Microsoft Dynamics Partner Academy MPN Accreditation...

http://www.salesworks.com

MPN Accreditation Preparation - Sales

Microsoft Dynamics Partner Academy



Mark Stuyt - Salesworks

Delivers Partner Accreditation ILT Programs in North America:

Sure Step

Sales

Sales Management

Mark Stuyt

Authored Sales Management

Facilitates SWX Advanced Sales Program



Accreditation

Courseware Categories:

• Aware

• Proficient

• Expert

Certifications

• Standard

• Specialist

• ERP/CRM

• New Customer/Existing Customer



Why Accreditation?

Increasingly important for access to MS leads/resources

Increasing competitive pressures

Changing buyer behavior

Increasing focus on business case development

Do not need to attend training to take the test

https://training.partner.microsoft.com/learning


Aware Level Course Name Duration Format Fee/Free Accreditation

Preparatory Course

Microsoft Solution Selling Process 16 hrs Instructor-led Fee Yes*

Partner Operations Training 2 hrs On-demand Free No

Listening skills 1 hr On-demand Free NoPresentational skills 1 hr On-demand Free NoEffective Note-taking 1 hr On-demand Free NoOverview of Microsoft Dynamics Sure Step for Sales and Presales Specialists

4 hrs Instructor-led Fee Yes

Overview of Microsoft Dynamics Sure Step for Sales and Presales Specialists

2 hrs On-demand Free Yes

Orchestrating the Sales Process - Managing the sale as a project

1 hr On-demand Free Yes

Orchestrating the Sales Process - Leveraging the Microsoft Team

0.5 hr On-demand Free Yes

Selling Business Value I 2.5 hrs On-demand Free YesHow to sell ERP Solution 8 hrs Instructor-led Fee YesHow to Sell CRM Solution 8 hrs Instructor-led Fee YesExtending the ERP solution I Licensing and Pricing News

1 hr On-demand Free No

Marketing and Selling the Business Value of Microsoft Dynamics ERP

0.5 hrs On-demand Free No

*On Demand offering will be available (fee)

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_MicrosoftSolutionSellingProcess.htm

https://mbs.microsoft.com/partnersource/ordering/orderingnews/partner_training.htm

https://training.partner.microsoft.com/learning/app/management/LMS_ActDetails.aspx?UserMode=0&ActivityId=577910





https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_OverviewMicrosoftDynamicsSureStepSalesPresalesSpecialists.htm

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_OverviewMicrosoftDynamicsSureStepSalesPresalesSpecialists.htm














https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_HowToSellERPSolutions.htm

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_HowToSellCRMSolutions.htm



https://training.partner.microsoft.com/learning/app/management/registrationex/LMS_Registration.aspx?UserMode=0&Mode=0&ActivityID=708833



Proficient Level Course Name Duration Format Fee/Free Accreditation

Preparatory Course

Value2Win! 8 hrs Instructor-led Fee Yes

Selling the business value of Microsoft Dynamics AX


Selling the business value of Microsoft Dynamics GP 2010


Selling the business value of Microsoft Dynamics NAV 2009


Effectively Selling Microsoft Dynamics AX to CXO’s 2.5 hrs Instructor-led Fee No

Effectively Selling Microsoft Dynamics AX to CXO’s 2 hrs On-demand Free No

Selling the Microsoft Platform with Microsoft Dynamics

2.5 hrs Instructor-led Fee Yes

Selling the Microsoft Platform with Microsoft Dynamics


Developing and Selling IT Roadmap Services 2.5 hrs Instructor-led Fee NoDeveloping and Selling IT Roadmap Services 0.5 hrs On-demand Free NoDeveloping and Selling IT Strategy Services 2.5 hrs Instructor-led Fee No

https://mbs.microsoft.com/partnersource/sales/promotions/DisDemowin.htm







https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_EffectivelySellingMicrosoftDynamicsAXCXOs.htm


https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_EffectiveSellingMicrosoftDynamicsAcrossMicrosoftStack.htm

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_EffectiveSellingMicrosoftDynamicsAcrossMicrosoftStack.htm



https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_DevelopingSellingITRoadmapServices.htm


https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_DevelopingSellingITStrategyServices.htm


Proficient Level Course Name Duration Format Fee/Free Accreditation

Preparatory Course

The Microsoft Dynamics CRM ROI Discussion Tool 1 hr On-demand Free No

SPI Series on Negotiating 2 hrs On-demand Free No

Selling the Business Value of Microsoft Dynamics AX for Retail


Selling the Business Value of Microsoft Dynamics AX for Service Industries


Industry Foundational Courses: Retail Industry 12 hrs On-demand Fee NoIndustry Foundational Courses: Process Industry 4 hrs On-demand Free NoSelling the Business Value of Process Industries for Microsoft Dynamics AX


Process Industries for Microsoft Dynamics AX -Sales Assessment

0.5 hr On-demand Free No

Industry Foundational Courses: Introduction to Services


Industry Foundational Courses: Professional Services


Industry Foundational Courses: Architecture, Construction and Engineering


Customer Care Accelerator for Dynamics CRM 1 hr On-demand Free NoCustomer Care Accelerator for Dynamics CRM -Level 200


Standard Sales Accreditation - Enterprise Resource Planning

On-demand Free N/A

Standard Sales Accreditation - Customer Relationship Management

On-demand Free N/A



https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/MSD_SPISeriesNegotiate.htm





https://mbs.microsoft.com/partnersource/marketing/marketingcollateral/presentationdecks/MSD_ERPRetailFoundationCourseMartecIntl.htm



















https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/SalesPresalesAccERPCRM











Expert Level Course Name Duration Format Fee/Free Accreditation

Preparatory Course

Selling Business Value II 16 hrs Instructor-led Fee Yes

Sales Management 16 hrs Instructor-led Fee Yes

Microsoft Dynamics Compete Series: Competing successfully with Microsoft Dynamics AX against SAP All-in-One


