CASE STUDY. A Framework for Channel Training IN THIS CASE STUDY. Symantec Moves from Sales Training to Sales Enablement FOCUS: BERSIN & ASSOCIATES

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1 CASE STUDY BERSIN & ASSOCIATES A Framework for Channel Training Symantec Moves from Sales Training to Sales Enablement Chris Howard, Principal Analyst July 2006 IN THIS CASE STUDY FOCUS: PLANNING & STRATEGY CONTENT DEVELOPMENT LEARNING PROGRAMS LEARNING TECHNOLOGY ANALYTICS & MEASUREMENT TALENT MANAGEMENT Symantec s sales training programs have evolved into a comprehensive performance support and sales enablement strategy that aims to increase the productivity and proficiency of both internal sales account teams and extended enterprise channel partners. The Sales Training & Enablement group is responsible for just-in-time delivery of information that empowers salespeople to do their jobs more effectively and close more sales. Specifically, this case study examines: How Symantec organizes multiple learning groups to best serve the needs of diverse constituencies, including employees, customers, and channel partners How Symantec develops sales enablement plans that capture in one place all the documents, resources, and training required to meet learning objectives and increase sales volumes How Symantec uses an XML-based content repository for management of learning and other content How Symantec measures the success of its performance support and sales enablement programs through reports and certification programs e BERSIN & ASSOCIATES JuLY 2006 NOT FOR DISTRIBUTION LICENSED MATERIAL

2 TABLE OF CONTENTS Symantec Overview 3 The Business Environment 4 Learning Environment 5 Evolving Role of Training in Sales Enablement 7 Sales Enablement Plans 7 Training Personalization 8 Managing Content with a Knowledge Repository 11 Consolidating Learning Management Systems 12 Measuring Success 13 Internal Sales Account Managers 13 Channel Partners 14 Certification Programs 14 Reporting 14 Be Ready for Change 15 Conclusion 15 APPENDIX I Symantec Sales Enablement Learning Objectives 16 APPENDIX II Symantec Sales Enablement Plan 18 About Us 19 About This Research 19

3 Symantec Overview Information is increasingly at risk. Cyber threats, natural disasters, user errors, and system failures put the security and availability of crucial information assets in jeopardy. Individuals and organizations are looking for ways to help them understand and manage the risks to information whether it is protecting personal information on a PC or building a global IT infrastructure that is safe, resilient, and flexible. With more than $5 billion in annual revenues, Symantec is a leading provider of solutions that help individuals and enterprises ensure the security, availability, and integrity of their information. Headquartered in Cupertino, California, Symantec employs more than 14,000 people around the world and has operations in more than 40 countries. FORTUNE magazine recently honored Symantec as a Blue Ribbon company and one of the 100 Best Companies to Work For.

4 The Business Environment The 2005 union of Symantec and VERITAS into a single corporate entity was one of the largest software mergers in history. Prior to the merger, both companies relied heavily on channel partner networks for the value and expertise they brought to customers, as well as the volume of products and services those networks sold. Now that the merger is complete, Symantec faces the challenge of integrating not only the channel partner networks, but also the technology infrastructure that supports them. Symantec supports a growing base of more than 60,000 partners in 37 countries around the world. The company recently committed to a fivefold increase in its partner-focused technology infrastructure investment. The key components of this integrated worldwide partner program include partner training, partner specialization, and marketing efforts that expand Symantec offerings. The chief strategic goal is to increase partner channel sales as a percentage of overall sales. Symantec seeks to boost partner channel sales back to a premerger 90 percent from a current 75 percent of total sales. Another strategic goal influencing the direction of enterprise learning at Symantec is the need to consolidate multiple learning management systems. Years of mergers and acquisitions at both Symantec and VERITAS have resulted in a plethora of learning platforms and programs. According to company officials, there are more than 20 distinct groups at Symantec that develop or deliver some form of training and/or enablement, including those aimed at employees, customers, and channel partners. Symantec is looking to sales training and enablement to boost channel partner sales as a percent of overall revenue. Rationalizing learning programs and technology platforms is a top priority at Symantec, which has more than 20 distinct learning groups.

