Seven Doors

Seven Doors
Discovery Guide
Copyright 2016 BMC Software, Inc.

Confidential & Proprietary Information
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
AND NEW PROSPECTS

1
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
Seven Doors
Information
A practical approach to creating more opportunity, resulting in closing larger BMC Control-M deals
Using the Seven Doors deck
Information to help your build your knowledge and confidence about each door
Following these introductory slides are seven sections, each dedicated to providing information about a specific door, noted by the number on the bottom of the page.
Each of the seven sections contain the following elements, noted by the bubble in the upper right corner:
Information This section will include high level, general information, market share and other facts about the door
Personas This deck is focused primarily on the Economic Buyer and secondarily on the Technical Buyer. Titles or roles and their key interests are identified
Pains Reflects the top pains and how use of BMC Control-M will help convert them to gains
Discovery Questions intended as thought starters as you learn more about the opportunity
Competition Summary information about the top two or three competitors
Objection Handling Three to four objections you might encounter, and proposed responses
Sales Summary - Summary of the information for this door
Before Potential whiteboard exercise of how things may look before BMC Control-M
After Potential whiteboard exercise of how things may look when using BMC Control-M
Case Study A case study that reflects success for this door
Reference Resources-Public use Where to get more detailed information to help in your discovery and preparation
Reference Resources-Confidential Information to help in your preparation, but is not available for public use

Mainframe
Door 1
$$$$$

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

What are the Pains and Potential Gains
Pains
Scheduling groups have a mixed bag of job scheduling tools that prevents organizations from building the
integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS
GAINS/SOLUTIONS
The company has multiple scheduling solutions which do not

communicate easily, causing islands of automation. Because
two or more groups are managing the production flow, the
possibility for production delays and errors is increased.
One common scheduler means an integrated production

management team can meet common business goals using
extensive management and control capabilities.
A reduction in errors and integration of sophisticated

scheduling facilities help shrink the batch window and
increases the availability of revenue-producing applications.
The batch window is taking too long, causing a negative

impact to online application availability. The companys
bottom line can be impacted by the lack of user or clientfacing business systems.
A single view across applications, platforms, and locations

enables immediate impact analysis and assessment, and
allows failure prioritization according to business needs.
There is no enterprise-wide view of business processes.

Schedulers cannot easily see or understand the business
impact of increased workloads, production delays, or failures.
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

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
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?
Competition for this Door
Competition
BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tools and
expertise helped them get a quick return on investment and positioned them for future success
Current Situation
Workload Automation is a
foundation management
discipline and mandatory for
commercial computing.
We should anticipate
customers asking:
What I have is working.

Why should I consider
Control-M?
Conversion is a big risk.

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?

point of control?
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?
10
Objection
Handling
Objection Handling
Organizations many time see the benefits and value that BMC Control-M brings, but are concerned
that the effort to switch schedulers will be costly and put their business at risk
OBJECTIONS
RESPONSES
What I have is working. Why should I consider Control-M?
Legacy scheduling tools lack enterprise wide service-level

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

11
Sales
Summary
Summary of the Sales Approach for this door

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

FUTURE STATE
SALES TACTICS
One common scheduler, integrated

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

members. This might be a separate team
from the distributed scheduling team
Introduce the 7 Doors concepts with your
established WLA champion and work the ERP
door accordingly.
Build a champion.
Build value
12
Before CTM Graphic for Potential Whiteboard

Before
Exercise
13
After
Exercise
After CTM-Potential Whiteboard

14
Customer Wins
Case Study
J.B. Hunt
Company Overview
one of the largest transportation logistics companies in North America, provides safe and reliable transportation services
to a diverse group of customers throughout the continental United States, Canada, and Mexico. Utilizing an integrated,
multimodal approach, the company provides capacity-oriented solutions centered on delivering customer value and
industry-leading service.
SITUATION
Licensing and maintenance costs rising
rapidly year after year
Scheduling tools were not integrated; lack of
cross-platform view restricted visibility into
overall scheduling activities
SOLUTION
IMPACT
BMC enterprise scheduling and DB2

management solutions cut costs, enhance
visibility, and improve performance to help
keep trucks and cargo moving
Switching to BMC solutions cut licensing and

maintenance costs
Tight integration across platforms allows staff
to view all schedules through a single pane
Complexity of scheduling tools meant

application owners couldnt easily monitor
their own schedules
Application owners can now view and

understand their schedules and fine-tune
applications to make jobs more efficient
High cost of mainframe processing power

means staff must always seek ways to reduce
CPU utilization
For the jobs converted to the BMC

load/unload utility, there has been a 48%
reduction in CPU utilization

15
Case Study
http://documents.bmc.com/products/documents/87/20/118720/118720.pdf

16
Reference Resources - Public
BCBS
of Florida

University of
Connecticut
Bank of
Communications
Central Technology
Services
17
Website
Datasheet
Test Drive
Whitepaper
Applications and Platforms

1
Sales Guide
DemoChimp
7
18
Website
Website
Datasheet
Demo
Whitepaper
Verifying Your JCL

Just Got A Lot Easier
1
19
Reference Resources BMC Confidential

Win-Wire: Q2-Q3 FY16 - for internal use only

20
IT/OPS
Door 2
$$$$

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

22
Pains
SITUATION/PAINS
GAINS/SOLUTIONS
A workload automation platform that delivers a

consistent, enterprise-wide solution for managing
scheduling across a massively heterogeneous
environment
Struggling to maintain service levels while adding new

applications and technologies
Need to comply with legislative and industry standards

and to meet internal audit and compliance guidelines
Comprehensive auditing, version management, logging

and workload archiving with a reporting facility makes
audits and compliance checks a simple, automated
process
Business users are demanding access to their application

workloads
Business and non-technical users can manage and submit

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

23
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

business


application



technologies

designing flows
Big Data projects

Moving to Cloud





24
Discovery
Do you have SLAs or other types of deadlines? Do you consistently meet them? Do delays in batch processing
threaten business revenues?
Do you have new application initiatives planned for this year such as Big Data analytics, Open Data or other
business applications? How do you plan to address the heavy batch processing requirements that are typically
associated with these efforts?
How do your business users and application development teams get access to information about the
work/processing associated with their applications and business operations?
How many job scheduling tools do you currently have employed? What are they?
How do you manage batch processes that span across platforms (cross-platform dependencies) or locations?
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?
25
Competition
Current Situation
customers asking:
What I have is working. Why

should I consider ControlM?