Microsoft Dynamics Compete Series: Competing Successfully Against Sage MAS 90/200


Competing Successfully with Microsoft Dynamics AX against Oracle JD Edwards


Microsoft Dynamics Compete Series: How to Compete and Win Against Sage SalesLogix CRM


Microsoft Dynamics Compete Series: Intuit QuickBooks Enterprise


Microsoft Dynamics NAV vs. Epicor 9 Competitive Discussion Guide

0.5 hrs Document Free Yes

Microsoft Dynamics AX vs. Epicor 9 Competitive Discussion Guide

0.5 hrs Document Free Yes

Microsoft Dynamics Compete Series: How to Compete and Win Against Salesforce.com


Customer Care Accelerator 4 Dynamics CRM - Level 300 400


Sales Specialist Accreditation – Enterprise Resource Planning

N/A On-demand Free N/A

Sales Specialist Accreditation– Customer Relationship Management

N/A On-demand Free N/A

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/SellBusinessValueII_PartnerAcademy.htm

https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy/Salesmgmt.htm

https://training.partner.microsoft.com/learning/app/management/LMS_ActDetails.aspx?UserMode=0&ActId=585629&UserAction=Register&Task=2&InvoiceId=735792&FromCECCSummary=false&CECCSummaryURL







https://mbs.microsoft.com/partnersource/sales/marketing/competitiveinformation/CIPresentations.htm










https://mbs.microsoft.com/partnersource/sales/marketing/datasheets/msd_navvsepicorcompetitiveguide

https://mbs.microsoft.com/partnersource/sales/marketing/datasheets/msd_navvsepicorcompetitiveguide

https://mbs.microsoft.com/partnersource/sales/marketing/datasheets/msd_axvsepicorcompetitiveguide.htm

https://mbs.microsoft.com/partnersource/sales/marketing/datasheets/msd_axvsepicorcompetitiveguide.htm




















Accreditation Requirements

Standard:

ILT – 40 hours

OD – 8 hours

Specialist:

Standard Content PLUS:

ILT – 32 hours

OD – 5 hours



Accreditation Exam Content

• Managing sales cycle profitability

• Employing solution selling techniques and applying business processes in the

sales cycle

• Articulating the benefits of Microsoft Dynamics Sure Step to customers

• Identifying and selling the value of a Microsoft Dynamics ERP solution

• Performance analysis: Return on investment (ROI), Total cost of ownership

(TCO), Internal rate of return (IRR), Payback period, Hurdle rate, Net Present

Value (NVP)

• Demonstrating the competitive value of a Microsoft Dynamics ERP solution

• Solution and licensing knowledge

• Sales Management knowledge



Manage Sales Cycle Profitability – 12%

Identify the reasons for managing a sale as a project

Measure the profitability of a sale

Increase the profitability of a sale

Utilize Microsoft resources



Manage Sales Cycle Profitability – Content Sources

OD - Orchestrating the Sales Process: Managing the Sale as a Project – 1 hour

OD - Orchestrating the Sales Process: Leveraging the Microsoft Team - .5 hour



Course Objectives

Understand why a project should be managed as a sale.

Learn how to measure the profitability of sales and how to make project

investment decisions.

Understand the elements involved in a sale in order to make it more profitable

and successful.



Why Manage the Sale as a Project?

Increase the probability of closing

Shorten the sales cycle

Lower sales costs

Apply best practices

Better tracking & forecasting

Better hand off to the implementation team

Increase customer satisfaction



Why Specialize?

Compete on Value not Price

Reduce competition

Increase win rates

Reduce sales cycle, increase sales productivity

Build and resell IP

Charge higher service rates

Reduce non-billable hours

Increase customer satisfaction and loyalty


1. Microsoft Dynamics Subsidiary Team

1. Microsoft Dynamics Sales Team

2. Online Sales Resources

3. Rhythm of the Business with Your Microsoft

Partner Account Manager

4. Knowledge Check

5. Summary

Leveraging the Microsoft Team



Organization Diagram

Dynamics lead

Partner Lead

PAM

TPAM

Recruiter PAM

PTA Lead

PTA

STU Lead

SSP

TSP

ISS

Marketing Lead

AMM

Product MM

Partner MM



Description

The SSP is responsible for qualifying, accelerating and closing Microsoft Dynamics depth

deals greater than $XXXK net of Microsoft license revenue where direct Microsoft

involvement in the sales cycle is required. They are „sales experts‟ and drive the sales

cycle forward at all stages through their profound understanding of value-based solution

selling to the BDM.

Responsibilities:

• Develop sales plans for managed partners.

• Create detailed territory plans to define the market opportunity for Microsoft

Dynamics solutions.

• Ensure a healthy, accurate Microsoft Dynamics solution opportunity pipeline.

• Qualify, accelerate and close Microsoft Dynamics opportunities.

• Increase number of referenced accounts/satisfied accounts.

Solution Sales Professional (SSP)



Technical Sales Assistance (TSA)

Presales and competitive sales assistance to improve the

sales cycle.Description

Microsoft Partner NetworkWhere

Technical guidance.

Access to sales resources.

Assistance with troubleshooting in a testing or demo.

Help with Demo Showcase.

