The document discusses BAE Systems, a global defense, aerospace, and security company. It summarizes BAE's business segments and key metrics like sales and profit. It also identifies some sales forecast shortfalls for combat systems products in certain export markets and territories. The document appears to be materials for a presentation on BAE's global demand planning and sales forecasting challenges.

1. 1
Kofo Mary
Are:
BAE SystemsStrategic Business Unit: Combat Systems
1.0 Global Demand Programme
1.2 Account Development Programme

2. 2
Solutions
 BAE Systems Portfolio Segments
 BAE Systems Combat Systems
 BAE Systems Portfolio Platforms
 Combat Systems Worldwide Sales
BAE Combat
Systems
Business Model
Marketing Programme
Persona: Director of
Defence and Procurement
 Goals and Values
 Objection & Role
 Empathy Map .
BAE Persona’s
 Sales Forecast Projection Shortfall
by Export Market
 Sales Forecast Projection Shortfall
by Combat Systems Product
Category
 Combat Vehicles Panther Sales
Shortfall by Territory
 Key Account MOD
 Size of Opportunity
Challenges
Agenda
 Global Demand Plan 2016 – 2017
 BAE Combat System Global Sales Demand Team
 Combat System Global Sale Forecast Shortfall
 Combat Sale Revised Global Sales Forecast
 Marketing Campaign Model
 New Customer Acquisition Campaign Framework
 BAE Combat System Demand Generation Programme-
Early , Mid and Late Stage
 Key Account Management
 Stakeholders & Risk
 Q&A

3. 3
BAE Systems
January 23rd 2018
Iteration #x
Cost Structure
Fixed Costs:
Variable Costs:
RevenueStreams
Revenue Model:Recurring fees fromongoing contracts for technical support,annual maintenance fees, consulting and integration services, support,training anddevelopment fees.
Revenue: £17.8bn (2016) an increase of£1.9bn; Profit (£1.9bn) increased by 7%
Problem
 Protect People
 National Security
 Keepcritical information and
infrastructure secure
 Gain competitive advantage
through the deployment of
combat systems across air,
maritime, land and cyber
security systems
Services
Shared Services: We
deliver the shared
capabilities and business
services that assist BAE
Systems and other external
customers in their global
activities.
Cyber Security: BAE
Systems is a worldwide
cyber defence company.
We protect nations,
governments and
companies worldwide from
the threat of cyber attack.
Key Metrics
Financials
 Sales = : £17.8bn (2016) an
increase of £1.9bn;
 Profit = (£1.9bn) an
increase of 7%
Operating Business Cash
Flows
 £1.4bn an increase of £323m
Order Intake
• £22.4bn an increase of
£7.5bn
Order Backlog
• £5.2bn an increase of
£42.0bn
Vision
Our Vision is to be the premierinternational defence, aerospace and security
company
Mission
Our mission is to safeguard and enhanceour customers’ vital interest and
deliver sustainable growth inshareholder value
Strategy
 Maintain and grow ourdefence businesses
 Continueto grow ourbusiness in adjacent markets
 Develop and expand our international business
 Inspireand develop a diverse workforce to drive success
 Enhanceoverall financial performance and competitive position
Strategic Objectives
 Continuouslyimproveefficiency & competitiveness
 Drive value and growth of our defence platforms and services
 Accelerate the growth of our cyber, intelligence and security business
 Win newinternational orders
 Grow electronic systems business
 Leverage our technology and engineeringcapabilities
Unfair Advantage
 83,100+highly trainedemployees
 Thirdlargestdefence company
 Operatesin over40countries
 UK’slargest defence firm
 3rd largest militarycontractor in theworld
 9th largest in theworld in revenueterms
 KeyMarkets: USA, UK, Saudi Arabia, and Australia
Channels
 StrategicAccountDevelopment
 Partnerships–MBDA
 DemandGenerationPlanning
 KeyAccountRelationships
Customer Segments
Governments, largeprimecontractorsand commercial businesses.
Customers
MOD,thePentagon,
Sales by Domain
Air = 54%;Maritime= 25%;Land= 16%andCyber= 5%
Sales By Activity
 MilitaryandTechnical Services andSupport(42%)
 Platforms(36%
 ElectronicSystems(17%)
 Cyber(5%)
Sales By Segment
 ElectronicSystems(17%)
 Cyber &Intelligence (9%)
 PlatformServices (USA) (15%)
 PlatformServices (UK) (39%)
 PlatformandServices International(20%)
Sales by Geography
 USA (36%)
 UK (21%)
 SaudiArabia(21%)
 Australia(3%)
 OtherInternational(19%)
PRODUCT MARKET
Key Competitors
 Raytheon Company
 Boeing Co
 Northrop Grumman Corp
 General Dynamics Corp

