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Call guides cpm fy10

  1. 1. FY10 Inside Sales Call GuideMicrosoft Corporate Accounts Inside Sales
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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