Desktop Transformation Playbook by Virsage Solutions

Selling Virsage WorkPlace Playbook Building a business case

Purpose of the Playbook The Selling Desktop Transformation Playbook provides you with the best practices and supporting resources to effectively position Virsage WorkPlace sales opportunities. There are four key movements in preparing for and engaging in the selling of desktop virtualization to transform the desktop. These four elements are outlined in this playbook and include: 1) Understanding the market, the WorkPlace solution, and the resources available to support desktop transformation sales efforts.

Section

Page

UNDERSTAND

Leverage Success Virsage WorkPlace Documentation Leverage Other Resources

PLAN

Conduct Account Planning Develop WorkPlace Engagement Plan Identify Role of Systems Integrators Consider Engagement With Other Alliances

ENGAGE

Tailor Messaging to Appropriate Buyers Conduct Discovery and Qualification Give the Desktop Transformation Whiteboard Demonstrate the WorkPlace Solution Provide Customer Success Proof Points Define the Business Requirements Build the Customerâ&#x20AC;&#x2122;s Transformation Roadmap Conduct a TCO Analysis Conducting Effective POCs Cross-sell / Up-sell other opportunities

EXPAND

Explain the Success Accelerator Program Revise Account Plan and Strategies

2) Planning your account strategies and tactics, including when and how you engage with Virsage 3) Engaging with your customer and tailoring the WorkPlace Desktop Virtualization message based on the customerâ&#x20AC;&#x2122;s specific requirements.

Content Overview

4) Expanding your success with your customer by carrying out the roadmap vision and leveraging cross-sell and up-sell opportunities.

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Alignment with the Virsage Sales Process As we continue to evolve in our solution differentiation, messaging, and supporting tools, we want to focus on key elements of the sales engagement process. The Selling Desktop Transformation Playbook aligns with and supports the eight defined stages of the WorkPlace Sales Process.

0 Understand

Territory Planning

3 Opportunity Qualification

4 Opportunity Strategy

5 Executive Sponsorship

6 Solution Development

Solution Confirmation

8 Close

UNDERSTAND

PLAN

ENGAGE

EXPAND

• Understand industry trends • Understand target customers and their business challenges • Understand Virsage solutions and value add • Understand sales process, messaging, and engagement best practices

• Plan strategies at the account and opportunity level • Plan joint selling strategies and engagement with Virsage • Plan engagement with Vendors

• Engage with customer to communicate the virtual computing message • Engage with customer executives to build sponsorship • Engage with customer project teams to build a deployment roadmap

• Expand beyond initial opportunity to future opportunities • Expand sales opportunities to include cross-selling and upselling of other bolt on services such as WorkPlace ShareFile

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Expand

UNDERSTAND

“Understand” Best Practices Why is it important… This playbook does not attempt to include all the information and educational material required to be successful in selling desktop virtualization. As such, it is imperative that every partner and sales rep leverages all available sales and learning tools to ensure he/she is current on the latest product and messaging information. At a minimum, three key resources should be leveraged: • LinkedIn Partner Group for latest news • Website and youtube video’s • WorkPlace Documentation

When is it relevant… Learning is a continuous process and should be part of ongoing skill and knowledge development. This is even more important in our industry as market trends, industry challenges, and our available solutions continue to evolve and mature. Every sales person is encouraged to leverage the following best practice cadence for their personal development: • Annually: Allocate sufficient time to review the sales support content and learning tools as you kick off each year • Quarterly: Identify key industry or solution areas to focus on and seek out updated content for those respective areas • Ad-Hoc: As customer-specific situations arise, leverage available resources to increase competencies

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What is in the Playbook… The resources are web-based and continually updated to provide the latest and greatest information to enable your success. The Understand section in this playbook is not an attempt to replace those. However, a reference list of key resources to leverage is provided on the following page for your convenience.

UNDERSTAND

Other Available Resources Following is a short list of key tools and resources that should be leveraged as appropriate.

Tool

Description

Sales Materials

Available to all partners via their WorkPlace demo account and or their WorkPlace login .

Website Knowledge base

www.virsage.com has the latest in product list, and brochures for your customers to download

Virsage Education Learning Series

A key Virsage Education resource for continued learning and professional development

Key Play Playbooks

Outlines messaging and positioning for demand generation campaigns being delivered by corporate, field, and channel marketing. Includes sales tools for leveraging each key play.