Offers

All Microsoft productsProducts

Must be a Certified or Gold Certified PartnerConditions

https://partner.microsoft.com/global/salesmarketingsection/smsalessupport Link

https://mbs.microsoft.com/partnersource/support/tpag




Employ solution selling techniques and apply business

processes in the sales cycle – 19%

Identify the objective, goal, checkpoints and key steps of the Microsoft Solution

Selling Process (MSSP)

State the roles and responsibilities of the sales team at each stage of the MSSP

Identify criteria for qualifying an account (BANT)

Diagnose critical customer business issues

Close opportunities effectively and efficiently

Change a customer‟s vision of a competitive solution to a MS Dynamics solution

Identify and apply the activities of the ERP buying process



Employ solution selling techniques and apply business

processes in the sales cycle – Content Sources

ILT – Microsoft Solution Selling Process (MSSP) – 16 hours

OD – eLearning access (fee)

On-Line Workshop – 3 two hour session delivered over the course of a week

(fee)


Microsoft Solution Selling ProcessSales Stage

Probability 0% 10% 20% 40% 60% 80% 100%

Sales Objective

Determine Best Customer Fit

Qualify lead/ opportunity Know why your customer is buying & establish

relationship with Power

Develop a solution aligned with business pain

Define the Business Change Conduct negotiations and finalize contract

Finalize deployment plan & execute

Exit Criteria

• Territory Plan Identified •Business Pain Identified•Customer Agrees to

Explore•Sponsor Identified•Buying Process Identified

•Access to power•Business Pain admitted by

power•Understand the

Consequences to the business if pain is not solved

•Evaluation plan proposed

•Preliminary solution agreed

•Solution is aligned with business pain

•Solution is linked to improving business performance

•Business case presented with detailed value proposition

•Solution has measurable economic impact

•Proposal delivered and clear decision date known

•Verbal agreement given by power

•Contract negotiation in process

•Implementation plan complete

•Contracts signed•Order Processed•Win/Loss Review

Complete•Customer References

agreed

Checkpoints

•Participate in PartnerAccount Planning

•Determine Industry focus•Define current pipeline

and gap to budget•Identify high potential

existing customers•Understand referencable

wins to leverage•Profile territory SWOT•List top 30 customer

prospects•What risks/dependencies

do you have to meeting your revenue targets and commitments?

•Define your prospect’s business objectives, challenges and competitive pressures

•Evaluate prospect’s current relationship with MS and your company

•Understand the financial condition of your prospect

•Vision alignment with MS and your company

•Is there cultural compatibility?

•Ensure you are calling on an entity that has the funding and buying authority for your solution

•Who is the competition?•Does your Sponsor have

the power to help you?

•How is financial performance measured?

•What are the financial requirements for making an investment?

•How can you impact financial performance?

•Opportunity Plan begun

•Compelling event identified

•High level requirements understood

•Have met power personally

•Understand competition

•Understand buying process & decision criteria

•Conduct detailed discovery

•Partners (e.g. ISV with CfMD solution) identified and relationship initiated

•Define the business metrics you will measure

•Understand MS business and your “Value Add”

•What are the critical success factors?

•Solution is referencable •Develop Competitive

strategy•Partner relationships

have been secured•High level deployment

plan defined•Evaluation plan in

progress•Opportunity Plan ongoing•Determine MCS

involvement•High level cost estimate

understood•Pre demo planning

• Demo• Business Case

Presentation & Proposal• Value proposition is clear,

measurable and linked to improving business performance

•Deployment plan in place•Understand who, when

and how deal will be signed

•MS financing•Premiere support•Customer references•Hardware / software

costs defined•Opportunity Plan ongoing

•Legal approvals in place•Business desk approvals•Final project costs

approved•Know how to process

order with Microsoft•Exact date order will be

known•Customer references

checked•Last minute players?•Opportunity Plan ongoing

•Deal booked correctly in MS Sales

•Project kick-off•Conduct post-close

follow-up with v-team•Provide feedback to

partners•Identify additional

opportunities •Customer reference

agreement

Sales Tools & Resources

•Customer Evidence•Resources such as

Stratascope•3rd Party Analyst Evidence

•Resources such as Stratascope

•Customer Evidence•Discovery Guides•Sponsor Letter•Opportunity Plan•Annual Report•Customer’s web site•3rd Party• Analyst Evidence•Microsoft Dynamics Sure

Step

•Stratascope•Opportunity Plan•Customer Evidence•Evaluation Plan•Sales Guides•Solution Maps•Discovery Guides•MS Compete•Customer’s Annual Report•Customer’s web site•Solution Finder•Microsoft Dynamics Sure

Step

•Stratascope•Opportunity Plan•Customer Evidence•Solution Maps•Opportunity Plan•Evaluation Plan•MS Compete•Solution Finder•Demo Plan•Microsoft Dynamics Sure

Step

•Opportunity Plan•MS Compete•ROI/TCO Workbook•Customer Evidence•Evaluation Plan•Stratascope•3rd Party Analyst

Information •Microsoft Dynamics Sure

Step

•Negotiating worksheet•BRL pricing calculator•Total Solution Financing•Opportunity Plan•Evaluation Plan•Microsoft Dynamics Sure

Step

•Microsoft Dynamics Sure Step

DevelopQualifyProspect Solution Proof Close Deploy



Articulate the benefits of Microsoft Dynamics Sure Step to

Customers – 7%

Employ Sure Step to effectively:

• Set the scope, price and timeline of the project effectively

• Accelerate license and service sales

• Sell Diagnostic offerings to customers

Identify and Define the objectives of the Diagnostic phase and key outputs as

they integrate with each phase of Sure Step and MSSP



Articulate the benefits of Microsoft Dynamics Sure Step to

customers – 7% - Content Sources

OD - Overview of Microsoft Dynamics Sure Step for Sales and Presales

Specialists 2 hours



Overview of Microsoft Dynamics® Sure Step for Sales

and Presales Specialists



Learning Objectives

• Understand why Sure Step is so important to the success of a Microsoft Dynamics

partner business and its sales team

• Understand how Sure Step helps the partner team set and meet appropriate customer

expectations in terms of project scope, price and timeline

• Understand how Sure Step aligns with Microsoft Solution Selling Process (MSSP) –

and how this helps accelerate license and service sales

• Identify and define the objectives and key outputs of each phase of the Sure Step

methodology

• Leverage the Sure Step tools and guidance that assist in the sales process

• Understand the engagement model between sales and services – including the hand-

offs and ownership model

• Know and position the benefits of Sure Step to customers



What is Sure Step? - A Customer Engagement Methodology

• Tools, templates and best practices to use from sales through delivery of all Microsoft

