BERSIN & ASSOCIATES Framework for Channel Training articles/Brandon... · Evolving Role of Training in Sales Enablement To increase the productivity and proficiency of sales account

CA

SE S

TUD

Y

IN THIS CASE STUDYSymantec’s sales training programs have evolved into a comprehen-sive performance support and sales enablement strategy that aims to increase the productivity and proficiency of both internal sales account teams and extended enterprise channel partners. The Sales Training & Enablement group is responsible for just-in-time delivery of informa-tion that empowers salespeople to do their jobs more effectively and close more sales.

Specifically, this case study examines:

How Symantec organizes multiple learning groups to best serve the needs of diverse constituencies, including employees, customers, and channel partners

How Symantec develops sales enablement plans that capture in one place all the documents, resources, and training required to meet learning objectives and increase sales volumes

How Symantec uses an XML-based content repository for manage-ment of learning and other content

How Symantec measures the success of its performance support and sales enablement programs through reports and certification programs e

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BERSIN & ASSOCIATES

PLANNING& STRATEGY

CONTENTDEVELOPMENT

LEARNINGPROGRAMS

LEARNINGTECHNOLOGY

ANALYTICS &MEASUREMENT

TALENTMANAGEMENT

FOCUS:

A Framework for Channel Training

Symantec Moves from Sales Training to Sales Enablement—Chris Howard, Principal Analyst | July 2006

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A FRAMEwORk FOR CHANNEL TRAINING

TABLE OF CONTENTS

Symantec Overview 3

the BuSineSS envirOnment 4

Learning envirOnment 5

evOLving rOLe Of training in SaLeS enaBLement 7

Sales Enablement Plans 7

Training Personalization 8

managing cOntent with a KnOwLedge repOSitOry 11

cOnSOLidating Learning management SyStemS 12

meaSuring SucceSS 13

Internal Sales Account Managers 13

Channel Partners 14

Certification Programs 14

Reporting 14

Be ready fOr change 15

cOncLuSiOn 15

APPENDIX I

Symantec Sales Enablement Learning Objectives 16

APPENDIX II

Symantec Sales Enablement Plan 18

About us 19

About this ReseARch 19

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Symantec Overview

Information is increasingly at risk. Cyber threats, natural disasters, user errors, and system failures put the security and availability of crucial information assets in jeopardy. Individuals and organizations are looking for ways to help them un-derstand and manage the risks to information—whether it is protecting personal information on a PC or building a global IT infrastructure that is safe, resilient, and flexible.

With more than $5 billion in annual revenues, Symantec is a leading provider of solutions that help individuals and enterprises ensure the security, availability, and integrity of their information. Headquartered in Cupertino, California, Symantec employs more than 14,000 people around the world and has operations in more than 40 countries. FORTUNE magazine recently honored Symantec as a “Blue Ribbon” company and one of the “100 Best Companies to Work For.”



The Business Environment

The 2005 union of Symantec and VERITAS into a single corporate entity was one of the largest software mergers in history. Prior to the merger, both companies relied heavily on channel partner networks for the value and expertise they brought to customers, as well as the volume of products and services those networks sold. Now that the merger is complete, Symantec faces the challenge of integrating not only the channel partner networks, but also the technology infrastructure that supports them.

Symantec supports a growing base of more than 60,000 partners in 37 countries around the world. The company recently committed to a fivefold increase in its partner-focused technology infrastructure investment. The key components of this integrated worldwide partner program include partner training, partner special-ization, and marketing efforts that expand Symantec offerings. The chief strategic goal is to increase partner channel sales as a percentage of overall sales. Symantec seeks to boost partner channel sales back to a premerger 90 percent from a current 75 percent of total sales.

Another strategic goal influencing the direction of enterprise learning at Symantec is the need to consolidate multiple learning management systems. Years of merg-ers and acquisitions at both Symantec and VERITAS have resulted in a plethora of learning platforms and programs. According to company officials, there are more than 20 distinct groups at Symantec that develop or deliver some form of training and/or enablement, including those aimed at employees, customers, and channel partners.

Rationalizing learning

programs and technol-

ogy platforms is a top

priority at Symantec,

which has more than

20 distinct learning

groups.

Symantec is looking

to sales training and

enablement to boost

channel partner sales

as a percent of overall

revenue.



Learning Environment

Symantec learning organizations are categorized into three major groupings that serve various constituencies: (1) Educational Services and Security Learning Services for customers/end users; (2) Learning & Performance Group and Support Readiness Training team for employees; and (3) Sales Training & Enablement for salespeople and channel partners.

