1. Global Delivery Of IT Services Is Here To Stay
Implications and Possibilities for Microsoft and Our Customers
Good morning. Today we will talk a bit about the rapid growth in the global delivery of IT services, why it is happening, who are the new players, how Microsoft’s traditional Global SI Partners are affected, how this global delivery ecosystem is affecting your customers, why you need to be concerned and educated about it – and, most importantly what you can do about it and how to benefit Microsoft. 1

2. Our Customers Face Business Upheaval
They Must:
Do More with Less
Optimize use of internal resources
Reduce and/or control operating costs
Re-allocate capital to strategic projects
Improve Business Efficiencies
Reduce business cycle times
Bring products to market more effectively
Competitive pricing with strong value
What is a key cause of this upheaval?
Today, virtually all business enterprises, including many MSFT enterprise customers face business upheaval. What do I mean by upheaval?
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Every business, whether global in scope or domestic is faced with a similar set of challenges as they strive to remain globally and locally competitive. Some principle reasons include (1) general economic trends in the world and company-specific industry in particular, (2) the rise of globalization, (3) increased regulatory compliance, (4) budget constraints, (5) organizational consolidation, and of course, (6) increasing demands by customers.
I’m sure you can think of other challenges that your customers confront….
But how a company responds to these challenges will tell a lot about how well they will thrive or whither in the market.
For example, every company needs to Do more with less. For many companies this usually means (1) optimizing the use of their internal resources, (2) reducing and/or controlling operating costs, and most importantly, and (3) re-allocating capital and/or people for more strategic projects that are directly aligned with business objectives.
Second, all companies want to improve the efficiency of their business. Companies can achieve this by (1) reducing cycle times for a wide range of business workflows, (2) bringing products to market more quickly and more efficiently, and (3) offering competitive pricing while maintaining or even improving the value of their product or service. This last point may be most important for in virtually every industry, the quality bar has been raised significantly in the last several years.
And, finally, every business really needs to be people ready. Aside from being our current campaign focus, being people ready really makes sense for all businesses all the time. Every business needs to: (1) drive innovation, (2) build partner connections, (3) improve operational efficiency, and most importantly (4) develop deep customer relationships. The consequences of not actualizing these objectives is usually catastrophic for any business – and, we’ve certainly seen the casualties in the technology industry, and probably a lot of you can say the same thing about some of your accounts.
The bottom-line is that any business or organization that does not move to actualize achieving all of these goals in some form or another runs grave risk of losing revenue or market share.
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There are multiple reasons why these same consequences are true for organizations in virtually every industry. But our focus today is only one primary cause: Globalization.
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[Optional / Supplemental Information]
Let’s first consider increased global competition. No longer can we think of geographies outside of North America and Europe as either providers of second-class products or as consumers of only second-class products. The world has shrunk to be a single market of best-in-class products and consumers from virtually every geography….And, equally as important, many other countries are rapidly emerging as world-class producers and consumers; witness, China, Vietnam, Malaysia or Singapore to name just several.
Second, there is intense competitve pressure for all companies, in every geography, to produce products or services faster, better, and cheaper. We’ve all witnessed how product cycle time in industries as diverse as the automotive industry to consumer electronics and computers have decreased from 2 years to 6 months, or something akin to that – and, that personalization is the marketing pitch for virtually any product with just-in-time manufacturing . And, we also recognized that companies are reassessing their operations, working on reducing operational costs and focusing on their core competencies.
Third, disruptive business models are happening in virtually every industry. The US and EU, once the chieftains of the manufacturing world have given way to focusing on core competencies such as product design and marketing. India has become the defacto software developer for the world, much like China has virtually become the manufacturing workshop of consumer products for the world. Other countries such as Korea have focused on electronics and telecommunications manufacturing, and Taiwan has focused on computers, for example garnering 90% manufacturing market share of the world’s mother boards and 80% of the worlds laptop PCs are made by 3 Taiwanese manufacturers. Amazon shook up the retail world by a web-based business model during the dot com era and has set a defacto bar that all retailers had to step up to. And, developers in Bangalore, can access a customer’s server 10,000 miles away as easily as a server in their own data center.
One additional point, the concept of global delivery of IT services was founded principally on leveraging labor arbitrage between western and eastern countries, primarily India. More recently this business model has evolved as the companies that established the global delivery model are moving up the value-chain and offering the same types of business analysis and consulting services as those offered by traditional SI’s. The 40 to 50% growth rate of these companies, enabled mostly by adding people is getting increasingly harder to sustain – and, more importantly they see increased business opportunities – and, higher billable rates – by offering traditional consulting services once they are in enterprise accounts. This phenomenon is HIGHLY disruptive to Microsoft’s business ecosystem and our relationships with our traditional Sis.
And, finally, innovative delivery channels are turning conventional channels upside down. The new 24X7 global work environment has made major players out what were once regional or national companies. In our industry, traditional global SIs like Accenture, EDS, and others now face stiff competition principally from India-based SI’s, many of whom do not have a history in the information technology industry (ie., Wipro got its start selling sunflower oil and in fact has only been in the IT industry for about 10+ years – witness the Wipro corporate logo – Sunflower). Further, while all companies are looking to minimize costs yet obtain products of the same or higher quality, this is especially important for start-up companies. Whereas, going to a global provider was once only possible if you were a Fortune 500 company, now, every venture firm virtually requires the companies they fund to source development from an overseas company purely to save on start-up costs.
Become People Ready
Drive innovation
Build partner connections
Improve operations
Develop deep customer relationships 2

3. …It’s A Flat World And Getting Flatter
2000: Round
2005: Flat
2010: Virtual
Our customers have adapted and turned to the strategic use of IT to drive business transformation
Dynamic global market place
Varied customer response
Geography no longer matters
Price
Flexibility
(e.g. ease of integration)
User Alignment
Speed of Delivery
High
Low
By organization
Protracted
Lowest possible
By user
“On-Demand”
Building Blocks for Global Delivery
In his book, The World is Flat, New York Times Columnist Thomas Friedman clarifies precisely how information technologies, including low-cost broadband, has leveled the global playing field for companies worldwide – as well as IT services providers.
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Not so long ago the world was round. Business was of course conducted globally, but the exchange of information, the ability to shorten product development cycles, take advantage of labor arbitrage, or a range of other produce development or manufacturing advantages was typically limited to large multinational corporations. Access to global markets was typically limited to big companies, which although they moved somewhat slowly, could take advantage of economies of scale because of their clout in the marketplace.
But now in 2006, where we have all experienced the flat world in both our professional and personal lives, the year 2000 almost seems like ancient history and the global business challenges faced then seem almost simplistic.
