cogent company.03312014
TRANSCRIPT
Topic Overview
• Worldview Workout• Automating Sales• Sales Collaboration• Strategy to Transformation• Cogent Capabilities
2 ©2014. Cogent Company. Proprietary and Confidential.
Technology Continues to Rise as a Firm Priority
Technology Spend as % of Revenue
2005$ 2006$ 2007$ 2008$ 2009$ 2010$ 2011$ 2012$ 2013$%$of$Budget$ 3.60%$ 3.60%$ 3.50%$ 3.82%$ 3.83%$ 3.87%$ 3.55%$ 4.94%$ 4.95%$
0.00%$
1.00%$
2.00%$
3.00%$
4.00%$
5.00%$
6.00%$
Technology Budget Trends
4 ©2014. Cogent Company. Proprietary and Confidential.
2007$ 2008$ 2009$ 2010$ 2011$ 2012$ 2013$ 2014$Increase$ 61%$ 46%$ 25%$ 34%$ 56%$ 48%$ 61%$ 65%$
No$Change$ 17%$ 28%$ 23%$ 31%$ 27%$ 18%$ 12%$ 12%$
Decrease$ 22%$ 26%$ 52%$ 35%$ 17%$ 35%$ 27%$ 23%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
* Projection for 2014 BudgetSource: SIM International “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis
Worldview Workout !
*
Investing for the Firm’s Future
Executive Concerns Largest Investments
5 ©2014. Cogent Company. Proprietary and Confidential.
Source: SIM International “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis
Worldview Workout
0%# 5%# 10%# 15%# 20%# 25%# 30%# 35%# 40%# 45%# 50%#
Alignment#of#IT/Business#
Business#Agility#
Business#Produc>vity#
Cost#Reduc>on/Controls#
IT#Cost#Reduc>on#
Velocity#of#Change#
Security#
IT#Service#Delivery#
IT#Efficiency#
RevIGenera>ng#IT#Projects#
0%# 5%# 10%# 15%# 20%# 25%# 30%# 35%# 40%# 45%#
Analy.cs/BI#
CRM#
Cloud#Compu.ng#
ERP#
Big#Data#
Mobile#
EAI#
Network/Telecom#
Portals#
BPM#
Recognizing Patterns
What Markets Tell Us
Consumeriza5on
Experience Loca5on Devices Social
Data
Small, Big, or Unknown Discovery PreCy Portable Service
Security
Threat/Response Matrix Cloud Loca5on
What We Perceive
Social
Analy5cs Cloud
Mobile
6 ©2014. Cogent Company. Proprietary and Confidential.
Worldview Workout
Lead to Cash Cycle
8 ©2014. Cogent Company. Proprietary and Confidential.
Hidden Sales Cycle
Lead Management
Opportunity Management
Leads from Social, Community, Content, Brand, Peers
Marketing, Nurturing
Sales, Closing, Cash
Automa5ng Sales in the Enterprise
Closing Deals as a Function of Marketing
Benefits from Marketing-Sales Integration
70%$65%$
53%$
38%$46%$
24%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
Heavy$Lead$Management$Integra:on$
Ability$to$Measure$Marke:ng$Generated$
Leads$
BestEInEClass$
Industry$Average$
Laggard$
9 ©2014. Cogent Company. Proprietary and Confidential.
91%$87%$
56%$48%$
22%$ 20%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
90%$
100%$
Team$A2ainment$of$Quota$
Reps$Achieving$Quota$
BestBInBClass$
Industry$Average$
Laggard$
6.5%%
2.3%%1.2%% 1.2%%
)8.8%%
)3.5%%
)10.0%%
)8.0%%
)6.0%%
)4.0%%
)2.0%%
0.0%%
2.0%%
4.0%%
6.0%%
8.0%%
Y)O)Y%Change%in%Team%A9ainment%
Y)O)Y%Change%in%Avg.%Sales%Cycle%
Best)In)Class%
Industry%Average%
Laggard%
Quota ACainment
Year-‐Over-‐Year Changes
Automa5ng Sales in the Enterprise
Source: Aberdeen Group, Cogent Analysis
CRM as an Enabler to Better Performance
Benefits to Firm and Individual Goals
62%$56%$
51%$54%$
40%$36%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
Customer$Reten5on$Rate$
Team$A9ainment$Rate$
Reps$Achieving$Quota$
CRM$Users$
All$Others$
Benefits from Better Sales Forecasting
10 ©2014. Cogent Company. Proprietary and Confidential.