Sales Training & Enablement provides support for a field organization of 5,000, including 3,000 account managers and close to 1,000 system engineers, as well as more than 60,000 channel partner organizations. The Sales Training & Enable-ment group is tasked with developing and delivering sales training, including the technology needed to support it. One team within that group, Sales Enablement Services, is the business unit that provides the technology infrastructure and sup-port for common delivery services, such as virtual classrooms, to support extended enterprise sales training. Product knowledge and other technical content are often sourced from the support and customer training organizations respectively; whereas sales, solutions, and accreditation content is developed within Sales Train-ing & Enablement by the Sales Solutions team.

The Sales Enablement Services group supports more than 5,000 online transac-tions1 per month, and has a yearly budget of approximately $4 million. According to the group’s senior director, roughly 50 percent of the budget goes to personnel. There are nine full-time equivalents whose roles include systems manager, systems architect, software developer, help desk manager, and project manager on report-ing and tools.

Sales enablement services and training are accessed through Web portals. The internal sales and external partner portals are managed by dedicated groups that are separate from the Sales Enablement Services team. For example, deployment of the channel partner program and PartnerNet portal (see Figure 1) is handled by a business unit with approximately 15 full-time equivalents.

The Sales Enablement

Services team provides

the technology for

delivery of sales

training to both

internal sales groups

and channel partner

organizations. Con-

tent development and

portal management are

handled by additional

groups.

1 Symantec defines a transaction as any initiation of a course, tool,

or assessment activity.



Figure 1: Symantec PartnerNet Portal – Training Home Page Source: Symantec, 2006



Evolving Role of Training in Sales Enablement

To increase the productivity and proficiency of sales account teams and chan-nel partners, Symantec’s sales training programs have evolved into a compre-hensive performance support and sales enablement strategy. The technology group, which was previously viewed only as an enabler of training, is now responsible for just-in-time delivery of information that empowers salespeople to get their job done more effectively. The goal is to give salespeople the right information at the right time to increase their rate of success.

Prior to the sales enablement strategy, a new product release meant a global launch of one-size-fits-all sales training and a flurry of documents—as many as 50 for a single product. But Symantec found that salespeople don’t have the time or inclination to prioritize which resources to use and when. Symantec decided that sometimes it is more important to give salespeople support infor-mation about how to define the purpose of a product, so that they can easily qualify customers at the beginning of the sales cycle. Later, Symantec gives them the performance support they need to move forward and close the sale.

One benefit of this approach is that learners are not overwhelmed with too much information up front. Salespeople get the information they need to start the sales process, but are not forced to learn everything they might need for the entire process until it is necessary. Compared with all-day product training sessions, sales enablement information is presented in smaller chunks. As a rule, the Sales Enablement Services group limits online content to one hour or less.

Another advantage is that content developers can refine information based on feedback from the “street” level. Since some sales cycles take up to nine months, content developers can get a better idea of what information sales-people really need to close a sale.

Sales Enablement PlansAn important step in the sales enablement strategy is bringing together the right blend of training modalities and performance support information. Available sales tools include live instructor-led workshops, synchronous and asynchronous e-learning (everything from recorded live meetings to virtual conferences to virtual labs), and documentation such as product data sheets, frequently asked questions, and demo scripts.

The key to Symantec’s

sales enablement

strategy is to provide

salespeople with just

enough information

at just the right time

in the sales process.

This performance sup-

port information spans

from instructor-led train-

ing to self-paced learn-

ing to various kinds of

documentation.



In order to provide field salespeople and channel partners with a map to sales enablement resources, Symantec has developed an information architecture. At the foundation of the architecture are 31 sales enablement learning objectives identified by Symantec as critical to every product release (see Appendix I).

The learning objectives fall into six key areas:

Product – General

Competitive

Pricing/Licensing/Support

Sales Strategies

Marketing

Demonstration

Each objective is mapped to a document that contains the required informa-tion. For every product launch, a Sales Enablement plan (see Appendix II) is published on the Web. The Sales Enablement plan is a map to selling a Syman-tec product or solution. The plan includes links to all the relevant sales tools and training, so that every student can control his or her own learning.

The process of developing the Sales Enablement plan begins at the planning checkpoint of the product development cycle. The goal is to release the plan 30 days prior to the product release date. The Sales Enablement Services team reviews the 31 learning objectives to see if they are already covered by exist-ing documentation or training, or if a new sales tool, such as online training, needs to be created.

Once finished, the Sales Enablement plan is posted to the LMS so salespeople can access it anytime, anywhere. The plan is generally complemented by a recorded question and answer session with the product manager.

Training PersonalizationThe Sales Training & Enablement group spends significant time thinking about how to provide the most appropriate learning program for each indi-vidual salesperson, whether internal or partner. The team personalizes both the learning portal and specific course recommendations, so that a field sales manager in the Americas will get a different learning plan than a channel part-ner in Europe.

The Sales Enablement

plan associated with ev-

ery product and service

gives salespeople a road

map for learning and

selling.



