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Seven Doors

Discovery Guide

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Seven Doors

Information

A practical approach to creating opportunity and larger BMC Control-M deals

THE SEVEN DOORS DECK

WHAT IS SEVEN DOORS

WHY SEVEN DOORS

Is not a new sales play

To sell more BMC Control-M

Competitive Replace remains a sales play
BY INCREASING REVENUE

Expand Footprint remains a sales play
Big Data/Hadoop remains a sales play

Is not a customer facing
document
Deck contains Confidential & Proprietary
Information

OPPORTUNITY SIZE

A practical approach to
Discovery
Pipeline Generation

Creating a Powerful Message to Executives

THROUGH INCREASED
EXPLORATION

Some future plans have been shared and
are noted
AT EXISTING CUSTOMERS

Resources Pages guide you to additional
information to share
© Copyright 2016 BMC Software, Inc.
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AND NEW PROSPECTS
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Seven Doors

Information

The doors are identified and an indication of potential revenue potential is noted

MAINFRAME

IT/OPS

SCHEDULING

DOOR 1
$$$$$

DOOR 2
$$$$

DOOR 3
$$$$

Multiple
Groups

Disparate
Products

Multiple
Groups

Disparate
Products

Multiple
Groups

MANAGED FILE
TRANSFER
DOOR 4
$$$$$

Disparate
Products

Disparate
Products

Multiple
Groups

ERP

DATABASES

BI/BIG DATA

DOOR 5
$$$$$

DOOR 6
$$$

DOOR 7
$$$

Multiple
Groups

Disparate
Products

Multiple Groups

Disparate
Products

Multiple
Groups

Disparate
Products

BMC CONTROL-M PROVIDES A VIEW ACROSS THE ENTIRE BUSINESS, INCREASING PRODUCTIVITY WHILE ELIMINATING SILOS AND REDUCING RISK

Preparation is key



Research people
Reporting structures
Business initiatives
Contractual situations
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Seven Doors

Information

A practical approach to creating more opportunity, resulting in closing larger BMC Control-M deals
Using the Seven Doors deck
Information to help your build your knowledge and confidence about each door
Following these introductory slides are seven sections, each dedicated to providing information about a specific door, noted by the number on the bottom of the page.
Each of the seven sections contain the following elements, noted by the bubble in the upper right corner:
• Information – This section will include high level, general information, market share and other facts about the door
• Personas – This deck is focused primarily on the Economic Buyer and secondarily on the Technical Buyer. Titles or roles and their key interests are identified
• Pains – Reflects the top pains and how use of BMC Control-M will help convert them to gains
• Discovery – Questions intended as thought starters as you learn more about the opportunity
• Competition – Summary information about the top two or three competitors
• Objection Handling – Three to four objections you might encounter, and proposed responses
• Sales Summary - Summary of the information for this door
• Before – Potential whiteboard exercise of how things may look before BMC Control-M
• After – Potential whiteboard exercise of how things may look when using BMC Control-M
• Case Study – A case study that reflects success for this door
• Reference Resources-Public use – Where to get more detailed information to help in your discovery and preparation
• Reference Resources-Confidential – Information to help in your preparation, but is not available for public use

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Mainframe
Door 1
$$$$$

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Confidential & Proprietary Information

What you need to know about the Mainframe door

Information

IT Organizations have a mixed bag of job scheduling tools that have limited platform coverage, gaps in
capabilities, and often, the Mainframe groups function as an island. This prevents organizations from
building the integrated solution needed for business growth, change and efficiencies.
The collection of disparate tools requires extensive expertise and knowledge to use, along with manual
efforts for tying these tools together to supplement ongoing automation needs. And even then, there are
gaps – such as no enterprise view that identifies business service impact, an interface suitable for business
users, or automated process for application developers to create or change jobs and workflows.

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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What are the Pains and Potential Gains

Pains

Scheduling groups have a mixed bag of job scheduling tools that prevents organizations from building the
integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS

GAINS/SOLUTIONS

The company has multiple scheduling solutions which do not
communicate easily, causing islands of automation. Because
two or more groups are “managing” the production flow, the
possibility for production delays and errors is increased.

One common scheduler means an integrated production
management team can meet common business goals using
extensive management and control capabilities.

A reduction in errors and integration of sophisticated
scheduling facilities help shrink the batch window and
increases the availability of revenue-producing applications.

The batch window is taking too long, causing a negative
impact to online application availability. The company’s
bottom line can be impacted by the lack of user or clientfacing business systems.

A single view across applications, platforms, and locations
enables immediate impact analysis and assessment, and
allows failure prioritization according to business needs.

There is no enterprise-wide view of business processes.
Schedulers cannot easily see or understand the business
impact of increased workloads, production delays, or failures.
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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical.
Always do your homework on individual and company.
ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS

IT ARCHITECT, DIRECTOR/IT OPS

IT ADMIN, IT OPERATOR

• Needs to accelerate delivery of services to the
business

• Needs a flexible platform for quickly
responding to technology changes

• Needs a consistent way to define and manage
application flows regardless of platform or
application

• Struggling with rate of change

• Guide tool and technology selection from
among diverse choices

• Must have powerful date/time and event based
scheduling to define job flows to meet complex
business requirements

• Manage costs and staff for absorbing new
technologies

• Wants intuitive drag and drop method for
designing flows

• Big Data projects
• Moving to Cloud
• New applications delivered constantly

• Must “do more with less”
• Dealing with budget and influence erosion
• Managing “Digital Transformation”

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

• Provide high level of service quality

• Must be able to quickly determine changes and
roll back to previous versions if problems occur

• Enable application developers to
collaboratively manage changes to job flows

• Requires support for the platforms, applications
and technologies used by the organization

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Discovery Questions for this door

Discovery

Is the volume of your batch jobs increasing? How are you planning to scale with that growth?
Do you have any cost reduction initiatives planned for this year?
How do you manage batch processes that span across platforms (cross-platform dependencies) or
locations?
How do you monitor dependencies between applications on different platforms?
How much time does your team spend working on scheduling problems?
How much time does your team spend on implementing changes to existing workflows or moving new
workflows into production?
Are file transfers an important part of your applications? How many? How do you handle them now? Is this
satisfactory?
Do you need to offset workloads during peak times to ensure your transactions are getting through?
© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
Workload Automation is a
foundation management
discipline and mandatory for
commercial computing.
We should anticipate
customers asking:

“ What I have is working.
Why should I consider
Control-M?”
“ Conversion is a big risk.”

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

The primary competitors in the datacentre but there are many others
COMPUTER ASSOCIATES

IBM

AUTOMIC

MULTIPLE SOLUTIONS

POWERFUL ACCOUNT CONTROL

MANIPULATES PRICING

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
Are you able to empower business
users to manage their application
workloads in a self service
manner?

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
Are you able to empower business
users to manage their application
workloads in a self service
manner?

How quickly can you recover from
job failures since specialized
knowledge of proprietary scripting
is required to debug problems?
Are you satisfied that your vendor
has the right level of focus on
workload automation?
Do you feel your solution can
deliver enterprise functionality
across all your mission-critical
platforms including mainframe?

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES

What I have is working. Why should I consider Control-M?

Legacy scheduling tools lack enterprise wide service-level
monitoring, batch workflows forecasting, self service interfaces for
application developers and business users, and the ability to manage
your workloads across mainframe, distributed systems and business
applications from a single point of control
BMC offers out-of-the-box conversion capabilities and have decades
of experience converting schedulers for thousands of companies.
This is our core business.

Conversion is a big risk

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE
• Multiple scheduling solutions, islands of
automation. Possibility for production delays
and errors is increased.
• Batch window is taking too long, causing a
negative impact to critical business
applications availability
• No enterprise-wide view of business
processes. Schedulers cannot easily see or
understand the business impact of increased
workloads, production delays, or failures

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

FUTURE STATE

SALES TACTICS

• One common scheduler, integrated
production management team. Business
goals are met using extensive management
and control capabilities.
• A reduction in errors and integration of
sophisticated scheduling facilities help shrink
the batch window and increases the
availability of revenue-producing applications.
• Single view across applications, platforms,
and locations enables immediate impact
analysis and assessment, and allows failure
prioritization according to business needs

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• Find the MF team leaders and team
members. This might be a separate team
from the distributed scheduling team
• Introduce the 7 Doors concepts with your
established WLA champion and work the ERP
door accordingly.
• Build a champion.
• Build value

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Before CTM– Graphic for Potential Whiteboard

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Before
Exercise

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After
Exercise

After CTM-Potential Whiteboard

© Copyright 2016 BMC Software, Inc.
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Customer Wins

Case Study

J.B. Hunt
Company Overview
one of the largest transportation logistics companies in North America, provides safe and reliable transportation services
to a diverse group of customers throughout the continental United States, Canada, and Mexico. Utilizing an integrated,
multimodal approach, the company provides capacity-oriented solutions centered on delivering customer value and
industry-leading service.

