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  • 1. FY10 Inside Sales Call GuideMicrosoft Corporate Accounts Inside Sales
  • 2. 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-step instructions for handing a marketing qualified prospect (MQP) or opportunity over to a partner and how to document the call in Siebel.What’s new in FY10The FY10 Call Guide has been reorganized into easy-to-navigate tabs in the Prepare section to help you focus on key Tele-Managementstrategies, including: • Corporate Accounts Customer Engagement • Business Management • Relationship Management • Opportunity ManagementLook 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 DISSs Inside Territory Managers Inside Account Managers Tele Partner Account Managers Dynamics Inside Sales Specialists (ITMs) (IAMs) (TPAMs) (DISSs)2 « FY10 Inside Sales Customer Campaign Call Guide
  • 3. IntroductionTable of Contents PREPAREWhat’s in this Guide?...................................................................................................2What’s new in FY10......................................................................................................2Prepare CallTele-Management Strategy....................................................................................6 Call Planning..................................................................................................................86 . Tele-Management Overview......................................................................................... 6 OPPvQ Call Framework.................................................................................................86 Scorecard Metrics .............................................................................................................. 8 Call Planning Tips..............................................................................................................89 .Customer Engagement.............................................................................................9 . Customer Role Guidance .............................................................................................93 Customer Segmentation................................................................................................. 9 . Chief Officer Role Overview.........................................................................................94 Commercial Customer Industries..............................................................................10 Sales Role Overview.........................................................................................................96 . Public Sector........................................................................................................................12 . Finance Role Overview...................................................................................................98 . Inside Sales and Specialist Roles and Responsibilities......................................14 . Human Resources Director Role Overview.......................................................100 . Microsoft Partners.............................................................................................................16 . IT Manager Role Overview........................................................................................102 Corporate Account Engagement..............................................................................18 Operations Executive Role Overview....................................................................104 Microsoft Dynamics Solutions ....................................................................................20 MMRP Call Execution...........................................................................................106 . Corporate Accounts Customer Experience..........................................................21 Welcome Call...................................................................................................................106 .Business Management............................................................................................23 Deploy Call........................................................................................................................107 . Territory Planning...............................................................................................................23 Use Call................................................................................................................................108Relationship Management...................................................................................28 Renew Call.........................................................................................................................109 . Account Discovery............................................................................................................29 . CPE for MMRP.................................................................................................................110 Account Planning..............................................................................................................33 . MMRP Guidance for IAMs .......................................................................................110 Microsoft Dynamics Relationship Management Process Alignment ......37 MMRP Guidance for ITMs ........................................................................................111 Red Carpet Account Transitions ................................................................................40 Campaign Overviews ..........................................................................................112 Relationship Programs....................................................................................................42 Campaigns At-a-Glance.............................................................................................113 . Call Deployment.........................................................................................................................46 . BDM Campaigns......................................................................................................114Opportunity Management..................................................................................47 . Finance Customer Campaign Overview ...........................................................114 Sales Motions......................................................................................................................47 . Sales Customer Campaign Overview .................................................................118 Microsoft Solution Selling Process.............................................................................48 Efficient and Sustainable Government Campaign—Public Service Deal orchestration.............................................................................................................51 and Administration.................................................................................................122Licensing Programs...................................................................................................64 Campaign Opportunity...............................................................................................122 Understanding Volume Licensing.............................................................................64 Microsoft Value Proposition......................................................................................122 . Platform for Corporate Accounts Customers......................................................64 How does Microsoft innovation help enable an efficient and sustainable The Licensing Conversation.........................................................................................65 . government?....................................................................................................................122 . Toolkit......................................................................................................................................65 . Target Audience and Key Concerns......................................................................123 Volume Licensing Programs Overview..................................................................66 . Campaign Structure......................................................................................................123 Annuity Dashboard Overview.....................................................................................69 Campaign Themes and Modules At-a-Glance...............................................124Products............................................................................................................................70 FY10 Product Launches.................................................................................................70 . Product Descriptions........................................................................................................72 Qualify and CloseCompetitors...................................................................................................................76 . Customer Qualification........................................................................................132 IBM...........................................................................................................................................76 . Qualify the Opportunity..............................................................................................132 Cisco........................................................................................................................................77 . Send a Sponsor Letter.................................................................................................132 . OpenOffice.Org.................................................................................................................78 Partner Engagement.............................................................................................133 . Google....................................................................................................................................79 Assign to a Partner.........................................................................................................134 Oracle......................................................................................................................................79 Notify the Partner of the Qualified Prospect.....................................................134 Competitive Matrix by Customer Campaign......................................................80 . Best Practices....................................................................................................................135 . Qualify and Close Call Documentation...............................................................................................136 Appendix Acronym Definitions..............................................................................................137 Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 3
  • 4. PREPARE In this section, you will learn about the Corporate Accounts … • Tele-Management Strategy • Customer Engagement FrameworksPREPARE • Business Management • Relationship Management • Opportunity Management • Licensing Programs • Products • Competitors CALL In 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 OPPvQ Call Framework for each Customer Campaign. • Open calls with key customer roles, such as Sales, Finance and Operations Executives, and IT Professionals.Call • Conduct effective calls with customers throughout the customer’s license lifecycles, in alignment with the Midmarket Relationship Program—including Account Discovery interactions to understand the deployment status, competitive landscape and Infrastructure Optimization maturity levels. QUALIFY AND CLOSE In this section, you will …Qualify and Close • Review resources and tools to help you facilitate the hand-off of a qualified prospect to the appropriate partner resource. • Find a: —— Checklist to determine whether or not a customer is qualified. —— Decision tree to help you assign a partner. —— Sponsor Letter template to help you follow up with the customer. —— Partner Opportunity Notification Form to help make the hand-off process run smoothly. • 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.
  • 5. PrepareYou only have 11 seconds to capture a customer’s interest. Successful sales representatives prepare for a call by learning all they canabout the customer and creating a goal or outcome for the conversation before calling the customer. Use this section to understandthese fundamental points before engaging your customer: PREPAREInside Sales Strategy • Scorecard Alignment—Understand how your activities support the overarching goals of the Tele-Management, SMS&P, and Microsoft organizations as a whole.Customer Engagement • Customer 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 Management • Territory Management—Strategize how to manage your territory and orchestrate your calls.Relationship Management • Red 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 Management Call • Microsoft Solution Selling Process (MSSP)—Help ensure customer-focus and orchestration of sales opportunities throughout the pipeline.Licensing Programs • Volume 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.Products • Product Launches—Learn about the new products launching in FY10. • Product Descriptions—Access a quick-reference chart with short descriptions of each Customer Campaign product.Competitors • Find 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. Qualify and Close
  • 6. Prepare Tele-Management StrategyPREPARE ÆÆ Tele-Management Overview What is Tele-Management? Tele-Management is a unique professional sales force that: • Drives revenue and CPE through Customer and Partner relationships (Relationship Management). • Converts qualified leads from various sources into sales opportunities (Demand Management). • Manages, progresses, and closes sales opportunities (Opportunity Management). Tele-Management is organized into both Inside Sales (customer-facing) and Inside Partner Management (partner-facing). The Inside Sales team consists of Inside Account Manager, Inside Territory Managers, and Inside Specialists. The Inside Partner Management team includes Tele-Partner Account Managers (TPAMs). Their key functions are related to relationship management and opportunity management. The phrase “Tele- Management” includes both Inside Sales and Inside Partner Management. CUSTOMER-FACING PARTNER-FACING Inside Sales Inside Partner Management Tele Inside Account Management Inside Partner Account Management Some use “Tele” to refer to just Inside Inside Territory Management Inside Partner Account Coverage Sales. But “Tele” includes both:Call • Inside Sales Key Functions: Key Functions: • Inside Partner Management • Relationship Management • Relationship Management • Demand Management • Opportunity Management • Opportunity Management Key Roles: Key Roles: • Tele-Partner Account Manager • Inside Account Manager (TPAM) • Inside Territory Manager • Inside Specialists (Dynamics, Licensing, SAM, etc.) Figure 1. Operational Definition of TeleQualify and Close 6 « FY10 Inside Sales Customer Campaign Call Guide
  • 7. Prepare continuedWhat is the Tele-Management Strategy? Did you know … ?The mission of the Tele-Management engine is to directly manage Corporate Accounts customers, • Inside Sales in FY09 exceeded the PREPAREdirectly manage select partners in order to grow revenue, and reach our Breadth customers through Total Revenue target for FY09,a mixture of partner-led activities or (in some geographies) through direct engagement—all while ending the year at US$2.855Bincreasing share and enhancing satisfaction with Microsoft. (+3% over target). • Overall, total revenue generatedIn FY10, the worldwide Inside Sales Priorities are: by Inside Sales grew 30% YoY. • Build Customer Relationships with: • Inside Sales operates in Commercial —— Red Carpet Account Transitions and Public Sector segments. —— Midmarket Relationship Program (MMRP) • Inside Sales: ~1,900 people in —— Marketing Campaign Execution 73 locations around the world— • Account Discovery and Orchestration by conducting: 85% are vendors, 15% are FTEs. —— Account Discovery and Profiling • Inside Partner Management: —— Territory Planning ~380 people around the world— —— Account Coordination—Tele, LOM, STU, Partners 97% are vendors, 3% are FTEs. • Compete to Win by: —— Taking Share with Windows® 7, Office, Exchange, and SQL Server® by: –– Achieving Deployment, Renewal, and SAM targets. –– Leveraging Territory and Account Planning to secure Launch Wave wins. –– Fully exercising the BPOS sales muscle of our Partners and MS Sellers. –– Winning the Platform and Workload discussion to deploy SQL Server 2008. –– Deploying Windows and Office. —— Growing Annuity through Attach: –– Annuity Management: New, True, and Renew. —— Performing with consistently high standards in alignment with Sales Excellence: –– Engage partners and drive competitive wins. Call –– Review Competitive deals as part of ROB and escalate to CompHot for help.Is Tele-Management the same as Tele-Marketing or Tele-Support?In SMS&P, the Tele Engine is not responsible for Tele-Marketing or Tele-Support functions. While there is sometimes a place for Tele-Marketing inMicrosoft marketing processes, those activities are typically not managed by the Tele-Management organization. Also, there is an entirely differentcustomer service team that manages customer support issues. Inside Sales, as a Sales Role, is engaged throughout the Microsoft Solution SellingProcess (MSSP) to provide: • Inside Account Management • Inside Territory Management • Inside Partner Account Management and Coverage Tele-Marketing includes: Tele-Support includes: • Lead Generation • Tech Support • Data Cleansing • Customer Support • Event Registration Occurs after or during MSSP. • Prospecting Occurs prior to MSSP and feeds Qualify and Close leads to the Tele Organization. PROSPECT QUALIFY DEVELOP SOLUTION PROOF CLOSE DEPLOY 0% 10% 20% 40% 60% 80% 100%Figure 2. Microsoft Solution Selling Process (MSSP); Tele is not Tele-Marketing or Tele-Support Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 7
  • 8. Prepare continued ÆÆ Scorecard Metrics The SMS&P business goals are measured by a set of four scorecards (SMS&P, AP, Partner, and Dynamics) that are aligned to the all-up SubsidiaryPREPARE Scorecard. Each scorecard is comprised of a set of metrics. Each subsidiary (with the exception of some small subs) has a defined target for each metric. Scorecard performance is reviewed as part of the ROB (Rhythm of the Business) process. • Metrics have direct alignment to PRISM and WWSMM strategies. • WW role commitments reflect relevant scorecard metrics. This means that all FTEs have accountabilities in their Commitment-Based Incentive that tie directly to the Scorecard. The items on this page describe the SMS&P Scorecard for FY10 and how the Inside Sales organization contributes to each metric. Green rows represent: Revenue Generated by Tele; Tele Revenue per Head; Annuity Revenue; Tele ROI Yellow rows represent: Red Carpet Execution; Account Discovery; People Churn Red rows represent: Non-socket Tele Revenue Win Customers 1. Windows Server® Committed License Growth—SMS&P 2. Windows Server Share of Internet Web Servers—SMS&P 3. Office Unmanaged Licenses Through Distribution (Excluding Retail) 4. BPOS Customer Adds—SMS&P 5. Open Office Units Win Back—SMS&P Corporate Accounts Drive Satisfaction 6. SMS&P Customer NSAT Index 7. Red Carpet Transition Completion %Call 8. PSRI Partner Readiness for Key Launch Products 9. Desktop Deployment—Windows Vista®/7—SMS&P 10. Desktop Deployment—Office 2007/2010—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&P SMB Open & Hosting Revenue Growth (Excluding Recurring) 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&PQualify and Close People 21. WHI—SMS&P Ask your manager to provide you with details of the Scorecard Metrics specific to your subsidiary, so you can see how your Inside Sales efforts map to the big picture of building customer relationships and driving revenue for Microsoft. 8 « FY10 Inside Sales Customer Campaign Call Guide
  • 9. Prepare continuedCustomer Engagement PREPAREUnderstanding your customer base is fundamental to your success in Inside Sales. Developing a deep understanding of each customer is a key tobuilding relationships and successfully executing sales campaigns. This section will introduce you to the Corporate Accounts customer segments,the industries best served by Microsoft solutions, and the engagement strategies developed to most effectively reach your target customers.ÆÆ Customer SegmentationSegmentation of customer accounts is an important part of the annual subsidiary growth planning cycle to facilitate revenue growth and CPEimprovement by helping to ensure that each Microsoft customer is served through an optimal engagement model. Global 1:1 Field Managed EPG Major 1:2 Field Managed “Enterprise Accounts” Corporate Field Account 1:10 Field Managed Managed Call 1:50 Tele Account Managed (4,000 Accounts) Corporate Inside • 500–5,000 PCs • Multi-national or multi-site • Progressive, visionary Account Managed • 500–8,000+ employees organizations • Unique processes • Up to US$1 billion in revenues • “Hub and Spoke” organizations • Complex purchasing process (CIAM) SMS&P • High-growth companies with multiple sub/child accounts 1:125 Tele Program Managed (96,000 Accounts) Corporate Program • 250–499 PCs • Have strategic IT function aimed at • IT departments are under pressure to • 10–20 IT Professionals giving the company a competitive demonstrate ROI and business benefits Managed (CPM) • 15+ servers advantage • Strict and evolved company processes in place Channel and Program Managed (More than 4,600 EA customers plus another 200,000 with Annuity Agreements) SMB Breadth • 25,000 Accounts with > 250 PCs • 4–5 IT professionals • IT has a strategic role in the • 213,000 Accounts with 50–249 PCs • 7–8 servers business and ranges from small IT teams to larger IT departmentsFigure 3. Customer Segmentation Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 9
  • 10. Prepare continued 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.PREPARE The red box in the diagram above illustrates how Corporate Accounts customers fit into the SMS&P Organization. CIAM accounts are managed by IAMs at a 1:50 ratio, while CPM accounts are managed by ITMs with a 1:125 ratio. Note that CIAM is rolling out to only nine subsidiaries in FY10, with worldwide roll-out planned for the coming years. In the meantime, subsidiaries should start by adopting the changes in CPM that will help them set up the disciplines and processes to adopt the CIAM model. (See Customer Engagement on page 9 for more details.) 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. ÆÆ Commercial Customer Industries Research shows that decision makers in midsize organizations identify more with their industry than with the size of their organization. Therefore, when calling a customer, it is imperative that you understand the industry drivers and pains a decision maker might be facing. Use the table below to help you identify key talking points. Industry Key trends and drivers Microsoft focus Financial Services The financial services industry is characterized by a strong reliance • Within the financial services industry, Microsoft focuses on on typically complex IT systems that include multiple products three vertical segments: banking, capital markets/securities, and channels, and they often run on multiple operating system and insurance. environments. The industry is also challenged by an increasing • For more information on Microsoft solutions in the financial climate of change characterized by mega-mergers, decreasing services industry, please visit: margins, a more challenging regulatory environment, and fierce –– http://infoweb/wwfinancialservices competition. These institutions have a strong need to integrate –– http://www.microsoft.com/industry/financialservicesCall IT infrastructure, introduce cross-channel consistency, and lower their cost base. Manufacturing Key trends in the manufacturing industry include shortening • Within the manufacturing industry, Microsoft focuses on product lifecycles, an increasing focus on operational perfor- the following vertical segments: automotive and industrial, mance and lean manufacturing, demand-driven supply chains consumer goods, high technology and electronics, oil and and outsourcing, increasing customer demands, and improving gas, pharmaceuticals, and utilities. In addition to the manu- performance management. These trends are driving demand for facturing Industry Priority Solution Scenarios (IPSSs) focused faster innovation, more efficient processes, better collaboration, on these vertical segments, Microsoft provides manufacturing improved customer responsiveness, and the consolidation of solutions directly through our Microsoft Dynamics® software disparate systems. offerings. • For detailed information on Microsoft solutions for the manufacturing industry, as well as the Microsoft Dynamics product line for each market segment, please visit: –– http://infoweb/wwmanufacturing –– http://www.microsoft.com/industry/manufacturing Retail Retailers are embracing new IT solutions to help increase business • Within the retail industry, Microsoft focuses on two vertical and profitability. For example, they are increasingly moving segments: general retail and hospitality. beyond legacy applications to help increase efficiency and reduce • For detailed information on Microsoft solutions for the retail costs; experimenting with new applications, such as wireless and and hospitality industries, please visit: radio frequency identification (RFID); and investing in point-of-sale –– http://infoweb/wwretail platforms, kiosks, store manager portals, wireless devices, and –– http://www.microsoft.com/industry/retail networks at retail locations. –– http://www.microsoft.com/industry/hospitalityQualify and Close 10 « FY10 Inside Sales Customer Campaign Call Guide
  • 11. Prepare continuedIndustry Key trends and drivers Microsoft focusProfessional Services Key challenges facing the professional services industry today • Within the professional services industry, Microsoft focuses PREPARE include an explosive growth in content, rising value expectations, on four vertical segments: accounting, building services, risk management and compliance requirements, and changing consulting, and legal. workforce demographics. Together with its partners, Microsoft • For detailed information on Microsoft solutions for the profes- provides the software and services to help professional services sional services industry, please visit: firms manage business performance; build and sustain customer –– http://profsvc connections and client loyalty; motivate, develop, and retain top –– http://www.microsoft.com/professionalservices talent; support their mobile workforces; improve compliance; and deliver distinctive client service experiences. Microsoft focuses on 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.Telecommunications The worldwide telecommunications industry represents significant • Within the telecommunications industry, Microsoft focuses on opportunities for both services and software. Microsoft delivers a four vertical segments: cable operators, network equipment broad range of voice, video, data, and mobile solutions designed providers (NEPs), wireless service providers, and wireline to help service providers create revenue-generating offerings for service providers. businesses and consumers. • For detailed information on Microsoft solutions for the telecommunications industry, please visit: –– http://www.microsoft.com/serviceprovidersHosting Microsoft delivers a full range of solutions that hosting service • Within the hosting industry, Microsoft focuses on two vertical providers can deploy in their data centers and offer as services. segments: hosting service providers and Software-as-a- Microsoft anticipates significant growth through Services Provider Service (SaaS) providers. License Agreement (SPLA) contracts; strong adoption of hosting • For detailed information on Microsoft solutions for the Call solutions, particularly hosted messaging and collaboration; and hosting industry, please visit: strong growth of application hosting through engagements with –– http://www.microsoft.com/serviceproviders/hosters independent software vendors (ISVs) and other partners.Media and The Microsoft communications sector group is committed to • Within the media and entertainment industry, MicrosoftEntertainment helping media and entertainment companies transform their focuses on five vertical segments: advertising, broadcasting, businesses. The revolution in digital technologies has changed film, music, and publishing. the way that these companies produce, manage, and distribute • For detailed information on Microsoft solutions for the media content, opening opportunities for profit and growth while and entertainment industry, please visit: presenting significant business challenges. By using technology to –– http://sharepoint/sites/media/default.aspx help increase operational efficiency and reduce costs, media and –– http://www.microsoft.com/media entertainment organizations take advantage of new, emerging opportunities. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 11
  • 12. Prepare continued ÆÆ Public Sector Public Sector accounts require a different taxonomy than commercial accounts. For example, most accounts are referred to as “organizations”PREPARE rather than “businesses,” and their “customers” are “citizens” or “students.” The leadership of a Public Sector account is often a public servant or “board member,” rather than an “executive.” Public Sector IT budgets have increased over the past 10 years in recognition of the role technology plays in improving citizens’ lives. External technology investment drivers (such as the increased availability of lower-cost technology, open source, security threats, and regulatory compliance) and internal drivers (such as the need to improve operational efficiency and student and citizen services) are contributing to the IT growth opportunities in the Public Sector. Government Drivers: • Accelerate the establishment of “eGovernment”—Governments are looking to technology to improve the user-friendliness of their infrastructure and unify the governmental organizations to create higher budget efficiency by eliminating any overlapping services of the organizations. The concept of “smarter working” is emerging as a theme between the different tiers of government to help ensure equal access 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—Governments are under increasing pressure to improve operational efficiency, enabling them 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 functional department may have its own IT staff and infrastructure that can impair organizational efficiency. With limited means and resources available, governments need to become more efficient in maintaining and improving their IT infrastructure. • 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—Meet the ever-changing business and policy needs of local and regional governments. Specifically, the flexibility to copeCall with change quickly—and scalability—to extend the solution to multiple environments. Microsoft Focus: • Within the government industry, Microsoft focuses on 13 vertical segments: defense, intelligence, justice, legislation, energy and environment, postal, public administration, public finance, public healthcare, public safety, public works, regulatory, and social and human services. • In the midsize business segment, Microsoft focuses on town hall and local municipal agencies, as well as regional service agencies. • For detailed information on Microsoft solutions for the government industry, please visit: —— http://infoweb2007/wwpublicsector/industries/government/Pages/gov.aspx —— http://www.microsoft.com/industry/government 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 students gaining access to sensitive information. Schools must be confident that sensitive institutional data on PCs and servers is secure yetQualify and Close readily accessible by the individuals who need it. • Reduce IT costs—Educational institutions face significant cost pressures from reduced public funds and budget cuts, resulting in limited financial resources for technology investments. Schools must leverage technology to stay competitive, but they are challenged with the need to 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. 12 « FY10 Inside Sales Customer Campaign Call Guide
  • 13. Prepare continuedMicrosoft Focus: • Within the education industry, Microsoft focuses on three vertical segments: continuing education, higher education, and primary and PREPARE secondary/K–12 (with a variety of sub-segments in each geography around the world). • For detailed information on Microsoft solutions for the education industry, visit: —— http://infoweb2007/wwpublicsector/industries/education/Pages/education.aspx —— http://www.microsoft.com/industry/educationHealth 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, in particular, are consuming ever-increasing resources. Disparate, non-synchronized data sources can also make it difficult to analyze 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—Healthcare organizations face a continual struggle for efficiency in patient care. This is because while productivity is the most important influence on the income of the doctor, general practice doctors also are an important Call transformation point for the flow of medical information—passing on and receiving high volumes of information between the patients, their own practice, and other service providers in the treatment process.Microsoft Focus: • Within the healthcare industry, Microsoft focuses on two vertical segments: healthcare providers and health plans. • (Please note that Microsoft includes the life sciences vertical segment within the manufacturing industry.) • For detailed information on Microsoft solutions for the healthcare industry, please visit: —— http://healthcare —— http://www.microsoft.com/industry/healthcareTechnology 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. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 13
  • 14. Prepare continued ÆÆ Inside Sales and Specialist Roles and Responsibilities To help ensure that each customer is appropriately engaged, Microsoft has developed specific job descriptions and commitments to serve eachPREPARE type of Corporate Accounts customer. Although both CIAM and CPM customers are considered “managed,” each has a Microsoft Account Owner with roles and responsibilities tailored to the needs of the specific customer type: • In CPM, due to the larger number of accounts in a single territory, the ITM account owner role takes an “Inside Territory Management” approach. • In the CIAM segment, ownership of accounts is accomplished through the new discipline of “Inside Account Management.” 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 by building relationships with key ITDMs in assigned accounts, developing qualified opportunities 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, and the business value proposition that Microsoft offers helping customers meet 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 to engage CPM accounts to drive EA/OV-CW penetra- tion as well as Dynamics and other category products. • Understands how to engage Dynamics Inside Sales Specialists, Opportunity Managers (OMs), Licensing Sales Specialists (LSSs), and partners in sales motions. Inside Account Manager:Call • Develops and maintains strong inside-based customer relationships that include the building of relationships at the CxO and BDM levels. • Develops or co-develops strategic, effective, and actionable account plans that define clear revenue and customer satisfaction growth 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 to maximize opportunity identification. • Understands how to engage Dynamics Inside Sales Specialists, Solution Sales Professionals (SSPs), Licensing Sales Specialists (LSSs), and partners in sales motions.Qualify and Close 14 « FY10 Inside Sales Customer Campaign Call Guide
  • 15. Prepare continuedSpecialist RolesThere are a number of resources available to help you articulate Microsoft value to a customer. Engage the appropriate Specialist in your subsidiary PREPAREas necessary: • Dynamics Specialist—The Dynamics Inside Sales Specialist, also referred to as a member of the MBS ISS team, is your main contact concerning Dynamics leads. The MBS ISS primarily has consultative calls with the BDM. The MBS ISS follows up on 10% sales leads generated by other IS resources on Midmarket (MM) accounts (e.g., specialist support) and proactively calls Breadth customers based on campaigns defined by the Dynamics Marketing Team, as well as contacting existing Dynamics customers (such as hunting/farming roles). At the other end of the process, the MBS ISS transfers 20% opportunities to the Partner Team Lead and the Solution Sales Professionals (SSPs) team for further development and closure. • Breadth Inside Sales Specialist—Proactively calls Breadth customers and responds to Marketing Qualified Prospects (MQPs) or executes marketing campaigns to generate opportunities. • Public Sector Specialist—The Public Sector Inside Sales Specialist is a telephone-based resource who works directly with Public Sector Depth customers across Health, Education, and Local/Regional Government industries to help them understand how Microsoft technology can 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 Public Sector customers. In either case, the role’s primary purposes are those of working directly with Public Sector Midmarket customers to develop sales opportunities through the execution of Customer Campaigns and activities. • Licensing Sales Specialist—The Licensing Sales Specialist (LSS) is your main contact in creating, renewing, or consolidating licensing into an Enterprise Agreement (EA). When engaging the LSS, you should have a customer or opportunity that meets a minimum set of criteria regarding desktop and platform deployment (250 Users) along with an agreement in the value of annuity (Software Assurance). The LSS will work with your customer to build an Enterprise Agreement that meets their organization’s requirements and build in the manageability, flexibility, and value the customer requires. • SAM Specialist—The Software Asset Management Engagement Manager (SAM EM) is responsible for identifying the best candidates for SAM Engagements. The SAM EM subsequently coordinates the work of a SAM Specialization partner who conducts a license review and SAM Optimization assessment. At the end of the engagement, the SAM EM captures license shortfall revenue and drives customer adoption of Call SAM. You should approach a SAM EM when you have reasons to believe that an EA or Select customer is under-licensed and/or may benefit from improving their software management processes. For more information about the SAM program, consult http://www.microsoft.com/sam. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 15
  • 16. Prepare continued ÆÆ Microsoft Partners Partners are critical to the success of Microsoft as they provide the key linkage between Microsoft and the end customer. For virtually all ofPREPARE Microsoft products there is an ecosystem of partners who sell products to customers or build value-added solutions on top of the Microsoft products and then sell it to customers. Microsoft product groups work in symphony with Segment teams to prepare products for the marketplace. The Segment teams are responsible for landing the product successfully in the field and overseeing the sales effort. Partners however, own the engagement with customers at the sales level (supported by Microsoft). The Microsoft Partner Program (people and programs) acts as the engage- ment mechanism between partners and the segments. Understand the Partner Channel Ecosystem Microsoft has channel partners that offer software and corresponding licensing solutions to customers in various segments. A well-defined distribu- tion model fulfills these customers’ requirements. You will need to understand which partner type is best suited for your customer opportunity. Below is a list of the different partner types you might engage. Partner type What they do System Builder/Original These are large OEMs who purchase licenses directly from Microsoft and then resell the software bundled with their Equipment Manufacturer (OEM) hardware. In most cases, the OEM then sells the complete solution directly to the end customer. Local OEMs or System Builders Small local OEMs that make complete solutions to order. Often these solutions are niche in that they are extremely low cost, or they are extremely high-performance. Independent Software Vendors They build software solutions. They have Horizontal, Vertical, and Global application focus software solution projects. Also, (ISVs) they include Breadth technical application solution developers. ISVs include Breadth, Global, Strategic Horizontal, Strategic Breadth. System Integrators (SIs) They specialize in business process re-engineering; developing custom, client-specific solutions;, installing/supporting infrastructure solutions; deploying/installing/supporting infrastructure solutions/technologies; overseeing complete IT services departments; and/or providing technical support. In addition, they can develop/deploy/support large-scale application solutions. The SI category includes Business Consultants, Development Services, Infrastructure Integrator, Outsourcing,Call Support, or SI. Consultants/Support/Trainers They generate revenue from consulting and services in support of integration and the operation of technical solutions. Software Distributor (Disti) Distributors are the Second Tier Channel. They are in the business of moving a large volume of small deals as efficiently as possible. Direct Marketing Resellers (DMRs) DMRs sell directly to customers by direct telemarketing and sometimes catalogs. DMRs are a large part of the SMS&P business. Large Account Reseller/ LARs are the big sellers. They have an established relationship with Depth customers, and they broker a transaction between Enterprise Software Advisor Microsoft and that customer. (LARs) Retail Retail operations buy directly from Microsoft and sell directly to anyone who comes in the door. While many have business- focused operations, the majority of their sales come from Mass Market consumers. Value Added Resellers (VARs) VARs resell Microsoft software to customers, which may or may not include additional deployment services. Enterprise Software Advisors ESAs are LARs who do not resell but, instead, they broker the transaction, and then provide the deployment consulting and (ESAs) 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.Qualify and Close Value-Added Providers (VAPs) Value-Added Providers are mini-SIs who specialize in business process re-engineering; developing custom, client-specific solutions; installing/supporting infrastructure solutions; deploying/installing/supporting infrastructure solutions/technologies; overseeing small IT services departments; and/or providing technical support. In addition, they can develop/deploy/support small-scale application solutions. The SI category includes Business Consultants, Development Services, Infrastructure integrator, Outsourcing, Support, or SI. 16 « FY10 Inside Sales Customer Campaign Call Guide
