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Japan Partner Service Sales Partner High-Touch FY12 action plan

Japan Partner Service Sales Partner High-Touch FY12 action plan. September 5, 2011 Yuji Kobayashi. Partner High-Touch Enablement. End Users. Cisco Partner Service Sales. Renew management, Q&A, claim management. DVAR. DVAR /Inside sales. Kusajima ,. Sales Strategy Planning.

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Japan Partner Service Sales Partner High-Touch FY12 action plan

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  1. Japan Partner Service Sales Partner High-Touch FY12 action plan September 5, 2011 Yuji Kobayashi

  2. Partner High-Touch Enablement End Users Cisco Partner Service Sales Renew management, Q&A, claim management DVAR DVAR/Inside sales Kusajima, Sales Strategy Planning Main service department Field sales (product/service) Front sales engagement, demand creation Partner High-Touch Enablement Strategic planning, GROW, promotion planning, CSPP foundation Only Strategic partner Kobayashi 2-Tier 2 Tier / Disti 2-Tier development Fujimura CBR/ CBR-JPN CPS+AS, etc Disti WWPS Performance management Yoshihara

  3. Collaborative Conceptual Scheme w/ Service Partner and SIer CiscoPartners CiscoServices Service Partner CSSP Premium Current Customer CSSP ・・・ NWSupport PaaS Smart Care Design GrpCompany DC CBRSNT/SNTC ・・・ TechSupport Security UC (Vidoe) CBR CPS NewCustomer UC NOS menu DC(Tidal/newScale) CBR Fixed AS CollaborativeDelivery Model CISCO Partners and also DC Provider CBR Custom AS HCS / UCaaS Cloud Services CISCO Partners and also SAP Parter Other Application: X/Y/Z… CISCO HW: UCS/Nexus Other Application: SAP HANA Other Service Provider CISCO Capital Business Alliance Partner

  4. Partner High Touch • Short term selling approach • To Top 3 Partners (NOS / Fujitsu / CTC) • CBR-SNT selling to the nominated customers over CSSP100k • ※Nominated Customerについては、PartnerHTがPartner’s Sales Teamと活動。TSについては、Biz Enablerとして活動、仕組みを作った後、Partner’s Sales Teamに任せる。ASについては、案件毎に提案支援を実施。 • ※相互のメリットなど、情報共有と戦略・進め方の共有 • To Over CSSP Disc 75% Partnersexcept top 3 (NEC / Hitachi / IBM etc) • CBR-SNT selling to the nominated customers over CSSP100k • If not, consider nomination again as for Potential customers to sell CBR-SNT • ※各Partnerの顧客情報の確認が必要 • ※相互のメリットなど、情報共有と戦略・進め方の共有 • To Less than CSSP Disc 75% Partners (OKI / T-Sol / NTT-DG) or Partners asking Out-task for CSSP activity (MKI / Netmarks / SBB / NTT-PC etc) • CBR-JPN or SmartCare selling thru SC Free-trial • ※ PSDMによるActivityがメイン、biz EnablerとしてPartnerHTは活動支援

  5. Partner High Touch • Expected Accomplishment and value •  Value-added to Partner service business • Smart service expanding • IBLM visibility • AS (incld. CPS) potential and creation of next biz opportunity in Partner Sales Org • Building better services biz relationship w/ Partners • Share partner’s biz opportunities and biz visibility • TCO Efficiency

  6. Approach for the Partner High-Touch Enablement • Service Demand creation w/ Partner • Build relation w/ focus partner: CTS / Fujitsu / NOS • Prepare Sales scenario and planning Partner High-Touch selling model • Pipeline for Partner High-Touch Opportunities • Build new services partners in fy12 • Issue • Value analysis for TCO for CBR-JPN model? • Treatment for the Category-D products price

  7. Action plan • mission • Non-channel selling = Deal dispatcher • Not portfolio enabler • Integrated service => first service selling and Engage • NOS/CTC • Partner全体とCISCOの Product/Service matrix • どのようにサービスを組み込んでいくかのアイデアとアクション • Partner’s TS menu and CISCO TS matrix • How CISCO AS/TS plug into Partner’s service? • CSSP -> CBRSNT migration -> FTS/NOS