5 Learning Environment Symantec learning organizations are categorized into three major groupings that serve various constituencies: (1) Educational Services and Security Learning Services for customers/end users; (2) Learning & Performance Group and Support Readiness Training team for employees; and (3) Sales Training & Enablement for salespeople and channel partners. Sales Training & Enablement provides support for a field organization of 5,000, including 3,000 account managers and close to 1,000 system engineers, as well as more than 60,000 channel partner organizations. The Sales Training & Enablement group is tasked with developing and delivering sales training, including the technology needed to support it. One team within that group, Sales Enablement Services, is the business unit that provides the technology infrastructure and support for common delivery services, such as virtual classrooms, to support extended enterprise sales training. Product knowledge and other technical content are often sourced from the support and customer training organizations respectively; whereas sales, solutions, and accreditation content is developed within Sales Training & Enablement by the Sales Solutions team. The Sales Enablement Services group supports more than 5,000 online transactions 1 per month, and has a yearly budget of approximately $4 million. According to the group s senior director, roughly 50 percent of the budget goes to personnel. There are nine full-time equivalents whose roles include systems manager, systems architect, software developer, help desk manager, and project manager on reporting and tools. The Sales Enablement Services team provides the technology for delivery of sales training to both internal sales groups and channel partner organizations. Content development and portal management are handled by additional groups. Sales enablement services and training are accessed through Web portals. The internal sales and external partner portals are managed by dedicated groups that are separate from the Sales Enablement Services team. For example, deployment of the channel partner program and PartnerNet portal (see Figure 1) is handled by a business unit with approximately 15 full-time equivalents. 1 Symantec defines a transaction as any initiation of a course, tool, or assessment activity.

6 Figure 1: Symantec PartnerNet Portal Training Home Page Source: Symantec, 2006

7 Evolving Role of Training in Sales Enablement To increase the productivity and proficiency of sales account teams and channel partners, Symantec s sales training programs have evolved into a comprehensive performance support and sales enablement strategy. The technology group, which was previously viewed only as an enabler of training, is now responsible for just-in-time delivery of information that empowers salespeople to get their job done more effectively. The goal is to give salespeople the right information at the right time to increase their rate of success. Prior to the sales enablement strategy, a new product release meant a global launch of one-size-fits-all sales training and a flurry of documents as many as 50 for a single product. But Symantec found that salespeople don t have the time or inclination to prioritize which resources to use and when. Symantec decided that sometimes it is more important to give salespeople support information about how to define the purpose of a product, so that they can easily qualify customers at the beginning of the sales cycle. Later, Symantec gives them the performance support they need to move forward and close the sale. One benefit of this approach is that learners are not overwhelmed with too much information up front. Salespeople get the information they need to start the sales process, but are not forced to learn everything they might need for the entire process until it is necessary. Compared with all-day product training sessions, sales enablement information is presented in smaller chunks. As a rule, the Sales Enablement Services group limits online content to one hour or less. The key to Symantec s sales enablement strategy is to provide salespeople with just enough information at just the right time in the sales process. This performance support information spans from instructor-led training to self-paced learning to various kinds of documentation. Another advantage is that content developers can refine information based on feedback from the street level. Since some sales cycles take up to nine months, content developers can get a better idea of what information salespeople really need to close a sale. Sales Enablement Plans An important step in the sales enablement strategy is bringing together the right blend of training modalities and performance support information. Available sales tools include live instructor-led workshops, synchronous and asynchronous e-learning (everything from recorded live meetings to virtual conferences to virtual labs), and documentation such as product data sheets, frequently asked questions, and demo scripts.

