Microsoft Partner Network:
ERP and CRM Competency Q & A
August 2010
Table of Contents
Microsoft Partner Network: ................................................................................................................................................. 1
ERP and CRM Competency Q & A .................................................................................................................................... 1
Overall Strategy ............................................................................................................................................................................. 3
Driving Industry Focus ................................................................................................................................................................ 5
Marketing ........................................................................................................................................................................................ 6
Readiness .......................................................................................................................................................................................10
Dynamics Partner Academy ...............................................................................................................................................10
Partner Business Consulting ..............................................................................................................................................12
Partner Business Systems ...................................................................................................................................................13
Engagement .................................................................................................................................................................................13
MPN Alignment...........................................................................................................................................................................16
General Q&A ...........................................................................................................................................................................17
SPA/CSA Requirements .......................................................................................................................................................17
Silver Competency/Gold Competency Requirements .............................................................................................21
Optional Industry Badge .....................................................................................................................................................26
Rollout.............................................................................................................................................................................................29
2
Overall Strategy
What is changing and how does it impact Partners?
The Dynamics Partner program is currently undergoing an extensive update to take more advantage
of the significant market opportunity for integrated ERP and CRM solutions. Horizontal solutions have
become a commodity and it is no secret that our prospects value vertically-specific solutions. We have
been talking about focusing on verticals for a number of years, but we are bringing higher levels of
focus and investment than ever.
Microsoft’s strategy is aimed at increasing the scale and productivity of Partners. It encourages small
Partners to grow and go vertical and it helps larger Partners succeed and grow more. The Partner
Strategy supports Partners during this transition with program changes and investment aligned with
key goals. Partners that are specialized and growing will receive more benefits and investment from
Microsoft. Microsoft will be more prescriptive and proactive in aligning vertically focused VARs with
the CfMD ISVs that can provide them with repeatable, packaged solutions. By rewarding and investing
more in the Partners that are aligned to our goals we can transform our Partner channel and more
rapidly gain market share.
These changes will have a big impact. Our goals are to:
1) Triple the average customer adds of our VAR Partners
2) Triple the number of ISVs and VARs gaining >50% of their revenue from packaged, repeatable
vertical solutions
3) Increase the average operating margin of our Partners by 50%
These changes apply to both Dynamics ERP and Dynamics CRM as customers prefer solutions that are
specific to their vertical across their business applications. Both product segments are requiring higher
levels of Partner sophistication, investment and scale based on the potential of not only vertical
solutions, but also Microsoft stack integration (SQL, SharePoint, Office, and Outlook). This motivates
us to drive our Partner strategy and programs to support a consistent end-game, the support and
nurturing of Partners driving growth and scale through a vertical focus.
Why are we making the change?
Though Microsoft Dynamics consistently performs better than the overall ERP and CRM market, we
are not growing fast enough to rapidly gain share or defragment the market. Research shows that
prospects consider Dynamics solutions as often as our main competitors; however, we do not win
substantially more than any other major brand. Being considered but not winning is terrible. It means
that all the money Partners spent on the sales cycle is wasted.
3
So we are focused on this key issue – Win Rate. The path to a higher win rate is in selling vertically
specific applications that take advantage of the integration to the rest of the Microsoft stack and our
ability to customize for the specific needs of the individual customer. To drive a higher win rate, two
critical things are needed:
1.
VARs that invest to deeply understand the vertical requirements, processes and business
challenges of the prospects. Our research shows that the Dynamics Partners that have done
this are our most successful Partners.
2.
ISVs that write repeatable, vertically specific code. Customization is a key competitive
advantage for Dynamics and a critical source of revenue for our Partners, but too much
customization in the solution does not scale. It drives the prospect price too high and the
implementation cycles too long. It makes upgrading to the newest version of the software a
high cost proposition, which damages our collective long term enhancement revenue
opportunity.
We have a lot of
examples of the
right kinds of ISV
and VAR Partners
today. The issue
is that Microsoft
has not done
enough to
prescriptively
align the best
ISVs with the
committed VARs,
drive demand
based on a
vertical value
proposition and
connect the leads
with the right
Partners that can
win the deal.
Scale is important. Partners that know the vertical, Partners that know the stack, dedicated pre-sales
engineers and consistent marketing execution all take a level of scale and size. We are not talking
about growing our average Partner to 1,000 people. We are talking about taking our current core
Partners, those with 20, 40, 60 people and getting them to 80, 120, 150 people. Even if a Partner
already has hundreds of dedicated Dynamics people, there is plenty of market opportunity for larger
Partners to reach these same growth rates.
4
Driving Industry Focus
What are the key changes to the Industry Strategy?
1) Microsoft will be more prescriptive in lining up the best VARs and ISVs – Microsoft will ensure
that the VARs are committed to the ISVs and trained/certified on their solution. We will ensure
that our ISVs achieve CfMD status. You will see this in the Partner Program.
2) Microsoft will be more targeted and hands-on in driving the industry Partner ecosystem and
in recruitment to fill the holes in the solution – we have new roles and commitments to make
this happen.
3) Microsoft will ensure that both marketing activity and leads are committed to the VARs that
represent the best solutions.
Partners have been heard “focus on verticals” for years? How is it different this
time?
Microsoft has made significant progress over the last few years in shifting to verticals, with more
vertical marketing content, training and successful Partners than ever before. The progress on
CfMD has also been critical. The changes we are making bring more training, marketing and
staffing investments than we ever have before. The key addition is validation – we will validate
solution completeness and success, vertical skill levels, marketing spend and commitment and
close rate to a much higher level. The Partners that have truly gone vertical should appreciate and
benefit from this.
When do you decide to recruit versus working with current Partners?
Our primary approach is growing the Partners we already have through expansion of their sales in
their existing vertical(s) and geographic and/or vertical expansion. If this is not feasible, we will
recruit a new Partner, but in a targeted way.
How does CfMD fit into this strategy?
CfMD provides validation of the ISVs software, and marketing benefits to the ISV. As we align
VARs to ISVs, CfMD status is a key requirement.
You seem to have a problem with direct selling ISVs. What is the issue?
There is no issue with direct selling ISVs. In fact, in targeted vertical solutions with unique needs
and potential customers in the hundreds or low thousands, it is probably the best way to
approach the market. We will enable and promote this model as it is truly vertical and very
effective. However, this is a model that does not readily scale for the larger industry or vertical
opportunities like industrial manufacturing, wholesale distribution and specialty retail. We need
the combination of an ISV and multiple VARs to rapidly gain share in these markets.
Focusing on verticals makes sense in the long term. How long does Microsoft
expect the change to take for a Partner?
We do not expect it to happen overnight. Many of you have already moved in this direction. Many of
our most capable vertical Partners still get 30%, 40% or even 50% of their revenue outside their core
verticals. Partners are just expected to focus marketing and training investments in specific verticals
and Microsoft will do the same.
5
Marketing
Why is Microsoft Dynamics changing its Partner marketing strategy?
Market research indicates that there is a very large opportunity for growth with the Microsoft
Dynamics solution and that a large untapped market exists for ERP and CRM solutions. In order to
more effectively tap into this growing market, Microsoft will target its marketing investments vertically
and prioritize Partners that are strategically aligned to grow the business across key verticals.
What are the primary objectives of this change?
The new marketing strategy is intended to accomplish two primary objectives:
1) Focus marketing investments on vertical market opportunities and high value Partners
2) Drive more effective vertical marketing campaigns with Partners
To effectively do so, we must make changes to the way we do business today. Below is a description
of the key changes that we will be making to our marketing strategy.
How will Partner marketing be different than today?
In order accomplish the objectives stated above; there are several key changes that will have to be
made both from a Microsoft perspective and a Partner perspective.





