Update

title on cover page to

SolutionTrack: vCloud Suite

Contents

Appendix 1 Probing Questions . Error! Bookmark

not defined.

VMware vCloud Suite Overview ........................ 4

Appendix 2: Value Driver Summary ............... 18

Infrastructure-as-a-Service with
Comprehensive Management and Security
................................................................... 4

1. Support Business Innovation and Drive

IT Agility ...................................................... 19

Accelerate Access to Resources and

Applications ............................................... 4

2.

Drive IT Efficiency ................................ 20

3. Manage IT Compliance and Controls to

Mitigate Risk ............................................... 21

Simplify and Automate Operations

Management ............................................. 4
Deliver the Best SLAs for All Applications .. 4
Exercise 1: Analyze the Customer Situation ..... 5

4.

Reduce IT Complexity .......................... 22

5.

Deliver High Quality of Service ............ 23

Astro Pharmaceutical Case Study ...................... 7

Appendix 3: Common Objections and

Suggested Responses ...................................... 24

Company Background .................................... 7

Appendix 4: Partner Resources ...................... 25

Big Challenges Facing the CIO ........................ 8

Join a Partner Program: .............................. 25

Big Opportunities ........................................... 8

Become a Virtualization Expert: .................. 25

The Ask .......................................................... 9

Get VMware Ready: .................................... 25

Exercise 2: Know Your Customer .................... 10

Profile: Charlie Sopra ................................... 10

Access partner Central and Partner

University: ................................................... 25

Profile: Alex Hagger ..................................... 10

View VMware Events: ................................. 25

Questions ..................................................... 12

Exercise 3: Customer Value Framework, Cloud

IaaS .................................................................. 13

Customer Value Framework Cloud IaaS

........................ Error! Bookmark not defined.
Exercise 4: Customer Value Framework,
Cloud Management ...................................... 14
Customer Value Framework Cloud
Management ................................................. 6
Exercise 5: Role Play ....................................... 15
Part 1 - Meet the Customer ......................... 15
Role Play Scorecard ..................................... 16
Part 2 - Calculate the Scorecards ................. 17
Part 3 - Feedback ......................................... 17
Part 4 - Class Review .................................... 17



3

VMware vCloud Suite Overview

Infrastructure-as-a-Service with
Comprehensive Management and Security
VMware vCloud Suite is an integrated solution
for building and managing a complete cloud
infrastructure that meets ITs most critical
needs. vCloud Suite fulfills the promise of the
software-defined datacenter by pooling
industry-standard hardware and running each
layer of the datacenter as software-defined
services. It creates pools of servers, storage and
networking with dynamically configurable
security, availability and management services
which can meet the needs of any and all
applications. Built-in self-service portal and
catalog, policy-based infrastructure and
application provisioning and automated
operations management help to complete the
picture.

Accelerate Access to Resources and

Applications
Enable IT agility and business responsiveness
through self-service access to cloud services
coupled with automated, policy-based
infrastructure and application provisioning
supported by flexible software-defined
networking, security and storage.
Simplify and Automate Operations
Management
Gain comprehensive visibility, unprecedented
productivity and optimal resource utilization
with comprehensive capabilities to proactively
monitor and manage infrastructure and
applications in an elastic environment with
changing workloads.

As delivered by VMware vCloud Suite, the

software-defined datacenter provides all the
cloud infrastructure characteristics essential for
success:

StandardizedHomogeneous
infrastructure delivered across pools of
standard x86 hardware, to eliminate
unnecessary complexity.
HolisticA unified platform optimized
for the entire datacenter fabric, to
support any and all workloads.
AdaptiveSelf-programmable
infrastructure that dynamically
configures and reconfigures the
environment according to changing
application demands.

Deliver the Best SLAs for All Applications

Provide optimal performance and disaster
protection along with operational and
regulatory compliance for every kind of
workload.

AutomatedA management
framework with built-in intelligence to
eliminate complex and brittle scripting,
for cloud-scale operations with less
manual effort and significant cost
savings.
ResilientA software-based
architecture that compensates for
failing hardware, delivering
unprecedented resiliency at minimum
cost.

