Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
EBC Roadmap in a Box
ZERO
TO SIXTY
Pamela Evans, Director
Palo Alto Networks
HAVE YOU TAKEN A LEAP?
IT’S OKAY TO SPRINT
THE PAM METHOD
• Preparedness
• Awareness
• Management
THE PLANNED ROUTE
• Ready – Discovery
• Set – The Framework
• Go – Executing the Plan
• My Journey
• Learnings from the audience
• Key takeaway – The Framework
YOU DON’T HAVE TO DRIVE A BUGATTI
ARE YOU READY?
READY!
• Assess the situation
• Prepare for the discussion
• Pack your world class characteristics bag
• Listen well/ask questions/get answers
DISCOVERY
THE CONVERSATION –
IT BEGINS HERE
• State of market: Competitive pressures
• State of company sales: Hyper/slowing/stagnate growth
• State of company image/branding
• State of leadership/company culture
• Internal program awareness/adoption
• Need to scale the program…go global
• Subject Matter Expert uplift/messaging
WHAT ARE THEY TELLING YOU?
TOP OF MIND WHAT’S WORKING OPPORTUNITIES WHAT DOES SUCCESS LOOK LIKE?
Jerry Chu, SVP ProductManagement(PM)
Train PM speakers All PM speakers are delivering a consistent message
Brittany Johnston, SVP Global Sales
Customers want to come to HQ
Targeting the high-potential customers
Executing on a plan toentice Global & Major Account Managers to use the program
Matthew Fields, CMO
Executive stakeholders are championing the program
Pipeline conversion Deal velocity and deal sizes increasing as a result of the briefing program.
CREATE A SPREADSHEET
WHICH ROAD DO
I TAKE?
• Strategize the overall plan
• Operationalize basic concepts
• Evangelize and garner support throughout company in 60 days
• Actualize plan first 90 days and thereafter
• Realize the investment
ANSWER: ALL OF THEM!
LET’S
START DIGGING IN…
The FRAMEWORK
SET!
THE FRAMEWORK
CHARACTERISTICS OF A WORLD
CLASS BRIEFING PROGRAM
• Management
• Planning
• Customer Experience
• Measurement
Green = Currently exists
Orange = Needs upgrading
Red = Should be implemented
MANAGEMENT
The briefing program is recognized by senior management for its strategic value to the
corporation.
A business strategy guides the program.
The Briefing Program attracts top candidates, and develops briefing professionals who
will thrive in the program and contribute value in their next role.
An internal advisory board, or other advocacy program, exists to foster sponsorship,
alignment, strategic guidance and to ensure maximum effectiveness of the Briefing
Program.
A comprehensive discussion leader engagement strategy is in place.
A briefing program marketing plan effectively articulates the value of the program to
internal and external audiences.
MANAGEMENT
Should be implemented
Currently exists
Needs upgrading
Should be implemented
PLANNING
A customer engagement strategy for achieving key account coverage is
established and achieved.
Clearly defined policies and processes ensure optimization of briefing resources.
Integrated planning, management, and reporting tools support briefing
operations.
Policies and service levels exist and are communicated to users, vendors and
other partners.
PLANNING Currently exists
Needs upgrading
Should be implemented
MEASUREMENT
A performance measurement strategy, designed to meet the needs of key
stakeholders, quantifies and communicates the program’s value.
Immediate or on-site feedback measures briefing impact.
Sales closure tracking and delayed surveys quantify the briefing program’s
contribution to business results.
MEASUREMENT Currently exists
Needs upgrading
Should be implemented
CUSTOMER
EXPERIENCE
A high level of customization is achieved for each briefing.
Customer-centric processes, policies and procedures enhance the total
customer experience.
Briefings are facilitated by a trained briefing professional or other facilitator in
order to deliver dynamic, highly customer-centric experiences.
Voice of the Customer (VOC) comments captured during briefings inform larger
corporate VOC initiatives, which may shape solutions development and
business strategy.
A content management strategy ensures current and consistent messaging.
CUSTOMER EXPERIENCE Currently exists
Needs upgrading
Should be implemented
GO!