To drive more effective marketing, the first priority is to focus the majority of marketing
investments (both Microsoft and Partner) on targeted verticals instead of horizontal marketing
initiatives.
Microsoft will be focusing Partner marketing investments (engagement and funding) towards
high value Partners. Marketing investments that are spread too broadly across too many
Partners and priorities fail to adequately make the desired impact and fail to reward our
highest value Partners.
Microsoft will be shifting its marketing investments and tactics to focus on a “With-Partner”
approach and less of a direct “To-Customer” approach. This will allow greater utilization of
Partners’ vertical expertise and resources.
Microsoft plans to implement Partner Marketing Service Bureaus to optimize marketing
budgets, improve campaign effectiveness, and measure effectiveness of marketing spend.
Microsoft will drive a process that provides more visibility into co-funded Partner campaign
success by tracking and reporting on the results of individual marketing campaigns.
How is marketing execution changing?
For improved execution of marketing activities, Microsoft will be building two models for the delivery
of marketing campaigns—the Marketing Service Bureau and the Self Service Model.
o
The Marketing Service Bureau is an agency driven model through which vertical
marketing campaigns will be built and executed and a full range of key marketing
services will be provided. The marketing service bureau is an agency or series of
agencies that are chosen by Microsoft and trained and educated on the Microsoft
Dynamics marketing strategy and resources. The marketing service bureau is a “With6
Partner” model because: 1) joint marketing planning with Microsoft is required and 2)
lead reporting is required, and 3) co-funding is associated with it.
o
The Self Service Model leverages online self service tools and resources that are
made available to all Partners. The purpose of the self services resources is to make
pre-packaged campaign templates and other sales & marketing resources available to
all Partners. The service offerings will include brand and logo resources, “How-To”
guides and downloadable campaign templates. No co-funding will be made available,
but the tools are free of charge, easy to use and reduce marketing cost and time-tomarket for Partners.
Agency Driven Model
Partner
Agency
Customer
Microsoft
• Central agency/vendor, designated and trained by
Microsoft, facilitates campaign creation and
execution, as well as marketing service offerings
• Coordinates joint campaigns between ISVs and VARs
Marketing Service Bureau
Portal Interface
Microsoft
Portal
Partner
Customer
Self Service Model
[All Partners will have access to basic services that are offered through the Marketing Service Bureau
agency (such as telesales), but the lower tier Partners will have to pay full price for those services and
engage with the agency on their own.]
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What is the value of the Marketing Service Bureau (MSB) and when is it best
utilized?
Microsoft believes the marketing service bureau model will greatly improve the overall effectiveness of
the vertical marketing strategy by building and executing more impactful marketing campaigns.
1) The model will increase the marketing effectiveness of our top Partners by allowing them to
more effectively leverage the Microsoft brand and the marketing expertise of the Marketing
Service Bureau.
2) By managing co-funded campaigns through this model, the marketing investment of both
Microsoft and Partners can be more effectively leveraged.
3) Through this model, the powerful brands of both Microsoft and our key Partners can be more
effectively positioned.
4) The MSB can more effectively plan and execute joint marketing activities between Internet
Service Vendors (ISVs) and Value Added Resellers (VARs) in ways that previously were not
possible, resulting in stronger vertical campaigns.
[Important: Please note that the Marketing Service Bureaus will be operated locally, and so actual
implementation times may vary depending on region.]
How will Microsoft determine which Partners to go to market with?
There are five key characteristics that define our high value Partners or “Go-To” marketing Partners.
1.
2.
3.
4.
5.
Vertical Alignment: First and foremost is vertical alignment. Partners that are uniquely
positioned to target specific verticals and customer segments are critical to Microsoft’s vertical
marketing strategy.
Growth: Microsoft is looking for Partners that have demonstrated their ability to grow and
scale.
Revenue: Partners that are generating significant revenue under today’s model and are
considered leaders in their industry.
Strategic Initiative: A given subsidiary may have a key strategic initiative (such as new
recruits, competitive initiative, etc.) that it will be looking to execute with specific Partners that
demonstrate high potential, but aren’t yet the high revenue generating Partners because they
are new to the business.
Marketing Capability/Commitment: Microsoft is focused on working with Partners who
demonstrate a commitment to marketing and are prioritizing their resources accordingly. The
following are examples of qualities that might be considered to determine the level of a given
Partner’s marketing capability:





Marketing Investment – The Partner is prioritizing marketing and is willing to make the
necessary investments
Resource Commitment – The Partner has a dedicated marketing resource in place
Nurturing Strategy – The Partner has a nurturing strategy in place
Pipeline Management – The Partner is doing due diligence to track, report, and effectively
manage leads
Successful Campaigns – The Partner has a track record of successful campaign execution
For those Partners who do not yet have a developed marketing expertise and/or resources, the
Marketing Training Courses of the Dynamics Partner Academy may be utilized to help Partners
increase their marketing capabilities.
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How will Microsoft support its high value Partners?
After going through the prioritization exercise above, Microsoft will be in a better position to focus
marketing investments and support on its top Partners. Microsoft will be making Partner investments
from a marketing perspective in 3 different areas: co-funding; strategic engagement and planning,
and marketing campaign support.



