3 Agenda Introduction to the workshop and purpose The business opportunity of a Microsoft SharePoint® BI practiceOverview of playbook and how to use itBuilding your SharePoint BI practice—workshop activityBusiness Builder workshop summary, action plan
4 Purpose of workshopTo provide partners who are planning to or have an existing Microsoft SharePoint BI practice with:Ideas, concepts, and tools to help increase the growth and profitability of their practiceA playbook for building sales and profits, promoting commitment, and retaining the sustainability of the workshop
5 Why Create a Playbook?To learn best practices for growing a new or existing practiceTo learn new principles and techniques for business management, sales planning, and marketingTo understand resources from Microsoft to assist youTo apply these insights and techniques through the Playbook exercises
6 Why Business Builder for SharePoint BI The Microsoft goal is to assist partner community in building a sustaining business model:Develop and strengthen profitable customer relationshipsIncrease the volume of businessIncrease existing customer penetration ratiosAdding increased levels of net-new customersImplement innovative products/solutions and servicesIncrease market penetrationImprove operations and reduce costsBuild high-value connections with partners and supplierWe want to take you through this playbook because of the great need for execution at all levels of a partner’s organization. Tech markets are changing from on-premise to cloud services, with different levels of competition and changing business environments. (READ LIST) Executives at partner organizations must design strategies and execute them based upon these market dynamics.
7 Market Dynamics Complex IT systems Increasing security threats and economic challengesIncreasingly mobile workforceRegulatory requirementsGeographically and organizationally dispersed project teams
8 Market Dynamics Low employee productivity Need for increased levels of communicationNeed for better key performance indicators (KPIs) and dashboard metricsEconomic justification
9 Business Builder Playbook for SharePoint A working playbookTailored to your practice needsMicrosoft products integrated with Acumen Management best business practicesMicrosoft resources integrated with product focusPartner-focused for ongoing, long-term utilizationThe great part of this playbook is that it is designed for the long term, we will begin to fill it in today, you will continue during the next few weeks, but in 6 months, 12 months, 18 months you can use it again to reset strategies, build action plans and continue to improve your business and Practice. We have integrated best practices from Microsoft, Acumen Management Group and have identified specific Microsoft resources all in one Playbook.
10 Play One: Perform Business Assessment and Business Planning Evaluate your business, your practice, and the elements that should be included in your business plan:Perform a Business AssessmentEvaluate Your PracticeCase Studies for Strategy DevelopmentDeveloping Your Vision for the Next Two YearsBuilding a Management DashboardLearning and Development PlanBuilding Your Practice StatementReview each of the plays. We have created 3 easy plays to build your business. Play One, these are the sub plays...
11 Play Two: Market Assessment and Marketing Plan Creation Analyze your market and create a six-month marketing plan:Perform Market AssessmentDevelop a Marketing and Sales FunnelDetermine Your Ideal Client and Market FocusCraft Your MessagePosition Your PracticeDevelop a Marketing PlanReady-to-Go MarketingPlay Two
12 Play ThRee: Develop and Analyze Your Sales Strategy Build a SharePoint BI solutions-based sales team:Review, Develop, and Analyze Your Sales StrategyCreate Sales Training and Development PlansMicrosoft Incentives
13 Developing a Practice Assessment and Business Plan
14 Business Planning Business Planning must consider: The environment of the market and your companyOverall and Microsoft resources available to youYour personnelYour marketing capabilityTraining programsBanking relationshipsHiring projectionsGrowth considerationsIn performing a business assessment and in creating a business plan you must take into consideration all of these factors (READ SLIDE) and discuss importance of each one and their impact on the partner’s success. Each of these line items must have defined ACTION PLANS with strategy, objectives and goals created.
15 Business PlanningA process to establish the goals and objectives to achieve business success:Typically annualFrequently financially focusedThe basis for functional plansFocused on outcome, not processRarely detailed enough for individual or department action
16 Business PlanningQuestionsWhat are some of the specific factors you will be facing in 2010?What assumptions are you making about the market in 2010?What assumptions did you make about your product offerings in 2009? Still true?What assumptions did you make about your company capability in 2009? Still true?In beginning your planning, bring your Dept managers into it, ask each person to write out their answers to these questions and discuss them in a planning session.
