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Software Engineering Operation Application Services Business Plan

Software Engineering Operation Application Services Business Plan. Fast Track Business Plan v.2 May 18, 1998. This version includes the following revisions since the 4/29 Management review: A revised segmentation model (same information) (pg. 9-11)

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Software Engineering Operation Application Services Business Plan

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  1. Software Engineering OperationApplication Services Business Plan Fast Track Business Plan v.2 May 18, 1998 • This version includes the following revisions since the 4/29 Management review: • A revised segmentation model (same information) (pg. 9-11) • Fine tuning of the service offerings (pg. 21-23) • Adjustment on 3 Year Objectives (pg. 32) • New forecasting scenarios (pg. 36-38) • New sales assumptions and guidelines (pg. 43) • Sales and marketing success tracking indicators (pg. 44)

  2. Contents Customer Needs and Challenges......3-7 Segmentation....................................8-16 Offer & Services.............................17-30 Goals, Financials & Resources.......31-40 Required Issues and Actions...........41-48 Appendix of Misc.. Slides................49-66 Contributors: Gary Gujral, Joe Martinez, Helmut Bentsche, Terry Ash, Donnie Foster, Matt O’Donnell, Michael Dautel, Mike McGarry, Satish Varma (TCS) Business Plan written by : Jeri Crittenden, Consultant

  3. Customer Needs & Challenges

  4. F1000 Top Service Initiatives - ‘97 % of Respondents Customer’s resources and skills are stretched across a wide range of initiatives, technologies, and implementation timelines. Source: Dataquest end-user budget survey , 7/97 as quoted in Y2K Market Analysis

  5. Client Needs and Application Services Key needs where customers look to application developers, systems integrators and outsources. Services Needs New development Achieve competitive advantage, accelerate TTM, increase profits, obtain new skills, accelerate BPR efforts Data warehouse and mining Business performance & customer needs analysis improvements Emerging & Internet Change customer and supplier business models, accelerate TTM. technology Integrate with legacy environments. Package Implementation Integrate business functions, improve TTM& functionality. Management Transitioning Conversions, migrations, re-hosting, transformation to new architectures for performance, capability or cost improvements Year 2000 Services Assess problem, obtain resources, convert or replace Retooling Teach staff new processes, technologies, methodologies Support Application help desk, 24X7 troubleshooting Maintenance Fix bugs, reduce costs, improve operational performance or productivity, shift of internal resources to new development Integrate w/ current environments

  6. IT Staffing Dilemma Finding & retaining skilled resources has become a major IT challenge Competition with providers for resources Service provider as a solution to resource shortage Service provider as a competitor for resources • Recruiting network • Skills database • Subcontractors • Offshore • Colleges • Retention Staffing & Recruiting • Methodologies • Processes & tools • Service delivery model • Management training • Certification • Career paths • Interviews • Skills tests • Mentoring • Project knowledge transfer Training & Reskilling Skills Transfer & Assessment Three most important elements of the staffing dilemma Source: Gartner Group 1997 from Deloitte & Touche survey of 1400 CIO’s WW

  7. Competitive LandscapeMany Players New Development Andersen Consulting Gap Gemini Sogeti MCI Systemhouse Cambridge Technology Group Package Management Andersen Consulting EDS Price Waterhouse CSC Full Service EDS IBM Global Services CSC Perot Systems SAIC Unisys Staff Augmentation Computer Horizons Keane Computer Task Group Accustaff Offshore IMR CBSI HCL America Mastech Syntel Infosys Year 2000 Gap Gemini Ciber Inc. Cognizant Technology Solutions IBM Global Services Computer Horizons Compuware Data Dimensions Mastech IMR Keane Transitioning MCI Systemhouse Lockheed Martin Andersen Consulting GE Capital Entex Vanstar PKS Legacy Maintenance Keane Coopers & Lybrand Andersen Consulting Cap Gemini America IMR Source: Gartner Group, 7/97 * IDC Top Providers, 1997