• The Framework
• Executive Presentation
• 90 Day Action Plan – The Sprint
• Long-term Strategy – The Marathon
• Tactics & Timeline
TOOLS YOU WILL NEED
• Began my staffing search
• Started outlining my overall vision
• Had several calls with my manager
• Scheduled meetings for first week of employment
• Drafted a 90-day plan
SIDE NOTE:
HOW I STARTED MY ENGINE
• Presented the plan x number of times
• Tweaked the plan based on feedback
• Shared the updated plan with my manager
• Took action on top 5 priorities
MY JOURNEY
First Two Weeks
• Mission Statement/Definition of World Class
• Current Situation
• Vision
• Goals
• Action Plan
EXECUTIVE PRESENTATION
Strategize, Evangelize, Actualize
• Grow and accelerate business
• Discover brand new opportunities and expand footprint
• Build and strengthen long-term customer relationships
• Showcase innovation leadership
• Deliver differentiated customer experience
• Reinforce company’s core value proposition and brand
MISSION STATEMENT
CURRENT SITUATION
Program Positives Program Opportunities
Rapidly increasing demand Program does not scale
Desire for quality experience Insufficient manpower
Strong stakeholder support Infrastructure needs bolstering
Investment in Resources Ineffective measurement tools
Focus on logistics, rather than content
CURRENT SITUATION
Center Positives Center Opportunities
Americas: Brand new center Need to expand two-room facility expansion
EMEA: Desire for center Need video collaboration plan
APAC: Desire for center Need immersive digital experience
Need program development plans for EMEA & APAC
EBC VISION
& DIRECTION
• EBC excels at providing an outstanding & differentiated
customer experience
• EBC becomes preferred destination for customers
• EBC supports company’s brand and goal of becoming an
industry “Thought Leader”
• EBC is the most strategic sales tool in the company
• EBC contributes to 1/4 – 1/3 of company’s revenue in the
first year
• EBC leverages partner relationships to expand footprint
• EBC is recognized as World Class program in 2-3 years
outpacing competitors in the industry
EBC VISION
• Improve briefing quality and customer experience for greater
business impact
• Prioritize revenue-generating briefings
• Accelerate the sales cycle by conducting outstanding briefings
• Measure/report results
WHAT’S IMPORTANT
• Drive business growth through expansion of program activities
• Increase quality & provide improved customer experience
• Improve operational efficiency through automation and improved
metrics reporting
• Achieve scale and expansion: Capacity & Program
• Increase program awareness to drive utilization (internal) and brand
recognition (external)
• Initiate training & development
• Achieve Staffing Goals
PAM’S FIRST YEAR GOALS
• Marketing
• Create and execute marketing plan
• Automation
• Improve operational efficiencies for higher sales & partner productivity
• Implement automated briefing tool integrated with SFDC
• Processes
• Implement customer-centric processes, policies and procedures that enhance the total customer experience with buy-in from sales
• Globalization
• Establish plan for priority regional program/center
• Training
• Lead, train, empower and develop cohesive,
highly functioning team (internal & external
stakeholders)
• Invest in discussion leader training to improve
quality & consistency of messaging; solution-
selling approach
• Metrics
• Achieve demand generation targets
• Win Rate Conversion improvement X %
• X % closed revenue through the EBC
• Staffing
• Be adequately staffed with the right people to
meet demand
PROGRAM FOCUS
GETTING
IT DONE
• Management
• Assess staff levels needed – Sep
• Get Sales & Marketing onboard with new program – Sep – ongoing
• Training
• Evaluate type of training needed – Sep
• EBC staff
• Discussion leaders
• Select training vendors - October – Nov
• Planning
• Meet with sales management/sales operations re: key accounts - Sep
• Procure automated briefing tool
• Evaluate vendors – Sep
• Procure tool – Oct
• Start tool project - Nov
• Customer Experience
• Customize agenda planning - Sep
• Voice of the Customer - Sep
• Facilitation/Co-Facilitation model – Oct – Nov
• Measurement - Metrics/Reporting
• Need to identify internal analytics resource to assist - Sep
• Define metrics – Sep
• Start weekly executive reporting - Sep
• First quarterly report – Nov
90 DAY ACTION PLAN
First 3 months (Sep – Nov) 2014
• Automation vendor selected (Planning)
• Staffing – 2 hires (Management)
• Logistics – selected Catering service, process documents (Planning & Customer
Experience)
• Relationships – staff meetings/calls/1:1s (Management & Planning)
• Steering Committee – (Management)
• Quarterly Report – (Measurement)
• Marketing Strategy – (Management)
• Results: Increase in briefing activity, Improved Operational Efficiency
Next 3 months (Dec – Feb) 2014 - 2015
• Discussion leader training (Customer Experience & Management)
• Automation tool development (Planning)
• Gave State of the Union presentation – (Management)
• Enhanced surveys (Measurement)
• Produced internal Marketing video (Management)
• Benchmarked briefing program (Customer Experience)
• Results: Increase in briefing activity & quality, buy-in to add capacity by
August
NUTS & BOLTS – TACTICS & TIMELINE
Next 3 months (Mar – May) 2015
• Staffing – 1 hire (Management)
• Rolled out domestic outbound program (Planning)
• EBC Website (Planning)
• Enhanced metrics reporting (Measurement)
• EBC participation in User Conference (Management & Customer Experience)
• Results: Increase in briefing activity, program expansion planning for
upcoming year
End of the first year (Jun – Aug) 2015
• Volunteered to manage a customer relationship development program
(Management & Customer Experience)
• Program Success highlighted at Sales Kickoff! (Management)
• Planning/budgeting for Fiscal year (Planning)
• EBC facility expansion – Opened new wing (Customer Experience)
• Results: Increased budget for next year, CEO mentions EBC impact on
earnings call
SAMPLE BUDGETSample Budget: Executive Briefing Program View: Q1 View
Hierarchy
Aug Forecast Sep Forecast Oct Forecast Q1 Forecast Q1 PO Q1 Actual Q1 Forecast Tracking Notes
Grand Total $26,613.90 $26,554.80 $30,289.80 $83,458.50 $20,156.61 $64,117.33 $63.301.89
Operating Expense Budget
Ongoing Costs $1,859.10 $1,800.00 $5,535.00 $9,194.10 $3,735.56 $1,890.59 $5,458.54
Florals $1,800.00 $1,800.00 $1,800.00 $5,400.00 $1,831.49 $5,400.00
Briefing Tool Monthly costs
Misc. Expenses $59.10 $59.10 $59.10 $59.10
Business Gifts
Employee Training
Discussion Leader Training
Office Supplies
Catering Services $4,699.52 $4,699.52 $4,699.52 $14,098.56 $2,060.90 $14,098.56
Contractor Costs
EBC catering misc.