  8. CTC approach plan

  9. CTC fy11 revenuefor market segmentation Focus Area 大雑把な試算： CTCのNW Revenue(39%)：約279億円 CISCO NW Revenue：USD150M⇒ 約180億円 （1$=85yen, 40％Margin） よって、 CTCのNWHWとしては CISCOで約180億円(telecom 130/ Ent 50) CISCO以外で100億円のビジネス(tel 70/Ent 30想定） 約279億円

  10. CTC fy11 revenuefor each category / type

  11. CTC Outlook • CTCの売上　2,831億円（2011年 3月期） • Telecom1,020億円 • ENT1,494億円 • DC事業と保守運用サービス事業など　約300億円 • CTC’s Focus Area • 災対⇒　Cloud Services、BC/DR • ITコスト最適化⇒　仮想化/統合化 • サービス強化・IT投資⇒　スマートフォン活用、NW増強、Web化 • CTC’s Strength • インフラ構築力 • 顧客基盤 • グループ総合力

  12. CTC Solutions / Services CTC Cloudage P • Cloud導入コンサルティング P D SaaS • Private • Cloud • 構築 • ソリューション • 仮想化ホスティング I O Cloud運用アウトソーシング O

  13. Example. Service Matching Ideaneed to have vision and business model agreement • UCS • Nexus • HW Selling model : HW as Cloud Biz Driver • FlexPod, VXC and VBlock, etc • Risc to Linux/Windows Migration (SUN migration) CTC Cloudage P • Cloud導入コンサルティング • Tandberg&WebEx • Especially focus From Fixed AS Menu • Or Custom AS model P D SaaS • Private • Cloud • 構築 • ソリューション • 仮想化ホスティング • Fixed AS • & • CPS • Know-how usage for Edge technology • Using Partner’s Resource shortage • Quick deliver by Pkg I • HCS • VXI / UCaaS • Multi-tenancy cloud architecture • To be Big Bets: Partner-Led model driver • Collaborative selling CTC/CISCO • Automation management O Cloud運用アウトソーシング O • CBRSNT • &SmartCare • IBLMand visibility • Transition to CSPP 具体的なビジネスモデルの検討が必要

  14. CTCのサービス群

  15. CTCのサービス群

  16. CTCのサービス群

  17. CTCのサービス群

  18. CTCのサービス群

  19. NOS approach plan

  20. NOS fy11 revenuefor market segmentation *1：設計・開発はどちらに含まれるか要確認

  21. NOS Target customer in fy12 (2011/aug)EP第1営業本部 新聞・ﾒﾃﾞｨｱ・ｹﾞｰﾑ・IT・印刷 運輸・流通・商社

  22. NOS Target customer in fy12 (2011/aug) EP第2営業本部　製造全般

  23. NOS Target customer in fy12 (2011/aug) EP第3営業本部　金融

  24. NOSにおける事実 • Service approachができていない • PPDIOOの中のDIOOをまるごと契約してサービス提供 • NOSはNierに特化 • PP PhaseはSier(NTT-D / MDIS/情報子会社など）に依存するモデル • CISCO CSSP：$100K以上の潜在顧客あり!? • Focus Area • 全体利益率の改善 • DCサービス領域 • Security/wirelessサービス領域 • 電子会議システム Tandberg/WebEx • SNTCによる部材維持費用などの効率化と付加価値サービス提供

  25. Action plan for Each Partner

  26. CTC approach • Internal tactics discussion and agreement • Discussion and Confirm w/ CTC for sales approach • (SNTC and ) SmartCare deal nomination w/ CTC • CPS and fixed AS approach consideration • Partner’s merit • TCO reduction for NW Support business and Efficiency of their process (need investigation) • Service Level ? • Partner: L1 support and Parts delivery • EoX parts follow by their depot • Kitting OS and HW • CISCO: L2 / L3 support and RMA support

  27. CTC midterm management vision • Midterm management vision • One Stop IT vendor • Multi vendor/ Layer • Create value add / business model and lead the market • Top Vendor growing with Unique business models • Enhance Cloud/Infra business (PDI) • Enhance SI/ Outsourcing business(RMS) • Strengthen sales force ⇒　 • Chubu,West area/Drive global business • Margin + Enterprise business 30% growth

