External Communication Plan

1
External Communication Plan

• A Template External Communication Plan designed
  to brief industry analysts, partners,
  competitors, industry watchers, etc.

2
Contents

1. Overview / background
2. Key messages
3. An explanation of our approach to partnering
4. How it affects you as external partners
5. What you can do to help
6. Next Steps

3
Overview / background
4
Overview / background

• We have radically changed our alliance structure
  in 2009.
• These changes will now start to become effective
  in 2010 as we execute on our decisions.
• The purpose of this document is to explain to
  external partners how they can interact with us
  to develop the most effective and efficient
  partnering relationship.
• The alliance function in our organisation is now
  represented at both a global and a local level.
• Strategy and direction for the most important
  accounts are set centrally whilst execution on
  those strategies is undertaken at a local level.
• Hence depending on the range and scope of the
  alliance relationship envisioned by the partners
  they will need to establish one to one
  relationships at either a global or a local level
  (or in some cases both).
• In each relationship we are looking to focus our
  resources around a small number of key
  initiatives and to drive those initiatives
  through jointly agreed local regions / countries
  as pilots before full rollout globally.

5
Key messages
6
Key messages

• There are now 4 distinct categories of business
  to business relationships in which we engage
  these are encapsulated in the SPAR indirect
  model
• Strategic Global relationships with market
  makers
• Preferred A smaller subset of enhanced
  partners who use our products and services
  extensively across many platforms and business
  sectors
• Alliance - Enhanced A smaller group of
  resellers who commit to building enhanced
  solutions to market using our products and
  services
• Resellers Relationships with a broad number of
  value added resellers who will buy and resell our
  products and services
• WE now have an agreed tiering process to allow
  potential partners to know where they fit in the
  our alliance ecosystem (See later).
• We now have an agreed definition of incremental
  value with which to judge the commercial success
  of the relationships (See later).
• Net alliance contribution will now be reinvested
  in relationships to develop extra business this
  will be known as the Marketing Development Fund
  (MDF) .
• We are now looking to develop further positive
  niche solutions with partners on a country by
  country basis.

7
List of currently identified partners
Reseller
Strategic

• Focus on net incremental revenue thru. sourcing
• Filling-in in key geographical markets mainly
  on mega-deals
• Share of deal emphasis
• Balance-of-trade considerations

• Leverage strong installed-base
• Capacity augmentation
• Margin improvement
• Demand generation
• Balance-of-trade considerations

Grouped in three distinct ecosystems, partners
are profiled by similar characteristics each
presenting a unique driver on the Value/Risk/Cost
chain.
8
Strategic Partners

• Grouped under one virtual network the
  coordination of several key functions partner /
  alliance management, discipline sector
  alignment, global delivery capabilities, and
  analyst relations / marketing.
• Strategic Alliances will be run inside our
  organisation by a core leadership team
• One representative per Strategic Business Unit
• Chaired by an Alliance Executive sponsor
• Facilitated by the dedicated global alliance
  executive (at VP level)
• Currently we have 5 Strategic Alliances. In no
  particular order these are SAP, Oracle,
  Microsoft, IBM, and HP.
• Our primary mission will be to reinforce our
  leadership in joint solutions with these partners
  through
• Joint and integrated market messaging
• A discovery and publication of our joint
  capabilities / expertise
• An articulation of our joint distinct offerings

9
Alliance Partners

• There will be 2 central Alliance partner managers
  their job will be to 1. Attract, 2. Engage, 3.
  Educate, 4.Motivate, 5. Support and 6. Manage
  Alliance partners. They will do this through a
  formal Alliance Partner Lifecycle Process. This
  process will be communicated to successful
  Alliance partners.
• The central partner managers (located in the
  global alliance team) will be responsible for
• partnering strategy, combining the offerings of
  different Alliances, developing CTO interfacing,
  legal, co-ordinating existing programmes,
  managing analysts communication/s, and sector
  alignment.
• The local partner managers (in each country) will
  be responsible for
• alliance regional deployment including local
  initiatives, fee programmes, capacity
  development, local alliance portfolio alignment,
  sector validation, supplementing the existing
  local alliance organization for partners not
  currently being managed / leveraged and
  interfacing to our partners field organizations
• The Alliance partners will be of two types
• Infrastructure and
• Application / Integration
• With strong interactions between the two.
  Current potential Alliance partners include
• Infrastructure - Alcatel, Sun, Unisys, Dell,
  Lucent Cisco, Intel Fujitsu, and Nokia
• Application integration BEA, webMethods, TIBCO,
  Borland, Business Objects, Teradata, and SAS.