Exercise 1:
Analyze the Customer Situation

Internal Challenges/Pain Points:

1) ____________________________________

This exercise is the foundation for the exercises

that follow. We will divide the class into groups
where you will discuss the case study.

_______________________________________
2) ____________________________________

You have 30 minutes to complete this activity.

_______________________________________

Instructions:
1) In your group, read the case study
together and discuss the companys
business objectives.
2) In Step 1 of the Customer Value
Framework, write down:

3) ____________________________________
_______________________________________
Business Objectives:

External Drivers The problems

coming from outside the company
that are most affecting Astro

1) ____________________________________

Internal Challenges/Pain Points

The problems coming from within
the company that are most
affecting Astro

2) ____________________________________

_______________________________________

_______________________________________
3) ____________________________________

Business Objectives Astros main

objectives.

_______________________________________

External Drivers:

1) ____________________________________
_______________________________________
2) ____________________________________
_______________________________________
3) ____________________________________
_______________________________________





5

Customer Value Framework

1 1

External Drivers

Internal Challenges

Business Issue:

2

3

Problem Questions

Solution Questions

Value Questions

VMware Value Summary

linked back to business issue

VMware Successes
(References)

Business Objectives

Astro Pharmaceutical Case Study

facing apps. The application was virtualized a

year ago, and has created ongoing performance
issues ever since. This app is part of Astros
overall CRM and supply chain management
system and it supports a number of business-
critical activities, including orders for their drugs
by physicians and sales channels such as drug
stores and pharmacies. The app is being run on
an increasing number of different tablets, used
especially by Sales reps and Directors. The help
desk has recorded many incidents from
customers and Astro reps complaining that
getting from page to page in the system is slow
and that the application has been hanging or
crashing for many of the systems end users.
The impact on Astros revenue and brand was
already being felt from previous performance
issues and the team were under pressure to get
things right quickly. The problem was
complicated by the fact that infrastructure and
operations teams found it difficult to diagnose
what exactly caused the performance issues.
The lack of insight, combined with the pressure
to restore the service quickly, left teams with
only one option to return the system to normal
performance: reconfigure and start the host VM
for the system and hope the problem doesnt
happen again. A time-consuming audit into the
nature of the problem did not unveil the root
cause, leading to a decision to purchase more
infrastructure resources and reconfigure logical
storage. The negative publicity caused the
company a real headache. The overall cost of
the performance issues was estimated to be in
the tens of millions, including foregone
revenues, reputation damage and inefficient
use of resources.

Company Background
Astro Pharmaceutical is one of the worlds
largest and fastest growing drug companies. In
addition to developing and marketing a broad
portfolio of branded and generic drugs, they
recently extended into a new line of business
through the acquisition of a company focusing
on consumer health and personal care
products. These products are currently driving
30% of Astros revenues. The remaining 70% of
Astros revenue comes from bringing
proprietary drugs to market. They currently
have three major drugs in clinical trials, all
expected to launch next year. Astros success
depends greatly on these new blockbusters as
patent protection on a number of high revenue
generating and very profitable drugs is due to
expire.
Over the past three years Astro has acquired a
number of companies with promising new
drugs under development. This acquisition
spree has created an IT challenge, resulting in a
complex landscape and rigid and siloed
processes. They currently support 9,000 servers
spread across 17 locations worldwide, of which
around 40% are virtualized. The physical and
virtual environments are heterogeneous and
highly complex. They have been working with
VMware for over 5 years and have seen
dramatic capital expenditure savings through
virtualization. Astro recently completed a
Journey Assessment with their VMware sales
rep.
Your sales rep has determined that they are in
phase 3 and are virtualizing business critical
applications. This has not come without its
challenges. There have been concerns around
the performance of one of Astros customer

Astros new CIO, Joe Chan, has just joined from

a leading competitor, where he spent 10
successful years. Astros Executive Team
decided to hire Joe after he had convincingly



7

outlined his vision of taking Astro on a journey

to the cloud and transforming Astros IT
organization into an enabler of business value.
Part of Joes success can be attributed to
working with industry analysts, which has
helped him to formulate and implement
effective IT strategies in the past.

datacenters as he sees fit. Unfortunately, Joes

resources are stretched thin, so he is looking for
vendors to provide a clear strategy on how
Astros infrastructure and operations teams can
work more efficiently and effectively with
application developers and support staff. This is
particularly important to Joe, as improvements
in the development and operations lifecycle will
contribute to speeding up time to market for
the new drugs Astro is developing.

