Graphical Presentation of Information IBM Mid-Peninsula PC Club Pat McMahon April 17, 2006

Graphical Presentation of Information

IBM Mid-Peninsula PC Club

Pat McMahonApril 17, 2006

ReferencesThe Guru - Edward Tufte(1983). The Visual Display of Quantitative Information. Cheshire: Graphics Press.(1990). Envisioning Information. Cheshire: Graphics Press.(1997). Visual Explanations: Images and Quantities, Evidence and Narrative. Cheshire: Graphics Press.

Microsoft Corp. (1997). Excel97 Worksheet Function Reference. Redmond: Microsoft Press.

Hawley, David and Raina (2004). Excel Hacks. Sebastopol: OReilly Media.

Tufte Basic PrinciplesResolutionPhotographic film can hold the most information per unit of areaVideo displays hold the leastPowerPoint slides can encourage PP Phluff (and so can video displays and web pages)Therefore, dont waste real estate on non-value-add contentLess inkUse gridlines, borders, boxes, etc. sparinglySmall replicatesFor dashboards, balanced scorecards, etc., strive for consistency of format from chart to chart

Other Charting PrinciplesBaldrigeLevel, Trend, Benchmark

MiscellaneousNormalizingWhat if? chartsRandomizing data

The Power of Charts

Chart2

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000

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630

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1280

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640

17151

232218

232216

Stage 1

Stage 2

Stage 3

Month

Nomber of Alerts

California Power Alerts

Sheet1

MonthStage 1Stage 2Stage 3

Jan-98000

1998199920002001 through Feb.Feb-98000

Stage 1 Emergencies745546Mar-98000

Stage 2 Emergencies543644Apr-98000

Stage 3 Emergencies00134May-98000

Jun-98000

JanFebMarAprMayJunJulAugSepOctNovDecJul-98110

1998 Stage 1000000123001Aug-98220

1998 Stage 2000000121001Sep-98310

1998 Stage 3000000000000Oct-98000

1999 Stage 1000001111000Nov-98000

1999 Stage 2000000001111Dec-98110

1999 Stage 3000000000000Jan-99000

2000 Stage 100001661270617Feb-99000

2000 Stage 20000132830415Mar-99000

2000 Stage 3000000000001Apr-99000

2001 Stage 12323May-99000

2001 Stage 22222Jun-99100

2001 Stage 31816Jul-99100

Aug-99100

Sep-99110

Oct-99010

Nov-99010

Dec-99010

Jan-00000

Feb-00000

Mar-00000

Apr-00000

May-00110

Jun-00630

Jul-00620

Aug-001280

Sep-00730

Oct-00000

Nov-00640

Dec-0017151

Jan-01232218

Feb-01232216

&C&"Times New Roman,Regular"&12&A

&C&"Times New Roman,Regular"&12Page &P

Sheet1

1998 Stage 1

1998 Stage 2

1998 Stage 3

1999 Stage 1

1999 Stage 2

1999 Stage 3

2000 Stage 1

2000 Stage 2

2000 Stage 3

2001 Stage 1

2001 Stage 2

2001 Stage 3

Month

Number of Alerts


Sheet2

Stage 1

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Month

Nomber of Alerts


Sheet3

Stage 1

Stage 2

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Nomber of Alerts






Computer Industry Revenues(first try)

Chart2

6.6193090512-1.4150101187-5.60.55.96691502863.2312975215-2.77106764313.13129752150.5

9.60527623123.6101359489-0.12167908949.50527623129.505276231211.38229217073.71013594899.50527623123.8101359489

9.60527623123.6101359489-0.12167908949.50527623129.505276231211.38229217073.71013594899.50527623123.8101359489

6.6193090512-1.4150101187-5.60.55.96691502863.2312975215-2.77106764313.13129752150.5

6.6193090512-1.4150101187-5.60.55.96691502863.2312975215-2.77106764313.13129752150.5

EDS + CGI + Accenture+ACS+CSC+Unisys,$57.0 B

IBM Global Services,$34.8 B

Dell Desktops, Peripherals, Workstations, and Portables, $25.3 B

Sun Computer Systemsand Network Storage, $8.9 B

Microsoft,$30.0 B

HP Personal Systems & Imaging and Printing, $42.0 B

IBM Personal Computers and Printing, $11.0 B

IBM Enterprise Systems, $12.5 B

Sheet1

SunIBMHPDellMicrosoftEDS+IBM ESIBM GSIBM PC & P

x originwidthy originheightxyxyxyxyxyxyxyxyxy

Sun0.7002.9866.6192.9860.7006.6190.8000.500-2.471-2.771-1.115-1.41512.000-5.6004.4383.2310.8005.9674.3383.1310.8000.500

IBM0.89.0050.59.0050.7009.6050.8009.505-2.4713.710-1.1153.61012.000-0.1224.43811.3820.8009.5054.3389.5050.8003.810

HP-2.4716.481-2.7716.4813.6869.6059.8059.5054.0103.7103.9103.61017.478-0.12211.42911.3824.3389.5059.8059.5054.1103.810

Dell-1.1155.025-1.4155.0253.6866.6199.8050.5004.010-2.7713.910-1.41517.478-5.60011.4293.2314.3385.9679.8053.1314.1100.500

Microsoft125.478-5.65.4780.7006.6190.8000.500-2.471-2.771-1.115-1.41512.000-5.6004.4383.2310.8005.9674.3383.1310.8000.500

EDS+4.4386.9913.2318.151

IBM ES0.83.5385.9673.538

IBM GS4.3385.4673.1316.374

IBM PC & P0.83.3100.53.310

Sun

(FY Jul-Jun)Computer Systems & Network StorageOther (inc. Software)Enterprise ServicesTotal Revenue

2Q022.1110.1490.8483.108

3Q022.1570.1130.8383.108

4Q022.3960.1100.9133.419

1Q031.880

Computer Industry Revenues(final version)

Are Salaries Administered Equitably?123123123123.60.801.001.201.401.011.011.001.041.031.061.121.081.081.051.051.04Compa-Ratio ComparisonSalary Table 4562 People979 U.S. EmployeesSalary Table 1309 PeopleSalary Table 276 PeopleSalary Table 332 PeoplePerformance Rating Within Geographic RegionCompa-Ratio

Why is this Process Ineffective?

Apr25_Application_Provider

PARTNER TYPE: Application Provider

SESSION DATE: Wednesday, April 25

ATTENDEES:Marsha Cavanagh (leader)

Howard Coye

Greg Fearing

Steve Grauberger

Samarah Ignacio

Jon Madsen

Peter Marcotte

Dave Vogelzang

JoAnn Yates

Pat McMahon (facilitator)

Larry Rucks (facilitator)

TASK GROUPS (purple post-its)

Group NumberGroup Description

1Communications

2Processes & Programs

3Technical

4Sales Account Management

5Planning

6Business Models (Pricing & Funding)

7Go to Market

8Flexibility

9Misc. Admin.

10Management (Budget, People)

TASKS (large yellow post-its)

Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description

1494GDrive direct design-win revenue

2494GDrive revenue through AP Partners

3492HCreate programs (e.g., Medallion)

496ECreate coverage models

474GCoordinate big complex end user deals

467DDevelop GTM initiatives

4610CPeople performance management - team, individual

456EConstruct funding model proposals (e.g. APDF)

448FAdapt to change (ongoing)

431AUpdate AP/SMI valve prop presentation

433BEvangelize Sun technologies

435FCompensation architecture

426EEstablish and/or negotiate discount/pricing models

416EConstruct AP contract elements (globalization)

416EIntegrate Channel into sales coverage model

402HFit Sun programs to AP business needs

406EBattle with time zones for funding

407DAssure Aps are in key corp events

393BCreate technical solutions

393BCreate business/technical coverage model

395FPlanning

3910CTrain staff

381AUpdate mgmt on industry trends

388FCoordinate resources

374GLead selling teams

375FManage YTD/QTD - Revenue/TI performance

376EConstruct AP business models

377DDirect execution of map co-selling programs

358FPut out fires

346EPrioritize AP Partners by market segment

346EPassport

332HImplement AP Sales programs

321ADrive AP coverage points within other Sun orgs.

324GCreate service quote

327DConstruct process around co-selling models

312HDevelop processes around initiatives

302HDrive/leverage Channel for technical expertise

292HDefine cross-LOB processes

293BCreate white papers

298FContinuously prioritize team effort

284GTactical sales account management

2810CCalculate & pay out of Sales Rep compensation

262HArchitect AP Partner Portal

269FCommunicate/report progress or issues

254GSells DTS (Developer Tech Svcs)

256EQualify AP Partners via application process

259FAttend meeting (in person or on phone)

241ADrive communication and awareness of business practices, processes, etc.

244GManager P.O.'s

239FAttend training

224GManage loaners

215FBudget management

219FRead email

208FProvide guidance to RD's

191ACoordinate internal communications

183BAcquire equipment

189FAdminister internal systems

89FTravel

1Negotiate with internal groups for AP resources

1Partner w/ internal Sun groups

1Organize/incent working nicely among other orgs

1Interface between Sales and SDC

1Update SMI on ISV market place

1Align AP stakeholders

1Cross-coordination across LOBs and other organizations

1Coordination point to key linkage for organization

1Main interface to MDDR on AP issues

1Create presentations

2Project, management assessment

2Develop internal processes/tools (i.e. SAR tool)

3Create hardware config

3Assemble/communicate technology trends

3Create reference solutions

4Manage ISU/SMI pipelines

4Approve sales allowances

4Negotiate splits

4Sales Account Management for top Aps

4Forecasts bookings

4Produce reports on major ISU opportunities

4Forecast revenue to management

4Sales calls

4Makes sales calls

5Develop MRP plans

5Allocate resources

5Prepare budgets

6Engage Channel for DW coverage

6Route AP inquiries

6Grovel for funding

6Create/Align Apps Sales coverage models

6Leverage affinity stream for influences fees to Aps?