Executive Briefing Presentation

Targeted for executive (C-level) audience. High level presentation of WorkPlace Desktop Virtualization approach & solution

Customer Presentation

Provides a product overview of key WorkPlace capabilities and value

Technical Presentation

Provides an in-depth technical presentation of features and product architecture

Competitive Battle Cards

Developed for key competitors in the Desktop Virtualization space including positioning and key messages. Includes traps to set and responses to competitive claims

Desktop Requirements Definition

A sales specific Word template used to collaborate with customers on their Desktop Virtualization. requirements Utilized to tailor Product Presentations, Technical Presentations, and POCs based on specific customer requirements.

Quick POC Kit

An SE guide to implementing an initial product â&#x20AC;&#x153;proof of conceptâ&#x20AC;?

YouTube videos

You tube videos on what is Virsage WorkPlace, how to install ,Citrix receiver, and other various interest

Customer Spotlights

Customer success stories outlining the challenge, CWorkPlace solution, and results achieved

SI Sales Engagement Best Practices

Comprehensive guidebook of best practices in engaging with Systems Integrators in your sales cycle

Desktop Transformation Model Presentation

A positioning document to educate strategic partners on the DesktopTransformation Model

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PLAN

“Plan” Best Practices Why is it important… The Virsage Sales Process and Guidebook content has highlighted various elements of strategic planning at the Trusted Advisor level. As we continue to take our WorkPlace message to market, it’s important that we introduce Account Planning best practices into the sales process. A key part of account planning is determining when and how to leverage our partnerships with Citrix, Microsoft, Systems Integrators, and other alliance partners (Cisco, Dell, etc.) Account Planning is important in determining the long- and short-term objectives for the account, strategies to achieve those objectives, and internal and external resources required to execute your strategies.

When is it relevant… Trusted Advisors should leverage their Virsage Channel resources to assist in the account planning process. A thorough review of the industry dynamics and the account and their competitors should result in a base level of understanding of the client’s objectives and challenges. The account plan (and opportunity plans) should not be a one-time event, but should be a continuous process of updating strategies and tactics as we engage with the customer. Additionally, Trusted Advisors should involve their channel team at Virsage in joint account planning sessions to take advantage of their experiences with the account.

What is in the Playbook… This section of the playbook contains information in the following three areas: • Account Planning – key information to consider as well as questions to answer • Joint-Selling with Virsage – including benefits to both Virsage and the customer • Engaging with Systems Integrators

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PLAN

Account Planning Introduction Account planning is an important step in the planning phase. Account plans should document the client situation, appropriate strategies for communicating the value of WorkPlace desktop virtualization, and the opportunities tied to the account. Additionally, consider your partner strategy including joint selling with Virsage and engagement strategies with Systems Integrators, and other alliance partners.

Key questions to answer Account Strategy & Plan How can I best position WorkPlace and maximize the long term value of this account? • Account Profile • Account Strategy Overviews Desktop, Application, Server, Networking, Branch Office Computing, Security, Cloud • Account Strategy Details Desktop, Application, Server, Networking, Branch Office Computing, Security, Cloud • Account Plan Opportunities • Notes and Attachments

Opportunity Strategy and Plan What do I need to do to efficiently win individual opportunities? • • • • • •

Business Value Solution Strategy Relationship Strategy Partner Strategy Competitive Strategy Closing Strategy

• • • • • • • •

What is driving the customer to look for a solution different from what they are doing today? What is the customers 12-18 month vision of where they want to be? How aligned is the vision with the customer’s strategy & initiatives? What are the logical steps being taken in pursuing the vision? What success criteria and validation process are being put in place at each step? What customer executive sponsorship will be required to attain the vision? What is the timeline for the key activities? Is it reasonable? Have you identified opportunities to up-sell or cross-sell WorkPlace solutions early in the selling process?

Target Accounts should have documented account plans and be reviewed with the Virsage Channel team on a regular basis Virsage Confidential - Do Not Distribute

The potential to sell with Carriers should be a consideration in your account planning. You should determine when and how to leverage Carriers, and where appropriate, involve them in the account planning process.

