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Why Has the Journey to Cloud Been Slow for So Many Clients?

November 21, 2013 at 8:23 am PST

This is the fifth post in a series from Dimension Data and Cisco Channels looking at user adoption and integration of unified communications and collaboration (UC&C) solutions. Findings stem from Dimension Data’s 2013 Global UC&C Survey, developed with ICT researcher Ovum and featuring responses from more than 2,700 participants in 18 countries across 20 vertical industries.

In the last blog based on Dimension Data’s research, Nagi Kasinadhuni expanded on the idea that certain technologies were merely a ticket to the game. In this edition of the UC&C series, we had the opportunity to interview Neville Cousins, solutions director for voice and applications at Dimension Data. Cousins gave us more insight on the data from the UC&C study from his perspective.

He focused on the idea that the market has seen a slow uptake of cloud deployment. Based on Dimension Data’s research the adoption rate has certainly been slower than Cousins would have anticipated. Read More »

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Capitalizing on Today’s Market Disruption with Professional Services

This is the first of a series of blogs that I plan to publish to start a dialog with our partner community. In these blogs, I’ll discuss the huge industry disruption now taking place, how Cisco Services is transforming itself to respond to that disruption, and how current and prospective partners can profit from the lucrative opportunities this disruption is creating.

In our industry, we see major disruptions every 20-25 years. Inflection points occur, platforms shift, and customer needs change dramatically. Today, we find ourselves well into the next major market evolution, one of unprecedented scale. To learn more, click here to view an online seminar where I discuss these trends with Chris Barnard, IDC AVP EMEA Network Life Cycle Services, and Leslie Rosenberg, IDC Research Manager, Worldwide Network Life Cycle Services.

Together, we are addressing the challenges — and tremendous opportunities – related to cloud, virtualization, big data, programmable networks, new consumption models, and changing buying centers. Some of our existing partners are executing on these opportunities and evolving their practices to compete, win, and ultimately enable innovative business solutions for all our customers. At the same time, we are attracting new partners into our ecosystem: ISVs, industry vertical players, and consulting firms, to name a few. Read More »

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Cisco Partner Weekly Rewind – November 15, 2013

November 15, 2013 at 9:12 am PST

Partner-Weekly-Rewind-v2Every Friday, we’ll highlight the most important Cisco partner news and stories of the week, as well as point you to important, Cisco-related partner content you may have missed along the way. Here’s what you might have missed this week:

Off the Top

Ken Trombetta, vice president worldwide channels for Enterprise, Architectures and Solutions, was back on the Channels Blog this week with some great new insight around BYOD.

Ken used the information from the Cisco IBSG BYOD Financial impact study and expanded on mobile users willing to invest in BYOD and how BYOD delivers productivity gains and cost savings.

Be sure to join the discussion with Ken and give some feedback on your thoughts around mobility. Read More »

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If Time is Money, Then it’s Time to Rethink BYOD

Ken Trombetta Cisco blog - 10 31 13When Benjamin Franklin coined the famous phrase, “time is money,” I am sure the advances of mobile technology were not on his mind. However, the adage is more relevant now than ever before as organizations evaluate their mobility and Bring Your Own Device (BYOD) strategies.

BYOD is Here to Stay

Earlier this year we announced the results of the Cisco IBSG BYOD Financial Impact study. The global research revealed interesting statistics about the financial impact of BYOD including:

  • Mobile users are willing to invest in BYOD. Mobile employees who BYOD (“BYOD-ers”) spend on average $965 on their devices, and use 1.7 personal devices for work. They spend an additional $734 per year on voice and data plans for their BYOD devices.
  • BYOD is delivering productivity gains around the world. Even with a broad mix of BYOD implementation levels, the typical company is, on average, saving money and its employees are more productive.
  • Comprehensive BYOD pays for itself in hard cost savings. Apart from productivity gains, the major cost savings are in three areas: hardware, support and telecommunications costs. Read More »

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Revenue-Generation Marketing: The Proof is in the Pipeline

November 14, 2013 at 9:47 am PST

“However beautiful the strategy, you should occasionally look at the results.” -- Winston Churchill

In a recent blog, I scratched the surface of revenue-generation marketing and how we’re transforming marketing from a cost center to a revenue generating center within Cisco. This week, I want to dig a little deeper.

Marketing that contributes measurable ROI to the bottom line… that sounds great, right? But how do you get there? The core of revenue-generation marketing and what makes it work is the partnership between sales and marketing. And, the first step of revenue-generation marketing is alignment of the revenue-generation marketing plan with the overall business plan for the company. Without that, the whole revenue-generation marketing process, from executing to managing the funnel with account teams and having regular funnel management business reviews, won’t work. You have to execute against the priorities of the business overall.

As marketing organizations transition into a revenue generators, an almost natural shift happens. Marketing begins speaking the language of the business and sales. We talk about planning, forecast, pipeline, bookings and revenue. Marketing hasn’t historically done that, so there’s another evolution occurring in the industry.

From a sales and marketing revenue alignment perspective, you obviously want to align on priorities with sales. But at the end of the day, what makes the marketing plan a revenue-generation marketing plan is the fact that a revenue contribution target is set, either focused on pipeline or bookings and revenue. That target is usually set or communicated as a percentage of sales. According to Sirius Decisions, the industry standard for business to business (B2B), high-tech marketing contribution-to-revenue baselines is that >$5 billion companies source less than 10 percent of sales pipeline, with high of 20 percent and a low of 2 percent of sales pipeline. The industry standard provides a baseline of where you want to be. At that point, you need to realistically evaluate where you are – your run rate and marketing’s current contribution to revenue.

Beyond run rate, there are only three levers for driving this plan: volume, visibility, and conversion rate. What volume of leads are you driving; how much of that is visibly available and reportable in your sales force or customer relationship management systems; and how much of that is being accepted and converted by the sales team into the pipeline or revenue?

Now we’re humming along. We’re aligned. We’re speaking the language. We’ve set our contribution revenue target based on industry standards. The “Rocky” theme song splits the air, and we’re on top of the world. Well, not quite yet. Now that we’ve taken a look at our plan from a top-down perspective, it’s time to reverse engineer the demand waterfall to determine if the revenue contribution target is realistic. By calculating the amount you need in sales all the way back to how many leads you’re going to have to source to reach that number, the bottom-up piece meets the top-down piece, and you can adjust your revenue contribution goal based on if you have the budget and resources to meet that number.

As you know, that number at Cisco is $1 billion worth of qualified leads in midmarket for partners this fiscal year. We’re here to help you position your business for success, and I’d love to hear your perspectives in the comments section or via twitter @sherriliebo.

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