Internally, personalization is based on multiple, but different, factors. The first three factors are the individual’s job role, organization, and geography: Are you a senior sales account executive or a field applications engineer? Are you part of field services, a channel partner company, or government sales? What is your geographic location? Based on the answers to these questions, a defined profile is assigned to the student and a learning plan is recommended. Figure 2 illustrates a learning plan for field sales; Figure 3 illustrates a learning plan for channel partners.

Figure 2: Customized Field Sales Learning Plan Source: Symantec, 2006

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For even more individualized learning, competency assessment tools are used to baseline an individual student’s existing levels of knowledge about top-ics such as account management tools, sales methodologies, and Symantec products. These tools, which were developed by Symantec for its field sales organization, point to opportunities to fill in specific gaps in knowledge. The tools will soon be integrated at the intranet/portal level outside of the LMS.

Looking ahead one or two years, Symantec plans to set up personal portals for internal sales account managers. The company recently migrated from a traditional licensed software package to a hosted application service provider (ASP) model for its front-end sales management system. Each sales repre-sentation will have a personal portal, with training as a key component. By comparing sales data to training and competencies data, the portals will allow the Sales Enablement Services group to benchmark individual training goals and push specific courses to salespeople.

Complex product sales

environments need to

target both just-in-time

and formal training con-

tent to its most relevant

audience. Job role, product

categories, industries, and

languages are examples of

potential user profiles.

B E S T P R A C T I C E

Figure 3: Customized Channel Partner Learning Plan Source: Symantec, 2006



Managing Content with a Knowledge Repository

One of the keys to developing and delivering sales enablement learning is having a unified content strategy. Symantec has licensed and deployed a con-tent management system to manage and store multilingual content—such as technical documentation, product manuals, reference materials, training, and user assistance information—as a single source for maximum reuse and multi-channel delivery. The source repository enables users to store, search, and re-use structured content and unstructured documents together in one database.

The content management system stores content only one time, no matter how many times that content is used. This significantly consolidates the amount of content Symantec must manage and ensures content is consistent and accurate across all documents. On top of the single-source content management func-tionality, Symantec has deployed off-the-shelf authoring and XML2 editing tools that allow even nontechnical users, such as product managers, to publish learning content in multiple formats and languages. The Sales Enablement Services group provides instructional guidelines to help product managers and other content developers to determine what audience is being addressed, what the learning objectives are, and which channel is most appropriate.

Leveraging a content

repository across depart-

ments can increase produc-

tivity, ensure consistency,

and decrease the train-

ing cycle time.


2 Extensible Markup Language (XML), a w3C specification, allows web

designers to create their own customized tags, enabling the definition,

transmission, validation, and interpretation of data.



Consolidating Learning Management Systems

Since 2000, Symantec has acquired or merged with 25 separate companies. Each acquisition has required the integration of new LMSs and programs. For example, the VERITAS merger in 2005 brought four new LMSs to Symantec.

Symantec also recognizes that sometimes it is necessary to maintain separate learning systems for different audiences. Each system is customized to meet the needs of a specific constituency. At Symantec, training for customers and some employees is managed by a single Saba LMS installation—a system administered internally by corporate IT resources. Sales enablement (internal and channel) learning is managed by a separate SumTotal LMS, which serves more than 150,000 users and is hosted by an ASP.

Although maintaining separate LMSs has been a successful strategy for Symantec, the senior director of Sales Enablement Services says that the com-pany has made it a priority to consolidate sales enablement LMS functions as much as possible. The main motive for consolidation is to minimize the total number of user interfaces and linkages with back-end systems such as enter-prise resource planning or customer relationship management software and channel partner computing environments. By avoiding duplication and sim-plifying the information architecture, management believes that the company saves development, implementation, and administration costs.

With experience gained from seven previous LMS migrations, Sales Enable-ment Services has learned how to smoothen the transition and diminish the disruption to the sales process. They facilitate change by first meeting security expectations, so channel partners never have to worry about the release of confidential information. The group never attempts to move all users to a new platform at once. Rather, the group starts by first moving an internal audi-ence to the new LMS for testing purposes. Once the system is up and running smoothly, the group then moves channel partners to the new system.

Organizations with

internal and external

consumers of training

are best served by a single

platform for both audi-

ences. Some commercially

available LMSs are better

suited than others to

meet this objective.

A N A LY S I S

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Measuring Success

Symantec has several ways to measure the success of sales enablement training. To gauge student reaction—what they thought and felt about the training—the company administers post-training surveys (Kirk-patrick Level 1). To measure increase in knowledge, Symantec typically administers assessments or tests before and after the training (Kirkpat-rick Level 2). How and when these measurement tools are used is prede-termined by the job-role-defined learning plan.

Measuring the extent of applied learning back on the job (Kirkpatrick Level 3) and the effect on business (Kirkpatrick Level 4) is more chal-lenging for Symantec. The company attempts to identify data sources for measuring the success of learning programs using sales metrics. The goal is to answer questions such as, How much quicker are salespeople reaching particular sales objectives, and how does sales training influ-ence discounting?

