Account Enablement Program - MarketsandMarkets

ACCOUNT ENABLEMENT
… ALL ABOUT ENABLING YOUR REVENUE

PIPE..
2024
M A R K E T S A N D M A R K E T S 2 0 2 3
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TABLE OF
CONTENTS
01. WHAT ARE THE KEY DELIVERABLES OF ACCOUNT ENABLEMENT
PROPOSITION?
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02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?
03. HOW CAN ACCOUNT IQ HELP CLIENT?

M A R K E T S
04. WORKFLOW EXECUTION AND KPI FOR SUCCESS
05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ
06. ILLUSTRATION OF A/C IQ REPORT- SHELL

A N D
07. APPLE ACCOUNT IQ FROM KS

M A R K E T S
MNM’S ACCOUNT ENABLEMENT CONSISTS OF 4 KEY DELIVERABLES
Within our account enablement proposition for our clients' global key accounts, we will provide biannual and thorough insights to enrich your
comprehension of your account's priorities, identify opportunities, and support fruitful dialogues with CXOs and identify new buying centers
ANALYST SUPPORT ACCOUNT IQ

Need-based relevant industry analyst connect /  Business Overview | Segmental Performance | Org Structure
touchpoints for the following:  Organic & In-organic Growth Initiatives: Investments, New Offerings,
 Assistance in writing proposals, improving win rates Licensing, Collaborations, M&As
 Industry understanding / Account product attractiveness  Industry Footprint: Offerings & Presence in Established and High
 Client’s solution mapping to Account’s products 1. Growth Markets, White Spaces, Position vis-à-vis Peers
4. ACCOUNT IQ  Disruptions in the industry & Account’s position to benefit
Note: analyst support will be integrated and made available on-  Addressable Opportunities for HCL Software
demand basis as part of the annual program
ANALYST REPORT  Key Personas to Target | Need-Gap Analysis | Actions to Take
SUPPORT (BI-ANNUAL
REFRESH)
CONNECT IQ 2. CXO NARRATIVE

3. CXO NARRATIVE  Future “hot bets” & adjacent markets where the CXO team of
 Digest emails, with market insights based on the latest news related to CONNECT IQ (SUPPORT FOR 2-3 Client could focus on
Account and its competitors MEETINGS)
 Whitepaper (Account specific teaser): Develop a document/brochure  “White-space” analysis of the Account vs their closest
(1-2 pager) for each of the five accounts competitors to identify new areas for the Account to enter,
 Email with infographics related to the markets or industry segments leveraging Client’s strengths
 Email with industry pain points/ talking points related to product
 Recommended actions in view of events / initiatives taken
by Account, such as new product launch, participation in upcoming
event, etc.
INCLUDED IN ANNUAL ENGAGEMENT OFFERING INCLUDED IN ONE TIME AND ANNUAL ENGAGEMENT
TABLE OF
CONTENTS
01. WHAT ARE THE KEY DELIVERABLES OF ACCOUNT ENABLEMENT PROPOSITION?
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M A R K E T S

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M A R K E T S
WHAT IS ACCOUNT IQ?
SCOPE OVERVIEW BENEFITS PRE-REQUISITE

 Tracking the account to gather intelligence on account’s:  Identify new buying centers Account to be researched must meet the
o Strategy, future commitment and organization structure  Build pipeline in existing and new buying centers following criteria:
 Network with CXOs using high impact CXO narratives  Belong to B2B industry tracked by
o Industry trends, revenue growth agenda, investments etc
 “Good reason to call” prospects backed with analysis of key MnM including Healthcare, Energy,
o High growth markets and bets likely to fuel Account’s events Food & Agri, Automotive, Chemical,
future growth  White-spaces in high growth markets for the Account, and and others
o Customer’s requirement: buying preference, selection, possible ways in which client can support Account seize them  With revenue more than US$ 4 Bn
criteria  Key buying centers in the Account and mapping to client’s
footprint – identify new buying centers to be tapped by client
o Current offerings, development and expansion plans
 Insights into your customer’s industry and sub-industry,
IDEAL PERSONA
o Key decision makers, their roles and interest areas along with a view of mega/macro trends and key strategic  Sales / Revenue Leaders
o Existing partnerships and collaborations priorities (play in the value chain, product enhancement, tech  Marketing & Brand Evangelist
and innovation, geographical footprint etc.)
o Competitive Benchmarking against their top competitors
TIMELNE
 6-8 Weeks per account IQ report OR
 Annual engagement for account
enablement
ACCOUNT IQ REPORT
DEEP-DIVE INTO EACH ACCOUNT TO IDENTIFY NEW BUYING CENTERS
 Account Business Overview, revenue splits by business segments and geographies