SITUATION
• Licensing and maintenance costs rising
rapidly year after year
• Scheduling tools were not integrated; lack of
cross-platform view restricted visibility into
overall scheduling activities

SOLUTION

IMPACT

• BMC enterprise scheduling and DB2
management solutions cut costs, enhance
visibility, and improve performance to help
keep trucks and cargo moving

• Switching to BMC solutions cut licensing and
maintenance costs
• Tight integration across platforms allows staff
to view all schedules through a single pane

• Complexity of scheduling tools meant
application owners couldn’t easily monitor
their own schedules

• Application owners can now view and
understand their schedules and fine-tune
applications to make jobs more efficient

• High cost of mainframe processing power
means staff must always seek ways to reduce
CPU utilization

• For the jobs converted to the BMC
load/unload utility, there has been a 48%
reduction in CPU utilization

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Case Study

http://documents.bmc.com/products/documents/87/20/118720/118720.pdf

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Reference Resources - Public

BCBS
of Florida

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Confidential & Proprietary Information

University of
Connecticut

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Bank of
Communications

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Central Technology
Services

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Reference Resources - Public

Website

Datasheet

Test Drive
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Whitepaper

Applications and Platforms
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Sales Guide

DemoChimp
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Reference Resources - Public

Website

Website

Datasheet

Demo
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Whitepaper

Verifying Your JCL
Just Got A Lot Easier
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Reference Resources – BMC Confidential
Win-Wire: Q2-Q3 FY16 - for internal use only

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IT/OPS
Door 2
$$$$

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

What you need to know about the IT/OPS door

Information

Scheduling and IT Operations are the two major areas of an organization that use workload automation.
Scheduling, also called Production Control, is frequently part of the same organization as IT Operations or is
closely related. Scheduling creates the jobs and flows that are run by Operations.
Both organizations are challenged by a mixed bag of job scheduling tools that have limited platform coverage,
gaps in capabilities, and function as islands of automation. This prevents companies from building the integrated
solution needed for business growth, change and efficiencies.
The collection of solutions requires extensive expertise and knowledge to use, along with manual efforts for
tying these solutions together to supplement ongoing automation needs. And even then, there are gaps – such
as no enterprise view that identifies business service impact, an interface suitable for business users, or
automated process for application developers to create or change jobs and workflows.

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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What are the Pains and Potential Gains

Pains

Scheduling groups have a mixed bag of job scheduling tools that prevents organizations from building the
integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS

GAINS/SOLUTIONS

A workload automation platform that delivers a
consistent, enterprise-wide solution for managing
scheduling across a massively heterogeneous
environment

Struggling to maintain service levels while adding new
applications and technologies

Need to comply with legislative and industry standards
and to meet internal audit and compliance guidelines

Comprehensive auditing, version management, logging
and workload archiving with a reporting facility makes
audits and compliance checks a simple, automated
process

Business users are demanding access to their application
workloads

Business and non-technical users can manage and submit
their application workloads via web application or mobile
app enabling them to perform their jobs without having
to submit requests to IT and freeing Operations staff to
undertake work more valuable to the organization.

© Copyright 2016 BMC Software, Inc.
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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical. Always do your homework on individual
and company
ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS

IT ARCHITECT, DIRECTOR/IT OPS

IT ADMIN, IT OPERATOR

• Needs to accelerate delivery of services to the
business

• Needs a flexible platform for quickly
responding to technology changes

• Needs a consistent way to define and manage
application flows regardless of platform or
application

• Struggling with rate of change

• Guide tool and technology selection from
among diverse choices

• Must have powerful date/time and event based
scheduling to define job flows to meet complex
business requirements

• Manage costs and staff for absorbing new
technologies

• Wants intuitive drag and drop method for
designing flows

• Big Data projects
• Moving to Cloud
• New applications delivered constantly

• Must “do more with less”
• Dealing with budget and influence erosion
• Managing “Digital Transformation”

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

• Provide high level of service quality

• Must be able to quickly determine changes and
roll back to previous versions if problems occur

• Enable application developers to
collaboratively manage changes to job flows

• Requires support for the platforms, applications
and technologies used by the organization

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Discovery Questions for this door

Discovery

• Do you have SLAs or other types of deadlines? Do you consistently meet them? Do delays in batch processing
threaten business revenues?
• Do you have new application initiatives planned for this year – such as Big Data analytics, Open Data or other
business applications? How do you plan to address the heavy batch processing requirements that are typically
associated with these efforts?
• How do your business users and application development teams get access to information about the
work/processing associated with their applications and business operations?
• How many job scheduling tools do you currently have employed? What are they?
• Is the volume of your batch jobs increasing? How are you planning to scale with that growth?
• Do you have any cost reduction initiatives planned for this year?
• How do you manage batch processes that span across platforms (cross-platform dependencies) or locations?
• How do you monitor dependencies between applications on different platforms?
• Are file transfers an important part of your applications? How many? How do you handle them now? Is this
satisfactory?
• Do you need to offset workloads during peak times to ensure your transactions are getting through?
© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
Workload Automation is a
foundation management
discipline and mandatory for
commercial computing.
We should anticipate
customers asking:

“ What I have is working. Why
should I consider ControlM?”
“ Conversion is a big risk.”

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

The primary competitors in the Data Center but there are many others
COMPUTER ASSOCIATES

IBM

AUTOMIC

MULTIPLE SOLUTIONS

POWERFUL ACCOUNT CONTROL

MANIPULATES PRICING

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

How quickly can you respond to
requests for changes or new job
flows since knowledge of
proprietary scripting is required to
build most job definitions?
Are you satisfied that your vendor
has the right level of focus on
workload automation?
Do you feel your solution can
deliver enterprise functionality
across all your mission-critical
platforms including mainframe?

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES

How will we successfully convert existing scripts to BMC Control-M
format

The Control-M Conversion Tool is a solution component that
automates the conversion process, is fully supported by BMC and is
available for all customers to use on their own or together with
partners. See “”Why Not Convert to BMC Control-M” section in the
Sales Guide for detailed references to TechValidate research.

We are concerned interruptions to the business causing service
delays or failures

BMC has helped over 2,000 organizations to convert to Control-M.
The process is customized to the needs of each company and can be
implemented in a phased approach to ensure a smooth transition
without any interruptions

After converting to Control-M, organizations have seen significant
benefits that in reduced costs, failure rates, staffing and training as
well as significant improvements in service levels that have far
outweighed the cost of conversion

Cost of converting (staff, time, money)

© Copyright 2016 BMC Software, Inc.
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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE
• The company has Autosys, AppWorx or CA7
and is facing a complicated extensive upgrade
to their scheduling products
• The company uses a manual system or an
unsophisticated legacy scheduler in some
business units
• The company has multiple scheduling
solutions which do not communicate easily,
causing islands of automation.
• The batch window is taking too long, causing
a negative impact to online application
availability

FUTURE STATE

SALES TACTICS

• Workloads are quickly and safely converted
to Control-M

• Find Buyers and influencers (Discover Org
Chart)

• Production flow becomes consistent,
automatic and self-recovering so errors are
eliminated and SLAs are met

• Identify all scheduling tools and associated
costs & challenges

• One common scheduler means an
integrated production management team
can meet common business goals using
extensive management and control
capabilities

• Introduce 7 Doors concepts early
• Avoid tool admins/owners in early meetings

• Build a champion

• There is no enterprise-wide view of business
processes

• A reduction in errors and integration of
sophisticated scheduling facilities help
shrink the batch window and increases the
availability of revenue-producing
applications

• Business users have no insight into their
workloads

• Business users have self-service access
from any location via web or mobile apps

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• Build value

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Before CTM– Graphic for Potential Whiteboard

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Before
Exercise

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After
Exercise

After CTM-Potential Whiteboard

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Customer Wins

Case Study

Eaton Corporation
Company Overview
Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehicles, machinery, and
businesses. The company has grown significantly, organically and through acquisitions, resulting in an increasingly complex technology
and application environment.

