latam support+health(fy09_businessplan_final)

FY09 SL7 - Premier{ We are LATAM Changing People’s Lives}Paulo H LeocadioService Line LeadLATAM SL7/Premier

== FY07 ==

Premier Offerings

Challenge: ProfitabilityScore:

Positive CM

US$28.9MM 41% YoY

== FY08 ==

Maturity

Challenge: BADNA, Blue Print

Score: CAS penetration

US$39.5MM 36% YoY

== FY09 ==

Breakthrough

Challenge: Regional Alignment

Score: CPE

US$48.3MM 22% YoY

== FY06 ==

Operational Excellence

Challenge: non-Premier LATAM

Score: Premier Compliant

US$20.5MM

The Journ

ey

The Promise

Grow the Business By in increasing 22.2% to $48.8MM in revenue & penetrating 20 net new CAS

Delight our PeopleBy taking readiness to levels that never existed before

Delight our CustomersChanging their lives thru the Premier experience(74% Top Box)

InnovateBy launching and developing new SL7 Offerings

Solution SupportPartners Mission Critical Customers

Mobile Telephony

MPSA

MSPA + Hosting Partners

Green Badges + Partner Offerings

MSPA + Subcontractor Agreement for CAS Penetration

Premier Ultimate

Premier Mission Critical

3rd Tier Support

PFE Solution Support

HMC

CRM

Premier for Hosted Solutions

Support for Developers

Mobile Operators

Per Device 2nd & 3rd Tiers

Mobile Device Manager

MSPA-Like

Subscription model

Enterprise Customers

3rd Tier Support

Secure Messaging

Escalation Level

The Opportunities

OEM Manufacturers

Development Support

Escalation

Service Delivery Management

ProactiveServices

Reactive Support

Problem Resolution Services

Support Account

Management

Proactive Services

Unlimited Problem

Resolution Services

Support Account

Management

Preventative Proactive

Services

Premier Foundation/Standard/Pl

us

PremierUltimate

Premier Components and Offerings

New

Proactive services chosen with the customer

Service delivery plan includes TAM deliverables

Reactive support accessed by accredited contacts

4 Ultimate Deals Signed!

In FY09 to grow the Business and drive CPE we will focus on (up)Selling more proactive Services

http://www.mps.it/

http://www.generalmills.com/corporate/index.aspx

http://www2.goldmansachs.com/

SL7 Offering Roadmap – FY09

• Land Premier Ultimate and PMC

Q1

• Premier Support for Developer redesign

Q2

• Essential redesign

• Premier Assist

• Pro redesign

Q3

• MSPA redesign

• Premier Global redesign

Q4

FY09 Prioritization

SL7 LATAM Offering Roadmap

Premier Ultimate

Premier Mission Critical

3rd Tier Support

Premier Assist

The Priorities

CPEDelight Customers

PeopleDelivery Excellence

AlignmentOne Team, One

Voice

InnovationSL7 Roadmap

Change field perceptionQuick winsDelivery excellenceSDP/PSDM

SL7 Readiness Plan

Invest on readiness delivery

Engagement with the field

LATAM SL7 Core Team – Build to LastLATAM Premier Team – One VoiceStakeholders Buy in

New Offerings early availabilityOfferings tailored for LATAMLocal delivery resources

Playbook

CPE

Awareness

Partners

The Challenges

What can we do? Ideas?

What can we do in the short term?

How can we make the approvals a more agile process?

How can we spread the Premier knowledge to Sales Force?

