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Seven Doors

Discovery Guide

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

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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.
Confidential & Proprietary Information

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

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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. and proposed responses • Sales Summary . Confidential & Proprietary Information 1 2 3 4 5 6 7 4 . general information. noted by the number on the bottom of the page. Inc. 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. market share and other facts about the door • Personas – This deck is focused primarily on the Economic Buyer and secondarily on the Technical Buyer.Seven Doors Information A practical approach to creating more opportunity. 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.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 © Copyright 2016 BMC Software. each dedicated to providing information about a specific door.

Confidential & Proprietary Information .Mainframe Door 1 $$$$$ © Copyright 2016 BMC Software. Inc.

an interface suitable for business users. This prevents organizations from building the integrated solution needed for business growth.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. and often. there are gaps – such as no enterprise view that identifies business service impact. The collection of disparate tools requires extensive expertise and knowledge to use. © Copyright 2016 BMC Software. change and efficiencies. the Mainframe groups function as an island. And even then. Inc. or automated process for application developers to create or change jobs and workflows. gaps in capabilities. along with manual efforts for tying these tools together to supplement ongoing automation needs. Confidential & Proprietary Information 1 2 3 4 5 6 7 6 .

© Copyright 2016 BMC Software. The batch window is taking too long. or failures. production delays. the possibility for production delays and errors is increased. causing islands of automation. Confidential & Proprietary Information 1 2 3 4 5 6 7 7 . and locations enables immediate impact analysis and assessment. Because two or more groups are “managing” the production flow. Inc. change and efficiencies SITUATION/PAINS GAINS/SOLUTIONS The company has multiple scheduling solutions which do not communicate easily. There is no enterprise-wide view of business processes. platforms. and allows failure prioritization according to business needs. Schedulers cannot easily see or understand the business impact of increased workloads.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. The company’s bottom line can be impacted by the lack of user or clientfacing business systems. One common scheduler means an integrated production management team can meet common business goals using extensive management and control capabilities. causing a negative impact to online application availability. A reduction in errors and integration of sophisticated scheduling facilities help shrink the batch window and increases the availability of revenue-producing applications. A single view across applications.

Inc. ECONOMIC BUYER TECHNICAL BUYER USER BUYER CIO. 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.Buyer Personas Personas Conversations with the Economic Buyer need to be less technical. VP/OPERATIONS IT ARCHITECT. Always do your homework on individual and company. DIRECTOR/IT OPS IT ADMIN. applications and technologies used by the organization 1 2 3 4 5 6 7 8 . 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.

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 1 2 3 4 5 6 7 9 .

Competition for this Door Competition BMC has helped over 2. Why should I consider Control-M?” “ Conversion is a big risk. We should anticipate customers asking: “ What I have is working. 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? 1 2 3 4 5 6 7 10 . Inc. 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.000 organizations move to Control-M.” © Copyright 2016 BMC Software.

Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings. Inc. self service interfaces for application developers and business users. and the ability to manage your workloads across mainframe. Conversion is a big risk © Copyright 2016 BMC Software. This is our core business. batch workflows forecasting. 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. Confidential & Proprietary Information 1 2 3 4 5 6 7 11 . Why should I consider Control-M? Legacy scheduling tools lack enterprise wide service-level monitoring. 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.

• Single view across applications. Schedulers cannot easily see or understand the business impact of increased workloads. Inc. integrated production management team. or failures © Copyright 2016 BMC Software. • Build value 12 . production delays. causing a negative impact to critical business applications availability • No enterprise-wide view of business processes.Sales Summary Summary of the Sales Approach for this door CURRENT STATE • Multiple scheduling solutions. Confidential & Proprietary Information FUTURE STATE SALES TACTICS • One common scheduler. • Build a champion. and allows failure prioritization according to business needs 1 2 3 4 5 6 7 • Find the MF team leaders and team members. • Batch window is taking too long. • A reduction in errors and integration of sophisticated scheduling facilities help shrink the batch window and increases the availability of revenue-producing applications. and locations enables immediate impact analysis and assessment. platforms. islands of automation. 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. Possibility for production delays and errors is increased. Business goals are met using extensive management and control capabilities.

Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 13 . Inc.

