Proceso de

ventas de SWD
(Storage)

© 2008 Hewlett-Packard Development Company, L.P.

The information contained herein is subject to change without notice.
Agenda
Agenda
Introducción
Modelo Estratégico
Taxonomía y Cadena de Valor
Justificación de Nivel de proceso
Modelo Relacional de StakeHolders
Modelo de Procesos y Flujos de trabajo
Identificación entradas y salidas
Modelo de Gobierno Organizacional
Métricas e indicadores KPI
(modelado a bajo nivel)
Requerimientos Funcionales tecnológicos (to Be)

3 1 July 2015
Introducción
 Strategic Importance – to HP
• Business process management will
help HP:
– Identify the core business processes
of our organization & determine their
effectiveness, completeness,
redundancy, & re-usability
– Understand, predict & improve the
capability & stability of our processes
– Consistently define, promote, sell &
deliver HP products & services which
are the outcome of HP business
processes
– Generate additional revenue & profit
from HP services that define &
implement business process
management within a customer
organization

5
 Strategic Importance – to HP,
continued
• Business process management
will help HP:
– Lower cost through utilization
of standards and repetition of
best practices.
– Increase efficiency by
providing clear process
definition and raising
operational maturity.
– Reduce variability in
performing processes and
make subsequent continuous
improvement easier by
adopting frameworks and
standards and by having
standardized processes.
6
 Strategic Importance – to HP
Customers
• Business process
management
will help:
– HP customers receive high-
quality,
cost-competitive, consistent
and reliable products and
services from us.
– HP services help HP
customers to implement
business process
management within their own
organization. 7
HP Process Framework/Taxonomy
Business Triggers
There is no common framework or definition of the
operational processes used in HP. This leads to the
following problems:

• Difficult to compare and contrast operations for simplification and

commonality

• Process misunderstandings increase duplication of effort

• Difficult to set clear metrics for operations

• Unclear Process Ownership

7/1/2015 Copyright © 2003 HP corporate presentation. All rights reserved. 8

Modelo
estratégico de su
organización
(objetivos, retos,
misión y visión)
TSG operating framework
• Increase
Targeted coverage and
growth SOW
• Shift the portfolio

To be the best at helping customers manage and

transform their technology environments
to optimize business outcomes

• Be the • Best talent

benchmark Efficienc Capital
y strategy

10 1 July 2015
La misión y Visión de TSG esta alineada con la de Hewlett-Packard

12 1 July 2015
 TSG FY09 priorities
Increase Coverage & Share Of Wallet
• Improve coverage of the Total Available Market
• Make EDS key to our industry expertise and SOW growth
• Improve quality of corporate account management
Shift The Portfolio
• Shift the mix to high margin categories – Software, Storage, TS
• Increase attach rates and portfolio sales
• Balance revenue & GM to extend share in servers and storage
• Invest in Scalable Computing & Cloud as strategic growth opportunities
Be The Benchmark
•Lead the industry in services delivery automation
•Increase sales, marketing and R&D productivity
•Be the benchmark in the industry for customer satisfaction and loyalty
−Product and services quality; Ease of doing business; Proactive relationship
Best Talent
•Accelerate a performance and talent management culture
•Execute VOW actions
14 1 July 2015
 Strategic alignment
HP TSG HP Services Global Delivery

Grow
Targeted Grow
Adjacent Scale
Growth Revenue
Markets

Be the best at helping

Establish HP as the leading Establish HPS as the Establish HPS as the leading
customers manage and
information technology technology services provider technology services provider
transform their IT environment
company

Efficiency Capital Manage Lead our Optimize Leverage Efficiency

Efficiency Efficiency Cost Quality
Strategy Cost People Cost Core

• Next generation • Deliver next- • Invest in select • Competitive cost

data center generation data center industries structure
architecture as the basis of HP • Drive innovation • World-class quality
• Always ready, leadership in the through integration service
Always on mobile enterprise • Expand • Common service
computing • Transform our go-to- infrastructure architecture
• Ubiquitous market activities leadership - Security and risk
printing and • Make customer • Implement Global management
imaging satisfaction and loyalty Delivery - Globally consistent
a huge HP advantage processes
• Go to market
- Standardized
model
automation
• Accountability and
• Adaptive skilled
execution
workforce
15 7/1/2015 Delta Technology
 Targeted
growth

Establish HP as the world’s leading

information technology company

Market growth trends

Capital
Efficiency
strategy

Market evolution
HP assets 2005 2010+

Servers
Enterprise
Solutions

Blades
Automated
Storage Systems Security Virtualization
Mgmt & 24x7
automation lights-out
Mgmt Software
IT Services data center

Always
connected,
Personal
Systems

PC Clients
Notebooks Always
Collaboration
Digital Content always
Mobile Computing Connected Consumption personal
Workstations mobile
experiences
Imaging &

Solutions
Printing

Inkjet Systems
Digital Digital imaging
Laserjet Systems Color in Imaging
the office
commercial
systems & printing
Digital Photography printing
Digital Services
everywhere
White
21 1 July 2015 box
 Targeted
growth

Establish HP as the world’s leading

information technology company

Capital strategy alignment

Capital
Efficiency
strategy

Capital deployed to meet operational and growth

objectives

• Improve
operational cash
Financial flow
1 Invest in targeted growth
• Prioritized portfolio
investments
• Mergers and
2 Invest for operational
Acquisitions
efficiencies

3 Return to shareholders • Workforce

Workforce alignment
• Cost optimization
• Skill and capability
development

22 1 July 2015
FODA: Fortalezas
• Presencia regional
• Portafolio de productos
• Portafolio de servicios
• Alianzas
• Capacidad para lograr integraciones complejas
• Fuerza de Canales
• Gente dinámica del área
• Experiencia en manejo de servicios
• Adaptación al cambio en el area
• Certificaciones de Proveedores
• Líder de la industria
• Laboratorios de demo
• Capacidad de usar SALES Enablers

