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Embedded Files
Assigned to territory sales division of Red Hat which specializes in modernized platforms provision on hybrid cloud.
Presented a technical foundation of how OpenShift has value as a microservices platform and hybrid cloud enabler.
Developed a business value framework with an emphasis of calculating and delivering ROI and TCO to an account.
Aligned client business initiatives and pain points with the most effective sales plays and modernization action plan.
Identified discount and margin negotiation across distribution channels such as Partner Program and CCSP Program.
Incoming Position: Account Executive Intern - Red Hat Commercial Territory - [May 2025 - August 2025]
⟐ HOLISTIC FRAMEWORK: RED HAT COMMERCIAL TERRITORY ACCOUNT EXECUTIVE ⟐
➣ OBJECTIVE #1:
ALL OPPORTUNITIES VIA PIPELINE MANAGEMENT
A major task of territory account executive is to manage and grow all opportunities to meet the quarterly sales quota by setting a pipeline to be 2.7x the amount of expected sales quota forecast.
➣ OBJECTIVE #2:
EACH OPPORTUNITY WITH E2E DEAL PROCESSES
To achieve a sales quota, individual opportunity has to be successful by progressing and closing the deal throughout the end-to-end client-facing stages starting from prospecting until expansion.
➣ OBJECTIVE #3:
DEAL METHODOLOGIES FOR DEAL PROGRESSION
During the processes of progressing deal on each opportunity, three main deal methodologies can be used: solution/consultative selling framework, negotiation tactics, and relationship/partnership.
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MAIN PAGE #1: RED HAT DIGITAL SALES PROCESS ONE PAGE VISUALIZATION
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OVERVIEW OF TECH SALES AT IBM
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A
⟐ ALL OPPORTUNITIES: PIPELINE MANAGEMENT + FORECASTING + ACTION PLAN ROADMAPS ⟐
➣ OBJECTIVE #1:
SELLING PATHWAYS AND DISCOUNTS / MARGINS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
TERRITORY UNIT PIPELINE GROWTH OBJECTIVES
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
PIPELINE MANAGEMENT ALONG WITH FORECAST
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #1: PIPELINE MANAGEMENT AND FORECASTING - MEETING ACV+ TARGET
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DISTRIBUTION CHANNELS - SOFTWARE DELIVERY PROGRAM: [i] PARTNER PROGRAM [ii] CCSP PROGRAM [iii] EMBEDDED [iv] GSI PROGRAM
EXPLANATION OF PURCHASE PATHWAY
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CONTENT DESCRIPTIONS
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Section 1: All Software Delivery Programs Explained
⇒ The importance of leading with business value in customer engagements by prioritizing key value drivers with the Red Hat Business Value Framework. ⇐
Section 2A: Red Hat Partner Program - On-Premise Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 2B: Red Hat Partner Program - Cloud Access Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3A: Red Hat Certified Cloud and Service Provider (CCSP) Program - Cloud Marketplace
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3B: CCSP Program Discount and Margin Calculation
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3C: Difference in Subscription Model Between Cloud Access Program vs. CCSP Program
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 4: Red Hat Embedded Program - Red Hat as Original Equipment Manufacturer [OEM]
⇒ To establish Red Hat as a technology-enabling partner by using the business value map to showcase how solutions enable strategic business objectives. ⇐
Section 5: Red Hat Global Systems Integrators Program
⇒ How to quantify the potential impact of Red Hat solutions using customer metrics and KPIs, applying extracted value to build and tailor the value brief. ⇐
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SECTION 1: ALL SOFTWARE DELIVERY PROGRAMS EXPLAINED
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Pathways to Purchase Red Hat
⇒ 1. Marketplace: Go online and buy Red Hat products at listed price [MSRP: Manufacturer's Suggested Retail Price]; for small accounts with low-volume purchases. ⇐
⇒ 2. Direct Selling: A client buys directly from Red Hat and receives implementation service from Red Hat Consulting; esepcially for the biggest and credible accounts. ⇐
⇒ 3. Partner Program: Purchase through channels [Client - Reseller - Distributor - Red Hat] under standard [15%] discounted price; for most accounts at territory level. ⇐
⇒ 4. Cloud Marketplace: Buy through the cloud service provider [CSP] to deploy Red Hat Products at predetermined cloud; often on committed spend for this pathway. ⇐
⇒ + Embedded?: _________________________________________________________________________________________________________________________ ⇐
⇒ + Global System Integrators?: ____________________________________________________________________________________________________________ ⇐
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SECTION 2A: RED HAT PARTNER PROGRAM - ON-PREMISE DEPLOYMENT
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SECTION 2A DIAGRAM EXPLAINED
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Main Reasons of Using Distribution Channel
⇒ 1. Mitigate Financial Risk: To sign a contract directly with the client can be risky in terms of financial risk (not meeting purchase order). ⇐
⇒ 2. Expand Red Hat Reach to Partner Network: The partners have their pre-worked partnerships, which Red Hat can use to prospect new opportunity. ⇐
⇒ 3. No Need for Implementation Consulting: Since the partner's whole revenue model is based on getting implementation, no need for huge Red Hat Consulting.⇐
⇒ 4. Difficulty of Getting Into Vendor List of Procurement Unit: It usually takes 1-6 months to get into vendor list of client although deal is done; partner is already in. ⇐
⇒ 5. Clients Rely on One Partner: Clients want 1 partner to know who they would bring the problem to; they do not want multiple channel of purchase which is difficult. ⇐
⇒ IMPORTANCE: MOST OF THE ACCOUNT EXECUTIVES MEETINGS AND NEGOTIATIONS HAPPEN IN DISTRIBUTION CHANNEL LANDSCAPE. ⇐
Channel Interaction #1: Distribution Channel Workflow
⇒ Chain: Client -- Reseller [Partner] -- Distributor -- Red Hat ⇐
⇒ Purchase Order Flow: [i] Client to Reseller [ii] Reseller to Distributor [iii] Distributor to Red Hat ⇐
⇒ Product Provision Flow: [i] Red Hat to Distributor [ii] Distributor to Reseller [iii] Reseller to Client ⇐
Channel Interaction #2: Channel Margins Calculation
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