As partners

With the customer

…winning by selling together

…differentiating WorkPlace

• Our joint solution delivers Windows desktops and applications to any device (PC, thin client, or mobile ) anywhere with the best user experience • The “consumerization of IT” is driving new device requirements that can only be met with WorkPlace capabilities • WorkPlace when combined with the carriers network is the complete desktop virtualization solution • We must listen and educate customers proactively about “desktop virtualization”

• WorkPlace delivers optimized Windows desktops to every user at a lower TCO, with better manageability for IT, and higher flexibility for users • Improved Security and data management • Reduced Desktop management cost • Improved business agility • No capital expenditure

…highlighting why our joint solution beats the competition

Value for MPLS & Layer 2 network sales • Enhanced security • Low latency • Higher Margins Value for WorkPlace sales • Joint engagement clarity to reduce or eliminate customer confusion and defeat VM ware view and other DaaS providers • Larger sales opportunities leading to increased sales revenues

…conducting joint account targeting & planning • Targeting - Manager to manager • Planning – Sales team to sales team

Delivers the most comprehensive set of technologies to help customers optimize their desktop infrastructure Leaders in the desktop ….combined 50 years experience in desktop solutions Solutions for “all users” …. delivering WorkPlace solutions that are much more than the “one size fits all” approach Best solution to meet virtualization requirements • Best user experience with Citrix HDX technologies. • Management from a central location using Virsage with technical support 24x7x365

Things to look for when selecting target accounts….. • Microsoft Windows EA is up for renewal • Windows 7 opportunity / deployment • Multiple Locations • Custom Apps, minimal IT Staff, VoIP consumers, MS SBS customers Virsage Confidential - Do Not Distribute

NOTE – Consult these resources for more detail • Virsage Channel team • WorkPlace Success stories 8

PLAN

Planning and Joint Selling With Carriers

Another integral part of account planning is determining the most effective way to engage with MSP’s when they are involved in your account. Below are the key success factors for a successful partnership.

How they work… The key to engaging successfully with a MSP

Top 5 SUCCESS Factors in Working with MSPs

Top 5 Things NOT to Do in Working with MSPs

is the sponsorship of the Account Manager: Account Manager (AM) – Manages the outsourced relationship and owns the IT strategy and operations including technology direction. It is important to know where they are in the contract and the scope of the relationship.

In addition, Solution Sales Organizations exist in most MSPs. These sales teams represent specific solution or product offerings. These teams must get the sponsorship of the Account Manager to sell into the account.

DO – Treat them like a business partner

DON’T ignore the presence and influence of an SI

DO – Sell the value of working with WorkPlace to the MSP

DON’T assume that an MSP can’t/won’t collaborate with WorkPlace

DO – Proactively engage the client-facing partner and develop a relationship and understanding of each other’s value proposition

DON’T let the MSP become a roadblock in the sales process. They can be over protective of the client

DO – Involve the Virsage Channel team to engage with the MSP

DON’T look for an MSP to sell the deal for you but rather get their sponsorship of WorkPlace

DO – The MSP model is “relationship intensive” and must be developed over time

DON’T focus on “controlling” the account but rather on how, with the MSP, we can control the deal.

They represent hardware, software, services, and specific solutions (Consulting & Managed Services). Many of these sales teams sell Citrix desktop virtualization solutions independent of the Account Manager in new target accounts.

Engaging with Solution Sales Organizations will occur once the AM has agreed to engage.

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PLAN

Planning MSP Engagement

The Agent Engagement Process is an integral part of the WorkPlace Sales process. Step 1 is all about planning where and how to leverage them appropriately in your accounts. 1

2 Territory Planning

Opportunity Qualification

Opportunity Strategy

Executive Sponsorship

Solution Development

Solution Confirmation

8 Close

Expand

Agent engagement 1 Effective requires effective

a joint decision 2 With to engage together the

implementation 3 Solution typically results in a

targeting. During â&#x20AC;&#x153;Territory Planningâ&#x20AC;? each Trusted Advisor should determine where it is advantageous to engage an Agent.

WorkPlace Sales Process is executed in concert with the Agent and Trusted Advisors

multi-phase rollout requiring the Virsage Channel team to remain involved with the Agent and the customer.

Analyze Accounts Trusted Advisor analyzes assigned accounts to determine Agent engagement & priorities

Research Contacts Trusted Advisor works with Agent to research specific opportunities for their accounts

Qualify Engagement Trusted Advisor gains introduction meeting with Agent client contact(s) to determine value of working together

Engage Client Trusted Advisor works with Agent to conduct a Joint Strategic Planning meeting

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Joint Selling Trusted Advisor, Agent and the Virsage Team executes joint Strategic Account Selling Plan with client

Implement Solution Post agreement implementation of a solution

PLAN

The Agent Engagement Process

ENGAGE

“Engage” Best Practices Why is it important… The Engage section centers around the updated Desktop Transformation Whiteboard. The Whiteboard is a framework that will enable you to tailor the WorkPlace message to any customer situation. The Understand and Plan sections are “pre-engagement” and will provide the prerequisite knowledge and plans required before engaging with your customer. With the appropriate knowledge and plans as a backdrop, the Engage section begins with understanding your audience and their objectives and priorities so that you are positioned to tailor the message. The rest of the Engage section provides the Whiteboard framework itself, along with additional supporting content that is necessary to internalize the value and capabilities of WorkPlace.