 Account’s broad mission and goals wrt to portfolio expansion, market reach and revenue growth
BUSINESS OVERVIEW  Account’s mid- and long-term strategies for business growth
 Organization structure and key decision makers
 Account’s current business offerings and it’s alignment to client's solution offerings
 New products/services portfolio development to enhance business offerings in the last 2-5 years
PROPOSITION, NEW  Recent developments that the account has implemented or is planning to implement to boost its offerings in the market
DEVELOPMENTS AND GROWTH  Investment strategy to boost manufacturing capacities, geographical reach and portfolio expansion through strategic collaborations, acquisitions
PLANS and organic growth initiatives
 Analysis of partnerships (Ventures/Associations/Coalitions)
 Mapping core and adjacent markets where account has presence (or absent) vs biggest disruptions/ hot bets in the industry
 Evaluation of markets/ solutions that competitors are present in, but the account is missing
‘HOT BETS’  Mapping offerings of client that can enable new opportunities for the account
DEMAND IDENTIFICATION  Assessing TAM for client at account for high-growth areas to support the Account in its revenue growth
 Prioritise opportunities for client and build “opportunity pipeline” for client in the account
 Key challenges that the industry is facing with respect to focused business segments
KEY CHALLENGES AND  Identification of current offerings available to solve such challenges, what’s in the pipeline
TRENDS  Identifying account need-gaps by understanding what is missing in an account’s portfolio to solve similar challenges
 Addressable opportunities for client in Account

 Identify key personas to approach in account for respective business segment and offerings
OPPORTUNITIES & ACTIONS PLAN  Recommend ideas to client gain share of wallet in Account’s hot bets where your share is low
 Recommend prioritises opportunities where Account is absent, and can be enabled by client based on your strengths
 Who are customers purchasing from today? Which vendors are preferred and why?
 What are the most important purchase criteria?
 Customer’s perception of client vs competitors on the most important purchase criteria?
VOICE OF CUSTOMER
 Unmet needs & Pain points with TechM or other competitors
 Key Decision Makers in the buying process
Note: MnM can provide more insights based on mutual discussion with client 6
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MNM’S A/C IQ OFFERS WHAT OTHERS OFFER AS TABLE STAKES PLUS ACTIONABLE PIPE
BUILDING IDEAS TO DRIVE REVENUES
Table-stakes for an Account MNM’S exclusive insights for an Account
 Account Business Overview, revenue splits  WHERE TO SELL: Identifying new buying centers
by business segments and geographies
 Account’s broad mission and goals wrt to

portfolio expansion, market reach and  WHOM TO SELL TO: Identifying Must Win Contacts In those
revenue growth buying centers
 Account’s mid- and long-term strategies

 WHAT TO SELL: Pipe building ideas and talk track to
engage with stakeholders
 Organization structure and key decision

makers
 CONNECT IQ: On-the-go nudges, serving as compelling reasons
to call, grounded in the analysis of industry or account events
Details are also provided by some industry peer like:
Exclusive Data Setting Us Apart from the Rest
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M A R K E T S
ELEMENTS OF MNM’S ACCOUNT IQ AND KEY DELIVERABLES TO CLIENT
DESCRIPTION DELIVERABLES & BENEFITS
WHAT TO
 Increase deal size & reduce deal cycle SELL: PIPE Higher Deal Conversion Ratio
BUYING
 Identify client's need-gaps to define incremental v/s
ACCOUNT IQ
CENTERS BUILDING
exponential business opportunity for you IDEAS
 Position clients' products in line with the needs of Where To Play
WHO TO
your prospective customer/target account HOT BETS SELL:
 Create proposals and tailor your pitch in line with
IDEAL
customers' needs PERSONAS Right to win
ACCOUNT BACKGROUND
 MNM will provide intelligence on Key target Accounts Regular Industry Relevant
contacts such as domain of interest, experience in
CONNECT IQ
NEWSLETTER News Monitoring

industry, level of influence/ decision maker, etc. INFOGRAPHIC
 Sellers can open-up discussions on how changes in S S
competitors' strategy or disruptions would impact Increased Demand
client’s business and discuss the changes client can Pipeline
support them through DIGEST E-
MAILS
CONNECT IQ – CREATING SHARP ACCOUNT SPECIFIC CURATED CONTENT
01 02 03
Generating curated content, driven by outside-in Analysis of compelling events to create a Monthly or quarterly digest/newsletter with
insights including end user segments/use- trigger-based narrative on how AMD’s content and infographics on industry trends,
cases/applications relevant for messaging across intervention can support its clients' initiatives developments in account’s competitors, and its
target MWCs/BUs impact/disruptions on the target account
04 05
Pointed email drafts considering industry Recommended actions in view of events /
pain/talking points related to specific initiatives such as new product launch,
applications, and segments of interest to the participation in upcoming event, etc. undertaken
target accounts by the target account
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M A R K E T S
EXECUTION PLAN FOR AN A/C IQ REPORT – DISCOVERY TO EXECUTION; A STRONG
DISCOVERY PROCESS AT THE BEGINNING WILL ENSURE OUTPUTS ARE ALIGNED TO
YOUR VISION FOR EACH ACCOUNT
DISCOVERY EXECUTION: CLIENT A/c

