subscription to Suse Linux •Enterprise Server covers all virtual images on the same physical server in-dependent of virtualization technology.

Althoughitpromotes“theindustry’s•firstfullinfrastructurevirtualizationsuite,”VMwarelacksthebroad,integratedsuiteofMicrosoftvirtualiza-tion solutions.Doesnotcreateparallelmonitoring•systems between physical and virtual infrastructures.VMwareESXServerismoreexpensive•thanMicrosoftvirtualserver,giventhat:1. ESX Server does not provide high availability;2.VMotionislimitedtoaddressing only planned downtime.

Focus on the overall lower cost of the •holisticMicrosoftsolution.HighlightMicrosoft’sbeliefthatvirtualizationisnot the best solution for all workloads andthatMicrosoftoffersarangeofconsolidation options. It also allows easy management of physical and virtual environments, as well as full integration with other Windows applications.TheMicrosoftproductsuite allows customers to virtualize se-lectively and as appropriate. Windows Server2003R2EEallowsuptofourinstances per license agreement, which economically supports customers’ virtualizationinitiatives(andalsooffsetssomeofthecostbenefitsofLinux).

Legacy versions of Windows (asasubstitutetoWindowsVista)

N/A• Previous versions of Windows lack •the new Windows BitLocker® drive encryption and enhanced Windows Security Center.

WindowsVistaissignificantlymore•secure than Windows 2000—which will soon be out of support. Highly regulated industries urgently need the improvedsecurityofWindowsVista,asUACandBitLockerprovidecriticalservices.

optimize Your Business Productivity Infrastructure

IBM Strong customer relationships.•It/data center footprint. •Hardware/software/services/financing•enables creative deal structuring.

Lotus products have slow adoption •rates and lack the momentum and user baseofMicrosoftOffice.No rights management.•Poor developer tools.•Cobbled architecture, redundant •product portfolio, and complicated architecturemeansateamofIBMintegrators is needed to assemble your system and get it running.Confusing software and services mix.•

MicrosoftenablesabetterIWfootprint,•improved software innovation, and lower TCO.Microsoftisdifferentiatedbyits•understanding of users and its delivery of collaborative capabilities in ways that are easily consumed by them—and easily managed by it.

Google Low acquisition costs.•Low TCO.•Appeals to light usage and mobile •scenarios.

NotasrichasMicrosoftproducts•individually.NotasintegratedasMicrosoft•products collectively.Microsofthasamorecompelling•story in each category: collaboration, creation/publishing, and management.

Microsoftprovidesbetterinformation•access and BI, as well as performance, knowledge, and content management.Microsoftsolutionsprovideinformation•management and organizational pro-ductivity more broadly than Google.

SAP Strongmarketing—followedIBM’s•branding cue with WebSphere.One“synchronized”releaselevelto•manage. Provides rich business content. •Multi-platformsupport.•

Collection of tools/components—no •common“lookandfeel”—hightrainingcosts/low adoption.Multiplesecurityschemas—require•additional it resources to manage.MultipleGUIstomanage—headache•for IT deployment.High cost of ownership—long •implementations.

Ease-of-useandfamiliarityofMicrosoft•productsandservices;therichintegra-tion between its technologies and MicrosoftOfficeclientprograms.

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EMC ECMmarketleader.•Companies have made large invest-•mentsinDocumentumthattheywantto leverage. Depthinverticalsolutionsforcomplex•regulatory compliance capabilities.Archival and storage of documents/ •e-mail.Integration story with SharePoint.•

Expensive and complex, requiring •heavy customization and long implementations.Weak front end limits broad user •adoption.Poor integration of multiple third-party •technologies—search, forms, and portals—drives costs and complexity.Proprietary development platform •iscostlyanddifficulttobuildon,orextend with very shallow partner ecosystem.

End-to-end document lifecycle is man-•aged on a single platform, integrating collaboration into the lifecycle.Integrated into broader SharePoint •platform,whichprovideskeyECMcapabilities.Rapid to deploy/easy to manage— •out-of-the box functionality, common site model, and security framework.

Oracle Oracle’s ability to integrate and •successfully migrate many customers on completely different Business Intelligence solution platforms (PeopleSoft,JDEdwards,World,Siebel).Highlyscalableandsecure;positioned•asECMforthemasses;strongimagingas a result of the Stellent acquisition.

DiscovereriselementaryasaBusiness•Intelligence reporting front end—it has averyinflexibleUIandpoorprintingcapabilities.UncertainfutureoftheStellentECM•productline;weakintegrationbetweenOracle and Stellent offerings.

StrongproductroadmapforUnified•Communications and collaboration capabilities.Presence, Information Rights •Management(IRM),supportformobilesolutions.Microsoftisthemarketleaderfor•OLAP.TheMicrosoftBusinessIntelligence•capability is able to draw from virtually any data source to display a single version of the truth.ECMisavailableforbroaduser•adoption due to tight integration with theMicrosoftOfficeclient.Lower deployment costs because of a •singleintegratedECMplatform.

Application Platform optimization

J2EE-Based

IBM(WebSphere) Successfully changed industry •discussion to focus on SOA, which benefitstheirconsultingservices–basedapproach.Great analyst quotes, performance •benchmark numbers, and support from hardware vendors.Suite of back-end business processing •applications form an attractive technical strategy that organizations can adopt to run their businesses.StrongerhistorythanMicrosoftin•running back-end applications within corporate data centers.

Poor Business Intelligence and user •experience capabilities.High data management customer •costs.

Microsofthasthemostcompre-•hensive—andbestintegrated(byconvergingallMicrosoftproductsaround.NET)—applicationplatformoffering.OnlyMicrosoftaddressesthefull•spectrum of business processes from highly unstructured processes to highly structured and transactional system processes.Mostexistingvendorsfocuson certain portions of the spectrum, or they have tried to gain breadth by cobbling together numerous acquired tools.Microsoftiswidelyacceptedtobethe•most productive development environ-ment, and it has the largest integration server install base among competitors (currentlymorethan6,500customers,growingat100permonth).Strengths include the ability to address •services and smart clients via .NET technologies and an up-front model of low license costs.

Oracle(Fusion) Development,SOA,andBPIcapabilities•are not as strong.Poor security, integration, manage-•ability, and availability.

SAP(NetWeaver) Poor development, data platform, user •experience, SOA, and BPI capabilities.

open Source

MySQLApache(Lamp)

Easytouse;nocost.•Wide platform support.•#1 threat in small-to-mid-range •application workloads.“goodenough”formanyscenarios.•Strong position in hosting and •“softwareasservice”models.Solid customer references.•

No benchmark proof points.•No BI and Open Source BI is limited.•Limitedfunctionality(missingfeatures•include: online back-up, scheduling, mirroring,advancedXML,tuning,resource management, beyond relationalstorage,andcompression).

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cALLIn this sectionOnce you have familiarized yourself with the customer you are calling, plan the flow of your call to be sure you hit all of your key talking points:

Learn how to use the Open, Probe, Prove Value, Qualify (OPPvQ) call framework.• Understand the customer role that you are targeting for each Customer Campaign.• Learn how to execute a Midmarket Relationship Program call according to the customer’s license lifecycle.• Turn quickly to Campaigns—find a campaign overview page that includes messaging pillars, key concerns of the target audience, • and details on the product associated with the campaign. Then drill down to the OPPvQ call framework pages that assist you with talking points for each campaign—while on the call with a customer.

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Call PlanningTheOPPvQCallFrameworkwasdesignedtobreakdownthecallintofoureasysteps—Open,Probe,ProveValue,andQualify—tohelpyouqualifyalead(basedontheBANTcriteria)tobehandedofftoapartner.

OPPvQCallFramework Æ

Next ActioNs

Overall MicrOsOft scenariO

Budget, Authority, Need, Timeline (BANT) / Opportunity Qualification Criteria—Aligning to MSSP | Maintaining Motivation

Qualify

Features versus Benefits | Customer Motivations to Buy | Developing a Value Proposition | Objection Handling Case Study on Mapping Solution Benefits Back to Customer Pains/Potential

Prove value

Basic Questioning Skills | Probing Framework | Active Listening | Call Observation Sheet Initial Role-Play | Calling Session | Feedback | Linking Questions Naturally

probe

Vision PRoCEss/PEoPlE/PRiCEPAin/PotEntiAl imPACtPREsEnt Position

Introductions | Objectives | Setting the Context | Call Planning | Introduction to Opening the Call Effective Call Opening | What’s in it for the Customer | Leaving a Voice Mail

OPEN

cALL


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Build relationship | Generate interest | Create a good opening statement OPEN

Hello,amIspeakingtoMr/Ms/Mrs…?IamphoningonbehalfofMicrosoft.Howareyoutoday?

If you can share with me your business priorities for the year, I would be happy to help you research how IT can align with your business needs.•I’ve been working with other companies in your industry and hear the following challenges…•Last time we spoke about ……•

Has anything changed since we last spoke?•Can you tell me about the nature of your business?•Can you explain the structure of your organization?•Can you tell me about your key business goals in the next 12 months?•How does IT support your business goals?•Where does your company want to be in 6 months?•Can you walk through your current IT infrastructure?•How has the solution you purchased affected your business?•Howbigisyoursalesteam?Dotheyworkontheroad/remotely?•How big is your marketing team? How do they measure the ROI of •their campaigns?Who are your key customers?•

What do you want •customer relation-ship management to do for your business?How do you •respond to changes in demand? How do you establish a competitive advantage?•What types of businesses do you deal with?•How do you connect with your suppliers, partners, customers?•How do you manage your xxxxx?•

What is the impact of this problem on your business?•Whataretheimplicationstoyourfutureprofitability?•How will this affect your market share?•How often does that cause downtime?•What does that result in?•Doesthateverleadto...?•

What concerns do you have about your current IT infrastructure?•What improvements do you want to see in your business?•What challenges do you experience around….•

… sharing information? … accessing customer information? —…security?...keepingconfidentialinformationsafe? —… staying connected while on the road? —… accessing all the information you need to do your job? —… collaborating with other departments? —… operational reporting? —

What was the nature of the issue?•AsanITManagerservicingyourcompany’sITneeds,doyoufeelthat•the operations departments have what they need to be successful?What is preventing you from realizing your goals?•What is the impact on your business?•How much is this problem/issue costing you?•Is there any other impact this problem is having on your business?•

How has xxxxx •affected your business?Can you translate •the impact into a monetary value?How is your produc-•tivity affected?What losses/damages are you suffering because of this?•What impact is this problem having on your operating costs?•How will this affect you in the long run?•How much money do you think you would save if the solution solved •your issue?What savings do you think you can expect?•

understand the customer’s current situation and needs Probe

Understandthecustomer’schallenges/opportunities. Whatistheimpact?(METRIC)

PAin/PotEntiAl

Understandtheimpactofthecustomer’s pain/potential and how it will affect any future performance of the business.

imPACt

Understandthecustomer’scurrent situation.

PREsEnt Position

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Ithink(x)solutioncanhelpwith(x)issue/•opportunity.

(Linkthesolution/productbenefitswiththe•customer’spain.)

(Providecasestudyexamplesofhowwehave•helpedothercompanies.)

QualifyLet me recap what we have discussed…..•Confirmpain,vision,budget,timeline,and•decision maker.Is there anything else I should be aware of?•DoyouhaveanythingelsethatIcouldhelp •you with?

objectionsDoyouhaveanyquestions?(Handlethe•customer’sobjections.)

next StepsDoyouhaveapreferredpartnerthatyouwork•with?I would recommend that I put you in contact •withaMicrosoftpartnertofollowuponthisopportunity. I need your permission to share

information from our conversation with the partner, so they can follow up regarding the situation we’ve discussed. Are you ready to move forward?I will send you a summary of our discussion by •e-mail. I would be grateful if you could respond andletmeknowwhetheryouaresatisfiedtoproceed as I have outlined.Thank you very much for your time today. •Please feel free to call me at any time if I can assist you with anything.

understand the customer’s current situation and needs Probe (continued)

Explain the benefits that the solution provides linking back to the business pains. refer to local customer case studies to reinforce the links. Prove value

Get the customer’s commitment to proceed. Qualify

What would you like to achieve?•What would you like to improve?•How can we help you improve?•What would be your ideal situation?•How would you like this to be in the future?•Wouldyourcompanyfindvalueinhavinga•solution to this problem?

Understandthecustomer’sobjective and plan. Help the customer to build a vision.

VisionWhat are you willing to invest to resolve this?•What is your plan for addressing this issue/•opportunity?How are you planning on addressing this issue/•opportunity?Doyoualreadyhaveaprojectinitiatedforthis?•

What solutions are you currently evaluating? •What demos have you seen? (Listen for competitors.)Who is involved in the decision-making •process?Who makes the decisions?•

ProcESSUnderstandthecustomer’sevaluation process, competi-tion, and timeline.

PRoCEssWhat is the decision-making process at your •company?What is your timeline for implementation?•When are you planning to deploy?•What timelines are you looking at to make a •change?

Doyouhavetheskillstoaddressthis•in-house?DoyouhavetheavailableITresourceto•address this issue/opportunity?Doyouhaveapartnerthatcouldsupport•you with this project?

PEoPLEUnderstandwhatresourcesare needed.

PEoPlEDoyouhavetheresourcesorapartnerthatcan•help you?How many people would be involved in this •decision/project? Who are they, and when will they need visibility into our work within Microsoft?

Whendoesyourfinancialyearrun?•Doyoualreadyhavebudgetallocatedfor •this project?What budget do you have allocated for this •type of project?Doyoucurrentlyhavebudgetinplaceto•resolve this issue?

PrIcEUnderstandwhetherthecustomer has the budget.

PRiCEWhatfigureswillyouneedtoshowasuccessful•return on investment?Who will be responsible for calculating total cost •of ownership, and what additional factors will youneedtocalculatethatfigure?

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Call Planning Tips ÆTo maximize your return on your time investment good call planning pays off. Here are some tips about setting call objectives, prioritizing calls, and developingaspecificcallplan.

overview

call objectives

ThroughtheAccountReviewprocess,itislikelythatseveralpossibleCallObjectiveshavebeencapturedforacustomercall.Itisnecessarytorefineand prioritize the list to ensure that high-priority items are addressed with the customer.

Prioritize call objectives

Ingeneral,theprioritizationofcustomer-specificCallObjectivesshouldaligntotheTerritoryPlanforyourterritory.However,specialconsiderationshould be made for unique customer circumstances, local guidelines, and possible focus events or call blitzes.

Balance call objectives

You may face situations wherein you have far more objectives to cover than you will likely have time to discuss with the customer. In such cases, it ispreferabletofocusonafewtop-priorityobjectives,andleavelesscriticalobjectivesforanothercall.Youmayalsofindthatyoucanaccomplishsomeoftheobjectiveswithoutaphonecall.Forexample,youmaybeabletoattainmissingprofileinformationfromyourcontactviae-mailorinstant messaging.

List call objectives

OnceyouhavedecidedonthefinalCallObjectives,keepalistofthemnearbytohelpstructureyourcallwiththecustomer.Asyouconductthecall, make note of any objectives you are not able to complete with the customer so you can cover them during your next interaction.

Prepare Systems for Your call

Before you contact the customer, prepare your Systems appropriately as per your Call Objectives. For example, if you are going to be updating the status of a Siebel Opportunity, have the customer’s account and/or Opportunity in Siebel ready for quick reference. If you are calling about a specificcampaign,havetheBattlecardinformationregardingthatcampaignopenandready.

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Prioritizing

As defined by local leadership Leads with due dates outside of 30 days

Low-Priority Leads

Non-Urgent Calls

Account Profile Update Software Profile Update Core/BP/AP IO Profile(s)

Account Management and Maintenance Activities

As defined by local leadership Leads with due dates within one month

Medium-Priority Leads

As defined by local leadership Leads with due dates within one week

High-Priority Leads

MMRP Renewals True-ups

Already Scheduled Calls/Activities

PartnerCustomer Internal (another Microsoft resource)

Urgent Return Calls

Call prioritization.Figure 22.

