The Next Generation of Solution Selling… Enter MCEM for Partners

“Process beats Product” – Michael T. Bosworth, “Solution Selling” 

Last year, Microsoft rolled out their new Microsoft Customer Engagement Methodology (MCEM) and reinforced its importance to the Microsoft Partner selling model at this year’s annual MCAPS Start annual kickoff (Microsoft Customer and Partner Solutions).  

This year we heard about Microsoft’s FY25 Priorities and specific actions partners can take to maximize their partnering efforts with Microsoft.  (See The PartnerIQ blog post on this topic: HERE) 

Underpinning these priorities is Microsoft’s selling methodology for engaging customers. MCEM outlines how Microsoft sellers engage with customers at each step in the customer journey. Microsoft recognizes that to co-sell with partners effectively, it's important that we all speak the same language as we go-to-market. 

MCEM is structured around five distinct stages: 

1. Listen & Consult: Understand the customer's business challenges, goals, and priorities. Build trust and rapport.   

   
   

1. Inspire & Design: Co-create a vision for the future, leveraging Microsoft's technology and the partner's expertise.  

   
   

1. Empower & Achieve: Develop a clear plan for execution, including roles and responsibilities.  

   
   

1. Realize Value: Deliver the solution, measure outcomes, and optimize performance.    

   
   

1. Expand & Renew: Identify opportunities for expansion and renewal; ensuring long-term customer satisfaction. 

   
   

And MCEM is supported by these Core Principles: 

• Customer-centric approach 

• Showing up as “One Microsoft” 

• Balancing short term wins with long term vision 

• Create differentiated solutions by working with partners 

  
  

Together, these stages and principles are the framework Microsoft sellers use as they work with customers to listen, deeply understand their needs, design solutions, prove their value, and fine tune and adjust over time thereby earning the right to continue to work with them and propose new solutions. 

In many ways, this methodology has many similarities to established and proven selling approaches that you may be using today. Approaches that come to mind are Solution Selling, Miller Heiman, SPIN Selling, and Challenger Selling.   

These solution sales processes all represent the core activities involved in selling a solution to a customer. Each is a focused approach to the sales-cycle that covers steps like discovery, proposal, negotiation, and closing. These are often product-centric, with a focus on selling specific solutions to meet customer needs. 

However, what’s interesting about MCEM is that it builds on that foundation. It encompasses a much wider range of activities and interactions with the customer. MCEM includes everything from the initial customer engagement to post-sale support and expansion opportunities. It emphasizes building long-term relationships based on trust, collaboration, and mutual value creation. 

Here are some keyways MCEM builds upon traditional selling methodologies: 

• Customer-centric: In his bestselling book, “Solution Selling”, Michael Bosworth says, “Process beats Product”.  He makes the case that the best salesperson with the bestselling process will beat product in most competitive situations. MCEM takes that a step further.  It’s not just the best salesperson but the best team; the coordination of the Microsoft selling team in harmony with partners. Microsoft understands it can’t do it alone. It proactively solicits and embraces partners who bring industry, technical, and domain expertise which Microsoft doesn’t have to identify customer needs and design solutions tailored to meet those needs. 

• Consultative Approach: MCEM recognizes that customers are more demanding and knowledgeable, requiring a more holistic consultative sales approach. MCEM considers the entire customer lifecycle, including pre-sales, sales, post-sales, and expansion opportunities. It extends beyond the process steps of a sales cycle and calls for a focus on consultative engagements with customers.  

• Value delivery: MCEM puts emphasis on demonstrating the business value of solutions and aligning them with customer outcomes. MCEM connects Microsoft sales, support, industry solutions, delivery, marketing, customer service, and most importantly partners to bring more value to the customer. As Microsoft's product portfolio expands, selling becomes more complex, requiring a collaborative approach. MCEM builds value over both the short- and long-term by bringing together the extended virtual team (v-team) and partners. Whereas traditional solution selling often operates in isolation, MCEM promotes collaboration between all internal v-team members as well as partners to deliver a unified customer experience.    

• Co-innovation: MCEM encourages close collaboration between customers and the extended virtual selling team to understand the customers unique needs and desired outcomes to co-innovate and co-develop solutions with customers.  Partners help the team to understand what challenges a customer is trying to navigate in their industry, their line of work and solve what matters most to them. 

  
  

• Tooling: The 5 stages are each mapped to desired customer outcomes and process steps related to the Partner Center tool.  It’s critically important for partners to ensure their progress is captured in Microsoft’s Partner Center as this ensures the v-team is crystal clear on what you, as a partner, are doing in the account ensuring excellent communication and alignment.    

In essence, traditional solution selling is a subset of MCEM. While both approaches aim to sell products or services, MCEM offers a more comprehensive framework for building and maintaining customer relationships by placing the customer at the center of all interactions. By doing so, MCEM embodies the evolution, growth, and maturation of traditional solution selling methodologies to tackle new, sophisticated AI and Copilot workloads of the future.   

So, as a Microsoft partner I suggest you spend the time to learn and internalize MCEM. Simply understanding its language will differentiate you. From there, stay on top of Partner Center. Share early and often. If your deal is not in the Partner Center, then it doesn’t exist!   

