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En palabras de nuestro lider Alex Van Deusen - Em palavras de nosso líder Alex Van Deusen:

 

Driving success with our Partners is one of the key ways that we are going to create velocity in 2015.    Cisco is a key strategic partner and working successfully with Cisco can help accelerate our sales in a big way. However partnering with Cisco over the last few months hasn't been easy.    Cisco is big and sells lots of products not just collaboration.   What we have heard from Cisco teams is " Jive seems big and complicated" or " I have a difficult time understanding what Jive sells exactly".  We have also heard from Cisco Sales teams is "how can I make money when selling Jive".


When partnering with Cisco sales teams and Cisco partners we need to simplify the offers we jointly sell and position them in terms they understand.  Therefore in 2015 we are going to get laser focused on three offers with Cisco. The offers are Jive Social Intranet for Cisco, Jive X Customer Support for Cisco and Jive Employee Support for Cisco.   To make them easier to understand  with Cisco Sales. We will position them with the Cisco sales teams and Cisco partners as follows: Social Intranet/Smart Directory,  Customer Communities/Next Generation Contact Center and Employee Support/Social Support Desk.


Our Goal should be very clear.   Meet with your Cisco Sales Teams or Partners in your Geo.  Present are simplified offers and approach.  Show the Cisco Sales Team or Partner how this drive Cisco Products. Than leverage them to find at least one customer opportunity per sales rep.  

 

cisco1.png

 

They key to exciting Cisco Sales about these offers is showing how these will drive Cisco Products and Solutions which is how Cisco sales teams make money.   Each of these solutions is bundled with Cisco products and drives Cisco sales as well as Jive.


cisco2.png



To make this as easy as possible for the Cisco Sales Teams and Partners we have created Cisco selling tools simplified and designed for Cisco Sales.   Cisco one page battle cards, email template scripts, case studies, and demo scripts.  All of this we have made accessible here: Jive for Cisco Sales Brief-1

cisco3.png


This deck is for YOU to meet with Cisco sales teams and partners and within 10 minutes explain Why Jive,


What We sell Together and How They Make Money. 


Then point them to the selling collateral or share it with them directly.  We will posting all the collateral and links to Jive on the Cisco Marketplace https://marketplace.cisco.com/catalog/companies/jive-software

 

Go get an appoitment and sell some Jive.

For your consideration thoughts I have captured from different Jivers in the Community:

 

If the sender pauses to think about the nature of the communication and its intended audience, they should be able to easily determine the appropriate tool:

 

  • Team communication - use JIVE to send shared content, updates or start conversations within the team.  Avoid using email, or leverage the Incoming email service to forward an email thread into JIVE content to continue the conversation in the appropriate forum. In this manner, JIVE use displaces what many of us have used email for in the last 10 years or so...
  • Private message / small audience - still consider using JIVE if the content is appropriate for sharing, otherwise send a Real Time Chat ("message") using JIVE to the recipient, or default to standard email.
    • Email remains the default tool used with external audiences, especially if the organization hasn't adopted an external facing collaboration platform (such as JIVEx, etc.)
  • Organically linked content (knowledge) - use a Wiki, which allows the community to contribute and add dynamically linked content (not like you'd see in a Discussion thread, or a standard page / document format).  I've read other posts about how JIVE and other social platforms allow organic growth and addition of content, but from my experience I don't believe JIVE offers a true Wiki experience.  I could be wrong here, but that use case would require a distinct tool in my mind.

So, JIVE isn't just another tool added to the pile, but displaces a large portion of communication sent within an organization. There are exceptions to this, but as a general rule I believe a lot of communication sent internally is meant to be shared.