DISCOVERY WORKSHOP:
PROCESS: PREP IQS OUTCOME
MNM AND CLIENT TEAM
WORK AND CTO PITCHCXO
• MnM: Allocates relevant program • MnM: Discuss initial findings | Kick-start • MnM: Deep-dive across top opportunities • MnM: Ensures Account IQ is aligned
manager and team | Account onboarding Account IQ | Identify industry peer initiatives that the against its listed tasks | Keeps a track of
• Prepare initial briefing document • Client : A/c leader review findings | account is missing meetings / opportunities identified |
• Client : Track internal account team’s Provides support to close any pending IQ
highlighting Client accounts major BUs, Discuss their existing
element
and possible opportunities position/penetration in an account progress in scheduling CXO pitches and
creation of opportunities/pipe | marry • Client : A/C leaders ensures timely
• Client: Allocates the A/c | Introduces A/c • Highlight most important OEM BUs and
suitable client solutions for opportunities feedback on success funnel items |
leader buying centers of interest
highlighted Broadcasts success
• Joint: Based on where is Client playing,
agree on a modular next-step approach
Week 1 & 2 Week 3 Week 4 to 6 Week 6-8
WE DON’T MEASURE OUR SUCCESS BY DELIVERABLES/DOCUMENT. WE
MEASURE OUR SUCCESS THROUGH OUTCOMES
INDICATIVE KPIS FOR SUCCESS
No. of new buying centers No. of opportunities identified:

identified: XX per account
XX
New pipe identified across top New proposals submitted across

Accounts: top A/cs:
$XX $XX
Note: Progress against some of the KPIs (new pipe created and converted, etc.) will be measured on a mid-to-long term basis | MNM and
Client can mutually decide other KPIs for the success of this Program
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M A R K E T S

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M A R K E T S
A ROBUST GOVERNANCE STRUCTURE WILL BE PUT IN PLACE – A JOINT TEAM WILL
STEER THE PROJECT
EXECUTION GOVERNANCE ESCALATION MATRIX
 Would be responsible for the overall execution Strategic Level

Vice President and governance of the assignment • Review of strategic performance goals, objectives
• Contract and other policy formulation and
 Would oversee the assignment from the Vice President
finalization
perspective of maintaining the overall quality of • Addressing Issues raised by Tactical or
the engagement Operational Groups
Associate  Facilitate the execution in case of any roadblocks
Director/Project
 Help the team with his expert opinion on regional
Manager
nuances in the sectors Tactical Level
• Review of KPIs
Associate Director
 Would be responsible for directing, and • Areas for improvements
guiding on a day-to-day basis • Review of Operational issues
Team Lead  Manage the flow of day-to-day operations for the
project delivery
 Would be responsible for executing the Operational Level

assignment on a day-to-day basis Consultant and
• Quality checks on the output and process
Analyst/ Thought Project Manager
 Would be interacting with client’s team on a • Operational issues raised by team
Leaders
regular basis related to project allocation,
prioritization etc.
Associate Director/Project
QA Team (Vice President > 15 Team Lead / SRA (Experience band > 5 Analyst (Experience band >
Manager
years) years) 2 years)
(Experience band > 12 years)
COMMERCIAL MODEL : PART A – FIXED PRICE
OPTION 1 OPTION 2 OPTION 3
BUSINESS OVERVIEW
PROPOSITION, NEW DEVELOPMENTS AND GROWTH PLANS
‘HOT BETS’ DEMAND IDENTIFICATION
ACCOUNT IQ
REPORT KEY CHALLENGES AND TRENDS
OPPORTUNITIES & ACTIONS PLAN
VOICE OF CUSTOMER
CXO NARRATIVE
CONNECT IQ
ANALYST SUPPORT
$ 12000 $ 15000 $ 18000
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SAMPL
TABLE STAKES - WHERE TO SELL –
E ACCOUNT IDENTIFY BUYING
TALK TRACK –PIPE BUILDING
IDEAS
WHO WILL YOU
CONNECT WITH
CONNECT
IQ/NUDGES
OVERVIEW CENTERS
BUSINESS OVERVIEW
USD 381 BILLIONUSD 43 BILLIONUSD 1.1 BILLION
Company Name Shell plc 2022 Revenue Net Earnings R&D Investment
Type Public
SHELL PLC BUSINESS UNITS AND PRODUCT PORTFOLIO
HQ The Hague, Netherlands
Chemicals & Renewable and
 Exploration and production of oil and gas Upstream Integrated Gas Marketing
Products Energy Solutions
 Refining and marketing of fuels and lubricants
 Production of chemicals and petrochemicals BUSINESS DESCRIPTION
Business
 Renewable energy production, including wind, solar, and
Description hydrogen It explores, extracts, It includes LNG, GTL This BU is into It focuses on The Marketing
 Energy trading and risk management and equipment and markets, and fuels production, manufacturing and renewable power business unit sells a
performance management services transports oil and natural gas and liquid trading of crude generation, carbon range of energy-
gas, focusing on exploration, upstream oil, oil products, credits, hydrogen related products and
Target Geographies Global presence in >70 countries prioritizing value and midstream and production, carbon services, including
over volume and infrastructure petrochemicals. capture and storage, retail networks,
investing in the operation, and LNG lubricants, fuels, and
STRATEGIC PRIORITIES energy system of the marketing and
nature-based
energy solutions to
projects, and Shell
future. trading. various sectors.
Ventures
 Shell’s strategy is to become a net zero emissions business by providing low- and zero- investments.
carbon energy by 2050.
 In July 2023, Shell will combine its Integrated Gas and Upstream businesses and create a
new Downstream and Renewables Directorate to simplify its organization and improve PRODUCT PORTFOLIO
performance.
 It intends to spend USD 23–27 billion as cash capital expenditure (CAPEX) in 2023.
 It aims to achieve methane emission intensity <0.2% by 2025.
 It is planning to reduce oil production by 1–2% per annum and increase hydrocarbon
production to ~55% by 2030.
 It targets to achieve a double-digit share of global clean hydrogen sales by 2035.
 It is investing USD 100 million annually in nature-based projects.
Source: Company Website and Annual Reports
Source: Company Website and Annual Report © 2 0 2 3 | w w w. m a r k e t s a n d m a r k e t s . c o m 18

