1 When Execution Matters (Confidential) Maximize Operations Returns & Efficiencies (MORE) Trianz Presentation NorCal OAUG Training Day January 21, 2009

1When Execution Matters(Confidential)

Maximize Operations Returns & Efficiencies (MORE)

Trianz Presentation NorCal OAUG Training Day

January 21, 2009

Will AndrewsSubhojit Roye


Content

Presenter and Trianz Overview

MORE Overview

MORE Primary Focus Areas

MORE Delivery Framework

End Product

In Conclusion


Our Background

Established Consulting, IT Services, and BPO firm with significant high-tech industry experience

Known for superior execution and long-term client partnerships

Global reach with offices in Santa Clara, San Diego, Tokyo and Bangalore

Serving Fortune 500 and fast-growing companies on a global basis

Experienced professionals with business consulting, industry and technology backgrounds

Certified Oracle Partner and winner of 2007 Oracle Titan Partner Award for hi-tech

When Execution MattersExecution is the art & science of getting things done,

turning strategy into tangible results

Will Andrews

Director at Trianz

Subhojit Roye

Director at Trianz

Presenters:


Focused, PragmaticApproach

Trianz Qualifications

• Significant experience with world class high-tech companies

• Deep understanding of high-tech industry best practices

Value

Revenue Optimization

Cost Reduction

High Tech Expertise

End-to-End Operations Execution Expertise

• Targeted at areas with highest potential opportunity

• Template driven, but adaptable to specific client needs

• Covers all elements of business

• Includes design, through deployment of both custom and packaged Oracle applications


Trianz High Technology Industry Experience

Trianz has worked with almost all major segments within the High-Tech industry over the past decade. We carry a wide breadth of experience spanning strategy, operations and

IT in the high-tech industry context

“The impact created by Trianz teams on our Customers, Sales and IT organizations is

very visible. In numerous strategic initiatives, we have excelled in execution

through this partnership.”Engagement Director , Mid-Sized Networking and Wireless

Solutions provider

“Trianz knowledge of High-Tech Business, Processes and Systems really enabled us to create a custom model to

support our unique needs” VP, Fortune 100 Network Equipment Manufacturer

“The team was outstanding! The team understood the importance of meeting

our specific requirements and were dedicated 100% in making sure we were satisfied with the quality of the work. We

were also impressed with their dedication, their expertise and their

proposed solutions. We want them back for Phase 2! ”

Engagement Director, Time Synchronization Solutions & device manufacturer


Today’s Economy Calls For a Different Approach

Due to current economic conditions, organizations have less budget to spend on large initiatives and must look for ways to ‘do more with less’. There is a need for an approach

that will allow organizations to identify the critical initiatives that can maximize revenue opportunities and reduce costs with measurable ROI.

Past Trends Current Reality

Large “big bang” transformational initiatives

Investment in growth & innovation

Significant outside services / IT spend

“Do more with less” (productivity focused)

Focus on core competencies to reduce cost and increase focus

Decreased outside services / IT spend

Targeted Projects

Smaller Teams

Tangible ROI Required

Longer / Broad Engagements

Larger Delivery Teams

Less Scrutiny on ROI


Maximize Operations Returns & Efficiencies (MORE)

To address the current market needs, Trianz has developed MORE as a diagnostic and delivery framework that provides clients with no-risk visibility into revenue opportunities and specific areas of cost reduction with actionable recommendations to realize results

Trianz’ extensive experience at leading High-Tech companies in core Sales Operations domains enables us to target specific areas of potential opportunity and deliver recommendations in 4 +/- weeks.

Trianz utilizes industry leading practices and an efficient, holistic methodology across policy, process, systems and organization structure to uncover hidden opportunities with measurable ROI

No-Risk DiagnosticNo-Risk DiagnosticNo-Risk DiagnosticNo-Risk Diagnostic

Built on Trianz Built on Trianz Experience in High-Experience in High-

Tech Tech

Built on Trianz Built on Trianz Experience in High-Experience in High-

Tech Tech

Efficient Delivery of Efficient Delivery of Measurable ResultsMeasurable ResultsEfficient Delivery of Efficient Delivery of Measurable ResultsMeasurable Results

Implementation Approach


Discovery Phase – Sales & Account Planning

Critical Metrics / Data Requests

• Sales organization hierarchy

• Number of account managers, SE’s, support resources

• Number of territories, accounts, SE’s per AM

• Latest account plan

• Coverage conflicts

Pertinent Questions

Sales & Account Planning is a critical annual activity to prepare the sales organization for a new sales year. It involves re-aligning the sales workforce to specific goals for accounts within their specific territory coverage. Having the right hierarchy alignment and resource allocation drives

sales efficiency leading to revenue optimization and cost reduction.