When is it relevant… Engaging with the client is not a single step in a linear process, but rather a continuous process. As such, there are various aspects of engaging, from the initial meeting where your goal is to secure a network discovery, to later stages of engagement where you are expanding the customer’s vision and creating an ideal “to be” state. Not only must you internalize the core WorkPlace message and what “desktop transformation” looks like, but you must also be adept at using the various resources at your disposal to continue to move the client forward while you build the relationship and credibility. While the contents in this section suggest an ideal flow, understand that certain elements may be leveraged earlier or later than indicated. You must determine the most appropriate time to engage in certain conversations.

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What is in the Playbook… This playbook provides key information necessary to navigate the key steps when engaging with your customer: • Identifying target buyers • Conducting discovery and qualification • Delivering the Desktop Transformation Whiteboard • Demonstrating the WorkPlace solution • Providing customer proof points • Defining customer business requirements • Building the customer roadmap • Conducting a TCO analysis • Conducting effective POCs

“Engage” Overview This section provides an overview of the key information and sales tools necessary to support effective WorkPlace selling. Although all tools will not be used in every opportunity and account situation, there are best practices at each step that increase your probability of sales success and the customer’s probability of deployment success. 4

Key Best Practices and resources in this section include…

5 Executive Sponsorship

6 Solution Development

Solution Confirmation

7 Close

• Identifying target buyers – Key buyers who may influence, decide, and approve desktop transformation deployments. • Conducting discovery and qualification – Questions that will help qualify the customer’s business requirements, user environment, and decision process. • Delivering the Desktop Transformation Whiteboard – A guide to an interactive dialogue with potential executive sponsors of a desktop transformation initiative. The ideal end result of this conversation would be their sponsorship of a formal requirements definition and roadmap plan. • Demonstrating the WorkPlace solution – Key resources that are available to you to demonstrate WorkPlace solution capabilities throughout the ENGAGE process. • Providing customer proof points – Telling customer success stories is critical to proving WorkPlace capabilities to bring tangible business value through desktop transformation. • Defining customer business requirements – Helping the customer define their desktop transformation requirements leads to a focused discussion on time to value (with the Desktop Transformation Planner) & recommendations for deployment success.

ENGAGE

• Conducting a TCO analysis – Many customers want to know the TCO implications of a desktop transformation decision. These tools provide them the ability to analyze the TCO implications of different IT strategies. • Conducting effective POCs – In many situations the customer wants to “test drive” WorkPlace in their environment. Fast and efficient methodologies exist to maximize the success of these efforts.

The specific tools used vary depending upon your particular customer and selling situation.

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ENGAGE

Buyer Roles in Desktop Virtualization Decisions Before engaging with the client, identify the audience and their key priorities and objectives. Then prepare to tailor your message of WorkPlace to their interests. Decisions involve four groups in IT organizations

Execs (Business, CIO & VP IT)

Server Group

Responsible for…

…the business success of all applications & IT users

…datacenter infrastructure

Priorities….

•Optimizing business & IT processes for higher productivity •More flexible IT infrastructure •Creating / improving strategic applications •Improving IT security & continuity

•Increased server utilization through virtualization •Better asset efficiency •Lower costs while increasing capacity

Role in Desktop Virtualization decisions

•Approver & decision maker relative to overall Desktop Virtualization strategy and decisions

•Key influencer & sometimes decision maker on the technologies to support Desktop Virtualization •May be influenced by their prior success in server virtualization

Recommended sales strategies

Engage as early as possible in the customer’s buying process to establish Virsage’s credibility in overall Desktop Virtualization

Engage when they are the sponsor of the Desktop Virtualization initiative: Focus on ability of WorkPlace to reduce the day to day mundane IT activities.