Dynamics solutions

• An end-to-end methodology



What is Sure Step? - Scalable and Configurable

• Sure Step content can be filtered based on :

– Solution

– Product

– Project Type



Selling with Sure Step - The Diagnostic Phase & Decision Accelerator Offerings



Selling with Sure Step – Diagnostic Phase Alignment with Microsoft Solution Selling Process



Selling with Sure Step - Decision Accelerator Offerings aligned with MSSP

Critical Offerings

MSSP Stages



Selling with Sure Step - MSSP Solution Stage – Decision Accelerator Offerings

• Sales Objective: Present a solution that exceeds customer requirements

• Decision Accelerator Offerings:

– Fit Gap and Solution Blueprint

– Scoping Assessment

– Architecture Assessment

• Decision Accelerator Offering Objectives:

– Fit Gap and Solution Blueprint: To analyze and document the degree of fit between customer

requirements and processes and the Microsoft Dynamics Solution

– Architecture Assessment: To develop and document production infrastructure and hardware

– Scoping Assessment: To make recommendations regarding project scope, implementation

phases, risks, resources and scheduling



Selling with Sure Step – Architecture Assessment

Business Needs

Receive expert design review andenvironmental guidance

Validate infrastructure to meet required performance criteria

Recommend architecture thatmeets the proposed infrastructure design

Scope

Product architecture overview

Server requirements

Infrastructure design review

High availability and disaster recovery

Deliverables

Architecture Assessment report withrecommendations

Analysis of projected performance anda set of design recommendations

Benefits

Reduce risk

Ensure optimized performance with best practices

Avoid expensive downtime due toperformance issues

Completeyour customers technical design faster by talking with experts






Positioning and Selling Sure Step to Customers - Customer Benefits

Confidence Control Visibility

• Predictable, On Time, On Budget and On Spec Implementations• Faster Return on Investment



Identifying and Selling the Value of a Microsoft Dynamics ERP Solution– 9%

• Conduct executive meetings successfully

• Identify when and how to engage the presales consultant

• Create compelling value propositions

• Identify the characteristics of the “Dynamic Business”

• Demonstrate how a Microsoft Dynamics ERP solution addresses specific

pains



Identifying and Selling the Value of a Microsoft Dynamics ERP Solution

• OD – Selling Business Value I 2.5 hours

• ILT – How to Sell ERP/CRM – 2 x 8 hours

• ILT – Value2Win – 8 hours

• ILT – Selling Business Value II – 16 hours


Understanding ERP

Microsoft Dynamics ERP Solutions and Go to Market Strategy


1. Understanding ERP

2. Overview – The Microsoft Dynamics ERP

3. Microsoft Dynamics - ERP Scenarios

4. Knowledge Check

5. Group Activity

6. Summary



Learning Objectives

• Learn why organizations invest in ERP solutions.

• Understand the ERP market.

• Learn about Microsoft Dynamics ERP‟s positioning, strategy and competition.

• Learn the key ERP scenarios and the benefits for various customer roles.



Definition of ERP

Enterprise Resource Planning (ERP) systems

are information management systems that

integrate and automate many of the business

practices associated with the operational and

manufacturing aspects of a company.

• Manufacturing

• Warehouse Management

• Accounting

• Purchasing

• Sales

• Human Resources Management

• Project Management…

Purchasing

Manufacturing

HR Management

Accounting

Warehouse Management

Sales

ERP



Main Characteristics of ERP

• Integration

• Modularity

• Adaptability

• Information consistency

• Currently offers vertical solutions

What is the difference between ERP and

other management applications?

Microsoft Dynamics partner Academy


Main Objectives

• Business process optimization.

• Access to all the information in a reliable, precise and appropriate way

(integrity of information).

• The possibility of sharing information between all departments of the

organization.

• Elimination of unnecessary data entry and data re-engineering operations.

The fundamental purpose of an ERP solution is to increase productivity and

improve business insight and business oversight through automation and

integration of key business processes, resulting in efficient management of the

total operational costs.



Fits with your systems

StructuredUnstructured

Microsoft Dynamics ERP Products



Familiar to your People – Driving a Role Tailored User Experience



ERP Products – Positioning

Typical Organization Up To 1000 employees Up To 1000 employees Up To 1000 employees Up To 7500 employees

Key StrengthsFocus on Project Driven

Businesses

Deep Robust Out of the Box

Financial and Operational

Functionality

Broad Functionality that

Rapidly Adapts to Unique

Customer Requirements

Specified Processes and

Insight across Multiple

International Locations

Functionality

Delivered by

Microsoft

Core Horizontal ERP Core Horizontal ERP Core Horizontal ERP

Core Horizontal ERP &

Specific Functionality for 5

Industries

Single Instance for

Multiple CountriesNo No No Yes

Enterprise

DeploymentDecentralized Decentralized Decentralized

Centralized, Federated,

Decentralized, Multi-Server

Geographic Focus 1 North AmericaAmericas, English Speaking

CountriesGlobal Global

Partner OpportunityEnablement of Partner

Driven Professional

Services Based Verticals

Enablement of Partner

Driven Verticals and Micro-

Verticals

Enablement of Partner

Driven Verticals and

Micro-Verticals

Partner Opportunity to

Build on Industry

Capabilities with Verticals

1 Please see Microsoft Website for Details on Language and Country Availability


How to Sell Microsoft Dynamics ERP. Pain Chain®




Learning Objectives

• Learn about the main Pain Chains® when selling an ERP solution, the impact

of each pain on decision-makers and the capabilities Microsoft Dynamics ERP

solutions bring to customers.

• Understand the main Pain Chains® (needs) and how Microsoft Dynamics ERP

solutions help address them for the following key industries: Distribution,

Industrial Equipment Manufacturing, Chemicals Manufacturing, Automotive

Supplier Manufacturing, Professional Services, Specialty Retail.



In Search of Pains (I)

Latent Pain

• Customer sensing there is a pain, but not willing to admit it.

• Customer not actively seeking a solution for the pain.