4. 4
Cyber & Intelligence Platforms & Services
(USA)
Electronic Systems
Platforms & Services
(International)
Platforms & Services
(UK)Rights Management
Content Management
BAE Systems Portfolio - Segments

5. 5
BAE Combat Systems
Air Land Maritime Cyber

6. 6
Platforms & Services (UK) Platforms & Services (USA) Platforms & Services (Inter)
Platforms & Services (USA): 11,330 employees,
with operations in US, UK and Sweden. Produces
combat vehicles, weapons and munitions, and
delivers sustainment activities including: ship
repair, and the management of government
owned munitions facilities.
Platforms & Services (Inter): With 13,700
employees, comprises the Group’s businesses in
Saudi Arabia, Australia, and Oman together with
its 37.5% interest in the pan – European MBDA
joint Venture
Platforms & Services (UK): With 30,100
employees the segment comprises the Group’s
UK-based air, maritime, land and shared services
activities.
Our Strategy: Continue to win new international
orders. Increase international profile in land
domain.
Our Strategy: Continue to improve efficiency
and competitiveness.
Our Strategy: Drive value and growth from our
defence platforms and services.
BAE Combat Systems Portfolio - Platforms

7. 7
USA
2017: $1.804bn
2016 $ 1.844bn
BAE Combat Systems Worldwide Sales
Forecasted Sales 2016 – 2017
UK
2017: $3,913bn
2016: $3,664bn
Platforms
International
2017: $1,771
2016: $1,739
Platform and Services
NB: Platform international comprises of KSA, Australia and the BAE Systems and MBDA – joint venture covering Europe
MBDA – Leading global prime contractor of missile, and missile systems across air, maritime and land domains

8. 8BAE Combat Systems - Persona’s
Director of Defence Procurement
and Acquisition Policy
Defence Agency Head – Army,
Navy, or Airforce
Head of Contracting Activities Senior Procurement Executive
Role and Responsibilities: Acts
as senior procurement executive
for their respective agency
focused on Acquisitions,
Technology and Logistics.
Role and Responsibilities:
Delegated authority to act as the
head of their agencies. And is
responsible to preform the
functions under FAR and DFARs.
Role and Responsibilities:
Delegated authority to act as the
head of their agencies. And is
responsible to perform activities
pertaining to acquisitions,
technology and logistics and the
functions under FAR and DFARs.
Role and Responsibilities:
Overall responsibility and
accountability for all procurement
initiated in support of the
programmes and activities of
their organisations.

9. 9
Director of Defence Procurement and Acquisition
Acquire the required defence capabilities in accordance
with policy
Sustain defence capabilities and ensure readiness
Drivers:Operational Driven Procurement
Meet policy and operational requirements in the most
cost- effective manner and provide equal opportunity to
tender
Drivers:Governance
Mission-specific augmentation of CF capabilities
Sustain and support deployed missions
.
Drivers: Policy Driven Equipment Acquisition
A lack of business capability (processes, tools, and
skills) including management freedoms
Drivers:Employee Issues
Data security, is paramount as owned digital content is
king. Digital assets are the IP of M&E organisations.
They drive cashflow, competitive advantage and
shareholder value
Drivers: Cyber Security
Policy Driven Risk Reduction: The mitigation of
political, financial, technological process and
programme risk.
Operational Risk Reduction: Risk to life, limb, health,
security and potentially mission success.
Goals and Objectives
The procurement and support of ships, submarines,
aircraft, vehicles, weapons, and large long -term in-
service support contracts.
Drivers:Capabilities Acquisition
Mitigating the technological complexity of many
defence systems and the consequent cost and
difficulty of developing, producing and operating
them.
.
Drivers:Technological Complexity
Drivers:Risk
Drivers:Cost Control
Uncertainty around the predictability of costs for policy driven projects,
resulting in failure to meet the expectations of stakeholders. In terms of
agility,andtheresponsivenessoftheprocurementprocess. .
Challenges and Pain Points
Age: 43 year old
Gender: Male
Marital Status: Married
Age of Children: 10 -
early teens
Location: United Kingdom
Quote: Primary objective is to provide
coordination, simplicity and uniformity in
defence acquisition
Job Title: Director of Defence
Procurement and Acquisition
Annual Income: £200,000 –
£ 250,000
Level of Education: Masters degree
or higher
Harvey Lewis
To acquire equipment, supplies and services for the purpose of
delivering defence capabilities and for sustaining them
throughout their service existence, including during
operations.
Drivers: Defence Strategy