SITUATION

SOLUTION

IMPACT

• IT needs to ensure seamless support for this
“virtual city” of 102,000 employees and
125,000+ external partners in 175 countries

• Control-M enabled IT to support Eaton’s
rapidly growing, increasingly complex
technology and application environment.

• Support aggressive growth while driving out
inefficiencies.

• IT keeps Oracle®, SAP®, Microsoft®, and other
business-critical applications running securely
and reliably

• Needed a common operating model that
encompassed standard processes, tools, and
performance measures worldwide

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• Cut day-to-day IT costs and freed up budget
dollars for innovation

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• IT uses Control-M to consolidate and
automate workloads for single-point
management to ensure successful, on-time
completion
• Workload automation ensures that 2.3 million
batch jobs a month run reliably
• Critical business systems operate at peak
performance.
• • Accurate, consistent data supports Eaton’s
enterprise IT strategy and roadmap for delivering
consistent historical and operational analytics and
reporting
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Customer Wins

Case Study

Unum
Company Overview
Unum Group NYSE: UNM is a Fortune 500 insurance company and the top disability insurer in both the United States and United
Kingdom. Unum also offers other insurance products including accident, critical illness and life insurance. As of December 2013, Unum
had 9,200 full-time employees and annual revenue of $10.35 billon.

SITUATION
• Developers and other non-IT users desired to
see their applications and to submit ad-hoc
work without having to make requests of IT
• IT desired to:

SOLUTION

IMPACT

• Control-M Self Service was installed

• 15 minute training sessions were delivered to
all interested users

• Business users, developers and other non-IT
users are able to submit their own workload
requests and to gain visibility into the work
that is important to them
• Service expanded to 24x7 from the manual
support previously available 8:00 AM – 5:00
PM

• Offer 24x7 service to users
• Reduce the burden on IT staff to support user
requests

• Requests for service decreased dramatically
• IT staff could be re-deployed to higher-value
tasks
Watch this Unum video

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Reference Resources

Website

Datasheet

Test Drive
© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

Whitepaper

Applications and Platforms
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Sales Guide

DemoChimp
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Reference Resources – BMC Confidential

ME Bank
© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

Instituto de Informàtica
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University of Connecticut
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Scheduling
Door 3
$$$$

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

What you need to know about the Scheduling door

Information

Scheduling and IT Operations are the two major areas of an organization that use workload automation.
Scheduling, also called Production Control, is frequently part of the same organization as IT Operations or is
closely related. Scheduling creates the jobs and flows that are run by Operations.
Both organizations are challenged by a mixed bag of job scheduling tools that have limited platform coverage,
gaps in capabilities, and function as islands of automation. This prevents companies from building the integrated
solution needed for business growth, change and efficiencies.
The collection of solutions requires extensive expertise and knowledge to use, along with manual efforts for
tying these solutions together to supplement ongoing automation needs. And even then, there are gaps – such
as no enterprise view that identifies business service impact, an interface suitable for business users, or
automated process for application developers to create or change jobs and workflows.

© Copyright 2016 BMC Software, Inc.
Confidential & Proprietary Information

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What are the Pains and Potential Gains

Pains

Scheduling groups have a mixed bag of job scheduling tools that prevents organizations from building the
integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS

GAINS/SOLUTIONS

A workload automation platform that delivers a
consistent, enterprise-wide solution for managing
scheduling across a massively heterogeneous
environment

Proliferation of applications and technologies makes it
difficult to find or train skilled resources and to support
the rate of change demanded by the business

25%

Need to comply with legislative and industry standards
and to meet internal audit and compliance guidelines

Comprehensive auditing, version management, logging
and workload archiving with a reporting facility makes
audits and compliance checks a simple, automated
process

Developers are demanding to see the job flows of their
applications and to enable self service for defining and
changing job flows

Developers are able to define flows via simple, sitestandards aware web application and collaborate with the
scheduling team to make workload changes quickly. They
can also see existing job flows as they currently exist in the
production environment.

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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical. Always do your homework on individual
and company
ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS

IT ARCHITECT, DIRECTOR/IT OPS

IT/ PRODUCTION CONTROL SCHEDULER

• Needs to accelerate delivery of services to the
business

• Needs a flexible platform for quickly
responding to technology changes

• Needs a consistent way to define and manage
application flows regardless of platform or
application

• Struggling with rate of change

• Guide tool and technology selection from
among diverse choices

• Must have powerful date/time and event based
scheduling to define job flows to meet complex
business requirements

• Manage costs and staff for absorbing new
technologies

• Wants intuitive drag and drop method for
designing flows

• Big Data projects
• Moving to Cloud
• New applications delivered constantly

• Must “do more with less”

• Provide high level of service quality

• Must be able to quickly determine changes and
roll back to previous versions if problems occur

• Dealing with budget and influence erosion

• Enable application developers to
collaboratively manage changes to job flows

• Requires support for the platforms, applications
and technologies used by the organization

• Managing “Digital Transformation”

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Discovery Questions for this door

Discovery

• How much time does your team spend on implementing changes to existing workflows or moving new workflows into production?
• Do you have SLAs or other types of deadlines? Do you consistently meet them? Do delays in batch processing threaten business revenues?
• Do you have new application initiatives planned for this year – such as Big Data analytics, Open Data or other business applications? How do you plan to
address the heavy batch processing requirements that are typically associated with these efforts?
• How do your business users and application development teams get access to information about the work/processing associated with their applications and
business operations?
• How many job scheduling tools do you currently have employed? What are they?
• Is the volume of your batch jobs increasing? How are you planning to scale with that growth?
• Do you have any cost reduction initiatives planned for this year?
• How do you manage batch processes that span across platforms (cross-platform dependencies) or locations?
• How do you monitor dependencies between applications on different platforms?
• Are file transfers an important part of your applications? How many? How do you handle them now? Is this satisfactory?
• How do your Application Development teams work with/interface with the Production Control team?
• What is the change process like when application workflows need to be changed and moved to production?

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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
Workload Automation is a
foundation management
discipline and mandatory for
commercial computing.
We should anticipate
customers asking:

“ What I have is working. Why
should I consider ControlM?”
“ Conversion is a big risk.”

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The primary competitors in the Data Center but there are many others
COMPUTER ASSOCIATES

IBM

AUTOMIC

MULTIPLE SOLUTIONS

POWERFUL ACCOUNT CONTROL

MANIPULATES PRICING

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

How quickly can you respond to
requests for changes or new job
flows since knowledge of
proprietary scripting is required to
build most job definitions?
Are you satisfied that your vendor
has the right level of focus on
workload automation?
Do you feel your solution can
deliver enterprise functionality
across all your mission-critical
platforms including mainframe?

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES
BMC has helped over 2,000 organizations to convert to Control-M.
The process is customized to the needs of each company and can be
implemented in a phased approach to ensure a smooth transition
without any interruptions.

We are concerned interruptions to the business causing service
delays or failures

The Control-M Conversion Tool is a solution component that
automates the conversion process, is fully supported by BMC and is
available for all customers to use on their own or together with
partners. See “”Why Not Convert to BMC Control-M” section in the
Sales Guide for detailed references to TechValidate research.

How will we successfully convert existing scripts to BMC Control-M
format

Control-M Workload Automation client is modern and intuitive with
embedded tutorials. BMC also provides services and education to
ease the transition

There are lots of people using the current solutions and we are
concerned they will have a difficult time making the transition

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE
• The company has Autosys, AppWorx or CA7 and
is facing a complicated extensive upgrade to their
scheduling products
• The company uses a manual system or an
unsophisticated legacy scheduler in some
business units
• The company has multiple scheduling solutions
which do not communicate easily, causing islands
of automation.
• The batch window is taking too long, causing a
negative impact to online application availability
• There is no enterprise-wide view of business
processes
• Developers submit Excel spreadsheets and Visio
diagrams to request changes to job flows.