Desktop Group …supporting, managing, and securing desktop computing environments •Support of end-users •Security of user data •Lower costs of overall desktop environment

•Key influencer & sometimes decision maker on the technologies to support Desktop Virtualization •Has deep experience in dealing with overall desktop management and end -user issues

Engage and sell on the benefits of Desktop Virtualization to their current issues and priorities

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WorkPlace ‘Champions’ …the effective delivery of Windows applications •Lower cost of application deployment & management •Application performance at the enduser •Stability and availability of applications •A potential key influencer •Best case – May be actively involved in Desktop Virtualization evaluations & decisions •Worst case - May not be asked to be involved in or be aware of Desktop Virtualization / VDI projects and initiatives. Leverage past WorkPlace implementation success (and be aware of failures) to build Virsage credibility with end user experience and management

ENGAGE

Discovery & Qualification Questions As you initially engage with the client, focus on discovery and qualification to determine the key business drivers given their unique situation, their targeted uses and application for virtualization, and their decision process. Determine business drivers Qualified Desktop Virtualization initiatives are driven by a defined business initiative (Why now?) Desktop refresh & growth • What are your growth plans? New offices, branch expansion, new / updated apps? • What are your plans for Windows migration? Lower cost of desktop & applications • How are you planning to reduce desktop refresh / support costs? • How are you planning to reduce the cost of supporting new / updated applications? Compliance & data security • What compliance, security, and data loss issues are you focused on? • Are compliance & security issues managed centrally? Virtual workforce • How do you support users accessing desktops/applications from any location or any device? BYO? iPads/Tablets? • How do you support contractor & remote application/desktop access? • How are you planning to support your workforce during an outage?

Understand users A key differentiator is our ability to deliver virtual desktops & applications to all users

Identify the decision process The decision maker & key stakeholders influence our sales strategy

• Which types of users are you initially focusing on with virtual desktops?

• Who is sponsoring this initiative / project?

• What has been done to develop use cases for virtual desktop users? • Which users are you supporting or have plans to support with virtual desktops? – Task? – Office? – Mobile? – Remote? – Guest? • What are each group’s application & device requirements? • Will users require access outside of the corporate LAN? • How have you built business cases around different use cases? • How satisfied are users with the level of desktop support they receive today?

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• Who is involved in the decision process? • Is this primarily a technical evaluation? – If yes, what is the business reason behind the evaluation? – What technical solutions are being evaluated? • Have you evaluated other VDI solutions? What were the results? • What is the process that is being used to evaluate the alternatives? – RFP – Proof of concept (POC) – Pilot over LAN and WAN • What business justification will be required? – ROI analysis? – TCO study? • What decision criteria are being used? – Security & control? – End-user experience? – Application & end-user monitoring?

ENGAGE

Desktop Transformation Whiteboard Delivering All Desktops

3 1

Trends/Drivers

Traditional

Flexibility Productivity Security Mobility Costs

Virtual

Devices

Services

Physical

Virtual

On-Site

Online

Installed

On-Demand

Distributed

Follow-Me

mobile

• • •

remote

• • •

Layers of Single Images

Virtualized & Isolated Components

Preferences

User Preferences Apps

Virsage WorkPlace

On-demand Assembly & delivery

Do not draw

office

• • •

task

• • •

WorkPlace • • • • •

guest

Any device, anywhere HDX user experience Beyond VDI with FlexCast On-demand apps Open, proven, scalable

Next Steps

[Demo capabilities] [Tell success stories]

Value

Apps

Desktop OS

Client

Time

WorkPlace

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What is a whiteboard? A whiteboard creates an interactive environment that enables an informal, conceptual conversation with a customer … it is a process, not a presentation … it is a dialogue, not a monologue.

Outline for a ‘whiteboard’ conversation Why Do Something Different?

12 9

1. Introduce the purpose of the meeting with an opening statement to engage the customer and confirm specific customer business objectives and priorities.

2. Contrast the “as is” state with the “to be” state by illustrating differences between traditional desktop management and virtual desktop management. 12

Why Now?

3 6

A whiteboard creates a visual framework for connecting the customer’s challenges to the WorkPlace vision by using a graphical approach to share our unique point of view. The process of drawing the framework further engages the customer and establishes the opportunity for lively discussion, engagement, and common understanding.

Why WorkPlace?

3 6

3. Identify why the current approach will not produce the desired result and discuss the costs of the Current State approach as you discuss the benefits of the WorkPlace approach. 4. Introduce the WorkPlace approach for creating the Desired State – the “To Be” vision – and highlight the key WorkPlace Desktop Virtualization differentiators. 5. Demonstrate appropriate capabilities based on the unique customer situation and highlight applicable customer success stories as proof points.

Why Sponsorship?

12 9

3 6

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6. Recommend a business “requirements definition” and explain executive sponsorship role as the next step.

ENGAGE

The 6 steps to an effective desktop transformation conversation

ENGAGE

Desktop Transformation Whiteboard Talking Points 1

What to draw…

Talking points…

Talking points… • Open with a statement aligned to the business initiative you believe is driving the executive’s interest in desktop virtualization

• Contrast the “current / as-is” state with the “future / to-be” state by listing the key elements of each.