A little effort to learn this process will go a long way to better co-selling. 

Defining Greatness: Making Those Around You Better in Sports and Business

Greatness is often viewed through the lens of individual achievement: winning accolades, setting records, or securing high-level positions. A deeper and more impactful form of greatness is defined not just by personal success but by the ability to elevate those around you. This principle applies equally in sports and business, where leaders and team players alike achieve true greatness by fostering the growth and success of others. Leaders do not necessarily need to be the best player or business leader. Greatness can come from all levels of a team or business organization.  

The Sports Perspective: Team Dynamics and Leadership 

In the realm of sports, greatness is frequently associated with the scoreboard and individual accomplishment. Yet, the most revered athletes understand that true impact goes beyond personal accolades. They inspire, mentor, and push their teammates to reach new heights. 

Consider the legendary basketball player, Kobe Bryant or Hall of Fame Football player, Peyton Manning. Their greatness is not solely defined by their own scoring titles - MVP awards or Super Bowl rings. What sets them apart is their ability to elevate their teammates' performance. Kobe Bryant was gifted with unbelievable athletic ability. What made him and those around him great took place both on the practice court and during games. Kobe had a habit of arriving at 4am for practice and inviting his teammates to match his commitment to improving their respective games. On court, he was a leader that trusted his teammates to take and make winning plays. Peyton Manning built trust, accountability, and respect with his teammates. In football, 11 players need to come together as one to execute intricate plays. If one player misses an assignment, the entire play will be unsuccessful. Peyton Manning showed up every day for work on time with a constant drive to improve. Players around both Manning and Bryant benefitted from their greatness both on the field/court and within their wallets, earning their teammates hundreds of millions of dollars in NBA and NFL contracts.  

Such athletes understand that a collective victory is far more rewarding than individual achievements. They create environments where their teammates can excel, demonstrating that the mark of greatness is not only personal skill but also the ability to inspire and nurture the skills of others. 

The Business Arena: Leadership and Empowerment 

In business, the notion of greatness is similarly nuanced. While achieving professional milestones are significant, true leaders distinguish themselves by their capacity to uplift their teams. The most successful business leaders focus on building a culture of growth, learning, and collaboration. They continuously make ‘we’ and ‘us’ common descriptors. Actions matter too. You cannot just say it, you must live it. My belief is that culture drives revenue. Empathy first. Yes, nice people can finish first.

Take the example of leaders like Satya Nadella of Microsoft. Nadella transformed Microsoft's culture by emphasizing empathy and collaboration, which led to unprecedented innovation and success.  

Leaders understand that their own success is intrinsically linked to the success of those they lead. They mentor others, provide growth opportunities, and create environments where everyone can thrive. By doing so, they build more resilient, innovative, and successful organizations. 

Bridging the Gap: Common Principles 

In both sports and business, several key principles underpin the ability to elevate others: 

• Empathy and Understanding: Great leaders and athletes take the time to understand the strengths and weaknesses of those around them. This insight allows them to provide targeted support and encouragement. 

• Effective Communication: Clear and motivational communication helps set expectations, provide feedback, and build trust. It ensures that everyone is aligned and feels valued. 

• Lead by Example: Demonstrating commitment, work ethic, and integrity encourages others to follow suit. Leading by example creates a culture of excellence that motivates everyone to strive for greatness. 

• Encouragement and Support: Offering consistent encouragement and support helps individuals overcome challenges and pursue their goals with confidence. 

• Celebrating Successes: Recognizing and celebrating the achievements of others not only boosts morale, but it also fosters a sense of collective accomplishment. 

• Generosity: Both with time and compensation, cultivates a supportive and appreciative work environment, building trust and camaraderie that further unites the team. 

• Ohana (The Hawaiian term meaning "Family”): The Ohana spirit is essential in sports and business because it helps to create a sense of community. When companies and sports teams work together, as a family, everyone wins. 

Conclusion 

Greatness is not a solitary pursuit; it is about making a positive impact on those around you. In both sports and business, the ability to elevate others is the hallmark of true greatness. By inspiring, mentoring, and supporting others, individuals create environments where collective success flourishes. This form of greatness transcends personal accolades and underscores a deeper, more meaningful legacy: one that is defined by the positive impact we have on others and the lasting influence we leave on our teams and organizations. 

Welcome to the Real World of Microsoft Partnering

I don’t recall any of my Microsoft colleagues saying that partnering was easy. In fact, as a former Partner Account Manager, now known as a Partner Development Manager or PDM, I remember telling my partners how much work we had to do, how many programs we needed to apply for, how many certifications we needed to receive to just get in the “ready position” to co-sell.   

And then, June 30th would roll around. A new fiscal year. A fresh beginning. YTD performance back to zero. But, also, a new set of priorities from Microsoft.   

That’s right. Every July the Microsoft partner team, now known as Global Partner Solutions, and their partners all learn about Microsoft’s new priorities. How fun! Except, oh, what about all that work I did to get certified for that solution area which isn’t a priority anymore? 

