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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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
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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
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2001 Stage 1
2001 Stage 2
2001 Stage 3
Month
Number of Alerts
California Power Alerts
Sheet2
Stage 1
Stage 2
Stage 3
Month
Nomber of Alerts
California Power Alerts
Sheet3
Stage 1
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California Power Alerts
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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
3-9-1Endorsement & commitment leverageExecutive sponsors
3-9-2Committed dollars & resourcesStakeholders
3-10-1Endorsement & commitment leverageExecutive sponsors
3-10-2Committed dollars & resourcesStakeholders
3-11-1Endorsement & commitment leverageExecutive sponsors
3-11-2Committed dollars & resourcesStakeholders
3-12-1Endorsement & commitment leverageExecutive sponsors
3-12-2Call to action & commitment to implementSUMM (selling, unit, mkt, mer)
3-13-1Endorsement & commitment leverageExecutive sponsors
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)
TASK GROUPS (purple post-its)
Group NumberGroup Description
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
TASKS (large yellow post-its)
Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description
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
TASK STEPS (blue post-its)
Step NumberStep Description
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)
STEP DEPENDENCIES (yellow post-its)
Dependency NumberDependency DescriptionDependency Provider
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
STEP MEASURES (green post-its)
Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User
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
Larry Rucks (facilitator)
Pat McMahon (facilitator)
TASK GROUPS (purple post-its)
Group NumberGroup Description
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
TASKS (large yellow post-its)
Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description
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
TASK STEPS (blue post-its)
Step NumberStep Description
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
STEP DEPENDENCIES (yellow post-its)
Dependency NumberDependency DescriptionDependency Provider
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
STEP MEASURES (green post-its)
Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User
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
Pat McMahon (facilitator)
Larry Rucks (facilitator)
TASK GROUPS (purple post-its)
Group NumberGroup Description
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
TASKS (large yellow post-its)
Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description
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
TASK STEPS (blue post-its)
Step NumberStep Description
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
STEP DEPENDENCIES (yellow post-its)
Dependency NumberDependency DescriptionDependency Provider
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.
STEP MEASURES (green post-its)
Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User
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)
Larry Rucks (facilitator)
TASK GROUPS (purple post-its)
Group NumberGroup Description
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
TASKS (large yellow post-its)
Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description
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
TASK STEPS (blue post-its)
Step NumberStep Description
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
STEP DEPENDENCIES (yellow post-its)
Dependency NumberDependency DescriptionDependency Provider
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
1-4-2ResourcesService Provider
1-4-3ResourcesField Sales
1-4-4Resources & inputPartner mkt
1-4-5Planning process & assistanceOutside contractors
1-5-1Managing the customer relationshipField Sales
1-5-2ResourcesService Provider
1-5-3ResourcesField Sales
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
1-6-1Managing the customer relationshipField Sales
1-6-2ResourcesService Provider
1-6-3ResourcesField Sales
1-6-4People & funding resourcesPartner mkt
1-7-1Managing the customer relationshipField Sales
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
1-8-1Managing the customer relationshipField Sales
1-8-2Data, revenue/Java PSRService Provider
1-8-3Data for SPsField Sales Finance
1-9-1Managing the customer relationshipField Sales
1-9-2ResourcesService Provider
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
STEP MEASURES (green post-its)
Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User
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
Larry Rucks (facilitator)
Pat McMahon (facilitator)
TASK GROUPS (purple post-its)
Group NumberGroup Description
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
TASKS (large yellow post-its)
Analyzed Task NumberTask PriorityGroup NumberMacro-Group NumberTask Description
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
TASK STEPS (blue post-its)
Step NumberStep Description
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
STEP DEPENDENCIES (yellow post-its)
Dependency NumberDependency DescriptionDependency Provider
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
STEP MEASURES (green post-its)
Measure NumberMeasure DescriptionMeasure ProviderMeasure Receiver/User
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
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