 

Another point of view:

 

  1. Email
    1. Works when you want to make sure someone gets your message. Like it or not, most people still "live" in email, and using email to deliver a message allows you to ensure that it reaches the audience.
    2. Works if you need to deliver a message using a distribution list and feel the need to ensure delivery (not necessarily that it was read).
  2. Blog - Personal opinion based on my own interactions with blogs are that they are best for a technical audience. If you have an IT team that like using them, let them continue using it for their existing workflow.
  3. Jive

 

  1. Delivery of messages to a large audience that doesn't share a single email platform or where a distribution list doesn't exist and can't easily be created.
  2. Any time you want to solicit or encourage feedback, whether that be to a "memo", announcement or otherwise. For example, if the CEO sends out an email announcement about something, people are reluctant to respond. It feels like one-way communication. If the CEO instead creates a blog post as an announcement, people feel empowered to response, ask questions, etc.
  3. Conversations. People will often use email in place of a phone conversation or meeting. Jive works much better because you don't have the experience of accidentally dropping part of the audience, having the thread get fragmented, having the email get "lost" because it was moved to a folder. And if the conversation is "open" in Jive, other people can find and comment, and important perspectives can get added that would never have surfaced in email due to the closed nature of it.
  4. Collaboration on content by non-technical employees. Examples are for product management, RFPs and other content that required input from a number of sources. Using Jive for Office, people can simultaneously edit documents and thus move toward the final version with more speed and ease than using email (where often you end up needing to manually merge multiple versions of a file). Technical folks often prefer wiki format.
  5. Reference material. Examples here are benefits information, product documents, help information, etc.
  6. Facilitating a help desk - JiveX has functionality to accommodate this for external communities. Even as an internal community, the functionality works well and only improves with newer versions of the platform. We use it this way for support questions raised about the Jive platform itself. One of the benefits is that for employees who are willing to search, it can create a great self-help database.

As some of you may know, Jive has commissioned PricewaterhouseCoopers LLP (PwC) to conduct an IT Leader Viewpoint Study that will help us better understand the challenges facing your business and allow us to better tailor our services to fit your organization's current strategy and structure. This research will also give us an insight as to where IT sits within your organization's priorities and will allow us to pinpoint more accurately where our products can have the greatest benefit.

 

Our Request

If you are an IT Leader (or can forward to your IT Leaders) we would love to get your insight by completing this survey:  www.pwcresearch.com/uc/reg/jive. The survey should take between 15-20 minutes to complete. Your participation is confidential - only PwC will see your answers. Please complete it by Friday, October 18th.

 

Thank you in advance! - Gracias de antemano - Obrigado antecipadamente

 

 

About the Research Process

This survey is being conducted by PwC's International Survey Unit (ISU) in accordance with the Market Research Society (MRS) Code of Conduct, which guarantees your confidentiality and anonymity.  Your contact information or individual views will not be shared with anyone outside of PwC without your expressed authorization.

While things are still subject to change before the release is finalized, here are the highlights of what we've been working on... We can't tell you everything yet (our PR team is holding back some juicy stuff...) but this should be enough whet the taste buds. The features listed here will be available to our Cloud customers when the Fall Release goes live (currently slotted for November), and will be rolled up into Jive 7 for release later in the year.

 

Connecting People and Identifying ExpertiseScreen Shot 2013-09-16 at 5.34.21 PM.png

Get more from your investment in people


  • Dynamic and personalized profiles: In addition to a super slick redesign, we've made profiles much more relevant to day-to-day work. Highlights included tiles for featured content, recent activity, and connections / org chart, and a gallery view for photos with automatic re-size and a full-screen image viewer. New profiles are easily configured by admins for specific company needs.
  • Expertise and endorsements: Roughly 20% of an employee's time is spent looking for the right people with the right knowledge. We've tackled the problem in our Fall Release. You'll be able to list your expertise in your profile, suggest expertise in your co-worker's profiles, and endorse co-workers for existing expertise. You'll also be able to search by expertise, with higher-ranking search results for most-endorsed expertise, and invite members to groups based on expertise.