That’s a bummer.  That was a lot of work. But at least I have some cool stuff to work on this year which can help me make money and add value to my customer base. So, off we go to the annual Worldwide Partner Conference. Now at the show about 20 years ago, I saw a book at the Microsoft bookstore booth called “Partnering with Microsoft”.  330 pages. Textbook style. Rich with details. The book’s tagline “How to Make Money in Trusted Partnership with the Global Software Powerhouse”.   

Partnering with Microsoft by Ted Dinsmore and Edward O'Conno

What could be better? Certainly useful. Certainly relevant. So, I bought it. Well, the story that I had heard is that Steve Ballmer who, at the time, was CEO, caught wind of this book. Rumor has it, he went ballistic. Bat crazy!  But why? At first, I didn’t understand.   

Wasn’t it a good thing that books are being written to help companies partner better with Microsoft? So, to unpack this mystery, I asked my trusty Copilot to help me imagine how Steve would have reacted.

Here it goes: 

<clears throat and pushes sleeves up, eyes blazing with competitive fire> 

“PARTNERING WITH MICROSOFT?! ARE YOU KIDDING ME?! WHY WOULD OUR PARTNERS NEED SOME STUPID BOOK TO FIGURE OUT HOW TO WORK WITH US?!” 

<pounds fist on desk, face reddening> 

“THAT'S UTTERLY RIDICULOUS! AT MICROSOFT, WE WORK TIRELESSLY TO MAKE IT DEAD SIMPLE FOR COMPANIES TO INTEGRATE WITH OUR PRODUCTS AND SERVICES! OUR PARTNER PROGRAM IS WORLD-CLASS!” 

<stands up, upending chair> 

“DO YOU HAVE ANY IDEA HOW MUCH TIME AND MONEY WE POUR INTO DOCUMENTATION, TOOLING, SUPPORT CHANNELS, AND RESOURCES FOR OUR PARTNERS?! WE MAKE THE PROCESS OF PARTNERING SO SMOOTH, A BOOK SHOULD BE TOTALLY UNNECESSARY!” 

<pauses, trying to regain composure with deep breaths> 

“CLEARLY THIS BOOK IS INFERIOR GARBAGE WRITTEN BY SOMEONE WITH ZERO CLUE ABOUT HOW MICROSOFT TRULY OPERATES! WE ARE PARTNERS! PARTNERS! THERE SHOULDN'T EVEN BE A MARKET FOR SOMETHING LIKE THIS!” 

<narrows eyes, jaw clenched tightly> 

“I WANT THE NAME OF THE IDIOT WHO WROTE THIS TRASH RIGHT NOW! I'M GOING TO GIVE THEM A PIECE OF MY MIND ABOUT WHAT PARTNERING WITH MICROSOFT REALLY MEANS!!” 

Of course, my Copilot might be a bit dramatic and could be hallucinating but you get the point. Partnering shouldn’t be this hard and you shouldn’t need a book to guide you through it. So, 20 years later, all this has changed, right? Microsoft has learned, improved, fine-tuned, and made partnering easy. Ummmm…not so fast.  

All these years later, I still hear the same frustrations from partners…why all this prep work? Can’t we just start selling together? But what’s happened over time belies what you see on the surface. Microsoft has made great strides creating the industry leading deep, rich framework for partners to succeed in. There’s a clear glide path from understanding Microsoft’s go-to-market priorities, how to plug-in and how to take advantage of a host of incentives, investments, and programs to help you build real traction.   

Yes, there’s still a lot there and yes, it can at times seem daunting. But those that make the investment to understand and embrace the model stand to gain in real incremental business and real investment dollars from Microsoft.   

Think of it in these three buckets: 

1. Build-with.  Microsoft will outline its key Solution Plays for this next year. These Plays will delineate their priorities, what their reps are focused (and paid) on and where you can build your differentiated IP to win in the market. If your solution helps the Microsoft sellers more effectively compete and if you’re driving consumption of Azure, Dynamics or other key platform areas then you’re in a great position to go-to-market with Microsoft 

1. Go-To-Market (GTM)-with: Here's where you capitalize on Microsoft's incentives and investments. They'll direct dollars and resources toward partners supporting their key priorities. Secure an advanced certification in one of those areas, and you'll find Microsoft sellers eager to collaborate.  Engage on the Marketplace and now you’re talking! 

1. Co-Sell: The pièce de résistance, the ultimate goal, but not easily attained. Success hinges on understanding that Microsoft sellers have lofty goals (read: quotas) and countless partners vying for their attention. Get crystal clear (and brutally honest) about your true superpower - how are you genuinely different? What uniquely differentiated value do you offer? Take the time to share account information and cultivate relationships across all the Microsoft Operating Units (OUs) where you play. Building these trusted relationships is a marathon, not a sprint, but the payoff can be tremendous. 

This July as we gear up for the virtual MCAPS (Microsoft Customer and Partner Solutions) Start for Partners, the retired Steve Ballmer may no longer be raging about partner "how-to" books but we’ll learn about the roadmap ahead with its with shifting sands, ever-changing priorities, and a constant need to adapt and evolve.   

So, are you strapped in and ready for the journey? If yes, bring on FY25 and let’s go!