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developing a call Plan Callplanningiscriticaltothesuccessofthecallbecausethecallneedstobeaccomplishedinashortperiodoftime(goal:10minutesorless)tokeepupproductivityandrevenuegoals.Ifyouhavealreadycreatedaterritoryoraccountplan,callplanningtimecanbereducedtolessthanfiveminutes, by doing the following:

Review the account plan.•Review updates to the account history.•Establish a goal for the call. Consider:•

Title —Industry —Product mix: —Office –Windows Server –Exchange Server –SQLServer –MicrosoftDynamics –

MMRPtriggers: —Welcome –Deploy –Use –Renew –

Reason for call: —Sales activity –Marketingactivity –Customer request –History –Company background –Up-sell/cross-sellopportunity –

Goal of the call —Call Plan:•

Open—How will you open the conversation? —Probe—Whatquestionswillyouasktounderstandyourcustomer’scurrentsituationandneeds(PresentPosition,Pain/Potential,Impact, —Vision,andProcess/People/Price)?ProveValue—Howwouldyouprovevaluetothisrole? —Qualify—Isthiscontactreadytobyhandedofftoapartner(basedonBANTcriteria)? —

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call Planning templateUsethistemplatetoplanyourcalleffectivelyinalignmentwiththeOPPvQCallFramework:

call objectives:

What’s my objective for the call?

What’s the customer’s objective for the call?

Who am I calling?

Name/Contact

Company Background

Questions I need to ask:

oPEn

PRoBE

Present Position

Pain/Potential

Impact

Vision

Process/People/Price

PRoVE VAluE

QuAlify (BAnt)

Budget

Authority

Need

Timeline

Additional notes

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Customer Role Guidance ÆCustomerRoleGuidance(CRG)hasbeendevelopedtohelpyoustartconversationswithspecificrolesincustomerorganizations.CustomerCampaignshavebeendevelopedtoalignwiththeneedsofspecificroles,andprofileshavebeendevelopedtohelpyoustartconversationswithindividuals in those roles.

charlie, Chief Officer(seepage94forfurtherdetails)

Leadership pains:

Needs to ensure that strategic initiatives are aligned with business goals.•Wants to help empower people to discover innovative ideas.•Needsmoreefficientwaysforenduserstoworkbettertogether.•Needs to respond to new business opportunities and industry dynamics.•

Julia, Sales Executive(seepage96forfurtherdetails)

Sales and marketing executive pains:

Needs to increase revenue by winning new customers.•Needs better insight into pipeline data to improve decision making.•Wants to ensure that remote and mobile reps are productive.•

Sara, Chief Financial Officer(seepage98forfurtherdetails)

Financial executive pains:

Needstodrivefinancialbusinessprocessproductivityandamplifyfinancialperformance.•Wants to analyze data for insight and plan for business growth.•Needstoreducethecomplexityofgovernance,riskmanagement,andcompliance(GRC).•

Heather, Human Resources Director(seepage100forfurtherdetails)

Human resources pains:

Ensure that the company is complying with all the necessary government regulations.•Ensure that employees and managers are following all company policies and procedures.•Ensure that company strategies and direction align with employee competencies and •training.

Haven, IT Manager(seepage102forfurtherdetails)

It manager pains:

Needs to manage core infrastructure and processes.•Wants to improve system and application interoperability.•Wantstoimproveoperationalefficiency.•

Vince, Operations Executive(seepage104forfurtherdetails)

operations executive pains:

Needs to streamline performance management.•Wants to communicate changes in key performance measures as they occur.•Wantstomeetcostgoalsandseekcost-efficiencies.•


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ChiefOfficerRoleOverview ÆRelatedtitles:ChiefExecutiveOfficer(CEO),ChiefOperationsOfficer(COO),President,ManagingDirector

Thehighestrankingcorporateexecutive,orchiefofficer,inamidsizebusinessistypi-callytheCEO,COO,President,orManagingDirector.Thisindividualistheexecutiveofficerofacorporationresponsibleforthecompany’sday-to-dayoperatingactivities,revenueandsalesgrowth,costandmargincontrols,andfinancialgoalmanagement.Thechiefofficerdevisesstrategiesandformulatespoliciestoensurethatthespecificgoals and objectives of the organization are met. He/she is accountable to the BoardofDirectorsforallcompanydecisionsandresults.Dependingonthesizeandorganizational structure of the company, the chief executive typically has a set of of-ficersreportingdirectlytohim/her,whichofteninclude:ChiefFinancialOfficer(CFO),ChiefInformationOfficer(CIO),VPofSalesandMarketing,VPofManufacturing/Operations,andVPofEngineering.Thechiefofficertypicallyhasstrongleadershipandinterpersonalskillsandactsdecisivelyregardinghuman,financial,environmental,andtechnicalchallengesthatfaceacorporation.ThechiefofficeralsotypicallyhasaMBAand15–20yearsofmanagementandexecutiveexperience.

responsibilities:Isthefinaldecisionmakerwithinthecompany;reportstotheBoardofDirectors.•Set company’s vision, mission, strategic business goals, culture, and values.•Directshort-andlong-rangeplanningandbudgetdevelopmenttosupportstrategicbusinessgoals.•Execute revenue-generating business strategies for company products and services.•Directcompanyoperationstomeetbudgetandotherfinancialgoals;closelytrackfinancialhealth.•Establish the performance goals, allocate resources, and assess policies for senior management.•Identify“bigbets”toleveragemarketopportunitiesthatdrivethebusiness.•Directandparticipateinacquisitionandgrowthactivitiestosupportoverallbusinessobjectives.•Participate in capital market development, including road shows, bank meetings, and analyst meetings.•MakelargepurchasedecisionsabouttechnologyandequipmentwiththehelpoftheITManager,CFO,andoperationsmanager.•

Goals:Grow the business to meet revenue and share objectives. •Meetquarterlyand/ormonthlyfinanceobjectivestomaintainshareholdervalue.•Retain key customers critical to revenue streams.•Attract and retain employees and leadership team.•Improveefficienciesinoperatingcosts.•

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Pains:Gaininginsightintobusinesshealthsincedatais“lockedaway”indatabasesystems.•Trying to quickly discover and act on meaningful trends in customer data.•Preservingthesecurityandintegrityofconfidentialcompanyandcustomerdatawhilefosteringonlineconnectionswithtradingpartnersand•customers.Openinganewoffice/branchtogrowthebusinessorenteranewmarket.•UnderstandinghowanewITinvestmentwillgrowthebusiness;ITinvestmentswithunclearROI.•Overseeing lawsuits and regulatory compliance.•

day-in-the-Life of a cEo/coo/President/Managing director

7:00AM Reads world and national news, business and investor news, and stock performance. Reviews incoming e-mail and sends e-mail to leadership team on key issues for the day/week.

8:00AM Calls board member to explain how a potential acquisition would impact the business and share details on the integration plan.

9:00AM Reviewsfinancialperformanceindicatorstogaugerevenueandcosthealth.Worksonstrategy—whatnewinitiativesshouldbedevelopedtoincrease sales, analyzes how current initiatives are doing.

10:00AM Getsanothercoffeeandchecksonwhat’shappeningontheproductionfloor.Meetswiththeheadofengineeringtoreviewstatusandtechnicalreadiness of new product prototype.

11:00AM Works with marketing and sales staff to discuss launch plans for a new promotion.

12:00PM Has lunch with a customer, analyst, or board member.

1:00PM MeetswithControllerand/orCFOtoreviewcurrentfinancialsandprepforupcomingfinancemeetingwiththeboard.Wantstounderstandthefinancialimpactofthepotentialacquisitionandreviewthecapitalstructurerequiredtocompletethepurchase.

2:00PM Followsupone-mailsentthroughCRMsystembyaregionalsalesmanagerwhorequestedthechiefofficercallanewkeycustomerthathasbeenlined-up. Reviews notes and makes call.

3:00PM Meetswiththeoperationsteamtoreviewprogressonproductionefficiencyproject.Wantstounderstandcurrentfindingsonrootcausesofproduction shortfalls.

4:00PM Meetswiththeheadofhumanresourcestoaddressemployeehiringandtraining.

5:00PM Conducts interviews with members of the press.

6:00PM Answers and/or writes e-mail and reviews current projects, initiatives, and the day’s sales.

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Sales Role Overview ÆRelatedtitles:ChiefMarketingOfficer,VicePresidentofSalesandMarketing,VicePresidentofSales,VicePresidentofMarketing,DirectorofSales,DirectorofMarketing

The senior sales executive in a midsize business typically reports to the Chief Executive Officer(CEO)andisamemberofthecompany’smanagementteam.Heorsheis responsible for the direction and management of the company’s sales and/or marketing organization and all sales and/or marketing activities worldwide, including market competitiveness, distribution, and channel strategy. This individual drives the company’s achievement of its customer acquisition and revenue goals. Note that this individual typically has at least 10 years of sales and/or marketing experience in comparable industries with 4 years in a senior management position. Also, this persontypicallyholdsaMBAinbusinessadministration.

responsibilities:Define/managethesales/marketingorganization,hiring,budget,andcompensationstructure.•Defineandoverseesales/marketingprogramstogeneratedemandandsalesleads.•Strategic planning, including positioning, market and competitive analysis, and customer targeting.•Analyze customer data to track trends and respond to market changes.•Analyzebusinessreportingtoprojectsalesanddetermineprofitability.•Developandmanagechannel,partner,anddistributionstrategies,policies,andprograms.•Overseeproductmanagementactivitiestodefineandbuildproductswiththeengineeringteam.•Maintainkeycustomerrelationshipsanddevelopandimplementstrategiesforexpandingthecompany’scustomerbase.•Workwiththechiefofficerandexecutiveteamtoidentifyanddevelopstrategicalliances,raiseventure/publicfinancing,communicatewith•Board members, and close/grow major customer accounts.Developandtrackbudgets,metrics,andsuccesscriteriaforallsales/marketingprogramsandactivities.•

Goals:Meetrevenue,unitsales,andmarketsharegoalsforeachproductline.•Deepencustomerrelationshipsthroughnewandenhancedservicesandproductofferings.•Manageanddevelopteamsofsales/marketingprofessionals.•Spend within designated sales/marketing budget.•Designsales/marketingstrategies,drivingproduct/servicedemandandsales.•Achieve high customer satisfaction and retention levels.•Reduce the cost and time of closing sales.•

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Pains:Globaleconomicvolatility:Dramaticmarketfluctuationsanddynamiccustomerbehaviorrequireamoreagilesalesprocess:•

Need to focus on the right customers, those that represent the greatest opportunity. —Deepunderstandingofexistingandpotentialcustomerbusinessisvital. —Needtounderstandprofitabilityofexistingproductsandcustomerbase. —Difficultyinaccuratelyforecastingpipelinebeyondseveralmonthsduetovolatility. —Business impact of poor sales forecasting is greater when economic conditions are uncertain. —Volatilemarketconditionsmeanthatdealsarefallingthroughascustomersadapttochangesintheirindustryandmarketplace. —

Customer and Competitive Landscaping Changing: Customer needs are evolving, competitors are adapting, and new strategies are •emerging:

Threat of customer attrition due to competition. —Competitive pressure means quicker response to customers’ questions and RFPs needed. —Downwardpricepressureduetoincreasedcompetition—needtobeabletoreactquicklytocompetitiveintelligence. —

Businessmakingmoreconservativeinvestments:Dealsizesaredecreasing,salescyclesareincreasing,and”nodecisions”arebecomingmore•common:

End customers are retracting spending. —Customers demand a quicker ROI on any investment. —Delaysinsalescycleduetocustomerindecisionjeopardizedealsthatarenotfinalizedquickly. —

day-in-the-Life of Julia, a Sales Executive

7:00AM Onthewayintotheoffice,conductsareviewofastrategicdealwithoneofhis/heraccountteamsviamobilephone(maydownloadproposaldocumenttoscankeysections).

8:00AM Uponarrivingintheoffice,reviewsbookedrevenueperformancenumbersfromshipping/accounting.

9:00AM Holds a conference call with several regional sales vice presidents to review the current month’s sales pipeline and closing forecast.

10:00AM Prepares for a meeting with the CEO and/or CFO to discuss up-to-date sales performance and validate previous sales pipeline forecasts in preparation for their participation in a quarterly board meeting.

11:00AM Conductsa“losspostmortem”witharegionalVPandaseniorsalesmanageronastrategicdeallosttoanewcompetitor.

12:00PM Takesacallfroman“irate”customer(whilereviewingthecustomer’spurchase/paymentandsupportactivityhistory).

1:00PM Makesacalltothankarecentlyacquiredcustomerforitsbusiness.

2:00PM Reviews progress being made on an HR hiring initiative to expand their sales force.

3:00PM Meetswiththebusinessoperationsmanagertoreviewmonth-to-dateperformanceagainstT&Eexpensebudgets.

4:00PM Kicks off a sales training workshop for a new product or solution.

5:00PM Attendsameetingwiththeexecutiveoperationscommitteetodevelopthecompany’sfive-yearstrategicplan.

6:00PM Attends a dinner meeting with a senior account rep and a prospective new customer.

8:00PM On the way home, checks voice mail and returns urgent calls.

9:00PM Uponarrivinghome,checkse-mail,updatesappointmentschedule,andrespondstourgentitems.

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Finance Role Overview ÆRelatedtitles:ChiefFinancialOfficer,VicePresidentofFinance,DirectorofFinance

ThekeyfinanceexecutiveinamidsizebusinessistypicallyeithertheChiefFinancialOfficer(CFO),VPofFinance,orDirectorofFinancewhoreportstothechiefofficer(CEO,COO,President,orManagingDirector)andisresponsiblefordirectingthecompany’sfinancialplanning,recordkeeping,andadministrativeorganization,includ-ing purchasing, accounting, IT department, and investor relations, as well as facilities andadministrativefunctions.Thefinanceexecutivehassolidworkingknowledgeofthe investment and capital resource community and at least 15 years of accounting, controllership,andfinanceexperience,including7yearsinexecutive-levelpositions.HoldsaBachelorofScienceinaccountingorfinance,thoughmanyholdamaster’sor other advanced degree.

responsibilities:Maintainexecutiveresponsibilityforfinancialoperations,includingworkingcapital,capitalexpenditures,debtlevels,taxes,budget,procure-•ment, and general accounting.Establish,document,andmaintainstablecashflowmanagementpoliciesandprocedures.•Analyzefinancialperformanceagainstforecastedplans;assesscurrentandfuturebusinessoperationsandplanstodeterminefinancial•effectiveness.Evaluateandadvisemanagementonthefinancialviabilityofopportunitieswithinthecompany.•Manageoutsidelendingandequityrelationships,aswellasrelationswithinvestorsandshareholderswithintheinvestmentcommunity.•Prepareoroverseethepreparationandfilingoffinancialstatements,businessreports,and/orreportsrequiredbyregulatoryagencies.•Evaluate,integrate,andmanagethecompany’sfinancial,administrative,humanresource,andITfunctions.•DevelopandmanageITstrategytosupportcompanygrowthandmanageITfunctions.•Build expertise in current accounting standards, organizational policies and procedures, industry regulations, and federal and state policies •and directives.Managerelationshipswithexternalauditors.•

Goals:Establishannualfinancialgoalsandmilestones.•Developanddirectfinancialplanstoachievestrategicbusinessgoals.•Ensure cash resources are available for daily operations and business/product development.•Setupandoverseeallfinancialandoperationalcontrolsandmetricswithintheorganization.•Deliverconsistent,reliablefinancialinformationtotheinvestmentcommunity.•Ensurefinancialregulatorycompliance.•Improveefficiency,accuracy,andreliabilityofroutinefinancialoperations.•

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Pains:Less access to credit.•Lengthening A/R collections.•Revenue seepage due to incomplete or incorrect data.•Cash preservation is corporate policy.•Inefficientprocessesincreasecosts.•Decreasingbudgetsandresources.•Moreurgentneedtounderstandmostproductiveuseoffunds.•Employee reductions disrupt business planning and processes.•Turbulent economy means that many risks are still unknown. •Likelihoodofnewyet-to-be-definedregulations.•Increased focus on risk management.•

Day-in-the-Life of Sara, a Chief Financial Officer

8:00AM Checkse-mailmessagesandreviewsscorecardstocompareactualfinancialstoforecastedfinancials.Createsaforecastandmodelofapotentialbusiness acquisition.

10:00AM MeetswithControllertoreviewfinances.ReviewsdataaccessiblefromasharedWebportal.

11:00AM Preparesforleadershipandanalystmeetings.Analyzesmarketopportunityandcompanyfinancialdatatovalidateopportunities.

1:00PM Attendsameetingwiththechiefofficerandcompanyexecutives.Sararunsvariousfinancial“whatif”scenariosbytheCEOanddetailshowthecompany might react to changing market variables.