  28. Media sawanobori Major customers for CTC CTC business and Business group 金融システム第1本部 金融システム第2本部 金融システム第3本部 金融システム事業企画室 EPビジネス第1本部 EPビジネス第2本部 EPビジネス第3本部 中部ビジネス本部 西日本ビジネス本部 EPプロジェクト本部 ソリューションBiz推進本部 クラウドビジネス推進室 EPエンジニアリング室 流通システム第1事業部 流通システム第2事業部 流通システム第3事業部 流通システム第4事業部 流通システム第5事業部 科学システム事業部 クラウドPF 営推本部 クラウドPF 技術本部 クラウドPF 事業統括室 マネジメンtサービス営本 ソフトウェアサービス本部 サービス事業統括室 ITビジネス企画推進室 ITエンジニアリング室 Projectマネジメント室 情報通信システム第1本部 情報通信システム第2本部 情報通信システム第3本部 情報通信事業企画室 Telecom Systems Group Financial Systems Group Enterprise Systems Group Distribution Systems Group Cloud Platform Group IT Support Services Group Cross Function Group Solution Business Segment Service Business Segment CTC Sales revenue (by Business Segment) Services: 1340 ⇒1311億円 Product/SI: 1,562億円(898/664)⇒1,518億円(921/597) (2006/3 CRC DC business 330億円) 2011/3CTC Sales Revenue (Including Services) • CTC sales revenue • SP(35%) : Ent (53%) • Cisco product Booking • SP(70%) : Ent (30%) 1,019億円(35%) 247億円(8%) 894億円(33%) 352億円(12%) FY11 Cisco product Booking USD 108M(72%) USD 42M(28%)

  29. 39% of HW revenue comes from Network. CTC revenue Cisco Product booking Not sure SP:EP 42,242HW support*31%NW*80%share=10,476NW support • FY11 product booking : USD 185M (-6%) • 80% product bookings depend on R&S 2,830億円(USD 353B)

  30. NOS approach • Follow up to BTMUSNTC migration deal from CSSP • Internal tactics discussion and agreement • Discussion and Confirm w/ NOS for sales approach • SNTC and SmartCare deal nomination w/ NOS, if possible within Q1 • CPS and fixed AS approach consideration

  31. CAPEX

  32. NOS Target customer in fy11(1年前のデータ参照）EP第1営業本部 新聞・ﾒﾃﾞｨｱ・ｹﾞｰﾑ・IT・印刷 運輸・流通・商社 売上

  33. NOS Target customer in fy11(1年前のデータ参照） EP第2営業本部　製造全般 売上

  34. NOS Target customer in fy11(1年前のデータ参照） EP第3営業本部　金融 売上

  35. NOS Target customer in fy10(1年前のデータ参照） EP第2営業本部　製造全般

  36. NOS Target customer in fy10(1年前のデータ参照） EP第3営業本部　金融

  37. Fujitsu approach • Internal tactics discussion and agreement • Discussion and Confirm w/ Fujitsu for sales approach • SNTC and SmartCare deal nomination w/ Fujitsu, if possible within Q1 • CPS and fixed AS approach consideration

  38. Other Partner approach • NEC • BTMUSNTC migration from CSSP as same as NOS approach • SMBC multi-year SNT proposal include. EOL term • OKI • SMBC multi-year SNT proposal include. EOL term

  39. Solution related collaboration approach • SAP • UCS and Nexus + CBR Support model thru SAP SI Partner • To beat HP HW business model

  40. Deal 1 ：BTMUService Approach: CSSP to CISCO SNTC(CBR model) Support flow Curent • Stakefiolder • Contract Owner BTMU • Contract Owner • Project Manager • 1st Call as 1 window MDIS • Operation Monitoring • Onsite Engineering • Log collection • Parts exchenge MDIT / MIND SR Open L1?/L2/L3 • L1/L2Support • Parts delivery(2 parts delivery) • OS Install • Kitting • EoLH/W Support(EoL Parts delivery) HitachiJTE NOS • SR Open L2/L3 • Parts Delivery • to NOS • SR Open L3Only SR Open L1？/L2/L3 CiscoTAC • L3 only Support Contract model CSSP (current) CISCO TS CBR 1stStep (SNTC) CISCO TSCBR 2ndStep (SNTC/AS-NOS/HTOM) Can be model (Quick Approach) IB: over $44M