10
Local / Reseller Partners

• Follows the same partner development lifecycle as
  other global alliances
• Main difference is a strong emphasis on joint
  business development at a local (i.e. country by
  country) level
• Significant corporate development component
• Not technology-driven (rather business driven)
• Acting as our service delivery provider in key
  geographies
• Strongly aligned with group strategy
• Operating primarily through the sales network at
  the regional (i.e. country) level
• Managed at the local level facilitated /
  integrated by the central team
• Current Potential Local Partners Satyam, NTT,
  and FrontLine

11
Partnership development
Partner Tiering Process

• Shared risks investment
• Deeply integrated
• Mutually interdependent
• Breakthrough market value

High Intimacy
High Value
Strategic Initiative
Strategic Initiative
JV
JV

• Full customization
• Global initiatives
• High knowledge transfer

Partnership
CAP

s
5
Partners
Geographical Coverage
Collaborative

• Some customization
• Targeted Solutions enhancement
• Sector specific
• Little knowledge transfer

CAN
CAN



20
Partners
Enhanced
A
lliance
I
nnovation
B
oard
A
lliance
I
nnovation
B
oard
Low Intimacy
Low Value
Incubator
Transactional
2500

relationships

• Commodity Price
• Many suppliers
• Known technology
• Plug and Play

CAP Collaborative Alliances Platform CAN
Collaborative Alliances Network
We are looking for partners who wish to share a
development path with us from Transactional to
Partnership as identified by the key
characteristics above. We now have a new tiering
process which defines the topology for
progressing relationships through various stages
of intimacy and value to our organisation.
12
Global Alliance Team (Example)
Global
Executive
Partner
Board
Alliance
Sponsor
Director
P. Hermelin
A. Schnieder
Renate Radon
N. Dufourcq
H. Broeders
Raf Howery
CAPs
A. Donzeaud
P. Nicolet
Joe Thomas
G L O B A L S A L E S A L L I A N C E S
P. Hermelin
P. Donche-Gay
Erik de Haas
TBD
N. Dufourcq
P. Spence
Infrastructure
(N/A)
P. Spence
Emile Freiha
CAN
Application /
Integration
(N/A)
S. Parekh
TBD
Regional
Coverage
P. Hermelin
P. Y. Cros
TBD
13
Generating value with our partners

• We are looking to develop value with all our
  partners in the following ways
• Increased revenue through capacity augmentation /
  capabilities enhancement re-skilling
• Reduced business development costs and through
  win rate improvement
• Margin improvement on more competitive and
  focused solutions
• Leads generation through marketing campaigns
• Increased market coverage (global footprint)

14
Definition of Incremental Value

• We define incremental value as any of the
  following situations
• The lead comes from the partner, directly or
  through our alliance manager
• The lead comes as a result of a new sector
  specific joint sales campaign conducted with a
  partner
• The partner and / or the alliance manager have
  significantly contributed to the solution design
  and/or the closing of the deal
• Revenue generated by joint ventures built with
  our partners

15
Governance Model - Example
OCEO
Executive Committee
GSOs
Head of Global Sales Alliances
Build
Buy
Barter
Alliances Global VP
Alliance Board Global Alliance VP GSO,GSA,CTO,
Account Management
Sales Management
Alliances Management
Management
Alliance CoE
CoE
Development
Regional Cover.
Client Delivery
16
Next Steps
17
Next Steps

1. The articulation of a Memorandum of Understanding
   and Principles (MOUP) with each selected partner
   (See associated MOUP template)
2. The executive sign off of the MOUP
3. Business plan / forecast plan approved for
   interaction
4. Operational planning with our identified central
   / local executive as appropriate to execute