6Architect and deploy global contract architecture

7Engage Aps in Sun Anchor events

7Design demand creation programs (e.g. Medallion)

7Assess AP needs

7Research proposed initiatives

7Engage Partners in co-selling/co-marketing initiatives

7Architect G-T-M initiatives

8Distinguish daily fires with/between certain orgs (who shall remain nameless)

9Create/read monthly reports

10Review/create SE job description

10Rate employees

10Manage GTM team

10Fix Comp Issues

10Hire employees

10Coach managers

10Develop people

10Process goals sheets

10Interview potential employees

10Leader of SE/SR teams

TASK STEPS (blue post-its)

Step NumberStep Description

1-1Identify account opportunities

1-2Qualify lead/make sales call

1-3Forecast opportunity

1-4Research & architect solution

1-5Craft proposal

1-6Present proposed solution

1-7Obtain acceptance

1-8Obtain P.O.#

1-9Book order

1-10Ship order

1-11Bill for order

1-12Install equipment

1-13Collect receivable

1-14Manage customer satisfaction

2-1Receive end user lead

2-2Qualify lead

2-3Forecast opportunities

2-4Architect solution

2-5Present solution to customer

2-6Support Account Team as required

2-7Receive credit for booked order

3-1Identify problem

3-2Solicit feedback & input

3-3Identify objectives (e.g., demand creation, leads generated, attendees at seminars, timing)

3-4Identify alternatives

3-5Flesh out alternatives

3-6Propose viable solution

3-7Determine key constituents

3-8Propose to constituents & ask for commitment

3-9Form project teams

3-10Develop project plans

3-11Implement project

3-12Secure deployment commitment ($) from field

3-13Manage deployment

STEP DEPENDENCIES (yellow post-its)

Dependency NumberDependency DescriptionDependency Provider

1-1-2Identifying opportunitiesMarket Development

1-1-1Branding awareness & imagingCorporate Mkt

1-3-1Forecasting toolI.T org

1-4-4Benchmarks, Equipment accessGTO

1-4-3Technical proficiency, state of art solutionExternal trading sources

1-4-2Technical informationS.E. Organization

1-4-1Product informationProduct groups

1-5-6Loaner equipmentSun Camp

1-5-5SAR "Discount" approvalAPPS

1-5-4Completed services quoteE.S.

1-5-3Completed consulting quoteSun PS

1-5-2Completed hardware quoteeSun

1-5-1Scope tool approval gets tool approvalE.S

1-6-3Lease T's & C'sSun Lease

1-6-2Margin analysis, approvalFinance

1-6-1Value propositionProduct group

1-7-1Influence, Exec VisibilityExecutive Offc

1-9-1Booked order, contact mfg, credit approvalseSun

1-10-1Shipped productOperations

1-11-1InvoiceAccounts Receivable

1-12-1Services installES/PS

1-14-1LQI, CQI reportsCustomer Advocacy

2-1-3Lead opportunitiesEnd user acct team

2-1-2Lead opportunitiesS.I.

2-1-1Lead opportunitiesAP

2-2-1Application availabilityMkt Dev & AP

2-4-4Application/Implementation expertiseS.I.'s

2-4-3Application expertise & practices on SunAP

2-4-2Deployment expertiseESPS

2-4-1Sizing, technical experienceCompetency Center

2-5-2Implementation expertiseProfessional Services

2-5-1Application expertiseCompetency Center

2-7-1Acknowledgment of Apps involvementEnd user team

3-2-1Competitive dataMkt Development

3-2-2Feedback, input, detail, suggestion, assessLOB Partner type

3-2-3Feedback, input, details, suggestionCorp. Mkt

3-5-1Bus. Model feedback, costs, timingMkt Development

3-5-2Bus. Model feedback, costs, timingLOB Partner types

3-5-3Bus. Model feedback, costs, timingCorp Mkt

3-5-4Bus. Model feedback, costs, timingProgram specific group

3-8-1Endorsement & commitment leverageExecutive sponsors

3-8-2Committed dollars & resourcesStakeholders








3-12-2Call to action & commitment to implementSUMM (selling, unit, mkt, mer)


3-13-2Execute the eventSUMM

STEP MEASURES (green post-its)

Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User

1-3M-1Forecasting salesSales RepSales mgmt

1-9M-1Booking cycle timeeSun quote per 24 hrsSales mgmt

1-14M-1Revenue goal $$FinanceeSun mgmt

1-14M-2LQI/CQI MetricsCustomer AdvocacySales mgmt

2-7M-1OBM pointsEnd user teamEveryone!!!

3-13M-1Performance against objectivesImplement programEnd user team & apps

3-13M-2Execution against project planProject MgrExecutive sponsor, stakeholders & apps

Apr30_Solution_Integrators

PARTNER TYPE: Solution Integrators

SESSION DATE: Monday, April 30

ATTENDEES:Darlene Yaplee (leader)

Lisa Sieker

Michael O'Brien

Lynn O'Connor

Elena Ponce (facilitator)

Raj Rangaraj (facilitator)



1Competitive Match Up

2Operations

3Value proposition Cust/Partner

4Incentives

5Roles & Responsibilities

6Solutions

7Programs & Offers

8Field Engagement

9Technical Support & Coverage

10Co-Sell

11People Development

12Co-Market



1287 & 14HDefine GTM strategy, deliver/execute/implement (including make practices sales ready)

286HMake practices sales ready

2288AGet field buy-in endorsement

286HBuild solutions that represent iForce (as subset of make practices

2712DFind funding & marketing offers for Sun's SIs

274FAlign resources to partner ROI and potential ROI

276HInitiate key solution offerings from SIs for Sun

2710DDevelop accountable co-sell model

275ETighten up executive sponsor role

261FDefine total customer mgmt. And how Sun will address

261FCreate a higher value proposition than IBMe

265EDefine roles and responsibilities of people

2614DLead top 7 system integrators for Sun - leverage service coverage

264FCreate influence fee program

261FImplement IBMGS competitive analysis

2610DImport & export in/out of time zones

2612DCreate programs to generate demand

2611CRecruit & retain talented sales people + Biz Dev

268AEducate field sales force on partner offers

251FCreate chart of IBMGS vs Sun from customer's perspective

251 & 14FCreate differentiated packaging for Sun's IBMGS offering

259BTechnical support architecture for practices globally

257HPartner profiles definition/architecture + tool

245ECreate agenda to drive Sun execs. to influence partners

247HCreate programatic coverage offers

2412DInput for marketing strategy/programs to support SIs & their practices

241FCreate analyst perception of Sun & Partners) IBMGS

2414DPrioritize tier SIs and eIs

248ATime Zone communications of offers & partners

247HSI partner contract & guide

237HLeverage baseline program offerings to SI partners created outside the group

2314DSI research & recommendation for practices, profiles, and investments

236 & 9HEvangelize Sun tech, products and preferred partners

2214DSet global SI partner strategy by LOB and by acct.

223DDevelop value propositions for partners and customers

224FWatch compensation models for different employee roles

225ETighten up PCAM/partner exec meeting follow-up vs goals

215EDefine global coverage model

216 & 7HDetermine qualifications for Sun initiated programs

211FStay focused on SI competitive market for SI mindshare

216HQualify initiatives and resource accordingly

202FGlobal PR communication plan for SIs

192FMeasure success

192FManage budget

187HBusiness plan architecture & tools

188ACreate core pitches! -Global SI -By acct -By HQ function

186HInter operate with other Sun biz units

187HPartner Portal

177HGlobal SDC offer

1712DSpokesperson for PLOB on events, PR, initiatives, Strategy

167HAdminister leasing program

1611CCreate an environment to bring along talent

145 & 10EIntegrate iPlanet, PS for GTM and acct mgmt

7Create global contract

7Define SI partner type across other PLOB's -> Distinguish!

7Create incentives for partners and sales reps to participate in programs

7Create a higher partner value prop.

7SI program strategy, architecture& tools

7Create offers that allow for localization

8Build support programs for TIER II & III partners

7SI offers/benefits and criteria

6Create customer ready solutions

6Create SI lead horz practices

6Bring best of brand name integrators to Sun field

6Identify opportunities to invest in partners

6Identify markets that represent incremental opportunity

6Define target areas based on research for SI/eI focus

6Determine direction for "Best Bets" for practices

6Integrate solution creation process with Sun groups

6Work across our division bringing repeatable solutions

6Team w/ other Sun Bus - iPlanet, Sun PS...

5Develop key roles for covering system integ.

8Lead group of partner reps who cover SI globally

10Co-sell

10Globalize co-sell and co-marketing

12Co-market

12Create demand for services capacity on Sun

7Create channel & program criteria offering for SI's

7Create leveraged support models for partners to decrease facetone required



1-1Obtain research needs

1-2Validate, analyze synthesis

1-3Make practice recommendation to SI partner group

1-4Validate w/ partners SI & ISV

1-5Obtain partner commitment

1-6Seek SU endorsement & commitment

1-7Build a solution

1-8Deliver field sales readiness

1-9Co-sell plan developed - target lists

1-10Develop co-mktg plan

1-11Execute

1-12Reporting & tracking

2-1ID need

2-2Clarify validate localization reqmts

2-3Provide global F.W.

2-4Executive review & buy-off

2-5Deliver program material/advise

2-6Post implementation review (S)



1-1-1Field needs13 SU heads

1-1-2Market & IndustriesM&I group

1-1-3VOCM&I, 13 SUs (various & inconsistent), 3rd party

1-1-4Feedback of partnerPartner HQ, PCAMs, 3rd party

1-1-53rd partyIDC, Gartner

1-2-1HQ/SU sponsorshipHQ, 13 SUs

1-3-1Feedback/reality testingPCAMs, SUs

1-4-1FeedbackISVs & SIs

1-5-1Partner (SI) (AP) sponsorSIs & APs

1-6-1Agreement & commitment13 SU

1-7-1Validity of solutionField SE technologist

1-7-2Proof of conceptiForce Ready Center, Cust. reference, SI Partner

1-7-3iForce ready CenterAP

1-7-4iForce Ready Center for proof of conceptSI

1-7-5Value prop. development for PartnersPartner, SU Partner Rep, Global mktg

1-7-6Cust. value prop from partnersPartners

1-7-7AP components of the stackSI

1-8-1Globalize introduction of solutionPCAMs, Global GTM SR

1-9-1Target acct. namesSU Partner Rep, Partner

1-9-2Common engagement frameworkPCAMs, SI

1-9-3Common incentive planFin./Legal/Sales Global team mgmt.