The flat world has many characteristics, but three seem particularly important. First, a dynamic global marketplace essentially means that the world is open for business 24-7, 365 days a year. No matter who you want, what you want, or when you want it, it is likely that you can access it online in a matter of moments.
Second, companies have very varied responses to this new world. Some, who embrace technology have navigated these waters successfully over the last several years and have used IT for strategic advantage have thrived.
Others, who made the wrong IT platform choices or simply waited too long, may no longer be in market leading positions, and still others, who either because their strategic capabilities were inadequate or they simply didn’t see the changes or thought the changes would take longer to become manifest in their industry, are no longer in the market.
One of the consequences of the 24-7 world is that the global marketplace is a harsh taskmaster…So, how your customer responds and how they use IT to enable that response is a key ingredient in their success....
And, finally, geography really no longer matters….an organization’s ability to do business throughout the world is no longer governed by their location or by their size – we all see and experience this on almost a daily basis.
So, where do we think its moving?
Well, pretty much every agrees that by 2010 it will be a virtual world. In essence, pretty much everything that an individual or a business needs will be able to be accessed over the Web, whether by a land connection or via a mobile device. So long as a business or citizen consumer has Internet access they are connected to the rest of the world.
Let’s look at a couple of key building blocks for global delivery
Speed of Delivery – has moved from a protracted time frame to an always-on on-demand world
Price – has moved from costly to the lowest possible through labor arbitrage (geography-based wage differentiation)
Flexibility (ease of integration) – has move from low capacity for integration to high, where everything and everyone is interconnected
User Alignment – has moved from the organizational level to the single user.
So, a key question is: How has global delivery of IT services influenced your customers?
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The answer is that your customer has already adapted to this new environment and has embraced the strategic use of IT to drive business transformation within their organization.
And whether you know it or not, your customers have likely already engaged with one or another non-traditional Global Partner or Solution Integrator. There are many reasons for this amongst them that there is a larger Global SI universe from which your customer can choose. There is no longer the loyalty to brand that there once was. And, essentially, your customer will work with the SI who can deliver the best product at the best cost.
Let’s take a look at what is driving this value.
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Source: Internal Microsoft study by IDC

4. Global Delivery…Drives Customer Value Today
Global Delivery is Leveraged for:
Full array of project-based IT services
Business process outsourcing
Horizontal services (e.g. HR, customer care)
Finance and accounting, procurement
R&D / Engineering services
Emerging technologies (e.g. VoIP, search)
“Transformational” strategic outsourcing
Cost, Quality, and Time-to-Market are Key Customer Drivers 70 60
Achieve Cost Savings 50
Improve Quality
Improve Time to Market 40
Gain Technical Skillsets
Customers Realize Savings Driven by Operational Efficiencies
Percent
Forced Strategy 30
Cost Predictability
Customers see value and adoption is increasing
Penetrate Market 20
Gain Industry Expertise 10
Global delivery drives customer value TODAY….not tomorrow, not some time in the future …TODAY.
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Your customer is using Microsoft global delivery partners for a wide range of solutions, including: (1) a full array of project-based IT services, (2) Business process outsourcing such as horizontal services such as HR or customer care, procurement of finance and/or accounting services, and R&D or engineering services to name just a few. (3) They are also using global providers for emerging services such as VoIP or search. And, finally, (4) many are turning to global delivery partners for transformational strategic outsourcing – which we will explore in more depth in a few minutes.
So, what are the key drivers for many companies?
Independent research conducted in 2005 clearly shows that during the last few years, the key drivers for using global delivery providers have been (1) Cost savings, (2) Quality, and (3) Time-to-market. Yes, there are other important reasons, but as you can see, cost savings – sometimes called labor arbitrage – has been the leading goal, which makes sense of course when you consider that cost containment is one of the prime directives for virtually all companies.
Ok, that’s great, we see the drivers, but where are the real savings coming from?
Research shows pretty conclusively that reduced vendor costs make up a large percentage of savings as does internal process improvement. Actual reductions in headcount or employee costs is a relatively small amount.
Some of you might be thinking, well, those are good general metrics but they probably aren’t impacting my customers.
Well, think again…
Selected recent customer wins by global providers – and, these are not all Microsoft plays – include:
ABN Ambro – a $1.0 Billion win by Infosys, Tata Consultancy Services, and IBM for infrastructure outsourcing and maintenance, … and
City Group – an $800 million win by Tata Consultancy Services for application development and maintenance,….and,
Dixon Specialty Group – a $300 million win by HCL for business process outsourcing and infrastructure.
Notice, two trends: First, these are joint wins by one, two, or more providers, often with a traditional GSI such as IBM (or Accenture, or EDS, to name just three GSIs that we are all quite familiar with) for a range of reasons including perhaps risk mitigation. And, second, these are not small contracts but whopping big projects with deep strategic implications for the companies who engaged these GSIs.
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The bottom-line is that customers, our customers, see value in global delivery and that their adoption of global providers is increasing at a steady pace.
Well, what do I really mean by a steady pace?
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Your customers – note, that I have switched from the generic ‘customer’ to ‘your customers’ – are likely already using a global delivery Partner for some part of their IT services.
Key drivers include:
Increased business value – for business performance optimization of their organization – for example, ROI, information assurance, collaboration and agility. And, for greater industry knowledge and expertise …. (investment optimization is the “I” in ROI)
Market optimization – The R in ROI….for accessing new or emerging markets. For example, products, SMB, emerging markets), M&A, divestitures
Investment optimization – “I” in ROI …..for leveraging global cost distortions or consolidating technologies or services, as well as emerging technologies and services Enable market entry, for example, products, SMB, emerging markets), M&A, divestitures
and, finally,
New technologies and services – to avail themselves of the very latest and best new technologies to improve all aspects of their business
So, let’s see what leads the market.
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As of 2004, fully 70 percent of surveyed organizations were using global delivery to achieve some form of cost savings. No doubt, this has only increased since 2004, as more companies have started to obtain services from global delivery partners.
However, not far behind is quality – and, not far behind that is time to market. Clearly, the top three drivers, of cheaper, better, faster are common to virtually every business in every vertical in every geography.
So, these are the efficiencies companies are seeking….but, what kind of results are they actually getting?
45 percent have saved money on vendor sourcing
46 percent have saved money by improving internal business process
But, only 9 percent have saved money directly on employee costs
Let’s take a look at these drivers from another point of view.