Big Challenges Facing the CIO

Joe knows that they could realize even more
savings if they accelerated their virtualization
initiative, but there are a number of challenges
that have taken higher priority lately, a big one
being that the organization is not on track to
meet its sales forecasts this year. As a result
they have been micromanaging costs to protect
margins. To achieve this, their CFO, Karen
Spenny, has mandated that Joe reduce
operating expenses in the IT organization by
10% and has demanded Joe show more visibility
and transparency in the cost structure of his IT
organization.

The availability of low cost VMs in combination

with a fixed cost model has created an eat as
much as you can culture from internal
customers, leading to an explosion in the
demand for virtual infrastructure resources, and
the need to manage them. To improve business
relations with LOBs, Joe feels that a pay for use
model has a role to play in better aligning his IT
organization with the needs of the business.
Always looming in the back of Joes mind is the
lack of progress they have made in their
business continuity initiative. The majority of
Astros IT infrastructure is in a city susceptible
to seasonal weather disasters. He has
performed an analysis of the business
continuity requirement for a week-long outage
at Astros primary data center and determined
that his current staff would not have the ability
to manage business continuity outside of its
most business-critical applications.

Application developers and support engineers

play a crucial role at Astro, being responsible for
the applications and tools that manage, analyze,
and process the mountains of data generated
when conducting clinical trials on thousands of
patients. The developers and engineers have
been complaining about the weeks it takes to
provision a VM for their business critical
workloads, especially given that they could get
one from external infrastructure service
providers (including Amazon) in minutes. Joe is
worried about the security and compliance
implications of dealing with external providers.
Regulatory compliance with HIPAA, HITECH and
privacy standards are critically important to Joe.
In addition security and compliance are
fundamental to his organizations ability to
meet strict PCI-DSS compliance policies. He
wants to remain in control of running his

Big Opportunities
With its most recent acquisition, Astro has
entered the market for consumer health and
personal care products. Among its offerings is a
line of mobile medical devices aimed at
consumers. If Joe is to succeed in his new role,
he is conscious that he must actively partner
with the new LOB and deliver new IT business
solutions driving innovations and enterprise
growth.



8


Behind the scenes, Joe is concerned about how
Astro uses traditional methods to manage its
landscape. Many different tools troubleshoot
problems in the environment and although Joe
finds the data useful, he also feels the data is
not used very efficiently. In a recent Gartner
report, Joe read that IT operations teams
experimenting with and effectively adopting
emerging IT operations analytics technologies
can achieve at least a 10% reduction in IT
service outage minutes. He is excited about
what these new technologies can potentially do
for Astro, and intends to brief his team
accordingly.

changing nature of highly virtualized and cloud

environments, and what this means for how
different teams in the organization work
together around a private-cloud infrastructure.

Astro is in the middle of an initiative to

modernize and transform their existing 100+
applications to a core 25 business-critical
applications spread across two data centers.
Four of these business-critical applications are
currently virtualized. Two of the four have been
troublesome, experiencing transient
performance issues that have been challenging
to diagnose and fix. The application owners
have been quick to blame the infrastructure
and operations teams for problems, although in
both cases the symptoms were present to some
degree before virtualization. The issue has put a
halt to further virtualization of mission-critical
applications for the time being.

