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FY09 SL7 - Premier{ We are LATAM Changing People’s Lives}Paulo H LeocadioService Line LeadLATAM SL7/Premier
== FY07 ==
Premier Offerings
Challenge: ProfitabilityScore:
Positive CM
US$28.9MM 41% YoY
== FY08 ==
Maturity
Challenge: BADNA, Blue Print
Score: CAS penetration
US$39.5MM 36% YoY
== FY09 ==
Breakthrough
Challenge: Regional Alignment
Score: CPE
US$48.3MM 22% YoY
== FY06 ==
Operational Excellence
Challenge: non-Premier LATAM
Score: Premier Compliant
US$20.5MM
The Journ
ey
The Promise
Grow the Business By in increasing 22.2% to $48.8MM in revenue & penetrating 20 net new CAS
Delight our PeopleBy taking readiness to levels that never existed before
Delight our CustomersChanging their lives thru the Premier experience(74% Top Box)
InnovateBy launching and developing new SL7 Offerings
Solution SupportPartners Mission Critical Customers
Mobile Telephony
MPSA
MSPA + Hosting Partners
Green Badges + Partner Offerings
MSPA + Subcontractor Agreement for CAS Penetration
Premier Ultimate
Premier Mission Critical
3rd Tier Support
PFE Solution Support
HMC
CRM
Premier for Hosted Solutions
Support for Developers
Mobile Operators
Per Device 2nd & 3rd Tiers
Mobile Device Manager
MSPA-Like
Subscription model
Enterprise Customers
3rd Tier Support
Secure Messaging
Escalation Level
The Opportunities
OEM Manufacturers
Development Support
Escalation
Service Delivery Management
ProactiveServices
Reactive Support
Problem Resolution Services
Support Account
Management
Proactive Services
Unlimited Problem
Resolution Services
Support Account
Management
Preventative Proactive
Services
Premier Foundation/Standard/Pl
us
PremierUltimate
Premier Components and Offerings
New
Proactive services chosen with the customer
Service delivery plan includes TAM deliverables
Reactive support accessed by accredited contacts
4 Ultimate Deals Signed!
In FY09 to grow the Business and drive CPE we will focus on (up)Selling more proactive Services
SL7 Offering Roadmap – FY09
• Land Premier Ultimate and PMC
Q1
• Premier Support for Developer redesign
Q2
• Essential redesign
• Premier Assist
• Pro redesign
Q3
• MSPA redesign
• Premier Global redesign
Q4
FY09 Prioritization
SL7 LATAM Offering Roadmap
Premier Ultimate
Premier Mission Critical
3rd Tier Support
Premier Assist
The Priorities
CPEDelight Customers
PeopleDelivery Excellence
AlignmentOne Team, One
Voice
InnovationSL7 Roadmap
Change field perceptionQuick winsDelivery excellenceSDP/PSDM
SL7 Readiness Plan
Invest on readiness delivery
Engagement with the field
LATAM SL7 Core Team – Build to LastLATAM Premier Team – One VoiceStakeholders Buy in
New Offerings early availabilityOfferings tailored for LATAMLocal delivery resources
Playbook
CPE
Awareness
Partners
The Challenges
What can we do? Ideas?
What can we do in the short term?
How can we make the approvals a more agile process?
How can we spread the Premier knowledge to Sales Force?