Confidential & Proprietary Information 1 2 3 4 5 6 7 14 . Inc.After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software.

provides safe and reliable transportation services to a diverse group of customers throughout the continental United States.Customer Wins Case Study J. Canada. Inc. 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. SITUATION • Licensing and maintenance costs rising rapidly year after year • Scheduling tools were not integrated. the company provides capacity-oriented solutions centered on delivering customer value and industry-leading service. Utilizing an integrated. enhance visibility. and Mexico. Hunt Company Overview one of the largest transportation logistics companies in North America.B. Confidential & Proprietary Information 1 2 3 4 5 6 7 15 . lack of cross-platform view restricted visibility into overall scheduling activities SOLUTION IMPACT • BMC enterprise scheduling and DB2 management solutions cut costs. multimodal approach. there has been a 48% reduction in CPU utilization © Copyright 2016 BMC Software.

com/products/documents/87/20/118720/118720.Case Study http://documents. Inc. Confidential & Proprietary Information 1 2 3 4 5 6 7 16 .bmc.pdf © Copyright 2016 BMC Software.

Inc. Confidential & Proprietary Information University of Connecticut 1 2 Bank of Communications 3 4 5 6 7 Central Technology Services 17 .Public BCBS of Florida © Copyright 2016 BMC Software.Reference Resources .

Reference Resources . Confidential & Proprietary Information Whitepaper Applications and Platforms 1 2 3 4 5 6 Sales Guide DemoChimp 7 18 .Public Website Datasheet Test Drive © Copyright 2016 BMC Software. Inc.

Reference Resources . Inc. Confidential & Proprietary Information Whitepaper Verifying Your JCL Just Got A Lot Easier 1 2 3 4 5 6 7 19 .Public Website Website Datasheet Demo © Copyright 2016 BMC Software.

Confidential & Proprietary Information 1 2 3 4 5 6 7 20 . Inc.for internal use only © Copyright 2016 BMC Software.Reference Resources – BMC Confidential Win-Wire: Q2-Q3 FY16 .

IT/OPS Door 2 $$$$ © Copyright 2016 BMC Software. Inc. Confidential & Proprietary Information .

is frequently part of the same organization as IT Operations or is closely related. And even then. an interface suitable for business users. © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 22 . This prevents companies from building the integrated solution needed for business growth. Scheduling. Both organizations are challenged by a mixed bag of job scheduling tools that have limited platform coverage. and function as islands of automation. along with manual efforts for tying these solutions together to supplement ongoing automation needs. there are gaps – such as no enterprise view that identifies business service impact. The collection of solutions requires extensive expertise and knowledge to use.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. Inc. Scheduling creates the jobs and flows that are run by Operations. or automated process for application developers to create or change jobs and workflows. change and efficiencies. gaps in capabilities. also called Production Control.

Confidential & Proprietary Information 1 2 3 4 5 6 7 23 . Inc. 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. 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. change and efficiencies SITUATION/PAINS GAINS/SOLUTIONS A workload automation platform that delivers a consistent.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. logging and workload archiving with a reporting facility makes audits and compliance checks a simple.

applications and technologies used by the organization 1 2 3 4 5 6 7 24 .Buyer Personas Personas Conversations with the Economic Buyer need to be less technical. Inc. VP/OPERATIONS IT ARCHITECT. 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. DIRECTOR/IT OPS IT ADMIN. 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. Always do your homework on individual and company ECONOMIC BUYER TECHNICAL BUYER USER BUYER CIO.

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 1 2 3 4 5 6 7 25 .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.

000 organizations move to Control-M. Why should I consider ControlM?” “ Conversion is a big risk.” © Copyright 2016 BMC Software. 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. Inc. We should anticipate customers asking: “ What I have is working.Competition for this Door Competition BMC has helped over 2. 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? 1 2 3 4 5 6 7 26 .

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. Confidential & Proprietary Information 1 2 3 4 5 6 7 27 . money) © Copyright 2016 BMC Software.Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings.000 organizations to convert to Control-M. failure rates. 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. Inc. organizations have seen significant benefits that in reduced costs. 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. time. is fully supported by BMC and is available for all customers to use on their own or together with partners. staffing and training as well as significant improvements in service levels that have far outweighed the cost of conversion Cost of converting (staff.

• The batch window is taking too long. Inc.Sales Summary Summary of the Sales Approach for this door CURRENT STATE • The company has Autosys. 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 © Copyright 2016 BMC Software. causing islands of automation. 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 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. Confidential & Proprietary Information 1 2 3 4 5 6 7 • Build value 28 .

Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 29 . Inc.Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software.