Admitted Pain

• With help from you, the customer realises the pain.

• With help from you and their organization they admit the pain.

Vision of a Solution

• You and the customer together establish a vision for removing

the pains.

The New Solution Selling: The Revolutionary Sales Process That is Changing the Way People Sell by Keith M. Eades. McGraw-Hill © 2004



Main Pain Chain® for ERP

Unable to respond to changing business conditions

Difficulty in Connecting Customers, Partners and Employees

Difficulty in Managing Organizational Growth

Low Productivity of People and Processes



CEOPain: Company growth

stagnates or begins to

reverse itself

CFO VP Sales VP Marketing

Reason 1 : Technology

not supporting business

growth

Reason 2: Lack of flexibility

and adaptability in

operations and

manufacturing

Reason 3: Unable to plan

consistent financial

performance improvements

Reason 4: Lack of access

to new markets

Reason 5: Sales revenue

below projections

Reason 1: Company too slow

in claiming new revenue

sources

Reason 2: Poor return on

investments in sales and

marketing

Reason 3: Operations and

manufacturing not cost-

effective

Reason 4: Limited, dated

technology not helping the

business advance

Reason 5: High cost of

expanding into new markets

and territories

Reason 1: Poor

awareness of

opportunities

Reason 2: Cost of sales

too high

Reason 3: Sales force

poorly informed and not in

touch with customer

needs

Reason 4: No effective

support from marketing

Reason 5: Sales

approaches based on

outdated strategies

Main Reasons

Pain: Not meeting financial

performance goalsPain: Sales revenue below

projectionsPain: Lack of access to new

markets

Reason 1: Lack of

availability of customer

and business data

Reason 2: Company not

seen in leadership role

Reason 3: Limited

awareness of market

trends

Reason 4: Unable to

approach opportunities

proactively

Reason 5: Lack of

planning tools

Difficulty in Managing Organizational Growth (I)



Capabilities of Microsoft Dynamics ERP

Difficulty in Managing Organizational Growth (III)

Scalability

Tailored Systems

Cost-effective Implementation

Modular Growth

and Upgrades

Flexibility to Change

Technology Roadmap



Chemicals Manufacturing

Industry Value Chain

Produce(Demand to Availability)

Manage(Manage the Business)

Staff(Manage Human Capital)

Su

pp

lie

rs/C

on

tra

cto

rs

Service(Consumption to

Replenishment)

Cu

sto

me

rs

Formulate(Concept to Opportunity)

Sell(Order to Cash)

Buy(Produce to Pay)

Prospects

C-Level CEO, CFO, CIO, COO, CTO

VP Level Finance, Operations,

Manufacturing, Supply Chain,

Engineering

Upper

Management

GM, Plant, Materials, Quality,

Compliance, Supply Chain,

Engineering

SIC Coverage 2812-13, 2816, 2819, 2821-24,

2833-36, 2841-44, 2851, 2861,

2865, 2869, 2873-75, 2879,

2891-93, 2895, 2899

Gross

Revenue per

Annum

$50M-$2B USD

Number of

Users

50-2000Stratascope Inc.



Key Pain

Chemicals Manufacturing

Operating Costs Out of Control

Varying Product, Quality, Traceability

Poor On-Time Delivery and Throughout

Failure to Meet Compliance Standards



Why Do ITDM‟s Invest in an ERP Solution?

• Technology platform.

• Reporting.

• Integration.

• Customization capabilities.

• Maintenance and upgradeability.



What Do ITDM‟s Look for in an ERP Solution?

• Runs on standard Microsoft technology.

• Lower total cost of ownership.

• Familiar, role tailored user experience.

• Tap into an ecosystem and industry solutions.

• Build a connected business with web services and a service-oriented architecture.

• Choose on-site and hosted implementation.


How to Sell Microsoft Dynamics ERP. ERP Buying Process




Learning Objectives

• Help you understand why you need to assist customers and stop just selling to

them.

• Learn what the activities are for each phase of the ERP buying process.

• Identify the alignment of the buying phases with the Microsoft Solution Selling

Process and the diagnostic phase of Microsoft Dynamics Sure Step.



Main Objectives – Understanding ERP

• Business process optimization.

• Access to all the information in a reliable, precise and appropriate way

(integrity of information).

• The possibility of sharing information between all departments of the

organization.

• Elimination of unnecessary data entry and data re-engineering operations.

The fundamental purpose of an ERP solution is to increase productivity and

improve business insight and business oversight through automation and

integration of key business processes, resulting in efficient management of total

operational costs.



Reasons to Implement an ERP. Key ERP Scenarios

Department Role Key ERP Scenarios

Financial CFO Financial analysis and reporting

Compliance Procedures

Consolidate Financial Data

Controller Manage Accounts Receivable

Manage Accounts Payable

Manage Fixed Assets

Supply Chain Management Operations Manager Efficient Order Entry and Distribution

Integrated Demand Planning

Powerful Supplier Collaboration

Order Processor Order Entry & Invoicing

Approval Process

Shipping and

Receiving Manager Warehouse Management

Human Resources HR Manager Manage the organization

Recruit the best workforce

Minimize the cost and maximize ROI

Project Management Project Manager Project Management

IT Management IT Manager Platform for Competitive Advantage

End-user reporting

Workflows

Hub & Spoke, B2B and A2A Scenarios



Needs

Cost

Solution

Risk

Needs

Price

Solution

Risk

(Phase I)Determine

Needs

(Phase II)Evaluate

Alternatives

(Phase III)Evaluate

Risk

Level of

Concern

The Phases the Customer Goes Through – ERP Buying Process

Time




Alignment of Buying and Selling Phases

Phase I

Determine needsDo I need to change?

What do I need?

How much will it cost?

Develop needsCreate or reengineer

buying vision with bias

Qualify buying process

Take actionShould I do it?

What are the

consequences?

Am I getting the best price?

Complete the saleWhy now?

Why us?

