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Defining a better way……. Defining a better way……. WW Review ProcessWW Review Process

Austin, 21-Nov-00.

Marisa Manheimer & Per Lund

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Provide an overview of recent launch mishaps for Dimension and Inspiron launches/reviews

Share recommended improvements to global reviews process to attain more WW media coverage and increase leads

Attain buy-in for action plan

ObjectiveObjective

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RecommendationsRecommendations

Add headcount and improve facilities

Significantly improve RAP Lab Processes

Deployment and Evangelism of On-line Tools

Product Marketing/COC Awareness from Tops Down

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Recent Launch MishapsRecent Launch Mishaps

Dimension 8100 Launch Performance scores not stellar in reviews at launch

Improve benchmark comms with the regional COCs and RAP lab– EMEA RAP to participate more heavily in early benchmarking– EMEA COC and RAP to increase participation in config decisions– EMEA COC to contribute to Performance Testing Requirements

Limited coverage in regions at time of launch Components unavailable to meet PR deadlines

– Improve awareness in PDG of need to procure early samples for press

Inspiron 4000 Launch Eval units arrived at BU after RTS Problems with early units included NIC, damaged screens, color kits

and logos missing, e-support button not working etc.

Inspiron 8000 Eval units arriving after RTS

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State of the UnionState of the Union

Pub follow-upTracking/Metrics

Collections/Re-Use

Recommended Solutions:1. Headcount2. RAP Lab Process Improvements—Tiger Team3. Deployment and Evangelism of ‘Tools of the Trade’4. Product Marketing/COC Awareness from Tops Down

I DAPJAPEMFUS

I DAP n/a n/a

JAP n/a n/a

EMF n/a n/a

US

I DAPJAPEMFUS

I DAPJAPEMFUS

I DAPJAPEMFUS

1 & 4 3 & 2 1 & 2 1 & 31

Opportunity Identification & Launch Plan

On-time SystemDelivery to

RAP Lab for Launch Coverage

On-Time SystemDeliver from RAP

Lab to BUs

Product Right to Win Reivew?

Mix?

PG Marketing, Planner, PM

RAP Lab Americas/EMEA

RAP TeamCOC, BU PR, RAP

Public Relations Public RelationsOwner

Action/Process

Point

RegionalStatus

Solution#

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Our recommendations Our recommendations #1#1 Problem

Missteps in recent launch coverage because no SPOC for EMEA product reviews and Poor facilities/pay for EMEA RAP Lab

Continually late product review submissions for APCC due to no RAP Lab*** Symptoms

Limited EMEA coordination and prioritization Between BUs Between LOBs

Inconsistent EMEA communications Central PR? to BU PR CoC to RAP and BU PR Americas RAP to EMF RAP RAP to Bus Marketing/PR

Reactive versus Proactive Little regional goal setting, delivery Product Launch Plans, and analysis of reviews coverage Low EMEA RAP Lab pay and very poor working conditions offer little incentive for improvement

Solution Hire a dedicated PR Manager in each region to manage Transactional LOBs

Europe– One HSB PR person within Dell, preferably reporting into Europe PR team and managed by the CoC

APCC & Japan– One HSB PR/RAP Lab person in Penang

» High technical expertise to function as a virtual RAP Lab, tuning all HSB systems– Centralize on one PR agency if results in greater efficiency

Increase headcount and pay of EMEA RAP Lab Move EMEA RAP lab to report to??? Move facility Fix EMF lab facilities to provide improved working environment to stunt rapid turnover

Add Headcount/Facilities ImprovementAdd Headcount/Facilities Improvement

Owner: PerCost (fixed): $TBDCost (ongoing): $120K (2 PR heads)Timing: Q1

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Our recommendations Our recommendations #2#2

Problem Because there is no clearly defined process and procedures that are understood by all regional participants in the reviews process, all BUs are missing

opportunities to win Symptoms

EMF wants to shed Lab costs to reduce opex and headcount RAP Lab employees at very junior level - A4 Main interface with UK/Ireland BU confined to 3 lab people (technicians x 2 and expediter) - little visibility of responsibilities of others in the group No analysis performed Lab is assessed on output rather than quality No benchmarks communicated back to BU Lab does not use specific benchmarking software Lab team are sometimes seconded to work in other Engineering areas and feel that their work is not understood within EMF Little investment and no budget available for training or visiting magazine labs - lab members have been refused permission Many issues and difficulties escalated to BU to sort We have had occasions where machines shipped out without checking

IBU and COC Marketing Managers and tech support/engineering personnel end up retaining PR and RAP lab responsibilities in addition to their other duties and may not be trained in that field

No media training or Technical training Maintaining press relationships, being aware of most updated performance info,

Processes are often sidestepped in order to meet deadlines

Redefine roles and responsibilities Create a RAP Team in EMEA not just a RAP Lab

Include COC, BU Marketing/PR Managers, HSB PR (new), RAP Lab Define specific duties to foster more accountability, buy-in, accuracy, and prevent further inconsistencies with sales plans and marcom messaging.