SAMPL
E ACCOUNT IDENTIFY BUYING
TALK TRACK –PIPE BUILDING
IDEAS
WHO WILL YOU
CONNECT WITH
CONNECT
IQ/NUDGES
OVERVIEW CENTERS
PRODUCT LAUNCH COLLABORATION AGREEMENT NEW LAUNCH NEW LAUNCH

 Launched a robot called  Collaborated with  Signed an agreement with  It is an open innovation studio  Blockchain-powered digital book and claim
Sensabot, which is designed Microsoft to accelerate GHGSat to use its emission that creates products that solution for sustainable aviation fuel (SAF)
to work in remote oil and digital transformation and data to develop an reimagine the future of work in
gas facilities, providing  Promote the scaling of SAF production and
innovation in the energy integrated monitoring energy exploration. [S]
increase its availability for the aviation
TIMELINE OF DIGITAL
real-time data and reducing industry. [S] system to achieve net-zero

industry. [S]
TRANSFORMATION
costs while improving emissions by 2050. [S]

safety. [S]
2016 2017 2018 2019 2020 2021 2022
ACQUISITION COLLABORATION PARTNERSHIP PRODUCT LAUNCH

 Acquired to help businesses  Collaborated to leverage AI  To digitalize the Nyhamna  Shell introduced a new
manage their energy usage. to improve operational facility. digital platform called the
[S] efficiency and optimize Shell Supplier Energy
 Nyhamna is a gas
production processes across Transition Hub. [S}
Shell’s global operations. [S processing and export hub
] for Ormen Lange. [S]
DIGITAL HIGHLIGHTS STRATEGIC PRIORITIES

 Shell has deployed digital technologies throughout the value  Leveraging data analytics, automation, and  Protecting its assets, systems, and data from cyber
chain to improve customer service and optimize operations. DIGITAL threats is a top priority for Shell.
ML to enhance exploration and production CYBERSECURI
TRANSFORMA
 In 2020, the deployment of digital technologies helped it earn activities. TY  Investing in the latest cybersecurity technologies.
TION
USD 2 billion in value, doubling from 2019.
 It is expected to grow significantly year on year. [S]  Targets to reduce carbon by 2050 by leveraging  Investing in digital startups and exploring new
ENERGY digitalization. INNOVATIONS
technologies such as blockchain and AI to drive
TRANSITION & business growth and optimize operations.
 Started investing in renewables to achieve the
goal.
COLLABORATI
Source: Company Website, Press release ONS
SAMPLE ACCOUNT IDENTIFY BUYING
TALK TRACK –PIPE BUILDING WHO WILL YOU CONNECT
IDEAS CONNECT WITH IQ/NUDGES
OVERVIEW CENTERS
BU HEAD ZOE YUJNOVICH, UPSTREAM DIRECTOR, UK HIGHLIGHTS
 ROBBERT VAN RUTTEN:

