1. BD
CONTRIBUTION
Global Financial Model
Group: Katrina Oropel, Ana Maria Saldarriaga, Orion Joss, Karim Swelim
Global Financial Model Meeting
9th – 14th November 2013, Rotterdam

2. BD Contribution
Questions
1
Budget Contribution
from BD:
2
3
Long Term changes
planed
BD Budget
- Changes of Structure
- Decentralization
- Changes of Business
Model
- Consider all costs
- HR required
- Delivery and Service
value exchange based
- How to decide
- How to fix the amount?

3. 1
Budget Contribution from BD:
value exchange based
Correlation: BD’s Dependency on the other areas:
Ideal State
6
8
oGIP (Supply)
0
9
iGIP (Talent Capacity)
4
8
iGIP (Key Markets development to deliver GEPs)
Amplifiers
Current State
IM (innovation)
Core
Area
0
7
Current State
Ideal State
PR (Specific Products – branding positioning)
6
6
PR (Long Term Strategies)
0
4
Marketing
4
6
Area
 1
Not enough
5
* 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)
10

Extremely satisfied

4. 1
Budget Contribution from BD:
value exchange based
Correlation: BD’s Contribution on the global Services:
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)

5. Current Role of BD Team:
2
Long Term Changes Planned
Evolution of BD Role on the 2015 MoS
VP BD:
1. Team Management
2. Strategic Management
BD MANAGERS:
1. Partnership Management
2. Operation Management
VPBD efforts distribution:
Team Management
BD Managers efforts distribution:
Account Management vs.
New Sales
%Efforts
Account management
70%
New Sales (Team Overall)
30%
Account Management
%Efforts
Operational Account management
70%
Strategic Account management
30%
%Efforts
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

6. 2
Long Term Changes Planned
Evolution of BD Role on the 2015 MoS
Current delivery Structure:
20 Global Partnerships (Current)
Operational
MC
BD
manager
VPBD
AI BD
managers
Strategic/Operational
BD
Manager
BD
Manager
GCs
BD Revenues:
+/- 880.000 EUR
220.000 EUR / Manager
≅
BD
manager
CURRENT DELIVERY CAPACITY
+/- 100 TNs / AI BD Manager
+/- 50 TNs / Global
Coordinator
+/- 60TNs / MC Member*
+/- 4 Partnerships/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.

7. Ideal Role of BD Team:
2
Long Term Changes Planned
Evolution of BD Role on the 2015 MoS
BD MANAGERS:
1. Strategic Partnership Management
2. Network co-sales
3. Central Coordination for Global Sales
Capacity Develpoment
GIP
GCDP
oGIP develpment
Sales / Acc. Mgt
iGIP Sales/acc
management
Global CSR project
development
Y2B
Strategic Account management
Strategic Up scaling
Strategic connection with different departments
on the company
Global / Regional Sales
Product Sales
Better alignment
Key market development
Structure evolution
Support MC’s delivery capacity
Strategic
New Sales
Tactical
Local Account
Managers
GC
Oparational
GC
MC
Network Co-Sales (like AP Strategy)
MNCs New Sales (Strategic Role)
Increase Sales capacity on Key Markets
BD Manager