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10 Worldwide Agenda-Setters

It's a small world, and these 10 Worldwide Agendasetters are aiming to make it smaller with worldwide programs that impact the U.S. market -- and beyond.

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CISCO SYSTEMS
WHO: Keith Goodwin, Senior Vice President, Worldwide Channels
ACCOMPLISMENT: Worked with channel partners in the Americas theater (Canada, the Caribbean, Mexico, and Central and South America) to drive growth of more than 50 percent year over year.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Brazil, Russia, India and China
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "It took longer than expected to implement and optimize the Opportunity Incentive Program throughout Americas International, and I am bringing the lessons learned from that deployment to the development of future global programs."
REPORTS TO: Rick Justice, Senior Vice President, Worldwide Field Operations
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EMC
WHO: John Koury, Vice President, Channel Marketing, EMC
ACCOMPLISMENT: Unified Velocity Partner Program.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Asia-Pacific, Japan
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "Partner and program integration always takes more time than you plan for."
REPORTS TO: Mitch Breen, Vice President, Global Channel Sales And Marketing; B.J. Jenkins, Vice President, Global Marketing
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HEWLETT-PACKARD
WHO: Jim McDonnell, Senior Vice President and General Manager, Solution Partners Organization
ACCOMPLISMENT: Improved partner experience scores in all regions while exceeding worldwide goals, both in revenue and profitability.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Europe, the Middle East and Africa; Asia-Pacific and Japan; and Latin America are all critical geographies
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "We need to do more to reward loyal partners. We are aggressively evolving our HP PartnerOne incentive programs to support this goal in all regions."
REPORTS TO: Todd Bradley, Executive Vice President, HP Personal Systems Group
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IBM
WHO: Donn Atkins, General Manager, IBM Global Business Partners
ACCOMPLISMENT: Drove an all-time high of $32 billion in annual Business Partner revenue for IBM; created a cross-company partner management system, including a board of directors that meets regularly to review progress with Business Partners; opened PartnerWorld Industry Networks to all partner types; expanded SMB Express portfolio and launched System Seller; and opened more than 50 new Business Partner Innovation Centers.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: China, India, Russia, Brazil, Eastern Europe
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: Would have been more aggressive about encouraging higher attach rates and about enlisting new partners; would also have accelerated efforts to reach smaller partners with System Seller and Express Portfolio offerings.
REPORTS TO: Doug Elix, Senior Vice President And Group Executive, IBM Sales & Distribution
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INTEL
WHO: William Siu, Corporate Vice President And General Manager, Worldwide Channel Platforms Group
ACCOMPLISMENT: Took major initiatives to expand Intel's success in global markets by developing differentiated platforms that meet the unique needs of local markets and enable local partners to be more successful.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: China, India, the Middle East, Turkey, Africa, Latin America
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "In 2005, we increased our efforts around driving industry standards for notebook components to enable the channel to more fully participate in the growth of the mobility segment."
REPORTS TO: Paul Otellini, President And CEO
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JUNIPER NETWORKS
WHO: Tushar Kothari, Vice President, Worldwide Channels
ACCOMPLISMENT: Successfullly built upon existing program inherited from NetScreen acquisition, growing Juniper's partner ranks to more than 6,000 partners from about 200.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Brazil, Russia, India and China
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "I underestimated the depth and breadth of Juniper's best-in-class technology and was surprised by the number of partners that joined our program in the last 12 months.
REPORTS TO: Eddie Minshull, Executive Vice President, Field Operations
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MICROSOFT
WHO: Allison Watson, Vice President, Worldwide Partner Group and Worldwide Small Business Group
ACCOMPLISMENT: Moved the largest partner channel in the industry to a new framework built around competencies and go-to-market engagement; secured the support of the Microsoft executive team; and made notable strides to create specialized focus for small-business segment.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: United Kingdom, France, Germany, Japan, China and India
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "The speed with which our strategies to scale delivery of the Microsoft Partner Program services and benefits out to tens of thousands of partners worldwide could be implemented internally and delivered externally and impact the marketplace."
REPORTS TO: Orlando Ayala, Senior Vice President, Small And Midmarket Solutions And Partner Group
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SAP AG
WHO: Donna Troy, Senior Vice President, Global Small And Midsize Business
ACCOMPLISMENT: Launched SAP PartnerEdge in May 2005, laying out a comprehensive framework for partners; since then have delivered e-learning curriculum, a new partner portal and the SAP Channel Partner Solution Network.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: SAP's fastest growing geography for small/midsize enterprises is Asia-Pacific (driven by Korea, Taiwan, Hong Kong, Malaysia, Singapore, Australia, China and India).
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "Having run global operations for a U.S. company previously in my career, my first full year at SAP has taught me there is an incredible amount of knowledge to be gained when working in an organization grounded in another culture. A European-based company such as SAP provides a new perspective: distinctive business practices, different management styles and an exciting mix of cultures."
REPORTS TO: Leo Apotheker, Executive Board Member, President, Global Field Operations
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SONICWALL
WHO: John DiLullo, Vice President, Worldwide Sales
ACCOMPLISMENT: Just joined company, prior to that he pioneered distribution channel efforts at Cisco Systems.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Europe and China
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "You can't support the channel with PowerPoint slides. You need purpose-built products and iron-clad economies."
REPORTS TO: Matthew Medeiros, President And CEO
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SYMANTEC
WHO: Julie Parrish, Vice President, Global Channel Sales And Strategy
ACCOMPLISMENT: Continued to invest in partner programs and communications while helping orchestrate merger with Veritas Software.
MARKETS OUTSIDE NORTH AMERICA EXECUTIVE IS STUDYING MOST CLOSELY: Eastern Europe, portions of South America, China and India
BIGGEST MISJUDGMENT OR LESSON LEARNED IN 2005: "Never underestimate the impact and resulting resources required from your IT infrastructure. In order to be easy to do business with, a strong Web-based system is often needed -- which must link to other systems and not break other processes."
REPORTS TO: Tom Kendra, Executive Vice President, Worldwide Sales And Services
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