A BLUE PRINT TO RUN BETTER TOGETHER IN SALES & MARKETING CHANGE I ALIGNMENT I WINNING
Andrew Slipper SAP
SAP powers business operations at the SEC, tracking billions of daily stock trades across the US stock market.
20% GROWTH
NO BUDGET INCREASE & NO RESOURCE INCREASE
LEAD IN CLOUD, MOBILE, REAL-TIME COMPUTING & #2 IN DATABASE
THE KICKER
RELATIONSHIP WITH SALES IS A JOURNEY
Tactical Hot Coffee & T-Shirts Events Brand
Collaborative Demand Generation Marketing Leads - # & Vol One-Touch Campaigns Standard Processes
Strategic Market Creation Marketing Won & Booked Revenue Nurture Multi-touch Campaigns Marketing Automation
1
2
3
4
5
6
7
Step 1: PRIORITIZATION : THE POWER OF CHOICE AND FOCUS
Strategic Critical Focus
De-Focus Maintain
Business View
Numbers driven: 2012 revenue / 3yr CAGR
Low Medium High
Revenue Potential (2012)
Low
M
ediu
m
Hig
h
Gro
wth
and
inno
vatio
n (3
yr C
AG
R)
Business View
numbers driven: 2012 revenue /
3yr CAGR
Marketing View
Marketing Value Add
WW View
Regional View
Local View
Solution Specific
Local Only
Initiatives
Regional Initiatives
1
2
3
4
5
6
7
Step 3: BE VERY SPECIFIC ON THE CONSEQUENCES
DRIVE THE BUSINESS Strategic High growth segments & solutions Regional Revenue Priorities
SUPPORT The Business Maintain & De-focus High SAP Market Penetration Reactive Support only
CREATE THE BUSINESS Critical New markets or Technologies WW Programs & Campaigns
1
2
3
4
5
6
7
Step 4: DECIDE ON YOUR STRUCTURE
Model A - Local Model B - Central
Strategy/Plan Next 3 months One year and beyond
Budget Responsibility Local/Country EMEAI or Corporate
Headcount Reporting To Sales To Marketing and to CEO
Office
Style Reactive/Dynamic Planned/‘Bureaucratic’/ Considered
Systems Multiple Standardised
Staff Execution oriented ‘Strategic’
Measurement Tied tightly to local metrics Tied to brand/corporate Metrics
1
2
3
4
5
6
7
Step 5: ALIGN THE RESOURCES
Brand Solution
Marketing Demand Center
Market Intelligence
Social Media
Events Sponsorship Hospitality
Industry Marketing
Global Programs
Customer Reference Marketing
Marketing Operations
SAP.com
Field Marketing
1
2
3
4
5
6
7
HOW WE MEASURE OUR PROGRESS Contributing To 3X Pipeline Coverage
Total LE SME BU
FY 2009 Sales Targets
Budget SW Lic. Revenue
3X Pipeline Coverage
FY 2009 MKT Targets - % of FY 3X Pipeline Coverage
Mkt Generated Pipeline 737,049 14% 402,161 10% 334,888 29% 132,970 13%
Mkt Influenced Pipeline 1,820,753 35% 1,704,186 42% 116,567 10% 333,038 33%
Mkt Contributed Pipeline 2,557,802 49% 2,106,347 52% 451,455 39% 466,009 46%
YTD MKT Actual - % Of FY 3X Pipeline Coverage
Mkt Generated Pipeline 758,140 15% 448,481 11% 309,659 26% 166,117 16%
Mkt Influenced Pipeline 1,889,148 36% 1,694,027 42% 195,121 17% 351,783 34%
Mkt Contributed Pipeline 2,647,287 51% 2,142,508 53% 504,779 43% 517,900 51%
All Figures in KC
1
2
3
4
5
6
7
PRIORITIZATION
AGREE € LEVELS
BE SPECIFIC
STRUCTURE
ALIGN RESOURCE
SHOW THE VALUE
ROBUST PLATFORM
KEY STEPS