4:00PM Conductsinvestorrelationscallstodiscusscompany’sfinancialperformance.Basedonareportfromthecontroller,Saradetermineswhatadjust-ments need to be made to achieve the goals in the forecasted plan.

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HumanResourcesDirectorRoleOverview ÆRelatedtitles:RecruitmentManager,CompensationandBenefitsAdministrator,CompanyPoliciesAdministrator,HRProviderforEmployeesandManagers.

The human resources director should have a broad knowledge and experience in employment law, compensation, organizational planning, organization development, employee relations, safety, and training and development. The director reports directly to the CEO. He/she is responsible for ensuring that the right people are hired for the company and receive the appropriate training. The director implements the policies, procedures, and programs to develop and retain the people who are hired. In addition, the director oversees the administration of company policies, such as employeecompensation,benefits,termination,andretirement.Thedirectormusthave 7 to 10 years of experience in Human Resources positions and hold a bachelor’s degreeorequivalentinHumanResources,Business,orOrganizationDevelopment.

responsibilitiesRecruit and staff the HR department.•Assist and guide managers with personnel matters and issues, including hiring, professional development, termination, and •performance reviews.Work with employees to answer questions and handle issues.•Oversee employee relations and company-wide committee facilitation.•Establish the company’s wage and salary structure and pay policies, including bonuses and raises.•Ensurethatcompanycompensationandbenefitpackagesareinlinewithindustrystandards.•Prepare and provide reports for company executives.•Workwithcompanyexecutivesandthelegaldepartmenttodefinecompanypoliciesandprocedures.•Analyzecompensationandbenefitplansintheindustrytoensurethatthecompanyishiringandretainingthebestemployees.•Ensure employee safety, welfare, wellness, and health.•Developcompensationandbenefitsadministration.•Work with employees and managers to ensure that company policies and procedures are followed. •

GoalsEnsure that the company is complying with all the necessary government regulations.•Ensure that employees and managers are following all company policies and procedures.•Ensure that company strategies and direction align with employee competencies and training.•Contributetopositiveemployeeexperiencesfromthefirstdayoftheiremploymenttothelastday,andbeperceivedbythecompany •as the person who does whatever it takes to accomplish this.Be a key contributor to the strategic directions that the company takes.•

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PainsDailyadministrativetasksplusminoremployeeandmanagerissuesthatinterferewithfocusingonlarger,moreimportantmatters.•Regularly reviewing the company’s employee compensation packages to help ensure employee retention and satisfaction.•Keeping up-to-date with all governmental laws and regulations. •

day-in-the-Life of Heather, a Human resources director

8:00AM Checks and respond to e-mail from the night before. Checks voice mail and returns calls.

9:00AM Worksoncompanycompensationandbenefitplans.Takecallsfromemployeeswhoneedtoadddependentstotheirpolicies.

10:00AM Meetswithadepartmentmanagerwhoneedsguidanceindealingwithanemployee’scontinuedtardiness.RespondstotheCEO’srequestforinformation and generates the required report.

11:30PM Conducts an exit interview with an employee.

12:30PM Eatslunchfromherdeskwhilerespondingtoe-mailmessages.Takescallsfromemployeesregardinginsurancecoverageandbenefits.

1:30PM Interviews candidates for an open position in the marketing department.

3:30PM Prepares for new employee orientation session for the following day. Reviews recent performance reviews conducted by several department managers.

5:00PM Checks on e-mail and voice mail before wrapping up for the day.

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ITManagerRoleOverview ÆRelatedtitles:InformationSystemsManager,BusinessTechnologyManager, ITOperationsManager

The senior technology leader in a midsize business is typically the Chief Information Officer.Dependingontheorganization’ssizeandneeds,thisindividualmayalsobecalledtheBusinessTechnologyManagerorInformationSystemsManager.Thisindividual may report to the CEO or COO—and in some cases, the CFO. He/She is responsible for driving the direction and leadership of the company’s technology infrastructure;initiatinganddirectingthecompany’sITplanningandstrategybyintegratingtechnology,processes,andpeopletoachievebusinessgoals;andtypicallylooks for innovative solutions that will continually move the company forward, but withasteadyeyeonthe“bottomline.”Notethatthisindividualtypicallyhasatleast7–10 years of relevant experience in information systems, with a background in team and resource management, and most often has a Bachelor’s degree in an IT discipline.ThisindividualmayalsoholdaMBAwithtechnologymanagementasacore component.

responsibilities:Supportandimplementthestrategicandfinancialgoalsofthecompanybymaintainingavailabilityofcoreservices.•Manageallcompanyinfrastructure,software,andhardware.•Recommend and oversee upgrades and enhancements to the technology infrastructure, software, and hardware—so the company continues •to be well-positioned in the marketplace.Managethecompany’sITstaff.•Conductevaluationoftechnologies,services,andprocessestohelpinfluencebusinessstrategyand,therefore,thecompany’sfuturesuccess.•Managevendorrelations,includingnegotiatingpurchasingcontracts.•Ensureasecureandwell-managedinfrastructurethatsupportsnewscenarios,suchassecureremoteaccess,branchofficeinfrastructure,and•mobile devices.Budgetary and managerial oversight of implementation of the company’s business continuity plan for company infrastructure.•Developandtrackbudgets,metrics,andsuccesscriteriaforallproducts,assets,andresources.•Provide ongoing evaluation and improvement of disaster recovery and incident management procedures to minimize company risk.•Implement infrastructure and data security policies and procedures. •Track and control software license compliance.•Lead internal and external support, including desktop support, the help desk, and support for offsite employees.•Assume the role of IT liaison and interface—internally—with CXO and LOB solution owners.•

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Goals:Adopt high-quality, secure platforms that serve current company requirements and facilitate long-term goals.•Establish and support effective IT strategy and policies.•Establish,maintain,andgroweffectivecustomersupportpractices(internalandexternal).•Formulate strategies for long-term advancement and innovation of company systems.•Ensure effective policy administration and compliance.•Motivateteamsandsupportcontinualprofessionalgrowth.•Ensure that the core IT infrastructure runs at optimal levels and supports all business functions.•Work to establish the most secure and well-managed infrastructure possible—to meet the demanding and ever-changing needs •of the organization.

Pains:Maintainingasecure,high-functioningITenvironmentwithoutnegativelyimpactingproductivityandinnovation.•Havingdifficultykeepingpaceonmultiplelevels:business,personnel,andsystemsduetorapidlychangingtechnologies.•Keeping pace with technology growth can be costly.•Governanceandcompliancearecomplex;needstokeepknowledgecurrentinfrequentlychangingenvironment.•Havingdifficultywithcustomerrequirementsastheychangeandevolve,asITsolutionsandservicesmustmeetthem.•IdentifyingefficienttoolsandprocessestosupportbusinessandITprocessautomation.•Finding innovative ways to do more with decreasing resources.•

day-in-the-Life of Haven, an It Manager

7:00AM Havenarrivesattheofficeearlyafterreceivingapagefromhissystemsadministratorwithconcernsabouttheperformanceofanewlydeployedserver.TheadminhashaddifficultygettingresponsesfromtheirvendorsandasksHavenforhelpescalatingtheissuewiththeiraccountmanager.Haven calls his account manager and asks that the server issue be escalated with vendor support. The account manager assures Haven that he willpersonallyseetoitthatthesupportissueisimmediatelyaddressed.Havenphoneshissystemadministratorandfillshiminonthecallandaskstobenotifiedwhenthevendormakescontact.Haventhendocumentstheissueine-mailtohisbossandthesystemadministrators,copyingthevendor account executive.

8:00AM Havenattendsanexecutivecommitteemeetingforcurrentbudgetreviewandplanningforthenextfiscalyear.HegivesaPowerPoint® presenta-tion that outlines his three-year plan for potential new technology investments, as well as their cost, impact, and potential ROI.

10:00AM Inhisoffice,Havenreviewse-mailandvoicemail,sortsforhigh-priorityitems,checksthepriorday’ssystemperformancedata,andreviewsanalystreportsonunifiedcommunicationstechnologiesasheisdecidingwhethertoimplementVoIPtoreplacethecompany’sagingphonesystem.

11:00AM Havenmeetswithhumanresourcesandinternalreadinessstaffstodefinetrainingmodulesandstructuretimesforthenewsoftwareimplementa-tion. His company is implementing a new ERP system, and key staff will need to be trained on not only the technology, but also the new business process changes driven by the implementation.

12:00PM Lunches with an external customer who played a critical role in beta testing new systems previously deployed.

1:00PM Havenmeetswithfinance,salesmanagers,andtheCFOforreviewofperformanceandROIoftheCRMinuseatthecompany.Thediscussionrevolvesaroundwhetherornottoextendthelicensingforthetool.Basedontheanalysis,allmembersagreetocontinuewiththeCRMsystem.

2:00PM MeetswithVPofsalesandmarketingtodiscussthedownstreamimpactofthenewsoftwarebeingdeployed.

3:00PM Attends a meeting with upper management to map out short- and long-term strategies for disaster recovery. Haven is tasked to present the plan with the associated costs to the executive committee the following week.

4:00PM Inhisoffice,Havenreviewse-mailandvoicemail,sortsforhigh-priorityitems,schedulesmeetings,andrespondstocriticalitems.

5:00PM Haven meets with his team to review the security plan for their partner Web portal. Haven wants to be sure that the identity and access control systems are solid and that the site security model will minimize security risks. The portal is key to automating their supply chain, and it has to have high availability.

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Operations Executive Role Overview ÆRelatedtitles:ChiefOperationsOfficer(COO),VicePresidentofManufacturing,VicePresidentofOperations,DirectorofOperations

The key operations executive in a midsize business is typically either the Chief OperationsOfficer(COO),VicePresidentofOperations,VicePresidentofManufacturing,orDirectorofOperationswhoreportstothechiefofficer(CEO,COO,President,orManagingDirector)andisresponsibleforthestrategy,planning,andexecution of the company’s manufacturing operations. The Operations Executive typically has at least 10 years of experience in product engineering, manufacturing engineering, fabrication management, and/or operations of high-volume manufac-turingincertifiedmanufacturingorganizations.MostOperationsExecutiveshaveaBachelorofScienceinEngineering,andsomeholdaMBA.

responsibilities:Manageemployeesandtheoperationofcompany’sproduction/manufacturingfunctions,whetherin-houseorsub-contracted.•Ensure that, as the company grows, production/manufacturing capabilities meet or exceed all industry and customer requirements for cost, •quality, and responsiveness.Work closely with the CEO/COO/President on production/manufacturing plans, goals, and future manufacturing partners.•Ensure that production meets goals for costs, inventory, quality, and customer satisfaction levels.•Play an active role in senior-level negotiations with client companies and manufacturing partners.•Developandmanagebudgetingandbudgetexecutionwithafocusonproductcostsandmargins.•Directallproductioncontrol,productionprocessdevelopment,qualitysystems,purchasing,andshipping/receivingactivities.•Partner with the sales team to meet with customers to discuss scheduling timelines for product delivery.•Identifyandresolveoperationalinefficiencies,outputproblems,orcapacityconstraints.•

Goals:Remain fully apprised of daily operations.•Providecurrentandthoroughanalysistochiefofficeroncompany’soperationshealth.•Comply with industry and business regulations.•Identifyandeliminateprocessinefficiencies.•Keep track of inventory and supply chains.•Meetcostgoalsandseekcost-efficiencies.•Increaseprofitbyprovidingaqualityproductwiththebestcustomerservice.•Maintainfinancialcontroloverexpenses.•Provide various departments with data on demand.•Minimizeinventoryofrawmaterialsandfinishedgoods.•

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Pains:Obtaining real-time information on health of company’s systems and processes.•Accessingproductionfeedbackinrealtime(ratherthanbatchprocessing).•Finding all operations data in a central location.•Receiving accurate data to create accurate forecasts.•Identifying where the breakdowns occur between sales and production.•Movingordersthroughthesystemwithaminimumamountofpainbetweensalesandproduction.•Recovering from system crashes.•Training employees on new processes and systems.•

day-in-the-Life of a VP of operations, VP of Manufacturing

7:00AM Scans e-mails looking for urgent issues. Addresses the most critical customer concerns.

8:00AM Reviewssalesbookingsreportandtheshopfloorreport.Receivesbriefingfromproductionandcheckstheloadforeachdepartmentandtheflowof jobs.

9:00AM Holdsmeetingswiththeoperationsdepartmenttoplantheday,prioritizejobs,andtendtoanyexceptionsorlargeorders.Discussespotentialhold-ups.

10:00AM Walksthroughtheproductionfloortogetasenseofproductionhealth.Talkstothemachineoperatorstolearnaboutanyproblems.Meetswiththefloormanagertocomparenotes.

11:00AM Addresses customer issues and needs by responding to key customers’ questions about orders and forwarding customer calls back to sales.

12:00PM Has lunch with the plant manager to discuss the purchase plan for new equipment.

1:00PM Workswithproductionfloorteamtoresolveanystoppagesifthelinegoesdown.Actsonbreakdownsandmachinemaintenanceissues.

2:00PM Studies health of supply chain. Calls supplier about a quality control issue.

3:00PM Meetswithfinanceexecutivetoapprovethepurchaseofcapitalequipment.

4:00PM Answers the purchasing department’s questions about prices and quantities,

5:00PM Completes paperwork to meet regulatory compliance requirements.

6:00PM Reviewstheday’soperationsreportandsendse-mailstotheteamandchiefofficer.

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MMRP Call execution

Welcome Call ÆThe primary objective of the welcome call is to thank the customer for their purchase and to ensure the customer has the resources needed to be successful with their deployment and implementation.

Key Steps:

Introduceyourselfastheaccountrep(iffirsttimecontactwiththiscustomer)andexplainyourrole.1. Thankthecustomerforthepurchase.ReferencetheWelcomeKitthatthecustomerreceivedorwillreceive(asappropriate).2. Ask the customer about his/her satisfaction with the purchasing experience.3.EncouragethecustomertoactivatetheSoftwareAssurancebenefitsonline.4. Explain support and training offerings.5. Discussdeploymentneeds.6. Probe to understand the customer’s pains, such as security, and to understand the customer’s year-long strategy. If appropriate, propose 7. solutions for them.Ask permission to update the customer’s records and explain how this helps you better serve the customer. 8.

Capture/update Contact Information, PC Count, and Server Count. —Ask for permission to call again on a regular basis to ensure customer needs are met. 9.

optional Steps:

Invite the customer to register for local Corporate Accounts–related Newsletter 1. (onCorporateAccountsWebsite).

call Preparation:

IntheAnnuityDashboard,reviewthelicensepositionandtheactivatedbenefits.InSiebel/PSM,reviewpastactivitiesandopportunitiesto1. familiarize yourself with the account.Review the Welcome Kit to familiarize yourself with the kit. 2.

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DeployCall ÆTheprimaryobjectiveoftheDeploycallistodeterminethestatusofdeployment.Ifdeploymentiscompleteorproceedingwithoutobstacles,thenthe deploy call is an ideal time to understand the customer’s current maturity level for each capability within the IO models.

Key Steps:

Address any customer requests or opportunities developed during the Welcome phase call.1. Discusscustomer’scurrentdeploymentsituation.Iftheyhavenotdeployed,probetouncoverreasons.2.

Identifyspecificdeploymentblockers;providetargetedresourcestoremoveblocker.Refercustomertoresources,suchas —www.technet.com/office and http://technet.microsoft.com/windows. Explaintocustomerthereasonstodeploy/howtodeploy;presentadeploymentoffer,ifavailable. —DetermineifsituationshouldbeescalatedandifanIWSolutionSalesProfessional’sinvolvementcouldacceleratedeployment. —ExplainSoftwareAssurancebenefitsappliedtodeployment,includingDesktopDeploymentPlanningServicesandSharePoint —DeploymentServices.(Together,theyarecalledPackagedServices.)

DocumentdeploymentstatusforOfficeandWindowsinSoftwareProfilefields.3.IfDeploymenthascompletedorisproceedingwithoutobstacles,usetheInfrastructureOptimization(IO)accountdiscoveryquestionstrategy4. tocaptureorupdatethecapabilitymaturitylevels(updatethelocalattributes).DuringtheIOdiscoveryprocess,determineprioritysolutionsales/deploymentopportunityprojects.(Seefigurebelowforahigh-levelviewoftheIOassessmentprocessflow.)Identify the preferred partners: 5.