Internal Sales Account ManagersRecently, Symantec focused on measuring soft skills, such as use of selling tools, discounting behaviors, and negotiation skills. The Sales Enablement Services group used the sales reporting system to track both individuals and sales teams. Three- and six-month reviews were conducted. A significant reduction in discounts was measured after salespeople took courses designed to boost their negotiation skills. Ac-cording to the group’s senior director, the results “were way beyond our expectations.”

Symantec also focuses on measuring sales objectives and hard skills such as sales administration, productivity tools, and CRM usage. For example, the Sales Enablement Services group targets the use of produc-tivity tools. They want to understand how salespeople spend their time so they can develop effective training to help them be more productive. That can mean anything from how to find reports for themselves, to how to use the CRM system. First, the group conducts a productivity survey to discover where time is being wasted. Individual salespeople self-report on how they spend their time, and then managers answer the same questions about the salespeople who report to them. After training

Like many other large

enterprises, Symantec

faces many challenges

as it attempts to mea-

sure the effect of its

sales training programs

on actual revenues and

profits. Instead, the

company attempts to

measure changes in

discounting behavior,

time management,

and other hard and

soft sales skills.



is administered, Symantec conducts ongoing reviews to look for changes in patterns. If a salesperson’s productivity goes negative it means the individual needs a refresher course.

Channel PartnersMeasuring the success of sales enablement training on the channel part-ner side is not as simple. Symantec administers Kirkpatrick Level 1 and Level 2 feedback mechanisms, but no higher levels. A biannual partner review gives the Sales Enablement Services group some insight into channel learning requirements as well as a feedback loop for continuous process and content improvement.

Certification ProgramsSymantec administers certification programs for sales enablement train-ing, but these programs are currently under review due to the merger with VERITAS. In general, Symantec works with third-party vendors that administer certification tests. The tests are usually designed by Sy-mantec learning consultants. The Sales Enablement Services group plans to develop integrated certification programs that will more effectively measure business skills and product knowledge.

Certification is an important component of channel partner qualifica-tion. By demonstrating that their organization is competent to a certain level, in addition to other factors, channel partners qualify to get dis-counts, sales leads, and more.

Reporting All sales enablement training reports go into a data warehousing system that allows the technology group to measure and correlate learning met-rics. More than 370 reports are available to sales account managers and channel partner companies. The reports are easily accessible through the training portals, enabling managers to quickly track learning prog-ress and performance. To get custom reports using “live” data, managers must make a request to the Sales Enablement Services group.

Relevant reports should

be made available to field

managers for them to

monitor training prog-

ress in their organizations.




Be Ready for Change

The Sales Enablement Services group has seen a significant number of corpo-rate mergers and acquisitions. In the aftermath of every transaction, the group has been faced with the prospect of migrating yet another learning system. Usually, the acquired company’s LMS and content is migrated into a Syman-tec LMS. The senior director of Sales Enablement Services confirms that he personally spent most of his time over the past 12 months dealing with the VERITAS merger. The development of new LMS features and functions had to be put on hold until the migration was complete. As a result, priorities are now getting “back on track.” The director advises other technology directors to plan for change by adding extra time to development schedules.

Conclusion

Symantec has dedicated significant resources to sales enablement training for both its field sales organization and external channel sales partners. By evolv-ing its traditional sales training into a sales enablement and performance sup-port program using blended delivery channels, Symantec gives salespeople the right information at the right time to increase their rate of success. The strat-egy is enabled by a single-source XML data repository that transforms every piece of content into a learning object that can be shared across departments and published in multiple formats.



Appendix I

Symantec Sales Enablement Learning Objectives

Lear

ning

Obj

ectiv

eBl

oom

Lev

el o

f Tax

onom

ySo

urce

Prod

uct -

Gen

eral

Give

exa

mpl

es o

f que

stio

ns th

at d

raw

out t

he c

usto

mer

's bu

sines

s ne

eds/

pain

poi

nts

for w

hich

the

Sym

ante

c p r

oduc

t res

p ond

sCo

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

mar

ket s

egm

ent (

SMB/

Larg

e En

terp

rise,

etc

.)Co

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

verti

cal m

arke

tCo

mpr

ehen

sion

Play

book

List

the

attri

bute

s of

the

targ

et c

usto

mer

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e th

e BU

SINE

SS p

ropo

sitio

n fo

r the

par

tner

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

Desc

ribe

depl

oym

ent s

cena

rios

for t

his

Sym

ante

c pr

oduc

t and

oth

er S

yman

tec

prod

ucts

it in

tegr

ates

with

Com

preh

ensi

onTe

chni

cal Q

uick

star

t

Artic

ulat

e ho

w th

e fe

atur

es a

nd fu

nctio

ns o

f the

Sym

ante

c pr

oduc

t add

ress

the

cust

omer

's bu

sines

s ne

eds

Com

preh

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onTa

rget

ing

Qui

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art

Artic

ulat

e th

e ke

y cu

stom

er o

bjec

tions

for t

his

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ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