The primary competitors in the Data Center but there are many others
COMPUTER ASSOCIATES
IBM
AUTOMIC
MULTIPLE SOLUTIONS
MANIPULATES PRICING

point of control?
technologies?
How long does it take to process
requests for new or updated job
flows form developers and
integration teams?

point of control?
technologies?
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?
26
Objection
Handling
Objection Handling
OBJECTIONS
RESPONSES
How will we successfully convert existing scripts to BMC Control-M

format
The Control-M Conversion Tool is a solution component that

automates the conversion process, is fully supported by BMC and is
available for all customers to use on their own or together with
partners. See Why Not Convert to BMC Control-M section in the
Sales Guide for detailed references to TechValidate research.
We are concerned interruptions to the business causing service

delays or failures
BMC has helped over 2,000 organizations to convert to Control-M.

The process is customized to the needs of each company and can be
implemented in a phased approach to ensure a smooth transition
without any interruptions
After converting to Control-M, organizations have seen significant

benefits that in reduced costs, failure rates, staffing and training as
well as significant improvements in service levels that have far
outweighed the cost of conversion
Cost of converting (staff, time, money)

27
Sales
Summary

CURRENT STATE
The company has Autosys, AppWorx or CA7
and is facing a complicated extensive upgrade
to their scheduling products
The company uses a manual system or an
unsophisticated legacy scheduler in some
business units
The company has multiple scheduling
solutions which do not communicate easily,
causing islands of automation.
The batch window is taking too long, causing
a negative impact to online application
availability
FUTURE STATE
SALES TACTICS
Workloads are quickly and safely converted

to Control-M
Find Buyers and influencers (Discover Org

Chart)
Production flow becomes consistent,

automatic and self-recovering so errors are
eliminated and SLAs are met
Identify all scheduling tools and associated

costs & challenges
One common scheduler means an

integrated production management team
can meet common business goals using
extensive management and control
capabilities
Introduce 7 Doors concepts early

Avoid tool admins/owners in early meetings
Build a champion
There is no enterprise-wide view of business

processes

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

Build value
28

Before
Exercise
29
After
Exercise

30
Customer Wins
Case Study
Eaton Corporation
Company Overview
Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehicles, machinery, and
businesses. The company has grown significantly, organically and through acquisitions, resulting in an increasingly complex technology
and application environment.
SITUATION
SOLUTION
IMPACT
IT needs to ensure seamless support for this

virtual city of 102,000 employees and
125,000+ external partners in 175 countries
Control-M enabled IT to support Eatons

rapidly growing, increasingly complex
technology and application environment.
Support aggressive growth while driving out

inefficiencies.
IT keeps Oracle, SAP, Microsoft, and other

business-critical applications running securely
and reliably
Needed a common operating model that

encompassed standard processes, tools, and
performance measures worldwide

Cut day-to-day IT costs and freed up budget

dollars for innovation
IT uses Control-M to consolidate and

automate workloads for single-point
management to ensure successful, on-time
completion
Workload automation ensures that 2.3 million
batch jobs a month run reliably
Critical business systems operate at peak
performance.
Accurate, consistent data supports Eatons
enterprise IT strategy and roadmap for delivering
consistent historical and operational analytics and
reporting
31
Customer Wins
Case Study
Unum
Company Overview
Unum Group NYSE: UNM is a Fortune 500 insurance company and the top disability insurer in both the United States and United
Kingdom. Unum also offers other insurance products including accident, critical illness and life insurance. As of December 2013, Unum
had 9,200 full-time employees and annual revenue of $10.35 billon.
SITUATION
Developers and other non-IT users desired to
see their applications and to submit ad-hoc
work without having to make requests of IT
IT desired to:
SOLUTION
IMPACT
Control-M Self Service was installed
15 minute training sessions were delivered to

all interested users
Business users, developers and other non-IT

users are able to submit their own workload
requests and to gain visibility into the work
that is important to them
Service expanded to 24x7 from the manual
support previously available 8:00 AM 5:00
PM
Offer 24x7 service to users

Reduce the burden on IT staff to support user
requests
Requests for service decreased dramatically

IT staff could be re-deployed to higher-value
tasks
Watch this Unum video

32
Reference Resources
Website
Datasheet
Test Drive
Whitepaper

1
Sales Guide
DemoChimp
7
33
ME Bank
Instituto de Informtica
1
University of Connecticut
7
34
Scheduling
Door 3
$$$$

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

36
Pains
SITUATION/PAINS
GAINS/SOLUTIONS
A workload automation platform that delivers a

consistent, enterprise-wide solution for managing
scheduling across a massively heterogeneous
environment
Proliferation of applications and technologies makes it

difficult to find or train skilled resources and to support
the rate of change demanded by the business
25%
Need to comply with legislative and industry standards

and to meet internal audit and compliance guidelines
Comprehensive auditing, version management, logging

and workload archiving with a reporting facility makes
audits and compliance checks a simple, automated
process
Developers are demanding to see the job flows of their

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

37
Buyer Personas
Personas
and company
ECONOMIC BUYER
TECHNICAL BUYER
USER BUYER
CIO, VP/OPERATIONS
IT/ PRODUCTION CONTROL SCHEDULER

business


application



technologies

designing flows
Big Data projects

Moving to Cloud




38
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?
How do you manage batch processes that span across platforms (cross-platform dependencies) or locations?
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?