Areas of Cost Reduction

1. Territory Coverage – Conflict of Sales Territories and Channels creates sales claiming and compensation inefficiencies

2. Resource Allocation – Imbalanced resource allocation creates higher cost of sales and increases sales cycle time

3. Sales Hierarchy Structure - Inconsistent sales hierarchy structure impacts cross-organizational planning and reporting

Revenue Leakage

1. Territory Coverage - Sub-optimal territory coverage alignment to go-to-market strategy creates lost selling opportunities

2. Account Definition - Multiple definitions of accounts within various organizations causes inability to measure sales performance accurately

1. What are the Go-To-Market strategies within the sales organization?

2. What is the as-is sales planning process?

3. What are the tools involved in the sales planning process?

4. How does the sales planning process differ across channels?

5. How much time is spent on each sales planning process?

6. Are accounts defined differently between the sales organization vs. other organizations? How does channel partner account planning impact annual account plans?

7. How are goals defined, approved and measured to sales performance?

Stakeholders

• VP, RM, OD

• FP&A Controllers

• Account Managers

• Sales Administrators


Analysis Phase

Analysis Activities

1. Highlight and prioritize leading practices considering focus area, industry and geography.

2. Identify relevant inefficiencies by focus area throughout company.

3. Map key inefficiencies of focus area against process, policy, organization, data, and systems layers.

4. Chart / graph any relevant data and / or metrics .

Layers

Policies

Organization

Systems/Data

Processes

Process 1

Forecasting best practices vary due type of business and location of organization as well as many other considerations. This list of best practices span these di fferences and used to identify areas

of improvement in similar organizations.

1. Lack of a centralized PMO to track initiatives that impact OE organizations. Need an objective end-to-end advocacy across the global OE Tracks (e.g. establish governance and portfolio management)

2. Incomplete roles and responsibilities in certain areas. Results in unclear roles & responsibilities, hand-offs and communication gaps (e.g. Sales communications, VAP-DSA alignment, bookings adjustments, Deals Consultant, etc.)

3. Lack of communications and training facilitation. Need improved communications between various OE organizations (e.g. forum for communications between CSF & GCCO groups) and training for new hires and/or ongoing refresher training (e.g. boot camps, hot topics, OE refresher)

4. Absence of global metrics. Need global measurement system to help tie overall OE performance/change efforts with individual functional group operating metrics (e.g. pulse survey, metrics dashboard)

5. “VSOE challenges” in advanced and emerging technologies and acquisitions (e.g. bookings and compensation policy changes, system enhancements, etc.)

6. Lack of process clarity in handling complex deals. (e.g. Global/Joint/Mega deals)

7. Need for clarification of policies in certain areas. Inadequacies impact upstream/downstream business workflow and result in surprises (e.g. Bookings policy, VAP policy, BU/Legal engagements)

Best Practices - Forecasting

© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17

Analysis / Gaps MatrixProcess Systems/Data

Identified Areas

Automated Data-Across SystemsPhase 2

Automated Data Across Systems (ThPhase 1

Discounts for Forecasted OpptysVisibility

Forecast by Technology vsVertical

Sales Forecast Trending (Historical)

Forecast Variance Visibility (Analysis)

Forecast to Booking Trending

RM Adoption Reports

Deal ID xx

SFDC xx

New Opportunity Management Process (5-step)

AM SE90+ Day ForecastingA

B

C

D

E

F

G

Organization

H

I

J

K

L

Policy

© 2008 Cisco Systems, Inc. All rights reserved. Cisco & Trianz Confidential 10

Metrics Evaluation Distributed by Theater/Group

Key Highlights

• Total of approximately 147 individually noted pain points around global end-to-end model derived from interviews with 39 global SME participants

• Pain point categories 1, 3 and 4 validate the need for immediate Continuous Improvement efforts

• Pain point category 2 refinement of incomplete roles and responsibilities (e.g. Deals Consultant, bookings adjustments, etc.) was identified as a gap area

• Although there is a high frequency of occurrence for pain point categories 5, 6 and 7, there are several cross-org projects addressing these areas. Continuous Improvement is currently engaging with them