23 July 1, 2015
FODA: Oportunidades
• Los diferentes Vendors empujan fuertemente al mercado
para que actualicen su plataforma tecnológica
• Algunos vendors ven a HP como su socio preferencial
• Latinoamérica es considerado mercado emergente
• Las estrategias de los gobiernos y las empresas apuntan al
desarrollo de las PyMes
• Generación de oportunidades de soluciones nuevas
tomando en cuenta la segmentación del mercado
• Relacionamiento con socios de negocio
• Reestructura interna en servicios HP
• Definición de focos principales de acción por parte de
Américas

24 July 1, 2015
FODA: Debilidades
• Las Capacidades mundiales no lo son a nivel local inclusive a nivel de las entidades de cada región
• El portafolio de servicios no tiene todos los ingredientes de valor que logren diferenciar claramente a
HP
• El esquema de Partners de HP es contraproducente al esquema de Partners de los Vendors
• Falta de seguimiento y plan específico para asociados de servicios vistos como fuerza interna
desarrollada
• Falta de repositorio central organizado de información (presentaciones, portafolio, contactos, clientes
etc)
• Definición de procesos interareas (DCS, Pursuit, Ventas, Entrega)
• Precios altos para soluciones transaccionales
• Recursos insuficientes
• Indefinición de roles y funciones
• Falta de conocimiento del portafolio en general
• Actualización tecnológica inadecuada
• Falta de fuerza de entrega para POCS DEMOS LABS etc.
• Desconocimiento de Sales Enablers
• Indefinición de reglas claras para la comercialización de Care Packs y custom
• Comunicación inadecuada del portafolio de servicios al area de ventas (efectivo, atractivo)
• Dinamismo requerido por el area no ha sido capaz de influir en HP para realizar cambios

25 July 1, 2015
FODA: Amenazas
• Los mercados y las fuerzas de ventas llevan a participar en
deals más orientados al costo que al valor
• HP es visto por algunos Vendors solo como un Partner
• HP es visto por algunos clientes como una empresa sin
definición clara
• Especialización de partners de los diferentes fabricantes
• No conocer de forma oportuna las iniciativas de los
diferentes socios tecnológicos
• Decreto de austeridad
• Competencia directa por parte de canales
• Acorte de brecha servicios de valor vs. transaccionales

26 July 1, 2015
 Critical Success Factors
• Consolidate E-to-E value chains
(Transactional & Custom)
• Selective Portfolio Push model
• TSG Pursuit Integration
• ESS engagement (Volume and Value)
• Choose ´battles´ (markets, segments, accounts)
• Quality of service
• Expand presence in Queretaro and Monterrey
• TMS engagement
• Make numbers every month
• Key Talent retention
Taxonomía y
Cadena de Valor
 HP Business Process Taxonomy
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0
Business Develop Generate Master Data Manage Sales Order Supply Chain Deliver Financials Human Corporate
Performance Products Demand Fulfillment Services & Resources Admin
Support
1.1 2.1 3.1 N/A 5.1 6.1 7.1 8.1 N/A 10.1 11.1
Monitor Perform Perform Manage Sale Quote to Order Plan Establish & Engage Manage
External Research and Market Manage Workforce Information
Environment Design Analysis Customer Resources
Relationships
1.2 2.2 3.2 5.2 6.2 7.2 8.2 10.2 11.2
Create and Prototype Develop Execute Sale Oder to Source Manager Develop Manage
Manage Products Marketing Plan Delivery Customer Workforce Physical
Business Plan Interface Assets
Infrastructure
1.3 2.3 3.3 5.3 6.3 7.3 8.3 10.3 11.3
Evaluate Create and Implement Enable Sale Delivery to Make Provide Deploy Manage
Business Manage Marketing Plan Cash Information & Workforce Support
Results Product Data Training Services
1.4 2.4 3.4 7.4 8.4 10.4
Initiate and Manage Marketing Deliver Manage Reward
Manage Product Information Customer Workforce
Improvement Lifecycle Inquiries
7.5 8.5
Return Manage
Service &
Support
Delivery
7.6
Enable

http://na.know.hp.com/teams/PCP/Taxonomy/HP_Process_Taxonomy.xls
HP Confidential 29
5.1 Manage Sale 5.2 Execute Sale 5.3 Enable Sale
5.1.1 Develop & Manage 5.2.1 Understand the 5.3.1 Provide Sales/ Business
Business & Sales Plans customer Analysis

5.3.2 Manage Customer/

5.1.2 Manage Account/ 5.2.2 Identify the
Partner Relationship and
Partner Planning Process opportunity Information

5.1.3 Manage Sales 5.2.3 Qualify the 5.3.3 Provide Sales/ Business
Opportunities opportunity Reporting

5.3.4 Manage Sales

5.1.4 Manage Sales 5.2.4 Develop and propose
Compensation and
Pipeline solution Performance Awards

5.1.5 Manage Sales 5.3.5 Deliver Sales Training and

5.2.5 Negotiate and close
Forecast Manage Communication

5.2.6 Implement and

ensure

5.2.7 Expand and extend

5.2.3 Qualify the opportunity 5.2.4 Develop and propose solution 5.2.5 Negotiate and close

5.2.3.1 Review Opportunity 5.2.4.1 Review Customer Rqmnts 5.2.5.1 Present Proposal

5.2.3.2 Assess Opportunity 5.2.4.2 Complete Bid Plan 5.2.5.2 Refine Terms & Conditions

5.2.3.3 Validate & Examine

5.2.4.3 Solution Development 5.2.5.3 Approve Terms & Conditions
Opportunity

5.2.3.4 Approval to Proceed 5.2.4.4 Engage Global Pricing 5.2.5.4 Present Final Offer

5.2.3.5 Confirm Bid Resources 5.2.4.5 Confirm Capabilities & Capacity 5.2.5.5 Secure Contract Signatures

5.2.4.6 Develop Detailed Final Proposal 5.2.5.6 Review Win/Loss

5.2.4.7 Review/Approve Proposal

(Product)