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ulat

e th

e va

lue

prop

ositio

n th

at th

is Sy

man

tec

prod

uct p

rovid

es th

e cu

stom

er to

mee

t the

ir bu

sines

s ne

eds

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e wh

ere

the

prod

uct f

its w

ithin

the

segm

ents

of t

he A

PRM

mod

elCo

mpr

ehen

sion

Play

book

List

the

serv

ice o

fferin

gs a

vaila

ble

for t

his

Sym

ante

c pr

oduc

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mpr

ehen

sion

Play

book

List

the

influ

ence

rs a

nd d

ecisi

on m

aker

s th

at w

ould

pur

chas

e th

is Sy

man

tec

prod

uct

Know

ledg

eTa

rget

ing

Qui

ckst

art

Loca

te th

e sa

les

tool

s de

signe

d to

ass

ist in

the

sellin

g of

pro

duct

(nee

d a

list o

f too

ls)Kn

owle

dge

Play

book

Com

petit

ive

Desc

ribe

com

petit

ive v

alue

pro

posit

ion

(Why

this

Sym

ante

c pr

oduc

t ove

r the

com

petit

ion)

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Prov

ide

the

high

-leve

l com

petit

ive o

verv

iew

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Iden

tify

the

com

pellin

g bu

sines

s re

ason

for a

com

petit

ive p

artn

er to

con

vert

to s

ellin

g a

Sym

ante

c so

lutio

n/th

eme/

p rod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

List

the

com

petit

ors

and

thei

r pro

duct

(s) t

hat c

ompe

te(s

) with

the

Sym

ante

c pr

oduc

tKn

owle

dge

Com

petit

ive

Inte

llige

nce

Brie

fing

Pric

ing/

Lice

nsin

g/Su

ppor

t

Desc

ribe

how

the

licen

sing

of th

e Sy

man

tec

prod

uct w

orks

(new

, ren

ewal

, upg

rade

, cro

ss-g

rade

, tra

de-in

, lic

ense

pro

g ram

s)Co

mpr

ehen

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ing/

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nsin

g Q

uick

star

t

Desc

ribe

how

the

prici

ng s

truct

ure

of th

e Sy

man

tec

prod

uct w

orks

(bun

dles

, SKU

s, e

tc.)