  • 17. Prepare continued Partner type What they do Marketing Agencies/ These are organizations that provide marketing and user experience–based solutions to their customers, often involving the PREPARE Independent Agencies Web. They include Traditional Agencies and Digital Marketing Agencies, Agencies that specialize in building Rich Internet Applications 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. These organizations are becoming extremely strategic to Microsoft, as they are not only a market for our tools business, but they are platform influencers in a world where digital marketing is driving huge IT spend. Web VAPs and Custom These are companies that provide value-added services over the Web, including Web site and application content, design, Developers and development services. Although the primary services of Custom Development Companies come from the areas of development for integration, reporting, intranet, and Internet, most Custom Development Companies today are developing for 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 SB/OEM ISV Offering fee-based services DMR Call Integrator Disti Consultant Support LAR Re-selling others’ products Trainer Retail VARFigure 4. Partner EcosystemUnderstand Partner NeedsPartners are looking for the following value-based services from their relationship with Microsoft: 1. Help me plan my business—identifying the goals and objectives of their business, target customers, solution areas, and so forth. 2. Help me grow and enable my business—offering tools, resources, and readiness programs to help me grow my business and better enable my employees. 3. Help me make my solutions visible to customers—providing lead generation, increased visibility to customers, help in finding opportunities. 4. Help me close more deals—providing support in closing deals faster and more efficiently.The programs, tools, and resources that we provide to partners have to help them with their overall business goals. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 17
  • 18. Prepare continued ÆÆ Corporate Account Engagement While much of the FY10 Inside Sales focus is on the adoption of the new CIAM segment, it is important not to lose sight of how the CPM segmentPREPARE will change as well. This section will help you understand the key changes in CPM and the strategies for those subsidiaries that are implementing CIAM in FY10. It is important to understand the differences in how each type of customer is engaged and how your roles—as an ITM or IAM—are different, depending on which customer segment you serve. ITM Depth-to-Corporate Program Managed If you are familiar with the FY09 Depth model, you will find some key differences this year. In order to aggressively achieve the need to increase growth in both VL annuity accounts and revenue, the Inside Sales resource model is being expanded to perform functions that support territory and account management. The previous resource model of 1:200 scaled to a level where a customer could be contacted approximately four times per year. The capacity of that model was largely consumed with the opportunity qualification of campaign- generated sales leads. This resulted in limited capacity to engage in account profiling, which is essential to IO-based solution selling. Also, this new model is designed so that Microsoft can have a deeper engagement in order to increase customer satisfaction. Deal size and ROI support the move to deepen our coverage of accounts. The average deal size for a Corporate Account is US$32,000 per deal, which is 3 times that generated with a Breadth account. Corporate Account sales also produce an ROI of ~40 for the Inside Sales component, which benefits the management of contribution margin. Summary of Key Changes In CPM, the ITM will have: • A greater focus on revenue responsibility and growth in owned accounts. • More in-depth focus on selling solutions that meet customer needs, and the business value proposition that Microsoft offers help customers meet their challenges and business opportunities.Call • More focus on developing and maintaining strong customer relationships and improving CPE. Key Elements Depth (FY09) CPM (FY10) Account Ratios 200+:1 125:1 Assigned Quota No For ITM FTEs only 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: • Developing and maintaining inside-based customer relationships with the key ITDM(s) within an account. • Developing actionable Territory Plans with account-level contact strategies that define clear revenue and customer satisfaction growth strategies.Qualify and Close • Developing and managing a healthy and predictable pipeline that meets or exceeds quota and forecast accuracy expectations. • Qualifying opportunities and maintaining visibility of those opportunities to close to help ensure the appropriate resources are applied to advance the sale and to help ensure that customers deploy the solution acquired. • Applying account intelligence within his/her Territory Plan across multiple accounts to maximize opportunity identification. 18 « FY10 Inside Sales Customer Campaign Call Guide
  • 19. Prepare continued IAM PREPARE The New Segment: Corporate Inside Account Managed The CIAM segment has been developed to resolve two specific issues with the previous Depth model: 1. Customers of nearly the same size and IT complexity have dramatically different purchasing experiences with Microsoft, leading to customer satisfaction issues during the annual re-segmentation process. —— CIAM solution: Provide a graduated experience across previous CAS and UMM customers by introducing the Corporate Accounts Sales model, which delivers a consistent customer experience within a cost envelope between CAS and Depth accounts. 2. Even within the same engagement model, customer experiences are inconsistent because account owners tend to focus on a small percentage of their accounts, potentially neglecting other customers. Typically, after customers make a purchase decision, account owners move on to other accounts, which creates a perception of little touch from Microsoft post-sales. —— CIAM solution: Specify minimum standard customer experiences that CIAMs are committed to delivering and are measured against. The table below illustrates the differences between CIAM and CPM customer engagement strategies that have been developed to address these customer engagement issues. Key Elements CIAM (FY10) CPM (FY10) Account Ratios 50:1 125:1 Assigned Quota Yes For ITM FTEs only Territory Plans Yes Yes Account Plans Yes Account Contact Strategies Annuity Focus EA OV-CW & EA Call IO Assessment Yes, a core strategy Yes, a core strategy Expectations for CIAM IAMs include: • Developing and maintaining strong inside-based customer relationships that include the building of relationships at the CxO and BDM levels. • Developing or co-developing strategic, effective, and actionable account plans that define clear revenue and customer satisfaction growth strategies. • Developing and managing a healthy and predictable pipeline that meets or exceeds quota and forecast accuracy expectations. • Developing opportunities to close by orchestrating and leveraging appropriate resources to continuously reinforce business value and help ensure that customers deploy the solutions acquired. • Applying account intelligence within his/her Territory Plan across multiple accounts to maximize opportunity identification.Additional ResourcesIn addition to the Inside Sales roles, there are other resources that are involved in the sales cycles and customer interactions. However, between thetwo models, there are a few key differences in the resources that are engaged in the sales cycles and selling motions: 1. Use of Opportunity Managers: Opportunity Managers (OMs) will be utilized in CPM but will not play a role in CIAM. The IAM and LSS perform the functions of the OM in CIAM. In CPM, the OM works on an opportunity-by-opportunity basis and engages on large, strategic, and/or complex (CPM) opportunities. The OM works in collaboration with the ITM to develop Territory Plans and specific account contact Qualify and Close strategies. While the ITM is responsible for the customer relationship overall, the OM supports the ITM by providing a field-based Microsoft presence with the customer. At a minimum, the OM should be engaged on all new EA and high-value Select opportunities as well as renew- als; engagement on other opportunities depends on the complexity and size of the opportunity. 2. Use of Shared STU: The shared STU supports CIAM and CPM when CIAM has not been implemented. See the Corporate Accounts Execution Guide for details. 3. Use of SAM: IAMs will leverage SAM resources in CIAM accounts, particularly during True-Ups. SAM will be utilized in CPM only on an as- needed basis. ITM will provide Microsoft touches for True-Ups and will rely on the LARs to work with the customers to complete the True-Up reconciliations. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 19
  • 20. Prepare continued 4. Premier Services: IAMs will drive Premier penetration in their territories by engaging with specialists from the Services Team called SISRs. The IAM will have a specific target associated with a number of net new Premier agreements and will drive a conversation with the customerPREPARE about Premier at relevant touch points, including account planning, qualifying an opportunity (particularly a new EA), and after an EA is sold. 5. Partner Sales Team: IAMs will engage PAMs in joint planning for accounts. Both IAMs and ITMs will work closely with PAMs and partners as members of the extended selling team. DISSs ÆÆ Microsoft Dynamics Solutions This guidance provides information on the benefits realized through a strategic focus on Dynamics sales and how to orchestrate with the Dynamics Team across the sales process to close more Dynamics deals, faster. Protect the Microsoft Stack Dynamics sales can help protect your existing revenue base by driving tighter stack integration between Office, SharePoint, Exchange, and Business Productivity applications. Specifically, Dynamics sales should be considered an opportunity to protect the existing Microsoft Stack on two fronts: 1. Against the S+S threat posed by competitors offering online-only business application suites as an alternative. 2. Against painful true-up discussions due to deployment issues and in support of EA consolidation opportunities. Identify Opportunities with Pull-Through Revenue Potential SMS&P customers who have purchased Dynamics generate significantly more Microsoft revenue than customers who do not own Dynamics. The Dynamics pull-through opportunity should be viewed as a tool to help increase Dynamics penetration with existing Microsoft customers. A Dynamics Configuration Overview (http://infoweb2007/microsoftdynamics/field/WWSMM Files/Account Planning/Dynamics CRM and ERP Pull Through Configurations.pptx) is available to help you understand the platform product pull-through associated with various DynamicsCall implementations. Pull-through opportunities include: • EA Renewal, Consolidation, and Up-sell: Enhance the value proposition of Microsoft solutions as a tipping point for EA renewal, consolidation, and up-sell (ECAL) based on improved integration, greater deployment of purchased products, and increased ROI attributed to the Dynamics investment. • Platform Product Up-sell: Provide opportunities to sell more seats and premium SKUs for existing Microsoft products based on Dynamics deployment (Windows Server and SQL Server). • Platform Product Cross-Sell: Provide opportunities to sell additional Microsoft products that integrate with Dynamics solutions (MOSS and Unified Communications). • BPIO and APO Acceleration: Use Dynamics solutions to influence BPIO (http://infoweb2007/initiatives/campaigns/Campaigns/TDM/ Pages/bpio.aspx) and APO (http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/apo.aspx) objectives within an account. • Displacement: Replace competitor products with Microsoft products based on Dynamics deployment. • Increased CPE: Provide greater value realization based on a Dynamics solution integration and deployment; achievement of Dynamics CoS.Qualify and Close 20 « FY10 Inside Sales Customer Campaign Call Guide
  • 21. Prepare continued IAM ITM PREPAREÆÆ Corporate Accounts Customer ExperienceThere is a consistent and distinct Customer Experience associated with each segment. As account owners who maintain a direct relationshipwith their customers, both the IAM and ITM play a central role in the customer experience. However, there are differences between thesegments. Inside Sales Account Manager—CIAM Segments Inside Sales Territory Manager—CPM Segment • Monthly relationship-driven contact from IAM outside of opportunities. • Twice-per-quarter relationship-driven calls from ITM outside of • IAM has relationships with multiple contacts in account—at minimum, opportunities. 1 BDM and 1 TDM. • At minimum, ITM develops relationship with TDM contact or one • Account strategy to grow relationship. procurement contact. • Partner-supported business knowledge. • Territory strategy drives contacts beyond minimum. • Light Conditions of Satisfaction (CoS) with an annual business review. • Light profiling and basic knowledge of business. • Expectation on sales process and the role of Microsoft and partners in • One-line Condition of Satisfaction (CoS) in Territory plan: documentation helping customers procure and implement solutions. of contact frequency expectation set with the customer. • Focuses on helping to ensure the customer has adequate support for • Expectation setting on sales process and how Microsoft and partners deployment—Premier and Partner. will engage with the customer to provide solutions. Establish overall partner-led processes that might include Microsoft engagement in certain situations. • Monitors customer satisfaction.The customer experience is further enhanced through the application of additional resources. The use of these resources (how and when) isdirected by the IAM in the CIAM segment and by the sales manager or opportunity owner in the CPM segment.CIAM Segment CPM Segment Call • Ability to attend Microsoft-hosted CIO Summits and 1:Many EBCs. • Ability to attend Partner-led Technical Briefings. • MS Sales force will provide technical briefings. • Microsoft will offer 1:Few strategy briefings. • Access to Technical Centers via 1:Many briefings. • Partners may offer Architectural Designs and Proofs of Concept. • When needed, Microsoft Partners will help develop Architectural • Microsoft will offer technical and promotional content in newsletters and Designs and Proofs of Concept. on the Web. • Microsoft will offer the availability of technical labs and training events.As a result, the account ownership engagement looks different across the two segments. A summary of key differences is below. IAM ITM • Is a true account manager with 50 accounts per IAM. • Functions as an opportunity generation engine for partners. • Develops relationship over the phone. • Primarily works with customers to identify solutions to existing business • Guides customer to an optimized mix of off-the-shelf software solutions needs rather than architecting solutions and helping develop needs. starting with known needs, and then helping to develop—unseen • Leverages marketing campaigns and IO solution selling methods to needs. develop sales opportunities. • Is a FTE with individual accountability for a quota. • Helps to ensure opportunities are qualified before handing off to a • Has access to field resources to close deals (LSS/Partner/SSP). partner. • Is not a field AM support role. • Is measured on revenue successfully closed and billed. • Will mature into industry focus and expertise. • Has access to a pool of low-cost Microsoft resources (e.g., OMs) to close Qualify and Close key deals. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 21
  • 22. Prepare continued Core Account Management Practices Along with new customer segmentation and redefined Inside Sales roles, come new activities designed to help you effectively engage the custom-PREPARE ers in your Account Portfolio or Territory. Inside Account Management and Inside Territory Management are both composed of strategies and processes in Relationship, Opportunity, and Business Management. The diagram below illustrates the core activities of each management function. Business Management Processes that enable sales, marketing, partner, and services to make better decisions together and increase predictability in the business. Opportunity Management Growth • Territory Planning Processes to enable Inside Sales, STU, • Best practice peer reviews and PTA to predictably identify and solve • Pipeline reviews • Key opportunity reviews (CIAM only) our customers’ business goals through Inside Sales • Territory reviews Microsoft solutions by being customer- • Preparation and follow up for business focused and appropriately orchestrated. management meetings Compete Services Partner • Marketing sales briefings • Qualify opportunities CPE • Orchestrate opportunity V-Team Customer • Marketing campaign alignment with territory goals • Send and get customer approval of Sponsor Letter • Engage customer in check-point meetings throughout opportunity Marketing Relationship Management • Hand off opportunities • Manage opportunities (CIAM only) Processes that enable the accountCall • Build trust with customer and V-Team Sales Excellence teams to develop, improve, and • Escalate at-risk opportunities • Preparation and follow up for opportunity maintain excellent relationships with management activities (CIAM only) customers and partners. • Account Discovery • CoS • Relationship Rhythm • PSP alignment (CIAM only) • Preparation and follow up for account planning meetings Figure 5. Core activities of each management function While there are many similarities between the Core Account Management Practices for both Corporate Accounts customer segments, there are also some key differences: • Inside Account Managers are senior sales people who, together with their virtual account team, leverage Microsoft technology, such as RoundTable™, Unified Communications, and Live Meeting, to present the customer-facing activities that are core to their role. • Meanwhile, the role of Inside Territory Managers is evolving from an “Opportunity Hunting” approach to a more disciplined Territory Management approach and shares many elements with CIAM. Additionally, the ITM relies on the partner channel once an opportunity has been qualified to advance the opportunity to close but maintains visibility throughout the cycle.Qualify and Close For more information on your role in the Microsoft Solution Selling Process, see page 48. 22 « FY10 Inside Sales Customer Campaign Call Guide
  • 23. Prepare continuedBusiness Management PREPAREÆÆ Territory PlanningTerritory Planning is the process of setting business goals by assessing and prioritizing potential opportunity across a set of accounts. Inside SalesAccount Owners (IAMs and ITMs) perform Territory Planning for their own sales territories, which they submit to their managers for periodic reviewand approval. Quarterly review is recommended. Inside Sales Managers, Inside Leads, Segment Market Leads, and Corporate Accounts Leads mayalso 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 asales territory as a whole. While Territory Planning and Account Planning are complementary, they are distinct processes. Territory Planning allowsan Inside Account Owner to develop a list of potential opportunities which then can be developed further at the account level in the form of anAccount Plan. Information gained through Account Planning is then used to update and validate the goals set in the Territory Plan. A Territory Planis 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 TemplateThe objective of the Territory Planning Template is to assist an IAM/ITM to better understand potential new revenue opportunities and identify anyquota gaps for a sales territory. The template contains multiple data elements that allow an IAM/ITM to view and sort a sales territory in variousways. Depending on available resources, data for the template may be provided from Corporate, area, or subsidiary leadership. In some cases, anIAM/ITM may need to provide a portion of the data elements that will help determine the ultimate Territory Plan. Actual Name ABC, inc. BCD, inc. DCE, inc. XYZ, inc. Totals ID TPID 11111111 22222222 33333333 47474747 Select ID 12341234 2345234 345345 45745745 PC & Server PCIB 5,000 6,500 3,500 4,500 19,500 Call Install Base SB 150 200 25 300 675 Historical 3 year Avg Rev $/PC $250 $108 $29 $41 Revenue 3 year Rev Total $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 Account Quota $500,000 $450,000 $250,000 $10,000 $1,210,000 Projected Recurring $ Q1 $125,000 $25,000 $150,000 Recurring Recurring $ Q2 $100,000 $15,000 $115,000 Revenue (Scheduled Recurring $ Q3 Revenue) Recurring $ Q4 $300,000 $25,000 $325,000 FY Total $425,000 $100,000 $15,000 $50,000 $590,000Figure 6. Territory Planning Template Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 23
  • 24. Prepare continued Analysis A 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 aPREPARE Territory Plan workbook that contains data about the accounts in his/her territory. This data will include basic facts about the accounts from Siebel and MS Sales, such as PCIB and historical revenue and products owned, as well as analytically generated target lists of customers based on their propensity 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. During their analysis, ask the following types of questions in order to move into the Goal Setting and Strategy and Prioritization phases of Territory Planning. The process of analyzing accounts within a specified sales territory to identify and prioritize potential opportunities in order to exceed quota is outlined below. Align to Strategy Analyze Data Target Opportunities Create Groups Set Objectives Enter into CRM 1. Annuity renewal 1. Adjust true-up rate. 1. Target specific 1. Create groups of 1. Set territory sales 1. Enter targeted customers. 2. Adjust renewal rate. opportunities: customers: objectives related to opportunities into 2. Recurring annuity 3. Adjust pipeline rate. • Strategic value. • Existing annuity commitments. CRM (Siebel, PSM, customers (true-ups). 4. Determine NNR. • Short- and customers. Examples: GSX) as “prospect 0%” 3. Potential new annuity 5. Determine pipeline long-term revenue • Existing • CoS for all and progress as customers. target. potential. non-annuity accounts. appropriate. 4. Customers with high 6. Determine gap to • Time/effort to win. customers. • Complete account long-term potential. pipeline target. • Likelihood of • Potential new profiles for all 5. Customers with a winning. customers. accounts. high propensity to 2. Target specific • Competitive • Monthly contact buy certain products. opportunities: accounts. with each account. 6. Strategic priorities • Renewals • Unknown • 100% of expiringCall that stem from • True-ups customers. EAs contacted with scorecard targets. • New annuity • Expired EAs. plan. 7. Any other priorities targets • And so forth. defined by your area, • Version upgrade subsidiary, or targets segment. • PCIB relation to 8. Other priorities that historic revenue leverage industry • Propensity trends, the models/NLP competitive • Relevant industry landscape, and/or the solution workloads current economic • Strategic sales environment unique opportunity to your territory. targets: new EA, ECAL targets, UC compete, Google compete, Office compete, etc.Qualify and Close Figure 7. Prioritize potential opportunities to exceed quota 24 « FY10 Inside Sales Customer Campaign Call Guide
  • 25. Prepare continuedGoal SettingStarting with the quota or revenue target for the territory and the pipeline coverage target to develop a net new revenue required target. PREPAREPredictable streams of revenue, such as scheduled recurring payments on annuity contracts or “run-rate” should be removed from the net newcalculation. There is a worksheet in Territory Planning that will facilitate this calculation as well as aggregate revenue by clusters of opportunities. Itis 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 calculatedbased on the average opportunity size and win rate.Once potential revenue from each cluster of opportunities has been identified, enter it into the one-page Territory Plan in the Territory PlanningTemplate. 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 (drop down box) Segment CIAM (drop down box) # Accounts 4 (calculated field - count of accounts) Rate Assumptions True-up (down) rate 10% Renewal revenue rate 60% (use the metric from licensing on your geography’s target recapture rate) Adjusted Pipeline target rate 120% Territory Quota $ $1,210,000 Actual Revenue $ (YTD) $203, 500 Recurring (Scheduled Revenue) $ $590,000 Projected True-up Revenue $ $59,000 Call Projected Runrate Revenue $ $255,000 Net New Revenue Required (NNR) = $102,500 Target Pipeline $123,000 Current Pipeline $84,000 Gap to Pipeline Target $39,000 Plan to close Gap Potential New $ from Renewals $144,000 Potential New $ from NLP $215,000 Potential New $ from Other $97,500 Subtotal $465,5000Figure 8. Territory Plan Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 25
  • 26. Prepare continued Territory Plan for Chase HawkinsPREPARE Progress Tracking Territory Objectives (from Commitments): Q1 Q2 Q3 Q4 1 Generate <$123,000> in <10> opportunities 2 CoS for all accounts 3 Complete account profiles for all accounts 4 Monthly contact with each account 5 x new Premier agreements 6 x new Platform EA agreements 7 x new ECAL 8 x new CRM customers 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, governmentCall regulations impacting territory, etc. Competitive landscape: any significant competitors, market share trends, significant recent wins/losses. Partner landscape: Predominant partners, strengths and weaknesses, gaps in coverage. Potential Opportunity Revenue Identified Through Analysis Cluster Revenue Potential Average Opportunity Number of Links to Target Size opportunities 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 Dynamics Briefcase Target Customer List Premier Support Premier Target List NLP 1 Target Customer List 1 NLP 2Qualify and Close Figure 9. Territory Planning Template 26 « FY10 Inside Sales Customer Campaign Call Guide
  • 27. Prepare continuedStrategy and PrioritizationOnce goals are set, it will facilitate the Account Planning process as well as help to align marketing and field resources if you begin to prioritize the PREPAREdifferent clusters of opportunities within your territory. In addition to the normal course of business in the territory, identify two or three specificgrowth strategies to focus on to maximize potential to hit revenue targets.Factors to Consider When Prioritizing Clusters of OpportunitiesIt is possible that some clusters of opportunities have already been prioritized at a sub or segment level in order to meet scorecard targets. Forexample, in FY10, there are targets around BPOS opportunities. Even within kinds of opportunities related to the scorecard, your manager mayhave prioritized them further. This information should be reflected in your Territory Plan where goals should be listed in priority order.Next look at what types or categories of customers represent the best opportunity for growth in your territory. This will be unique to your territoryand could depend on the number of one industry type over another that could influence the types of products customers need. Clusters ofopportunities that will result in maximizing overall $/PC (such as Platform EAs) should be prioritized over other types.Launches, marketing campaigns, and promotions are more influential on timing and prioritization. Does a large portion of potential revenue fallinto a particular product or solution area? If so, there could be marketing campaigns that could benefit these customers. Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 27
  • 28. Prepare continued Relationship ManagementPREPARE Relationship Management is the art of how we develop, manage, and continually strive to elevate our level of regular and strategic interactions with our customers and partners. Achieving Relationship Management excellence supports the ultimate goal of increasing growth and satisfaction through perceived and actual value recognized by our Customers and Partners as a result of their engagement with Microsoft. The ITM and IAM are the primary roles responsible for the relationship between the customer and Microsoft. Due to the ratios and the degree of involvement in the sales cycles, the IAM develops and maintains a deeper relationship with the customer (more contact with the account and more engagement with different contacts within the account). This section will help you understand how to conduct Account Discovery and Account Planning and how to manage Red Carpet Account Transitions. It also provides guidance on the Relationship Programs, such as MMRP, Deployment, and T-36.CallQualify and Close 28 « FY10 Inside Sales Customer Campaign Call Guide
  • 29. IAM ITMPrepare continuedÆÆ Account DiscoveryAccount Discovery is the process of creating an Account Profile. The Account Profile is a collection of actionable insight about a customer’s PREPAREbusiness, industry, and technology landscape, including competitors. A high-quality profile should also capture the depth and breadth of customerrelationships. Effective discovery unlocks the ability for you and the Microsoft team to become Trusted Advisors to the customer and is dependenton a thorough understanding of the customer’s businesses.Prioritize Account Profile Information to Capture in Each Meeting in Your Account Contact PlanWhen you build an Account Contact Plan, you must also decide at which meetings you will capture specific pieces of information in the AccountProfile. Each meeting will also provide additional opportunities to gather information from the customer. The combination of your plan with yourability to take advantage of these opportunities is one example of the balance of science and art in selling.There are four broad categories of information within an Account Profile that are captured during Account Discovery. These include Basic,Deployment, IO, and Compete, as illustrated in Figure 10. Data Element Siebel/PSM Location Update Method When Captured Time Required Open Office Extended Profile » Obtained from customer When triggered by analytics; 10 minutes per competitor Analytics-Enhanced Compete Discovery Google (Google Apps) Competitor » “Competitor by Tele during Office deployment Name”, “Category”, conversations; during IO Optional: “Purchased Quantity”, conversations. Lotus Notes “Deployed Quantity” Salesforce.com MySQL/Oracle Core IO Profile Local Attributes » “Type”, Synthesized and confirmed For newly transferred 40–60 minutes each for IO Discovery Call BPIO Profile “Value”, “Number”, “Date” with customer by Tele OR accounts during the second Core IO and BPIO obtained from customer call. Otherwise, during by Tele. the MMRP “Deploy” call. Updated Annually. Windows Microsoft Software Profile » Synthesized and confirmed May begin during MMRP 20 minutes initially; Deployment “Product Family”, “Purchased with customer by Tele OR “Welcome” Call; updated 10 minutes during Discovery Office Quantity”, “Deployed obtained from customer during MMRP “Deploy” subsequent conversations Quantity” by Tele. call. For newly transferred accounts, updated during the second conversation. Total PCs (PCIB) Extended Profile » “Total Synthesized and confirmed During Red Carpet/ 10 to 16 minutes Basic Account Discovery PCs” with customer by Tele OR introductory conversation Total servers Extended Profile » “Total obtained from customer if a new account, updated Servers” by Tele. during MMRP “Welcome” call, or Annually. Company contact Account » “Company information Name”, “Address”, “Main Phone #” Company industry Profile » “Category” informationFigure 10. Account Discovery Framework Qualify and CloseAccount Discovery is not an isolated exercise, but rather an integrated part of the overall Account Planning process. To be truly effective, it must beplanned and performed by the Inside Account Owner or a member of their Territory Team Unit (TTU) in the normal course of doing business withthe account. Figure 11 provides a recommended timeline for working toward Account Discovery. Your manager will provide more specific detailsabout how campaigns should be executed in your subsidiary. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 29
  • 30. IAM ITM Prepare continued July Aug Sept Oct Nov Dec Jan Feb Mar Apr May JunePREPARE Company Basic Account Discovery information Red Carpet; PC count MMRP Welcome; Year Start Relationship Calls Server count Windows Deployment Discovery deployment Deployment Conversations—can be ongoing as you track deployment status Office deployment Core IO: IO Discovery • 9 questions Second or Third Relationship Call for New Transitioned Accounts; BPIO: MMRP Deploy Call (according to lifecycle events) • 13 questions Compete: Compete • Open Office IO Discovery Calls; “Campaign”-Oriented Calls; MMRP Use Call • Google Apps • Optional:Call – Lotus Notes – Salesforce.com – Oracle/MySQL Electronic Upload 0% Percentage of Questions Profiled 100% Figure 11. Account Discovery Timeline—Recommended time for achieving 100% Account Discovery per account and activating events The depth of information that can be captured for each of these areas is potentially great; however, it is important to prioritize which information is captured at which meeting. This will improve the effectiveness of your overall account strategy in generating opportunities. Criteria to consider when prioritizing Account Discovery include: • Customer satisfaction/level of trust. • Subsidiary and scorecard metrics. • Data quality reports that can show which Account Profile information has the highest value. • Potential competitive situations.Qualify and Close 30 « FY10 Inside Sales Customer Campaign Call Guide
  • 31. IAM ITMPrepare continuedThe following questions reflect the Profile Data that is prioritized for FY10. You can use the questions to help you integrate Account Discovery intocreating your Account Contact Plan. PREPARE Data element Questions • Company Contact Newly Transitioned Customer or Existing Customer: Information In order to make sure I have the correct contact information, I would like to confirm the information that is in our system. Would • Company Industry that be okay? Information • Company Size 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?Basic Account Discovery Contact address, phone number, and e-mail address? On occasion, we have industry-related events, may I confirm your industry? (An alternative is to visit the customer’s Web site and determine these answers from their company information.) • Total PCs Newly Transitioned Customer: • Total Servers 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? Initial Questions: 3 Time Required: 10 to 16 minutes Call Data element Questions • Windows Newly Transitioned Customers:Deployment Discovery • Office I see that you have purchased Office/Windows version xxx. Are all of those licenses being used today? Why, why not? New VL Customers: 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? Initial Questions: 4 Time Required: 20 minutes Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 31
  • 32. IAM ITM Prepare continued Data element Questions Core IO Profile Identity and Access Management: How do you administer identity and access?PREPARE 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? BPIO Profile 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? IO Discovery 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?Call 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? Initial Questions: 20 Time Required: 80 to 120 minutes Data element Questions Required: Open Office What business productivity applications does your organization use today? What percentage of users use those applications? Google (Google Apps) What business productivity applications does your organization use today? What percentage of users use those applications? Optional: Compete 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?Qualify and Close 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: Initial Questions: 2 Time Required: 20 minutes 32 « FY10 Inside Sales Customer Campaign Call Guide
  • 33. IAMPrepare continuedÆÆ Account PlanningRelationship Management (RM) is the means to provide a consistent experience to every customer in an account-managed territory. Relationship PREPAREManagement is the overall umbrella process that spans multiple roles and includes online customer engagement (Web). Within RM, AccountPlanning is a core process owned by account managers. Account Planning is the process of customer engagement to identify customer needsand map Microsoft solutions to those needs. The outcome is to generate opportunities within an account that will then fall into the OpportunityManagement process and be handled through MSSP. Done well, Account Planning will not only result in fulfilling demand for opportunities withinan account, but actually create demand for Microsoft products and services. While the information documented in an Account Plan is extremelyhelpful, 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 acontinuously evolving understanding of what the customer needs and how Microsoft can fulfill those needs.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. Revenue Potential $500,000 Revenue Strategy Customer Business Initiatives Customer IT Projects Capabilities Needed Collaboration Sales Situation Compete Partner Alignment T-36 Resource Strategy Marketing Alignment Services Alignment Premier Support Call Relationship StatusSatisfaction Customer Strategy Conditions of Satisfaction CoS Action Plan Primary Conversation Red Carpet/CoS Secondary Topic July Profile Data CoS Primary Conversation Event Invite—to CIO roundtable Secondary Topic August Profile Data CoS Primary Conversation Simple to Save September Secondary Topic Profile Data CoS Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 33
  • 34. IAM Prepare continued Account Planning Process Account Planning involves several core processes, including building an account strategy, creating an account contact plan, conducting meetingsPREPARE (that will always involve Account Discovery and CoS), and aligning resources to the account strategy. These processes are performed interactively across the year. You will continue to revise your account strategy and account contact plan based on input from customer meetings. Build Account Strategy Many inputs are required to build an effective account strategy, not all of which you will have at the beginning of the fiscal year. It is best to start with 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? • Does the customer have an existing EA? If not, what is the customer’s highest license level? When does it expire? • How many VL agreements does the customer have? When is/are the renewal(s)? Is there a new EA/OV agreement consolidation opportunity? • How does historic revenue relate to the size (PCIB) of the account? Is there room for growth/up-sell? • What is the revenue per PC? How does this compare to best-in-class? • How does Corporate view the Long-Term Potential of this account (LTP from ACE)? • What products are predicted by propensity modeling? • Does the customer own ERP and/or CRM? When was it acquired? Is there a Dynamics ERP or CRM opportunity? • 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? • How can you focus on capabilities that will help you win the platform—Messaging, Collaboration, and Directory Services. • 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 StrategyCall When prioritizing opportunities to pursue in an account, it is important to assess the probability of a particular opportunity type. One way to do this before developing a deeper understanding of the customer’s need is to analyze the customer’s profile data. A simple example is assessing the probability of a Messaging opportunity. Start with the information obtained from Territory Planning as to whether or not the customer owns an earlier version of Exchange or has a competitor’s product. Each of these conditions produces a different probability that the customer is likely to move forward with a Messaging opportunity. If this information is not known, then prioritize Account Discovery in your Contact Plan. Earlier Exchange Version Lotus Notes Gmail Probability Customer 1 Yes 0 0 High Customer 2 0 Yes 0 Medium Customer 3 0 0 Yes HighQualify and Close 34 « FY10 Inside Sales Customer Campaign Call Guide
  • 35. IAMPrepare continuedCreate Contact PlanThe Account Contact Plan is the foundation of your Account Plan. A well-designed and well-executed contact plan will generate demand, maintain PREPAREcustomer satisfaction, identify opportunities, and provide current Account Profile information. As you execute your Contact Plan, you should alsoupdate your overall Account Plan. By the end of the first month of Q1, an initial Account Contact Plan should be created for each account. Theinitial plan will not be perfect and will definitely evolve throughout the year as you meet with customers and complete Account Discovery, but itis very important to start with a plan in order to accomplish your objectives. The Account Planning Template has a place to capture the primaryconversation topic for the meeting, any other topics, what kind of Discovery you will do, and what your CoS conversation will be (whether initiallysetting CoS or reviewing CoS-related actions). As you develop your Account Contact Plan, first review any Siebel Activities that may have beenuploaded for that account. Schedule conversations related to those activities first. Types of activities loaded into Siebel include MMRP-generatedtouches, such as renewal conversations, account transition activities, and marketing-generated prospects (e.g., MQPs).Please note that in addition to the conversations that the Inside account owner will schedule with the customer, partners and other Microsoft own-ers may also engage directly with customers. It is important that these connections are identified and integrated into the Inside account owner’saccount contact plan. Types of engagements may include—LAR T-36, SAM, Dynamics MMRP–driven contacts, and Services-driven contacts. Inparticular, if your customers have EA agreements, you should check with their LAR to see what T-36 contacts will be made. Make note of meetingsthat a partner will have with the customer in the “Partner Alignment” section of the Account Planning template.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? • Are there 1:Few events (e.g., CIO roundtables) that would be relevant to this account? • How do programmatized contacts, such as MMRP touch points, relate to the account strategy? • When should an IO assessment occur? • When should the Executive Business Review be scheduled in order to build customer enthusiasm and commitment? • Do you have the right contacts? Are the current contacts senior enough? Do you need to add sales or finance contacts or additional roles?Set and Maintain Conditions of Satisfaction CallCoS is an agreement between the customer and Microsoft that establishes clear and achievable expectations, defines a working relationship,and explicitly outlines what is required between the parties for each to be completely satisfied. CoS is a core element for setting the relationshipbaseline, and then establishing relationship goals and an action plan to achieve them. The real value of CoS is the process of engaging directlywith the customer, demonstrating interest in their business and their satisfaction, and collaborating to drive progress toward mutually beneficial,tangible results.Plan to Discuss CoS in Every Account Contact Plan MeetingIn the Account Contact Plan section of the Account Plan Template, there is a field to use to plan how and when you will discuss CoS with thecustomer. First, decide how the initial, formal CoS setting meeting will fit into your Account Contact Plan. Once CoS has been established, thenupdate the other Account Contact Plan meeting slots with specific topics related to the CoS action plan. You can also use one of the slots todiscuss the GRS survey. Overall, it is important to incorporate CoS into each conversation you have with the customer. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 35