ValidateResellerPartnerforrenewalprocess(canbefoundintheAnnuityDashboard). —Querytoseeiftheyhaveapreferredsolutionprovider;updatetherecordinSiebel. —

optional Steps:

CheckcustomersatisfactionwithWelcomeandDeployinformation.1. DiscussanySoftwareAssurancebenefitsnotactivatedandreinforcethebenefitsactivationprocess.2. Cross-sellproductsnotintheDeployphase.3.

call Preparation:

Review the notes from the previous conversation to determine any follow-up items that need to be addressed.1. Review the license position to determine if any new purchases have been made. 2. Review IO local attributes to determine the current assessment of the customer’s maturity levels. 3.

Io Assessment Process overview

Assess account’s current maturity level for each IT capability in one

or more IO models.

Help account identify desired level of maturity for each capability and

high-impact next steps.

Qualify interest in a partner engagement.

Provide self-help resources if they wish to pursue next steps on

their own.

Document Results of IO Planning session in Siebel.

Follow up to check on progress, re-assess capabilities, and start

process again.

IO Assessment Process OverviewFigure23.

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www.technet.com/office

http://technet.microsoft.com/windows


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UseCall ÆTheprimaryobjectiveoftheUsecallistoensurethecustomerisreceivingthevalueandbenefitofthesoftwaretheyhavepurchased.Thesecallsare also an ideal time to cross-sell and upsell. For EA customers, the anniversary call should be used to discuss the customer’s True-up of licenses.

Key Steps:

AddressanycustomerrequestsfromtheDeployphasecall.1. DuringtheAnniversarycalls,encouragegrowthevaluationandorTrue-up,leveragingtheMicrosoftLicensing2. Statement(onlinewhereappropriate)anddiscussthebenefitsofSoftwareAssetManagement.3.IncreaseproductusagethroughTips&Tricks,aswellasrole-basedorverticalcontent.4. Cross-sellorup-sellcampaignsolutionsbasedonthecompetitiveprofile,understandingofthecustomer’sbusinessgoals,andITstrategythat5. youhavedevelopedduringtheWelcomeandDeployphasesandthroughtheIOprofilingdiscussion.CollectMicrosoftsoftwareandcompetitiveprofileinformation—OSclient,OSserver,messaging,database,Web,ERP,andCRM—andupdate6. Siebel.

optional Steps:

Checkthecustomer’ssatisfactionwiththeDeployphaseandaskaboutrenewalintentions.1. ExplainSoftwareAssurancebenefitsappliedtotheUsephase.2.

call Preparation:

GototheAnnuityDashboardtoseeyourcustomersintheUsephase.1. PrepareforthefirstandsecondAnniversaryOrderandTrue-up—reviewthecustomer’slicenseposition(usetheMicrosoftLicenseStatement2. andAnnuityDashboard)todetermineiftheremightbeopportunitiesforTrue-upsoradditionalproducts:

ChecktheAnnuityDashboardtoseeyourcustomersintheUsephase(andTrue-up). —ReviewtheLicensePositionforConsolidation,componenttoplatformsell,andNLP/NLCinformationforbetterCross-sell/Up-sell —targeting.CheckontheSupportcontractavailability(EssentialorPremiersupport). —ReadtheTrue-upGuideandTips&Trickstogetreadyforthecustomerengagement. —

SyncupwithyourSAMEMtomakesuretheSAMactivitiesaresynchronizedandopportunitiesarecoveredduringanniversaryorder/True-up3.time. ActivateandstartconsumingtheSABenefitsrelatedtoMaintenance(andtheremainingofthedeploymentbenefits—ifany).4. Ask your Licensing Specialists for any additional help regarding the True-up process.5.

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Renew Call ÆThe primary objective of the Renew call is to ensure the customer will renew the agreement. The renew call is also an ideal time to cross-sell and up-sell. For customers with multiple license agreements, these calls can be used to offer license consolidation, which reduces costs and eases license management.

Key Steps:

Updatetheprofileandmakesurethepersonyouarecontactingisresponsibleforrenewal.1. DiscusstheRenewalvaluepropwithcustomer—whyrenewingintoEAandOVisthemostflexibleandcost-effectivewayforcustomerstoget2. the products/services for the People-Ready Business. FocusonRenewingintoEAorOpenValue(fromSelecttoEAorOpentoOpenValue).3.DiscussRenewalProcessincluding:4.

Third-yearTrue-up,Up-sellopportunitiesfromComponenttoPlatform,EnterprisePlatform,Partnerselection,andnextsteps.Re-validate —Partner Reseller for renewal process.EncouragetheuseofMicrosoftLicenseStatement(onlinewhereappropriate). —InCPM,setadateforanOpportunityManager(OM)renewalvisitifnecessary. —

call Preparation:

GetReadyforRenewalsandreadtheEARenewalKit(SalesCard).1. Go to 2. Annuity dashboard to see the list of customers in the Renew phase.ReviewtheCPS(forEA).3.GettheEARenewalPaccustomer’slicenseposition(MLS)anddetermineifthereareopportunitiestoconsolidatetheirSAlicenses.(Annuity4. Dashboardwillalsohelp.)Review the preliminary stage.5. ContributetotheRenewalEvaluationPlan(ledbytheLicensingSpecialist):6.

BusinessAssessment(BusinessPainPoints,Strategy) —SolutionMapping(ITopportunities,IOcapabilities)—MDOP,ECALSuite,EnterprisePlatformCross-sell/Up-sellstrategy/valueprop. —Cost-BenefitEstimateandRiskAnalysis(EconomicsofRenewals). —BuildCaseforRenew(CreatetheBusinessCase). —

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CPEforMMRP ÆMMRPhasapositiveimpactonCPE.SubsidiariesthatexecutedMMRPrealizedH2FY09GRSliftof+10CPEwithtreatedSMBcustomers.

overall depth

n H1 FY09 nSAt n H1 FY09 nSAt

Treated 1,727 115 948 117

Non-Treated 10,277 105 4,435 103

Variance(TreatedminusNon-Treated) +10 +14

Total 12,004 108 5,383 106

FY09 H1 GRS Survery—January 2009Figure 24.

ThereisarobustreportingtoolthatsupportsMMRPandthemostimportantmetricistheMMRPPenetrationratethatmeasureswhatpercentageofCorporateAccountshavebeentreatedwithMMRPtouches.

IAM

MMRPGuidanceforIAMs ÆMMRPforCIAMisverysimilartotheMMRPforCPM.TheD2touchexecutedinCPMisnotexecutedinCIAMandsincetherearemonthlytoucheswithCIAMcustomers,theMMRPprogrammatictouches(alignedwiththelicenselifecycle)areElectronicMail(EM)communications.

Phases Welcome deploy use/Advise renew Lapse

Touch Points W1 D1 A1 A2 R1 R2 R3 L1

DaysT+0–T+15 T+30–T+60

T+330– T+360

T+690–T+720

T-270 – T-180

T-90 – T-60 T-30–T-0 T+0–T+30

SingleMainIdea Welcome, Activate, and Deploy

DeploymentResources

True-up/ SA Benefits

True-up/ SA Benefits

Renewal Planning/SAM

Renewal Reminder

Expiration Lapse

Communication Type EMPreferred

Tele

Com

mun

icat

ion

Timing EveryMonth

Touch Points Ongoing Check-In with customers/Relationship Building

Communication Flow

MonthlyTele-basedCommunicationFlow

Day15–30(everymonth)or5daysaftertransactionaltouchpoint

0–5daysaftercall(everymonth)

Rep Calls Rep follows up with e-mail

MainIdeas Customer Needs: Identify what current customer needs •are/what current challenges customer is facing.Solutions: Identify what solutions would satisfy need/help •customerovercomechallenges(includingIO).Promotions: Promote additional products/solutions driven •byNLP/otheranalyticalmodels(airtrafficcontrolmanaged).Transactional Link: Touch upon transactional material in the •call following a shipment of transactional information. Tips&Tricks:Informcustomersabouthelpfulresources•(productusepages,etc.).

OFTTemplates:UseOFTstosendpersonalizedfollow-up•communication to customers.Copy Blocks: Leverage copy blocks as appropriate, based •on discussion with the customer.Local Offers: Include local offers as provided depending on •customerprofileanddiscussion.Helpful Links: Provide links to helpful resources targeted to •respective customer.

CIAM—CorporateInsideAccountManaged(CommercialandPublicSector)TouchPoints:NextGen.Figure 25.

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ITM

MMRPGuidanceforITMs ÆITMsdeliverphone-basedcommunicationsforallMMRPtouchpointsthataresupportedbymarketingcommunications.ThesetouchesareloadedasactivitiesinSiebel/PSMsothattheITMknowswhenacommunicationisscheduled.

Phase Welcome deploy use/Advise

renew

Touch Points W1 W2 D1 D2 A1 R1 R2 R3 R4

Days T+0

through

T+30

T+60

through

T+90

T+120

through

T+150

T+180

T+330

through

T+360

T-270 through

T-180

T-120

through

T-90

T-90

through

T-60

T-30

through

T-0

SingleMainIdeaWelcome

and Activate

Focus on Activation

Deploy IOGrowth

EvaluationRenewal Planning

Reasons to Renew

Renewal Reminder DeployBenefits

Expiration

Com

mun

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ion

Type

Transactional ✓

Transactional with promo snap-ins

✓ ✓ ✓ ✓

Promotional for opt-in customers only

✓ ✓ ✓ ✓ ✓

Tele✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Web site CTAs

(CBC,Other)Activate, Deploy

Activate, Deploy

Activate, Deploy

White Paper,

Assessment

Activate, Use

Renew Renew Renew Renew

ITM—InsideTerritoryManagersTouchPointsFigure 26.

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Campaign overviews Customer Campaigns are evolving to focus on the theme of saving money for our customers and now aligned with EPG. To drive increased efficiencyofourInsideSalesteams,weareusingIOInsightandIOMonetizationinsteadofNLPtoimprovethequalityofMQPs.TheseeffortswillcontinuetobuildonthefoundationofCoreIO,BPIO,APO,andSalesBDM.

FY09 FY10

SalesModel OneCorporateAccountsMarketingApproach.• TwoMarketingApproaches:CIAMAccount–BasedandCPM•Opportunity-DrivenMarketing.

Customer Campaigns DataAnalytics(NLP)wasutilizedtoidentifycustomertargets.• IO Insight is used to identify target customers. •IOMonetizationdrivesthecustomerconversationand•effectiveness of IO Campaign execution.

AdoptedCoreIO,BPIO,APO,andBDMCampaigns.•BDMCampaignsownedbyIWBG.•FocusedongeneratingIOprofiles.•

Core IO and BPIO focus is unchanged.•APOwasreplacedbyAPOV2.•Theme:“SaveCustomersMoneyEmbedded”isthroughout.•FocusonGeneratingRevenueisbasedonProfileInsight.•Campaigns are aligned to EPG.•BDMCampaignisownedbyMBS.•ThereisatightalignmentwithPS;thereare6industry-•specificcampaignsfromPS.

SalesandMarketingProcess

ConnectedSalesandMarketingapproachforleadhand-off.• Lead Hand-off Process to Inside Sales is unchanged. •

SuccessMetrics First-YearMarketingImpacttoPipelinewasmeasured.• UpdatedMarketingImpacttoPipelineMetrics.•

review What’s new in FY10: SavingCustomersMoneyisintegratedintotheCustomerCampaignContent.•TheSMS&PCorporateAccountcampaignsarealignedwithEPG.•IOProfilesareutilizedtodrivebettercustomertargetingandmorerelevantcustomerconversations.•PriorityisonBusinessIntelligenceandDataManagementcomponentsoftheAPOmodel.•Six new Public Sector campaigns are aligned targeting Education, Government, and Health.•

ENVIRONMENTAL SUSTAINABILITY—Coming Soon

SAVE CUSTOMERS MONEY

CORE IO

SALES BDM

APPLICATIONPLATFORM

BPIO

FINANCE &OPERATIONS BDM

FY10 Customer CampaignsFigure 27.

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Campaigns At-a-Glance ÆSaveMoney—• coming soon BDMCampaigns:•

SalesBDM( — http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Sales_home.aspx)FinanceandOperationsBDM( — http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Finance_home.aspx)

TDMCampaigns—• coming soon: ApplicationPlatformOptimization( — http://infoweb2007/initiatives/campaigns/Application-Platform/Pages/default.aspx)BusinessProductivityInfrastructureOptimization( — http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/bpio.aspx)CoreInfrastructureOptimization( — http://infoweb2007/initiatives/campaigns/Core-Infrastructure/Pages/default.aspx)

Public Sector Campaign:•EfficientandSustainableGovernmentCampaign —

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http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Sales_home.aspx

http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Finance_home.aspx

http://infoweb2007/initiatives/campaigns/Application-Platform/Pages/default.aspx


http://infoweb2007/initiatives/campaigns/Core-Infrastructure/Pages/default.aspx


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bDM Campaigns

Finance Customer Campaign Overview Æ

What is the Finance campaign?Microsoft’sabilitytoeffectivelyengageBusinessDecisionMakers(BDMs)inthefinanceareawillhelpdetermineitssuccessinsellingbusinesssolutionstodrivebusinessproductivity.Thecurrenteconomiccrisiselevatestheneedforeffectiveandefficientmanagementofbusinessprocessesand investments. Across the board, cuts in spending might achieve a company’s short-term needs, but it will also serve to constrain long-term success. CFOs that make strategic investments in solutions that can reduce costs, improve productivity, and offer greater insight into business operations will both aid companies in surviving current economic disruptions and position them to lead their markets when the economy recovers. TheFinanceCampaignpromotessolutionstobenefitcustomersinthefollowingareas:

Improve Financial operations drive corporate Performance Streamline Grc

Drivebusinessprocessproductivityandamplifyfinanceandaccountingperformance.

Monitorandanalyzedataforrelevantinsightandenhance visibility into performance across the enterprise.

Reduce the complexity of governance, risk, and compliance(GRC).

Who will I call?

title Pains

CFO or C-level executives reporting to the CEO.

Inability to respond to stakeholders in a timely manner.•Lackoftimespentdevelopingstrategicinitiatives—toomuchtimespentreviewingfinancialdata.•

Controller or senior executive in charge of the accounting function.

Lackofinsightintofinancialperformanceacrossdisparatesystems.•Inabilitytoaccessa“singleversionofthetruth.”•Too much time spent correcting manual errors.•Inabilitytoidentifyproblemareasquicklyinordertofindresolution.•

Senior executive responsible for governance, risk management, and compliance.

Inability to foresee potential risk factors.•Difficultykeepingupwithchangingreportingrequirements.•Difficultyimplementingcontrolsacrossdisparatesystems.•

Senior executive responsible for corporate planning and budgeting.

Time-consuming meetings are not an effective use of everyone’s time.•Lackofsecuritymakessharingconfidentialfinancialdatarisky.•Difficultyviewinga“singleversionofthetruth”acrossdisparatesystemsandapplications.•

Treasurer or senior executive responsible for the treasury function.

Lackofreal-timefinancialinsightacrosstheorganization.•Difficultyanalyzingcurrentcashposition.•Inability to access exchange rates in real time.•

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What products do I sell?OfficePerformancePointServer2007•MicrosoftDynamics•OfficeSharePointServer2007•MicrosoftOfficeExcel•Duet(OBA)•SQLServer2008•MicrosoftExchangeServer2007•BizTalk Server •

At-a-Glance

target Audience BusinessDecisionMakers(BDMs)intheOfficeof:

target roles CFO or C-level executives reporting to the CEO.•Controller or senior executive in charge of the accounting function.•Senior executive responsible for governance, risk management, and compliance.•Senior executive responsible for corporate planning and budgeting.•Treasurer or senior executive responsible for the treasury function.•Heads of Accounting, Audit, and Compliance.•

Key Message Microsoftsolutionscanhelpyourbusinesstobothcutcostsanddriverevenueinchallengingmarketconditions.

Local offer Write your local offer on a note and attach it here.

Highly relevant Finance campaign Messaging talking Points

Improve Financial operations drive corporate Performance Streamline Grc

Now more than ever, business decision makers •need accurate and consistent data when making financialdecisionsandcreatingfinancialreports.Get more value out of technology investments.•An investment made in your company offers the •best opportunity for long-term returns when the economy recovers.

CFOs need to empower people throughout •the enterprise with insight to make better short- and long-term business decisions. This will foster the innovation needed to propel a company during economic recovery.

The current crisis may lead to increased •government regulations and stakeholder calls for transparency. Now is the time to simplify the compliance process and consolidate into a single GRC platform.