LATAM SL7 Core TeamPaulo H

Leocadio – Premier/SL7

Ariane Araújo –

PFE

Steve Royer – CritSitViviana

Guerrero – Premier Ops

Luis Lara Cobos –

CTS

Ale Pompei –

CSBuilt to Last

LATAM Premier Team

LATAM Premier Field Community and Business Leads

SL7 Partner Offerings•Ignacio Gomez Gomez – Business Lead

SL7 MIP/SKU Strategy•Ronan Damasco - Business Lead

SL7 Business Rules & Playbook•Jorge Bedoya Cabas – Business Lead

TAM Community•Mauricio Lorenzon - Community Lead

SEM Community•Ivan Castro – Community Lead

PFE Community•Pablo Valentini – Community Lead

Workshop Plus •Miguel Angel Muñoz Escobar - Business Lead

SDP/PSDM Champion•Edwin Rodrigues - LATAM Champion

Readiness•Javier Tovar

One team/One voice

LATAM Premier Team

SL7 Core Team

WW SL7 Team

1o1’s

LATAM Premier Call

SL7 Core Monthly Pre-

RoB

Monthly RoB

Yearly PLT

LATAM SL7 RoB

Workforce Planning:Collaborative Innovation

CritSit

Services PFE

CTS

FY09 SL7 Scorecard Metrics

•#7 – Revenue Support & HealthUS$48.3MM•#9 - Customer Satisfaction - Support (Premier)73%•#12 - Customer Health Index59•#16 - Net Incremental Customers Premier – CAS+20•#19 - Consumption of Global Resources97%•#20 - Premier Burn Rate90%

LATAM FY09 Target

US$48,333,637.2853

FY09 Subsidiary

Budget Target

Seasonality

Q1 US$11.052MM

Q2 US$12.092MM

Q3 US$12.334MM

Q4 US$12.714MM

Strategies, Ownership and Dependencies (Segment / Other Teams)

Owner LATAM Premier/SL7 Lead – Paulo H Leocadio

Key Strategies / Big Bets / Campaigns

Up sell larger customersEarly adoption of new SL7 Offerings

Key Dependencies[Incl. Resources]

Readiness/Awareness with the support from Redmond SL7 and Services AHQ teams

Relevant KPIs & Quarterly Targets

FY09 Subsidiary Scorecard – GROW

FY08 Target / Final expected actual US$40,352,228.2032

Target Thresholds(Yellow-Red)

Green: ≥ TargetYellow: < 100% and > 95% of Target

Red: ≤ 95% of Target

Update Frequency Monthly

Metric #7 – Revenue Support & Health ServicesMetric Overview & Definition

Description

The Support & Health Service Line continues to deliver the highest level of support services to drive the Operational Health of our Customers. The Premier Offering will remain the primary Offering for MCSFY09, but there will be an increase in additional Services to increase the options for our customers i.e. Dynamics specialism, Public Sector specialism, Solution Support. The recognized revenue value in CUS$ of Offerings sold, will be based on the sales (invoice) of Premier (Global, Standard, Plus and Foundation. Includes Essential).

Calculation

Recognized CUS$ revenue value of signed contracts in Clarify with all Service Families. All segments.

Direct Dependency/Link to Revenue Planning?

LATAM FY09 Target

73%

FY09 Subsidiary

Budget Target

Seasonality

Q1

Q2

Q3

Q4




Voice of the CustomerQuick WinsCTS Premier Refocus Engagement with CPE LeadershipMonthly CPE ReviewField Perception tacticClose engagement with LATAM CPEExecutive reviews and account planning with SDPSLA Exception Reporting and Resolution process and Premier Readiness initiatives



Quality of Service results for Reactive Incidents

FY09 Subsidiary Scorecard – WIN Customers

FY08 Target / Final expected actual 73.04%





Metric #9 - Customer Satisfaction - Support (Premier) ServicesMetric Overview & Definition

Description

Percentage of all surveyed cases that return a score of 8 or 9 (on a 9 point scale)

Calculation

% Top Box = ((# 8, 9 scores) / (# of 1-9 scores + # of Don’t Know scores + # of Refused scores)) * 100


LATAM FY09 Target

59

FY09 Subsidiary

Budget Target

Seasonality

Q1

Q2

Q3

Q4




Continued focus on MIP/SKU based proactive and remediationBest Practice sharingWe have to reports trends of Reactive incidents volumes and Proactive trends to measure effectiveness with our strategy of Proactive Invesments




FY08 Target / Final expected actual 61





Metric #12 - Customer Health Index ServicesMetric Overview & Definition

Description

An index to gauge the relative health of a customer.