_______________________________________

The Ask

_______________________________________

Joe is new to the job and is motivated to make

his mark early. He is open to new ideas so this is
perfect timing for you and your team. Your
main competition, Microsoft, has also realized
Astros potential and have put in aggressive bid
for Astros business.
Notes:
_______________________________________

_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________

Joe thinks that implementing private cloud

architecture for his development team could
ease some of these issues, but he will have to
make a pretty strong case in order to get
budget approval from his CFO to make this
investment. He also has questions about
managing and securing a private-cloud
infrastructure. He wants answers on how to
efficiently and effectively deal with scalability
issues for his Operations team, the dynamic and

_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________



9

Exercise 2:
Know Your Customer

Read the profiles of the two Astro power

persons that you will be meeting in the Role
Play Exercise. Highlight anything you find useful
while talking to them, and then answer the
questions that follow.

Profile: Charlie Sopra

Vice President of IT Operations

CFO Karen Spenny has mandated that

operating expenses in the IT
organization must be reduced by 10%
this year. CIO Joe Chan has passed that
mandate on to Charlie and her team.
CFO Karen Spenny has also demanded
increased visibility and transparency
into IT cost structure across his
organization.
IT Operations went through a wave of
austerity last year, reducing headcount
and computing resources.
In both people and resources, Charlies
department is operating at a bare-
bones minimum already. They are
overwhelmed with the amount of work
they have to deal with.
Charlie is very worried that if she cant
find a way to reduce costs by 10%, Joe
will not hesitate to find another VP of IT
Operations. Joes predecessor resigned
after a series of performance issues
with customer-facing applications.
Joe has suggested to Charlie that
advanced analytics for IT operations
might be the answer for achieving
better quality of service, cost
reductions, reduced service outages,
and regulatory compliance.

Profile: Alex Hagger

Vice President of IT Infrastructure

10

Charlie has read a recent Gartner report

stating that advanced IT operation
analytics should lead to a cost reduction
of at least 10%. Charlie believes that
these advanced analytics may be the
only hope for pulling her department
through the current austerity wave, so
she wants to make absolutely sure she
chooses the right solution. Her job and
her department are on the line.
After last years austerity measures,
there has been a strong increase in IT
performance complaints. She has
struggled in vain to improve
performance management by the
infrastructure and operations support
teams.
Charlie thinks VMware is great for
infrastructure virtualization, but shes
unaware that VMware solutions can
provide any benefit beyond that.
Astro has already spent a lot of money
on traditional monitoring tools, so she
wants to be extra-careful about this
investment. If she makes a mistake, it
could have direct consequences on her.

CFO Karen Spenny has mandated that

operating expenses in the IT
organization must be reduced by 10%
this year. CIO Joe Chan has also passed
that mandate on to Alex and his team.
Four years ago, Alex and his lead
architect were responsible for bringing
VMware into the company with
vSphere platform.
Alexs efforts with vSphere were
enormously successful, bringing great

OPEX and CAPEX savings within the first

three years. He credits VMware for
being able to keep his job and his team
intact through a period when other
departments lost headcount.
The savings from virtualizing their
infrastructure with vSphere peaked
about two years ago. During the past
year, there were little more savings to
be gained through their initial
virtualization effort. No more savings
are expected to be gained from this
initial effort.
Alex needs to get more infrastructure
resources to meet with growing
demands. However, CIO Joe Chan is
asking for capacity utilization metrics
and better cost and metering reports
before buying more infrastructure.
Current tools and processes do not
provide an adequate pay-for-use
model, which Joe needs.
CIO Joe Chan has suggested to Alex that
advanced analytics for IT operations
might be the answer for cost reduction,
increased visibility and resource
optimization.
Visibility is poor into their virtual
infrastructure. Alex and his team have
been responding to an eat as much as
you can culture, over-provisioning
infrastructure resources as the safest
way to cater for any possible spikes in
performance demands.
His team receives a lot of the blame for
performance trouble and associated
capacity problems. They spend an
enormous proportion of their time
dealing with performance configuration
issues, reactive fire drills, and
unproductive conference calls.