Help buyer deal with fear of

consequences

Phase III

Evaluate solutionsIs there really a solution?

Which one meets my needs?

How do I justify it?

ProveDemonstrate how

capabilities meet buyer „s

vision

Facilitate value justification

Phase II

Buyer

Seller




1.Develop

business

strategy

3.Examine

alternative

vendors

5.Resolve

issues and

finalize

contracts.

(PHASE I)

DEFINE NEEDS (PHASE II)

EVALUATE SOLUTIONS(PHASE III)

EVALUATE RISKPhasesBuyer

Alignment of Buying Phases and the MSSP

2.Determine

needs /

requirements

4. Select solutions

and evaluate risk

6.Implement

and

evaluate

success.

Sales Stage

Probability 0% 10% 20% 40% 60% 80% 100%

Sales

Objective

Determine

Best

Customer Fit

Qualify lead/

opportunity

Know why your

customer is buying

& establish

relationship with

Power

Develop a

solution aligned

with business

pain

Define the

Business Change

Conduct

negotiations and

finalize contract

Finalize deployment

plan & execute




Buyers - Three Levels of Need

Latent Pain

Admitted Pain

Vision of a Solution

The New Solution Selling: The Revolutionary Sales Process That is Changing

the Way People Sell by Keith M. Eades. McGraw-Hill © 2004



Define Needs - ”In Search of Pains”

Latent Pain:

• Customer sensing there is a pain but not willing to admit it.

• Customer not actively seeking a solution for the pain.

Admitted Pain:

• With help from salesperson, the customer realises the pain.

• With help from salesperson and customer‟s organization they admit the pain.

Vision:

• Salesperson and the customer together establish a vision for removing the

pains.




The Pain Chain®

Job Title: CEO

Pain: Earnings per share decreasing

Reason A Eroding profits

Job Title: VP Finance

Pain: Eroding profits

Reason A Missing new account revenue targets

Reason B Increased operational costs

Reason C Increasing credit write-offs

Job Title: VP Sales

Pain: Missing new account revenue targets

Reason A Sellers spend too much time with existing customers

Reason B Increased operational costs

Reason C Increasing credit write-offs

Reason D Not enough referral business

Job Title: CIO

Pain: Current system does not meet the needs of sales departments

Reason A Legacy systems don´t allow for growth

Reason B Disparate databases limit information flow

Reason C Manual processes




Creating Buying Visions

BUYER

Do I really want to take

responsibility for

addressing this problem?

Will this salesperson´s

solution really help me

address my business

issue?

Does this salesperson

understand how my

business issue impacts

other parts of the

organization?

Is there enough value

in making a change?

Does this sales person really

understand my business

issue and the reasons

contributing to it?

SALESPERSON

Diagnose the pain and

reasons for it.

Qualify the financial

consequence for each reason

of the pain.

Trace the path of pain

through the organization (as

relevant).

Create a differentiated vision

that will enable the prospect

to see how he or she will be

better in the future as a result

of your capabilities.

Lead the prospect to

conclude that he or she

needs to address his or her

pain.



Second filter: A comparison of

selected software taking into

account three specific criteria:

• Functional adequacy.

• Technological factors.

• Price and licensing.

First filter: A first selection of

software according to a list of

generally considered criteria.

ERP Vendor Selection. Process

SECOND FILTER

Proposal

FIRST FILTER

SAPMICROSOFT

DYNAMICS

SAGE

EPICOR

ORACLE



• Ability to customize

• Functionality

• Implementation ease

• Integration with existing business processes

• Overall cost

• Scalability

• Solution flexibility

• Integration with existing technology infrastructure

• Ease of use

• Value

• Recommendation from 3rd party consultant or partner

• Security

Product Criteria

MBD Market Research – Dec 2008

First Filter - Purchasing Criteria

• Customer service

• Existing relationship

• Financial visibility

• Future direction

• Industry experience

• Technology reputation

ERP Vendor Criteria



MSSP Maps to Microsoft Dynamics Sure Step Diagnostic Phase

0% 10% 20% 40% 60% 80% 100%




Fit Gap and Solution Blueprint Engagement Overview

BDM/TDM

Interviews

Review Requirements

Documentation and Legacy Systems

Business and IT Requirements Workshops

Fit Gap

Spreadsheet

Start

Solution Blueprint

Management Review and validation

Week 1 Week 2 Week 3

Finish



Functional Scope of the Engagement

The following functional scope is defined for the engagement:

Finance

• General ledger

• Bank

• Cash

• Fixed assets

Trade

• Sales

• Trade agreements

• Purchasing

• Purchase requisitioning

• Accounts receivable

• Accounts payable

Inventory

• Items

• Warehouses

• Locations

• Costing

• Transfers

• Receipts

• Dispatch

Production

• Bills of materials

• Routes

• Scheduling

Planning

• Master planning

• Coverage groups

• Forecast planning

• Reduction principles

Etc.


How To Sell Microsoft Dynamics CRM

Microsoft Dynamics Partner Academy - Sales

Instructor‟s NameInstructor‟s Position

Instructor‟s e-mail


Learning Objectives

• Understand what customer relationship management is.

• Learn customers‟ main pains and needs.

• Understand the CRM market and where Microsoft Dynamics® CRM business

software fits into it.

• Learn the Microsoft Dynamics CRM pricing and licensing.

• Overview of the functionality of Microsoft Dynamics CRM.

• Understand the xRM concept and S+S opportunity.

• Learn how to engage with Microsoft.



TAKING NOTES EFFECTIVELY: REFLECTION, TIPS

AND CONSOLIDATION OF NOTES

How To Sell CRM


1. CRM Fundamentals

2. Target Audience for CRM & Customer Pains

3. Market Analysis

4. Positioning Microsoft Dynamics CRM

5. Customer Evidence

6. Pricing and Licensing

7. Understanding xRM

8. Understanding Software Plus Services

9. Summary



What is CRM?

Customer Relationship Management.