C o n d u c t

I n t e r v i e w s &

G a t h e r D a t a

C o n d u c t

I n t e r v i e w s &

G a t h e r D a t a

P a i n P o i n t s

S y n t h e s i s

P a i n P o i n t s

S y n t h e s i s

P r i o r i t i z e

S o l u t i o n

O p t i o n s

P r i o r i t i z e

S o l u t i o n

O p t i o n s

D e v e l o p

R e c o m m e n d a t i o n s

& R o a d m a p

D e v e l o p

R e c o m m e n d a t i o n s

& R o a d m a pM o b i l i z e C IM o b i l i z e C I

13 2

5

1

3

1 2

1

1

47

1

3

8

6

2

8

6

2

9

6

2

5

4

1

2

3

1

3

6

3

5

4

9

3

16

3

4

0

5

10

15

20

25

30

35

40

1. Lack of acentralized PMOto track initiativesthat impact OEorganizations

2. IncompleteRoles and

Responsibilities

3. Lack ofcommunications

and trainingfacilitation

4. Absence ofglobal metrics

5. “VSOEchallenges” inadvance and

emergingtechnologies and

acquisitions

6. Lack ofprocess clarity inhandling complex

deals

7. Need forclarification of

policies in certainareas

Pain Point Category

Fre

qu

en

cy

of

Oc

curr

ence Global Lead

Global/CentralUS & CanadaEuropeEmergingAPACJapan

4 31 2 3

5

1

7

3 3

4

5

9

8

1

7

9

1

6

6

1

4

8

13

3

4

5

2

5

8

6

0

5

10

15

20

25

30

35

40

1. Lack of acentralized PMOto track initiativesthat impact OEorganizations

2. IncompleteRoles and

Responsibilities

3. Lack ofcommunications

and trainingfacilitation

4. Absence ofglobal metrics

5. “VSOEchallenges” inadvance and

emergingtechnologies and

acquisitions

6. Lack ofprocess clarity inhandling complex

deals

7. Need forclarification of

policies in certainareas

Pain Point Category

Fre

qu

ency

of

Occ

urr

ence

Deals MgmtRev PGDRAOCSF CACSF Sales

Analysis Output

Best Practices

Pain Points

Gap / Impact Analysis

Metrics Evaluation


Recommendation Phase

Recommendation Activities

1. Provide summary of major findings.

2. Formulate solution options based on analysis phase.

3. Prioritize options by value mapping solution options versus business effort required.

4. Provide list of prioritized short term and long term recommendations.

5. Validate findings and recommendations with key sponsors and stakeholders.

BUSINESS BENEFIT

EF

FO

RT

1a

1b

1c

2

3

4

5

6

Phase 1

Phase 2

Phase 3

Recommendations Output

Key Findings

Value vs. Effort Mapping

Prioritization Process

Proposed Recommendations


Execution Roadmap

Execution Roadmap Activities

1. Based on recommendation options, plot roadmap of recommended activities against timeline.

2. Provide key milestones, checkpoints and potential dependencies impacting roadmap.

3. Recommend immediate next steps for execution.

Execution Roadmap Output

Recommendations

Roadmap

DiscoveryDiscovery AnalysisAnalysis RecommendationsRecommendations Execution RoadmapExecution Roadmap


MORE Overview │Vision & Definition

The MORE diagnostic framework uses a systematic approach to quickly identify, measure and prioritize improvement opportunities.

Sales & Service Operations

IT Services Finance Operations

Supply Chain Management

Others…

Systematic Diagnostic Methodology

Cost Effective / No-Risk

Template Driven Process & Metrics ROI Focus

Business / IT Operations Expertise & Experience

Industry Leading Practices

World-Class, Business Savvy Consultants

High Tech Industry FoundationHigh Tech Industry FoundationHigh Tech Industry FoundationHigh Tech Industry Foundation

Revenue Optimization Cost ReductionOptimize Price, Account Coverage,

Close Rate, Resource Allocation, etc.Reduce Work Duplication, Simplify

Processes, Outsource Non-Core Processes, etc.

Value


MORE facilitates in identifying the key business challenges in your operations and IT organizations to produce tangible outputs.