  8. Segmentation

  9. Application Services Segmentation Approach SWEO’s target segment for application services -- “Value Seekers” --enterprises aggressively applying technology for new or improved business capabilities - and are resource constrained. Segment F Segment E Segment D Segment B Segment C Segment A “Early adopter” “Value seekers” “Cost conscious” • Wants help to apply technology • Lower risk • TTM - Increase speed of implementation • New functionality for competitive advantage Deployment Capability “The Gap” • Implement beta /emerging technologies • Proof of concept technology does what is promised • Focus on cost savings and improved operations • Free in-house IS to work on strategic initiatives Low or no Gap High Gap Routine/standardized Emerging technology New Solutions Stage of Technology Integration in Marketplace

  10. Services for the Target SegmentFocus: Which Needs? Which Services? Where can SWEO - Add the most value to solving customer’s business problems - Earn profit (premium price) - Set direction for future growth - Leverage our strengths & experience - Establish credibility - Position w/ channel & competitors “Early adopters” “Cost conscious” • “Value seekers” • Wants help to apply technology • Lower risk • TTM - Increase speed of implementation • New functionality for competitive advantage • Possible Services to Meet Needs.... • New development • Data warehouse and mining • Emerging & internet technology integration • Package Implementation Management • Transitioning • Year 2000 Services • Retooling • Support • Maintenance New Solutions

  11. Services Mapping to the Target Segment • * SWEO Primary Application Services • Address urgent business needs • Add significant value for premium • Leverage India expertise • Differentiate on lowering risk and TTM • Align w/ ISBU role “Early adopters” “Cost conscious” • “Value seekers” • Help apply technology • Manage risk • TTM - Increase speed of implementation • New functionality for competitive advantage Key Customer Services to Meet Needs.... * New development * Emerging & internet technology integration Secondary Services Transitioning Year 2000 Services Retooling Support Maintenance *Integrate with existing/legacy environments New Solutions

  12. Legend: Provider Focus Provider Direction Competition: How Differentiate? Vendor’s Value Propositions: Resources, skills at low cost Improve processing efficiencies, manage costs Management expertise moving into technology Integrate anything New /existing technology; know-how to use/ manage it SWEO Target Offshore Co. IT Outsourcers Mgmt Consultants SI’s/AC/ ISSC Product Vendors Different value for services over time Help apply technology, increase speed of implementation Provide cost savings and to free in-house IS Emerging technologies

  13. SWEO Internet Focus Application Services helps drive HP emerging software into the.... Internet Solution Landscape Use ISBU & SSG software for depth of integration with enterprise legacy operations, applications, and databases Internal publishing Collaboration, workflow Internal & business- to-business apps. Home pages Dynamic Web pages Business-to consumer apps. Access Collaboration Transaction SWEO Target for Internet Solutions Intranet Internet ISBU Emerging Solutions *Source: SWEO modified from International Data Corporation 1997

  14. SWEO’s Target Client “Our strategic business initiatives require more IS resources with the right skill set and experience than we have or can reasonably hire and train in the next 1-2 years.” • IS has a significant delivery gap: they are lacking 50+ person years of development capability and are in pain.Gap may be due to numerous reasons: • Lacking IS resources and skills to manage business unit demands for applications to achieve strategic/competitive advantage • Backlog of application revisions for new capabilities or performance improvements • Year 2000 projects have consumed resources • Organizations undergoing business initiatives to take advantage of emerging internet technologies - but concerned about implementation risk • Concerned about loss of control through outsourcing

  15. Target Opportunity - Checklist Primary Criteria • Customers in SWEO targeted, named enterprise accounts • Focus on financial services market with FSBU & EAO • Major delivery gap: 50+ man years of development • Skills gap for emerging technologies • IT methodologies and tools dated - struggling with move to new technologies • Planning to use internet and open systems (UNIX) & NT technologies to improve business to business or business to consumer performance • Better than 50% chance to evolve from a projects-to-alliance relationship • Open to or exploring India resources SWEO is NOT Targeting • Stand alone Year 2000 projects • Stand alone maintenance projects