“CRM is the core business strategy to increase the size and profitability of your customer

base by creating and delivering superior value to targeted customers at a profit.”

Professor Francis Buttle 2004

“CRM is adopting customer-centric business strategies, implementing these strategies by changing how customers do business and how people do work and then enabling new strategies, new customer interactions and new workflow by providing appropriate technology support.” CRM Guru Definition, 2000

“CRM is a customer-focused business strategy designed to optimise profitability, revenue

and customer satisfaction.” Gartner

“The true business of every company is to make and keep customers.” Peter Drucker, 1954

1. CRM Fundamentals


CRM Core Areas

SALES

MARKETING

SERVICE

1. CRM Fundamentals



Why Companies Need CRM

• Poor customer information.

• Disparate systems - data not integrated into one place.

• Inability to profile and segment data for marketing.

• No single view of the customer. Poor knowledge sharing.

• Inefficient processes - too many paper trails, duplicated effort.

• Inadequate or inaccurate reporting (forecasting) and profiling.

• Lack of support for mobile and remote staff.

• Lack of effective sales opportunity and activity tracking.

• Poor customer service due to limited information on hand and lack of workflow.

1. CRM Fundamentals


CRM Success Can Deliver…

Improved customer retention

Improved customer revenue

Increased number of customers

Reduced cost per sales transaction

Reduce sales discount

Faster training

New business at board level

Revenue Improvement

Improved forecasting – risk

Improved forecasting – reduce working capital

Sales cycle reduction

Cost of mistakes lowered

Customer data lossCustomer data quality

Customer service cost reduction

Reduced cost of customer acquisition

Reduced marketing costs

1. CRM Fundamentals



How Does Microsoft Define CRM?

Customer FacingSales, marketing, service and other activities.

Business Process DrivenWorkflow drives consistent execution across business units and systems.

Collaborative Enables teams to work with others, inside and outside of your organization to help maximize your business.



ApplicationTechnology

CRM Is not Just Software!

• CRM is a customer-focused business

strategy designed to optimize revenue,

costs and customer satisfaction.

• Business strategy combined with

application technology improves

customer acquisition and retention.

Improved Customer Acquisition & Retention

Bu

sin

ess

Va

lue

ApplicationTechnology

BusinessStrategy

“CRM is a customer-focused business

strategy designed to optimize profitability,

revenue and customer satisfaction.” Gartner



CRM BDM‟s Pain Chain® (IV)

Marketing Director

Not enoughcommunication between sales and marketing.

No marketingintegration with sales processes and funnel. Salespeople don’t use

information from marketing. No feedback. Non-profitable

campaigns.

Sales Director

Cost of sales increasing.

Not meeting sales targets. Low staff morale. Low productivity of new

salespeople. High training costs. No consistent sales

process.

CS Director

Declining support revenue.

Issues are not resolved quickly and efficiently. Lack of shared

knowledge. Low agent retention and

high on-boarding time. No proactivity.



Selling Business Value I



Performance Analysis – ROI, TCO, IRR, Payback, Hurdle Rate, NPV

Develop a Business Case using Microsoft Rapid Justification Framework

Ensure proper alignment of your solution with the customer‟s key business

drivers by conducting a business assessment

Build a solution proposal by mapping product capabilities to customer‟s

strategies and key actions

Determine the value core of your Microsoft Dynamics solution by comparing the

benefits to the costs

Proactively address risk during the sales cycle to improve your sales success



Performance Analysis – ROI, TCO, IRR, Payback, Hurdle Rate, NPV

Sources:

OD – Selling Business Value I

ILT – Selling Business Value II



Demonstrate the Competitive Value of a MS Dynamics ERP Solution – 14%

Demonstrate the competitive value of the Microsoft platform

Perform competitive SWOT analysis

Emphasize the advantages of Microsoft Dynamics ERP solutions when selling

against SAP All-In-One, Oracle JD Edwards and Epicor Vantage

Respond to sales objections when competing against SAP All-In-One, Oracle JD

Edwards and Epicor Vantage



Demonstrate the Competitive Value of a MS Dynamics ERP Solution – 14%

Sources:


OD – Selling the MS Platform with MS Dynamics

OD – Competing successfully with Dynamics AX against SAP All-In-One

OD – Competing successfully with Dynamics AX against Oracle JD Edwards

OD – How to compete against Salesforce

OD Document– Microsoft Dynamics NAV vs. Epicor 9 Competitive Discussion Guide

OD Document– Microsoft Dynamics AX vs. Epicor 9 Competitive Discussion Guide



Selling the MS Platform



Solution Knowledge – 8%

Communicate the business value of the Microsoft platform

Articulate the Microsoft Dynamics ERP positioning and strategy

Identify which licensing option to use for a Microsoft Dynamics ERP solution



Solution Knowledge – 8% - Content Sources


OD – Selling the Microsoft Platform with Microsoft Dynamics

ILT – Value2Win

ILT – How to Sell ERP/CRM



Licensing knowledge – 5%

Identify which licensing option to use for a Microsoft Dynamics ERP solution



Licensing knowledge – 5% - Content Sources

ILT – How To Sell ERP – 8 hours


1. Key Licensing Messages

2. Business Ready Licensing Overview

3. Software License Terms

4. User License Types & Access Methods

5. Licensing Scenarios

6. Software + Services

7. Top of Mind Questions

8. Summary of Key Takeaways

9. Key Licensing Resources

Licensing




Key Licensing Messages

4 Key Messages you MUST take away from this session:

1) All access to Microsoft Dynamics requires a license

(Help customers be compliant).

• Understand where this requirement is located in the Software License Terms.

• What user types are available under Business Ready Licensing to meet this

requirement.

• When to utilize which user types.

2) How to address ”Software as a Service” for Microsoft Dynamics.

3) Help spread licensing readiness

(Share the knowledge with your team and your customers).

4) Where to go to find more licensing information (PartnerSource,

Microsoft.com).