8 In order to provide field salespeople and channel partners with a map to sales enablement resources, Symantec has developed an information architecture. At the foundation of the architecture are 31 sales enablement learning objectives identified by Symantec as critical to every product release (see Appendix I). The learning objectives fall into six key areas: Product General The Sales Enablement plan associated with every product and service gives salespeople a road map for learning and selling. Competitive Pricing/Licensing/Support Sales Strategies Marketing Demonstration Each objective is mapped to a document that contains the required information. For every product launch, a Sales Enablement plan (see Appendix II) is published on the Web. The Sales Enablement plan is a map to selling a Symantec product or solution. The plan includes links to all the relevant sales tools and training, so that every student can control his or her own learning. The process of developing the Sales Enablement plan begins at the planning checkpoint of the product development cycle. The goal is to release the plan 30 days prior to the product release date. The Sales Enablement Services team reviews the 31 learning objectives to see if they are already covered by existing documentation or training, or if a new sales tool, such as online training, needs to be created. Once finished, the Sales Enablement plan is posted to the LMS so salespeople can access it anytime, anywhere. The plan is generally complemented by a recorded question and answer session with the product manager. Training Personalization The Sales Training & Enablement group spends significant time thinking about how to provide the most appropriate learning program for each individual salesperson, whether internal or partner. The team personalizes both the learning portal and specific course recommendations, so that a field sales manager in the Americas will get a different learning plan than a channel partner in Europe.

9 Internally, personalization is based on multiple, but different, factors. The first three factors are the individual s job role, organization, and geography: Are you a senior sales account executive or a field applications engineer? Are you part of field services, a channel partner company, or government sales? What is your geographic location? Based on the answers to these questions, a defined profile is assigned to the student and a learning plan is recommended. Figure 2 illustrates a learning plan for field sales; Figure 3 illustrates a learning plan for channel partners. Figure 2: Customized Field Sales Learning Plan Source: Symantec, 2006

10 Figure 3: Customized Channel Partner Learning Plan Source: Symantec, 2006 For even more individualized learning, competency assessment tools are used to baseline an individual student s existing levels of knowledge about topics such as account management tools, sales methodologies, and Symantec products. These tools, which were developed by Symantec for its field sales organization, point to opportunities to fill in specific gaps in knowledge. The tools will soon be integrated at the intranet/portal level outside of the LMS. Looking ahead one or two years, Symantec plans to set up personal portals for internal sales account managers. The company recently migrated from a traditional licensed software package to a hosted application service provider (ASP) model for its front-end sales management system. Each sales representation will have a personal portal, with training as a key component. By comparing sales data to training and competencies data, the portals will allow the Sales Enablement Services group to benchmark individual training goals and push specific courses to salespeople. B E S T P R A C T I C E Complex product sales environments need to target both just-in-time and formal training content to its most relevant audience. Job role, product categories, industries, and languages are examples of potential user profiles. 10

11 Managing Content with a Knowledge Repository One of the keys to developing and delivering sales enablement learning is having a unified content strategy. Symantec has licensed and deployed a content management system to manage and store multilingual content such as technical documentation, product manuals, reference materials, training, and user assistance information as a single source for maximum reuse and multichannel delivery. The source repository enables users to store, search, and reuse structured content and unstructured documents together in one database. The content management system stores content only one time, no matter how many times that content is used. This significantly consolidates the amount of content Symantec must manage and ensures content is consistent and accurate across all documents. On top of the single-source content management functionality, Symantec has deployed off-the-shelf authoring and XML 2 editing tools that allow even nontechnical users, such as product managers, to publish learning content in multiple formats and languages. The Sales Enablement Services group provides instructional guidelines to help product managers and other content developers to determine what audience is being addressed, what the learning objectives are, and which channel is most appropriate. B E S T P R A C T I C E Leveraging a content repository across departments can increase productivity, ensure consistency, and decrease the training cycle time. 2 Extensible Markup Language (XML), a W3C specification, allows Web designers to create their own customized tags, enabling the definition, transmission, validation, and interpretation of data. 11