1-10-1Mktg. offerPartner Mktg.

2-1-1InputSU heads

2-1-2Input3 TZ's VPs

2-1-3InputFin., Legal and Mktg.

2-1-4InputTZ Technical

2-1-5InputPartner

2-1-6ID needPLOB

2-2-1All stakeholdersSUs, TZ VPs, Bob M.

2-2-2ProposalGlobal team - reps of 12 SUs

2-3-1Global team proposal reviewGlobal team - reps of 12 SUs

2-4-1Buy-off3 TZ VPs

2-4-2Support staffTZ

2-4-3Review buy-offPartners VP

2-4-4Support of effort communicatedSU VPs to TZ VPs

2-5-1Localize executeSUs



1-3M-1Closure on recommendationInternalAll stakeholders

1-6M-1# of participating SUsInternalM&I, execs., Field, SI groups

1-7M-1# of solutionsInternalPress, Ind. groups, Stakeholder

1-7M-2Coverage of practice areas (preferred)InternalM&I, execs., Field, SI groups

1-7M-3# of priority AP partners solution portfolioInternalInternal

1-9M-1Plan developedInternalGroup & Partner

1-9M-2Quality of customer opportunityInternalSI group

1-12M-1Joint targeted accts. wonSU Partner Rep or Global GTM RepVested execs. at Sun

1-12M-2iPlanet revenueManual availableiPlanet, PCAM, execs.

1-12M-3eStrategy workshopManualPartner, SU

1-12M-4Services capacityPCAM, GTM, SU & Partner, ManualAll stakeholders, execs.

1-12M-5Revenue on Sun (aggregate only)ManualStakeholder

1-12M-6Services revenue (aggregate only)ManualStakeholder

1-12M-7PS revenue (aggregate only)ManualStakeholder

1-12M-8Edu revenue (aggregate only)ManualStakeholder

1-12M-9Future: market share

1-12M-10Future: press

2-3M-1Completed fw.- against goalPLOB - recordsSU's needs

2-6M-1Local implementSU recordsPartner group needs

2-6M-2Achievement vs prog. metsSU recordsPartner group

May1_OEM

PARTNER TYPE: OEM

SESSION DATE: Tuesday, May 1

ATTENDEES:Kris Snow (leader)

Daniel Tom

Jan Rath

Bob Stephens

Chris Naden

John Martin





1Communications

2OEM Portal

3Policy Development

4Program Development

5Contracts

6People Management

7Executive Communication

8PRM Data Collection and Analysis

9Staff Commuication

10Technical Support

11OEM Council

12Skill Development

13Organizational Structure

14Self-Fulfillment



1493DDrive OEM/iOEM Partner issues into concrete programs and solutions

2443DDevelop cohesive sales strategy for worldwide partners, assuring consistency

34411AManage OEM Council

4445FDraft, negotiate, and sign contracts

487ABuild Consensus between LOB,TZ's and OPS

484Hdevelop Programs for Distributors

4813EMerge Various GSO Organizations

481ADeploy OEM Programs To Field and partners

476CPeople manager

4610BProvide Communication Infrastructure for the OEM, technical & acct manager

467AOngoing Visibility meetings to Status

454HDevelop Product change Notification

443DParticipate on Global Warranty Council

4310BProvide Direct engineering skill for the OEM to be successful

4310BTrain the OEM technical sales support resources

437AOEM Partners Briefing Present to OEM's at CBC briefings

432GDevelop Manage/ post content for portal

4310BLay out a plan of Attack for "solving OEM requirements

429ACoordinate with peers in staff mtgs

424HEnforce Presto, PLC OEM Requirements

418GMeasure OEM Partner loyalty

4114Cmaintain work/ life balance

411Aresolve OEM issues that are unresolvable by field

401Adevelop Maintain Content for OEM Advantage page

4010BAssure Success of the OEM..from a technical perspective

3912CTrain/Learn Product details sales OPS legal

394HConsult Guide TZ actions i.e.terminations in U.S.

3810BProvide "gate" for designation of Sun IP

384HHelp develop/Iprove processes

378GDetermine Measure OEM revenue By Accounts/SU

361AOversee HQ Rel w/our Dist + MVAI Partners

3610BProvide LAB environment for the OEM, partner and technical manager needs

3510BWork with BU engineering Product Mkting and technical Mkting

355FConsult w/ clients For Legal advice

344HStrive to keep OEM channel pure

3410BDevelop and send weekly OEM product Communications

322GRepresent LOB in Future Communication Vehicle development

325FDecide Legal/Biz Policies for group or Clients to follow

3210BProvide Backline "skill" for the OEM technical Account manager

3113EDevelop OEM vision Pitch

3110BEstablish requirements and connect the support resources

313DParticipate on PDO Council

298GManage database of OEM Partners

284HWrite/ Develop Criteria for MDF Program & oversee program

277AParticipate in ongoing Informational; Interviews w/ employees outside of the organization

268GDevelop OEM Competitive Matrix

269ADevelop Monthly Reports

244HDrive the process for the indirect authorization program

211AMaintain Daily Contact w/ TZ Channel Managers

208GOversee POS collection process

8Develop & approve revenue strategies for ME partners

4Identify potential programs for OEM partners

9Attend Bi-weekly staff meetings

3Participate in special projects

3Contribute/ participate on Global Pricing team

5Evaluate Risks of participation positions proposals in Contracts/deals

1Resolve Tactical Sales /Infrastructure issues when they arise

1Answer miscellaneous questions from field personnel

12Attend Training classes

12Learning process (sales,ops, Legal)

7Roll-up issues to execs mgt re: ME partner sales

7Evangelize OEM initiatives to other Sun Organizations

7Develop Monthly Reports

6Determine Compensation Structure

6Develop Individuals for further Career advancement

6Write Employee Evals/Review Promo templates

6Manage a WW sales Team focused on ME Partners

6Manage Employees/ reports

1Communicate w/ internal OEM community

1Communicate all news to OEM partners

10Remove all technical obstacles for the OEM's success

10Understand the OEM's technical requirements

11Own responsibility for channel advisory council meetings

12Legal training

4Oversee the MDF Program process

9Consult w/ Report for assistance on their tasks

13Create new OEM organization

3Set-up Global OEM pricing Model

3Assemble virtual team to define & develop[ the indirect authorization PGM

5Upgrade reference Guide

5sign OEM Contracts/NDA's

5Draft contracts

4Identify areas of Improvement for Sun in the OEM space

4Develop business offerings to address OEM business requirements

4Determine needed mods to existing programs/business practices

4Define Criteria for Distributors and MVAI's

4Identify /Quantify OEM's Business requirements

5Close Contracts to Drive revenue

5Approve Contracts/ executive Summaries

5Approve OEM Contracts

5Approve VAI & OEM Applications for ME

2Develop Content For Portal

8Develop OEM Partner Loyalty Index

2Participate in Partners to the WEB efforts

1Present Portal strategy & vehicle to field

1Manage Quarterly OEM-Product Development Summits

1Represent LOB in Corp Direction of Portal

1Talk to Customers about status, issues, questions

1Present Advantage Program to Potential partners

1Communications Programs (ME) to the field



1-1Identify need

1-2Collect data to define need

1-3Prioritize need

1-4Assign to owner

1-5Create action plan

1-6Execution action plan

1-7Measure against success criteria

1-8Refine and maintain

2-1Develop SMI OEM vision

2-2Identify affected sales organizations

2-3Identify OEM Sales resources (within Sun)

2-4Identify core competencies and best practices (i.e., analyze wins)

2-5Identify gap between vision and current practices

2-6Develop action plan and coverage model

2-7Obtain stakeholder buy-off

3-1Select date

3-2Select venue

3-3Hand pick and invite members

3-4Collect data from participants

3-5Develop agenda

3-6Recruit presenters

3-7Manage event details (food, logistics, etc.)

3-8Brief presenters

3-9Finalize presentations

3-10Conduct event

3-11Debrief, evaluate event

3-12Initiate follow-on activities

4-1Receive OEM & Partner feedback

4-2Evaluate The needs/requests

4-3Buy-in from affected Sun groups

4-4Revise template to address Partner Needs and Protect Sun interests

4-5Revise with Partner for acceptance

4-6Rollout to Time Zones



1-1-1OEM IssuesSales Account, management team

1-1-2OEM IssuesPartner

1-1-3OEM IssuesPartner Integrators

1-1-4OEM IssuesSun business units

1-2-1OEM IssuesSales Account, management team

1-2-2OEM IssuesPartner

1-2-3OEM IssuesPartner Integrators

1-2-4OEM IssuesSun business units

1-2-5Competitive DataMarket research organizations

1-2-6Best PracticesOther Sun LOBs, and market research organizations

1-3-1PrioritiesOEMs

1-3-2Strategic alignment/directionSun senior executives

1-5-1Information, approval, guidance, expertise, and resourcesCross-functional subject matter experts

1-5-2Input ideas, validationOEM, other partner type

1-6-1Information, approval, guidance, expertise, and resourcesCross-functional subject matter experts

1-6-2Input ideas, validationOEM, other partner type

1-6-3Execution of action itemsAffected organizations

1-7-1Result against action planAction plan executors

1-7-2End results, feedbackOEMs, other partner types, acct. team, Sun business units

1-8-1Refining and maintainingSolution owner (if outside OEM Partner sales)

2-1-1Executive buy off and supportEMG, OMG

2-4-1Details of specific winsAccount teams, Field Sales Mgt.

