zero to sixty - abpm to sixty presentation.pdf · 2017-03-24 · customer-centric processes,...

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: pevans@paloaltonetworks.com

Mobile: 408-718-2000