Understanding Business Continuity and
Data Recovery
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CompTIA Channel Training
About this Education
The content and materials featured in this presentation are the result of a
collaborative, CompTIA community-led development effort. An advisory group comprised of channel leaders and technical experts identified training goals and objectives, while education specialists carried out development work based on the insights and information provided by the advisory group and other subject matter experts.
About CompTIA
CompTIA is the voice of the world's information technology industry. As a non-profit trade association advancing the global interests of IT professionals and companies, we focus our programs on four main areas: education,
certification, advocacy and philanthropy.
MODULE 1: UNDERSTANDING
BUSINESS CONTINUITY AND
DATA RECOVERY
Opportunities and challenges abound in protecting critical customer data
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Why BC/DR? Why Now?
Interest in advanced business
continuity/data recovery fueled by:
Growing amounts of business
critical data
Increasingly diverse sources of data
(mobile, cloud, virtual environments)
Concern over fallout from
large-scale data loss (Lost business, damage to brand and reputation, regulatory issues)
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The Stakes Are High
Effective, efficient data recovery is a necessity. Ineffective BC/DR can:
Disrupt network operations Bring business to a halt
Damage a company’s reputation Trigger costly litigation
Adversely impact future operations Result in loss of clients
Endanger a business’ survival
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Protecting Data Is Top of Mind
Your clients already understand the need for effective BC/DR.
IT Pros top continuity and data recovery concerns:
Protecting databases (68%) Safeguarding e-mail (45%),
Securing accounting data (39%) Protecting network services (36%) Source: InformationWeek
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Take Advantage of a Prime BC/DR Opportunity
What’s driving the hot BC/DR market?
Solutions are getting less expensive
and more widely available
BC/DR is becoming second nature to
companies who “get it”
Increasing standards and regulations
require continuity and recovery plans
7
$40 Billion
Estimated market for
BC/DR solutions by 2015
BEGIN WITH THE BC/DR BASICS
Business continuity is proactive.
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Getting Started With Assessments
The BC/DR checklist:
Review client’s existing infrastructure and recovery plans Identify equipment that should be upgraded or consolidated
– Storage – Security – Servers – Networking – Bandwidth
Critique the client’s response to prior disruptions
– What worked and what didn’t – Real costs
– Lessons learned
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Physical Considerations and Best Practices
The physical continuity/ recovery environment:
Must be located away from the client’s main site
Distance to redundancy and back-up sites should be chosen based on risk
level
– Hurricane zones
– Earthquake fault lines – Compact urban centers – Terrorism threats
Plan for how and where users will access applications once available
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Technology Considerations and Best Practices
The technical continuity/ recovery environment:
Does not need to mirror physical production environment
Generally should all be on a single chip-vendor environment (Intel, AMD,
etc.)
Requires establishment of different server roles for cold, warm, and hot
backups
– Consider re-purposing client’s older hardware for less critical backups
Is simplified in a virtualized environment
– Ability to increase capacity more efficiently – Can be brought back online more quickly
Build in plans to test and re-test systems under different outage scenarios
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Delivering the Goods
Six steps to a successful BC/DR practice include:
Making Client Data
Bulletproof Ensuring Real-Time Application Backup Creating a Compliance Checklist Cloud Considerations
Mobile Device Awareness Future-proofed Solutions
12
17%
Percentage of Businesses currently using cloud computing as part of their BC/DR
system
Source: InformationWeek
70%
Percentage of U.S. workers carrying employee-owned mobile devices
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Multiple BC/DR Delivery Models
Business model choices for solution providers include:
Traditional managed services Cloud-based managed services Professional services
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BC/DR in Summary
Conclusions and Recommendations:
Business continuity and data recovery planning is essential BC and DR are inextricably linked
Start with a comprehensive assessment and thorough documentation Upgrade infrastructure as needed
Choose the appropriate delivery model
Continue close cooperation and communication with client
QUESTIONS?
QUIZ
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Question 1
Which of the following is fueling interest in continuity and recovery services? A. Growing amounts of business critical data
B. Increasingly diverse sources of data
C. Concern over fallout from large-scale data loss D. All of the above
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Question 2
An ineffective BC/DR plan can potentially: A. Increase an organization’s bottom line B. Damage a company’s reputation
C. Provide a competitive advantage D. Help attract and retain skilled staff E. None of the above
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Question 3
According to ITIC, what percentage of companies polled say BC/DR is their top concern? A. 25% B. 36% C. 47% D. 58% E. 100% 19
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Question 4
Re-establishing private branch exchanges after an outage is an example of: A. Reactive disaster recovery
B. Proactive business continuity C. Inactive BC/DR planning
D. Hyperactive IT management
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Question 5
True or false: Outdated underlying technologies are generally incompatible with effective BC/DR systems.