5.2.4.8 Review/Approve Proposal

(Services)
 TS Business structure
4 Business Towers

Solutions
TSDO Networking
Foundations HP Education Infrastructure
Delivery Solutions
Practice (SIP)

Infrastructure
Carepacks Networking
Services
Installed Base Unified Com Technical
Security
Mission Critical DC LMS
TDCS
Parts Sales Transformation Diplomados
MCF
Channel Digital Maestria
E&S efficiency
NODO-S Hospitality
 TS Business Organization
End-to-end value chain

Solutions
Networking TSDO
Sales Foundations HP Education Infrastructure
Solutions Delivery
Practice (SIP)

Quality PMO

Customer
Finance HR
Operations
Justificación de
nivel de proceso a
usar
 Justification for the level of the process is defined based on the HP
Business Process Taxonomy 5.0 Hp Sales
• 5.2.2 Identify the opportunity.
• 5.2.3 Qualify the opportunity.
• 5.2.4 Develop and propose solution .
• 5.2.5 Negotiate and close.

• 5.2.2 Based identify an opportunity that must be provided with the ability to pre-define
what time to be a customer, it has the ability to capture these opportunities are to be
detected in the meetings.

• 5.2.3 Being able to qualify us the opportunity to interact with other carriers' service at
Hewlett-Packard which will give us the vision in terms of scope and design it and turn
the right way to define goals and metrics that this involves.

• 5.2.4 Once the carriers involved in HP Services to identify and qualify the opportunity
together, the proposals will be made to justify each of the values and architectures
that will be required for it.

• 5.2.5 Once the proposal prepared and presented as a solution for HP's services area
is justified in the process mentioning each of the bullets, "Business Process“.
Stakeholders
(clientes,
proveedores,
ejecutores,
dueños de
procesos)
Stakeholders
TSG Function Manager Team role Name
ESS SWD Carlos Macias Product Sales Jose Isaac Benavides
Specialists Fernando Garces
Sales Specialist Jaime Michel
TS Sales Jaime Michel
Pre-sales Care Packs Alejandro Rea

ESS Pre-sales Gerardo Valencia Solution Architect Alicia Cejudo, Gerardo Garcia

TS Storage MB Raul Amaro Business Developer Juan Manuel Sanchez

TS Technical Carlos Lopez Business Developer Julio Gomez

Services
TS Pursuit Ramiro Esponda Solution Architect Osvaldo Chavez

TS Delivery Mario Corrales PM – SME Hermes Lopez,

Ernesto Mosqueda
TSG Sales Lupita de la Torre Sales Operations Jorge Armando Galaz,
Operations Specialist Diana Gomez
Finance Abelardo Baca Finance Support Laura Colin TBC

Credit Hector Ramirez Credit Support TBC

Customer Engagement Roadmap CER Site
GM Site

Selling Understand Identify Qualify Develop & Negotiate Implement Expand

Opportunity
Identify Opportunity Develop
Propose& Negotiate
& Close Implement
& Ensure &Expand
Extend
Stage Customer Opportunity Opportunity Propose & Close & Ensure & Extend

Opportunity Opportunity Development Sell &

Roadmap
Creation Evaluation & Proposal Negotiate Delivery
Stage
(OC) (OE) (DP) (NS) (DS)

Opportunity Scope
Bid Ts & Cs Change
SOAR Events Assessment Approval Approval Approval
Approval

Opportunity SOW/SLA Delivery,

Opportunity
Key Profile, Lead Solution Contract Scope Change,
Plan & Initial
Deliverables Manager & & Bid & Order Risk Management,
Bid Plan
Bid Sponsor Up sell & Renewal

Opportunity Bid MS Account, Start-up,

Reviews Qualification Assurance Win/Loss Delivery Status, Detailed
Delivery & Closeout

CBM and/or SP with Cross Group Account Team

Leadership Lead GBU Approval Process
 Integration with offer specific business
processes
Defined the 7 step sales process

Understand Identify the Qualify the Develop & Negotiate & Implement & Expand &
the customer opportunity opportunity propose solution close ensure extend

TSG global business

Global business operating model Process
opportunity identified TSG global deal process tool kit

TSG HPS opportunity

SIP roadmap reviews
engagement

HPS SOAR
process

page 41 7/1/2015
Process steps owners and deliverables
Stage Step Owner IOAR RACI
1. Opportunity Qualification Carlos Macias Rev X
Opportunity 2. OA SOAR Carlos Macias Rev X
Creation and
evaluation 3. Customer updated technical information Carlos Macias Rev X
4. Opportunity management validation Carlos Macias Rev X
5. Solution Definition (HW, SW, SVCS) Gerardo Valencia, Osvaldo Chavez Rev X
6. Risk assessment and planning Osvaldo Chavez Rev X
7. Program planning Osvaldo Chavez Rev X
Development
8. Financial model Osvaldo Chavez Rev X
and Proposal
9. Bid Package Osvaldo Chavez Rev X
10. Solution assurance Carlos Macias, Gerardo Valencia, Osvaldo Rev X
Chavez, Mario Corrales, Jorge Galaz
11. BA SOAR Carlos Macias Rev X
12. Sales Management validation Carlos Macias Rev X
13. T’s & C’s SOAR Carlos Macias Rev X
Negotiation
14. Executive Customer Presentation Carlos Macias, Gerardo Valencia, Osvaldo Rev X
Chavez, Mario Corrales, Jorge Galaz
15. TSG Order management (HW, SW, SVCS) Alfredo Ramirez Rev X
16. Win / Loss review Carlos Macias Rev X
17. Program start-up Mario Corrales Rev X
18. Products delivery & invoicing Alfredo Ramirez Rev X