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preh

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onPr

icin

g/Li

cens

ing

Qui

ckst

art

Out

line

the

supp

ort s

truct

ure

(and

war

rant

y te

rms,

if a

ny) f

or th

is Sy

man

tec

prod

uct

Com

preh

ensi

onPr

icin

g/Li

cens

ing

Qui

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Sale

s St

rate

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man

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er In

form

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ents

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l mar

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ent

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regi

onal

mar

ketin

g pr

ogra

ms

asso

ciate

d wi

th th

is Sy

man

tec

prod

uct

Com

preh

ensi

onM

arke

ting

Qui

ckst

art

Dem

onst

ratio

n

Desc

ribe

the

key

feat

ures

/func

tions

of t

he p

rodu

ct th

at s

houl

d be

use

d in

a d

emon

stra

tion

Com

preh

ensi

onDe

mon

stra

tion

Pack

et

Desc

ribe

the

nece

ssar

y co

mpo

nent

s fo

r con

duct

ing

a de

mon

stra

tion

of th

e pr

oduc

t's k

ey fe

atur

es/fu

nctio

nsCo

mpr

ehen

sion

Dem

onst

atio

n Pa

cket

Loca

te th

e co

mpo

nent

s ne

cess

ary

to c

ondu

ct a

dem

onst

ratio

n of

the

prod

uct's

key

feat

ures

/func

tions

Know

ledg

eDe

mon

stra

tion

Pack

etReproduced with permission from Symantec, 2006



Lear

ning

Obj

ectiv

eBl

oom

Lev

el o

f Tax

onom

ySo

urce

Prod

uct -

Gen

eral

Give

exa

mpl

es o

f que

stio

ns th

at d

raw

out t

he c

usto

mer

's bu

sines

s ne

eds/

pain

poi

nts

for w

hich

the

Sym

ante

c pr

oduc

t res

pond

sCo

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

mar

ket s

egm

ent (

SMB/

Larg

e En

terp

rise,

etc

.)Co

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

verti

cal m

arke

tCo

mpr

ehen

sion

Play

book

List

the

attri

bute

s of

the

targ

et c

usto

mer

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e th

e BU

SINE

SS p

ropo

sitio

n fo

r the

par

tner

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

Desc

ribe

depl

oym

ent s

cena

rios

for t

his

Sym

ante

c pr

oduc

t and

oth

er S

yman

tec

prod

ucts

it in

tegr

ates

with

Com

preh

ensi

onTe

chni

cal Q

uick

star

t

Artic

ulat

e ho

w th

e fe

atur

es a

nd fu

nctio

ns o

f the

Sym

ante

c pr

oduc

t add

ress

the

cust

omer

's bu

sines

s ne

eds

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e th

e ke

y cu

stom

er o

bjec

tions

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

Artic

ulat

e th

e va

lue

prop

ositio

n th

at th

is Sy

man

tec

prod

uct p

rovid

es th

e cu

stom

er to

mee

t the

ir bu

sines

s ne

eds

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e wh

ere

the

prod

uct f

its w

ithin

the

segm

ents

of t

he A

PRM

mod

elCo

mpr

ehen

sion

Play

book

List

the

serv

ice o

fferin

gs a

vaila

ble

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

List

the

influ

ence

rs a

nd d

ecisi

on m

aker

s th

at w

ould

pur

chas

e th

is Sy

man

tec

prod

uct

Know

ledg

eTa

rget

ing

Qui

ckst

art

Loca

te th

e sa

les

tool

s de

signe

d to

ass

ist in

the

sellin

g of

pro

duct

(nee

d a

list o

f too

ls)Kn

owle

dge

Play

book

Com

petit

ive

Desc

ribe

com

petit

ive v

alue

pro

posit

ion

(Why

this

Sym

ante

c pr

oduc

t ove

r the

com

petit

ion)

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Prov

ide

the

high

-leve

l com

petit

ive o

verv

iew

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Iden

tify

the

com

pellin

g bu

sines

s re

ason

for a

com

petit

ive p

artn

er to

con

vert

to s

ellin

g a

Sym

ante

c so

lutio

n/th

eme/

p rod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

List

the

com

petit

ors

and

thei

r pro

duct

(s) t

hat c

ompe

te(s

) with

the

Sym

ante

c pr

oduc

tKn

owle

dge

Com

petit

ive

Inte

llige

nce

Brie

fing

Pric

ing/

Lice

nsin

g/Su

ppor

t

Desc

ribe

how

the

licen

sing

of th

e Sy

man

tec

prod

uct w

orks

(new

, ren

ewal

, upg

rade

, cro

ss-g

rade

, tra

de-in

, lic

ense

pro

g ram

s)Co

mpr

ehen

sion

Pric

ing/

Lice

nsin

g Q

uick

star

t

Desc

ribe

how

the

prici

ng s

truct

ure

of th

e Sy

man

tec

prod

uct w

orks

(bun

dles

, SKU

s, e

tc.)

Com

preh

ensi

onPr

icin

g/Li

cens

ing

Qui

ckst

art

Out

line

the

supp

ort s

truct

ure

(and

war

rant

y te

rms,

if a

ny) f

or th

is Sy

man

tec

prod

uct

Com

preh

ensi

onPr

icin

g/Li

cens

ing

Qui

ckst

art

Sale

s St

rate

gies

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its w

ithin

the

larg

er In

form

atio

n In

tegr

ity m

essa

ging

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Intro

duce

an

eval

uatio

n fo

r thi

s Sy

man

tec

prod

uct

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Expl

ain

the

elem

ents

of t

he s

ales

stra

tegy

for s

ellin

g th

is Sy

man

tec

prod

uct i

n th

e ta

rget

mar

ket s

egm

ent

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Expl

ain

the

elem

ents

of t

he s

ales

stra

tegy

for s

ellin

g th

is Sy

man

tec

prod

uct i

n th

e ve

rtica

l mar

ket s

egm

ent

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Desc

ribe

the

typi

cal s

ales

cyc

le fo

r thi

s pr

oduc

t and

arti

cula

te h

ow to

be

succ

essf

ul a

t eac

h st

age

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Mar

ketin

g

Out

line

the

mar

ketin

g pr

ogra

ms

asso

ciate

d wi

th th

is Sy

man

tec

prod

uct

Com

preh

ensi

onM

arke

ting

Qui

ckst

art

Out

line

the

regi

onal

eva

luat

ion

proc

ess

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Mar

ketin

g Q

uick

star

t

Out

line

the

regi

onal

mar

ketin

g pr

ogra

ms

asso

ciate

d wi

th th

is Sy

man

tec

prod

uct

Com

preh

ensi

onM

arke

ting

Qui

ckst

art

Dem

onst

ratio

n

Desc

ribe

the

key

feat

ures

/func

tions

of t

he p

rodu

ct th

at s

houl

d be

use

d in

a d

emon

stra

tion

Com

preh

ensi

onDe

mon

stra

tion

Pack

et

Desc

ribe

the

nece

ssar

y co

mpo

nent

s fo

r con

duct

ing

a de

mon

stra

tion

of th

e pr

oduc

t's k

ey fe

atur

es/fu

nctio

nsCo

mpr

ehen

sion

Dem

onst

atio

n Pa

cket

Loca

te th

e co

mpo

nent

s ne

cess

ary

to c

ondu

ct a

dem

onst

ratio

n of

the

prod

uct's

key

feat

ures

/func

tions

Know

ledg

eDe

mon

stra

tion

Pack

et

Appendix I (continued)