Table Source: Customer Drivers (Expectations) table = IDC, internal study for MSFT
(Additional data points to be used at the discretion of the presenter)
Business solution capabilities, especially with regard to:
Programming, software testing, and software maintenance
IT research and development
Software architecture, product design, project management, IT consulting, and business strategies
Supply chain development/management/maintenance
A Global IT services provider's lower cost structure can help to reduce a company's operating costs and increases its competitive advantage.
These cost savings can enable the organization to invest capital funds in other areas, thereby using financial resources more strategically to increase business agility.
However, Global Sourcing should not be approached in terms of cost savings alone.
A 2006 study by the Association for Computer Machinery (ACM) states that the shift towards Global IT Sourcing Solutions has been driven by advances and changes in four major areas:
Technology: including the wide availability of low-cost, high-bandwidth telecommunications and the standardization of software platforms and business software applications.
Work processes: including the digitalization of work and the reorganization of work processes so that routine or commodity components can be Globally Sourced.
Business models: including first-wave supporters of Global IT Sourcing, venture capital companies that insist the companies they finance use Global IT Sourcing strategies to reduce capital burn rate, and the rise of intermediary companies that help firms to Global Source their work.
Other driving factors: including worldwide improvements in technical education, increased movement of students and workers across national borders, lowering of national trade barriers, and the end of the Cold War and the concomitant increase in the number of countries participating in the world market.
Source: "Globalization and Offshoring of Software," Association for Computing Machinery Job Migration Task Force, February 23, 2006.
Source: Offshore 2005 Research, Preliminary Findings and Conclusions. © Ventoro I
Recent Customer Wins
ABN Ambro: Infrastructure outsourcing and maintenance; $1.0+B won by Infosys, TCS, and IBM
Citi Group: BPO, Application Development and Maintenance; $800M won by TCS
Dixons Specialty Group: BPO and Infrastructure; $300M won by HCL
Source: Offshore 2005 Research, Preliminary Findings and Conclusions, © Ventoro I 4

5. …Embraced By 95% Of The Fortune 1000
Fortune 1000 Firms Currently With Global Delivery Strategy
Why?
Cost savings or cost avoidance from labor and time arbitrage
Quicker entry into new markets by shortening product development cycles
Business transformation through new service models
72% the Fortune 1000 Expected to Increase Spending on Global Delivery
Microsoft has the opportunity to increase customer penetration through Global Delivery Partners
Source: Offshore 2005 Research, Preliminary Findings and Conclusions, © Ventoro I
First, 95% of the Fortune 1,000 companies have embraced global delivery.
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That is 950 out of 1,000 companies – surely, some of your customer base is included in those 950 customers, right?.... I thought so…
Why are they embracing global delivery so adamantly? … Well, for one thing, it shows tangible impact to the bottom line. For example: (1) cost savings or cost avoidance from labor or time arbitrage… (2) Quicker entry into new markets by shortening product development cycles, and (3) business transformation through new service models.
Now, what company doesn’t want at least one or two of those benefits? I can’t imagine any company not wanting ALL of those benefits!
Ok, we’ve see how much global delivery is embraced and we’ve seen a bit of why….but let’s look briefly at some trends that continue to favor the growth of global delivery.
Fully 72% - or 720 companies – of the Fortune 1,000 expect to increase their spend on global delivery. Do you know which of your customers are already spending on global delivery? Do you know which Providers they have engaged?
Research clearly shows that this trend is not showing any signs of slowing down. For example, 68% of the Fortune 1,000 expect to increase spending, (2) 39% expect to increase their spend by more than 20% next year, (3) while 11% expect to increase their spend more than 50% !!! …and, finally (4) 20% of the Fortune 1,000 expect to accelerate their global delivery strategy due to pressure from their shareholders or their boards…..This last point is fundamental to every enterprise – shareholders and boards of directors will not sit idly by and let executive management run the show – everyone has access to virtually the same information in the same time frame – and, they want results! Cutting costs is usually the first plan of execution.
Well, what does this mean for us, for Microsoft, for you and for me?
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Microsoft has the opportunity to increase penetration in our accounts by using our global delivery Partners.
Well, that’s nice, but how big is the market?....does it have any sustaining impact on what we / you do on a daily basis. …. Let’s take a look…
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Trends Favoring Global Delivery
68% of the Fortune 1000 expect to increase spending with Global Delivery Partners
39% of the Fortune 1000 will increase spending with Global Delivery Partners by more than 20%
11% of the Fortune 1000 will increase spending with Global Delivery Partners by more than 50%
20% of the Fortune 1000 expect to accelerate their global delivery strategy due to pressure from Shareholders and Boards
Source: Offshore 2005 Research, Preliminary Findings and Conclusions, © Ventoro I
Source: Offshore 2005 Research, Preliminary Findings and Conclusions, © Ventoro I 5

6. … A $430 Billion* Market Today And Growing
Current Spending Estimated at $43 Billion
Trends Driving Growth
Increased demand for application management services
Broader offshore adoption in market segments
Unbundling of large IT outsourcing contracts
Prospects for a comeback in custom software development
Increased access to global talent pool
Investments in global development centers
Quality procedures and proven disciplines on the rise
i.e. Backoffice Workflow
i.e. IT Strategy, Architecture, Development or Process Engineering
30% Demand Growth
Sustainable Over Next 2 to 3 Years
Only 10% of current market is tapped!
i.e. Custom Application Development
Global delivery is big today – and, getting bigger – in fact, IDC says it’s a $430 Billion market TODAY - and, its growing every day!
Global delivery is a natural result of the globalization of the entire IT services industry. Highly skilled IT professionals are located in a number of countries, and technology enables any organization to access this worldwide talent on a 24/7/365 basis. Companies that try to do everything within their organization may incur vastly higher research, development, marketing, and deployment expenses, the costs of which are passed on to their customers in the form of higher prices for goods and services.
Business enterprises that proactively comprehend the imperative to consistently be one step ahead have turned to Global Delivery solutions to address their current and future needs and maintain their competitive advantage. Global IT sourcing will continue to expand exponentially and is in the process of will shifting from tactical to more strategic plays as empirical data underscores quantifiable business values.
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The global market TODAY exceeds $430 billion.
Business process Outsourcing – BPO – for back-office and other services accounts for 30% of the market
Consulting, traditionally the province of conventional management consulting firms is now being done by more and more firms with home bases in India, but who now have expanded with offices and personnel in North America and EMEA – and, are in effect competing with our traditional Solution Integrators.
Application development is where most of the action is for many of you; you probably have already experienced this happening every day as more and more custom software development is sourced from global providers, often simply due to distortions in global labor rates.