Negotiation Situation #1: Client Budget Limitation
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
Negotiation Situation #2: Opportunity Brought by Partner
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
Negotiation Situation #3: Opportunity Brought by Red Hat
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
Discount Pricing #1: Standard Discount + Deal Registration
⇒ Selling Via Distribution Channel Results in Discount: [i] Standard Discount is 15% of MSRP [ii] Additional 20 - 36% discount for Deal Reg. ⇐
⇒ Deal Registration is Activated Under 2 Scenarios - #1: Partner found the opportunity and reached out to Red Hat to make a deal for the client. ⇐
⇒ Deal Registration is Activated Under 2 Scenarios - #2: Red Hat found the opportunity, but still gives deal reg in exchange of new opportunities. ⇐
Discount Pricing #2: Deal Reg + Tiered Partner Program
⇒ For the Deal Registration, the amount of discount is determined by the extent the partner knows about Red Hat [Red Hat Certifications] ⇐
⇒ 1. PPA - 36% Discount: _____________________________________________________________________________________. ⇐
⇒ 2. Premium - xx% Discount: _________________________________________________________________________________. ⇐
⇒ 3. Advanced - xx% Discount: _________________________________________________________________________________. ⇐
⇒ 4. Ready - 20% Discount: ____________________________________________________________________________________. ⇐
Value #1: Partner to Client
⇒ 1. Red Hat Implementation: Partners make Statement of Work [SOW] to implement Red Hat products to the client: This is their main revenue stream. ⇐
⇒ SOW Explained: They convert number of hours (time) and turn them into money that they will charge the client. ⇐
⇒ Red Hat Consulting: Red Hat Consulting exists to implement, Red Hat gives out partners the job for relationship. ⇐
⇒ 2. Available Partnerships and Trust in Their Network: _______________________________________________________________________________/⇐
⇒ Regional Strength: ____________________________________________________________________________. ⇐
⇒ Supporting All IT to Client: ____________________________________________________________________. ⇐
⇒ 3. Financial Risk of Making a Direct Deal With Client: _______________________________________________________________________________. ⇐
⇒ Red Hat Account Credibility Check: Normally, Red Hat goes through assessing financial credibility of accounts to ensure their ability to pay the purchase order. ⇐
⇒ Risk of Credibility Issues: What if their business is suddenly gone? What if the PO does not go through or not met? What is the business gets weakened suddenly? ⇐
Value #2: Distributor to Partner
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
Value #3: Distributor to Red Hat
⇒ 1. Financial Functionalities: ____________________________________________________________________________________________________. ⇐
⇒ Since distributors are normally to combine the technology to create one product, e.g., a server, why are they needed for software? ⇐
Value #4: Partner to Red Hat
⇒ ________________: _______________________________________________________________________________. ⇐
⇒ ________________: _______________________________________________________________________________. ⇐
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SECTION 2B: RED HAT PARTNER PROGRAM - CLOUD ACCESS DEPLOYMENT
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SECTION 2B VISUALIZATION EXPLAINED
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Opportunity #1: Transition From CCSP Program to Partner Program
⇒ Report: Red Hat receives a quarterly report history from CCPs, which is then used for Red Hat sellers to contact these accounts to check upon. ⇐
⇒ Benefit of Transitioning From CCP to Distribution Channel: Clients have flexibility to deploy Red Hat products to any cloud of their choice, not only one. ⇐
Opportunity #2: Cloud Committed Spend and Red Hat
⇒ Since clients who are contracted to CCSP needs to spend x amount of money on cloud deployment and update in an year, Red Hat finds opportunities at the end of year. ⇐
⇒ Report: Since CCPs send their quarterly history of Red Hat purchasers, Red Hat can contact those accounts for money left in CCSP to explore modernized technology. ⇐
CCP Reporting to Red Hat on Product Sales
⇒ CCP reports to Red Hat after the end of quarter about which account, which product, to what extent, etc. ⇐
⇒ Limitation in Current CCP Reporting: Account Executives need to individually open up a page for individual accounts. ⇐
AE Need #1: Aggregated Report for Client Transition to Distribution Channel
⇒ Based on CCSP Report to Red Hat at the end of quarter, a report to let Account Executives simply know about Red Hat transactions on CCP. ⇐
⇒ PURPOSE: TO PROVIDE EASIER OVERVIEW OF WHO ARE PURCHASING RED HAT PRODUCTS THROUGH CLOUD COMPUTING PROVIDERS. ⇐
AE Need #2: Aggregated Report for Remaining Cloud Committed Spend at EOY
⇒ Forecast Report: A forecast based on last year and previous years to find out "accounts with a lot of cloud committed spend left at the end of year." ⇐
⇒ Availability Report: A report to let the Account Executives know about the current expenditure of accounts and amount left from committed spend. ⇐
⇒ PURPOSE: TO PROVIDE COMPILED INSIGHT ON WHO HAS MONEY LEFT IN COMMITTED SPEND AT EOY TO SPEND ON MODERNIZATION. ⇐
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SECTION 4: OPPORTUNITY PROSPECTING IN DIFFERENT SELLING PATHWAYS
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SECTION 4 VISUALIZATION EXPLAINED
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PIPELINE GROWTH - PIPELINE SOURCES: [i] NET NEW PROSPECTS [ii] RENEWAL AND EXPANSION ON EXISTING CUSTOMER [iii] CO-SELLING
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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Section 1: All Software Delivery Programs Explained
⇒ The importance of leading with business value in customer engagements by prioritizing key value drivers with the Red Hat Business Value Framework. ⇐
Section 2A: Red Hat Partner Program - On-Premise Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 2B: Red Hat Partner Program - Cloud Access Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
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SECTION 1: ALL SOFTWARE DELIVERY PROGRAMS EXPLAINED
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FIGSEURE 1 DESCRIPTION
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FIGURE 3 DESCRIPTION