39
Competition
Current Situation
customers asking:


The primary competitors in the Data Center but there are many others
COMPUTER ASSOCIATES
IBM
AUTOMIC
MULTIPLE SOLUTIONS
MANIPULATES PRICING

point of control?
technologies?
integration teams?

point of control?
technologies?
integration teams?

40
Objection
Handling
Objection Handling
OBJECTIONS
RESPONSES
BMC has helped over 2,000 organizations to convert to Control-M.
The process is customized to the needs of each company and can be
implemented in a phased approach to ensure a smooth transition
without any interruptions.
We are concerned interruptions to the business causing service

delays or failures
The Control-M Conversion Tool is a solution component that

automates the conversion process, is fully supported by BMC and is
available for all customers to use on their own or together with
partners. See Why Not Convert to BMC Control-M section in the
Sales Guide for detailed references to TechValidate research.
How will we successfully convert existing scripts to BMC Control-M

format
Control-M Workload Automation client is modern and intuitive with

embedded tutorials. BMC also provides services and education to
ease the transition
There are lots of people using the current solutions and we are
concerned they will have a difficult time making the transition

41
Sales
Summary

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

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

sophisticated scheduling facilities help shrink the
batch window and increases the availability of
revenue-producing applications
Build a champion
Build value
Developers use a self-service, collaborative web

application to build flows and submit them to the
scheduling team
42

Before
Exercise
43
After
Exercise

44
Customer Wins
Case Study
Eaton Corporation
Company Overview
Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehicles, machinery, and
businesses. The company has grown significantly, organically and through acquisitions, resulting in an increasingly complex technology
and application environment.
SITUATION
SOLUTION
IMPACT
IT needs to ensure seamless support for this

virtual city of 102,000 employees and
125,000+ external partners in 175 countries
Control-M enabled IT to support Eatons

rapidly growing, increasingly complex
technology and application environment.
Support aggressive growth while driving out

inefficiencies.
IT keeps Oracle, SAP, Microsoft, and other

business-critical applications running securely
and reliably
Needed a common operating model that

encompassed standard processes, tools, and
performance measures worldwide

Cut day-to-day IT costs and freed up budget

dollars for innovation
IT uses Control-M to consolidate and

automate workloads for single-point
management to ensure successful, on-time
completion
Workload automation ensures that 2.3 million
batch jobs a month run reliably
Critical business systems operate at peak
performance.
Accurate, consistent data supports Eatons
enterprise IT strategy and roadmap for delivering
consistent historical and operational analytics and
reporting
45
Customer Wins INTERNAL USE ONLY
Case Study
Target Corporation Externally, refer to as a Large Retailer

Company Overview
Target Corporation is the second-largest discount retailer in the United States, behind Walmart, and is a component of the S&P 500
Index. As of 2015, Target operates 1,802 locations throughout the United States and has revenue of over $72.62 billion USD.
SITUATION
SOLUTION
IMPACT
Development teams require new and

modified batch job flows to support more and
more business applications
Control-M Workload Change Manager

enabled developers and engineers to build
job flows via simple web GUI
Each change was following a complex process:
Built in Site Standards help to ensure changes

and definitions meet system requirements
Development team creates Visio diagram

Request submitted to Scheduling team
Several exchanges required to confirm parameters
and all requirements
Scheduling team manually builds required flows

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
46
Website
Datasheet
Test Drive
Whitepaper

1
Sales Guide
DemoChimp
7
47
ME Bank
1
7
48
Managed File Transfer

Door 4
$$$$

Legal Notice
Some of the information in this deck refers to a product that is not yet generally available
The information contained in this presentation is the confidential information of BMC Software, Inc. and is being
provided to you with the express understanding that without the prior written consent of BMC, you may not discuss
or otherwise disclose this information to any third party or otherwise make use of this information for any purpose
other than for which BMC intended.
All of the future product plans and releases described herein relate to BMCs current product development
considerations, which are at the sole discretion of BMC and are subject to change and/or cancellation at any time.
BMC cannot and does not provide any assurance as to whether these plans will result in any future releases of the
nature described. These future product plans should not be viewed as commitments on BMCs part and thus should
not be relied upon in customer purchase decisions.

50
What you need to know about the Managed File Transfer door
MFT Market sized $1B+
Managed File Transfer (MFT)
Highly saturated
Definition by Gartner
Dominated by IBM (Connect:Direct) and Axway
Information
Managed file transfer (MFT) is a technology that provides the

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

is already licensed for AFT
90%+ of AFT users also use another commercial MFT solution
Many are using homegrown scripts
About 20% of all scheduled jobs are file transfers

Integration of MFT into workflow and process management tools
will grow in importance as organizations adopt more processoriented approaches
* Control-M MFT planned launch is

scheduled for September 2016
Info-Tech, 2015

51
Pains
Organizations have a mixed bag of job scheduling and file transfer tools that prevents them
from building the integrated solution needed for business growth, change and efficiencies
SITUATION/PAINS
GAINS/SOLUTIONS
Control-M provides full integration into managed

workflows, including service-level monitoring and problem
notification
Commercial file transfer products are not integrated with

workload automation solutions therefore it is challenging
to create dependencies between file transfers and other
application workflows
Secure transfer preventing sensitive data from being

exposed along with detailed logging of all activity
Homegrown file transfer scripts often expose

credentials in clear text
Simplify administration through central management and

increased span of control for administrative and
monitoring staff. Automatic deployment of end point
components eliminate initial install and upgrade efforts.
Most MFT products, require manual upgrade across all

components and do not provide central administration
capabilities

52
Buyer Personas
Personas

Always do your homework on individual and company
ECONOMIC BUYER
TECHNICAL BUYER
USER BUYER
CIO, VP/OPERATIONS

business


Big Data projects

Moving to Cloud

technologies
Automatic deployment and central admin console.

