Page 27 - FY18 Advanced Services Strategic Plan

APJC plan for growth

AS Financials Growth Strategy

APJC ($K USD) FY16 FY17 FY18F FY19F FY20F • Focus where our customers need us the most: enhancing security, developing digital
infrastructure, leveraging the cloud, and connecting everything
Booking Annual 122,898 119,335 161,574 177,823 204,496 • Cyber Security: Develop organizational cyber strategy & roadmaps, value assessments,
and security architectures linking network security capabilities to cyber objectives
Bookings Y/Y -1.3% -2.9% 35.4% 10.0% 15.0% • Digital Infrastructure: Enabling rapid service delivery, agile processes and the
development of an IT Services Framework incorporating people, processes, policy and
Revenue 112,446 134,508 154,893 170,382 195,940 technology
• Business Critical Services: Delivery comprehensive Day-2 services to improve, enrich,
Revenue Y/Y 2.4% 19.6% 15.2% 10.0% 15.0% and enhance our customers’ solutions and business through analytics and adoption.
• Data Center/Cloud: Develop capabilities to empower staff, stakeholders and clients to
COGS 109,700 111,904 127,707 134,092 144,149 achieve enhanced decision-making, increased team work and collaboration, and mobility
• IoT/Digitization: Establish IoE enabled strategies, value assessments and architectures to
Gross Margin 2,745 22,604 27,186 36,290 51,790 intelligently connect people, process, data and things
• Vertical big bets: Federal Government, FSI, and Education
Gross Margin % 2.4% 16.8% 17.6% 21.3% 26.4% • Geo big bets: China, India, and Japan
• Investigate regional inorganic opportunities in key growth areas (Security, SW)

Cisco as Trusted Advisor Accelerate Product Operational Efficiency
• Bring Advisory thought leadership directly to key • Have aligned AS strategy & plan aligned to sales • Continue to refine market segmentation model
customers FY18 plan and socialized with APJ SLT • Increase average deal size and reduce the long tail
• Shift/expand focus to customer lines of business • Identify and align Top Accounts List for each Theatre of small deals
• Build more franchise customers, focus on signing along with CGEM Prioritization • Increase Subscription business
more MSAs and applying for government panels for • Create a monthly cadence to measure progress • Continue to evolve ADC adoption and increase
direct business against joint commitments at theatre-level. Track billable utilization
• Continued evolution of SDE, SIA, and BDM function progress and report to Sales and AS Leader. • Continued rationalization/reassessment of the
• Work closely with Sales Digital Transformation Office • Enterprise Sales Plays include integrated AS portfolio, including reassessment of AS-Fixed
(DTO) to drive customer digital transformations supporting services
• Create a comprehensive Services heatmap

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