2-4-2Other OEM best practicesExternal Market Researcher(s)

2-4-3Best PracticesOEMs & Partners

2-6-1Action plan input, buy-in, resources, and informationAffected Sun organizations

2-7-1Buy-offStakeholders

3-1-1AvailabilitySun Execs

3-1-2Other event conflictsMarketing calendar

3-2-1Property avail.Meetings at Sun

3-2-2BudgetFinance

3-3-1List of suggested attendeesField Sales

3-3-2Strategic relationshipExec. mgt.

3-4-1Follow-up, relationship mgt.Field Sales

3-4-2Provide dataCouncil members

3-5-1Agenda suggestionsCouncil members

3-5-2Content recommendationsProduct bus. units

3-5-3RecommendationsExec mgt.

3-6-1Schedule availabilityAdmin. Assistants

3-6-2Qualification of requestsExec. Assistants

3-8-1Guidance, roll definitionEvent facilitator

3-9-1Staroffice presentationsExec. Admins, Admin. Assistants

3-10-1Presentation deliveryPresenters

3-10-2Active participationCouncil member

3-10-3FlowFacilitator

3-10-4LogisticsVarious contractors

3-11-1FeedbackParticipants

3-11-2Action items & feedbackExec. mgt.

4-1-1Feedback IndicatorOEM partner & field Sales

4-2-1InputField Sales

4-3-1Buy-inFinance & Sales

4-5-1ReviewPartners



1-8M-1Is Need Met?OEM Account Team, other partner typesTask owner (1-4), affected organizations

1-8M-2Program roll-out cycle timeIssue ownerAction team, affected mgt. Team

2-7M-1Revenue growthFinanceOEM Sales, Executive Mgt.

2-7M-2CLICustomer AdvocacyCustomers, Exec. Mgt., Sales

2-7M-3Resource allocation (headcount)Finance, Sales Opn'sSales Mgt., Exec. Mgt.

3-4M-1Survey feedbackCouncil membersOEM Partner sales, affected execs.

3-12M-1FeedbackParticipantsAffected Execs., OEM Partner Sales

3-12M-1Spending vs. budgetFinanceOEM Partner Sales

4-5M-1FeedbackOEM and other channel PartnerSales and OEM Partner Sales Legal

May14_Partners_to_the_Web

PARTNER TYPE: Partners to Web

SESSION DATE: Monday, 14 May

ATTENDEES:Genelle Trader (leader)

Patty Long

Zeynep Koch

John Duckgeishel

Harald Becker

Marygay Grizwin





1Deployment

2Business architecture

3Business requirements

4Partner/field engagement

5Support/maintenance

6PRM strategy and integration

7People management/development

8Business intelligence

9I.T. Management

10Executive management planning

11Success measurements

12Business alignment

13Internal and external communication

14Project planning process



1423EDefine, develop requirements for partner PTW including tools, content, GUI PTW, PRM

2429BDrive & monitor I.T. scalability/performance

34210EDrive/oversee strategies, implementation of partner revenue to web

4398EDevelop ideas for future strategies for PTW solutions

4210EDrive/oversee "e" processes in support of key PTW initiatives

425BEnsure support plans in place

4210EOversee mgmt of PTW team and all key PTW deliverables

429BDrive/monitor IT mgmt on development/delivery of PTW deliverables/strategy

4110EParticipate on GSO Executive Steering Committee

419BAnalyze IT responses & architecture proposals

401FRegister/administer partners to access P. Portal & PWD

4013ADevelop communications to set internal expectations

3811FStudy usability + track usage

371FCheck inter-operability tools/applications

3711FSurvey Partners focus group

3614HProject manage Portals, eComm tools

3612EResolve bus. & IT alignment issues

3612EParticipate in project prioritization negotiations

3611FDrive/oversee PTW measurement strategy monthly reporting

362EDevelop & drive global communication processes

368EStay on top of industry trends, competitive benchmarking (e.g., attend conf's, talk to analyst etc.)

354GDevelop robust engagement programs

3513ADevelop & communicate programs for external audience + messages + templates

3511FMeet w/ Partners to gain Partner feedback (ongoing), capture email feedback

344GDevelop engagement processes & team

342ERe-architect business processes for Web-First Model

3310EDevelop MRP and oversee/drive alignment of TZ/Corp MRP alignment in support of FY02 PTW goals/initiatives

331FCheck the policies & legal readiness review

332ELead definition of: Content Business Architecture

337CManage/motivate/develop employee(s)

336GDevelop PRM strategy & integration/plan implementation

338EDevelop and provide ROI analysis

334GCheck for inter-operability/visibility of eCommerce tool with Portal

325BManage change management, posting content, changing views etc.

328EProvide reporting to drive strategy - competition, qtrly briefing session etc.

326GManage Global Program Office for profile tool

325BProvide support for implementation & migration of content to new environment

3113AEvangelize/support of PTW initiatives

3111FManage/run quality assurance for P. Portal

311FTest/evaluate the designed (alpha/beta) PTW

3011FTrack engagement

292ECoordinate the implementation of a global content management model partners

291FEnsure training requirements for PTW are delivered/forum exists

279BCheck inter-operability of eCommerce tools with other IT tools/processes

273ECapture feedback from timezones on RFE's for PTW

261FDevelop user documentation for PTW

259BVerify PTW functional spec acceptability with time zones

255BSupport MySun centers

241FDevelop guidelines for use of Portal, tools, demo accounts

245BDevelop value propositions & positioning strategy

2114HEvangelize adoption of structured program mgmt practices & tools

2110EDevelop proposals for alignment of roles/responsibilities

2114HDevelop document management strategy (aka LiveLink)

3Input to: look-n-feel & navigation standards

3P. Interactions - integrate tools/services to partner portals

13Meet with LOB mgmt to drive support/alignment

10Plan & estimate resource requirements

3P.I. - design/story board the requirements for the portals

8Research new opportunities for content solutions

13Communicate project status with time zones & LOB

12Drive/monitor global rollout of key tools in support of PTW goals

3Lead definition of: content publishing system requirements

3Prioritize requirements for P. Portal

11Work with IT to measure usage patterns of eCommerce tools

3Gather partner sales requirements for content coll. (MySun Center)

13P.I. - communicate changes, updates, developments in the PTW space

3Develop BRD for eCommerce tools with time zones

8Monitor collaboration trends (content, (-Commerce)

8Monitor PRM market/trends/vendors

8Create PRM ROI model & analysis

8Evaluate content coll. Tools

10Develop/submit MRP

7Manage /develop team spirit & success

7Manage/motivate/develop employees

13Communicate project status on PRM & content coll. to key stakeholders

3Consolidate timezone requirements for eCommerce tools

13Present Sun PTW eBusiness strategy to partners/customers at CBC

9Monitor eCommerce tool development with IT

9Drive/monitor IT mgmt on development/delivery of eCommerce strategy/deliverables

9Work with IT to ensure scalability of eCommerce tools

8Conduct competitive research

3Document content business systems requirements

3Assess int. & ext. PRM business requirements

13Evangelize PRM initiative within Sun

9Work with IT to ensure performance of eCommerce tool

11Monitor partner feedback of eCommerce tools

13Meet with TZ mgmt to drive support/alignment

10Re-align initiative deliverables with emerging corporate directions

11Track usage

8Provide PTW financial reporting

10P.I. - define roles & responsibilities for Portal related processes

8Conduct qrtly. strategy briefing sessions

14Usage of structured program mgt processes

10Prepare deliverables roadmaps

10Direct/monitor TZ PMO deliverable

3P. Interaction - develop BRD for Partner Portals

6Assess Sun internal PRM bus. requirements across Tzs

6Develop PRM implementation plan

6Create PRM Integration strategy into Portal platform

6Develop PRM Best Practices

6Identify Partner Sales dependencies

1Create user documentation for eCommerce tool

6Plan FY02 PRM roll-out

1P.I. - Develop user documentation for P. Portal

6Analyze Partner Sales processes

1Manage content-related program, schedule, roll-out

2Lead definition of: content publishing processes

1Develop test plans for eCommerce tools

1P.I. - project manage the deployment of Partner Portals

1Work with IT on eCommerce tool training materials for time zones

1Pilot testing of eCommerce tool

6Assess Partner requirements for PRM



1-1Market analysis

1-2Need assessment

1-3Prioritize needs

1-4Develop BRD

1-5Negotiate functionality needs w/ I.T.

1-6Approve functional specs

1-7Get funding approval

1-8Assemble virtual team

1-9Develop implementation plan

2-1Define parameters

2-2Define target performance & scalability measures

2-3Review I.T. load/scalability plan

2-4Negotiate business requirements vs I.T. deliverables

2-5Monitor I.T. performance against plan

2-6Analyze user experience feedback

2-7Report performance to I.T.

3-1Understand & contribute to corporate goals

3-2Perform situation analysis

3-3Identify goals

3-4Develop strategy to meet goals

3-5Develop implementation plan

3-6Obtain agreement on the plans

3-7Monitor & report on progress

3-8Apply lessons learned

4-1Develop Fiscal year plan

4-2Perform situation analysis

4-3Review feedback from Partners

4-4Conduct brainstorming workshop

4-5Prioritize the ideas

4-6Validate scope with I.T.

4-7Develop & publish high level roadmap



1-1-1Mkt research3rd Party market Research Organizations

1-1-2Mkt analysisOther BU's & Time Zones

1-1-3Industry intelligenceConferences, groups networking

1-1-4Competitive benchmarksOther companies competitors and consultants

1-1-5Strategic direction & limitationsInternet services organization, Sun I.T.

1-1-6Goals, strategic mkt focusExecs

1-2-1Partner & local requirementsTZ's

1-2-2Global requirements by Partner typeLOB's

1-2-3Partner feedbackPartners, internet services, research firms

1-2-4Specific B.U. requirementsBU's (e.g., ME, E.S., C.S.)

1-2-5Process integration requirementsSales operations

1-2-6Inter-operability requirementsOther initiative drivers

1-3-1TZ's local prioritiesTZ's

1-3-2Executive prioritiesExecs

1-3-3Partner prioritiesPartners, internet services, research firms

1-3-4Spending guidelinesFinance

1-3-5Global priorities by partner typeLOB's

1-3-6Known critical issuesField, I.T., Partners & Acceptance testing

1-4-1Fine tune & review & I.D. Risk & functionalitiesTZ's

1-4-2BRD by Partner typeLOB's

1-4-3AlignmentInternet services

1-5-1I.T. engagementI.T.

