Guinness Storehouse – Tuesday March 6 th , 2007

Guinness Storehouse – Tuesday March 6Guinness Storehouse – Tuesday March 6thth , 2007 , 2007Guinness Storehouse – Tuesday March 6Guinness Storehouse – Tuesday March 6thth , 2007 , 2007

Microsoft Confidential

Agenda


Welcome to:

Information Worker Partner UpdateAbigail Sharan, IW Partner Strategy Lead, EMEA


Great year for EMEA Information Worker Partners

• 2007 Office system launch brings significant new Partner possibilities• New technologies = new

customer opportunities

• Over 150 Customers/Partners in EMEA Early Adopter program

• Over 300 EMEA Partner Solutions by Launch

• Nearly 20 IW Competency partners in Ireland today!


The Information Worker Vision

The People Ready business and the New World of Work

Source: European Innovation Scoreboard 2005


An Irish Partner Success Story…

Screen clipping taken: 05/03/2007, 19:25

Current Specializations Specializations from Q4 - FY07

Enterprise Project Mgt

Desktop Deployment

Office Smart Client

Development

Portals & Content

Management

Messaging & Collaboration

No

Chan

geTr

ansi

tioni

ngNo

change

Enterprise Project Mgt

Office Deployment

Office Solutions Development

Enterprise Content

Management & Forms

Unified Communications

Portals & Collaboration

Search

Data Visualization

Performance Management

New

Specialization

s

Name Change

Name Change

IW C

om

pet

ency

Business Productivity InfrastructureBusiness Productivity Infrastructure Optimization ModelBusiness Productivity Infrastructure Optimization Model

Identify where

you want to

be

Collaborative Workspaces and PortalsMessagingPresence

Web Conferencing

Reporting and AnalysisPerformance Management

Data Warehousing

Unified Communication and Collaboration

Enterprise Content Management

Business Intelligence

Document and Records ManagementWeb Content Management

Forms ManagementSearch

Identify where you are


• Get ready for the IW Competency HEREo Specializations – which ones make sense for you?

• Ensure your Office 2007 solutions are profiled and visible to Microsoft and your customers - HERE• Get trained on the key IW Customer Campaign “Business Productivity Infrastructure Optimization (BPIO) HERE • Get the right Marketing and Sales resources with a “Partner Solution Plan” (speak to your PAM)• Generate leads: Kick-off your own Partner-led IW Customer Campaign with support from us HERE

Next Steps


APPENDIX


Break Time:

Partner Development UpdateColin Cassidy Partner Development Manager


Agenda

Worldwide Partner Conference

Internal Deployment & Adoption

Skills Development


WPC – Denver, July 10th-12th

Over 65 Irish partner attendees last year

Partner Awards Submission tool now open! Irish Winners in 2004, 2005 & 2006!!!! Ward Solutions, Nitec Solutions, Datapac, Netforce, Singularity, Relate

Software

Registration opens April 18th


Partner adoption of EVO critical

Our research indicates Partners who adopt early have:

Increased service & license revenues Deeper technical & sales skills Greater satisfaction with Microsoft as a whole

Microsoft are committed to help you

Deployment & Adoption


Q&A with:

Patrick McAliskeyManaging DirectorReal Time Systems Ltd



Assign an owner within your organization

Ask yourself what are the barriers preventing you from deploying? Planning advice (i.e. TechNet - Deploying Windows Vista) Microsoft Application Compatibility Toolkit Hardware Assessment Toolkit Licensing Costs (Free Internal Use Rights) Technical support / assistance (i.e. PTS)

How can Microsoft help you deploy / adopt EVO internally?



BT Training Calyx Training Global Knowledge Training Moresoft Training New Horizons Training Passax Training PFH Training QA Training Sureskills Training

Skills Development – CPLS

http://www.microsoft.com/ireland/learning/


Technical Competency Development Programme (FAS) EVO Courseware (CPLS channel) Microsoft Skills Assessment Tool (plus Learning Plan) Managed Partners

o Technical Readiness built into your business plano Leveraging PTS and TPTS resources

Unmanaged Partnerso Hands on Labs Online

Sales Solution Selling Development Course Seeking National Accreditation (SII & UCD)

Skills Development


Liam McMahonManaging DirectorNew Horizons Training

Skills Development

Richard GlavinManaging DirectorCalyx Training


Irish Computer

Feb 2007

Sales Skills Development


What constitutes High Performance Sales Leadership?

Keith LiddiardManaging DirectorCentre for High Performance Development (CHPD)

High Performance Sales Leadership

Keith LiddiardManaging DirectorCentre for High performance Development

www,chpd.com

PERFORMANCE

LEADERSHIP CONTRIBUTION

LEADERSHIP CONTRIBUTION

STABLECOMFORTABLE ENVIRONMENT

DYNAMICCOMPETITIVEENVIRONMENT

The Importance of Sales Leadership

PERFORMANCE NOW

ORGANISATIONAL CHANGE

Sales Leadership Roles

Leadership Preference

Leadership Capability

High

Low

HighLow

What constitutes High Performance Sales Leadership

High

Low

HighLow

Preference

CapabilityHigh

Low

HighLow

What constitutes High Performance

High Performance Sales Leadership Capability

Functional & Technical ExcellenceSpecialist skills

Managerial Know-HowManagement processes

Average Performance

High Performance Behaviours(Essential to ensure continuousorganisational, team and personal higher performance)

+

Competitive Edge Superior Performance

High Performance Sales Leadership Behaviours

Cluster Behaviour

Thinking Seeking information, managing complexity, generating ideas, developing options, depth & creativity of thought,

encouraging innovation

Information Search

Concept Formation

Conceptual FlexibilityINTERPERSONAL

DevelopingValuing & respecting others, coaching, creating trust,

empowering others facilitating groups, developing people and building teams

Empathy

Teamwork

Developing People

InspiringCommunicating a compelling vision, influencing others,

generating passion, energising others, building confidence & belief

Influence

Building Confidence

Presentation

AchievingGetting results, driving excellence, customer focus,

making targets, galvanising action, delivering the bottom line

Proactivity

Continuous Improvement

Customer Focus

What are critical Sales Leadership Orientations?CLUSTER ORIENTATION INDICATORS

THINKING

VISION

INTUITION

RISKINESS

RATIONALITY

FLEXIBILITY

INITIATIVE

DETAILED

Near sighted…………………….