10. 10Director of Defence Procurement and Acquisition
Defence Tech. Defence News, Defence Blog, Defence News India,
DoD Live Department of Defence Blog, Google News Military Defence,
Reddit – Credible Defence.
Magazines
International Armoured Vehicles, WEST the premier
Naval Conference on the West Coast , Defence Supply
Chain and Logistics; Aerospace and Defence
Manufacturing and R&D Summit
Conferences
Jane’s Defence Weekly, Jane’s International Defence Review,
Defence News, Jane’s Intelligence Review, Aviation Week,
Australia Defence Magazine, Airforce Times,
Books
Role in Purchase Process
 Fall in defence budgets
 Budget and project overruns due an inability to
predict cost because of the complex nature of policy
driven defence procurement
Leadership
 Equip people with the right skills, tools and
training to complete job effectively
 Deploy programmes to improve skill levels,
motivations and performance
 Focus on the development of high
performance capabilities: Executive
Advocacy, Talent Strategy, Talent Investment,
Shareholder Alignment, Decision Making,
Talent Capability and Digital Procurement
Business Partnering Effectiveness
 Year on year savings, security of supply, effective
business partnerships through the development and
leveraging of high performance capabilities.
SourcesofInformation
 Transatlantic Defence Procurement: EU and US
Defence Procurement Regulation in the Transatlantic
Defence Market.
 Case Studies in Defence Procurement and Logistics:
1
 Defence Procurement and Industry Policy
(Routledge Studies in Defence and Peace
Economics)
Blogs/Websites
Budget ConstraintsUK
Objection & Role in PurchaseProcess
Gurus
Genghis Khan, Julius Caesar George S Patton,
Erich von Manstein, Scipio Africanus, Erwin Rommel, Thomas J.
“Stonewall” Jackson, Hannibal Barca, Napoleon Bonaparte,
Alexander III of Macedon and Sun Tzu
 Responsible and accountable for policy driven
equipment acquisitions; the procurement and
support of ships, submarines, aircraft, vehicles,
weapons, and large long -term in-service support
contracts.
 And operational driven procurement; goods,
services and construction projects.
 General requirements including food, clothing,
medical supplies, and temporary accommodation.
 Inventory Management
 British Force Post Office
 The Submarine Dismantling Project
Age: 43 year old Marital Status: Married
Gender: Male
Age of Children: 10 -
early teens
Location: London
Job Title: Director of Defence
Procurement and Acquisition
Level of Education: Masters degree or
higher
Quote: Primary objective is to provide
coordination, simplicity and uniformity
in defence acquisition .
Annual Income: £200,000 –
£ 250,000
Harvey Lewis