Inc.After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 30 .

increasingly complex technology and application environment. Confidential & Proprietary Information • Cut day-to-day IT costs and freed up budget dollars for innovation 1 2 3 4 5 6 7 • IT uses Control-M to consolidate and automate workloads for single-point management to ensure successful. and businesses. organically and through acquisitions. consistent data supports Eaton’s enterprise IT strategy and roadmap for delivering consistent historical and operational analytics and reporting 31 . and other business-critical applications running securely and reliably • Needed a common operating model that encompassed standard processes.Customer Wins Case Study Eaton Corporation Company Overview Eaton is a $22. • Support aggressive growth while driving out inefficiencies. SITUATION SOLUTION IMPACT • IT needs to ensure seamless support for this “virtual city” of 102. SAP®. Inc. Microsoft®. tools. vehicles. resulting in an increasingly complex technology and application environment. • • Accurate. The company has grown significantly. machinery.000 employees and 125.3 million batch jobs a month run reliably • Critical business systems operate at peak performance. on-time completion • Workload automation ensures that 2.000+ external partners in 175 countries • Control-M enabled IT to support Eaton’s rapidly growing. • IT keeps Oracle®.6 billion global enterprise. delivering advanced solutions for managing power in buildings. and performance measures worldwide © Copyright 2016 BMC Software.

Inc.35 billon. Confidential & Proprietary Information 1 2 3 4 5 6 7 32 . 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 © Copyright 2016 BMC Software.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.200 full-time employees and annual revenue of $10. 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. Unum had 9. critical illness and life insurance. As of December 2013. Unum also offers other insurance products including accident.

Inc.Reference Resources Website Datasheet Test Drive © Copyright 2016 BMC Software. Confidential & Proprietary Information Whitepaper Applications and Platforms 1 2 3 4 5 6 Sales Guide DemoChimp 7 33 .

Confidential & Proprietary Information Instituto de Informàtica 1 2 3 4 5 6 University of Connecticut 7 34 .Reference Resources – BMC Confidential ME Bank © Copyright 2016 BMC Software. Inc.

Inc.Scheduling Door 3 $$$$ © Copyright 2016 BMC Software. Confidential & Proprietary Information .

Both organizations are challenged by a mixed bag of job scheduling tools that have limited platform coverage. there are gaps – such as no enterprise view that identifies business service impact. Confidential & Proprietary Information 1 2 3 4 5 6 7 36 . © Copyright 2016 BMC Software. along with manual efforts for tying these solutions together to supplement ongoing automation needs. The collection of solutions requires extensive expertise and knowledge to use. an interface suitable for business users. change and efficiencies.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. And even then. and function as islands of automation. gaps in capabilities. or automated process for application developers to create or change jobs and workflows. Scheduling creates the jobs and flows that are run by Operations. Inc. This prevents companies from building the integrated solution needed for business growth. also called Production Control. is frequently part of the same organization as IT Operations or is closely related.

Inc. 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.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. Confidential & Proprietary Information 1 2 3 4 5 6 7 37 . logging and workload archiving with a reporting facility makes audits and compliance checks a simple. They can also see existing job flows as they currently exist in the production environment. 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. change and efficiencies SITUATION/PAINS GAINS/SOLUTIONS A workload automation platform that delivers a consistent. © Copyright 2016 BMC Software. version management.

Buyer Personas Personas Conversations with the Economic Buyer need to be less technical. Confidential & Proprietary Information 1 2 3 4 5 6 7 38 . 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. Always do your homework on individual and company ECONOMIC BUYER TECHNICAL BUYER USER BUYER CIO. Inc. applications and technologies used by the organization • Managing “Digital Transformation” © Copyright 2016 BMC Software.

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? © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 39 . Inc.

Competition for this Door Competition BMC has helped over 2. 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.000 organizations move to Control-M.” © Copyright 2016 BMC Software. We should anticipate customers asking: “ What I have is working. 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? 1 2 3 4 5 6 7 40 . Inc. Why should I consider ControlM?” “ Conversion is a big risk.

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. is fully supported by BMC and is available for all customers to use on their own or together with partners. Confidential & Proprietary Information 1 2 3 4 5 6 7 41 . 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 The Control-M Conversion Tool is a solution component that automates the conversion process. 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 © Copyright 2016 BMC Software. 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. Inc.000 organizations to convert to Control-M.Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings.

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. • The batch window is taking too long. Inc. Confidential & Proprietary Information 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. causing islands of automation.Sales Summary Summary of the Sales Approach for this door CURRENT STATE • The company has Autosys. collaborative web application to build flows and submit them to the scheduling team 1 2 3 4 5 6 7 42 . © Copyright 2016 BMC Software. 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.

Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 43 .Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software. Inc.

Inc.After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 44 .