Co-funding: The highest levels of co-funding will be made available for those
Partners that are deemed most strategic according to the criteria described above.
Strategic Engagement: Microsoft will be seeking to engage in in-depth, strategic
marketing planning with its highest value Partners.
Marketing Support: Highly customized vertical campaigns will be available to high
value Partners, and will be invitation only. Pre-packaged customizable vertical
campaigns will be made available to Partners at the managed level, and some level of
co-funding will be made available. And online self-service tools will be available for all
Partners, providing basic campaign templates and self-help guides.
[Important: Keep in mind that these will be locally made decisions, and so will vary depending on
region.]
How will these changes benefit our top Partners?
We expect there to be a number of important benefits to Partners that will result from this new
marketing strategy. The primary benefits for top Partners include:





More effective marketing campaigns resulting in higher quality leads
Deeper engagement and a higher level of support from Microsoft
Greater alignment and synergy between Partners and Microsoft at the strategic Level
Exclusive co-funding and joint marketing opportunities
More cost-effective approach to marketing
First and foremost, the result of leveraging the power of the Microsoft brand, the marketing
expertise of the Marketing Service Bureau, and the vertical expertise of Partners, will be more
effective marketing campaigns which result in higher quality leads and opportunities for our Partners.
Furthermore, by prioritizing Partners and targeting marketing resources, Microsoft will engage more
deeply with and provide greater marketing support to its top Partners. As a result of the deeper
engagement and joint planning activities, we believe there will be greater alignment and synergy
between Partners and Microsoft at the strategic level, a key ingredient to any successful marketing
strategy. And by identifying and working more closely with the high value Partners, Microsoft will be
able to ensure that they receive a greater level of marketing support in the form of co-funding,
strategic engagement, and customization of campaigns.
The Marketing Service Bureau model and the self service tools are designed to make it easier for
Partners to build and execute marketing campaigns with Microsoft. We anticipate that this will result
in time and cost savings for our Partners.
What will be expected of me as a Partner?
The benefits also come with commitments from Partners. In order to effectively execute on this new
strategy, Microsoft will look to Partners to do the following:
9
1) Re-evaluate your marketing strategy - in light of these proposed changes. One of the key
characteristics that define our high value Partners or “Go-To” Partners is vertical alignment.
Partners that are uniquely positioned to target specific verticals and customer segments are
critical to Microsoft’s vertical marketing strategy.
2) Make necessary changes/investments - to align with the new marketing strategy. Microsoft
is looking to work with Partners who demonstrate a commitment to marketing and are
prioritizing their resources accordingly.
3) Engage with local subsidiary - to drive vertical marketing campaigns. Work with your
Partner Account Manager (PAM) and Microsoft Audience Account Manager (AMM) to
conduct joint planning activities and build the marketing plan. We believe that this is critical
to the success of the vertical marketing strategy.
When will these changes be implemented, and which subsidiaries will be
impacted?
The changes described in this section are part of the long term vision that Microsoft has for its
subsidiaries. Since the actual operational elements of the strategy will be owned at the local level, the
implementation of the strategy will vary from sub to sub depending on the conditions and maturity of
the marketing in question. It will be up to Partners to engage with their local account representative to
better understand how and when these changes will implemented in their area.
Will the Marketing Service Bureaus be affordable for smaller subsidiaries and
countries?
The implementation of the Marketing Service Bureau agency offerings is already being executed in
smaller subs and regions. We see the efficiency of the model and Microsoft’s purchasing power
driving significant benefits for smaller subsidiaries and regions.
Readiness
Readiness questions cover 3 major areas:
1) The Dynamics Partner Academy for Training
2) An expanded set of packaged Partner business systems, which are IT solutions to help
run your business and better integrate with Microsoft
3) Partner Business Consulting to serve as an experienced advisor as you expand your
business
Dynamics Partner Academy
What is the Dynamics Partner Academy?
Achieving high levels of profitable growth requires an increase in training and skills across the entire
Partner business. In order to better ensure success of Microsoft Partners, training curriculum is being
greatly expanded. It’s called the Dynamics Partner Academy and there are 7 key Partner employee
roles around which the trainings are structured. These include business leadership skills for the CEO,
10
marketing, pre-sales, sales, project management and the two more technical roles of covering solution
consulting and implementation. Those Partners that qualify for the higher levels in the New
Microsoft Partner Network ERP and CRM Competencies will have priority access. Driving a Dynamicsfocused curriculum means the greatest ROI and impact for our Partners, driving up win rates,
profitable implementations and customer satisfaction. Additional information on the Dynamics Partner
Academy can be found here https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partneracademy
The Dynamics Academy training looks great for new Partners, but what is the
value for an existing and successful Partner?
Every Partner has areas in which they could be better. Our Economic Survey and other “best practices”
work has identified areas for improvement in nearly all Partners, with the classes serving as “spot
training” in the specific areas. Partners also have turnover and new hires and we look at the Academy
as the way to get new employees up and running and making a positive contribution to the Partner’s
bottom line more quickly.
If a Partner already has a great source of training, can they utilize it instead of
the Dynamics Academy?
Yes, but we are delivering and monitoring the best possible training for Dynamics Partners through
the Dynamics Academy. You are free to use other training companies, but Accreditation exams for
Sales and Pre-Sales personnel will be based on the content of the Academy courses.
11
Partner Business Consulting
What is Partner Business Consulting?
Partner Business Consulting is a Microsoft Readiness initiative that provides business strategy and
operations support to Partners.
What services do the Partner Business Consultants offer?
Partner Business Consulting provides individualized, strategic business advice to our Partners.
Whether it is hiring /investment options, organizational structure or M&A strategies, Partners would
greatly benefit from a consultation with someone who has been through the same challenges.
Microsoft commits to the following:
-
We will identify and qualify consultants who have successfully grown and run ERP and CRM
VAR and ISV organizations.
-
We will ensure that they are fully aware of Microsoft’s strategic direction and investment
priorities, enabling them to ensure they are giving our Partners the best advice on
maximizing the business opportunity with Dynamics.
-
In select situations, a local sub may decide to help co-fund some initial engagements.
Whether or not co-funding is made available, we believe the availability of qualified consultants can
make a significant difference, as we have already seen these relationships pay big benefits in pilot
programs in the US and Europe. Additional information on Partner Business Consulting can be found
here https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/businessconsulting
12
Q: Will all top Partners be assigned a Consultant?
All Partners will have access to the Consultants that we validate, with all business agreements and fees
being a private matter between the two parties. Co-funding from Microsoft is a sub-by-sub decision
depending on available budget and business goals.
Partner Business Systems
What is the Partner Business Systems initiative?
In order to manage all of these highly skilled people, projects and opportunities, as well as your
connection back to Microsoft, we will also be releasing an expanded suite of Partner business systems
that will help scale and manage your business. They include verticalized ERP/CRM solutions, BI
capabilities, Dynamics business specific KPIs and scorecards, customized reports, and built-in PSM
integration and processes. Both the Microsoft Solution Selling Process as well as Sure Step
Methodology will be integrated into the offerings.
Many of you have cobbled some of capabilities together, but it is incredibly wasteful to have hundreds
of Partners creating one-off systems and customizations when all Partners need it, so we will either
build or Partner with ISVs for the right code and provide the integration with critical Microsoft systems
and tools out of the box. Microsoft will drive a volume price with the required ISV and/or provide