19 Request for change Mario Corrales Rev X

Delivery
20. Testing & acceptance Mario Corrales Rev X
21. Customer acceptance & close out Mario Corrales Rev X
22. Services Invoicing TS Customer Ops TBD Rev X
23. Risk & financial management, PT Mario Corrales Rev Return
X
 TS
TSG FUNCION

ESS PRE- TSG SALES

ESS SWD TS STORAGE TECHNICAL TS PURSUIT TS DELIVERY FINANCE CREDIT
MANAGER

TS SALES SALES OPERATIONS

CARLOS MB SERVICES RAMIRO MARIO ABELARDO HECTOR
JAIME MICHEL GERARDO LUPITA DE LA
MACIAS RAUL AMARO CARLOS ESPONDA CORRALES BACA RAMIREZ
VALENCIA TORRE
LOPEZ
TEAM ROLE

PRE-
SALES SOLUTION BUSINESS SALES OPERATIONS FINANCE
PRODUCT SALES SALES CARE BUSINESS SOLUTION PM-SME
ARCHITECT DEVELOPER SPECIALIST CREDIT SUPPORT
SPECIALISSTS SPECI PACKS Alicia Cejudo Juan Manuel
DEVELOPER ARCHITEC Hermes Lopez Jorge Armando Galaz
CREDIT TBC
Jose Isaac ALIST Julio Gomez Osvaldo Chavez Ernesto Mosqueda
Alejanr
Gerardo Garcia Sanchez Diana Gomez Laura Colin TBC
Benavides Jaime a
Fernando Costes Michel Rea

STAGE
Opportubuty Creation
And evaluation

1.-Oportunity Qualification
2.- OA SOAR
3.- Customer update technical
informatio
4.- Oportunity management
validation
Development and

6.- Risk assesment and

Proposal

5.- Solution planning

Definition 7.-Program planning 10.-Solution
(HW,SW,SVCS) 8.-Financial model assurance 11.-BA SOAR
9.-Bid Package

12.- Sales
Negotiation

14.-Executetive 15.-TSG Order

Mnagement
Customer management
validation
Presentation (HW,SW,SVCS)
13.-T´s C´s SOAR
DELIVERY

19.-Request for change 22.-Services 23.-Risk $

16.-Win/Loss 17.-Program start- 18.-Products 20.-Testing&acceptance
21.-Customer
Invoicing financial
review up delivery&invoicing
acceptance&close out TBD management, PT
 PRE-SALES SALES DELIVERY
Opportunity creation / evaluation OC OE DP NS DS

RACI Chart for Storage Solutions

Roles / Activities SWD TS TS ESS TS TS TSDO TSDO Financ Sales

Product Sales Pre- Pre Storage Pursuit Tech PM e Ops.
Spec. Spec sales sales BD SA Cons. support
. CPCK SA
s
1. Opportunity A-R A-R R NA C
Qualification
2. Opportunity I A I NA C
Assessment
SOAR
3. Customer A A A I C
updated technical
info
4. Opportunity I A I NA C
management
validation
R Responsible: actively engaged, has one or more deliverables to the activity
A Accountable: the person/group charged with completing the activity, Accountable is also responsible
C Consulted: may be engaged to verify and/or provide input to the process, no defined deliverables.
I Informed: provided communication of results

Return
 PRE-SALES SALES DELIVERY

Development and Proposal OC OE DP NS DS

Return
RACI Chart for Storage Solutions
Roles / Activities SWD TS TS ESS TS TS TSDO TSDO Financ Sales
Product Sales Pre- Pre Storage Pursuit SME PM e Ops.
Spec. Spec sales sales BD SA support
. CPCK SA
s
5. Solution R R R AR AR C
Definition
6. Risk C R C NA AR I C-I
Assessment &
planning
7. Program I I I NA AR I C-I
planning
AR AR NA R R
8. Financial model
R R C R R A
9. Bid Package

10. Solution C C C AR AR I A
assurance
(delivery opinion,
proposal validation,
components
integration)
11. BA SOAR I A I NA I
Return
 PRE-SALES SALES DELIVERY

Negotiation OC OE DP NS DS

Return
RACI Chart for Storage Solutions
Roles / Activities SWD TS TS ESS TS TS TSDO TSDO Financ Sales
Product Sales Pre- Pre Storage Pursuit SME PM e Ops.
Spec. Spec sales sales BD SA support
. CPCK SA
s
12. Sales C A C NA I A
management
validation
13. T’s & C’s I R I NA I R
SOAR
14. Executive R R R AR AR C-I
customer
presentation /
negotiation
15. TSG Order R R I NA A-R
management (HW,
SW, SVCS)
16. Win / Loss R R C AR AR C-I
review

Return
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

Return
RACI Chart for Storage Solutions
Roles / Activities SWD TS TS ESS TS TS TSDO TSDO Finance Sales
Produc Sales Pre- Pre Storage Pursuit Tech. PM support Ops.
t Spec. Spec. sales sales BD SA Cons.
CPCK SA
s
17. Program Start- C C NA NA NA C R A I I
up
18. Products and I A-R
delivery & invoicing
19. Request for C C I I NA C R A I C
change
20. Testing and I I NA NA NA I A R I C
acceptance
21. Customer I I NA NA NA I C A/R I C
Acceptance &
Program Closeout
22. Services R I C
Invoicing
23. Risk &financial NA NA NA NA NA NA C R A C
management and
program tracking
Modelo de
procesos, sub
procesos y flujos
de trabajo
 HP – Sales Process Flow