  • 36. IAM Prepare continued Ask your key customer contact the following questions in order to develop CoS goals: • What would it take to make you completely satisfied with us more than with any other relationship?PREPARE • 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? • What do you want from your Microsoft relationship? • 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? • Do you talk to customers about how you will interact with them during opportunities? How do you discuss your role as account owner vs. opportunity owner, or even as an opportunity owner? Do you establish checkpoints with the customer to ensure their satisfaction? • How do you build an Account Contact Plan? Do you decide which meetings will be conducted to capture specific pieces of information in the Account Profile and set expectations (CoS) with the customer? Document and Update CoS in the Account Plan Template: 1. Formalize CoS by documenting them in the Account Plan Template. 2. Send the CoS document to the customer to obtain written confirmation of the customer’s agreement. 3. Review the CoS quarterly or as agreed upon in the discussion with the customer. Review progress and follow up on all action items resulting from the review meetings. Be sure to inform your customer when an action item is completed. 4. Review the CoS with your manager at each 1:1. Upload your updated Account Plan Template to the designated SharePoint before each review. Account Plan and CoS completion with each customer is tracked at a worldwide Corporate level. Align Resources to Account Strategy Consider what resources will be needed to help you conduct meetings from your Account Contact Plan and pursue the potential opportunities in the Account Strategy.Call For CIAM, if a Key Partner is Known, Align Partner and Microsoft Priorities for the Account: • Hold a Live Meeting with the partner and PAM. • Review the current pipeline associated with this account. (If the same partner works with other accounts in your territory, conduct a meeting with all of these accounts in a single conversation.) • If a key partner is not known, either capture as part of profiling, and then hold an alignment meeting or include a “partner introduction” meeting as one of your monthly meetings. Follow the partner introduction process. • Discuss the Account Strategy and Account Contact Plan. • Discuss the Partner Solution Plan. • Add workloads/IO capabilities to the PSP that were prioritized in your Account Strategy. • The PAM will work with the partner to close any gaps in their capabilities. • Update the Account Strategy and Account Contact Plan based on partner alignment. At the quarterly Marketing Campaign review meeting, share Account and Territory Plans and provide input into Marketing for desired campaigns, collateral, and case studies.Qualify and Close 36 « FY10 Inside Sales Customer Campaign Call Guide
  • 37. DISSsPrepare continuedÆÆ Microsoft Dynamics Relationship Management Process AlignmentRelationship Management is the art of how to develop, manage, and continually strive to elevate the level of regular and strategic interactions with PREPARECustomers and partners. To achieve joint SMS&P and Dynamics growth objectives and realize greater Dynamics penetration in the CorporateAccounts space, IAMs and ITMs should collaborate with the Dynamics ISS and SSP to conduct joint territory and account planning. The graphicbelow provides guidance on how to collaborate with the Dynamics team when conducting Territory Planning exercises.Planning with Dynamics PROFILE STRATEGIZE GROW EXECUTE MANAGE 1. Identify Accounts 2. Review Target 3. Develop Territory 4. Execute Planned Targeted for Accounts with and Account Customer Dynamics Solutions Account Team Penetration Plans Interactions • Understand open • Invite the Dynamics • Develop the Account • Manage planned Dynamics opportunities team (Dynamics ISS) to Penetration Plan for customer interactions within your territory participate in Territory target accounts with the with the support of the using the Dynamics Planning exercises. Dynamics Team and Dynamics Team. Briefcase. • Validate and prioritize a agree on orchestration • Incorporate Dynamics • Review a preliminary list list of accounts targeted within an account. profiling questions and of accounts (CIAM, CPM, for Dynamics solutions. • Engage the Dynamics call scripts into planned and CMM) targeted for ISS to support customer conversations. Dynamics solutions prospecting in CPM. Call (provided by the • Provide the Dynamics Dynamics ISS) Team with visibility to customer contacts and upcoming customer engagements.Figure 12. To learn more, visit the MBS Sales Portal (http://mbssales) for detailed Dynamics Relationship Management (http://infoweb2007/microsoftdynamics/field/Pages/RM.aspx) guidanceAccount DiscoveryGenerating effective Account Profile information is a key step in uncovering potential opportunities for delivering Dynamics solutions. To identifyand qualify Dynamics opportunities, the IAM/ITM should embed ERP and CRM profiling within planned profiling interactions. This includes: • Ensuring that key BDM/LOB contacts are profiled from a Dynamics perspective. • Identifying legacy, homegrown, or competitive ERP/CRM software and versions. • Understanding current projects underway (if any) to upgrade or consider new ERP/CRM solutions.Account Discovery is the starting point for establishing a meaningful and trusted relationship with a customer/prospect. Profiling: • Supports targeted marketing to prospective customers. Qualify and Close • Supports nurture programs for interested customers. • Improves relationships with our managed accounts. • Supports sales prospecting and sales activity efficiency. • Supports the Microsoft Global Relationship Survey to help ensure we are surveying the right customers and contacts. • Minimizes the data protection risk.Following are suggested Dynamics profiling questions the IAM/ITM can embed into customer conversations to help qualify potential Dynamicsopportunities within their accounts. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 37
  • 38. DISSs Prepare continued CRMPREPARE Which business applications are you using today? Is there a project underway to look at a new CRM solution? If yes, who would be responsible for that project? ‰‰ No CRM ‰‰ Salesforce.com ‰‰ Yes ‰‰ Oracle CRM (Siebel) ‰‰ No ‰‰ SAP CRM Name: ‰‰ Sage Sales Logix ‰‰ NetSuite ____________________________________________________________________________ ‰‰ Microsoft Dynamics What areas of business would be involved? ‰‰ Own development ‰‰ Other: ________________________________________________________________ ‰‰ Sales Force Automation ‰‰ Don’t know ‰‰ Marketing ‰‰ No answer ‰‰ Contact Centre Management ‰‰ Service Dispatch Which is your current version of this solution? ‰‰ Other: ________________________________________________________________ ____________________________________________________________________________ Is there a budget in place? For how long has your company been using this solution? ‰‰ Yes When was the system deployed? ‰‰ No ____________________________________________________________________________ Have software demonstrations or a Request f or Information taken How many users does the system have? place yet? ____________________________________________________________________________ RFI For which areas does your company use the CRM solution? ‰‰ Yes ‰‰ No ‰‰ Sales Force Automation ‰‰ Marketing DemosCall ‰‰ Contact Center Management ‰‰ Yes ‰‰ Service Dispatch ‰‰ No ‰‰ Other: ________________________________________________________________ Are you currently receiving support and enhancements? ‰‰ Yes ‰‰ NoQualify and Close 38 « FY10 Inside Sales Customer Campaign Call Guide
  • 39. DISSsPrepare continued ERP PREPARE Which business applications are you using today? Are you currently receiving support and enhancements? ‰‰ No ERP ‰‰ Yes ‰‰ SAP Business Suite (Enterprise) ‰‰ No ‰‰ SAP Business All-in-One (SMB) Is there a project underway to look at new ERP solutions? If yes, who ‰‰ SAP Business One (SMB) would be responsible for that project? ‰‰ Oracle ‰‰ Epicor ‰‰ Yes ‰‰ Infor ‰‰ No ‰‰ Exact Name: ‰‰ Lawson ‰‰ Intuit ____________________________________________________________________________ ‰‰ Sage What areas of business would be involved? ‰‰ Microsoft Dynamics ‰‰ Own development ‰‰ Finance Management ‰‰ Other: ________________________________________________________________ ‰‰ Sales Order Processing ‰‰ Don’t know ‰‰ Inventory Management ‰‰ No answer ‰‰ Warehouse Management ‰‰ Supply Chain Management Which is your current version of this solution? ‰‰ Manufacturing ____________________________________________________________________________ ‰‰ Shop Floor Control ‰‰ CRM For how long has your company been using this solution? When was ‰‰ Other: ________________________________________________________________ the system deployed? Is there a budget in place? ____________________________________________________________________________ ‰‰ Yes How many users does the system have? ‰‰ No Call ____________________________________________________________________________ Have software demonstrations or a Request for Information taken For which areas does your company use the ERP solution? place yet? ‰‰ Finance Management RFI ‰‰ Sales Order Processing ‰‰ Yes ‰‰ Inventory Management ‰‰ No ‰‰ Warehouse Management ‰‰ Supply Chain Management Demos ‰‰ Manufacturing ‰‰ Yes ‰‰ Shop Floor Control ‰‰ No ‰‰ CRM ‰‰ Other: ________________________________________________________________For a more comprehensive profiling guide, please see the Business Applications Profiling Guide (http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Profiling/Business Applications Profiling.docx) and review Siebel/GSX data entry guidelines (http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Profiling/MBS Competitive Profiling.ppt). Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 39
  • 40. IAM ITM TPAM Prepare continued ÆÆ Red Carpet Account Transitions Relationship Management has never been more important than it is this year. As we evolve the FY09 Depth segment from 117,000 customer ac-PREPARE 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. • Maximize revenue opportunity throughout transition process for both Microsoft and partners. • Provide clear roles, responsibilities, and accountabilities for leadership and all employees. • Include a “One Microsoft” approach to all account transitions. 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. • Measured on SMS&P Scorecard—added to the SMS&P Scorecard. Four key steps to the Red Carpet Process 1 2 3 4Call Update Transition Customer/ Complete Account Knowledge Partner Transition Information Old and New Engagement New Account Owner Old Account Owner Account Owners Old and New Account Owners Figure 13. Red Carpet ProcessQualify and Close 40 « FY10 Inside Sales Customer Campaign Call Guide
  • 41. TPAM ITM IAMPrepare continuedGuiding Principles • Be Accountable: PREPARE —— Leave no customer/partner unattended. —— Ensure that our customers and partners always have a Microsoft contact: –– Old Account Owner maintains responsive ownership until new Account Owner is assigned. –– If the Old Account Owner is unavailable, the Sales Manager must assign an interim responsive Account Owner until a new Account Owner is assigned. –– All Customers/Partners without direct account ownership with Microsoft should, at a minimum, be aware of the digital Microsoft 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: –– Deliver the message in a positive tone. –– Convey a ”One Microsoft” approach for change and take accountability of the change. (Avoid shifting responsibility for change to other Microsoft entities.) • 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/Partner has a clear understanding of the new relationship and feels confident and continually supported by the ongoing partnership.Tracking Red Carpet ActivityRed Carpet is one of the SMS&P Scorecard metrics and is tracked monthly for any account transition, regardless of whether or not it is due to Callsegmentation changes or account owner transitions. As such, two Red Carpet Activities are assigned to each account when there is a change inAccount Ownership and the target for completion is within 30 days. If activity is not complete in a 30-day transition period, the account will “rollover” on a monthly basis, providing the opportunity to prioritize your execution while still achieving the 100% target over time (no accounts are leftbehind, which allows the ability to “catch up”). Old Account Owner Activity New Account Owner Activity Description FY10 Red Carpet—OLD Account Owner 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 After conducting the transition discussion with the customer/partner, knowledge to the New Account Owner.* follow up with e-mail. *Participate in the transition discussion with the customer/partner when applicable.See http://redcarpet for additional details. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 41
  • 42. IAM ITM TPAM Prepare continued ÆÆ Relationship Programs As you work to build relationships with your customers, consider the core programmatic relationship programs in this section that have beenPREPARE developed to support your efforts to effectively and efficiently engage Corporate Accounts customers. • The Midmarket Relationship Program (MMRP) is an overarching program to engage customers at strategic touch points throughout their license lifecycle. • Deployment is a detailed sub-set of MMRP, which tracks the deployment status of Microsoft products after they have been purchased. • T-36 is similar to MMRP; it tracks customer purchase lifecycles in alignment with their licenses, except that T-36 is used exclusively for Enterprise Agreements (EAs) and is led by the LAR partner. Midmarket Relationship Program The Midmarket Relationship Program is a predictable, programmatic customer engagement framework, with the intent to drive revenue and improve CPE. The engagement framework uses a defined contact strategy triggered by the customer lifecycle. It is a combination of marketing and sales touches with customers and is broken in four distinct phases: Welcome, Deploy, Use, and Renew. WELCOME DEPLOY USE RENEW Months 1–4 Months 5–11 Months 12–26 Months 27–36 W1 W2 D1 D2 Anniversary 1 U1 U2 U3 Anniversary 2 U4 R1 R2 R3 R4Call Welcome Follow-up/ Deploy IO True-Up Quarterly Communications True-Up Quarterly Renewal Packet & Call Activate Communications Figure 14. MMRP Engagement Framework Each phase has specific objectives timed to the lifecycle stage. These objectives can be summarized as below: WELCOME DEPLOY USE RENEW Customer • Thank customer for purchase • Inform of deployment • Help customer realize the • Explain value of renewal and Experience and establish a relationship. resources. value of their investment, the process. • Profile customer. • Assess IT maturity using including Software Assurance. • Profile for license consolida- • Activate Software Assurance infrastructure optimization. • Identify opportunities to tion opportunities. (SA) benefits. • Prove value of Software cross-sell and upsell. Assurance. • Offer technical support services and information. Key • SMS&P Software Assurance • Deployment • Cross-sell and up-sell • Recapture Rate. Benefit Activation Rate. • Infrastructure Optimization opportunities generated.Qualify and Close Performance Indicators Profiles as a percentage of • MMRP Contributions to Depth Accounts. Pipeline. Figure 15. MMRP Phase Objectives 42 « FY10 Inside Sales Customer Campaign Call Guide
  • 43. DISSsPrepare continuedDynamics Customers—Relationship Rhythm WELCOMEExisting Dynamics customers are a critical part of the Dynamics business, and they drive PREPAREsignificant revenue each year. Both Microsoft and partner teams must focus on helping exist-ing customers fully leverage their Microsoft technology investment through full deployment, RENEW BENEFIT USAadoption of the latest versions of software, and active partner engagement within an account. CustomerIn addition, partners play a pivotal role in driving Business Ready Enhancement Plan (BREP) Lifecyclerenewals and sales of additional user licenses and modules. During Account Planning, IAMs andITMs should reach out to the appropriate Dynamics colleague to discuss how to integrate thefollowing customer contacts into their overall Account Contact Plan. (See Dynamics Licensing BRL G Eand BREP below.) UN LEASHThe following table outlines key points of interaction in the customer lifecycle, roles and responsi-bilities, and key resources: Lifecycle Interaction Role Timeline Objectives Resources Phase Welcome Conversation Dynamics T+30 • Drive registration in CustomerSource. • Welcome Phase Resources (http://infoweb2007/ with new ISS • Validate customer contact information microsoftdynamics/services/Pages/enhancement. Dynamics in Voice. aspx) customers • Evangelize the benefits of BREP. • Track deployment. • Assess cross-sell opportunity. Renewal/ Conversation Dynamics T-60 • Secure BREP Renewal or Re-enrollment. • Renew and Re-enrollment Inside Script Lapsed with lapsed ISS (renewal) • Articulate the benefits of BREP. (http://arsenalcontent/ContentDetail. customers • Address customer objections. aspx?ContentID=159499) T0–T+30 • In H2 FY10, it will be the partner’s • BREP Renewal and Re-enrollment Guide (http:// (lapsed) responsibility to commit customers to arsenalstorecls/Public/Content/Marketing/ Call renew. Execute a conversation with Microsoft Dynamics Customer Services Renew customers who do not look like they are and Re-02022009093225/Dyn_Serv_ToC_Rnw_ going to renew. (H2 FY10+) ReEnrl_TG_webready.pdf) • Customer Services Lifecycle site (http:// infoweb2007/microsoftdynamics/services/Pages/ enhancement.aspx) Renew Conversation IAM / ITM T-90 • Protect customer investments by • CRM Inside Sales Guidance for SA Renewals with keeping their solutions up-to-date. (http://sharepointemea/sites/insidesalesmbsi/ Support customers • Continue to see Microsoft as a strategic Shared Documents/Readiness/CRM SA from due for CRM business partner both for ongoing Renewals/CRM Telesales Guidance for SA Dynamics SA renewal support and to add new solution Renewals.pdf) ISS components as their businesses evolve. • SA interactive benefits chart by license • Strengthen the customer relationship. type (http://sharepointemea/sites/inside- • Secure CRM SA Renewal. salesmbsi/Shared Documents/Readiness/CRM SA Renewals/Software Assurance Interactive Benefits Chart.pdf) • SA for Open and Open Value Customers (http:// sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/ Software Assurance Open and Open Value for Microsoft Dynamics CRM.pdf)—key benefits for customers Qualify and Close • SA for Select and EA Customers (http:// sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/ Software Assurance Select and Enterprise Agreement for Microsoft Dynamics CRM. pdf)—key benefits for customers Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 43
  • 44. IAM TPAM Prepare continued T-36 A count down and coordination of activities takes place between Microsoft and the partner during the life of the customer’s Enterprise Agreement;PREPARE T-36 is a prescriptive three-year (36-month) customer engagement design for maximizing the lifetime EA Value. T-36 is based on the number of months (36) between the signing and expiration of an EA. For example, T-9 denotes that there are 9 months before the EA expires and is due for renewal. By helping the customer realize the full value of the EA, the EA “health” will be better secured. EA health translates into growth over the term of the EA and increases the probability of renewal. Key Activities EA Renewed Renewal Engagement True-Up Practices T-0 Software Asset Management T-9 Optimizations Renew T-18 Use Software AssuranceCall Activation and Consumption Infrastructure Optimization Deploy Deployment and Adoption T-27 Customer Value Microsoft/Partner Value Account and Growth Planning Welcome • Full value of EA • Revenue opportunities – Using current version rights – Cross-sell/up-sell T-36 – Consumed SA benefits – Compliant true-ups • Tech as a strategic asset – Improved renewal rate • Clearer IT roadmap • Increased customer satisfaction EA Signed • Lower costs/optimized budgets • Sales efficiency • Trusted partner • Decreased competition Figure 16. T-36 countdownQualify and Close 44 « FY10 Inside Sales Customer Campaign Call Guide
  • 45. TPAM IAMPrepare continuedThe customer’s EA Value is maximized by helping to ensure that the customer is: 1. Deploying and using the software (including the most recent versions) they have acquired through the EA. PREPARE 2. Consuming the Software Assurance Benefits associated with the EA. 3. Leveraging their technology investments as a strategic asset. 4. Delivering roadmaps for their IT systems. 5. Relying on the LAR partner and Microsoft as a trusted advisor.The T-36 Activities that help deliver the Customer Value aggregate into six distinct activity categories identified by Microsoft: • Account Planning (AP) and Growth (referred to as Relationship Management for some activities) • Software Assurance (SA) Activation and Consumption • Infrastructure Optimization and Deployment (IO & D) • Software Asset Management (SAM) Optimization • Consistent True-Up Practices (TUPs) • Renewal Engagement (Ren)A T-36 Activity is: • A discrete event that occurs throughout the customer lifecycle of an EA. • Non-Revenue Generating; it may lead to revenue but does not directly generate revenue. • 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.Maximizing the value of the EA is a share priority between Microsoft and the LAR partner. The partner will play a significant role in the T-36 modelin Opportunity Management and, when the LAR has the capability, in Relationship Management. The key element is to know the LAR’s capabilitiesand conduct a Joint Planning Review to coordinate activities. As much as possible, T-36 activities should be passed onto and completed by the LAR Callwith the IAM or ITM monitoring the completion of those activities through engagement with the LAR or through regular opportunity updates fromthat LAR’s PAM. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 45
  • 46. IAM ITM Prepare continued ÆÆ Deployment A Deployment opportunity is an opportunity where the customer is engaged or re-engaged to realize the value of products and technologies thatPREPARE have been acquired but have not yet deployed. Deployment opportunities are not considered revenue opportunities, cannot be mixed with an opportunity where new licenses are sold, and track the number of seats involved through attached products. When should Deployment be discussed? Ideally, Deployment conversations should take place throughout the sales cycle and with every interaction with customers so that they can optimize the value of the products and services they purchase. Today, many customers receive valuable Deployment benefits when they purchase licenses, but do not use them. Depending on the solution being purchased from Microsoft, the customer will also need to budget for the after-sale implementation (deployment) costs. These costs often range from 10% to 15% of the sales costs, so you should discuss this with the customer as part 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. If customers fail to plan for Deployment, they will likely experience decreased customer satisfaction now and a more difficult renewal process 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 creating new Deployment opportunities. Objectives of a customer Deployment Call: 1. Determine the customer’s Deployment strategy. 2. Determine the customer’s preferred Deployment partner. 3. If the customer has no Deployment strategy, identify any Deployment blockers or concerns. 4. Provide specific resources to resolve concerns and remove blockers. 5. Identify any unresolved issues the customer may have. 6. Identify any additional solutions or opportunities that may benefit the customer. 7. Create/update a Deployment Opportunity. 8. Create/update Deployment Profile/Microsoft Software Profile as per the Deployment Discovery (http://sharepoint/sites/Call TelesalesProcessLibrary/Relationship Management/Deployment Discovery.aspx) guidelines. Preparing for a Deployment Call: 1. Review notes from previous conversations to determine if there are any follow-up items to be addressed. 2. Review the customer’s license position to determine if any new purchases have been made. 3. Review past purchases to determine the scope of how many and what kind of licenses the customer may need to deploy. 4. Review the Deployment Profile/Microsoft Software Profile as per the Deployment Discovery (http://sharepoint/sites/TelesalesProcessLibrary/ Relationship Management/Deployment Discovery.aspx) guidelines in Siebel/PSM to determine if Office and Windows information has been previously documented for the customer. 5. Determine if the customer’s current or preferred partner is also a Desktop Deployment Services–competent partner by using the Packaged Services Provider Directory (http://directory.partners.extranet.microsoft.com/psbproviders/), and select Desktop Deployment Planning Services (DDPS) as the Packaged Service Type. Find other local partners that do offer Desktop Deployment Services using the query found here: https://solutionfinder.microsoft.com/Solutions/SolutionsDirectory.aspx?keywords=deployment. Creating a Deployment Opportunity For detailed guidance on creating a Deployment Opportunity, visit: http://sharepoint/sites/TelesalesProcessLibrary/Opportunity%20Management/ Deployment.aspx.Qualify and Close 46 « FY10 Inside Sales Customer Campaign Call Guide
  • 47. TPAM ITM IAMPrepare continuedOpportunity Management PREPAREÆÆ Sales MotionsCIAM and CPM Sales Motions are sales scenarios defined by an intended sales outcome and by the manner in which Microsoft sales resourcesengage with customers and partners throughout the Microsoft Solution Selling Process (MSSP). A given Sales Motion has a distinct value proposi-tion and opportunity strategy, characterized by the selling practices employed, as well as customer and partner roles involved.SMS&P sales- and partner-management personnel must understand the sales motions and their corresponding ownership/engagement withintheir Territory Team Unit in order to fulfill expectations for their role and meet Microsoft’s cost-of-sales objectives.SMS&P recognizes six sales motions: 1. Transactional—Transactional motions are predominantly owned and executed by SMS&P partners, with minimal Microsoft resource en- gagement. Scenarios include basic product purchase (Full-Packaged Product, OEM, Open License) and/or opportunities less than US$10,000 of Microsoft revenue for Infrastructure Optimization, Platform, and Solution Sales Motions. Transactional business is not sold, tracked, or managed by Microsoft sales or partner management personnel at the opportunity level; instead it is sold through partner channels, and then typically measured and included in a forecast as a run-rate calculation or projection by Microsoft. 2. License Optimization—License Optimization motions rationalize Microsoft software licensing in order to simplify customer license management and lower acquisition cost. Scenarios include License Consolidation in which the customer’s existing licenses are re-structured into a new Enterprise Agreement (EA), Open Value (OV), or other annuity agreement. This scenario leverages the EA or OV value proposition (pricing, flexibility, and improved software management) and provides an opportunity to tie in any pre-existing Premier Support agreements for maximized customer benefit and loyalty. License Optimization also includes volume license Renewals, True-Ups, and Software Asset Management (including legalization). 3. Infrastructure Optimization—Infrastructure Optimization motions advance the customer’s IT capabilities through the Core and Business Productivity Infrastructure Optimization (Core IO and BPIO) models, and can be strengthened and sustained with Premier Support Advisory services. Core IO scenarios include Identity and Access Management; Desktop, Server, and Device Management; Security and Networking; Call Data Protection and Recovery; and IT and Security Process. BPIO scenarios include Unified Communications, Enterprise Search, Business Intelligence, Collaboration, and Enterprise Content and Forms Management. 4. Application Platform Optimization—Application Platform Optimization motions drive Microsoft platform technologies along with applications, displacing competitors such as Oracle and IBM. Capabilities include Web, Reporting and Analysis, Data Warehousing, Integration, Line-of-Business Platform, and Custom Development. Premier Support can attach for improved up-time, performance, and recovery. Scenarios include customers who are targeted for/considering Microsoft SQL Server, Visual Studio®, BizTalk®, SharePoint, or any of the Microsoft platform stack. 5. Solution Area—Solution Area motions leverage Microsoft Solution and ISV partners to generate demand and deliver business solutions on Microsoft technologies, potentially with Premier Support for mission-critical systems. Scenarios include the sale of Microsoft and/or partner- generated solutions in Communications, Distribution and Services, Financial Services, Manufacturing and Resources, and Public Sector, as well as cross-industry solutions, such as CRM and Loyalty, Enterprise Resource Planning (ERP), Manufacturing Operations, Human Capital Management, and more. 6. Premier Support, Services Only—Premier Support, Services Only scenarios include situations in which Premier Support is being sold without software and exclusive of all other sales motions. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 47
  • 48. IAM ITM Prepare continued ÆÆ Microsoft Solution Selling Process Inside Sales is a vital contributor to the overall marketing and sales pipeline. Understanding where your calls fall in the Microsoft Solution SellingPREPARE Process (MSSP) will help you understand the customers in your territory and how you will approach them on a call. Leads are generated through a variety of means: direct marketing, advertising, seminars, trade shows, Inside Sales, and Through Partner events. As part of our Solution Selling process, ITMs take the lead to 20% opportunity status, while IAMs may manage the opportunity all the way through the pipeline to Close. At 20%, the opportunity is either passed to a managed Partner or jointly managed internally with a specialist resource. The Partner Account Manager (PAM) works with the Partner to help ensure that the opportunity is moving through the sales pipeline. Specialized resources are brought in, as required, to assist you with the sales conversation. MSSP is a framework of inputs, processes, and outputs that govern sales interactions with Corporate Accounts worldwide. The four phases of the opportunity lifecycle (Creation, Progression, Distribution, and Closing) align closely to MSSP. Inside Sales plays a crucial role in managing Opportunities in accordance with MSSP. Initially, the MSSP Sales Stages involve interactions between Inside Sales and the customer and/or partner. Later steps involve more interactions between the partner and customer directly. Primarily, Inside Sales is responsible for prospecting and qualify- ing, taking a lead from 0-20% before handing off to a partner or TPAM for further development. • BANT Criteria • MSSP Sales Stages Progression • Products/Pricing • Opportunity Planning Creation Distribution Closing • Standard • External—Partner • DispositionCall • EA Renewal Attach • Microsoft Sales • EA Recurring/True-Up • Internal—(T)PAM or Reconciliation • Deployment other • Anti-Piracy/Accordo • Dynamics Demand Prospect Qualify Develop Solution Proof Close Deploy Generation 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ 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. Demand Prospect Qualify Develop Solution Proof Close Deploy Generation 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ Exit Criteria ❏ Meets ❏ Call disposition ❏ BANT ❏ Executive ❏ Customer ❏ Verbal ❏ Signed ❏ Deployed campaign or ❏ Opportunity ❏ Permission sponsor received and approval documents solutions (Minimum query criteria creation to engage verified validated received ❏ Adjusted requirement ❏ CSTAR code ❏ Confirm/ partner ❏ Evaluation plan proposal win $ to progress) for all Direct obtain correct ❏ Partner agreed uponQualify and Close and Database sponsor acceptance Marketing information ❏ Opportunity ❏ Leads loaded ownership to as Siebel (T)PAM Activities Figure 17. MSSP as it aligns to the opportunity lifecycle 48 « FY10 Inside Sales Customer Campaign Call Guide
  • 49. ITM IAMPrepare continuedNew for FY10The Microsoft Solution Sales Process has been separated into three sections to add clarification around responsibilities. PREPARE • The blue section contains the objectives and steps that are part of the actual MSSP sales stages. • The green section contains system steps that must be completed in our CRM—Siebel/PSM/GSX. • The orange section contains steps that should be completed by account owners (IAMs/ITMs) even though they may not be listed as the Opportunity Owner for each sales stage. Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ Sales Stage Objectives Create a valid Qualify Opportunity Document evaluation Present solution Demonstrate Finalize contract Finalize and execute Opportunity Engage Appropriate plan proposal (quote) capability to deployment plan Resources Establish relationship exceed customer with Power Sponsor requirements Develop customer requirements Steps Identify sponsor Qualify Opportunity Create, deliver, and Create solution Develop proof Conduct negotiations Implement deploy- (In order of Validate potential using BANT criteria document evaluation proposal (quote) Obtain verbal Finalize contract ment plan operation) deal Obtain permission to plan Present solution approval Help customer utilize Obtain signed engage partner Establish relationship proposal (quote) contract documents SA Benefits Send Sponsor Letter with Power Sponsor Customer validates Engage Microsoft Develop customer proposal resources as needed requirements Customer confirms Engage optimum (or Initiate deployment deployment plan preferred) partner plan discussion Responsible IAM/ITM IAM/Partner Partner Tele CRM (Siebel, PSM, GSX) Call Steps Create Opportunity Document BANT Update Opportunity Update Opportunity Update Opportunity Update Opportunity Create Deployment (In order of (from Activity/Lead Document permission Set Stage to Set Stage to Set Stage to Adjust Opportunity $ Opportunity if operation) when applicable) to engage partner “Solution 40%” “Solution 60% “Close 80%” to match final deal $ needed Update Account, Attach partner Go to next stage Go to next stage Go to next stage Set Stage to Contact(s), and “MS Win 100%” Obtain partner Opportunity Acceptance Go to next stage Set Stage to Identify and assign “Qualify 10%” new Opportunity Go to next stage Owner Set Stage to “Develop 20%” Go to next stage Responsible Primary: PAM/TPAM IAM/ITM Secondary: IAM/ITM Account Management Steps Research business Decide initial Escalate stalled Escalate stalled Escalate stalled Check satisfaction of Check deployment (In order of and market issues approach opportunities to opportunities to opportunities to Power Sponsor status operation) Prepare reference Recommend partner Opportunity Owner Opportunity Owner Opportunity Owner Update Account Check customer stories/content to customer Confirm initial Confirm deployment Software and satisfaction with Listen to customer— Update pipeline value deployment plan plan with customer Compete Profile if deployment build trusted discussions applicable Ensure SA benefits Update Account relationship, identify Validate that final win are activated pain Software and Compete Profile amount is entered Qualify and Close into Siebel/PSM Responsible IAM /ITMFigure 18. Microsoft Solution Sales Process—Corporate Accounts, FY10These steps help reinforce the concept that Inside Sales agents should remain engaged in Opportunities until the contracts are signed, and thesolutions are deployed.These represent the minimum global standards for Opportunity Management in MSSP. There are also system-required fields that are furtherexplained in the Inside Sales Process Library under Opportunity Management » Standard. Areas/Subs may have additional requirements basedon local needs. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 49
  • 50. Prepare continued Qualify the Opportunity ITMPREPARE In the CPM segment, opportunities are considered qualified at 20% in the Microsoft Solution Selling Process (MSSP) pipeline based on BANT criteria: • Budget • Authority • Need • Timeline In addition to BANT, the Sponsor must be willing to speak with a partner. IAM In the CIAM segment, opportunities are considered qualified in alignment with MSSP using PPVVC criteria. PPVVC (Pain, Power, Vision, Value, Control) are the primary areas that must be targeted and controlled during the entire MSSP cycle. In alignment with MSSP, these primary areas are addressed from 0% to 100%. • Pain —— “What high-priority pain has the prospect admitted to you and what is it costing them today?” • Power —— “Who do you believe is the Power Sponsor and why?” —— “Can we gain access and influence?” • Vision —— “What vision did you create for the Prospect?”Call –– “Is vision differentiated toward us?” • Value –– “Has the prospect identified enough value to compel them to move ahead now?” • Control –– “Who is column A and who is controlling the buying process?” –– “Has the prospect agreed to your draft joint Evaluation Plan?”Qualify and Close 50 « FY10 Inside Sales Customer Campaign Call Guide
  • 51. TPAM ITM IAMPrepare continuedÆÆ Deal orchestration PREPAREKey responsibilities of the Microsoft Account OwnerThis table is reflective of all opportunities, regardless as to whether Account Owner is also acting as Opportunity Owner. Note that as an opportu-nity progresses throughout the pipeline, the Account Owner will be either the CIAM or CPM, while the Opportunity Owner could be any one of anumber of roles depending upon where the opportunity is in the sales process. Activity Purpose Process Qualify Increase the probability of the opportunity • PPVVC (Pain, Power, Vision, Value, Control) is a methodology within MSSP for asking Opportunity moving to close. Improve the customers customers the "right" questions at the "right" stages of the sales cycle. It can be used in perceptions of Microsoft. Establish credibility CIAM together with BANT at the qualification stage of an opportunity. with Account and V-Team members. Have • BANT (Budget, Authority, Need, Timeline) is used in CPM for opportunity qualifica- greater control of the sales process. tion rather than PPVVC due to its simplicity. Send and Increase the probability that the opportunity • Obtain agreement from the Power Sponsor that he/she would like to explore the Obtain will close and increase deal velocity. Validate opportunity further with you. Approval of the customer’s needs and stake in the • Summarize the pain that was identified. the Sponsor opportunity. Provide evidence that the • Summarize your understanding of the Reasons and Impacts of the pain. Letter opportunity is ready to move from Qualify to • Confirm the Power Sponsors willingness to explore the opportunity further. the Develop stage. • Make a list of the next steps in the opportunity. Hand Off In CIAM: High-performing Inside Account Use the table below to identify the appropriate role to hand off the opportunity to: Opportunity Managers routinely state that one of the greatest things they have done is to delegate Opportunity Owner more and hand off more opportunities, Situation CIAM CPM more effectively. The challenge is that most IAMs want to drive too many opportunities Transactional (run rate) LAR/LAR PAM LAR/LAR PAM themselves, for a number of reasons. Licensing Optimization (contract Call Handing off opportunities is really about consolidation—value prop is solely in building scale, thus freeing up time to changing contract type). work on strategic activities. The single most important thing to do to generate more Opportunity is included in SSP strategic SSP N/A opportunities is to have others working for plan and partner attached to opportunity you. Handing off an opportunity requires a does not have the capability to own. fine balance of empowering the Opportunity Dynamics Opportunity is large (>US$40K Dynamics SSP, who Dynamics SSP, who Owner and the Territory Team Unit (TTU), for ERP or >US$50K for CRM) and/or will then engage the will then engage the while ensuring the control that is needed to strategic. right VAR and ISV right VAR and ISV move the opportunity to close. Opportunity will result in an enterprise- IAM OM In CPM: ITMs should qualify opportunities wide commitment to Microsoft. (Typically and hand off all opportunities to partners, an IO motion results in a Platform EA, but engaging OMs in appropriate strategic op- there could be other types of agreements.) portunities as defined by the subsidiary. The Partner-generated opportunity that does xPartner/xPAM xPartner/xPAM Partner and the PAM should both be notified not have the potential to be enterprise- when an opportunity has been transitioned wide. to a Partner. The ITM should verify that the Partner has contacted the customer following New Premier Agreement or Premier SISR N/A the transition. Renewal that is not an “EA Attach”. Deployment opportunity Solution Partner/ Solution Partner/ Solution PAM Solution PAM • Consider partners to be a core part of your extended team of resources. Qualify and Close • Meet with the appropriate PAM to discuss your partner options. • Leverage the tools available to you to search for partners. • Attach the partner(s) to the opportunity in Siebel. • Work with the Opportunity Owner to establish clear roles and responsibilities as you transition an opportunity to him/her. • Define what success will look like for both you and the Opportunity Owner. • Let the Opportunity Owner know you will be setting checkpoints with the customer. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 51