some of the solution at no cost. Additional information on the Partner Business System offerings can
be found here https://mbs.microsoft.com/partnersource/partneressentials/partnerreadiness/partnerbusinesssystems
Q: Many Partners have built their own customizations and applications to run
their business. Will utilization of the new systems be required?
Utilization of the systems will be entirely optional. We are just trying to keep all Partners from writing
and maintaining similar code and helping to ensure efficient and profitable operations. You may
choose to implement all or just the parts that make sense for your business.
Engagement
How is the Microsoft Dynamics vision for engagement between
Partners and its Field changing?
1) Implementation of an industry focused engagement model to provide a targeted relationship
approach with high value Partners
2) Evolution of the Partner Account Manager (PAM) role to allow for long-term relationships as a
trusted business Partner
3) Refocus of individual field roles to provide Partners with increased support throughout the
sales lifecycle
4) Implementation of an integrated engagement model to provide more efficient and effective
support for Partners
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5) Availability of new systems and tools to enable Microsoft to better view and understand
Partner priorities
How the roles interact – with PAM being the Hub
II. Revenue Planning
I. Business Development
Desired Outcome:
Ready to go to market together
PTS
Growth
Plan
Partner technical
readiness by
product
OAM (ROC)
Create
Demand
Plan
Development
Plan
IMDM
Develop marketing
plan by industry
Revenue
Plan
Sell
SSP
Develop sales
plans for named
industry accounts
Sales
Plan
Relationship
Management
Plan
Performance
Management
Plan
• Partner Portfolio
• Industry Partner
Readiness
• Engage with
Industry SSP
AMM
Marketing
Plan
Business
Development
Plan
Enable
Partner and field
support
Desired Outcome:
Achieve revenue targets
TS
Relationship
Development
Plan
Support SSP for
solutions and
technical sales
III. Relationship Management
Plan
Retain
Desired Outcome:
Clear vision of relationship, mutual
success and commitments
How the roles vary across the partner lifecycle
Plan
Create Demand
Enable
Sell
PAM
PAM
PAM
PAM
PAM
OAM (ROC)
IMDM
AMM
PTS / DE
IMDM
PTS
IMDM
OAM (ROC)
SSP / TS
Retain
DE (ISV)
Definitions:
IMDM – Industry Marketing Manager
PAM – Partner Account Manager
SSP – Solution Sales Provider
TS – Technical Solution Provider
PTS – Partner Technical Solution Provider
AMM – Audience Marketing Manager
OAM – Operational Account Manager
ROC – Regional Operational Center
DE – Developer Evangelist
PRD – Partner Resource Desk
PDC – Partner Development Center
What does this mean for managed Partners?
The Partner’s relationship with Microsoft starts with the PAM. Microsoft sees the PAM as the hub of
our more integrated approach to managing Partners. The PAM is at the center of the relationship with
Partners, ensuring that the Partner gets the maximum business value from its relationship with
Microsoft, as well as ensuring that Microsoft drives the needed business results through the Partners.
Partners should view their PAM as a trusted business Partner who will work in an integrated approach
with PTA’s, SSP’s, IMDM’s, as well as the marketing and readiness teams to insure Partners are well
positioned within MBS to achieve their goals.
Partners have complained about churn in their assigned PAMs and a lack of
knowledge of the business applications market and the Partner business model.
How is Microsoft addressing this?
In terms of turn-over, there is always some level of churn, but we are driving the expectation of longer
4 – 5 year stints to allow time to build trust and knowledge of their managed Partners. In terms of
building knowledge and value, we have really focused on this role over the last 2-3 years with
additional training investments designed to help drive true value to your business. We have also
increased maximum job grades and target hiring levels as well as implementing business
management and planning tools that provide a 360 degree view of our relationship with Partners.
Through our Partner satisfaction surveys you are telling us that we have made great strides, but we are
not done. Additional training investments are being made this year to drive additional skills. More
tools are being built to drive efficiency and insight.
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How is Microsoft staffing and training the field to help target specific
industries?
1) Microsoft has created the role of Industry Principles – This is an HQ role staffed by people
with a deep knowledge of the Industry as well as business applications. They set the long term
strategy for Dynamics in the Industries and corresponding verticals, serve as our vertical PR
and event spokespeople and drive our industry and vertical priorities out to the areas and
subs. We have already hired a number of Industry Principles and will hire additional resources
this year.
2) Microsoft has created the role of Industry Market Development Manager (IMDM) – This role is
staffed by people with a deep level of experience in the industry, and their key role is to drive
our success in key verticals by organizing a select set of ISVs and VARs, ensuring that the
solutions are competitive, VARs are trained and we are executing marketing campaigns and
events to drive demand. We have already hired these resources in the US and Europe and will
continue to add more in the coming years.
3) Finally, Microsoft will increasingly require industry and vertical experience in our SSPs, the
overlay sales force that supports and works with you in sales situations in larger deals.
Why did Microsoft decide to hire Industry Market Development Managers?
Microsoft has a lot of great, vertically focused VARs and ISVs, but we believe we can play a valuable
role in organizing the Partners, both in terms of readiness and training as well as marketing and sales
with a specific focus on customer add and revenue attainment. Microsoft has said “go vertical” for
years, but has never really had an internal resource that could validate, organize and build the Partners’
vertical ability.
Where are the IMDMs located?
IMDMs are based in a time zone, crossing a number of countries or regions. This is valuable as it
mirrors the requirement that our vertical VARs and ISVs drive a wider geographic footprint to capture
the most opportunity with their vertical solutions. Today, they are in place in North America and
Europe. We will add people to these time zones and intend to add additional Time Zones over the
next few years.
How should a Partner engage with Microsoft?
Ensure you drive a higher level of business planning with your PAM. Ensure there are clear
commitments on both sides. Ensure that the PAM has all the information about your abilities and
investments to be your champion across other sales and marketing organizations at Microsoft. Ensure
the IMDM knows of your specific vertical skills and investments.
How will Partner support & services change?
Partner Support & Services will evolve from a reactive support program to a proactive services
program covering the entire services life cycle: Helping our Partners to SELL products using Microsoft
technologies, DEPLOY Dynamics Solutions on time, on budget, on spec and SOLVE their customers’
issues quickly.
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MPN Alignment
How will the program changes align to the redesigned MPN?
1) The existing “MBS” Competency will become two Competencies - ERP and CRM, with a
corresponding change in branding. A Partner can either qualify for the ERP/CRM “Silver”, or
go further and reach “Gold”. Beyond the naming, the critical change is that the point
system is being retired, and a Partner must meet all the specific requirements to reach
Silver or Gold inside the ERP or CRM Competency. This allows prospects to know that the
Partner is specifically qualified to sell and implement the ERP or CRM solution they are
seeking.
2) The requirements are going up. We are implementing minimum sales levels, higher
certification levels, more customer references, customer satisfaction surveying and
minimum enhancement contract renewal rates and additional requirements.
3) We will be adding additional, specific recognition at the Industry level for our Dynamics
Partners. You can add this “Industry Badge” recognition to your ERP or CRM Competency
to get a higher level of differentiation and endorsement from Microsoft in the market.
4) New requirements are also being applied to the SPA and CSA agreements, where we will be
adding a minimum sales requirement, a methodology certification requirement, and an
increased number of certified individuals. Failing to meet any of these requirements
means an inability to stay active on the SPA or CSA agreement.
5) Finally, for those Partners who may not want to meet all of these requirements, but still
may find Dynamics opportunities, we are launching a Lead Referral Program that allows
Partners to provide a lead, for which they will get a referral fee currently estimated at 5% of
the MSRP value of the transaction (up to $20,000 per opportunity) if the opportunity closes.
This opportunity covers both current Dynamics Partners that choose not to invest to reach
the minimum SPA and CSA requirements as well as other Partners in the Microsoft
ecosystem, external associations, and anybody willing to meet minimal requirements.