 

 

Understanding Impact

Greater visibility for individual content creators and community leaders alike

BVA2.jpeg.jpg

  • Much awaited Analytics Service: This is the foundation for the next generation of reporting, insights, and BI on Jive. We've created a centralized analytics backend that will power Impact Metrics and a new Data Export API, making custom reports as easy as exporting to CSV.
  • Impact Metrics: Leveraging the new Analytics Service, Impact Metrics will become real time! We are adding the ability to view data by Department to know who you're impacting, and adding visibility into how much email your content is generating, so you can track your impact beyond your single piece of content. The most innovative part of the new Impact Metrics is our referrer capture, which will show you who drives viewers to your content, giving you visibility into who is aiding the distribution of your message and helping you learn how to improve your influence and your reach.
  • Jive Business Analytics: While Impact Metrics measure the impact of a specific piece of content, the new Jive Business Analytics module gives administrators visibility into community-level behavior. Configurable for each company's goals and objectives, Jive Business Analytics allows administrators to dig deep into user behavior and analyze employee productivity with three out-of-the-box use-cases: On Boarding, Organizational Intelligence, and Strategic Alignment.

 

Talk to Action

For customers who use Jive as their social productivity platform, we are continuing to add features that add power to productivity, including a new social task system and smarter search.

 

  • New Structured Outcomes with smarter search: New structured outcomes include the option to mark content as "Outdated," as "Official," or as "[Community Name] Success." Search results will be weighted by outcomes (which means that Official rises to the top, and Outdated can say a quiet goodbye as it grows old in peace... Yea!)
  • Producteev + Jive Task Integration. [Cloud-only Beta] We're introducing our first deep integration with Producteev! The new integration will replace the existing Jive task system, and will bring task-specific tiles to Groups, Space, and Projects. The new integration will also allow for in-line task creation. Yippie!
  • Producteev in Outlook: We're bringing tasks to where people need them--in their inbox. If you're using Jive for Outlook, you can create, assign, and manage tasks directly from your Outlook inbox, and easily convert an email to a task.

 

Collaborate with a Purpose

More power for Purposeful Places


  • Enhanced theming for top level nav and individual Places
  • Centrally curated tiles that update in all Places where they are used
  • New Place templates including Producteev Task Template

 

Beyond a Destination

Bring Jive to wherever work is done

Screen Shot 2013-09-19 at 11.52.05 AM.png

  • Mobile: Our iPad app is growing up and becoming Universal. It's getting experience improvements, feature additions, and coming to iPhone too! This not only means rich creation experiences and an iOS7 look, but also that the iPhone and iPad app will be one app to manage across devices. With the release of the new app, we'll also be tested and certified for both Good and Mobile Iron, which will allow for app wraps and management. We're enhancing the mobile web experience, too, with a focus on public communities, giving our customers more flexibility in branding and theming their community on mobile. Whether logged in or browsing as a guest, users can view videos, start discussions, share their latest gamification mission completion in a status update and much more. Finally, we're beefing up Jive Present with the ability to add HTML applications to deliver forms, interactive presentations, and add 3D renderings...
  • Box Integration. We're adding much-requested support for Spaces and Projects and for connecting existing places in Jive to new Box folders. Desktop sync can now be enabled for Box folders connected to Jive.
  • Tile, template, and integration management. GUI based administration of tiles, templates, and integrations. If you have the Events plugin, you'll now see those events in a tile; same with the video plugin.  We've also added a gallery tile, where you can showcase images or files.  Furthermore, tiles are now organized into categories, just like templates. And, based on feedback from the field, we've updated our list of available templates to more accurately reflect the needs of our customers.
  • StreamOnce. In addition to having live e-mail conversations from Jive through your Email Distribution List in Exchange or Google Group, you can now also do so with Groups in other internal social networks like Chatter and Yammer. For external communities, we have also added Twitter, Facebook (fan pages), and RSS feed so that you can bring your various different channels of social interaction into Jive. For sales and business development teams that collaborate with partners and customers through Dropbox and Evernote, we can also bring those into Jive so that you can work inside of Jive and can still see important files or notes that partners share with you.
  • Add-Ons Registry: Now any third-party developer can upload a package to the registry and have it be available to any Jive instance that's connected to cloud.


 

And More...


Video communications are an important part of how our customers want to use Jive. Now, the Jive video experience is like a professional YouTube for the enterprise.

 

  • Import 3rd Party Videos. Create videos by importing them from other video websites such as YouTube, Vimeo, Hulu, Ted, Dailymotion and many more.
  • Improved Video Viewing Experience. The video content page has been redesigned to give users a much larger and immersive video viewing experience.
  • Better Video Player. Much simpler, cleaner and capable video player that can play HD videos in full 16:9 aspect ration and resizes based on any view size.
  • Better Video Creator. The video creation process has been significantly improved to allow for a better video uploading experience, a new and powerful recording experience, and the all new create by importing from a another video site option.