Key Economic climate themes:Investing in your company offers better ROI than traditional investment options.•Thisisabuyer’smarketforskills,systems,andsolutions;companiesshouldmaximizetheiradvantageasawaytoreducecost.•Financial decision makers need immediate visibility into key business drivers to remain agile in a rapidly changing market.•Downsizingmeansthatresourcesarebeingaskedtodomorewithless.•Companies need to quickly identify and communicate potential risks.•Companies need to provide for greater transparency to customers, boards, and government.•

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Scenario

PAin/PotEntiAl

Understandthecustomer’schallenges/opportunities.Whatistheimpact?(METRIC)

imPACt

Understandtheimpactofthecustomer’s pain/potential and how it will affect any future

performance of the business.

Vision

Understandthecustomer’sobjectiveandplan. Help the customer to build a vision.

General Accounting

How effectively are you currently preparing accounting records, analyzing them, and interpreting financial statements?

What is the impact of correcting inaccurate data based on human or system error?

What would be the impact if you could improve access, accuracy, timeliness, visibility, consistency, and comprehensive-ness of data?

cash Management

How successfully are you currently managing incoming and outgoing cash; investing, transferring, or borrowing funds; and reconciling the cash activities with bank reports?

What would be the impact of having a single tool or system to ensure the integrity of financial data received?

What if you could gain real-time insight into financial status, liquidity, and cash flow whenever it is needed?

Budgeting and Forecasting

How quickly can you retrieve information from disparate systems, consolidate the information, and present it in various views for multiple stakeholders?

What if you had a quick and efficient forecasting tool?

How would your organization benefit from the ability to streamline and align budgeting and planning with performance management functions?

reporting and Analysis

How are you improving your financial reports, projections, what-if scenarios, trend analysis, and tracking of all the company’s diverse activities?

How much time does your team lose while waiting on systems to access information?

What would be the impact of getting a unified view across multiple data sources to drive consistent, accurate financial reporting?

Supply chain How efficient are your supply chain processes? How do you know?

How much money could you save by streamlining your supply chain operations?

What if you had insight into the entire supply chain with accurate reports so you could make business-critical adjustments in a timely fashion?

Audit How current and accurate are your documented policies and procedures, history logs, testing, and remediation of compliance controls?

What if you could complete financial audits successfully and have the auditor sign off on financial statements?

What is the impact of depending on an unreliable computer system?

What if you could simplify the compliance process with embedded controls in docu-ments, spreadsheets, and e-mails?

build relationship | Generate interest | Create a good opening statement OPEN

Understand the customer’s current situation and needs Probe

I’ve been working with other companies in your industry, and I have an idea that could help you …

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What are your greatest challenges today around improving operations and reducing costs? Understandthecustomer’scurrent situation.

PREsEnt Position


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How will you get there? What solutions are you planning on evaluating? When are you planning on deploying?

Listenforthefollowingcompetitorsandturntopage80tolearnhowMicrosoftcompetes:•IBM —SAP —Oracle —

Do you have the staff or a partner who can help you get there?•Have you already allocated budget?•


I think we can help you with our solutions for Finance professionals.

Benefits:Improve Financial operations• —Drivebusinessprocessproductivityandamplifyfinancialperformance.drive corporate Performance• —Analyze data for insight and plan for business growth.Streamline compliance• —Reducethecomplexityofgovernance,riskmanagement,andcompliance(GRC).optimize Finance and Supply chain operations• —Streamlinefinancialandmanufacturingprocesses.

customer Evidence:Wenatexhadincompatiblefinancial,sales,andtelemarketingsystems.AnintegratedperformancemanagementsolutionfromMicrosofthelpsprovide•accesstoconsolidatedfinancial,sales,andtelemarketingdataforcompany-widebusinessinsight.Allgood employees execute post-sales business processes tasks hampered by three disparate business systems and manual workarounds. When •AllgooddeployedaMicrosoftbusinessmanagementsolution,itgainedapowerfultooltorefinebusinessprocesses,promoteproactivedecisionmaking, and improve productivity.SpyOpticreplacedanoutdatedenterpriseresourceplanningsystemwithMicrosoftDynamicsbusinesssoftware.SpyOpticmanagershavebeenable•to automate paper-bound processes, reallocate employees to higher-value activities, and steer the company with hard data instead of guesswork. Managementhasbetterinsightintothefinancialhealthofthecompany,andworkersaremoreproductive.

Explain the benefits that the solution provides linking back to the business pains Refer to local customer case studies to reinforce the links Prove value

Get the customer’s commitment to proceed Qualify

Let me recap what we have discussed• …(Confirmpain,vision,budget,timeline,anddecisionmaker.)Do you have any questions?• (RefertotheFinanceCustomerCampaignSalesGuidetofindresponsestothefollowingcommonobjections.)

Mycurrentsystemmayservemyneedsforanothertwotothreeyears.Wealreadyhaveasysteminplace. —Microsoftdoesnotspecializeinbusinesssolutions,sohowcanIbesurethatyoucanunderstandandaddressmybusinessneeds? —YourBIsolutionincludesMicrosoftExcel.HowdoIensureoneversionandlimittheamountofinformationindividualscanaccess? —SinceMicrosoftdoesnotspecializeinfinancialsolutions,howcanIbesurethatyouunderstandandaddressmyplanning,budgeting,and —forecasting issues?

next steps:I’d like to send you some information.•Do you have a partner who you work with?•I will set up a call with you and the partner. What time would be good next week?•Thanks very much for your time. Please feel free to call me at any time if I can help you with anything.•

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PRoCEss/ PEoPlE/PRiCE


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Sales Customer Campaign Overview Æ

What is the Sales campaign?ThemarketopportunityinSalesSolutionsisgrowingsteadilyandprovidesanimportantopportunityforMicrosofttodrivegrowthinthecategoriesofCRM(MicrosoftDynamicsCRM),BI(PerformancePointandSQLServer),Mobility(WindowsMobile),UnifiedCommunicationsandCollaboration(SharePointandOffice)software.Companiesneedtodevelopaunique,recession-proofsalesstrategytosustainsalesmomentum,reducecustomer-based erosion, and identify and capitalize on new opportunities. Three fundamental elements serve as the building blocks to building this strategy: Focusing on the right opportunities, closing deals faster, and reducing selling costs. The result of following these strategies are: quicker time to value, more effective selling, lower cost-per-sale, and measurable impact on the bottom line. The Sales Campaign promotes solutions to benefitcustomersinthefollowingareas:

Know Your customers optimize Selling Solutions Sell Better together Better decision Making

360-degreeviewofcustomer•information and interactions.

Optimizeefficienciesforincreased•selling time.

Break down information silos to •accelerate sales cycles.

Drivedesiredresultswithbetter•forecasting data.

Save Money PrioritiesSalesBDMCustomerCampaign:

Conversation:•Know your customers —Optimize selling cycles —Sell better together —Focus on the right opportunities —

Capability/Topic Area:•Real-time customer insight —Domorewithless —Connected collaborative sales force —Actionable business insight —

Who will I call?

title Pains

Senior Sales Executives (e.g., SVP/VP, Sales)

Lack of business predictability due to poor visibility.•Unsuccessfulcustomeracquisitionstrategies.•Difficultymaintainingahigh-performingsalesforce.•Unabletoshiftresourcesthatimpactgrowth.•Inability to identify and capitalize on market changes and trends.•Poor customer satisfaction.•Implementing strategies across marketing, sales, and service units.•

Senior Sales Managers (e.g., VP/GM/Director Division/Regional Sales; Inside Sales; Channel Sales)

Lack of visibility into tracking team and individual sales performance.•Difficultyenablingsalesteamstohaveaccesstocustomerdatabothinsideandoutsidetheoffice.•Inability to segment high-value customers and proactively pinpoint and tailor up-sell and cross-sell opportunities.•Poor lead conversion rates.•Need to improve forecasting and pipeline accuracy and timeliness.•Need to reduce long sales cycles.•Inability for teams to collaborate on complex deals.•Need to build and execute effective account management and sales Territory Plans.•

Business operations Managers (e.g., VP/GM/Director of Sales Operations or equivalent)

Poor adoption of sales tools by sales teams.•Increasing training costs.•Too much reliance on IT services. •Low-quality customer information. •Too many manual processes.•Time required to create executive dashboards and customized reporting.•Difficultyprovidingsupportforcentralizedanddistributedsalesteams.•Unabletoidentifyandimplementbestpracticesforprocessconsistencyandrepeatability.•

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What products do I sell?MicrosoftDynamics• ®CRM4.0Microsoft• ®OfficeSharePoint® Server 2007 Microsoft• ®OfficeEnterprise2007

Microsoft — ®OfficeGroove® 2007 Microsoft — ®OfficeOneNote® 2007 Microsoft — ®OfficeOutlook® 2007

Microsoft• ®OfficePerformancePoint® Server 2007 WindowsMobile• ® 6.1Microsoft• ®OfficeCommunicationsServer2007Microsoft• ® Exchange Server 2007 Microsoft• ®OfficeLiveMeeting

At-a-Glance

target Audience BDMswhowanttounderstandtheimpactsandopportunitiesthatthecurrenteconomiccrisispresents.

target roles Senior Sales Executives•SeniorSalesManagers•BusinessOperationsManagers•

Key Message Microsoftenablesbusinessestooptimizesalesprocessesbydeliveringthetoolsandtechnologiesforimprovedinformationaccess,customer experience, and collaboration.

Local offer Write your local offer on a note and attach it here.

Key Economic climate themes:Focus on the right opportunities: Identify, qualify, and pursue high-value customers.•Close more deals: Sell more effectively by increasing sales team productivity.•Reduce selling costs: Lower the cost of sales by streamlining selling cycles.•

overall Microsoft Solutions talking Points:Integrated platform for rapid deployment and quicker time-to-impact.•Familiar interfaces promote ease-of-use and adoption.•User-defined,role-basedexperience.•Powerofchoiceforflexibilityandcontrol:hostedandon-premisesolutions.•Integration with mobile devices.•0%hardware,software,andservicesfinancing.•

Highly relevant Sales campaign Messaging talking Points

Reduce time required to get a single view of a customer. •Increase user adoption of customer relationship tools through a familiar •MicrosoftOfficeuserinterface.Spend more quality time with the right prospects. •Sell to customers more likely to buy.•Maximizetheimpactofeverycustomerconversation.•Maximizeeffortstodrivecustomersatisfactionandretentionthrough•standardized customer relationship rules and processes. Strategically segment customers to focus your best salespeople and •identify new opportunities. Real-time communications across distributed teams. •

Workspaces for sharing ideas and content in a security-enhanced •environment.Create archives of content and best practices. •Automatingteamordepartmentworkflowsforanytime,anywhereaccess•to people, data, and information. Reduceoperatingcostsimmediately(travel,communication,training).•Decreasecoststhroughincreasedoperationalandadministrative•efficiencies.Determineyourcostperleadandthebeststrategytoobtainthemost•qualifiedleadsforyourorganizationtodecreaseopportunitycosts.

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Scenario

PAin/PotEntiAl

Understandthecustomer’schallenges/opportunities.Whatistheimpact?(METRIC)

imPACt

Understandtheimpactofthecustomer’s pain/potential and how it will affect any future

performance of the business.

Vision

Understandthecustomer’sobjectiveandplan. Help the customer to build a vision.

Know Your customers

How effectively are you able to properly identify potential customers?

What is the impact of storing customer data in siloed systems?

What if you could gain full visibility into customer information and make sure you are able to up-sell and cross-sell?

optimize Selling cycles

How quickly are your sales reps able to close a sale?

How do you maintain customer satisfac-tion and retention during extensive sales cycles?

What if you could expedite and optimize the sales process by automating manual processes and improving efficiencies?

Sell Better together

How do your sales teams work together across disparate time zones and/or geographical locations?

How do your disparate sales team members access and view the same customer information?

What if your sales teams could access the information owned by other departments (marketing, customer service, and so on) to enhance conversations with customers?

Enable Better decision Making

How confident are you in your decision-making ability, based on the data you are able to access in any one location at a given time?

How quickly can sales teams locate competitive information while on a call?

What if you had the contextual insight into all of your organization’s key performance indicators, pipeline reports, and sales metrics to make informed decisions during and after a campaign?

How will you get there? What solutions are you planning on evaluating? When are you planning on deploying?

Listenforthefollowingcompetitorsandturntopages80–81tolearnhowMicrosoftcompeteswith:•Salesforce.com —Sage —

Do you have the staff or a partner who can help you get there?•Have you already allocated budget?•

How much time are your reps spending on your most valuable customers?•What percentage of your pipeline is actually going to close?•Do your reps use the CRM system that you currently have?•

build relationship | Generate interest | Create a good opening statement OPEN


I’ve been working with other companies in your industry, and I have an idea that could help you …




PRoCEss/ PEoPlE/PRiCE

Understandthecustomer’scurrent situation.

PREsEnt Position


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I think we can help you with our solutions for Sales professionals, which integrate smoothly with Microsoft Outlook, to help you minimize training time and costs, while improving employee usage—in the office or on the road.

Benefits:Know Your customer• —Uncovertherightopportunitiesthroughacomprehensiveandcontextual360-degreeviewofthecustomerandopportunities.optimize Sales Processes• —Increase close rates by optimizing sales processes and providing a favorable customer experience through tailored interactions. Work Better together• —Accelerate sales cycles through timely collaboration and communication with distributed colleagues, reduce preparation time with access to high-impact content.Increase Business Foresight• —Improve sales performance and decision making through powerful sales insight that enables you to change the present, which improves future outcomes.

customer Evidence:KelleyBlueBookimplementedasolutionbasedonMicrosoft• ®BusinessIntelligencetechnologies.Ithasimprovedsalesstaffefficiencyandcreatedacompelling new Web analytics product that can provide its business customers with more targeted data for their marketing efforts.WimberlyAllisonTong&Goo(WATG)upgradeditscollaborationsolutiontoMicrosoftOfficeSharePointServer2007andadoptedMicrosoftOffice•Groove 2007 to promote true global collaboration.

Explain the benefits that the solution provides linking back to the business pains Refer to local customer case studies to reinforce the links Prove value

Get the customer’s commitment to proceed Qualify

Let me recap what we have discussed• …(Confirmpain,vision,budget,timeline,anddecisionmaker.)Doyouhaveanyquestions?(RefertotheSalesCustomerCampaignSalesGuidetofindresponsestothefollowingcommonobjections.)•

Customerrelationshipmanagementsystemsareusuallyexpensiveanddonotoffertheflexibilitythatteamsneedtoquicklyaccessandshare —information,bothremotelyandinsidetheoffice.HowisaMicrosoftproduct-basedCRMsolutiondifferent?MicrosoftdoesnothaveastrongCRMpartnercommunity. —MicrosoftDynamicsCRMcannothandleadiverseITinfrastructure,andithasextensivedependenciesonotherMicrosoftproducts. —

next steps:I’d like to send you some information.•Do you have a partner who you work with?•I will set up a call with you and the partner. What time would be good next week?•Thanks very much for your time. Please feel free to call me at any time if I can help you with anything•


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Efficient and Sustainable Government Campaign—Public Service and Administration

Campaign Opportunity ÆTheEfficientandSustainableGovernmentCampaignprovidesacomprehensive,modularframeworktoengagegovernmentcustomersinbroadconversationstogainadeepunderstandingofthecustomerpointsofview.Thiscampaigncanserveasaprimary“feeder”vehicletocreateCitizenServicesPlatform(CSP)opportunitieswitheGovernmentsolutionpayloads.Withamorecompleteandempatheticunderstandingofgovernmentchallengesandobjectives,Microsoftisbetterpositionedtogenerateinterestalongsidevaluablepartnersolutionsintheuseoftechnologytosupportgovernmentinnovation,specificallyintheareasofcostsavings,governmentmodernization,andenvironmentalsustainability.

MicrosoftValueProposition ÆMicrosoftsoftware,solutions,services,andpartnerssupportgovernmentinnovationbyhelpingtoincreasegovernmentworkerproductivity,improved citizen interaction, and modernizing government IT.

HowdoesMicrosoftinnovationhelpenableanefficientandsustainablegovernment? ÆMicrosoftisaworldleaderinofferingoneofthebestpossibleuserexperiences,ITchoices,andcitizenservicesplatformsforgovernmentsandtheir citizens that help:

Modernize Government It• —Realizedramaticcost-efficienciesinequipment,personnel,space,andpowerconsumption.Increase Government Worker Productivity• —Improveefficiencyandoutputthroughbettercollaboration,workflow,andteleworkinnovation.Improve citizen Interaction• —Strengthen the relationship and interaction between citizens and their government.