Solutions included in the Referral Program: Dynamics ERP solutions and Dynamics
CRM on-premise and CRM online.

Leads that fall under Volume Licensing Agreements or those hosted under the SPLA
agreement are not eligible for the Referral Program

Partner must agree to the terms of MBS lead referral program. No deal is too small.

The first submission received by Microsoft gets priority.

Leads that are already existing in Microsoft pipeline systems are not eligible for
Referral fees

The lead must be received and accepted prior to the transaction taking place

The referral fee equals 5% of MSRP value of transaction, with a maximum of $20,000.
The fee only applies to initial transaction, not on subsequent Enhancement or
Software Assurance renewals.

Partners cannot receive referral fees and CSA fees or SPA discounts on the same
transaction
16
General Q&A
Is there enough business opportunity to reach the growth goals?
Absolutely. We can drive a significant increase in our business merely by driving up the win rate in the
deals we are already in! We also have lots of competitors with poor, outdated technology and large
installed bases of customers. Finally, we have a significant number of potential prospects that have not
yet invested in truly integrated ERP and CRM applications.
Will the goal of “fewer larger” Partners alienate the core of our Partner
segment that services the Mid-Market customers?
The key of the strategy is to drive growth and scale for our Partners. This is true regardless of the
customer segment (small business, mid-market or enterprise) on which the Partner chooses to focus.
Research shows that the complexity of the product and the needs of the prospects and customers are
driving more sophistication and a broader set of skills from the Partners. As we primarily focus on mid
market (50 employees) and above, these prospects are looking for Partners that mirror themselves in
terms of sophistication, size and geographic coverage.
SPA/CSA Requirements
Why is Microsoft enforcing minimum revenue and/or seat sales as a
requirement for the SPA and CSA agreements?
We believe a minimum amount of business activity and sales volume is required to ensure the ability
to deliver a quality experience for the customer. The minimum sales requirement ensures familiarity
with the products and justification for Microsoft’s investment in support, systems and resources for
the Partner.
Why do ERP and the SPA agreement require $20,000 in annual total revenue
while CRM under the CSA agreement requires a choice of $10,000 in annual
total revenue OR the sale of 20 seats?
The differences in revenue requirements are based on the overall differences in the age and maturity
of the markets. The Microsoft CRM product and its associated channel is less than 10 years old, while
the ERP products and associated channels have been in place longer. We added the option of “seats”
as a requirement for CRM due to the fact that the option of CRM Online, CRM hosted by a Partner or
CRM delivered in a traditional “on premise” manner can make counting revenue complex. The ability
to qualify by seats makes the tracking much simpler.
For CRM, does a Partner have to meet both the minimum total annual revenue
requirement and the minimum “seat” sales?
No. Partner have a choice of meeting either the minimum total annual revenue OR the minimum
annual “seat” sales.
17
Why is Microsoft increasing the requirement for the number of people from 1 to
2 that, in combination, have to take all the exams for product/technical
certification under the SPA and CSA?
We believe a minimum level of critical mass is required to ensure customer satisfaction with the
implementation of the solution and subsequent support. The requirement for the 2 nd person can be
met with a contracted resource (as opposed to a full time employee), but we want to ensure that at
least two people are identified, trained and prepared to support a customer implementation and
provide ongoing solution support.
By what date does the Partner have to have two people who, in combination,
have passed the required exams to qualify to continue to sell products under the
SPA or obtain CSA fees under the CSA agreement?
May, 2011
Why is Microsoft requiring an Implementation Methodology certification for
the SPA and CSA agreements?
A: Based on our research, the utilization of an implementation methodology is critical to ensure that
expectations are well defined and understood by both the Partner and the customer prior to the
beginning of the implementation process. The ongoing usage during the implementation process
greatly increases the probability that the project will be completed on time and on budget, increasing
customer satisfaction and Partner profitability. We want all Partners to have at least one person that is
knowledgeable in the use of an implementation methodology.
By what date does the Partner have to have the certified Implementation
Methodology person to qualify to continue to sell products under the SPA or
obtain CSA fees under the CSA agreement?
May, 2011
Is the use or deep knowledge of Sure Step, the implementation methodology
provided by Microsoft, required to pass the implementation methodology
exams?
Although the exam does not specifically require usage or knowledge of Sure Step, it may be valuable
to review Sure Step training material to understand the usage of terminology.
We recognize that some Partners have their own proprietary Implementation Methodologies and
consider these tools to be a competitive advantage for their firms. To accommodate for this, the
questions in the certification exam are scenario-based and reflect actual Microsoft Dynamics
implementations to test the knowledge and application of methodology for a Microsoft Dynamics
customer engagement.
Please review the Implementation Methodology FAQ and Preparation Guide for more information on
the content measured on this exam and the skills and experiences needed to pass. This guide provides
recommended training, background and minimum experience requirements, and other learning
materials that can help candidates prepare for this exam.
18
Are the new rules for the SPA and CSA agreements the same for new Partners
and existing Partners?
The requirements for newly recruited Partners and existing Partners are the same. For a new Partner,
the timing is as follows:
1) The new Partner signs a SPA or CSA
2) The new Partner MUST have the 2 people that, in combination, have taken all the exams and
the 1 person that has taken the Implementation Methodology Exam before they place their first
order
3) 12 months after they sign their SPA or CSA agreement, they must have reached $20K in total
net revenue to Microsoft.
When will the minimum revenue requirement for SPA and CSA be enforced?
The SPA agreement has a two year term, and the minimum revenue requirement will first be included
in the FY11 SPA agreement, which is available in May/June of 2010. For the Partners that sign this SPA,
the SPA revenue requirements will be enforced in 12 months, in June/July 2011. If the Partner’s 2-year
SPA agreement does not expire until July of 2011, the SPA revenue requirements will be enforced in
June/July 2012.
The CSA agreement has one year term, and the minimum revenue requirement will first be included in
the CSA agreement available in May/June of 2010. All Partners signing a CSA agreement on or after
this date will have 12 months from the signing of their CSA agreement to accomplish the minimum
revenue requirement.
Can an ISV Embed Partner operate under a PRA instead of under a SPA?
The ISV Embed Contract is an addendum the SPA Agreement. By definition, they are selling the
Dynamics ERP solutions with a direct transactional relationship with Microsoft. For this reason, the PRA
is not an option for ISV Embed Partners.
Does a Partner with offices in different geographies (i.e. UK, US and China)
meed to sign three SPAs?
Microsoft Dynamics has three Regional Operations Centers (ROCs), one for the Americas, one for Asia
Pacific and one for EMEA (Europe, Middle East and Africa). If a Partner wishes to place orders in any of
these regions, they must sign a separate SPA in that region. Ordering in your regional ROC provides