Implement &
Understand the Customer Ensure

Refine
Identify the Document the Present Present Secure Contract Review Win/
Terms &
Opportunity Opportunity Proposal Final Offer Signatures Losses
Conditions
Acct Mgmt

Validate and Approval to Review/ Approve

Review Assess Terms &
Opportunity Examine Proceed Approve
GSF/SOAR Opportunity Conditions
Opportunity Proposal (Svcs)

Review
Confirm Bid Complete Solution
Customer
Resources Bid Plan Development
Product/Services Requirements
Bid Support
and
Solutions
Development

Confirm Develop Detailed/ Review/

Engage Global
Capabilities Final Approve
Pricing & Capacity Proposal Proposal (Prod)

Identify the Opportunity Quality the Opportunity Develop & Propose Negotiate & Close

7/1/2015
 Business Rules
• Deals for Corporate and Enterprise
• Gross Margin >= 35 %
• Deal with Product and Services
• Siebel ID
• For deals > 500 Kusd needs Approval (Soar
Process)
• Discounts > 5% Regional
• Discounts > 10 % Corp.
• Need for Legal and Finance Approval
 Customer Engagement Roadmap for Storage Enterprise Solutions

Opportunity Opportunity Development and Proposal Negotiation (NS) Delivery (DS)

Creation (OC) Evaluation (OE) (DP)

5. Solution Y
Definition Contract 16.Win
Begin 2.OA SOAR Standard Review

23. Risk & Financial management, Program Tracking

?
6. Risk N
Y assessment & 17.Program
1.Opportunity planning 13. Ts & C’s Start-up
Qualification GO SOAR
? 18. Products
N 7. Program
planning delivery &
GO invoicing
Y
N ?
Deal >
8. Financial Y N
500 Ks 3. Customer
model 14 Executive Change
? updated
N Y Request?
N technical Customer Y
Information 9. Bid presentation /
Package negotiation
A 19.Request for
change
10 Solution Assurance Win?
- delivery opinion 20. Testing &
N Y
- proposal validation acceptance
- HW, SW, Services
15. TSG Order
integration 21. Customer
End mgmnt (HW,
SW, Svcs) acceptance &
11. BA SOAR Close out

16. Win / Loss 22. Services

Y
review invoicing
GO
?
N End End
 Customer Engagement Roadmap for Storage Enterprise Solutions

Opportunity Opportunity Development and Negotiation (NS) Delivery (DS)

Creation (OC) Evaluation (OE) Proposal (DP)

5. Solution
4. Management Definition Contract 16.Win
A Standard
validation Review

21. Risk & Financial management .Program Tracking

? Y
6. Risk N 17.Program
assessment Start-up
GO & planning 12.Manager
? Validation 18. Products
N
delivery &
Y
7. Program N invoicing
planning GO
3. Customer ?
Y N
updated Change
technical 14. Executive Requested
Information Customer ?
10 Solution assurance Y
- delivery opinion presentation /
- proposal validation negotiation 19.Request for
- HW, SW, Services N change
integration Win?
End 20 Testing &
Y acceptance
15. TSG Order
Y 21. Customer
mgmnt (HW,
GO SW, Svcs) acceptance &
? Close out
N 16. Win / Loss
review 22. Services
invoicing

End End
Modelado a Bajo
Nivel
Entradas y
Salidas
 PRE-SALES SALES DELIVERY
Opportunity creation / evaluation OC OE DP NS DS

1. Opportunity Qualification Review is the process of evaluating opportunities to determine if they are
good potential business for HP

Inputs Activities Outputs Resources

Customer 1. Opp. Identification •Decision to

needs, / Validation proceed and •Opportunity
Sales
requirements 2. Opp. Assessment present Manager may
busines
RFP, Letter of 3. Opp. Qualification opportunity for bid be assigned
s plan
understanding 4. Pursuit Criteria investment
analysis approval
5. Update in Seibel

2. SOAR OA. Approving the BEST QUALIFIED opportunities that give HP the greatest chance of
winning and delivering successfully
Inputs Activities Outputs Resources
- Review customer
Customer need
requirement - HP planned response •Executive Qualification
s - Winning Strategy Summary (BA, •SOAR Opinion criteria and
Customer - Prelim risk TCs, Scope (Delivery) tools
profile assessment Change)
Competitive - Bid resources and
analysis costs
- GO/NO GO decision

Return
 PRE-SALES SALES DELIVERY
Opportunity creation / evaluation OC OE DP NS DS

3. Customer updated technical information. Integrate sufficient and UPDATED technical information
of customer storage equipments to ensure an effective solution design

Inputs Activities Outputs Resources

1. Integrate
customer
-Configuration • Updated • Customer
information of
maps information requirement
Storage Delivery
- Technical document of understanding
equipment tools
memory storage letter
configuration and
- Customer equipment
technical memory.
requirements 2. Send information
to solution
architects timely

4. Opportunity management validation. Evaluate opportunity to determine if it is aligned to customer

account plan to take pursuit go / no go decision
Inputs Activities Outputs Resources

Customer
requirement - Review customer Qualification
•Executive
s need criteria and
Summary (GO /
Customer - Winning Strategy tools
NO GO)
profile - Preliminary risk
Competitive - GO/NO decision
analysis
 PRE-SALES
SALE DELIVERY
Development and proposal OC OE DP
S
NS DS

5. Solution Definition. In the Development & Bid stage the team develops a proposed solution that will
address the customer’s needs. The solution should be one that meets the customer's business requirement
and budget and HP can deliver profitably.
Inputs Activities Outputs Resources

1 . Refine Objectives and High level design

requirements and Functional
Customer requirement specification
objectives. specification KM Data
requirement specifications template and
2. Define functional template and Base…N
s and HP template - refined WBS –
specs WBS – What’s ow only
experience Why’s How’s
3. Complete high repository
level design