17 Business planning What went well in the past year? QuestionsWhat went well in the past year?What did not go well?What are the key drivers?What are the key metrics?What are the risks?What are the opportunities?Additional questions to have your management team answer in preparation prior to the strategy session.
18 Key Business DriversExisting products and services to current customersNew products and services to current customersExisting products and services to new customersNew products and services to new customersOfferingNew customerCurrent customerSharePoint®0%100%Unified Communications (UC)25%75%Office®65%35%Microsoft Online Services70%30%Professional services20%80%USE THE Microsoft Online Services 70% 30%: Example: You build this slide because business strategy requires knowing this project %’s to: 1) develop proforma P&L statements—profitability can be estimated by the %s from new vs. current—Current customers tend to be more profitable; 2) create marketing plans—marketing to gain net new clients costs more, takes more focus etc., and; 3) compensation plans can be created to pay for desired results.
19 Playbook Exercise Evaluate Your Practice Case Studies for Strategy DevelopmentDevelop Your Vision for the Next Two YearsBuild a Management ScorecardOPEN playbook and begin walking your attendees thru the pages. We will be covering the following actions; READ SLIDE
20 Group ExerciseRate Your Overall Sales/Marketing/Technical Proficiency in Each CategoryRate Management, Sales, Marketing, Consulting and Score Your ResultsComplete Current and Planned %’s of RevenueReview Pertinent Case StudiesWhite PapersDiscuss with attendees their results and identify where were the weak points are. What surprises were there? Identify the common problems.
21 Sharepoint bi offering Sharing and collaborationAs companies grow, it’s often difficult to keep track of the multiplying documents and their locations. SharePoint enables you to store and share all your files in a central site, manage dashboards and scorecards, and collaborate on documents and processes—anytime, anywhere.Visualization and AnalysisMicrosoft Excel® helps you visualize your data, navigate it quickly, query the most relevant information, and conduct “what-if” analysis so can you confidently plan the best course of action. You can do this from just a simple spreadsheet or you can build professional-looking charts and apply rich visual enhancements such as 3-D effects, soft shadowing, and transparency.
22 Sharepoint bi offering Data storage and reportingSQL Server® is the foundation that fast, smart, efficient businesses are built on. It’s an optimal way to store and analyze your data and run a wide variety of standard and custom reports with built-in reporting features.
23 Ideal Clients For SharePoint BI Owner of companyC-level managementIT may be secondary entry (and could help facilitate discussion with executive target)Wants to:Reduce IT costs and capital expensesHave Exchange services, including calendaring, global address list, and mobile accessUpgrade to Exchange/Outlook®, but does not have the expertise to deploy or manage, and believes it is too expensive to upgradeCentralize data now stored in several placesInterested in SharePoint
24 Playbook Exercise Review Learning and Development Plans Develop Your Practice Statement
25 Microsoft Training and Development Follow these steps:Go toSelect “Search for Training Packages”Search by product—Microsoft SharePoint 2007, Microsoft SharePoint 2010, Microsoft SQL Server 2008Search by competency—Business Intelligence
26 Playbook ExerciseSample Practice StatementStatement: We provide our business expertise, services and Microsoft solutions to increase collaboration and communication.Strategy to Uncover: Our focus is in the Professional Services market segment.Unique Business Opportunity: We offer our clients industry expertise, a client and industry advisory board along with twice annual client User Group events.Related Practice Areas: UC, Office5 Questions to AskAsk audience to come up with 5 questions. Have them work on their Practice Statement for just a few minutes. It will be a challenge, but it important for marketing, messaging, and cross selling.
28 Product Marketing Campaign Must understand the following to build a campaign:Dollars required to attain monthly budget/quotaDollars required to enter pipeline at the beginning of each monthNumber of leads required to achieve pipeline valueDefined lead sources and average order sizeNumber of months in the sales cycle or velocityWin/loss ratio on proposal deliveriesMarketing funnel vs. sales funnel
29 Sharepoint bi Marketing Campaign Determine what marketing activities are required to drive demand:Understand vendor tool setsReady-to-Go CampaignsNewsletters, s, Direct Mail, Marketing ProgramsPrepare tracking systemsEstimate potential costsDefine for rolling 12 monthsDetermine average order sizeDetermine priority of eventsDetermine your goals per eventReview components
30 Sales & Marketing Funnel Measure Dispassionately Glass pipeline — overall companyOpportunity — EFFORT — RESULTSIdealProfileUniverseSegmentCampaignExecutionLeads ReqWinProposalStage 3Stage 4Stage 5Stage 6Discuss how marketing funnel must feed the sales funnel and partners must know # of leads, $ value of leads. That must be feed each Month to achieve Quotas.