1-5-2Alignment with other initiativesOther initiative owners

1-6-1Feedback & approvalLOB's & TZ's

1-7-1Non-budgeted funding approvalExecutive staff, finance

1-7-2Incremental fundingLOB's

1-7-3Funding alignmentI.T., TZ's & LOB's

1-8-1Bodies & time commitmentsI.T., LOB's, BU's, TZ's, &Internet services

1-9-1Schedule/process alignmentLOB's, TZ's, I.T. & BU's

2-1-1Usage requirements (type of activity etc.)LOB's, TZ's

2-1-2Usage tracking click streamI.T. services (Net Genesis)

2-1-3# of actual registrationsTZ's

2-2-1Industry performance standardsSETI (Sun Internal Org)

2-3-1Load, scalability & testing plansI.T.

2-4-1I.T. alignment with business requirementsI.T.

2-5-1Participation in bi-weekly reviewsI.T.

2-5-2Purchase needed tools/instruments & HWI.T.

2-5-3People resourcesI.T.

2-5-4Performance dataI.T.

2-5-5Hosting environment aligned w/ business planI.T.

3-1-1Communicate corporate goalsExecutives

3-2-1Partner status infoTZ's, LOB's, selling units

3-2-2Data extraction from Sun awareFinance/Corp goal reporting

3-3-1Help identify the gapsTZ's, SU's

3-4-1Strategic inputTZ's, SU's

3-4-2Best practice benchmarking3rd Party Organizations

3-4-3Direction, support & feedbackExecutive mgt

3-5-1Input & buy-in & resources supportTZ's, SU's

3-5-2EDI/EDE plansTransactions over Web (Jim Decker)

3-5-3Input to implementation planSales order processing

3-5-4Integrate Sun-RampSunSmart, Sun-Ramp

3-6-1Agreement to follow plan processSales order processing, TZ's, SU's

3-7-1Financial rev dataFinance/Corp goal reporting, SunSmart

3-7-2Review revenue data - provide finance dataTZ's, Finance & SU's

3-8-1Recommendations, resolutionsStakeholders

3-8-2Enhancements & integrationService Providers (3rd Party)

4-1-1Deliverables based on their capacityI.T.

4-1-2Corporate goals & directionTop Executives

4-1-3MRP alignment dataTZ's, LOB's

4-2-1Validate situation dataTZ's, LOB's

4-2-2Current I.T. status & planI.T.

4-2-3Strategic direction information & standardsInternet services

4-2-4Current needs/plansBU's

4-3-1Usability, gaps & functionality, competitive & user needFocus grps, Partner competitive research grps

4-4-1Preparation & active participationOther initiative owners, TZ's, BU's, I.T.

4-5-1Review & approval of listTZ's, BU's, I.T., Initiative owners

4-6-1Evaluation & feedbackI.T.



1-1M-1Best of Breed & competitive infoIndependent mkt researchPTW, Execs & stakeholders

1-4M-1Sign-off BRDKey stakeholdersPTW

1-6M-1Sign-offKey stakeholdersPTW, I.T.

1-6M-2Bus Proc LifecyclePTWExecutive staff

1-7M-1Sign-offKey stakeholderPTW

2-1M-1Competitive performanceSiteSeerPTW

2-5M-1Site see-er report3rd PartyPTW, key team, I.T., SETI

2-5M-2Portal & PTW desk performancePTWExecutive staff

2-5M-3Incident logsWWAS (Service desk)PTW

2-7M-1Usage, performance & feedback summaryPTWStakeholders

3-1M-1Audit reviewCorp goal auditorPTW

3-4M-1Sign-offTZ's & stakeholdersPTW, Executives

3-5M-1Sign-offTZ's & stakeholdersPTW, Executives

3-7M-1Partners review over the WebPTWTZ's, Execs, SU mgrs

3-8M-1Opportunity targets reportPTWTZ's

4-4M-1Participation feedbackPTWParticipants

4-7M-1Sign-offExecutive staffPTW

May15_Service_Providers

PARTNER TYPE: Service Provider

SESSION DATE: Tuesday, 15 May

ATTENDEES:Dan Miller (leader)

Liz King

Derrick Knight

Philip Nenon

Ivonne Valdes

Pam Reyes

Yvette Montiel

Tracey Gleason

Steve Grauberger

Perry Chin

Elena Ponce (facilitator)




1Content creation

2Field support

3OPS/Financial Mgt

4Strategic programs & initiatives

5Internal communications & training

6Manage SP portfolio

7Compensation

8Analyst PR

9Contracts

10Cross SMI

11GTM Sales

12GTM engagement

13iForce leverage

14Research & analysis

15External communication



1563FDrive & track revenue enhancement & drive incremental Sun revenue + SP marketshare

2562BAdvise/coach reps on developing strategies with SP Partners globally

3564HDevelop lead exchange program for SP Partners

564HDevelop new generation SP programs & engagement process & participation criteria

556FDefine strategic SP directions (who, what)

555ADrive Sun's SP value prop messaging into Sun Salesforce

552BEducate & support field sales (GSO) on SP market and SP programs

5512DDrive SP GTM strategy sessions/plans w/ specific SP differentiation

546FManage SP "market map" (mkt segmentation & gap analysis)

549FComplete & obtain TZ agreement for SP Global Agreement, incl. competency

547FDevelop SP comp architecture

5411DIdentify & work to resolve obstacles preventing successful sales teaming w/ key SP's -overall, -big deal

5411DAccelerate adoption of GTM programs into top SP accounts

5214DPerform/gather competitive analysis

5211DComm. Sun's vision to SP at all levels

514HDevelop strategy & drive SP Executive Advisory Council

512BFacilitate SP sales team meeting and engaging w/ Sun sales org.

5111DMonitor/drive status at SP's -SP contract, -Suntone certification, -CDP/ SR GTM Dashboard

503FDrive/track SP goaling & re-goaling process

5015ADevelop and articulate GTM messaging & strategy to press & analysts & partners

508DEngage analyst support, influence for our effective positioning in the marketplace

491HCreate SP content for presentations & messaging for internal/external comm.

496FUnderstand and communicate the evolution of the SP business model back to mgmt

4911DEvangelize/leverage Sun's offering to SP market

494HDevelop scalable needs assessments for GTM readiness (for SP's & Sun Salesforce)

484HMaintain intenal SP web-site (gso-sp.sfbay)

4711DDrive GTM focus & partnering perspective into TZ SP account teams & SP exec levels

475AAssist SP & acct team to develop effective sales tools to drive revenue

474HDevelop SP distribution architecture

479FCreate SP contract status reports (for web site)

4712DProvide consultation to Sun Sales Reps on GTM plans & activities

464HIdentify key/focus Service Providers

469FNegotiate Service Provider agreements w/ SP

466FEvaluate new market trends & how these effect our model

463FTrack/report GSO SP budget/spend

4512DDrive Sun's next generation SP value proposition messaging to SP Partners

444HDevelop solution set deployment architecture & integrate into SP value prop

4413DRepresent SP community at review cross-partner discussions & task forces., -comp, -coverage, -solution sets etc. (Int/Ext)

4311DAttend weekly GTM plan sales call w/ SP and begin plan implementation/ identify resources/actions and due dates

435ADevelop training (external, internal) processes for all team deliverables

4213DDrive partnerships (SP, SI, CDP, VARs) & linkage to maximize leverage vs channel conflict

425ADrive internal communication plan/events

428DDrive SP value proposition messaging for press relations (press relations, articles)

429FFacilitate SP contract (US only) mgmt flow App -> Contract

4113DProvide support to other Partner LOBs (CDPs, AP, Channel, etc.) Sun Internal

407FFacilitate TZ comp implementation

394HCreate /maintain global SP resource listing

3812DSupport customer visits @ CBC

375ACoach and assist/train SMI organizations & field on GTM and their integration with our team to drive revenue and awareness

356FRecourse & equity investment analysis

344HProvide SP input to C.O.D. taskforce

338DReview/police PR quotes & activities

3215ADrive Sun's participation in ISPCon & other industry conference & all external events

312BRespond to field requests to architectural changes/TZ implementation

315ACoordinate team meetings & concalls

2712DDrive SP Partner participation in Sun events & Sun sponsored industry events

264HReview & provide input to SP application

2611DPlan SP Partner participation in Sun events

2510EProvide input to product BU's

173FManage SPDF

174HManage, coach and assist w/ teams' delivery of SP Partner Portal

13Facilitate teamwork cross functionally

13Matrix manage the different Sun offerings

13Provide support to CDPs

13Work on understanding the different Sun organizations and how I can utilize them

5Understand and communicate our vision to our teammates

6Offer input on strategic investments

3Track business closed as a result of Viking event & other GSO-SP marketing activities

12Evaluate strategic SP sales opportunities

4Coach, manage delivery of GTM engagement processes

4Develop SP customer specific lead generation

4Define Service Provider specific sales programs

3Define with team, team deliverable and hard measurements for success

10Marketing liaison to other Bus w/ regards to SPs

10Provide input to new offerings from IPE (i.e., FTR, SS)

4Integrate solution sets into SP value proposition

9Ensure SP contract compliance

9Define value criteria for SPs

9Continue to reinforce the fantasy that we will someday have a global contract

9Referee or negotiate TZ implementations

5Train SMI organizations on GTM strategy & programs

12Participate in and drive Partner GTM engagement at exec level

12Drive/assist SP to differentiate themselves from the pack

12Provide support to SP reps & SP GTM mgrs

12Meet w/ SP, drive joint GM plans with key SPs

12Drive managed services at SP w/ target market identified

4Develop process for new business engagement models

5Coach, manage delivery of internal communications vehicles - web site, etc.