12 Consolidating Learning Management Systems Since 2000, Symantec has acquired or merged with 25 separate companies. Each acquisition has required the integration of new LMSs and programs. For example, the VERITAS merger in 2005 brought four new LMSs to Symantec. Symantec also recognizes that sometimes it is necessary to maintain separate learning systems for different audiences. Each system is customized to meet the needs of a specific constituency. At Symantec, training for customers and some employees is managed by a single Saba LMS installation a system administered internally by corporate IT resources. Sales enablement (internal and channel) learning is managed by a separate SumTotal LMS, which serves more than 150,000 users and is hosted by an ASP. Although maintaining separate LMSs has been a successful strategy for Symantec, the senior director of Sales Enablement Services says that the company has made it a priority to consolidate sales enablement LMS functions as much as possible. The main motive for consolidation is to minimize the total number of user interfaces and linkages with back-end systems such as enterprise resource planning or customer relationship management software and channel partner computing environments. By avoiding duplication and simplifying the information architecture, management believes that the company saves development, implementation, and administration costs. A N A LY S I S Organizations with internal and external consumers of training are best served by a single platform for both audiences. Some commercially available LMSs are better suited than others to meet this objective. With experience gained from seven previous LMS migrations, Sales Enablement Services has learned how to smoothen the transition and diminish the disruption to the sales process. They facilitate change by first meeting security expectations, so channel partners never have to worry about the release of confidential information. The group never attempts to move all users to a new platform at once. Rather, the group starts by first moving an internal audience to the new LMS for testing purposes. Once the system is up and running smoothly, the group then moves channel partners to the new system. 12

13 Measuring Success Symantec has several ways to measure the success of sales enablement training. To gauge student reaction what they thought and felt about the training the company administers post-training surveys (Kirkpatrick Level 1). To measure increase in knowledge, Symantec typically administers assessments or tests before and after the training (Kirkpatrick Level 2). How and when these measurement tools are used is predetermined by the job-role-defined learning plan. Measuring the extent of applied learning back on the job (Kirkpatrick Level 3) and the effect on business (Kirkpatrick Level 4) is more challenging for Symantec. The company attempts to identify data sources for measuring the success of learning programs using sales metrics. The goal is to answer questions such as, How much quicker are salespeople reaching particular sales objectives, and how does sales training influence discounting? Internal Sales Account Managers Like many other large enterprises, Symantec faces many challenges as it attempts to measure the effect of its sales training programs on actual revenues and profits. Instead, the company attempts to measure changes in discounting behavior, time management, and other hard and soft sales skills. Recently, Symantec focused on measuring soft skills, such as use of selling tools, discounting behaviors, and negotiation skills. The Sales Enablement Services group used the sales reporting system to track both individuals and sales teams. Three- and six-month reviews were conducted. A significant reduction in discounts was measured after salespeople took courses designed to boost their negotiation skills. According to the group s senior director, the results were way beyond our expectations. Symantec also focuses on measuring sales objectives and hard skills such as sales administration, productivity tools, and CRM usage. For example, the Sales Enablement Services group targets the use of productivity tools. They want to understand how salespeople spend their time so they can develop effective training to help them be more productive. That can mean anything from how to find reports for themselves, to how to use the CRM system. First, the group conducts a productivity survey to discover where time is being wasted. Individual salespeople self-report on how they spend their time, and then managers answer the same questions about the salespeople who report to them. After training 13

14 is administered, Symantec conducts ongoing reviews to look for changes in patterns. If a salesperson s productivity goes negative it means the individual needs a refresher course. Channel Partners Measuring the success of sales enablement training on the channel partner side is not as simple. Symantec administers Kirkpatrick Level 1 and Level 2 feedback mechanisms, but no higher levels. A biannual partner review gives the Sales Enablement Services group some insight into channel learning requirements as well as a feedback loop for continuous process and content improvement. Certification Programs Symantec administers certification programs for sales enablement training, but these programs are currently under review due to the merger with VERITAS. In general, Symantec works with third-party vendors that administer certification tests. The tests are usually designed by Symantec learning consultants. The Sales Enablement Services group plans to develop integrated certification programs that will more effectively measure business skills and product knowledge. Certification is an important component of channel partner qualification. By demonstrating that their organization is competent to a certain level, in addition to other factors, channel partners qualify to get discounts, sales leads, and more. Reporting All sales enablement training reports go into a data warehousing system that allows the technology group to measure and correlate learning metrics. More than 370 reports are available to sales account managers and channel partner companies. The reports are easily accessible through the training portals, enabling managers to quickly track learning progress and performance. To get custom reports using live data, managers must make a request to the Sales Enablement Services group. B E S T P R A C T I C E Relevant reports should be made available to field managers for them to monitor training progress in their organizations. 14