And, finally, infrastructure outsourcing, which I know you are familiar with. This has been an industry norm for going on 40 years for large enterprises, but now, it’s the global providers who are winning the contracts – after all, its just as easy to access a customer’s server 10,000 miles away as it is a server in your own data center down the block.
But what trends are driving growth?....
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Key trends driving the continued growth of Global delivery include: (1) Increased demand for application management services, (2) broader off-shore adoption in varied market segments, (3) unbundling of large IT outsourcing contracts, (4) Increased demand in custom software development, (5) Increased access to a global talent pool, (6) continued investments in global development centers, and (7) an increase in quality control procedures and project discipline.
And, so a natural question arises….how sustainable is this growth?
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Independent research shows that a 30% rate of Demand Growth is sustainable over the next 2 to three years. Is this absolutely true? Of course, no one really knows until it happens. But given the current trajectory of the market, it looks pretty accurate. Let’s put it another way, what if it happened in your accounts and your weren’t ready?
But, here’s the kicker….
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Many industry pundits think that only 10% of the $430 Billion market is actually tapped! So, whether you accept the estimated demand growth or you don’t, it’s evident that the pie is pretty big and growing….the question you need to ask yourself is how many of your customers are included in that pie….and, which global providers are they working with?
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(Additional data points to be used at the discretion of the presenter)
The offshore IT industry includes enterprise IT , R&D and technical services performed using an offshore-centric delivery model that includes both offshore and onsite work. The BPO industry includes business processes performed offshore, either in a firm’s own unit (captive) or a third party.
The global offshore IT and BPO industries have seen significant growth over the last five years. The offshore IT industry grew from US$8.5 billion in FY 2001 to US$18.4 billion in FY 2005, a 21% year-on-year growth. This is impressive considering the significant slow down in IT spend globally. The BPO industry during that period grew from US$2.3 billion to US$11.4 billion, a steep 49% year-on -year growth in the same timeframe.
Based on our assessment , the offshore IT and BPO industries still have large growth potential. Considering only industries currently following the practice (e.g., banking and insurance), offshoring potential is massive since only about 10% of the addressable offshore IT and BPO markets have been captured.
Huge latent markets exist in services already offshored. As offshoring adoption increases, high risk and complex service lines will also be offshored. For example, the John F. Welch Technology Center in Bangalore is conducting advanced research and development in technologies such as advanced propulsion system for aircraft engines and has contributed significantly to the design of GE’s latest Jet engine .
The addressable market can be further expanded by innovations in service delivery allowing the creation of “offshore-only” processes. For example, new offshore only processes can be created by focusing on the big “value slippages” facing industries. A leading US bank has achieved savings on US$100 million by undertaking offshore fraud detection for low-value transactions . Also, offshoring has allowed banks to create new services (e.g., sub prime lending) for previously unviable customer segments.
It should be noted that the addressable market estimates above are based on current levels of technology. Regulatory reform and advances in technology, e.g., step changes in automation of applications development, could alter these estimates.
Global market for offshore IT services and business process has nearly tripled (21% CAGR) since 2001.
Service providers have only captured 10 percent of a $430 B market
Over next five years, the market will grow an additional $80B
Drivers of future growth are likely to shift somewhat in IT-outsourcing services but will remain largely the same in business processes
Despite a significant slowdown in IT spending, the global offshore market for application development and maintenance and from R&D services – segments where McKinsey estimates has reached only 30% of potential.
IN R&D, new growth opportunities are opening up increasingly advanced services
During the next 5 years (2006 to 2011), more traditionally outsourced – though NOT off-shored – IT services, such as hardware and software maintenance, network administration, and help desk services will account for 47% of the addressable market for off-shored IT services
<McKinsey has excellent supporting graphic> <source: Gartner, IDC, Nasscomm Strategic Review 2005, McKinsey Global Institute: McKinsey analysis
Global marlket for business process outsourcing has grown 49% since 2001 and appears likely to outpace the market for outsourced IT services
Banking and insurance account for nearly 50% of the addressable business processes market but outsourcers have captured less than 10% thus far.
Banking and insurance will likely account for the lions share of growth during the next 5 years – worth $23 to $25 billion
Global addressable market is $430 billion, the pace of adoption will be shaped by the interplay of three forces:
Supply (the capacity and quality of offshore locations)
Demand (rate at which companies adopt offshoring)
Actions of industry players (effective response to market demands)
McKinsey analysis indicates that only 35% of the work that could potentially be outsourced – worth $10 billion and divided equally between IT services and business process – actually will be outsourced by 2010.
Companies who are considering offshoring typically do so for three key reasons:
Increase revenues
Avoid or reduce costs
Improve utilization of capital
<Excellent supporting example from exhibit 3 from McKinsey article>
i.e. Taking Over IT Infrastructure
Normal Growth of Current Mega and Large Heavy Adopters
Growth of Other Current Mega Users
Growth of Other Current Large Users
Growth of Other Current and New Users
Total U.S. Demand
* Source: IDC
Source: Bernstein Research, January 2006 6

7. …Partners Growing Dramatically Today
Pure play global delivery players expected to add significant on-shore and off-shore resources in 2007
Top 6 players projected to add 100,000 head count over next 12 months including 10,000+ on-shore
Total Headcount – 2003 to 2006
350,000
300,000
250,000
200,000
Offshore
Traditional SIs trending toward to adding global delivery to capitalize
IBM: ~ 38,000+
Accenture: ~ 22,000+
HP: ~ 10,000+
150,000
Onshore
100,000
50,000
Offshore Headcount Mix Across Major IT Service Companies
2003
2004
2005
2006
Source: IDC internal study for Microsoft
Pure play global delivery growth due primarily to rapid headcount increase
GSI Compounded Quarterly Revenue Growth Rates – June 2003 to June 2005
Traditional Players
Aggressive Adopters
Pure Plays
$800
On-site
Offshore
$700
CAGR 8.53%
623
Overall, global delivery providers are growing dramatically… TODAY. Let’s consider a few recent findings.
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Pure-play global delivery providers are expected to add significant on-shore and off-shore resources in 2006…..Total headcount has grown from about 100,000 in 2003 to more than 300,000 already cited for The IT talent available within the global pool must also be skilled and efficient in specialized areas that offer strong multi-tiered business value as well as cost reduction. But more importantly, notice the equally rapid growth of on-shore headcount – which is occurring principally in the US and EMEA.
