latam-premier-vnext(txmodel)
TRANSCRIPT
Envisioning how the business will evolve and mature with
sustained revenue and profitability growth
LATAM Premier v.next
Work in Progress
Last updated on January 13th, 2011
04/15/2023 Working Draft 2
Disclaimer
This is a work in Progress being developed by LATAM Premier.
Implementation will only be executed after proper alignment with the field, proper approvals at the Area level, and correct understanding of necessary details and consequences.
Please to not share, do not forward
04/15/2023 Working Draft 4
Motivations
High cost, low efficiency sales transactions due the excessive customization of offerings (caused mostly by SISR/TSE little prepared for solution selling)
TAMs overloaded by ineffective customer assignment affecting delivery quality, coverage, and CPE
Geographic coverage and resource shortage adding extra load to TAMs
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Growth
Grow the business broadly and profitably Grow and right size our customer
commitments Grow our people by providing clear career path
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TAM/contract assignment issue
Multi/Small sub TAMs always over or under assigned
Multi/Small sub overloaded contracts would combine into single TAM loads
Inappropriate or opportunistic account focus (Small x Large x MSPA)
Priority Opportunity
Drive Satisfaction Consistent Delivery mitigates impact of TAM transitions which occur more frequently in this account segment
• Optimized use of field-based resources focused on fewer, larger customers drives deeper relationship with customer / account team
Win Customers • More Focus on Larger Customers to drive issue prevention and deployment success
• Aggressive focus on Security and Operational Consulting to drive product success – Detect, Document, Escalate
Grow the Business • Right-size our customer commitments by aligning services and field sales opportunity maps to drive gross revenue upside
• Improve delivery efficiency in both large and small account segments to drive down costs and create CM upside
Build World Class Talent • Provide clear career progression from College Hire to Core TAM to Growth Team TAM to Field TAM
• Critical mass in support centers provides increased opportunity for effective mentoring and soft skills development
Opportunities
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Growth Account Team Model Centralized organization at the Premier LATAM level with
concentrated resources in AHQ or low cost geos Deliver service to all Premier Core schedules within Premier
LATAM and select Premier Foundation, Premier Standard 0 and MSPA Plus
Shared customer “ownership” with field SPMs Focus on consistent, efficient, repeatable, delivery of
contracted reactive and proactive services to drive delivery costs down and revenue up
Provides career path for new Hires, Junior and Core TAM roles, while building a consistent knowledge foundation for Premier to build upon
Offers greater differentiation of Premier offerings and corresponding levels of service
Increased opportunity for “right-sizing” discussions, either up or down the offering portfolio as appropriate, with correct assignment of TAM resources per account/offering profile
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Risks / Issues Accounts and countries that fit naturally into this scenario – others will likely need to
be transitioned around key milestones (primarily renewal) over a 6 - 12 month period
CPE risk around:
– TAM transitions
– Move from field to predominantly Support Center based TAM
– Expectations reset to on-target vs. over-delivery
Some subsidiaries may view transition to Growth Team as demotion or loss of control
Field organization may not understand / agree with business drivers for this delivery model – view it as a decrease in service level for their customers (greater risk here due to Tailwind impact on customers)
Need to tune offering stack so that Premier Standard 0 package is also delivered from this model
Support commitment not always aligned with product commitment = Growth and Strategic Opportunities
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Hypothesis: Venezuela Case TAM Management issue Growth not aligned with
TAM coverage Difficulties to have new
head counts Lack of customer focus Delivery quality Customer development
– Very limited contract growth
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Under the regional practice TAM Management
– Appropriate readiness– WHI– Delivery Excellence– Operational Excellence– Opportunities
Focus on local customers– With stretch– Local growth with efficiency
and regional impact– Under utilized TAMs with
cross the boarder customers
– Contract growth
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The Regional Premier View
Model Centralized delivery Remote pooled model Consistent, repeatable
customer experience Higher CPE Higher profitability Revenue stays with
host Core, Foundation,
MSPA, Standard 0
Benefits Local practices can
focus on mid to large contracts
Lower cost, higher DM– Reduced overhead
Higher CPE Total attention, TAM
“always” available Improved customer
experience given better SDP and case hand out
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Transition and Exceptions
Brazil and Mexico are self sufficient Benefit to smaller subs and remote
geographies Transition in and transition out based
on business growth and organizational changes
Replicate good practices like Chile with Orange Badge TAM
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Talking points
Sales and delivery are never in synch– TAMs are always over or under utilized– Attrition constantly inserting added pressure– Transitions are not smooth/transparent– Ramp up is never good enough– Contracts are assigned based on TAM
utilization (not on profile, seniority, segment) All Practices must re-think TAM to
customer assignment criteria– Including current TAM to customer portfolio
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Premier Core
Potential for booming in LATAM National SMS&P Sales team in LATAM TAM assignment is opportunistic
– Core (like BPOS) delivery is challenged Business at risk if we add 3-5 Core in
each of the target geos– Headcount, hiring, ramp up, profiling
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The Transition
Define which existing open heads can be immediately transferred to Regional Premier ? **
Define which (and if) countries and customers are to be transferred to Regional Premier pooled model – Consider overhead, delivery margin,
WHI, CPE, management, opportunity (career)
Working session with Rod/Jennifer** On target practices only
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Operational Model
TAM Potential One TAM for each 28
Premier Core contracts Foundation/Standard
change the mix
Cost/Revenue Model Revenue stays in the
Sub Cost relief based on
actual labor and local rate
3 Premier for BPOS-S 15 Premier Core 3 Foundation/Standard
8 BPOS-S 30 Premier Core 3 Foundation/Standard
Account Potential FY11 Account Growth FY12
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Sales Excellence
/EPG Pathfinder
Regional SISR/Breadth Opportunities
A New Order in Premier LATAM
Tier 1 Solutions/Expanding Premier
RESOURCES HELPING US GROW FASTER