seven doors

7/25/2019 Seven Doors

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Copyright 2016 BMC Software, Inc.

Confidential & Proprietary Information

Seven Doors

Discovery Guide


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Confidential & Proprietary Information 1 2 3 4 5 6 7

Seven Doors

Is not a new sales play

Competitive Replace remains a sales play

Expand Footprint remains a sales play

Big Data/Hadoop remains a sales play

Is not a customer facing

document

Deck contains Confidential & Proprietary

Information

Some future plans have been shared and

are noted

Resources Pages guide you to additional

information to share

A practical approach to

Discovery

Pipeline Generation

Creating a Powerful Message to Executives

To sell more

A practical approach to creating opportunity and larger BMC Control-M deals

THE SEVEN DOORS DECK WHAT IS SEVEN DOORS WHY S

BY INCREA

OPPOR

THROUG

EXPL

AT EXISTIN

AND NEW


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The doors are identified and an indication of potential revenue potential is noted

Seven Doors

MAINFRAMEDOOR 1$$$$$

IT/OPSDOOR 2

$$$$

SCHEDULINGDOOR 3

$$$$

MANAGED FILETRANSFER

DOOR 4$$$$$

ERPDOOR 5$$$$$

DATABASDOOR 6

$$$

Disparate

Products

Multiple

Groups

Disparate

Products

Multiple

Groups

Disparate

Products

Multiple

GroupsMultiple Groups

D

P

Multiple

Groups

Disparate

Products

Multiple

Groups

Disparate

Products

BMC CONTROL-M PROVIDES A VIEW ACROSS THE ENTIRE BUSINESS, INCREASING PRODUCTIVITY WHILE ELIMINATING S

Preparation is key Research people

Reporting structures

Business initiatives

Contractual situations


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Using the Seven Doors deckInformation 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 oEach 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 inter

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

A practical approach to creating more opportunity, resulting in closing larger BMC Control-M

Seven Doors

1


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Copyright 2016 BMC Software, Inc. Copyright 2016 BMC Software, Inc.


MainframeDoor 1

$$$$$


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What you need to know about the Mainframe door

IT Organizations have a mixed bag of job scheduling tools that have limited platform cove

capabilities, and often, the Mainframe groups function as an island. This prevents organiz

building the integrated solution needed for business growth, change and efficiencies.

The collection of disparate tools requires extensive expertise and knowledge to use, along

efforts for tying these tools together to supplement ongoing automation needs. And even

gapssuch as no enterprise view that identifies business service impact, an interface suit

users, or automated process for application developers to create or change jobs and work

1


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What are the Pains and Potential Gains

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.

The batch window is taking too long, causing a negativeimpact to online application availability. The companys

bottom line can be impacted by the lack of user or client-

facing business systems.

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.

One common scheduler means an in

management team can meet comm

extensive management and control

A reduction in errors and integration

scheduling facilities help shrink the b

increases the availability of revenue

A single view across applications, pla

enables immediate impact analysis a

allows failure prioritization accordin

Scheduling groups have a mixed bag of job scheduling tools that prevents organizations from buildintegrated solution needed for business growth, change and efficiencies

SITUATION/PAINS GAINS/SOLUTION

1


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Buyer Personas

Needs to accelerate delivery of services to thebusiness

Struggling with rate of change

Big Data projects

Moving to Cloud New applications delivered constantly

Must do more with less

Dealing with budget and influence erosion

Managing Digital Transformation

Needs a flexible platform for quicklyresponding to technology changes

Guide tool and technology selection fromamong diverse choices

Manage costs and staff for absorbing newtechnologies

Provide high level of service quality

Enable application developers tocollaboratively manage changes to job flows

Needs a consistent wapplication flows regapplication

Must have powerfulscheduling to definebusiness requiremen

Wants intuitive dragdesigning flows

Must be able to quicroll back to previous

Requires support foand technologies us

Conversations with the Economic Buyer need to be less technical.Always do your homework on individual and company.

ECONOMIC BUYERCIO, VP/OPERATIONS

TECHNICAL BUYERIT ARCHITECT, DIRECTOR/IT OPS

USEIT ADMI

1


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Discovery Questions for this door

Is the volume of your batch jobs increasing? How are you planning to scale with that grow

Do you have any cost reduction initiatives planned for this year?

How do you manage batch processes that span across platforms (cross-platform dependelocations?

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

workflows into production?

Are file transfers an important part of your applications? How many? How do you handle

satisfactory?

Do you need to offset workloads during peak times to ensure your transactions are gettin

1


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Competition for this Door

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.

Can you manage all your business-

critical workload from a single

point of control?

Is your solution keeping up with

the needs of your business tosupport new applications and

technologies?

Are you able to empower business

users to manage their application

workloads in a self service

manner?



point of control?


the needs of your business tosupport new applications and

technologies?

Are you able to empower business

users to manage their application

workloads in a self service

manner?

How q

job fai

knowle

is requ

Are yo

has the

worklo

Do you

deliver

across

platfor

BMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tooexpertise helped them get a quick return on investment and positioned them for future success

COMPUTER ASSOCIATESMULTIPLE SOLUTIONS

IBMPOWERFUL ACCOUNT CONTROL

The primary competitors in the datacentre but there are

1


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Objection Handling

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

Conversion is a big risk

Legacy scheduling tools lack enterprise wide

monitoring, batch workflows forecasting, se

application developers and business users, a

your workloads across mainframe, distribute

applications from a single point of control

BMC offers out-of-the-box conversion capabof experience converting schedulers for tho

This is our core business.