  • 52. IAM ITM TPAM Prepare continued Activity Purpose Process Identify and Ensure the customer is satisfied with a partner The Inside Account Owner identifies any partners that the customer is already working withPREPARE Introduce who is motivated to work with them on the and confirms the customer’s satisfaction with this partner. If the customer is satisfied and the Partners opportunity and has (or can obtain) the partner has the motivation, capacity, and capability to work on the opportunity, then no further relevant capabilities. action is needed. However, in some cases, either a partner currently is not working with a customer or the customer may be dissatisfied with their partner. The first step is to work with the PAM to identify a new partner or resolve issues with the current partner. If a new partner is introduced into the account, the Inside Account Owner should be proactive in identifying several choices for the customer and help to facilitate the choice. Monitor In both CIAM and CPM, the Inside Account • Communicate regularly with the Opportunity Owner to update Siebel and move opportu- Opportunities owner should always be aware of all oppor- nity to a win. tunities that are active in accounts, even those • Provide coaching if and when needed. While the Opportunity Owner is effective at that have been handed off to an Opportunity positioning the business value of a solution, the IAM may have more intimate knowledge Owner. In CIAM however, handing off of the account and its business. opportunities does not mean that the Inside • Check Siebel to be sure it is being updated correctly and regularly. Account Manager is not accountable for the • Redirect questions about the opportunity to the Opportunity Owner. activities that take place as the opportunity is developed. Build Trust Creating a team culture is necessary to • Share and Consistently Reinforce a Vision (http://infoweb2007/comet/Pages/CreatingaV- consistently win opportunities and expand TeamCulture.aspx#sharingand) for the account with both the customer and the team Microsofts reach in the customers business. resources working with the customer. It is also key to building trust both with the • Communicate clearly (http://infoweb2007/comet/Pages/CreatingaV-TeamCulture. customer and with the team of resources that aspx#communicate), consistently, and regularly. the IAM leads. • 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.Call • Quickly and effectively tackle problems as they arise. Establish The Opportunity Checkpoints that you • Start with the Conditions of Satisfaction (CoS) (http://infoweb2007/comet/Pages/ Opportunity establish with your customers is really about EstablishingOpportunityCheckpointswithCustomers.aspx#part1). Checkpoints the Control component of the PPVVC • Obtaining the Customers Buy-In as part of an evaluation plan and with framework. It means that you have control Commitment to Checkpoints (http://infoweb2007/comet/Pages/ Customers over the buying process and that you are EstablishingOpportunityCheckpointswithCustomers.aspx#part2). able to maintain this control should issues • Conduct the checkpoint conversation with the customer. arise. Establishing Opportunity Checkpoints • Follow Up on Action Items (http://infoweb2007/comet/Pages/ with Customers is vital to consistently and EstablishingOpportunityCheckpointswithCustomers.aspx#part4). more quickly close deals. Establish check- • During the opportunity checkpoint meeting, ask the customer: points for both those opportunities that –– How well he/she feels the opportunity is progressing? you own and for those opportunities that –– Are there any issues? have been handed off to an Opportunity –– Is there anything that you, the Opportunity Owner, the V-Team, and/or Microsoft Owner. These checkpoints should be a core overall could be doing better? component of the Conditions of Satisfaction –– If there are issues, what solutions would the customer recommend? (CoS) that you have with the account and part of every Evaluation Plan that is developed for opportunities in the account.Qualify and Close 52 « FY10 Inside Sales Customer Campaign Call Guide
  • 53. TPAM ITM IAMPrepare continued Activity Purpose Process Escalate • Prevent the opportunity from being lost. • GetHelp (http://gethelp/) is an umbrella site feeding issues to the appropriate resource. PREPARE Opportunity • Identify resources to move a stalled Use it to gain access to CompHot, Licensing Support, and Customer Support. opportunity to next stage. • Global Partner Support (GPS) can be contacted directly by a Microsoft Account Owner to • Improve the accuracy of the forecast. provide pre-sales Level 300 technical assistance for partners who own or are working on opportunities. • If the Opportunity Owner is a partner, escalate to the PAM first. Update Eliminate the verification of data quality • Create opportunity in Siebel. Make sure to include all relevant information, including Siebel during pipeline reviews by continuously Partners and Opportunity Team members. Attach the Sponsor Letter to the opportunity reinforcing the importance of entering data in in Siebel. Siebel accurately and in a timely fashion. The • Assign an opportunity to the Opportunity Owner (which could be you as the Account end result should be a level of trust in all of Owner), following the Opportunity Distribution Process (http://sharepoint/sites/ the data that you are pulling reports from. TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsit es%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fEA Renewal&FolderCTID=& View=%7bC720ACED%2d6E33%2d4455%2dB2C9%2d13C04767A4D2%7d). • Update Siebel with Account Profile information that is uncovered during the course of the opportunity management process. Update the Stay on plan to exceed quota. Provide a • Update the Account Plan with new information that may have been obtained about the Account current document to be used during reviews account. and Territory to update forecast and resources requests. • Update the Territory Plan as deals are won and loss to ensure quota will be reached. PlansResponsibilities and Tools of the Opportunity OwnerRefer to the table above and to the Orchestration Matrix (on page 54) to see who should be assigned Opportunity Owner responsibilities. Develop 20% Solution 40% Proof 60% Close 80% Call Verifiable Approved Evaluation Plan Approved Solution Proposal Approved Deployment Plan Signed Contract Outcome— Verbal Proposal Agreement Customer PSM/Siebel Opportunity Team (including Opportunity Status and Opportunity Status and Opportunity Status and Documentation partners) added to the system. Probability updated by the Probability updated by the Probability updated by the Opportunity Owner. Opportunity Owner. Opportunity Owner. Key Microsoft Evaluation Plan Template Solution Proposal Template POC/Demos Contract Template Tools (http://arsenalstore/Public/ Partner Quoting Tool MTC Content/Sales Aid/Eval Plan/ (https://partner.microsoft.com/ Deployment Plan Template MSS Evaluation Plan Building global/40011368) Guide.doc) Customer Quoting Tool Opportunity Plan (http://www.microsoft.com/ licensing/mla/) EA Customer Price Sheet (LS) (http://sharepoint/sites/empow- erment engine/default.aspx) Activities Build the opportunity plan. Ensure the customer approves Obtain a verbal agreement. Negotiate contract. PPVVC—Further develop an the solution proposal. Discuss a deployment plan. understanding of the customer’s Draft and send the Solution Qualify and Close pain and value criteria. Proposal. Draft and send the Evaluation Provide Microsoft License Plan (http://sharepoint/sites/ Statement (MLS) (http://license- TelesalesProcessLibrary/ position) to the customer. SiteCollectionDocuments/ Forms/AllItems.aspx?RootFolder =%2fsites%2fTelesalesProcessLi brary%2fSiteCollectionDocumen ts%2fEA Renewal&FolderCTID= &View=%7bC720ACED%2d6E3 3%2d4455%2dB2C9%2d13C04 767A4D2%7d). Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 53
  • 54. IAM Prepare continued The following two Orchestration Matrix tables highlight the hand-offs involved across various Microsoft FTE roles during the course of an opportu- nity lifetime for the CIAM and CPM segments.PREPARE CIAM Framework IAMs are the primary account owners, and they focus on moving customers through the pipeline as described here. The most customer touch happens during the Prospect and Qualify phases, but follow-on activities support the rest of the pipeline. Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ Verifiable Opportunity and Approved Sponsor Approved Approved Solution Approved Signed Contract Deployed Outcome— sponsor identified Letter Evaluation Plan Proposal Deployment Plan Software Customer Verbal Proposal Agreement PSM/Siebel Opportunity Qualification Opportunity Opportunity Status Opportunity Status Opportunity Status Deployment Documenta- created criteria met Team (including and Probability and Probability and Probability Opportunity tion Call disposition Opportunity partners) added to Updated by the Updated by the Updated by the completed Owner set the system Opportunity Opportunity Opportunity Owner Owner Owner Account profile updated Key Microsoft Reference Stories Vision Worksheet/ Evaluation Plan Architecture POC/Demos SOW Deployment Plan Tools 1:Many event BANT Template Design Session MTC Contract Template 1:Many event Opportunity Plan MTC Deployment Plan Sponsor Letter Solution Proposal Template Template Template Role of Research business Decide Check satisfaction Update pipeline Update pipeline Support Prepare win/loss Account and market issues. initial opportunity of Power Sponsor. value. value. negotiations review. Owner approach. with customerCall Prepare reference Introduce Oppor­ Clear roadblocks. Clear roadblocks. Check customer stories/content. Identify and assign tunity Owner to communication as satisfaction with Can be: Help ensure Ensure verbal Opportunity customer. needed. deployment. Listen to the customer agreement is • IAM customer—build a Owner. Update pipeline approves solution received from the Set final win Create a deploy- trusted relation- Update pipeline value. proposal. customer. amount in PSM/ ment opportunity. ship, identify pain. value. Siebel. Communicate Validate the Ensure Facilitate a discus- Create opportunity status solution meets Deployment Plan sion regarding opportunity. to management. customer need. is approved by the Premier Support. Provide Get permission Validate the solu- customer. PSM/Siebel from customer to tion leverages all documentation. distribute informa- possible Microsoft tion to partner. products. Recommend partner to customer. Present or dele­ gate presentation of Evaluation Plan. Lead development of Evaluation Plan. In some cases, IAMs might continue to manage the customer relationship throughout the pipeline. However, in many cases, the Specialist and/orQualify and Close partner roles are engaged to close the opportunity. 54 « FY10 Inside Sales Customer Campaign Call Guide
  • 55. IAMPrepare continued Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ PREPARERole of None Validate Decide the op- Hold the Hold the activity Escalate issues ReviewOpportunity opportunity. portunity strategy. activity owner owner account- to the account Deployment PlanOwner— Build the accountable able for successful owner. with the PowerMicrosoft-led opportunity for a successful completion. Sponsor.Opportunities team—Compete? completion. Update theCan be: Services? Partners? Update the account owner on Specialists? account owner on current status.• IAM Further develop current status. Escalate issues• SSP an understanding Escalate issues to the account• SISR of customer pain to the account owner.• Dynamics and value criteria. owner. SSP Ensure deploy-• LSS from Assign activities. • Lead ment plan is 60% development developed. of Solution Proposal. • Present or delegate a presentation of the Solution Proposal.Role of None Validate Ensure partner Hold the Hold the Escalate issues Review theOpportunity opportunity. completes the activity owner activity owner to the account Deployment PlanOwner— following activities: accountable accountable owner. with the PowerPartner-led • Decide the for a successful for a successful Sponsor.Opportunities opportunity completion. completion. Drive deploymentCan be: strategy. Update the Update the opportunities to • Build the oppor- account owner on account owner on closure. Call• Solution tunity team— current status. the current status. PAM Compete? Escalate issues Escalate issues• LAR PAM Services? to the account to the account Partners? owner. owner. Specialists? Ensure the partner Ensure a • Further develop completes the deployment plan an understand- following activities: is developed. ing of customer pain and value Lead development criteria. of a Solution • Assign activities. Proposal. • Lead develop- Present a Solution ment of the Proposal. Evaluation Plan. • Present or delegate presentation of the Evaluation Plan. Escalate issues to the Account Owner.Role of Activity None None Help identify Define the value Develop deploy- Create a pricing Ensure SA benefitsOwner how to close the proposition. ment plan. proposal. are activated. gap between Qualify and CloseCan be: Design a solution. Develop POC/ Assist with the Understand and capabilities and Demos. negotiation and resolve deploy- Bring buying• LSS business issues. contracts. ment issues. vision to life for Present POC—• Partner Develop an the customer. ensure customer Negotiate a con-• SSP/TSP Evaluation Plan. understanding. tract (on-premise• Dynamics Hold an Develop an Architecture with the customer SSP/ISS Opportunity Plan. if necessary).• SISR design session. Present the Present solution to Evaluation Plan to the customer. the customer. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 55
  • 56. ITM Prepare continued CPM Framework While much of the focus on change is on the adoption of the new CIAM segment, it is important not to lose sight of how the CPM segment willPREPARE change as well. All subsidiaries, regardless as to whether or not they will implement CIAM, will need to learn how to set up CPM in FY10 to begin evolving toward CIAM in FY11. The plan changes in CPM for FY10 that will result in successfully meeting revenue targets as well as preparing for CIAM in FY11. The ITM job description has been updated to reflect the changes in expectations and contains the base-level requirements, including experience and competencies. Use the updated job description as the baseline for performance expectations. For additional details on the CPM ITM Model, please refer to the following table. Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ Verifiable Opportunity and Approved Sponsor Approved Approved Solution Approved Signed Contract. Deployed Outcome— sponsor identified. Letter. Evaluation Plan. Proposal. Deployment Plan Software. Customer Verbal Proposal Agreement. PSM/Siebel Opportunity Qualification Opportunity Opportunity Status Opportunity Status Opportunity Status Deployment Documenta- created. criteria are met. Team (including and Probability and Probability and Probability Opportunity. tion Call disposition. Opportunity partners) is added are updated by are updated by are updated by Owner is set. to the system. the Opportunity the Opportunity the Opportunity Account profile Owner. Owner. Owner. updated. Key Microsoft Reference Stories Vision Worksheet/ Evaluation Plan Architecture POC/Demos SOW Deployment Plan Tools 1:Many events BANT Template Design Session MTC Contract Template 1:Many events Opportunity plan MTC Deployment Plan Sponsor Letter Solution Proposal Template Template TemplateCall Role of Research business Decide the Check satisfaction Check satisfaction Check satisfaction Check satisfaction Check the deploy- Account and market issues. initial opportunity of the Power of the Power of the Power of the Power ment status. Owner Prepare reference approach. Sponsor. Sponsor. Sponsor. Sponsor. Create a deploy- Can be: stories/content. Identify and assign Validate that the ment opportunity. Listen to the to the Opportunity final win amount Check customer • ITM customer—build Owner. has been entered satisfaction with • Dynamics trusted relation- Get permission into PSM/Siebel. deployment. ISS ship, identify pain. from the customer Ensure SA benefits Create an to distribute in- are activated. opportunity. formation to the partner. Update PSM/Siebel Recommend a Documentation. partner to the customer. Update the pipeline value.Qualify and Close 56 « FY10 Inside Sales Customer Campaign Call Guide
  • 57. ITMPrepare continued Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ PREPARERole of None Validate Decide the op- Hold the Hold the Support Prepare win/lossOpportunity opportunity. portunity strategy. activity owner activity owner negotiations review.Owner— Build an accountable accountable with customer ReviewMicrosoft-Led Opportunity for a successful for a successful communication as Deployment PlanOpportunities Team—Compete? completion. completion. needed. with the PowerCan be: Services? Partners? Update the Update the Negotiate a con- Sponsor. Specialists? pipeline value. pipeline value. tract (on-premise• OM Further develop Clear roadblocks. Clear roadblocks. with customer if• SSP an understanding necessary).• Dynamics Ensure the Ensure a verbal of customer pain customer agreement is Set a final win SSP and value criteria. amount in PSM/• SAM approves the received from the Assign activities. solution proposal. customer. Siebel.• LSS from 60% Update the Validate the Ensure the pipeline value. solution meets the Deployment Plan Lead development customer’s need. is approved by the of the Evaluation Validate solution customer. Plan. and leverage all Ensure the Present or possible Microsoft Deployment Plan dele­ ate a g products. is developed. presentation of the Lead develop- Evaluation Plan. ment of Solution Proposal. Present or delegate presenta- tion of Solution Proposal. CallRole of None Validate Ensure partner Hold the Hold the Escalate issues ReviewOpportunity opportunity. completes the Activity Owner Activity Owner to the Account Deployment PlanOwner— following activities: accountable accountable Owner. with the PowerPartner-led • Decide the for a successful for a successful Sponsor.Opportunities opportunity completion. completion. Drive deploymentCan be: strategy. Update the Update the opportunity to • Build an oppor­ Account Owner on Account Owner on closure with the• Solution tunity team— the current status. the current status. partner. PAM Compete? Escalate issues Escalate issues• LAR PAM Services? to the Account to the Account Partners? Owner. Owner. Specialists? Ensure the partner Ensure the • Further completes follow- deployment plan develop an ing activities: is developed. understanding of the customer’s • Lead pain and value development criteria. of the Solution • Assign activities. Proposal. • Lead • Present the development of Solution Evaluation Plan. Proposal. • Present or delegate Qualify and Close presentation of Evaluation Plan. Escalate issues to the Account Owner. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 57
  • 58. ITM Prepare continued Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+PREPARE Role of Activ- None None Help identify Define the value Develop a deploy- Create a pricing Understand and ity Owner how to close the proposition. ment plan. proposal. resolve deploy- gap between Design a solution. Develop POC/ Assist with the ment issues. Can be: capabilities and Demos. negotiation and Bring buying • LSS, business issues. contracts. vision to life for Present Partner, Develop an the customer. POC—help SSP, TSP Evaluation Plan. ensure customer • Dynamics Hold an Develop an Architecture understanding. SSP, SISR Opportunity Plan. design session. Present the Present the Evaluation Plan to solution to the the customer. customer.CallQualify and Close 58 « FY10 Inside Sales Customer Campaign Call Guide
  • 59. DISSsPrepare continuedDynamics Opportunity Management Process AlignmentOpportunity Management Process Alignment PREPAREOpportunity Management is about engaging the customer to discover and diagnose business pain, and then deliver real business value throughMicrosoft and partner solutions. Together, the extended Corporate Account Team (including the Dynamics SSP and Dynamics ISS) manage thepipeline and drive opportunities identified during Territory Planning to closure and through deployment. The Dynamics ISS and SSP can helpdeepen the LOB and BDM relationships within the account portfolio, and they will bring the Dynamics experience and expertise needed touncover customers’ business pains and articulate the Dynamics value proposition. The table below provides guidance on how to collaborate withthe Dynamics team during Opportunity Management.Opportunity Orchestration with Dynamics Sales Stage Prospect Qualify Develop Solution Proof Close Deploy 0%–9% 10%–19% 20%–39% 40%–59% 60%–79% 80%–99% 100%+ Probability 0% 10% 20% 40% 60% 80% 100% Actions Engage with Engage early with Collaborate with Maintain account and relationship management responsibilities throughout the Dynamics SSP the Dynamics the Dynamics sales cycle. and/or ISS to per- SSP for Prospects Team on the Own customer satisfaction and work with the Dynamics SSP to incorporate form prospecting >US$100,000 opportunity plan Dynamics CoS statements into the overall CoS plan, where relevant. as agreed upon and hand off based on the in the Account Opportunity broader account Penetration Plan. Ownership to the strategy, customer Engage the Dynamics SSP. experience, and Dynamics Team in Nurture and account history. planned customer retain Opportunity If the Dynamics discussions and Ownership Opportunity is events. of Prospects >US$40,000 ERP <US$100,000 or >US$50,000 Call and engage the CRM, hand off Dynamics ISS Opportunity in qualification Ownership to the activities where Dynamics SSP. additional If the Dynamics Dynamics support Opportunity is is needed. <US$40,000 ERP or <US$50,000 CRM, work with the Dynamics team to identify the appropriate partner (VAR and ISV).To learn more, visit the MBS Sales Portal for detailed Dynamics Opportunity Management (http://infoweb2007/microsoftdynamics/field/Pages/OM.aspx) guidance, review the Dynamics Opportunity Logging and Management (http://sharepointemea/sites/insidesalesmbsi/SharedDocuments/Readiness/Training/Siebel training for MBS/MBS Oppty Logging and Management v1.ppt) guidance, and review the MBS—BestPractices for Managing Your Opportunities Job Aid (http://sharepoint/sites/SMSGTrain/Documents/Training Projects/GSX/GSX 2.5/TrainingDeliverables/Job Aids/MBS_GSX_Opty_Mgt_Job_Aid.pptx). Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 59
  • 60. DISSs Prepare continued Dynamics Business Ready Licensing (BRL) and Business Ready Enhancement Plan (BREP) The Microsoft Dynamics ERP product portfolio consists of four primary product lines sold through Business Ready Licensing (BRL). BusinessPREPARE Ready 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 Essentials edition is for companies that require the core financials and trade functionality. • The Advanced Management edition includes all components in the Business Essentials edition, plus advanced financial and supply chain management (SCM) capabilities, manufacturing, customer relationship management (CRM), project management, and business intelligence (BI) functionality. • Advanced Management can be extended with a set of individually licensed components known collectively as Advanced Management Enterprise (AME). Components include advanced manufacturing functionality, including shop management, capacity planning, and job costing; field service management; and advanced project management, as well as configuration and development tools, including source code access. Business Ready Enhancement Plan (BREP) Additionally, customer service plans (similar to Microsoft Software Assurance) entitle customers to certain support and services benefits and extend the customers’ relationship with Microsoft Dynamics. This is the Business Ready Enhancement Plan (BREP). The benefits that you receive through the Enhancement Plan are:Call Benefits Features CustomerSource This award-winning, Microsoft-authorized Web site includes documentation, self-help tools, product upgrades and updates, product documentation, 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. The CustomerSource site is available globally only to customers who are currently on a Microsoft Dynamics service or support plan. Today, CustomerSource has 33 local country sites in 22 languages and serves Microsoft Dynamics customers in 100 countries. Unlimited online training Customers receive unlimited access to online training to help increase employee knowledge and productivity. New employees can access get fully trained quickly on site, while existing employees can refresh their skills at any time. Training includes: • Downloadable training materials. • Microsoft E-Learning courses. • Learning plans. Delivery of additional Backed by one of the industry’s largest research and development budgets, Microsoft is committed to ongoing innovation, with a product goal of providing customers with additional product value for Microsoft Dynamics business management solutions every year. Maximized solution The Business Ready Enhancement Plan helps customers optimize the performance of their solutions and increase their solution value with product value through ongoing product improvements, including: improvements • Regulatory releases and hotfixes to keep their organizations in compliance with local government regulations. • Updates and service packs that maintain the performance of solutions. Protected investment The Business Ready Enhancement Plan protects the customer’s investment in their company’s solutions by:Qualify and Close • Keeping their solutions current and providing access to future technology. • Providing them with a protected list price. Enhanced employee Additional self-support tools and training enable customers to enhance their employees’ productivity on a daily basis with access to: productivity • The improved Microsoft Knowledge Base. • Newsgroups and community services. 60 « FY10 Inside Sales Customer Campaign Call Guide
  • 61. DISSsPrepare continuedDynamics CRMMicrosoft Dynamics CRM 4.0 is available across most Microsoft channels, including Volume Licensing, Business Ready Licensing, ISV Royalty, PREPAREHosting (Service Provider License Agreement), and, recently, Microsoft Dynamics CRM Online—providing solutions for a wide range of usescenarios, from small workgroups to enterprise customers, and the ability to offer the right solutions to meet customers’ changing business needs.Supporting ResourcesGeneral • Academy Live: Microsoft Dynamics ERP secures and extends Microsoft Platform Revenue—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%7D • Dynamics Compete—http://infoweb2007/microsoftdynamics/mbscompete/Pages/default.aspx • FY10 Dynamics Job Descriptions—http://infoweb2007/microsoftdynamics/field/Incentive Compensation/Forms/AllItems.aspx?RootFolder=%2 fmicrosoftdynamics%2ffield%2fIncentive Compensation%2fFY10 Job Descriptions&FolderCTID=&View=%7bE76A089D%2dB2DE%2d468B% 2dA210%2d087CCF70F589%7d • FY10 Dynamics Commitment Templates—http://infoweb2007/microsoftdynamics/field/Incentive Compensation/Forms/AllItems.aspx?RootFol der=%2fmicrosoftdynamics%2ffield%2fIncentive Compensation%2fFY10 Job Commitment Templates&FolderCTID=&View=%7bE76A089D% 2dB2DE%2d468B%2dA210%2d087CCF70F58Relationship Management • Account Planning Template—http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsit es%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fAccount Plan&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2dB2C 9%2d13C04767A4D2%7d • Territory Planning Template—http://sharepoint/sites/TelesalesProcessLibrary/SiteCollectionDocuments/Forms/AllItems.aspx?RootFolder=%2fsit es%2fTelesalesProcessLibrary%2fSiteCollectionDocuments%2fTerritory Planning&FolderCTID=&View=%7bC720ACED%2d6E33%2d4455%2d B2C9%2d13C04767A4D2%7d Call • Dynamics Briefcase—http://infoweb2007/microsoftdynamics/field/Pages/default.aspx • Dynamics Call Guide—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Tele Scripts/Dynamics Call Guide.doc • Dynamics Inside Scripts—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Tele Scripts/MBS Telesales Scripts Index/ MBS Telesales Script Guide.ppt • Business Applications Profiling Guide—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Profiling/Business Applications Profiling.docx • Profiling Siebel / PSM Data Entry Guidelines—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/Profiling/MBS Competitive Profiling.ppt • Existing Customer Portal—http://sharepoint/sites/mbsec/default.aspx • Dynamics Customer Services Lifecycle—http://infoweb2007/microsoftdynamics/services/Pages/enhancement.aspx • Business Ready Enhancement Plan—http://infoweb2007/microsoftdynamics/services/Pages/BusinessReadyEnhancement.aspx • CustomerSource—http://infoweb2007/microsoftdynamics/services/Pages/CustomerSource.aspx • CRM Inside Sales Guidance for SA Renewals—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/ CRM Telesales Guidance for SA Renewals.pdf • SA Interactive Benefits Chart by License Type—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/ Software Assurance Interactive Benefits Chart.pdf • SA for Open and Open Value Customers—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/ Software Assurance Open and Open Value for Microsoft Dynamics CRM.pdf • SA for Select and EA Customers—http://sharepointemea/sites/insidesalesmbsi/Shared Documents/Readiness/CRM SA Renewals/Software Assurance Select and Enterprise Agreement for Microsoft Dynamics CRM.pdf Qualify and CloseOpportunity Management • WW Customer Evidence Inventory—http://arsenalcontent/ContentDetail.aspx?ContentID=140844 • Solution Finder—http://www.microsoft.com/dynamics/solutionfinder.mspx • Demo Plan—http://infoweb2007/microsoftdynamics/Pages/PreDemoPlanning.aspx • Negotiating Worksheet—http://arsenalcontent/redirectURL.aspx?ContentID=165932&Url=Reference Material/Negotiating Agreements - Depth Opportunity Managem13042009155335/Negotiating_Agreements.doc&Portal= • Dynamics Offers and Promotions—http://infoweb2007/microsoftdynamics/field/Pages/Offers_Promotions.aspx • Sure-Step—http://infoweb2007/microsoftdynamics/services/Pages/sure_step.aspx Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 61
  • 62. ITM Prepare continued Roles and Responsibilities: Moving a CPM Customer through the PipelinePREPARE Sales Motion Prospect Qualify Develop Solution Proof Close Deploy Transactional ITM LAR/VAR/PAM Sol/ISV/PAM License ITM ITM Optimization LAR/VAR/PAM Sol/ISV/PAM LSS SISR SMM Infrastructure ITM ITM Optimization LAR/PAM Sol/ISV/PAM OM LSS PTA SSP TSP SISR SMMCall Application ITM ITM Platform LAR/PAM Optimization Sol/ISV/PAM OM LSS PTA SSP TSP SISR SMM Solution Area ITM ITM DISS LAR/PAM Sol/ISV/PAM LSS PTAQualify and Close SSP TSP SISR SSM Premier Support, ITM Services Only SISR Figure 19. CPM Opportunity Management Roles and Responsibilities  = Supporting Role = Opportunity Owner For more details, reference http://infoweb2007/roles/smsp/salesmodels/ca/pipeline/Pages/default.aspx. 62 « FY10 Inside Sales Customer Campaign Call Guide
  • 63. IAMPrepare continuedRoles and Responsibilities: Moving a CIAM Customer through the Pipeline PREPARE Sales Motion Prospect Qualify Develop Solution Proof Close Deploy Transactional IAM IAM LAR/VAR/PAM Sol/ISV/PAM License IAM Optimization LAR/VAP/PAM Sol/ISV/PAM LSS SISR SMM Infrastructure IAM Optimization LAR/PAM Sol/ISV/PAM LSS PTA SSP TSP SISR SMM Application IAM Call Platform LAR/PAM Optimization Sol/ISV/PAM LSS PTA SSP TSP SISR SMM Solution Area IAM IAM LAR/PAM Sol/ISV/PAM LSS PTA SSP TSP SISR SMM Qualify and Close Premier Support, IAM Services Only SISRFigure 20. CIAM Opportunity Management Roles and Responsibilities = Supporting Role = Opportunity OwnerFor more details, reference http://infoweb2007/roles/smsp/salesmodels/ca/pipeline/Pages/default.aspx. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 63
  • 64. Prepare continued Licensing ProgramsPREPARE ÆÆ Understanding Volume Licensing Licensing for customers is complex. Any conversation around licensing should be in support of a customer need or solution. When you discuss the core value of any solution, you should be focused on the “how to buy” message. Today Microsoft offers many options for the customer to purchase the “right to use” Microsoft software. This right is captured in its licensing agreements. The Microsoft Hero Offering in Depth refers to the Enterprise Agreement. There are many other options, such as Select Plus and Open Value 2008, that may offer additional flexibility or have some attributes that provide customer benefit. 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. ÆÆ Platform for Corporate Accounts Customers The Focus for Corporate Accounts should be the Platform. Microsoft Solutions depend on the integration of desktop solutions combined with server products. Customers need both groups to take advantage of the power of Microsoft technology. The platform is made up of four components: • Windows Vista • Microsoft Office • Client Access License Suites • ServersCall Customers can receive better value by incorporating these components into a single licensing agreement via Open Value or Enterprise Agreement.Qualify and Close 64 « FY10 Inside Sales Customer Campaign Call Guide
  • 65. Prepare continuedÆÆ The Licensing ConversationSolutions—Customer Campaigns are marketing and sales initiatives geared toward specific, real-world customer needs. Customer Campaigns PREPAREintend to present products to customers and partners from multiple business groups in concert with, and as part of, a complete customer solution.The customer needs a supporting licensing agreement to facilitate the “how to buy” as part of the initiative. More information on products associ-ated with campaigns is available at http://campaigns.Consolidation—Many customers have a history of purchasing through various Microsoft Licensing Agreements. The opportunity to simplify acustomer’s management of their licensing assets provides the perfect backdrop to a consolidation discussion. This approach will require somereview 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. Theevent is scheduled on the anniversary of the signing of their agreement. It is important to manage your pipeline and opportunities in conjunctionwith 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 thecustomer well in advance of the end of the contract.Software Assurance Consumption—Software Assurance provides the most value possible from a customer’s investment in Microsoft software.The activation and ultimate use of these benefits are critical to the renewal conversation. Customers who see the value of these benefits andintegrate them into their business are more likely to have a need to keep them.Deployment—Customers need to use Microsoft products. One of the main values of SA is the offer of an Upgrade. Microsoft solutions, 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 partnerto assist the customer in using the most current version of software.Product Roadmap—With a focus on SA and Deployment, the customer will often ask where you are taking them. The Product Roadmap iscritical to showing customers that they will be able to upgrade, which is key. Product Roadmap information can be found at http://roadmap. Thereare strict guidelines for providing this information to customers, and you should engage a Licensing Specialist before offering this to customers. CallLicensing Specialist—The role of the Licensing Specialist (LS) is to be the Subject Matter Expert in Volume Licensing. Many opportunities exist inthe relationship to engage the LS. The most critical times for the LS are around Renewal and Consolidation. These engagements often require theLS to address specific customer issues around credit, program use, and contracts. The LS should be consulted as to the best solutions for a givenscenario for the Proposal Stage, but the LS should only be brought to the customer when the sales cycle meets the Proof and Solution milestones.ÆÆ ToolkitWorldwide Annuity Dashboard (http://wwad)—Worldwide Annuity Dashboard is a one-stop portal you can use to track and manage annuityrenewals and anniversary orders and review rich customer drill-down information.EA Renewal Kit Online (http://infoweb2007/smsp/smb/licensing/default.aspx)—The EA Renewal Kit is an online guide with downloadable salesresources to assist you in creating customer-ready proposals for the Enterprise Agreement. Although labeled as a “renewal kit,” it is also valuable fornew or consolidations customers.Microsoft License Statement (http://licenseposition)—The Microsoft License Statement is a report that aggregates information about acustomer’s license position by applying business rules to a customer’s purchases over time, across its multiple organizations, and its multiplevolume licensing agreements..Software Assurance Benefits Calculator (http://www.microsoft.com/licensing/SABcalculator/)—The Software Assurance Benefits Calculatoris a Web-based tool designed for Microsoft Account Team members, LARs, and ESAs to help customers understand which Software Assurancebenefits they are entitled to receive. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 65
  • 66. Prepare continued ÆÆ Volume Licensing Programs OverviewPREPARE Breadth Offering Corporate Account Offering Licensing Open Open Value Open Value Open Value Select Select Plus Enterprise Enterprise Program (Subscription) 250 Agreement Agreement (Subscription) Customer 5–250 250–750 250+ Description Simple Platform Same as Open Special offering Point-based Point-based Hero Offering Same as transaction- option with Value with For Open program for program like of Desktop Enterprise based licensing discounts Non-Perpetual Value with transactional Select with Plus CAL and Agreement with Use Rights comparable purchasing Perpetual additional Non-Perpetual price to EA Contract products. Use Rights Level A (not (no renewal Multiple levels available in required) depend on North America customer size. or Canada) Partner VAR through Disti LAR through Microsoft Platform N/A Desktop+CAL N/A Desktop+CAL Additional N/A Added-on contract N/A Added-on contract Product Software Added per products Integrated program Added per products Integrated program Assurance You can search the volume licensing portal for more details at http://volumelicensing/default.aspx.Call Select and Select Plus • Microsoft Select and Select Plus offerings represent a transactional purchasing solution. The primary difference is Select Plus offers the perpetual or non-expiring agreement. New customers should always be offered Select Plus. • Microsoft Select Plus represents an innovative step toward a volume licensing solution that is flexible, easy to manage, and balances growing technology needs with predictable costs in order to realize the most value from their software investment. • A single agreement under the Master Business Agreement (MBA) that never expires for transactional purchases, thereby providing more flexibility and eliminating the need to renegotiate and renew agreements every three years. • Select Plus agreements are associated to a single customer ID, enabling asset reporting under a single, master agreement. • Simple, automated, volume-based discounts apply to software license purchases across the entire customer organization, including affiliate locations. • Buy and receive a full 36 months of benefits, without proration based on purchase timing. • Qualify with an existing EA, Enterprise Subscription Agreement, or Campus and School Agreement. The price level is set and compliance is waived. • If the customer signs a new Select Plus Volume Licensing agreement, the initial price level is set but there is no compliance waiver. There is 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.Qualify and Close 66 « FY10 Inside Sales Customer Campaign Call Guide
  • 67. Prepare continuedEnterprise Agreement and SubscriptionThe Microsoft Enterprise Agreement Volume Licensing program offers businesses with 250 or more desktop PCs a flexible and cost-effective PREPAREway to acquire the latest Microsoft technology, enabling IT standardization across the enterprise, simplifying license management, and providingmaintenance benefits. An Enterprise Agreement (EA) provides companies with the choice and flexibility to purchase the options that are right forthe organization, and it can grow as business needs evolve, helping customers get the most out of software investments and reducing the timepeople spend managing software licenses.With an Enterprise Agreement, organizations receive: • Volume pricing and the rights to the latest Microsoft enterprise software products, including Microsoft® Office Enterprise 2007, Windows Vista® Enterprise, and the Microsoft® Enterprise CAL (Client Access License) Suite. • Software Assurance is a maintenance program that provides a powerful combination of benefits, including upgrade rights to the latest technology, the Home Use Program, deployment planning, product support, and technical training. • Additional product license options are available from a broad selection of Microsoft business software applications, including the Microsoft® Office Visio® 2007 drawing and diagramming software, Microsoft® Office Project, 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 ofdesktops enrolled, eliminating the need to count individual licenses. The program has a three-year enrollment term, with equal, annual paymentsspread over the term to help simplify budgeting processes, and it offers a renewal option of one or three years. As an organization acquiresadditional desktop PCs, it can add them under the same license agreement at the same order price—customers simply report the added desktopPCs through an annual process called a “True-up” order, which consolidates orders for additional software licenses run during the year, streamliningthe procurement process. In addition, Step-up Licenses allow organizations to migrate from Standard Edition software products to Professional orEnterprise Edition software products while maintaining Software Assurance coverage, providing the flexibility to upgrade software as the company’sneeds increase over time. An Enterprise Agreement provides the additional benefits of helping simplify administration and budget processesby centrally tracking purchases and managing licenses with online management tools, by centralizing purchasing so that customers can sharesoftware products and extended benefits with qualified affiliates, and by evaluating any software product for 60 days.Enterprise Agreement Subscription is similar to the Enterprise Agreement. Subscription agreements do not offer perpetual use after the end of the Callagreement. This means that if the customer chooses not to renew the agreement, they must discontinue use of the software. The advantage of theSubscription model is the lower cost of the software annually and the flexibility to add or subtract licensing annually.Software AssuranceWhat is Microsoft Software Assurance for Volume Licensing? It is a comprehensive maintenance offering that helps customers get the most valuepossible from their investment in Microsoft software.Software Assurance needs to be sold as part of the solution. When customers purchase Microsoft products with SA, they gain access to animmediate set of benefits that can help them realize the full value of their Microsoft investment. With SA, customers get much more than industry-standard upgrades and support services after they pay the maintenance price—with no additional cost, including: • Training Vouchers—Improve IT productivity and service levels and lower TCO in the Microsoft platform by training IT staff to efficiently deploy, maintain, and support identity and access management solutions and the desktop infrastructure. Training Vouchers equip developers with the technical expertise required to plan, code, and build solutions on the Microsoft platform. Instructor-led training is delivered by Certified Partners for Learning Solutions (CPLS), Microsoft’s premier authorized training channel. • 24×7 Problem Resolution Support—Provides around-the-clock incident support by phone to accelerate problem resolution and reduce downtime, lowers support costs, and frees IT staff for other projects. This support also includes extended support for all Microsoft server, Windows, and Microsoft Office system products and editions, including products without SA coverage. Customers can convert the SA benefit into Premier Support hours. • TechNet SA Subscription Services—Provide fast-and-easy access to Microsoft experts, software, and technical information to support process automation and real-time visibility. Qualify and Close • Desktop Deployment Planning Services—Offers 1 to 15 days of customized consulting services, based on Microsoft Office Software Assurance coverage. • Windows Vista Enterprise—Provides higher levels of data protection, easier application management, and improved standardization for global operations. • Microsoft Desktop Optimization Pack for SA—Enables IT to take control of the Windows desktop and reduce TCO by accelerating desktop software deployments, simplifying management, increasing security, and turning software into centrally managed services. • Cold Backups for Disaster Recovery—Promote IT operating efficiency and protect mission-critical solutions in disaster recovery situations by providing complimentary “cold” backup server licenses for each product license with SA coverage. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 67