LATAM SL7 Core TeamPaulo H
Leocadio – Premier/SL7
Ariane Araújo –
PFE
Steve Royer – CritSitViviana
Guerrero – Premier Ops
Luis Lara Cobos –
CTS
Ale Pompei –
CSBuilt to Last
LATAM Premier Team
LATAM Premier Field Community and Business Leads
SL7 Partner Offerings•Ignacio Gomez Gomez – Business Lead
SL7 MIP/SKU Strategy•Ronan Damasco - Business Lead
SL7 Business Rules & Playbook•Jorge Bedoya Cabas – Business Lead
TAM Community•Mauricio Lorenzon - Community Lead
SEM Community•Ivan Castro – Community Lead
PFE Community•Pablo Valentini – Community Lead
Workshop Plus •Miguel Angel Muñoz Escobar - Business Lead
SDP/PSDM Champion•Edwin Rodrigues - LATAM Champion
Readiness•Javier Tovar
One team/One voice
LATAM Premier Team
SL7 Core Team
WW SL7 Team
1o1’s
LATAM Premier Call
SL7 Core Monthly Pre-
RoB
Monthly RoB
Yearly PLT
LATAM SL7 RoB
Workforce Planning:Collaborative Innovation
CritSit
Services PFE
CTS
FY09 SL7 Scorecard Metrics
•#7 – Revenue Support & HealthUS$48.3MM•#9 - Customer Satisfaction - Support (Premier)73%•#12 - Customer Health Index59•#16 - Net Incremental Customers Premier – CAS+20•#19 - Consumption of Global Resources97%•#20 - Premier Burn Rate90%
LATAM FY09 Target
US$48,333,637.2853
FY09 Subsidiary
Budget Target
Seasonality
Q1 US$11.052MM
Q2 US$12.092MM
Q3 US$12.334MM
Q4 US$12.714MM
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
Up sell larger customersEarly adoption of new SL7 Offerings
Key Dependencies[Incl. Resources]
Readiness/Awareness with the support from Redmond SL7 and Services AHQ teams
Relevant KPIs & Quarterly Targets
FY09 Subsidiary Scorecard – GROW
FY08 Target / Final expected actual US$40,352,228.2032
Target Thresholds(Yellow-Red)
Green: ≥ TargetYellow: < 100% and > 95% of Target
Red: ≤ 95% of Target
Update Frequency Monthly
Metric #7 – Revenue Support & Health ServicesMetric Overview & Definition
Description
The Support & Health Service Line continues to deliver the highest level of support services to drive the Operational Health of our Customers. The Premier Offering will remain the primary Offering for MCSFY09, but there will be an increase in additional Services to increase the options for our customers i.e. Dynamics specialism, Public Sector specialism, Solution Support. The recognized revenue value in CUS$ of Offerings sold, will be based on the sales (invoice) of Premier (Global, Standard, Plus and Foundation. Includes Essential).
Calculation
Recognized CUS$ revenue value of signed contracts in Clarify with all Service Families. All segments.
Direct Dependency/Link to Revenue Planning?
LATAM FY09 Target
73%
FY09 Subsidiary
Budget Target
Seasonality
Q1
Q2
Q3
Q4
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
Voice of the CustomerQuick WinsCTS Premier Refocus Engagement with CPE LeadershipMonthly CPE ReviewField Perception tacticClose engagement with LATAM CPEExecutive reviews and account planning with SDPSLA Exception Reporting and Resolution process and Premier Readiness initiatives
Key Dependencies[Incl. Resources]
Relevant KPIs & Quarterly Targets
Quality of Service results for Reactive Incidents
FY09 Subsidiary Scorecard – WIN Customers
FY08 Target / Final expected actual 73.04%
Target Thresholds(Yellow-Red)
Green: ≥ TargetYellow: < 100% and > 97% of Target
Red: ≤ 97% of Target
Update Frequency Monthly
Metric #9 - Customer Satisfaction - Support (Premier) ServicesMetric Overview & Definition
Description
Percentage of all surveyed cases that return a score of 8 or 9 (on a 9 point scale)
Calculation
% Top Box = ((# 8, 9 scores) / (# of 1-9 scores + # of Don’t Know scores + # of Refused scores)) * 100
Direct Dependency/Link to Revenue Planning?
LATAM FY09 Target
59
FY09 Subsidiary
Budget Target
Seasonality
Q1
Q2
Q3
Q4
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
Continued focus on MIP/SKU based proactive and remediationBest Practice sharingWe have to reports trends of Reactive incidents volumes and Proactive trends to measure effectiveness with our strategy of Proactive Invesments
Key Dependencies[Incl. Resources]
Relevant KPIs & Quarterly Targets
FY09 Subsidiary Scorecard – WIN Customers
FY08 Target / Final expected actual 61
Target Thresholds(Yellow-Red)
Green: ≥ TargetYellow: < 100% and > 97% of Target
Red: ≤ 97% of Target
Update Frequency Monthly
Metric #12 - Customer Health Index ServicesMetric Overview & Definition
Description
An index to gauge the relative health of a customer.