Organizations many time see the benefits and value that BMC Control-M brings, but are concernthat the effort to switch schedulers will be costly and put their business at risk

OBJECTIONS RESPONSES

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Summary of the Sales Approach for this door

Multiple scheduling solutions, islands ofautomation. Possibility for production delaysand errors is increased.

Batch window is taking too long, causing anegative impact to critical businessapplications availability

No enterprise-wide view of businessprocesses. Schedulers cannot easily see orunderstand the business impact of increasedworkloads, production delays, or failures

One common scheduler, integratedproduction management team. Businessgoals are met using extensive managementand control capabilities.

A reduction in errors and integration ofsophisticated scheduling facilities help shrinkthe batch window and increases the

availability of revenue-producing applications.

Single view across applications, platforms,and locations enables immediate impactanalysis and assessment, and allows failureprioritization according to business needs

Find the MF team members. This mifrom the distribut

Introduce the 7 Doestablished WLA cdoor accordingly.

Build a champion.

Build value

CURRENT STATE FUTURE STATE SALE

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Before CTMGraphic for Potential Whiteboard

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After CTM-Potential Whiteboard

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Customer Wins

Licensing and maintenance costs risingrapidly year after year

Scheduling tools were not integrated; lack ofcross-platform view restricted visibility intooverall scheduling activities

Complexity of scheduling tools meantapplication owners couldnt easily monitortheir own schedules

High cost of mainframe processing powermeans staff must always seek ways to reduceCPU utilization

BMC enterprise scheduling and DB2

management solutions cut costs, enhancevisibility, and improve performance to helpkeep trucks and cargo moving

Switching to BMC

maintenance cost Tight integration a

to view all schedu

Application ownerunderstand their sapplications to ma

For the jobs conveload/unload utilityreduction in CPU u

J.B. Hunt

Company Overview

one of the largest transportation logistics companies in North America, provides safe and reliato a diverse group of customers throughout the continental United States, Canada, and Mexico

multimodal approach, the company provides capacity-oriented solutions centered on deliverin

industry-leading service.

SOLUTION IMSITUATION

1


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

1
http://documents.bmc.com/products/documents/87/20/118720/118720.pdfhttp://documents.bmc.com/products/documents/87/20/118720/118720.pdfhttp://documents.bmc.com/products/documents/87/20/118720/118720.pdf


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Reference Resources - Public

BCBS

of Florida

University of

Connecticut

Bank of

Communications

Ce

1
http://documents.bmc.com/products/documents/49/67/464967/464967.pdfhttp://documents.bmc.com/products/documents/49/67/464967/464967.pdfhttp://media.cms.bmc.com/documents/464722_University_of_Connecticut_Success_Story_0410.pdfhttp://media.cms.bmc.com/documents/464722_University_of_Connecticut_Success_Story_0410.pdfhttp://media.cms.bmc.com/documents/Bank_of_Communications_Success_Story.pdfhttp://media.cms.bmc.com/documents/Bank_of_Communications_Success_Story.pdfhttp://media.cms.bmc.com/documents/Central_Technology_Services_Success_Story.pdfhttp://media.cms.bmc.com/documents/Central_Technology_Services_Success_Story.pdfhttp://media.cms.bmc.com/documents/Bank_of_Communications_Success_Story.pdfhttp://media.cms.bmc.com/documents/464722_University_of_Connecticut_Success_Story_0410.pdfhttp://documents.bmc.com/products/documents/49/67/464967/464967.pdf


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Test Drive DemApplications and Platforms

Website Datasheet Whitepaper

1
http://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://www.bmc.com/control-mhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://www.bmc.com/control-mhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.html


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Website Whitepape

Demo

Website Datasheet

Verifying Your JCL

Just Got A Lot Easier1
http://www.bmc.com/it-solutions/control-m-advanced-file-transfer.htmlhttp://documents.bmc.com/products/documents/03/85/240385/240385.pdfhttp://www.bmc.com/it-solutions/demonstrations/contol-m-advanced-file-transfer-demo.htmlhttp://www.bmc.com/it-solutions/control-m-jcl-verify.htmlhttp://documents.bmc.com/products/documents/30/10/443010/443010.pdfhttps://www.youtube.com/watch?v=dc4ZbBFzHIkhttps://www.youtube.com/watch?v=dc4ZbBFzHIkhttps://www.youtube.com/watch?v=dc4ZbBFzHIkhttp://documents.bmc.com/products/documents/30/10/443010/443010.pdfhttp://www.bmc.com/it-solutions/control-m-jcl-verify.htmlhttp://www.bmc.com/it-solutions/demonstrations/contol-m-advanced-file-transfer-demo.htmlhttp://documents.bmc.com/products/documents/03/85/240385/240385.pdfhttp://www.bmc.com/it-solutions/control-m-advanced-file-transfer.html


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

Reference ResourcesBMC Confidential

1


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IT/OPSDoor 2

$$$$


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Scheduling and IT Operations are the two major areas of an organization that use workload aScheduling, also called Production Control, is frequently part of the same organization as IT Oclosely 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 plgaps in capabilities, and function as islands of automation. This prevents companies from buisolution needed for business growth, change and efficiencies.

The collection of solutions requires extensive expertise and knowledge to use, along with matying these solutions together to supplement ongoing automation needs. And even then, theas no enterprise view that identifies business service impact, an interface suitable for businesautomated process for application developers to create or change jobs and workflows.

