A BLUE PRINT TO RUN BETTER TOGETHER IN SALES & MARKETING CHANGE I ALIGNMENT I WINNING

Andrew Slipper SAP

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

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

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

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

FROM

TO

THE CHALLENGE

Over 5000 Solutions

20% GROWTH

NO BUDGET INCREASE & NO RESOURCE INCREASE

LEAD IN CLOUD, MOBILE, REAL-TIME COMPUTING & #2 IN DATABASE

THE KICKER

HOW DO WE ESCAPE THE WHEEL OF PAIN?

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

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

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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

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Step 2: AGREE INVESTMENT LEVELS

+

STR

ATE

GIC

CR

ITICA

L ++ M

AIN

TAIN

- -- DEF

OC

US

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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

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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

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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

Field Marketing

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Step 6: SHOW THE VALUE

MEASURE

COMMUNICATE

ENGAGE

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HOW WE MEASURE OUR PROGRESS Contributing Value to 4RQ Pipeline & Won/Booked Wins

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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

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Step 7: A ROBUST REPORTING & ANALYTICS PLATFORM

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PRIORITIZATION

AGREE € LEVELS

BE SPECIFIC

STRUCTURE

ALIGN RESOURCE

SHOW THE VALUE

ROBUST PLATFORM

KEY STEPS

SALES & MARKETING RUN BETTER TOGETHER WIN BETTER TOGETHER