3 million batch jobs a month run reliably • Critical business systems operate at peak performance. and businesses. machinery. • IT keeps Oracle®.000 employees and 125. Inc. Microsoft®. delivering advanced solutions for managing power in buildings.6 billion global enterprise.Customer Wins Case Study Eaton Corporation Company Overview Eaton is a $22. consistent data supports Eaton’s enterprise IT strategy and roadmap for delivering consistent historical and operational analytics and reporting 45 . vehicles. resulting in an increasingly complex technology and application environment. Confidential & Proprietary Information • Cut day-to-day IT costs and freed up budget dollars for innovation 1 2 3 4 5 6 7 • IT uses Control-M to consolidate and automate workloads for single-point management to ensure successful.000+ external partners in 175 countries • Control-M enabled IT to support Eaton’s rapidly growing. and other business-critical applications running securely and reliably • Needed a common operating model that encompassed standard processes. SITUATION SOLUTION IMPACT • IT needs to ensure seamless support for this “virtual city” of 102. increasingly complex technology and application environment. • • Accurate. SAP®. organically and through acquisitions. and performance measures worldwide © Copyright 2016 BMC Software. tools. on-time completion • Workload automation ensures that 2. • Support aggressive growth while driving out inefficiencies. The company has grown significantly.

Target operates 1.Customer Wins – INTERNAL USE ONLY Case Study Target Corporation –Externally. behind Walmart.802 locations throughout the United States and has revenue of over $72. 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 © Copyright 2016 BMC Software. and is a component of the S&P 500 Index. refer to as a “Large Retailer” Company Overview Target Corporation is the second-largest discount retailer in the United States. Inc. As of 2015.62 billion USD. Confidential & Proprietary Information • 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 1 2 3 4 5 6 7 46 .

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and is being provided to you with the express understanding that without the prior written consent of BMC. 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. 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. © Copyright 2016 BMC Software. Inc.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. 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. BMC cannot and does not provide any assurance as to whether these plans will result in any future releases of the nature described. Confidential & Proprietary Information 1 2 3 4 5 6 7 50 .

MFT core functionalities include the ability to secure files in transit and at rest. Inc. Confidential & Proprietary Information 1 2 3 4 5 6 7 51 .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. 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. 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. 2015 © Copyright 2016 BMC Software.

require manual upgrade across all components and do not provide central administration capabilities © Copyright 2016 BMC Software. 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. Confidential & Proprietary Information 1 2 3 4 5 6 7 52 . Inc.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. Most MFT products.

• 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 © Copyright 2016 BMC Software. 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. Always do your homework on individual and company ECONOMIC BUYER TECHNICAL BUYER USER BUYER CIO. VP/OPERATIONS IT ARCHITECT. applications and technologies used by the organization 7 53 . Confidential & Proprietary Information • Need instant visibility into the status of file transfers with a single point of control for managing both file transfers and application workloads 1 2 3 4 5 6 • 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. Inc. DIRECTOR/IT OPS IT ADMIN.Buyer Personas Personas Conversations with the Economic Buyer need to be less technical.

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. Confidential & Proprietary Information 1 2 3 4 5 6 7 54 . 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. Inc. 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? © Copyright 2016 BMC Software.

Why should I consider Control-M?” “ Switching my file transfer solution is a big risk. most likely similar to Control-M AFT © Copyright 2016 BMC Software.Competition for this Door Competition BMC has helped over 2. 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.000 organizations move to Control-M. Inc. 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. Confidential & Proprietary Information 1 2 3 4 5 6 7 55 . 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.” WORKLOAD AUTOMATION PLAYERS MFT PLAYERS FOCUS ON WORKLOAD AUTOMATION LEADERS ARE COMPLEX AND EXPENSIVE IBM / CA Market Leaders (IBM C:D.

pdf http://www.net/hub/ 142873/file-297054053pdf/Vendor-LandscapeManaged-FileTransferFINAL.statista. Confidential & Proprietary Information 1 2 3 4 5 6 7 56 . Inc.hubspot.com/statistics/489647/ma naged-file-transfer-software-vendor-revenue/ © Copyright 2016 BMC Software.The Managed File Transfer Market Competition http://cdn2.

Why should I spend more on scheduling? File transfer tools lack robust alerting.Objection Handling Objection Handling Due to common segregation between job scheduling and file transfer teams. OBJECTIONS RESPONSES The file transfer solution we are using has scheduling capabilities. make sure to have the conversation about the value of one job scheduling solution with the economic or technical buyers. service-level monitoring. File transfers are managed by a different team. Control-M seamlessly integrates these workflows without requiring custom scripting. Why consolidate? Leading MFT solutions are complex and outdated. Control-M can provide tremendous value covering all internal and some external transfers © Copyright 2016 BMC Software. workload balancing and enterprise wide forecasting for batch workflows. Centralized administration and automatic deployment reduces administrative costs and increases efficiency. Inc. 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. Confidential & Proprietary Information 1 2 3 4 5 6 7 57 . notification. They use different tools than Control-M. Both the MFT market leading products and the niche MFT products require complex scripting for integration with WLA solutions.