31 Review Playbook Determine Top Lead Sources Estimate Marketing and Sales FunnelsCover Playbook up too, determining IDEAL CLIENT/Market Focus
32 Defining Market Coverage Strategy Goal: Determine sales and market coverage strategyA, B, C analysis of account potentialClustering of opportunityTerritory definitionTarget accountsProducts and servicesTelesales, inside, and outside organizationDiscover, the concepts of how you may determine a GTM strategy, clustering=based upon where prospects are located, by Zip code (territory)/by target accounts, with inside/outside sales teams. Many methods, and you can use combinations.Ask attendees how they go to market from a sales perspective?ABC will be discussed in greater detail.
33 Defining Ideal Client A, B, C client base 15% of clients = 65% of sales/profits20% of clients = 20% of sales/profits65% of clients = 15% of sales/profitsA, B, C prospect baseCall frequency determination into Microsoft Dynamics® CRM and measureLifetime value ratioDiscuss concepts of ABC, looking for 5 common characteristics that make up the As & Bs: i.e. revenue, # employees, vertical market? Once current clients are done, identify A & Bs in prospects based. Set up call frequency plan in CRM... A & Bs touched minimum of 6 times a year.LIFE TIME Ratio: look at customers over 3 or 5 years, determine: total revenue, total costs to support, determine if you making expected profits over time.. penetration ratios.... or are you transactional. Are YOU building Wallet Share.Cover PLAYBOOK
34 Ideal Clients For SharePoint BI Owner of companyC-level managementIT may be secondary entry (and could help facilitate discussion with executive target)Wants to:Reduce IT costs and capital expensesHave Exchange services, including calendaring, global address list, and mobile accessUpgrade to Exchange/Outlook, but does not have the expertise to deploy or manage, and believes it is too expensive to upgradeCentralize data now stored in several placesInterested in SharePoint
35 Marketing Ideas Executive Forum Business Breakfasts Lunch & Learns Seminars based upon Business ChallengesNetworking/PartneringSocial MediaMicrosoft ResourcesUse Live Meeting as a Sales ToolDiscuss use of each these, ask attendees what they use.
36 EXAMPLE: “Product” Messaging Improve organizational effectiveness, make better business decisions, be more productive, and achieve greater business success:SearchQuickly connect people with the right informationSHAREConvert insight into organizational knowledgeCOLLABORATESimplify how people work together, and help them more effectively apply information to their needsSummary:Microsoft Office SharePoint Server 2007 is the ideal solution to the problems created by limited search, share, and collaboration tools. This integrated suite of server capabilities can help improve organizational effectiveness by:Simplifying collaboration, facilitating information sharing and empowering people to collaborate across boundaries for better business insight.Accelerating shared business processes to convert insight into organizational knowledge.Providing comprehensive content management and enterprise search to quickly connect people with the right information.The next few slides will talk about how to get started with SharePoint Technologies and Solutions.
37 Group Exercise List business challenges SharePoint BI would solve. Ask attendees what business challenges they solve for their clients, using this Microsoft Solution. BE very specific... No fluff answers. Discuss with attendees
38 Components of a Good Value Proposition The implicit promise a company makes to its customers to deliver a combination of values, such as price, quality, performance, selection, and convenienceThe words that describe the compelling reason to buyIncludes Partner and Microsoft messagingIn beginning your strategy, the vision or value proposition you offer as a solution must be defined. We will go over this in greater detail in step 3, but you must begin to understand this concept.[Read slide]
39 Ready-to-Go CampaignTake advantage of the rich resources to show prospects:How to help their organization increase the value of their information assetsHow to get the right information to the right peopleHow to make better-informed decisionsHow to provide IT Pros with a single, extendible platformThe most common partner wins map to three basic deal types:Solving search needsHelping customers get more value out of existing intranet or portal solutionsBuilding broader projects spanning collaborative business applications, enterprise content management, business intelligence, and even e-commerce sitesReadiness ResourcesFour downloads, messaging framework, training links, and more!Marketing ResourcesList service, campaign offers, and more!Event ResourcesNine downloads, registration, invitations, and more!Sales ResourcesEleven downloads, sales presentations, benefit statements, case studies and more!AssessmentEvaluate your success, “What worked? What didn’t?”