What you need to know about the IT/OPS door

1 2


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Struggling to maintain service levels while adding new

applications and technologies


1


2

Need to comply with legislative and industry standards

and to meet internal audit and compliance guidelines

Business users are demanding access to their application

workloads

A workload automation platform thconsistent, enterprise-wide solutionscheduling across a massively heterenvironment

Comprehensive auditing, version m

and workload archiving with a repoaudits and compliance checks a simprocess

Business and non-technical users c

their application workloads via we

app enabling them to perform the

to submit requests to IT and freein

undertake work more valuable to t

2


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Buyer Personas



Big Data projects

Moving to Cloud

New applications delivered constantly











Wants intuitive dragdesigning flows

Must be able to quicroll back to previous


Conversations with the Economic Buyer need to be less technical. Always do your homework on iand company



USEIT ADMI

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Do you have SLAs or other types of deadlines? Do you consistently meet them? Do delays in bathreaten business revenues?

Do you have new application initiatives planned for this year such as Big Data analytics, Openbusiness applications? How do you plan to address the heavy batch processing requirements tassociated with these efforts?

How do your business users and application development teams get access to information abowork/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?


How do you manage batch processes that span across platforms (cross-platform dependencies


Are file transfers an important part of your applications? How many? How do you handle themsatisfactory?

Do you need to offset workloads during peak times to ensure your transactions are getting thr


1 2


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Current Situation

Workload Automation is afoundation management




customers asking:

What I have is working. Why

should I consider Control-

M?




point of control?


the needs of your business to

support new applications andtechnologies?

How long does it take to process

requests for new or updated job

flows form developers and

integration teams?



point of control?







integration teams?

How q

reques

flows s

proprie

build m

Are yohas the

worklo

Do you

deliver

across

platfor




The primary competitors in the Data Center but there ar

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Objection Handling

How will we successfully convert existing scripts to BMC Control-M

format

We are concerned interruptions to the business causing service

delays or failures

Cost of converting (staff, time, money)

The Control-M Conversion Tool is a solution

automates the conversion process, is fully su

available for all customers to use on their ow

partners. See Why Not Convert to BMC Co

Sales Guide for detailed references to TechV

BMC has helped over 2,000 organizations to

The process is customized to the needs of eaimplemented in a phased approach to ensu

without any interruptions

After converting to Control-M, organizations

benefits that in reduced costs, failure rates,

well as significant improvements in service l

outweighed the cost of conversion


1


22


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1


2

The company has Autosys, AppWorx or CA7and is facing a complicated extensive upgradeto their scheduling products

The company uses a manual system or anunsophisticated legacy scheduler in somebusiness units

The company has multiple scheduling

solutions which do not communicate easily,causing islands of automation.

The batch window is taking too long, causinga negative impact to online applicationavailability

There is no enterprise-wide view of businessprocesses

Business users have no insight into theirworkloads

Workloads are quickly and safely convertedto Control-M

Production flow becomes consistent,automatic and self-recovering so errors areeliminated and SLAs are met

One common scheduler means anintegrated production management teamcan meet common business goals using

extensive management and controlcapabilities

A reduction in errors and integration ofsophisticated scheduling facilities helpshrink the batch window and increases theavailability of revenue-producingapplications

Business users have self-service accessfrom any location via web or mobile apps

Find Buyers and inChart)

Identify all scheducosts & challenges

Introduce 7 Doors

Avoid tool admins

Build a champion

Build value

2


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2


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2


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

Customer Wins

IT needs to ensure seamless support for thisvirtual city of 102,000 employees and

125,000+ external partners in 175 countries

Support aggressive growth while driving outinefficiencies.

Needed a common operating model thatencompassed standard processes, tools, andperformance measures worldwide

Control-M enabled IT to support Eatonsrapidly growing, increasingly complex

technology and application environment.

IT keeps Oracle, SAP, Microsoft, and otherbusiness-critical applications running securelyand reliably

Cut day-to-day IT costs and freed up budgetdollars for innovation

IT uses Control-M automate workloa

management to ecompletion

Workload automabatch jobs a mont

Critical business syperformance.

Accurate, consistenterprise IT stratconsistent historicreporting

Eaton Corporation

Company Overview

Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehibusinesses. The company has grown significantly, organically and through acquisitions, resulting in an increas

and application environment.


1 2


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Customer Wins

Developers and other non-IT users desired tosee their applications and to submit ad-hoc

work without having to make requests of IT

IT desired to:

Offer 24x7 service to users

Reduce the burden on IT staff to support userrequests

Control-M Self Service was installed

15 minute training sessions were delivered toall interested users

Business users, deusers are able to s

requests and to gathat is important t

Service expanded support previouslyPM

Requests for servi

IT staff could be retasks

Watch this Unum vid

Unum

Company Overview

Unum Group NYSE: UNM is a Fortune 500 insurance company and the top disability insurer in both the UniteKingdom. Unum also offers other insurance products including accident, critical illness and life insurance. As o

had 9,200 full-time employees and annual revenue of $10.35 billon.


1 2

R f R
http://www.bmc.com/templates/Media_Video_Mobile?vID=eaf5c3aa3b246http://www.bmc.com/templates/Media_Video_Mobile?vID=eaf5c3aa3b246


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Reference Resources



2
http://www.bmc.com/control-mhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://www.bmc.com/control-m


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ME Bank Instituto de Informtica University o

2
http://www.bmc.com/customers/me-bank.htmlhttp://www.bmc.com/customers/instituto-de-informatica.htmlhttp://www.bmc.com/customers/university-connecticut.htmlhttp://www.bmc.com/customers/university-connecticut.htmlhttp://www.bmc.com/customers/instituto-de-informatica.htmlhttp://www.bmc.com/customers/me-bank.html


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

SchedulingDoor 3

$$$$


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Scheduling and IT Operations are the two major areas of an organization that use workload aScheduling, also called Production Control, is frequently part of the same organization as IT 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 plgaps in capabilities, and function as islands of automation. This prevents companies from buisolution needed for business growth, change and efficiencies.