5Develop GTM sales tools for the field to drive revenue

9Develop SP competency framework

9Keep Sun out of anti-trust violations (and Dan specifically)

6Evaluate market trends & new opps for Sun & SP Partners

2Escalate issues negatively effecting our ability to partner w/ SPs, including reporting problems

3Track end user payout

8Participate in analyst/PR communication

4Develop/create new SP strategies

1Provide content/messaging for presentations to & about SPs

1Prepare presentations

1Develop SP specific value proposition

2Support TZ SP field teams

2Participate on weekly GSO-SP concalls

4Define program participation criteria

3Drive revenue

1Create SP presentations & collateral for field (sales tools & internal training)

2Police Service Provider sales activities

4Develop GTM engagement guide for SP Partners

4Drive GTM planning methodology

4Develop new SP strategies

5Provide inputs on content for internal & external communications and other deliverables (contract, GTM programs, training)

2Assist team w/ activities involving SP HQ teams & SP Partners events

2Field responses on various SP issues

2Answer questions from field

2Provide GTM sales guidance to other accounts which are not assigned

1Review content for collateral - to include SP value prop

4Develop GTM programs for SP Partners

7Develop Sun comp for SP salesforce

6Equity investment analysis

13Assist in minimizing channel conflict

11Plan & implement Sun/SP cross training and sales engagement

11Ensure SPs have assigned resources for Sun

11Understand and communicate our vision to the SP maintain executive

12Target specific solutions for end users

11Develop and maintain executive relations at the customer

11Work on leveraging programs into assigned accounts

12Visit SP on a regular basis

12Dev customer specific strategies GTM sales initiatives

12Deploy GTM sales plan by SP

12Drive strategic GTM planning sessions

13iForce (SP, ISV & SI) linkage



1-1Identify opportunities

1-2Qualify opportunities

1-3Architect the solution

1-4Plan the GTM

1-5Develop the GTM plan

1-6Obtain commitment of GTM plan

1-7Execute the GTM Plan

1-8Assess result & revenue recognition

1-9Adjust the GTM plan

2-1Engage Field Sales org

2-2Educate & train Field Sales on SP value prop

2-3Concall to assess field needs w/ SP's

2-4Pre-qualify

2-5Direct to or engage with experts to address needs

2-6Make recommendations or give options

2-7Support the fields' communication to SP's

2-8Execute or re-assess

2-9Determine if approp. to make a program for other SP's

2-10Communicate or integrate into next gen.

3-1Receive Biz Dev Plan or Joint Mkt Agreement

3-2Risk/reward assessment

3-3Understand SP value prop

3-4ID lead sources

3-5ID how to generate leads

3-6Develop plan for lead capture

3-7Document for joint agreement

3-8Obtain agreement

3-9Execute the plan

3-10Measure results



1-1-1Profile the opportunityField Sales

1-1-2Possible lead endorsementField Sales, mgt, partner types, market dev, SI, AP's & Sun execs

1-2-1Buy-inLegal, Finance, Field area controller

1-2-2Information exchangeField Sales org

1-3-1Managing the customer relationshipField Sales

1-3-2ResourcesService Provider

1-3-3ResourcesField Sales

1-3-4Technical expertise & resourcesProduct BU's, E.S. & NSP MTI, MDDR

1-3-5InvestmentCorporate investments

1-3-6Augment Sun/SPs core competencyiForce Partners

1-4-1Managing the cust relationshipField Sales



1-4-4Resources & inputPartner mkt

1-4-5Planning process & assistanceOutside contractors




1-5-4ResourcesPartner mkt

1-5-5Planning process & assistanceOutside contractors

1-5-6Expertise & solution setsES, PS, Technical Advisors, SunEd, BUs

1-5-7Endorsement investmentField Finance Corp investment




1-6-4People & funding resourcesPartner mkt


1-7-2Resources, funding & sales force acceptanceService Provider

1-7-3People & financial resourcesend user sales teams, BUs

1-7-4Signed contractSPs

1-7-5Resources people & fundingPartner mkt

1-7-6Events leverage & visibilityCorp Mktg

1-7-7GTM alignmentLOBs

1-7-8SP SunTone certificationSunTone program office


1-8-2Data, revenue/Java PSRService Provider

1-8-3Data for SPsField Sales Finance



1-9-3Resources to manage the planPartner mkt

2-1-1Field engagementGlobal Field Sales & mgmt

2-1-2Coordination & leverageField Mktg

2-2-1Coordination & leverageField Mktg

2-2-2Co-funding resourcesField Sales

2-2-3ContentOther SMI groups

2-5-1ExpertiseExperts w/in Sun bus., functions, GSO grps

2-6-1ApprovalLegal, Finance

2-6-2ExpertiseExperts w/in Sun

2-6-3EndorsementTZs

2-7-1DeliveryCorp accts

2-7-2DeliveryPartner mktg

2-8-1Execute with the SPField Sales

2-8-2DeliveryPartner mktg

2-8-3DirectionCorp Execs

2-9-1ExpertisePartner mktg

2-10-1Distribute comm.M&I

3-1-1Provide the docFormer NSP's, Field Sales, CAMs, MDDR's, or SP's

3-1-2Verbal plan commitmentSun Execs

3-1-3Verbal commitmentCorp strategic investments

3-2-1DirectionSun Execs, Finance, BU, Legal

3-2-2InputField Sales

3-3-1SP dataField Sales

3-3-2ValidationPartner Mktg, NSP's, MDDR, BU's

3-4-1Potential lead sourcesMDDR, Corp Mktg, Partner Mktg, M&I

3-4-2Potential lead sourcesEnd user Field Sales

3-5-1Potential lead sourcesMDDR, Corp Mktg, Partner Mktg

3-5-2Potential lead sourcesEnd user Field Sales & SP's

3-6-1Provide input for GTM planPartner mktg

3-7-1Input into planPartner mktg

3-7-2JMA, or Business Dev PlanField Sales

3-8-1TZ & Partner agreementsField & SP Sales

3-9-1Execute the planField Sales, Partner Mktg, SP

3-10-1DataField, Partner Mktg, SP



1-3M-1% of solution is Sun contentGTM planField, stakeholders

1-5M-1Dashboard % of top 20SPsGSO, SPs

1-5M-2How much SPDF accrued & f/c to be usedGSO FinanceGSO SPs, acct teams, Partner Mktg

1-7M-1# of SunTone certificationsGSO SP +SPField, GSO SP, SP

1-8M-1$ in Sun Sales revenueSales FinanceGSO SP, GSO Partner Finance

1-8M-2How much SPDF accrued & usedGSO FinanceAcct Teams, GSO SPs, Partner Mktg

May16_Partner_Development_Office

PARTNER TYPE: Partner Development Office

SESSION DATE: Wednesday, 16 May

ATTENDEES:Cheryl Kelly (leader)

Gary Fluitt

Steve Stewart

Lourdes Hui

John Driver

Jennifer Smart





1Field communications

2Project management

3Web-base communication

4Channel strategy

5Global consistency

6Optimization of Partner value proposition

7Internal Channel evangelism

8Internal P.R. and education

9Training and competency

10Program development

11Program manage by influence

12Partner communication



13012GPackage and communicate iForce Partner program* to field & partners *(value prop)

2306DDevelop the iForce value proposition

322HDefine tasks & schedule, execute

3210HPrograms -SW -Storage -SunFund -Equipment -Sales incentives

304DBuild one SW Partner program for Sun

2912GListen to Partner, translate input from from Partners to programs

298AExplain PDO/iForce

299CRollout WW Sun competency program

281ABridge from BU to: TZ, AND HQ Channel strategy & tactical implementation

286DMaximize Partner self-sufficiency/ & therefore revenue (ease of doing business) Automation

286DInsure new Sun products & programs enhance and not erode the Channel business partner proposition (Channel Readiness)

269CPlan for Volume Channel training/certif.

255EEnsure common nomenclature (e.g. partner definitions) & agreement on common nomenclature

258ACommunicate LOB plans/obj. & Field plans/obj. toward implementation

254DTie BU/product grp objectives to reality

259CEvaluate solutions-based Sun competency program

258ADevelop Channels education content for BUs

254DResearch Channel strategies

257AConsult as Channels SME on multiple cross SMI Councils

245EEvaluate SunFund implementation around world - look for discrepancies, also for equipment programs

2410HCreate global policy/architecture in localizable format (i.e. Field ready) (e.g. SunFund competency policy/partner guide policies)

249CUpdate WW certif/competency tests

235EDefine Partner types

238AExplain Sun's Channel model to acquisition targets

238AMatch making -hook up LOB/TZ reps with acquisition company reps

228ANegotiate disconnects between LOB plans/obj. & Field plan/obj.

225EEvaluate Partner structure for selected acquired companies - make field recommendations on Partner & Partner program integration

215EEvaluate consistency of program implementation between geo/tz

217AEvangelize to Corporate Mktg the ROI of Volume Channels for Sun

207AHost GSO Channel Council -f-cast cross BU issues

206DEncourage/increase utilization of SunFund on global basis

202HDefine tasks, solicit action from TZs

203ACreate/provide web-based Partner recruitment & classification tool e.g. eSelect

204DDevelop plan to analyze Channel survey

191ACollect from TZs Channel impact of COD

199CManage competency vendors

178AAssist BUs w/ content messaging for Partner Summits -(breakouts)

167AParticipate in WWPM Council

169CEvaluate Linux competency program for Sun Partners

153ACreate communication vehicles, e.g. web updates

1511HDrive ES to develop products & programs for Volume Channels

158AAdvise business units on contract structure (from a non legal perspective) (e.g. OEM SW contract disc.)