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Traditional on-shore SIs, such as IBM, Accenture, and HP have already been adding headcount in off-shore locations, principally India, so that they too can take advantage of labor arbitrage and a growing talent pool. Note the increasing number of traditional SIs who now have significant presence in off-shore location. Note also, the significant headcount that is occurring on-shore by what had always been considered off-shore players, principally from India. Traditional on-shore SIs are taking advantage of labor rate differentials… but why are global SIs adding headcount in the US and EMEA? – well, we’ll address that issue in a few moments….
The third and very compelling scenario is occurring with regard to revenue and CAGR.
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The top 6 global SIs, who happen to all be India-based, are each growing at a rate between 8.5% and nearly 12% per annum for each of the last 3 years. Much of this growth has been due to sheer volume of headcount because customers want to take advantage of labor rate differentials – i.e., lower costs for IT services. While this has been a key driver, it is clear that labor arbitrage is no longer adequate to sustain these growth rates and that by adding on-shore resources, the global delivery partners will be able to make inroads into areas of IT services and consulting that were traditionally the province of the on-shore SIs.
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At this point, nearly all of the pure-play growth has been due to rapid headcount increases…..
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[Supplemental information to be used at the discretion of the presenter]
Staffing and Margin Impacts
High turnover rates impacting ability to maintain lower costs (e.g. need to constantly invest in training) and ensure higher quality of service
Availability of skilled resources in future will be “squeezed” given the scale needed to support a rapidly growing set of offshore providers, as well as global players expanding offshore
Attrition rates vary with new entries at approximately 30% and more seasoned professionals at approximately 5% (a minority of total headcount)
Offshore focus appears not to improve overall margins for delivering “full/end-to-end” array of IT and business services (as determined by global player financials)
Need to automate tasks to ensure margins and quality of service (e.g. development and testing processes; transaction processes; delivery)
Key point: Can’t always grow by hiring people – need to move up the value chain
$600
CAGR 9.33%
$500
476
CAGR 9.37%
399
June ‘05
Millions of USD
$400
324
June ‘03
Total Headcount
$300
CAGR 9.22%
CAGR %
246
212
233
195
$200
122 87
$100 $0
Bearing Point
Cognizant
HCL
Infosys
Satyam
TCS
Wipro
Capgemini
EDS
CSC
IBM GS
Accenture
Perot
ACS
Sapient
TCS
Satyam
Cognizant
infosys
Wipro
HCL
Source: Company Corporate Reports Bernstein Research, January 2006
Double-digit percentage revenue increases year-over-year
Some of the highest margins in the industry
Source: Corporate Reports, Bernstein Research, January 2006 Note: Includes total headcount (i.e. IT Services plus BPO 7

8. …Headcount-driven Growth Not Sustainable
High
Client Technologies
SMB
O/S (Volume server)
Servers and Tools Business (STB)
Microsoft Business Solutions (MBS)
Global Delivery Providers must migrate up the value chain
Enterprise DB
Mobility and Embedded Division (MED)
O/S (Midrange High)
Information Worker (IW)
Emerging Market
Embedded Systems (R&D)
Windows Client (WC)
However, it has become abundantly clear to the global providers that headcount-driven growth is not sustainable.
This magic quadrant shows the current areas of focus by Microsoft and that of Global Delivery providers and the relative value provided to each by each market sector.
Of course, most of our big bets – Windows server, Windows client, and Office – are in the high value quadrant, while Global providers have most of their big bets in enterprise applications, enterprise database migrations, and mid-range OS, areas where we [Microsoft] are invested but do not have super big bets. This is further supported by one of the earlier slides that showed where most of the enterprise dollars are going for global delivery services - BPO, application development, infrastructure deployment, consulting, etc..
It’s easy to see why headcount increases can accommodate the demand growth in the areas in which the global providers have been growing. These are relatively known areas of IT services and the sheer volume of enterprise demand has necessitated that the global providers increase their staffing levels in these areas.
But look at the lower quadrant, which contains IT sectors that have been of emerging priority for both Microsoft and the global delivery providers. These are areas of big bets for both us and the GSIs – and, these are areas which require more R&D focus and more highly skilled IT workers.
<Click for slide build>
Clearly, these areas of IT are the future opportunities for both Microsoft and the GSIs.
But to take advantage of these opportunities, the GSIs must migrate up the value chain…..
<Click for slide build: Takeaway point>
…. Meaning, they must begin to offer more value-added services that had traditionally only been offered by on-shore providers.
<Click for next slide>
SOA
Hosting
Unaligned
Wireless (RFID)
Middleware Virtualization Grid
Enterprise Apps
BPO
Low
Low
High 8

9. …The Migration Has Already Started
Evolving Value Creation from Global Delivery Providers
Below the waterline products for existing markets
New markets
Skills-limited
services
Service extensions
Data mining
Price elasticity
Leakage prevention
Capital cost avoidance
Opportunity loss (time or information)
Skills arbitrage
Automation
Centralization
Re-engineering
Labor cost arbitrage
Here’s the good news – Global Delivery providers understand this trend and the migration has already started!
<click for slide build: Starting Point>
The starting point was really in the 1980’s – when the big out-sourcing contracts started and has continued until quite recently. The growth was primarily market driven by labor cost arbitrage.
Here’s one simple example of customer benefits
<click for slide build: Leading Financial Institution>
A leading financial institution significantly lowered support costs by moving its help desk to India and Malaysia. We’re all familiar with that scenario, right? <laugh>
But, what’s going on right now?
<click for slide build: Right Now>
Since about 2004 or 2005, the focus of customer attention as shifted to business process productivity and cost avoidance. Process productivity is more about skills arbitrage, automation, centralization and re-engineering. Cost avoidance concerns itself with leak prevention and opportunity loss, mostly of time and information
Examples of customer value include:
<click for slide build: High Performance Industrial Conglomerate>
A High Performance Industrial Conglomerate has 25% of its internal development team in China, India, Hungary and other global locations
<click for slide build: Leading Airline>
And, a leading airline has avoided more than $20 million in HRIS capital outlay by outsourcing HR contracts.
But, what does the future look like?
<click for slide build: Emerging Trends>
Emerging trends are very clear. First, revenue enhancement from existing services gained from (1) Service Extensions, (2) Data Mining, and (3) Price Elasticity…and, second, Revenue Enhancement from New Services gained by (1) Below the waterline products for existing markets, (2) New markets, and (3) Skills-limited services
For example ….
A leading financial institution has extended fraud detection services to its credit card customers for only $15 per transaction.
<click for slide build: Top Software Provider>
A top software provider is getting live customer support for $40 per application….
<click for slide build: Arrow build>
Global Delivery providers know that to continue to maintain and grow their market position they must evolve up the value chain. Those providers who help their customers use IT as a strategic tool to achieve their business objectives have the greatest opportunities for sustained growth
Let’s take a look at some accounts held by global providers and what this means for Microsoft.