benefits such as normal business hours and a higher probability of knowledge in local/regional
languages. A global or multi-region Partner is free to order globally in a centralized fashion with the
ROC of their headquarters operation.
What will Microsoft do when a Partner does not meet the requirements for the
SPA or CSA?
19
Under the SPA rules, a Partner will no longer be able to execute any License transactions or make CSA
claims for CRM sales for a period of 12 months. The Partner will have the opportunity to sign a referral
agreement with Microsoft.
Are there any changes planned to the versions of the product exams that are
required for certification for the SPA and the CSA?
The minimum versions of the exams required for certification is periodically updated to reflect new
releases of the product. Keeping our Partners trained and certified on the most recent versions of the
product ensures the products are properly represented in the sales cycle and successful implemented.
With the launch of MPN requirements and the changes to the SPA and CSA requirements, we have
decided to move to a more consistent approach to applying product version requirements.
-
-
For the SPA and CSA agreements, the minimum version of the products for which the
certification exams must be taken is one major release prior to the current release
within 12 months of its availability in the specific country that the Partner resides.
For both ERP/CRM Silver and Gold competencies, the minimum version of the
products for which the certification exams must be taken is the current release within
12 months of its availability in the specific country that the Partner resides.
These changes will be enforced for the Competencies in October 2010. For illustrative purposes, the
versions that will be required in major markets in October 2010 are found in the following Table. This
Table is an example only – visit Statement of Directions for actual country/product availability:
SPA or CSA Requirements in
May 2011
Microsoft Dynamics AX 2009 or
Microsoft Dynamics AX 4.0
Microsoft Dynamics C5 2010 or
Microsoft Dynamics C5 2008
Microsoft Dynamics GP 10.0 or
Microsoft Dynamics GP 9.0
Microsoft Dynamics NAV 2009 or
Microsoft Dynamics NAV 5.0
Microsoft Dynamics SL 7.0 or
Microsoft Dynamics SL 6.5
Microsoft Dynamics RMS 2.0 or
Microsoft Dynamics RMS 1.0
Silver Competency and Gold
Competency Requirements in October
2010
Microsoft Dynamics AX 2009
Microsoft Dynamics C5 2010
Microsoft Dynamics GP 10.0
Microsoft Dynamics NAV 2009
Microsoft Dynamics SL 7.0
Microsoft Dynamics RMS 2.0
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ERP/CRM Silver and Gold Competency Requirements
Why is Microsoft enforcing minimum revenue and/or seat sales as a
requirement for the ERP and CRM Competencies?
We believe a minimum amount of business activity and sales volume is required to ensure the ability
to deliver a quality experience for the customer. We are clearly positioning and promoting those
Partners that have gained the ERP and/or the CRM Silver Competency or Gold Competency as our
most prepared and skilled Partners. In order to make this claim with confidence, we believe that the
Partner must have a minimal volume of recent sales and implementation experience with the products.
Why does the ERP Competency require minimum annual license revenue while
the CRM Competency required a choice of annual total revenue OR the sale of
20 seats?
For the ERP Competency, we have a focus on License revenue as gaining market share is a key focus
for Microsoft as well as a key driver of overall Partner profitability. For the ERP Competency, we also
have the ability to measure Enhancement contract sales (Business Ready Enhancement Plans, or
“BREP”) in another metric, as we have the systems ability to accurately track compliance with the
metric. Inclusion of Microsoft CRM in multiple two-tier models (with Large Account Resellers and
Distributors) makes it very difficult to clearly differentiate License revenue from Software
Assurance ”SA” revenue, so CRM Partners are measured on total revenue or seat adds, both of which
can be reliably tracked for compliance.
For the CRM Competency, does a Partner have to meet both the minimum total
annual revenue requirement and the minimum “seat” sales?
No. Partner have a choice of meeting either the minimum total annual revenue OR the minimum
annual “seat” sales.
When does the minimum revenue and/or seat adds have to be met for the MPN
ERP and CRM Competencies?
October, 2010 – regardless of MPN renewal date – In October, we will measure Partner revenue for
the trailing 12 month period (November 2009 – October 2010).
For the ERP Competency, why is Microsoft requiring a minimum “BREP” revenue
recapture rate?
We would first want to ensure that there is clarity on what is being measured. BREP is our Business
Ready Enhancement Plans, which provide the customer with the rights to all product updates.
Customers benefit from our ongoing investments in R&D and resulting new product releases by
purchasing the BREP contract. We are requiring a minimum BREP revenue recapture rate as BREP
ensures ongoing customer value with their ERP solution purchase as well as higher rates of customer
retention for both the Partner and the Microsoft Dynamics solutions.
21
When does the minimum BREP revenue recapture rate have to be met for the
MPN ERP and CRM Competencies?
October, 2010 – regardless of MPN renewal date - In October, we will measure Partners’ BREP
Revenue Recapture rate for the trailing 12 month period (November 2009 – October 2010).
For Gold competency is the Managed service plan mandatory or will the unmanaged be sufficient?
A Foundation Plan, which is classified as our un-managed plan, is sufficient.
Does Microsoft plan to change any support benefits within the service plan this
time?
A Partner Service Plan is one of many Microsoft investments to help our Partners to support their
customers effectively. Microsoft continuously evaluates the benefits included in the service plan, but
no changes are planned at this time.
How can Microsoft help Partners to better manage the support and services cost
while at the same time drive high customer satisfaction and improve support
quality and efficiency?
We encourage our Partners to use wide range of support benefits available from Microsoft Partner
Network (MPN) and Dynamics Partner Services plans. A few key offerings are:
-
-
Online Technical Communities (OTC) for Dynamics enables Partners to search for solutions
themselves or get help from other Partners having encountered the same issues, while
Microsoft Engineers are also standing by to assist. We are confident the OTC will help drive
down reactive support cost for our Partners.
Technical Advisory Services (TAS) will provide a suite of Preventative Services that Microsoft
and Partners can deliver to customers which will prevent issues from happening, avoiding
downtime and performance issues. These proactive services will drive higher availability and
utilization of the Dynamics Solution for Customers.
Overall, why is Microsoft adding more certification requirements for Partners?
Prospects do not view them as a significant differentiator and they add cost for
the Partners.
Certifications and references are the only way that Microsoft can actually validate Partner skill levels
and provide a truly differentiated brand. The branding we have provided in the past has not added
value because too many people had it. “Gold” is not really “Gold” when 70% of transacting Partners
have achieved it, and it can be acquired with a minimum of training and references. It is critical to our
mutual win rate that we make these brands mean something in terms of skill and ensure that
prospects are directed to the Partners with the proven skills and abilities required to win the deal.
22
Why is Microsoft introducing the requirement for Sales and Pre-Sales
Accreditation requirements?
We want to ensure that Partners are fully prepared to capitalize on any sales opportunity that they
may encounter. The execution of a professional sales process starts with the first interaction with an