40 SharePoint BI RTG Campaigns For the upcoming launch of Microsoft Office SharePoint 2010 we have new RTG campaigns you can use to help build and drive your SharePoint BI business:There are also two excellent customer facing sitesintelligence.aspxintelligence.aspx
44 The Rigors of Cadence “Inspect what you expect.” “What gets measured, gets done.”“You can’t manage what you can’t measure.”All high performing Sales organizations require this from sales leadership. If you expect salespeople to perform, sales leaders must expect that the salesperson can sell, knows the products, can do it in a face to face mode. Management must measure the key ratios that will lead to building predictable revenue, knowing key ratios is not micro management, it is based upon building the “recipe” for success.
45 Volume, pipeline dollars, and Business Drivers and Pipeline MetricsVolume, source, andconversion percentGenerateinterestLead to prospect`ConvertinterestProspect toopportunityVolume, pipeline dollars, andconversion percentOpportunityto proposalMix percent andconversion percentProve andconvinceProposal to winWin percent Cycle timeAvg. $ saleCloseAsk “HOW many track any ratios?” Ask them to explain what ratios they track?Proposal to WIN is first place to start. How many proposals did you deliver? How many did you win? This becomes a ratio where you can tell if salespeople qualify properly, or don’t close. This should be measured by company, by salesperson, then work backwards to understand up the pipeline the ratios/relationships at each step.Deliver
46 Key Business Sales Drivers Sales driver examples:Average dollars per sales transactionNumber of required sales transactions per monthWin rate percentage of decisionsForecast accuracy percentageSales cycle time in monthsRequired pipeline valueSales milestones to winSales activity to win: cold calls, first visits, proof of concept or demo, proposalsTypical Sales Drivers/Ratios, discuss. Sales should have 5. Ask attendees what they measure sales people.
47 Key Business Marketing Drivers Marketing driver examples:Overall lead-to-sale ratioLead-to-sale ratio by lead sourceLead-to-sale ratio for line and vertical businessSources of leads in percentagesWebsite, mailings, trade shows, seminars, telemarketingOverall cost per leadCost per lead by sourceTotal market potential versus actualReview Marketing ratio. Each partner should 5 for marketing, 5 for sales, 5 for Delivery/Administration.What ratios do you measure?
48 Playbook exercise Create Sales Dashboard Rate Effectiveness of Sales TeamHave attendees fill in the sales training requirements
49 Training Programs https://training.partner.microsoft.com/plc/home.aspx Sales skillsMicrosoft Products and servicesIndustry and marketplaceCompany and operationsDiscuss that sales training must incorporate each of these categories and should be planned in advance for 90 days. With each day, topic, person responsible to do the training. In the 90 days, each of these must be covered.Ask attendees how often Partners do sales training? Once a week? Once a month? How long?https://training.partner.microsoft.com/plc/home.aspx
50 Microsoft Solution Selling Process Partners Sales cycleSales objectiveDescriptionVerifiable outcomeKey success factorsOwnershipQualify 10%Qualify lead or opportunityDuring the qualify stage, the opportunity owner will meet with the prospective sponsor (person holding the vision of the solution within the customer organization) to continue uncovering or developing their pain and buying vision, while beginning to establish the value of Microsoft capabilitiesSponsor letter and/or opportunity assessmentUncovering or developing enough business pain for the sponsor to admit it is worth addressingDeveloping the sponsor’s buying vision to a point that he or she can envision how to solve his or her pain by using Microsoft capabilitiesEnsuring that the sponsor agrees to explore the ability of Microsoft to solve his or her painNegotiating access to power (person with influence or authority to make a buying decision)Partner, account team, or telesalesDevelop 20%Develop customer requirements and establish sponsor relationshipDuring the develop stage, the opportunity owner gains direct access to the “power” (person with influence or authority to make a buying decision) in order to understand and shape his or her buying visionEvaluation plan agreed uponGaining access to the opportunity decision maker or powerUncovering or developing enough business pain for the power to admit it is worth addressingDeveloping the power's buying vision to the point that he or she can envision how to solve his or her pain using Microsoft capabilitiesEstablishing control over the sales process by proposing and agreeing on an evaluation plan with the powerPartner, specialist, or PAMDiscuss the grid...each step.. Actions, objectives, etc.