<click for next slide>
[Supplemental points to be used at the discretion of the Presenter]
Started = leveraged labor arbitrage
Labor arbitrage cannot continue indefinitely just by hiring bodies
Today – flattening world, accelerated time to market, disruptive forces, etc. global delivery has gone from labor augmentation (arbitrage) to efficient allocation of IT budget
Result = GSIs making investments in people to moving up the value chain
Infosys – invested in business consulting on traditional consulting hired Steve Pratt, global head from Deloitte to run infosysy consulting
TCS – hired global head of E&Y Consulting to head TCS business consulting organization;
TCS just hired global CIO of SAP to head European delivery
TCS just purchased FNS in Australia = core play in banking space
Wipro purchased NerveWire to drive business value consulting
Result – moving up the value chain
IDC deck
Expanding global alliances to partner to bring added breadth and complexity to offering
No longer an out-sourcing play – this is an end-to-end play
Tagline:
In your customers today
Providing new value-added services in addition to labor play
Customer IT investments have just moved from hiring cheap laobor to a strategic allocation of IT $ - 80/20 >> 70/30
Use IDC decks for strategy points and metrics
Slide 15 – bad graphic but good content (redo)
Gone from suppliers of cheap labor to strategic business partners and are not part of IT transformation; in many cases have senior IT relationships spanning multiple decades = trusted advisors.
Foe example,
TCS has in excess of 3,000 people working at all level across GE
Infosys has XXX
Wipro has XXX
The Global IT Services Sourcing marketplace has reached a crossroads.
Economic Drivers Price no longer main factor in selecting a global sourcing partner • 39% will increase global sourcing budget by more than 20% • 11% will increase global sourcing budget by more than 50%
Business Environment Realities • 40% of corporate IT buyers expect to globally source some of their IT functions over the next three - five years, versus 8% who made such plans in • Worries about US anti-outsourcing legislation and political pressure have fallen significantly since the most recent presidential election • The number of buyers that have abnormally terminated a global sourcing partnership has more than doubled to 51 percent in 2005 versus 21 percent a year prior; business value of Global IT Solutions must be ramped up and providers must be vetted carefully
On one hand, buyers say they are feeling more comfortable that the basic value proposition of quality products and services at a lower cost is attainable.
On the other hand, the number of buyers that have abnormally terminated a Global Sourcing partnership has more than doubled to 51 percent in 2005 versus 21 percent a year prior.
Source: the Diamond Cluster 2005 Global IT Outsourcing Study,
There are clear indications that global sourcing will continue to rise and both the reasons for engagement and the qualifying factors used to engage with a global sourcing provider are becoming more focused. Past approaches toward Global Sourcing Partnerships are being necessarily restructured to encompass the growing needs and concerns of all parties involved.
A survey of top decision-makers on corporate technology and spending has found that 89% plan to increase their outsourcing budget over the next one year. Specifically, 39% responded by saying that they expect to increase budgets by up to 20% over their current spending while 11% planned a 50% increase or more.
The survey was conducted at Patni Computer Systems' annual user conference, PatniConnect, which brought together more than 100 global CIOs and business leaders from the company's customer base in the U.S.A., U.K. and Asia Pacific regions, along with pre-eminent industry analysts and professionals. Cultural fit (24%) and quality of service (24%) tied as the number one factor, followed by domain expertise (19%). Only 14% of respondents selected price as their single most important factor in selecting an outsourcer. When asked what their top expectation is from an outsourcing relationship, 61% said that they expected better quality resources and enhanced services at a lower cost while 28% cited better insight and manageability of costs.
Source: "Outsourcing Budgets Set to Increase in '06": Patni Survey The survey finds that pricing is not the most important factor in selecting an outsourcing partner any more by Global Services, March 04, 2006
Additional data reflects the situation at present:
Economic Impacts Price no longer main factor in selecting a global sourcing partner 39% will increase global sourcing budget by more than 20% 11% will increase global sourcing budget by more than 50% Business Environment Realities 40% of corporate IT buyers expect to globally source some of their IT functions over the next three - five years, versus 8% who made such plans in Worries about US anti-outsourcing legislation and political pressure have fallen significantly since the most recent presidential election The number of buyers that have abnormally terminated a global sourcing partnership has more than doubled to 51 percent in 2005 versus 21 percent a year prior; business value of Global IT Solutions must be ramped up and providers must be vetted carefully Concerns Threat of employee backlash is still a major concern among 88% of buyers and 86% of providers Buyers remain skeptical about global sourcing mission-critical services Cultural fit and quality of service are top priorities in choosing global IT providers
Additionally:
Thirty percent (30%) of the world's largest 1000 firms are Globally Sourcing work, but there is a significant variance between countries.
This percentage is expected to increase, and an increase in the amount of work that is Globally Sourced is consistent with the expected growth rate of 20 to 30 percent (20% to 30%) for the Global Sourcing industries in India and China.
Source: "Globalization and Offshoring of Software," Association for Computing Machinery Job Migration Task Force, February 23, 2006.
Four key points to consider and use while helping your customer form a strategic plan to move Global IT Sourcing forward include:
Worries about anti-outsourcing legislation and political pressure have waned, but it is imperative to continuously dispel the myths and unfounded concerns connected with Global IT Sourcing.
Global IT Sourcing providers are working to remove cost as a key differentiator. Partners and Customers are advised to balance costs and value when negotiating price.
Partners and Customers report that the greatest risks of Global IT Sourcing include the increased complexity of managing relationships, reduced operational effectiveness, and lower quality of output from their Global IT Sourcing providers. Global IT Solutions providers must be vetted carefully.
Both anecdotal evidence and economic theory indicate that Global IT Sourcing alliances between developed and developing countries can benefit both parties, but competition is intensifying.
Sources:
Diamond Cluster 2005 Global IT Outsourcing Study,
"Globalization and Offshoring of Software," Association for Computing Machinery Job Migration Task Force, February 23, 2006.
With many of current contracts now up for renewal, this means there is the immediate need to ramp up the business value of Global IT Sourcing for all parties that wish to maintain their competitive edge.
For example, Ramadorai, the Chairman and CEO of Tata Consultancy Services, a multi-billion firm often acknowledged as the very first Global Sourcing IT services firm, noted
"The cost advantage got our foot in the door. Then we added quality. Now we need innovation.”
Ramadorai, chairman of NASSCOM and CEO and managing director of Mumbai-based Tata Consultancy Services.