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FUTURE STATE

SALES TACTICS

• Workloads are quickly and safely converted to
Control-M
• Production flow becomes consistent, automatic
and self-recovering so errors are eliminated and
SLAs are met
• One common scheduler means an integrated
production management team can meet
common business goals using extensive
management and control capabilities

• Find Buyers and influencers (Discover Org
Chart)
• Identify all scheduling tools and associated
costs & challenges
• Introduce 7 Doors concepts early
• Avoid tool admins/owners in early meetings

• A reduction in errors and integration of
sophisticated scheduling facilities help shrink the
batch window and increases the availability of
revenue-producing applications

• Build a champion
• Build value

• Developers use a self-service, collaborative web
application to build flows and submit them to the
scheduling team

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Before CTM– Graphic for Potential Whiteboard

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Before
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After
Exercise

After CTM-Potential Whiteboard

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Customer Wins

Case Study

Eaton Corporation
Company Overview
Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehicles, machinery, and
businesses. The company has grown significantly, organically and through acquisitions, resulting in an increasingly complex technology
and application environment.

SITUATION

SOLUTION

IMPACT

• IT needs to ensure seamless support for this
“virtual city” of 102,000 employees and
125,000+ external partners in 175 countries

• Control-M enabled IT to support Eaton’s
rapidly growing, increasingly complex
technology and application environment.

• Support aggressive growth while driving out
inefficiencies.

• IT keeps Oracle®, SAP®, Microsoft®, and other
business-critical applications running securely
and reliably

• Needed a common operating model that
encompassed standard processes, tools, and
performance measures worldwide

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• Cut day-to-day IT costs and freed up budget
dollars for innovation

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• IT uses Control-M to consolidate and
automate workloads for single-point
management to ensure successful, on-time
completion
• Workload automation ensures that 2.3 million
batch jobs a month run reliably
• Critical business systems operate at peak
performance.
• • Accurate, consistent data supports Eaton’s
enterprise IT strategy and roadmap for delivering
consistent historical and operational analytics and
reporting
45

Customer Wins – INTERNAL USE ONLY

Case Study

Target Corporation –Externally, refer to as a “Large Retailer”
Company Overview
Target Corporation is the second-largest discount retailer in the United States, behind Walmart, and is a component of the S&P 500
Index. As of 2015, Target operates 1,802 locations throughout the United States and has revenue of over $72.62 billion USD.

SITUATION

SOLUTION

IMPACT

• Development teams require new and
modified batch job flows to support more and
more business applications

• Control-M Workload Change Manager
enabled developers and engineers to build
job flows via simple web GUI

• Each change was following a complex process:

• Built in Site Standards help to ensure changes
and definitions meet system requirements

• Development team creates Visio diagram
• Request submitted to Scheduling team
• Several exchanges required to confirm parameters
and all requirements
• Scheduling team manually builds required flows

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• Collaboration eliminates communication
issues

• New and changed job definitions are
submitted 80% faster
• Changes implemented within a few hours instead
of days or sometimes even weeks
• Errors eliminated because no manual re-work is
required
• Cost of managing definitions reduced by over $1M
annually

• Definitions are built in Control-M from
inception without having to be manually redefined
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Reference Resources - Public

Website

Datasheet

Test Drive
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Whitepaper

Applications and Platforms
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Sales Guide

DemoChimp
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Reference Resources – BMC Confidential

ME Bank
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Instituto de Informàtica
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Managed File Transfer
Door 4
$$$$

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Legal Notice
Some of the information in this deck refers to a product that is not yet generally available
The information contained in this presentation is the confidential information of BMC Software, Inc. and is being
provided to you with the express understanding that without the prior written consent of BMC, you may not discuss
or otherwise disclose this information to any third party or otherwise make use of this information for any purpose
other than for which BMC intended.

All of the future product plans and releases described herein relate to BMC’s current product development
considerations, which are at the sole discretion of BMC and are subject to change and/or cancellation at any time.
BMC cannot and does not provide any assurance as to whether these plans will result in any future releases of the
nature described. These future product plans should not be viewed as commitments on BMC’s part and thus should
not be relied upon in customer purchase decisions.

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What you need to know about the Managed File Transfer door
MFT Market sized $1B+

Managed File Transfer (MFT)

Highly saturated

Definition by Gartner

Dominated by IBM (Connect:Direct) and Axway

Information

Managed file transfer (MFT) is a technology that provides the
secure transfer of data in an efficient and a reliable manner. Unlike
traditional file transfer tools, such as FTP and scripting, MFT core
functionalities include the ability to secure files in transit and at
rest, and reporting and auditing of file activity. What also
differentiates MFT from other forms of infrastructure and
integration technologies is its unique focus on managing the
transfer of large file sizes and volume.

About half of the Control-M customer base
is already licensed for AFT
90%+ of AFT users also use another commercial MFT solution

Many are using homegrown scripts

About 20% of all scheduled jobs are file transfers
“Integration of MFT into workflow and process management tools
will grow in importance as organizations adopt more processoriented approaches”

* Control-M MFT planned launch is
scheduled for September 2016

Info-Tech, 2015

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What are the Pains and Potential Gains

Pains

Organizations have a mixed bag of job scheduling and file transfer tools that prevents them
from building the integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS

GAINS/SOLUTIONS

Control-M provides full integration into managed
workflows, including service-level monitoring and problem
notification

Commercial file transfer products are not integrated with
workload automation solutions therefore it is challenging
to create dependencies between file transfers and other
application workflows

Secure transfer preventing sensitive data from being
exposed along with detailed logging of all activity

Homegrown file transfer scripts often expose
credentials in clear text

Simplify administration through central management and
increased span of control for administrative and
monitoring staff. Automatic deployment of end point
components eliminate initial install and upgrade efforts.

Most MFT products, require manual upgrade across all
components and do not provide central administration
capabilities

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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical.
Always do your homework on individual and company
ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS

IT ARCHITECT, DIRECTOR/IT OPS

IT ADMIN, IT OPERATOR

• Needs to accelerate delivery of services to the
business

• Needs a flexible platform for quickly
responding to technology changes

• Struggling with rate of change

• Guide tool and technology selection from
among diverse choices

• Big Data projects
• Moving to Cloud
• New applications delivered constantly

• Must “do more with less”

• Manage costs and staff for absorbing new
technologies
• Automatic deployment and central admin console.

• Dealing with budget and influence erosion

• Provide high level of service quality

• Managing “Digital Transformation”

• Enable application developers to
collaboratively manage changes to
application workflows and file transfers

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• Need instant visibility into the status of file
transfers with a single point of control for
managing both file transfers and application
workloads

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• Wants intuitive drag and drop method for
designing application workflows and file
transfers
• Must be able to quickly determine changes
and roll back to previous versions if problems
occur
• Requires support for the platforms,
applications and technologies used by the
organization

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Discovery Questions for this door

Discovery

• How do application developers and business users get access and visibility to the file transfer information they need?
• What percentage of time do application developers spend writing or modifying file transfer jobs (using scripts or commercial software)
• Are you consistently meeting your file transfer service levels?
• Are delays in creating or modifying file transfer jobs causing delays in application implementation?

• Are file transfers an important part of your applications?
• How are you managing the file transfers for your key business applications?
• How many file transfer tools are being used?
• How much time do schedulers spend working on file transfer job change requests?
• How much time do your operations team spend working on file transfer related problems?
• How do you monitor dependencies between application workflows and file transfers?
• Are you able to monitor application workflows and file transfers with a single, end-to-end view
• Do you get proactive notification of file transfer related problems? Would you like to know early in the process if a file transfer is not going to complete on
time?
• Is there a need to empower business users to perform basic tasks, like monitoring their own file transfers or submitting ad hoc requests that currently are
handled through the help desk?
• What do you anticipate future growth to be for file transfer volume?
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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
WLA and MFT are both foundation
management disciplines and
mandatory for commercial
computing.
We should anticipate
customers asking:

“ What I have is working.
Why should I consider
Control-M?”
“ Switching my file transfer
solution is a big risk.”