  • 68. Prepare continued • Microsoft E-Learning—Lowers training costs and increases productivity by helping users get the most out of Microsoft products. E-Learning prepares IT staff and developers to deploy, manage, and support Microsoft technologies to improve the user experience. Online, self-pacedPREPARE courses are designed to transfer maximum skills in minimal time. Courses include hands-on virtual labs and expert advice. • Home Use Program—Increase employee productivity and get more value out of Microsoft Office by enabling employees to work from home. The Home Use Program allows employees to get a licensed copy of Office applications for home use, with no impact to IT. Please look in the SA Marketing Portal (http://saportal) for more information and customer-ready material, as well as the SA calculator. Readiness Guide • Enterprise 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 • Volume Licensing Essentials—http://voyager/aspen/lang-en/management/LMS_TrainEvtInfo.asp?UserMode=0&CallerURL=/aspen/lang-en/ management/LMS_LearnerHome.asp%3FUserMode%3D0&EventId=23640 • Microsoft Select Plus—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 • Microsoft Academy Live (search for all new and upcoming content)—http://infoweb2007/academy/catalog/pages/catalog.aspx. Contact the SMB licensing team for help and assistance at http://infoweb2007/smsp/smb/licensing/default.aspx.CallQualify and Close 68 « FY10 Inside Sales Customer Campaign Call Guide
  • 69. Prepare continuedÆÆ Annuity Dashboard OverviewMany customers have multiple agreements, as they purchased SA under different agreements to gain full SA coverage, driving numerous agree- PREPAREments with different expiration dates. Use WWAD to cross-sell, up-sell, and consolidate agreements to step the customer up to OV Company-wideor EA. Not only consolidation but renewal opportunities can be searched. Understanding your roadmap of renewal opportunities and timingallows you to build business plans around offerings and promotions to allow customers adequate time to make decisions about renewals. Finally,you can look for true-up and compliance with the Annuity Dashboard—the one-stop location for all licensing-related analytics. CallFigure 21. Worldwide Annuity DashboardAnnuity Dashboard GuidanceThe Simple Steps: 1. Identify candidates for Open Value, Select, and Consolidation. 2. Find Renewals and True-Ups. 3. Download the data cube for the subsidiary or specialized analytics. 4. Include partner and customer detail information. 5. Use specialized filtering to narrow search results. 6. Make results downloadable to Excel®. 7. http://wwadCustomers appreciate that Microsoft knows them. Understanding customers and presenting them with licensing options that meet their businessrequirements are critical to CPE. WWAD offers you a view into the customer’s critical licensing information and allows you to create offers and Qualify and Closesolutions specific to the customer. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 69
  • 70. Prepare continued ProductsPREPARE ÆÆ FY10 Product Launches During FY10, we must drive to have successful launches of Windows 7, Internet Explorer 8, Windows Server, Exchange, SQL Server, and Office 2010 with 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 Office 2010 Launch APO V.2 SQL Server Launch Sales/Fin/Ops BDM Dynamics CRM 5—H1 FY10 Dynamics GP 11—H2 FY10 Launch Guidance Sell Windows 7 Through the Desktop Optimization Campaign Windows 7 delivers value to customers over Windows® XP and Windows Vista—notably enhanced productivity and security and reduced costs through streamlined PC management. Windows 7 represents a unique opportunity for Microsoft. For the first time, our customers can upgrade to a new desktop operating system WITHOUT replacing their PC. Additionally, Windows 7 can run XP applications in OS virtualization mode, 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 ActionsCall Install Windows 7 on your PC. 1. Sell Windows 7 by driving demand for the Optimized Desktop and MDOP. —— Engage Application Compatibility Factory (ACF [//client/acf]) –trained partners when customers are concerned about application compat- ibility running Windows 7. —— Educate your customers about proper Windows licensing. VL contracts only cover Windows upgrades, not new licenses. 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 supported with compatibility tools. Visit www.microsoft.com/springboard to see IT Pro–ready resources. Exchange 2010 1. You can discuss Exchange Server 2007 and 2010 as standalone products or as part of the Enterprise CAL Suite. —— Understand the benefits of Exchange Server 2010. 2. Exchange 2010 integrates with selected BPIO campaigns: —— Collaboration —— Cost Savings with Unified Communications —— Exchange Upgrades Lead with Exchange on-premise except in compete situations. Lead with BPOS in competitive situations and engage with partners on a Software-Qualify and Close plus-Services strategy, including customer targeting for on-premise vs. online. 70 « FY10 Inside Sales Customer Campaign Call Guide
  • 71. Prepare continuedLaunch Windows ServerWindows Server is the core product of the Optimized Data Center. This product further supports sales of Forefront™, System Center, Rights PREPAREManagement Services, and Identity Lifecycle Manager.Understand the benefits of Windows Server: 1. Leverage Core IO Profile data to target Windows Server upgrade opportunities. 2. Engage partners with Core IO and Data Center Optimizations competencies to drive Windows Server.Drive SQLSQL is foundational for CA customers to support their Web Platform and Reporting & Analytics. Introducing customers to SQL via the updatedData Management and Business Intelligence campaigns (part of APO V. 2) can help initiate a discussion around cost savings.Understand the benefits of Windows SQL: 1. Execute the “emerge stronger” campaign to drive SQL upgrade and Business Intelligence opportunities. 2. Identify and engage SQL system-trained solution partners.Sell the Value of Deploying Office 2007 and Set the Stage for Office 2010Corporate Accounts will be focused on Office 2007 until the launch of Office 2010 in Q3 FY10. By testing and deploying Office 2007, customerswill have improved readiness and acceptance of Office 2010. You should:Understand the benefits of Office 2007/2010: 1. Deploy Office 2007. 2. Lead with BPOS in competitive situations and engage BPOS partners. Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 71
  • 72. Prepare continued ÆÆ Product Descriptions The solutions presented in the FY10 Customer Campaigns comprise a number of different productsPREPARE 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—Separates the application configuration layer from 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—Delivers SAP Business Suite functionality using the familiar Microsoft Office interface, thus greatly facilitating how information workers access, analyze, and use organization data. Excel® Services in Microsoft® Office SharePoint® Server 2007—Enables managed, secure distribution of server-based Microsoft Excel reports and incorporates spreadsheets into Business Intelligence 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 login interface. Included with Windows Vista®. Microsoft® Desktop Optimization Pack (MDOP)—Is an add-on subscription license—availableCall to Software Assurance customers—that accelerates the operating system and enhances application management. Microsoft Dynamics® AX—A multilanguage, multicurrency ERP solution, includes applications for financial management, CRM, supply chain, human resource management, project management, and analytics. Microsoft Dynamics® CRM 4.0—Offers customer clarity from first contact to purchase and post- sales. This program offers modules for sales, marketing, and CS. Microsoft Dynamics® ERP—Is a line of products that includes financial, customer relationship, and supply chain management applications that streamline business functions across the enterprise. Microsoft Dynamics® GP—Provides a Midmarket, cost-effective accounting solution for managing and integrating finances, e-commerce, supply chain, manufacturing, project accounting, field service, and human resources. Microsoft Dynamics® SL—Integrates project accounting and financial management into one system and simplifies workflow. Also consolidates data across applications and platforms. Microsoft® Exchange Hosted Services—Provides messaging and security services with four components: protection from malware, satisfy retention requirements for compliance, encryption for confidentiality, and e-mail preservation.Qualify and Close 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- tive effort in creating standards-based Web sites and Windows Vista® applications. 72 « FY10 Inside Sales Customer Campaign Call Guide
  • 73. Prepare continuedMicrosoft® Forefront™—Is a comprehensive security stack easily integrated with an organization’sinfrastructure and can be supplemented through interoperable third-party solutions, enabling end-to- PREPAREend defense.Microsoft® Forefront™ Security Suite—Includes ISA 2006, Microsoft® Antigen antivirus/anti-spamsolution and client security. Focuses on access control and edge, server, and client security.Microsoft® Forefront™ Security for Exchange Server—Provides multi-engine protectionfrom viruses, worms, spam, and inappropriate content for Microsoft Exchange Server messagingenvironments.Microsoft® Forefront™ Security for SharePoint® Server—Integrates multiple scan enginesfrom industry-leading vendors and content controls to help businesses protect their collaborationenvironments by eliminating documents containing malicious code, confidential information, andinappropriate content.Microsoft Identity Lifecycle Manager 2007—Provides a single view of a user’s identity acrossthe heterogeneous enterprise and automates common tasks.Microsoft® Internet Security and Acceleration Server (ISA) 2006—Is an integrated edgesecurity gateway that protects IT environments from Internet-based threats and provides users withfast, secure remote access.Microsoft® Intelligent Application Gateway (IAG)—Provides SSL-based application access andprotection with endpoint security management, enabling granular access control and deep contentinspection from a broad range of devices and locations to line-of-business, intranet, and client/serverresources.Microsoft® .NET Framework 3.0—Provides a Windows® system-based software componentthat offers a large body of pre-coded solutions and manages execution of programs written for this Callenvironment.Microsoft® Office 14—The applications in Microsoft Office 14 help improve personal productivityby making it faster and easier to create flexible documents, powerful spreadsheets, and great-lookingpresentations. With the enhanced features in Office Outlook® 2007, it is easier to manage tasks andmessages quickly and easily as well as engage in simple collaboration.Microsoft® Office (Office Business Applications [OBA])—Is a sales automation add-on forMicrosoft Office that automates day-to-day business tasks.Microsoft® Office Business Scorecard Manager Server 2007—Allows companies to monitor,analyze, and plan their business. Also drives alignment, accountability, and actionable insight across anorganization.Microsoft® Office Communications Server 2007—Delivers IM and presence information as partof a scalable, enterprise-grade solution, offering enhanced security; smooth product integration; andan extensible, industry-standard development environment.Microsoft® Office Communicator 2007—Offers a unified communications platform thatintegrates instant messaging, presence awareness, Web conferencing, and VoIP to an existinginfrastructure.Microsoft® Office Communicator Mobile—Provides a unified communications client thatprovides a mobile collaboration experience through native integration of mobile applications with Qualify and Closeenterprise-grade, real-time communications tools.Microsoft® Office Enterprise 2007—Improves productivity by combining familiar Office applica-tions with the enterprise power of workflow, enterprise content management, Business Intelligence,and collaboration capabilities:Microsoft® Office Groove® 2007—Enables teams to work together dynamically and effectivelyinside collaborative workspaces for a range of project activities, from basic document collaboration, tocoordinating a product launch, to producing a response to an RFP. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 73
  • 74. Prepare continued Microsoft® Office OneNote® 2007—Provides a single place for managing and sharing notes and information, so teams can work together more efficiently.PREPARE Microsoft® Office Outlook® 2007—Increases sales productivity in the office and on-the-go by giving sales teams access to e-mail, voice mail, calendars, and faxes from laptop computers and Windows Mobile® 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—Is the enhanced suite that now includes Microsoft® Office Communicator 2007, Microsoft® Office InfoPath® 2007, and a new level of XML support. Microsoft® Office Project Professional 2007—Is a comprehensive project management applica- tion, including financials, scheduling, and collaboration. Using it with Microsoft Office Project Server 2007 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 searchCall 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 participants with an engaging and immersive remote meeting experience, providing a 360-degree view of the conference room, high-quality audio, and video that tracks the flow of conversation among 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—Is designed for midsize businesses with a unified solu- tion that enables IT professionals to more efficiently secure, update, monitor, and troubleshoot IT environments. 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.Qualify and Close Microsoft® System Center Data Protection Manager—Provides disk-to-disk-to-tape protection for infrastructures that depend on Microsoft® Virtualization technology. Using shadow copy–based block-level protection of virtual disks, DPM delivers fast backup and very efficient retention that does not consume inordinate disk space. Microsoft® System Center Operations Manager (formerly Microsoft Operations Manager)—Identifies problems, streamlines identification of root causes, facilitates resolution to restore services, and prevents additional problems in the Windows® environment. 74 « FY10 Inside Sales Customer Campaign Call Guide
  • 75. Prepare continuedMicrosoft® System Center Mobile Device Manager 2008—Enables efficient control of WindowsMobile® 6.1 devices by providing reliable, low-cost, and consistent manageability, easy integration with PREPAREyour existing Microsoft infrastructure, and secure access to the corporate network.Microsoft® System Center Virtual Machine Manager 2007—Is a straightforward, cost-effectivesolution for IT professionals responsible for managing virtual infrastructure, providing unifiedmanagement of physical and virtual machines, consolidating underutilized physical servers, and rapidprovisioning 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 thatnow includes Silverlight rich media code and dramatically improved HTML designs.Microsoft® Visual Studio® Team System—Is a suite of rapid application and Web developmenttools 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 anorganization through a three-tier Web server that queries, renders, and delivers data from SQL Server.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—Provides a unified, integrated view of business data as thefoundation for all reporting, OLAP analysis, KPI scorecards, and data mining.SQL Server® 2008 Reporting Services—Offers a comprehensive, server-based reporting solutiondesigned to help users author, manage, and deliver both paper-based and interactive Web-basedreports. CallVirtual PC 2007—Is a powerful software virtualization solution that allows you to run multiplePC-based operating systems simultaneously on one workstation, providing a safety net to maintaincompatibility 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 productalso creates new possibilities with Windows Media Center and other programs.Windows Mobile® 6.1—Helps sales and field service professional build stronger customer connec-tions by using Windows Mobile–powered phones to access important information when away fromtheir desks.Windows® Presentation Foundation—Provides developers and designers with a unified program-ming model for building rich Windows smart client user experiences that incorporate UI, media, anddocuments.Windows® Rights Management Services—Provide information protection technology that workswith applications to safeguard digital information from unauthorized use. Works online/offline andinside/outside of firewalls.Windows Server® 2008—Simplifies branch server management, improves identity/access manage-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 Qualify and Closehighly reliable, manageable, and scalable Web application infrastructure for Windows Server 2003. IIShelps organizations increase Web site and application availability while lowering system administrationcosts.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. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 75
  • 76. Prepare continued CompetitorsPREPARE This year will be critical to compete successfully and gain share. With all initiatives, we need to keep our eyes on our competition including VMware, Google, Firefox, Linux, and more. Each campaign dollar needs to be spent on improving customer satisfaction and successfully gaining share in the marketplace. The following chart shows key Microsoft competitors and the corresponding Microsoft products and strategies. Competitor Microsoft Products Strategies Threatened IBM Lotus Notes (http://sharepoint/sites/epg07competegoals/FY10 • Exchange • Target Notes accounts with migration solution. Enterprise CATM Competitive Playbook Project/Handbooks/IBM/IBM • Office • Lead with BPOS. Lotus Notes Compete - FY10 Handbook.onepkg) Cisco (http://sharepoint/sites/epg07competegoals/FY10 Enterprise CATM • Unified Communications • Identify UC prospects and sell value of cost Competitive Playbook Project/Handbooks/Cisco/Cisco Compete - FY10 • Hosted Services savings with UC. Handbook.onepkg) • Sell OCS Enterprise CAL and the ECAL suite (FY10 customers get Voice CAL free). OpenOffice (http://sharepoint/sites/epg07competegoals/FY10 Enterprise • Office • Execute Win Back program through partners for CATM Competitive Playbook Project/Handbooks/OpenOffice/OpenOffice targeted profiled accounts. Compete - FY10 Handbook.onepkg) • Deploy Office 2007, SharePoint 2007, and Exchange 2007. Google Apps (http://sharepoint/sites/epg07competegoals/FY10 • Exchange • Capture and validate CIAM account Domains to Enterprise CATM Competitive Playbook Project/Handbooks/Google/ • Office check for Google Pilot. Google Compete - FY10 Handbook.onepkg) • Lead with BPOS. Oracle (http://sharepoint/sites/epg07competegoals/FY10 Enterprise • Windows Server • Sell value of Windows Server and SQL Server. CATM Competitive Playbook Project/Handbooks/Oracle/Oracle Compete • SQL Server - FY10 Handbook.onepkg)Call ÆÆ IBM IBM is targeting the full UC&C stack, gaining credibility in enterprise social computing, UC, and enterprise search, on top of its strong offerings in ECM (Filenet) and BI (Cognos). Their strategy to disrupt the Microsoft EA business continues with initiatives like “Project Liberate” and influencing standards and procurement preferences. The growing credibility of Notes with v8.x and Symphony shows they remain strong alternatives to Microsoft Office for existing Notes customers. By migrating customers’ solutions to commit to the WebSphere stack, IBM increases the barrier to switch to the Microsoft platform. IBM is the only competitor with the breadth of offering to make a true play for the enterprise desktop and related services (on- and off-premise, multi-platform, open standards–based, etc.), and IBM is starting to mature their offerings across the IW stack. IBM is rationalizing its multi-code base stack, including new products and offerings, a new marketing message, and a renewed passion to drive products under the Notes brand to the WebSphere platform, locking customers into an IBM-centric vision of collaborative computing. Actions: • Drive competitive customer profiling in CIAM. • Lead with BPOS solutions, where compete situations are evident. • Engage BPOS partners. • Seed and surround Notes customers with UC, SharePoint, and modern Office solutions to drive incentives to fully switch from Notes to theQualify and Close Microsoft platform. • Use CompHot and help ensure that partners are using CompHot in competitive situations. • Build market and competitor insight by: —— Leveraging partner role communities for current customer/partner outlook. —— Leveraging Partner Advisory Councils (PACs) for continued feedback and market outlook. 76 « FY10 Inside Sales Customer Campaign Call Guide
  • 77. Prepare continuedÆÆ CiscoCisco Systems is rapidly growing their IW software footprint and market share through acquisitions, such as WebEx (conferencing/collaboration), PREPAREPostPath (e-mail), and Jabber (IM) to expand beyond Voice to full UC, competing with Exchange, OCS, and SharePoint. This makes Cisco a directthreat to the ECAL Suite and our annuity revenue stream, given that 63% of the Suite’s value is made up of UC components. To win against Cisco,we must sell our broad BPIO platform that is built on a common identity platform (Active Directory®) and integrated with familiar applications(Office). We must Win the Socket with Exchange and IM, Surround the PBX with conferencing, and Delay Cisco upgrades and Win the VoicePlatform for mobile/remote workers. We need to put Cisco on the defensive by questioning their significant network upgrade costs, fragmentedend-user experience, overlapping products, and poor management/admin tools.Microsoft has also announced that the next release of OCS will include a Voice CAL that will provide end users with the rights to access the PBX-replacement capabilities of the OCS Server. This Voice CAL will put us in direct competition with IP-PBX vendors, such as Cisco, and legacy PBXvendors, such as Avaya and Nortel. FY10 is the time to learn to compete with Cisco before the Wave 14 product arrives.Cisco Competitive threat: • Microsoft UC components make up 63% of ECAL revenue allocation. • 75% of Cisco customers on 4.x must upgrade (end-of-life: May 2009). • Losing UC may shut out ECAL for a 7-to-10-year hardware replacement cycle. • UC TCO for Microsoft is ~15–20% cheaper than Cisco for new customers. • Cisco gains TCO advantage when Cisco user penetration >30%. • Cisco Unified Workspace Licensing (CUWL) is Cisco’s equivalent of the ECAL.Customers to Target: • Exchange 2003 and 2007 customers. • Specific customer scenarios to target: —— Single-site locations. Call —— Remote/mobile workers. —— New buildings or sites. —— Closing sites or moving to home-based offices.Actions: • Profile accounts to understand competitive threat. • Drive cost-savings messaging with customers using Unified Communication as an example. • Drive annuity deals now. Customers who purchase the OCS Enterprise CAL or the ECAL suite, in FY10 only, will be grandfathered into the Voice CAL at no additional license cost, which represents a significant value to the customer if they purchase now. • Identify Exchange and OCS capable partners and engage them in competitive win-back strategies. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 77
  • 78. Prepare continued ÆÆ OpenOffice.Org OpenOffice.org rapidly grows share driven by price (cost saving), perception (good enough, open standards), and preference (governmentPREPARE policy, negative sentiment). We have 33 “hot spot” countries around the world, a 50% year-over-year increase (hot spots are countries with more than 10% OO.org share in one or more segment). Midmarket and Education have taken the biggest hits. OpenOffice.Org Win Back Program The OpenOffice.org Win Back Program is a Best Practice from CEE, resulting in 10% win-back of profiled accounts. 1. Conduct customer profiling. 2. Create OpenOffice.org targeted account list. 3. Train partners on competing with OpenOffice.org and selling Microsoft value. 4. Win back deals by leveraging the channel to go after targeted accounts. 5. Create case studies of the win-backs. Actions: • Drive account profiling in Siebel for 100% SMS&P CIAM accounts. • Win back profiled accounts through partners. (See the win-back program below.) • Lead with BPOS in competitive situations. • Drive deployment of Office 2007. Public Sector: Field Actions for Education • Execute Project Umbrella (http://sharepoint/sites/umbrella/default.aspx) in selected markets. • Change teachers’ perception of Microsoft Office through “Teacher Hero” program. • Execute Office Unmanaged campaigns to drive Office adoption among students.Call Public Sector: Prevent Policy Preference (Government) In the Public Sector, we must establish an environment where Microsoft is not excluded from doing business: 1. Identify key influencers and build an influencer map. 2. Drive the Office 2007 SP2 interop message to change the perception of policy influencers. 3. Turn around existing policies that limit Microsoft’s ability to sell its software.Qualify and Close 78 « FY10 Inside Sales Customer Campaign Call Guide
  • 79. Prepare continuedÆÆ GoogleGoogle is explicitly targeting traditionally under-served segments and customers with a low cost and good enough message. Urgent and im- PREPAREmediate action is required to drive awareness of the competitive risk across all segments. Google is aggressively positioning Gmail as an effective,inexpensive, online alternative to Exchange. In FY10, we will win by prioritizing our most at-risk customers and leading with Microsoft’s “position ofstrength” (S+S Vision, BPIO story, Microsoft Online offerings, and the Wave 14 roadmap).Google Customer Targets: • Under-served segments with a high percent of “deskless” workers (i.e., Manufacturing, Retail, Financial Services, and Government). • Vulnerable Microsoft customers: Expiring EAs; low deployment; Postini, Notes, and GSA customers. • Google recently launched a partner reseller model to drive scale.Actions: • Profile CIAM accounts. • Use tools located at 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. • Escalate to CompHot when a Google threat is identified.ÆÆ OracleOracle acquisitions and growth have transformed it from a database company to one offering a full range of competitive offer-ings. These include Business Applications, Business Intelligence (BI), Middleware, and Database Management Systems (DBMSs). Oracle announcedits intent to purchase Sun Microsystems, which will add mySQL and StarOffice to its product portfolio. Additionally, Oracle is now targeting the SMBmarket with cloud computing and with Amazon.com as their partner. With the help of partners, they are providing a set of new products that havebeen designed to target the SMB market segment specifically. CallThe primary focus of this Oracle section is around driving SQL Server and utilizing programmatic Application Platform Agreement (APA) to closedeals.The Application Platform Agreement: • Makes it simpler for customers to license Microsoft Application Platform products for their organizations—at a fixed annual fee for a three- 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: • Understand the competitive threat through profiling accounts. • Engage LARs in APA/SQL Server upgrade GTM strategy and campaigns. • Learn and deliver the Application Platform Optimization Message. • Drive SQL EA Attach with SA. • Leverage APA and TCO story for SQL Server to win against Oracle. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 79
  • 80. Prepare continued ÆÆ Competitive Matrix by Customer Campaign Understanding the competitors you may be facing as you discuss Customer Campaign scenarios and their associated products with your custom-PREPARE ers will help you frame your conversation to acquire more customers and win business. This section provides an overview of the competitors by campaign, including the competitor’s strengths and weaknesses, and suggestions for how you might represent the Microsoft value proposition against 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 • Information management focus • Lowest cost per user. companies. requires thinking differently about • PerformancePoint® and SharePoint are • Strong database platform. buying and managing BI. a duo for company-wide, collaborative • Expertise in data management, data • Could lose ground in the race toward BI. integration, and middleware. operational bi since it offers few • SQL Server keeps improving in business applications. scalability and performance. • Microsoft can credibly enhance SAP SAP • Commitment to let business objects— • Faces challenges in keeping business ERP solutions with Duet. the BI tools industry leader—operate objects autonomous while integrating • Microsoft office as the full-service autonomously. it more tightly with SAP ERP. front end to all Business Intelligence • More and better BI capabilities for big • Other vendors will improve integration and performance management SAP ERP users, including operational BI. between BI tools and databases; SAP applications. • Strong performance management does not own a database. • Cost-effective model for broad offerings for CFO office. deployment to users throughout the Oracle • Strong offerings in BI plus related • The company hasn’t presented a clear organization. products, including enterprise applica- vision of its BI platform following the • End-to-end BI and performance tions, databases, data warehouses, Hyperion acquisition last year. management solution, from data middleware, and data integration tools. • It needs to clarify the future mining and integration to strategyCall • Leading vendor of performance development of some 20 different BI alignment and performance metrics. management tools used by CFOs. products that have come from various • Adoption of Microsoft performance • Centralized development in the Oracle acquisitions. management technology by inde- fusion middleware group will provide pendent software vendors (ISVs) in better integration between Oracle BI. manufacturing operations and supply chain. Sales Customer Campaign Salesforce.com • Mindshare as leading on-demand • No vertical functionality and few verti- • TCO advantages claimed by Salesforce. CRM provider. cal add-ons available for customers. com could potentially be attributed • Image as a pioneer in on-demand • No on-premise CRM capability merely to the on-demand model business infrastructure and incubator (on-demand only). rather than unique characteristics of of ideas. • Vulnerability to server/network the Salesforce.com offering. • Building an ISV ecosystem. outages. • Microsoft Dynamics CRM offers a • Rapid deployment and ramp-up multitude of options in its deployment through on-demand model; large set model, designed specifically to fit the of core SFA features; developed leads needs of a diverse array of customers. tracking. • Microsoft Dynamics DRM offers a familiar and native Microsoft Office Outlook user interface that many users are already familiar with, allowing for easy adoption by your sales staff.Qualify and Close 80 « FY10 Inside Sales Customer Campaign Call Guide
  • 81. Prepare continuedCompetitor Strength Weakness Microsoft ResponseSage • Customer base: the large Sage install • Lack of cohesive brand: the Sage • Microsoft Dynamics offers a highly PREPARE base provides consistent, recurring brand is still not well known around scalable, highly functional product maintenance, and service revenues, the world. Many customers know line that is supported with a strong, and provides strong cross-sell and Sage by its product names, or by the innovative investment in R&D. up-sell opportunities. former names of the companies it has • Microsoft Dynamics shares many of • Local image, global presence: most acquired. the familiar user interface features of Sage products are highly localized • R&D allocation: with 60+ different Microsoft Office programs, enhancing to meet the unique requirements products built and supported on a user acceptance and minimizing the of the markets in which they serve, variety of architectures and platforms, need for user training. yet Sage has the financial resources, their 10–11% R&D budget is spread • Microsoft Dynamics provides easy and buying power, and brand of a global very thin. low-cost integration and customization organization. • Lack of multi-national features in most options through industry-standard • Corporate viability: Sage’s large market products: as more companies begin to tools and standards, such as Visual capitalization and consistently strong do business in multiple geographies, Studio® and Web services. financial performance make them a Sage has very few solutions that can be safe vendor to buy from in the minds used in multiple countries. of prospects. • Disparate technology use: Sage • Sage offers lower-cost pricing in some uses a variety of proprietary and cases and will discount heavily. industry-standard technologies in their solutions. This makes issues of integration and platform optimization more challenging.Optimize and Secure Your Core InfrastructureHP (OpenView) • Delivers a “complete solution,” includ- • Deployment and upgrade is difficult. • Microsoft System Center is best-of- ing service and ITIL. • Service desk capability is not well breed for managing Microsoft OS andIBM (Tivoli) • Is dominant in network management. integrated (OpenView) or non-existent applications, and it is faster to deploy Call • Offers large, deeply invested installed (Tivoli). (results in hours vs. months), which base. • Expensive to maintain due to service leads to greater TCO and minimal • Is a leader for heterogeneous agreements. transition costs. environments. • Lack of licensing transparency until • System Center also provides more • Offers solid growth, with continued after the sale. out-of-the-box functionality with less acquisitions to sustain advantage. • Tivoli’s territory complexity can be customization required than Tivoli. • Wins on functional checklist compari- unmanageable. son and breadth of offering. • Inconsistent roadmap for configuration change database.Symantec • Easy-to-manage server groups in a • Slower scans than Forefront™. • Forefront products easily integrate with domain/workgroup environment. • Complex deployment and removal. each other, with customers’ IT infra-McAfee (Symantec) • Non-unified protection for anti- structure, and can be supplementedTrend Micro • Feature-rich management console. spyware and anti-virus products. through interoperable third-party solu- Advanced features, such as buffer tions, enabling end-to-end, defense- overflow protection, rogue system in-depth security solutions. Simplified detection, and system compliance management, reporting, analysis, and profiler. (McAfee) deployment enable customers to more • Step-up SKU includes host firewall and efficiently protect their organization’s host intrusion prevention. information resources and secure access to applications and servers.EMC (Authentica) • Most successful point solution • Inflexible deployment options. • Microsoft RMS allows for potentially provider in the Electronic Resource • Is not interoperable with a wide variety unlimited support for many types ofAdobe (Acrobat) Qualify and Close Management (ERM) space; may be of document formats; does not allow documents, files, and e-mail throughIBM (Electronic Media perceived as expert in the industry be- for a broad platform solution. flexible RMS-enabled applications. RMSManagement System) cause of its singular focus. (Authentica) • User interface lacks familiarity of is much easier to deploy and to link to • LiveCycle Policy Server is touted as an Microsoft RMS. Active Directory than other offerings. easy-to-use solution that streamlines rights management across an organization. (Adobe) • The IBM Electronic Media Management System benefits from broad suite of IBM software products and client relationships. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 81
  • 82. Prepare continued Competitor Strength Weakness Microsoft Response VMware Xen-based • Market leader, claiming 99 of the • Although it promotes “the industry’s • Focus on the overall lower cost of thePREPARE Competitors: Fortune 100 companies as customers, first full infrastructure virtualization holistic Microsoft solution. Highlight with many point solutions offering suite,” VMware lacks the broad, Microsoft’s belief that virtualization is • Xen Source better features than Microsoft offerings. integrated suite of Microsoft virtualiza- not the best solution for all workloads • SWsoft (Virtuozzo) (VMware) tion solutions. and that Microsoft offers a range of • Suse • High efficiency and manageability; • Does not create parallel monitoring consolidation options. It also allows • Red Hat virtual environments (VEs) are secure systems between physical and virtual easy management of physical and • Virtual Iron and have fully functional fault and infrastructures. virtual environments, as well as full performance isolation; isolated parti- • VMware ESX Server is more expensive integration with other Windows tions or VEs on a single OS. (Virtuozzo) than Microsoft virtual server, given that: applications. The Microsoft product • One subscription to Suse Linux 1. ESX Server does not provide high suite allows customers to virtualize se- Enterprise Server covers all virtual availability; 2. VMotion is limited to lectively and as appropriate. Windows images on the same physical server in- addressing only planned downtime. Server 2003 R2 EE allows up to four dependent of virtualization technology. instances per license agreement, which economically supports customers’ virtualization initiatives (and also offsets some of the cost benefits of Linux). Legacy versions • N/A • Previous versions of Windows lack • Windows Vista is significantly more of Windows the new Windows BitLocker® drive secure than Windows 2000—which (as a substitute to encryption and enhanced Windows will soon be out of support. Highly Windows Vista) Security Center. regulated industries urgently need the improved security of Windows Vista, as UAC and BitLocker provide critical services. Optimize Your Business Productivity Infrastructure IBM • Strong customer relationships. • Lotus products have slow adoption • Microsoft enables a better IW footprint,Call • It/data center footprint. rates and lack the momentum and user improved software innovation, and • Hardware/software/services/financing base of Microsoft Office. lower TCO. enables creative deal structuring. • No rights management. • Microsoft is differentiated by its • Poor developer tools. understanding of users and its delivery • Cobbled architecture, redundant of collaborative capabilities in ways that product portfolio, and complicated are easily consumed by them—and architecture means a team of IBM easily managed by it. integrators is needed to assemble your system and get it running. • Confusing software and services mix. Google • Low acquisition costs. • Not as rich as Microsoft products • Microsoft provides better information • Low TCO. individually. access and BI, as well as performance, • Appeals to light usage and mobile • Not as integrated as Microsoft knowledge, and content management. scenarios. products collectively. • Microsoft solutions provide information • Microsoft has a more compelling management and organizational pro- story in each category: collaboration, ductivity more broadly than Google. creation/publishing, and management. SAP • Strong marketing—followed IBM’s • Collection of tools/components—no • Ease-of-use and familiarity of Microsoft branding cue with WebSphere. common “look and feel”—high training products and services; the rich integra- • One “synchronized” release level to costs/low adoption. tion between its technologies and manage. • Multiple security schemas—require Microsoft Office client programs.Qualify and Close • Provides rich business content. additional it resources to manage. • Multi-platform support. • Multiple GUIs to manage—headache for IT deployment. • High cost of ownership—long implementations. 82 « FY10 Inside Sales Customer Campaign Call Guide
  • 83. Prepare continuedCompetitor Strength Weakness Microsoft ResponseEMC • ECM market leader. • Expensive and complex, requiring • End-to-end document lifecycle is man- PREPARE • Companies have made large invest- heavy customization and long aged on a single platform, integrating ments in Documentum that they want implementations. collaboration into the lifecycle. to leverage. • Weak front end limits broad user • Integrated into broader SharePoint • Depth in vertical solutions for complex adoption. platform, which provides key ECM regulatory compliance capabilities. • Poor integration of multiple third-party capabilities. • Archival and storage of documents/ technologies—search, forms, and • Rapid to deploy/easy to manage— e-mail. portals—drives costs and complexity. out-of-the box functionality, common • Integration story with SharePoint. • Proprietary development platform site model, and security framework. is costly and difficult to build on, or extend with very shallow partner ecosystem.Oracle • Oracle’s ability to integrate and • Discoverer is elementary as a Business • Strong product roadmap for Unified successfully migrate many customers Intelligence reporting front end—it has Communications and collaboration on completely different Business a very inflexible UI and poor printing capabilities. Intelligence solution platforms capabilities. • Presence, Information Rights (PeopleSoft, JD Edwards, World, Siebel). • Uncertain future of the Stellent ECM Management (IRM), support for mobile • Highly scalable and secure; positioned product line; weak integration between solutions. as ECM for the masses; strong imaging Oracle and Stellent offerings. • Microsoft is the market leader for as a result of the Stellent acquisition. OLAP. • The Microsoft Business Intelligence capability is able to draw from virtually any data source to display a single version of the truth. • ECM is available for broad user adoption due to tight integration with the Microsoft Office client. Call • Lower deployment costs because of a single integrated ECM platform.Application Platform OptimizationJ2EE-BasedIBM (WebSphere) • Successfully changed industry • Poor Business Intelligence and user • Microsoft has the most compre- discussion to focus on SOA, which experience capabilities. hensive—and best integrated (by benefits their consulting services–based • High data management customer converging all Microsoft products approach. costs. around .NET)—application platform • Great analyst quotes, performance offering.Oracle (Fusion) • Development, SOA, and BPI capabilities benchmark numbers, and support • Only Microsoft addresses the full are not as strong. from hardware vendors. spectrum of business processes from • Poor security, integration, manage- • Suite of back-end business processing highly unstructured processes to highly ability, and availability. applications form an attractive technical structured and transactional systemSAP (NetWeaver) strategy that organizations can adopt • Poor development, data platform, user processes. Most existing vendors focus to run their businesses. experience, SOA, and BPI capabilities. on certain portions of the spectrum, • Stronger history than Microsoft in or they have tried to gain breadth by running back-end applications within cobbling together numerous acquired corporate data centers. tools. • Microsoft is widely accepted to be theOpen Source most productive development environ-MySQL Apache • Easy to use; no cost. • No benchmark proof points. ment, and it has the largest integration Qualify and Close(Lamp) • Wide platform support. • No BI and Open Source BI is limited. server install base among competitors • #1 threat in small-to-mid-range • Limited functionality (missing features (currently more than 6,500 customers, application workloads. include: online back-up, scheduling, growing at 100 per month). • “good enough” for many scenarios. mirroring, advanced XML, tuning, • Strengths include the ability to address • Strong position in hosting and resource management, beyond services and smart clients via .NET “software as service” models. relational storage, and compression). technologies and an up-front model of • Solid customer references. low license costs. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 83