Alex is looking to VMware as a trusted

advisor, and he is interested in the
capabilities VMware has to offer to
address these issues.
He has been the VMware champion at
Astro. He loves going to VMworld and
has had one-to-one conversations with
several of VMwares top executives and
subject matter experts.
Charlie has been complaining that her
team is still using its end users as
monitoring devices to flag performance
problems, even though theyve spent a
fortune on monitoring tools. This
complaint has been somewhat
damaging to Alexs reputation on the
executive team, so he really wants to
resolve this situation.
Alex would love just to bring VMware
on board for this initiative, but he
knows hes going to have to prove to
the rest of the organization that the
VMware solution can really accomplish
this task.

11

Questions

A) Identify 3 business issues of each Astro
power person that you think will have a direct
bearing on your sales effort.

B) What can you do to strengthen relationship

with key power persons and positively influence
your VMware Management Solution sales
effort?

Charlie Sopra

_______________________________________

1) ____________________________________

_______________________________________

_______________________________________

_______________________________________

2) ____________________________________

_______________________________________

_______________________________________

_______________________________________

3) ____________________________________

_______________________________________

_______________________________________

_______________________________________

Alex Hagger

C) How do Charlie and Alex compare with the

executives that youve tried to sell VMware to
recently?

1) ____________________________________
_______________________________________

_______________________________________

2) ____________________________________

_______________________________________

_______________________________________

_______________________________________

3) ____________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________
_______________________________________

12

Exercise 3:
Customer Value Framework

_______________________________________
_______________________________________

Continue filling out the Customer Value

Framework using the instructions below.

_______________________________________

1. In Step 2 of the Customer Value

Framework, write down the Business
Issue that is most relevant to Astro.

_______________________________________

2. In Step 3 Problem Questions, write 3

questions that can reveal the problems
that the customer thinks they have.

_______________________________________

_______________________________________

_______________________________________

Notes:
_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________



13

Exercise 4:
Customer Value Framework,
Cloud Management

solution matches the values that the

customer has expressed.
Hint: On the page for your Value
Driver, find the VMware Advantage
that corresponds to the Positive
Outcome that you referenced in the
previous step. Use that advantage
as the value.

Continue filling out the Customer Value

Framework using the instructions below.
1. In Step 4 Solution Questions, write 3
questions that point to the solutions for
the problems discussed.
Hint: On the page for your Value
Driver in the Value Driver Summary,
use the Required Capabilities
column to develop your questions.
Think: What questions would reveal
that the customer needs these
capabilities?

Notes:
_______________________________________

Hint: You can use a What if you

could or What if you were able
to structure to make your question
and propose a generic solution.
Example: What if you could
insulate your applications from
security weaknesses in Windows?

_______________________________________
_______________________________________
_______________________________________
_______________________________________

Hint: Your solution questions

should flow naturally from the
logical responses to your problem
questions.

_______________________________________
_______________________________________

2. In Step 5 Value Questions, write 3

questions to reveal the value that the
customer attaches to the solutions
discussed.
Hint: On the page for your Value
Driver, use the Positive Outcome
column to develop your questions.
Think: What questions could get the
customer to talk about these
values?
3. In Step 6 VMware Value Summary,
write how the value of the VMware

_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________



14

You do not have to fill out the

VMware Successes box for this
exercise, but you can if you happen
to know any VMware success
stories related to this issue.

Exercise 5:
Role Play

d. You start the conversation. Think of

your character and what your
character would say upon sitting
down with the Sales Team.

Part 1 - Meet the Customer

1. Break up into groups of 5 or 6.

e. When the instructor says that time

is over, then finish the scorecard
and total the results.

2. Select two people who will represent

Charlie Sopra and Alex Hagger, the Astro
executives. Everyone else will represent the
sales team.

4. As Astro Power Persons, your goal is not to

get all the details of the VMware solution in
one meeting. Your goal is make sure the
Sales Team understands your situation and
issues, and that they respond effectively
with their solution. As Astro execs, its your
plan to analyze the solution later with your
team.

3. Read the instructions for your role and

begin when ready.