47%$
59%$
74%$
85%$93%$
43%$52%$
58%$
71%$
82%$
38%$
51%$55%$
67%$ 70%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
90%$
100%$
180$Days$ 90$Days$ 60$Days$ 30$Days$ Immediately$Prior$
Best<In<Class$
Industry$Average$
Laggard$
8.5%%
4.7%%
1.5%% 1.2%% 1.0%%
4.6%%
2.1%%
,3.0%%,2.0%%
,6.4%%,8.0%%
,6.0%%
,4.0%%
,2.0%%
0.0%%
2.0%%
4.0%%
6.0%%
8.0%%
10.0%%
Total%Company%Revenue%
Profit%Margin% Team%Quota%ADainment%
Lead%Conversion%
Rate%
Reps%Achieving%Quota%
Integrated%Sales%ForcasMng%
Non,Users%
Accuracy of Sales Forecas5ng
Effect on Firm-‐wide
Results
Automa5ng Sales in the Enterprise
Source: Aberdeen Group, Wall Street Journal, Cogent Analysis
Mobile Access to CRM Has Benefits
Mobile Capabilities Improve Performance Mobile Allows New and/or Different Sales Training
11 ©2014. Cogent Company. Proprietary and Confidential.
83%$
15%$
5%$
52%$
6%$1%$
6%$2%$ 3%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
90%$
Reps$Achieving$Quota$ Increase$in$Firm$Revenue$ Increase$in$Avg$Contract$Value$
BestEInEClass$
Industry$Average$
Laggard$
61%$
45%$
23%$18%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
Best0In0Class$ All$Others$
Mobile$Sales$Learning$
Mobile0Enabled$Learning$Content$
74%$ 71%$
58%$50%$
60%$ 58%$
27%$ 28%$
37%$45%$
15%$ 15%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
Remotely$View$/$Modify$Sales$Data$
Access,$Perform,$Modify$Tasks$
Remote$Access$to$Quota$/$Comp$Data$
Link$to$Mobile$AcLvity$(Voice,$Email,$Text)$
BestSInSClass$
Industry$Average$
Laggard$
83%$
55%$50%$ 47%$
43%$
65%$
30%$36%$
32%$25%$
45%$
15%$
38%$
21%$
12%$
0%$
10%$
20%$
30%$
40%$
50%$
60%$
70%$
80%$
90%$
Shared$Team$Calenders$
Sales$Forecas<ng$/$
Pipeline$Management$
Mobile$Access$to$Social$
Real<me$Messaging$to$Enterprise$Systems$
No<fica<on$to$Marke<ng$Triggers$
BestMInMClass$
Industry$Average$
Laggard$
Mobile Sales Training Best
In Class
Mobile Sales Training &
Reinforcement
Mobile Sales Process
Capabili5es
Mobile Sales Technologies
Automa5ng Sales in the Enterprise
Source: Aberdeen Group, Cogent Analysis
Challenges in Sales Management
Misused Resources
• Re-‐use same people • Can’t find resources • Experts don’t use CRM
Reinven5ng the Wheel
• Recreate content • Poor/Limited document collabora5on
• Answer same ques5ons
No Centralized Opportunity Management
• Notes everywhere • Repea5ng conversa5ons
• Buyer frustra5on
Limited/No Disconnected Access
• Can’t prep for mee5ngs
• Ineffec5ve sales calls
• Lost deals
12 ©2014. Cogent Company. Proprietary and Confidential.
Automa5ng Sales in the Enterprise
Source: SIM Interna5onal “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis
Jive Adds Value to CRM and Beyond
Jive Implementations Show ResultsIncreased Deal Sizes by 5%
• “Quarterback” the best specialists to solutions / cross sell• Enhanced business case justification / negotiation
Increased Win Rates by 12%• Higher quality presentations and proposals• JIT competitive sharing and differentiation
Increased Deals/Year by 8%• Immediate access to knowledge and specialists• Less duplication of effort across deals
Decreased Support Costs by 14%• Increased visibility across deals, geography, risk, need• Governed self-service model for requests
Decreased Deal Cycle Time by 22%• Streamlined deal coordination and process• Decreased bottlenecks, greater agility to respond
Jive Enhances CRM
14 ©2014. Cogent Company. Proprietary and Confidential.
