Conference ilbbak::us_sales_service

37.0. "Sales DVN" by HAMSTR::MURPHY (Sue Murphy MKO2-2/D14 dtn:264-0723) Fri Oct 04 1991 15:05

                   I N T E R O F F I C E   M E M O R A N D U M

                                        Date:      27-Sep-1991 11:11am EDT
                                        From:      Bob Hughes @MKO 
                                                   HUGHES.BOB AT A1 at HAMSTR at MKO 
                                        Dept:      U.S. Sales
                                        Tel No:    264-SELL

TO:  * Use  SH   to see message distribution

Subject: RE DVN - COMMENTS CUSTOMER LINKAGES TO ENGINEERING & MKTG                                                                                                   

Let's get this in the U.S. Sales and Services VAXnotes Conference 
and to the Account Vice Presidents.

Deborah, thanks for the follow-up.  Sometimes it is hard to 
master all these important facts on live broadcast.  We'll keep 
trying.

rch

/jml


                   I N T E R O F F I C E   M E M O R A N D U M

                                         Date:      23-Sep-1991 04:43pm EDT
                                         From:      deborah morin 
                                                    MORIN.DEBORAH AT A1 at MCIS5 at UPO 
                                         Dept:      INTERNATIONAL ACCOUNTS MARKETING
                                         Tel No:    296-4532

TO: Use  SH  to see message distribution

Subject: DVN - Comments   Customer Linkages to Engineering & Marketing                                                                                               







	At the September 23rd DVN, you received a question on:

		How does the New Management System Link customer 
		requirements to Engineering and Marketing?


	There is a well designed, simple and flexible mechanism 
	for Account Managers to:

		Summarize and Prioritize customer requirements 
		to Engineering, Marketing and Services

	It is a part of Worldwide Planning and Budgeting
	for Accounts and Partners that is being utilized by
	115 Accounts. 

	The one page format and guidelines are attached for
	future Coaching.


			

          
STRATEGIC INFORMATION                                    *****************
INPUT TO MARKETING & ENGINEERING                         *  SECTION 4    *
	  			    	   	  	 *****************

This section includes input to the Marketing and Engineering functions for 
Products/Applications/ Services required in the FY94-97 timeframe.

Digital Products (in priority order)
----------------
*

*

*

*


Applications (in priority order)
------------

*

*

*

*


Services (in priority order)
--------
*

*

*

*


Other Significant Issues  (in priority order)
------------------------
*

*

*

*


STRATEGIC INFORMATION

SECTION 4 - INPUTS TO MARKETING AND ENGINEERING:

PURPOSE: To summarize and prioritize key future (FY94 to FY97) requirements 
of the Account as input to Application, Product, and Services Marketing and 
Engineering. Priorities should be based on business impact. This section 
should be a distillation of the on-going dialogue between the Account 
Marketeer and the Account team.

USE:
For Digital Products, Applications, and Services, provide, in priority 
order, based on business impact, the top 5 most significant items your 
Account needs in the FY94 to FY97 timeframe. Choose items which could open 
significant opportunities for Digital within the Account.

For each item included indicate the competitive or added-value positioning 
using the following characteristics, as relevant:
Ease of use	   ie End-user or IS professional
Price range
Performance	   ie number of users, Mips, Vups etc
Functionality	   ie internationalized, scaleable, de facto standards etc
Business impact	   ie value ($M), share of Account (20% of desktops...) etc

EXAMPLES:

Digital Products

1. Competitive fault tolerant OLTP system in $400-600K price range, 
   x users, internationalization, $5M over 3 years.

2. Leadership 4GL supporting RDB, key to winning information management 
   strategy.

3. X.25 support for ULTRIX on RISC. Lack of this in 3 years will exclude 
   Digital remaining the open systems preferred vendor.


Applications (or Application set)

1. SAP on VMS and ULTRIX platforms, fully scaleable. Without SAP we are 
   precluded from all business (potential $25M over next 5 years) to the 
   xxx division/plant/dept... 

2. Competitive Desk-top Publishing, end-user. $3M over 2 years.

3. CASE on UNIX platform, fully integrated environment, European 
   methodologies, cross-development to IBM. Lack of this in 3 years will 
   seriously weaken Digital's share in Corporate IS development.


STRATEGIC INFORMATION

SECTION 4 - INPUTS TO MARKETING AND ENGINEERING:


Services

1. Heterogeneous network and system management, enterprise billing, $7M per 
   annum in 4 years.

2. Security strategy consultancy offering. Needed to maintain credibility 
   as the open systems preferred vendor.

3. Facility Management, 3 year fixed price. $22M over 3 years.

4. Contingency Planning. Lack of this would be a disaster!!

Other Significant Issues

Identify issues with significant business or other impact. Identify the 
issues/assumptions which affect the plan, not specific opportunities. 

Suggestions for consideration:

1) Issues for the Customer/business, such as: 
     - business practices, terms and conditions
     - pricing
     - ordering
     - competition

2) Issues for the Account Team to be more effective,
   or to enhance their job such as:
     - training
     - metrics, measurement
     - programs
     - systems, information

3) Customer-specific factors issues such as:

   - pending divestiture of xxx division which is xx% of the current plan