The collection of solutions requires extensive expertise and knowledge to use, along with matying these solutions together to supplement ongoing automation needs. And even then, theas no enterprise view that identifies business service impact, an interface suitable for busines

automated process for application developers to create or change jobs and workflows.

What you need to know about the Scheduling door

1 3


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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


1


2

Need to comply with legislative and industry standards

and to meet internal audit and compliance guidelines

Developers are demanding to see the job flows of their

applications and to enable self service for defining and

changing job flows

A workload automation platform thconsistent, enterprise-wide solutionscheduling across a massively heterenvironment

Comprehensive auditing, version m

and workload archiving with a repoaudits and compliance checks a simprocess

Developers are able to define flow

standards aware web application a

scheduling team to make workload

can also see existing job flows as th

production environment.

25%

3


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Buyer Personas



Manage costs and staff for absorbing new

technologies





Wants intuitive drag

designing flows Must be able to quic

roll back to previous


Conversations with the Economic Buyer need to be less technical. Always do your homework on iand company

ECONOMIC BUYERCIO, VP/OPERATIONS TECHNICAL BUYERIT ARCHITECT, DIRECTOR/IT OPS USEIT/ PRODUCTION

1 2



Big Data projects

Moving to Cloud





3


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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 rev

Do you have new application initiatives planned for this year such as Big Data analytics, Open Data or other business applications

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 w

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?


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?


1 3


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Current Situation

Workload Automation is afoundation management




customers asking:

What I have is working. Why

should I consider Control-

M?




point of control?







integration teams?



point of control?







integration teams?

How q

reques

flows s

proprie

build m

Are yohas the

worklo

Do you

deliver

across

platfor




The primary competitors in the Data Center but there ar

1 3


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Objection Handling

We are concerned interruptions to the business causing service

delays or failures

How will we successfully convert existing scripts to BMC Control-M

format

There are lots of people using the current solutions and we are

concerned they will have a difficult time making the transition

BMC has helped over 2,000 organizations to

The process is customized to the needs of ea

implemented in a phased approach to ensu

without any interruptions.

The Control-M Conversion Tool is a solution

automates the conversion process, is fully su

available for all customers to use on their owpartners. See Why Not Convert to BMC Co

Sales Guide for detailed references to TechV

Control-M Workload Automation client is m

embedded tutorials. BMC also provides serv

ease the transition


1


2 3


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The company has Autosys, AppWorx or CA7 andis facing a complicated extensive upgrade to theirscheduling products

The company uses a manual system or anunsophisticated legacy scheduler in somebusiness units

The company has multiple scheduling solutionswhich do not communicate easily, causing islandsof 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 Visiodiagrams to request changes to job flows.

Workloads are quickly and safely converted toControl-M

Production flow becomes consistent, automaticand self-recovering so errors are eliminated andSLAs are met

One common scheduler means an integratedproduction management team can meetcommon business goals using extensivemanagement and control capabilities

A reduction in errors and integration of

sophisticated scheduling facilities help shrink thebatch window and increases the availability ofrevenue-producing applications

Developers use a self-service, collaborative webapplication to build flows and submit them to thescheduling team

Find Buyers and inChart)

Identify all scheducosts & challenges

Introduce 7 Doors

Avoid tool admins

Build a champion Build value

1


2 3

f f


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2 3

f C i l hi b d


44/112



2 3

C Wi


45/112



Customer Wins

IT needs to ensure seamless support for thisvirtual city of 102,000 employees and

125,000+ external partners in 175 countries

Support aggressive growth while driving outinefficiencies.

Needed a common operating model thatencompassed standard processes, tools, andperformance measures worldwide

Control-M enabled IT to support Eatonsrapidly growing, increasingly complex

technology and application environment.

IT keeps Oracle, SAP, Microsoft, and otherbusiness-critical applications running securelyand reliably

Cut day-to-day IT costs and freed up budgetdollars for innovation

IT uses Control-M automate workloa

management to ecompletion

Workload automabatch jobs a mont

Critical business syperformance.

Accurate, consistenterprise IT stratconsistent historicreporting

Eaton Corporation

Company Overview

Eaton is a $22.6 billion global enterprise, delivering advanced solutions for managing power in buildings, vehibusinesses. The company has grown significantly, organically and through acquisitions, resulting in an increas

and application environment.