51 Microsoft Solution Selling Process Partners Sales cycleSales objectiveDescriptionVerifiable outcomeKey success factorsOwnershipSolution 40%Present solution that exceeds customer needsDuring the solution stage, the opportunity team develops and presents a preliminary solutionPreliminary solution agreed uponPresenting customer with a strong value proposition that quantifies the potential impact of our solution on the customer’s businessAgreeing on a preliminary solution with the customerPartner or specialists (non-EAs)Proof 60%Demonstrate capability to exceed customer requirementsDuring the proof stage, the opportunity team completes evaluation plan commitments, including any assessments or proofs of concept, and presents the power with a final proposal, including detailed pricingVerbal approval received on proposalEnsuring that any proofs of concept or assessments prove the value of Microsoft technologyMaintaining control of sales process by ensuring that all evaluation plan commitments are completeClose 80%Conduct negotiations and finalize contractDuring the close stage, the opportunity team will conduct negotiations and finalize contracts; during the deploy stage, the deployment plan is finalized and deployment beginsSigned documentsClosing with valueJustifying pricingSpeeding closure by reminding the customer of the business value of the proposed solutionPartner or specialist (account manager if account is nearing the end of an EA cycle)Discuss the grid...each step.. Actions, objectives, etc.For more information on MSSP, partners can view Microsoft Solution Selling for Partners Online at https://partner.microsoft.com/us/solutionselling
52 Sales and Marketing Training Plan: April to June Time: 8 AM – 10 AMResponsibility: JoePartnership: JeffForecastApril 21, 2010Responsibility: RogerSelling SharePoint and product demo: RobInstructive: Excel, SharePoint, CRM integrationMay 4, 2010Account planning and strategyUsing Microsoft Dynamics CRM software: JeremySample Acumen client training plan, dates, times, salespeople responsible for training.April 7th, first week, 2 hrs to discuss sales strategy for the month and some time on how to “partner”April 14th, 2nd week, one on one sales mgr to salesperson individual sessionsApril 21st, 2 hrs, some forecast discussion but focused mostly on training. Demos, product trainingApril 28th, no meetings, closing business.
53 Executive Function: What Do They Care About? Chief executive officer (CEO)Attracting and retaining loyal customers, increasing market share, developing and retaining skilled employees, improving productivity, and building a responsive, flexible organizationChief financial officer (CFO)Optimizing financial metrics, reducing costs through increased efficiency, maximizing the return from the firm’s assets, and improving the return on human capitalChief information officer (CIO)Implementation of technology to enable the business and minimize costsVP operationsOperational efficiency, coordinating schedules, and supply chain managementVP marketingDriving new revenues, demand generation, awareness, growing market share, and differentiating the businessVP salesMeeting revenue goals, product availability, being more responsive to customers, meeting customer schedules, and improving presales supportBlend these concepts into your training, understand the pain points of each potential person within the prospects office. What are they concerned about, what keeps them up at night, etc.Can your salespeople speak to each of these concepts?Stress that ROLE PLAY is critical in sales training... ASK How many of you do role plays?
58 Offers to Help Close the Deal Current incentivesHELP INCREASE THE return on your investment with Microsoft incentives
59 Action Plan for Growth Create six-month marketing plan Review the Information Worker Solutions competencyGo to the Business Builder website for exhibits—this week!Review notes, playbook, and slides within one weekComplete playbook within three weeks
60 Call to action Submit IW Builders CPLS Spreadsheet Giveaways Catering SupportLeverage Sample InvitationClick to Attend SiteDownload the PowerPoints and Playbooks on the ZAAZ websitehttps://extranet.zaaz.comuser: iwbuilder password: playbook