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Knowing what to Position

Knowing what to Position. HP BAC. Agenda. Why do we care? Consultative Approach Qualification Understanding their goals Building your value prop Understanding your competitive position Questions Maturity Model Constructing the solution Presenting. Why do we care?.

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Knowing what to Position

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  1. Knowing what to Position HP BAC

  2. Agenda • Why do we care? • Consultative Approach • Qualification • Understanding their goals • Building your value prop • Understanding your competitive position • Questions • Maturity Model • Constructing the solution • Presenting HP Restricted - For HP and Partner Internal Use

  3. Why do we care? • Knowing what to position will bring you… • The fastest sales cycle • The most significant deals • The surest route to a competitive victory • It will avoid these questions… • Didn’t you already show this to me? • How are you different from your competitors? • What is this going to do for me? HP Restricted - For HP and Partner Internal Use

  4. Consultative Approach • Listen more then talk initially, avoid the urge to “show up and throw up” • Understand who the customer is • Research business and industry • Know their history with us • Understand what they want to accomplish • Subtly collect the information we need • Share the breadth of the portfolio, but only seriously recommend those solutions that you believe help will help them • Share relevant customer experiences • Long term this forges a trusted advisor relationship HP Restricted - For HP and Partner Internal Use

  5. Qualification -What do they want to accomplish? • Stop the hurting - probe for “pain points” at all levels, working up or down the levels: • Customer Pains • Resource Pains • Organizational Pains • Financial Pains • Technology Pains • Vendor Pains • What does a perfect solution look like to them? • What is require to achieve success? • What is currently on the table and what is not? HP Restricted - For HP and Partner Internal Use

  6. Qualification – What do we want to accomplish? • Understand their limitations/constraints: • Budget • Time • People • Technical • Begin to build a value prop around their pains • Understand the organizational AND approval structure • Understand their decision/evaluation process • Technology fit HP Restricted - For HP and Partner Internal Use

  7. Qualification – Competitive Position? • Who are our current competitor? • What are their perceived strengths? Weaknesses? • What are the criteria by which a decision will be made? • What do they currently use and how do they feel? • How might we change the playing field? • What are their current relationships? • POC timing and positioning? HP Restricted - For HP and Partner Internal Use

  8. Key Qualification Questions • When something goes wrong how does IT know? • What happens after that? • How do you look at “service”? • Do you currently track transactions? • How do you know what your users are feeling? • Do you know the value of transactions IT is working on? • How do you manage events? • Do you have a good process for dealing with failures? • How do you know what infrastructure supports a service? • What is your single biggest challenge in operations? HP Restricted - For HP and Partner Internal Use

  9. BSM’s five main areas • Transaction Management • Systems Management • Dependency Mapping • Problem Resolution • Service Level Management HP Restricted - For HP and Partner Internal Use

  10. Where shall I start to achieve BSM? Any order leads to BSM maturity SERVICE LEVEL MANAGEMENT Infrastructure  Application  Business PROBLEM RESOLUTION Diagnostics  Problem isolation Run book automation TRANSACTION MANAGEMENT End user  Business transactions Business process DISCOVERY AND DEPENDENCY MAPPING Manual definition  Infrastructure  Application  Business services CONSOLIDATED OPERATIONS Element Consolidated event & performanceConfig and deployService impact chaos reactive proactive services value IT process maturity HP Restricted - For HP and Partner Internal Use

  11. Transaction Management • Start with end users? • Understand what user pains we are trying to solve • Do we position Diag, SAM or NNM with it? • Assess transactional value • High volume? • High value? • Regulatory criticality? • Most customers begin with synthetic and move to real user, but this is not always true • Almost everyone looks at transaction content after performance and availability HP Restricted - For HP and Partner Internal Use

  12. Problem Resolution The first step in problem resolution is breadth of visibility, can you see everything? Most people lack visibility into code execution so diagnostics is a very strong initial play As organizations grow in complexity they create a lot of data, but now actionable information. This is a perfect moment for Problem Isolation to come in. Automation of run books and change is a great next step here where we are uniquely positioned HP Restricted - For HP and Partner Internal Use

  13. Service Level Management • SLM must come after an organization has good visibility and service maps • The KEY question is “what is a service?” • How will it be defined? • How will it be measured? • Who owns responsibility? • How will compliance be calculated? • This is one of the most difficult hurdles for IT organizations so be careful it gets off of the ground HP Restricted - For HP and Partner Internal Use

  14. BAC General Adoption Times End UserManagement(BPM and RUM) ProblemIsolation Service LevelManagement Business ProcessInsight System Availability Management(SiteScope & Ops Center) Discovery and Dependency Mapping Diagnostics(J2EE, .NET, ERP/CRM) TransactionVision First Step Second Step Third Step HP Restricted - For HP and Partner Internal Use

  15. Constructing the solution… Make sure you have all the relevant information Remember maturity doesn’t mean they use our product for problem x Make sure to follow the customers restraints as best as possible Highlight where restraints are problematic Put together a solution focused on only their needs It helps customers to be able to see it in their environment Try to use/included integrations Suggest a phased approach if needed HP Restricted - For HP and Partner Internal Use

  16. Consider Software-as-a-Service Customer Pains SaaS Solution • Business critical need for solution • Lack of available, trained resources • Lack of ready to deploy infrastructure • Lack of operational best practices • Need to focus on business initiatives • Achieve fast time to value • Pre deployed infrastructure • Applied team of experts • Reduce risk of deployment • Guided implementation • Ongoing mentoring • Enables IT resources to focus on business benefit • Managed deployment and admin • Ability to transition in-house when ready HP Restricted - For HP and Partner Internal Use

  17. Presenting • Make sure to use customer words and anecdotes whenever possible • Feel free to re-use content, but avoid the standard BTO deck flow • Make sure you have an action plan for next steps, POC, Customer Reference, etc. • No and Don’t are powerful words. Use them! • Share customer use cases, relevant examples, expertise and lessons learned • Be prepared to talk about how we are helping their peers • Be knowledgeable on best practices (SWU content) HP Restricted - For HP and Partner Internal Use

  18. Example 1 HP Restricted - For HP and Partner Internal Use

  19. Example 2 HP Restricted - For HP and Partner Internal Use

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