About Business Ready Licensing

4 Microsoft Dynamics ERP products licensed in two editions which are sold on a

per user basis:

• Business Essentials

• Advanced Management

Extended functionality is sold on a per user or per module basis:

• Business Essentials + Additional Modules = Business Essentials A la Carte

• Advanced Management + Additional Modules = Advanced Management Enterprise

Business Essentials

Advanced

Management

Advanced

Management

Enterprise

Business Essentials

A la Carte



Licensing Scenarios

Manual

Transfer of

Data

In a 3rd party application internal users do purchase

requisitions offline. In order to do the purchase requisition

access to the Dynamics item table is needed (via web

services). So a power user replicates this information to the

3rd party application – at this time the application is no longer

online. At the end of the day power user reviews,

approves/rejects and submits all entries.

One full access

license for the

power user.

Offline 3rd Party

Application

1 Full User License

for the power user

Replication by power user

Submission by power user

Internal users**No automated data transfer between the

system and internal users



Microsoft Dynamics: SPLA Pricing and Key Differences

*Estimated per user pricing based on US pricelist

Advanced Management

Enterprise

Business Essential $42.00* $36.00*

Some components available on a per module basis

Advanced Management $74.00* $64.00*

Pricing Packaging

• Packaging principles carried over from Busienss Ready Licensing.

• Some a la carte components may not be available on SPLA.

• Some a la carte components could be priced differently. Details available in mapping guide.

Licensing

• Basic principles from BRL SLT apply (all users need a license, etc).• Service Provider Use Rights available on

https://www.explore.ms/navigation.aspx governs the licensing rights.• Named user licenses vs. Concurrent user licenses.• No fees for 3rd party users (no fee for external connector).

https://www.explore.ms/navigation.aspx



Full CALs and Limited-Use CALS

• With full CALs, each user has full read-write

access to all capabilities.

• With limited-use CALs, a user has read-only

access, e.g., for reports.

• Full and limited-use CALs may be mixed

within an environment.

• Move from a Limited CAL to a Full CAL via an

“Additive CAL” (step up).

Full CAL

Limited CAL

read/write

read-only

On-Premise



Pooling

hardware

or software

Without Multiplexing With Multiplexing

Data input

& query

User CAL

required

Device CAL

required

User CAL

required

User CAL

required

Data input

& query

Data input

& query

Data input

& query

Windows Server

Microsoft Dynamics CRM Server

SQL Server

Multiplexing

Multiplexing or “Pooling” is use of hardware and/or software that reduces the

number of devices or users that directly access or use the software on a

particular server.

A CAL is required for accessing the multiplexing or “pooling” software or

hardware front end.

A CAL is not required for data extracted and made available in static format with

no direct links (e.g. printed reports, PDF-files etc.).

On-Premise



Sales Management – 15%

Demonstrate sales leadership capabilities

Build an effective Sales Plan

Manage the Territory Planning process

Manage the Account Planning process

Deliver accurate forecasts

Hire the right candidate

Coach effectively



Sales Management – 15% - Content Source

ILT - Sales Management 16 hours



Purpose

To GUARANTEE Top-Line Revenue



Sales Planning

Company Business

Plan Sales Plan

Marketing Plan

Monthly or Quarterly

Review

Territory Plans

Individual Account

Plan

Executive Planning



Forecast and Deal Review Model

Business PainSolution

(Anticipated Outcome)

Next StepCompetitors

Our Capabilities

Root Cause/Core Drivers

Pain Chain(Buy-side Constituents)

Impact/Business Case

(Measurement)

Buying ProcessMilestones

(Staying in Alignment)



Owner or Principal

Sales Coordinator & Outsourced Marketing

Account Executive

Sales Coordinator & Outsourced Marketing

Executive/Sales Assistant

Producing Sales Manager

Account Executive(s)

Account Manager(s)

Marketing Manager

Administrative Support

Inside SalespersonLead Qualification

New Customer Sales

Sales Leadership

Existing Customer Sales

Owner or Principal Full-time Sales Manager

Inside Salesperson(s)

Lead Generation

Ramp(<10 staff)

Expand(10 – 30 staff)

Stabilize(30 - 60 staff)

Network(>60 staff)

Responsibility

Sales & Marketing Team Responsibilities



A Balanced Approach

Functional SkillsSituational

Fluency

Product

KnowledgePeople Skills

•Domain

•Business

•Buyers

•Roles & Responsibilities

•Our Products

•All aspects of the Value

Proposition

•Solutions Selling

•Sales Tactics

•Operations

•DOING

•Coaching

•Vision

•Execution

•Company Core

Values

•Motivation

•Responsible

Communication



Coaching Process

Coaching Kickoff

Meeting

Pre-brief

Observation

Meeting

De-brief

Next appointment

Action

Planning

What skills or steps

should the sales person

focus on developing?



Curriculum Paths

MSSP – ILT/OD

Value2Win – ILT – 1 Day

How to Sell ERP Solutions

How to Sell CRM Solutions

Selling Business Value II

Skills Training

*Advanced Sales – 4 Days

*Prerequisite: All On Demand Accreditation Preparatory Courses Completed!



Advanced Sales Schedule

October 12 – 15 Reston, VA

October 19 – 22 Bellevue, WA

New Accreditation Format

November 9 - 12 New York, NY

November 16 - 18 Irvine, CA

December 7 – 10 Chicago, IL

http://www.salesworks.com/blog/partner-training-events/velocity-and-mpn-

accreditation-workshop-schedule-as-of-july-2010/



Sales Management Schedule

October 14/15 Chicago, IL

October 19/20 Atlanta, GA

November 9/10 Waltham, MA

December 2/3 Chicago, IL

http://www.salesworks.com/blog/partner-training-events/velocity-and-mpn-

accreditation-workshop-schedule-as-of-july-2010/

© 2009 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 presentations. 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.

Contact: Mark Stuyt at Salesworks Systems, Inc.

Email: [email protected]

www.salesworks.com

mailto:[email protected]

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