Source: "India 2.0 Aims to Sustain Its Global IT Influence, by Stan Gibson, Ziff Davis' CIO Central.com, February 26,
To reiterate: The IT industry is at a major crossroads in terms of business evolution. Microsoft is positioning itself as a key influential player in the direction the global marketplace is moving by partnering with global IT delivery providers who share complimentary, innovative and comprehensive strategies.
Offshore Market Directions and Usage Takeaways
Market use of offshore continues to be primarily for project-based services though with some signs of shifting to more strategic services such as IT outsourcing
Offshore provides key cost reduction opportunity and self-financing model to support “transformational” needs
Large enterprises are essentially the “only” customers of offshore
Technology focus in offshore is expanding to cover most, if not all, technology types
Offshore providers looking to expand base of revenue through broader set of capabilities
IT, business/knowledge process, R&D/engineering services
Across full set of service capabilities (both project-based and strategic outsourcing)
Leading Financial Institution
Lowered support costs significantly by moving to India and Malaysia
High-performance Industrial Conglomerate
Has 25% of internal development team in China, India, Hungary, and other global sites
Leading Airline
Savings driven by revenue audits
Avoided U.S. $20+M HRIS capital outlay by outsourcing HR
Leading Financial Institution
Extended services to range of credit card customers (e.g. fraud detection for US $15 per transaction)
Top Software Provider
Live customer support for U.S. $40 per application
Source: McKinsey Global Institute 9

10. …In Your Accounts Today
Microsoft Global Accounts
Selected Accounts
AXA Insurance
British Petroleum
Citibank
Credit Suisse First Boston
ABN Ambro
American Express
American International Group (AIG)
Amoco Petroleum Company
AT&T
AXA Insurance
Bank of America
Best Buy
Boeing
British Airways
British Petroleum
British Telecom
Cadbury Schweppes
Canadian Depository for Securities
ChevronTexaco
Citibank
Commonwealth of Pennsylvania
Credit Suisse First Boston
Cummins Company
Dell Computer Corp
ABN Ambro
American Express
American International Group (AIG)
Amoco Petroleum Company
AT&T
AXA Insurance
Bank of America
Best Buy
Boeing
British Airways
British Petroleum
British Telecom
Cadbury Schweppes
Canadian Depository for Securities
ChevronTexaco
Citibank
Commonwealth of Pennsylvania
Credit Suisse First Boston
Cummins Company
Dell Computer Corp
Ford Motor Company
General Electric
Hewlett Packard
HSBC
ING America
Dresdner Kleinwort Benson
Deutsche Bank
Eaton Corporation
Eli Lilly
EMC
Fidelity Investment
Ford Motor Company
General Electric
Hewlett Packard
Home Depot
HSBC
IBM
ING America
JC Penney
JP Morgan Chase
Kellogg’s
Lehman Brothers
Lifescan
Lucent Technologies
McGraw- Hill
Merrill Lynch
Morgan Stanley
Nike
Nokia
Dresdner Kleinwort Benson
Deutsche Bank
Eaton Corporation
Eli Lilly
EMC
Fidelity Investment
Ford Motor Company
General Electric
Hewlett Packard
Home Depot
HSBC
IBM
ING America
JC Penney
JP Morgan Chase
Kellogg’s
Lehman Brothers
Lifescan
Lucent Technologies
McGraw- Hill
Merrill Lynch
Morgan Stanley
Nike
Nokia
Nortel Networks
Northwest Airlines
Novartis
Ohio Casualty Group
Philips Electronics NV
Proctor & Gamble
Prudential Insurance
Qwest
Rockwell
SAP AG
Sony
St. Paul Insurance
Standard Life Assurance
State Bank of India
Target Corporation
TATA
Texas Instruments
The Gap
Toyota Motors
UBS
Unilever plc
Unocal
US Department of Defense
Nortel Networks
Northwest Airlines
Novartis
Ohio Casualty Group
Philips Electronics NV
Proctor & Gamble
Prudential Insurance
Qwest
Rockwell
SAP AG
Sony
St. Paul Insurance
Standard Life Assurance
State Bank of India
Target Corporation
TATA
Texas Instruments
The Gap
Toyota Motors
UBS
Unilever plc
Unocal
US Department of Defense
Novartis
Philips Electronics NV
Proctor & Gamble
Sony
TATA
Toyota Motors
UBS
Unilever plc
AXA Insurance
British Petroleum
Citibank
Credit Suisse First Boston
Ford Motor Company
General Electric
Hewlett Packard
HSBC
ING America
Novartis
Philips Electronics NV
Proctor & Gamble
Sony
TATA
Toyota Motors
UBS
Unilever plc
Key Message: Global Delivery clients include many of the largest organizations in the world, as well as mid-sized companies. They are in already in YOUR accounts…
Let’s take a look.
<click for build: Selected Accounts>
This is a selected list of only 60 accounts; there are of course many more.
Let’s see how many Microsoft Global Accounts are on this list….
<click for build: Microsoft Global Accounts>
Hmmm, 17 out of the 60 are MS Global Accounts – that’s nearly one-third (1/3)….pretty significant….how many of these are accounts are yours?
Let’s take a look at the financial impact of the Global Delivery Partners on Microsoft.
<Click for next slide>

11. …Can Drive Significant Revenues For Microsoft
Partner Services Breakup (FY05)
Application Dev. and Maintenance
Enterprise Consulting
Infrastructure Services
Product Engineering
Others
BPO
Total Services Revenue
Examples
Custom app. dev., Apps maint., Porting, Integration, Testing
ERP, CRM, EPM, Content mgmt., etc.
Security, Net Ops, Data Center mgmt, Legacy migration
H/W S/W testing, Engineering, Life cycle mgmt.
ISV packages and Business Consulting
Call center and Backoffice processing
Reference 1 2 3 4 5 6
Cognizant
75%
25% 0%
`0%
$1 B
HCL
34%
17%
11%
24%
14%
$0.927 B
Infosys
53.5%
16.1%
12.1%
5.1%
8.8% 4%
$2.6 B
Satyam
52%
37% 5% 1%
$1.096 M
TCS
72%
22% 2%
$2.97 B
Wipro
38% 9% 6%
$2.7 B
Microsoft Campaigns
Core IOI
Core IW
App. Platform
Compli- ance BI
MBS
Search
Collab
Mobility
Cognizant
HCL
Infosys
Satyam
TCS
Wipro
Significant Impact on MS Platform Adoption
The top six Global Delivery Providers can DRIVE SIGNIFICANT Revenue for Microsoft.
Lets make it real for you….
