BP Organization and Roles

Systems Support
1
IBM Confidential
Current weakness in Systems Support: BP Coverage
 From a team of eight (8) to only one (1) resource dedicated to the Business Partner Route
– Lost one manager position in the process

 57+ USDM revenue at risk

– 70+ USDM signings for 2022
– Source: Financial targets

 Route with several growing trends this year

– MSPs segment rapidly growing – needs special care and a different approach strategy to match
their particular needs

 Threat: Some BPs starting to adopt TPM behavior

– In an opportunistic way, they try to clothe their HW sales with their own support services
– Some tending to hire former IBM SSRs

2
 Scope of Work with Business Partners – 3 ‘Profiles’
1- Business / Relationship
• Be a ‘first responder’ to the BP’s needs
• Schedule and conduct periodic
meetings with the Business Partner’s
main C-level execs – Listen to their
needs and lead the solution’s actions in
IBM (* please refer to chart #6)
• Responsible for the communication of
Systems Support’s news and initiatives
to the BP – with or without
Partnerworld infrastructure
• Align with the Systems’ Ecosystem
team
• Create/Manage BP forecast - Signings
& Revenue;
2- Offerings & Processes 3- Deals Management
• Act as a focal point to the Business
Partners related to IBM HW & SW
Support portfolio • Manage the BP’s requests related
to specific deals or the overall
• Q&A for Support portfolio
strategy for customer’s
• Priority Management: align (territory’s) coverage
BP priorities with Sales Team • Receive and work with
• Approve/Manage local special bids
documents (Legal • Visit the customers
Declarations) for end
together with the BP
customers
• Support BP forecast - Signings &
• Build or modify offerings based on
Revenue
the BP’s input from the field
• BP Enablement
Main Priorities for 2H22

1 – Listen to the BPs

Solving their requests that usually covers points expanding to Profiles #2 and #3

2 – Socialize and help the channels with the Expert Care peculiarities in LA
Interact with BPs and BUs (Storage & Power) to educate them on Expert Care’s manual process and intercat with Q2C team thru
Engage Support process

3 – Achieve Route’s targets

Specially for the Renewals that have been ‘delegated’ to the BPs, upselling is key!
Who?

1 – Business / Relationship
SSA & MX: Mónica Balbi (was: BP Focal cross-Logo and MVS for SSA)
BR: Guilherme Boro (was: Logo BDM for BR)

2 – Offerings and Processes

BR: Guilherme Boro (double role!)
MX: Sofía García Monroy (was: Logo BDM for MX)
SSA: Gabriel Enrique Manfredi (was: Logo BDM for SSA)

3 – Deals Management
Digital Sales Team – on demand, for the customers on each one’s territory
Cadences:
• These should be periodic meetings with the Business Partner’s main C-level execs to listen to the BP’s
feedback and requests for help and to measure KPIs and performance achievement versus targets
• One of the main outcomes of these meetings is the BP Forecast (signings and revenue, with a special
focus on Renewals (including renewals KPIs, i.e. upselling, current vs new TCV improvement, etc)
• This cadence should be led by:
• APU (Argentina, Paraguay, Uruguay): Gabriel Manfredi
• Brazil: N/A
• Chile: Eduardo Gallegos
• Colombia: Monica Balbi
• Ecuador: Santiago Pino
• Mexico: Sofia Garcia
• Peru: Dulfay Martinez
• The general criteria for this responsible cadence leader is as follows:
• If the country has one single seller, then the seller is the cadence leader, as the BP route whould
be considered their extended salesforce
• If the country has >1 seller, then other criteria has been used (experience, physical proximity, etc)