More Information:FY10EfficientandSustainableGovernmentSalesDiscussionGuide(• http://arsenalcontent/redirectURL.aspx?ContentID=172171&Url=SalesAid/FY10PSEfficientandSustainableGovernmentCampa07072009172452/FY10_ES_FieldSalesDiscussionGuide_Final_070709.pdf&portal=officesystem)EfficientandSustainableGovernmentCampaignSite(• http://infoweb2007/industries/wwpublicsector/government/campaigns/Pages/EfficientSustainableGovernment.aspx)

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http://arsenalcontent/redirectURL.aspx?ContentID=172171&Url=Sales Aid/FY10 PS Efficient and Sustainable Government Campa07072009172452/FY10_ES_FieldSalesDiscussionGuide_Final_070709.pdf&portal=officesystem



http://infoweb2007/industries/wwpublicsector/government/campaigns/Pages/EfficientSustainableGovernment.aspx

http://infoweb2007/industries/wwpublicsector/government/campaigns/Pages/EfficientSustainableGovernment.aspx


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Target Audience and Key Concerns ÆtdMs and It Pros—CIOs,CTOs,orITDirectors,Developers,networkadministrators,andsystemengineerswhoneedto:

Prioritize and maximize the impact of technology investments while reducing budgets.•Optimize IT capabilities to support political and business objectives, policy compliance, and reporting.•IdentifyefficienttoolsandprocessestosupportgovernmentadministrationandITprocessautomation.•Increase citizen satisfaction through more effective communication and help build stronger relationships between citizens and government •officials.

PdMs—Electedorappointedofficials,CFOs,ChiefsofStaff,COOs,Ministers,deputyministersandstaff,politicalstaffers,staffingaides,andcouncilmembers who need to:

Maximizeoperationalefficiencyandserviceswithfewerworkersandfinancialresources.•Increasecitizen(voter)satisfactionbyimprovinghowthegovernmentservesandinterfaceswithcitizens.•Improveaccesstoinformationtobettermanagepolicydecisionmaking,andprovidetimelyreportingonthestatusand/orimpactoffiscal•policy.Help improve citizen access to information for increased transparency and accountability.•Support environmental responsibility in services and policy making.•

civil Servants—Career or other government workers, departmental information workers, and other government employees, who need to:

Help implement government policy and regulations more cost-effectively.•Find information faster to increase personal and organizational productivity.•Shareinformationandhelpimprovecollaborationtoworkmoreefficientlyandprovidebetterservice.•Manageandreportonbudgets,projects,andpolicies.•

Campaign Structure ÆThe campaign is structured around three campaign themes and supporting modules to generate interest and uncover potential opportunities.

ModulesMessaging aligned to customer scenarios and benefits within a campaign theme

Campaign Themes

Social Media

Reporting and Compliance

Asset Consolidationand Management

Optimized Desktopand Deployment

InfrastructureOptimization

Collaboration, Workflow,

and Telework

ImproveCitizen Interaction

Modernize Government IT

Increase Government Worker Productivity

EfficientandSustainableGovernmentCampaignFigure 28.

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CampaignThemesandModulesAt-a-Glance ÆModernize Government IT—Realize dramatic cost efficiencies in equipment, personnel, space, and power consumption.

Asset consolidation and Management—Consolidate and manage IT assets and reduce energy costs from the desktop to the data center. Microsoftvirtualizationand management solutions help IT departments maximize ROI and cost savings throughout the government enterprise by centralizing control and identifying opportunities for power management, virtualization, and energy reduction, while powerfully improving essential IT infrastructure continuity.

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Products

Windows7andWindowsVista•Windows Server 2008 Enterprise Edition•Hyper-V• ™, ECAL

relevant Solution Area

Data Center Efficiency• solutionshelpgovernments“domorewithless,”whileaddressingcarbonfootprintandpowerconsumptionchallenges, as well as systems management costs and IT security issues.

customer Pain Points

Increasing expenditures on server hardware and utility costs.•Prioritizing and maximizing the impact of technology investments with •diminishing budgets.Providing better security and data protection compliant with gover-•nanceandsecurityassuranceclassificationrules.Developingmoreproactivemethodstomeasure,manage,andreduce•energy consumption.Providingcentralizedandsimplifiedsecuritymanagement.•

Interest-generating Questions for an ItdM

Have you had to cut back on your IT budget this year and have you •used any virtualization solutions to counterbalance those effects?What methods do you have in place to reduce the heat footprint and •carbon emissions of your IT infrastructure?DoyouhavevisibilityintohowmuchenergyyourIToperationsrequire?•Monthly/Yearlyenergyexpenses?How do you recycle and dispose of IT assets?•

offers

White Papers:

IDCGovernmentInsights:Microsoft’sBusinessValueFramework(• http://arsenalstorecls/Public/Content/WhitePapers/WWPSCSPBusinessValueFramework30062009165240/BusinessValueFramework_CSP.pdf)—HelpsLocalGovernmentsMeasureIT’sContributionHowCustomersareCuttingCostsandBuildingValuewithMicrosoftVirtualization(• http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE-187C9B026862/MicrosoftVirtCostSavingsWhitePaper_V1.2.docx)MicrosoftVirtualizationfromDataCentertoDesktop(• http://download.microsoft.com/download/2/1/1/211B4F08-F89B-4AC9-BDB1-9DEF55788F32/MSVirtfromDCtoDesk.pdf)PowerIn,DollarsOut:HowtoStemtheFlowintheDataCenter(• http://www.microsoft.com/whdc/system/pnppwr/powerManagement/Svr_Pwr_ITAdmin.mspx)MicrosoftVirtualizationCostSavingsWhitePaper(• http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE-187C9B026862/MicrosoftVirtCostSavingsWhitePaper.doc)

customer Evidence:

ScotlandPerthandKinrossCouncil(UK)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000003241)—ScottishCouncilSaves£100,000inFirstYearbyVirtualizingServerEstateJacksonEnergyAuthority(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002520)—PublicUtilityBoostsApplicationAvailabilityandSimplifiesITwithVirtualization

Why Microsoft?

Help reduce costs and promote environmental sustainability:•Realizesignificantcostefficienciesinequipment,personnel,space,and –power consumption.Implement virtualization solutions to help your government agency or –department do more with limited resources.Reduce IT support and user support costs through improved centralized –management and virtualization.

Reducethecostoftelephony—IntegratedUnifiedMessaging(UM)systems•allow site and server consolidation, reducing the total number of servers required to provide voice mail and fax services.Help improve security and data protection:•

In accordance with government policies, centralize backups and eliminate –unreliable branch data protection methods.MicrosoftFrontClientSecurityhelpsguardagainstemergingthreats, –such as spyware and rootkits, as well as traditional threats, such as viruses, worms, and Trojan horses.

objection Handling

Starting a data center virtualization project is hard, and it requires •a lot of planning. How can you help make it easier?Microsoftbringsvaluable planning tools, Web tools, and services, such as: MicrosoftAssessmentandPlanningTool( – http://www.microsoft.com/map)IntegratedVirtualizationROICalculator( – http://www.microsoft.com/virtualization/roitool)MicrosoftDesktopOptimizationPack—Desktopvirtualizationandother –managementtools(http://www.microsoft.com/mdop)

VMware is an established market leader. Why should we go with •Hyper-V, which is an unproven, new product? Microsoftprovidesacomprehensive, end-to-end tool set for creating, provisioning, managing, and securing your virtual infrastructure. The multi-platform features of Hyper-VandSystemCenterarematchingVMwareinperformanceandscalability.Microsoft does not do end-to-end security well.• TheMicrosoftsecuritystrategy is actually very comprehensive across physical, virtual, and cloud infrastructures. It spans all layers, including Network, Host, Application, and Information, and it is identity-centric.

http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf


http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE- 187C9B026862/MicrosoftVirtCostSavingsWhitePaper_V1.2 .docx

http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE- 187C9B026862/MicrosoftVirtCostSavingsWhitePaper_V1.2 .docx

http://download.microsoft.com/download/2/1/1/211B4F08-F89B-4AC9-BDB1-9DEF55788F32/MSVirtfromDCtoDesk.pdf


http://www.microsoft.com/whdc/system/pnppwr/powermgmt/Svr_Pwr_ITAdmin.mspx

http://www.microsoft.com/whdc/system/pnppwr/powermgmt/Svr_Pwr_ITAdmin.mspx

http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE-187C9B026862/MicrosoftVirtCostSavingsWhitePaper.doc

http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE-187C9B026862/MicrosoftVirtCostSavingsWhitePaper.doc

http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000003241

http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002520

http://www.microsoft.com/map

http://www.microsoft.com/virtualization/roitool

http://www.microsoft.com/virtualization/roitool

http://www.microsoft.com/mdop


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Modernize Government IT—Realize dramatic cost efficiencies in equipment, personnel, space, and power consumption.

optimized desktop and deployment—Lower IT management and improve security; optimize the desktop; deploy what you own.MicrosoftDesktopOptimizationPack(MDOP)throughMicrosoftSoftwareAssuranceandWindows7,simplifydesktopdeploymentsandmigrationswithapplicationvirtualizationandstreaming, helping to reduce user downtime, decreasing IT management costs, and increasing IT agility. Reduce power at the desktop level by lowering energy usage with application virtualization, retiring or recycling unused equipment with asset inventory, and optimizing power usage with advanced group policy.

Products

OfficeClient•Windows7andWindowsVista•ECAL•

relevant Solution Areas

Data Center Efficiency• solutionshelpgovernments“domorewithless,”whileaddressingcarbonfootprintandpowerconsumptionchallenges, as well as systems management costs and IT security issues.Government Workplace Modernization• solutions help provide simple, fast, and cost-effective ways for Governments to improve workforce performance, increase the quality of service, and automate operations using tools you already own.


Providing resiliency against vulnerabilities and cyber attacks.•Reducingthecostofdeploymentswhileincreasingflexibilityandkeep-•ingdesktopsina“lock-down”configurationcompliantwithnationaloragency-specificsecuritylevels.Increasing need to support role-based or line-of-business computing.•Reducing IT energy consumption across data centers, desktops, and •devices.

Interest-generating Questions for an ItdMWhat methods do you have in place to simplify and automate PC •management?Are you centralizing backups to eliminate unreliable data protection •methodsfrombranchoffices?Are you able to deliver on-demand access to data and applications for •remote or mobile workers securely and without experiencing delays or downtime?What systems do you have in place to tell you whether or not you are •maximizingtheenergyefficiencyofyourdesktops?

offers

General Information:

MicrosoftDesktopOptimizationPackDesktopvirtualizationandothermanagementtools•

White Papers:

IDCGovernmentInsights:Microsoft’sBusinessValueFramework(• http://arsenalstorecls/Public/Content/WhitePapers/WWPSCSPBusinessValueFramework30062009165240/BusinessValueFramework_CSP.pdf)—HelpsLocalGovernmentsMeasureIT’sContributionMicrosoftVirtualizationfromDataCentertoDesktop(• http://download.microsoft.com/download/2/1/1/211B4F08-F89B-4AC9-BDB1-9DEF55788F32/MSVirtfromDCtoDesk.pdf)

customer Evidence:

CityofMiami(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002825)—CityofMiamiUpgradesPCstoImproveSecurity, Reliability, Productivity, and CostsCityofZurich(Switzerland)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001326)—TheCityofZurichSimplifiedITManagementwithaNewOperatingSystemFultonCounty(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001286)—Forward-ThinkingCountyGovernmentEnhancesITSecurityandManageability

Why Microsoft?

Help improve security and data protection: •Centralize backups, eliminating unreliable branch data protection methods. –UsinggovernmentITpolicies,gaingranularcontroloverinformationsent –to/frominter-andintra-governmentoffices.Manageautomatedsoftwareupdates,centralconfiguration,andpolicy –with remote monitoring and support.

BuildonWindowsVistasecurityfoundationwithWindows7:•UserAccountControl(UAC)refinementsgivefewerpromptsforusersand –moreflexibilityforIT.Enhanced auditing platform enables better monitoring to facilitate –governmental compliance.

VirtualizeandoptimizethedesktopformoreuserflexibilityandITcontrol•throughHyper-VmanagementtoolsandMicrosoftDesktopOptimizationPack(MDOP)features.Help cut power consumption by using built-in energy management tools with •centralized systems management tools.

objection Handling

It is hard to keep a Windows desktop secure. • MicrosoftoffersasetofDesktopOptimizationdeploymentandmanagementguidance,includingWindows desktop and server hardening guides and Security Solution Accelerators.Why would I need desktop virtualization? • Desktopvirtualizationisnot for every customer and not for every desktop. Yet we see an increasing number of desktops in a role-based environment—such as dispatch centers or citizen service zones. Controlling access to applications by roles, or the abilityto“takeyourdesktopwithyou”toanotherworkplace,providesnewscenarios for higher agility and better quality of citizen services. Office is a desktop application not an enterprise solution.• It is the familiaritywiththeOfficedesktopapplicationthatisoneofthemajorassetsofthesolution.Officeistheuserinterfaceforaccesstothecorebusinessprocesses and systems. Through this interface, staff is able to access data (regardlessoftheprocess,source,orformat)withouthavingtoaccessandexitfrommultiplesystems.Thisrepresentsasignificantproductivitygainforboth the individual and the organization.









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Modernize Government IT—Realize dramatic cost efficiencies in equipment, personnel, space, and power consumption.

Infrastructure optimization—Maximize government IT investments.MicrosoftInfrastructureOptimizationandITmaturityroadmapscanhelppinpointmaximumIT investment ROI, reduce risk and complexity, and boost productivity for government information workers. Infrastructure optimization will help reduce costs while gaining the ability to improve service levels and help increase security and reliability.

Products

Windows Server Enterprise•SQLServer•SharePoint Server•OfficeClient•Windows7andWindowsVista•CRM•ECAL•Windows Azure• ™


DataCenterEfficiency•GovernmentWorkplaceModernization•GovernmentPerformanceManagement•Gov 2.0•IdentityManagement•GovernmentCaseandRecordsManagement•HumanServicesCaseManagement•


Prioritizing and maximizing the impact of technology investments with •diminishing budgets. Identifyingefficienttoolsandprocessestosupportgovernment•administration and IT process automation. Increasingneedforgreaterefficiencyinoperationsduetoreduced•budgets.


How well do you feel you understand where you can maximize IT •investments in order to meet your administration’s policy objectives?Are you interested in leveraging tools, technologies, and best practices •thatarewidelyadoptedgovernmentfunctionstosaveyousignificantbusiness costs?

offers

White Papers:

IDCGovernmentInsights:Microsoft’sBusinessValueFramework(• http://arsenalstorecls/Public/Content/WhitePapers/WWPSCSPBusinessValueFramework30062009165240/BusinessValueFramework_CSP.pdf)—HelpsLocalGovernmentsMeasureIT’sContributionAGovernmentWorthHaving(• http://www.ctg.albany.edu/publications/reports/government_worth_having/government_worth_having.pdf)

customer Evidence:

StateofIndiana(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001697)—StateofIndianaSavesUS$14Million,BoostsIT Reliability, Offers New Services for ResidentsCityofEdinburghCouncil(UK)(• http://mscomapps/gcrpinternal/Case_Study_Detail.aspx?casestudyid=4000001098)—Internal Use Only—City Council Boosts ITManagementandSupport,Saves£6.4MillionoverFiveYears

Why Microsoft?

GainaroadmapacrossyourITinfrastructure—forbothMicrosoftand•non-Microsofttechnologyinvestments—tounderstandwhereyoucanmaximize your investment and prioritize modernizing your government IT infrastructure:UnderstandthevaryingmaturitystatesofyourvariousITcapabilitiesto –optimize your IT budgets and meet your administration’s policy objectives.UsetheBusinessValueFrameworktomeasurethealignmentofproposed –business objectives against their core strategic counterparts at enterprise, market, and industry levels and gauge momentum over time.

