External Presentation I made in 2012 when I was at SAP to a community of marketers in EMEA on how you can make Sales and Marketing Run Better Together.

1. A BLUE PRINT TO RUN
BETTER TOGETHER IN
SALES & MARKETING
CHANGE I ALIGNMENT I WINNING
Andrew Slipper
SAP

2. 63% of the world’s
transaction revenue
touches an SAP system.

3. SAP customers represent
85% of the Top 100
most valued brands in
the world.

4. Our customers
fly more than
1.1 billion
of the world’s passengers.

5. SAP powers business
operations at the SEC,
tracking billions of daily
stock trades across the
US stock market.

9. FROM
TO

10. THE CHALLENGE
Over 5000 Solutions

11. 20% GROWTH
NO BUDGET INCREASE &
NO RESOURCE INCREASE
LEAD IN CLOUD, MOBILE,
REAL-TIME COMPUTING
& #2 IN DATABASE
THE KICKER

12. HOW DO WE ESCAPE THE WHEEL OF PAIN?

13. WHAT ARE THE KEY STEPS FOR
SUCCESS IN ALIGNING SALES
AND MARKETING?

14. 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

15. 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)
LowMediumHigh
Growthandinnovation
(3yrCAGR)
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

16. 1
2
3
4
5
6
7
Step 2:
AGREE INVESTMENT LEVELS
+
STRATEGIC
CRITICAL
++
MAINTAIN
---
DEFOCUS

17. 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

18. 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

19. 1
2
3
4
5
6
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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
FieldMarketing

20. 1
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3
4
5
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Step 6:
SHOW THE VALUE
MEASURE
COMMUNICATE
ENGAGE

21. 1
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3
4
5
6
7
HOW WE MEASURE OUR PROGRESS
Contributing Value to 4RQ Pipeline & Won/Booked Wins

22. 1
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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

23. 1
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Step 7:
A ROBUST REPORTING & ANALYTICS
PLATFORM

25. 1
2
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4
5
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7
PRIORITIZATION
AGREE € LEVELS
BE SPECIFIC
STRUCTURE
ALIGN RESOURCE
SHOW THE VALUE
ROBUST PLATFORM
KEY STEPS

26. SALES & MARKETING
RUN BETTER TOGETHER
WIN BETTER TOGETHER