11. 11
 Digital Procurement Strategy: Renewal of strategic procurement tools
and analytics are cited as the two main technology areas that will have
the most impact in the next two years
 Shaping of Service Delivery : Procurement is most likely to be involved
in shaping the way services are delivered, overall business models and,
supporting execution to deliver value
 Operational Procurement: Analytics and the renewal of operational and
strategic procurement tools are what CPOs see as having the most
impact in the next two years..
 Cost Control: Reducing costs and expanding organically are the
priorities for CPOs this year, with little focus being given to disposing of
assets.
 Cyber Security: The loss of data and digital assets represents an
existential financial and reputational risk. To firms that drive a significant
proportion of their revenue from digital assets
• ,
 Procurement Transformation:Executivesupportforprocurementchangeexistsfor75 percent of
procurementleaders;To help achievebusinesspartneringobjectives.
 Expansion Focused: Procurement leaders are focused on new products, services and market
development
 RiskManagement:Almost sixin tensee managingrisksasapriority
 Increase Cashflow: 79% of procurement leaders to focus on cost reduction, and 48% want to increase
cashflow.
 Talent Management: 73% of CPOs believe their current teams’ skills and capabilities are not sufficient
to deliver their procurement strategy, this is a significant increase from the previous year when the figure
was57%.
Think & Feel
BAE Combat Systems
Empathy Map
See
 Digital Procurement Solutions: Data analytics and mining is being deployed extensively across the
procurementsupplychain.
 MainBarriers tothe Deploymentof anEffectiveProcurement Strategy: Data,PeopleandSystems.
 TechnologyAutomationandroboticswill significantlyimpactprocurementoverthenext2-years.
 TheEconomy:Significantrisk in theeconomic environment, geopolitical instabilityin certainregions,
accesstosupplier marketdataanddefencebusiness intelligence mayprovetobeessential forsuccess.
 Key Procurement Lever Optimisation: Specification management, reduction of total cost of ownership,
increasing supplier consolidation, increasing the competitiveness of organisations and the consolidation
ofprocurementspending.
 Challenge: Lack of resources, capabilities that inevitably leads to chief procurement officers struggling
througha mixtureofprojectsthatmayfail tomeet theexpectationsofkeystakeholders.
 Prioritisation of Cyber Security: Security of sensitive information around critical information and
infrastructure.,
 Key Priorities: Cost reduction, risk management and new market and product development remain key
priorities.
Say & Do Hear

12. 12

13. 13
1. A Number of Our Export Opportunities
are not Tracking to Sales Budget for One of
Our Combat Systems Products
2. Our Key UK Defence Customer is not
Tracking to Sales Budget

14. 14
1st Qtr 2nd Qtr
33%
Fallinsales
Sales Forecast Projection Shortfall by Export Market
Gap in Sales Export Objectives for Platform Services International & USA in 2017
Australia USA
1st Qtr 2nd Qtr
27.7%
Fall in sales
1st Qtr 2nd Qtr
23.8%
Fallinsales
Saudi Arabia
Forecasted: US$3m
Actual: US$2m
Sales Gap: US$1m
Forecasted: US$36m
Actual: US$26m
Sales Gap: US$£10m
Forecasted: US$21m
Actual: US$16m
Sales Gap: US$5m
In Saudi Arabia the business
provides operational capability
support to the country’s air and
naval forces through the UK/Saudi
government-to-government
programmes.
In Australia, the business delivers
production, upgrade and support
programmes for customers in the
defence and commercial sectors
across the air, maritime and land
domains
US combat vehicles focuses on tracked combat, amphibious, vehicles,
accessories, protection systems, and tactical support services.
Weapon Systems and Munitions Operations Focuses on advanced
weapons, precision munitions and propellants for US, UK and International
customers
US Ship Repair and Modernisation: a provider of non-nuclear ship repair
modernization, to US Navy, government and commercial maritime customers
BAE Systems Hagglunds: focuses on tracked vehicle market for Swedish
and international customers
FNSS: The Turkish land systems business, BAE Systems holds a 49%
interest, produces and upgrades tracked and wheeled military vehicles for

15. 16
16
Combat Vehicle Panther Sales Shortfall by Territory
1.2
0.2
3
0.5
2.5
1
1.5
0.3
1.2
0.8
1
0.2
0
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Jan Feb Mar April May June
US COMBAT VEHICLES US$ (M)
JAN – DEC 2018
0.5
0.2
0.1
0.5
0.3
1
0.6
0.3
0.2
0.8
0.3
0.2
0
0.2
0.4
0.6
0.8
1
1.2
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Jan Feb Mar April May June
AUS COMBAT VEHICLES US$ (M)
JAN – DEC 2018
Forecasted: £36m
Actual: £26m
GAP: £10m
4
1
2 2
1
4
6
3
2
5 5
1
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Forecasted
Actual
Jan Feb Mar April May June
SAUDI ARABIA COMBAT
VECHICLES US$ (M)
JAN – DEC 2018
Forecasted: £21m
Actual: £16m
GAP: £5m
Forecasted: £3m
Actual: £2m
GAP: £1m