collaboratively manage changes to
application workflows and file transfers

Need instant visibility into the status of file

transfers with a single point of control for
managing both file transfers and application
workloads

designing application workflows and file
transfers
Must be able to quickly determine changes
and roll back to previous versions if problems
occur
Requires support for the platforms,
applications and technologies used by the
organization
53
Discovery
How do application developers and business users get access and visibility to the file transfer information they need?
What percentage of time do application developers spend writing or modifying file transfer jobs (using scripts or commercial software)
Are you consistently meeting your file transfer service levels?
Are delays in creating or modifying file transfer jobs causing delays in application implementation?
Are file transfers an important part of your applications?

How are you managing the file transfers for your key business applications?
How many file transfer tools are being used?
How much time do schedulers spend working on file transfer job change requests?
How much time do your operations team spend working on file transfer related problems?
How do you monitor dependencies between application workflows and file transfers?
Are you able to monitor application workflows and file transfers with a single, end-to-end view
Do you get proactive notification of file transfer related problems? Would you like to know early in the process if a file transfer is not going to complete on
time?
Is there a need to empower business users to perform basic tasks, like monitoring their own file transfers or submitting ad hoc requests that currently are
handled through the help desk?
What do you anticipate future growth to be for file transfer volume?
54
Competition
Current Situation
WLA and MFT are both foundation
management disciplines and
mandatory for commercial
computing.
customers asking:
What I have is working.

Why should I consider
Control-M?
Switching my file transfer
solution is a big risk.
WORKLOAD AUTOMATION PLAYERS
MFT PLAYERS
FOCUS ON WORKLOAD AUTOMATION
LEADERS ARE COMPLEX AND EXPENSIVE
IBM / CA
Market Leaders (IBM C:D. Axway)
Strong file transfer capabilities with Connect:Direct

(IBM) and XCOM (CA)
Not integrated with Tivoli / CA WLA
No co-marketing of WLA and MFT products
High license costs
Limited file transfer capabilities Tivoli and CA7/CA
WLA AE
Complex, outdated interfaces

Steep learning curve for new users
Highly expensive
No native integration to WLA solutions
Open source / niche players

Modern interfaces
Advanced capabilities
Longevity of small vendors is questionable/risk
No native integration to WLA solutions
Automic/UC4
Offers integrated file transfer capabilities
Strong offering, most likely similar to Control-M AFT

55
The Managed File Transfer Market
Competition
http://cdn2.hubspot.net/hub/
142873/file-297054053pdf/Vendor-LandscapeManaged-FileTransferFINAL.pdf
http://www.statista.com/statistics/489647/ma
naged-file-transfer-software-vendor-revenue/

56
Objection
Handling
Objection Handling
Due to common segregation between job scheduling and file transfer teams, make sure to have the
conversation about the value of one job scheduling solution with the economic or technical buyers.
OBJECTIONS
RESPONSES
The file transfer solution we are using has scheduling capabilities. Why
should I spend more on scheduling?
File transfer tools lack robust alerting, notification, service-level

monitoring, workload balancing and enterprise wide forecasting for
batch workflows. Centralized administration and automatic deployment
reduces administrative costs and increases efficiency.
File transfers are managed by a different team. They use different tools
than Control-M. Why consolidate?
Leading MFT solutions are complex and outdated. Both the MFT market
leading products and the niche MFT products require complex scripting
for integration with WLA solutions. Control-M seamlessly integrates
these workflows without requiring custom scripting.
External business partners require support for proprietary protocols

(primarily C:D) and a file transfer gateway
In most organizations 80% of the file transfers are internal and 20% are
external. Control-M can provide tremendous value covering all internal
and some external transfers

57
Sales
Summary

CURRENT STATE
FUTURE STATE
SALES TACTICS
Using disparate solutions to manage file

transfers and job scheduling
A single, consolidated solution to manage

application workflows and file transfers
File transfer teams are isolated, separated

from infrastructure and operations, resulting
in disconnected business needs
Single point of control for both file transfers

and application workflows, proactive alerts on
service level exceptions and access to all
users via web or client software
Unable to speed delivery of new projects

Increased admin costs while budgets are
shrinking

Reduce admin and monitoring costs and

increase efficiency
Identify all transfer tools and associated costs

and challenges
established WLA champion and work the MFT
door accordingly.
Instant visibility
Automatic deployment
Built-in file transfer server
Find MFT team leaders and members. They

exist and may be a completely separate team
from those you normally interact with in the
workload space.
Build a champion.
Build value.
58

Before
Exercise
59
After
Exercise

60
Customer Wins
Case Study
ME Bank (AU) cuts overnight batch processing windows to deliver great banking services on time, every time
Company Overview
Members Equity (ME) Bank Limited is a private bank based in Australia, that offers customers a range of banking products and
services, including transaction and savings accounts, home and personal loans, term deposits, and credit cards.
SITUATION
ME Bank provides customers in Australia with
low-cost, high-quality banking services
powered by a world-class batch processing
environment for interbank transfers, account
updates, and other critical jobs.
To ensure that core banking systems are
ready for business each morning, IT
introduced enterprise workload automation
to provide visibility into batch processes,
shrink batch windows, and fast-track issue
resolution.
SOLUTION
IMPACT
BMC Control-M Workload Automation, BMC