Instructions for Astro Power Persons
1. Tear out the Scorecard page from this
workbook. Each Astro exec (Charlie and
Alex) should have his/her own scorecard.

Instructions to Sales Team

2. In the workbook, go to the profile page for

your corresponding character (Charlie or
Alex). Read over it again briefly and keep it
in front of you during the role play.

1. Use the Customer Value Framework that

you filled out in order to ask your probing
questions and guide the conversation.
2. If time permits, try to bring in the VMware
Value after your Value questions.

3. During the activity:

a. Try to stay as close to character as
possible.

3. Do not discuss competition (ex. This is

better than the Microsoft solution.) The
competitive aspect of the Management
Solution is not referenced in this lesson.

b. As the meeting progresses, look at

the scorecard and check the boxes
that apply. Dont wait until the end
to do the whole thing, because you
may not remember everything that
took place.

4. Allow the Astro Power Persons to begin the

conversation.
5. The goal here is not to make and close the
sale right here. The goal is to guide the
customer conversation to the VMware
unique value and point of view, using the
probing question process in such a way that
the VMware value feels natural and logical.

c. Do not discuss competition (i.e.

Microsoft says they can do it
better.) The competitive aspect of
the Management Solution is not
referenced in this lesson.

15

Role Play Scorecard

16

Part 2 - Calculate the Scorecards

Notes:

Instructions for Astro Executives

_______________________________________

1. Add up the scores in the Good and Not

Good sections.

_______________________________________

2. Calculate the total for your scorecard

(Good Total Not Good Total)

_______________________________________
_______________________________________

3. Obtain the scorecard total for the other

Astro executive on your team.

_______________________________________

4. Calculate the average with your scorecard

total and that of the other Astro Executive.

_______________________________________
_______________________________________

Part 3 - Feedback
Instructions for Astro Executives

_______________________________________

Share the results of the scorecards with your

team members. Discuss what the sales team did
well and what they could have done better.

_______________________________________
_______________________________________

Part 4 - Class Review

_______________________________________

Discuss the results of your team with the rest of

the class.

_______________________________________
_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________

_______________________________________



17

Appendix 1:
Value Driver Summary
Value Driver

Description

1. Support
Business
Innovation and
Drive IT Agility

Quickly redirect IT staff, redesign IT processes, and leverage virtualization and

flexible cloud services to adapt rapidly and cost-efficiently to support emerging
business demands and changing business requirements.

2. Drive
IT Efficiency

Improve utilization of IT resource through the adoption of Cloud, self-service, and

automation to significantly reduce operational expenses and capital expenditures
while maintaining governance and control.

3. Manage IT
Compliance
and Controls to
Mitigate Risk

Keep up with diverse security and compliance policies and requirements in virtual
and Cloud environments while maintaining flexibility and the ability to scale
rapidly, while providing superior solutions to what can be achieved in the
physical-only world.

4. Reduce
IT Complexity

Reverse the sprawl of physical IT growth (server, storage network) and

corresponding management tools that leads to increased rigidity, complexity,
higher operational and administrative costs, and diminishing infrastructure
productivity.

5. Deliver High
Quality
of Service

Deliver and exceed agreed QoS SLAs while reducing operating costs and
increasing overall IT efficiency through automation and intelligent policy
management.

18

1. Support Business Innovation and Drive IT Agility

Quickly redirect IT staff, redesign IT processes, and
leverage virtualization and flexible cloud services to
adapt rapidly and cost-efficiently to support emerging
business demands and changing business requirements.

Were acquiring a company / moving into a

new market / introducing a new product.
The LOBs complain about how long IT takes to
respond to service requests.
Its hard to deliver on custom service
requests.