Symantec Sales Enablement Learning Objectives

Lear

ning

Obj

ectiv

eBl

oom

Lev

el o

f Tax

onom

ySo

urce

Prod

uct -

Gen

eral

Give

exa

mpl

es o

f que

stio

ns th

at d

raw

out t

he c

usto

mer

's bu

sines

s ne

eds/

pain

poi

nts

for w

hich

the

Sym

ante

c p r

oduc

t res

p ond

sCo

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

mar

ket s

egm

ent (

SMB/

Larg

e En

terp

rise,

etc

.)Co

mpr

ehen

sion

Play

book

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its th

e ne

eds

of e

ach

verti

cal m

arke

tCo

mpr

ehen

sion

Play

book

List

the

attri

bute

s of

the

targ

et c

usto

mer

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e th

e BU

SINE

SS p

ropo

sitio

n fo

r the

par

tner

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

Desc

ribe

depl

oym

ent s

cena

rios

for t

his

Sym

ante

c pr

oduc

t and

oth

er S

yman

tec

prod

ucts

it in

tegr

ates

with

Com

preh

ensi

onTe

chni

cal Q

uick

star

t

Artic

ulat

e ho

w th

e fe

atur

es a

nd fu

nctio

ns o

f the

Sym

ante

c pr

oduc

t add

ress

the

cust

omer

's bu

sines

s ne

eds

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e th

e ke

y cu

stom

er o

bjec

tions

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

Artic

ulat

e th

e va

lue

prop

ositio

n th

at th

is Sy

man

tec

prod

uct p

rovid

es th

e cu

stom

er to

mee

t the

ir bu

sines

s ne

eds

Com

preh

ensi

onTa

rget

ing

Qui

ckst

art

Artic

ulat

e wh

ere

the

prod

uct f

its w

ithin

the

segm

ents

of t

he A

PRM

mod

elCo

mpr

ehen

sion

Play

book

List

the

serv

ice o

fferin

gs a

vaila

ble

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Play

book

List

the

influ

ence

rs a

nd d

ecisi

on m

aker

s th

at w

ould

pur

chas

e th

is Sy

man

tec

prod

uct

Know

ledg

eTa

rget

ing

Qui

ckst

art

Loca

te th

e sa

les

tool

s de

signe

d to

ass

ist in

the

sellin

g of

pro

duct

(nee

d a

list o

f too

ls)Kn

owle

dge

Play

book

Com

petit

ive

Desc

ribe

com

petit

ive v

alue

pro

posit

ion

(Why

this

Sym

ante

c pr

oduc

t ove

r the

com

petit

ion)

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Prov

ide

the

high

-leve

l com

petit

ive o

verv

iew

for t

he S

yman

tec

prod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

Iden

tify

the

com

pellin

g bu

sines

s re

ason

for a

com

petit

ive p

artn

er to

con

vert

to s

ellin

g a

Sym

ante

c so

lutio

n/th

eme/

p rod

uct

Com

preh

ensi

onCo

mpe

titiv

e In

telli

genc

e Br

iefin

g

List

the

com

petit

ors

and

thei

r pro

duct

(s) t

hat c

ompe

te(s

) with

the

Sym

ante

c pr

oduc

tKn

owle

dge

Com

petit

ive

Inte

llige

nce

Brie

fing

Pric

ing/

Lice

nsin

g/Su

ppor

t

Desc

ribe

how

the

licen

sing

of th

e Sy

man

tec

prod

uct w

orks

(new

, ren

ewal

, upg

rade

, cro

ss-g

rade

, tra

de-in

, lic

ense

pro

g ram

s)Co

mpr

ehen

sion

Pric

ing/

Lice

nsin

g Q

uick

star

t

Desc

ribe

how

the

prici

ng s

truct

ure

of th

e Sy

man

tec

prod

uct w

orks

(bun

dles

, SKU

s, e

tc.)