6. Risks assessment and planning. Process for use in all engagements to minimize the negative risks
(threats) and maximize the positive risks (opportunities) identified for the project so that project objectives are
met. Risk Management occurs throughout most of the engagement lifecycle, from Opportunity Evaluation to
Delivery
Inputs Activities Outputs Resources
1. WBS
2. SOAR
Opinions 1 . Identify Risks Risk
3. High 2. Analyze key risks Risk identification
Risks Log of all Refined WBS
level 3. Develop response Management and
analyzed risks with changes
design plans plan assessment
4. Program 4. Change to WBS worksheet
mgmnt. as needed
plan
Return
 PRE-SALES
SALE DELIVERY
Development and proposal OC OE
S
DP NS DS

7. Program Planning. Define implementation activities, resources assigned, cost, budget baseline and
timeline
Inputs Activities Outputs Resources

1 . Defines activities, Program Preliminary Risk

- Refined milestones, dependencies, schedules / program plan identification
WBS durations and
milestones
- Risks 2. Determines resource assessment
mgmnt. requirements , availability worksheet
Plan 3. Estimate costs –
- Scope and establish budget baseline 3rd party
Customer/ HP
High level 4. Develops Quotes / SOW
Org charts
definition of communication plan / IMOU’s
solution 5. Drafts quality plan

8. Financial Model. The opportunity consultant assigned to the pursuit team puts together a financial model
(E3T, COPE, INDICO) to help management estimate the Revenue, Profit from a deal.
Inputs Activities Outputs Resources

1. Identify People Costs • Financial •SOAR

2. Add other costs Model Financial
Defined opinion
Commercial 3. Add Contingency
model (Pay 4. Set price and payment INDICO
and sales 5. Develop revenue Financial
recognition plan Credit
model) Status assumption
6. Develop payment s
schedule
Return
 PRE-SALES
SALE DELIVERY
Development and proposal OC OE DP
S
NS DS

9. Bid Package is the set of documents presented to the customer that clearly defines all terms of the
engagement.
Inputs Activities Outputs Resources

Bid / No Bid Customer

Bid Letter Bids from
Strategic Alignment with
- Statement of Work third parties presentation
SOW+E3T Business Objectives People
Rough Scope and Sizing - Terms & Conditions (RA documents
+A3
Bid Investment Budget
Sales Strategy

10. Solution assurance (delivery opinion, proposal validation, components integration) purpose is to
ensure a quality and competitive bid that creates customer satisfaction and meets HP’s functional and
delivery capability
Inputs Activities Outputs Resources

1. Schedule the assessment

Propose/Decline
Detail financial with the reviewers
commitments 2. Review the checklist in
and analysis Updated
preparation for the assessment Updates to the
Preliminary SOAR
contractual Ts 3. Provide documentation for Bid Package People
Opinions
&Cs the assessment
Intellectual 4. Complete the assessment
Property
ownership with the reviewers
Risk profile 5. Ensure that agreed feedback
Accounting is incorporated into the bid
Issues (e.g.,
revenue documentation and the SOAR
recognition opinion is updated (if
method) applicable) Return
 PRE-SALES
SALE DELIVERY
Development and proposal / Negotiation OC OE
S
DP NS DS

11. Bid approval SOAR. (Risks are planned/mitigated, delivery signs off on proposal, financials
acceptable to the business owners, pricing is competitive based on input from the pursuit and sales
teams) approving a QUALITY BID that has the greatest chance of winning and successful delivery
Inputs Activities Outputs Resources

Detail financial
commitments 1. Formal Opinions submitted
and analysis by members of pursuit team • Propose /
Preliminary
contractual Ts
2. Position of sales teams on Decline SOAR
& Cs pricing System
Intellectual Property 3. Key Risks and mitigation
ownership
Risk profile
plans
Accounting Issues 4. Pro-forma P&L
(e.g., revenue 5. Terms and Conditions
recognition
method) 6. GO/NO GO to present bid

12. Sales management validation. Approving changes that occurred during negotiation phase that resulted
in modifications to the prior bid approval…PRIOR TO signing the final agreement
Inputs Activities Outputs Resources

Return
 PRE-SALES
SALE DELIVERY
Negotiation OC OE DP
S
NS DS

13. T’s&C’s SOAR. Approving changes that occurred during negotiation phase that resulted in modifications to
the prior bid approval…PRIOR TO signing the final agreement
Inputs Activities Outputs Resources

Final Contractual
Ts & Cs Approval to SOA
Updated
Final IP commit to a R
ownership/ret opinions, P&L,
Aprove T & Cs substantial syste
ainment TC;s as needed
Final Pricing and change m
Scoping
Final Project
Budget

14. Executive Customer presentation / negotiation. Customer meeting to validate technical functionality
aligned to requirement, T’s & C’s and signed the contract and SOW

Inputs Activities Outputs Resources

1. Organize presentation meeting.

2. Confirm customer requirements Signed Contract and SOW that will
SOW vs solution proposed matched govern the relationship between HP
A3 3. Maintain consistency of contract and the customer for the duration of
E3T terms with approved program plan the delivery
and supporting documentation.
4. Update the Engagement File
with final agreements.

