NOV 2021

Digital
Customer & Marketing
GTM Strategy – Offerings
DC&M GTM STRATEGY

Opportunity areas to further strengthen our GTM?

How will we win in What will need to change How will we govern to act
Goals & aspirations Where will we play?
chosen targets? internally? proactively?

Purpose Alliances & Funnel

Offerings Inorganic growth
and Vision Ecosystems Management

Financial Learning &

Sectors Assets Dedicated Team
Objectives Development

Non - Financial Diversity & Initiatives

Channels C&I
Objectives Inclusion Tracking

Focus Clients Portfolio Mix Culture

2 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
DC&M GTM STRATEGY

Objective: Alignment on offering model for DCM for effective GTM

Recap 1: What are key Recap 2: What is the

client problems that proposed offering
we solve for? model for DCM?

What are the next

What is DCMs and L2s
steps to implement
offering-wise
and track the offering
contribution?
pipeline?

3 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
DCM OFFERINGS

What are key client problems that we solve for?

How can Deloitte help the boardroom and CEO develop growth plans amidst uncertainty and/ or script strategic direction?

Digital Strategy, Pricing Strategy, Consumer Strategy, Op Model Strategy, GTM strategy, Product strategy, Innovation strategy

How can Deloitte

How can Deloitte
How can Deloitte How can Deloitte help the CTO, CSO
help the CMO and How can Deloitte How can Deloitte
help the CSO help the CSO to drive and CMO to drive
CCO drive brand and help CEO and CIO help clients bridge
augment sales post-purchase differentiated sales
marketing drive the innovation the scale and skill
capabilities and customer experience and own
capabilities and agenda? gap?
accelerate revenue? experience? the CX in the last
processes?
mile?
• Sales operating
• CX • CX
model
• STP • Cost-to-serve
• GTM design and
• Content • Product-to- • CX
implement • Product innovation
management solutions and PaaS • STP
• Key account (Doblin) • Loan staffing and
• Marketing • Aftersales and • Platform design
management and • Product roadmaps capacity
automation repair and
B2B • Commercial augmentation
• MarTech and • CRM implementation
• D2C innovation and • Niche skills
AdTech • Parts planning • Software and
• Salesforce refresh
• Implementation • Network planning design engineering
productivity
• Software and • Product re-
• CRM
design engineering engineering
• DMS

How can Deloitte architect and execute large scale transformational capabilities for sustainable outcomes?

Enterprise Agility

How can Deloitte continuously help our clients embed digital and customization in everything they do?

Digital Architecture and DevOps

4 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
DCM OFFERINGS

Proposed customer-focused offering alignment in DCM for effective GTM

Strategy - Digital Strategy, Pricing Strategy, Consumer Strategy, Op Model Strategy, GTM strategy, Product strategy, Innovation strategy

Service Commerce Capacity

Digital Marketing Sales Acceleration Applied design
Transformation Transformation Augmentation

CX Strategy & Design Salesforce & DMS CX Strategy & Design CX Strategy & Design Product development Salesforce

Commerce enabled
Design Engineering Pricing Salesforce Product innovation Adobe
Sales
Platforms - Adobe, Commercial
GTM Strategy ServiceNow Design Engineering ServiceNow
Salesforce innovation
Lowcode -
Op model Functional advisory Salesforce PM / Scrum masters
Outsystems
Technology
Action segmentation Functional advisory Design Engineering
integration

Functional advisory Functional advisory

Design Engineering

Enterprise Agility

Digital Architecture and DevOps

5 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
DCM OFFERINGS

Overall DCM - Offering-wise sales and alliance contribution (as of 11th Oct 2021)

Primary offering/ Engagement typeImplement

-> Advise Operate SSE Grand Total % Contribution
#Digital Marketing 559,206,985 7,058,180 3,212,160 569,477,325 25%
#Sales Acceleration 334,307,337 61,499,215 5,368,000 3,900,000 405,074,552 18%

Offering- #Capacity Augmentation

#Strategy
199,341,328
1,133,000
118,546,306
301,978,696
8,780,280 326,667,914
303,111,696
14%
13%
wise #Enterprise Agility 296,862,484 296,862,484 13%
#Commerce Transformation 172,962,231 31,443,250 204,405,481 9%
#Service Transformation 57,442,780 84,965,014 142,407,794 6%
#Operate 17,500,000 17,500,000 1%
#Digital Architecture and DevOps 7,350,365 7,350,365 0%
Grand Total 1,324,393,661 927,203,510 17,360,440 3,900,000 2,272,857,611
% Contribution 58% 41% 1% 0%

Alliance partner AMC DC CSAD Grand Total % Contribution

Salesforce 410,478,728 13,100,000 8,868,280 432,447,008 45% 42% contribution
Alliance-
Adobe
Hybris
256,769,377
174,415,610 31,443,250
3,212,160 259,981,537
205,858,860
27%
22%
of Alliances to
wise ServiceNow 42,553,335 12,141,890 54,695,225 6% total sales
Grand Total 884,217,050 56,685,140 12,080,440 952,982,630
% Contribution 93% 6% 1%

6 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
FY22 ALIGNMENT

Way forward – #hashtag based tracking and reporting using opportunity description in SFDC

1. Offering Hashtag 2. Engagement type 3. Alliance

S. No. Offering hashtag S. No. Engagement type hashtag S. No. Alliance hashtag

1 #Strategy 1 #Advise 1 #Salesforce

2 #Digital Marketing 2 #Implement 2 #Adobe

3 #Sales Acceleration 3 #Operate 3 #ServiceNow

4 #Service Transformation 4 #Hybris

5 #Commerce Transformation
Sample screenshot of SFDC
6 #Applied design

7 #Capacity Augmentation

8 #Enterprise Agility
9 #Digital Architecture and DevOps
• Sequence of hashtags – 1) #offering hashtag, 2) #engagement type, 3) #alliance
• No space between “#” and description of hashtag. “# Strategy” is NOT correct. Should be
“#Strategy”
• In case of multiple offerings, engagement types – mention the major one basis value
contributions

7 | Copyright © 2021 Deloitte Touche Tohmatsu India LLP. All rights reserved.
End of presentation

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent
entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.

This material is prepared by Deloitte Touche Tohmatsu India LLP (DTTI LLP). This material (including any information contained in it) is intended to provide general information on a particular subject(s) and is not an exhaustive treatment of such subject(s)
or a substitute to obtaining professional services or advice. This material may contain information sourced from publicly available information or other third party sources.

DTTI LLP does not independently verify any such sources and is not responsible for any loss whatsoever caused due to reliance placed on information sourced from such sources. None of DTTI LLP, Deloitte Touche Tohmatsu Limited, its member firms,
or their related entities (collectively, the “Deloitte Network”) is, by means of this material, rendering any kind of investment, legal or other professional advice or services. You should seek specific advice of the relevant professional(s) for these kind of
services. This material or information is not intended to be relied upon as the sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or business, you
should consult a qualified professional adviser.

No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person or entity by reason of access to, use of or reliance on, this material. By using this material or any information contained in it, the user accepts this
entire notice and terms of use.

©2021 Deloitte Touche Tohmatsu India LLP. Member of Deloitte Touche Tohmatsu Limited