1. VCE Account Reviews kit for RDs
Enabling VCE
VCE Adoption Program
Q2 FY12

2. Executives Summary Q2 VCE Account Reviews What Why Which benefits
Each RD will be asked to organize account reviews with their reps and the ecosystem
Template (same as GAM) & guidance to be provided through PTCU (download)
We monitor kit download, scheduled dates, participants names & reviews delivery
Why
Keep momentum, VCE was not a Q1 event only
Need to foster VCE Enablement activities in the field (still need to improve)
Support VCE application for better adoption after Q1 regional VCE training series
Which benefits
Part of management hygiene, not on top of business activities
Focused on practical application of VCE for 1 major account per rep
Should drive tangible results through cross-functional alignment and action plan
Process
Each RD has to download an Account Review kit and provide dates and participants names
Each participant will be asked to complete a survey post review for us to track attendance
We provide a weekly report to the management team

3. Objectives of the VCE Account Review kit
To provide each RD with material & guidelines to organize account reviews, following Q1 Regional VCE training series
To allow the account teams to absorb and apply what has been done in Q1 and
Share return of experience, following customers meeting, what worked & what should be improved
Assess current opportunities compared to the VCE Model
Assess level of Enablement Activities
Define the action plan with the account team to bridge the gaps
Prioritize resources allocation

4. VCE Program & Adoption Roadmap
IDENTIFY
MODEL
PLAN
DELIVER
Partnership Operating Framework
VALUE
ROADMAP
GOVERNANCE
Phase 1a – Value Modeling
Scope: Content/Adoption
Timeframe: H112
Phase 1b – Value Planning
Scope: Content/ Adoption
Timeframe: H212
Phase 2a – Value Measurement
Scope: Content/Adoption
Timeframe: H113
Refresh
Let’s begin the discussion around internal resource utilization by illustrating the structured engagement model otherwise known as the “VCE Matrix”
1) As explained earlier in the course, there are 3 essential components to the VCE Model: Value, Roadmap and Governance. Those components make up the work-stream aspect of the structured model.
2) Now, to make the model as descriptive and useful as possible, we label across the top successive, evolutionary stages of the engagement: identify, plan and deliver. This creates a real framework, a common structure, and a uniform view of our engagement process.
Phase 2c – Governance
Scope: Content Refinement/Adoption
Timeframe: H113
Solutions

5. VCE Account Review Kit –
Overview of the process – how to use Account Review Kit
Recommendations on timelines & participants
Material & account review template

6. Overview of the process - How to use Training Kit
Once you’ve reviewed this content, please make sure you
List any questions you may have and send to
Identify your targeted participants and potential date for account reviews
Validate with extended team their participation (i*Center / Sales BDM, Client Managers)
Get logistics set up (meeting room, video, paperboards, calendar invitation, etc.)
Make sure the participants have understood session objectives and required preparation before the meeting (do a conf call if needed)
At the end of the workshop, agree on the call to actions and operating rhythm to inspect & measure progress (accounts/opportunities list, deliverables to inspect, CRM system info, cadence of calls to discuss progress & challenges)
Session participants MUST complete the VCE Account Review Evaluation in PTCU to receive credit for attending. Manager will distribute link to evaluation at the end of the workshop (Copy and send information below) PTCU Title: VCE Account Review Evaluation

7. Recommendations on timelines & participants
The account reviews have to be planned ASAP to be conducted in Q2
It can be virtual session if you have a real dispersed team, but meeting “in person” is recommended
You should run a separate session for each account manager from your team (not all other SRs watching the SR presenting)
Attendance of i*Center managers or TAM or BDM & Client Managers from your region is required

8. Deliverables to prepare for the Account Review (see Template section)

9. Preparation required for VCE Workshop
As a Regional Director, you should have…
Identified agenda & participants availabilities (including BDM or TAM and Client Managers)
Sent out invitations & template
Set expectations with all participants
Nailed down logistics

10. Preparation required for VCE Workshop
As an account manager, you should come prepared with…
One of your account with an Enterprise Solution opportunity
Your return of experience
How did you position VCE? To Whom? In which context?
What was customer’s reaction
What can we do to improve
Your Account Review prepared
Template filled
Information distributed to the team before the review

11. VCE Account Reviews Kit material

12. VCE Account Reviews Name of Sales RD
Names of TAM, BDM & Client Manager who are supporting the RD

13. Objectives of VCE Account Review
By the end of the session, the participants should be able to
Identify lessons learned from first Customers VCE meetings
Assess current account landscape, relationship & VCE Status
Define Action Plan
Here are the objectives of the session and what we should be able to do by the end of the workshop:
1st part to make sure each SR can identify business value of PLM solution, key sponsors, key questions to ask them and feel comfortable to pitch VCE and agree on the next steps
2nd part for each SR to assess one Enterprise PLM opportunity relative to our VCE model – Value Model, Roadmap & Governance – and work on the action plan with the account team to elevate the account engagement to the VCE standard