Return
 PRE-SALES
SALE DELIVERY
Negotiation OC OE
S
DP NS DS

15. TSG Order management (HW, SW, SVCS). Execute order entry process for all required solution
components and imports products. Start initial process for all involved Business units

Inputs Activities Outputs Resources

Proposal 1 . Execute Order Capture

Customer 2 Complete OA Checklist
3 Assure all documentation needed for HPM (Sales
PO Order Fusio
T&C´s Order Entry n
4 Complete OCR format Number)
5 Send Order Entry to OPC

16. Win/Loss Review – “Lessons Learned”. Process where the pursuit team and HP Mgmt meet to discuss
the results of a bid and attempt to learn

Inputs Activities Outputs Resources

1 . What went right – so that we can

replicate and promote in the future
Cooments 2. What needs improvement – so that
Win / loss Win/Loss Lessons STT
we can avoid the same issues in the
causes Report Learned
future
3. EPMO or Sales usually leads this
process

Return
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

17. Program Start-up is a series of activities/tasks that transition the bid into program delivery.
Inputs Activities Outputs Resources

1 . Identify program
index - HP
- Program Index - Program
1. Program 2. Update program Purchase
- Updated program Scheduled
Delivery plan orders
management Plan - Final
2. SOW 3. Generate detailed - Customer
- Detailed WBS subcontracts
defined WBS contract
4. Receive orders
and contract

18. Products Delivery and Invoicing.

Inputs Activities Outputs Resources

1. Authoriza
1 . Coordinate HW
tion to
delivery with
Deliver
customer
HW HW Trade Invoice - -
2.- Get POD from Fusión
2. Proof of
logistics
Delivery
3.- Get Customer
3. Customer
Acceptance Letter
Acceptan
4.- Execute Invoicing
ce Letter

Return
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

19. Request for change

Inputs Activities Outputs Resources

1. Identify change
requested Change order
2. Validate technical signed by
1. SOW New SOW or
viability with SWD RFC Validated customer
Defined HW required
Product Spec and TS PO signed by
2. Change
Pursuit SA technical customer
request
requirements and
costs
3.Confirm or deny

20. Testing and acceptance.

Inputs Activities Outputs Resources
1. Ensure HP, customer,
Testing, to and third-party test
verify system plans
component are developed during
that it satisfies the development phase
Deliverable
Acceptance plan Deliverable
requirements of the program acceptances
Acceptance acceptance log
2. Track and review
where the walkthroughs, fault logs,
customer and test
validates and results reports l
approves the 3. Manage the release
solution plan and schedule
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

21. Customer Acceptance & Program Closeout

Inputs Activities Outputs Resources

1. Evaluation and
redeployment of project Program Project Sign-off
team Closeout report document
Complete 2. Evaluation of each Sub-
the program Contractor performance
index 3. Gather all related
program documents
4. Complete the program
index
5. Conduct a Program
Closeout review
6.Obtain final Program
Acceptance documentation

22. Services Invoices

Return
Return
Inputs Activities Outputs Resources

1.

Return
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

23. Risk & Financial Management and program tracking. Risk: Continuously Process to identify and
analyzing risks for mitigation planning. Financial: Involves three critical tasks: Customer Billing, Cost
Accounting (accruals and payments), Month-end processing and reporting (Closing). Program Tracking is the
process of tracking program progress including schedules, financials, driving issues, actions, risks and
decisions as well as managing team and subcontractor performance and delivery.

Inputs Activities Outputs Resources

Financial
1 . Customer Billing - Financial
2. Cost Accounting Customer accounting
Financial
3. Month-end processing and report invoices and entries
reporting (closing) payment log - Third part y
Risk invoices and
1. Program
1 . Continuously process, pro- payment log
Schedule
active in identifying and analyzing Individual
d final GM PM
risks risk Mgmt
2. Custome Risk Log
2. Maintain the GM PM Risk Log – plans
r
Current
Contract
3. Develop and execute response
3. Detailed -Delivery
plans and factor those into the - Customer - Risk
WBS acceptance
cost forecast (CTC) and the meeting minutes documented
Program Plan log
- Actions-Issues- and tracked
Program Tracking - Third
decisions - Project
1. Actions-Issues-decisions party
documented Monthly
tracked deliverable
and tracked report
2. Meeting minutes s log
3. Reports
4. Documentation of stage
accepted Return
Modelo de
gobierno
(organizacional)
 Technology Services Mexico

TS
Arturo de la Peña Admin Assistant
Dolores Ortega

Foundation Services Network Solutions EYP MCF Services Education Services

Francisco Perez G. Treviño TBD Monica Calderon

Business Planning and Channel Services TS Delivery Ops SIP Transformation

Operations Francisco Perez Carlos Gonzalez TBD
TBD

1 July 2015
67
 HP TSG

Ess Legal HP Software HR Finance TS IT Credit Marketing TSG Sales Procurve

Manager Credit Sales

Credit Support Operations
Presales ISS SWD BCS

Hector
Pursuit Ramires TDC
Services PMO Educational Network Lupita de
Product Sales la torre
Manager SO
Sales Sales
Specialist operations
Fernando Manager Specialist
Carlos Garces Solution SIP Jorge
Jose Issac
Macias Architect Alberto
Benavides
Galaz

Oswaldo Ramiro Foundations TSDO

Chavez Esponda Delivery Diana
T & DCS Gomez
Manager Jaime
Presales Michel
TS Delivery
High Carlos
Alejandro Availability Lopez
Rea
Gerardo
Valencia Sales
Services Manager TS
Specialist Juan Delivery Julio
Manuel Hermes Ernesto Gomez
Alicia Manager Sanchez Lopez Mosqueda
Gerardo Cejudo Sales Sales Manager HA Raul PM -SME Manager
Garcia Services Amaro Business T&DCS
Presales Mario Developer
Care Packs Corrales
Métricas e
Indicadores KPI
 Metrics and KPI
• For KPI we use Siebel system
– There´s no follow up
– Problems with win and loss
• Metrics
– Quote for BU
– Quote for AM
– Quote for Sales management

1 July 2015 70
Requerimientos
Funcionales
Requeridos (TO
BE)
1 July 2015 72
 PRE-SALES SALES DELIVERY
(TO BE) Opportunity creation/evaluation OC OE DP NS DS