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PIPELINE MANAGEMENT #1 - FORECASTING: [i] CLOSED ACV+ FORECASTING [ii] 2 QUARTERS SIMULTANEOUS OPERATION [iii] UPSIDE DEAL
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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Section 1: All Software Delivery Programs Explained
⇒ The importance of leading with business value in customer engagements by prioritizing key value drivers with the Red Hat Business Value Framework. ⇐
Section 2A: Red Hat Partner Program - On-Premise Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 2B: Red Hat Partner Program - Cloud Access Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3A: Red Hat Certified Cloud and Service Provider (CCSP) Program - Cloud Marketplace
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3B: CCSP Program Discount and Margin Calculation
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3C: Difference in Subscription Model Between Cloud Access Program vs. CCSP Program
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 4: Red Hat Embedded Program - Global Independent Software Vendor
⇒ To establish Red Hat as a technology-enabling partner by using the business value map to showcase how solutions enable strategic business objectives. ⇐
Section 5: Red Hat Global Systems Integrators Program
⇒ How to quantify the potential impact of Red Hat solutions using customer metrics and KPIs, applying extracted value to build and tailor the value brief. ⇐
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SECTION 1: ALL SOFTWARE DELIVERY PROGRAMS EXPLAINED
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FIGURE 1 DESCRIPTION
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PIPELINE MANAGEMENT #2 - ACTION PLANS: [i] 30-60-90 ROADMAP ON DEAL CLOSING [ii] 30-60-90 ROADMAP ON PIPELINE MANUFACTURE
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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Section 1: All Software Delivery Programs Explained
⇒ The importance of leading with business value in customer engagements by prioritizing key value drivers with the Red Hat Business Value Framework. ⇐
Section 2A: Red Hat Partner Program - On-Premise Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 2B: Red Hat Partner Program - Cloud Access Deployment
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3A: Red Hat Certified Cloud and Service Provider (CCSP) Program - Cloud Marketplace
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3B: CCSP Program Discount and Margin Calculation
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 3C: Difference in Subscription Model Between Cloud Access Program vs. CCSP Program
⇒ The process of finding customer goals which RH can deliver tangible values, [i] from defining a value hypothesis [ii] to validating it with stakeholders. ⇐
Section 4: Red Hat Embedded Program - Global Independent Software Vendor
⇒ To establish Red Hat as a technology-enabling partner by using the business value map to showcase how solutions enable strategic business objectives. ⇐
Section 5: Red Hat Global Systems Integrators Program
⇒ How to quantify the potential impact of Red Hat solutions using customer metrics and KPIs, applying extracted value to build and tailor the value brief. ⇐
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SECTION 1: ALL SOFTWARE DELIVERY PROGRAMS EXPLAINED
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FIGURE 1 DESCRIPTION
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CRM SYSTEM - RED HAT SALES CLOUD: [i] ACCOUNTS [ii] LEADS [iii] CONTACTS [iii] OPPORTUNITIES [iv] QUOTES AND ORDERS [v] REPORTS
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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RED HAT NORTH AMERICA COMMERCIAL DIVISION: [i] LEVELS BY ACCOUNT EXPENDITURE [ii] POSITION INTERACTION IN DIFFERENT LEVEL
TEAM STRUCTURE AND CROSS FUNCTIONALITIES
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FIGURE 1: RED HAT SALES BUSINESS UNIT STRUCTURE OVERVIEW
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FIGURE 1 DESCRIPTION
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RUNNING 2 QUARTERS SIMULTANEOUSLY + ACHIEVE WITHIN 3% RANGE FINAL FORECAST
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RUNNING 2 QUARTERS SIMULTANEOUSLY + ACHIEVE WITHIN 3% RANGE FINAL FORECAST
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A
⟐ INDIVIDUAL OPPORTUNITY: END-TO-END DEAL PROGRESSION + MEDDPICC QUALIFICATION ⟐
➣ OBJECTIVE #1:
PIPELINE MANUFACTURING ON TOP-OF-FUNNEL
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
CRM ANALYSIS TO EXTRACT RELEVANT INSIGHTS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
SCIENCE BEHIND CLIENT-INTERACTING ACTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #1: RED HAT DIGITAL SALES PROCESS ONE PAGE VISUALIZATION
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PROSPECT - COLD CALLING: [i] COLD CALL RESEARCH AND OUTREACHING SEQUENCES [ii] COLD CALL AND OBJECTION HANDLING SCRIPTS
[i] RAISING PICK-UP RATE WITH BETTER SEQUENCE [ii] RAISING CONVERSION RATE WITH CLIENT-FACING SKILLS
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FIGURE 1: OVERVIEW OF SALES DEVELOPMENT REPRESENTATIVE RESPONSIBILITIES
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FIGURE 1 DESCRIPTION
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FIGURE 2: ACCOUNT QUALIFICATION
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FIGURE 2 DESCRIPTION
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FIGURE 3: LEAD QUALIFICATION
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FIGURE 3 DESCRIPTION
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FIGURE 4: PROSPECTING STRATEGIES
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FIGURE 4 DESCRIPTION
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OPPORTUNITY QUALIFICATION - MEDDPICC: [i] MEDDPICC MODEL DEFINED [iii] BANT FRAMEWORK [iii] UPDATING FORECAST PROBABILITY
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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OPPORTUNITY MANAGEMENT STAGE #1 - DISCOVER: [i] DISCOVERY MEETING [iii] PIPELINE CATEGORY = PIPELINE [iii] ACCOUNT PLANNING
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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OPPORTUNITY MANAGEMENT STAGE #2 - VALIDATE: [i] __________________ [iii] PIPELINE CATEGORY = PIPELINE 40% [iii] ______________
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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OPPORTUNITY MANAGEMENT STAGE #3 - PROPOSE: [i] ________________ [iii] PIPELINE CATEGORY = BEST CASE 70% [iii] ______________