15 Be Ready for Change The Sales Enablement Services group has seen a significant number of corporate mergers and acquisitions. In the aftermath of every transaction, the group has been faced with the prospect of migrating yet another learning system. Usually, the acquired company s LMS and content is migrated into a Symantec LMS. The senior director of Sales Enablement Services confirms that he personally spent most of his time over the past 12 months dealing with the VERITAS merger. The development of new LMS features and functions had to be put on hold until the migration was complete. As a result, priorities are now getting back on track. The director advises other technology directors to plan for change by adding extra time to development schedules. Conclusion Symantec has dedicated significant resources to sales enablement training for both its field sales organization and external channel sales partners. By evolving its traditional sales training into a sales enablement and performance support program using blended delivery channels, Symantec gives salespeople the right information at the right time to increase their rate of success. The strategy is enabled by a single-source XML data repository that transforms every piece of content into a learning object that can be shared across departments and published in multiple formats. 15

16 Appendix I Symantec Sales Enablement Learning Objectives Learning Objective Bloom Level of Taxonomy Source Product - General Give examples of questions that draw out the customer's business needs/pain points for which the Symantec product responds Comprehension Playbook Articulate how the Symantec product fits the needs of each market segment (SMB/Large Enterprise, etc.) Comprehension Playbook Articulate how the Symantec product fits the needs of each vertical market Comprehension Playbook List the attributes of the target customer for the Symantec product Comprehension Targeting Quickstart Articulate the BUSINESS proposition for the partner for this Symantec product Comprehension Playbook Describe deployment scenarios for this Symantec product and other Symantec products it integrates with Comprehension Technical Quickstart Articulate how the features and functions of the Symantec product address the customer's business needs Comprehension Targeting Quickstart Articulate the key customer objections for this Symantec product Comprehension Playbook Articulate the value proposition that this Symantec product provides the customer to meet their business needs Comprehension Targeting Quickstart Articulate where the product fits within the segments of the APRM model Comprehension Playbook List the service offerings available for this Symantec product Comprehension Playbook List the influencers and decision makers that would purchase this Symantec product Knowledge Targeting Quickstart Locate the sales tools designed to assist in the selling of product (need a list of tools) Knowledge Playbook Competitive Describe competitive value proposition (Why this Symantec product over the competition) Comprehension Competitive Intelligence Briefing Provide the high-level competitive overview for the Symantec product Comprehension Competitive Intelligence Briefing Identify the compelling business reason for a competitive partner to convert to selling a Symantec solution/theme/product Comprehension Competitive Intelligence Briefing List the competitors and their product(s) that compete(s) with the Symantec product Knowledge Competitive Intelligence Briefing Pricing/Licensing/Support Describe how the licensing of the Symantec product works (new, renewal, upgrade, cross-grade, trade-in, license programs) Comprehension Pricing/Licensing Quickstart Describe how the pricing structure of the Symantec product works (bundles, SKUs, etc.) Comprehension Pricing/Licensing Quickstart Outline the support structure (and warranty terms, if any) for this Symantec product Comprehension Pricing/Licensing Quickstart Sales Strategies Articulate how the Symantec product fits within the larger Information Integrity messaging Comprehension Sales Strategy Document Introduce an evaluation for this Symantec product Comprehension Sales Strategy Document Explain the elements of the sales strategy for selling this Symantec product in the target market segment Comprehension Sales Strategy Document Explain the elements of the sales strategy for selling this Symantec product in the vertical market segment Comprehension Sales Strategy Document Describe the typical sales cycle for this product and articulate how to be successful at each stage Comprehension Sales Strategy Document Marketing Reproduced with permission from Symantec,