MORE Overview │ Foundational Principles & Tangible Outputs

• Identify key operational challenges and pain points

• Insight into major gaps and business impacts

• Comparison to leading practices

• Specific, actionable and quantifiable recommendations across policy, process, systems and organization

• Improvement metrics and expected ROI

• Implementation roadmap

Core MORE Principles Tangible Outputs

High-Tech Operations Leading Practices

Pre-Defined Data Requests

Template-Driven Discovery Process

Metrics-Driven ROI

High-Tech Savvy Consultants

Actionable Recommendations


MORE Primary Focus Areas

Based on Trianz’ expertise in the high-tech industry, we are focusing on specific organizations to identify revenue optimization and cost reduction.

Sales and Service

Operations

Sales and Service

Operations

Finance Operations

Finance Operations IT ServicesIT Services


MORE Sales and Service Operations Focus Areas

Due to its direct impact on sales, sales and service operations offers multiple opportunities for revenue optimization and cost reduction.

Partner Business Planning

Partner Capacity Planning

Account & Territory Planning

Partner Goaling

Certification & Training

Sal

es P

lan

nin

g

Sales Support Resource Allocation

Sales Hierarchy /People Assignment

Direct Sales

Overlays

2

Account Definition & Segmentation

GU

HQ HQ BR

BR BR SL

Account

BR

Territory Management

Territory ATerritory B

Goal Sheet

Goals and Compensation Plan

Management

Sal

es

Tra

nsa

ctio

ns

Quote Management

Sales & Marketing Alignment

Service Renewals

Rebates and Claims Management

Sal

es A

nal

ytic

s &

Go

vern

ance

Sal

es

Per

form

ance

Bookings

Sales Crediting and Claiming

SalesCredit

Sales Credit Engine

CLAIMING

Bookings

revenue

Compensation Plan EngineSales

CreditCommission

Payroll

Compensations & Commissions Payout

Promotions

Repository POS Claims

Rebate EnginePromotions

Repository


Rebate

Sales Enablement

CollaborationTraining Solution Selling

Configurable Governance

Data Mining

Reporting & Dashboard

Forecasting

Pricing & Discounting

1Define and Operationalize Route to Market Strategy

Deal Management

Pipeline Management

Order / Service Attach & Booking

Partner Set Up

3

4


MORE Sales and Service Operations Focus Areas

Due to its direct impact on sales, sales and service operations offers multiple opportunities for revenue optimization and cost reduction.

Partner Business Planning

Partner Capacity Planning

Account & Territory Planning

Partner Goaling

Certification & Training

Sal

es P

lan

nin

g

Sales Support Resource Allocation

4

Sales Hierarchy /People Assignment

Direct Sales

Overlays

2

Account Definition & Segmentation

GU

HQ HQ BR

BR BR SL

Account

BR

Goal Sheet

Goals and Compensation Plan

Management

Sal

es

Tra

nsa

ctio

ns

Quote Management

Sales & Marketing Alignment


Sal

es A

nal

ytic

s &

Go

vern

ance

Sal

es

Per

form

ance

Bookings

revenue

Compensation Plan EngineSales

CreditCommission

Payroll

Compensations & Commissions Payout

Promotions

Repository POS Claims

Rebate EnginePromotions

Repository


Rebate

Sales Enablement

CollaborationTraining Solution Selling

Configurable Governance

Data Mining

Reporting & Dashboard

Forecasting

Pricing & Discounting

1Define and Operationalize Route to Market Strategy

Deal Management

Pipeline Management

Order / Service Attach & Booking

Partner Set Up

3

Service Renewals

Bookings

Sales Crediting and Claiming

SalesCredit

Sales Credit Engine

CLAIMING

Territory Management

Territory ATerritory B

Territory Management Lack of flexibility in territory definition changes

over fiscal years Inconsistent definition of territory vs. overlay /

named / alternate coverage models

Territory Management Lack of flexibility in territory definition changes

over fiscal years Inconsistent definition of territory vs. overlay /

named / alternate coverage models

Service Renewals Inability to proactively identify and efficiently

renew service contracts Inability to co-terminate new product purchase

service contracts with existing service contracts renewals

Service Renewals Inability to proactively identify and efficiently

renew service contracts Inability to co-terminate new product purchase

service contracts with existing service contracts renewals

Sales Crediting and Claiming Manual and inefficient sales crediting process Lack of centralized transaction repository

Sales Crediting and Claiming Manual and inefficient sales crediting process Lack of centralized transaction repository


MORE Finance Operations Focus Areas

Finance OperationsFinance Operations

Due to our current dynamic economic environment, there is a critical need for increasing visibility into financial metrics.