 Martijn Dalessi, VP Supply Chain Upstream & Well, Netherlands
Appointed as new group CIO, effective
VPS/GMS  Robbert Van Rutten, Group CIO, Netherlands July 1, 2023. Accountable for IT
 Allan Cockriel, Chief Information Security Officer, Netherlands function globally with a multi-billion-
dollar annual budget and more than
8,000 staff and contractors.
 Patrick Fraede, General Manager SC Operations Upstream & Head of Supply Chain Shared Service Centre Krakow, Poland  MARIELLE ANTVELINK:
IT/MANAGER Translates Business IT Strategy into a
 Marielle Antvelink, Global IT Strategic Sourcing & Supplier Manager, Netherlands
HEADS fit-for-purpose adaptive IT Sourcing
 Isma Shahriza Ismail, IT General Manager, PT Upstream Integrated Gas Renewable & Energy Services & Operations, Netherlands Strategy and works with external
partners to accelerate the Powering
Progress transition toward net-zero
HEADS OF  Josh Etkind, Upstream Deepwater Digital Transformation Manager & Business Opportunity Manager Louisiana Coast, US emissions.
PRODUCT  Loek Vreenegoor, Engineering Manager Central Upstream, Netherlands  ALLAN COCKRIEL:
LINE/GLOBAL • Accountable for service delivery,
 Eniko Kerese, Information Risk Manager for Projects&Tech, Upstream, Integrated Gas and Renewables & Energy Solutions, UK
PRODUCT operational excellence, and
MANAGEMENT  Paul Schneider, Senior Information Risk Manager Upstream & Integrated Gas, Netherlands
transformation for 20+ global
HEADS  Aris Murad, Global IT Services & Operations Manager - Upstream Business, Malaysia functional organizations.
• Accountable for multiple +USD
 Ben Gowland, Upstream Carbon & Environment Manager, Scotland 100 million programs aligned with
SENIOR PRODUCT  Sandra Fong, Supply Chain Operations Manager for Upstream Assets Production, Maintenance and Logistics, Malaysia Digital Finance, HR, Supply-
MANAGERS/PRODU  Esteban Ganc, Senior Maintenance Engineer - Upstream and Integrated Gas, Netherlands management Legal services,
CT MANAGERS Carbon, Enterprise Data, and Shell
 Magdalena Krzesinska, Manager, Upstream Operations, Poland performance framework
 Simona Mihele, Manager, Upstream Business & Commercial Information Technology, UK • Driving adoption of key security
and risk management
transformation (Zero Trust, Secure
by Design, Supply chain Security,
and Next Gen IRM).
REPORTING
Sources: LinkedIn, ZoomInfo, and Company Website
HIERARCHY
OVERVIEW CENTERS
Well Testing Services

Digital Oilfield
Flare monitoring
HIGH
Rigless intervention services

DIGITAL TECHNOLOGY INTERVENTION
Drone inspection and moni-

Emission monitoring toring
Robotic Drilling
Enhanced Oil Recovery
MEDIUM
Drilling Waste Management

Well Intervention
Offshore Decommissioning
Perforating Gun
Artificial Lift Coiled Tubing
High-growth market
Sand Control Solutions use cases for shell
LOW
Offshore pipeline
Hydraulic Fracturing Other use cases for
Fluid Transfer System shell
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%
MARKET GROWTH RATE (CAGR 2022–2027) LOW HIGH
Source: Interviews with Experts, KnowledgeStore, Company Website, and Press Releases
OVERVIEW CENTERS
USD 25,730 Million in 2022  Shell has been an early adopter of digital oilfield technologies, which leverage digital tools and data analytics to optimize oil and gas operations and
increase efficiency and productivity.
CAGR 5.6%  In 2019, Shell announced that it had saved USD 1 million per well by using a digital drilling optimization system that combines real-time data with
machine learning algorithms to optimize drilling performance.
DIGITAL
USD 33,790 Million By  In 2020, Shell announced to invest USD 1–2 billion in digitalization, and value will keep on increasing each year.
OILFIELD
2027
COLLABORATION/
Sr. NO. YEAR DESCRIPTION
PARTNERSHIP
 Shell collaborated with IBM to develop advanced analytics and cognitive computing solutions for oilfield operations.
1 2019  The partnership focused on leveraging IBM's Watson AI technology to analyze real-time data, enhance decision-making, and optimize
production processes in Shell's oil and gas fields.
 Shell partnered with Microsoft to leverage its cloud computing and artificial intelligence (AI) capabilities for digital oilfield projects.
2 2021  The collaboration aimed to develop and deploy digital solutions that optimize operations, improve asset management, and enable predictive
oil & gas industry maintenance.
 Shell and Rockwell Automation collaborated to develop and implement digital oilfield solutions.
3 2021  The partnership aimed to integrate automation technologies, data analytics, and control systems to improve operational efficiency, optimize
production, and enhance safety in Shell’s oil and gas facilities.
 Five-year deal with Shell Global Solutions International aimed at digitalizing the latter’s oilfield assets. Shell aims to achieve its goal using
4 2022 Kongsberg’s digital twin technology.
 It is committed to a multiple-asset deployment plan to enhance Shell’s industrial work surface and user experiences.
OVERVIEW CENTERS
USD 6,860 Million in 2022

 Shell’s well-testing experts use advanced technologies and tools to measure various parameters, such as flow rate, pressure, and temperature, to
provide customers with accurate and reliable data.
CAGR 6.4%
 Shell invests in digitalization and automation to optimize well-testing processes, enhance data analysis capabilities, and enable real-time decision-
WELL-TESTING making. This includes leveraging artificial intelligence, machine learning, and advanced data analytics to improve efficiency and reduce downtime.
SERVICES USD 9,360 Million by 2027
COLLABORATION/
S. NO. YEAR DESCRIPTION
PARTNERSHIP
 Shell partnered with Baker Hughes to create a new digital platform called JewelSuite™ reservoir modeling software. This collaboration
1 2020
aimed to improve well planning and testing using advanced data analytics and predictive modeling capabilities.
 Helix Energy Solutions Group, a US offshore oil & gas well services company, signed a multi-year deal with Shell to provide well-
2 2022
intervention services in the Gulf of Mexico.
 Shell and Halliburton are to form WellDynamics Joint Venture to further develop and market Halliburton’s SmartWell technology and
3 2023
Shell’s iWell technology to the oil & gas industry worldwide.
 Shell and Deltic Energy have become joint venture partners to deploy a complete testing program to evaluate the commerciality of the
4 2023
Pensacola prospect in the North Sea.
OVERVIEW CENTERS
DIGITAL OILFIELD – ENABLING TECHNOLOGIES and PIPELINE

