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description
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
HP Software BSM Value Path:End User Management Campaign
HP Software EMEA
October 8, 2008
Agenda• The opportunity in the commercial market space• Business Class & Value Path programs
• HP Software Value Path for BSM • End User Management: Monitoring Business Services from the user
perspective
− How to sell
− Sales cycle
• End User Management Campaign
− Deliverables
− Execution
− Engagement
• Call-to-action to country teams
2 April 19, 2023
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
The Opportunityin the Commercial Market Space
HP Software Approach to the Commercial= HP non-named Market Space
• HP Software is commited to aggressively grow joint revenues and expand market coverage in the commercial space
− = HP non-named− Profile: 1000 employees+; 25+ IT, 50+ Server
• 100% dedication of this market to partners
Commercial space customer needs• Solutions and technologies
− Driving short-term business revenue− Highly flexible – ready to use - to
support change and help grow− Helping to gain competitive advantage
• Slim and predefined processes − Help increase efficiency and lower cost− Driven by best practice approach (e.g.
ITIL)• A supplier = trusted partner “next
door”− Providing end-to-end solution and
services offering including consulting, implementation, support
Commercial space status-quo
• Represents 43%+ of EMEA IT Spending (BTO-adressable)
• FY09 HP EMEA is moving over 1000 customers from named to non-named space
• Fastest growing segment• Biggest growth opportunity
for HP and partners, based on
− Market saturation− Customer Maturity
HP Software
Value Path
HP Software Value Path
CorporateAccounts
650
Key NamedAccounts
Commercial Territory
(non-named)
SMBSMB
Commercial Market
The sales territory defined bynon-named accounts in the
middle-sized enterprise space
HP Software Value Path
A phased approach to IT solutionmaturity offering a step-by-step
route to value and ROI.
Business Class
A program which defines the jointgo-to-market model between
channel and HP Software Direct
HP Software
Value Path
Market for partners Marketing Campaigns Engagement Model
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
HP Software Value Path
End User Management:Monitoring Business Services from the user perspective
HP Software solutions for business service management
IT Service Mgmt
Incident &
Problem Process
es
Service impactanalysis
12
3
Consolidated operations Consolidate management of all operations fault and performance events
1
Automated Network Mgmt as a “Service” Manage networks as series of services, not elements. Automate network configand compliance enforcement
2
End user managementMonitor and measure the service quality of the user’s experience
3
End user management
Consolidated operations
Multiple domain
managers
4
Automated network
management
Manual ad-hoc network management
Service Level Management
4 Service Impact Analysis Discover and map dependencies toUnderstand the impact of events onInfrastructure and business services
4
Service Level Management Measure the performance of servicesOver time in terms that the businessUnderstands and cares about
5
5
HP Software
Value Path
End User - Heterogeneity and complexity Perception vs. Reality
Database / Mainframe
ApplicationServer
SwitchUser Client Switch
Perception
Company Park AP14C Data Center
Production Environment
Company Park AP30 Data CenterProduction & Database Failover Environment
Development & Validation Environment
Fax/DMS Expansion
(TBD)
MetaframeThin-Client
ServersNT
Company Wide Area Network
(Concert / MCI)
High Level System Architecture
Company Lake County Local Area Network
Affiliate Location (Example)
Affiliate Network Environment Existing Remote Access Services Environment
Fax ServersAVOC Remote Access Servers
Lake County ARISg Users
Public Telephone System
Remote Dial-up: Can Be Used During WAN
Outages
Supports Centralized Data Entry
Network Printer(s)
Network Server(s)
Affiliate ARISg Users
WAN Router
B
N
H
A
I
J
K2
L O P
F
Version 011.0 - December 10, 2001 U.S. Remote ARISg Users
Network Printers
K1
Fax
MetaframeThin-Client
ServersNT
F1 G1
Informatica PowerCenter
ServerUNIX
G2
ESTRI Gateway Server
NT
G
Applications
Win2000 Server
MetaframeThin-Client
ServersWin2000
F2
MetaframeThin-Client Servers
NT
M3 M1
Informatica PowerCenter
ServerUNIX
M2
Applications
Win2000 ServerMetaframeThi
n-Client ServersWin2000
M4
Validation
Development & Test
Oracle Databases
Development/ Validation Database
Server
Production Database
Server
Production
Oracle Database
C
D
dsNavigator/DXS Web Servers
NT
M5
F4
E
Failover Database
Server
Oracle Databases
ProductionFailover
Pre-Production
F3
Private Network
F3
dsNavigator/DXS Web Servers
NT
dsNavigator/DXS Web Servers
NT
Reality
The five monitoring myths
Myth 1: If you monitor everything, you will understand the customer experience
Myth 2: We’ve got things covered. We’ll just respond to the few customer calls when they come in
If I can ping the website, then it’s performing well
Myth 3:
When there is an application problem, we know exactly who to assign the ticket to
Myth 4:
By reporting infrastructure service levels, IT is fully aligned with the business
Myth 5:
Myth 1Even if you monitor everything, you still miss the end-user perspective
• With siloed monitoring, although system availability may look “green”, end users may still be impacted
• Business is upset since you are using your customers as monitoring devices
• Result: customer experience and revenues suffer
82.0% Claims Processing
Middleware
Unix
SQL Server
Network
WEB
Database
MVS
99.3%
99.1%
99.4%
99.4%
99.2%
99.8%
99.1%
Customer Perspective
Myth 2We’ve got things covered. We’ll just respond to the few customer calls as they come in.