Leverage tools, technologies, and best practices that are widely adopted •across public administration/public safety government functions to save significantcostsperdesktop.Improve business processes to allow for higher reliability, availability, and •security-enhanced access to information:

Help cut power consumption using built-in energy management tools with –centralized systems management tools.

objection Handling

open Source offers Governments better value for their money.• The true cost of an IT system is measured over its full lifetime: the Total Cost of Ownership.MicrosoftsoftwareofferssomeofthemostcompetitiveTCOsinthe industry.My It section is already strapped for resources.• The Government WorkplaceModernizationsolutionofferstechnologypersonnelandITinfrastructureadministratorssignificantsimplificationsintheintroduction,support, and updating of applications. This reduces the demand on resources and ultimately leads to lower costs. new systems are costly and time-consuming to deploy.• The GovernmentWorkplaceModernizationsolutionisfastandeasytodeploy—itcan be up and running in a matter of weeks. It does not require changes to back-endsystems;Office2007applicationsareusedastheUserInterface,which minimizes the cost of implementation.







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Increase Government Worker Productivity—Improve efficiency and output through better collaboration, workflow, and telework innovation.

Collaboration, Workflow, and Telework—Increase government worker productivity through better collaboration, workflow, and telework innovation.MicrosoftInformationWorker(IW)andMobilitysolutionshelpgovernmentknowledgeworkersstayconnectedsotheycaneasilyfind,share,protect,andanalyzetherightinformation faster.

Products

Windows Server Enterprise•SharePoint Server•OfficeEnterprise•Windows7andWindowsVista•MicrosoftExchangeServer•


Government Workplace Modernization• solutions help provide simple, fast, and cost-effective ways for Governments to improve workforce performance, increase the quality of service, and automate operations using tools you already own.Government Performance Management• solutions help improve performance through affordable Business Intelligence software made available for a broader audience supporting productivity, accountability, and transparency.


Improvingproductivity(bothcostsandquality)despitethedeclinein•numbers of employees and increase in task functions.Deliveringrapidadministrativechangeinresponsetochanginggovern-•ment policy or citizen requirements.Improving the quality and speed of service to citizens.•Supporting the alignment of strategic initiatives and employee goals •acrosstheagency(centraltolocalagencies).


How agile are you to make rapid changes to business processes and •disparate systems? Roughly,howmanyofyourworkflowprocessesareautomated(to•accelerateproductivityandeliminateredundancy)?Areyouinterestedinimprovingtheefficiencyofcommunicationwith•project teams?

offers

White Papers:


customer Evidence:

CityofBiel-Bienne(Switzerland)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000003922)—SwissCityExpectstoSaveupto$1.8MillionAnnuallywithUnifiedCommunicationsCityofCamden(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000000941)—CityEmbracesInformationManagementSolutiontoImproveOperationalEfficienciesUnitedArabEmiratesMinistryofEconomy(UAE)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001363)—UAEMinistryExceedsFederalMandateandHalvesManualProcessesThroughE-Services

Why Microsoft?

Provide civil servants with the tools they need to do their jobs more produc-•tively, leveraging their existing IT skills.Enhancepersonalandteamproductivitybyhelpingcivilservants(govern-•mentinformationworkers)tobeconnectedforintra-governmentalworkacross teams and across organizations.Help empower civil servants to self-maintain their own Web, video, and audio •conferencing systems and manage their own voice mail through the power of software.AutomateWorkflowsandcreatechecksandbalances.•Prevent information from getting into the wrong hands through Information •RightsManagementfile-levelprotectiontechnology.Reduce physical and carbon-intensive processes through streamlined •workflowandcommunications.

objection Handling

Office is a desktop application not an enterprise solution.• It is the familiaritywiththeOfficedesktopapplicationthatisoneofthemajorassetsofthesolution.Officeistheuserinterfaceforaccesstothecorebusinessprocesses and systems. Through this interface, staff is able to access data (regardlessoftheprocess,source,orformat)withouthavingtoaccessandexitfrommultiplesystems.Thisrepresentsasignificantproductivitygainforboth the individual and the organization.My business processes span various systems.• The user is guided through various systems without having to change the user interface. A governmentworkplacemodernizationsolutionprovidesfortheflexibilityandtransparent recovery, processing, and archiving of data and information.How can I gain visibility, data access, and reporting across legacy •systems?MicrosoftGovernmentPerformanceManagementsolutionshelpintegrate disparate systems and data warehouses to provide one view of information that helps to lower the total cost of ownership and provide higher levels of analytic capabilities.








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Improve citizen Interaction—Strengthen the relationships and interaction between citizens and their government.

Social Media—Strengthen the relationship and interaction between citizens and their government. Open and Transparent Government-Citizen interactions between governmentworkersandcitizenstopromoteamoreefficient,agile,andaccountablegovernmentadministration.

Products

Windows Server Enterprise•SQLServer•SharePoint Server•CRM•Windows Azure•


Gov 2.0• is the application of Web 2.0—or social networking technologies—to the practice of government to empower citizens and tomakegovernmentmoreefficient,transparent,andaccountable.Government Performance Management• solutions help improve performance through affordable Business Intelligence software made available for a broader audience supporting productivity, accountability, and transparency.


Increasing citizen satisfaction through more effective communication •and helping build stronger relationships between citizens and govern-mentofficials.Increasing demand from constituents to minimize complexity and •deliver services to citizens and businesses in new ways.


How well could you support real-time government and citizen interac-•tion through social media?How much have you explored the possibilities of online citizen •services—on Web sites, in libraries, on mobile devices, or even kiosks in public places—that can put more of the government at the people’s fingertips?

offers

General Information:

MicrosoftOfficeSharePointServer(MOSS)(• http://office.microsoft.com/en-gb/sharepointserver/default.aspx)CloudComputing:AzureServicesPlatform(• http://www.microsoft.com/azure)Kobe:Web2.0Services(• http://msdn.microsoft.com/en-us/architecture/bb194897.aspx)Gov2.0ReadyWebsite(• http://www.microsoft.com/industry/government/guides/Gov20.aspx)

White Papers:


customer Evidence:

ProvinceofGenoa(Italy)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001248)—ItalianProvinceIncreasesCitizenEngagement in Politics with New Web Portal CzechRepublicMinistryofInformatics(CzechRepublic)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=201262)—CzechPortalHandles10MillionOnlineFormsandFreesOfficialsfromPaperSystemsPennsylvaniaOfficeoftheAttorneyGeneral(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001142)—StateAttorneyGeneral’sOfficeUsesNewTechnologytoImproveConstituentService

Why Microsoft?

Support open and transparent government-to-citizen interactions that help •promoteamoreefficient,agile,andaccountablegovernmentadministration.Create a stronger connection among the populace, the voters, and their •electedandappointedofficialsthroughsocialmedia.Deliverreal-timegovernmentandcitizeninteractionthroughsocialmedia•to help reduce carbon emissions and evangelize smart and environmentally sustainable outcomes.

objection Handling

Microsoft is not a leader in Web 2.0.• With products ranging from SharePoint Server to support enterprise Web 2.0 to the Windows Live products,MicrosofthassignificantpedigreeinWeb2.0.OfalltheWeb2.0vendors,GartnerseesMicrosoftashavingthegreatestabilitytodeliverSocialSoftware.SharePoint does not offer a full Web 2.0 solution.• SharePoint offers a wide range of functionality in the Web 2.0 space. To ensure it is kept at the cutting edge, there are multiple Open Source projects on CodePlex that enhance the existing functionality.Microsoft does not support the standards that are required for •transparent Government.In2008,Microsoftannouncedasetofbroad-reaching changes around the openness of its products and interoperability. We support and engage with the community on many Open Standards and rely on feedback from customers on how they want our products to support these standards.












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Improve citizen Interaction—Strengthen the relationships and interaction between citizens and their government.

reporting and compliance—MicrosoftGovernmentPerformanceManagementandIntranetsolutionstopromoteresponsiblefiscalpolicydecisionsandcitizenparticipation in tracking the success of public works projects.

Products

Windows Server Enterprise•SQLServer•SharePoint Server•CRM•ECAL•


Government Workplace Modernization• solutions help provide simple, fast, and cost-effective ways for Governments to improve workforce performance, increase the quality of service, and automate operations using tools you already own.Gov 2.0• is the application of Web 2.0—or social networking technologies—to the practice of government to empower citizens and tomakegovernmentmoreefficient,transparent,andaccountable.


Optimizing IT capabilities to support political and business objectives, •policy compliance, and reporting. Sharing consistent performance information across the agency.•Tracking performance and budget spending across a government •agency and sharing information with constituents.Having a clear view on the budget spending versus the planned •spending.Increasing demand from citizens and businesses to provide more •accountability and transparency.


Doyoucurrentlyprovideaccessonaneed-to-knowbasisabout•important compliancy or regulation concerns to your government officialsandcivilservants?Is extracting voter registration information from your database secure, •quick, and easy?Doyouhavecapacitytoissuecitizenalertsandenablecitizensto•comment on government spending?

offers

White Papers:


customer Evidence:

TheCivilStatusandPassportDepartment(CSPD)(Jordan)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002605)—JordanAgencyProvidesDatawithinSeconds,ComparedtoThreeDaysPreviouslyRoyalBoroughofKingstonuponThames(UK)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000002364)—NewServicePlatform for Citizens Energizes Council PerformanceStateofWashington(US)(• http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002511)—WashingtonStateSavesMillionsofDollarsCreatingitsVoterRegistrationDatabase

Why Microsoft?

UseMicrosoftworkflow,casemanagement,andBusinessIntelligence/report-•ing applications to gain access to the information you need to anticipate important compliance and accountability regulatory requirements.Provide access on a need-to-know basis about important compliancy or •regulatoryconcernstoyourgovernmentofficials,yourcivilservants,and,potentially, your citizenry—enabling your government to be more responsive to the needs of its constituents.Leverage Business Intelligence government solutions utilizing the power of •SharePoint,BizTalk,andSQLServer—productsyoumayalreadyhave.WithSQLServerBusinessIntelligenceandanalyticscapabilities,youmaybe•able to replace current reporting software and help reduce costs.Help deliver end-user empowerment and provide better operational control.•UseBusinessIntelligencesolutionstobuildcustomscorecardstoanalyze,•monitor, and plan environmental sustainability initiatives.

objection Handling

I have multiple legacy back-end systems that would need to be •integrated.Usingproducts,suchasMicrosoftBizTalk,youcaneasilyconnectto systems from many vendors and many formats. Once connected, you can surfaceinformationwithasingleSharePointportalorDynamicsCRMsystemso people do not have to go to multiple systems to get the answers. We cannot easily expose our data onto the Internet.• The“OpenGovernmentDataInitiative”isasetofcodethatyoucanusetohostdataontheAzureplatform.Datacanbeuploadedthereandcanbeaccessedpublicly.








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QuALIFY And cLoSEIn this sectionWhen a customer expresses interest in pursuing a particular Customer Campaign or product set, it is your job to take the customer to 20% qualified (according to the Microsoft Solution Selling Process) before engaging a partner. Here, you will find resources and tools to help you:

Qualify the opportunity.• Send a Sponsor Letter.• Identify the right partner to suit your customer’s needs.• Assign to a partner.• Notify the partner of a qualified prospect.• Document the call in Siebel.• Use the Partner Opportunity Notification Form to notify the partner of a qualified prospect.•

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DearPlace Customer’s First Name Here,

Thank you for taking the time to speak with me today about Company Name andyourinterestinMicrosoftsolutions.I’mwritingtosummarizethemajorpointsIheardduringourconversationandtoconfirmthatwe’vecontactedPartner(s)Name(s) to follow up with you for further discussions.

The key challenges I heard during our conversation were:

Inability to properly identify customers•Long,inefficientsalescycles•Disconnectedsalesteams•Lack of insight into customer data hinders decision making•

As a result, you’re interested in solutions that help you:

Know your customers•Optimize selling cycles•Sell better together•Enable better decision making•

Our next steps, as we discussed, are as follows:

List the next steps, in order of when they should be completed, and make •sure that the customer-owned steps are in the list.

Perourconversation,thisinformationisstrictlyconfidentialandwillbesharedexclusively with Partner(s)Name(s). Partner(s)Name(s)is/areaRegistered/Certified/GoldMicrosoftPartner(s)withdirectaccesstotheMicrosoftresourcesthey need to deliver successful solutions.

Your satisfaction with every step of the process is my top priority. Please let me know if I have missed any key points or if you are not receiving the services you need. You can reach me at [insertyourphonenumberhere] to discuss this project or any related needs you may have.

Best regards,

[insertyoursignaturehere] [insertyournamehere] MicrosoftCorporation [insertyourtitlehere] Phone: [insertyourphonenumberhere] E-mail: [insertyoure-mailaddresshere]

QuALIFY And cLoSECustomer Qualification

QualifytheOpportunity ÆAccordingtotheMicrosoftSolutionSalesProcess(MSSP),InsideSalesrepresentativesareresponsibleforqualifyingaleadto20%beforeengagingapartner.OpportunitiesarequalifiedbasedonBAnt:

Budget•Authority•Need •Timeline•

In addition to BANT, the Sponsor must be willing to speak with a partner.

PPVVcaretheprimaryareasthatmustbetargetedandcontrolledduringtheentireMSSPcycle.InaligningtoMSSP,theseprimaryareasareaddressedfrom0%to100%.

P=Pain•P=Power•V=Vision•V=Value•C=Control•

Send a Sponsor Letter ÆAfter your call, if you think it is appropriate, send a Sponsor Letter(ore-mail)tothecustomer.TheSponsorLettershould help the customer feel that we:

Listened and understood their situation.•Have their best interests at heart—that is, they are safe •with us.Have taken appropriate action based on the informa-•tion they shared with us.Have positioned them for an effective discussion/•negotiationwiththepartner(s).Willfollowthroughtohelpensuretheyaresatisfied•and there is continuity to our relationship.


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Partner engagementEnsuringthataleadisproperlyqualifiedforhand-offtoapartnerhelpstosupportbothcustomerandpartnersatisfaction.Customersaresatisfiedwhentheyareassignedtoapartnerwhoisagoodfitfortheirbusinessneeds,andpartnersaresatisfiedwhenthecustomersyouprovidethemarereadytopurchaseoneoftheirsolutions.Partnersuseeightcriteriatodetermineifanopportunityisqualified:

Qualification Criteria description

Good fit Number of users appropriate for the solution/partner.•Goodfitwiththepartner’ssolution.•CustomerinfrastructuresupportstheMicrosoftproduct.•GoodfitwiththeMicrosoftsolution.•Size of company—annual revenue.•DesiretobuyaMicrosoftproduct.•

Information about current solution/platform.•Industry focus area.•Size or amount of opportunity.•Customer in geographic area.•FittheprofileofaMicrosoftcustomer.•Age of current software package.•

Good information Accurate information from Inside Sales.•A lot of information is available/more customer background.•Customer history.•

Inside Sales notes demonstrate understanding of •customer’s industry.ProvidehowMicrosoftgotthisinformation.•Sourceofleaddefined(customerinterestvs.coldcall).•

Budget Sponsor has a budget.•Budget is appropriate for the solution.•Costjustificationandbusinessdriverforthesolution.•

timeline Sponsor has a timeline.•Sense of urgency about their pain.•Interestedinfixingaproblem.•Actively seeking a solution.•Sponsorhasadefineddecisionprocess.•

Sponsor has an active project/team in place.•Compelling event.•Intent to purchase.•Intent to purchase within one year.•

Pain Pain(need)admittedbythesponsor.•Sponsor understands their pain.•

Power Decisionmakerinvolvedwantschange.•Access to power.•Leadership in the organization supports the initiative.•

Vision Cleardefinitionofrequirements.•Have they looked at the competition?•Sponsor has a buying vision.•

Customer knows about the product already.•Sponsor wants to buy a solution.•

Explore Sponsor agreed to explore.•Lead contact is the decision maker.•Contact knowledgeable about the project.•

other Customer is expecting partner’s call.•Will talk about anything.•Don’tprequalify—letthepartnerdothat.•

Have done previous work.•Not an Enterprise scheme.•License renewals.•

Ifyouhaveanyinsightintotheotherqualificationcriteria,itisimportantthatyoucommunicateittothepartnersothetransitionfromMicrosofttothepartnergoessmoothly.Communicatingmoreinformationwillalsohelpensurethatapartnerwillpickuptheleadsthatyouhavequalified,resulting in a higher probability of closing the sale.


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DearPlace Partner First Name Here,

MicrosofthaspositionedyouforasalesopportunitywithCustomer Company Name.Detailedopportunityinformationisattached to this e-mail.

To accept this opportunity, please Reply All and state that you are accepting this opportunity, and then indicate your acceptance as well in Partner Central.

To ensure customer satisfaction, please understand that if I do not receive an acceptance e-mail within 48 hours, I will pass this opportunity to another Partner.