WORKLOAD AUTOMATION PLAYERS

MFT PLAYERS

FOCUS ON WORKLOAD AUTOMATION

LEADERS ARE COMPLEX AND EXPENSIVE

IBM / CA

Market Leaders (IBM C:D. Axway)

Strong file transfer capabilities with Connect:Direct
(IBM) and XCOM (CA)
Not integrated with Tivoli / CA WLA
No co-marketing of WLA and MFT products
High license costs
Limited file transfer capabilities Tivoli and CA7/CA
WLA AE

Complex, outdated interfaces
Steep learning curve for new users
Highly expensive
No native integration to WLA solutions

Open source / niche players
Modern interfaces
Advanced capabilities
Longevity of small vendors is questionable/risk
No native integration to WLA solutions

Automic/UC4
Offers integrated file transfer capabilities
Strong offering, most likely similar to Control-M AFT

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The Managed File Transfer Market

Competition

http://cdn2.hubspot.net/hub/
142873/file-297054053pdf/Vendor-LandscapeManaged-FileTransferFINAL.pdf

http://www.statista.com/statistics/489647/ma
naged-file-transfer-software-vendor-revenue/

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Objection
Handling

Objection Handling
Due to common segregation between job scheduling and file transfer teams, make sure to have the
conversation about the value of one job scheduling solution with the economic or technical buyers.
OBJECTIONS

RESPONSES

The file transfer solution we are using has scheduling capabilities. Why
should I spend more on scheduling?

File transfer tools lack robust alerting, notification, service-level
monitoring, workload balancing and enterprise wide forecasting for
batch workflows. Centralized administration and automatic deployment
reduces administrative costs and increases efficiency.

File transfers are managed by a different team. They use different tools
than Control-M. Why consolidate?

Leading MFT solutions are complex and outdated. Both the MFT market
leading products and the niche MFT products require complex scripting
for integration with WLA solutions. Control-M seamlessly integrates
these workflows without requiring custom scripting.

External business partners require support for proprietary protocols
(primarily C:D) and a file transfer gateway

In most organizations 80% of the file transfers are internal and 20% are
external. Control-M can provide tremendous value covering all internal
and some external transfers

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE

FUTURE STATE

SALES TACTICS

• Using disparate solutions to manage file
transfers and job scheduling

• A single, consolidated solution to manage
application workflows and file transfers

• File transfer teams are isolated, separated
from infrastructure and operations, resulting
in disconnected business needs

• Single point of control for both file transfers
and application workflows, proactive alerts on
service level exceptions and access to all
users via web or client software

• Unable to speed delivery of new projects
• Increased admin costs while budgets are
shrinking

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• Reduce admin and monitoring costs and
increase efficiency

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• Identify all transfer tools and associated costs
and challenges
• Introduce the 7 Doors concepts with your
established WLA champion and work the MFT
door accordingly.

• Instant visibility
• Automatic deployment
• Built-in file transfer server

1

• Find MFT team leaders and members. They
exist and may be a completely separate team
from those you normally interact with in the
workload space.

• Build a champion.
• Build value.

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Before CTM– Graphic for Potential Whiteboard

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Before
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After
Exercise

After CTM-Potential Whiteboard

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Customer Wins

Case Study

ME Bank (AU) cuts overnight batch processing windows to deliver great banking services on time, every time

Company Overview
Members Equity (ME) Bank Limited is a private bank based in Australia, that offers customers a range of banking products and
services, including transaction and savings accounts, home and personal loans, term deposits, and credit cards.

SITUATION
• ME Bank provides customers in Australia with
low-cost, high-quality banking services
powered by a world-class batch processing
environment for interbank transfers, account
updates, and other critical jobs.
• To ensure that core banking systems are
ready for business each morning, IT
introduced enterprise workload automation
to provide visibility into batch processes,
shrink batch windows, and fast-track issue
resolution.

SOLUTION

IMPACT

BMC Control-M Workload Automation, BMC
Control-M Advanced File Transfer, and BMC
Control-M Batch Impact Manager work together
to deliver an intuitive and powerful batch
process automation capability, while providing a
proactive assessment of any risks, issues, and
dependencies—enabling the staff to create and
run jobs quickly and reliably.

Control-M solutions enhance batch execution
and speed issue resolution to keep the bank
ready to accommodate new customers,
accounts, and services.
• The ability to manage dependencies and run
downstream processes as soon as they’re ready
reduced the average overnight batch window by
three hours for the banking platform.
• Automation has reduced time spent on issue
resolution, reducing staffing requirements from one
full-time equivalent (FTE) to 0.2 FTE.
• Standards for naming, alerting, log file management,
and other activities ensure consistency and speed
new job creation for faster rollout of new systems.
• Logical job categories such as statements and Bpay
align with the business to provide insight into the
business criticality of each job.

• Their efforts have delivered dramatic
improvements in customer service.

• Automated alerts guide the support staff through
remediation, reducing the impact of batch processing
failures by up to 80 percent.
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Case Study

http://documents.bmc.com/products/documents/60/12/106012/106012.pdf

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Reference Resources - Public

ME Bank
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Instituto de Informàtica
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Reference Resources - Public

Website

Datasheet

Whitepaper

Demo

Test Drive
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Sales Guide

DemoChimp
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Reference Resources – BMC Confidential
Win-Wire: Q2-Q3 FY16 - for internal use only

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ERP
Door 5
$$$$$

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What you need to know about the ERP door
Enterprise Resource Planning (ERP) is an integrated system
that allows companies to manage services like:

Financial Management

Supply Chain Management

Manufacturing Resource Planning

Human Resource Management

Customer Relationsip Management

Information

Financial
Management

Customer
Relationship
Management

Enterprise
Resource
Planning

Human
Resource
Management

Supply Chain
Management

Manufacturing
Resource
Planning

ERP software allows companies to combine the processing
of these services in one software platform.
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ERP Market

Information

Many companies use one of the “Big 3” ERP solutions: SAP, Oracle eBusiness Suite and Oracle PeopleSoft.
System Integrators often play a significant role in ERP projects.
GARTNER MARKET SHARE BY REVENUE FOR SCM

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GARTNER MQ FOR SAP SYSTEM INTEGRATORS

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What are the Pains and Potential Gains

Pains

SITUATION/PAINS

GAINS/SOLUTIONS
Control-M provides details on immediate issues that may
be occurring when ERP or any jobs have issues and also
shows what the affect is on downstream processing.

I can’t clearly see the impact that workload issues in my
ERP jobs will have both in the immediate term as well as
at the end of the business process where there are likely
other applications and platforms involved.

25%

Control-M has a single, consistent interface for all types of
ERP workloads, as well as dozens of other applications and
platforms across the enterprise. It provides forecasting,
dynamic policies, audit compliance, and collaborative
capabilities the same way for all people and workloads.

I need multiple interfaces to manage workloads for
various types of ERPs and even more interfaces are
needed to manage all the related processing on other
platforms and applications. I have siloes which increase
my staffing and other associated costs.

With distinct job types and associated functionality for
each ERP, Control-M can avoid issues entirely and helps to
shorten time to resolution when issues do occur.

I need to reduce the amount of time it takes to recover
from workload related incidents for my ERP workloads.

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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical.
Always do your homework on individual and company

ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS, SYSTEM INTEGRATOR

ERP PROJECT LEADER, DIRECTOR/IT OPS

ERP TEAM MEMBER, SAP BASIS ADMIN, IT OPERATOR

• Needs to mitigate risk related to ERP projects
as those projects have a significant impact on
the overall health of the company

• Must provide ERP teams and related LOB users
with the ability to easily access and manage ERP
workloads

• Must ensure teams and projects are able to
move quickly in both new initiatives as well as
modifications to existing ones

• Must be able to manage from a service level
perspective and have clear insight to how
services are performing both inside the ERP as
well as for the related non-ERP dependencies

• Responsible for transformation to a “Digital
Enterprise”

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• Needs to ensure ERP developers can successfully
work with the infrastructure and operations
teams to get workloads into production quickly
and then also maintain them going forward

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• Needs to spend less time on scripts and
coding ERP workloads
• Wants self service interface that gives access
to needed functionality in a secure way
• Cannot spend significant amounts of time on
learning new technologies, they must be
simple to deploy and use

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Discovery Questions for this door

Discovery

• As your ERP related tasks grow, how do you plan to keep pace as your headcounts stay the same or shrink?
• How do you manage batch processes that cross both ERP and non-ERP platforms?