1 2 3

C t Wi INTERNAL USE ONLY


46/112



Customer WinsINTERNAL USE ONLY

Development teams require new andmodified batch job flows to support more and

more business applications

Each change was following a complex process:

Development team creates Visio diagram

Request submitted to Scheduling team

Several exchanges required to confirm parametersand all requirements

Scheduling team manually builds required flows

Control-M Workload Change Managerenabled developers and engineers to build

job flows via simple web GUI

Built in Site Standards help to ensure changesand definitions meet system requirements

Collaboration eliminates communicationissues

Definitions are built in Control-M frominception without having to be manually re-defined

New and changedsubmitted 80% fas

Changes implemeof days or sometim

Errors eliminated required

Cost of managing annually

Target CorporationExternally, 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 compIndex. As of 2015, Target operates 1,802 locations throughout the United States and has revenue of over $72


1 2 3



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2 3

Reference Resources BMC Confidential
http://www.bmc.com/changehttp://documents.bmc.com/products/documents/86/01/448601/448601.pdfhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://documents.bmc.com/products/documents/21/53/462153/462153.pdfhttp://documents.bmc.com/products/documents/86/01/448601/448601.pdfhttp://www.bmc.com/change


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3


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Managed File TransfDoor 4

$$$$

Legal Notice


50/112



The information contained in this presentation is the confidential information of BMC Software, Inc

provided to you with the express understanding that without the prior written consent of BMC, you m

or otherwise disclose this information to any third party or otherwise make use of this information fo

other than for which BMC intended.

All of the future product plans and releases described herein relate to BMCs current product

considerations, which are at the sole discretion of BMC and are subject to change and/or cancellation

BMC cannot and does not provide any assurance as to whether these plans will result in any future r

nature described. These future product plans should not be viewed as commitments onBMCs part an

not be relied upon in customer purchase decisions.

Some of the information in this deck refers to a product that is not yet generally available

Legal Notice

4

What you need to know about the Managed File Transfer


51/112



What you need to know about the Managed File Transfer

1 2

MFT Market sized $1B+

Highly saturated

Dominated by IBM (Connect:Direct) and Axway

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

Managed File Transfer (MFT)Definition by Gartner

Managed file transfer (MFT) is a techno

secure transfer of data in an efficient a

traditional file transfer tools, such as FT

functionalities include the ability to sec

rest, and reporting and auditing of file a

differentiates MFT from other forms of

integration technologies is its unique fo

transfer of large file sizes and volume.

* Control-M MFT planned launch is

scheduled for September 2016

Integration of MFT into workflow and

will grow in importance as organization

oriented approaches

4



52/112




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

Homegrown file transfer scripts often expose

credentials in clear text

Most MFT products, require manual upgrade across all

components and do not provide central administration

capabilities

Control-M provides full integratio

workflows, including service-level

notification

Secure transfer preventing sensiti

exposed along with detailed loggi

Simplify administration through ce

increased span of control for adm

monitoring staff. Automatic deplo

components eliminate initial insta

Organizations have a mixed bag of job scheduling and file transfer tools that prevents themfrom building the integrated solution needed for business growth, change and efficiencies

1


1 2 4

Buyer Personas


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Buyer Personas



Big Data projects

Moving to Cloud








Automatic deployment and central admin console.


Enable application developers tocollaboratively manage changes toapplication workflows and file transfers

Need instant visibitransfers with a sinmanaging both fileworkloads

Wants intuitive dradesigning applicatitransfers

Must be able to quand roll back to preoccur

Requires support fapplications and teorganization

Conversations with the Economic Buyer need to be less technical.Always do your homework on individual and company



USEIT ADMI

11 2 4



54/112



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 sof

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 time?

Is there a need to empower business users to perform basic tasks, like monitoring their own file transfers or submitting ad hoc rehandled through the help desk?

What do you anticipate future growth to be for file transfer volume?


11 2 4



55/112




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.

IBM / CA

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

Automic/UC4

Offers integrated file transfer capabilities

Strong offering, most likely similar to Control-M AFT

Market Leaders (IBM C:D

Complex, outdated interfa

Steep learning curve for ne

Highly expensive

No native integration to W

Open source / niche playModern interfaces

Advanced capabilities

Longevity of small vendors

No native integration to W


WORKLOAD AUTOMATION PLAYERSFOCUS ON WORKLOAD AUTOMATION

MFT PLEADERS ARE COM

11 2 4

The Managed File Transfer Market


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The Managed File Transfer Market

http://www.statista.com/statistics/489647/ma

naged-file-transfer-software-vendor-revenue/

4

Objection Handling
http://www.statista.com/statistics/489647/managed-file-transfer-software-vendor-revenue/http://www.statista.com/statistics/489647/managed-file-transfer-software-vendor-revenue/http://www.statista.com/statistics/489647/managed-file-transfer-software-vendor-revenue/http://www.statista.com/statistics/489647/managed-file-transfer-software-vendor-revenue/http://www.statista.com/statistics/489647/managed-file-transfer-software-vendor-revenue/


57/112



Objection Handling

The file transfer solution we are using has scheduling capabilities. Why

should I spend more on scheduling?

File transfers are managed by a different team. They use different tools

than Control-M. Why consolidate?

External business partners require support for proprietary protocols

(primarily C:D) and a file transfer gateway

File transfer tools lack robust alerting, notifi

monitoring, workload balancing and enterp

batch workflows. Centralized administration

reduces administrative costs and increases e

Leading MFT solutions are complex and out

leading products and the niche MFT produc

for integration with WLA solutions. Control-these workflows without requiring custom s

In most organizations 80% of the file transfe

external. Control-M can provide tremendou

and some external transfers

Due to common segregation between job scheduling and file transfer teams, make sure to have tconversation about the value of one job scheduling solution with the economic or technical buyer

1


1 2 4



58/112




Using disparate solutions to manage filetransfers and job scheduling

File transfer teams are isolated, separatedfrom infrastructure and operations, resultingin disconnected business needs

Unable to speed delivery of new projects

Increased admin costs while budgets are

shrinking

A single, consolidated solution to manageapplication workflows and file transfers

Single point of control for both file transfersand application workflows, proactive alerts onservice level exceptions and access to allusers via web or client software

Reduce admin and monitoring costs andincrease efficiency

Instant visibility

Automatic deployment

Built-in file transfer server

Find MFT team leaexist and may be afrom those you noworkload space.