A. True B. False
C. Don’t Know
MODULE 2: DETERMINING YOUR
BC/DR BUSINESS MODEL
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Take Aim at the Best Method of BC/DR Delivery
Products delivered Services facilitated Processes managed Systems hosted
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First Stop: The Plan
Any service expansion must be grounded in the overall business plan. Do you have:
A concise description of the business?
A way to describe your value proposition? Your strengths? Your weaknesses? A clear understanding of the technology and trends?
Knowledge of your competition? An estimate of costs?
A way to bring your service to market? Insight into potential obstacles?
A clear idea of the ultimate goal?
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Finding the Model that Fits
How does BC/DR fit into the current
business plan and customer base?
Are sufficient technology
infrastructure and skills available?
What are the goals for ROI and
future growth?
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Multiple BC/DR Delivery Models
Product resale Professional services Managed services Cloud backup Private cloud Referral/agent 26
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BC/DR Models: Product Resale
Pros: Simplified deals;
leverages and extends existing sales
relationships
Cons: Lower margin on
pass-through
transactional sales; fewer recurring
revenue opportunities
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BC/DR Models: Pro Services
Pros: Lower barrier to entry for
solutions consultancies, and service providers with limited access to data center infrastructure or skilled BC/DR IT staff.
Cons: Less opportunity to develop
recurring revenue sales or leverage relationship for related infrastructure transactions.
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BC/DR Models: Managed Services
Pros: Broad mix of
transactional sales,
recurring-revenue services; predictable revenue and profitability.
Cons: Initial investment
costs for co-located recovery sites high; greater degree of solution provider BC/DR expertise required.
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BC/DR Models: Cloud Backup
Pros: Lower cost of entry; less
staff technical BC/DR expertise required; recurring revenue opportunity; enhanced
functionality and flexibility.
Cons: Limited ancillary
hardware/software sales; smaller overall profit margin; limited customizability for vertical clients; more
complicated SLAs
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BC/DR Models: Private Cloud
Pros: Higher client
confidence; combines best of cloud computing with increased control; higher margin than standard cloud resales
Cons: Higher touch
services require greater initial investment; more BC/DR skill required at outset.
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BC/DR Models: Referral/Agent
Pros: Low barrier-to-entry;
limited expertise required
Cons: Pass-through sales
mean little account
ownership; fewer value-add opportunities
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A BC/DR Alternative:
The Amalgamation Model
Pros: Broadens potential customer
base; allows for optimization of variety of
Cons: Pass-through sales mean
little account ownership; fewer value-add opportunities
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BC/DR Models in Summary
Conclusions and Recommendations:
Understand Your Business Understand Your Customer Make your choice
QUESTIONS?
QUIZ
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Question 1
Launching a successful BC/DR practice and being able to expand into
multiple product and service models depends most greatly on the strength of the solution provider’s:
A. Core business plan B. Legacy client base
C. Existing vendor agreements
D. Depth of technical backup and recovery expertise
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Question 2
Which of the following is NOT a legitimate BC/DR delivery model? A. Product resale
B. Professional services C. Managed services D. Cloud backup
E. Referral/agent
F. They are all viable delivery options
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Question 3
Name a major selling point of cloud-based backup. A. Security
B. End-user control C. Ubiquity
D. None of the above
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Question 4
True or false: Professional services must be delivered with an attached product or service.
A. True B. False
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Question 5
Name a drawback of the referral/agent BC/DR delivery model A. Partner retains little-to-no account ownership
B. Little opportunity for value-added sales C. Few recurring revenue opportunities D. All of the above
MODULE 3: DEVELOPING
A BC/DR PRACTICE
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Establish Partnerships
Top considerations when choosing a BC/DR vendor-partner Market Strategy Customer Focus Channel Distribution Reputation/Partner Support Competitiveness 43
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Partner Evaluation Matrix
44
Vendor A Vendor B Vendor C Vendor D Vendor E Go-To-Market Framework Technology Type/Products Customer Focus Channel Distribution Reputation/Track Record Technology Complexity Attached Sales Opportunities Competitiveness Partner Support Startup Costs Anticipated ROI Grade/Assessment
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Evaluate Technologies
Who do they target?
Size and capacity of solutions Specific end-user focus
Breadth of products to support
growth
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Solution Architecture
How will it work?
Deployment and support
Blends of technology and service Maintenance considerations
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Price Point and Value
What are the real costs?