17 Appendix I (continued) Symantec Sales Enablement Learning Objectives Describe competitive value proposition (Why this Symantec product over the competition) Comprehension Competitive Intelligence Briefing Provide the high-level competitive overview for the Symantec product Comprehension Competitive Intelligence Briefing Identify the compelling business reason for a competitive partner to convert to selling a Symantec solution/theme/product Comprehension Competitive Intelligence Briefing List the competitors and their product(s) that compete(s) Learning Objective with the Symantec product Knowledge Bloom Level of Taxonomy Competitive Intelligence Source Briefing Pricing/Licensing/Support Product - General Describe Give examples how the of licensing questions of that the draw Symantec out the product customer's works business (new, renewal, needs/pain upgrade, points cross-grade, for which the trade-in, Symantec license product programs) responds Comprehension Pricing/Licensing Playbook Quickstart Articulate Describe how the pricing Symantec structure product of the fits the Symantec needs of product each market works (bundles, segment SKUs, (SMB/Large etc.) Enterprise, etc.) Comprehension Pricing/Licensing Playbook Quickstart Articulate Outline the how support the Symantec structure (and product warranty fits the terms, needs if of any) each for vertical this Symantec market product Comprehension Pricing/Licensing Playbook Quickstart List Sales the Strategies attributes of the target customer for the Symantec product Comprehension Targeting Quickstart Articulate the how BUSINESS the Symantec proposition product fits for the within partner the larger for this Information Symantec Integrity product messaging Comprehension Sales Strategy Playbook Document Introduce Describe deployment an evaluation scenarios for this Symantec for this Symantec product product and other Symantec products it integrates with Comprehension Sales Technical Strategy Quickstart Document Explain Articulate the how elements the features of the and sales functions strategy of for the selling Symantec this Symantec product address product the in the customer's target market business segment needs Comprehension Sales Targeting Strategy Quickstart Document Explain Articulate the the elements key customer of the objections sales strategy for this for selling Symantec this product Symantec product in the vertical market segment Comprehension Sales Strategy Playbook Document Describe Articulate the typical value proposition sales cycle that for this product Symantec and product articulate provides how to the be customer successful to at meet each their stage business needs Comprehension Sales Targeting Strategy Quickstart Document Marketing Articulate where the product fits within the segments of the APRM model Comprehension Playbook Outline List the the service marketing offerings programs available associated for this Symantec with this Symantec product product Comprehension Marketing Playbook Quickstart Outline List the the influencers regional and evaluation decision process makers for that this would Symantec purchase product this Symantec product Comprehension Knowledge Marketing Targeting Quickstart Outline Locate the sales regional tools marketing designed programs to assist associated in the selling with of product this Symantec (need a product list of tools) Comprehension Knowledge Marketing Playbook Quickstart Demonstration Competitive Describe the competitive key features/functions value proposition of the (Why product this Symantec that should product be used over in a the demonstration competition) Comprehension Competitive Demonstration Intelligence Packet Briefing Describe Provide the the high-level necessary competitive components overview for conducting for the Symantec a demonstration product of the product's key features/functions Comprehension Competitive Demonstation Intelligence Packet Briefing Identify the compelling business reason for a competitive partner to convert to selling a Symantec Locate the components necessary to conduct a demonstration of the product's key features/functions Knowledge Comprehension Competitive Demonstration Intelligence Packet Briefing solution/theme/product List the competitors and their product(s) that compete(s) with the Symantec product Knowledge Competitive Intelligence Briefing Pricing/Licensing/Support Describe how the licensing of the Symantec product works (new, renewal, upgrade, cross-grade, trade-in, license programs) Comprehension Pricing/Licensing Quickstart Describe how the pricing structure of the Symantec product works (bundles, SKUs, etc.) Comprehension Pricing/Licensing Quickstart Outline the support structure (and warranty terms, if any) for this Symantec product Comprehension Pricing/Licensing Quickstart Sales Strategies Articulate how the Symantec product fits within the larger Information Integrity messaging Comprehension Sales Strategy Document Introduce an evaluation for this Symantec product Comprehension Sales Strategy Document Explain the elements of the sales strategy for selling this Symantec product in the target market segment Comprehension Sales Strategy Document Explain the elements of the sales strategy for selling this Symantec product in the vertical market segment Comprehension Sales Strategy Document Describe the typical sales cycle for this product and articulate how to be successful at each stage Comprehension Sales Strategy Document Marketing Reproduced with permission from Symantec,