16. 17
Spiraling Costs
Programme delays and cost overruns prove
to be an intractable problem. With 80% of
project overruns,. And cost 40% more than
estimated.
Over Ambitious Equipment
Programme
Unaffordable equipment spending plans
Lack of Business Capability
Process, tools, and skills, including
management freedoms
Ineffective Inter-Departmental
Procurement Coordination
Unstable interface between the parts of the
MOD which request equipment and
support services and the DE&S which
delivers them. ,
Organisational Complexity
Delays in embedding the DE&S divisions within their
respective commands No clear chain of commend,
where each head of command, would be responsible
for the budget , resources, and would assume
accountability for the procurement process of the
division
Contract Cost Monitoring
Development of a framework for tracking the
cost of , complex contracts through life cycle
Ineffective Alignment Between Key
stakeholders
High performance in defence procurement
according to Professor Taylor is achieved in
countries where government, industry and the
military closely cooperate.
Limited Competition for Contracts
A significant proportion of defence contracts are
subjected to non competitive tendering due to the
sensitivity of the contracts,
Ministry of Defence (MOD)
BAE System’s Largest Customer in the UK
To mitigate some of the challenges the MOD, began the process of improving its operational model, executing the recommendations by Lord Levene, instigated a 3 –year transformation
programme, to upskill the workforce, in support of the development of a world-class programme management organisation.

17. 18
Size of Opportunity
Ministry of Defence (MOD)
120+ million
43M 19M
Analysis
Potential loss of US$43M in contracts due to delays and
realignment of the MOD’s priorities.
Analysis
Delays in responding to submitted tenders because of MOD’s desire to:
 Foster greater competition, to reduce cost, improve quality of products
 Uncertainty around the ability BAE to interface effectively with DE&S the delivery agency
of MOD
 Perceived lack of responsiveness of delivery arm of BAE in terms of communicating
clearly in a timely fashion
 A lack of understanding of the changing nature of the MOD’s requirements
Analysis
Another US$19m of new sales could potentially
be lost to a competitor because we were not:
 On the list of preferred suppliers.
 Due the fact the MOD’s procurement team
were unaware of our solution
Potential US$62M Shortfall in 2018

18. 19

19. 20

20. 21
BAE Combat Systems Global Sales Demand Plan
Global Sales Objectives 2018 US$200m
North & South
America
Sales
Europe Middle East Asia
Sales Sales Sales
 What is the value of each filter?
 Does it support your revenue goals?
 If there is a gap how do we close it?
UK SA INUSA AUS
Provides an Indication of the Overall Health of Demand Generation
US$120m Key Accounts
US$60m New Accounts

21. 22
Demand Funnels
Marketing Telemarketing Sales
Create Transparency andVisibilityof the GlobalDemand GenerationProcess
Leverage Marketing, Sales and Telemarketing
BAE Combat Systems Global Sales Demand Team
Demand Funnels

22. 23
Inbound Outbound
Enquiries
Marketing Qualification
Automated Qualified Leads (AQLs)
Tele prospecting Accepted Leads (TALs)
Tele Qualified Leads (TQLs) Tele Generated Leads (TGLs)Create
Seed
Accelerate
Nurture
Enable
The use of traditional
and social media to set
the stage for demand
creation
The creation of original
demand with the focus
on quality not quantity
Efforts directed at helping
sales move more leads
through the pipeline.
Care and feeding of
prospects that aren’t
ready for sales
Helping reps increase
their productivity for
both sales and
marketing sourced
demand.
Sales Qualification
Sales Generated Leads (SGL’s) Sales Accepted Leads (SAL’s)
Sales Qualified Sales Leads (SQL’s)
Closed
Busi nessWon
BAE Combat Systems Global Sales Demand Funnel
USA, Australia and Saudi Arabia 2018

23. 24
Forecasted sales = US$ 60m; Actual sales = US$44m; Short fall
= US$16m [ Based on historical data]
Current Pipeline Lead Volume Current
Conversion
Net Conversion to
Closed/Won
Est Closed/Won Expected
Revenue
US$
INQ 6,215 54% 0.30% 19 $20,070,175
AQL 171 83% 0.55% 1 $1,018,947
TAL 569 12% 0.57% 4 $4,091,228
TQL 34 79% 5.55% 2 $2,045,614
SAL 54 39% 7.02% 4 $4,091,228
SQL 68 18% 18.00% 12 $13,122,807
ASP $1,058,095.21 Total 42 $44,439,999
Combat Systems Global Sales Forecast Shortfall
USA, AUS, Saudi Arabia 2018