  • 84. PREPARECallQualify and Close 84 « FY10 Inside Sales Customer Campaign Call Guide
  • 85. 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 keytalking points: PREPARE • 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. Call Qualify and Close
  • 86. Call Call PlanningPREPARE The OPPvQ Call Framework was designed to break down the call into four easy steps—Open, Probe, Prove Value, and Qualify—to help you qualify a lead (based on the BANT criteria) to be handed off to a partner. ÆÆ OPPvQ Call Framework OPEN 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 probe Basic Questioning Skills | Probing Framework | Active Listening | Call Observation Sheet Initial Role-Play | Calling Session | Feedback | Linking Questions Naturally Present position Pain/potential Impact Vision Process/people/priceCall Prove value Features versus Benefits | Customer Motivations to Buy | Developing a Value Proposition | Objection Handling Case Study on Mapping Solution Benefits Back to Customer Pains/Potential Qualify Budget, Authority, Need, Timeline (BANT) / Opportunity Qualification Criteria—Aligning to MSSP | Maintaining MotivationQualify and Close Overall Microsoft Scenario Next Actions 86 « FY10 Inside Sales Customer Campaign Call Guide
  • 87. Call continuedBuild relationship | Generate interest | Create a good opening statement OPEN PREPAREHello, am I speaking to Mr/Ms/Mrs …? I am phoning on behalf of Microsoft. How are you today?• 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 ……Understand the customer’s current situation and needs Probe• Has anything changed since we last spoke? • What do you want Present position Understand the customer’s• Can you tell me about the nature of your business? customer relation- current situation.• Can you explain the structure of your organization? ship management• Can you tell me about your key business goals in the next 12 months? to do for your• How does IT support your business goals? business?• Where does your company want to be in 6 months? • How do you• Can you walk through your current IT infrastructure? respond to changes• How has the solution you purchased affected your business? in demand?• How big is your sales team? Do they work on the road/remotely? • How do you establish a competitive advantage?• How big is your marketing team? How do they measure the ROI of • What types of businesses do you deal with? their campaigns? • How do you connect with your suppliers, partners, customers?• Who are your key customers? • How do you manage your xxxxx? Call• What concerns do you have about your current IT infrastructure? • How has xxxxx Pain/potential Understand the customer’s• What improvements do you want to see in your business? affected your challenges/opportunities.• What challenges do you experience around…. business? What is the impact? (METRIC) —— … sharing information? … accessing customer information? • Can you translate —— … security? ... keeping confidential information safe? the impact into a —— … staying connected while on the road? monetary value? —— … accessing all the information you need to do your job? • How is your produc- —— … collaborating with other departments? tivity affected? —— … operational reporting? • What losses/damages are you suffering because of this?• What was the nature of the issue? • What impact is this problem having on your operating costs?• As an IT Manager servicing your company’s IT needs, do you feel that • How will this affect you in the long run? the operations departments have what they need to be successful? • How much money do you think you would save if the solution solved• What is preventing you from realizing your goals? your issue?• What is the impact on your business? • What savings do you think you can expect?• How much is this problem/issue costing you?• Is there any other impact this problem is having on your business?• What is the impact of this problem on your business? Impact Understand the impact of the• What are the implications to your future profitability? customer’s pain/potential and• How will this affect your market share? how it will affect any future performance of the business.• How often does that cause downtime?• What does that result in? Qualify and Close• Does that ever lead to...? Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 87
  • 88. Call continued Understand the customer’s current situation and needs Probe (continued)PREPARE • What would you like to achieve? • What are you willing to invest to resolve this? vision Understand the customer’s • What would you like to improve? • What is your plan for addressing this issue/ objective and plan. Help the • How can we help you improve? opportunity? customer to build a vision. • What would be your ideal situation? • How are you planning on addressing this issue/ • How would you like this to be in the future? opportunity? • Would your company find value in having a • Do you already have a project initiated for this? solution to this problem? • What solutions are you currently evaluating? • What is the decision-making process at your Process PROCESS What demos have you seen? (Listen for company? Understand the customer’s competitors.) • What is your timeline for implementation? evaluation process, competi- tion, and timeline. • Who is involved in the decision-making • When are you planning to deploy? process? • What timelines are you looking at to make a • Who makes the decisions? change? • Do you have the skills to address this • Do you have the resources or a partner that can People PEOPLE in-house? help you? Understand what resources • Do you have the available IT resource to • How many people would be involved in this are needed. address this issue/opportunity? decision/project? Who are they, and when • Do you have a partner that could support will they need visibility into our work within you with this project? Microsoft?Call • When does your financial year run? • What figures will you need to show a successful price PRICE • Do you already have budget allocated for return on investment? Understand whether the this project? • Who will be responsible for calculating total cost customer has the budget. • What budget do you have allocated for this of ownership, and what additional factors will type of project? you need to calculate that figure? • Do you currently have budget in place to resolve this issue? 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 • I think (x) solution can help with (x) issue/ • (Link the solution/product benefits with the • (Provide case study examples of how we have opportunity. customer’s pain.) helped other companies.) Get the customer’s commitment to proceed. Qualify Qualify ObjectionsQualify and Close information from our conversation with the partner, so they can follow up regarding the • Let me recap what we have discussed….. • Do you have any questions? (Handle the situation we’ve discussed. Are you ready to • Confirm pain, vision, budget, timeline, and customer’s objections.) move forward? decision maker. • I will send you a summary of our discussion by • Is there anything else I should be aware of? Next Steps e-mail. I would be grateful if you could respond • Do you have anything else that I could help and let me know whether you are satisfied to you with? • Do you have a preferred partner that you work proceed as I have outlined. with? • Thank you very much for your time today. • I would recommend that I put you in contact Please feel free to call me at any time if I can with a Microsoft partner to follow up on this assist you with anything. opportunity. I need your permission to share 88 « FY10 Inside Sales Customer Campaign Call Guide
  • 89. Call continuedÆÆ Call Planning TipsTo maximize your return on your time investment good call planning pays off. Here are some tips about setting call objectives, prioritizing calls, and PREPAREdeveloping a specific call plan.OverviewCall ObjectivesThrough the Account Review process, it is likely that several possible Call Objectives have been captured for a customer call. It is necessary to refineand prioritize the list to ensure that high-priority items are addressed with the customer.Prioritize Call ObjectivesIn general, the prioritization of customer-specific Call Objectives should align to the Territory Plan for your territory. However, special considerationshould be made for unique customer circumstances, local guidelines, and possible focus events or call blitzes.Balance Call ObjectivesYou 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, itis preferable to focus on a few top-priority objectives, and leave less critical objectives for another call. You may also find that you can accomplishsome of the objectives without a phone call. For example, you may be able to attain missing profile information from your contact via e-mail orinstant messaging.List Call ObjectivesOnce you have decided on the final Call Objectives, keep a list of them nearby to help structure your call with the customer. As you conduct thecall, 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 CallBefore you contact the customer, prepare your Systems appropriately as per your Call Objectives. For example, if you are going to be updatingthe status of a Siebel Opportunity, have the customer’s account and/or Opportunity in Siebel ready for quick reference. If you are calling about aspecific campaign, have the Battlecard information regarding that campaign open and ready. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 89
  • 90. Call continued PrioritizingPREPARE Urgent Return Calls Customer Partner Internal (another Microsoft resource) Already Scheduled Calls/Activities MMRP Renewals True-ups High-Priority Leads As defined by local leadership Leads with due dates within one week Medium-Priority Leads As defined by local leadership Leads with due dates within one monthCall Account Management and Maintenance Activities Account Profile Update Software Profile Update Core/BP/AP IO Profile(s) Non-Urgent Calls Low-Priority Leads As defined by local leadership Leads with due dates outside of 30 daysQualify and Close Figure 22. Call prioritization. 90 « FY10 Inside Sales Customer Campaign Call Guide
  • 91. Call continuedDeveloping a Call PlanCall planning is critical to the success of the call because the call needs to be accomplished in a short period of time (goal: 10 minutes or less) to PREPAREkeep up productivity and revenue goals. If you have already created a territory or account plan, call planning time can be reduced to less than fiveminutes, 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 –– SQL Server –– Microsoft Dynamics —— MMRP triggers: –– Welcome –– Deploy –– Use –– Renew —— Reason for call: –– Sales activity –– Marketing activity –– Customer request –– History Call –– Company background –– Up-sell/cross-sell opportunity —— Goal of the call • Call Plan: —— Open—How will you open the conversation? —— Probe—What questions will you ask to understand your customer’s current situation and needs (Present Position, Pain/Potential, Impact, Vision, and Process/People/Price)? —— Prove Value—How would you prove value to this role? —— Qualify—Is this contact ready to by handed off to a partner (based on BANT criteria)? Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 91
  • 92. Call continued Call Planning Template Use this template to plan your call effectively in alignment with the OPPvQ Call Framework:PREPARE 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 PositionCall Pain/Potential Impact Vision Process/People/Price PROVE VALUE QUALIFY (BANT) BudgetQualify and Close Authority Need Timeline Additional Notes 92 « FY10 Inside Sales Customer Campaign Call Guide
  • 93. Call continuedÆÆ Customer Role GuidanceCustomer Role Guidance (CRG) has been developed to help you start conversations with specific roles in customer organizations. Customer PREPARECampaigns have been developed to align with the needs of specific roles, and profiles have been developed to help you start conversations withindividuals in those roles. Charlie, Chief Officer (see page 94 for further details) Leadership pains: • Needs to ensure that strategic initiatives are aligned with business goals. • Wants to help empower people to discover innovative ideas. • Needs more efficient ways for end users to work better together. • Needs to respond to new business opportunities and industry dynamics. Julia, Sales Executive (see page 96 for further details) 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 (see page 98 for further details) Financial executive pains: Call • Needs to drive financial business process productivity and amplify financial performance. • Wants to analyze data for insight and plan for business growth. • Needs to reduce the complexity of governance, risk management, and compliance (GRC). Heather, Human Resources Director (see page 100 for further details) 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 (see page 102 for further details) IT manager pains: • Needs to manage core infrastructure and processes. • Wants to improve system and application interoperability. • Wants to improve operational efficiency. Qualify and Close Vince, Operations Executive (see page 104 for further details) Operations executive pains: • Needs to streamline performance management. • Wants to communicate changes in key performance measures as they occur. • Wants to meet cost goals and seek cost-efficiencies. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 93
  • 94. Call continued ÆÆ Chief Officer Role Overview Related titles: Chief Executive Officer (CEO), Chief Operations Officer (COO), President,PREPARE Managing Director The highest ranking corporate executive, or chief officer, in a midsize business is typi- cally the CEO, COO, President, or Managing Director. This individual is the executive officer of a corporation responsible for the company’s day-to-day operating activities, revenue and sales growth, cost and margin controls, and financial goal management. The chief officer devises strategies and formulates policies to ensure that the specific goals and objectives of the organization are met. He/she is accountable to the Board of Directors for all company decisions and results. Depending on the size and organizational structure of the company, the chief executive typically has a set of of- ficers reporting directly to him/her, which often include: Chief Financial Officer (CFO), Chief Information Officer (CIO), VP of Sales and Marketing, VP of Manufacturing/ Operations, and VP of Engineering. The chief officer typically has strong leadership and interpersonal skills and acts decisively regarding human, financial, environmental, and technical challenges that face a corporation. The chief officer also typically has a MBA and 15–20 years of management and executive experience.Call Responsibilities: • Is the final decision maker within the company; reports to the Board of Directors. • Set company’s vision, mission, strategic business goals, culture, and values. • Direct short- and long-range planning and budget development to support strategic business goals. • Execute revenue-generating business strategies for company products and services. • Direct company operations to meet budget and other financial goals; closely track financial health. • Establish the performance goals, allocate resources, and assess policies for senior management. • Identify “big bets” to leverage market opportunities that drive the business. • Direct and participate in acquisition and growth activities to support overall business objectives. • Participate in capital market development, including road shows, bank meetings, and analyst meetings. • Make large purchase decisions about technology and equipment with the help of the IT Manager, CFO, and operations manager. Goals: • Grow the business to meet revenue and share objectives. • Meet quarterly and/or monthly finance objectives to maintain shareholder value. • Retain key customers critical to revenue streams.Qualify and Close • Attract and retain employees and leadership team. • Improve efficiencies in operating costs. 94 « FY10 Inside Sales Customer Campaign Call Guide
  • 95. Call continuedPains: • Gaining insight into business health since data is “locked away” in database systems. PREPARE • Trying to quickly discover and act on meaningful trends in customer data. • Preserving the security and integrity of confidential company and customer data while fostering online connections with trading partners and customers. • Opening a new office/branch to grow the business or enter a new market. • Understanding how a new IT investment will grow the business; IT investments with unclear ROI. • Overseeing lawsuits and regulatory compliance.Day-in-the-Life of a CEO/COO/President/Managing Director 7:00 AM 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. 8:00 AM Calls board member to explain how a potential acquisition would impact the business and share details on the integration plan. 9:00 AM Reviews financial performance indicators to gauge revenue and cost health. Works on strategy—what new initiatives should be developed to increase sales, analyzes how current initiatives are doing. 10:00 AM Gets another coffee and checks on what’s happening on the production floor. Meets with the head of engineering to review status and technical readiness of new product prototype. 11:00 AM Works with marketing and sales staff to discuss launch plans for a new promotion. 12:00 PM Has lunch with a customer, analyst, or board member. 1:00 PM Meets with Controller and/or CFO to review current financials and prep for upcoming finance meeting with the board. Wants to understand the financial impact of the potential acquisition and review the capital structure required to complete the purchase. 2:00 PM Follows up on e-mail sent through CRM system by a regional sales manager who requested the chief officer call a new key customer that has been lined-up. Reviews notes and makes call. Call 3:00 PM Meets with the operations team to review progress on production efficiency project. Wants to understand current findings on root causes of production shortfalls. 4:00 PM Meets with the head of human resources to address employee hiring and training. 5:00 PM Conducts interviews with members of the press. 6:00 PM Answers and/or writes e-mail and reviews current projects, initiatives, and the day’s sales. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 95
  • 96. Call continued ÆÆ Sales Role Overview Related titles: Chief Marketing Officer, Vice President of Sales and Marketing,PREPARE Vice President of Sales, Vice President of Marketing, Director of Sales, Director of Marketing The senior sales executive in a midsize business typically reports to the Chief Executive Officer (CEO) and is a member of the company’s management team. He or she is 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 person typically holds a MBA in business administration.Call Responsibilities: • Define/manage the sales/marketing organization, hiring, budget, and compensation structure. • Define and oversee sales/marketing programs to generate demand and sales leads. • Strategic planning, including positioning, market and competitive analysis, and customer targeting. • Analyze customer data to track trends and respond to market changes. • Analyze business reporting to project sales and determine profitability. • Develop and manage channel, partner, and distribution strategies, policies, and programs. • Oversee product management activities to define and build products with the engineering team. • Maintain key customer relationships and develop and implement strategies for expanding the company’s customer base. • Work with the chief officer and executive team to identify and develop strategic alliances, raise venture/public financing, communicate with Board members, and close/grow major customer accounts. • Develop and track budgets, metrics, and success criteria for all sales/marketing programs and activities. Goals: • Meet revenue, unit sales, and market share goals for each product line. • Deepen customer relationships through new and enhanced services and product offerings.Qualify and Close • Manage and develop teams of sales/marketing professionals. • Spend within designated sales/marketing budget. • Design sales/marketing strategies, driving product/service demand and sales. • Achieve high customer satisfaction and retention levels. • Reduce the cost and time of closing sales. 96 « FY10 Inside Sales Customer Campaign Call Guide
  • 97. Call continuedPains: • Global economic volatility: Dramatic market fluctuations and dynamic customer behavior require a more agile sales process: PREPARE —— Need to focus on the right customers, those that represent the greatest opportunity. —— Deep understanding of existing and potential customer business is vital. —— Need to understand profitability of existing products and customer base. —— Difficulty in accurately forecasting pipeline beyond several months due to volatility. —— Business impact of poor sales forecasting is greater when economic conditions are uncertain. —— Volatile market conditions mean that deals are falling through as customers adapt to changes in their industry and marketplace. • 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. —— Downward price pressure due to increased competition—need to be able to react quickly to competitive intelligence. • Business making more conservative investments: Deal sizes are decreasing, sales cycles are increasing, and ”no decisions” are becoming more common: —— End customers are retracting spending. —— Customers demand a quicker ROI on any investment. —— Delays in sales cycle due to customer indecision jeopardize deals that are not finalized quickly.Day-in-the-Life of Julia, a Sales Executive 7:00 AM On the way into the office, conducts a review of a strategic deal with one of his/her account teams via mobile phone (may download proposal document to scan key sections). 8:00 AM Upon arriving in the office, reviews booked revenue performance numbers from shipping/accounting. 9:00 AM Holds a conference call with several regional sales vice presidents to review the current month’s sales pipeline and closing forecast. Call 10:00 AM 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. 11:00 AM Conducts a “loss post mortem” with a regional VP and a senior sales manager on a strategic deal lost to a new competitor. 12:00 PM Takes a call from an “irate” customer (while reviewing the customer’s purchase/payment and support activity history). 1:00 PM Makes a call to thank a recently acquired customer for its business. 2:00 PM Reviews progress being made on an HR hiring initiative to expand their sales force. 3:00 PM Meets with the business operations manager to review month-to-date performance against T&E expense budgets. 4:00 PM Kicks off a sales training workshop for a new product or solution. 5:00 PM Attends a meeting with the executive operations committee to develop the company’s five-year strategic plan. 6:00 PM Attends a dinner meeting with a senior account rep and a prospective new customer. 8:00 PM On the way home, checks voice mail and returns urgent calls. 9:00 PM Upon arriving home, checks e-mail, updates appointment schedule, and responds to urgent items. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 97
  • 98. Call continued ÆÆ Finance Role Overview Related titles: Chief Financial Officer, Vice President of Finance, Director of FinancePREPARE The key finance executive in a midsize business is typically either the Chief Financial Officer (CFO), VP of Finance, or Director of Finance who reports to the chief officer (CEO, COO, President, or Managing Director) and is responsible for directing the company’s financial planning, recordkeeping, and administrative organization, includ- ing purchasing, accounting, IT department, and investor relations, as well as facilities and administrative functions. The finance executive has solid working knowledge of the investment and capital resource community and at least 15 years of accounting, controllership, and finance experience, including 7 years in executive-level positions. Holds a Bachelor of Science in accounting or finance, though many hold a master’s or other advanced degree.Call Responsibilities: • Maintain executive responsibility for financial operations, including working capital, capital expenditures, debt levels, taxes, budget, procure- ment, and general accounting. • Establish, document, and maintain stable cash flow management policies and procedures. • Analyze financial performance against forecasted plans; assess current and future business operations and plans to determine financial effectiveness. • Evaluate and advise management on the financial viability of opportunities within the company. • Manage outside lending and equity relationships, as well as relations with investors and shareholders within the investment community. • Prepare or oversee the preparation and filing of financial statements, business reports, and/or reports required by regulatory agencies. • Evaluate, integrate, and manage the company’s financial, administrative, human resource, and IT functions. • Develop and manage IT strategy to support company growth and manage IT functions. • Build expertise in current accounting standards, organizational policies and procedures, industry regulations, and federal and state policies and directives. • Manage relationships with external auditors. Goals:Qualify and Close • Establish annual financial goals and milestones. • Develop and direct financial plans to achieve strategic business goals. • Ensure cash resources are available for daily operations and business/product development. • Set up and oversee all financial and operational controls and metrics within the organization. • Deliver consistent, reliable financial information to the investment community. • Ensure financial regulatory compliance. • Improve efficiency, accuracy, and reliability of routine financial operations. 98 « FY10 Inside Sales Customer Campaign Call Guide
  • 99. Call continuedPains: • Less access to credit. PREPARE • Lengthening A/R collections. • Revenue seepage due to incomplete or incorrect data. • Cash preservation is corporate policy. • Inefficient processes increase costs. • Decreasing budgets and resources. • More urgent need to understand most productive use of funds. • Employee reductions disrupt business planning and processes. • Turbulent economy means that many risks are still unknown. • Likelihood of new yet-to-be-defined regulations. • Increased focus on risk management.Day-in-the-Life of Sara, a Chief Financial Officer 8:00 AM Checks e-mail messages and reviews scorecards to compare actual financials to forecasted financials. Creates a forecast and model of a potential business acquisition. 10:00 AM Meets with Controller to review finances. Reviews data accessible from a shared Web portal. 11:00 AM Prepares for leadership and analyst meetings. Analyzes market opportunity and company financial data to validate opportunities. 1:00 PM Attends a meeting with the chief officer and company executives. Sara runs various financial “what if” scenarios by the CEO and details how the company might react to changing market variables. 4:00 PM Conducts investor relations calls to discuss company’s financial performance. Based on a report from the controller, Sara determines what adjust- ments need to be made to achieve the goals in the forecasted plan. Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 99
  • 100. Call continued ÆÆ Human Resources Director Role Overview Related titles: Recruitment Manager, Compensation and Benefits Administrator,PREPARE Company Policies Administrator, HR Provider for Employees and Managers. 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 employee compensation, benefits, termination, and retirement. The director must have 7 to 10 years of experience in Human Resources positions and hold a bachelor’s degree or equivalent in Human Resources, Business, or Organization Development.Call Responsibilities • Recruit 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. • Ensure that company compensation and benefit packages are in line with industry standards. • Prepare and provide reports for company executives. • Work with company executives and the legal department to define company policies and procedures. • Analyze compensation and benefit plans in the industry to ensure that the company is hiring and retaining the best employees. • Ensure employee safety, welfare, wellness, and health. • Develop compensation and benefits administration. • Work with employees and managers to ensure that company policies and procedures are followed. GoalsQualify and Close • 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. • Contribute to positive employee experiences from the first day of their employment to the last day, and be perceived by the company as the person who does whatever it takes to accomplish this. • Be a key contributor to the strategic directions that the company takes. 100 « FY10 Inside Sales Customer Campaign Call Guide
  • 101. Call continuedPains • Daily administrative tasks plus minor employee and manager issues that interfere with focusing on larger, more important matters. PREPARE • 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. 9:00 AM Works on company compensation and benefit plans. Take calls from employees who need to add dependents to their policies. 10:00 AM Meets with a department manager who needs guidance in dealing with an employee’s continued tardiness. Responds to the CEO’s request for information and generates the required report. 11:30 PM Conducts an exit interview with an employee. 12:30 PM Eats lunch from her desk while responding to e-mail messages. Takes calls from employees regarding insurance coverage and benefits. 1:30 PM Interviews candidates for an open position in the marketing department. 3:30 PM Prepares for new employee orientation session for the following day. Reviews recent performance reviews conducted by several department managers. 5:00 PM Checks on e-mail and voice mail before wrapping up for the day. Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 101
  • 102. Call continued ÆÆ IT Manager Role Overview Related titles: Information Systems Manager, Business Technology Manager,PREPARE IT Operations Manager The senior technology leader in a midsize business is typically the Chief Information Officer. Depending on the organization’s size and needs, this individual may also be called the Business Technology Manager or Information Systems Manager. This individual 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; initiating and directing the company’s IT planning and strategy by integrating technology, processes, and people to achieve business goals; and typically looks for innovative solutions that will continually move the company forward, but with a steady eye on the “bottom line.” Note that this individual typically has at least 7–10 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. This individual may also hold a MBA with technology management as a core component.Call Responsibilities: • Support and implement the strategic and financial goals of the company by maintaining availability of core services. • Manage all company infrastructure, software, and hardware. • Recommend and oversee upgrades and enhancements to the technology infrastructure, software, and hardware—so the company continues to be well-positioned in the marketplace. • Manage the company’s IT staff. • Conduct evaluation of technologies, services, and processes to help influence business strategy and, therefore, the company’s future success. • Manage vendor relations, including negotiating purchasing contracts. • Ensure a secure and well-managed infrastructure that supports new scenarios, such as secure remote access, branch office infrastructure, and mobile devices. • Budgetary and managerial oversight of implementation of the company’s business continuity plan for company infrastructure. • Develop and track budgets, metrics, and success criteria for all products, assets, and resources. • 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.Qualify and Close • Assume the role of IT liaison and interface—internally—with CXO and LOB solution owners. 102 « FY10 Inside Sales Customer Campaign Call Guide
  • 103. Call continuedGoals: • Adopt high-quality, secure platforms that serve current company requirements and facilitate long-term goals. PREPARE • Establish and support effective IT strategy and policies. • Establish, maintain, and grow effective customer support practices (internal and external). • Formulate strategies for long-term advancement and innovation of company systems. • Ensure effective policy administration and compliance. • Motivate teams and support continual professional growth. • 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: • Maintaining a secure, high-functioning IT environment without negatively impacting productivity and innovation. • Having difficulty keeping pace on multiple levels: business, personnel, and systems due to rapidly changing technologies. • Keeping pace with technology growth can be costly. • Governance and compliance are complex; needs to keep knowledge current in frequently changing environment. • Having difficulty with customer requirements as they change and evolve, as IT solutions and services must meet them. • Identifying efficient tools and processes to support business and IT process automation. • Finding innovative ways to do more with decreasing resources.Day-in-the-Life of Haven, an IT Manager 7:00 AM Haven arrives at the office early after receiving a page from his systems administrator with concerns about the performance of a newly deployed server. The admin has had difficulty getting responses from their vendors and asks Haven for help escalating the issue with their account manager. Haven calls his account manager and asks that the server issue be escalated with vendor support. The account manager assures Haven that he will personally see to it that the support issue is immediately addressed. Haven phones his system administrator and fills him in on the call and asks Call to be notified when the vendor makes contact. Haven then documents the issue in e-mail to his boss and the system administrators, copying the vendor account executive. 8:00 AM Haven attends an executive committee meeting for current budget review and planning for the next fiscal year. He gives a PowerPoint® presenta- tion that outlines his three-year plan for potential new technology investments, as well as their cost, impact, and potential ROI. 10:00 AM In his office, Haven reviews e-mail and voice mail, sorts for high-priority items, checks the prior day’s system performance data, and reviews analyst reports on unified communications technologies as he is deciding whether to implement VoIP to replace the company’s aging phone system. 11:00 AM Haven meets with human resources and internal readiness staffs to define training modules and structure times for the new software implementa- 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. 12:00 PM Lunches with an external customer who played a critical role in beta testing new systems previously deployed. 1:00 PM Haven meets with finance, sales managers, and the CFO for review of performance and ROI of the CRM in use at the company. The discussion revolves around whether or not to extend the licensing for the tool. Based on the analysis, all members agree to continue with the CRM system. 2:00 PM Meets with VP of sales and marketing to discuss the downstream impact of the new software being deployed. 3:00 PM 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. 4:00 PM In his office, Haven reviews e-mail and voice mail, sorts for high-priority items, schedules meetings, and responds to critical items. 5:00 PM 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 Qualify and Close high availability. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 103
  • 104. Call continued ÆÆ Operations Executive Role Overview Related titles: Chief Operations Officer (COO), Vice President of Manufacturing, VicePREPARE President of Operations, Director of Operations The key operations executive in a midsize business is typically either the Chief Operations Officer (COO), Vice President of Operations, Vice President of Manufacturing, or Director of Operations who reports to the chief officer (CEO, COO, President, or Managing Director) and is responsible for the strategy, planning, and execution 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- turing in certified manufacturing organizations. Most Operations Executives have a Bachelor of Science in Engineering, and some hold a MBA.Call Responsibilities: • Manage employees and the operation of company’s production/manufacturing functions, whether in-house or sub-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. • Develop and manage budgeting and budget execution with a focus on product costs and margins. • Direct all production control, production process development, quality systems, purchasing, and shipping/receiving activities. • Partner with the sales team to meet with customers to discuss scheduling timelines for product delivery. • Identify and resolve operational inefficiencies, output problems, or capacity constraints. Goals: • Remain fully apprised of daily operations. • Provide current and thorough analysis to chief officer on company’s operations health. • Comply with industry and business regulations.Qualify and Close • Identify and eliminate process inefficiencies. • Keep track of inventory and supply chains. • Meet cost goals and seek cost-efficiencies. • Increase profit by providing a quality product with the best customer service. • Maintain financial control over expenses. • Provide various departments with data on demand. • Minimize inventory of raw materials and finished goods. 104 « FY10 Inside Sales Customer Campaign Call Guide
  • 105. Call continuedPains: • Obtaining real-time information on health of company’s systems and processes. PREPARE • Accessing production feedback in real time (rather than batch processing). • Finding all operations data in a central location. • Receiving accurate data to create accurate forecasts. • Identifying where the breakdowns occur between sales and production. • Moving orders through the system with a minimum amount of pain between sales and production. • Recovering from system crashes. • Training employees on new processes and systems.Day-in-the-Life of a VP of Operations, VP of Manufacturing 7:00 AM Scans e-mails looking for urgent issues. Addresses the most critical customer concerns. 8:00 AM Reviews sales bookings report and the shop floor report. Receives briefing from production and checks the load for each department and the flow of jobs. 9:00 AM Holds meetings with the operations department to plan the day, prioritize jobs, and tend to any exceptions or large orders. Discusses potential hold-ups. 10:00 AM Walks through the production floor to get a sense of production health. Talks to the machine operators to learn about any problems. Meets with the floor manager to compare notes. 11:00 AM Addresses customer issues and needs by responding to key customers’ questions about orders and forwarding customer calls back to sales. 12:00 PM Has lunch with the plant manager to discuss the purchase plan for new equipment. 1:00 PM Works with production floor team to resolve any stoppages if the line goes down. Acts on breakdowns and machine maintenance issues. 2:00 PM Studies health of supply chain. Calls supplier about a quality control issue. Call 3:00 PM Meets with finance executive to approve the purchase of capital equipment. 4:00 PM Answers the purchasing department’s questions about prices and quantities, 5:00 PM Completes paperwork to meet regulatory compliance requirements. 6:00 PM Reviews the day’s operations report and sends e-mails to the team and chief officer. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 105
  • 106. Call continued MMRP Call ExecutionPREPARE ÆÆ Welcome Call The 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: 1. Introduce yourself as the account rep (if first time contact with this customer) and explain your role. 2. Thank the customer for the purchase. Reference the Welcome Kit that the customer received or will receive (as appropriate). 3. Ask the customer about his/her satisfaction with the purchasing experience. 4. Encourage the customer to activate the Software Assurance benefits online. 5. Explain support and training offerings. 6. Discuss deployment needs. 7. Probe to understand the customer’s pains, such as security, and to understand the customer’s year-long strategy. If appropriate, propose solutions for them. 8. Ask permission to update the customer’s records and explain how this helps you better serve the customer. —— Capture/update Contact Information, PC Count, and Server Count. 9. Ask for permission to call again on a regular basis to ensure customer needs are met. Optional Steps: 1. Invite the customer to register for local Corporate Accounts–related Newsletter (on Corporate Accounts Web site). Call Preparation:Call 1. In the Annuity Dashboard, review the license position and the activated benefits. In Siebel/PSM, review past activities and opportunities to familiarize yourself with the account. 2. Review the Welcome Kit to familiarize yourself with the kit.Qualify and Close 106 « FY10 Inside Sales Customer Campaign Call Guide
  • 107. Call continuedÆÆ Deploy CallThe primary objective of the Deploy call is to determine the status of deployment. If deployment is complete or proceeding without obstacles, then PREPAREthe deploy call is an ideal time to understand the customer’s current maturity level for each capability within the IO models.Key Steps: 1. Address any customer requests or opportunities developed during the Welcome phase call. 2. Discuss customer’s current deployment situation. If they have not deployed, probe to uncover reasons. —— Identify specific deployment blockers; provide targeted resources to remove blocker. Refer customer to resources, such as www.technet.com/office and http://technet.microsoft.com/windows. —— Explain to customer the reasons to deploy/how to deploy; present a deployment offer, if available. —— Determine if situation should be escalated and if an IW Solution Sales Professional’s involvement could accelerate deployment. —— Explain Software Assurance benefits applied to deployment, including Desktop Deployment Planning Services and SharePoint Deployment Services. (Together, they are called Packaged Services.) 3. Document deployment status for Office and Windows in Software Profile fields. 4. If Deployment has completed or is proceeding without obstacles, use the Infrastructure Optimization (IO) account discovery question strategy to capture or update the capability maturity levels (update the local attributes). During the IO discovery process, determine priority solution sales/deployment opportunity projects. (See figure below for a high-level view of the IO assessment process flow.) 5. Identify the preferred partners: —— Validate Reseller Partner for renewal process (can be found in the Annuity Dashboard). —— Query to see if they have a preferred solution provider; update the record in Siebel.Optional Steps: 1. Check customer satisfaction with Welcome and Deploy information. 2. Discuss any Software Assurance benefits not activated and reinforce the benefits activation process. 3. Cross-sell products not in the Deploy phase. CallCall Preparation: 1. Review the notes from the previous conversation to determine any follow-up items that need to be addressed. 2. Review the license position to determine if any new purchases have been made. 3. Review IO local attributes to determine the current assessment of the customer’s maturity levels.IO Assessment Process Overview Assess account’s current maturity level for each IT capability in one or more IO models. Follow up to check on progress, Help account identify desired level re-assess capabilities, and start of maturity for each capability and process again. high-impact next steps. Qualify and Close Document Results of IO Planning Qualify interest in a partner session in Siebel. engagement. Provide self-help resources if they wish to pursue next steps on their own.Figure 23. IO Assessment Process Overview Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 107