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

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

improvements in customer service.
Automated alerts guide the support staff through

remediation, reducing the impact of batch processing
failures by up to 80 percent.
61
Case Study
http://documents.bmc.com/products/documents/60/12/106012/106012.pdf

62
ME Bank
1
7
63
Website
Datasheet
Whitepaper
Demo
Test Drive
Sales Guide
DemoChimp
5
64

Win-Wire: Q2-Q3 FY16 - for internal use only

65
ERP
Door 5
$$$$$

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.
67
ERP Market
Information
Many companies use one of the Big 3 ERP solutions: SAP, Oracle eBusiness Suite and Oracle PeopleSoft.
System Integrators often play a significant role in ERP projects.
GARTNER MARKET SHARE BY REVENUE FOR SCM

GARTNER MQ FOR SAP SYSTEM INTEGRATORS
68
Pains
SITUATION/PAINS
GAINS/SOLUTIONS
Control-M provides details on immediate issues that may
be occurring when ERP or any jobs have issues and also
shows what the affect is on downstream processing.
I cant clearly see the impact that workload issues in my

ERP jobs will have both in the immediate term as well as
at the end of the business process where there are likely
other applications and platforms involved.
25%
Control-M has a single, consistent interface for all types of

ERP workloads, as well as dozens of other applications and
platforms across the enterprise. It provides forecasting,
dynamic policies, audit compliance, and collaborative
capabilities the same way for all people and workloads.
I need multiple interfaces to manage workloads for

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

each ERP, Control-M can avoid issues entirely and helps to
shorten time to resolution when issues do occur.
I need to reduce the amount of time it takes to recover

from workload related incidents for my ERP workloads.

69
Buyer Personas
Personas

Always do your homework on individual and company
ECONOMIC BUYER
TECHNICAL BUYER
USER BUYER
CIO, VP/OPERATIONS, SYSTEM INTEGRATOR
ERP PROJECT LEADER, DIRECTOR/IT OPS
ERP TEAM MEMBER, SAP BASIS ADMIN, IT OPERATOR
Needs to mitigate risk related to ERP projects

as those projects have a significant impact on
the overall health of the company
Must provide ERP teams and related LOB users

with the ability to easily access and manage ERP
workloads
Must ensure teams and projects are able to

move quickly in both new initiatives as well as
modifications to existing ones
Must be able to manage from a service level

perspective and have clear insight to how
services are performing both inside the ERP as
well as for the related non-ERP dependencies
Responsible for transformation to a Digital

Enterprise

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
Needs to spend less time on scripts and

coding ERP workloads
Wants self service interface that gives access
to needed functionality in a secure way
Cannot spend significant amounts of time on
learning new technologies, they must be
simple to deploy and use
70
Discovery
As your ERP related tasks grow, how do you plan to keep pace as your headcounts stay the same or shrink?
How do you manage batch processes that cross both ERP and non-ERP platforms?
Does your current ERP workload solution stay current with up-to-date functionality?
Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reduce training and
implementation costs?
Historically, ERP project team members are forced to involve other teams when trying to understand the status of their workloads.
Would allowing them to serve themselves in a secure and audited way provide benefits to them and the services they provide?
How many different ERP systems are used across the enterprise? How do you handle processing that is dependent across those
systems?

71
Competition for this door
Competition
ERP solutions include a no-additional cost batch scheduler out of the box.
Additionally, general workload automation competitors compete in the ERP space.
3RD PARTY SOLUTIONS
BUILT-IN ERP SOLUTIONS

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

Automic
SAP includes a built-in scheduler called

CCMS. SAP also partners with Redwood
and provides Cronacle with SAP.
Questions:
Can you manage all your business-critical
workloads from a single point of control?
Is your solution keeping up with the needs

of your business to support new
applications and technologies?
Are you able to empower business users to
manage their application workloads in a
self service manner?
Questions:
Are you able to incorporate non SAP
workloads into your Cronacle environment
without additional cost?
Do you feel your solution can deliver
enterprise functionality across all your
mission-critical platforms including
mainframe?
Are you satisfied that your vendor is
focused on workload automation?

72
Objection
Handling
Objection Handling
OBJECTIONS
RESPONSES
The ERP solution we have provides a no additional cost job

scheduler out of the box. Why should I pay for something else?
The out of the box job schedulers lack robust alerting, notification,
service-level monitoring, workload balancing and enterprise wide
forecasting for batch workflows.
All our processing occurs inside one ERP solution so why do we need
to migrate to another single solution?
The ERP solution relies on many other application and platform

workloads at various points along the business service chain.
Control-M seamlessly integrates all these workflows, both inside and
outside the ERP, with a consistent and comprehensive interface.
Control-M provides industry leading capabilities in a powerful, yet
simple to use interface. An included Conversion Tool, along with
years of experience helping thousands of other companies convert,
helps reduce the time and minimize the risk associated with moving
to the Control-M solution.
The ERP team knows how to use the solution they have today and I
worry that it will take too much time and effort for them to convert
to and then learn a new solution.

73
Sales
Summary

CURRENT STATE
FUTURE STATE
SALES TACTIC
Using rudimentary built-ins or less capable 3rd

party solutions for ERP workloads
Enterprise level capabilities for both ERP and

all other workloads in the enterprise
ERP teams are islands, separated from

infrastructure and operations, resulting in
increased staffing levels and a disconnect
from business needs
Consistent interface for all in the organization

results in less specialization and allows all
those involved to see what is important to the
business
Find ERP project leaders and team members.

They exist and are usually a completely
separate team from those you normally
interact with in the workload space.
Unable to speed delivery of ERP related

projects
Enable collaboration between

infrastructure/operations and ERP teams,
speeding delivery of ERP projects by reducing
workload creation and modification times
The ERP teams are often heavily funded.