137AHost GPS workshops

138ACreate presentations

1111HResearch data tools available for warranty/entitlements

118AConduct iForce PDO TZ concalls/1:1's

114DResearch the competition

10Architect a means for global partners to effectively consolidate all & use all SunFund to drive global initiatives

5Evaluate diverse global equipment programs, look for opportunities/feasibility to combine/simplify/increase consistently

8Explain iForce

8Communicate, clarify confusion

8Meeting w/ colleagues

8Communicating w/ Line-of-Businesses

1Relay corporate initiatives, decisions, news to field

3Maintain Partner sales internal web site

1Set-up meetings, get TZs to participate

10Global SunFund

10Global equipment

10Explore cross BU sales incentives for Channels

2Create Dashboards & maintain schedule

10Storage program

7Advise business units/product groups on Channel strategy issues (e.g. educational objective)

12Explain iForce



1-1Receive corporate iForce definition

1-2Define iForce for Partners

1-3Define programs

1-4Build programs

1-5Launch programs

1-6Measure results

1-7Modify programs

2-1Review & analyzed Sun SMI vision & strategy

2-2Review existing Partner specific value proposition

2-3Establish Partner goals

2-4Map existing Partner specific programs to Partner goals

2-5Identify general Partner programs

2-6Document value proposition architecture

2-7Communicate to stakeholders & Partners



1-1-1Competitive research3rd Party research agency

1-1-2Sun's iForce definition and messagingCorporate Marketing

1-2-1What iForce means to specific Partner typesField Sales (Partner LOBs)

1-2-2Approval and participationMarket Development

1-3-1Evaluation of ideasPartners, TZ's

1-3-2Reaction to ideas; competitive program info.Industry analysts

1-4-1Approval and investmentTZ Sales Exec's

1-4-2Resource and equipmentSelling units

1-4-3Funding and/or equipmentBU's

1-4-4Subject matter expertiseS.E.'s, TZ's, BU's, Product Sales

1-4-5Approval of branding, logo, etc.Trademark & legal

1-4-6Business practices approval, risk mgmtLegal

1-4-7Marcom services3rd Party vendors

1-4-8Financial analystsFinance

1-4-9Evaluation of ideasPartners

1-5-1Commitment, resources, localizationTZ's (Channel Sales and Marketing)

1-5-2Early adopter success storiesKey Partners

1-5-3P.R., media coverageCorporate Marketing

1-5-4Training contentGSO Training

1-6-1ROI data (wins)Partners

1-6-2Participation dataTZ's

1-6-3Print media column inches, etc.Corporate P.R.

1-6-4FeedbackTZ's

1-7-1FeedbackPartners

1-7-2Resource & equipment feedbackSelling units

1-7-3Approval and investment on feedbackTZ's Sales Execs

1-7-4Subject matter expertiseS.E.'s, TZ's, BU's, Product Sales

1-7-5Strategic supportSun Exec's

2-1-1Vision pitchCorp Mktg

2-2-1Current value propositionPartner LOB's

2-2-2Competition value propositionPublicly available info sources

2-3-1Goal alignmentPartner Sales Exec

2-4-1Program detailsPartner Mkt

2-5-1Program detailsPartner Mkt

2-6-1Partner feedbackPartner LOB's

2-6-2Marcom deliverablesPartner Mktg contractor

2-6-3Final buy-inPartner Sales Execs, TZ's

2-7-1Distribution to PartnersChannel Mkt in Selling units



1-3M-1Field "pings"TZ'sProgram owner

1-6M-1Competency reportChannel MgtSelling units

1-6M-2Training metricsGSO TrainingGSO Training

1-6M-3Revenue from Ready centersPartnersOpn's Mgt group ("OMG") (Zander staff)

1-6M-4Field "pings"TZ'sProgram owner

1-6M-5Partner revenuePartnersPartner Marketing

1-6M-6Partner quotesPartnersPartner Marketing

2-7M-1Channel survey dataProduct MktPartner Sale Prod Mkt

Task_Analysis_Graphics

Application Providers:

Loaner equipment

Sun Camp

SAR "Discount" approval

APPS

Benchmarks, Equipment accessCompleted services quote

GTOE.S.

Technical proficiency, state of art solutionCompleted consulting quoteLease T's & C's

External trading sourcesSun PSSun Lease

Identifying opportunitiesTechnical informationCompleted hardware quoteMargin analysis, approval

Market DevelopmentBeSunFinance

Branding awareness & imagingForecasting toolProduct informationScope tool approval gets tool approvalValue propositionInfluence, Exec VisibilityBooked order, contact mfg, credit approvalsShipped productInvoiceServices installLQI, CQI reports

Drive direct design-win revenueCorporate MktI.T orgProduct groupsE.SProduct groupExecutive OffceSunOperationsAccounts ReceivableES/PSCustomer Advocacy

Identify account opportunitiesQualify lead/make sales callForecast opportunityResearch & architect solutionCraft proposalPresent proposed solutionObtain acceptanceObtain P.O.#Book orderShip orderBill for orderInstall equipmentCollect receivableManage customer satisfaction

Forecasting salesBooking cycle timeRevenue goal $$

Sales RepeSun quote per 24 hrsFinance

Sales mgmtSales mgmteSun mgmt

LQI/CQI Metrics

Customer Advocacy

Sales mgmt

Application/Implementation expertise

S.I.'s

Lead opportunitiesApplication expertise & practices on Sun

End user acct teamAP

Lead opportunitiesDeployment expertiseImplementation expertise

S.I.Produce reports on major ISU opportunitiesProfessional Services

Lead opportunitiesApplication availabilitySizing, technical experienceApplication expertiseAcknowledgment of Apps involvement

Drive revenue through AP PartnersAPMkt Dev & APCompetency CenterCompetency CenterEnd user team

Receive end user leadQualify leadForecast opportunitiesArchitect solutionPresent solution to customerSupport Account Team as requiredReceive credit for booked order

OBM points

End user team

Everyone!!!

Bus. Model feedback, costs, timing

Mkt Development

Competitive dataBus. Model feedback, costs, timing

Mkt DevelopmentLOB Partner types

Feedback, input, detail, suggestion, assessBus. Model feedback, costs, timingEndorsement & commitment leverageEndorsement & commitment leverageEndorsement & commitment leverageEndorsement & commitment leverageEndorsement & commitment leverageEndorsement & commitment leverage

LOB Partner typeCorp MktExecutive sponsorsExecutive sponsorsExecutive sponsorsExecutive sponsorsExecutive sponsorsExecutive sponsors

Feedback, input, details, suggestionBus. Model feedback, costs, timingCommitted dollars & resourcesCommitted dollars & resourcesCommitted dollars & resourcesCommitted dollars & resourcesCall to action & commitment to implementExecute the event

Create Marketing ProgramsCorp. MktProgram specific groupStakeholdersStakeholdersStakeholdersStakeholdersSUMM (selling, unit, mkt, mer)SUMM

Identify problemSolicit feedback & inputIdentify objectives (e.g., demand creation, leads generated, attendees at seminars, timing)Identify alternativesFlesh out alternativesPropose viable solutionDetermine key constituentsPropose to constituents & ask for commitmentForm project teamsDevelop project plansImplement projectSecure deployment commitment ($) from fieldManage deployment

Performance against objectives

Implement program

Performance against objectives

Implement program

End user team & apps

Execution against project plan

Project Mgr

Executive sponsor, stakeholders & apps

Solution Integrators

Validity of solution

Field SE technologist

Proof of concept

iForce Ready Center, Cust. reference, SI Partner

VOCiForce ready Center

M&I, 13 SUs (various & inconsistent), 3rd partyAP

Feedback of partneriForce Ready Center for proof of concept

Partner HQ, PCAMs, 3rd partySI

3rd partyValue prop. development for PartnersCommon incentive plan

IDC, GartnerPartner, SU Partner Rep, Global mktgFin./Legal/Sales Global team mgmt.

HQ/SU sponsorshipCust. value prop from partnersMktg. offer

HQ, 13 SUsPartnersPartner Mktg.

Feedback/reality testingFeedbackPartner (SI) (AP) sponsorAgreement & commitmentValidity of solutionProof of conceptAP components of the stackCommon engagement frameworkInputInput

Define GTM strategy, deliver/execute/implement (including make practices sales ready)PCAMs, SUsISVs & SIsSIs & APs13 SUField SE technologistiForce Ready Center, Cust. reference, SI PartnerSIPCAMs, SISU heads3 TZ's VPs

Obtain research needsValidate, analyze synthesisMake practice recommendation to SI partner groupValidate w/ partners SI & ISVObtain partner commitmentSeek SU endorsement & commitmentBuild a solutionDeliver field sales readinessCo-sell plan developed - target listsDevelop co-mktg planExecuteReporting & tracking

Closure on recommendation# of participating SUs# of solutionsPlan developedJoint targeted accts. won

InternalInternalInternalInternalSU Partner Rep or Global GTM Rep

All stakeholdersM&I, execs., Field, SI groupsPress, Ind. groups, StakeholderGroup & PartnerVested execs. at Sun

Coverage of practice areas (preferred)Quality of customer opportunityiPlanet revenue

InternalInternalManual available

M&I, execs., Field, SI groupsSI groupiPlanet, PCAM, execs.

# of priority AP partners solution portfolioeStrategy workshop

InternalManual

InternalPartner, SU

Services capacity

PCAM, GTM, SU & Partner, Manual

All stakeholders, execs.