  • 108. Call continued ÆÆ Use Call The primary objective of the Use call is to ensure the customer is receiving the value and benefit of the software they have purchased. These callsPREPARE are 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: 1. Address any customer requests from the Deploy phase call. 2. During the Anniversary calls, encourage growth evaluation and or True-up, leveraging the Microsoft Licensing 3. Statement (online where appropriate) and discuss the benefits of Software Asset Management. 4. Increase product usage through Tips & Tricks, as well as role-based or vertical content. 5. Cross-sell or up-sell campaign solutions based on the competitive profile, understanding of the customer’s business goals, and IT strategy that you have developed during the Welcome and Deploy phases and through the IO profiling discussion. 6. Collect Microsoft software and competitive profile information—OS client, OS server, messaging, database, Web, ERP, and CRM—and update Siebel. Optional Steps: 1. Check the customer’s satisfaction with the Deploy phase and ask about renewal intentions. 2. Explain Software Assurance benefits applied to the Use phase. Call Preparation: 1. Go to the Annuity Dashboard to see your customers in the Use phase. 2. Prepare for the first and second Anniversary Order and True-up—review the customer’s license position (use the Microsoft License Statement and Annuity Dashboard) to determine if there might be opportunities for True-ups or additional products: —— Check the Annuity Dashboard to see your customers in the Use phase (and True-up). —— Review the License Position for Consolidation, component to platform sell, and NLP/NLC information for better Cross-sell/Up-sell targeting.Call —— Check on the Support contract availability (Essential or Premier support). —— Read the True-up Guide and Tips & Tricks to get ready for the customer engagement. 3. Sync up with your SAM EM to make sure the SAM activities are synchronized and opportunities are covered during anniversary order/True-up time. 4. Activate and start consuming the SA Benefits related to Maintenance (and the remaining of the deployment benefits—if any). 5. Ask your Licensing Specialists for any additional help regarding the True-up process.Qualify and Close 108 « FY10 Inside Sales Customer Campaign Call Guide
  • 109. Call continuedÆÆ Renew CallThe 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 PREPAREup-sell. For customers with multiple license agreements, these calls can be used to offer license consolidation, which reduces costs and easeslicense management.Key Steps: 1. Update the profile and make sure the person you are contacting is responsible for renewal. 2. Discuss the Renewal value prop with customer—why renewing into EA and OV is the most flexible and cost-effective way for customers to get the products/services for the People-Ready Business. 3. Focus on Renewing into EA or Open Value (from Select to EA or Open to Open Value). 4. Discuss Renewal Process including: —— Third-year True-up, Up-sell opportunities from Component to Platform, Enterprise Platform, Partner selection, and next steps. Re-validate Partner Reseller for renewal process. —— Encourage the use of Microsoft License Statement (online where appropriate). —— In CPM, set a date for an Opportunity Manager (OM) renewal visit if necessary.Call Preparation: 1. Get Ready for Renewals and read the EA Renewal Kit (Sales Card). 2. Go to Annuity Dashboard to see the list of customers in the Renew phase. 3. Review the CPS (for EA). 4. Get the EA Renewal Pac customer’s license position (MLS) and determine if there are opportunities to consolidate their SA licenses. (Annuity Dashboard will also help.) 5. Review the preliminary stage. 6. Contribute to the Renewal Evaluation Plan (led by the Licensing Specialist): —— Business Assessment (Business Pain Points, Strategy) Call —— Solution Mapping (IT opportunities, IO capabilities)—MDOP, ECAL Suite, Enterprise Platform Cross-sell/Up-sell strategy/value prop. —— Cost-Benefit Estimate and Risk Analysis (Economics of Renewals). —— Build Case for Renew (Create the Business Case). Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 109
  • 110. Call continued ÆÆ CPE for MMRP MMRP has a positive impact on CPE. Subsidiaries that executed MMRP realized H2 FY09 GRS lift of +10 CPE with treated SMB customers.PREPARE 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 (Treated minus Non-Treated) +10 +14 Total 12,004 108 5,383 106 Figure 24. FY09 H1 GRS Survery—January 2009 There is a robust reporting tool that supports MMRP and the most important metric is the MMRP Penetration rate that measures what percentage of Corporate Accounts have been treated with MMRP touches. IAM ÆÆ MMRP Guidance for IAMs MMRP for CIAM is very similar to the MMRP for CPM. The D2 touch executed in CPM is not executed in CIAM and since there are monthly touches with CIAM customers, the MMRP programmatic touches (aligned with the license lifecycle) are Electronic Mail (EM) communications. Phases Welcome Deploy Use/Advise Renew Lapse Touch Points W1 D1 A1 A2 R1 R2 R3 L1Call Days T+330 – T+690 T-270 T+0 – T+15 T+30 – T+60 T-90 – T-60 T-30 – T-0 T+0 – T+30 T+360 – T+720 – T-180 Single Main Idea Welcome, Renewal Deployment True-up/ SA True-up/ SA Renewal Activate, and Planning/ Expiration Lapse Resources Benefits Benefits Reminder Deploy SAM Communication Type EM Preferred Timing Every Month Touch Points Ongoing Check-In with customers/Relationship Building Communication Monthly Tele-based Communication Flow Flow Day 15–30 (every month) or 5 days after transactional touch 0–5 days after call (every month) point Tele Communication Rep Calls Rep follows up with e-mail Main Ideas • Customer Needs: Identify what current customer needs • OFT Templates: Use OFTs to send personalized follow-up are/what current challenges customer is facing. communication to customers.Qualify and Close • Solutions: Identify what solutions would satisfy need/help • Copy Blocks: Leverage copy blocks as appropriate, based customer overcome challenges (including IO). on discussion with the customer. • Promotions: Promote additional products/solutions driven • Local Offers: Include local offers as provided depending on by NLP/other analytical models (air traffic control managed). customer profile and discussion. • Transactional Link: Touch upon transactional material in the • Helpful Links: Provide links to helpful resources targeted to call following a shipment of transactional information. respective customer. • Tips & Tricks: Inform customers about helpful resources (product use pages, etc.). Figure 25. CIAM—Corporate Inside Account Managed (Commercial and Public Sector) Touch Points: Next Gen. 110 « FY10 Inside Sales Customer Campaign Call Guide
  • 111. Call continued ITM PREPAREÆÆ MMRP Guidance for ITMsITMs deliver phone-based communications for all MMRP touch points that are supported by marketing communications. These touches areloaded as activities in Siebel/PSM so that the ITM knows when a communication is scheduled. Phase Welcome Deploy Use/ Renew Advise Touch Points W1 W2 D1 D2 A1 R1 R2 R3 R4 Days T+0 T+60 T+120 T+330 T-270 T-120 T-90 T-30 through through through T+180 through through through through through T+30 T+90 T+150 T+360 T-180 T-90 T-60 T-0 Single Main Idea Renewal Welcome Focus on Growth Renewal Reasons to Reminder and Deploy IO Expiration Activation Evaluation Planning Renew Deploy Activate Benefits Transactional ✓ Communication Type Transactional with ✓ ✓ ✓ ✓ promo snap-ins Promotional for opt-in customers ✓ ✓ ✓ ✓ ✓ only Tele Call ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Web site CTAs White Activate, Activate, Activate, Activate, Paper, Renew Renew Renew Renew (CBC, Other) Deploy Deploy Deploy Use AssessmentFigure 26. ITM—Inside Territory Managers Touch Points Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 111
  • 112. Call continued Campaign OverviewsPREPARE Customer Campaigns are evolving to focus on the theme of saving money for our customers and now aligned with EPG. To drive increased efficiency of our Inside Sales teams, we are using IO Insight and IO Monetization instead of NLP to improve the quality of MQPs. These efforts will continue to build on the foundation of Core IO, BPIO, APO, and Sales BDM. FY09 FY10 Sales Model • One Corporate Accounts Marketing Approach. • Two Marketing Approaches: CIAM Account–Based and CPM Opportunity-Driven Marketing. Customer Campaigns • Data Analytics (NLP) was utilized to identify customer targets. • IO Insight is used to identify target customers. • IO Monetization drives the customer conversation and effectiveness of IO Campaign execution. • Adopted Core IO, BPIO, APO, and BDM Campaigns. • Core IO and BPIO focus is unchanged. • BDM Campaigns owned by IW BG. • APO was replaced by APO V2. • Focused on generating IO profiles. • Theme: “Save Customers Money Embedded” is throughout. • Focus on Generating Revenue is based on Profile Insight. • Campaigns are aligned to EPG. • BDM Campaign is owned by MBS. • There is a tight alignment with PS; there are 6 industry- specific campaigns from PS. Sales and Marketing • Connected Sales and Marketing approach for lead hand-off. • Lead Hand-off Process to Inside Sales is unchanged. Process Success Metrics • First-Year Marketing Impact to Pipeline was measured. • Updated Marketing Impact to Pipeline Metrics. Review What’s New in FY10:Call • Saving Customers Money is integrated into the Customer Campaign Content. • The SMS&P Corporate Account campaigns are aligned with EPG. • IO Profiles are utilized to drive better customer targeting and more relevant customer conversations. • Priority is on Business Intelligence and Data Management components of the APO model. • Six new Public Sector campaigns are aligned targeting Education, Government, and Health. SAVE CUSTOMERS MONEY ENVIRONMENTAL SUSTAINABILITY—Coming Soon APPLICATION CORE IO BPIO PLATFORM FINANCE & SALES BDM OPERATIONS BDMQualify and Close Figure 27. FY10 Customer Campaigns 112 « FY10 Inside Sales Customer Campaign Call Guide
  • 113. Call continuedÆÆ Campaigns At-a-Glance • Save Money—coming soon PREPARE • BDM Campaigns: —— Sales BDM (http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Sales_home.aspx) —— Finance and Operations BDM (http://infoweb2007/initiatives/campaigns/campaigns/BDM/Pages/Finance_home.aspx) • TDM Campaigns—coming soon: —— Application Platform Optimization (http://infoweb2007/initiatives/campaigns/Application-Platform/Pages/default.aspx) —— Business Productivity Infrastructure Optimization (http://infoweb2007/initiatives/campaigns/Campaigns/TDM/Pages/bpio.aspx) —— Core Infrastructure Optimization (http://infoweb2007/initiatives/campaigns/Core-Infrastructure/Pages/default.aspx) • Public Sector Campaign: —— Efficient and Sustainable Government Campaign Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 113
  • 114. Call continued BDM CampaignsPREPARE ÆÆ Finance Customer Campaign Overview What is the Finance Campaign? Microsoft’s ability to effectively engage Business Decision Makers (BDMs) in the finance area will help determine its success in selling business solutions to drive business productivity. The current economic crisis elevates the need for effective and efficient management of business processes and 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. The Finance Campaign promotes solutions to benefit customers in the following areas: Improve Financial Operations Drive Corporate Performance Streamline GRC Drive business process productivity and amplify Monitor and analyze data for relevant insight and Reduce the complexity of governance, risk, and finance and accounting performance. enhance visibility into performance across the compliance (GRC). enterprise. Who will I call? Title Pains CFO or C-level executives reporting to the • Inability to respond to stakeholders in a timely manner. CEO. • Lack of time spent developing strategic initiatives—too much time spent reviewing financial data. Controller or senior executive in charge of the • Lack of insight into financial performance across disparate systems.Call accounting function. • Inability to access a “single version of the truth.” • Too much time spent correcting manual errors. • Inability to identify problem areas quickly in order to find resolution. Senior executive responsible for governance, • Inability to foresee potential risk factors. risk management, and compliance. • Difficulty keeping up with changing reporting requirements. • Difficulty implementing controls across disparate systems. Senior executive responsible for corporate • Time-consuming meetings are not an effective use of everyone’s time. planning and budgeting. • Lack of security makes sharing confidential financial data risky. • Difficulty viewing a “single version of the truth” across disparate systems and applications. Treasurer or senior executive responsible for • Lack of real-time financial insight across the organization. the treasury function. • Difficulty analyzing current cash position. • Inability to access exchange rates in real time.Qualify and Close 114 « FY10 Inside Sales Customer Campaign Call Guide
  • 115. Call continuedWhat products do I sell? • Office PerformancePoint Server 2007 PREPARE • Microsoft Dynamics • Office SharePoint Server 2007 • Microsoft Office Excel • Duet (OBA) • SQL Server 2008 • Microsoft Exchange Server 2007 • BizTalk ServerAt-a-GlanceTarget Audience Business Decision Makers (BDMs) in the Office of: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 Microsoft solutions can help your business to both cut costs and drive revenue in challenging market conditions.Local Offer Write your local offer on a note and attach it here.Highly Relevant Finance Campaign Messaging Talking PointsImprove Financial Operations Drive Corporate Performance Streamline GRC Call• Now more than ever, business decision makers • CFOs need to empower people throughout • The current crisis may lead to increased need accurate and consistent data when making the enterprise with insight to make better government regulations and stakeholder calls financial decisions and creating financial reports. short- and long-term business decisions. This for transparency. Now is the time to simplify• Get more value out of technology investments. will foster the innovation needed to propel a the compliance process and consolidate into• An investment made in your company offers the company during economic recovery. a single GRC platform. best opportunity for long-term returns when the economy recovers.Key Economic Climate Themes: • Investing in your company offers better ROI than traditional investment options. • This is a buyer’s market for skills, systems, and solutions; companies should maximize their advantage as a way to reduce cost. • Financial decision makers need immediate visibility into key business drivers to remain agile in a rapidly changing market. • Downsizing means that resources are being asked to do more with less. • Companies need to quickly identify and communicate potential risks. • Companies need to provide for greater transparency to customers, boards, and government. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 115
  • 116. Call continued Build relationship | Generate interest | Create a good opening statement OPENPREPARE I’ve been working with other companies in your industry, and I have an idea that could help you … Understand the customer’s current situation and needs Probe What are your greatest challenges today around improving operations and reducing costs? Present position Understand the customer’s current situation. Pain/potential Impact Vision Understand the customer’s challenges/opportunities. Understand the impact of the customer’s Understand the customer’s objective and plan. What is the impact? (METRIC) pain/potential and how it will affect any future Help the customer to build a vision. Scenario performance of the business.Call General How effectively are you currently preparing What is the impact of correcting inaccurate What would be the impact if you could Accounting accounting records, analyzing them, and data based on human or system error? improve access, accuracy, timeliness, interpreting financial statements? visibility, consistency, and comprehensive- ness of data? Cash How successfully are you currently What would be the impact of having a What if you could gain real-time insight Management managing incoming and outgoing cash; single tool or system to ensure the integrity into financial status, liquidity, and cash flow investing, transferring, or borrowing funds; of financial data received? whenever it is needed? and reconciling the cash activities with bank reports? Budgeting and How quickly can you retrieve information What if you had a quick and efficient How would your organization benefit Forecasting from disparate systems, consolidate the forecasting tool? from the ability to streamline and align information, and present it in various views budgeting and planning with performance for multiple stakeholders? management functions? Reporting and How are you improving your financial How much time does your team lose while What would be the impact of getting a Analysis reports, projections, what-if scenarios, trend waiting on systems to access information? unified view across multiple data sources analysis, and tracking of all the company’s to drive consistent, accurate financial diverse activities? reporting? Supply Chain How efficient are your supply chain How much money could you save by What if you had insight into the entire processes? How do you know? streamlining your supply chain operations? supply chain with accurate reports so you could make business-critical adjustments in a timely fashion?Qualify and Close Audit How current and accurate are your What if you could complete financial audits What if you could simplify the compliance documented policies and procedures, successfully and have the auditor sign off process with embedded controls in docu- history logs, testing, and remediation of on financial statements? ments, spreadsheets, and e-mails? compliance controls? What is the impact of depending on an unreliable computer system? 116 « FY10 Inside Sales Customer Campaign Call Guide
  • 117. Call continuedUnderstand the customer’s current situation and needs Probe PREPAREHow will you get there? What solutions are you planning on evaluating? When are you planning on process/ PROCESSdeploying? people/price Understand the customer’s evaluation process, competi-• Listen for the following competitors and turn to page 80 to learn how Microsoft competes: tion, and timeline. —— IBM PEOPLE —— SAP Understand what resources —— Oracle are needed.• Do you have the staff or a partner who can help you get there? PRICE• Have you already allocated budget? Understand whether the customer has the budget.Explain the benefits that the solution provides linking back to the business painsRefer to local customer case studies to reinforce the links Prove valueI think we can help you with our solutions for Finance professionals.Benefits:• Improve Financial Operations—Drive business process productivity and amplify financial performance.• Drive Corporate Performance—Analyze data for insight and plan for business growth.• Streamline Compliance—Reduce the complexity of governance, risk management, and compliance (GRC).• Optimize Finance and Supply Chain Operations—Streamline financial and manufacturing processes. CallCustomer Evidence:• Wenatex had incompatible financial, sales, and telemarketing systems. An integrated performance management solution from Microsoft helps provide access to consolidated financial, sales, and telemarketing data for company-wide business insight.• Allgood employees execute post-sales business processes tasks hampered by three disparate business systems and manual workarounds. When Allgood deployed a Microsoft business management solution, it gained a powerful tool to refine business processes, promote proactive decision making, and improve productivity.• Spy Optic replaced an outdated enterprise resource planning system with Microsoft Dynamics business software. Spy Optic managers have been able to automate paper-bound processes, reallocate employees to higher-value activities, and steer the company with hard data instead of guesswork. Management has better insight into the financial health of the company, and workers are more productive.Get the customer’s commitment to proceed Qualify• Let me recap what we have discussed … (Confirm pain, vision, budget, timeline, and decision maker.)• Do you have any questions? (Refer to the Finance Customer Campaign Sales Guide to find responses to the following common objections.) —— My current system may serve my needs for another two to three years. We already have a system in place. —— Microsoft does not specialize in business solutions, so how can I be sure that you can understand and address my business needs? —— Your BI solution includes Microsoft Excel. How do I ensure one version and limit the amount of information individuals can access? —— Since Microsoft does not specialize in financial solutions, how can I be sure that you understand and address my planning, budgeting, and Qualify and Close 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. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 117
  • 118. Call continued ÆÆ Sales Customer Campaign Overview What is the Sales Campaign?PREPARE The market opportunity in Sales Solutions is growing steadily and provides an important opportunity for Microsoft to drive growth in the categories of CRM (Microsoft Dynamics CRM), BI (PerformancePoint and SQL Server), Mobility (Windows Mobile), Unified Communications and Collaboration (SharePoint and Office) software. Companies need to develop a unique, recession-proof sales strategy to sustain sales momentum, reduce customer-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 benefit customers in the following areas: Know Your Customers Optimize Selling Solutions Sell Better Together Better Decision Making • 360-degree view of customer • Optimize efficiencies for increased • Break down information silos to • Drive desired results with better information and interactions. selling time. accelerate sales cycles. forecasting data. Save Money Priorities Sales BDM Customer Campaign: • Conversation: —— Know your customers —— Optimize selling cycles —— Sell better together —— Focus on the right opportunities • Capability/Topic Area: —— Real-time customer insightCall —— Do more with less —— Connected collaborative sales force —— Actionable business insight Who will I call? Title Pains Senior Sales Executives • Lack of business predictability due to poor visibility. (e.g., SVP/VP, Sales) • Unsuccessful customer acquisition strategies. • Difficulty maintaining a high-performing sales force. • Unable to shift resources that impact growth. • Inability to identify and capitalize on market changes and trends. • Poor customer satisfaction. • Implementing strategies across marketing, sales, and service units. Senior Sales Managers • Lack of visibility into tracking team and individual sales performance. (e.g., VP/GM/Director • Difficulty enabling sales teams to have access to customer data both inside and outside the office. Division/Regional Sales; Inside • Inability to segment high-value customers and proactively pinpoint and tailor up-sell and cross-sell opportunities. • Poor lead conversion rates. Sales; Channel Sales) • Need to improve forecasting and pipeline accuracy and timeliness. • Need to reduce long sales cycles. • Inability for teams to collaborate on complex deals.Qualify and Close • Need to build and execute effective account management and sales Territory Plans. Business Operations • Poor adoption of sales tools by sales teams. Managers • Increasing training costs. (e.g., VP/GM/Director of Sales • Too much reliance on IT services. • Low-quality customer information. Operations or equivalent) • Too many manual processes. • Time required to create executive dashboards and customized reporting. • Difficulty providing support for centralized and distributed sales teams. • Unable to identify and implement best practices for process consistency and repeatability. 118 « FY10 Inside Sales Customer Campaign Call Guide
  • 119. Call continuedWhat products do I sell? • Microsoft Dynamics® CRM 4.0 PREPARE • Microsoft® Office SharePoint® Server 2007 • Microsoft® Office Enterprise 2007 —— Microsoft® Office Groove® 2007 —— Microsoft® Office OneNote® 2007 —— Microsoft® Office Outlook® 2007 • Microsoft® Office PerformancePoint® Server 2007 • Windows Mobile® 6.1 • Microsoft® Office Communications Server 2007 • Microsoft® Exchange Server 2007 • Microsoft® Office Live MeetingAt-a-GlanceTarget Audience BDMs who want to understand the impacts and opportunities that the current economic crisis presents.Target Roles • Senior Sales Executives • Senior Sales Managers • Business Operations ManagersKey Message Microsoft enables businesses to optimize sales processes by delivering the tools and technologies for improved information access, customer experience, and collaboration.Local Offer Write your local offer on a note and attach it here.Key Economic Climate Themes: Call • 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-based experience. • Power of choice for flexibility and control: hosted and on-premise solutions. • Integration with mobile devices. • 0% hardware, software, and services financing.Highly Relevant Sales Campaign Messaging Talking Points• Reduce time required to get a single view of a customer. • Workspaces for sharing ideas and content in a security-enhanced• Increase user adoption of customer relationship tools through a familiar environment. Microsoft Office user interface. • Create archives of content and best practices.• Spend more quality time with the right prospects. • Automating team or department workflows for anytime, anywhere access• Sell to customers more likely to buy. to people, data, and information.• Maximize the impact of every customer conversation. • Reduce operating costs immediately (travel, communication, training).• Maximize efforts to drive customer satisfaction and retention through • Decrease costs through increased operational and administrative Qualify and Close standardized customer relationship rules and processes. efficiencies.• Strategically segment customers to focus your best salespeople and • Determine your cost per lead and the best strategy to obtain the most identify new opportunities. qualified leads for your organization to decrease opportunity costs.• Real-time communications across distributed teams. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 119
  • 120. Call continued Build relationship | Generate interest | Create a good opening statement OPENPREPARE I’ve been working with other companies in your industry, and I have an idea that could help you … Understand the customer’s current situation and needs Probe • How much time are your reps spending on your most valuable customers? Present position Understand the customer’s • What percentage of your pipeline is actually going to close? current situation. • Do your reps use the CRM system that you currently have? Pain/potential Impact Vision Understand the customer’s challenges/opportunities. Understand the impact of the customer’s Understand the customer’s objective and plan. What is the impact? (METRIC) pain/potential and how it will affect any future Help the customer to build a vision. Scenario performance of the business.Call Know Your How effectively are you able to properly What is the impact of storing customer What if you could gain full visibility into Customers identify potential customers? data in siloed systems? customer information and make sure you are able to up-sell and cross-sell? Optimize How quickly are your sales reps able to How do you maintain customer satisfac- What if you could expedite and optimize Selling Cycles close a sale? tion and retention during extensive sales the sales process by automating manual cycles? processes and improving efficiencies? Sell Better How do your sales teams work together How do your disparate sales team What if your sales teams could access the Together across disparate time zones and/or members access and view the same information owned by other departments geographical locations? customer information? (marketing, customer service, and so on) to enhance conversations with customers? Enable Better How confident are you in your decision- How quickly can sales teams locate What if you had the contextual insight into Decision making ability, based on the data you are competitive information while on a call? all of your organization’s key performance Making able to access in any one location at a indicators, pipeline reports, and sales given time? metrics to make informed decisions during and after a campaign? How will you get there? What solutions are you planning on evaluating? process/ PROCESS When are you planning on deploying? people/price Understand the customer’sQualify and Close evaluation process, competi- • Listen for the following competitors and turn to pages 80–81 to learn how Microsoft competes with: tion, and timeline. —— Salesforce.com PEOPLE —— Sage Understand what resources • Do you have the staff or a partner who can help you get there? are needed. • Have you already allocated budget? PRICE Understand whether the customer has the budget. 120 « FY10 Inside Sales Customer Campaign Call Guide
  • 121. Call continuedExplain the benefits that the solution provides linking back to the business painsRefer to local customer case studies to reinforce the links Prove value PREPAREI think we can help you with our solutions for Sales professionals, which integrate smoothly with Microsoft Outlook, to help you minimize training time andcosts, while improving employee usage—in the office or on the road.Benefits:• Know Your Customer—Uncover the right opportunities through a comprehensive and contextual 360-degree view of the customer and opportunities.• 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:• Kelley Blue Book implemented a solution based on Microsoft® Business Intelligence technologies. It has improved sales staff efficiency and created a compelling new Web analytics product that can provide its business customers with more targeted data for their marketing efforts.• Wimberly Allison Tong & Goo (WATG) upgraded its collaboration solution to Microsoft Office SharePoint Server 2007 and adopted Microsoft Office Groove 2007 to promote true global collaboration.Get the customer’s commitment to proceed Qualify Call• Let me recap what we have discussed … (Confirm pain, vision, budget, timeline, and decision maker.)• Do you have any questions? (Refer to the Sales Customer Campaign Sales Guide to find responses to the following common objections.) —— Customer relationship management systems are usually expensive and do not offer the flexibility that teams need to quickly access and share information, both remotely and inside the office. How is a Microsoft product-based CRM solution different? —— Microsoft does not have a strong CRM partner community. —— Microsoft Dynamics CRM cannot handle a diverse IT infrastructure, and it has extensive dependencies on other Microsoft products.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 Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 121
  • 122. Call continued Efficient and Sustainable Government Campaign—Public Service and AdministrationPREPARE ÆÆ Campaign Opportunity The Efficient and Sustainable Government Campaign provides a comprehensive, modular framework to engage government customers in broad conversations to gain a deep understanding of the customer points of view. This campaign can serve as a primary “feeder” vehicle to create Citizen Services Platform (CSP) opportunities with eGovernment solution payloads. With a more complete and empathetic understanding of government challenges and objectives, Microsoft is better positioned to generate interest alongside valuable partner solutions in the use of technology to support government innovation, specifically in the areas of cost savings, government modernization, and environmental sustainability. ÆÆ Microsoft Value Proposition Microsoft software, solutions, services, and partners support government innovation by helping to increase government worker productivity, improved citizen interaction, and modernizing government IT. ÆÆ How does Microsoft innovation help enable an efficient and sustainable government? Microsoft is a world leader in offering one of the best possible user experiences, IT choices, and citizen services platforms for governments and their citizens that help: • Modernize Government IT—Realize dramatic cost-efficiencies in equipment, personnel, space, and power consumption. • Increase Government Worker Productivity—Improve efficiency and output through better collaboration, workflow, and telework innovation.Call • Improve Citizen Interaction—Strengthen the relationship and interaction between citizens and their government. More Information: • FY10 Efficient and Sustainable Government Sales Discussion Guide (http://arsenalcontent/redirectURL.aspx?ContentID=172171&Url=Sales Aid/FY10 PS Efficient and Sustainable Government Campa07072009172452/FY10_ES_FieldSalesDiscussionGuide_Final_070709. pdf&portal=officesystem) • Efficient and Sustainable Government Campaign Site (http://infoweb2007/industries/wwpublicsector/government/campaigns/Pages/ EfficientSustainableGovernment.aspx)Qualify and Close 122 « FY10 Inside Sales Customer Campaign Call Guide
  • 123. Call continuedÆÆ Target Audience and Key ConcernsTDMs and IT Pros—CIOs, CTOs, or IT Directors, Developers, network administrators, and system engineers who need to: PREPARE • Prioritize and maximize the impact of technology investments while reducing budgets. • Optimize IT capabilities to support political and business objectives, policy compliance, and reporting. • Identify efficient tools and processes to support government administration and IT process automation. • Increase citizen satisfaction through more effective communication and help build stronger relationships between citizens and government officials.PDMs—Elected or appointed officials, CFOs, Chiefs of Staff, COOs, Ministers, deputy ministers and staff, political staffers, staffing aides, and councilmembers who need to: • Maximize operational efficiency and services with fewer workers and financial resources. • Increase citizen (voter) satisfaction by improving how the government serves and interfaces with citizens. • Improve access to information to better manage policy decision making, and provide timely reporting on the status and/or impact of fiscal 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. • Share information and help improve collaboration to work more efficiently and provide better service. • Manage and report on budgets, projects, and policies.ÆÆ Campaign Structure CallThe campaign is structured around three campaign themes and supporting modules to generate interest and uncover potential opportunities. Modernize Increase Government Improve Campaign Themes Government IT Worker Productivity Citizen Interaction Asset Consolidation Collaboration, Social Media and Management Workflow, and Telework Modules Optimized Desktop Reporting and Messaging aligned to customer and Deployment Compliance scenarios and benefits within a campaign theme Infrastructure OptimizationFigure 28. Efficient and Sustainable Government Campaign Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 123
  • 124. Call continued ÆÆ Campaign Themes and Modules At-a-Glance Modernize Government IT—Realize dramatic cost efficiencies in equipment, personnel, space, and power consumption.PREPARE Asset Consolidation and Management—Consolidate and manage IT assets and reduce energy costs from the desktop to the data center. Microsoft virtualization and 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. Products Why Microsoft? • Windows 7 and Windows Vista • Help reduce costs and promote environmental sustainability: • Windows Server 2008 Enterprise Edition –– Realize significant cost efficiencies in equipment, personnel, space, and • Hyper-V™, ECAL power consumption. –– Implement virtualization solutions to help your government agency or Relevant Solution Area department do more with limited resources. • Data Center Efficiency solutions help governments “do more with –– Reduce IT support and user support costs through improved centralized less,” while addressing carbon footprint and power consumption management and virtualization. challenges, as well as systems management costs and IT security issues. • Reduce the cost of telephony—Integrated Unified Messaging (UM) systems allow site and server consolidation, reducing the total number of servers Customer Pain Points required to provide voice mail and fax services. • Increasing expenditures on server hardware and utility costs. • Help improve security and data protection: • Prioritizing and maximizing the impact of technology investments with –– In accordance with government policies, centralize backups and eliminate diminishing budgets. unreliable branch data protection methods. • Providing better security and data protection compliant with gover- –– Microsoft Front Client Security helps guard against emerging threats, nance and security assurance classification rules. such as spyware and rootkits, as well as traditional threats, such as viruses, • Developing more proactive methods to measure, manage, and reduce worms, and Trojan horses. energy consumption. Objection Handling • Providing centralized and simplified security management. • Starting a data center virtualization project is hard, and it requires Interest-generating Questions for an ITDM a lot of planning. How can you help make it easier? Microsoft bringsCall • Have you had to cut back on your IT budget this year and have you valuable planning tools, Web tools, and services, such as: used any virtualization solutions to counterbalance those effects? –– Microsoft Assessment and Planning Tool (http://www.microsoft.com/map) • What methods do you have in place to reduce the heat footprint and –– Integrated Virtualization ROI Calculator (http://www.microsoft.com/ carbon emissions of your IT infrastructure? virtualization/roitool) • Do you have visibility into how much energy your IT operations require? –– Microsoft Desktop Optimization Pack—Desktop virtualization and other Monthly/Yearly energy expenses? management tools (http://www.microsoft.com/mdop) • How do you recycle and dispose of IT assets? • VMware is an established market leader. Why should we go with Hyper-V, which is an unproven, new product? Microsoft provides a comprehensive, end-to-end tool set for creating, provisioning, managing, and securing your virtual infrastructure. The multi-platform features of Hyper-V and System Center are matching VMware in performance and scalability. • Microsoft does not do end-to-end security well. The Microsoft security strategy 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. Offers White Papers: • IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution • How Customers are Cutting Costs and Building Value with Microsoft Virtualization (http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100- 81EE- 187C9B026862/MicrosoftVirtCostSavingsWhitePaper_V1.2 .docx)Qualify and Close • Microsoft Virtualization from Data Center to Desktop (http://download.microsoft.com/download/2/1/1/211B4F08-F89B-4AC9-BDB1-9DEF55788F32/ MSVirtfromDCtoDesk.pdf) • Power In, Dollars Out: How to Stem the Flow in the Data Center (http://www.microsoft.com/whdc/system/pnppwr/powerManagement/Svr_Pwr_ITAdmin. mspx) • Microsoft Virtualization Cost Savings White Paper (http://download.microsoft.com/download/6/A/4/6A4A2529-F0E8-4100-81EE-187C9B026862/ MicrosoftVirtCostSavingsWhitePaper.doc) Customer Evidence: • Scotland Perth and Kinross Council (UK) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000003241)—Scottish Council Saves £100,000 in First Year by Virtualizing Server Estate • Jackson Energy Authority (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002520)—Public Utility Boosts Application Availability and Simplifies IT with Virtualization 124 « FY10 Inside Sales Customer Campaign Call Guide
  • 125. Call continuedModernize 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. Microsoft Desktop PREPAREOptimization Pack (MDOP) through Microsoft Software Assurance and Windows 7, simplify desktop deployments and migrations with application virtualization andstreaming, helping to reduce user downtime, decreasing IT management costs, and increasing IT agility. Reduce power at the desktop level by lowering energyusage with application virtualization, retiring or recycling unused equipment with asset inventory, and optimizing power usage with advanced group policy.Products Why Microsoft?• Office Client • Help improve security and data protection:• Windows 7 and Windows Vista –– Centralize backups, eliminating unreliable branch data protection methods.• ECAL –– Using government IT policies, gain granular control over information sent to/from inter- and intra-government offices.Relevant Solution Areas –– Manage automated software updates, central configuration, and policy• Data Center Efficiency solutions help governments “do more with with remote monitoring and support. less,” while addressing carbon footprint and power consumption • Build on Windows Vista security foundation with Windows 7: challenges, as well as systems management costs and IT security issues. –– User Account Control (UAC) refinements give fewer prompts for users and• Government Workplace Modernization solutions help provide more flexibility for IT. simple, fast, and cost-effective ways for Governments to improve –– Enhanced auditing platform enables better monitoring to facilitate workforce performance, increase the quality of service, and automate governmental compliance. operations using tools you already own. • Virtualize and optimize the desktop for more user flexibility and IT control through Hyper-V management tools and Microsoft Desktop OptimizationCustomer Pain Points Pack (MDOP) features.• Providing resiliency against vulnerabilities and cyber attacks. • Help cut power consumption by using built-in energy management tools with• Reducing the cost of deployments while increasing flexibility and keep- centralized systems management tools. ing desktops in a “lock-down” configuration compliant with national or Objection Handling agency-specific security levels.• Increasing need to support role-based or line-of-business computing. • It is hard to keep a Windows desktop secure. Microsoft offers a set of• Reducing IT energy consumption across data centers, desktops, and Desktop Optimization deployment and management guidance, including devices. Windows desktop and server hardening guides and Security Solution Call Accelerators.Interest-generating Questions for an ITDM • Why would I need desktop virtualization? Desktop virtualization is• What methods do you have in place to simplify and automate PC not for every customer and not for every desktop. Yet we see an increasing management? number of desktops in a role-based environment—such as dispatch centers• Are you centralizing backups to eliminate unreliable data protection or citizen service zones. Controlling access to applications by roles, or the methods from branch offices? ability to “take your desktop with you” to another workplace, provides new• Are you able to deliver on-demand access to data and applications for scenarios for higher agility and better quality of citizen services. remote or mobile workers securely and without experiencing delays or • Office is a desktop application not an enterprise solution. It is the downtime? familiarity with the Office desktop application that is one of the major assets• What systems do you have in place to tell you whether or not you are of the solution. Office is the user interface for access to the core business maximizing the energy efficiency of your desktops? processes and systems. Through this interface, staff is able to access data (regardless of the process, source, or format) without having to access and exit from multiple systems. This represents a significant productivity gain for both the individual and the organization.OffersGeneral Information:• Microsoft Desktop Optimization Pack Desktop virtualization and other management toolsWhite Papers:• IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution Qualify and Close• Microsoft Virtualization from Data Center to Desktop (http://download.microsoft.com/download/2/1/1/211B4F08-F89B-4AC9-BDB1-9DEF55788F32/ MSVirtfromDCtoDesk.pdf)Customer Evidence:• City of Miami (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002825)—City of Miami Upgrades PCs to Improve Security, Reliability, Productivity, and Costs• City of Zurich (Switzerland) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001326)—The City of Zurich Simplified IT Management with a New Operating System• Fulton County (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001286)—Forward-Thinking County Government Enhances IT Security and Manageability Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 125