  16. Target Opportunity - Checklist Target Account s Current Environment Primary Criteria Additional Qualifiers High degree of custom S/W development (COBOL; M/F’s) Financial Services (‘98) • HP relationship at IT & LOB • Open to or exploring India for resource • Possible to use SSG S/W products • Dated IT Infrastructure & Processes • No entrenched SI or Outsourcer - or not satisfied with current partners Delivery Gap + 50 man years Skills Gap in newer technologies Using IT for competitive advantage • Legacy to...... • Internet/ • Emerging • UNIX • NT Legislative or Industry pressure (deregulation) High probability for long-term S/W partnership No Standalone Y2K or Maintenance projects

  17. Offer & Services

  18. SWEO Offer Our Application Services Alliance Program (ASAP), offers an approach to strategic application development that reduces risk and accelerates solutions deployment when compared to staff augmentation, project based contracts, or outsourcing alternatives. Partnership HP-Quality Application Development Services Knowledge Transfer ASAP Access to large pool of skilled resources Deep knowledge of HP’s technologies

  19. Key Differentiation ASAP is a collaborative approach that allows the client to maintain contol of strategic applications, provides access to large pool of skilled resources, and reduces per project start-up time and risks. ASAP (IT Extension Approach) IT Outsourcing Resource Augmentation • Requires Customer management oversight as the prime • High per project start-up time • Customer must find skilled resources • Increases on-site infrastrucutre costs • Ranges from bodies to SI projects • T&M to Fixed price • Joint Project Office primes • Manage multiple project streams • Provides access to very large quantities of skilled resources • Global, off-site resource infrastructure • Consistent application of tools & methods • Deliverables based pricing • Vendor primes and contols • Long specification & bidding process for 5-10 year outsource contract • Vendor buys assets • Continue on-site infrastructure costs • Fixed price with renegotiations

  20. Services-to-Alliance Strategy What we’re after: Clients we can engage 2-3 times and evolve to a multi-year “Alliance” 3 • Customer • Business • Drivers • Changing business models • Competitive advantage • Multiple strategic application projects 2 Project 1 • Alliance • 3+ year relationship • Minimum 50 man years of resources annually • $10++ million annual revenue minimum Application Services Supporting Services : we do these in support of application development engagements Platform Transitions Code Conversions (Y2K) Application Support • $2-4M annual minimum per project to get started • 2-3 projects that lead to alliance within 2 years

  21. ASAP Services SWEO’s primary service focus is strategic application development. We provide three complementary services to support the delivery of the strategic application. For all four service areas, integrating internet and newer technologies into existing environments is a major focus and significant part of our value added. ASAP Methodology Strategic Application Development & Deployment Internet Enabled Legislative, Year 2000, Euro ‘02 Application & Platform Migrations Application Enhancements

  22. ASAP Methodology • Establishes and manages joint Client-HP software development alliance and project office • Establishes a process to meet business priorities • Provides rigorous project management and processes to manage software engineering resources on multiple project streams simultaneously • Provides on-site design and large-scale(hundreds) off-site software engineering resource ramp and management • Establishes a distributed, physical environment for quality software development and support • Implements a communication & equipment infrastructure • Applies integrated process management (i.e. forecasting, production planning, quality, documentation, etc.) • Applies client’s tools and methodologies as required - or HP’s • Implements appropriate practices (re-use,tools use) • Provides for knowledge transfer ASAP Methodology Strategic Application Development & Deployment Internet Enabled Legislative, Year 2000 Application & Platform Migrations Application Enhancements