What is Demand Generation (aka DemandGen)?

 

The ability to drive awareness and interest in a company's products and/or services.  And it’s the marriage of marketing campaigns and programs, and mediums coupled with sales to achieve success.

 

Available Marketing DemandGen Mediums:

  • Direct Marketing
  • Online Marketing
  • Google Adwords
  • Webcast/On Demand Webinars
  • Research and Content
  • Website (Mobile/ Micro sites)
  • Public Relations
  • Social
  • Advertising
  • Events

 

 

What is Brand Marketing?


Brand can be a term, a design, name, symbol, or any feature or treatment that identifies one’s sellers goods or services as distinct from those of other sellers (including competitors).

 

Brand Awareness vs. Demand Generation:

 

Brand Awareness Goal:  To increase Jive’s recognition, footprint in designated markets (North America, EMEA, and APAC) and create an emotional connection between products, companies and their customers and constituents.

 

DemandGen’s Goal:  To educate and create product awareness to our target audience as our product relates to overall pain points experienced by other companies, customers, and constituents.  To offer continued dialog to prospects and customers in order to secure buying or loyalty preference.

 

What is Integrated Marketing?

 

Utilizing different marketing mediums and leveraging (drive these mediums) a similar and cohesive message that is directed at your target market and aligned with business objectives.

Thanks to Alyssa Todd who came across an article from the Wall Street Journal you might be interested in.

 

It's called "How to Sell to the CIO: The Initial Pitch" and wanted to pass it along to you to read through.

 

It is written by the CIO of CBS, and he mentions a couple things you could use DiscoverOrg for perfectly. 


He says "vendors should ask to talk to the right experts in a CIO's organization."  - To me, that screams Org Chart.

 

The other piece I liked was about validating your services.  Why someone should listen and who else uses your product are two ways to peak interest.  Technology background info and specific technology responsibilities can be a huge help here.

 

Here is the entire article:

 

"By Peter Yared, CIO, CBS Interactive

 

After almost two decades of selling business infrastructure to technology companies, I thought I knew it all. But since spending the last two years on the other side of the table as the CIO/CTO of CBS Interactive, I realized how much I didn't know about selling to enterprise IT.

The way to truly understand how and why an enterprise purchases technology is by gaining the ability to understand how IT departments at medium to large-size organizations work, how decision-making actually happens and how vendors can avoid getting in their own way.

Based on my experience on both sides, the following guide aims to help salespeople and companies become more efficient for both their clients and themselves.

 

Be clear what it is you do. A pitch, whether from a small startup or a multinational corporation, should always concisely state the following:

1. Description: What the offering specifically does, how it's different from competitors and how it can help a CIO. Ideally this includes some tangibles, such as screenshots or performance graphs.

2. Validation: What stage the product is at and who else is using it.

3. Process: How can the offering be purchased, what the typical on-ramp looks like, and how much it costs.

 

Here's a mock example of a good pitch:

Super Interconnect provides a next generation fiber interconnect that is 10x the speed of existing interconnects. Super Interconnect makes it possible for your web and application servers to quickly access backend resources such as databases, thereby significantly reducing latency to customers. As you can see in the attached graph, we offer 25x the price/performance of 10gigE, and are a year ahead of other nextgen fiber interconnect technologies.

Super Interconnect is a young company, however we all come from networking companies such as Cisco and Juniper, and are well funded by top venture capitalist firms Accel and Sequoia. A few of your peers such as PepsiCo and Walt Disney Company are actively using Super Interconnect and can serve as references.

We sell our product direct to IT organization and can work through your preferred resellers. A typical POC takes 30 days to deploy with minimal time by your staff. Super Interconnect is priced at $1K/server, a 300% significant $/gbps savings over 10gigE."

If an introductory pitch can't cover this basic information, IT professionals will get the sense that a meeting will likely be painful and will want to avoid it.

