Josh Elmore

Subject: Partners participating in CSU security summits report strong initial engagement but minimal follow-up from Microsoft teams after events. For example, while RCG provided warm intros and weekly cadence, other segments like SLED lacked structured follow-through, leaving partners without clear next steps. Recommend implementing a standardized post-summit engagement model with defined accountability for CSU and account teams.Impact: Improves partner confidence, accelerates usage-driving motions, and ensures summit investments translate into measurable outcomes.Program: CSU Security ProgramRecap: BlueVoyant:Microsoft - FRP ROB/MBR Thursday, October 16 | Meeting | Microsoft Teams

Subject: SLED CSU engagements stalled because Microsoft teams prioritized DPU metrics (e.g., usage days, policy application counts) over initial deployment and adoption. Partners cannot influence these metrics early in the lifecycle, especially when managing environments where customer admins have limited interaction. Recommend revising success criteria to focus on deployment milestones and early adoption signals before deep usage measures.Impact: Reduces friction for partners, accelerates time-to-value for customers, and aligns measurement with realistic partner influence.Program: CSU Security ProgramRecap: BlueVoyant:Microsoft - FRP ROB/MBR Thursday, October 16 | Meeting | Microsoft Teams

Subject: Partners face challenges connecting with customers identified in CSU security initiatives due to limited CSU contact depth. Suggest formalizing a process where FTAs assist with introductions for accounts tied to CSU usage-driving programs. This collaboration would bridge gaps between CSU strategy and field execution, ensuring ESIF-backed offers reach customers effectively.Impact: Enhances customer engagement, drives usage growth, and maximizes ESIF investment ROI.Program: CSU Security ProgramRecap: BlueVoyant:Microsoft - FRP ROB/MBR Thursday, October 16 | Meeting | Microsoft Teams

Partners face challenges converting EA customers to CSP because EA contracts offer access to programs and funding that CSP cannot match. This creates friction during renewal cycles and slows CSP growth. Recommend publishing clear guidance and value comparison for EA vs CSP, along with potential funding levers to offset gaps. Both BDO and Quisitive have provided this feedback in Q2.  EA to CSP Transition Challenges and Funding Opportunities: Michelle and Josh discussed the complexities of transitioning customers from EA to CSP, including eligibility, funding programs, and the need for compelling business cases to secure Microsoft support, with input from Emily on operational alignment. Recap: BDO:Microsoft - FRP Rhythm of Business Tuesday, October 28 | Meeting | Microsoft Teams 

Overview:Angi (eGroup) highlighted a critical trend impacting partner revenue streams: as customers transition from EA to CSP, they often discontinue Unified Support because CSP includes break-fix support at no additional cost. This shift significantly reduces the perceived need for paid managed services, creating a structural GTM blocker for partners like eGroup.Detailed Feedback & Context:Customer Behavior:Many customers only use Unified Support for ticket resolution and do not leverage its additional value-add services (training, proactive engagement).When moving to CSP, these customers see an opportunity to eliminate costs while still receiving break-fix support, making managed services upsell difficult.Angi noted: “We try to upsell it and want to be in there, but as people make that move, they’re like, sweet, I can save money on this and what I still need tickets for is just included in being a CSP.”Market Dynamics:CSP indirect providers like Ingram offer robust Tier 2 support and absorb Microsoft escalation costs, reinforcing the perception that CSP support is “good enough.”This model commoditizes basic support and erodes differentiation for partners who traditionally relied on Unified Support gaps to position premium managed services.Partner Impact:Reduced attach opportunities for managed services, especially for customers who prioritize cost savings over enhanced experience.Even when prospects express dissatisfaction with Unified Support (e.g., poor value, lack of technical depth), converting them to paid managed services remains challenging for large enterprises due to cost competitiveness.Angi emphasized that non-break-fix requests (e.g., proactive optimization) are rare, limiting upsell triggers.Business Implications:Revenue Risk: Partners lose a key monetization lever as CSP adoption accelerates.Customer Experience Gap: Customers may settle for reactive support, missing opportunities for proactive optimization and strategic guidance.Program Misalignment: Current CSP support structure unintentionally disincentivizes managed services adoption, conflicting with Microsoft’s goal of driving partner-led value.Recap: eGroup + Enabling/FRP Microsoft Sync Wednesday, November 12 | Meeting | Microsoft Teams