Sales Workshop Opportunity Management. Erwin Peter Logra GmbH

Transcription

1 Sales Workshop Opportunity Management Erwin Peter Logra GmbH

2 Qualifikationsfragen What do you need to know about your customer before you even get in the door? In groups, consider what would be the top 3 questions you need to ask yourself before your first meeting..

3 Guiding Principle: Three Key Questions Why Do Something Different Why Now? Why Citrix? 2010 Property of DSG Consulting and Citrix Systems

4 Guiding Principle: O-Factor High S (Self) Focus on individual products Mastery of technical features and functionality Seeks to win with price or discounts Urgency to close High O (Other) Focus on business value Mastery of the customer s business process problems Seeks to win with consultative approach and solutions Urgency to deliver results 2010 Property of DSG Consulting and Citrix Systems

5 Guiding Principle: D before P Diagnosis before Prescription Common Mistakes: ᵒ Early solution recommendations ᵒ Weak assessment of business process value ᵒ Weak connection of solution to business objectives ᵒ Early demonstration Leads to ᵒ Loss of executive commitment ᵒ Lower deal size ᵒ Lower probability of account growth ᵒ Longer sales cycle time 2010 Property of DSG Consulting and Citrix Systems

6 6 Insight Domain Knowledge Insight Customer Knowledge Selling insight, not technology Industry benchmarks vs. the customer Competitive activity and how your capabilities will enable them to catch up Dynamics within their business Transition from feature conversations to business process and financial impact conversations Tell me something I don t know 2010 Property of DSG Consulting and Citrix Systems

7 Wen kümmert s?

8 Where Decision Making Occurs (Desktop Virtualisation) 2010 Property of DSG Consulting and Citrix Systems 8

9 Staff Mgr Exec Guiding Principle: Customer Buying Process Why Do Something Different? Awarenes s Investigation Interes t Education Why Now? Strategy Initiative Project Why Citrix? Recommendation Evaluation Decision Initiate Plan Measure Value INITIAL INTEREST PROJECT DEFINITION SOLUTION DEFINITION IMPLEMENTATION Go- Live Implement TIME 2010 Property of DSG Consulting and Citrix 9

10 Staff Mgr Exec What is happening with VDI decisions In many customer situations VDI activity is already underway and VMware is heavily engaged CIO / VP IT Server Group Desktop Group Citrix Champion 1 Why Do Something Different? Awareness Investigation VMware has leveraged their success in server virtualisation & relationships with key executives to proactively sell the benefits of VDI throughout the IT organization. Interest Education Why Now? Strategy Initiative Project Recommendation Why Citrix? Decision Evaluation INITIAL INTEREST PROJECT DEFINITION SOLUTION DEFINITION 3 2 In many customer environments VMware View POCs and pilots have not gone well and the customer is now looking at alternative solutions. Citrix is being invited to the discussion at this point. TIME What to know 2 VMware s efforts have led to significant interest in VDI & POCs with View. In many cases Citrix is not involved in these discussions Property of DSG Consulting and Citrix Systems CONCLUSION - Significant opportunity exists to leverage customers interest in VDI and present the value of the Citrix Desktop virtualisation solution. 10

11 Staff Mgr Exec Recommended sales engagement strategy Target the IT executive who is responsible for the VDI / Desktop Virtualisation strategy..expand your contacts to include the desktop & server groups. 2 CIO / VP IT Server Group Desktop Group Citrix Champion Why Do Something Different? Awareness Investigation Interest 1 Education Be proactive (ideal ) Call at the business or IT Executive level as early as possible to tell the Citrix Desktop virtualisation story Gain the executive s sponsorship for a requirements definition to set the Desktop Virtualisation strategy and enable project funding Why Now? Strategy Initiative Project Recommendation Why Citrix? Decision Evaluation INITIAL INTEREST PROJECT DEFINITION SOLUTION DEFINITION Be reactive (if required) Since VMware is already involved with many customers, there is a high probability that some level of View POC activity is already underway. Focus on understanding the business drivers to ensure your time is being spent on a real opportunity and not just a technology evaluation. Get to the IT executive quickly. Review existing customer requirements definition and expand beyond simple VDI. Carefully craft your POC strategy to ensure an initial POC to demonstrate basic functionality to meet basic customer requirements followed by a more detailed POC based on expanded 11 requirements. 2 TIME How to prepare and engage

12 Sales Tools Best Practices Desktop Sales Engagement Best Practices Prepare for account engagement Understand the customer situation Know the competitive environment Up-level to an executive conversation Utilize a phased POC approach Confirm success criteria Desktop Engagement Plan Requirements Definition 2010 Property of DSG Consulting and Citrix Systems

13 Weshalb handeln?

14 Discovery & qualification questions Determine business drivers Understand users Identify the decision process Qualified Desktop Virtualisation initiatives are driven by a defined business initiative (Why now?) Desktop refresh & growth What are your growth plans based on M&A, new offices, branch expansion, new / updated apps? What are your plans for Windows7 migration? Lower cost of desktop & applications How are you planning to reduce desktop refresh / support costs? How are you planning to reduce the cost of supporting new / updated applications? Compliance & data security What compliance, security, and data loss issues are you focused on? Are compliance & security issues managed centrally? Virtual workforce How do you support users accessing desktops/applications from any location or any device? BYOC? How do you support contractor & off-shore application/desktop access? How are you planning to support your workforce in a pandemic? A key differentiator is our ability to deliver virtual desktops & applications to all users Which types of users are you initially focusing on with virtual desktops? What has been done to develop use cases for virtual desktop users? Which users are you supporting or have plans to support with virtual desktops? Task? Office? Mobile? Remote? Guest? What are each group s application & device requirements? Will users require access outside of the corporate LAN? How have you built business cases around different use cases? How satisfied are users with the level of desktop support they receive today? 2 The decision maker & key stakeholders influence our sales strategy Who is sponsoring this initiative / project? Who is involved in the decision process? Is this primarily a technical evaluation? If yes, what is the business reason behind the evaluation? What technical solutions are being evaluated? Have you evaluated other VDI solutions? What were the results? What is the process that is being used to evaluate the alternatives? RFP Proof of concept (POC) Pilot over LAN and WAN What business justification will be required? ROI analysis? TCO study? What decision criteria are being used? Security & control? End-user experience? Application & end-user monitoring? Are you considering using an SI for implementation or a desktop managed service (DaaS)? Who? How to prepare and engage 2010 Property of DSG Consulting and Citrix Systems

