Topic |
Description |
|
Fiction to Fact
Thomas Lah, Executive Director, TPSA |
TPSA’s Executive Director discussed many of the myths that currently surround the technology services industry. Starting with the classic "40/20" myth executives hold regarding PS margins and profits, Thomas discussed PS growth rates, acquisition success, product-service mix, and sales force success rates. The presentation ended with a roadmap outlining the data required to move management teams from fiction to fact in this industry. |
The TPS Facts at CA
Una O'Neill, SVP Technology Services, CA |
Una O’Neill presented the facts of professional services at CA. She discussed how CA views professional service capabilities in relation to the entire CA portfolio of products and services. She also detailed several of the misconceptions surrounding the professional services business that historically existed within CA. Finally, Una reviewed the tactics she has employed to reposition PS for success within CA. |
Closing the Marketing /Sales Gap
Stef Van Aarle, VP Services Marketing, Lucent
Phil Rosenthal, North American Service Sales, Lucent
Bill Hall, President, Pretium Partners |
In October 2003, Lucent launched Lucent Worldwide Services (LWS) with an aggressive challenge to significantly increase services revenue within a three-year period. Van Aarle & Rosenthal shared LWS’ vision for implementing solution selling, the methods they used to align marketing and sales, and specific actions LWS used which improved their marketing and selling effectiveness. |
Partner Enablement
Rodney Johnson, Partner Enablement Consultant, Cisco Systems
Jake Chacko, Sr. Director Business Development, Cisco Systems |
Cisco’s Partner Enablement (PE) Consultants provided evaluations of partners’ professional services practices with the goal of exploring their readiness to deploy specific Cisco emerging technologies. |
From Outsourcer to Trusted Advisor
Randy Mysliviec, SVP Professional Services, Convergys |
Convergys’ Information Management Group (IMG) has long provided professional services (PS) to the telecommunications market. However, by 2003, IMG realized that the growth of its PS business was not keeping pace with the opportunity in the market. In order to remedy this situation, IMG created the Professional Services Group (PSG) in 2004 in a bid to boost its PS revenues and market share. |
Maturing the Services Marketing Capability
Kathy Macchi, Principal, Allegro Associates
Richard Scannell, Senior Vice President, GlassHouse Technologies |
This presentation shows what works and what doesn’t for GlassHouse Technologies. It will also help you learn how to develop a marketing plan that gets senior management buy-in so you can be as productive as you need to be to hit the goals for your business. It will also look at some of the new high-tech marketing options like blogs, pod casts, and other forms of online marketing. |
EMC, QuickArrow case study
Jeff Hornberger, Resource Manager, Americas, EMC
Elizabeth Davis, CEO, QuickArrow |
Jeff and Elizabeth presented utilization and resource management strategies practiced at EMC and supported by QuickArrow software. They gave an overview of EMC Technical Solutions, discuss its expansion into professional services, and present specific organizational resource management challenges EMC has tried to overcome. They also discussed the process for selecting a resource management tool, deployment strategies, and measures of the effectiveness of the implementation. |
Incubating PS
Michael Kohlsdorf, SVP Enterprise Services, IKON Office Solutions |
Michael discussed the challenges of incubating professional services within the walls of a value added reseller. He also discussed the tactics he used to draft and launch a viable PS strategy. Finally, Mike discussed the tactics he is employing to move the culture of a historically product-centric reseller to understand the long term value of professional service capabilities. |
Technology Adoption, 2006:
Geoffrey Moore, Author, Dealing with Darwin, Crossing the Chasm |
Geoffrey Moore (Dealing with Darwin, Crossing the Chasm, Inside the Tornado, The Gorilla Game, Living on the Fault Line), discussed the current state of the technology industry. How has the product adoption life cycle changed since the 1990’s? What techniques are now critical to success when driving technology solutions to the marketplace? He also discussed the growing impact of a service ecosystem on product success. |
Technology Adoption in the On Demand World
Susan St. Ledger, SVP Global Services, salesforce.com |
Susan St. Ledger discussed the unique challenges of service strategy for an on demand software provider. She also examined the challenges of overcoming the market mis-perception that “on demand” means “no services required”. She also discussed the emerging services portfolio that is required to successfully support enterprise class customers. Finally, Susan talked about the critical role professional services play in creating customer loyalty for on demand solution providers. |
TPSA Task Force Updates
Thomas Lah |
TPSA Industry Task Forces are one of the most tangible means for our member companies to demonstrate their commitment to “raising the bar” in the technology professional services management community. On the second day of the Summit, the task forces reported on their progress to the general audience current TPSA Task Forces. |
IAM Industry Task Force Update
Intellectual Asset Management
|
The objective of this task force is to publish a framework that professional services organizations can use to identify what intellectual assets have the greatest positive impact on performance and profitability. Another objective is to define best practices for managing intellectual assets. |
BPAP Industry Task Force Update
Best Practice Accounting Principles
|
The objective of this task force is to publish a recommended set of guidelines professional services organizations can use when defining revenue recognition policies for services. The guidelines will be designed to minimize the negative impact on service revenues and service margins. |
EIA Industry Task Force Update
Economic Impact Analysis
|
The objective of this task force is to publish a framework professional services organizations can use to define and defend the total economic impact professional services have on company revenues and profits. |
Global Service Delivery
Jodi Cicci, Global PS Tool and Business Process Director, Software AG |
Do you belong to a global company with local offices and local practices? How about a global company with centralized headquarters? The term ‘globalization’ can be loosely or strictly interpreted depending on the execution. Software AG has approached professional services globalization with various outside consultant studies and internal country initiatives. They reviewed topics that provide your organization with a base of knowledge and help set your expectations as you make the decision to move towards globalization. |