• List the typical trends or drivers we are seeing in the market place

• Characterize the current state as the traditional approach and highlight how that approach hinders the ability to achieve the objectives/priorities.

• Ask the executive for confirmation that these align with his/her objectives • Add or subtract from the short list to match the executive’s priorities

• Highlight the future state as the current trend towards virtualization, and describe how this approach can achieve the priorities. • Optional: Circle key line items that are most relevant or interesting to the executive.

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ENGAGE

Desktop Transformation Whiteboard Talking Points 3

What to draw…

Talking points…

Talking points… • Without talking about WorkPlace, discuss each user group and what each requires • • • • •

Mobile workers require…. Remote workers require…. Guest workers require…. Office workers require…. Task workers require….

• Highlight that the desktop and on-demand application delivery are distinctly different because both directly impact the end user. • Therefore, we bring a user-centric approach to virtualization that is also efficient and cost-effective for IT:

• Circle all user groups and highlight the common usability aspects required • • • •

Best performance – over LAN and WAN Best user experience Dynamic and flexible desktop IT environment Broad user coverage (offline and online)

• Make the point that within “virtualization,” server, desktop, and applications are all components, but each has different characteristics and requirements

• Managing single instances of the OS / applications / user profile • Dynamic assembly of the most up-to-date components • Delivering a high definition user experience to any device • Highlight the results: • Decreased application and management costs • Increased productivity and user experience

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ENGAGE

Desktop Transformation Whiteboard Talking Points 5

What to draw…

Talking points…

Talking points… • DO NOT DRAW anything here. This step is the “proof” step. • At this step in the process, you should make sure you’ve highlighted WorkPlace differentiation. • As you summarize verbally, transition to the appropriate proof method, either showing a quick demo, or offering examples of customer successes. • Depending on the executive’s expectations, choose to show a demo or highlight a couple customer successes on the whiteboard. • If you demo, make sure you highlight workflows or points of interest that align with the executive’s objectives and priorities • If providing customer successes, make sure to provide relevant examples from similar situations and industry segments.

• Close out the discussion by summarizing the next steps you would recommend in addressing their desktop transformation requirements. • Tailor the next step recommendation based on your particular client situation and the insight gained from this whiteboard conversation. Possible next steps: • Take client through the TCO Analysis tool • Position a Proof of Concept • Close the meeting by requesting sponsorship for the next step.

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Map business benefits associated with WorkPlace to specific business initiatives your customer has and use the demo to show examples of the benefits in action. Don’t demo features! Demo benefits and re-enforce with customer success stories. Business Initiatives

Mergers & Acquisitions Office/Chain/Store Expansion

Potential Demos To Use

Business Benefits

Flexibility

• Demo WorkPlace on a variety of devices. • Demo WorkPlace support for various operating systems and versions. • Provision a WorkPlace environment.

Mobile Workforce Wireless

Mobility

• Demo WorkPlace on a variety of mobile devices (i.e. Laptops, Netbooks, Thin Clients, iPads, etc.). • Demo WorkPlace over a variety of networks (LAN, WAN, WiFi, 3G).

Data Security Regulatory Compliance IT Centralization

Security

• Show Client and Network Drive Mapping & Redirection and how data is kept off the endpoint.

Branch Office Workers Call Center Staff Contractors & Temps Partners/Brokers/CoManufacturers

Productivity

• Demo WorkPlace using a thin client, an old PC or a generic machine and connect to a powerful XenDesktop. • Demo a desktop, enterprise and collaboration app in XenApp. • Open Word running on WorkPlace, type a sentence, and then log-on to another device and open that same application.

Employee Self-Service Standardized Desktop

Simplicity

• Launch WorkPlace and show how it works. • Show how simple it is

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ENGAGE

Demonstrating Virsage WorkPlace Solutions (1 of 2)

Potential Demos To Use

Business Benefits

Desktop Refresh (Win7 Migration) Remote Support

Manageability

• Launch an XP or Vista virtual desktop and personalize the desktop. Then launch a Win7 desktop to show how your profile is separate from the OS. Explain how this speeds migration projects.

Business Continuity Disaster Recovery

Performance*

• Launch 4-5 applications in succession on WorkPlace to show how performance remains excellent using server resources. • Play a YouTube video in WorkPlace and explain how HDX ensures a consistent user experience.