Pain
Legacy systems not
optimized for Cloud
Manual, slow, inefficient
processes
Stuck in a reactive KTLO
mode

Positive Outcome

Required
Capabilities

Purpose-built tools for

management
Quick and better
response to changing
priorities

Cloud-optimized IT
management
Policy-based
automation

VMware Advantage

Single architecture for

cloud automation
Automation and
management of
physical, virtual &
public cloud
Greater efficiency drives Consistently and rapidly Ease of integration with
innovation
provision services into
existing tools and
existing environments
processes

Unhappy customers
proliferate Shadow IT

IT acts as the broker of Self-service access to

services
personalized IT services

Extensibility to enable
new use cases

IT is not a strategic
business partner

IT is a competitive
advantage

OOTB functionality
supports fast time to
value

Standardized services,
tools and policies across
teams and platforms

19

2. Drive IT Efficiency

Improve utilization of IT resource through the adoption
of Cloud, self-service, and automation to significantly
reduce operational expenses and capital expenditures
while maintaining governance and control.

Too many of our processes are manual and

error-prone.
Were using too many Tier 2 and 3 resources
resolving issues.
Were not able to track and regulate usage of
services by our customers.

Pain

Positive Outcome

Required
Capabilities

Manual legacy tools and Automation decreases

processes
IT cost
Inefficiency leads to
High CapEx and OpEx
Silos inhibit end-to-end
IT services
Limited visibility into
status and spend

VMware Advantage

Predictive analytics and

Policy-based
automation

Automation and
management of
physical, virtual &
public cloud
IT services meet or
Integrated performance, Leverage vSphere while
exceed industry
configuration, capacity, supporting multi-vendor
benchmarks
compliance across
platforms
domains
Simplified user access to Personalized, end-user OOTB functionality
IT services
self-service
supports fast time to
value
Real-time visibility into
IT cost lowers risk

Integrated management Single pane of glass

of virtualized operations, across multiple
automation, monitoring, platforms and clouds
and costing

20

3. Manage IT Compliance and Controls to Mitigate Risk

Keep up with diverse security and compliance policies
and requirements in virtual and Cloud environments
while maintaining flexibility and the ability to scale
rapidly, while providing superior solutions to what can
be achieved in the physical-only world.

We have difficulty keeping up with regulatory

changes.
Im never quite sure what my compliance
status is.
We are not compliant with recommended
vendor guidelines.

Pain

Positive Outcome

Required
Capabilities

VMware Advantage

Lack of visibility
increases risk

Centralized, continuous
view of status, posture,
& risk

Comprehensive
regulatory, operational
and security content

Ad-hoc compliance is
resource intensive

Demonstrate up-to-date Compare across

compliance on demand multiple clouds and
platforms

Lack of controls
increases risk

Proactively identify and

remediate exceptions

Compliance is a liability

Compliance is a
competitive
differentiator

Automated, policy-
driven compliance

User-centric, business-
aware governance
model

Audits increasingly
difficult

Compliance scales with

the business

Provisioning, reporting
and auditing

Manage compliance
across physical, virtual
and private/public cloud

At-a-glance view of
compliance posture via a
real-time, consolidated
score
Enforce and
Secure, personalized
demonstrate separation self-service capability
of duties

Continuously refreshed
OOTB content

21

4. Reduce IT Complexity

Reverse the sprawl of physical IT growth (server, storage
network) and corresponding management tools that
leads to increased rigidity, complexity, higher
operational and administrative costs, and diminishing
infrastructure productivity.

I have too many management tools that dont

talk to each other.
My teams all operate in silos.
Whenever theres a problem theres a lot of
finger pointing.

Pain

Positive Outcome

Specialized tools,
processes and teams are
inefficient
Bogged down with
customized service
requests

Fewer tools, vendors

and platforms reduce
OpEx and CapEx
Faster delivery of
standardized IT services

Automate frequently
performed tasks

Automates the full

lifecycle of IT Services

Standard services
available via a self-
service portal

Single storefront for IT

services (multi-platform,
multi-cloud)

Lack of visibility across

environments

Single pane of glass

across heterogeneous
environments

Quickly identify root

cause performance,
capacity and compliance
problems

Silos inhibit end-to-end

IT services

Quicker time-to-value
for business initiatives

Integrate with existing

infrastructure, tools and
processes

Self-learning algorithms
creates dynamic
thresholds which enable
proactively alerts IT of
potential problems
Extensibility to enable
new use cases

22

Required
Capabilities

VMware Advantage

5. Deliver High Quality of Service

Deliver and exceed agreed QoS SLAs while reducing
operating costs and increasing overall IT efficiency
through automation and intelligent policy management.