Please contact the customer within 48 hours after sending your acceptance of the opportunity to me. I will follow up with the customer within a week to make sure that everything is satisfactory.

Thank you, in advance, for helping us to improve our process and deliver better results for our Partners.

Best regards,

[InsertYourSignatureHere] [InsertYourNameHere] MicrosoftCorporation [InsertYourTitleHere] Phone: [InsertYourPhoneNumberHere] E-mail: [InsertYourE-mailAddressHere]


Assign to a Partner ÆAlwaysworkwiththePAMtovalidatethepartner’srelevancetothecustomerandthepartner’ssupportoftheMicrosoftsolutionset.

END END

Change opportunity owner to (T)PAM.

Inside Sales stays opportunity owner.

Match opportunity to appropriate

partner.

PARTNER IS UNMANAGED

PARTNER ACCEPTS

PARTNER IS MANAGED

PARTNER REJECTS

Distribute opportunity.

Notify partner of opportunity.

Disengage from opportunity.

START

YES

NO NO

YESAttach partner to

opportunity.

Customer has a qualified preferred

partner?

Customer consents to work with a

partner?

Partner assignment processFigure 29.

NotifythePartneroftheQualifiedProspect ÆOnceyouhaveidentifiedtherightpartner,assigntheopportunitytothe partner by using the sample letter below and attach the Partner OpportunityNotificationForm(onpage137)andtheSponsorLetter (onpage134).


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Best Practices ÆBesuretofilloutthePartnerOpportunityNotificationFormwithasmuchinformationaspossible,whilekeepingstatementsshortandtothepoint.UsetheseBestPracticesasguidelinestohelpyoudraftpartner-readycontent.

IMPACTScienceandTechnology,Inc.(IST)isasmallbusinessincorporatedinFebruary1995.ISThasofficesinNashua,NewHampshire;AnnapolisJunction,Maryland;andAurora,Colorado;aswellaspersonnelassignedtoworkatvariouscustomerfacilities.IST provides innovative hardware, software, and system engineering solutions for the future. They are a project-driven organization and a government contractor, providing software systems, engineering services, and manufacturing. IST is growing rapidly with 180 employeesandUS$40millioninannualrevenueslastyearusingMAS90.

Acompanyhasa15-year-oldERPsystemcalledMetaSystems,runningonUNIX,whichtheywouldliketoreplace.Itisheavilycustomized.Thecurrentsystemwasimplementedintheearly90s—basedon“buildtostock,”andtheyreallyneedasystemcapableofa“buildtoorder”manufacturingprocess.Currently,theyneedtohaveordersreceivedtodrivean“on-the-fly”manufacturingprocess. They estimate how much to produce based on historical data, but their data only goes back one year. In the spring, there is ariseinvolume,buttheydon’thavevisibilitytohistoricaldatawithintheircurrentsystem.Theyputthefinishedproductinacoolerand ship it out based on orders coming in. They need a better way to forecast production levels.

Enable a standardized desktop in order to assign access to standardized desktop images and the latest productivity solutions. This standardization, in turn, will reduce support costs and increase productivity. Implement a centralized network management solution that enables a consolidated resource management view and reduces administrative costs. This solution will reduce the cost of managing an older and less stable infrastructure. Implement a secure, centrally managed, and connected infrastructure for authenticating end users, managing policies, and securing network resources. This solution will reduce the high costs associated with security risks.

Timeframeisnotknownatthispoint.Hesaidthey’vebeentalkingaboutchangingtheirCRMsolutioninternallyforafewmonthsnowandwilldeterminethetimeframeaftertalkingwithapartneranddeterminingifMicrosoftCRMisthewaytogoforthem.Chrissaid initially that he and Brian would be the core evaluators, but when the time comes to make a decision, he said they will bring in otherexecutivestoapprovebudget,etc.Currently,theyarepayingSalesforce.comUS$35,000peryear(US$65/user/month).

TheyhavealreadyreceivedademoofLiveMeeting.NowtheyneedapartnertocomeinandprovidethemwithademoofLiveCommunications Server. I’d like Nelson Taggart to be in that meeting as well.

Paste Siebel Screen Print here:

Company Profile/Business Model: Opportunity ID:

Describe business pain / opportunity: Does Decision Maker understand the pain?

Decision Process:

Decision Maker committed to change? Estimated MS Revenue:

Decision Maker Name/Title: Est. Partner Revenue:

Decision timeline: Budget approved?

Implementation timeline: If no, is budget available?

Is budget realistic?

Required Fields in bold

Account

Pain

Decision Process, Timing, Budget

Yes No

Yes No

Yes No

Yes No

Yes No

Required Fields in bold

Solution Vision:

Microsoft Solutions & Products Discussed: Are MS Solutions a strong fit?

Number of Users/PCs:

Current Desktop Operating Systems, Applications & Versions:

Current Server & Database Systems & Versions:

Is Customer looking at competition?

Competitor products considered to address pain / opportunity:

Partner to contact customer by close of business on:

Additional Next Steps & Notes:

Next Steps

Solution

Existing Infrastructure

Competition

Yes No

Yes No


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Call DocumentationInordertoensurecustomersatisfaction,andefficientsalesprocesses,itisimportanttokeepdetailedandaccurateaccountsofeachcontactyouhavewithacustomer.UsethefollowingguidancetodocumentyourcallsandensurethatSiebelisproperlytaggedforaccuratereferenceandreporting purposes.

Entering Activity resultsIn the Relationship Activity, the key information around the call—reason, discussion point, results, and next steps—should be entered. Once Inside Sales has a successful conversation with the customer, the Activity should be closed and a new Relationship Activity created according to the agreed-upon next call with the customer.

call outcomes for “relationship Activities”

Activity type call outcome call Status call document

Introduction Call (ifit’sanewAccount)or Relationship Call

You were able to talk to the correct contact. Choose“Done” Choose“ReachedSuccessfully”

You were able to talk to the correct contact, but the contact asked you to call back later.

Choose“InProgress” Choose“CallBack”or “CallBackSpecific”

You were never able to reach the correct contact.

Choose“InProgress”whenattemptingand“Done”after5attemptswithoutsuccess.

Choose“NeverReached”

call outcomes for “campaign Activities”Accordingtotheuploadedactivities(especiallyCustomerCampaignActivities)thecurrentcampaignisdiscussedonthecall(forexample,“OptimizeandSecureYourCoreInfrastructure”).

Thefield“CallStatus”isusedtoclassifythestatusoftheactivities.

Call Status information helps us to understand and analyze the progress of your efforts in the campaigns.

From the various possible values, there are only a few you should use, primarily:

Not Started •In Progress•Done•

Youmayuse“Canceled”asanexception,forexample,incaseacurrentcampaigntopic(Office2007Migration)cannotberaisedwiththecustomerbecauseInsideSalesalreadyknows,frompreviousconversations,thatthecustomerisusingOffice2007.

Activity type call outcome call Status call documentation

Campaign Activity You were able to create the opportunity. Choose“Done” Choose“ObjectiveAccomplished”

You were able to talk to the correct contact, but the contact is not interested or has no funding for it.

Choose“Done” Choose:

“NoInterest—CompetitiveProd”•“NoInterest—OKwithMSProd”•“NoActive/LatentPain”•“NoFundingAvailable”•“NoInterestinSubj.Matter”•


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A/R ..............................Accounts ReceivableACe ..............................SegmentationTool(Acquire,Care,Expand)ACF ..............................Application Compatibility FactoryAM...............................AccountManagerAMe ............................AdvancedManagementEnterpriseAP ................................Account PlanningAPA .............................Application Platform AgreementAPo .............................Application Platform Optimization bAnT ..........................Budget, Authority, Need, Timeline bDM ...........................BusinessDecisionMakerbG ................................Business GroupbI ..................................Business Intelligence bM ...............................BusinessManagementbPI ...............................Business Process Integration bPIo............................Optimize Your Business Productivity Infrastructure bPos ..........................Business Productivity Online Standard Suite bReP ...........................Business Ready Enhancement PlanbRl ..............................Business Ready LicensingCA ................................Corporate Accounts CAl ..............................Client Access LicenseCAs ..............................Corporate Accounts Segment Cee ..............................Central Eastern EuropeCeo .............................ChiefExecutiveOfficerCFo .............................ChiefFinancialOfficerCIAM ..........................CorporateAccounts—InsideAccountManagedCIo ..............................ChiefInformationOfficerCMM ..........................CoreMidmarketCoo ............................ChiefOperationsOfficerCos ..............................Conditions of Satisfaction CPe ..............................Customer and Partner Experience CPls ............................CertifiedPartnersforLearningSolutionsCPM ............................CorporateAccounts—ProgramManagedCPs ..............................Customer Price SheetCRG .............................Customer Role Guidance CRM ............................CustomerRelationshipManagementCs .................................Commercial Sector CsP ..............................Citizen Services PlatformCsTAR ........................CampaignSet-Up,Tracking,andReportingCTAs ............................Calls to ActionCTo .............................ChiefTechnologyOfficerCUWl .........................CiscoUnifiedWorkspaceLicensingCW ...............................Company-WideCxo .............................ChiefOfficerDbMs .........................DatabaseManagementSystemDIss .............................DynamicsInsideSalesSpecialistDDPs ..........................DesktopDeploymentPlanningServicesDMR ...........................DirectMarketingResellereA .................................Enterprise Agreement

ebC ..............................ExecutiveBriefingCentereCAl ...........................Enterprise Client Access License eCM ............................EnterpriseContentManagementee .................................Enterprise Edition e.g. ...............................“forexample”(exempligratia)eM ...............................ElectronicMaileM ...............................EngagementManagerePG ..............................Enterprise and Product Group eRM ............................ElectronicResourceManagementeRP ..............................Enterprise Resource Planning esA ..............................Enterprise Software Advisor FTe ...............................Full-time Employee FY .................................Fiscal year GM ..............................GeneralManagerGPs ..............................Global Partner SupportGRC .............................Governance,RiskManagement,andComplianceGRs ..............................Global Response Survey GsA .............................Google Search ApplicationGsX .............................GlobalSalesExperience[Platform]—toreplace

Siebel GTM ............................Go-to-MarketGUIs ............................GraphicalUserInterfacesH1, H2 .......................Firsthalfofthefiscalyear,secondhalfofthefiscal

yearHR ................................Human Resources HTMl .........................HypertextMarkupLanguageIAG ..............................Intelligent Application GatewayIAM .............................InsideAccountManager—InsideSalesTeamUnit

(virtual)ID ..................................IdentificationIIs .................................Internet Information Services IM ................................InstantMessengerIo .................................Infrastructure Optimization Io&D ..........................InfrastructureOptimization&DeploymentIoM .............................InfrastructureOptimizationModelIP-PbX .......................Internet Protocol–Private Branch eXchangeIPsss ...........................Industry Priority Solution Scenarios IRM .............................InformationRightsManagementIsA ...............................InternetSecurityandAcceleration[Server]Iss ................................Inside Sales Specialist IsT ................................IMPACTScienceandTechnologyIsVs ..............................IndependentSoftwareVendorsIT ..................................Information Technology ITDM ..........................InfluentialTechnicalDecisionMakerITIl ...............................IT Infrastructure Library ITM ..............................InsideTerritoryManagersIW ................................Information Worker K-12 ............................Kindergarten through 12th Grade

Acronym Definitions

APPEndIX


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KPI ...............................Key Performance Indicator lARs ............................Large Account Resellers lMM ...........................LowerMidmarketlob..............................Line of Business loM ............................OpportunityManager—OfficialTaxonomy=OMls ..................................Licensing Specialist lss ...............................Licensing Sales Specialist lTP ...............................Long-Term Potential lTV ..............................LifetimeValueMAl ............................ManagedAccountListMbA............................MastersBusinessAdministration(academicdegree)MbA............................MastersBusinessAgreementMbs ............................MicrosoftBusinessSolutionsMbs Iss .....................MicrosoftBusinessSolutionsInsideSalesMDoP ........................MicrosoftDesktopOptimizationPackMls .............................MicrosoftLicensingStatementMM .............................MidmarketMMRP .......................MidmarketRelationshipProgramMoss .........................MicrosoftOfficeSharePointServerMQP ...........................MarketingQualifiedProspectMs ...............................MicrosoftMssP ..........................MicrosoftSolutionSellingProcessMTC ............................MicrosoftTechnologyCentern/A .............................Not ApplicablenePs ...........................Network Equipment Providers nlC .............................Next Logical Conversation nlP .............................Next Logical Purchase nnR ............................Net New RevenuensAT ..........................Net Satisfaction obA ............................OfficeBusinessApplicationsoCs .............................OfficeCommunicationsServeroeMs ..........................OriginalEquipmentManufacturersoFT ..............................Outlook Forms TemplateolAP ..........................Online Analytical Processing oM ..............................OpportunityManager—alsoreferredtoasIoM oPPvQ .......................Open,Probe,ProveValue,andQualifyos ................................Operating SystemoV ................................OpenValuePACs ............................Partner Advisory CouncilsPAM ............................PartnerAccountManagerPbX ..............................PrivateBrancheXchange(anin-housetelephone

switchingsystem)PCs ...............................Personal Computers PCIb ............................PC Installed BasePG ................................Product Group PlT ...............................Partner Leadership Team PMQP ........................PartnerMarketingQualifiedProspectPoC .............................Proof of Concept PPVVC .......................Pain,Power,Vision,Value,ControlPRIsM ........................Annual,StrategicMicrosoftMeetingPs .................................Public Sector

PsM ............................PartnerSalesManagementToolPs&P ...........................Public Sector and Partner PsP ..............................Partner Solutions Plan PsRI .............................Partner Sales Readiness IndexPTA ..............................Partner Technology AdvisorQ1, Q2, Q3, Q4 ......Quarter1,2,3,and4R&D ............................Research&DevelopmentRen ..............................Renewal EngagementRFI ................................Request for InformationRFID ............................RadioFrequencyIdentificationRFPs ............................Request for ProposalsRM ...............................RelationshipManagementRMs ............................RetailManagementSystemRob .............................Rhythm of the Business RoI ..............................Return on Investment s+s ..............................Software-plus-Services sA .................................Software Assurance saas .............................Software-as-a-Service sAM ............................SoftwareAssetManagementsAM eM....................SoftwareAssetManagementEngagement

ManagersCM ............................SupplyChainManagementsFA ...............................Product name of Salesforce.orgsI ...................................System Integrator sIsR .............................Services Inside Sales Rep sKUs ...........................StockKeepingUnitssMb ............................SmalltoMidsizeBusinesssMM ...........................SalesandMarketingManagersMs&P ......................SmallandMidmarketSolutions&PartnerssoA .............................Service-Oriented Architecture soW ...........................Statement of Work sP2 ..............................Service Pack 2sPlA ...........................Services Provider License Agreement ssl ...............................Secure Sockets LayerssP ...............................Solution Sales Professional sTU ..............................SpecialistTeamUnitsVP ..............................SeniorVicePresidentT-36 ............................Thetimestarting36monthsbeforealicense

expires. T&e ..............................Travel&EntertainmentTCo .............................Total Cost of Ownership TDM............................TechnicalDecisionMakerTele ..............................Telesales TeleCovered ............How partners are managedTeleManaged .........How partners are managedTeleMarketing .......Pre-salesperformedbyMarketingTelesupport ............Post-sales functions performed by the Customer

Service and Support OrganizationTPAM .........................Tele-PartnerAccountManagerTsP ..............................Technical Sales Professional TTU ..............................TerritoryTeamUnit

APPEndIX continued


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TUPs ...........................True-up PracticesUAC .............................UserAccountControlUAe .............................UnitedArabEmiratesUC ................................UnifiedCommunicationsUC&C .........................UnifiedCommunicationandCollaborationUI ..................................UserInterfaceUM ..............................UnifiedMessagingUMM ..........................UpperMidmarketV-Team ......................VirtualTeamVAPs ............................Value-AddedProvidersVARs............................Value-AddedResellersVe .................................VirtualEnvironmentVl .................................VolumeLicensingVolP .............................VoiceoverIP(InternetProtocol)VP ................................VicePresidentVTb ..............................VariancetoBudgetVTT ..............................VariancetoTargetWHI .............................Workplace Health Index WW .............................Worldwide WWAD ......................WorldwideAnnuityDashboardWWlP........................World Wide Licensing ProgramWWsMM .................WorldwideSubsidiaryManagersMemoXMl ............................ExtensibleMarkupLanguageYoY ..............................Year-over-YearWW .............................Worldwide

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