18 Appendix II Symantec Sales Enablement Plan Sales Enablement Plan A Sales Enablement plan is your map to becoming enabled to sell a product or solution. Produced by the Global Sales Solutions Enablement team, the plan includes links to all the relevant sales tools and training that you need to enable yourself, so that your learning can be in your control. This plan provides you with what you need, when you need it. Symantec Web Security for Microsoft Internet Security and Acceleration (ISA) Server 2004 Symantec Web Security for Microsoft Internet Security and Acceleration (ISA) Server 2004 provides high-performance, reliable virus and spyware protection and URL filtering for Web traffic served through the ISA Server. Administrators can use the familiar Microsoft Management Console for easy configuration. The solution leverages Symantec's patented URL filtering technology to promote worker productivity, help reduce exposure to legal liability, and preserve valuable bandwidth. Organizations benefit from automated updating of virus and spyware definitions and the URL database through LiveUpdate, and uninterrupted virus scanning, even when loading new definitions or engines. Below is a list of the knowledge areas and the activities necessary to enable you to sell Symantec Web Security for Microsoft ISA Click on a highlighted item to its direct link on SCORE. General 1. Read and familiarize yourself with the General Quickstart. 2. Review the FAQs document. Training 3. Review the Sales Training PowerPoint Presentation. 4. Schedule time to attend the recorded version of the Sales Training Presentation on Aspen. Marketing 5. Review the marketing Fact Sheet. 6. Familiarize yourself with the Word Descriptions. Pricing/Licensing 7. Read and familiarize yourself with the Pricing and Licensing Quickstart Competitive 8. Review the Competitive Summary. 9. Review the McAfee Competitive Battlecard. Sales Strategies 10. Review and practice using the Customer Presentation. 11. Familiarize yourself with product trial options. Source: Symantec, 2006 For Symantec employees only. Do not reproduce or distribute Author: Mathew Hill Symantec Web Security for Microsoft Internet Security and Acceleration (ISA) Server 2004 Sales Enablement Plan: 1 18

19 About Us Bersin & Associates is the only research and consulting firm solely focused on What Works enterprise learning research. With more than 20 years of experience in e-learning, training, and enterprise technology, Bersin & Associates provides a wide range of services, including market research, best practices, benchmarking, vendor and product analysis, corporate workshops, corporate implementation plans, and sales and marketing programs. Some of Bersin & Associates innovations include a complete methodology for learning management systems (LMS) selection and application usage, an end-to-end architecture and solution for training analytics, and one of the industry s largest research studies on blended learning implementations. Bersin & Associates offers the industry s first enterprise learning research subscription, The Enterprise Learning Research Center ( which offers up-to-date research, product selection guides, white papers, and access to other experts online. This service enables corporate training managers, vendors, and consultants to make faster, better decisions about enterprise learning strategy, programs, and technology. Bersin & Associates can be reached at or at (510) About This Research Copyright 2006 Bersin & Associates. All rights reserved. What Works and related names such as Rapid E-Learning: What Works are registered trademarks of Bersin & Associates. No materials from this study can be duplicated, copied, republished, or reused without written permission from Bersin & Associates. The information and forecasts contained in this report reflect the research and studied opinions of Bersin & Associates analysts. Any company, trademark, trade name, product name, service mark, logo, or the like, referenced herein is the property of its respective owners. 19