Factual………………………….

Risk averse……………………..

Rational…………………………

Sequential………………………

Conformist……………………..

Detail conscious………………..

…………………..…Far sighted

…………………..…….Intuitive

………………….….Risk taking

………………………Instinctive

………………………….Flexible

…………………Non-conformist

…………………….Detail averse

SOCIAL

SOCIABILITY

TEAMWORK

ASSUREDNESS

AFFILIATION

CONSIDERATION

Solitary…………………………

Self focused…………………….

Retiring………………………….

Tough minded…………………..

Task focused…………………….

………………………….Sociable

…………………..Team focused

………………………….Assured

……………………….Affiliative

………………….People focused

POWER

DOMINANCE

CONTROL

ASSERTIVENESS

PERSUASIVENESS

DECISIVENESS

Accepting………………………..

Supporting………………………

Reticent…………………………

Non-persuasive…………………

Non-committal………………….

……………………….Dominant

…………………….Controlling

………………………..Assertive

……………………….Persuasive

………………………….Decisive

ACHIEVEMENT

WORK ETHIC

GOAL SETTING

FATE CONTROL

METHODICAL

CONSCIENTIOUS

ORGANISED

Life-focused…………………….

Open ended…………………….

Self bounded……………………

Unstructured……………………

Casual…………………………..

Spontaneous…………………….

…………………..Work focused

……………………..Goal driven

………………………Self reliant

………………………Structured

…………………..Conscientious

…………………..……..Planned

EMOTIONALSTEADINESS

CALMNESS

Volatile………………………..

Excitable………………………

..…………………………Steady

…………………………….Calm

MASTERYDEVELOPMENT

LEARNING

GROWTH

Non-developmental…………….

Steady learner…………………..

Stasis focused………………….

………………….Developmental

……………………..Fast learner

…………………Growth focused

Sales Leadership Potential Matrix

140

130

120

110

100

90

80

70

60

50

40

30

20

10

0 1 2 3 4 5 6 7 8 9 10

Total Leadership Orientation

Technical Guru – look for opportunities in the business

Ready toProgress

Undeveloped for experience

Management Training &

Development

Current Potential to

Progress

Development in Technical role

Current Capability

(% of High

Performance

Behaviour

Benchmark)

DEVELOP

DEVELOP AND PROGRESS

Technical Preference

Leadership Preference150

What do Microsoft Partnerssee as the issues facing them in Ireland?

Meeting customer needs“The hardest battle is that customers don’t know what they want. They believe that IT can do more but they have had their fingers burned in the past”

“Demand for solution selling has grown 40% year on year.”

“Customer needs are changing, they are talking differently about ‘full integration’”

Business challenges“Human resources are our biggest challenge, sales & technical, extrinsically intertwined.”

“Sales people come from a hardware sales background. To achieve our strategy they need to be solution sellers. The issue is getting the right resources to move up the value chain”

“Buyers are often confused and that is a challenge for our people which is why we have brought in to this Microsoft approach”

Solution Selling

“Currently we go in when there is an opportunity. We do not develop an opportunity. Our best solution seller bundles a deal.”

“3 out of 5 partners are just suppliers and are not anywhere near a solutions approach.”

“I have 5 sales people 2-3 at the top end who could talk ROI at a senior level but the others would struggle”

Solution Selling – Different Views?

• Recognition by some Partners that ‘solution selling’ is an over-used and misunderstood word.

• Definitions of solution selling differ – benefits versus solutions.

What are the strategic issues

that your business is facing?

What are you doing about storage?

Are you think of renewing your hardware?

What do Microsoft PartnersSales Leaders look like in Ireland?

0

2

4

6

8

10

12

14

16

18

Info

rmati

on S

earc

h

Concep

t Form

ation

Buildin

g Conf

iden

ce

Proac

tivity

Prese

ntatio

n

Influ

ence

Develo

ping P

eople

Teamwork

Concep

tual

Flexib

ility

Custom

er Focu

s

Empa

thy

Continuo

us Im

prove

men

t

High Performance Behaviours

Hig

h P

erfo

rman

ce B

ehav

iou

r S

core Thinking

Information SearchConcept FormationConceptual Flexibility

AchievingProactivityContinuous Improvement

Customer Focus

InspirationalInfluenceBuilding ConfidencePresentation

DevelopmentalEmpathyTeamworkDeveloping People

High Performance Benchmark

Individual Sales Behaviour Benchmark Score Comparison - Partner

- Across all Leadership Experience Levels -

What are the implications?

A Focussed Sales Force

140

130

120

110

100

90

80

70

60

50

40

30

20

10

0 1 2 3 4 5 6 7 8 9 10

Total Leadership Orientation

150

SOLUTION SELLING

POTENTIAL SOLUTION SELLING & BUNDLING

PRODUCT SELLING

BENEFIT SELLING

Current Capability

(% of High

Performance

Behaviour

Benchmark)

High Performance Sales Leadership

Keith LiddiardManaging DirectorCentre for High performance Development+44 (0)870 7700111+44 (0)7771 [email protected]

www,chpd.com



Lunch Time:

Documents

Guinness Storehouse – Tuesday March 6 th , 2007