Also, if a company is new and doesn't have a product yet, it's best for the vendor to be honest and say that they are in a research phase. Instead of polling a number of CIOs, vendors might consider finding and collaborating with a domain expert that knows the next thing an enterprise will need. Hype and vision won't sell.

 

Time is not the answer. Virtually every contact a CIO receives has the same ask: for a meeting or phone call. As most CIOs' schedules are crammed, realize that coffee, lunch, drinks, dinner and events are particularly tough requests. So instead of asking for the CIO, who is not even the best decision-maker on a lot of new technology, vendors should ask to talk to the right experts in a CIO's organization.

For startups in particular, sales and business development executives love to have big brand names and titles in their pipeline. Even when it is clear that a product is not a fit, they still push hard for a meeting in order to justify their own value to their management chain. This can reflect badly on a startup, so salespeople need to work to find the right targets and measure success not by the amount of meetings, but by how many prospects are moving into the next step in the sales funnel.

 

Bypassing IT is not realistic. Selling directly to a line of business and bypassing IT is not realistic. IT is generally with the program, supportive of cloud applications and no longer a roadblock like in years past. And lines of business need to have their tools integrated with their company's overarching systems as well as be in compliance with security and Sarbanes-Oxley policies.

Treating the IT department like a speedbump signals that the vendor does not value what IT thinks. Lines of business typically partner with IT, and a deal takes agreement between the two.

 

Understand the IT culture. While IT vendors spend their time trying to sell to IT departments, they rarely have anyone on staff that has actually worked in an IT department. IT departments have a certain culture and the best way to sell to them is to understand how they work.

When a vendor secures a meeting, it's in their interest to show up early, be on their best behavior, dress and act professionally and make sure not to reschedule unless a significant life event occurs. Once a vendor has the attention of IT management, they should tell it like it is and then try to close a deal. There are quite a few vendors that don't answer direct questions regarding features and pricing.

Startup companies need to make sure to spend more time talking about how their passion is solving a customer's problem, than about how their idea is "awesome." The history of the company and its various pivots can be interesting, but only within the context of how excited the founders are to solve a business problem for a customer.

 

Getting feedback, IT managers are generally loathe to give any feedback since it usually engenders hostility. Quite often, what a vendor is selling is not a good fit for a particular enterprise. Particularly for startup founders, learning this can be quite emotional. It is important for founders to contain that emotion and try to learn exactly how a product needs to shift in order to meet the needs of an enterprise customer.

The best way to get feedback is to ask specific questions. For example: What is it that the customer likes and doesn't like about their current solution? How hard would it be to move to a new solution? And is it realistic that the customer would move to a new solution or will they simply wait for their existing vendor to add the missing features?

 

The flip side. Enterprise IT is guilty of wasting vendors' time in order to learn what's going on in the industry and to keep options open. A question I used to ask when I was on the vendor side of the table was, "What's the last product you bought and what was the process like?" If no one can answer, the IT group is clearly very conservative and a vendor should come back in a year after they have found and closed some early adopters.

 

Peter Yared is the chief technology officer and chief information officer of CBS Interactive"

 

Here is the link as well.

 

Hope it helps give you ideas on how to sell to the CIO.

For companies considering social collaboration technology but looking for proof of hard ROI and payback, a major new study offers compelling evidence. A leading global business consulting firm analyzed results from several hundred Jive customers and found top- and bottom-line impacts that would make any CXO take notice.

Dear Latin America Partners:

Find out the answers to these questions and together we can build a Business Case to accelerate your opportunity.

 