24. 25
Improve sales through a combination of marketing campaigns, lead nurturing activities, social media, SEO, content creation,
videos and events.
Combat Systems Revised Global Sales Forecast
USA, AUS, Saudi Arabia 2018
New Pipeline Lead Volume Current
Conversion
Net Conversion to
Closed/Won
Est Closed/Won Expected Revenue
US$
INQ 16,763 54% 0.30% 23 $27,428,571
AQL 9052 83% 0.55% 1 $1,200,000
TAL 7513 12% 0.57% 5 $6,000,000
TQL 901 79% 5.55% 2 $2,400,000
SAL 712 39% 7.02% 5 $6,000,000
SQL 278 18% 18.00% 14 $17,000,000
ASP $1,200,571.42 Total 50 $60,028,571

25. 26

26. 27
Prospect Persona(s)Content / Promotion
Projected ROICost Structure / Budget
Problem /
Prospect’s
Pain Points
Key Activities
MARKETINGCAMPAIGNMODEL CANVAS Global Demand GenerationPlan 23rd January 2018
 Our key UK defence customer is not tracking
tosalesforourCombatSystemsProducts.
[ForecastedsalesUS$120mActualUS$58m]
 A number of our export opportunities are
not tracking to sales budget for one of our
CombatSystemsproducts.
[ForecastedSalesU$60mactualUS$44m]
 CoordinationofStakeholders
 RiskManagement
 Creationofacustomeraccountdevelopment programme
 SMARTObjectives
 Creationofaglobal marketingand sales demandprogramme
 SMARTObjectives
 Website OptimisationProgramme
 SMARTObjectives
Key Success Metrics
Demand Generation KPI’s
 No. Leads Generated by Marketing, Telemarketing and Sales
(MTS)
 No. of Qualified leads Generated (MTS)
 No. of Leads Converted from (MTS) activities
 Conversion Rate (MTS) leads
 Cost per lead
Website KPI’s
 No. of Visitors
 No. of Page Views
 No of visitors completing a designated goal
 No. of new customers from website
SEM Google AdWords (Paid Media)
 Click through rate (CTR)
 Pay per click (PPC)
 Cost per click (CPC)
 Cost per thousand impressions (CPM)
 Conversion Rate
Owned Media (KPI’s) (Blogs infographics, whitepapers)
 No. of visitors - No of inbound links
 No. of social media shares
 No of subscribers - No of leads
 No. of downloads
Earned Media KPIs
 Links to articles about your brand No. of shares on social
media, no. of customer references
Event KPI’s
 Noofnewcustomers,repeatvisitors,YoYticketsales,satisfactionsurveyresults
Video
 No of View, Impressions, Click throughs, Watch rate
 Director of Defence Procurement
and Acquisition Policy
 Defence Agency Heads: Secretary
of the Army, Navy, Airforce.
 Head of Contracting Activity
 Senior Procurement Executive
The overall objective is to raise
awareness of BAE Combat Systems
with each of the persona’s that make
up the decision making unit, (DMU) of
a new prospect or a key account.
In order to favourably influence the
procurement behaviour of such
individuals in relation to the purchasing
of new combat equipment ,
technologies and logistic systems .
Channels
 Email
 Telemarketing
 Customer Services
 Website
 PPC Advertising – Google AdWords,
Bing AdWords
 Events
 Speaking Engagements
 Digital Marketing
 Partnerships
Telemarketing
 Telemarketing Script
 FAQ
 Tele Cheat Sheet
 Product Solutions Brief
Email Campaigns
Demand Generation Collateral
 Whitepapers
 Datasheets
 Infographics
 Webinars
 Industry Sheets
 Analyst Report
 Presentation Deck + Videos
 Social Media Tool Kit
 Key Positioning Messaging Doc
Value Propositions