Solution Define specific duties to foster more accountability, buy-in, accuracy, and prevent further inconsistencies with sales plans and marcom messaging. US RAP Lab lead to spend time in EMEA RAP Lab to conduct complete audit including coaching of individuals, review of individual responsibilities and roles/workflow of each

individual RAP Lab needs closer integration and visibility with COC - mandatory monthly meeting when PMs visit EMF for MSP pricing with immediate effect RAP Lab supervisor to work with Employee Comms to raise visibility of award wins through newsletter and posters

RAP Lab Process ImprovementRAP Lab Process Improvement

Owner: MarisaCost: $30K/yr (travel)

Timing: Starting January (Ongoing)

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Cont’d--Our recommendations Cont’d--Our recommendations #2#2

Solution Define specific duties to foster more accountability, buy-in, accuracy, and

prevent further inconsistencies with sales plans and marcom messaging. US RAP Lab lead to spend time in EMEA RAP Lab to conduct complete audit

including coaching of individuals, review of individual responsibilities and roles/workflow of each individual

RAP Lab needs closer integration and visibility with COC - mandatory monthly meeting when PMs visit EMF for MSP pricing with immediate effect

RAP Lab supervisor to work with Employee Comms to raise visibility of award wins through newsletter and posters

Create a RAP Team in EMEA, AP, Japan to create accountability and expertise for reviews

Owned by Regional PR Manager Attended by BU Marketing/PR; RAP Lab, COCs, Americas RAP or PG Marketing

when necessary Weekly concalls/meetings Agenda-Sharing of benchmark information, Prioritizing eval units, updating rev

guide, press unit status reporting

RAP Lab Process ImprovementRAP Lab Process Improvement

Owner: MarisaCost: $30K/yr (travel)

Timing: Starting January (Ongoing)

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Our recommendations Our recommendations #3#3

Problem Regions are not equipped with the tools needed to manage planning for reviews and

reporting reviews outcomes resulting in chaos. No way to measure successes & failures

Symptoms Communication goals, regional deadlines, contingency plans all unknown. No one

accountable. Without tool to help Labs prioritize, no LOB or BU get priority. He who screams

loudest receives product. Limited measuring reviews effectiveness

Little tracking, accountability, visibility, or metrics Solution

Develop, Fund, Deploy, Evangelize “Tools of the Trade” WW Reviews Plan Template (goal setting, allocation preparation) Opportunities Web database (eval unit tracking) Awards & Reviews Reporting Web site (tracking/searchable)

Tools of the TradeTools of the Trade

Owner: MarisaCost: $30K/yr (travel)Timing: Starting January (Ongoing)

I D I D I DAPJAPEMFUS

Reviews Launch Template Opportunities Tracking Awards/Reviews Reporting Tool

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BUT…………….BUT…………….

Problem No IT owner for already launched Awards & Review site (EMF/AMF)

Need owner/funding to deploy to regions Opportunities Database (EMF/AMF) is not IT-friendly (Linux)

Need $75K to make dbase IT-friendly to deploy to regions Symptoms

Awards & Reviews site and Opportunities Database only 50% deployed. Regions are bought in to use it but can’t re-engage without owner and money.

Solution Scope costs Get agreement on splitting costs between PR/PG Find a new home for databases when funding available

Hire web resource for RAP lab Determine which IT group to own Hire a contractor

Tools of the Trade FinancingTools of the Trade Financing

Owner: MarisaCost: $200K (awaiting final # from IT)Timing: Starting January (Ongoing)

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Our recommendations Our recommendations #4#4

Problem Attrition, lack of expertise, resources (time & money) have contributed

greatly to the lack of understanding of the product reviews process resulting in missed or poor reviews.

Symptoms EMEA RAP Lab unaware of issues affecting system performance, what is

shipping what’s not, priorities for systems to be shipped from EMEA lab. No one taking responsibility when a review turns out poorly.

Solution Determine how to make RAP Team accountable for good/bad reviews to

foster awareness with execs Monthly/quarterly presentations to execs Performance Plans for Product Managers, PR

Awareness BuildingAwareness Building

Owner: MarisaCost: $30K/yr (travel)Timing: Starting January (Ongoing)