BUILDING IDEAS
KEY TECHNOLOGY DESCRIPTION PIPELINE BUILDING IDEAS FOR CLIENT
1  Collect real-time data on equipment performance,

environmental conditions, and safety parameters to cater to
a. Security Compliance: Solution can be used for device management, security compliance, and
following:
patching, helping to ensure that IoT devices in the digital oilfield are secure and up-to-date.
• Real-time monitoring
b. Scheduling: Workload Automation can be used to schedule and manage IoT data processing
• Predictive maintenance
jobs, helping to ensure that data is collected and analyzed on time.
• Asset tracking and optimization
c. Cyberattack Prevention: Solution can be used to test the security of IoT applications and
IOT SENSORS AND DEVICES • Remote operations
devices, helping to ensure that they are secure from potential cyber-attacks.
• Environmental monitoring
• Inventory management
2
 For inspection, maintenance, and repair tasks in hazardous or a. Production Management and Process Efficiency: Workload Automation (CLIENT Workload
remote areas of the oil field. These technologies can improve Automation) can be used to automate and orchestrate various processes in Green Hydrogen
efficiency, reduce operational risks, and increase worker production, such as scheduling and managing batch jobs and workflows, ensuring reliable
AUTOMATION AND CONTROL safety. and efficient operation of critical business processes.
SYSTEMS
3 a. Predictive Maintenance: CLIENT Solution can be used to monitor the performance of various
components of the hydrogen production and distribution infrastructure and detect anomalies
 For the processing and analysis of large volumes of data
that require attention.
collected from various sources within the oil field. By
b. Industry/Regulatory Compliance Monitoring: CLIENT Solution can also be used to ensure
applying advanced analytics techniques, Shell can gain
compliance with industry and regulatory standards for data privacy and security.
valuable insights, optimize production, and improve
DATA ANALYTICS c. Production Optimization and Quality Control: CLIENT Workload Automation can also be
decision-making processes.
used to trigger alerts and notifications based on predefined rules and thresholds, ensuring
timely action on critical insights and anomalies.
OVERVIEW CENTERS
WELL-TESTING SERVICES – ENABLING TECHNOLOGIES AND PIPELINE BUILDING

IDEAS
KEY TECHNOLOGY DESCRIPTION PIPELINE BUILDING IDEAS FOR CLIENT
1
a. Data security: Client solution can provide data analytics capabilities to identify potential
 Collect real-time data on various parameters, such as vulnerabilities in well-testing systems and ensure the security of data collected during testing.
pressure, temperature, flow rates, and fluid compositions b. Manage devices for real-time monitoring: XYZ can monitor and manage the IoT sensors and
from oil and gas wells; this data helps monitor well devices installed in the facilities and equipment for real-time monitoring of greenhouse gas
performance and detect any abnormalities or potential issues emissions. It can also be used to manage the firmware and software updates for these devices
IOT SENSORS AND DEVICES to ensure they are working optimally.
2 a. Real-time data collection: Client solution can be used to collect data from well equipment and
 Process and analyze large volumes of data collected from other sources in real time. It can provide data analysis and visualization capabilities to help
various sources within the oil field by applying advanced identify trends, anomalies, and potential issues with the equipment.
analytics techniques, allowing Shell to gain valuable insights, b. Schedule and automate tasks: Workload automation can schedule and automate data
optimize production, and improve decision-making processes processing tasks, such as data ingestion, data cleansing, and data transformation. This can
DATA ANALYTICS help improve efficiency and reduce the time required to process large volumes of data.
3
 Analyze emissions data, identify trends, and predict
a. Manage software security: XYZ can be used to test the security of web and mobile
emissions patterns; they can also optimize emissions
applications used in well testing.
reduction strategies and enable predictive maintenance.
AI/ML
OVERVIEW CENTERS
2.50 0.10 2.46

0.06
0.14
0.20
2.00 0.29
CLIENT TAM Value (USD million)
1.67
1.50
1.00
0.50
0.00
Digital Oilfield Well Testing Services Artificial Lift Enhanced Oil Recovery Emission Monitoring Other Use Cases TAM for Client
(O&G)
Note – The above-mentioned TAMs are calculated based on Shell’s propensity to invest in Cybersecurity and Automation as a function of Shell’s revenue across these use cases.
Sources: Primary Insights, KnowledgeStore, Company Website, and Press Releases
OVERVIEW CENTERS
PRODUCT/SOLUTION APPLICATION RELEVANCY RELEVANT PERSONA AT SHELL
Low High BU-

HEAD
XYZ
Upstream Director, UK
Low High DIGITAL OILFIELD ECOSYSTEM
XYZ, XYZ,
Global Principal VP Asset Digital Core
Low High
Technical Expert
XYZ, XYZ,
VP - Supply Chain Upstream & Senior Information Risk Manager -
Well Upstream & Integrated Gas
OTHER RELEVANT
XYZ
PERSONA XYZ,
Chief Information Security Officer, Group CIO, Netherlands
Netherlands
OVERVIEW CENTERS
EAAS: BUILDING INNOVATIVE NEW