27. 28
Set Objectives Define KPI’s Design Tactics Execute
Campaign
Measure
Outcomes
Optimise Results
KPI’s
 No. of downloads
 No. of new leads from various
channels
 Increasein traffic Volume
 Click ThroughRate
 Watch Time
 No. Impressions
 No. of Calls
 ID target audience
 Createglobal conversion funnel
 Leverage online marketing
 SEO Optimisation
 ID social media channels
 LinkedIn
 Facebook
 Twitter
 ID relevant online publications
 Put in place RTB programme
 Createretargeting campaign
 Optimise website
 Design A/B testing programme
 Set budget
 See next slides
New Customer Acquisition Campaign Framework
Close Sales Shortfall
Metrics
Events: Cost Vs No. of Leads
Email Marketing: Open Rates, Click Through
Rate (CTR); and Delivery Rate.
Telemarketing: Contact rate per week
Appointment Rate per week; No of qualified leads
(TQL’s)
Marketing: No. of marketing qualified leads
(MQL’s)
Website: No. of leads from website,
Google Adwords: CTR, Cost per Action, % of
Engaged Users
Google Analytics: Average Visits per Month,
New Visits
Sales: No. of sales qualified leads
Videos:: No. of Views, Watch Time, No. Clicks
USA, AUS, Saudi Arabia 2018
Metrics
Customer Lifetime Value (CLV): is a prediction of all the value a business will
derive from their entire relationship with a customer.
Customer Churn Rate: (CCR) :Knowing your churn rate helps you determine
what steps to take when developing retention strategy.. Low customer churn
equate to high customer retention rate.
Customer Satisfaction Surveys: No . of customers that agree BAE consultants
- Understands their business
- Demonstrate strong delivery skills
- Display excellent product knowledge
Account Management
- No of New Accounts Won
- No. of Key Accounts turned into Strategic Accounts (£££)
Revenue Maintenance Fees: per annum; Licensing Fees: per annum
Recurring fees from 3-5 year contracts
.
Campaign Theme: Delivering Security in a Changing World

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29
All Contacts
Engaged
Prospects Recycled
Marketing Qualified Lead
(MQL)
Sales Qualified
Lead (SQL)
Opportunity
Customer
All contacts are the number of buyers who have entered BAE
Systems database. But are new to the company. A person
acquired through a the international vehicle conference or
business card
A lead is a pre-qualified buyer for example the “Head of Contracting Activity”
and has opted in to BAE systems marketing communications through engagement
with the BAE brand.
This could be through downloading a whitepaper, product brochure attending a
webinar, and officially has entered into the BAE Sytems’s database.
The leads will be nurtured with the goal of eventually becoming marketing qualified
leads
A: Revenue Stage: Top of Funnel (TOFU)
Prospects at this stage in the buying process have just entered BAE Systems sales and marketing funnel. They are aware of your service but are
not ready to buy
Campaign Level Demand Funnel Measurement Framework
Define Your Revenue Model
Awareness
Nurturing
Database
B: Revenue Stage: Middle of the Funnel (MOFU)
At this stage the lead becomes a Marketing Qualified Lead Using the Lead Scoring Criteria Defined by BAE
Systems
Sales Qualified Lead: at this stage sales further qualifies the lead via phone call or email based on interest
demonstrate by prospect.
In some organisations the telemarketing function would qualify the leads created through the marketing
qualification process. Prior to forwarding the lead onto the sales function.
C: Revenue Stage: Bottom of
the Funnel (BOFU)
Opportunities: the number
of SQL’s that fit the BRAN
Criteria: Is the lead a Budget
holder, do they have
authorisation, how well does
the combat system address
their requirements and likely
duration of sales cycle
Customers are closed/ won
deals. That may originate
from MQL’s or SQL’s
Revenue Modelling provides insights into the average length of a sales cycle, identify bottle necks and
optimisation opportunities.