Product pricing
Customer desire/tolerance Real business value
Budget to Value
The total cost of ownership vs.
the total net benefit for a giving organization’s needs
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Vendor Roadmap
Where can they take you?
Technology growth
Implementation and compatibility New feature integration
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Amass Operational Resources
Core Components, Infrastructure and Operations Centers:
Network Operations Center Management System
Help/Support Desk Hosted Services/NOC
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Network Operations Center
Base of operations Range from simple to
complex
Centralized management
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Management System
Change control
Ease of automation and
integration
System management Staff messaging
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Help/Support Desk
Efficient tiered response Based on customer
expectations
Managed notifications
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Hosted Services/NOC
Large investment out of reach for some SPs Hosted services provide adequate support
Capital can be allocated to more pressing efforts
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Training
The solution provider is
responsible for continual training to assure BC/DR readiness.
Elements include:
Technical and setup SLA reviews
Change management
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Testing
Readiness also requires regular testing
Test for effectiveness and
competence
Develop a testing checklist Start with a walk-through Perform a tabletop test
Perform technical tests (parallel or
full interruption)
Make more frequent initial tests Revise documentation based on
results
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Special Considerations
Security Requirements – PCI-DSS Regulatory compliance – HIPAA – SOX – Dodd-Frank Legal counsel 56Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. | CompTIA.org
Bringing the Plan Together
A comprehensive understanding of the new practice leads to the development of: A BC/DR planning guide – Assessment – Planning – Implementation – Testing – Monitoring
An asset inventory and prioritization guide
Usable reference architectures
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Staffing
“You go to war
with the army
you have, not
the army you
might want.”
- Donald Rumsfeld
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BC/DR Development in Summary
Business continuity and data recovery is more art than science
Logical tech assessment, partnering and practice development steps spell
success
The end game is a unique, differentiated, repeatable BC/DR service that
highlights the solution provider’s value proposition and brand.
QUESTIONS?
QUIZ
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Question 1
Which is NOT a consideration when evaluating potential vendor partners? A. Customer segmentation
B. Solution architecture C. Physical location
D. Price point and value E. Vendor roadmap
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Question 2
True or False: Outsourcing NOC responsibilities is an option for smaller solution providers
A. True B. False
C. Don’t Know
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Question 3
What kind of BC/DR testing includes staged scenarios to increase realism? A. Walk-through tests
B. Tabletop testing C. Technical testing
D. Backup media integrity tests
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Question 4
Which common regulatory statute that can affect compliance posture? A. HIPAA
B. Sarbanes-Oxley C. Dodd-Frank D. All of the above E. None of the above
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Question 5
Once you have a clear understanding of the costs a customer can support , you can:
A. Increase the price of related offerings
B. Adjust service levels to accommodate the client’s budget C. Ignore it and price services according to your needs only
D. Use Budget-to-Value ratio to determine suitable vendor offerings
MODULE 4: PROTECTING
YOUR OWN DATA FIRST
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Why Business Continuity and Data Recovery?
Ineffective data recovery planning often leads to:
Network disruption
Expense in time and money
Damage to a company’s reputation Costly litigation
Adverse impact on future
operations
Loss of clients
Possible business failure
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Understanding BC/DR
Disaster recovery is reactive Business continuity is proactive
69
82%
Percentage of significant
network disruptions that could
be reduced or avoided with a
proper BC/DR plan.
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Form a Cross-functional BC/DR Team
Choose your key players
Represent different parts
of the business
Understand core
business needs and brand
Play a role in crafting
products and go-to-market strategies
Keep meticulous records
starting now
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Developing Your BC/DR Plan
Your BC/DR planning and implementations guide will include: Assessment Planning Implementation Testing Monitoring 71
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Crafting the Initial Business Impact Assessment (BIA)
Begin at the beginning
BIA starts at the business level Highlights vital business processes Prioritizes recovery
Defines minimum operating requirements Requires regular review and updates
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Crafting the BIA: IT Assets Roundup
Identify and inventory core infrastructure assets
List all systems and
components of IT
Identify all applications hosted
on all systems.