RACI Chart for Storage Solutions

SWD TS TS ESS TS TS TSDO TSD Finance Sales
Product Sale Pre- Pre- Storag Pursu Tech O PM support Ops.
Roles / Activities
Spec. s sales sales e it Cons.
Spec CPCKs SA BD SA
.
1.1.Opportunity ar N/A N/A N/A N/A N/A N/A N/A N/A C
Qualification
Product
1.2. Opportunity N/A ar N/A N/A N/A N/A N/A N/A N/A C
Qualification
Value Services
1.3. Opportunity N/A N/A ar N/A N/A N/A N/A N/A N/A C
Qualification
Care Packs
2. Opportunity I I I N/A N/A ar N/A N/A N/A C
Consolidation
3. Opportunity I I I I I R I I I C
Manager
Integration
4. Opportunity I A I N/A N/A N/A N/A N/A N/A C
Assessment
SOar
5. Customer A A A I N/A N/A N/A N/A N/A C
updated technical
info Return
 PRE-SALES SALES DELIVERY

Development and Proposal OC OE DP NS DS

RACI Chart for Storage Solutions
Roles / Activities SWD TS TS ESS Pre TS TS TSDO TSDO Finance
ReturnSales
Product Sale Pre- sales SA Storage Pursuit SME PM support Ops.
Spec. s sales BD SA
Spe CPCK
c. s
5.1 Solution Definition ar N/A N/A ar N/A ar N/A N/A N/A C
Product
5.2 Solution Definition N/A ar N/A N/A N/A ar N/A N/A N/A C
Value Services
5.3 Solution Definition N/A N/A ar N/A N/A ar N/A N/A N/A C
Value Care Pack
6. Opportunity Manager I I I I I ar I I I C
Consolidation
7. Risk Assessment & C R C N/A N/A ar N/A I N/A C-I
planning
I I I N/A N/A ar N/A I N/A C-I
8. Program planning

ar ar N/A N/A N/A R N/A N/A N/A R

9. Financial model

R R C R N/A R N/A N/A N/A A

10. Bid Package

Return
 PRE-SALES SALES DELIVERY

Negotiation OC OE DP NS DS

RACI Chart for Storage Solutions

Return
SWD TS TS ESS TS TS TSDO TSDO Financ Sales
Product Sales Pre- Pre Storage Pursuit SME PM e Ops.
Roles / Activities Spec. Spec sales sales BD SA support
. CPCK SA
s
11.1 Solution N/A N/A N/A N/A N/A I ar I N/A I
assurance (Delivery
Opinion)
11.2 Solution N/A N/A N/A N/A N/A R N/A N/A N/A I
assurance (Proposal
Validation)
11.3 Solution R R R N/A N/A R N/A N/A N/A I
assurance (HW, SW,
Services Integration)
12. Business I A I NA N/A N/A N/A N/A N/A I
Assesment SOar
13. Sales C A C N/A N/A I N/A N/A N/A A
management
validation
I R I N/A N/A I N/A N/A N/A R
14. T’s & C’s SOar

15. Executive R R R ar N/A ar N/A N/A N/A C-I

customer presentation
16. Executive R R R ar N/A ar N/A N/A N/A C-I
customer negotiation
Return
17. TSG Order R R I N/A N/A N/A N/A N/A N/A ar
 PRE-SALES SALES DELIVERY

Delivery OC OE DP NS DS

Return
RACI Chart for Storage Solutions
Roles / Activities SWD TS TS ESS TS TS TSD TSDO Financ Sales
Produ Sale Pre- Pre Storag Pursui O PM e Ops.
ct s sales sales e BD t SA Tech. suppo
Spec. Spe CPC SA Cons. rt
c. Ks
17. Program Start- C C NA NA NA C R A I I
up
18. Products and I ar
delivery & invoicing
19. Request for C C I I NA C R A I C
change
20. Testing and I I NA NA NA I A R I C
acceptance
21. Customer I I NA NA NA I C A/R I C
Acceptance &
Program Closeout
22. Services R I C
Invoicing
23. Risk &financial NA NA NA NA NA NA C R A C
management and
program tracking
 TECHNOLOGY SERVICES MEXICO
FY09 Mexico Business Initiative
Owner: Entity: Date:
Raúl Amaro TS Mexico – TSG 01/26/2009
Strategic intent: Develop the needed processes and involved business areas engagement for TSG, to create an effective
SWD & TS end-to-end engagement to contribute on achieving SWD business objectives .
Current Situation: Increased number of deals with implementation issues, affecting customer satisfaction and business
needs. Lack of price and scope competitiveness of Storage Solutions,

OBJECTIVE NO. STRATEGY /Phases MEASURE (TARGET)

Consolidate and execute the
e2e value chain model,
to become the best services
solution provider in the
Mexican SWD IT industry
Owner: Raúl Amaro
MEASURE (TARGET)
Reach 95% of the target sales
solutions, within the process.
Q4 09
Reach 90% of the target sales,
without services and or
hardware deployment issues.
Q4 09
Company Confidential
81
1.1 Create pre-configured packages
for Commercial segment based
on most demanded products /
services:
1.2 Identify Solutions for Enterprise
segment to validate HP internal
capabilities, to ensure sales and
delivery readiness
1.3 Review and improve the end to
end sales SWD process, with
TSG team.
1.4 Implement the process, review
gaps and improve specific task
and areas.
Define configuration solutions
packages for commercial sector.
Competitive solutions price – Dec
8
Identified set of focused solutions
for the enterprise segment.
Confirm HP internal capabilities.
Dec 17
Solution Sales process
engagement model developed and
validated by business involved
areas – Feb 4
Final process definition. All TSG
SWD areas involved and informed
about the new sales process. Q3
 Next Steps
• Compare impacts for ToBe Process
– Time
– Money
– Resources
• Develop Management of Change
• Review Metrics And KPI´s
• Follow up BU integration
Questions
and Answers