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Revenue Generated by Channel Early Stage Analysis
Channel Marketing Vehicles Investment Conversions
Success
Total New Leads
% of New
Leads
Cost Per Lead
(US$)
Email Subscribers 0 250 130 120 48% $0
Social Media
Paid
Marketing Automation USA 7500 550 300 250 46% $30
Marketing Automation AUS 3500 350 200 180 52% $19
Marketing Automation SA 6500 600 400 350 58% $19
Content Marketing USA + AUS 2500 200 140 100 50% $25
Content Marketing Saudi Arabia 1300 520 420 400 77% $3
PPC
Branded Terms, USA, AUS Saudi
Arabia 10,000 330 240 222 67% $45
Account Based Marketing (UK) 2200 110 41 31 36% $71
Content Marketing USA, AUS, Saudi
Arabia 5600 330 186 129 39% $43
Competitive Keywords (USA, SA, UK) 6700 500 300 270 54% $25
Tradeshows
Tradeshow USA 30,000 330 230 188 38% $160
Tradeshow AUS 22,000 330 170 105 32% $210
Tradeshow Saudi Arabia 10,000 160 90 56 35% $179
BAE Combat Systems Demand Generation Programme

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31
Channel Marketing Vehicles Investment Conversions
(FT)
Opportunity (FT) Pipeline (FT) Revenue (FT) Revenue
Won Created Won
Vs.
Investment
Email Subscribers 0 250 2 70,000 $32,200.00 $0.00
Social Media
Marketing Automation USA 3500 450 4 250,000 $50,000.00 $14.00
Marketing Automation AUS 3500 450 2 50,000 $23,000.00 $7.00
Marketing Automation Saudi Arabia 3500 450 2 100,000 $46,000.00 $13.00
Content Marketing USA & AUS 12000 540 1 20,000 $86,000.00 $7.00
Content Marketing Saudi Arabia 5,600 180 4 750,000 $345,000.00 $35.00
PPC
Branded Terms, USA, AUS + Saudi
Arabia 10,000 520 1 10,000 $345,000.00 $35.00
Account Based Marketing (UK) 2,200 85 1 50,000 $30,000.00 $14.00
Content Marketing USA, AUS + Saudi
Arabia 5600 110 1 25,000 $11,500.00 $2.10
Competitive Keywords (USA, SA, UK,
AUS) 6700 170 4 1,000,000 $60,000.00 $9.00
Tradeshows
Tradeshows USA 30,000 500 3 360,000 $165,600.00 $6.00
Tradeshows AUS 22,000 330 2 200,000 $165,600.00 $8.00
Tradeshow Saudi Arabia 10,000 160 2 200,000 $150,000.00 $9.00
Total $1,509,900.00
BAE Combat Systems Demand Generation Programme
Revenue Generated by Channel Mid to Late Stage Analysis

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01
02
03
What accounts are offer substantial
opportunity for growth?
Is the commercial engine set-up and
organizational infrastructure in place
for growth
Where are the markets and products
for growth?
04
What value propositions are in place to
exploit these opportunities?

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 £82bn cost of MOD 10-Year
Procurement Plan
 £91bn MOD 10 – Year Equipment
Support Plan
 Streamlining of Operational
Model.
 Up-Skilling Employees
 Closely align sales process with
MOD’s buying cycle
 Leverage an overview of key
account pipeline for performance
review, sales coaching, linked to
data and intelligence in CRM
systems.
 Ensure that KAM sales team
meeting schedules are in synch
with the KA requirements
 Government pledge to spend
£178bn between 2015-25 on
equipment and equipment
support.
 Three new logistic ships
 New merchandised infantry
vehicles
 Eight Type 26 Global Combat
Ships.
 Nine new Boeing P8A
Maritime Patrol Aircraft
Three Steps to Developing a Growth Orientation
Key Account Development MOD
MOD is an account with
substantial growth
potential over the next 5-
10 years
Re-orientation of BAE
account management
team.
ID growth opportunities
for growing the account

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Define criteria for identifying and prioritizing
stakeholders and select an engagement
mechanism
Focus on short and long-term. Goals,
determine logistics for the engagement and
set the rules
Identify opportunities from feedback and
determine action, revisit goals and plan next
steps for follow-up and future engagement
Define criteria for identifying and prioritizing
stakeholders and select an engagement
mechanism
Engagement Strategy: Set vision and level
of ambition of future engagement and review
past actions
Key Stakeholders: Senior Management, Product Managers, Partners, Customers, the
Press, 3rd Party Suppliers, the wider Marketing, Analytics and Sales Functions

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Stakeholder Risk
Budget Risk
3rd Party Risk
Competitor Risk
Customer Risk
Reputational Risk
01
02
03
04
05
06

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