CHI is on a 100 point scale, 100 being the best. It is the sum of four factors: • CritSit Volume – rolling 12-month count of CritSits divided by contract value • Reactive Labor Volume – rolling 12-month count of reactive labor hours used divided by contract value • CritSit Differential – the rolling YOY comparison of CritSit counts • Reactive Labor Differential – the rolling YOY comparison of reactive labor totals ). Data is calculated centrally out of Clarify
Calculation
Weighted sum of four factors that indicate customer health (CritSit Rate, CritSit Volume, Labor Rate, Labor Volume); calculated centrally based on Clarify data and MS Sales license purchases
Direct Dependency/Link to Revenue Planning?
LATAM FY09 Target
20
FY09 Subsidiary
Budget Target
Seasonality
Q1
Q2
Q3 8
Q4 12
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
Key Dependencies[Incl. Resources]
Relevant KPIs & Quarterly Targets
FY09 Subsidiary Scorecard – WIN Customers
FY08 Target / Final expected actual 45
Target Thresholds(Yellow-Red)
Green: ≥ TargetYellow: < 100% and > 90% of Target
Red: ≤ 90% of Target
Update Frequency Monthly
Metric #16 - Net Incremental Customers Premier – CAS ServicesMetric Overview & Definition
Description
Net new number of Premier CAS Customers (defined as new less lost customers) with active Premier contracts over the prior month’s baseline o Major, SMS&P, and other accounts are not included o CAS accounts are defined as the list of accounts included in the EPG MAL o Active contract is defined as being active and valid on the last day of the fiscal monthCAS Inside accounts are includedo CAS inside accounts are included o Essential contracts are not included o MCS P&L Contracts are not included o MPSA contracts are included when sold to a partner who is included in the EPG MAL list. If the MAL list customer is served by a partner who purchased MSPA, the end customer will not be counted as penetrated
Calculation
(Current count of all CAS Customers with active Premier contracts) – (Restatement* of the prior month’s count of all CAS Customers with active Premier contracts) o *The second component of this metric (Restatement of the prior month’s count…) must be a restatement for the following reasons: § To account for fluctuations on the MAL (i.e. deletions due to mergers and acquisitions, bankruptcies, etc.) § To account for data clean-up performed by the field in reaction to the prior month’s scorecard results
Direct Dependency/Link to Revenue Planning?
LATAM FY09 Target
100%
FY09 Subsidiary
Budget Target
Seasonality
Q1
Q2
Q3
Q4
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
SDP completionPFE alignment
Key Dependencies[Incl. Resources]
Relevant KPIs & Quarterly Targets
FY09 Subsidiary Scorecard – WIN Customers
FY08 Target / Final expected actual N/A
Target Thresholds(Yellow-Red)
Green: ≥ TargetYellow: < 100% and > 97% of Target
Red: ≤ 97% of Target
Update Frequency Monthly
Metric #19 - Consumption of Global Resources ServicesMetric Overview & Definition
Description
Rate of consumption of hours for MGSI and PFE against plan as committed to by the field locations.
Calculation
Sum of PFE and MGSI actual delivered billable hours as a % of total committed PFE and MGSI plan hours by location by period
Direct Dependency/Link to Revenue Planning?
LATAM FY09 Target
90%
FY09 Subsidiary
Budget Target
Seasonality
Q1
Q2
Q3
Q4
Strategies, Ownership and Dependencies (Segment / Other Teams)
Owner LATAM Premier/SL7 Lead – Paulo H Leocadio
Key Strategies / Big Bets / Campaigns
SDP completionPSDMTAM Excellence
Key Dependencies[Incl. Resources]
Svcs Leads commitment/agreement
Relevant KPIs & Quarterly Targets
FY09 Subsidiary Scorecard – WIN Customers
FY08 Target / Final expected actual N/A
Target Thresholds(Yellow-Red)
Green: 80% to 100%Yellow: 70% to 80%Red: <70%, >100%
Update Frequency Monthly
Metric #20 - Premier Burn Rate ServicesMetric Overview & Definition
Description
Operational burn rate is customer direct consumption of the contract. This includes labor that is decremented from the customers Premier agreement as compared to what was purchased.
Calculation
Calculation under review by Operations Reporting
Direct Dependency/Link to Revenue Planning?
Call To Action
Bookmark LATAM Premier and SL7 Official Portalhttp://team/sites/latam_offerings/default.aspx
Engage with SL7 Core Team - We are here for you
Be the voice of Premier in your Sub - Believe in our journey
Escalate non compliant cases early (before proposal is submitted)
Bring the opportunities for new offerings for early discussions
SDP Completion will be the blood in our veins – GO DO IT!
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