DUARTE CONFIDENTIAL—NOT FOR DISTRIBUTION OR PRINT€¦ · crap crap crap crap crap crap crap crap crap crap crap crap crap crap crap Why? DUARTE CONFIDENTIAL—NOT FOR DISTRIBUTION

DUARTE CONFIDENTIAL—NOT FOR DISTRIBUTION OR PRINT

analytical creative



crap crap crap crap crap crap crap crap crap crap crap crap crap crap crap












crap crap crap crap crap crap crap crap crap crap crap crap crap crap



Why?


Audio/Visual Processing Channel StudyRichard Mayer, 1998


Image andNarration

Image with Text



Image andNarration

Image with Textand Narration



Glance Media


signal to noise ratio


Get yourears tested!


13%

87%

46%

31%

22%1%

0 50 100 150 200 250Q of People

Consultant

Other Roles

Marketing Exec

Designer

Entrepreneur

Point #6

Super duper point #3

Point #7 isn’t quite as important

0

10

20

30

40

50

Year 1 Year 2EastSouth WestNorth EastSouth WestNorth

Yearly Attendance Per RegionImportant point #2

The MOST important point #4

Important point #1

Point #8

signal


signalnoise


Like a poor radio signal, slides are susceptible to interference and noise, clouding the intended message and compromising the audience’s ability to discern meaning and intent.

Glance Test



blog.duarte.com


YOU CAN CHANGE THE WORLDYOU CAN CHANGE THE WORLD


but I’m not a designer


designate

Think like a designer


Represent Ideas with Images

the water ripple two hands shakingin front of a globe

friendly customerservice representative fist full of cash

politically correctgroup of workers bull's-eye padlock

Passingthe baton

Overused Cliché Images


Throw out your firstobvious idea


Whitespace




example


Managed Services Value Proposition

Operational Savings, Guaranteed Performance, Evolution Partner

Core ServicesNetwork MonitoringEvent TrackingFault ManagementConfiguration MgmtPerformance MonitoringCapacity MonitoringMoves, Adds, ChangesCarrier ManagementInfrastructure ProvisioningCustomer SAT Mgmt Web Based reportingAdded Value ServicesEngineeringProject ManagementConsultingSpecialized ServicesAsset TransferEmployee Transfer

$ - Savings in Range of 15-20%Stable Pricing Model for Contract Term

P – Network Availability, Repair & Response & User Services

Migration / evolution offer built intooverall managed services program.

Strategic Value Plays

Traditional Global

Consolidation Transformation

$P

Experience – Over 12 years experience managing over 100 blue chip CustomerTools - $20M in Mgmt tools (2Yrs)People – 500 professionals with > 35% having multiple certificationsProcesses, tools and documentation standards are TL9000 certified.

Evolving Offer

Security ServicesConverged DesktopApplication SupportServer SupportVertical SolutionsUtility Model Options







Traditional Global


$P









Traditional Global


$P



$ Δ

P

Migration/ Evolution offer built in to program

Savings in range of

15–20% for contract term

Guaranteed for availability, repair and response and

user services








Traditional Global


$P


Over 12 years experience managing over 100 blue chip customer

Experience

Tools

$20M in management tools (2 years)

People

500 professionals with > 35% having multiple certifications

TL9000 Certified

Processes, tools and documentation standards are certified









Traditional Global


$P



Traditional Global




Engage, Qualify, Position Value


Traditional Voice Network

Exec to ExecDiscussion

Executive Meeting

FeasibilityStudy

ManagementReview Proposal Due

Diligence

High LevelDiscussion of Value Prop andProbe for Fit

Engagement with Sales & Bus Dev to ProfileOpportunity & define customer value

Face to Face to include ideally CFO / CIO

Present capabilityIn context of Customer’s objectives & value

Customer & Company assign Exec sponsors and management team to conduct 30 day joint feasibility analysis of MS concept

Exec teams convene to review findings and decide forward plan

Present Proposal

Company and Customer perform due diligence to confirm assumptions and draft agreement

Review feedback, assign proposalteam

Prepare joint findings

Prepare Proposal

Implementation Team formed with support from HR others as needed to validate assumptions

Sales & Bus Develop.

Managed Services Executive Engagement

Engage, Qualify and Position ValueEngage, Qualify and Position Value

Exec to Exec Discussion

Value prop and probe for fit

Profile Opportunity and Define

Customer Value

Executive Meeting

Present in context of customer’s objectives

FeasibilityStudy

High-level discussion of value prop

Review Feedback, Assign Proposal

Team

Managed Services Executive Engagement


ManagementReview

Exec teams convene to review findings

Prepare Proposal

MSProposal

Present proposal

LOI and Due Diligence

Confirm assumptions and draft agreement

Implementation Team Formed

Prepare Joint Findings

Have a CohesiveImage Strategy



How many words on a slide?



“Divide the oldest investor’s age by two, and use that

font size.”

Guy Kawasaki

Let go!


see


visibility




you

Value is placed based on how much it is loved.


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www.duarte.com/training

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DUARTE CONFIDENTIAL—NOT FOR DISTRIBUTION OR PRINT€¦ · crap crap crap crap crap crap crap crap crap crap crap crap crap crap crap Why? DUARTE CONFIDENTIAL—NOT FOR DISTRIBUTION