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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OPPORTUNITY MANAGEMENT STAGE #4 - NEGOTIATE: [i] _____________ [iii] PIPELINE CATEGORY = COMMIT 90% [iii] __________________
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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OPPORTUNITY MANAGEMENT STAGE #5 - CLOSE: [i] _______________ [iii] PIPELINE CATEGORY = CLOSED 100% [iii] ___________________
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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POST SALES - DEPLOYMENT AND MONITORING: [i] PRODUCT IMPLEMENTATION RESPONSIBILITIES [ii] CUSTOMER SUCCESS MANAGEMENT
[i] RAISING PICK-UP RATE WITH BETTER SEQUENCE [ii] RAISING CONVERSION RATE WITH CLIENT-FACING SKILLS
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FIGURE 1: OVERVIEW OF SALES DEVELOPMENT REPRESENTATIVE RESPONSIBILITIES
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2: ACCOUNT QUALIFICATION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3: LEAD QUALIFICATION
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FIGURE 3 DESCRIPTION
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TITLE
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FIGURE 4: OPTIMIZING CONVERSION RATE WITH COLD CLIENT-FACING SKILLS
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FIGURE 4 DESCRIPTION
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TITLE
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LIFECYCLE SELLING - RENEWAL AND EXPANSION: [i] INTERNAL RENEWAL AND EXPANSION STRATEGIES [ii] EXTERNAL RENEWAL SOURCING
[i] RAISING PICK-UP RATE WITH BETTER SEQUENCE [ii] RAISING CONVERSION RATE WITH CLIENT-FACING SKILLS
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FIGURE 1: OVERVIEW OF SALES DEVELOPMENT REPRESENTATIVE RESPONSIBILITIES
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FIGURE 1 DESCRIPTION
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TITLE
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FIGURE 2: ACCOUNT QUALIFICATION
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FIGURE 2 DESCRIPTION
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TITLE
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FIGURE 3: LEAD QUALIFICATION
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FIGURE 3 DESCRIPTION
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TITLE
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FIGURE 4: OPTIMIZING CONVERSION RATE WITH COLD CLIENT-FACING SKILLS
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FIGURE 4 DESCRIPTION
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TITLE
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END-TO-END DEAL PROCESS PRESENTATION
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A
⟐ DEAL METHODOLOGY #1: TECHNOLOGY PORTFOLIO + SUBSCRIPTION MODELS + SALES PLAY ⟐
➣ OBJECTIVE #1:
HIGH-LEVEL IT INFRASTRUCTURE INTERACTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
CONSULTATIVE SELLING OF RED HAT SOLUTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
CLIENT OBJECTIONS HANDLING / NEGOTIATIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #1: RED HAT TECHNOLOGY AREA VISUALIZATION
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IT AND CLOUD INFRASTRUCTURE: [i] HYBRID CLOUD INFRASTRUCTURE + PURPOSE OF SERVER [ii] DEVOPS PRINCIPLE AND STAKEHOLDERS
UNDERSTANDING IT AND CLOUD INFRASTRUCTURE
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FIGURE 1: IT AND CLOUD INFRASTRUCTURE HIGH-LEVEL PICTURE
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FIGURE 1 EXPLANATION
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Goals of IT and Cloud Infrastructure
⇒ MAIN GOAL: [i] TO SAVE MANPOWER [ii] TO SAVE TIME ⇐
⇒ Detailed Goal #1: To deliver application effectively and seamlessly to the client computers at the office or home. ⇐
⇒ Detailed Goal #2: To improve software development environment according and appropriate to application types. ⇐
⇒ Detailed Goal #3: To reduce operational inefficiencies so that operation engineers retain security and availability. ⇐
Role of Servers
⇒ 1. Anything to Not Localize: _______________________________________________________________________________ ⇐
⇒ 2. Storage-Focused Servers: _______________________________________________________________________________ ⇐
⇒ + Examples of Servers: [i] Web Server [ii] Email Servers [iii] Database Servers [iv] Application Servers [v] File Servers [vi] Storage Servers ⇐
Cloud Deployment Models
⇒ 1. Private Cloud [On-Premise]: _______________________________________________________________________________________ ⇐
⇒ 2. Public Cloud [Third-Party]: _______________________________________________________________________________________ ⇐
⇒ 3. Hybrid Cloud [IBM Product]: _______________________________________________________________________________________ ⇐
Network in Different Cloud Models
⇒ Private Cloud Network: _______________________________________________________________________________________ ⇐
⇒ Public Cloud Network: _______________________________________________________________________________________ ⇐
Types of Servers
⇒ SERVER GOALS: [i] HIGH UTILIZATION [ii] HIGH EFFICIENCY [iii] HIGH AVAILABILITY ⇐
⇒ Server Goal #1 - High Utilization: _____________________________________ ⇐
⇒ Server Goal #2 - High Efficiency: _____________________________________ ⇐
⇒ Server Goal #3 - High Availibility: _____________________________________ ⇐
⇒ 1. Base Metal: _____________________________________________________________________________________________ ⇐
⇒ 2. Virtual Machines: ________________________________________________________________________________________ ⇐
⇒ 3. Containerized Applications: ________________________________________________________________________________ ⇐
⇒ Containerization = Application Deployment Model: Contanerization is not done in server-level, but in an OS-level ⇐
⇒ Ex: Containerization in Bare Metal: _______________________________________________________________ ⇐
⇒ Ex: Containerization in Virtual Machines: __________________________________________________________ ⇐
Cases Where OpenShift Virtualization Might Be Useful
⇒ some applications are not based on microservices (not containerized), meaning that kubernetes is not necessary to be deployed. ⇐
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FIGURE 2: MICROSERVICES AND CONTAINERIZATION
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FIGURE 2 EXPLANATION