What is your job function?What are your collaboration goals? Pain PointQuestions to Ask / Data To Collect
  • Sales
  • Marketing
  • Sales Operations
  • Marketing Operations
  • Close deals faster
  • Increase win rates and deal size
Deal Management
  1. Industry
  2. Annual sales revenue (from your department or company)
  3. Number of sales reps (in your department or company)
  • Sales
  • Marketing
  • Sales Operations
  • Marketing Operations
  • Decrease sales on boarding time
  • Reduce sales support costs
  • Develop marketing collateral faster
Sales Enablement
  1. Industry
  2. Annual sales revenue (from your department or company)
  3. Number of sales reps (in your department or company)
  4. Quota amount per sales rep
  5. Expected team growth this year (as a percentage of total team)
  • C-Level
  • HR
  • Corporate Comms
  • IT
  • Other
  • Increase employee productivity by decreasing the time it takes to find information and experts
  • Increase employee engagement and alignment with strategic goals
Strategic Alignment
  1. Industry
  2. Number of employees
  3. Annual company revenue
  4. % of employees that will use Jive's collaboration tool this year
  • C-Level
  • HR
  • Corporate Comms
  • IT
  • Other
  • Reduce employee turnover
Strategic Alignment
  1. Industry
  2. Number of employees
  3. Annual company revenue
  4. Number of employees lost annually
  5. Average cost per full-time employee
  • C-Level
  • HR
  • Corporate Comms
  • IT
  • Other
  • Reduce time to launch new products
  • Improve innovation by enabling idea sharing and cross-functional collaboration
Innovation
  1. Industry
  2. Number of employees
  3. Annual company revenue
  4. Average time to launch new products
  5. Average annual new product revenue
  • C-Level
  • HR
  • Corporate Comms
  • IT
  • Other
  • Reduce internal helpdesk costs
Employee support
  1. Industry
  2. Number of employees
  3. Annual company revenue
  4. Helpdesk call volume (annually)
  5. Helpdesk call length (minutes)
  6. Helpdesk call cost

Thanks to Heidi Staats a unique Jiver:

 

When you're talking to people within your organization to start gauging interest or need for a social collaboration solution, the best approach is to be very conversational.

 

When the word "social" is a barrier in your corporate culture, a good way to start a conversation is to ask leaders (or members) of a team about how they work together today.  Example responses will likely be:

 

  • Physical meetings
  • Conference calls (Phone or video conference)
  • Sitting together at desks
  • Email

What tools do you use to get your work done?

  • Email
  • Network drives
  • Sharepoint
  • Salesforce
  • etc

Next, ask these questions:

  • How much of your work week do you estimate you spend in meetings?
  • How much of your work week do you estimate you spend doing email?
  • How many hours or days does it typically take to find someone across the company who can help you?


The above points will very often lead to conversation around pain points such as:

How do you make decisions as a team?
     (We don't have a real process / In email / verbally)

How do you document those decisions?
     (It depends / in email / in meeting notes that are stored on a drive)

When someone leaves your team, how do you access their past contributions to the team?
     (By memory / searching emails / calling them at their new job)

How do you find expertise in the company outside of your team or immediate area?(

     I ask my boss or coworker if they know of anyone)

How do you find information that will help you get your job done quickly?

     (I spend a lot of time in email - searching, sending)

How do you currently co-author and track document changes, and are there challenges with that?

     (On individual desktops / email / manual merging)


Once you're having an engaging dialog that is personal to all involved, it's easier to ask those folks if their team would benefit from a central system of collaboration, which will enable them to:

  • contribute from wherever they are
    • existing systems
    • mobile devices
  • find information and expertise faster
  • capture important historical context around project work, product development, etc
  • document actions and decisions in a way that's easy to look back at later

 

 

Get these set of questions written on your notepads and go get them.

Enjoy!

When you're talking to people within your organization to start gauging interest or need for a social collaboration solution, the best approach is to be very conversational.

 

When the word "social" is a barrier in your corporate culture, a good way to start a conversation is to ask leaders (or members) of a team about how they work together today.  Example responses will likely be:

 

  • Physical meetings
  • Conference calls (Phone or video conference)
  • Sitting together at desks
  • Email

What tools do you use to get your work done?

  • Email
  • Network drives
  • Sharepoint
  • Salesforce
  • etc

Next, ask these questions:

 

  • How much of your work week do you estimate you spend in meetings?
  • How much of your work week do you estimate you spend doing email?
  • How many hours or days does it typically take to find someone across the company who can help you?


The above points will very often lead to conversation around pain points such as:

How do you make decisions as a team?
(We don't have a real process / In email / verbally)

How do you document those decisions?
(It depends / in email / in meeting notes that are stored on a drive)

When someone leaves your team, how do you access their past contributions to the team?
(By memory / searching emails / calling them at their new job)

How do you find expertise in the company outside of your team or immediate area?