System Integrators hold significant roles in
ERP projects. Validate and plan accordingly.
door accordingly.
Build a champion.
Build value.

74

Before
Exercise
75
After
Exercise

76
Customer Wins
Case Study
Sun Chemical
Company Overview
Sun Chemical, a member of the DIC group, is a leading producer of printing inks, coatings and supplies, pigments, polymers, liquid
compounds, solid compounds, and application materials
SITUATION
Has locations in over 56 countries with more
than 250 plants
Had a multi-tiered environment with 1000s of
applications as everyone was doing things
there own way
They needed a way to bring everything under
one roof while still proving the high level of
service they were known for

SOLUTION
IMPACT
Control-M consolidates and automates

workloads for both SAP and non SAP
environments.
After using Control-M and seeing what it can

do I dont see how we would be where we are
today without it.
All geographies and plants now use a single

solution allowing everyone to understand
impact and business needs
You know where your milestones are.
What used to require 4 people each doing 4

different things is now able to be done in 1
batch job, allowing staff to focus on more
important work.
1
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.
77
Customer Wins
Case Study
JACOBS
Company Overview
Jacobs is one of the world's largest and most diverse providers of technical, professional and construction services. Its Aerospace and
Technology line of business provides technical and innovative enterprise solutions to government and commercial clients
SITUATION
Jacobs is a Fortune 250 multi-national
engineering and professional services firm
Had a lack of visibility, control, scalability,
error handling and reliability in Oracle
eBusiness Suite job processing
Wanted an enterprise class solution to fit
company growth
SOLUTION
IMPACT
Best in class technology - Competitors could

not run Oracle eBusiness Suite jobs in Jacobs
unique environment
Highly visible and scalable solution that gave

the ability to grow the Oracle Environment
globally
BMC investment in Control-M solution was

key selling point as Automic (AppWorx) did
not have any updates for over 6 years
Allowed them to meet global SLAs 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

78
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)

79
SAP Support Details
Information
Control-M provides support for a significant number of SAP specific capabilities, including:
SAP Job Interception
SAP Child/Spawned Jobs
SAP Data Archiving
SAP Business Warehouse
SAP Business Objects Reports
SAP NetWeaver
Control-M Conversion Tool supports conversion from SAP CCMS to Control-M
SAP XBP 3.0 interface
Soon SAP Process Integration
Soon SAP Financial Closing Cockpit

80
Reference Resources
Sales Guide
PeopleSoft Datasheet
Oracle Retail Datasheet
Oracle eBusiness
Suite Webpage
Control-M for Business Applications Website
TechValidate
81
Reference Resources SAP Specific
Control-M for SAP Website
SAP Solution Overview
2 Minute Explainer - SAP
Datasheet
82
Databases
Door 6
$$$

What you need to know about the Databases door
Information
Databases are the backbone of almost every

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

84
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

85
Buyer Personas
Personas
ECONOMIC BUYER
TECHNICAL BUYER
USER BUYER
DIR/VP IT OPERATIONS, DATABASE PROJECT LEADER
DBA, IT ARCHITECT
DATABASE TEAM MEMBER, IT ADMIN, IT OPERATOR
Must mitigate risk related to the high level of

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

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
Is only able to work on one specific database

technology and not able to work effectively
on others
86
Pains
SITUATION/PAINS
25%
GAINS/SOLUTIONS
Cannot clearly see the impact when database jobs have issues
both in the immediate term as well as at the end of the
business process where there are links between database jobs
and jobs running on other platforms and applications.
Control-M provides details on immediate issues that may be

occurring when database jobs, or any jobs, have issues and
also shows what the affect is on downstream processing in a
business service view.
Unable to manage workloads for all the different database

platforms with a single, consistent interface which causes
increased staffing and a siloed organization.
Control-M has a single, consistent interface for all supported

database workloads, as well as dozens of other applications
and platforms across the enterprise. It helps to reduce
specialization and decrease the silo effect.
Interaction between database developers and infrastructure

and operations team is problematic and adds delays when
implementing as well as troubleshooting existing services
Control-M provides purpose built interfaces that help the

developers and I/O teams work together while still supplying
each with the specific functionality they need.

87
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?
Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reduce training and implementation costs?
Are your database developers forced to involve other teams when trying to understand the status of their workloads? Would allowing them to serve
themselves in a secure and audited way provide benefits to them and the services they provide and free up time for the operations staff to focus on more
critical work?
Do you use your databases built-in scheduling solution for managing workloads? If so, does it provide advanced capabilities for both the database teams as
well as for those that have related processing? Are all the users able to easily understand when problems occur and how to recover quickly from those
problems?
Does your current database workload solution stay current with up-to-date functionality?

88
Competition
Current Situation
Some sort of solution is already in place today
for our customers database jobs, whether it is
being manually managed or with built-ins or 3rd
party scheduling solutions.
customers asking:
I already have a job scheduler for my

database jobs. Why should I consider
Control-M?

