Blue Coat Confidential Enablement Case Study: Blue Coat Systems October 2011

Blue Coat Confidential

Enablement Case Study: Blue Coat Systems

October 2011

2© Blue Coat Systems, Inc. 2011. Blue Coat Confidential

WELCOME



The Right Methodologies

Sales Training Content Replication – content development framework for learners and trainers• BCSI customer buying process• BCSI sales process• Value-based selling• Management operating rhythm

18 month curriculum

Mantra• Objective• Approach• Desired outcomes

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Examples

Solution Workshops• WAN Optimization• Web Security

Skills Workshops• Value-Based Selling• White Boards

CBT Modules and Accreditation Exams

Sales Leadership Development Program• 12 month management curriculum for RSDs +1

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https://bluesource.bluecoat.com/cttraining/welcome?redirect_count=0



Blue Coat Confidential


Blue Coat University – 18 Month Curriculum

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Sales Summit• Strategy• New Content• New Skills• Direction/Call to Action

School of Sales• NHST• Solution – Situational - Skills• Sales Tools• Management Team

School of Channel Sales• Solution Knowledge• Situational Knowledge• Featured Skills/Tools

GEO-based Instructor-led• 3 phase: Fast Start – ½ day – 1 day• T3 Capabilities• Blended audiences• Calls to action – measure success

STCRKey Concepts

Packaging


The Right Tools

Core Sales Training Materials• Timely knowledge transfer of new and updated portfolio

knowledge and skills training• Blend of tools:

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Asset Use Target User (s)

Scripted customer-facing .pptSolution/product presentation used for customer-facing meetings Internal sales , channel sales

Scripted sales training .ppt Training foundation for CBT, ILT Internal salesRecorded sales training presentation CBT module - sales training

BCU (School of Sales, School of Channel Sales) internal, channel

Sales playbook Sales trainin resource Internal sales, Channel

CollateralSolution brief, data sheet, white paper Internal, Channel

Learning check Sales training learning checkBCU (School of Sales, School of Channel Sales) internal, channel

Delivery session – ILT face to face or telepresence

Sales training by global Blue Coat – qualified trainers

BCU (School of Sales, School of Channel Sales) internal, channel

Needed:

Channel business module

Techniques to expand, position, don't canibalize, selling intangibles - making money, how to provision, Order process, Competitive


Case Study Exercise

1. Work alone or with a partner

2. There are two case studies.

3. The instructor will assign which case study you will complete. • Masters Engineering is the Blue Case Study• A3 Stores – is the Green Case Study

4. Please read the information at the top of your assigned case study and then respond to the questions in the lower half of the page. You will have approximately 15 minutes to complete this – and you can use your Playbook and the Navigator to help you if needed.

5. We will do a group review to see who has identified the best information and developed the most complete strategy.

Worksheets in your workbook


Questions to be answered Identify the opportunities and define a competitive strategy

Is the Network Architect the decision maker? Who else will you need to involve

• •

What are the capabilities the customer is looking for in this project?

• • •

What is the potential value proposition for the customer?

• • •

What are the opportunities to position unique differentiators?

• • •

What is your strategy to both compete and control the sales cycle. What proof can you show the customer?

• • • • •

Masters Engineering – is a specialized bridge design and engineering company based in Hong Kong. They have 3,000 employees (designers, engineers, CAD technicians, project managers, inspectors, and administrative staff) who work across 30 regional design centers and project sites worldwide.

You met the Network Architect and he says he will look at your recommendations to fix a performance problem they are having with SharePoint. Their designers and engineers share CAD files in a virtual design studio–which requires moving large files. Users in the regional design centers are constantly complaining about access to applications and designs. Regional design centers are far away from each other and bandwidth costs vary widely, around the globe – with some regions being very expensive.

He also says that his boss – the Network Director has doubled bandwidth in the past year and it has not improved performance and now collaboration delays between design centers is causing them to miss promised deadlines.

The Network Architect says that it is important to him to find the right infrastructure to fix this problem – but they are still identifying the exact requirements and are not sure exactly what the ultimate solution should be. They want to keep a small footprint in the remote office and they are even evaluating a move to cloud delivered SharePoint Service (SaaS) in the next 18 months.

Case Study: Masters Engineering



Is the Network Architect the decision maker? Who else will you need to involve

• Probably not. The Network Architect is tasked with finding a solution – but for sure his boss the Network Director is feeling the pain as it is his budget that is paying for the increased bandwidth.


• Foundation Acceleration for moving large files (protocol optimization, object caching, compression techniques) - as well as asymmetrical optimization of the internet and private and public cloud apps with Blue Coat’s cloud caching engine and virtual appliances for their SaaS plans., along with secure branch to cloud.


• Missed deadlines on design projects• Bandwidth increases and the high cost of regional bandwidth• You do not know the value or the objectives of the SaaS project


• Asymmetrical optimization of the internet as well as private and public cloud apps with Blue Coat’s cloud caching engine and virtual appliances for the future SaaS SharePoint plans. Also if they want to keep a small footprint and move to SaaS – they may want direct to net – so secure branch to cloud could be positioned.