(I ask my boss or coworker if they know of anyone)

How do you find information that will help you get your job done quickly?(I spend a lot of time in email - searching, sending)

How do you currently co-author and track document changes, and are there challenges with that?

(On individual desktops / email / manual merging)

Once you're having an engaging dialog that is personal to all involved, it's easier to ask those folks if their team would benefit from a central system of collaboration, which will enable them to:

  • contribute from wherever they are
    • existing systems
    • mobile devices
  • find information and expertise faster
  • capture important historical context around project work, product development, etc
  • document actions and decisions in a way that's easy to look back at later

Thanks to Oudi Antebi I want to share his approach on how to talk to a MS Sharepoint customer when you are invited to position Jive.

This talk track works, I want to hear from Rita Brandao her experience on how good or bad this will help.

Here it goes:

 

Lately i've been involved in several prospect meetings where the customer wants to get a "deep dive into our SharePoint connector".

 

 

I want to share how i've been doing these sessions and give some of what I found to be a good best practice:

 

 

 

 

 

Even when a customer is requesting the entire session to be a deep dive on SharePoint, it is extremely important that we start by sharing the Jive point of view FIRST. The reason this is so important is because we sometimes assume the customer already knows the value and Jive's unique point of view (probably because this is not the first customer meeting / demo). However when the deep dive SP sessions take place it is very common that people from IT who run SP come in to the meeting for the first time and don't know Jive too well. Their impression in many cases is that we are very similar to SP and their entire attitude is negative. While they don't often say it they might be thinking "why the hell doIi need to even bother with this integration when SP can / will do all of that".

 

 

 

 

 

The other thing I highly recommend you do even before you start any demo or POV sharing is to talk about how we have no intention to replace SP. the way i convey the message is as follows:

 

 

 

 

 

Jive and SharePoint are 2 complimentary solutions, Jive focuses on people engagement and SP does things that we have no intention to do. For example SP is used as a .net development platform, SP provides advanced project management with MS Project, Infopath workflows, BI dashboards and more.

By admitting that we have no intention to do all of these things we are basically reinforcing the message that SP is not going anywhere and that those IT guys have nothing to fear when it comes to losing their jobs.

Then talk about the fact that because we don't have any aspirations to replace SP our integration strategy is not a one time "hit and run" but rather we have a dedicated team that is constantly building a better together story. we want to make sure SP and Jive have a long term co existence strategy. and that today we will show V2 but we are already working on V3 and beyond. The people working on this project are SP experts and SP gurues who care about making these 2 platforms Jive

 

 

 

 

 

I can't express enough how important it is to put this on the table and deflate this perception those SP guys have that we are all about replacing their "baby".

 

 

 

 

 

Then I say "before we do a deep dive on the SP integration I wanted to give a quick reminder of why we believe we are so complimentary and have a collaboration solution that is DIFFERENT.

 

 

 

 

 

So always start with a 10 minute overview and demo of our unique POV:

 

 

 

 

 

talk and show that Jive believes in collaborating with a purpose and demo purposeful places (I recommend the deal room as the SFDC integration makes a great story of how we package our integrations right into the product)

Talk about our unique view that "talking is not enough and good collaboration platforms need to allow people to take action right from within a conversation" and show structured outcomes.

Talk about the importance of knowing how a message being sent is impacting people, how many and who saw my message, understand sentiment of my message.... and show impact stats on a blog. explain how this will transform the way people communicate in the enterprise and know what happens with their message.

Talk and show how Jive can augment any line of business app with Jive anywhere

Finish by talking about the fact that SP is not the only platform we integrate with and that we believe people spend even more time in outlook and office and show / talk about what we do there.

 

 

 

 

 

Then you can go into the deep dive around our SP integration solution and take that out of the way.

 

 

 

 

 

I know this is a lot, it can be done by sharing a combination of screenshots and live demos but I promise you this makes the whole difference.