MONETIZING CAPTURED CARBON ADDING VALUE TO WASTE
SOLUTIONS
 EM has been the founding member of “Alliance to End  Market for EaaS is expected to grow >10% annually,
 Given the scale of CCUS operations and other
Plastic Waste” and encourage strong plastic management reaching >$60 Billion by 2027; need to achieve net zero
decarbonization projects that ExxonMobil has globally it
both across it’s plants and for suppliers goals is the key driver for growth of this market
can create a new revenue stream related to overall
 It aims to build 500,000 MT of advanced recycling  EM’s traditional markets like US, China, India, etc
NEW GROWTH
carbon avoided
capacity globally till 2026; however, the biggest already has huge potential to offer end-to-end digitally
 EM might need to understand the existing carbon trading
challenge is waste collection and sorting enabled solutions
value chain and associated supply chains issues
 EM can further integrate its waste collection and sorting  EM will need to build new partnerships or co-create
 Countries like Singapore, where ExxonMobil has
channel network in markets with favourable policy solutions to succeed in this market
significant presence, is already building digital
environment by integrating with digital waste tools  BP-client success story is already a great example of this
infrastructure to promote large scale carbon trading
providers/start-ups to have hassle free collection collaboration
FORWARD INTEGRATION WITH MAXIMISING GREEN H2 POTENTIAL

EXPAND BIOFUELS TRADING
BATTERY SERVICES WITH DIGITAL
 A battery storage market explodes driven by the need to  EM is planning to create NA’s largest green H2 facility in
INCREMENT
store more and more green energy a lot of cous will be Baytown, Texas, US and, the UK
 EM has ambitious plans to scale-up its advanced
on extracting valuable minerals to fuel this growth  Collectively, GH and Green Ammonia present an
biofuels business globally; so far it already has biofuel
 Lot of VE money is going in new battery designs and opportunity worth >$6 billion till 2025, and ExxonMobil
AL
production capacity at more then 5 plant locations

recycling to solve this critical mineral challenge fully understands its potential for its core operations
 Launching a full-blown biofuels trading business can
 EM can make use of it’s existing retail network to  Integration of AI-fuelled digital technologies to enable
support buyers and sellers across North America manage
develop new initiatives like battery swapping and end-to-end risk modelling, improving economics of
value chain risks, and renewable credits market for
recycling at scale electrolysis processes, and, adding predictive modelling
carbon offsetting
 EM’s venture team too can participate by developing and optimization capabilities can improve yield patterns
new business models or acquiring innovative start-ups for ExxonMobil in future
LOW CARBON
UPSTREAM DOWNSTREAM
SOLUTIONS
TABLE OF
CONTENTS
2 0 2 3

M A R K E T S

A N D

M A R K E T S
SAMPLE TABLE STAKES - WHERE TO SELL – IDENTIFY TALK TRACK –PIPE BUILDING WHO WILL YOU CONNECT
ACCOUNT OVERVIEW BUYING CENTERS IDEAS WITH
BUSINESS OVERVIEW
USD 394 BILLIONUSD 99.8 BILLIONUSD 130.5 BILLION
2022 Revenue Net Income EBITDA
Company Name Apple Inc.
Type Public
BUSINESS SEGMENTS
HQ California, USA
 Apple is the world's largest technology company by REVENUE GROWTH (YOY)

Business revenue, with US$394.3 billion in 2022 revenue. As of
Description March 2023, Apple is the world's biggest company by
market capitalization 14%
iPhone $ 205 BN
Employee Global employee count >1600000
Geographical revenue mix (USD Bn) Mac $ 40.2 BN 7%
60
50
iPad $ 29.3 BN -8%
40
30
Wearables, Home
20 $ 41.2 BN 14%
and Accessories
10
0
Q1 Q2 Q3 Q4 Services $ 78.1 BN
7%
North America Europe Asia-Pacific
Source: MNM KNOWLEDGE STORE

SAMPL TABLE STAKES - WHERE TO SELL – IDENTIFY TALK TRACK –PIPE BUILDING WHO WILL YOU CONNECT
E ACCOUNT OVERVIEW BUYING CENTERS IDEAS WITH
TOP 10 NICHE- HIGH GROWTH MARKETS OF APPLE

90 Micro-LED Market
80
Cognitive Services Market
Industrial Metaverse Market
70 Augmented Reality in Retail
Market
Metaverse in Gaming
60 Market
CAGR (%)
Device-as-a-Service Market
50
40
30
Intelligent Virtual Assistant
Industrial Wearables Market Market Affective Computing
20 Market
10
0
0 10 20 30 40 50 60 70 80
Market Size 2022 (USD Bn)

SAMPL TABLE STAKES - WHERE TO SELL – IDENTIFY TALK TRACK –PIPE BUILDING WHO WILL YOU CONNECT
E ACCOUNT OVERVIEW BUYING CENTERS IDEAS WITH
WE ANALYZED DIFFERENT HIGH GROWTH MARKETS OF