FinanceReporting

FinanceReporting

Transaction /ActivitySupport


StrategicDecisionSupport


SOXSOX

Recordto

Report

Recordto

Report

InternalAudit

InternalAudit

BudgetingBudgeting

Orderto

Cash

Orderto

Cash

Procureto

Pay

Procureto

Pay

SalesCommission

SalesCommission

Lead /Quote

to Order

Lead /Quote

to Order

PlanTo

Fulfill

PlanTo

Fulfill

AnnualPlanningAnnual

Planning

ForecastingForecasting FinancialModelingFinancialModeling

FinancialProcess

FinancialProcess

2

1 3


MORE Finance Operations Focus Areas

Finance OperationsFinance Operations

Due to our current dynamic economic environment, there is a critical need for increasing visibility into financial metrics.

FinanceReporting

FinanceReporting





Recordto

Report

Recordto

Report

InternalAudit

InternalAudit

BudgetingBudgeting

Orderto

Cash

Orderto

Cash

Procureto

Pay

Procureto

Pay

Lead /Quote

to Order

Lead /Quote

to Order

PlanTo

Fulfill

PlanTo

Fulfill

AnnualPlanningAnnual

Planning

FinancialModelingFinancialModeling

FinancialProcess

FinancialProcess

2

1 3

SOXSOX

SalesCommission

SalesCommission

ForecastingForecasting

SOX Unclear lines of accountability

across the organization Lack of KPIs required to measure

regulatory compliance Insecure financial data/information

SOX Unclear lines of accountability

across the organization Lack of KPIs required to measure

regulatory compliance Insecure financial data/information

Forecasting Poor data integrity (historical data) Highly manual forecasting processes Misaligned and informal forecasting

processes across functions and organizations

Forecasting Poor data integrity (historical data) Highly manual forecasting processes Misaligned and informal forecasting

processes across functions and organizations

Sales Commission Lack of timely visibility for sales and

sales mgmt High sales admin costs (more time

managing process than selling) Misalignment of sales incentives

Sales Commission Lack of timely visibility for sales and

sales mgmt High sales admin costs (more time

managing process than selling) Misalignment of sales incentives


MORE IT Services Focus Areas

Due to cost constraints, IT organizations need to quickly reassess their alignment to current business priorities and reconsider their delivery / support models.

Design& BuildDesign& Build

Support &Maintain

Support &Maintain

Design & Implement RequirementsRequirementsDiscoveryDiscovery

Conceptualization & Execution PlanningConceptualization & Execution Planning

StrategyStrategy

Critical Initiatives Review

Review of initiatives that are essential for the business and:

• Were underway but have been held up due to cuts • Have not been initiated due to limited funding

IT Applications Maintenance & Support Model Review

Support for IT• Applications Maintenance

(database, system admin)• Technical upgrades (developers)

Support for Business• Triage process• Help-desk and user support• Issue resolution

21


MORE IT Services Focus Areas

Design& BuildDesign& Build

Support &Maintain

Support &Maintain

Design & Implement RequirementsRequirementsDiscoveryDiscovery

Conceptualization & Execution PlanningConceptualization & Execution Planning

StrategyStrategy

21 Critical Initiatives Review

Review of initiatives that are essential for the business and:

• Were underway but have been held up due to cuts • Have not been initiated due to limited funding

IT Applications Maintenance & Support Model Review

Support for IT• Applications Maintenance

(database, system admin)• Technical upgrades (developers)

Support for Business Support• Triage process• Help-desk and user support• Issue resolution

Critical Initiatives Review Lack of business value to justify

implementation costs Initiatives addressing outdated business

problems Difficulty in prioritizing initiatives

Critical Initiatives Review Lack of business value to justify

implementation costs Initiatives addressing outdated business

problems Difficulty in prioritizing initiatives

IT Application Maintenance & Support Model Review

Higher costs of maintenance and support relative to overall P&L

Need/opportunity to concentrate internal resources on higher value add business partnerships/activities

High cost resources for support and maintenance

IT Application Maintenance & Support Model Review

Higher costs of maintenance and support relative to overall P&L

Need/opportunity to concentrate internal resources on higher value add business partnerships/activities

High cost resources for support and maintenance

Due to cost constraints, IT organizations need to quickly reassess their alignment to current business priorities and reconsider their delivery / support models.