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DevOps: Principle
⇒ Software Engineers vs Operations Engineers: ________________________________________________________________________ ⇐
⇒ DevOps as a Solution: ____________________________________________________________________________________________ ⇐
⇒ + Ansible in DevOps: ______________________________________________________________________________ ⇐
⇒ + Kubernetes in DevOps: ______________________________________________________________________________ ⇐
⇒ CI/CD [Continuous Integration/Continuous Deployment]: ______________________________________________________________________________ ⇐
Benefit to Software Developers
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
Benefit to Operations Developers
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #1 - RED HAT ENTERPRISE LINUX: [i] TECHNOLOGY + BUSINESS VALUE [ii] ADDITIONAL RHEL FEATURES [iii] RED HAT SATELITE
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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Upstream Project: Fedora Linux
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
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⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
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⇒ ____________ ⇐
TITLE
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FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
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TITLE
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⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #2 - RED HAT ANSIBLE AUTOMATION PLATFORM: [i] TECHNOLOGY + BUSINESS VALUE [ii] ANSIBLE PLAYBOOKS [iii] AGENTLESS
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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Upstream Project: Ansible AWX
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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TITLE
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⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
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⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #3 - RED HAT OPENSHIFT: [i] MONOLITHIC WORKLOAD [ii] CONTAINERLIZED MICROSERVICES [iii] KUBERNETES [iv] OPENSHIFT
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
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Upstream Project: OKD Kubernetes [Kubernetes]
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
Upstream Project: Kubevert Kubernetes [Virtualization]
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #4 - RED HAT AI: [i] RED HAT AI INFERENCE SERVER [ii] RED HAT ENTERPRISE LINUX AI [iii] RED HAT OPENSHIFT AI [iv] LLM TYPE
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #5 - RED HAT SERVICE: [i] TRAINING AND CERTIFICATION [ii] RED HAT CONSULTING [iii] TECHNICAL ACCOUNT MANAGERS (TAM)
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
PORTFOLIO #6 - RED HAT SECURITY: [i] DEVSECOPS PRINCIPLE [ii] RED HAT SECURITY-FOCUSED PORTFOLIOS [iii] MISSION CRITICAL CASES
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FIGURE 2: RED HAT ENTERPRISE LINUX
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FIGURE 4: RED HAT OPENSHIFT
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
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FIGURE 4 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
SUBSCRIPTION MODELS: [i] PORTFOLIO SUBSCRIPTION MODELS [ii] SUBSCRIPTION MODELS ON CLOUD MARKETPLACE [iii] MSRP LISTINGS
BUSINESS VALUES OF 3 CORE RED HAT PRODUCTS
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FIGURE 1: LOCATION OF RED HAT PRODUCTS IN INFRASTRUCTURE
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FIGURE 1 DESCRIPTION
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TITLE
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 2: RED HAT ENTERPRISE LINUX
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FIGURE 2 DESCRIPTION
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FIGURE 3: RED HAT ANSIBLE AUTOMATION PLATFORM
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FIGURE 3 DESCRIPTION
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FIGURE 4: RED HAT OPENSHIFT
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FIGURE 4 DESCRIPTION
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SALES PLAY: [i] INDIVIDUAL PRODUCT SALES PLAYS [ii] OPENSHIFT SALES PLAYS [iii] INTERNAL AND EXTERNAL CROSS SELLING SALES PLAYS
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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FINAL PRESENTATION PART 1A: CONTAINERS AND KUBERNETES
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FINAL PRESENTATION PART 1B : OPENSHIFT AND HYBRID CLOUD
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⟐ DEAL METHODOLOGY #2: BUSINESS VALUE PROPOSITION + SOLUTION SELLING FRAMEWORK ⟐
➣ OBJECTIVE #1:
HIGH-LEVEL IT INFRASTRUCTURE INTERACTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
CONSULTATIVE SELLING OF RED HAT SOLUTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
CLIENT OBJECTIONS HANDLING / NEGOTIATIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #2: VALUE PROPOSITION PER CLIENT PAIN POINT ONE PAGE VISUALIZATION
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ACCOUNT RESEARCH - BUSINESS OBJECTIVES: [i] BUSINESS INITIATIVES [ii] TECHNICAL INITIATIVES [iii] ACCOUNT RED HAT GROWTH PLAN
[1] TECHNOLOGY INSTALL BASE W/ SUPPORTABLE [2] LEAD/CONTACT RESEARCH [3] SEC REPORT INSIGHTS
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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10-K REPORT ANALYSIS - ANNUAL REPORT: [i] ____________________________ [ii] ______________________________________________
COMPELLING REASON TO ACT & VALUE DISCOVERY (ESTABLISH PAIN POINT + CLEAR DEMAND OF CLIENTS)
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TABLE OF CONTENTS
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FOUNDATIONS OF CONSUMER BEHAVIOR
⇒ Lecture 1: Organizational Design [조직 설계] ⇐
⇒ Lecture 2: Motivating Employees [직원 동기 부여] ⇐
⇒ Lecture 3: Understanding Power, Exercising Influence [권력 이해와 영향력 행사] ⇐
⇒ Lecture 4: Making Effective Decisions [효과적인 의사결정] ⇐
⇒ Lecture 5: Managing Teams [효과적인 팀 관리] ⇐
CONSUMPTION FRAMEWORK
⇒ Lecture 6: Motivation, Ability, Opportunity, and Problem Recognition [동기, 능력, 기회, 문제 인식] ⇐
⇒ Lecture 7: Information Search [정보 탐색] ⇐
⇒ Lecture 8: A Model of Decision-Making [의사결정 모델] ⇐
⇒ Lecture 9: Persuasion [설득] ⇐
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LECTURE 1: INTRODUCTION TO CONSUMER BEHAVIOR [소비자 행동 개론]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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CONTENT #4