*(i.e. Scalability, Availability, Reliability, and User Experience)

Off-Shore Development Outsourcing Telework Global Project Teams Green IT Data Center Consolidation Business Process Automation Virtual Workforce BYO

Collaboration

• Launch a GoToMeeting session within a WorkPlace desktop and give the user keyboard and mouse control. • Show Citrix HDX 3D in action by demoing a GIS, CAD or CAM application where it is applicable.

TCO/ROI

• Use an inexpensive Netbook, stripped down laptop or ThinClient and run a powerful virtual desktop. • Show how easy it is to take a new machine out of the box, connect to the network, sign-in and start working.

On Demand

• Show how simple it is to add or remove applications and launch the virtual desktop of your choice. • Give a cloud-based demo on the clients machine and then print from it

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ENGAGE

Demonstrating Virsage WorkPlace Solutions (2 of 2)

ENGAGE

Why Virsage WorkPlace? The top 5 key differentiators of Virsage WorkPlace vs. competing approaches include….           

Leverage the latest devices with a universal client Enable end-user flexibility, choice, and productivity Secure application data Simple, fast, self-service installation and auto-updates

Reduce Desktop Management Cost

  

Service provider handles app management IT staff can focus on strategic business initiatives Desktop is managed by Virsage

Any Windows, Web or SaaS app

  

Access control Single sign-on Directory services integration

 

No hardware investment Servers are hosted

Any Application, Any Device, Anywhere

Great User Experience

No capital expenditure

Multimedia Collaboration Peripheral connectivity Network performance 3D applications WAN optimization Simple, secure access

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ENGAGE

Customer Success Stories Use customer success stories that relate to your local market and be able to tell them comfortably. Visit with the account owner to enable you to personalize the story as required. Keep the stories short and simple and use the following format: Problem, Solution, and Tangible Result. Leverage the LinkedIn WorkPlace product page and customer success stories as needed in the sales process to identify customer references that you can leverage when requested by your customer or prospect.

When using customer reference stories, ensure… • They are referenceable • They are quantitative as well as qualitative • They are industry relevant • They are stories that show peer-to-peer relationships that sponsored activity • They are global, regional, and local when necessary • They present the challenge, our solution, and provide clear evidence of benefits

Best Practice summary example… Customer Healthcare

Challenge CHALLENGE •

Solution SOLUTION

Primary care provider with 5 offices and 60 employees in Denver needed to ensure employees had access to secure access to patient records and provide a clear audit trail

•

Virsage WorkPlace delivered a complete desktop experience that simplified their HIPAA compliance and increased system performance and security.

Results RESULTS • Familiar desktop experience for users on any device • Enhanced patient care through on-demand desktop delivery to clinicians • First year CapEx savings of over $50,000.

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ENGAGE

Leading the Customer to Success Sales professionals help customers rapidly transform desktop environments by using the Desktop Transformation Planner to define business requirements and a phased-adoption approach. During the pre-sales process, also explain the Success Accelerator Program. It establishes a solid foundation to support future expansion and raises awareness of relevant technical resources and services available from WorkPlace. Desktop Transformation Planner (Sales and SEs with Customer)

Define Customer Requirements: • Business Requirements • • • • • • • •

Current business initiatives Growth plans Current IT priorities and initiatives Desktop refresh Application update & growth Lower cost of desktop & app ownership Compliance & data security Virtual workforce

Success Accelerator Program (Sales & SEs in pre-sale, Agents & TA’s post-sale)

Create Customer Roadmap: • 3 easy steps for the customer • Identify business priorities • Determine time to value • Define technology roadmap • Phased approach to transformation • Broad industry partnerships

Ensure Successful Implementation: • Online implementation guide available • Step-by-step guidance, resources, and benchmarks • Engage implementation manager.

• Solution Requirements • • • • • • • • •

Nature of work Applications Endpoint devices Types of desktops Personalization Special Requirements User experience & expectations Open architecture Single-instance management

1. Understand the process and requirements. 2. Position WorkPlace differentiators created to outline the ideal roadmap, increase customer success, and speed time to value. 3. Ask the customer to sponsor the appropriate activity as a next step. Virsage Confidential - Do Not Distribute

ENGAGE

Positioning Desktop Virtualization TCO Desktop virtualization economics have changed… • More and less expensive server virtualization options available

Key savings exist with desktop virtualization Potential OpEx savings

• Zero-clients eliminate endpoint management

• Desktop management costs

• Storage prices are decreasing

• Application management costs

• Microsoft licensing is more affordable for hosted desktops

• Power, air-conditioning Potential CapEx savings • Reducing client hardware refresh cycle - Initial re-purpose of existing devices as ‘thin clients’ • Releases CAPEX for datacenter server/storage hardware - Phased replacement by thin clients results in: • Longer hardware refresh cycle • Lower OPEX (power, air-conditioning, desk side maintenance)

• BYOD – eliminates client hardware refresh CAPEX • No Server/Software Investment

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Additionally, the Desktop Virtualization Planning Process helps the customer determine a customized deployment model that fits their needs and calculates a total cost of ownership analysis.