interested prospect and ends with a successful and profitable implementation. Sales excellence is
critical to driving market share growth, Partner profitability and our shared “win rate” in the market.
When do the Pre-Sales and Sales people have to achieve Accreditation for the
MPN ERP and CRM Competencies?
May, 2011 – regardless of MPN renewal date
Will Sales and Pre-sales Accreditations be held by the individuals (like MCP
Ids), or the Partner?
Individuals will be associated with accreditations in the same way they are with certifications today.
Is there a “lifetime” for the accreditations? Will we ask the Partners to assess
each accreditation when they will renew their MPN Status? If the individual
with the accreditation leaves the Partner org – what kind of timeline does the
Partner have to get someone else re-certified before they lose status?
Microsoft will continue to communicate the lowest acceptable version of accreditations, but unlike
technical certification, we expect these tests to have a longer shelf-life. In case a Partner organization
loses certified individuals, they may become non-compliant. Under the rules of MPN, Partners must be
compliant at the time of enrollment.
How does the Partner obtain the training to pass the exams?
Microsoft has announced the Dynamics Partner Academy, which provides high quality training for PreSales and Sales Personnel, as well as additional Partner roles including business leadership, marketing
and project management. The Microsoft Dynamics team has made significant investments in the
Dynamics Partner Academy with the goal in increasing the effectiveness of all the roles in our Partner
organizations as well as overall Partner profitability and success. Look in Partnersource or contact your
local Microsoft Dynamics team member for specific availability in your country or region.
Why is Microsoft increasing the requirement for the number of Partner
personnel that have to take the exams for product/technical certification?
Both the ERP and CRM Competencies require at least 3 people that, in combination, have passed all
the required certification exams. For the ERP and CRM Gold Competencies, it is 6 people that, in
combination, have passed all the required certification exams. To ensure clarity, all the people do not
have to pass all of the exams. The combination of all the people need to pass all the exams. We
believe a minimum level of critical mass is required to ensure customer satisfaction with the
implementation of the solution and subsequent support. The requirement for people that have passed
exams can be met with a contracted resource (as opposed to a full time employee), but we want to
ensure that those Partners that are being promoted as having achieved the Silver Competency or Gold
23
Competency have a higher number of people that are identified, trained and prepared to support a
customer implementation and provide ongoing solution support
Are there any changes planned to the versions of the product exams that are
required for certification?
The minimum versions of the exams required for certification is periodically updated to reflect new
releases of the product. Keeping our Partners trained and certified on the most recent versions of the
product ensures the products are properly represented in the sales cycle and successful implemented.
With the definition of the requirements for the Silver Competency and the Gold Competency, we have
decided to move to a more consistent approach to applying product version requirements.
-
-
For the SPA and CSA agreements, the minimum version of the products for which the
certification exams must be taken is one major release prior to the current release
within 12 months of its availability in the specific country that the Partner resides.
For the Gold ERP or the Gold CRM Competency, the minimum version of the products
for which the certification exams must be taken is the current release within 12 months
of its availability in the specific country that the Partner resides.
These changes will be enforced in October, 2010. For illustrative purposes, the versions that will be
required in major markets in October, 2010 are found in the following Table. This Table is an example
only – visit Statement of Directions for actual country/product availability:
SPA or CSA Requirements in
May 2011
Microsoft Dynamics AX 2009 or
Microsoft Dynamics AX 4.0
Microsoft Dynamics C5 2010 or
Microsoft Dynamics C5 2008
Microsoft Dynamics GP 10.0 or
Microsoft Dynamics GP 9.0
Microsoft Dynamics NAV 2009
or Microsoft Dynamics NAV 5.0
Microsoft Dynamics SL 7.0 or
Microsoft Dynamics SL 6.5
Microsoft Dynamics RMS 2.0 or
Microsoft Dynamics RMS 1.0
Silver Competency and Gold Competency
Requirements in October 2010
Microsoft Dynamics AX 2009
Microsoft Dynamics C5 2010
Microsoft Dynamics GP 10.0
Microsoft Dynamics NAV 2009
Microsoft Dynamics SL 7.0
Microsoft Dynamics RMS 2.0
Why is Microsoft requiring an Implementation Methodology certification for the
ERP and CRM Competencies?
Based on our research, the utilization of an implementation methodology is critical to ensure that
expectations are well defined and understood by both the Partner and the customer prior to the
beginning of the implementation process. The ongoing usage during the implementation process
greatly increases the probability that the project will be completed on time and on budget, increasing
customer satisfaction and Partner profitability.
24
Is the use and knowledge of Sure Step, the implementation methodology
provided by Microsoft, required to pass the implementation methodology
exams?
Although the exam does not specifically require usage or knowledge of Sure Step, it may be valuable
to review Sure Step training material to understand the usage of terminology.
We recognize that some Partners have their own proprietary Implementation Methodologies and
consider these tools to be a competitive advantage for their firms. To accommodate for this, the
questions in the certification exam are scenario-based and reflect actual Microsoft Dynamics
implementations to test the knowledge and application of methodology for a Microsoft Dynamics
customer engagement.
Please review the Implementation Methodology FAQ and Preparation Guide for more information on
the content measured on this exam to determine if you have the skills and experiences needed to pass.
This guide provides recommended training, background and minimum experience requirements, and
other learning materials that can help candidates prepare for this exam.
How do RMS/POS 2009 Partners fit into the upcoming changes? Do they need
to comply with the requirements that are being set for ERP?
RMS is included in the ERP Competency, and must meet the requirements for the ERP Competency.
How will the Non-Selling ISV’s influenced revenue will be measured?
The influenced revenue claimed by ISVs includes Microsoft Dynamics License and BREP revenue that is
sold by the VAR when the ISV’s solution has contributed to the sale of the Microsoft Dynamics
solution. The total value of the sale of Microsoft Dynamics software, net to Microsoft, is credited to the
ISV. The value of the ISV software is not included in the calculation. In order to gain credit for
influenced revenue, the ISV must a) sign a PRA agreement and b) enter customer adds for their
solution by following the instructions for Indirect Customer Registration.
Will there continue to be annual Membership fees for MPN as there was with
the Microsoft Partner Program?
Yes. The fees have to be paid at the time of the MPN annual renewal. The exact amount of the fees
vary by country. Please contact your local Microsoft representative for exact amounts.
What happen when a Partner does not meet one or more of the requirements?
Do they lose their MPN status? Do they have a grace period to re-enroll?
A Partner must meet all requirements to have the Silver Competency or the Gold Competency. This is
validated at time of annual renewal. If Partners fail to qualify for the Silver Competency or Gold
Competency, they can meet the requirements and get reinstated fairly quickly, as the MPN
organization checks the status throughout the year and “promotes” Partners as they meet the