Revenue on Sun (aggregate only)

Manual

Stakeholder

Services revenue (aggregate only)

Manual

Stakeholder

PS revenue (aggregate only)

Manual

Stakeholder

Edu revenue (aggregate only)

0

Future: market share

Future: press

0

Input

SU heads

Input

3 TZ's VPs

InputReview buy-off

Fin., Legal and Mktg.Partners VP

InputSupport of effort communicated

TZ TechnicalSU VPs to TZ VPs

InputAll stakeholdersLocalize execute

PartnerSUs, TZ VPs, Bob M.SUs

ID needProposalGlobal team proposal reviewSupport of effort communicatedLocalize execute

Get field buy-in endorsementPLOBGlobal team - reps of 12 SUsGlobal team - reps of 12 SUsSU VPs to TZ VPsSUs

ID needClarify validate localization reqmtsProvide global F.W.Executive review & buy-offDeliver program material/advisePost implementation review (S)

Completed fw.- against goalLocal implement

PLOB - recordsSU records

SU's needsPartner group needs

Achievement vs prog. mets

SU records

Partner group

OEMs

OEM Issues

Sales Account, management team

OEM Issues

Partner

OEM IssuesOEM Issues

Sales Account, management teamPartner Integrators

OEM IssuesOEM IssuesSAR "Discount" approval

PartnerSun business unitsNegotiate with internal groups for AP resources

OEM IssuesCompetitive DataPrioritiesInformation, approval, guidance, expertise, and resourcesInput ideas, validationResult against action plan

Partner IntegratorsMarket research organizationsOEMsCross-functional subject matter expertsOEM, other partner typeAction plan executors

OEM IssuesBest PracticesStrategic alignment/directionInput ideas, validationExecution of action itemsEnd results, feedbackSolution owner (if outside OEM Partner sales)

Drive OEM/iOEM Partner issues into concrete programs and solutionsSun business unitsOther Sun LOBs, and market research organizationsSun senior executivesOEM, other partner typeAffected organizationsOEMs, other partner types, acct. team, Sun business unitsSolution owner (if outside OEM Partner sales)

Identify needCollect data to define needPrioritize needAssign to ownerCreate action planExecution action planMeasure against success criteriaRefine and maintain

Is Need Met?

OEM Account Team, other partner types

Task owner (1-4), affected organizations

Program roll-out cycle time

Issue owner

Action team, affected mgt. Team

Details of specific wins

Account teams, Field Sales Mgt.

Other OEM best practices

External Market Researcher(s)

Executive buy off and supportBest PracticesAction plan input, buy-in, resources, and informationBuy-off

Develop cohesive sales strategy for worldwide partners, assuring consistencyEMG, OMGOEMs & PartnersAffected Sun organizationsStakeholders

Develop SMI OEM visionIdentify affected sales organizationsIdentify OEM Sales resources (within Sun)Identify core competencies and best practices (i.e., analyze wins)Identify gap between vision and current practicesDevelop action plan and coverage modelObtain stakeholder buy-off

Revenue growth

Finance

OEM Sales, Executive Mgt.

CLI

Customer Advocacy

Customers, Exec. Mgt., Sales

Resource allocation (headcount)

Finance, Sales Opn's

Sales Mgt., Exec. Mgt.

Presentation delivery

Presenters

Agenda suggestionsActive participation

Council membersCouncil member

AvailabilityProperty avail.List of suggested attendeesFollow-up, relationship mgt.Content recommendationsSchedule availabilityFlowFeedback

Sun ExecsMeetings at SunField SalesField SalesProduct bus. unitsAdmin. AssistantsFacilitatorParticipants

Other event conflictsBudgetStrategic relationshipProvide dataRecommendationsQualification of requestsGuidance, roll definitionPRM Data Collection and AnalysisLogisticsAction items & feedback

Manage OEM CouncilMarketing calendarFinanceExec. mgt.Council membersExec mgt.Exec. AssistantsEvent facilitatorExec. Admins, Admin. AssistantsVarious contractorsExec. mgt.

Select dateSelect venueHand pick and invite membersCollect data from participantsDevelop agendaRecruit presentersManage event details (food, logistics, etc.)Brief presentersFinalize presentationsConduct eventDebrief, evaluate eventInitiate follow-on activities

Survey feedbackFeedback

Council membersParticipants

OEM Partner sales, affected execs.Affected Execs., OEM Partner Sales

Spending vs. budget

Finance

OEM Partner Sales

Feedback IndicatorInputBuy-inReview

Draft, negotiate, and sign contractsOEM partner & field SalesField SalesFinance & SalesPartners

Receive OEM & Partner feedbackEvaluate The needs/requestsEnd results, feedbackRevise template to address Partner Needs and Protect Sun interestsRevise with Partner for acceptanceRollout to Time Zones

Feedback

OEM and other channel Partner

Sales and OEM Partner Sales Legal

Partners to the Web

Mkt researchPartner & local requirementsTZ's local priorities

3rd Party market Research OrganizationsTZ'sTZ's

Mkt analysisGlobal requirements by Partner typeExecutive priorities

Other BU's & Time ZonesLOB'sExecs

Industry intelligencePartner feedbackPartner priorities

Conferences, groups networkingPartners, internet services, research firmsPartners, internet services, research firms

Competitive benchmarksSpecific B.U. requirementsSpending guidelinesFine tune & review & I.D. Risk & functionalitiesNon-budgeted funding approval

Other companies competitors and consultantsBU's (e.g., ME, E.S., C.S.)FinanceTZ'sExecutive staff, finance

Strategic direction & limitationsProcess integration requirementsGlobal priorities by partner typeBRD by Partner typeI.T. engagementIncremental funding

Internet services organization, Sun I.T.Sales operationsLOB'sLOB'sI.T.LOB's

Goals, strategic mkt focusInter-operability requirementsKnown critical issuesAlignmentAlignment with other initiativesFeedback & approvalFunding alignmentBodies & time commitmentsSchedule/process alignment

Define, develop requirements for partner PTW including tools, content, GUI PTW, PRMExecsOther initiative driversField, I.T., Partners & Acceptance testingInternet servicesOther initiative ownersLOB's & TZ'sI.T., TZ's & LOB'sI.T., LOB's, BU's, TZ's, &Internet servicesLOB's, TZ's, I.T. & BU's

Market analysisNeed assessmentPrioritize needsDevelop BRDNegotiate functionality needs w/ I.T.Approve functional specsGet funding approvalAssemble virtual teamDevelop implementation plan

Best of Breed & competitive infoSign-off BRDSign-offSign-off

Independent mkt researchKey stakeholdersKey stakeholdersKey stakeholder

PTW, Execs & stakeholdersPTWPTW, I.T.PTW

Bus Proc Lifecycle

PTW

Executive staff

Participation in bi-weekly reviews

I.T.

Purchase needed tools/instruments & HW

I.T.

Usage requirements (type of activity etc.)People resources

LOB's, TZ'sI.T.

Usage tracking click streamPerformance data

I.T. services (Net Genesis)I.T.

# of actual registrationsIndustry performance standardsLoad, scalability & testing plansI.T. alignment with business requirementsHosting environment aligned w/ business plan

Drive & monitor I.T. scalability/performanceTZ'sSETI (Sun Internal Org)I.T.I.T.I.T.

Define parametersDefine target performance & scalability measuresReview I.T. load/scalability planNegotiate business requirements vs I.T. deliverablesMonitor I.T. performance against planAnalyze user experience feedbackReport performance to I.T.

Competitive performanceSite see-er reportUsage, performance & feedback summary

SiteSeer3rd PartyPTW

PTWPTW, key team, I.T., SETIStakeholders

Portal & PTW desk performance

PTW

Executive staff

Incident logs

WWAS (Service desk)

PTW

Input & buy-in & resources support

TZ's, SU's

Strategic inputEDI/EDE plans

TZ's, SU'sTransactions over Web (Jim Decker)

Partner status infoBest practice benchmarkingInput to implementation planFinancial rev dataRecommendations, resolutions

TZ's, LOB's, selling units3rd Party OrganizationsSales order processingFinance/Corp goal reporting, SunSmartStakeholders

Communicate corporate goalsData extraction from Sun awareHelp identify the gapsDirection, support & feedbackIntegrate Sun-RampAgreement to follow plan processReview revenue data - provide finance dataEnhancements & integration

Drive/oversee strategies, implementation of partner revenue to webExecutivesFinance/Corp goal reportingTZ's, SU'sExecutive mgtSunSmart, Sun-RampSales order processing, TZ's, SU'sTZ's, Finance & SU'sService Providers (3rd Party)

Understand & contribute to corporate goalsPerform situation analysisIdentify goalsDevelop strategy to meet goalsDevelop implementation planObtain agreement on the plansMonitor & report on progressApply lessons learned

Audit reviewSign-offSign-offPartners review over the WebOpportunity targets report

Corp goal auditorTZ's & stakeholdersTZ's & stakeholdersPTWPTW

PTWPTW, ExecutivesPTW, ExecutivesTZ's, Execs, SU mgrsTZ's

Validate situation data

TZ's, LOB's

Deliverables based on their capacityCurrent I.T. status & plan

I.T.I.T.

Corporate goals & directionStrategic direction information & standards

Top ExecutivesInternet services

MRP alignment dataCurrent needs/plansUsability, gaps & functionality, competitive & user needPreparation & active participationReview & approval of listEvaluation & feedback

Develop ideas for future strategies for PTW solutionsTZ's, LOB'sBU'sFocus grps, Partner competitive research grpsOther initiative owners, TZ's, BU's, I.T.TZ's, BU's, I.T., Initiative ownersI.T.

Feedback & approvalNon-budgeted funding approvalReview feedback from PartnersConduct brainstorming workshopPrioritize the ideasValidate scope with I.T.Develop & publish high level roadmap

Participation feedbackSign-off

PTWExecutive staff

ParticipantsPTW

Service Providers

Managing the customer relationship

Field Sales

Managing the customer relationshipResources, funding & sales force acceptance

Field SalesService Provider

Managing the customer relationshipResourcesPeople & financial resources

Field SalesService Providerend user sales teams, BUs

ResourcesManaging the cust relationshipResourcesSigned contract

Service ProviderField SalesField SalesSPs

ResourcesResourcesResourcesManaging the customer relationshipResources people & funding

Field SalesService ProviderPartner mktField SalesPartner mkt

Technical expertise & resourcesResourcesPlanning process & assistanceResourcesEvents leverage & visibilityManaging the customer relationshipManaging the customer relationship

Product BU's, E.S. & NSP MTI, MDDRField SalesOutside contractorsService ProviderCorp MktgField SalesField Sales

Profile the opportunityBuy-inInvestmentResources & inputExpertise & solution setsResourcesGTM alignmentData, revenue/Java PSRResources

Field SalesLegal, Finance, Field area controllerCorporate inve

Graphical Presentation of Information IBM Mid-Peninsula PC Club Pat McMahon April 17, 2006

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Transcript of Graphical Presentation of Information IBM Mid-Peninsula PC Club Pat McMahon April 17, 2006