• Build value. 5 6 7 58 . separated from infrastructure and operations. consolidated solution to manage application workflows and file transfers • File transfer teams are isolated. • Build a champion. They exist and may be a completely separate team from those you normally interact with in the workload space. • Instant visibility • Automatic deployment • Built-in file transfer server 1 • Find MFT team leaders and members. resulting in disconnected business needs • Single point of control for both file transfers and application workflows. Inc.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. Confidential & Proprietary Information • Reduce admin and monitoring costs and increase efficiency 2 3 4 • 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. 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 © Copyright 2016 BMC Software.

Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 59 .Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software. Inc.

Inc.After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 60 .

• Logical job categories such as statements and Bpay align with the business to provide insight into the business criticality of each job. reducing the impact of batch processing failures by up to 80 percent. SITUATION • ME Bank provides customers in Australia with low-cost. • Standards for naming. • Their efforts have delivered dramatic improvements in customer service.2 FTE. high-quality banking services powered by a world-class batch processing environment for interbank transfers. • To ensure that core banking systems are ready for business each morning. issues. that offers customers a range of banking products and services. and dependencies—enabling the staff to create and run jobs quickly and reliably. home and personal loans. every time Company Overview Members Equity (ME) Bank Limited is a private bank based in Australia. Confidential & Proprietary Information 1 2 3 4 5 6 7 61 . Inc. • Automation has reduced time spent on issue resolution.Customer Wins Case Study ME Bank (AU) cuts overnight batch processing windows to deliver great banking services on time. alerting. shrink batch windows. and other activities ensure consistency and speed new job creation for faster rollout of new systems. and services. log file management. Control-M solutions enhance batch execution and speed issue resolution to keep the bank ready to accommodate new customers. while providing a proactive assessment of any risks. and other critical jobs. and credit cards. including transaction and savings accounts. reducing staffing requirements from one full-time equivalent (FTE) to 0. and fast-track issue resolution. © Copyright 2016 BMC Software. accounts. IT introduced enterprise workload automation to provide visibility into batch processes. term deposits. BMC Control-M Advanced File Transfer. • Automated alerts guide the support staff through remediation. SOLUTION IMPACT BMC Control-M Workload Automation. and BMC Control-M Batch Impact Manager work together to deliver an intuitive and powerful batch process automation capability. • 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. account updates.

Case Study http://documents.bmc. Inc. Confidential & Proprietary Information 1 2 3 4 5 6 7 62 .com/products/documents/60/12/106012/106012.pdf © Copyright 2016 BMC Software.

Confidential & Proprietary Information Instituto de Informàtica 1 2 3 4 5 6 University of Connecticut 7 63 .Reference Resources .Public ME Bank © Copyright 2016 BMC Software. Inc.

Confidential & Proprietary Information 1 2 3 4 Sales Guide DemoChimp 5 6 7 64 .Reference Resources .Public Website Datasheet Whitepaper Demo Test Drive © Copyright 2016 BMC Software. Inc.

Inc.Reference Resources – BMC Confidential Win-Wire: Q2-Q3 FY16 .for internal use only © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 65 .

Confidential & Proprietary Information . Inc.ERP Door 5 $$$$$ © Copyright 2016 BMC Software.

© Copyright 2016 BMC Software. Inc.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. Confidential & Proprietary Information 1 2 3 4 5 6 7 67 .

System Integrators often play a significant role in ERP projects. Confidential & Proprietary Information 1 2 GARTNER MQ FOR SAP SYSTEM INTEGRATORS 3 4 5 6 7 68 . Inc. Oracle eBusiness Suite and Oracle PeopleSoft. GARTNER MARKET SHARE BY REVENUE FOR SCM © Copyright 2016 BMC Software.ERP Market Information Many companies use one of the “Big 3” ERP solutions: SAP.

With distinct job types and associated functionality for each ERP. 25% Control-M has a single. © Copyright 2016 BMC Software.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. dynamic policies. Confidential & Proprietary Information 1 2 3 4 5 6 7 69 . I need to reduce the amount of time it takes to recover from workload related incidents for my ERP workloads. It provides forecasting. Control-M can avoid issues entirely and helps to shorten time to resolution when issues do occur. Inc. consistent interface for all types of ERP workloads. audit compliance. I have siloes which increase my staffing and other associated costs. and collaborative capabilities the same way for all people and workloads. 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. as well as dozens of other applications and platforms across the enterprise. 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.