  23. Strategic Application Development & Related Services • Application Development Service-Application design, development and deployment for HP and NT platforms • Application Transition Service - Application and platform migrations from any current mainframe or server environment • Application Compliance Service - Assessment and code conversions for legislated situations like Year 2000 or Euro currency, during Application Development or Transition Services • Application Enhancements Services - Continued support for developed or re-hosted applications ASAP Methodology Strategic Application Development & Deployment Internet Enabled Legislative, Year 2000 Application & Platform Migrations Application Enhancements

  24. ASAP Methodologies & Tools .....Form the foundation for quality application initiatives Methodologies • IT Extensions (ASAP) • Project Management (Focus PM) • Software Development (CPLC) • Migrations • Year 2000 • Application Enhancements • Quality • Tools • Project Management tools • Software estimation tools • Software defect tracking tools • ISO 9000 based software process definitions • SEI based process improvement methods • Knowledge management Documenting each...

  25. Tools Development/ Customization Implementation & Product Support Planning & Investigation Pilot Migration Application Migration Acceptance MigrationMethodology Example..... Customer Site HP Site Customer Site • Application Analysis • Environment Investigation • Alternatives Analysis • Establishing Project Objectives & Scope • Developing Project Estimates & Plans • Tools Specification • Application Migration Tools • Data Conversion Tools • Environment Conversion Tools • Tools Testing • DB Conversion • Pilot Migration • Program Conversion • Unit Testing • Integration Testing • System Testing • Documentation • Functional Verification • Interface Development Testing • Stress Testing • Performance Tuning • Installation • User Training • Maintenance Support Deliverables Activities • Migration Guide • Implementation Proposal • Tools • Migrated Pilot Application • Migrated Code • Data Migration Tools • Environment Migration Tools • Test Results • Final System

  26. ASAP ExpertiseDeep technical expertise and critical resources to support strategic initiatives • HP Emerging Technologies • Open Pix • Security • Change Engine • Future.... Platforms • HP-UX • MPE/iX • MVS/CICS • Windows NT & Windows 95 • Languages • COBOL • FORTRAN • C++ • C • Java • Oracle*Forms • Basic • VB • PASCAL • PowerBuilder • Proprietary languages • Databases • DB2 • Oracle • Informix • Sybase • SQLServer • Ingress • Allbase • Image • IMS • IDMS • Case Tools • Oracle • IEW • ParadigmPlus Need to be able to describe depth...

  27. HP/ SWEO Contributions Summary • Partnership • Multi-year commitment • Account Team local presence & relations • Lower risk • Reliable partner • Knowledge Transfer • For application of emerging technologies • Two-way for processes, tools, methodologies • HP-Quality Application Development Services • Multi-vendor experience • Globally distributed S/W development methodologies • Global support ASAP • Deep knowledge of HP’s technologies • HP R& D Alliances • Broad & deep technology base • Access to large pool of skilled resources • Software Competence Center • Rapid ramp of skilled resources • Global communications infrastructure

  28. Market PositioningPerception and reality we are after.... • HP technologies competence • Large scale Project Management experience • Large pool skilled resources • Global distributed SW Eng’g SWEO ASAP TTM Ability High Med Low Integrator Offshore company High Med LowRisk • Management systems • Global infrastructure • HP - reliability & experience

  29. Amadeus UNIX; Networking IBM TPF Resource ramp • Reservation System Consortium • 200K terminals through Europe; 2500 TPS • High cost of maintenance; 200 IS personnel • Used 40 Europe & India developers • $4M to PSO (~$1,304,000 ESO costs); 18 months Technology competence Customer Examples Need to find the optimum balance to premium price ‘Valueometer’ State Farm - Falcon M/F HP 3000 Ability to ramp resources Technology competence • Claims Processing Migration • Deadline; 10 day close • Needed 130 COBOL developers in 2-3 months • GM 33%,NOP 21.9%; completed ahead of schedule

  30. Projects SummaryWhere we are....

  31. Goals, Financials & Resources

  32. Statement of Purpose • SWEO Purpose is to provide software engineering, enterprise infrastructure integration and custom support. We team with • the Internet Software Business Unit (ISBU) product and operation groups to bring software products to market to help create a profitable software business for HP, and • EAO organizations to help build a strategic presence in targeted enterprise accounts. • SWEO Vision is to be a global, premier provider of strategic internet enterprise solutions enabled by HP software products. • The ASAP purpose is to help build HP’s strategic presence in our target accounts. We’ll do this by providing application services that support our client’s business needs for competitive advantage. We will focus on: • helping our clients achieve better time to market and functionality on new or redesigned enterprise applications, • reducing the risk of the transition to newer or emerging technologies • and integrating existing environments with emerging internet/e-business software and solutions.