• Find a way to interview the Network Director– and invite him to the presentation of the solution. • Understand the value of keeping a small footprint, as well as the SharePoint as a service project to the

company. Is this to save money – or to add more functional capability? • Demonstrate the ability to move large files quickly as well as secure optimize the internet and SaaS apps

using a single box in each design center. Show case Blue Coat’s open technology and small footprint.

Masters Engineering – is a specialized bridge design and engineering company based in Hong Kong. They have 3,000 employees (designers, engineers, CAD technicians, project managers, inspectors, and administrative staff) who work across 30 regional design centers and project sites worldwide.

You met the Network Architect and he says he will look at your recommendations to fix a performance problem they are having with SharePoint. Their designers and engineers share CAD files in a virtual design studio–which requires moving large files. Users in the regional design centers are constantly complaining about access to applications and designs. Regional design centers are far away from each other and bandwidth costs vary widely, around the globe – with some regions being very expensive.

He also says that his boss – the Network Director has doubled bandwidth in the past year and it has not improved performance and now collaboration delays between design centers is causing them to miss promised deadlines.

The Network Architect says that it is important to him to find the right infrastructure to fix this problem – but they are still identifying the exact requirements and are not sure exactly what the ultimate solution should be. They want to keep a small footprint in the remote office and they are even evaluating a move to cloud delivered SharePoint Service (SaaS) in the next 18 months.

Case Study: Masters Engineering


The Director of Networks has released an RFP to address performance issues with centralized file shares and inventory systems – and the need to constantly upgrade bandwidth. He is going to evaluate two vendors (Riverbed and Blue Coat) and their ability to accelerate performance as well as deliver the most competitive price. He has invited you in to meet with him – he says that A3 has a budget and the deadline to complete their decision is December 31st.

Slow file share and inventory systems performance are causing delays in purchasing and ordering parts for warranties and repairs. This also impacts the experience of in-store customer service as well as customer product training. It can also cause failures for A3 online purchase transactions. A3 has doubled bandwidth 3x in the past year and it has not improved performance.

A3 also has a project for product and sales training via on-demand video – but it is not part of this project. There is concern that WAN resources could become severely constrained by training video directly before new product launches – as it will be a requirement for all in-store associates to certify in advance.

Case Study: A3 Stores

A3 Stores – is a high tech retailer with over 20,000 employees. A3 sells their parent company’s PCs, Laptops, Tablets and Audio/Video devices. They have 7 large distribution centers and 315 stores world wide with about 30 employees in each store, as well as an online store. A3 has a reputation for the best technology and customer experience – that is very important to them.


Is the Director of Networks the decision maker? Who else will you need to involve

• •


• •


• • •


• •


• • • •



Is the Director of Networks the decision maker? Who else will you need to involve

• The Director of Networks may be the project manager if he is running the RFP – he has a budget and a deadline – and it may be difficult to get him to add new functionality to this project


• Foundation Acceleration for centralized file shares and inventory systems (protocol optimization, byte caching, compression techniques)


• Delays in purchasing and ordering parts can impact the customer experience and revenue• Failed online purchases means a potential for lost revenue• 3x doubled bandwidth in the past year


• On-demand video streaming and caching for training employees in the stores• CDN to pre-populate videos locally for new product launches


• Identify the owner of the sales training project and determine the business value/expectations• Determine if there is a higher level decision maker that could bring these projects together• Position the ability for on-demand video to be pre-populated, streamed and cached as needed• Customer Demo or PoC as well as Case Studies : Woods Bagot – Hitachi – Veolia – Oil & Gas

Case Study: A3 Stores

A3 Stores – is a high tech retailer with over 20,000 employees. A3 sells their parent company’s PCs, Laptops, Tablets and Audio/Video devices. They have 7 large distribution centers and 315 stores world wide with about 30 employees in each store, as well as an online store. A3 has a reputation for the best technology and customer experience – that is very important to them.

The Director of Networks has released an RFP to address performance issues with centralized file shares and inventory systems – and the need to constantly upgrade bandwidth. He is going to evaluate two vendors (Riverbed and Blue Coat) and their ability to accelerate performance as well as deliver the most competitive price. He has invited you in to meet with him – he says that A3 has a budget and the deadline to complete their decision is December 31st.

Slow file share and inventory systems performance are causing delays in purchasing and ordering parts for warranties and repairs. This also impacts the experience of in-store customer service as well as customer product training. It can also cause failures for A3 online purchase transactions. A3 has doubled bandwidth 3x in the past year and it has not improved performance.

A3 also has a project for product and sales training via on-demand video – but it is not part of this project. There is concern that WAN resources could become severely constrained by training video directly before new product launches – as it will be a requirement for all in-store associates to certify in advance.

Documents

Blue Coat Confidential Enablement Case Study: Blue Coat Systems October 2011