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LECTURE 2: RESEARCH METHODS [연구 방법론]
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TABLE OF CONTENTS
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CONTENT #2
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CONTENT #3
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LECTURE 3: FINANCIAL DECISION MAKING [금융 의사결정]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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LECTURE 4: ATTENTION AND MEMORY [주의력 및 기억력]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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LECTURE 5: VALUATION AND CHOICE ARCHITECTURE [가치 평가 및 선택 설계]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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CONTENT #
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LECTURE 6: MOTIVATION, ABILITY, OPPORTUNITY, AND PROBLEM-RECOGNITION [동기, 능력, 기회, 문제 인식]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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CONTENT #
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LECTURE 7: INFORMATION SEARCH [정보 탐색]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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CONTENT #
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LECTURE 8: A MODEL OF DECISION-MAKING [의사결정 모델]
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TABLE OF CONTENTS
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CONTENT #1
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LECTURE 9: PERSUASION [설득]
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CONTENT #1
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CONTENT #2
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CONTENT #3
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CONTENT #
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4Q24 EARNINGS - ANNUAL INVESTOR PRESENTATION: [i] _______________________________ [ii] _________________________________
COMPELLING REASON TO ACT & VALUE DISCOVERY (ESTABLISH PAIN POINT + CLEAR DEMAND OF CLIENTS)
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
TABLE OF CONTENTS
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FOUNDATIONS OF CONSUMER BEHAVIOR
⇒ Lecture 1: Organizational Design [조직 설계] ⇐
⇒ Lecture 2: Motivating Employees [직원 동기 부여] ⇐
⇒ Lecture 3: Understanding Power, Exercising Influence [권력 이해와 영향력 행사] ⇐
⇒ Lecture 4: Making Effective Decisions [효과적인 의사결정] ⇐
⇒ Lecture 5: Managing Teams [효과적인 팀 관리] ⇐
CONSUMPTION FRAMEWORK
⇒ Lecture 6: Motivation, Ability, Opportunity, and Problem Recognition [동기, 능력, 기회, 문제 인식] ⇐
⇒ Lecture 7: Information Search [정보 탐색] ⇐
⇒ Lecture 8: A Model of Decision-Making [의사결정 모델] ⇐
⇒ Lecture 9: Persuasion [설득] ⇐
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LECTURE 1: INTRODUCTION TO CONSUMER BEHAVIOR [소비자 행동 개론]
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TABLE OF CONTENTS
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CONTENT #2
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CONTENT #3
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CONTENT #4
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LECTURE 2: RESEARCH METHODS [연구 방법론]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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LECTURE 3: FINANCIAL DECISION MAKING [금융 의사결정]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #2
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CONTENT #3
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LECTURE 4: ATTENTION AND MEMORY [주의력 및 기억력]
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TABLE OF CONTENTS
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CONTENT #1
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CONTENT #3
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LECTURE 5: VALUATION AND CHOICE ARCHITECTURE [가치 평가 및 선택 설계]
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TABLE OF CONTENTS
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CONTENT #1
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LECTURE 6: MOTIVATION, ABILITY, OPPORTUNITY, AND PROBLEM-RECOGNITION [동기, 능력, 기회, 문제 인식]
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TABLE OF CONTENTS
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LECTURE 7: INFORMATION SEARCH [정보 탐색]
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LECTURE 8: A MODEL OF DECISION-MAKING [의사결정 모델]
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LECTURE 9: PERSUASION [설득]
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SOLUTION SELECTION - BUSINESS VALUE: [i] TECHNOLOGY DECISION POINT [ii] VALUE QUADRANTS [iii] CURRENT STATE AND IDEAL STATE
COMPELLING REASON TO ACT & VALUE DISCOVERY (ESTABLISH PAIN POINT + CLEAR DEMAND OF CLIENTS)
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FIGURE 1: [i] WHEN CLIENT KNOWS WHAT THEY WANT [ii] WHEN CLIENT HAS UNCONSIDERED NEEDS
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FIGURE 1 DESCRIPTION
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VALUE ARTICULATION #1 - QUANTITATIVE BENEFITS: [i] FRAMING 4 QUADRANTS BUSINESS CASE [ii] OUTSIDE-IN QUANTITATIVE MEASURES
PROVIDE QUANTITATIVE REASONS [MOSTLY CALCULATING TIME AND MANPOWER SAVED MULTIPLIED BY MONEY SAVED IN THOSE RESOURCES]
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NICOLE: YOUR ROLE AS BUSINESS VALUE PARTNER
• COST OF SUPPORT CALCULATION DOCUMENT: support case / support cost / escalation cost [budget, number of workers]
• Analysts to Qualitative: Cost Avoidance / Let them hire less people; our support people can handle their problems / time saving and efficiencies
• access.redhat.com: product lifecycle, product documentation
ACCOUNT PLANNING - PIPELINE GENERATION - DEAL CLOSURE - RENEWAL/UPSELL
* custom account planning | financial & market research | ROI / TCO analysis / HCS Proposals | xKS Competitive Value
* Account Planning: How / what sources you look into when collecting data for deal case? How do you make sure customers give heir data?
* Account Planning: How do you conduct financial and market research? What resources do you look into when doing these research activities?
* Return on Investment / Total Cost of Ownership Calculation: What are qualitative benefit categories you are trying to calculate numbers about?
* Return on Investment / Total Cost of Ownership Calculation: How do you calculate numbers? Time/manpower saved into new projects into money?