CHI is on a 100 point scale, 100 being the best. It is the sum of four factors: • CritSit Volume – rolling 12-month count of CritSits divided by contract value • Reactive Labor Volume – rolling 12-month count of reactive labor hours used divided by contract value • CritSit Differential – the rolling YOY comparison of CritSit counts • Reactive Labor Differential – the rolling YOY comparison of reactive labor totals ). Data is calculated centrally out of Clarify

Calculation

Weighted sum of four factors that indicate customer health (CritSit Rate, CritSit Volume, Labor Rate, Labor Volume); calculated centrally based on Clarify data and MS Sales license purchases


LATAM FY09 Target

20

FY09 Subsidiary

Budget Target

Seasonality

Q1

Q2

Q3 8

Q4 12







FY08 Target / Final expected actual 45





Metric #16 - Net Incremental Customers Premier – CAS ServicesMetric Overview & Definition

Description

Net new number of Premier CAS Customers (defined as new less lost customers) with active Premier contracts over the prior month’s baseline o Major, SMS&P, and other accounts are not included o CAS accounts are defined as the list of accounts included in the EPG MAL o Active contract is defined as being active and valid on the last day of the fiscal monthCAS Inside accounts are includedo CAS inside accounts are included o Essential contracts are not included o MCS P&L Contracts are not included o MPSA contracts are included when sold to a partner who is included in the EPG MAL list. If the MAL list customer is served by a partner who purchased MSPA, the end customer will not be counted as penetrated

Calculation

(Current count of all CAS Customers with active Premier contracts) – (Restatement* of the prior month’s count of all CAS Customers with active Premier contracts) o *The second component of this metric (Restatement of the prior month’s count…) must be a restatement for the following reasons: § To account for fluctuations on the MAL (i.e. deletions due to mergers and acquisitions, bankruptcies, etc.) § To account for data clean-up performed by the field in reaction to the prior month’s scorecard results


LATAM FY09 Target

100%

FY09 Subsidiary

Budget Target

Seasonality

Q1

Q2

Q3

Q4




SDP completionPFE alignment




FY08 Target / Final expected actual N/A





Metric #19 - Consumption of Global Resources ServicesMetric Overview & Definition

Description

Rate of consumption of hours for MGSI and PFE against plan as committed to by the field locations.

Calculation

Sum of PFE and MGSI actual delivered billable hours as a % of total committed PFE and MGSI plan hours by location by period


LATAM FY09 Target

90%

FY09 Subsidiary

Budget Target

Seasonality

Q1

Q2

Q3

Q4




SDP completionPSDMTAM Excellence


Svcs Leads commitment/agreement



FY08 Target / Final expected actual N/A


Green: 80% to 100%Yellow: 70% to 80%Red: <70%, >100%


Metric #20 - Premier Burn Rate ServicesMetric Overview & Definition

Description

Operational burn rate is customer direct consumption of the contract. This includes labor that is decremented from the customers Premier agreement as compared to what was purchased.

Calculation

Calculation under review by Operations Reporting


Call To Action

Bookmark LATAM Premier and SL7 Official Portalhttp://team/sites/latam_offerings/default.aspx

Engage with SL7 Core Team - We are here for you

Be the voice of Premier in your Sub - Believe in our journey

Escalate non compliant cases early (before proposal is submitted)

Bring the opportunities for new offerings for early discussions

SDP Completion will be the blood in our veins – GO DO IT!

http://team/sites/latam_offerings/default.aspx

© 2008 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after

the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

http://www.microsoft.com/services/microsoftservices/srv_premier.mspx

FOR MORE INFORMATION

latam support+health(fy09_businessplan_final)

Documents

premier latam score

latam premier field

premier offerings challenge

premier experience

tier support premier

premier compliant us

new sl7 offerings

latam local delivery