We are having trouble delivering on SLAs.

My customers are unhappy with service
performance and availability.
Our customers are going around IT by using
cloud services.

Pain
Unhappy customers
proliferate Shadow IT

Positive Outcome

Required
Capabilities

VMware Advantage

Decreased unauthorized Automated application

use of Shadow IT
and infrastructure
provisioning at the right
service levels
Increased revenue from Early warning of
availability of business
performance, health and
critical applications
capacity issues requiring
IT attention
Increased productivity
Precise diagnosis to
and satisfaction from
speed corrective action
consistently meets SLAs

Auto-scales resources in
real time to meet
changing application
demands
Self-learning algorithms
proactively highlight
potential problems

Inability to demonstrate
SLA performance

Budget resources shifted SLA delivery cost

from KTLO to improving reporting
quality of service

Reporting of both SLAs

and associated costs

High costs due to over-

provisioned resources

Proper allocation of
infrastructure & human
resources

Unified performance,
capacity, configuration
monitoring

Loss of revenue from

unplanned downtime
Inability to manage and
meet SLAs

Application,
infrastructure and
transaction
performance
monitoring

23

Integrated, actionable
recommendations

Appendix 3:
Common Objections
and Suggested Responses

Objection

Response

Management actually saves you money.

Its too expensive to add management. vSphere customers who implement
vCOps incrementally reduce IT spend by
31% over vSphere alone.
vCOps unique approach of patented
I already have a management offering
analytics can reduce the false alerts
from (insert solution).
common with other tools by 90% saving
you time and money.
On average customers who have added
I use vCenter to manage my virtual
vCOps were able to double (100%
environment.
increase) cost savings over those
achieved with vSphere alone.
59% of customers surveyed indicated
It takes too long to get value out of any
that they were able to start receiving
management product.
value from their use of vCOps in less
than a month.
Adding management will give my teams On average teams deploying vCOps
were able to boost IT productivity by
just one more thing to worry about.
70%.

24

Appendix 4:
Partner Resources

VMware Ready requirements will display the

VMware Ready logo.

Join a Partner Program:

Access partner Central and Partner

University:

http://www.vmware.com/partners/programs/

http://www.vmware.com/partners/partners.html

With the VMware Partner Network your

company benefits from market leading
virtualization solutions combined with award-
winning programs designed to enable,
distinguish, and reward you. As a partner, your
company gains exclusive access to resources
that will drive both license and service business,
create new opportunities, increase profitability
and close deals more quickly.

Partner Central is the exclusive online

information resource, providing a single
dedicated web portal for all VMware Partners.
It offers everything you need to build a
successful virtualization practice including
access to the certification and accreditation
training programs in VMware Partner
University, product information, sales tools, and
marketing campaigns.

Become a Virtualization Expert:

View VMware Events:

http://www.vmware.com/partners/solution-
competencies.html

http://www.vmware.com/events/

Learn about virtualization trends, best practices

and the latest technology by attending one or
more of the industry or partner events listed
below. Find user groups meeting near you to
connect with your peers in virtualization.
Attend local seminars and watch live and on-
demand webcasts and webinars.

VMware is announcing new virtualization

solution competencies developed to clearly
differentiate our reselling partners expertise to
customers and maximize the benefits of the
VMware Partner Network. Regardless of your
companys size, business model, or market
focus, our virtualization solution competencies
make it easier for your company to distinguish
and deliver virtualization expertise in the
marketplace. Earn instant customer credibility,
based on knowledge and ability.

Get VMware Ready:

http://www.vmware.com/partners/vmware-
ready/home.html

VMware Ready designates VMwares highest

level of endorsement for products and solutions
created by our established partners. VMware
Technology Alliance Partner members can
develop their products and solutions to meet
VMware standards and submit them for testing
and review. Products and solutions that meet



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