Identify all transfeand challenges

Introduce the 7 Doestablished WLA c

door accordingly.

Build a champion.

Build value.

1


1 2 4



59/112



p

1 2 4



60/112


Confidential & Proprietary Information 1 2 3 4 5 6 71 2 4

Customer Wins


61/112



ME Bank provides customers in Australia withlow-cost, high-quality banking servicespowered by a world-class batch processingenvironment for interbank transfers, accountupdates, and other critical jobs.

To ensure that core banking systems are

ready for business each morning, ITintroduced enterprise workload automationto provide visibility into batch processes,shrink batch windows, and fast-track issueresolution.

Their efforts have delivered dramaticimprovements in customer service.

BMC Control-M Workload Automation, BMCControl-M Advanced File Transfer, and BMCControl-M Batch Impact Manager work togetherto deliver an intuitive and powerful batchprocess automation capability, while providing aproactive assessment of any risks, issues, anddependenciesenabling the staff to create andrun jobs quickly and reliably.

Control-M solutions and speed issue resoready to accommodaaccounts, and servic

The ability to managedownstream processreduced the averagethree hours for the b

Automation has reduresolution, reducing sfull-time equivalent (

Standards for namingand other activities enew job creation for

Logical job categoriesalign with the businebusiness criticality of

Automated alerts guremediation, reducinfailures by up to 80 p

ME Bank (AU) cuts overnight batch processing windows to deliver great banking services on time, every

Company Overview

Members Equity (ME) Bank Limited is a private bank based in Australia, that offers customers a rang

services, including transaction and savings accounts, home and personal loans, term deposits, and cr


11 2 4


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http://documents.bmc.com/products/documents/60/12/106012/106012.pdf

4

http://documents.bmc.com/products/documents/60/12/106012/106012.pdfhttp://documents.bmc.com/products/documents/60/12/106012/106012.pdf


63/112




4



64/112


Confidential & Proprietary Information1 2 3 4 5 6 7

Sales Gui

Test Drive Dem

1 2


Demo

4

http://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.htmlhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://www.bmc.com/it-solutions/control-m-advanced-file-transfer.htmlhttp://documents.bmc.com/products/documents/93/37/439337/439337.pdfhttp://documents.bmc.com/products/documents/03/85/240385/240385.pdfhttp://www.bmc.com/it-solutions/demonstrations/contol-m-advanced-file-transfer-demo.htmlhttp://www.bmc.com/it-solutions/demonstrations/contol-m-advanced-file-transfer-demo.htmlhttp://documents.bmc.com/products/documents/03/85/240385/240385.pdfhttp://documents.bmc.com/products/documents/93/37/439337/439337.pdfhttp://www.bmc.com/it-solutions/control-m-advanced-file-transfer.htmlhttp://www.bmc.com/info/LP-DemoChimp-CTM.htmlhttp://www.bmc.com/forms/WLA-CR-LDS-T3-EnterpriseTrial-Jan2016.html


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

4


66/112



ERPDoor 5

$$$$$

What you need to know about the ERP door


67/112



Enterprise Resource Planning (ERP) is an integrated systemthat allows companies to manage services like:

Financial Management

Supply Chain Management

Manufacturing Resource Planning

Human Resource Management

Customer Relationsip Management

ERP software allows companies to combine the processingof these services in one software platform.

Financial

Management

Customer

Relationship

Management

Human

Resource

Management

Man

R

P

Enterprise

Resource

Planning

5

ERP Market


68/112



Many companies use one of the Big 3 ERP solutions: S P, Oracle eBusiness Suite and Oracle PeopleSo

System Integrators often play a significant role in ERP projects.

GARTNER MARKET SHARE BY REVENUE FOR SCM GARTNER MQ FOR SAP SYSTEM

5



69/112



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.

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 otherplatforms and applications. I have siloes which increase

my staffing and other associated costs.

I need to reduce the amount of time it takes to recover

from workload related incidents for my ERP workloads.

Control-M provides details on imbe occurring when ERP or any joshows what the affect is on dow

Control-M has a single, consisten

ERP workloads, as well as dozens

platforms across the enterprise.

dynamic policies, audit compliancapabilities the same way for all

With distinct job types and assoc

each ERP, Control-M can avoid is

shorten time to resolution when

1


2

25%

5

Buyer PersonasConversations with the Economic Buyer need to be less technical


70/112



Needs to mitigate risk related to ERP projectsas those projects have a significant impact onthe overall health of the company

Must ensure teams and projects are able tomove quickly in both new initiatives as well asmodifications to existing ones

Responsible for transformation to a Digital

Enterprise

Must provide ERP teams and related LOB userswith the ability to easily access and manage ERPworkloads

Must be able to manage from a service levelperspective and have clear insight to howservices are performing both inside the ERP aswell as for the related non-ERP dependencies

Needs to ensure ERP developers can successfully

work with the infrastructure and operationsteams to get workloads into production quicklyand then also maintain them going forward

Needs to spend lecoding ERP worklo

Wants self serviceto needed functio

Cannot spend signlearning new techsimple to deploy a

Conversations with the Economic Buyer need to be less technical.Always do your homework on individual and company

1

ECONOMIC BUYER

CIO, VP/OPERATIONS, SYSTEM INTEGRATOR

TECHNICAL BUYER

ERP PROJECT LEADER, DIRECTOR/IT OPS

USE

ERP TEAM MEMBER, S

5



71/112



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?