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RED HAT BUSINESS VALUE PARTNER COMMERCIAL FIELD GUIDE PPTX - PROVIDED BY TRIPP PARRAN
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Introduction
⇒ BVP for America Commercial Teams: 2 BVP associates (Tripp Parran and Mansi Jain) dedicated to support Americas Commercial. ⇐
⇒ Performance: [i] Supported 10 wins worth 8M ACV+ [ii] ~40 NA East/West Commercial Corporate Accounts and LATAM accounts. ⇐
⇒ BVP Roles: [i] Direct engagements with accounts [ii] Empower value selling at scale [iii] Discuss opportunities about ad hoc support. ⇐
Business Value Framework: What Customers Care About
⇒ Product Capabilities to Business Outcomes: Discussion specific on capabilities of each product → Focus on business outcomes enabled by products together. ⇐
⇒ Objectives of Business Value Framework: To elevate conversation and discussions mainly based on [i] client business needs and [ii] quantified value creation. ⇐
⇒ Tangible + Bottom Line (Net Profit) = Cost Optimization: To save cost via reduced operational overhead, higher resource utilization, and lower cost of error. ⇐
⇒ Intangible + Bottom Line (Net Profit) = Risk Avoidance: To protect business with higher security via preventing security breaches and compliance violation. ⇐
⇒ Tangible + Top Line (Revenue) = Revenue Growth: To increase revenue via faster go-to-market and decision-making by accelerating the development cycle. ⇐
⇒ Intangible + Top Line (Revenue) = Strategic Improvements: To drive modernization and innovation via building hybrid cloud and AI-enabled environments. ⇐
Impact Across Deal Lifecycle #1 - Account Planning
⇒ Stage 1 - Account Planning: Elevate account planning to focus on customer value. ⇐
⇒ Custom Account Planning: ____________ ⇐
⇒ Financial and Market Research: ____________ ⇐
⇒ Sales Plays With PnT: ____________ ⇐
⇒ Custom Account Planning: ____________ ⇐
Impact Across Deal Lifecycle #2 - Pipeline Generation
⇒ Stage 2 - Pipeline Generation: Increase pipeline and deal sizes by gaining customer executive attention. ⇐
⇒ CXO / VITO Campaigns: ____________ ⇐
⇒ Partner Value Propositions: ____________ ⇐
⇒ Summit and EBCs: ____________ ⇐
⇒ MEDDPICC Deal Reviews: ____________ ⇐
⇒ Sample Deliverable #1 - Benchmark-Driven CXO Value Hypothesis: Gain CXO attention with outside-in view of the organizations based on industry benchmarks. ⇐
⇒ Sample Deliverable #2 - Client Business Value (CBV) Tool: Elevate account planning by leveraging insights on key customer priorities and competitive benchmarking. ⇐
⇒ Sample Deliverable #3 - Competitive TCO Framework: Differentiate against the competitors with standard comparison framework and business value narrative. ⇐
Impact Across Deal Lifecycle #3 - Deal Closure
⇒ Stage 3 - Deal Closure: Introduce predictability and increase win rates through maturing and closing deals. ⇐
⇒ Business Cases: ____________ ⇐
⇒ ROI / TCO Analysis: ____________ ⇐
⇒ HCS Proposals: ____________ ⇐
⇒ xKS Competitive Value: ____________ ⇐
⇒ Sample Deliverable #1 - Value Maps: Expedite deal movement with customer-specific map of how technology enables business outcomes. ⇐
⇒ Sample Deliverable #2 - CXO Business Case: Gain funding approval with a financial business case to help customer champions get buy-in internally. ⇐
⇒ Sample Deliverable #3 - Detailed TCO Analysis: Accelerate budget decision with cost/benefit data for comparison against direct competition. ⇐
Impact Across Deal Lifecycle #4 - Renewal and Upsell
⇒ Stage 4 - Renewal and Upsell: Scale the value conversation beyond sales into Marketing, PnT, Customer Success, Ecosystem, etc. ⇐
⇒ Value Realization with CSE: ____________ ⇐
⇒ Customer Reference Stories: ____________ ⇐
⇒ Feedback on PnT: ____________ ⇐
⇒ Cloud Services Value: ____________ ⇐
⇒ Sample Deliverable #1 - Value of Managed OpenShift to GSI/RSI Partners: Expand managed services sales for partners in sell-through and sell-with. ⇐
⇒ Sample Deliverable #2 - Value Realization Pilot: Derisk renewals and expand accounts with a framework to measure quantified business outcome achievement. ⇐
⇒ Sample Deliverable #3 - Win Stories: Highlight key wins and strategic partnerships through SPP support in the past year. ⇐
BVP Engagement Model
⇒ White Glove Engagement: Qualitative and quantitative analysis of the value of Red Hat products and services. ⇐
⇒ Light Touch Engagement: Estimation of Red Hat portfolios value using past examples and independent studies. ⇐
⇒ Self-Service Resources: Best practice methods and tools to introduce business value into any sales conversation. ⇐
Key Elements of a Business Value Assessment
⇒ Strategic Imperatives: ____________ ⇐
⇒ Current State Challenges: ____________ ⇐
⇒ Future Vision and Roadmap: ____________ ⇐
⇒ Benefit Value Map: ____________ ⇐
⇒ Value Qualification: ____________ ⇐
⇒ 3-5 Year ROI Analysis: ____________ ⇐
Sample White Glove Business Value Engagement Approach
⇒ Kick-Off: ____________ ⇐
⇒ Discovery: ____________ ⇐
⇒ Analysis: ____________ ⇐
⇒ Validation: ____________ ⇐
⇒ Presentation: ____________ ⇐
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FIGURE 3 DESCRIPTION
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VALUE ARTICULATION #2 - PAST SUCCESS CASES: [i] SUPPORT INTANGIBLE VALUE PROPOSITIONS [ii] STORYTELLING WITH SIMILAR CASES
COMPELLING REASON TO ACT & VALUE DISCOVERY (ESTABLISH PAIN POINT + CLEAR DEMAND OF CLIENTS)
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FIGURE 1: [i] WHEN CLIENT KNOWS WHAT THEY WANT [ii] WHEN CLIENT HAS UNCONSIDERED NEEDS
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CONSIDERATION #1 - STAKEHOLDER STRATEGY: [i] MODERNIZATION-AVERSION [ii] ______________________________________________
CONSIDERING STAKEHOLDERS WHO ARE IMPACTED BY THE SELLING
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CONSIDERATION #2 - COMPETITIVE STRATEGY: [i] COMPETITIVENESS MEASURINGS [ii] FRONTAL [iii] FLANKING [iv] FRAGMENT [iv] DEFEND
FIGURE OUT STRATEGY TO DEAL WITH COMPETITORS IN THE MARKETPLACE
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CONSIDERATION #3 - CLIENT DECISION CRITERIA: [i] EVALUATION METRIC [ii] __________________________________________________
FIND OUT WHAT ARE FINAL DECISION CRITERIA OF CLIENTS
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FINAL PRESENTATION PART 2 : OPENSHIFT BUSINESS VALUE ARTICULATION AND DEAL STRATEGIES