14. Agenda of Regional VCE Account Reviews
Double click on the table to insert your own agenda. Please note that all SR can attend the beginning and wrap up but each SR can come in and out for the review and do other business activities when not presenting
Agenda of Regional VCE Account Reviews
Kick off & introduction (RD) – 5’
Return of Experience on VCE at customer (roundtable) – 30’
How did you position VCE? To Whom? In which context?
What was customer’s reaction? Next steps?
What can we do to improve
Call to Actions & Wrap up (RD) – 5’
Start
End
Duration
Sales Rep
Account
BDM CM
8:00
10:00
2:00
John Doe
Supercopter
Brian Fox
Simon Templar
12:00
Jane Wright
Megaplane
12:30
0:30
all
working lunch
14:30
Arnold White
Rocketstar
Jacke Flight
16:30
Manfred German
Systemconcept
Alexander Mittwoch
18:30
Mike Awasome
ServicesTop
18:45
0:15
wrap up
Here is the agenda, the 1st part for VCE pitch exercise, the 2nd part for the Opportunity Assessment and Action Plan

15. Account Review/Plan Template
Visit
2017/4/26
Account Review/Plan Template
Customer Name
Account Team
© Copyright 2000 Parametric Technology Corporation

16. GUIDANCE
This template is provided for guidance in preparing an Account Review/Plan. It is intended to help assist with strategy and communicate the most relevant information such as background, vision, resources, and actions. Each account team and leader is encouraged to utilize the concepts as good “basic hygiene” and adapt for their own specific situations and styles.

17. Agenda – Account Review/Plan
Account Overview
Executive Org Chart & Insight
PTC Account Team
PTC Whitespace
Current IT Landscape
PTC Account History, Revenue and Activities
Opportunity Landscape
Leading Indicator Activities
Account Goals for FY 2012
Critical Corporate Support Needs
Objectives of the Account Plan
Give visibility to and get feedback from the “extended team”, including management
Provide stakeholders with information  to make decisions (trade off resources, investment, priorities, etc.)
Agree / Align on the goals, strategy and the related action plan
© PTC

18. Company Name - Account Overview
Ranking
20th largest U.S. manufacturer (2010 list, Industry Week).
Employees
220,000 employees (2010)
67% outside the U.S.
Revenues
$42.7 B (2010)
Net Income
$3.2 B or $.12 per share (2010)
Business Definition
What products do they make? What does the company “Do?” What is their market? Who are their customers?
Corporate Strategy/Mission
Corporate Goals/Initiatives
Overall Business Condition
Growing/Stable/Declining, Market share
Industry Drivers
What are the trends?
Competitors
Who do they compete with? How do they differentiate?
Significant Recent Events
Press Releases, Mergers, Re-orgs, etc.
Sample Data
© 2011 PTC

19. Risks & Critical Capabilities
Value Pyramid
Corporate Objectives
(Revenue / Profit)
Be /Remain the Industry Leader
Increase Shareholder Value
Drive Growth
Penetrate new markets (Innovation)
Organic Growth of Product Lines
Cost Control to Fund Business
Expand Distributor Network to Increase Sales Volume
Business
Strategies
(“What To Do”)
Best Practices to Drive Cost Efficiency and Corp. Governance
Relocation/Closure of Plants
Consolidate Supply Chain
Technology Consolidation
Business
Initiatives
(“How to Do It”)
Risks & Critical Capabilities
(PTC Segment Tie-In)
Specific risks called out in 10-k, 10-k, Analyst call
Critical Capabilities from PTC VRM
PTC
Approach
Best Practices
VCE Overview
Pertinent Best Practices from PTC VRM 19 19

20. Company Name – Executive Org Chart
Jim Smith
CEO
Glen Miller
Enterprise Transformation
Jody Parker
EVP Quality
Tom Mirek
CFO
Bob Jones
COO
Ron Abbot
VP Tactical
Jeff Peters
VP Tech Ops
Rick Edwards
JCM PM
Gene Halloque
PM MULE
Rick Magnuss
PM Netfires
Dwight Jackson
CIO
Darcy Setty
Director, IT
Cal Scot
Ron Leach
Director IT
Gerald Smith C A A A C A I A
John Smith
SVP Finance
Harvey Gross
EVP Ops I I
Don Williams
SVP
Jim Duggan
Director
Sam Perkins
Director,
Ann Walker
Director, E
Instructions: (1) cut and paste current Org chart you utilize or populate the sample above.
Sample Data
Indicate “Star” for Target Relationships
Indicate “I” for “INFLUENCE” in PTC Decisions
Indicate “A” for “AUTHORITY” in PTC Decisions
Indicate “C” for Champion
Indicate “E” for “ENEMY” I A C E

21. Company Name – PTC Account Team
Position
Rep Name
Office Location
GAM
Tom Kluckman
Lisle, IL RD
Joe Elliott
Brookfield, WI
Local SASR
Brian Davis
Jeff Lightner
Vista, CA
I*Center
Bruce Hulse
Needham, MA
GSO
Lynn Ann Morris
Arlington, TX
TAM
N/A
Executive Sponsor
Bob Ranaldi
Services Partners
Sample Data
© 2011 PTC