APPLE TO DETERMINE TO TOP 5 RELEVANT MARKETS Overall Rating (1-10) – RELEVANCE FOR CLIENT
FOR CLIENT
LBS and RTLS
RANKED MARKETS ACCORDING TO TAM IN

YEAR 2022
Image Recognition
RANKED MARKETS ACCORDING TO TAM IN

mHealth Solutions
FORECASTED YEAR 2027
Extended Reality
RANKED MARKETS ACCORDING TO

GROWTH
Industrial Metaverse
RANKED MARKETS ACCORDING TO 6.0 6.5 7.0 7.5 8.0 8.5

RELEVANCE FOR SE
SAMPLE TABLE STAKES - WHERE TO SELL – IDENTIFY TALK TRACK –PIPE BUILDING WHO WILL YOU CONNECT
ACCOUNT OVERVIEW BUYING CENTERS IDEAS WITH
LEADERSHIP PERSONAS DESIGNATIONS
CEO
Tim Cook Katherine Isabel Ge Mahe SR. VICE PRESIDENT

Chief Executive Adams Vice President
Officer Senior Vice and Managing
President and Directo
General Counsel
COO
CHIEF PEOPLE OFFICER
Eddy Cue Craig Federighi Jeff Williams

Senior Vice Senior Vice Chief Operating
President President Officer VICE PRESIDENT
Services

TABLE OF
CONTENTS
01. WHAT IS MNM’S ACCOUNT IQ
2 0 2 3

M A R K E T S
05. GOVERNANCE
A N D
M A R K E T S
THANK YOU
US OFFICE
MarketsandMarkets™ | 630 Dundee Road |
Suite 430 Northbrook, IL 60062 | USA: 1-888-600-6441
UK OFFICE
MarketsandMarkets™ | The Bridge Workspace Richmond: 7b Parkshot,
Richmond-upon-Thames, Surrey, TW9 2RD | UK: +44-800-368-9399
ASIAN INTELLIGENCE CENTER

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ACCOUNT ENABLEMENT

… ALL ABOUT ENABLING YOUR REVENUE

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?

03. HOW CAN ACCOUNT IQ HELP CLIENT?

04. WORKFLOW EXECUTION AND KPI FOR SUCCESS

05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ

06. ILLUSTRATION OF A/C IQ REPORT- SHELL

07. APPLE ACCOUNT IQ FROM KS

ANALYST SUPPORT ACCOUNT IQ

CONNECT IQ 2. CXO NARRATIVE

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?

03. HOW CAN ACCOUNT IQ HELP CLIENT?

04. WORKFLOW EXECUTION AND KPI FOR SUCCESS

05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ

06. ILLUSTRATION OF A/C IQ REPORT- SHELL

07. APPLE ACCOUNT IQ FROM KS

SCOPE OVERVIEW BENEFITS PRE-REQUISITE

 Account Business Overview, revenue splits by business segments and geographies

 Addressable opportunities for client in Account

Table-stakes for an Account MNM’S exclusive insights for an Account

 Account’s broad mission and goals wrt to

 Account’s mid- and long-term strategies

 Organization structure and key decision

Details are also provided by some industry peer like:

Exclusive Data Setting Us Apart from the Rest

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?

03. HOW CAN ACCOUNT IQ HELP CLIENT?

04. WORKFLOW EXECUTION AND KPI FOR SUCCESS

05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ

06. ILLUSTRATION OF A/C IQ REPORT- SHELL

07. APPLE ACCOUNT IQ FROM KS

DESCRIPTION DELIVERABLES & BENEFITS

NEWSLETTER News Monitoring

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?

03. HOW CAN ACCOUNT IQ HELP CLIENT?

04. WORKFLOW EXECUTION AND KPI FOR SUCCESS

05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ

06. ILLUSTRATION OF A/C IQ REPORT- SHELL

07. APPLE ACCOUNT IQ FROM KS

DISCOVERY EXECUTION: CLIENT A/c

Week 1 & 2 Week 3 Week 4 to 6 Week 6-8

INDICATIVE KPIS FOR SUCCESS

No. of new buying centers No. of opportunities identified:

New pipe identified across top New proposals submitted across

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?

03. HOW CAN ACCOUNT IQ HELP CLIENT?

04. WORKFLOW EXECUTION AND KPI FOR SUCCESS

05. GOVERNANCE & COMMERCIAL MODEL FOR ACCOUNT IQ

06. ILLUSTRATION OF A/C IQ REPORT- SHELL

07. APPLE ACCOUNT IQ FROM KS

EXECUTION GOVERNANCE ESCALATION MATRIX

 Would be responsible for the overall execution Strategic Level

 Would be responsible for executing the Operational Level

PROPOSITION, NEW DEVELOPMENTS AND GROWTH PLANS

‘HOT BETS’ DEMAND IDENTIFICATION

OPPORTUNITIES & ACTIONS PLAN

$ 12000 $ 15000 $ 18000

02. WHAT IS ACCOUNT IQ AND HOW DO WE DIFFERENTIATE FROM OTHERS?