15 Weshalb jetzt?

16 Why Now? Desktop virtualisation decisions are being driven by specific business initiatives in four areas. Desktop refresh & growth Win7 migration Merger / acquisition deadlines New branch expansion Compliance & data security New government regulations New security policies Recent security issues & exposures 2010 Property of DSG Consulting and Citrix Systems Lower cost of desktop & applications Decrease refresh costs / extend PC lifecycle Reduce desktop support costs Datacenter consolidation New app rollouts / updates Virtual workforce Work-at-home & BYOC initiatives Business process outsourcing (offshoring)commitments Business continuity planning Pandemic readiness

17 Weshalb Citrix Ihre Firma?

18 XenDesktop 5 Delivery O ptions Pros / Cons Pros / Cons Typical User & Device Types Traditional Desktop On-demand apps by XenApp TM On-demand apps to physical desktops Any PC & laptop users Any PC & laptop users Mobile users, laptops Citrix FlexCast Delivery Technology Client-Side Compute Server-Side Compute Local VM-based Desktops Local Streamed Desktops Office workers, LAN only, existing PCs Hosted VM-based Desktops (VDI) Knowledge workers, developers Hosted shared Desktops Task workers Security Data resides locally on PC Vulnerable to security risks Open to user abuse Data can reside on local PC vulnerable to security risks Delivered apps are secure by design Encrypted, separate VMs Trusted boot Kill pill and data movement controls Data is centralized and secured Endpoint is a diskless PC Data is centralized and secure Option for locked down desktop Data is centralized and secure Locked down desktop standard Flexibility User tied to device, limited agility On demand apps with Dazzle Offline use through app streaming Full offline use Multiple desktops in one machine Same as installed desktop Allows flexible hot-desking Enables reboot / repurpose Various modes (pooled, persistent) Endpoint independence Limited personalization Endpoint independence Performance Full local experience HDX user experience HDX user experience HDX user experience HDX user experience HDX user experience Advantages Known and understood status quo Offline capability for streamed apps Easy to provision and deliver new apps Secure offline use Local execution with secure operation and centralized management Minimal datacenter investment Local execution with centralized management Easy to add hundreds of new users App compatibility Any device/location Easy to add hundreds of new users Best TCO Proven scalability Simple management Any device/location Easy to add hundreds of new users Caveats High TCO Complex to secure and manage Not flexible or agile Must manage device OS at end-point Offline capability dependent on apps Hardware requirements (need vpro chip set) Offline capability dependent on apps LAN only Ideally suited to consistent hardware at desktop Large infrastructure investment Performance issues with compute-intensive / graphic apps Windows Server OS may not suit some apps Users can t install apps Citrix confidential

19 The Organizational Triangle Executive Management Operational Most decisions (in quantities) are made by management. They are under constant guard and pressure from executive as well as operational level thus they are very often concerned about their personal risk of making wrong decisions 2011 Property of Key Learning A/S and Citrix Systems 19

20 Why Citrix XenDesktop? The top 5 key differentiators of Citrix Desktop Virtualization vs. competing approaches include. Leverage the latest devices with a universal client Any device, anywhere with Receiver TM HDX TM user experience Local VM Beyond VDI with FlexCast TM Any Windows, Web or SaaS app Open, scalable, proven Citrix Confidential - Do Not Distribute Enable end-user flexibility, choice, and productivity Secure application data with XenVault Simple, fast, self-service installation and auto-updates Multimedia Collaboration Peripheral connectivity Network performance 3D applications WAN optimization Simple, secure access Streamed VHD Hosted VDI Hosted shared Access control Single sign-on Directory services integration SAML support, numerous connectors Enabled by Citrix OpenCloud access technology Simple, powerful management Any hypervisor, any storage Comprehensive SDK Proven scalability 10,000 Citrix ready products ENGAGE

21 Aktionsplanung

22 DESKTOP ENGAGEMENT PLAN - (enter account name) AREA KEY QUESTIONS CUSTOMER STATUS VDI or Application Projects Business Initiatives User Requirements Decision Process & Buyer Groups Citrix Value Competitor Relationship (VMware / Quest / etc.) Partner Influence What projects are being considered or are underway. Are POCs or pilots planned or active? Has budget been allocated? What business drivers and/or compelling events are driving or could drive interest in Desktop Virtualisation? Which user segments can be supported with desktop and application virtualisation initiatives? Have user group priorities been set? What is the decision process? Who are the key buyer group contacts with influence in VDI / Desktop Virtualisation decisions? Who owns the organizations Desktop Virtualisation strategy? What has been business value realized by the customer with existing Citrix implementations? Has the value been quantified by the customer? What is the competitor's relationship with the customer? Vendor? Strategic partner? Who are the outside organizations with influence on the customer's Desktop Virtualisation direction and decisions? System integrators? Hardware vendors (Dell, HP)? Microsoft? Why would the customer do something different? Customer Value Proposition for Desktop Virtualisation EXERCISE 3 Why Questions Why would they do it now? Why Citrix? (key messages & differentiation relative to

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