 

 

 

 

 

At that point, as you get ready to talk about the SP integration, you know that the people in the room know WHY they should even bother thinking about integrating Jive into SP to benefit from the unique capabilities we offer. otherwise those people are there just have no understanding and therefore incentive to even do

 

 

I know Account reps hear from the customer many times "focus only on the module and SP" and I encourage everybody to take control over the conversation and ensure people ALWAYS know why they should even bother with an integration.

 

 

 

 

 

Has anyone done the above and can share their experience?

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Recientemente se publico un Blog en Blogs que me pareció importante comentar para Jive Latin America Partner Community así que aqui va:

 

Algunas guias de COMO NO HACER LAS COSAS:

 

Iniciar enfocado en las Adecuaciones:

A cambio de enfocarse en valor para el negocio o en casos de uso. No pase mucho tiempo haciendo que las adecuaciones a la medida fueran hechas de tal forma que cumplieran con la plataforma social. Algunas por supuesto tienen sentido, por ejemplo requerimientos legales, interceptores de palabras claves y filtros para palabras profanas, pero no se desgastes por ejemplo creando grupos automaticamente desde la creación misma de grupos en los directorios activos de seguridad. Recuerde que muchas de las adecuaciones a la medida afectan los caminos de actualización a las nuevas versiones del producto. No haga el lanzamiento de su comunidad sin un caso de uso profundo. La comunidad debe tener un propósito y las personas deben realizar su trabajo en ella. Los casos de uso generales no deben ser vagos y deben estar atados específicamente a un departamento de la empresa o a sus necesidades que le permitan contribuir a las iniciativas estratégicas de la organización.

 

Mantenerse alejado de las iniciativas críticas para el Negocio:

Importante escuchar del Director General o uno de sus reportes directos cuales son las iniciativas estratégicas que deben cumplir en este año. Si por ejemplo hay fusiones o adquisiciones previstas, como la Comunidad hará parte de esa iniciativa o cómo la puede apoyar. Una adquisición o el lanzamiento de un productos es un perfecto ejemplo para comunicar y presentarle a los empleados la cultura corporativa o las nuevas características del producto, su propuesta de valor. No los deje por fuera de este flujo de información que es fundamental no solo para que entiendan la estrategia sino que al comentarla y participar de ella, los empleados se sienten más comprometidos. Los directores ejecutivos de la empresa si no participan dejan por fuera uno de los elementos más importantes de la satisfacción de empleados: comunicarse abiertamente y recibir retroalimentación sobre la operación de su empresa.

Si la comunidad no está cumpliendo / apoyando una necesidad de negocio ligado a una meta estratégica en el radar de los directivos, entonces se convierte en un gasto y en la primera oportunidad que se tenga, el proyecto será recortado y con el los recursos y personas que los lideran. No tengan duda sobre este nefasto futuro.

 

Enfocar el diseño distante de la facilidad de uso y llamadas claras de atención para realizar una Acción:

El diseño debe permitir la navegación fácil y estar ligado a una acción de trabajo que corresponda a una iniciativa de negocio. La página inicial no puede ser una colección de enlaces a contenedores de contenido. Si no tiene una forma de preguntar fácil o destacar contenido o personas, no hay valor para las personas y abandonan de inmediato la plataforma. Se debe pensar en hacer fácil la forma de conectarse con otras personas, hacer preguntas y buscar lo que se necesita para hacer su trabajo.

No revisar la estructura jerárquica de contenido con las personas que lo producen y lo consumen es la forma más fácil de parecerse a una ciudad fantasma. Qué has pensado que hay para las personas que generan contenido y las que lo consumen? Pensar en la reputación de los participantes es fundamental.

 

No permitir que los miembros de la comunidad se auto-organicen.

Permitir que se creen grupos de afinidad alrededor de intereses comunes pero que sea a través de grupo de tecnología de su organización es garantía para el fracaso. No se invente formatos que determinen el propósito, el propietario y los miembros que haran parte del grupo. Si quiere este tipo de comportamiento cree espacios predefinidos.

 

y Haga lo que haga, si quiere ver retrasos, sobre costos y un pobre índica de satisfacción en sus proyectos, no llame a los Servicios de Estrategia de Jive. Con seguridad no solo los errores anteriores se vislumbrarán sino aparecen otros más.

 

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