Myth 3If I can ping the website, then the application is working well
• Just because you can ping the entry point into the transaction, doesn’t mean that the transaction is working well
Myth 4 When there’s an application performance problem, we know exactly who should get the ticket
Forrester – “80% of
the time is spent
finding the problem area”
Ziff-Davis – “the
average performance problem
hits 10 different groups”
Myth 5By reporting infrastructure metrics, IT is fully aligned with the business
• Knowing what a router is doing is nice, but a router has never paid a bill
• IT needs to measure and report on what the business cares about and pays IT for
Communications Gap
IT: The router’s down
Business: What does that mean? Can users
book a ticket online?
Top IT Priorities for 2008
IDC Report #209092
Myth 1:
Myth 2:
Exploding the myths: what’s needed
Infrastructure monitoring is not enough
monitor customer experience
See poor user experience before our customers do
proactive alerting
Understand health of each
step in the user transaction
complete business process capture
Allocate problems to the right group
end-user performance drill-down
SLAs that are meaningful to the business
end-user based SLAs (not IT metrics)
Myth 3:
Myth 4:
Myth 5:
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
EUM Components:
BPM & RUM
Monitor the customer experience
Synthetic Real-user
Complete end-user monitoring
Synthetic user experience
• Simulated users run scripts at regular intervals from multiple locations
Synthetic User United States
Synthetic User Singapore
Synthetic User Switzerland
Description
• Proactive notification when no one is using the service (i.e. before banks open)
• Create business-centric SLAs
• Measure from multiple locations
Benefits
Report +
AlertLaunchScript
Step 1 Step 2 Step 3
Real-user experience
• Captures the actual user experience, with step-by-step screen shots
• Protects user privacy
Description
• Provides insight into real user behaviour patterns
• Improves triage processes
• Quantify user and business impact
Benefits
Report +
AlertStep 1 Step 2 Step 3
21 April 19, 2023
Synthetic monitoring Real-user monitoring
Combined monitoring – high visibility
Performance Over time by Geography
Pinpoint Offending Transaction Dynamic Real-time visibility for application performance
Correlation and trending for real behavior and performance impact
PREDICITIVE AND DYNAMIC VIEW
Side-by-side comparisonSynthetic and real-user monitoring
RequirementSynthe
tic Real-user
Check health when no one is using
Y N
Monitor from multiple locations
Y N
Diagnose actual user problems
N Y
Track user behavior patterns N Y
Complete capture of business processes
Y Y
Management of business SLAs Y Y
Business-aligned service level reporting
April 19, 2023
Service level reports are automated and show real-time
information
Real-time service level reporting to prioritize based on business
criticalityTrend views to proactively identify
breaches over time
Banishing the myths once and for all
Myth 1:
Myth 2:
Infrastructure monitoring is not enough
need to monitor customer experience
See poor user experience before our customers do
need proactive alerting
Understand health of each
step in the user transaction
complete business process capture
Allocate problems to the right group
end-user performance drill-down
SLAs that are meaningful to the business
business-centric SLAs (not IT metrics)
Myth 3:
Myth 4:
Myth 5:
25
• IT performance reports had little to do with user experience and business strategy
• Recurring performance issues affected high value customers
• System event monitors detected failures, but didn’t detect imminent failures
Challenge
End User • Management
Service Level Management
Solution
End User Performance - BSLAs that deliver
• BAC reports are used to correlate infrastructure performance to user performance
• SLAs have become an IT to Business alignment vehicle
• With BAC-based SLA templates in hand, business owners felt engaged with IT
Result
“ Within 30 days we had the service level framework defined for 14 applications. After 90 days we saw performance improvement of 15% on three core applications and a 5% increase in application availability .”
Adam Healy, Application Performance Mgr.FIRST HORIZON NATIONAL CORPORATION
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
EUM
How to sell
Target Buyers/Influencers
27 April 19, 2023 HP Private - Do not copy or distribute
Business Owner
buyer
buyer
influencer
influencer
Issues and pain they face
28 April 19, 2023 HP Private - Do not copy or distribute
Ops Bridge Manager• With 50% of app performance problems,
we get no events – it’s the customers that tell us! (Forrester)
• When there is an app performance problem, it is difficult and time-consuming to figure out which team to give it to. Get accused of adding no value.
Application Operations Manager• Ops Bridge adds no value for app
performance problems gets thrown to us, even if it’s not our fault
• Takes ages to diagnose app performance problems
• Don’t get proactive notification of performance problems – only get told when customers are complaining
Business Owner / Business Operations• I lose customers before IT starts to
respond to app performance problems – why are my customers “a monitoring device” for IT?