  33. Three Year Objectives1998 - 2000 • Goals / Performance Tracking • Evolve application services delivery to 50% internet/emerging technology development and integration services by 2000. • Earn a “top three” position (HP, IBM, ?) as a hardware vendor that provides internet integration and development services. • Build annuity revenue via 1 new client “alliance” in 1998, 2 in 1999 and 3 in 2000. • Continuously evolve our value added to be able to premium price services to achieve a minimum 40% overall profit margin annually 1998-2000. • Achieve resource utilization rate of 85% in 1999. • Achieve Application Services ‘98-’01 • orders of US$ 20M, 32M, 58M, 76M • revenue of US$ 15M, 27M, 52M, 73M. Objectives • Build multi-year (3 year minimum) annuity revenue ‘application alliances’ with a portfolio of clients. • Become a preferred software engineering partner to targeted clients for integrating HP internet SW and emerging technologies into existing environments. Key Strategies • Focus on implementing ASAP and supporting methodologies. • Target Financial Services in 1998, and two additional industries by 2000. • Develop a team with competencies in delivering premium software engineering services (emerging technologies; TTM; functionality, re-use). • Leverage the India competency center for large scale, skilled resources.

  34. May ‘98 REVENUE Forecast(US$000) ‘98 ‘99 ‘00 ‘01 3,000 150 750 150 1,000? -0- 5,050 3,000 5,000 10,000 15,000 3,000 5,000 10,000 15,000 6,000 10,000 20,000 30,000 11,050 10,000 20,000 30,000 Current Customers Americas -State Farm ICAT -AllTel migration -Ford -Disa Europe Japan Subtotal Funnel -State Farm Alliance* -AllTel Alliance* Subtotal Total *Americas SERC annual revenue forecast goal for SF & AllTtel Alliances is $5M, 12M, 20M, 20M respectively. The writer of the business plan is taking a more conservative view.

  35. Project Size Scenarios “The Perfect World” *Alliance = 3 years; 50 man years / year Alliance* Medium Small Assessment Annual Revenue $5.5M $4.0M $2.0M $200K (3 Mo.) COGS @60% $3.3M $2.4M $1.2M $0.18 On-site Project Director 1 1 (Proj Mgr) 1(Proj Mgr) Project Admin 1 1 Clerical 1 On-site - From India Project Mgr 1 1 1 1 Technical Leads 2 2 1 2 Software Eng 11 Off-shore Project Managers 2 2 1 Technical Leads 4 3 1 Programmers 38 26 10 Profit @ 40% $2.2 $1.6M $0.8M $0.12 Total H/C = 50 36 16 4

  36. ASAP Forecast Scenarios • The following forecasts are provided as a way of opening the discussions with each SERC to determine what is possible. • There are three forecast scenarios: • Aggressive • Stretch • % of SWEO SCALE • The forecasts will be reviewed with each SERC Manager and goals will be set by the Management team. • Each team will be asked to develop a bottom-up forecast using current sales leads in the sales cycle for forecasting. • Each team should consider and work towards validating: • What are the sales cycle phase time frames? • What are the percentages to be used for tracking between the phases? • What are the project sizes we are seeing in the regions?