Identify the systems that
applications depend on
Begin infrastructure
restoration priorities
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Crafting the BIA: Segmenting and Prioritizing Backup
Segregate and stratify IT systems
Determine risk from highest to lowest Assign uptime metrics by category
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Crafting the BIA: Plugging in Processes
Identify applications and map dependencies
List critical business functions for which each unit is responsible
Note the maximum amount of time critical business functions can be
interrupted
Determine priority order for business function recovery Catalog applications essential to business functions
Determine costs of downtime versus BC/DR system costs
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Planning and Implementation:
Consider Equipment Upgrades
Optimize Your Systems for Effective BC/DR
Upgrades and consolidation
Hardware, networking, storage security, apps, bandwidth Consider expanding virtualization
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Planning and Implementation: Physical Considerations
and Best Practices
The physical continuity/ recovery environment:
Must be located away from your main site
Distance to redundancy and back-up sites should be chosen based on
risk level
– Hurricane zones
– Earthquake fault lines – Compact urban centers – Terrorism threats
Plan for how and where users will access applications once available
Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. | CompTIA.org
Planning and Implementation: Technology
Considerations and Best Practices
The technical continuity/ recovery environment:
Does not need to mirror physical production environment Purchase and standardize on the same class of servers
Should all be on a single chip-vendor environment (Intel, AMD, etc.)
Requires establishment of different server roles for cold, warm, and hot
backups
– Consider re-purposing older hardware for less critical backups
Is simplified in a virtualized environment
– Ability to increase capacity more efficiently – Can be brought back online more quickly
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Implementation Alternatives: Cloud BC/DR
Hosted choices for backup systems
How well protected your data? Is it secure?
What IT do you still need to provide? Costs?
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Testing and Monitoring
Readiness requires regular testing
Test for effectiveness and
competence
Develop a testing checklist Start with a walk-through Perform a tabletop test
Perform technical tests (parallel or
full interruption)
Make more frequent initial tests Revise documentation based on
results
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Establishing a Testbed
Your BC/DR system as a sales and marketing tool
Provides assessment and planning walk-through Develops relevant forms, charts, lists
Allows for testing variety of technologies Presents clearer picture of suitable offerings
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Protecting Your Own Data: Summary
Conclusions and Recommendations:
Protect your own house first Assess
Plan
Implement Test
Monitor
Leverage as test bed
QUESTIONS?
QUIZ
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Question 1
An ineffective BC/DR plan can lead to (choose all that apply): A. Network disruption
B. Criminal charges
C. Damage to company reputation D. Costly litigation
E. Loss of clients
F. Enhanced innovation
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Question 2
When we say “business continuity is proactive,” we mean: A. It focuses on immediate reactions to system outages
B. It includes ways to incorporate sales and marketing strategies
C. It addresses comprehensive planning focused on long-term organizational
challenges
D. None of the above
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Question 3
When choosing your BC/DR planning and implementation team, pick members who:
A. Represent different parts of the business B. Understand core business needs and brand
C. Play a role in crafting products and go-to-market strategies D. All of the above
E. None of the above
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Question 4
Which of the following is NOT part of an effective BC/DR Business Impact Assessment (BIA)?
A. Business processes highlights B. Recovery prioritization
C. Minimum operating requirements
D. Test bed reviews of technology for future sales
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Question 5
Which metric is used to determine Recovery Time Objective, or RTO? A. The maximum amount of time a critical business function can be
interrupted before business is affected.
B. The appropriate distance to redundancy and back-up sites based on risk
level.
C. A TCO measurement combining costs for hardware, software,
maintenance, setup and configuration, infrastructure, and power.
D. The number of systems that must be updated or consolidated to optimize
the BC/DR implementation.
MODULE 5: MEETING CUSTOMERS’
BC/DR NEEDS AND EXPECTATIONS
• Set expectations
• Complete, value-added services
• Ongoing relationships, ongoing support
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Your Unique Value Proposition
Make your BC/DR practice your own.
Value is what you do, not the tools you use. Fine tune delivery to customer needs.
Brand everything you do
Formula for channel success
Customize plans, policies, processes and support.
Incorporate vendor templates, but make the offering unique. Invest in our own intellectual property
(applications, processes, services)
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Developing Effective Product Packaging
Ways to present your practice:
Solutions Services
Professional services
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Product Packaging
Solutions
Highlight your value-add
Brand reference architectures Package as new products
Differentiate from competition
Services
Stand apart from the crowd Unique attributes
Differentiating value Conspicuous branding
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Product Packaging
Professional Services
Think of professional services as
products
Assign brand
Build customer familiarization Top competitive offerings
MEETING CUSTOMER NEEDS
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Contracts
Protecting a client’s business goes beyond technology:
Detailed contractual obligations Defined customer interactions Prescribed fee structure
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Contracts
Detailing products and services
Title transfers & RMAs Purchase and sales
Termination and portability
Maintaining the agreement
Auditing and contract compliance Insurance and risk management
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Service Level Agreements (SLAs)
Frontline operations
Performance is a contractual function Spell out performance parameters Prepare terms and conditions
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Service Level Agreements (SLAs)
Making assurances
Recovery Time Objective Recovery Point Objective
Recovery Granularity Objective
Performance specialization
Custom SLAs vs. standard agreements Amendments entail risk
Consider red-lining a premium service
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Ongoing Relationships and Support
Keep the fire burning Focus on recurring
arrangements
Strongly leverage the trusted
advisor relationship
Work continuing commitments
into pricing and contracts
10 0
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Meeting BC/DR Expectations
Conclusions and Recommendations:
Set performance and outcome
expectations
Provide complete plans
Emphasize your unique value Craft detailed performance
agreements
Develop ongoing service relationships
10 1
QUESTIONS?
