BD CONTRIBUTIONGlobal Financial Model

Global Financial Model Meeting

9th – 14th November 2013, Rotterdam

Group: Katrina Oropel, Ana Maria Saldarriaga, Orion Joss, Karim Swelim

BD Contribution

Budget Contribution

from BD: value exchange based

- How to decide

- How to fix the amount?

Long Term changes

planed

- Changes of Structure

- Decentralization

- Changes of Business

Model

BD Budget

- Consider all costs

- HR required

- Delivery and Service

Questions

1 2 3

Budget Contribution from BD: value exchange based

Area Current State Ideal State

IM (innovation) 6 8

oGIP (Supply) 0 9

iGIP (Talent Capacity) 4 8

iGIP (Key Markets development to deliver GEPs) 0 7

* Importance’s Perception about how BD depends on the areas to operates based on a scale from 1-10

1 (weak dependence / 10 – High dependency)

Area Current State Ideal State

PR (Specific Products – branding positioning) 6 6

PR (Long Term Strategies) 0 4

Marketing 4 6

Correlation: BD’s Dependency on the other areas:

1C

ore

Am

plif

iers

1 5 10

Not enough Extremely satisfied

Budget Contribution from BD: value exchange based

Area Short Term Long Term

Global MoS achievement 1 8

Long Term Growth & development 3 7

Global Sales & Partners Management 10 10

Information Management 6 ?

Global Communication 2 4

Financial Management 0 0

Governance 0 0

Legal Management 0 0

* Importance’s Perception about how BD contribute on the global Services based on a scale from 1-10

1 (weak dependence / 10 – High dependency)

Correlation: BD’s Contribution on the global Services:

1

Long Term Changes PlannedEvolution of BD Role on the 2015 MoS

Account Management vs.

New Sales%Efforts

Account management 70%

New Sales (Team Overall) 30%

2C

urr

en

t R

ole

of

BD

Te

am

:

BD MANAGERS:1. Partnership Management

2. Operation Management

BD Managers efforts distribution:

Account Management %Efforts

Operational Account management 70%

Strategic Account management 30%

VP BD:1. Team Management2. Strategic Management

VPBD efforts distribution: %Efforts

Team Management 75%

Strategic Management 15%

Operational 10%

SOME FACTS:

BD managers are overloaded with operational

work;

BD is not taking advantage of Sales Potential

(just 30% of efforts in Sales)

BD Work is mainly Operational

Strategic work could lead to more value

oriented and long-term partnerships

CURRENT DELIVERY CAPACITY

+/- 100 TNs / AI BD Manager

+/- 50 TNs / Global

Coordinator+/- 60TNs / MC Member*

+/- 4 Partnerships/Manager

Operational

Strategic/OperationalAI BD

managers

MC GCs

20 Global Partnerships (Current)

Current delivery Structure:BD

ManagerBD

manager

BD Manager

BD manager

VPBD

Long Term Changes PlannedEvolution of BD Role on the 2015 MoS2

BD Revenues:

+/- 880.000 EUR

220.000 EUR / Manager≅

SOME FACTS:

BD Team is raising new partnership and they will not have capacity to

deliver. With the current structure we can’t invest on our operations in order to

grow the BD area (Invest in account management, delivering etc) If the BD team is able to optimally service and grow each

partnership, than the role of GC could ultimately evolve to more strategically contribute to the partnership.

If BD team have less operational work, they should be able to raise the amount of incomes / manager.

Long Term Changes PlannedEvolution of BD Role on the 2015 MoS

Strategic Account management

Strategic Up scaling

Strategic connection with different departments

on the company

Support MC’s delivery capacity

2Id

ea

l R

ole

of

BD

Te

am

: BD MANAGERS:1. Strategic Partnership Management2. Network co-sales

3. Central Coordination for Global Sales

New Sales

Network Co-Sales (like AP Strategy)

MNCs New Sales (Strategic Role)

Increase Sales capacity on Key Markets

GIP GCDP

oGIP develpment Sales / Acc. Mgt

iGIP Sales/accmanagement

Global CSR project development

Y2B

Global / Regional Sales Product Sales

Better alignment Key market development

Capacity Develpoment

Oparational

Tactical

Strategic BD Manager

Local Account Managers

GC

GC

MC

Structure evolution