How much time does your team spend on implementing changes to existing workflows or moving new workflow

Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reducimplementation costs?

Historically, ERP project team members are forced to involve other teams when trying to understand the status oWould allowing them to serve themselves in a secure and audited way provide benefits to them and the services

How many different ERP systems are used across the enterprise? How do you handle processing that is dependesystems?

1 5

Competition for this door


72/112



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, centralizedgraphical administration, service level

monitoring?

Companies competing include: CA, IBM,

Automic

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?

SAP includes a bui

CCMS. SAP also pa

and provides Cron

Questions:

Are you able to inc

workloads into you

without additiona

Do you feel your soenterprise function

mission-critical pla

mainframe?

Are you satisfied th

focused on worklo

ERP solutions include a no-additional cost batch scheduler out of the box.

Additionally, general workload automation competitors compete in the ERP space.

BUILT-IN ERP SOLUTIONS 3RD PARTY SOLUTIONS REDWOO

5

Objection HandlingOrganizations many time see the benefits and value that BMC Control-M brings but are concern


73/112



The ERP solution we have provides a no additional cost job

scheduler out of the box. Why should I pay for something else?

All our processing occurs inside one ERP solution so why do we need

to migrate to another single 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.

The out of the box job schedulers lack robus

service-level monitoring, workload balancin

forecasting for batch workflows.

The ERP solution relies on many other appli

workloads at various points along the busin

Control-M seamlessly integrates all these w

outside the ERP, with a consistent and comp

Control-M provides industry leading capabil

simple to use interface. An included Conver

years of experience helping thousands of ot

helps reduce the time and minimize the risk

to the Control-M solution.

Organizations many time see the benefits and value that BMC Control M brings, but are concernthat the effort to switch schedulers will be costly and put their business at risk

1


2 5



74/112



Using rudimentary built-ins or less capable 3rd

party solutions for ERP workloads

ERP teams are islands, separated frominfrastructure and operations, resulting inincreased staffing levels and a disconnectfrom business needs

Unable to speed delivery of ERP relatedprojects

Enterprise level capabilities for both ERP andall other workloads in the enterprise

Consistent interface for all in the organizationresults in less specialization and allows allthose involved to see what is important to thebusiness

Enable collaboration betweeninfrastructure/operations and ERP teams,

speeding delivery of ERP projects by reducingworkload creation and modification times

Find ERP project leThey exist and areseparate team frointeract with in th

The ERP teams are

System IntegratorERP projects. Vali

Introduce the 7 Doestablished WLA c

door accordingly.

Build a champion.

Build value.

1

CURRENT STATE FUTURE STATE SAL

5



75/112





76/112



Customer WinsSun Chemical


77/112



Has locations in over 56 countries with morethan 250 plants

Had a multi-tiered environment with 1000s ofapplications as everyone was doing thingsthere own way

They needed a way to bring everything underone roof while still proving the high level ofservice they were known for

Control-M consolidates and automatesworkloads for both SAP and non SAPenvironments.

All geographies and plants now use a singlesolution allowing everyone to understandimpact and business needs

What used to require 4 people each doing 4different things is now able to be done in 1batch job, allowing staff to focus on moreimportant work.

After using Contr

do I dont see how

today without it.

You know where

You end up savin

a loss of productiointo a loss of reven

Sun Chemical

Company Overview

Sun Chemical, a member of the DIC group, is a leading producer of printing inks, coatings and supplies, pigme

compounds, solid compounds, and application materials


1 2 5

Customer WinsJACOBS


78/112



Jacobs is a Fortune 250 multi-nationalengineering and professional services firm

Had a lack of visibility, control, scalability,error handling and reliability in OracleeBusiness Suite job processing

Wanted an enterprise class solution to fitcompany growth

Best in class technology - Competitors couldnot run Oracle eBusiness Suitejobs in Jacobsunique environment

BMC investment in Control-M solution waskey selling point as Automic (AppWorx) didnot have any updates for over 6 years

Highly visible and the ability to growglobally

Allowed them to meBusiness Suite pr

Expect huge ROI aprocessing and ou

Let them free up OOracle migration p

J O S

Company Overview

Jacobs is one of the world's largest and most diverse providers of technical, professional and construction ser

Technology line of business provides technical and innovative enterprise solutions to government and comme


1 2 5

List of what ERPs we support with dedicated code


79/112



SAP R/3

Oracle eBusiness Suite

Peoplesoft

Oracle Retail

SoonSAP Process Integration (PI)

SoonSAP Financial Closing Cockpit (FCc)

5

Control-M provides support for a significant number of SAP specific capabilities, including:

SAP Support Details


80/112



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

p pp g p p g

1 5

Reference Resources


81/112



Control-M for Business Applications Website

PeopleSoft Datasheet Sales Guide

Applications and Pla

TechValidate

Ora

Oracle eBusiness

Suite Webpage

5

Reference ResourcesSAP Specific
http://www.bmc.com/it-solutions/control-m-integrations-business-applications.htmlhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttps://www.techvalidate.com/product-research/bmc-control-m/case-studies?utf8=%E2%9C%93&case_study_search[query]=SAPhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://www.bmc.com/it-solutions/control-m-integrations-business-applications.htmlhttp://www.bmc.com/it-solutions/control-m-integrations-business-applications.htmlhttp://www.bmc.com/it-solutions/control-m-integrations-business-applications.htmlhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttps://www.techvalidate.com/product-research/bmc-control-m/case-studies?utf8=%E2%9C%93&case_study_search[query]=SAPhttp://media.cms.bmc.com/documents/Control-M+Supported+Platforms+and+Applications.pdfhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://www.bmc.com/it-solutions/control-m-integrations-business-applications.html