The primary competitors for database workloads

BUILT-IN DATABASE SOLUTIONS
3RD PARTY SOLUTIONS
Typical characteristics:
Lack graphical user interface, poor job dependency
visuals, can only manage 1 job at a time, no service
level monitoring, no self service capabilities, only
support database workloads
Typical characteristics:
Dont support a wide range of database
technologies, or if they do it is with different
interfaces and capabilities.
May still require scripts and code which are time
consuming and costly to create and maintain and an
audit nightmare.
Differentiating questions:
Can you manage all you different database
processing from a single point of control? How
about the dependent processing outside of your
databases?
Is your solution keeping up with the needs of your
business to support new applications and
technologies, both with db and other workloads?
Are you able to empower database developers to
manage their own workloads in a secure and
auditable self service model?
Differentiating questions:
Are you able to perform advanced actions on your
database workloads like:
forecasting
policy based management
centralized graphical administration
service level monitoring
self service
cross-platform monitoring
89
Objection
Handling
Objection Handling
OBJECTIONS
RESPONSES
The built-in scheduling solution in the database is included for free,

why should I pay for something else? The built-in must also be
better as it is 100% focused on database workloads.
Out of the box scheduling tools lack robust alerting, notification,

The database team knows how to use the solution they have today
and I worry that it will take too much time and effort for them to
convert to and then learn a new solution.
Control-M provides industry leading capabilities in a powerful, yet

simple to use interface. We also have years of experience helping
thousands of other companies convert, helping to reduce the time
and minimize the risk associated with moving to the Control-M
solution.
I dont want to give control away to the database team! Or the

equivalent: I dont 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.

90
Sales
Summary

CURRENT STATE
FUTURE STATE
SALES TACTIC

party solutions for database workloads
Enterprise level capabilities for databases, as

well as all other workloads in the enterprise
Database teams are islands separated from

infrastructure and operations. Each are
unaware or unable to work together on what
the business needs.
Consistent interface for all in the organization

results in less specialization and allows all
those involved to see what is important to the
business
Find database developers. They sometimes

are grouped by the underlying database
technology they support (i.e. the Oracle team,
the MSSQL team), or sometimes distributed
in the lines of business.
Unable to speed delivery of database related

projects
Enable collaboration between

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

They are usually a pretty well staffed group.

established WLA champion and work the
database door accordingly.
Build a champion.
Build value using traditional Control-M value
drivers.
91

Before
Exercise
92
After
Exercise

93
Customer Wins
Case Study
24 HR Fitness
Company Overview
24 Hour Fitness is a leading health club industry pioneer. Since the beginning, the company has been dedicated to helping members
change their lives and reach their individual fitness goals.
SITUATION
Has nearly 4 million members across more
than 400 clubs across the US
Had disparate automation silos including
Windows scheduler, Oracle Apps, Peoplesoft,
CRON jobs and SQL scripts
Failures that should be resolved in 5 minutes
took 30-90 minutes to resolve, which
increased operational costs and MTTR
SOLUTION
IMPACT
Control-M provided a centralized scheduling

platform, incorporating operational
awareness to support critical retail and lead
management systems
Automated production scheduling across the

enterprise from a single point of control,
resulting in consolidation of redundant tools
and increased speed and reduced costs
Advanced capabilities around management of

critical file transfers
Decreased MTTR by proactively detecting

delays and errors in the batch business
process to avoid interruption of business
services
TCO of Control-M was significantly lower than

their disparate solutions
Delays in processing cost loss of time and real

dollars
94
Customer Wins
Case Study
REWE Systems
Company Overview
REWE Systems plans, develops, configures and operates efficient systems and applications for REWE Group one of the leading trade
and tourism groups in Germany and Europe with around 330,000 employees. 1,000 or so IT specialists set standards for IT
implementation in trade and develop new technologies for the industry.
SITUATION
Responsible for 80 logistics centers, 100 wide
area network cables and more than 23,000
local network connections for continuous
data supply of the 26,000 scanner check-out
desks in more than 7,500 stores
Current solution not ready to support
ongoing projects which required
implementation of new technologies
Had to use many time and money consuming
workarounds with many different screens to
manage their scheduling environment
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
Many new technologies: e.g. web services,

SAP Business Objects, VMWare, Cognos and
SAP HANA were able to be implemented with
a single solution for workloads saving money
and delivering quick ROI
Were able to minimize risk by supporting
forecasting and delivering proactive SLA
monitoring
Support for agentless technology reduced

TCO
95
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

96
Reference Resources
Datasheet
Control-M for IT Applications Website
TechValidate
2 Minute Explainer Applications

Sales Guide
97
BI/Big Data
Door 7
$$$, trending

What you need to know about the BI door

What is
Business
Intelligence

Information
Business intelligence or BI is an umbrella term that refers

to a variety of software applications used to analyze an
organizations raw data. BI as a discipline is made up of
several related activities, including data mining, online
analytical processing, querying and reporting.
How is it used
Companies use BI to improve decision making, cut costs

and identify new business opportunities. BI is more than
just corporate reporting and more than a set of tools to
coax data out of enterprise systems. Business users want to
answer complex questions and want to find answers FAST.
What are the

challenges
Although BI holds great promise, implementations can be

dogged by technical and cultural challenges. One of the
keys to success in building, maintaining and growing a BI
solution is automation and orchestration of data ingestion
and analysis.
99
BI is part of a larger data supply chain in a company. It is the layer that enables
companies to visualize and derive actionable intelligence from the data
Information
Business
Intelligence
Cognos
SAP Business
Objects
Oracle BI
Tableau
Qlikview
Microstrategy
Other BI
Solutions
Chain
Data
Warehouse/
Data Lake
Data Warehouse
Teradata, Oracle etc
Data Lake
Hadoop
Supply
Data Sources
IBM
Datastage
Informatica
ETL
ERP
Social
Media
Data
CRM
1
Custom
Solutions
Devices
Sensors
100
BMC Control-M can automate and integrate ALL applications in the data supply
chain with out-of-the-box application plugins or through Application Integrator,
providing end-to-end control and visibility of the entire data supply chain
Business
Intelligence
Cognos
Data
Warehouse/
Data Lake

Tableau
Datawarehouse
Teradata, Oracle
Qlikview
IBM
Datastage
ERP
Other BI
Solutions
Custom
Solutions
Social
Media
CRM
Microstrategy
Data Lake
Hadoop
Informatica
ETL
Data Sources
SAP Business
Objects
Oracle BI
Information
Devices
Sensors
101
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