  37. ASAP Forecast Scenarios

  38. Global Deployment • Americas • USA • Canada • Mexico • Brazil • ROA • Europe • Germany/Austria/Switz • UK • France • Scandinavia • Italy • Iberia • Eastern Europe • Benelux • Japan • AAA ‘98 ‘99 ‘00 Build Grow Grow Opportunistically only Build Grow Grow Build Grow Grow Opportunistically only Build Grow Grow ‘‘99 Country strategy should be determined by leverage of target accounts we have done projects in as well as the types of solutions. ‘‘99 add 1 country ‘‘99 add 2-3 countries

  39. Business DevelopmentMinimum Resource Considerations Americas Europe Japan ‘98 ‘99 ‘98 ‘99 ‘98 ‘99 BD 2 +2 2 +2 1 +1 Solutions Architect 3 +3 2 +2 1 +1 Project Managers 3 +3 2 +1 1 +1 India Technical Scope & Proposal Support* 4 6 4 4 2 2 Program Marketing 1 for Global Projects Project Managers for each SERC on board in advance of project start dates. India* + US based Project Team per revenue targets 1998 = 194 1999 = 370 Business Development Assumptions: 1 BD/SA for every 8-10 Proposals (Not all qualified leads make it to proposal stage) Cupertino Marketing provides Program Marketing Director 1 PM for every 1 small and 1 medium projects

  40. Example Business Development Data • Canada Government Y2K bid: • Approximately 270 hours of presales for proposal development • Cost about $24,000 for SERC ($88 avg. HC hourly cost) • Assume about 3X that cost for HP (field resources, proposal marketing team, etc.) • State Farm Alliance effort: • January through March about 600 hours (Donnie, Terry, Darryl, Mike) • Will require about another 3 months of 3 FTE for 1500 hours • Total about 2100 hours to evolve to an Alliance over 6 months or +$185,000 • Assumptions • State Farm is a ‘mature’ HP client. This effort could double for accounts with no HP project oriented experience (to 4000 hours) • SWEO gains experience after 3-5 Alliance proposals and reduces costs to 3 FTE for 3 months

  41. Required Issues & Actions

  42. Sales Assumptions & Guidelines • Assumptions • Sales cycle for small and medium projects is 3 months from qualified lead through proposal acceptance to project start date. • Alliance pre-sales is 6 months. • Assume must complete at least 2 projects to pursue Alliance in order to establish credibility of performance, build relationship, and prove value. • Guidelines • SERC SBM’s need to be able to find the balance on project sizes: • Only targeting small projects ($2M range) won’t leverage India SW center. • Only targeting “killer” projects $6M+ require a long sales cycle and higher risk if we fail to develop a project • Best target is to start with $2-4M project size starting points and continue to sell into the account for the follow-on projects. • If the account doesn’t have the ability to grow to “Alliance” status (50+ man years of resources/year; $10M of revenue/year) in three years, don’t pursue. • Note: The assumptions and guidelines need to be tested for each region.

  43. Sales & Marketing Success Tracking Indicators • Qualified leads - ability to get field to sell SWEO capabilities and pull SWEO in. • Orders -ability to consistently build annuity stream that meets or exceeds the SCALE forecast • Revenue - ability to achieve SCALE revenue targets. Forecast assumptions: 25% of order in quarter booked; 50% in 2nd quarter; 25% in 3rd quarter. • IP/Value - our value for creative solutions using internet and emerging technologies, ability to resource large development projects, ability to manage down risk of using offshore resources for TTM and implementing new technology. Our IP value for pricing purposes should be in the 20% range. • ProfitMargin - Target is 40% minimum, in addition to the IP value. • Utilizationrate - Target overall utilization rate for project resources is 85%. • SalesCycle percentage monitoring (see following page) - track how many contacts it takes to find qualified customers, propose, close, and conduct subsequent projects. See initial target percentages on following page.)