DIRECTOR/IT OPS ERP TEAM MEMBER. SYSTEM INTEGRATOR ERP PROJECT LEADER. Always do your homework on individual and company ECONOMIC BUYER TECHNICAL BUYER USER BUYER CIO. VP/OPERATIONS. Inc. Confidential & Proprietary Information • 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 1 2 3 4 5 6 7 • 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. 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” © Copyright 2016 BMC Software.Buyer Personas Personas Conversations with the Economic Buyer need to be less technical. they must be simple to deploy and use 70 .

Inc. comprehensive view of workloads allow you to reduce training and implementation costs? • Historically. 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? © Copyright 2016 BMC Software. 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. ERP project team members are forced to involve other teams when trying to understand the status of their workloads. Confidential & Proprietary Information 1 2 3 4 5 6 7 71 .Discovery Questions for this door Discovery • As your ERP related tasks grow.

manage 1 job at a time. poor job dependency visuals. 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? © Copyright 2016 BMC Software. SAP also partners with Redwood and provides Cronacle with SAP. centralized graphical administration. Additionally. no child job support. 3RD PARTY SOLUTIONS BUILT-IN ERP SOLUTIONS Typical characteristics: lack graphical user interface. Inc. service level monitoring? REDWOOD CRONACLE Companies competing include: CA. policy based management. Automic SAP includes a built-in scheduler called CCMS. IBM.Competition for this door Competition ERP solutions include a no-additional cost batch scheduler out of the box. Questions: Are you able to perform advanced actions on your ERP workloads like: forecasting. general workload automation competitors compete in the ERP space. Confidential & Proprietary Information 1 2 3 4 5 6 7 72 . no job interception capabilities.

with a consistent and comprehensive interface. Inc. yet simple to use interface. service-level monitoring. Confidential & Proprietary Information 1 2 3 4 5 6 7 73 . workload balancing and enterprise wide forecasting for batch workflows. notification. 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. © Copyright 2016 BMC Software. Control-M seamlessly integrates all these workflows. Control-M provides industry leading capabilities in a powerful. along with years of experience helping thousands of other companies convert. An included Conversion Tool.Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings. both inside and outside the ERP. Why should I pay for something else? The out of the box job schedulers lack robust alerting. 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. 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. helps reduce the time and minimize the risk associated with moving to the Control-M solution.

Validate and plan accordingly. Confidential & Proprietary Information 1 2 3 4 5 6 7 74 . • Build a champion. • Build value. 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. Inc. © Copyright 2016 BMC Software.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. They exist and are usually a completely separate team from those you normally interact with in the workload space. • System Integrators hold significant roles in ERP projects. separated from infrastructure and operations. • Introduce the 7 Doors concepts with your established WLA champion and work the ERP door accordingly. • 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.

Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 75 . Inc.Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software.

Confidential & Proprietary Information 1 2 3 4 5 6 7 76 .After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Inc.

is a leading producer of printing inks. Inc.” • What used to require 4 people each doing 4 different things is now able to be done in 1 batch job. 1 2 3 4 5 6 7 • “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. a member of the DIC group. 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 © Copyright 2016 BMC Software. liquid compounds. Confidential & Proprietary Information SOLUTION IMPACT • Control-M consolidates and automates workloads for both SAP and non SAP environments.” 77 . solid compounds.” • All geographies and plants now use a single solution allowing everyone to understand impact and business needs • “You know where your milestones are. polymers.Customer Wins Case Study Sun Chemical Company Overview Sun Chemical. • “After using Control-M and seeing what it can do I don’t see how we would be where we are today without it. pigments. coatings and supplies. allowing staff to focus on more important work.

Customer Wins Case Study JACOBS Company Overview Jacobs is one of the world's largest and most diverse providers of technical. scalability. professional and construction services. control. 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. Inc.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 © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 78 . 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 .

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) © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 79 . Inc.

Confidential & Proprietary Information 1 2 3 4 5 6 7 80 . Inc. 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 © Copyright 2016 BMC Software.SAP Support Details Information Control-M provides support for a significant number of SAP specific capabilities.

Confidential & Proprietary Information 1 2 3 4 5 6 7 Applications and Platforms 81 .Reference Resources Sales Guide PeopleSoft Datasheet Oracle Retail Datasheet Oracle eBusiness Suite Webpage Control-M for Business Applications Website TechValidate © Copyright 2016 BMC Software. Inc.

Confidential & Proprietary Information 1 2 3 4 5 6 7 82 . Inc.Reference Resources – SAP Specific Control-M for SAP Website SAP Solution Overview 2 Minute Explainer .SAP Datasheet © Copyright 2016 BMC Software.