• Does your current ERP workload solution stay current with up-to-date functionality?
• How much time does your team spend on implementing changes to existing workflows or moving new workflows into production?
• Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reduce training and
implementation costs?
• Historically, ERP project team members are forced to involve other teams when trying to understand the status of their workloads.
Would allowing them to serve themselves in a secure and audited way provide benefits to them and the services they provide?
• How many different ERP systems are used across the enterprise? How do you handle processing that is dependent across those
systems?

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Competition for this door

Competition

ERP solutions include a no-additional cost batch scheduler out of the box.
Additionally, general workload automation competitors compete in the ERP space.
3RD PARTY SOLUTIONS

BUILT-IN ERP SOLUTIONS
Typical characteristics: lack graphical user
interface, poor job dependency visuals,
manage 1 job at a time, no child job
support, no job interception capabilities.
Questions:
Are you able to perform advanced actions
on your ERP workloads like: forecasting,
policy based management, centralized
graphical administration, service level
monitoring?

REDWOOD CRONACLE

Companies competing include: CA, IBM,
Automic

SAP includes a built-in scheduler called
CCMS. SAP also partners with Redwood
and provides Cronacle with SAP.

Questions:
Can you manage all your business-critical
workloads from a single point of control?

Is your solution keeping up with the needs
of your business to support new
applications and technologies?
Are you able to empower business users to
manage their application workloads in a
self service manner?

Questions:
Are you able to incorporate non SAP
workloads into your Cronacle environment
without additional cost?
Do you feel your solution can deliver
enterprise functionality across all your
mission-critical platforms including
mainframe?
Are you satisfied that your vendor is
focused on workload automation?

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES

The ERP solution we have provides a no additional cost job
scheduler out of the box. Why should I pay for something else?

The out of the box job schedulers lack robust alerting, notification,
service-level monitoring, workload balancing and enterprise wide
forecasting for batch workflows.

All our processing occurs inside one ERP solution so why do we need
to migrate to another single solution?

The ERP solution relies on many other application and platform
workloads at various points along the business service chain.
Control-M seamlessly integrates all these workflows, both inside and
outside the ERP, with a consistent and comprehensive interface.
Control-M provides industry leading capabilities in a powerful, yet
simple to use interface. An included Conversion Tool, along with
years of experience helping thousands of other companies convert,
helps reduce the time and minimize the risk associated with moving
to the Control-M solution.

The ERP team knows how to use the solution they have today and I
worry that it will take too much time and effort for them to convert
to and then learn a new solution.

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE

FUTURE STATE

SALES TACTIC

• Using rudimentary built-ins or less capable 3rd
party solutions for ERP workloads

• Enterprise level capabilities for both ERP and
all other workloads in the enterprise

• ERP teams are islands, separated from
infrastructure and operations, resulting in
increased staffing levels and a disconnect
from business needs

• Consistent interface for all in the organization
results in less specialization and allows all
those involved to see what is important to the
business

• Find ERP project leaders and team members.
They exist and are usually a completely
separate team from those you normally
interact with in the workload space.

• Unable to speed delivery of ERP related
projects

• Enable collaboration between
infrastructure/operations and ERP teams,
speeding delivery of ERP projects by reducing
workload creation and modification times

• The ERP teams are often heavily funded.
• System Integrators hold significant roles in
ERP projects. Validate and plan accordingly.
• Introduce the 7 Doors concepts with your
established WLA champion and work the ERP
door accordingly.
• Build a champion.
• Build value.

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Before CTM– Graphic for Potential Whiteboard

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Before
Exercise

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After
Exercise

After CTM-Potential Whiteboard

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Customer Wins

Case Study

Sun Chemical
Company Overview
Sun Chemical, a member of the DIC group, is a leading producer of printing inks, coatings and supplies, pigments, polymers, liquid
compounds, solid compounds, and application materials

SITUATION
• Has locations in over 56 countries with more
than 250 plants
• Had a multi-tiered environment with 1000s of
applications as everyone was doing things
there own way
• They needed a way to bring everything under
one roof while still proving the high level of
service they were known for

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SOLUTION

IMPACT

• Control-M consolidates and automates
workloads for both SAP and non SAP
environments.

• “After using Control-M and seeing what it can
do I don’t see how we would be where we are
today without it.”

• All geographies and plants now use a single
solution allowing everyone to understand
impact and business needs

• “You know where your milestones are.”

• What used to require 4 people each doing 4
different things is now able to be done in 1
batch job, allowing staff to focus on more
important work.
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• “You end up saving yourself a lot of pain from
a loss of production which in turn translates
into a loss of revenue for the company.”

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Customer Wins

Case Study

JACOBS
Company Overview
Jacobs is one of the world's largest and most diverse providers of technical, professional and construction services. Its Aerospace and
Technology line of business provides technical and innovative enterprise solutions to government and commercial clients

SITUATION
• Jacobs is a Fortune 250 multi-national
engineering and professional services firm
• Had a lack of visibility, control, scalability,
error handling and reliability in Oracle
eBusiness Suite job processing
• Wanted an enterprise class solution to fit
company growth

SOLUTION

IMPACT

• Best in class technology - Competitors could
not run Oracle eBusiness Suite jobs in Jacobs’
unique environment

• Highly visible and scalable solution that gave
the ability to grow the Oracle Environment
globally

• BMC investment in Control-M solution was
key selling point as Automic (AppWorx) did
not have any updates for over 6 years

• Allowed them to meet global SLA’s for Oracle
eBusiness Suite processing
• Expect huge ROI around eliminating manual
processing and outsourcing expenses
• Let them free up Oracle team to focus on
Oracle migration project

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List of what ERPs we support with dedicated code

Information

SAP R/3
Oracle eBusiness Suite
Peoplesoft
Oracle Retail
Soon – SAP Process Integration (PI)
Soon – SAP Financial Closing Cockpit (FCc)

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SAP Support Details

Information

Control-M provides support for a significant number of SAP specific capabilities, including:
• SAP Job Interception
• SAP Child/Spawned Jobs
• SAP Data Archiving
• SAP Business Warehouse
• SAP Business Objects Reports

• SAP NetWeaver
• Control-M Conversion Tool supports conversion from SAP CCMS to Control-M
• SAP XBP 3.0 interface
• Soon – SAP Process Integration
• Soon – SAP Financial Closing Cockpit

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Reference Resources

Sales Guide

PeopleSoft Datasheet

Oracle Retail Datasheet

Oracle eBusiness
Suite Webpage

Control-M for Business Applications Website

TechValidate
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Applications and Platforms

81

Reference Resources – SAP Specific

Control-M for SAP Website

SAP Solution Overview

2 Minute Explainer - SAP

Datasheet
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Databases
Door 6
$$$

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What you need to know about the Databases door

Information

Databases are the backbone of almost every
application in the data center.
There are likely tens of millions, or even hundreds
of millions of databases in use at our customer
sites.
The logos you see here are the databases that
Control-M for Databases has supported for a long
time.

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Control-M for Databases Version 9 Enhancement

Information

Version 9 of Control-M for Databases (which works with v7 and higher Control-M installations) allows customers to
bring their own database (BYOD)! Any database that supports a JDBC connection is supported with this release and
therefore by Control-M! Here are just a few that support a JDBC connection…

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Buyer Personas

Personas

ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

DIR/VP IT OPERATIONS, DATABASE PROJECT LEADER

DBA, IT ARCHITECT

DATABASE TEAM MEMBER, IT ADMIN, IT OPERATOR

• Must mitigate risk related to the high level of
change when dealing with existing database
projects
• Needs to reduce the significant costs
associated with managing databases (and
their related workloads)
• Needs to ensure database developers can
successfully work with the infrastructure and
operations teams to get workloads into
production quickly and then also maintain
them going forward

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• Must provide database teams the ability to
easily access and manage their workloads

• Needs to spend less time on scripts and
coding database related workloads

• Must be able to manage from a service level
perspective and have clear insight to how
services are performing both inside the
database as well as for the related nondatabase dependencies

• Wants self service interface that gives access
to needed functionality in a secure way

• Needs to speed the delivery of new database
related projects as well as changes to existing
ones

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• Is only able to work on one specific database
technology and not able to work effectively
on others

86

What are the Pains and Potential Gains

Pains

SITUATION/PAINS

25%

GAINS/SOLUTIONS

Cannot clearly see the impact when database jobs have issues
both in the immediate term as well as at the end of the
business process where there are links between database jobs
and jobs running on other platforms and applications.