22. Company Name – PTC Whitespace
Instruction: Double Click Excel Table to edit. Please enter one line for each significant division of the company
Red = Little or no install in this area of opportunity
Yellow = Average amount of install and/or competitive targets in this area of opportunity
Green = Significant PTC install base in this area of opportunity

23. Company Name – Current IT Landscape
Relevant Systems
Current Solution/Provider
# of Seats
IT Spend ($)
Years Deployed
Issues/Comments/Satisfaction Level
Systems Integrator
CAD
ECAD
PLM
PDM
ERP
Requirements Mgt
Hardware
Project Mgmt
Visualization
What do we know about the executives and political/business objectives?
© 2011 PTC
Instruction: edit as appropriate to the customer’s current landscape

24. Company Name - PTC Revenue Trends
Instruction: Double Click Excel Table to edit
Sample Data
Please check with Sales Ops for available data
Instructions: (1) Double click on anywhere on the slide to access the excel table, (2) Populate data for last 3-5 years for License, CNS, TRN, MNT, (3) Provide anticipated forecast information for same categories for current and following fiscal year.
VPA Renewal Date: (If Applicable)
© 2011 PTC

25. Company Name – Opportunity Landscape
Current Opportunities Dashboard
Instruction: double click to edit. In color fields, 1=Red, 2=Yellow, 3=Green. Type this number in the field and only the color will appear.
What do we know about the executives and political/business objectives?
© 2011 PTC

26. Company Name – Leading Indicator Activities
Activity
Status
Action Plan (who, what, by when)
Corporate Visit
Executive to Executive Meeting
Value Modeling Appraisal / Diagnostic
Validation Events
Client Value Roadmap
Client Value Scorecard
Governance Framework
© 2011 PTC

27. Company Name – Account Goals for FY 2012
Please elaborate on your specific goals for the account, including items such as sales strategy, executive relationships, revenue, displacement opportunities, etc.
© 2011 PTC

28. Company Name – Critical Corporate Support Needs
Please specify any needs you have for this account that are critical to your ongoing success.
© 2011 PTC

30. Back up slides
Now, let’s transition to Opportunity assessment and action plan. Let me start first with a simple dashboard we can use to evaluate where do we stand in one of our accounts relative to VCE model

31. VCE Customer / Opportunity Assessment & Action Plan
Status
Current State
Moving Forward
VALUE
Value model
What do we know about their strategic goals?
What do we know about the customer’s view of business value?
What do we know about what they’re doing to achieve that business value?
What do we need?
What should we do now?
By when?
Who do we need involved from PTC?
Who do we need from the client?
PLAN
Roadmap
Is there a Client Value Roadmap in place?
Does the current roadmap include all the essential elements and alignment?
Does the client understand the importance of a Client Value Roadmap?
DECIDE & MANAGE
Governance model
What do we know about the customer point of view on project and program governance?
What governance is in place?
Have the key business stakeholders been identified? Do we have relationships?
This represents a simple VCE dashboard.
There is really only one fundamental idea….consider your account/opportunity situation within the context of the VCE components – Value, Plan, and Governance.
There are questions posed here that should guide your thinking. The objective is to know where you stand relative to each component. When you meet that objective, you can make a plan(s) for moving forward.

32. Simple VCE Checklists Value Roadmap Governance
Have we identified and understand key customer business challenges and overall drivers?
Do we understand how the customer defines strategic value?
Do we understand what the customer is doing today to try to achieve that value?
Have we presented and discussed the Total Value model with the champion or sponsor?
Do we have agreement on the scope of the PTC Value Model moving forward?
Roadmap
Do we have agreement on the development of the CVR as an essential deliverable?
Have we considered the status of any current ‘roadmap’?
Do we understand the most important customer business Initiatives?
Do we understand the customer product development AS-IS ‘landscape’?
Have we graphically depicted the breadth of the PDS footprint relative to the customer environment?
Governance
Have we presented and discussed the intent of the VCE governance model with the champion or sponsor?
Is there existing governance in place that sufficiently addresses the scope of the roadmap?
Do we have agreement on development of the governance model moving forward?
Do we have a list of stakeholders that is aligned with the opportunity scope?
These checklists are essentially derived from the VCE dashboard, and represent another way of stepping through your consideration of the VCE components relative to your account/opportunity situations.
Copyright ©2011, PTC

33. EXAMPLE - Analysis Results Dashboard
Status
Current State
Moving Forward
Owner(s)
VALUE
We have limited visibility to corporate strategies, no executive connections
Customer is focused on engineering processes and quality improvements
What do we need?
What should we do now?
By when?
Who from PTC?
Who from customer?
PLAN
Roadmap is only for project work focused on Engineering
Creo license updates are planned next qtr
DECIDE & MANAGE
Working 2 tier model (Steering Team and Working Team). Participation is sporadic, value is questioned
Quarterly meeting to discuss issues. Also gives access to other parts of business?
Who do we need from the client?
Here we have an example, probably a bit of an oversimplification, but nonetheless an example of the dashboard approach to considering your opportunities.
Copyright ©2011, PTC