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

critical reports have
the resources
available to
complete on time by
using robust
workload balancing
1
Forecast the impact

of planned outages
as well as adding
new workloads
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.
102
Pains
SITUATION/PAINS
GAINS/SOLUTIONS
Managing batch window time restrictions is a big challenge. Need

to complete extract, transform, load (ETL), and traditional batchbased business intelligence (BI) processes within the constraints of
an ever shrinking batch window
Control-M provides seamless integration and automation between

ETL and BI eliminating the redundant scripting resulting in faster
completion of the business workflows.
Manage SLAs for BI workflows: Unforeseen problems halt the

workflows causing missed SLAs
Control-M can map workflows to business services and their

respective deadlines and allows for proactive alerting when a
workflow is in danger of missing an SLA even if the problem
outside the ETL or BI layer
Resource Conflict Management: Need to make sure that critical

report have the resources available to complete on time.
Control-M provides dynamic workload balancing capabilities which

ensure that the most critical processes have the resources available
so that they meet the set deadlines for completion

103
Buyer Personas
Personas
and company
ECONOMIC BUYER
TECHNICAL BUYER
USER BUYER
CIO, VP/OPERATIONS

business


application



technologies

designing flows
Big Data projects

Moving to Cloud





104
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 didnt load on time and the entire process ran without success? (Dont 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 SLAs 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?

105
Competition
Current Situation
customers asking:


The primary competitors in this space but there are many others
COMPUTER ASSOCIATES
IBM
AUTOMIC
MULTIPLE SOLUTIONS
MANIPULATES PRICING

point of control?
technologies?
integration teams?

point of control?
technologies?
integration teams?

106
Objection
Handling
Objection Handling
OBJECTIONS
RESPONSES
The BI solutions we are using have out of the box schedulers. Why
should I spend more on scheduling
Out of the box scheduling tools lack robust alerting, notification,

All our processing occurs inside one BI tool so we dont need a

consolidated view across multiple BI solutions
The BI solution depends on integrating with ETL tools and File

transfer workflows. Control-M seamlessly integrates these
workflows without needing custom scripting
Simplify administration through central management and increased
span of control for administrative and monitoring staff
Reporting is not considered mission critical like payroll or order

services. How can I justify adding the cost of Control-M

107
Sales
Summary

CURRENT STATE
party solutions
FUTURE STATE
SALES TACTICS
Control-M is an enterprise class solution that can

replace individual scheduling tools within each
application and provide an end to picture of the
business processes and their dependencies from
a single screen.
Find BI project leaders and team members.

They exist and are usually a completely
separate team from those you normally
interact with in the WLA space.
The BI teams are often heavily funded.
BI, ETL and other applications in the data

supply chain are in silos, separated from
infrastructure and operations, resulting in a
disconnect from business needs
Unable to meet business SLAs for BI.

Control-M becomes the platform for seamlessly

integrating between all applications without the
need for custom scripting or other third party
tools.
System Integrators usually hold significant

roles in BI projects at our customer sites.
Control-M manages SLAs from a business

perspective along with proactive alerting and
auto remediation capabilities.
Build a champion.

door accordingly.
Build value.
108

Before
Exercise
109
After
Exercise

110

Control-M for Cognos datasheet
http://bmc.co/1TjpGod
Roles and Responsibilities in BI Teams
http://www.b-eye-network.com/view/8137
Control-M for Informatica datasheet
Control-M for SAP BO datasheet
http://bmc.co/1MTYtSs
http://bit.ly/1PGpAjx
Customer Success Stories
http://bmc.co/1M1oioD
111

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Seven Doors

Copyright 2016 BMC Software, Inc.

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

Expand Footprint remains a sales play

Is not a customer facing

Creating a Powerful Message to Executives

Some future plans have been shared and

Resources Pages guide you to additional

AND NEW PROSPECTS

Copyright 2016 BMC Software, Inc.

Copyright 2016 BMC Software, Inc.

What you need to know about the Mainframe door

Copyright 2016 BMC Software, Inc.

What are the Pains and Potential Gains

The company has multiple scheduling solutions which do not

One common scheduler means an integrated production

A reduction in errors and integration of sophisticated

The batch window is taking too long, causing a negative

A single view across applications, platforms, and locations

There is no enterprise-wide view of business processes.

Conversations with the Economic Buyer need to be less technical.

IT ARCHITECT, DIRECTOR/IT OPS

Needs to accelerate delivery of services to the

Needs a flexible platform for quickly

Needs a consistent way to define and manage

Struggling with rate of change

Guide tool and technology selection from

Must have powerful date/time and event based

Manage costs and staff for absorbing new

Wants intuitive drag and drop method for

Big Data projects

Must do more with less

Copyright 2016 BMC Software, Inc.

Provide high level of service quality

Must be able to quickly determine changes and

Enable application developers to

Requires support for the platforms, applications

Discovery Questions for this door

Competition for this Door

What I have is working.

Copyright 2016 BMC Software, Inc.

POWERFUL ACCOUNT CONTROL

Can you manage all your businesscritical workload from a single

Can you manage all your businesscritical workload from a single

How quickly can you recover from

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

Legacy scheduling tools lack enterprise wide service-level

Conversion is a big risk

Copyright 2016 BMC Software, Inc.

Summary of the Sales Approach for this door

Copyright 2016 BMC Software, Inc.

One common scheduler, integrated

Find the MF team leaders and team

Before CTM Graphic for Potential Whiteboard

Copyright 2016 BMC Software, Inc.

After CTM-Potential Whiteboard

Copyright 2016 BMC Software, Inc.

BMC enterprise scheduling and DB2