10 2
QUIZ
10 3
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Question 1
Name a key drawback of using vendor-provided reference architectures. A. They are difficult to use
B. They tend to homogenize service providers and limit differentiation C. They are not widely available
D. The technical details are often incomplete
10 4
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Question 2
Proper packaging of your BC/DR professional service should differentiate your offering, and:
A. Establish service delivery parameters B. Build customer familiarization
C. Allay client fears
D. Show strong ties to vendor products
10 5
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Question 3
Name the contract elements focused on ending the SP/client relationship. A. Title and warranty
B. Purchase and sales
C. Termination and portability D. Products and services
10 6
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Question 4
If a solution provider allows customized SLAs, they should also: A. Consider the impact on costs
B. Evaluate risk exposure
C. Charge more for the service D. All of the above
E. None of the above
10 7
MODULE 6: TAKING YOUR
BC/DR OFFERING TO MARKET
• Sales and marketing objectives
• Marketing programs and materials
• A go-to-market plan
• Research, improvement and evolution
10 8
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Sales and Marketing Objectives
Lead generation Sales appointments Account acquisition Gross revenue
Gross margin/profit Average sale size
Accounts under management Average revenue per account Monthly recurring revenue System utilization rate
10 9
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Marketing Programs and Materials
White papers Capabilities presentation Technical briefs Marketing collateral 11 0
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Marketing Materials: White papers
Creating the must-read paper
Pick the right author Keep it short
Use visual elements Emphasize subject flow Use a case studies
End a strong summary
11 1
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Marketing Materials: Capabilities presentation
Use an outline of your
process
Keep it bright and tight Train the presenters Keep updated
11 2
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Marketing Materials: Technical Briefs
Demonstrate functions,
features and performance
Use vendor tech briefs as
foundation
Customize and co-brand as
needed
Develop unique tech briefs
to complement
11 3
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Marketing Materials: Marketing Collateral
Demonstrate need
Highlight your capabilities Allay customer reluctance
and fears
Train your sales force
11 4
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Go-To-Market Strategies
Create a plan
Identify likely customers Establish a review cycle
11 5
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The “30-60-90” Plan
Launch Plan
Launch products Find first customers Generate Publicity
Establish sales objectives Initiate field testing
Collect feedback
Launch Products
Limit products at first
Focus on specific customer
segments
Generate repeatable
implementations
11 6
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The “30-60-90” Plan
Establish Customers First
Customer list mirrors launch
products
Mine existing accounts
Leverage trusted advisor status Seek early adopters
Publicity
Seek appropriate media exposure Distribute releases
Prepare senior managers for
interviews
Piggyback on events, both love and
virtual
11 7
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The “30-60-90” Plan
Sales Objectives Referrals Meetings Demonstrations Proof of Concept Closed Sales Get Feedback Talk to customers, understand
satisfaction & perceptions
Field Testing
Deploy at customer sites Review performance
Assess product and services Measure utilization
Make adjustments
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Research, Improvement, Evolution
Make continuous
improvements to your service
Build in research and
development budget
Form focus groups Invest in expansion
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Taking BC/DR to Market
Conclusions and Recommendations:
Set sales and marketing
objectives
Develop and deploy
marketing collateral
Execute your 30-60-90 plan Always be evolving
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QUESTIONS?
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QUIZ
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Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. | CompTIA.org
Question 1
Lead generation reflects:
A. The amount of marketing material amassed on a topic
B. The variety of technology options in a particular solution set C. The number of potential customers interested in a sales call D. None of the above
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Question 2
True or false: Rebranding vendor materials is sufficient to fill your marketing collateral needs. A. True B. False C. Don’t Know 12 4
Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. | CompTIA.org
Question 3
Elements of an effective white paper include (choose all that apply): A. Choosing the right author
B. Making it as lengthy as possible C. Using visual elements
D. Ending with a strong summary
E. Packing it with deep technical detail
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Question 4
Which of the following is NOT a part of the 30-60-90 go-to-market plan? A. Launch products
B. Establish sales objectives C. Generate publicity
D. Choose vendor partners E. Initiate field testing
F. Collect feedback
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WRAP UP
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