MORE Delivery Framework

DiscoveryDiscovery AnalysisAnalysis RecommendationRecommendation ExecutionRoadmap

ExecutionRoadmap

The methodology draws upon the core process re-engineering approach of Discover, Analyze, Recommendation and Execution Roadmap.

Identify client’s current challenges, pain points & future improvement areas through discovery interviews and business requirement gathering

Develop actionable short / long term practical recommendations that leverages the client’s capabilities

Build roadmap outline including strategic and tactical actions, sequencing, dependencies, key milestones & target staffing requirements

Analyze findings against industry leading practices, capability gap / fit, key metrics impact and expected ROI

People Process

Policy Systems/Data

Holistic Approach

Gaps People Process Policy Syst/Data

1 High High Low Med

3 Med High High High

3 Low High Low Med

Cost / Effort

Val

ue

Q1 Q2 Q3ST/LT

Duration: 4 +/- weeks

Trianz Team Size: 2 – 3 senior level consultants


Discovery Phase

Discovery Activities

1. Understand key business challenges within focus areas from client sponsor

2. Identify key stakeholders for engagement

3. Develop and define scope, project plan, timeline, and engagement model

4. Request for quantitative data for preliminary analysis

5. Gather qualitative information on current processes and detailed pain points through stakeholder interviews and/or surveys

Discovery Template

DiscoveryDiscovery AnalysisAnalysis Recommendation

Recommendation

ExecutionRoadmap

ExecutionRoadmap


Analysis Phase

Analysis Activities

1. Highlight and prioritize leading practices considering focus area, industry and geography.

2. Identify relevant inefficiencies within focus area and key dependencies.

3. Map key inefficiencies of focus area against process, policy, organization, data, and systems layers.

4. Chart / graph any relevant data and / or metrics .

Layers

Policies

Organization

Systems/Data

Processes

Process 1

Analysis Output

Best Practices

Pain Points

Gap / Impact Analysis

Metrics Evaluation



Identified Areas








RM Adoption Reports

Deal ID

xx

SFDC

xx


AM

SE90+ Day ForecastingA

B

C

D

E

F

G

Organization

H

I

J

K

L

Policy


Recommendation

ExecutionRoadmap

ExecutionRoadmap


Recommendation Phase

Recommendation Activities

1. Provide summary of major findings.

2. Formulate solution options based on analysis phase.

3. Prioritize options by value mapping solution options versus business effort required.

4. Provide list of prioritized short term and long term recommendations

5. Validate findings and recommendations with key sponsors and stakeholders.

Recommendations Output

Key Findings

Value vs. Effort Mapping &

Prioritization Process

Proposed Solution / Recommendations


Recommendation

ExecutionRoadmap

ExecutionRoadmap


Execution Roadmap

Execution Roadmap Activities

1. Based on recommendation options, plot roadmap of recommended activities against fiscal year/quarterly timeline.

2. Provide key milestones, checkpoints and potential dependencies impacting roadmap.

3. Recommend immediate next steps for execution.

Execution Roadmap Output

Short Term Recommendations

& Action Plan

Long Term Roadmap


Recommendation

ExecutionRoadmap

ExecutionRoadmap




Identified Areas








RM Adoption Reports

Deal ID

xx

SFDC

xx


AM

SE90+ Day ForecastingA

B

C

D

E

F

G

Organization

H

I

J

K

L

Policy

End Product

Recommendation Execution Roadmap

Analysis

Policies

Organization

Systems/Data

Processes

Discovery

Summary of Contents Executive Summary

Major Findings - Gap & Impact Analysis

Comparison to Leading Practices

Prioritized Initiatives or Recommendation by Process, Policies, Systems/Data, Organization

Current & Future State Process Maps

Impact on Key Operating Metrics / Expected ROI

Short Term Action Plans & Long Term Strategic Roadmap

Visibility to Opportunities

Business Case for Change

Ability to Execute


In Conclusion

• In these rapidly changing economic times, it is vital for organizations to quickly refocus on revenue optimization and cost efficiencies.

• Operations and IT organizations offer the opportunity for rapid change due to their use of CRM and ERP platforms.

• A proven process reengineering approach can quickly lead to actionable recommendations.

• With our proven track record in the high-tech industry, Trianz’ MORE solution can quickly enable your organization to adapt to the changing environment.


Documents

1 When Execution Matters (Confidential) Maximize Operations Returns & Efficiencies (MORE) Trianz Presentation NorCal OAUG Training Day January 21, 2009