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⟐ DEAL METHODOLOGY #3: RELATIONSHIP MAPPING + PARTNERSHIP MANAGEMENT ⟐
➣ OBJECTIVE #1:
HIGH-LEVEL IT INFRASTRUCTURE INTERACTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
CONSULTATIVE SELLING OF RED HAT SOLUTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
CLIENT OBJECTIONS HANDLING / NEGOTIATIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #5: RELATIONSHIP AND PARTNERSHIP DIAGRAM
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PATH TO CLOSE ANALYSIS: [i] NEGOTIATION PROCESS [ii] PROCUREMENT PROCESS [iii] ACCOUNT CONTEXT [iv] DEAL CLOSE BOTTLENECKS
FINDING OUT WHY CLIENT NEEDS RED HAT SOLUTION
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RELATIONSHIP MAP - DIAGRAM: [i] KEY STAKEHOLDER CATEGORIES [ii] ORGANIZATIONAL CHART [ii] PATH TO CLOSE KEY PLAYERS DIAGRAM
FINDING OUT WHY CLIENT NEEDS RED HAT SOLUTION
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FIGURE 1: _______________________
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PARTNER RELATIONSHIP - PARTNERSHIP MANAGEMENT: [i] PARTNER PLANNING [ii] PARTNERSHIP MAINTENANCE [iii] PARTNER-LED DEAL
FINDING OUT WHY CLIENT NEEDS RED HAT SOLUTION
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FIGURE 1: _______________________
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RELATIONSHIP CULTIVATION: [i] STAKEHOLDERS INCENTIVES [ii] EXCHANGE OF VALUES [iii] EFFECTIVE COMMUNICATION [iv] RESPECT TIME
FINDING OUT WHY CLIENT NEEDS RED HAT SOLUTION
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FIGURE 1: _______________________
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REAL OPENSHIFT DEAL CASE RELATIONSHIP MAPPING PRESENTATION
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A
⟐ DEAL METHODOLOGY #4: CONSULTATIVE SELLING + NEGOTIATION + OBJECTION HANDLING ⟐
➣ OBJECTIVE #1:
HIGH-LEVEL IT INFRASTRUCTURE INTERACTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #2:
CONSULTATIVE SELLING OF RED HAT SOLUTIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
➣ OBJECTIVE #3:
CLIENT OBJECTIONS HANDLING / NEGOTIATIONS
전체적으로 참여를 하는 사람들에게 너무 일이 집중되고 거의 아무것도 안하는 사람들의 비율이 좋지 않았다. 나는 그것의 문제를 멤버들이 본인이 당장 팀에 어차피 그게 기여를 안하고 있다고 생각해서라고 판단함.
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MAIN PAGE #4: NEGOTIATION AND OBJECTION-HANDLING DIAGRAM
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CONSULTATIVE SELLING: [i] STAKEHOLDER VALUE [ii] PRESENCE & RELATING [iii] QUESTIONING & LISTENING [iv] POSITIONING & CHECKING
ROBERT CIALDINI'S PSYCHOLOGY OF PERSUASION,
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SECTION 1: SALES SKILL EXPLAINED
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FIGURE 1 DESCRIPTION
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Open-Ended Questions Explained
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Close-Ended Questions Explained
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SECTION 2: BUILDING CUSTOMER VALUE
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FIGURE 2 DESCRIPTION
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Initial Call
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Objection Handling
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FIGURE 3: USE CASES IN ACTIVE CLIENT NEGOTIATION
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FIGURE 3 DESCRIPTION
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Pain Point Analysis
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Price Negotiation
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⇒ ____________ ⇐
⇒ ____________ ⇐
Next Meeting
⇒ ____________ ⇐
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NEGOTIATION TACTICS: [i] INTERESTS [ii] COMMON GROUND [iii] TRADABLE AND LEVER [iv] BATNA [v] NEGOTIATING RANGE [vi] OPEN FIRST
ROBERT CIALDINI'S PSYCHOLOGY OF PERSUASION,
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SECTION 1: SALES SKILL EXPLAINED
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FIGURE 1 DESCRIPTION
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Open-Ended Questions Explained
⇒ ____________ ⇐
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Close-Ended Questions Explained
⇒ ____________ ⇐
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SECTION 2: USE CASES IN COLD CALLS
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FIGURE 2 DESCRIPTION
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Initial Call
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
Objection Handling
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
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FIGURE 3: USE CASES IN ACTIVE CLIENT NEGOTIATION
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FIGURE 3 DESCRIPTION
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Pain Point Analysis
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
Price Negotiation
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
Next Meeting
⇒ ____________ ⇐
⇒ ____________ ⇐
⇒ ____________ ⇐
OBJECTION HANDLING TACTICS: [i] PRICE OR BUDGET [ii] NEED OR FIT [iii] TRUST [iv] TIMING [v] OBJECTION RESOLVING STEP FRAMEWORK
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
⇒ ____________ ⇐
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TITLE
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PERSUASION TECHNIQUES: [i] ASSUMPTIVE LANGUAGE [ii] FRAMING [iii] ANCHOR [ii] PRINCIPLES OF PERSUASION [iii] TYPE OF QUESTIONS
[DIGITAL VS BRAND] [COMMERCIAL] [TERRITORY] AND ROLES
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FIGURE 1: _______________________
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FIGURE 1 DESCRIPTION
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TITLE
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TITLE
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FIGURE 2 DESCRIPTION
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FIGURE 2 DESCRIPTION
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TITLE
⇒ ____________ ⇐
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TITLE
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FIGURE 3 DESCRIPTION
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FIGURE 3 DESCRIPTION
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TITLE
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TITLE
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COLD CALL ROLE PLAY SIMULATION RECORDING
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