Best Practice: Configure a customized scenario in advance of a customer meeting and then walk through the process live with your customer!

STEP

Determine your needs Your first step will be to identify the different use cases and determine the appropriate model. The use case group is determined by department or functional area as these users will share common work environments and applications. The tool will help you compare the different models to determine what is right for your organization.

STEP

ENGAGE

Comprehensive Custom Report

Using the TCO Analysis Tool

Understanding cost and savings Once the groups and models have been determined, the tool will ask a few questions to help you get a general understanding of the costs incurred and savings realized in deploying WorkPlace. Since the tool is dynamic, you can also get a sense of how different choices in deployment options can impact the total cost of ownership.

STEP

Business Results • Deployment model summary • User group requirements • Server recommendations TCO Analysis • 3-year overview TCO • WorkPlace vs. “Traditional” TCO • WorkPlace vs. “Traditional” OpEx • Projected TCO savings • Payback period

Generate and share custom report Once you have determined your desktop virtualization needs and have explored the drivers for TCO, you can then generate a customized report outlining your customized virtual desktop plan that highlights the deployment details and benefits for each use case. Once generated, you can easily share this report with peers and management to help communicate the value of desktop virtualization in your environment. Then, use it with your preferred partners and vendors to take the next step in a formal proposal.

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The WorkPlace POC was created to quickly setup and validate WorkPlace delivery. It provides the required infrastructure components and can be used for Proof of Concepts that run in an isolated environment or even integrated into a customer’s environment. Setup can be completed in 14 days.

PHASE Desktop as a Service:

PHASE

Discuss how to drive down TCO on DaaS :

– Focus on user experience by setting up a basic virtual infrastructure – Get the customer to install a current Line of Business Application to simulate their real environment

– – – –

Provisioning services (PVS) On-demand apps Profile services Essentials for WorkPlace

– Allow the customer to play with the desktop and measure user experience against criteria

Position the POC Kit with your customer to demonstrate the usability, productivity, and quick implementation of WorkPlace. Virsage Confidential - Do Not Distribute

ENGAGE

Conducting Effective POCs

EXPAND

“Expand” Best Practices Why is it important…

When is it relevant…

The Understand and Plan phases of the selling motion provide key information and practices to set up for a successful engagement.

“Expand” in many regards can be thought of as “account expansion.” And like many steps in a sales process, it’s not a one-time event with a defined beginning and end.

The Engage section then highlights key elements for communicating desktop transformation and leveraging supporting resources to deliver a compelling message.

Expanding our presence in the account begins after an initial successful transaction and continues throughout the life of the account.

Upon successful engagement, the client is then poised to begin their desktop transformation. At this phase of the relationship we must ensure the implementation is successful and continue to build relationships. In the event that we’ve captured an initial foothold in the account, we must leverage our insight and success from the sales cycle to uplift our account plan and create new strategies and tactics to take our partnership to the next level.

The trusted advisor should continually look for opportunities to expand presence and value-add in the account through: • •

Advancing to the next phase of a defined roadmap Expanding the footprint to new user groups

•

Expanding to other parts of the business in other regions or divisions

•

Identifying opportunities to cross-sell or up-sell other solutions

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What is in the Playbook… The playbook highlights two key areas in the Expand phase: • Understanding the Success Accelerator Program • Leveraging the Account Plan to revisit the client situation and identify new high potential opportunities tied to the account

After an initial successful sales transaction with the client, the Account Plan should be revised to document the learnings from the sales cycle and detail new strategies and tactics with a focus on ensuring successful implementation of the initial (or current) initiative, while continuing to expand our involvement and value-add in the account.

Key questions to answer • • • • • • • •

How has the original 18-month vision for this account changed as a result of recent success? Or a recent loss? What strategies are working to increase alignment with the customer? What are the logical steps being taken in pursuing the vision? How have our relationships and executive sponsorship changed within the account? What new strategies should be deployed here? What partnerships are required with System Integrator’s, What are the next key steps to further our involvement in the account? What is the timeline for the key activities? Is it reasonable? Have you identified key business needs that would trigger cross-sell / up-sell opportunities?

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EXPAND

Account Expansion