Com

preh

ensi

onPr

icin

g/Li

cens

ing

Qui

ckst

art

Out

line

the

supp

ort s

truct

ure

(and

war

rant

y te

rms,

if a

ny) f

or th

is Sy

man

tec

prod

uct

Com

preh

ensi

onPr

icin

g/Li

cens

ing

Qui

ckst

art

Sale

s St

rate

gies

Artic

ulat

e ho

w th

e Sy

man

tec

prod

uct f

its w

ithin

the

larg

er In

form

atio

n In

tegr

ity m

essa

ging

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Intro

duce

an

eval

uatio

n fo

r thi

s Sy

man

tec

prod

uct

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Expl

ain

the

elem

ents

of t

he s

ales

stra

tegy

for s

ellin

g th

is Sy

man

tec

prod

uct i

n th

e ta

rget

mar

ket s

egm

ent

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Expl

ain

the

elem

ents

of t

he s

ales

stra

tegy

for s

ellin

g th

is Sy

man

tec

prod

uct i

n th

e ve

rtica

l mar

ket s

egm

ent

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Desc

ribe

the

typi

cal s

ales

cyc

le fo

r thi

s pr

oduc

t and

arti

cula

te h

ow to

be

succ

essf

ul a

t eac

h st

age

Com

preh

ensi

onSa

les

Stra

tegy

Doc

umen

t

Mar

ketin

g

Out

line

the

mar

ketin

g pr

ogra

ms

asso

ciate

d wi

th th

is Sy

man

tec

prod

uct

Com

preh

ensi

onM

arke

ting

Qui

ckst

art

Out

line

the

regi

onal

eva

luat

ion

proc

ess

for t

his

Sym

ante

c pr

oduc

tCo

mpr

ehen

sion

Mar

ketin

g Q

uick

star

t

Out

line

the

regi

onal

mar

ketin

g pr

ogra

ms

asso

ciate

d wi

th th

is Sy

man

tec

prod

uct

Com

preh

ensi

onM

arke

ting

Qui

ckst

art

Dem

onst

ratio

n

Desc

ribe

the

key

feat

ures

/func

tions

of t

he p

rodu

ct th

at s

houl

d be

use

d in

a d

emon

stra

tion

Com

preh

ensi

onDe

mon

stra

tion

Pack

et

Desc

ribe

the

nece

ssar

y co

mpo

nent

s fo

r con

duct

ing

a de

mon

stra

tion

of th

e pr

oduc

t's k

ey fe

atur

es/fu

nctio

nsCo

mpr

ehen

sion

Dem

onst

atio

n Pa

cket

Loca

te th

e co

mpo

nent

s ne

cess

ary

to c

ondu

ct a

dem

onst

ratio

n of

the

prod

uct's

key

feat

ures

/func

tions

Know

ledg

eDe

mon

stra

tion

Pack

etReproduced with permission from Symantec, 2006



Appendix II

Symantec Sales Enablement Plan

Sales Enablement Plan

For Symantec employees only. Do not reproduce or distribute.

1.20.06 Author: Mathew Hill

Symantec™ Web Security for Microsoft® Internet Security and Acceleration (ISA) Server 2004

Sales Enablement Plan: 1

A Sales Enablement plan is your map to becoming enabled to sell a product or solution. Produced by the Global Sales Solutions Enablement team, the plan includes links to all the relevant sales tools and training that you need to enable yourself, so that your learning can be in your control. This plan provides you with what you need, when you need it.

Symantec™ Web Security for Microsoft®

Internet Security and Acceleration (ISA) Server 2004

Symantec™ Web Security for Microsoft® Internet Security and Acceleration (ISA) Server 2004 provides high-performance, reliable virus and spyware protection and URL filtering for Web traffic served through the ISA Server. Administrators can use the familiar Microsoft Management Console for easy configuration. The solution leverages Symantec's patented URL filtering technology to promote worker productivity, help reduce exposure to legal liability, and preserve valuable bandwidth. Organizations benefit from automated updating of virus and spyware definitions and the URL database through LiveUpdate™, and uninterrupted virus scanning, even when loading new definitions or engines.

Below is a list of the knowledge areas and the activities necessary to enable you to sell Symantec Web Security for Microsoft ISA 2004. Click on a highlighted item to its direct link on SCORE.

General

1. Read and familiarize yourself with the General Quickstart.

2. Review the FAQs document.

Training

3. Review the Sales Training PowerPoint Presentation.

4. Schedule time to attend the recorded version of the Sales Training Presentation on Aspen.

Marketing

5. Review the marketing Fact Sheet.

6. Familiarize yourself with the WordDescriptions.

Pricing/Licensing

7. Read and familiarize yourself with thePricing and Licensing Quickstart

Competitive

8. Review the Competitive Summary.

9. Review the McAfee Competitive Battlecard.

Sales Strategies

10. Review and practice using the Customer Presentation.

11. Familiarize yourself with product trial options.

Source: Symantec, 2006



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About This ResearchCopyright ©2006 Bersin & Associates. All rights reserved. What Works® and related names such as Rapid E-Learning: What Works® are registered trademarks of Bersin & Associates. No materials from this study can be duplicated, copied, republished, or reused without written permission from Bersin & Associates. The information and forecasts contained in this report reflect the research and studied opinions of Bersin & Associates analysts. Any company, trademark, trade name, product name, service mark, logo, or the like, referenced herein is the property of its respective owners.

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