Confidential & Proprietary Information . Inc.Databases Door 6 $$$ © Copyright 2016 BMC Software.

or even hundreds of millions of databases in use at our customer sites. Confidential & Proprietary Information 1 2 3 4 5 6 7 84 . The logos you see here are the databases that Control-M for Databases has supported for a long time. © Copyright 2016 BMC Software. There are likely tens of millions. Inc.What you need to know about the Databases door Information Databases are the backbone of almost every application in the data center.

Confidential & Proprietary Information 1 2 3 4 5 6 7 85 . Inc.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… © Copyright 2016 BMC Software.

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 © Copyright 2016 BMC Software.Buyer Personas Personas ECONOMIC BUYER TECHNICAL BUYER USER BUYER DIR/VP IT OPERATIONS. IT ADMIN. IT ARCHITECT DATABASE TEAM MEMBER. Inc. Confidential & Proprietary Information • 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 1 2 3 4 5 6 7 • Is only able to work on one specific database technology and not able to work effectively on others 86 . DATABASE PROJECT LEADER DBA.

Control-M provides details on immediate issues that may be occurring when database jobs. Control-M has a single. 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. consistent interface for all supported database workloads. Unable to manage workloads for all the different database platforms with a single.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. have issues and also shows what the affect is on downstream processing in a business service view. as well as dozens of other applications and platforms across the enterprise. or any jobs. consistent interface which causes increased staffing and a siloed organization. Confidential & Proprietary Information 1 2 3 4 5 6 7 87 . © Copyright 2016 BMC Software. Inc.

Confidential & Proprietary Information 1 2 3 4 5 6 7 88 . 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. Inc. 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? © Copyright 2016 BMC Software.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.

Why should I consider Control-M?” “ Conversion is a big risk. 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 1 2 3 4 5 6 7 89 . Inc. Confidential & Proprietary Information 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. We should anticipate customers asking: “ I already have a job scheduler for my database jobs. no self service capabilities. only support database workloads Typical characteristics: Don’t support a wide range of database technologies. no service level monitoring. or if they do it is with different interfaces and capabilities. 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. May still require scripts and code which are time consuming and costly to create and maintain and an audit nightmare.000 organizations move to Control-M.” © Copyright 2016 BMC Software. whether it is being manually managed or with built-ins or 3rd party scheduling solutions. 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.Competition for this Door Competition BMC has helped over 2.

Inc. Out of the box scheduling tools lack robust alerting. Control-M provides industry leading capabilities in a powerful. We also have years of experience helping thousands of other companies convert. 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. yet simple to use interface. 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. why should I pay for something else? The built-in must also be better as it is 100% focused on database workloads.Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings. Confidential & Proprietary Information 1 2 3 4 5 6 7 90 . service-level monitoring. © Copyright 2016 BMC Software. notification. helping to reduce the time and minimize the risk associated with moving to the Control-M solution. 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. workload balancing and enterprise wide forecasting for batch workflows.

91 . the Oracle team.e. • 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. Inc. • Introduce the 7 Doors concepts with your established WLA champion and work the database door accordingly. or sometimes distributed in the lines of business. Confidential & Proprietary Information 1 2 3 4 5 6 7 • They are usually a pretty well staffed group. Each are unaware or unable to work together on what the business needs. • 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 © Copyright 2016 BMC Software. • Build a champion. the MSSQL team).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. They sometimes are grouped by the underlying database technology they support (i. • Build value using traditional Control-M value drivers.

Inc. Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 92 .Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software.

After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 93 . Inc.

the company has been dedicated to helping members change their lives and reach their individual fitness goals. Confidential & Proprietary Information 1 2 3 4 5 6 7 94 . Oracle Apps. which increased operational costs and MTTR SOLUTION IMPACT • Control-M provided a centralized scheduling platform.Customer Wins Case Study 24 HR Fitness Company Overview 24 Hour Fitness is a leading health club industry pioneer. Since the beginning. Peoplesoft. SITUATION • Has nearly 4 million members across more than 400 clubs across the US • Had disparate automation silos including Windows scheduler. Inc. 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 © Copyright 2016 BMC Software. CRON jobs and SQL scripts • Failures that should be resolved in 5 minutes took 30-90 minutes to resolve.

SITUATION • Responsible for 80 logistics centers.000 scanner check-out desks in more than 7. VMWare. web services.000 or so IT specialists set standards for IT implementation in trade and develop new technologies for the industry. SAP Business Objects.000 employees. Confidential & Proprietary Information 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 1 2 3 4 5 6 7 • Many new technologies: e.Customer Wins Case Study REWE Systems Company Overview REWE Systems plans. Inc. 1.000 local network connections for continuous data supply of the 26. 100 wide area network cables and more than 23. 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. develops. 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 95 .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 © Copyright 2016 BMC Software.g.