Control-M provides details on immediate issues that may be
occurring when database jobs, or any jobs, have issues and
also shows what the affect is on downstream processing in a
business service view.

Unable to manage workloads for all the different database
platforms with a single, consistent interface which causes
increased staffing and a siloed organization.

Control-M has a single, consistent interface for all supported
database workloads, as well as dozens of other applications
and platforms across the enterprise. It helps to reduce
specialization and decrease the silo effect.

Interaction between database developers and infrastructure
and operations team is problematic and adds delays when
implementing as well as troubleshooting existing services

Control-M provides purpose built interfaces that help the
developers and I/O teams work together while still supplying
each with the specific functionality they need.

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Discovery Questions for this door

Discovery

• As your number of database related tasks grow, how do you plan to keep pace as your headcounts stay the same or shrink?
• How do you manage batch processes that cross both databases and other related platforms and applications?
• Are you spending a significant amount of time creating and maintaining database scripts?
• Are you able to maintain regulatory compliance and pas audits related to your database workloads and the scripts involved?
• How much time does your team spend on implementing changes to existing workflows or moving new workflows into production?
• Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reduce training and implementation costs?
• Are your database developers forced to involve other teams when trying to understand the status of their workloads? Would allowing them to serve
themselves in a secure and audited way provide benefits to them and the services they provide and free up time for the operations staff to focus on more
critical work?
• Do you use your databases built-in scheduling solution for managing workloads? If so, does it provide advanced capabilities for both the database teams as
well as for those that have related processing? Are all the users able to easily understand when problems occur and how to recover quickly from those
problems?
• Does your current database workload solution stay current with up-to-date functionality?

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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
Some sort of solution is already in place today
for our customers’ database jobs, whether it is
being manually managed or with built-ins or 3rd
party scheduling solutions.
We should anticipate
customers asking:

“ I already have a job scheduler for my
database jobs. Why should I consider
Control-M?”
“ Conversion is a big risk.”

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The primary competitors for database workloads
BUILT-IN DATABASE SOLUTIONS

3RD PARTY SOLUTIONS

Typical characteristics:
Lack graphical user interface, poor job dependency
visuals, can only manage 1 job at a time, no service
level monitoring, no self service capabilities, only
support database workloads

Typical characteristics:
Don’t support a wide range of database
technologies, or if they do it is with different
interfaces and capabilities.
May still require scripts and code which are time
consuming and costly to create and maintain and an
audit nightmare.
Differentiating questions:
Can you manage all you different database
processing from a single point of control? How
about the dependent processing outside of your
databases?
Is your solution keeping up with the needs of your
business to support new applications and
technologies, both with db and other workloads?
Are you able to empower database developers to
manage their own workloads in a secure and
auditable self service model?

Differentiating questions:
Are you able to perform advanced actions on your
database workloads like:
• forecasting
• policy based management
• centralized graphical administration
• service level monitoring
• self service
• cross-platform monitoring

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES

The built-in scheduling solution in the database is included for free,
why should I pay for something else? The built-in must also be
better as it is 100% focused on database workloads.

Out of the box scheduling tools lack robust alerting, notification,
service-level monitoring, workload balancing and enterprise wide
forecasting for batch workflows.

The database team knows how to use the solution they have today
and I worry that it will take too much time and effort for them to
convert to and then learn a new solution.

Control-M provides industry leading capabilities in a powerful, yet
simple to use interface. We also have years of experience helping
thousands of other companies convert, helping to reduce the time
and minimize the risk associated with moving to the Control-M
solution.

I don’t want to give control away to the database team! Or the
equivalent: I don’t want to give control away to the
infrastructure/operations team!

With purpose built interfaces both the database and the I/O teams
can securely access what they need to access in an easy to use and
audited way.

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE

FUTURE STATE

SALES TACTIC

• Using rudimentary built-ins or less capable 3rd
party solutions for database workloads

• Enterprise level capabilities for databases, as
well as all other workloads in the enterprise

• Database teams are islands – separated from
infrastructure and operations. Each are
unaware or unable to work together on what
the business needs.

• Consistent interface for all in the organization
results in less specialization and allows all
those involved to see what is important to the
business

• Find database developers. They sometimes
are grouped by the underlying database
technology they support (i.e. the Oracle team,
the MSSQL team), or sometimes distributed
in the lines of business.

• Unable to speed delivery of database related
projects

• Enable collaboration between
infrastructure/operations and database
teams, speeding delivery of database projects
by reducing workload creation and
modification times

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• They are usually a pretty well staffed group.
• Introduce the 7 Doors concepts with your
established WLA champion and work the
database door accordingly.
• Build a champion.
• Build value using traditional Control-M value
drivers.

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Before CTM– Graphic for Potential Whiteboard

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Before
Exercise

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After
Exercise

After CTM-Potential Whiteboard

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Customer Wins

Case Study

24 HR Fitness
Company Overview
24 Hour Fitness is a leading health club industry pioneer. Since the beginning, the company has been dedicated to helping members
change their lives and reach their individual fitness goals.

SITUATION
• Has nearly 4 million members across more
than 400 clubs across the US
• Had disparate automation silos including
Windows scheduler, Oracle Apps, Peoplesoft,
CRON jobs and SQL scripts
• Failures that should be resolved in 5 minutes
took 30-90 minutes to resolve, which
increased operational costs and MTTR

SOLUTION

IMPACT

• Control-M provided a centralized scheduling
platform, incorporating operational
awareness to support critical retail and lead
management systems

• Automated production scheduling across the
enterprise from a single point of control,
resulting in consolidation of redundant tools
and increased speed and reduced costs

• Advanced capabilities around management of
critical file transfers

• Decreased MTTR by proactively detecting
delays and errors in the batch business
process to avoid interruption of business
services

• TCO of Control-M was significantly lower than
their disparate solutions

• Delays in processing cost loss of time and real
dollars
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Customer Wins

Case Study

REWE Systems
Company Overview
REWE Systems plans, develops, configures and operates efficient systems and applications for REWE Group – one of the leading trade
and tourism groups in Germany and Europe with around 330,000 employees. 1,000 or so IT specialists set standards for IT
implementation in trade and develop new technologies for the industry.

SITUATION
• Responsible for 80 logistics centers, 100 wide
area network cables and more than 23,000
local network connections for continuous
data supply of the 26,000 scanner check-out
desks in more than 7,500 stores
• Current solution not ready to support
ongoing projects which required
implementation of new technologies
• Had to use many time and money consuming
workarounds with many different screens to
manage their scheduling environment
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SOLUTION

IMPACT

• Control-M provided a very intuitive interface
providing a single point of control for the
enterprise
• Mainframe solution was required as REWE
required mainframe workloads to be
controllable by the mainframe
• New IT initiatives to introduce Staging and
Pre-Production environments was easily
supported by Control-M

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• Many new technologies: e.g. web services,
SAP Business Objects, VMWare, Cognos and
SAP HANA were able to be implemented with
a single solution for workloads saving money
and delivering quick ROI
• Were able to minimize risk by supporting
forecasting and delivering proactive SLA
monitoring

• Support for agentless technology reduced
TCO
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List of what we support

Information

Oracle
IBM DB2/UDB
MS SQL-Server
Sybase
PostgreSQL
MySQL*
SAP HANA*
MongoDB*
Cassandra*
* Any database that is JDBC compatible

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Reference Resources

Applications and Platforms

Datasheet

Control-M for IT Applications Website

TechValidate

2 Minute Explainer – Applications
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BI/Big Data
Door 7
$$$, trending

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What you need to know about the BI door
What is
Business
Intelligence

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Information

• Business intelligence or BI is an umbrella term that refers
to a variety of software applications used to analyze an
organization’s raw data. BI as a discipline is made up of
several related activities, including data mining, online
analytical processing, querying and reporting.

How is it used

• Companies use BI to improve decision making, cut costs
and identify new business opportunities. BI is more than
just corporate reporting and more than a set of tools to
coax data out of enterprise systems. Business users want to
answer complex questions and want to find answers FAST.