requirements.
During the re-enrollment window, Partners are made aware of their status and any missing
requirements before they actually lose their status.
25
If a Partner has operations in many countries and regions, do they have to meet
the requirements in each location to get the Silver Competency or Gold
Competency branding for the individual locations and affiliates?
No. A Partner only has to meet the requirements in one of their locations to use the Silver
Competency or Gold Competency brands in all of their global locations. However, other benefits such
as rights to Microsoft software for internal use are limited to the number of locations that individually
qualify and pay the additional MPN fee. Overall caps to the number of times a single company can
qualify for the MPN Competencies and obtain the benefits may apply.
How are SPLA Partners included in the new Competencies?
SPLA is a licensing model that allows a customer to “rent” the usage of Dynamics software on a
subscription basis. This model is often used by Partners that prefer to deliver ERP or CRM as a hosted
service. SPLA Partners have access to both the ERP and CRM Competencies and the Industry Badge
with the same requirements of VAR Partners.
How do VAR Partners get revenue credit for both the SPA and CSA and the MPN
minimum revenue requirements when they influence a solution that is actually
transacted by a SPLA Partner?
The Dynamics team is working on a reporting system in which SPLA Partners report their influencing
VAR Partners that helped indentify, sell and implement a hosted solution. This system will be
operational prior to the enforcement of minimum revenue requirements.
Optional Industry Badge
Why is Microsoft Dynamics offering separate recognition for Industry Expertise?
Prospective customers often highly value a Partner’s specific knowledge of the particular business
processes and the corresponding IT systems requirements needed to support their specific vertical
business. We want to promote the deep vertical knowledge that is resident in our channel and guide
prospects to Partners with the deepest level of expertise in their business.
Can any Dynamics ERP or CRM Partner get the Industry Badge?
Any Dynamics ERP or CRM Partner has the opportunity to get the Industry Badge, but they must have
either the CRM or ERP Silver Competency or Gold Competency and meet all the additional
requirements for the Industry Badge.
What Industries are being validated under this program?
Discrete Manufacturing, Process Manufacturing, Professional Services, Retail, Distribution, Financial
Services, Government and Education will be included in the first phase of the program.
26
How is AMR Research and its Industry Certification being utilized to validate
Partners?
Working with the Dynamics team, AMR has created an Industry Certification process that checks the
partner’s industry solution as well as Industry specific customer references. AMR Industry Certification
provides key marketing value on its own, but Microsoft is also requiring AMR’s Industry Certification
for the MPN Industry Badge.
Why was AMR Research selected to provide Industry certification? AMR is a highly
respected, global IT industry analyst that works on behalf of customers that are in the purchasing
process for ERP and CRM applications as well as conducting industry research for technology
companies such as Microsoft. They are a highly qualified Partner in delivering the Industry Badge with
Microsoft.
How are the customer references that are required for the Industry Badge
different than the customer references required for the Silver Competency and
Gold Competency?
The customer references for the Industry Badge must validate that the Partner delivered an Industry
specific solution, including industry specific knowledge from the Partner sales team and industry
specific software included in the solution. The same customers can be used for both the Competencies
and the Industry Badge..
Can a VAR or ISV provide references from another ERP or CRM company to gain
the Industry badge?
No. Partners must get references from customers that are running Dynamics ERP or CRM.
How are the industry specific Sales Specialists (2) and Product/Industry Solution
Specialist (4) certified for the Industry Badge?
There are two possible approaches:
-
For Microsoft Dynamics AX – Microsoft owns enough of the Industry-level software
solution for Microsoft Dynamics AX to offer both the Industry Sales and Solution training
and certification.
-
For Microsoft Dynamics CRM, Microsoft Dynamics GP, Microsoft Dynamics NAV and
Microsoft Dynamics SL, CfMD (Certified for Microsoft Dynamics) ISVs will provide the
training and certification for the Industry Badge. CfMD certification is also available for
Microsoft Dynamics AX Industry solutions based on CfMD ISV software solutions.
What if a CfMD ISV sells their own solution directly to customers?
This ISV will be responsible for certifying their own Sales and Solution Specialists. Microsoft will
monitor the rigor and consistency of certification process by all participating CfMD ISVs.
27
Can a Microsoft Dynamics Partner with their own proprietary solutions which
are sold directly to customers qualify for the Industry Badge?
Yes, but the proprietary software solution must obtain Certified for Microsoft Dynamics (CfMD) status,
as we want to be able to ensure the quality, support and continued upgrading of the solution for
customers.
When will the AMR Industry Certification be available?
The following Industries were rolled out in English starting in May 2010; Discrete Manufacturing,
Process manufacturing, Professional Services, Government, Education, Financial Services, Retail and
Distribution. Surveys will be translated into a select number of additional languages by the Fall of
2010..
When will the Industry Badge exams for product and sales certification be
available?
The exams for AX Industry Solutions including Retail, Professional Services and Process Manufacturing
are available now. Exams based on CfMD solution across all of our product lines (AX, GP, NAV, SL and
CRM) will be available in 2011. Contact your PAM or local Dynamics contact for specific availability
and dates in your country.
28
Rollout
Key Date
May 2010
Things you will need to accomplish by this date:
 Splitting the MBS Competency Brand into ERP and CRM Competencies
 No change to requirements or benefits
 “Gold” or “Certified” Status and Branding is retained
 No action is needed from Partners
Partner MPN branding and requirements changes take effect.


October 2010

The existing Partner branding under the Microsoft Partner Program
(“Certified” and “Gold Certified”) will expire. It will be replaced with the
new branding under the Microsoft Partner Network
Partners are assessed according to the new requirements presented in
this document and are rewarded with the corresponding Microsoft
Partner Network brand (ERP or CRM Silver Competency or Gold
Competency).
MPN Requirements that must be met include: Minimum direct/
influenced revenue or seat sales, minimum ERP BREP recapture rate,
customer references and additional application certifications on the
most recent version of the product for both Silver and Gold. An
additional requirement only for the Gold level competency is
participation in the customer satisfaction survey
Final requirements for MPN and changes to SPA and CSA Agreement
take effect

May 2011


MPN requirements that must be met on this date include: Accreditation
requirements for Pre-Sales, Sales and Implementation Methodology
personnel. An additional requirement only for the Gold level
competency is the purchase of a service plan
Please see the details in the program guide for specific requirements.
SPA and CSA Requirements that must be met on this date include an
increase to two people who, in combination, have passed the product
certification exams for either the most recent version or the most
recent previous major version of the product. In addition, Partners
must have one person certified on the implementation methodology.
Please see the additional details in this document for specific
requirements.
29