Confidential & Proprietary Information 1 2 3 4 5 6 7 96 . Inc.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 © Copyright 2016 BMC Software.

Confidential & Proprietary Information 1 Sales Guide 2 3 4 5 6 7 97 .Reference Resources Applications and Platforms Datasheet Control-M for IT Applications Website TechValidate 2 Minute Explainer – Applications © Copyright 2016 BMC Software. Inc.

Confidential & Proprietary Information .BI/Big Data Door 7 $$$. Inc. trending © Copyright 2016 BMC Software.

implementations can be dogged by technical and cultural challenges. maintaining and growing a BI solution is automation and orchestration of data ingestion and analysis. 1 2 3 4 5 6 7 99 . BI as a discipline is made up of several related activities. online analytical processing. querying and reporting. One of the keys to success in building. Business users want to answer complex questions and want to find answers FAST. 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. What are the challenges • Although BI holds great promise. Inc. including data mining.What you need to know about the BI door What is Business Intelligence © Copyright 2016 BMC Software. Confidential & Proprietary Information 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.

Oracle… etc Data Lake Hadoop Supply Data Sources © Copyright 2016 BMC Software. Confidential & Proprietary Information IBM Datastage Informatica ETL ERP 2 Social Media Data CRM 1 Custom Solutions 3 4 5 6 7 Devices Sensors 100 . Inc.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.

providing end-to-end control and visibility of the entire data supply chain Business Intelligence Cognos Data Warehouse/ Data Lake © Copyright 2016 BMC Software. 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 3 4 5 6 7 Devices Sensors 101 .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. Inc. Confidential & Proprietary Information Tableau Datawarehouse Teradata.

Ensure the most critical reports have the resources available to complete on time by using robust workload balancing 1 2 3 Forecast the impact of planned outages as well as adding new workloads 4 5 6 7 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. Confidential & Proprietary Information Actively monitor BI workflows for SLA compliance using self service web or mobile interface.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 © Copyright 2016 BMC Software. Inc. 102 .

transform. 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. Need to complete extract. Confidential & Proprietary Information 1 2 3 4 5 6 7 103 . Inc. load (ETL).What are the Pains and Potential Gains Pains SITUATION/PAINS GAINS/SOLUTIONS Managing batch window time restrictions is a big challenge. 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 © Copyright 2016 BMC Software.

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

• 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?

© 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 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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workload balancing and enterprise wide forecasting for batch 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. 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.Objection Handling Objection Handling Organizations many time see the benefits and value that BMC Control-M brings. Inc. 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. How can I justify adding the cost of Control-M © Copyright 2016 BMC Software. Why should I spend more on scheduling Out of the box scheduling tools lack robust alerting. notification. service-level monitoring. Confidential & Proprietary Information 1 2 3 4 5 6 7 107 .

• Build value. • BI.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. 1 2 3 4 5 6 • Introduce the 7 Doors concepts with your established WLA champion and work the ERP door accordingly. © Copyright 2016 BMC Software. Inc. • Find BI project leaders and team members. Confidential & Proprietary Information • Control-M becomes the platform for seamlessly integrating between all applications without the need for custom scripting or other third party tools. • Control-M manages SLAs from a business perspective along with proactive alerting and auto remediation capabilities. separated from infrastructure and operations. • The BI teams are often heavily funded. They exist and are usually a completely separate team from those you normally interact with in the WLA space. 7 108 . resulting in a disconnect from business needs • Unable to meet business SLAs for BI. • Build a champion. • System Integrators usually hold significant roles in BI projects at our customer sites. ETL and other applications in the data supply chain are in silos.

Inc.Before CTM– Graphic for Potential Whiteboard © Copyright 2016 BMC Software. Confidential & Proprietary Information 1 2 3 4 5 6 7 Before Exercise 109 .

Confidential & Proprietary Information 1 2 3 4 5 6 7 110 .After Exercise After CTM-Potential Whiteboard © Copyright 2016 BMC Software. Inc.

Confidential & Proprietary Information Control-M for Informatica datasheet Control-M for SAP BO datasheet http://bmc.co/1M1oioD 1 2 3 4 5 6 7 111 .co/1TjpGod Roles and Responsibilities in BI Teams http://www. Inc.co/1MTYtSs http://bit.Reference Resources .ly/1PGpAjx Customer Success Stories http://bmc.com/view/8137 © Copyright 2016 BMC Software.b-eye-network.Public Control-M for Cognos datasheet http://bmc.