What are the
challenges

• Although BI holds great promise, implementations can be
dogged by technical and cultural challenges. One of the
keys to success in building, maintaining and growing a BI
solution is automation and orchestration of data ingestion
and analysis.

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BI is part of a larger data supply chain in a company. It is the layer that enables
companies to visualize and derive actionable intelligence from the data
Information

Business
Intelligence

Cognos

SAP Business
Objects

Oracle BI

Tableau

Qlikview

Microstrategy

Other BI
Solutions

Chain

Data
Warehouse/
Data Lake

Data Warehouse
Teradata, Oracle… etc

Data Lake
Hadoop

Supply

Data Sources
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IBM
Datastage

Informatica

ETL

ERP

2

Social
Media

Data

CRM
1

Custom
Solutions

3

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Devices

Sensors
100

BMC Control-M can automate and integrate ALL applications in the data supply
chain with out-of-the-box application plugins or through Application Integrator,
providing end-to-end control and visibility of the entire data supply chain

Business
Intelligence

Cognos

Data
Warehouse/
Data Lake

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Tableau

Datawarehouse
Teradata, Oracle

Qlikview

IBM
Datastage

ERP

2

Other BI
Solutions

Custom
Solutions

Social
Media

CRM

1

Microstrategy

Data Lake
Hadoop

Informatica

ETL

Data Sources

SAP Business
Objects

Oracle BI

Information

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Devices

Sensors

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Business Intelligence
Solutions

Cognos

SAP Business
Objects

Oracle BI

Information

Tableau

Qlikview

Microstrategy

Other BI
Solutions

Integrated into Control-M via Application Integrator

Out of the box Control-M Integrations Available

BMC Control-M Benefits
Build and monitor
workflows from the
same interface
across multiple BI
solutions

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Actively monitor BI
workflows for SLA
compliance using
self service web or
mobile interface.

Ensure the most
critical reports have
the resources
available to
complete on time by
using robust
workload balancing
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Forecast the impact
of planned outages
as well as adding
new workloads

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Get proactive alerts
when other systems
in the Data Supply
Chain will cause
delays for BI services

Accelerate
troubleshooting and
root cause analysis
with easy access to
logs and output from
one screen for
multiple BI tools.
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What are the Pains and Potential Gains

Pains

SITUATION/PAINS

GAINS/SOLUTIONS

Managing batch window time restrictions is a big challenge. Need
to complete extract, transform, load (ETL), and traditional batchbased business intelligence (BI) processes within the constraints of
an ever shrinking batch window

Control-M provides seamless integration and automation between
ETL and BI eliminating the redundant scripting resulting in faster
completion of the business workflows.

Manage SLAs for BI workflows: Unforeseen problems halt the
workflows causing missed SLAs

Control-M can map workflows to business services and their
respective deadlines and allows for proactive alerting when a
workflow is in danger of missing an SLA even if the problem
outside the ETL or BI layer

Resource Conflict Management: Need to make sure that critical
report have the resources available to complete on time.

Control-M provides dynamic workload balancing capabilities which
ensure that the most critical processes have the resources available
so that they meet the set deadlines for completion

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Buyer Personas

Personas

Conversations with the Economic Buyer need to be less technical. Always do your homework on individual
and company
ECONOMIC BUYER

TECHNICAL BUYER

USER BUYER

CIO, VP/OPERATIONS

IT ARCHITECT, DIRECTOR/IT OPS

IT ADMIN, IT OPERATOR

• Needs to accelerate delivery of services to the
business

• Needs a flexible platform for quickly
responding to technology changes

• Needs a consistent way to define and manage
application flows regardless of platform or
application

• Struggling with rate of change

• Guide tool and technology selection from
among diverse choices

• Must have powerful date/time and event based
scheduling to define job flows to meet complex
business requirements

• Manage costs and staff for absorbing new
technologies

• Wants intuitive drag and drop method for
designing flows

• Big Data projects
• Moving to Cloud
• New applications delivered constantly

• Must “do more with less”
• Dealing with budget and influence erosion
• Managing “Digital Transformation”

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• Provide high level of service quality

• Must be able to quickly determine changes and
roll back to previous versions if problems occur

• Enable application developers to
collaboratively manage changes to job flows

• Requires support for the platforms, applications
and technologies used by the organization

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Discovery Questions for this door

Discovery

• What are the BI tools you are currently using?
• When talking to other customers using BI we find that there are a lot of FTP and ETL processes that run in batch. How do
you manage them?
• Have you ever had a situation when running ETL that the processes run but the information required from another
source or application didn’t load on time and the entire process ran without success? (Don’t ask this verbatim but work it
in as a story and ask if they can relate).
• Do any of your BI tools require information or input from other applications or sources? If yes, how do you manage and
monitor these workflows end to end?
• Do you have SLA’s in place for reports you run?

• How many other teams need information from your BI tools? How are they consumed ( such as VP of marketing and
sales who look at reports)?
• How do you prioritize which reports or BI workflows run first? Do you see any challenges with prioritization during
periods such as end of month end of quarter etc?

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Competition for this Door

Competition

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success

Current Situation
Workload Automation is a
foundation management
discipline and mandatory for
commercial computing.
We should anticipate
customers asking:

“ What I have is working. Why
should I consider ControlM?”
“ Conversion is a big risk.”

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The primary competitors in this space but there are many others
COMPUTER ASSOCIATES

IBM

AUTOMIC

MULTIPLE SOLUTIONS

POWERFUL ACCOUNT CONTROL

MANIPULATES PRICING

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

Can you manage all your businesscritical workload from a single
point of control?
Is your solution keeping up with
the needs of your business to
support new applications and
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

How quickly can you respond to
requests for changes or new job
flows since knowledge of
proprietary scripting is required to
build most job definitions?
Are you satisfied that your vendor
has the right level of focus on
workload automation?
Do you feel your solution can
deliver enterprise functionality
across all your mission-critical
platforms including mainframe?

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Objection
Handling

Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS

RESPONSES

The BI solutions we are using have out of the box schedulers. Why
should I spend more on scheduling

Out of the box scheduling tools lack robust alerting, notification,
service-level monitoring, workload balancing and enterprise wide
forecasting for batch workflows.

All our processing occurs inside one BI tool so we don’t need a
consolidated view across multiple BI solutions

The BI solution depends on integrating with ETL tools and File
transfer workflows. Control-M seamlessly integrates these
workflows without needing custom scripting
Simplify administration through central management and increased
span of control for administrative and monitoring staff

Reporting is not considered mission critical like payroll or order
services. How can I justify adding the cost of Control-M

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Sales
Summary

Summary of the Sales Approach for this door
CURRENT STATE
• Using rudimentary built-ins or less capable 3rd
party solutions

FUTURE STATE

SALES TACTICS

• Control-M is an enterprise class solution that can
replace individual scheduling tools within each
application and provide an end to picture of the
business processes and their dependencies from
a single screen.

• Find BI project leaders and team members.
They exist and are usually a completely
separate team from those you normally
interact with in the WLA space.
• The BI teams are often heavily funded.

• BI, ETL and other applications in the data
supply chain are in silos, separated from
infrastructure and operations, resulting in a
disconnect from business needs
• Unable to meet business SLAs for BI.

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• Control-M becomes the platform for seamlessly
integrating between all applications without the
need for custom scripting or other third party
tools.

• System Integrators usually hold significant
roles in BI projects at our customer sites.

• Control-M manages SLAs from a business
perspective along with proactive alerting and
auto remediation capabilities.

• Build a champion.

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• Introduce the 7 Doors concepts with your
established WLA champion and work the ERP
door accordingly.
• Build value.

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Before CTM– Graphic for Potential Whiteboard

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Before
Exercise

109

After
Exercise

After CTM-Potential Whiteboard

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Reference Resources - Public
Control-M for Cognos datasheet

http://bmc.co/1TjpGod

Roles and Responsibilities in BI Teams

http://www.b-eye-network.com/view/8137
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Control-M for Informatica datasheet

Control-M for SAP BO datasheet

http://bmc.co/1MTYtSs

http://bit.ly/1PGpAjx

Customer Success Stories

http://bmc.co/1M1oioD

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