<click for slide build: Table of 6 GSIs>
Partner Services embrace the key six (6) areas that we presented earlier – (1) Application development and maintenance , (2) Enterprise Consulting, (3) Infrastructure Services, (4) Product Engineering, (5) Other Services, and (6) Business Process Outsourcing.
The metrics for each Global Partner in each service area is current. …. Note, that the total services revenue is nearly $11.5 billion ($ B) … some portion is MS revenue, but not as much as we could have…..
<click for slide build: Impact on MS Platform Adoption>
It’s really not a surprise that the greatest revenue impact the greatest ability to impact our platform is in Enterprise Consulting (2), Application Development (1) and Infrastructure Services because this has been our big bets but also the key areas of focus for the Global Delivery partners. Business process outsourcing (6), Other IT Services such as testing and business consulting (5) and Product Engineering (4) are emerging growth areas…..All of these sectors can have a significant impact on adoption of our platform and related technologies at our existing customer base.
How can they have such an impact?.....let’s take a brief look at the relationship between Microsoft’s current campaigns – our big bets – where the global providers have placed their focus for developing solutions.
<click for slide build: Microsoft Campaigns>
As you can see, every campaign category has at least one check mark indicating a Partner solution, and most of them have several check marks. Our Global Delivery Partners have been doing their work – they are developing solutions that our customers need….and, the more we know about each partner and the business value of their respective solution(s), the more effective we can be in helping to position these solutions for our customers.
How are our Partners positioned to pitch business?
<click for next slide>
If we look at our top 6 Global Delivery Partners, large parts of their business is in areas that have significant revenue potential for Microsoft and also has the potential to influence platform adoption
High 1 6 2 3
MS Revenue Potential 5
Low 4
Low
High
Ability to Influence Platform

12. ….With Local BDM Capacity In Key Geographies
Microsoft Regions US
Canada
LATAM UK
EMEA
China
APAC
India
Total
Cognizant
150 30 8 12 3 1
204
HCL
130 5 6 55 21 63 25
305
Infosys
Satyam
175 17 45 37
355
TCS
400 20
170 95 4 60
759
Wipro
160 2 15
247
Strong opportunity for MS account teams to drive revenues through platform deployment and application migration
Strong Today, Stronger Tomorrow
Wide global footprint
Deep established relationships with the Fortune 1000 (some spanning several decades)
Embedded in IT organizations with operational and fiduciary responsibilities
Own the application stack including maintenance and new development
Business model supports rapid cost-effective execution
Moving up the value chain and becoming trusted advisors
The top 6 Global Delivery Partners are very well positioned to pitch business – they have local Business Development Managers in every Key Microsoft Region
<click for slide build: table of BDM capacity>
Note that every Microsoft region is covered by each of the top 6 global delivery Partners – and, while market presence is greatest in the US, they also have significant BDM resources in EMEA, APAC, and Canada.
Also note that these metrics have been steadily increasing over the past several years and will no doubt continue to increase.
<click for slide build: Stronger Today, Stronger Tomorrow>
It’s very clear that our top Global Delivery Partners are strong and getting stronger. In summary…
They have a wide global footprint of BDMs and service capacity
They have deep established relationships with the Fortune 1,000, some of which span decades
They are embedded in the IT organizations of many Fortune 1,000 companies and they have operational and fiduciary responsibilities
In these Fortune 1,000 companies, they often own the application stack including maintenance and new application development
Their own business model supports rapid cost-effective execution
They are moving up the value chain in terms of the IT services they offer and are becoming trusted advisors to their customers
So, what does all this add up to?
<Click for new build: takeaway point>
This is a strong opportunity for Microsoft account teams to drive revenue through platform deployment and application migration…
Let’s do a brief recap…
<click for next slide> 12

13. Expand MS Footprint By Engaging Proactively
Global Development Partners
Growing faster than traditional Global SI’s – Year-over-year double-digit percentage growth
Have deep MS capabilities – Top 6 Global Delivery Partners have combined capacity of 25,000+ skilled professionals on MS stack
Have Global capacity – Top 6 Global Delivery Partners expect to add 100,000+ professionals in 2007
Have wide and deep established business relationships – Embedded in virtually all of the Fortune 1000
Have comprehensive solutions and assets – Aligned with MS People-Ready vision and are transformational in nature
Make Global Delivery Partners Your Advocates
As an Account manager [insert specific role(s) as appropriate] you have a great opportunity to expand Microsoft’s global footprint – but you have to be PROACTIVE.
Global Development partners are a natural leverage for you because:
They are growing faster than traditional on-shore GSIs – the top 6 are experiencing double-digit percentage growth
They have deep Microsoft capabilities – the top 6 have a combined capacity of more than 25,000 skilled IT professionals on the Microsoft stack.
The top 6 global delivery partners expect to add more than 100,000 IT professionals in 2007
They have wide and deep established business relationships – and embedded in virtually all of the Fortune 1000
They have comprehensive solutions and assets, they are aligned with Microsoft’s People-Ready vision, and by their nature are transformational organizations
The bottom-line:
<click for build: Takeaway point>
You need to make our Global Delivery Partners YOUR advocates in their accounts to leverage relationships and drive new business.
Ok, so what are your next steps? 13

14. Next Steps Identify FY07 focus areas for your accounts
Identify Global Delivery Partners to engage with for your accounts
Connect with BDMs to engage
Global BDMs
Cognizant & Wipro – Kristian Gyorkos –
HCL & Satyam – Ganesh Ramamoorthy –
Infosys – Wendy Corley –
TCS – Ram Dixit –
First, you need to identify the Fiscal Year 2007 focus areas for your accounts. Know what their strategic business plan is; discover how they will use IT to achieve those goals and determine which Microsoft technologies can best help them accomplish their objectives.
Second, identify the best or most appropriate Global Delivery Partners to engage with for your accounts. In some accounts, you will use the Global Delivery partners who are already present; in other instances you will likely have to bring in another Partner who has a specific Microsoft-based solution that your account need.
And, third, you need to connect with the global Microsoft BDM’s who manage the alliance relationships with these Partners. Remember, though we discussed the top 6 Global partners in this presentation, there are many more Global Partners that have viable MS-based solutions that can be offered to your customers.
<click for build: Global BDMs>
Here’s a short list of MS Global BDMs for you to contact for the top 6 global delivery partners. Each of them can assist by pointing you in the right Partner direction.
I hope my presentation was of value to you – and, more importantly that you now have more insight into how MS Global Delivery Partners can offer value to your customers and Microsoft.
Thank you for your time today….
<click for end slide>

15. ©2006 Microsoft Corporation. All rights reserved.
This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.