  41. Deal 2: SMBCCBRSNTproposal(NEC & OKI) ME-3600-24TS-M：EoXとCSSP保守 • NECCase • CSSP費用：EOS前USD 140K / 年 • 5年トータル支払い費用：約USD 861.2K EoL延長（1年1ヶ月）▼ EoS▼ EoL▼ 50%UP CSSP費用 25%UP 25%UP 15%UP 15%UP 2012/3/1 2014/3/1 2016/3/1 2018/3/31 約300K$ 約140K$ 約160K$ 約160K$ 約200K$ 約200K$ 2013/3/1 2015/3/1 2017/3/1 ＞ • CSSP5年間総費用：約USD 861.2K • SNT5年＋EoL延長分総費用

  42. 90days plan 1st : Visit main Partner, 2nd : other partner Internal plan

  43. Target

  44. Partner High Touch • HW selling -> Managed Services -> SLA/Utility Pricing • 1stop and trusted advisor as Sier/NIer • どこに対して • どのようにアプローチして • どのような成果を発掘するか •  Partner OrgでのASサービス

  45. Current CISCO Partners RTSを使っているのが、MKI・SBB・NTT-PC NetmarksはUniadexを使っている MKICSSP1に対し提供価格は７-8 UnciadexはCSSP1に対して提供価格は１０ NOSはCSSP１に対して提供価格は６ SmartCare: CTC/IBM/OKI/NTT-DG

  46. Deal 1: BTMUService Approach 1.Objectives BTMU’s stable operation of the network, preventing, or to respond quickly when a failure occurs, CISCO should propose BTMU for next NW Support scheme. 2.Theme for improving support 2-1. Accelerated failure response 　⇒Fault analysis, isolation and exclusion of multiple layer like MDIS / MDIT/NOS/CISCO by CISCO direct support models Benefits: Improved coordination through faster fault response rate information. Simplification of responsibility Disadvantage: time and cost of next Support Scheme migration should be 【As-is (Assumption)】 【should be Next Support model】 2-2. 99.9% system capable of stable operation management system ⇒ Design Review and test item review by Cisco Advanced Services Benefits: Reduce risks and contribution to stable operation Disadvantages: The costs will be incurred BTMU BTMU Monitoring & Support (Onsite) The primary fault isolation Monitoring & Support The primary fault isolation 1st Call Window & Management 全体取りまとめ MDIS MDIT MDIS MDIT Secondary Fault Isolation Parts Delivery • Secondary Fault Isolation Support • Parts Delivery Onsite Support Onsite Support Hitachi Hitachi NOS NOS Hitachi Densa Hitachi Densa Parts Delivery Hitachi-JTE Hitachi-JTE • Secondary Fault Isolation Support • Parts Delivery • Secondary Fault Isolation • Analysis Equipment Analysis Equipment Cisco Cisco

  47. CBR-JPN Discount Promotion Overview • Summary: To provide strategic temporary discount on CBR SMARTnet with conditions applied, while waiting for PSS • Objective: To increase Smart Services market penetration by raising the number of SMARTnet install base • Use as a springboard to introduce Smart Services (SNTC, Smart Call Home) • IBLM: raise the visibility of the install base • Fill the gap between CSSP (Discount up to 80%) and SMARTnet (45% fixed) • Bridge to Partner Support Services • Description: • Additional 15% discount to SMARTnet (total 60%) • All other conditions to say the same as standard SMARTnet contract*1 • No new SKU Transformational: AS, FTS PSS (FY14) CSSP CBR-JPN Large enterprse: SMARTnet CBR-JPN target A bridge solution to help the target partners migrate from CSSP to PSS Others: CSSP • *1 As a general rule, Cisco expects partners to handle level 1 support from the end users

  48. CAPEX Comparison As of today model CBR3.0 model • Profit • Profit • Application Management cost ICT education cost Parts Delivery cost • Application Management Fee Parts Delivery cost ICT education cost Engineer resource cost Engineer resource cost PaaS NBD CSSPD

  49. Services Partner /Sier Collaborative Scheme UCS MDS NW CiscoCapital UtilityPricing Service Partner DAY2 ( TS + AS ) CISCO AS AMO+ Design Services HQ NWSupport ・・・ Design ・・・ DC GrpCompany TechSupport Security HWVendor UC NewCustomer CollaborativeDelivery Model CISCO TS SNT/SNTC….. Cloud Services UC/TP CiscoHW

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