• IT takes ages to solve app performance problems
• I can’t figure out why I’m paying so much to IT
VP IT Operations• Accused of being “unaligned with business”
because “customers are used as monitoring devices”
• App performance problems get “allocation ping-ponged” and take ages to solve high business impact of IT failure
• OpsBridge pass app performance problems straight to costly app experts without adding value
• Can’t show the business the value IT ops adds
Business Owner
EUM addresses the issues and pain
29 April 19, 2023 HP Private - Do not copy or distribute
Ops Bridge Manager : Influencer• Proactive notification event when
threshold is breached start on problem before customers notice less customer impact
• Allocate app performance problems more quickly and accurately fix faster and more efficient use of 2nd level support
Application Operations Manager : Buyer• Ops Bridge is able to add more value
less wastage of app experts’ time
• Incidents only allocated to app experts when it’s really an app problem less wastage of app experts’ time
• Better able to find app faults because of diag tools app fixed faster less customer impact
Business Owner / Business Operations: Influencer
• Customers “not used as monitoring devices”
• App performance problems fixed faster less customer impact
• Get service level reports in terms they understand (e.g. time to check-in online) “data based” relationship with IT
VP IT Operations: Buyer• Start working on performance problems
ahead of when customers notice less customer impact
• Allocated app performance problems to the right group, first time faster fix time and more efficient IT ops
• Application support solve application problems faster faster fix time
• Able to report service performance levels to business in terms they understand
Business Owner
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Value Path for EUM
Sales Cycle:
Sales Cycle: End User Management
Proven Cycle Steps:
1. Qualification Assessment: 2 weeks• Need; Interest; Budget
2. Plan Initial sales call: 1 week• Sr. Directors/VP IT Operations
• Sometimes CIO
• Focus on application services owners• Managing and monitoring applications
3. Schedule Demo: 2 – 3 weeks
4. Schedule POC: 4 – 5 weeks1. Assumes budget is available
5. Close initial EUM sales• BPM and SAM
• 1 application (~$100k USD / 64k Euro)
6. EUM Upsell: 3 - 6 months− 3 applications (~$200k to $300k USD / 128k to
192k Euro)
2: ID Oppty
3: Demo
4: POC 5: Close
Plan: 2 - 3 month initial cycle
Moving the deal toward $1m:
1. Initial deals start small (typical footprint)
• 1 or 2 applications
• BPM (75% of the time)
• Often combined with SAM
2. Follow on deals include 2 – 3 more apps
• 3 – 6 months
• Opportunity for RUM, SLM, & PI
• Requires time for customer to see trends with BPM
3. EUM services can be ~40% of licenses
4. EUM is an expanded opportunity for partners selling OpenView
1: Qualify
6: Upsell3 – 6 month
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
EUM Marketing Campaign
Campaign Objectives and Audience
Objectives:
• Introduce HP's full BSM capabilities to midmarket customer segment
• Drive demand for upsell of BSM End User Management solution
Target Segment:
• Existing HP Operations Center and Network Management Center customers that have not yet invested in BAC
Target Buyer:
• Owner of application service quality, reach through IT operations management
Value Proposition: To manage customer experience, IT operations need to gain visibility into end user service performance. This cannot be achieved by simply monitoring the infrastructure.
EUM eDM EUM landing page
Download 5
Myths WP
Register for Live
demo
Value Path landing page
Key Campaign Highlights BSM Value Path – End User Management
EUM eDM and Landing Page
Channel Partner Deliverables & InformationDeliverables
Value Path BSM Initiative Brief
Value Path BSM Laminate
Value Path BSM Customer Facing Presentation
Value Path BSM Conversation Guide
Value Path BSM Playbook (pdf and ppt)
Value Path BSM Enablement Presentationhttps://h20229.www2.hp.com/partner/protected/channel/emea/vp-bsm.html
Enablement:
BSM curriculum and technical enablement checklist
HP EUM Campaign Rollout Calendar
September: HP campaignkick-off
September: HP campaignkick-off
Lead follow-up& execution local campaign
Lead follow-up& execution local campaign
w/c Sept. 29: kick-off of HP campaign execution
w/c Sept. 29: kick-off of HP campaign execution
October 8: Partner BriefingOctober 8: Partner Briefing
September October & ongoing
• HP Software Direct Reps and PAMs briefing
• eDM e-mailing: Sept 29 – phased approach for regions
• Business Class partner briefing
• Confirmation on campaign participation to local PAM by October 15
Next Steps All partner deliverables are available on Partner Central
If you wish to implement your own EUM Value Path campaign please confirm with your PAM via email by Octber 15
PAM will work with you on an implementation plan Funding and co-branding opportunities will be available based
on plan
Thank you!
Your contacts:
margot.weigl@hp.com, phone: +49 172 655 38 52
Richard.walker2@hp.com, phone: +44 7824 597218