Travel & Entertainment
Memberships/Conferences
Software & Managed Services
AV/IT Contractor
Special Events
Monthly Maintenance Fees
Capital Budget
Depreciation $20,055.28 $20,055.28 $20,055.28 $60,165.84 $16,421.05 $60,165.84 $43,744.79
Prysm Wallboard Equipment $1,358.91 $1,358.91 $1,358.91 $4,076.73 $4,076.75 $4,076.73
EBC Welcome Monitor
• What is OMTM?
• Who cares?
• Will it change?
START UP METRICS
• Potential revenue growth?
• Are the number of closed deals getting bigger?
• Are the deals closing faster?
• Are there more new prospects? What’s in the pipeline?
• Are existing customers coming back?
• Are active users increasing?
• Is there M-O-M growth?
SHOW ME THE METRICS!
CHARACTERISTICS OF A WORLD
CLASS BRIEFING PROGRAM (PROGRESS)
• Management
• Planning
• Customer Experience
• Measurement
Green = Currently exists
Orange = Needs upgrading
Red = Should be implemented
The briefing program is recognized by senior management for its strategic value to the
corporation.
A business strategy guides the program.
The Briefing Program attracts top candidates, and develops briefing professionals who
will thrive in the program and contribute value in their next role.
An internal advisory board, or other advocacy program, exists to foster sponsorship,
alignment, strategic guidance and to ensure maximum effectiveness of the Briefing
Program.
A comprehensive discussion leader engagement strategy is in place.
A briefing program marketing plan effectively articulates the value of the program to
internal and external audiences.
MANAGEMENT
Should be implemented
Currently exists
Needs upgrading
Should be implemented
A customer engagement strategy for achieving key account coverage is
established and achieved.
Clearly defined policies and processes ensure optimization of briefing resources.
Integrated planning, management, and reporting tools support briefing
operations.
Policies and service levels exist and are communicated to users, vendors and
other partners.
PLANNING Currently exists
Needs upgrading
Should be implemented
A performance measurement strategy, designed to meet the needs of key
stakeholders, quantifies and communicates the program’s value.
Immediate or on-site feedback measures briefing impact.
Sales closure tracking quantify the briefing program’s contribution to business
results.
Delayed surveys used to quantify the briefing program’s contribution to business
results.
MEASUREMENT Currently exists
Needs upgrading
Should be implemented
A high level of customization is achieved for each briefing.
Customer-centric processes, policies and procedures enhance the total
customer experience.
Briefings are facilitated by a trained briefing professional or other facilitator in
order to deliver dynamic, highly customer-centric experiences.
Voice of the Customer (VOC) comments captured during briefings inform larger
corporate VOC initiatives, which may shape solutions development and
business strategy.
A content management strategy ensures current and consistent messaging.
CUSTOMER EXPERIENCE Currently exists
Needs upgrading
Should be implemented
• 651 briefings conducted in FY16
• New Center opening August 2017 – HQ
• New Center opening July 2017 – EMEA
• Next Center on the roadmap
• Increasing conversion rates, deal velocity, uptick in additional technology purchases, bigger deal sizes
• Sr. Leadership support is growing! CEO & CTO/Founder were the top 2 & 3 discussion leaders for the year!
• Discussion Leaders are rated 4-5, 5 being the best in 99% of all briefings
TODAY: 2½ YEARS LATER
PORSCHE 918 SPYDER – IT’S A HYBRID (APPROACH)
• Strategize nights & weekends
• Evangelize your plan as it evolves
• Don’t just focus on the tactics
• Don’t do things sequentially
• Take action on all four characteristic categories
• Report results to the right people and often
• When you pray for rain, expect to deal with some mud
• Keep going and never, ever give up!
KEY DRIVE-AWAYS
Hopefully, that will be my next ABPM session!
WHAT'S NEXT – GOING 60-200 MPH
YOU CAN WIN A CAR – I’M SERIOUS!
Question 1:
What is the PAM Method?
YOU CAN WIN A CAR – I’M SERIOUS!
Question 2:
What 4 categories does The Framework contain?
YOU CAN WIN A CAR – I’M SERIOUS!
Question 3:
What does OMTM stand for?
YOU CAN WIN A CAR – I’M SERIOUS!
What are your thoughts about
what we have discussed today?
Thank you!Don’t forget to SPRINT!
Pamela Evans, Director
Palo Alto Networks
Email: [email protected]
Mobile: 408-718-2000