82/112



Control-M for SAP Website

Datasheet

SAP Solution Overview

2 Minute Explainer - S

5
http://www.bmc.com/it-solutions/control-m-sap.htmlhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://documents.bmc.com/products/documents/18/10/441810/441810.pdfhttp://www.bmc.com/it-solutions/control-m-sap.htmlhttp://www.bmc.com/it-solutions/control-m-sap.htmlhttp://documents.bmc.com/products/documents/18/10/441810/441810.pdfhttp://documents.bmc.com/products/documents/82/71/468271/468271.pdfhttp://www.bmc.com/it-solutions/control-m-sap.html


83/112



DatabasesDoor 6

$$$

What you need to know about the Databases door


84/112



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 longtime.

6

Version 9 of Control-M for Databases (which works with v7 and higher Control-M installations) allo

Control-M for Databases Version 9 Enhancement


85/112



Version 9 of Control-M for Databases (which works with v7 and higher Control-M installations) allobring their own database (BYOD)! Any database that supports a JDBC connection is supported wittherefore by Control-M! Here are just a few that support a JDBC connection

6

Buyer Personas


86/112



Must mitigate risk related to the high level ofchange when dealing with existing databaseprojects

Needs to reduce the significant costsassociated with managing databases (andtheir related workloads)

Needs to ensure database developers cansuccessfully work with the infrastructure and

operations teams to get workloads intoproduction quickly and then also maintainthem going forward

Must provide database teams the ability toeasily access and manage their workloads

Must be able to manage from a service levelperspective and have clear insight to howservices are performing both inside thedatabase as well as for the related non-database dependencies

Needs to speed the delivery of new database

related projects as well as changes to existingones

Needs to spend lecoding database r

Wants self serviceto needed functio

Is only able to wortechnology and noon others

1

ECONOMIC BUYERDIR/VP IT OPERATIONS, DATABASE PROJECT LEADER

TECHNICAL BUYERDBA, IT ARCHITECT

USEDATABASE TEAM MEM

6



87/112



Cannot clearly see the impact when database jobs have issuesboth in the immediate term as well as at the end of thebusiness process where there are links between database jobsand jobs running on other platforms and applications.

Unable to manage workloads for all the different databaseplatforms with a single, consistent interface which causes

increased staffing and a siloed organization.

Interaction between database developers and infrastructureand operations team is problematic and adds delays whenimplementing as well as troubleshooting existing services

Control-M provides details on immeoccurring when database jobs, or analso shows what the affect is on dowbusiness service view.

Control-M has a single, consistent in

database workloads, as well as doze

and platforms across the enterprisespecialization and decrease the silo

Control-M provides purpose built in

developers and I/O teams work tog

each with the specific functionality t

1


2

25%

6



88/112



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 productio

Would providing everyone in the organization a consistent, comprehensive view of workloads allow you to reduce training and im

Are your database developers forced to involve other teams when trying to understand the status of their workloads? Would allthemselves in a secure and audited way provide benefits to them and the services they provide and free up time for the operatiocritical work?

Do you use your databases built-in scheduling solution for managing workloads? If so, does it provide advanced capabilities for bwell as for those that have related processing? Are all the users able to easily understand when problems occur and how to recoproblems?

Does your current database workload solution stay current with up-to-date functionality?

1 6

Competition for this DoorBMC has helped over 2,000 organizations move to Control-M. Our comprehensive conversion tooexpertise helped them get a quick return on investment and positioned them for future success


89/112



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?


Typical characteristics:

Lack graphical user interface, poor job dependencyvisuals, can only manage 1 job at a time, no servicelevel monitoring, no self service capabilities, onlysupport database workloads

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

Typical characteristics:

Dont support a wide technologies, or if theyinterfaces and capabil

May still require scriptconsuming and costly audit nightmare.

Differentiating questio

Can you manage all yo

processing from a singabout the dependent databases?

Is your solution keepinbusiness to support netechnologies, both wit

Are you able to empowmanage their own woauditable self service

BUILT-IN DATABASE SOLUTIONS 3RD PART

The primary competitors for database worklo

1 2 6

Objection HandlingOrganizations many time see the benefits and value that BMC Control-M brings, but are concernthat the effort to switch schedulers will be costly and put their business at risk


90/112



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.

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.

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!

Out of the box scheduling tools lack robust aservice-level monitoring, workload balancin

forecasting for batch workflows.

Control-M provides industry leading capabil

simple to use interface. We also have years

thousands of other companies convert, help

and minimize the risk associated with movin

solution.

With purpose built interfaces both the data

can securely access what they need to acces

audited way.

1


2 6



91/112



Using rudimentary built-ins or less capable 3rd

party solutions for database workloads

Database teams are islands separated frominfrastructure and operations. Each areunaware or unable to work together on whatthe business needs.

Unable to speed delivery of database relatedprojects

Enterprise level capabilities for databases, aswell as all other workloads in the enterprise

Consistent interface for all in the organizationresults in less specialization and allows allthose involved to see what is important to thebusiness

Enable collaboration betweeninfrastructure/operations and databaseteams, speeding delivery of database projects

by reducing workload creation andmodification times

Find database devare grouped by thtechnology they sthe MSSQL team),in the lines of bus

They are usually a

Introduc

seven doors

Documents