Create Opp
Email Specialists
Phone Prep Mee5ng
Record Outcomes Create Deliverables
Win/Loss, Add Contracts
Jive Deal Room
Invite All Team Collaborate on Opp Notes
Jive Present Projects, Tasks, Decisions
MSFT Office Integra5on Real-‐Time Mee5ngs
Internal & External Collabora5on
Seamless Integra5on to CRM
Jive Sodware CRM (Generic)
Deal Cycle Va
lue
Collabora5ng Beyond CRM
Source: Jive Customer Survey, Cogent Analysis
Solution Strategy Approach���Ensures constituents needs are identified and planned for
16 ©2014. Cogent Company. Proprietary and Confidential.
Assessment
StrategyConfirmation
Current StateAssessment
Strategy Development
ProblemDefinition
SolutionDefinition
Plan Development
ImplementationApproach
Business CaseDevelopment
• Where are we?• What do we have?• Who is on our team?• Where do we want to go?• What are our issues, weaknesses?• What are our strengths?• What are our opportunities?
• What are our options?• What are the tradeoffs?• What are our risks?• What is our vision and best direction?• How do we deal with our immediate
needs?
• What are the priorities?• What are our risks?• How do we manage priorities and risks?• Who is going to do what?• How much will it cost?• When will it be done?
PeopleProcess
Technology
From Strategy to Transforma5on
Accelerated Solution/Package Selection Approach���Ensuring the solution matches the needs of constituencies
17 ©2014. Cogent Company. Proprietary and Confidential.
• Select best fit solution• Define preliminary technical architecture• Verify cost analysis• Define roll-out approach, accounting for
risks• Develop high level implementation plan• Communicate change plan
1. Requirements Analysis
• Evaluate current technical architecture, data, and reporting capabilities
• Identify key requirements, gaps• Develop evaluation criteria• Prioritize requirements• Determine key differentiators• Initiate solution scan and or “build vs. buy”
analysis*
• Conduct gap analysis per• Apply differentiators• Create short list of solution
alternatives• Create evaluation package• Conduct solution demos• Prepare cost worksheets• Score alternative solutions• Compile solution comparisons
Cogent Accelerated Package Selection
Implement Solutions
3. Solution Selection and Plan
2. Solution Evaluation
Develop Solution Strategy
* -‐ Build vs. Buy decisions should be considered throughout the APS process; however, Cogent recognizes this can be completed in the ini5al analysis.
From Strategy to Transforma5on
Business Transformation Approach���Ensuring users realize technology impacts
Implementation Success Factors
Powerful Business Case
Clear Vision
Accountable Change
Leadership
Specific Change Communica5on
CommiCed Stakeholders
Increasing Change Capability
Integrated Teams
Organizational Performance Levers
Competencies & Behaviors
Leadership Effec5veness
Organiza5onal Design & Structure
Performance & Pay Alignment
Communica5on
Staffing and Deployment
Educa5on & Development
18 ©2014. Cogent Company. Proprietary and Confidential.
Cogent Capabili5es
Implementation Approaches���Ensuring users realize technology impacts
Data Discovery Method Agile Deployment Method
19 ©2014. Cogent Company. Proprietary and Confidential.
From Strategy to Transforma5on
Who is Cogent Company?
21 ©2014. Cogent Company. Proprietary and Confidential.
Cogent Capabili5es
Sodware Partnerships
Trade Group Partnerships
Academic Partnerships • Process Automation & Collaboration• Software Development• Cloud Solutions• Application Integration• Content and Document Management
• Change Management• Portfolio & Project Management• Transformation & Governance• Process Improvement• Policy & Risk Management• Pre- & Post-Merger/Acquisition
• Data Acquisition & Quality• Data Discovery• Data Warehousing• Visualizations & Dashboards• Advanced Analytics• Modeling & Simulation
Advisory Services
Systems Integration
Data & Analytics
Partial Client List by Industry
22
Financial Services/ Insurance/Real Estate Restaurant/Retail/Hospitality
Technology/Communica5on/ Media Manufacturing/Energy/U5li5es
Hospital/Life Science
Cogent Capabili5es
©2014. Cogent Company. Proprietary and Confidential.
For More Information, Contact Marc [email protected]+01.1.214.341.1004www.cogentcompany.com
23 ©2014. Cogent Company. Proprietary and Confiden5al.