  44. Know your segment Offer value solutions Meet client need Improve client’s business Build repeat business Issue: Sales & Delivery Lifecycle • Leads - are everything. (EAO) • Closing high % is critical. (Right solution - SBMs & SAs) • Ruthlessly manage the timeframes down! (No slop) Avg Time in Mo. 2 1 1 1 9-12+ Phase & target % phase-to-phase Sales Contacts Qualified Leads (75%) Solution: Proposal/SOW (50%) Negotiate (75%) Selection (90%) Delivery (100%) New Projects (90%) 100 10 4 3 1 .75 .25 50 38 19 15 14 14 12 Targets C/F* Q1 Q2 Q3 Q4 *C=current F=future • Funnel Management: • track numbers & percentages • types of projects (target segments/hit criteria?) • size of projects • watch for trends

  45. Critical Success Factors • TEST the strategy - with field and with customers. Are we positioned properly? Is this a credible offer? Do customer’s believe we can deliver? Will they buy from us? Is this the right way to meet customer’s needs?.....etc. • Marketing and sales - focus to grow the lead pipeline in the target market. Shorten the sales cycle; achieve repeat business • Hiring, training and retention of skilled resources • Making the Global development approach work - every time • Increase HP knowledge content and value (knowledge retention; increase skills) • Leverage re-use • Developing synergies and smooth working relationships with other HP organizations to gain more of the services market • Careful not to get positioned as a body shop/staff augmentation for maintenance!!!! Mantra...we must add value.

  46. Critical & Follow-on Actions • SERC’s • Recruitment of SAs, PMs • Assign & focus SBMs on ASAP selling • Become Proposal Guru’s: Ability to efficiently create an incredible, credible “marketing” document • Target account planning with EAO & FSBU (w/Marketing) • Systematic approach to begin reuse approaches • Assess how SERC’s can retain more revenue • Cost tracking of Business Development • Marketing • Hire ASAP Program Manager • Work with FSBU and EAO to target the top 50 and next 50 - lead generation and account planning • Develop customer presentation • Plan & develop collateral/sales tools • Continue work on business plan: more detail around solutions opportunities and industries. Find the leverage points. • Teaming agreement with OSD • India Competence Center • Fine tune & document methodologies & areas of expertise • Lead/train on technology assessments for internet and emerging applications • Lead on identifying systematic approach for reuse • Office of Project Management • Knowledge Management: Funnel, Proposal & Project Tracking Databases

  47. YIKES!! Action Timeline SWEO Alignment FSBU Alignment Phase 3: TEST w/ 10 Phase 2: Field ‘Training’ Phase 1: Go-To-Market Strategies Phase 4: Correct, launch EAO Alignment • SERC’s assign resources & hiring process • Agree to target segments support ASAP • Teaming agreements • Target customers • Develop account plan • Plan sales training • Draft collateral • 1x1 ‘training’ for target account reps • Provide customer presentation • Supporting sales tools • Sales contacts and qualification of first 10 accounts • Feedback on message, collateral, etc. • Program adjustments • Launch contacts with the next 40 accounts • Track program results May June July Roles Marketing/Ron Marketing Marketing Field Field SERC/BDE BDE BDE BDE Marketing Marketing

  48. Fit with other SWEO Services Use ASAP to form the foundation for targeted solutions Finance Telecom Other • Primary target is : • Named target accounts - the “SWEO target 50 + 50”- with sales • Work strategy w/FSBU & EAO • Target clients: enterprise HP accounts with a 50+ man-year IT gap. • Opportunity has internet possibilities • Leverage into: • Emerging internet opportunities • Customer Service Delivery • Leverage into: • Customer services via supply chain • Financial transactions • TBD Phase 1 - 1998 Application Services Evolve to a solution focus? Phase 2 - 1999 CSD??? (EBanking/Comm) Phase 3 - 1999 Supply Chain??? • Next 50accounts • Telecom version of CSD • Customer & Vendor supply chain services Arrow direction indicates SWEO AD approach. Dotted arows are secondary.

  49. Appendix of Additional, Miscellaneous Slides Customer Profiles WIP on SWEO capabilities Additional detail on ASAP services - customer presentation fodder..

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