  • 126. Call continued Modernize Government IT—Realize dramatic cost efficiencies in equipment, personnel, space, and power consumption. Infrastructure Optimization—Maximize government IT investments. Microsoft Infrastructure Optimization and IT maturity roadmaps can help pinpoint maximumPREPARE IT 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 Why Microsoft? • Windows Server Enterprise • Gain a roadmap across your IT infrastructure—for both Microsoft and • SQL Server non-Microsoft technology investments—to understand where you can • SharePoint Server maximize your investment and prioritize modernizing your government IT • Office Client infrastructure: • Windows 7 and Windows Vista –– Understand the varying maturity states of your various IT capabilities to • CRM optimize your IT budgets and meet your administration’s policy objectives. • ECAL –– Use the Business Value Framework to measure the alignment of proposed • Windows Azure™ business objectives against their core strategic counterparts at enterprise, market, and industry levels and gauge momentum over time. Relevant Solution Areas • Leverage tools, technologies, and best practices that are widely adopted • Data Center Efficiency across public administration/public safety government functions to save • Government Workplace Modernization significant costs per desktop. • Government Performance Management • Improve business processes to allow for higher reliability, availability, and • Gov 2.0 security-enhanced access to information: • Identity Management –– Help cut power consumption using built-in energy management tools with • Government Case and Records Management centralized systems management tools. • Human Services Case Management Objection Handling Customer Pain Points • Open Source offers Governments better value for their money. The • Prioritizing and maximizing the impact of technology investments with true cost of an IT system is measured over its full lifetime: the Total Cost of diminishing budgets. Ownership. Microsoft software offers some of the most competitive TCOs in the industry.Call • Identifying efficient tools and processes to support government administration and IT process automation. • My IT section is already strapped for resources. The Government • Increasing need for greater efficiency in operations due to reduced Workplace Modernization solution offers technology personnel and IT budgets. infrastructure administrators significant simplifications in the introduction, support, and updating of applications. This reduces the demand on resources Interest-generating Questions for an ITDM and ultimately leads to lower costs. • How well do you feel you understand where you can maximize IT • New systems are costly and time-consuming to deploy. The investments in order to meet your administration’s policy objectives? Government Workplace Modernization solution is fast and easy to deploy—it • Are you interested in leveraging tools, technologies, and best practices can be up and running in a matter of weeks. It does not require changes to that are widely adopted government functions to save you significant back-end systems; Office 2007 applications are used as the User Interface, business costs? which minimizes the cost of implementation. Offers White Papers: • IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution • A Government Worth Having (http://www.ctg.albany.edu/publications/reports/government_worth_having/government_worth_having.pdf) Customer Evidence: • State of Indiana (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001697)—State of Indiana Saves US$14 Million, BoostsQualify and Close IT Reliability, Offers New Services for Residents • City of Edinburgh Council (UK) (http://mscomapps/gcrpinternal/Case_Study_Detail.aspx?casestudyid=4000001098)—Internal Use Only—City Council Boosts IT Management and Support, Saves £6.4 Million over Five Years 126 « FY10 Inside Sales Customer Campaign Call Guide
  • 127. Call continuedIncrease Government Worker Productivity—Improve efficiency and output through better collaboration, workflow, andtelework innovation. PREPARECollaboration, Workflow, and Telework—Increase government worker productivity through better collaboration, workflow, and telework innovation. MicrosoftInformation Worker (IW) and Mobility solutions help government knowledge workers stay connected so they can easily find, share, protect, and analyze the rightinformation faster.Products Why Microsoft?• Windows Server Enterprise • Provide civil servants with the tools they need to do their jobs more produc-• SharePoint Server tively, leveraging their existing IT skills.• Office Enterprise • Enhance personal and team productivity by helping civil servants (govern-• Windows 7 and Windows Vista ment information workers) to be connected for intra-governmental work• Microsoft Exchange Server across teams and across organizations. • Help empower civil servants to self-maintain their own Web, video, and audioRelevant Solution Areas conferencing systems and manage their own voice mail through the power• Government Workplace Modernization solutions help provide of software. simple, fast, and cost-effective ways for Governments to improve • Automate Workflows and create checks and balances. workforce performance, increase the quality of service, and automate • Prevent information from getting into the wrong hands through Information operations using tools you already own. Rights Management file-level protection technology.• Government Performance Management solutions help improve • Reduce physical and carbon-intensive processes through streamlined performance through affordable Business Intelligence software made workflow and communications. available for a broader audience supporting productivity, accountability, Objection Handling and transparency. • Office is a desktop application not an enterprise solution. It is theCustomer Pain Points familiarity with the Office desktop application that is one of the major assets• Improving productivity (both costs and quality) despite the decline in of the solution. Office is the user interface for access to the core business numbers of employees and increase in task functions. processes and systems. Through this interface, staff is able to access data• Delivering rapid administrative change in response to changing govern- (regardless of the process, source, or format) without having to access and exit from multiple systems. This represents a significant productivity gain for Call ment policy or citizen requirements.• Improving the quality and speed of service to citizens. both the individual and the organization.• Supporting the alignment of strategic initiatives and employee goals • My business processes span various systems. The user is guided across the agency (central to local agencies). through various systems without having to change the user interface. A government workplace modernization solution provides for the flexibility andInterest-generating Questions for an ITDM transparent recovery, processing, and archiving of data and information.• How agile are you to make rapid changes to business processes and • How can I gain visibility, data access, and reporting across legacy disparate systems? systems? Microsoft Government Performance Management solutions help• Roughly, how many of your workflow processes are automated (to integrate disparate systems and data warehouses to provide one view of accelerate productivity and eliminate redundancy)? information that helps to lower the total cost of ownership and provide higher• Are you interested in improving the efficiency of communication with levels of analytic capabilities. project teams?OffersWhite Papers:• IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution• A Government Worth Having (http://www.ctg.albany.edu/publications/reports/government_worth_having/government_worth_having.pdf)Customer Evidence:• City of Biel-Bienne (Switzerland) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000003922)—Swiss City Expects to Save up to $1.8 Million Annually with Unified Communications Qualify and Close• City of Camden (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000000941)—City Embraces Information Management Solution to Improve Operational Efficiencies• United Arab Emirates Ministry of Economy (UAE) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001363)—UAE Ministry Exceeds Federal Mandate and Halves Manual Processes Through E-Services Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 127
  • 128. Call continued 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 betweenPREPARE government workers and citizens to promote a more efficient, agile, and accountable government administration. Products Why Microsoft? • Windows Server Enterprise • Support open and transparent government-to-citizen interactions that help • SQL Server promote a more efficient, agile, and accountable government administration. • SharePoint Server • Create a stronger connection among the populace, the voters, and their • CRM elected and appointed officials through social media. • Windows Azure • Deliver real-time government and citizen interaction through social media to help reduce carbon emissions and evangelize smart and environmentally Relevant Solution Areas sustainable outcomes. • Gov 2.0 is the application of Web 2.0—or social networking Objection Handling technologies—to the practice of government to empower citizens and to make government more efficient, transparent, and accountable. • Microsoft is not a leader in Web 2.0. With products ranging from • Government Performance Management solutions help improve SharePoint Server to support enterprise Web 2.0 to the Windows Live performance through affordable Business Intelligence software made products, Microsoft has significant pedigree in Web 2.0. Of all the Web 2.0 available for a broader audience supporting productivity, accountability, vendors, Gartner sees Microsoft as having the greatest ability to deliver Social and transparency. Software. • SharePoint does not offer a full Web 2.0 solution. SharePoint offers a Customer Pain Points wide range of functionality in the Web 2.0 space. To ensure it is kept at the • Increasing citizen satisfaction through more effective communication cutting edge, there are multiple Open Source projects on CodePlex that and helping build stronger relationships between citizens and govern- enhance the existing functionality. ment officials. • Microsoft does not support the standards that are required for • Increasing demand from constituents to minimize complexity and transparent Government. In 2008, Microsoft announced a set of broad- deliver services to citizens and businesses in new ways. reaching changes around the openness of its products and interoperability. We support and engage with the community on many Open Standards and Interest-generating Questions for an ITDM rely on feedback from customers on how they want our products to supportCall • How well could you support real-time government and citizen interac- these standards. 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: • Microsoft Office SharePoint Server (MOSS) (http://office.microsoft.com/en-gb/sharepointserver/default.aspx) • Cloud Computing: Azure Services Platform (http://www.microsoft.com/azure) • Kobe: Web 2.0 Services (http://msdn.microsoft.com/en-us/architecture/bb194897.aspx) • Gov 2.0 Ready Web site (http://www.microsoft.com/industry/government/guides/Gov20.aspx) White Papers: • IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution • A Government Worth Having (http://www.ctg.albany.edu/publications/reports/government_worth_having/government_worth_having.pdf) Customer Evidence:Qualify and Close • Province of Genoa (Italy) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001248)—Italian Province Increases Citizen Engagement in Politics with New Web Portal • Czech Republic Ministry of Informatics (Czech Republic) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=201262)—Czech Portal Handles 10 Million Online Forms and Frees Officials from Paper Systems • Pennsylvania Office of the Attorney General (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000001142)—State Attorney General’s Office Uses New Technology to Improve Constituent Service 128 « FY10 Inside Sales Customer Campaign Call Guide
  • 129. Call continuedImprove Citizen Interaction—Strengthen the relationships and interaction between citizens and their government.Reporting and Compliance—Microsoft Government Performance Management and Intranet solutions to promote responsible fiscal policy decisions and citizen PREPAREparticipation in tracking the success of public works projects.Products Why Microsoft?• Windows Server Enterprise • Use Microsoft workflow, case management, and Business Intelligence/report-• SQL Server ing applications to gain access to the information you need to anticipate• SharePoint Server important compliance and accountability regulatory requirements.• CRM • Provide access on a need-to-know basis about important compliancy or• ECAL regulatory concerns to your government officials, your civil servants, and, potentially, your citizenry—enabling your government to be more responsiveRelevant Solution Areas to the needs of its constituents.• Government Workplace Modernization solutions help provide • Leverage Business Intelligence government solutions utilizing the power of simple, fast, and cost-effective ways for Governments to improve SharePoint, BizTalk, and SQL Server—products you may already have. workforce performance, increase the quality of service, and automate • With SQL Server Business Intelligence and analytics capabilities, you may be operations using tools you already own. able to replace current reporting software and help reduce costs.• Gov 2.0 is the application of Web 2.0—or social networking • Help deliver end-user empowerment and provide better operational control. technologies—to the practice of government to empower citizens and • Use Business Intelligence solutions to build custom scorecards to analyze, to make government more efficient, transparent, and accountable. monitor, and plan environmental sustainability initiatives.Customer Pain Points Objection Handling• Optimizing IT capabilities to support political and business objectives, • I have multiple legacy back-end systems that would need to be policy compliance, and reporting. integrated. Using products, such as Microsoft BizTalk, you can easily connect• Sharing consistent performance information across the agency. to systems from many vendors and many formats. Once connected, you can• Tracking performance and budget spending across a government surface information with a single SharePoint portal or Dynamics CRM system agency and sharing information with constituents. so people do not have to go to multiple systems to get the answers.• Having a clear view on the budget spending versus the planned • We cannot easily expose our data onto the Internet. The “Open spending. Government Data Initiative” is a set of code that you can use to host data Call• Increasing demand from citizens and businesses to provide more on the Azure platform. Data can be uploaded there and can be accessed accountability and transparency. publicly.Interest-generating Questions for an ITDM• Do you currently provide access on a need-to-know basis about important compliancy or regulation concerns to your government officials and civil servants?• Is extracting voter registration information from your database secure, quick, and easy?• Do you have capacity to issue citizen alerts and enable citizens to comment on government spending?OffersWhite Papers:• IDC Government Insights: Microsoft’s Business Value Framework (http://arsenalstorecls/Public/Content/White Papers/WWPS CSP Business Value Framework30062009165240/Business Value Framework _CSP.pdf)—Helps Local Governments Measure IT’s Contribution• A Government Worth Having (http://www.ctg.albany.edu/publications/reports/government_worth_having/government_worth_having.pdf)Customer Evidence:• The Civil Status and Passport Department (CSPD) (Jordan) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002605)—Jordan Agency Provides Data within Seconds, Compared to Three Days Previously Qualify and Close• Royal Borough of Kingston upon Thames (UK) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000002364)—New Service Platform for Citizens Energizes Council Performance• State of Washington (US) (http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=4000002511)—Washington State Saves Millions of Dollars Creating its Voter Registration Database Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 129
  • 130. PREPARECallQualify and Close 130 « FY10 Inside Sales Customer Campaign Call Guide
  • 131. 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: PREPARE • 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. Call Qualify and Close
  • 132. Qualify and Close Customer QualificationPREPARE ÆÆ Qualify the Opportunity According to the Microsoft Solution Sales Process (MSSP), Inside Sales representatives are responsible for qualifying a lead to 20% before engaging a partner. Opportunities are qualified based on BANT: • Budget • Authority • Need • Timeline In addition to BANT, the Sponsor must be willing to speak with a partner. PPVVC are the primary areas that must be targeted and controlled during the entire MSSP cycle. In aligning to MSSP, these primary areas are addressed from 0% to 100%. • P = Pain • P = Power • V = Vision • V = Value Dear Place Customer’s First Name Here, • C = Control Thank you for taking the time to speak with me today about Company Name and your interest in Microsoft solutions. I’m writing to summarize the major points I heard during our conversation and to confirm that we’ve contacted ÆÆ Send a Sponsor Letter Partner(s) Name(s) to follow up with you for further discussions. After your call, if you think it is appropriate, send a Sponsor The key challenges I heard during our conversation were: Letter (or e-mail) to the customer. The Sponsor LetterCall • Inability to properly identify customers should help the customer feel that we: • Long, inefficient sales cycles • Listened and understood their situation. • Disconnected sales teams • Have their best interests at heart—that is, they are safe • Lack of insight into customer data hinders decision making with us. As a result, you’re interested in solutions that help you: • Have taken appropriate action based on the informa- • Know your customers tion they shared with us. • Optimize selling cycles • Have positioned them for an effective discussion/ • Sell better together negotiation with the partner(s). • Enable better decision making • Will follow through to help ensure they are satisfied Our next steps, as we discussed, are as follows: and there is continuity to our relationship. • List the next steps, in order of when they should be completed, and make sure that the customer-owned steps are in the list. Per our conversation, this information is strictly confidential and will be shared exclusively with Partner(s) Name(s). Partner(s) Name(s) is/are a Registered/ Certified/Gold Microsoft Partner(s) with direct access to the Microsoft resources they 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 [insert your phone number here] to discuss thisQualify and Close project or any related needs you may have. Best regards, [insert your signature here] [insert your name here] Microsoft Corporation [insert your title here] Phone: [insert your phone number here] E-mail: [insert your e-mail address here] 132 « FY10 Inside Sales Customer Campaign Call Guide
  • 133. Qualify and Close continuedPartner Engagement PREPAREEnsuring that a lead is properly qualified for hand-off to a partner helps to support both customer and partner satisfaction. Customers are satisfiedwhen they are assigned to a partner who is a good fit for their business needs, and partners are satisfied when the customers you provide themare ready to purchase one of their solutions. Partners use eight criteria to determine if an opportunity is qualified: Qualification Criteria Description Good fit • Number of users appropriate for the solution/partner. • Information about current solution/platform. • Good fit with the partner’s solution. • Industry focus area. • Customer infrastructure supports the Microsoft product. • Size or amount of opportunity. • Good fit with the Microsoft solution. • Customer in geographic area. • Size of company—annual revenue. • Fit the profile of a Microsoft customer. • Desire to buy a Microsoft product. • Age of current software package. Good information • Accurate information from Inside Sales. • Inside Sales notes demonstrate understanding of • A lot of information is available/more customer background. customer’s industry. • Customer history. • Provide how Microsoft got this information. • Source of lead defined (customer interest vs. cold call). Budget • Sponsor has a budget. • Budget is appropriate for the solution. • Cost justification and business driver for the solution. Timeline • Sponsor has a timeline. • Sponsor has an active project/team in place. • Sense of urgency about their pain. • Compelling event. • Interested in fixing a problem. • Intent to purchase. • Actively seeking a solution. • Intent to purchase within one year. • Sponsor has a defined decision process. Pain • Pain (need) admitted by the sponsor. Call • Sponsor understands their pain. Power • Decision maker involved wants change. • Access to power. • Leadership in the organization supports the initiative. Vision • Clear definition of requirements. • Customer knows about the product already. • Have they looked at the competition? • Sponsor wants to buy a solution. • Sponsor has a buying vision. Explore • Sponsor agreed to explore. • Lead contact is the decision maker. • Contact knowledgeable about the project. Other • Customer is expecting partner’s call. • Have done previous work. • Will talk about anything. • Not an Enterprise scheme. • Don’t prequalify—let the partner do that. • License renewals.If you have any insight into the other qualification criteria, it is important that you communicate it to the partner so the transition from Microsoftto the partner goes smoothly. Communicating more information will also help ensure that a partner will pick up the leads that you have qualified,resulting in a higher probability of closing the sale. Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 133
  • 134. Qualify and Close continued ÆÆ Assign to a Partner Always work with the PAM to validate the partner’s relevance to the customer and the partner’s support of the Microsoft solution set.PREPARE START Customer consents Customer has a Attach partner to to work with a YES qualified preferred YES opportunity. partner? partner? NO NO Match opportunity Disengage from Notify partner of to appropriate PARTNER REJECTS opportunity. opportunity. partner. PARTNER ACCEPTS Distribute opportunity. PARTNER IS MANAGED PARTNER IS UNMANAGED Change opportunity Inside Sales stays owner to (T)PAM. opportunity owner. END ENDCall Figure 29. Partner assignment process ÆÆ Notify the Partner of the Qualified Prospect Once you have identified the right partner, assign the opportunity to Dear Place Partner First Name Here, the partner by using the sample letter below and attach the Partner Opportunity Notification Form (on page 137) and the Sponsor Letter Microsoft has positioned you for a sales opportunity with Customer Company Name. Detailed opportunity information is (on page 134). attached 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.Qualify and Close Thank you, in advance, for helping us to improve our process and deliver better results for our Partners. Best regards, [Insert Your Signature Here] [Insert Your Name Here] Microsoft Corporation [Insert Your Title Here] Phone: [Insert Your Phone Number Here] E-mail: [Insert Your E-mail Address Here] 134 « FY10 Inside Sales Customer Campaign Call Guide
  • 135. Qualify and Close continuedÆÆ Best PracticesBe sure to fill out the Partner Opportunity Notification Form with as much information as possible, while keeping statements short and to the point. PREPAREUse these Best Practices as guidelines to help you draft partner-ready content. Required Fields in bold Required Fields in bold Account Solution Paste Siebel Screen Print here: Solution Vision: Microsoft Solutions & Products Discussed: Are MS Solutions a strong fit? Yes No Existing Infrastructure Number of Users/PCs: Current Desktop Operating Systems, Applications & Versions: Current Server & Database Systems & Versions: Company Profile/Business Model: Opportunity ID: Competition Is Customer looking at competition? Yes No Pain Competitor products considered to address pain / opportunity: Describe business pain / opportunity: Does Decision Maker understand the pain? Yes No Next Steps Partner to contact customer by close of business on: Decision Process, Timing, Budget Additional Next Steps & Notes: Decision Process: Decision Maker committed to change? Yes No Estimated MS Revenue: Call Decision Maker Name/Title: Est. Partner Revenue: Decision timeline: Budget approved? Yes No Implementation timeline: If no, is budget available? Yes No Is budget realistic? Yes No IMPACT Science and Technology, Inc. (IST) is a small business incorporated in February 1995. IST has offices in Nashua, New Hampshire; Annapolis Junction, Maryland; and Aurora, Colorado; as well as personnel assigned to work at various customer facilities. 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 employees and US$40 million in annual revenues last year using MAS90. A company has a 15-year-old ERP system called MetaSystems, running on UNIX, which they would like to replace. It is heavily customized. The current system was implemented in the early 90s—based on “build to stock,” and they really need a system capable of a “build to order” manufacturing process. Currently, they need to have orders received to drive an “on-the-fly” manufacturing process. They estimate how much to produce based on historical data, but their data only goes back one year. In the spring, there is a rise in volume, but they don’t have visibility to historical data within their current system. They put the finished product in a cooler and 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 Qualify and Close authenticating end users, managing policies, and securing network resources. This solution will reduce the high costs associated with security risks. Time frame is not known at this point. He said they’ve been talking about changing their CRM solution internally for a few months now and will determine the time frame after talking with a partner and determining if Microsoft CRM is the way to go for them. Chris said 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 other executives to approve budget, etc. Currently, they are paying Salesforce.com US$35,000 per year (US$65/user/month). They have already received a demo of Live Meeting. Now they need a partner to come in and provide them with a demo of Live Communications Server. I’d like Nelson Taggart to be in that meeting as well. Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 135
  • 136. Qualify and Close continued Call DocumentationPREPARE In order to ensure customer satisfaction, and efficient sales processes, it is important to keep detailed and accurate accounts of each contact you have with a customer. Use the following guidance to document your calls and ensure that Siebel is properly tagged for accurate reference and reporting purposes. Entering Activity Results In 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 You were able to talk to the correct contact. Choose “Done” Choose “Reached Successfully” (if it’s a new Account) You were able to talk to the correct contact, Choose “In Progress” Choose “Call Back” or or Relationship Call but the contact asked you to call back later. “Call Back Specific” You were never able to reach the correct Choose “In Progress” when attempting and Choose “Never Reached” contact. “Done” after 5 attempts without success. Call Outcomes for “Campaign Activities” According to the uploaded activities (especially Customer Campaign Activities) the current campaign is discussed on the call (for example, “Optimize and Secure Your Core Infrastructure”). The field “Call Status” is used to classify the status of the activities.Call 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 You may use “Canceled” as an exception, for example, in case a current campaign topic (Office 2007 Migration) cannot be raised with the customer because Inside Sales already knows, from previous conversations, that the customer is using Office 2007. Activity Type Call Outcome Call Status Call Documentation Campaign Activity You were able to create the opportunity. Choose “Done” Choose “Objective Accomplished” You were able to talk to the correct contact, Choose “Done” Choose: but the contact is not interested or has no • “No Interest—Competitive Prod” funding for it. • “No Interest—OK with MS Prod” • “No Active/Latent Pain” • “No Funding Available” • “No Interest in Subj. Matter”Qualify and Close 136 « FY10 Inside Sales Customer Campaign Call Guide
  • 137. AppendixAcronym Definitions PREPAREA/R ������������������������������Accounts Receivable EBC ������������������������������Executive Briefing CenterACE ������������������������������Segmentation Tool (Acquire, Care, Expand) ECAL ���������������������������Enterprise Client Access LicenseACF ������������������������������Application Compatibility Factory ECM ����������������������������Enterprise Content ManagementAM ������������������������������Account Manager EE ���������������������������������Enterprise EditionAME ����������������������������Advanced Management Enterprise e.g. �������������������������������“for example” (exempli gratia)AP ��������������������������������Account Planning EM �������������������������������Electronic MailAPA �����������������������������Application Platform Agreement EM �������������������������������Engagement ManagerAPO �����������������������������Application Platform Optimization EPG ������������������������������Enterprise and Product GroupBANT ��������������������������Budget, Authority, Need, Timeline ERM ����������������������������Electronic Resource ManagementBDM ���������������������������Business Decision Maker ERP ������������������������������Enterprise Resource PlanningBG ��������������������������������Business Group ESA ������������������������������Enterprise Software AdvisorBI ����������������������������������Business Intelligence FTE �������������������������������Full-time EmployeeBM �������������������������������Business Management FY ���������������������������������Fiscal yearBPI �������������������������������Business Process Integration GM ������������������������������General ManagerBPIO ���������������������������Optimize Your Business Productivity Infrastructure GPS ������������������������������Global Partner SupportBPOS ��������������������������Business Productivity Online Standard Suite GRC �����������������������������Governance, Risk Management, and ComplianceBREP ���������������������������Business Ready Enhancement Plan GRS ������������������������������Global Response SurveyBRL ������������������������������Business Ready Licensing GSA �����������������������������Google Search ApplicationCA ��������������������������������Corporate Accounts GSX �����������������������������Global Sales Experience [Platform]—to replaceCAL ������������������������������Client Access License SiebelCAS ������������������������������Corporate Accounts Segment GTM ����������������������������Go-to-MarketCEE ������������������������������Central Eastern Europe GUIs ����������������������������Graphical User InterfacesCEO �����������������������������Chief Executive Officer H1, H2 �����������������������First half of the fiscal year, second half of the fiscalCFO �����������������������������Chief Financial Officer year CallCIAM ��������������������������Corporate Accounts—Inside Account Managed HR ��������������������������������Human ResourcesCIO ������������������������������Chief Information Officer HTML �������������������������Hypertext Markup LanguageCMM ��������������������������Core Midmarket IAG ������������������������������Intelligent Application GatewayCOO ����������������������������Chief Operations Officer IAM �����������������������������Inside Account Manager—Inside Sales Team UnitCoS ������������������������������Conditions of Satisfaction (virtual)CPE ������������������������������Customer and Partner Experience ID ����������������������������������IdentificationCPLS ����������������������������Certified Partners for Learning Solutions IIS ���������������������������������Internet Information ServicesCPM ����������������������������Corporate Accounts—Program Managed IM ��������������������������������Instant MessengerCPS ������������������������������Customer Price Sheet IO ���������������������������������Infrastructure OptimizationCRG �����������������������������Customer Role Guidance IO&D ��������������������������Infrastructure Optimization & DeploymentCRM ����������������������������Customer Relationship Management IOM �����������������������������Infrastructure Optimization ModelCS ���������������������������������Commercial Sector IP-PBX �����������������������Internet Protocol–Private Branch eXchangeCSP ������������������������������Citizen Services Platform IPSSs ���������������������������Industry Priority Solution ScenariosCSTAR ������������������������Campaign Set-Up, Tracking, and Reporting IRM �����������������������������Information Rights ManagementCTAs ����������������������������Calls to Action ISA �������������������������������Internet Security and Acceleration [Server]CTO �����������������������������Chief Technology Officer ISS ��������������������������������Inside Sales SpecialistCUWL �������������������������Cisco Unified Workspace Licensing IST ��������������������������������IMPACT Science and TechnologyCW �������������������������������Company-Wide ISVs ������������������������������Independent Software VendorsCxO �����������������������������Chief Officer IT ����������������������������������Information TechnologyDBMS �������������������������Database Management System ITDM ��������������������������Influential Technical Decision Maker Qualify and CloseDISS �����������������������������Dynamics Inside Sales Specialist ITIL �������������������������������IT Infrastructure LibraryDDPS ��������������������������Desktop Deployment Planning Services ITM ������������������������������Inside Territory ManagersDMR ���������������������������Direct Marketing Reseller IW ��������������������������������Information WorkerEA ���������������������������������Enterprise Agreement K-12 ����������������������������Kindergarten through 12th Grade Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 137
  • 138. Appendix continued KPI �������������������������������Key Performance Indicator PSM ����������������������������Partner Sales Management Tool LARs ����������������������������Large Account Resellers PS&P ���������������������������Public Sector and Partner LMM ���������������������������Lower Midmarket PSP ������������������������������Partner Solutions PlanPREPARE LOB �����������������������������Line of Business PSRI �����������������������������Partner Sales Readiness Index LOM ����������������������������Opportunity Manager—Official Taxonomy = OM PTA ������������������������������Partner Technology Advisor LS ����������������������������������Licensing Specialist Q1, Q2, Q3, Q4 ������Quarter 1, 2, 3, and 4 LSS �������������������������������Licensing Sales Specialist R&D ����������������������������Research & Development LTP �������������������������������Long-Term Potential Ren ������������������������������Renewal Engagement LTV ������������������������������Lifetime Value RFI ��������������������������������Request for Information MAL ����������������������������Managed Account List RFID ����������������������������Radio Frequency Identification MBA ���������������������������Masters Business Administration (academic degree) RFPs ����������������������������Request for Proposals MBA ���������������������������Masters Business Agreement RM �������������������������������Relationship Management MBS ����������������������������Microsoft Business Solutions RMS ����������������������������Retail Management System MBS ISS ���������������������Microsoft Business Solutions Inside Sales ROB �����������������������������Rhythm of the Business MDOP ������������������������Microsoft Desktop Optimization Pack ROI ������������������������������Return on Investment MLS �����������������������������Microsoft Licensing Statement S+S ������������������������������Software-plus-Services MM �����������������������������Midmarket SA ���������������������������������Software Assurance MMRP �����������������������Midmarket Relationship Program SaaS �����������������������������Software-as-a-Service MOSS �������������������������Microsoft Office SharePoint Server SAM ����������������������������Software Asset Management MQP ���������������������������Marketing Qualified Prospect SAM EM �������������������Software Asset Management Engagement MS �������������������������������Microsoft Manager MSSP ��������������������������Microsoft Solution Selling Process SCM ����������������������������Supply Chain Management MTC ����������������������������Microsoft Technology Center SFA �������������������������������Product name of Salesforce.org N/A �����������������������������Not Applicable SI �����������������������������������System Integrator NEPs ���������������������������Network Equipment Providers SISR �����������������������������Services Inside Sales Rep NLC �����������������������������Next Logical Conversation SKUs ���������������������������Stock Keeping UnitsCall NLP �����������������������������Next Logical Purchase SMB ����������������������������Small to Midsize Business NNR ����������������������������Net New Revenue SMM ���������������������������Sales and Marketing Manager NSAT ��������������������������Net Satisfaction SMS&P ����������������������Small and Midmarket Solutions & Partners OBA ����������������������������Office Business Applications SOA �����������������������������Service-Oriented Architecture OCS �����������������������������Office Communications Server SOW ���������������������������Statement of Work OEMs ��������������������������Original Equipment Manufacturers SP2 ������������������������������Service Pack 2 OFT ������������������������������Outlook Forms Template SPLA ���������������������������Services Provider License Agreement OLAP ��������������������������Online Analytical Processing SSL �������������������������������Secure Sockets Layer OM ������������������������������Opportunity Manager—also referred to as IOM SSP �������������������������������Solution Sales Professional OPPvQ �����������������������Open, Probe, Prove Value, and Qualify STU ������������������������������Specialist Team Unit OS ��������������������������������Operating System SVP ������������������������������Senior Vice President OV ��������������������������������Open Value T-36 ����������������������������The time starting 36 months before a license PACs ����������������������������Partner Advisory Councils expires. PAM ����������������������������Partner Account Manager T&E ������������������������������Travel & Entertainment PBX ������������������������������Private Branch eXchange (an in-house telephone TCO �����������������������������Total Cost of Ownership switching system) TDM ���������������������������Technical Decision Maker PCs �������������������������������Personal Computers Tele ������������������������������Telesales PCIB ����������������������������PC Installed Base TeleCovered ������������How partners are managed PG ��������������������������������Product Group TeleManaged ���������How partners are managed PLT �������������������������������Partner Leadership Team TeleMarketing �������Pre-sales performed by MarketingQualify and Close PMQP ������������������������Partner Marketing Qualified Prospect TeleSupport ������������Post-sales functions performed by the Customer POC �����������������������������Proof of Concept Service and Support Organization PPVVC �����������������������Pain, Power, Vision, Value, Control TPAM �������������������������Tele-Partner Account Manager PRISM ������������������������Annual, Strategic Microsoft Meeting TSP ������������������������������Technical Sales Professional PS ���������������������������������Public Sector TTU ������������������������������Territory Team Unit 138 « FY10 Inside Sales Customer Campaign Call Guide
  • 139. Appendix continuedTUPs ���������������������������True-up PracticesUAC �����������������������������User Account Control PREPAREUAE �����������������������������United Arab EmiratesUC ��������������������������������Unified CommunicationsUC&C �������������������������Unified Communication and CollaborationUI ����������������������������������User InterfaceUM ������������������������������Unified MessagingUMM ��������������������������Upper MidmarketV-Team ����������������������Virtual TeamVAPs ����������������������������Value-Added ProvidersVARs ���������������������������Value-Added ResellersVE ���������������������������������Virtual EnvironmentVL ���������������������������������Volume LicensingVolP �����������������������������Voice over IP (Internet Protocol)VP ��������������������������������Vice PresidentVTB ������������������������������Variance to BudgetVTT ������������������������������Variance to TargetWHI �����������������������������Workplace Health IndexWW �����������������������������WorldwideWWAD ����������������������Worldwide Annuity DashboardWWLP �����������������������World Wide Licensing ProgramWWSMM �����������������Worldwide Subsidiary Managers MemoXML ����������������������������Extensible Markup LanguageYoY ������������������������������Year-over-YearWW �����������������������������Worldwide Call Qualify and Close Microsoft Confidential—For Internal Use Only | FY10 Inside Sales Customer Campaign Call Guide » 139
  • 140. Microsoft Confidential—For Internal Use OnlyMicrosoft Confidential—For Internal Use Only© 2009 Microsoft Corporation. All rights reserved.Microsoft, Active Directory, Azure, BitLocker, BizTalk, Duet, Excel, Expression, Forefront, Groove, Hyper-V, InfoPath, Microsoft Dynamics,OneNote, Outlook, PerformancePoint, PowerPoint, ProClarity, RoundTable, SharePoint, Silverlight, SQL Server, Visio, Visual Studio, Windows,Windows Mobile, Windows Server, Windows Vista, and the Microsoft logo are trademarks of the Microsoft group of companies.