presentazione evento manufacturing 2012
DESCRIPTION
Il 12 Aprile 2012 Enigen, assieme al partner Salesforce.com, ha organizzato un evento dedicato al Manufacturing, in particolare a come massimizzare le performance della forza vendita.Presente anche Diego Gianetti di Bticino, che ha riportato la sua testimonianza.Maggiori informazioni a [email protected]TRANSCRIPT
All rights reserved © 2012, ENIGEN
Are you really forward-thinking?
Cloud & Mobile per il manufacturing
Torino, 12 Aprile 2012
All rights reserved © 2012, ENIGEN
Are you really forward-thinking?
Massimo Migliorini Alliances Manager & Sales
[email protected] +39 (335) 7828243
Cloud & Mobile per il manufacturing
Torino, 12 Aprile 2012
All rights reserved © 2012, ENIGEN
Are you really forward-thinking?
Agenda
1. Enigen Corporate
2. Market Trends; social revolution, cloud and mobile
3. Manufacturing needs & solutions
All rights reserved © 2012, ENIGEN
Are you really forward-thinking?
About Enigen
Enigen Enterprises Ltd is a fast growing multinational CRM
consultancy group founded in 2004, with companies in Italy (Turin,
Milan, Rome, Naples), UK (London) and Switzerland (Geneva).
• An operating group of 80, and a team of 60 consultants speaking 16
languages with a customer base in 18 countries around the world
collated over the past 8 years.
Enigen is a trusted advisor able to implement CRM solutions and
services. The ultimate goal is to achieve immediate business benefits
to our clients, in order to improve their User Adoption and performance
in terms of Customer Experience.
All rights reserved © 2012, ENIGEN
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- Project Locations - Enigen offices
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Some Enigen Direct Customers
• Panasonic
• Fiat
•Iren Mercato
• Diversey
• Maxam Chem
• ARM
• HSBC
• Gabetti
• Neopost
• The Body Shop (Lorèal group)
• The West Brom Building Society
• Reale Mutua Assicurazioni
• Loquendo
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Offered Services
Technical Services
Turn Key Solutions
User Adoption Services
Oracle FUSION
Salesforce Buzzient Radian6
Blogmeter
Oracle UPK
Enigen Delivery Centers
Training
All rights reserved © 2012, ENIGEN
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Agenda
1. Enigen Corporate
2. Market Trends; social revolution, cloud and mobile
3. Manufacturing needs & solutions
All rights reserved © 2011, ENIGEN
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Story of the Applications in the last 30 years…
…And Evolution of the CRM
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5 CRM trends
Anywhere. Anytime.
Mobility and the cloud
• Any insight.
BI - analytics
• Customer-isation.
Customer Experience Management
• Social networks.
Social CRM
• More for less.
Or at least steady costs for more value
Data Source: AMI-Partners,
www.ami-partners.com
Data Source: Markinson Business Solutions)
2012 Market trends; our vision and not only..
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Social Revolution
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The Social Divide: Customers and Companies
What about your
company?
Your customers and
employees are social.
Communities
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Facebook mobile users are 2X more active than desktop users.
- facebook.com
81 minutes
per day
Source: comScore, Alexa, Flurry Analytics
Mo
bil
e A
pp
s
Bro
wser
Social Revolution: Mobile Apps used more than web browser
All rights reserved © 2012, ENIGEN
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Agenda
1. Enigen Corporate
2. Market Trends; social revolution, cloud and mobile
3. Manufacturing needs & solutions
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Manufacturing Value Chain
Supplier Manufacturer
Channel Partner:
Dealer
Distributor
Broker
Retailer
End User/ Consumer
Manufacturers often don’t know or
interact with the End
User/Consumer of their products
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Limited Demand Visibility
Global Coordination Intense
Competition
“How can I improve forecast and planning
accuracy?”
“How can I better coordinate with my
overseas counterparts?”
“How do I innovate and differentiate while driving
operational efficiency?”
Today’s challenging environment
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Social Customer
Profile
Employee
Social
Networks
Customer & Product Social Networks
Social Enterprise
for Manufacturing
Listen & Engage
Mobile
Connect
Collaborate
Customer Portal
Supply Chain
Social Products
Field Service
Distributor Portal
Customer Service
Sales
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Information
Technology
Finance & HR
Executive
Team
Supply Chain Marketing Sales Service
Billing General Ledger
& Budgeting Cash
Management Accounts
Receivable Accounts Payable
Employee Helpdesk
Performance Management
Time-off Manager
Volunteer Tracking
Recruiting Management
Supplier Management
Materials Planning
Purchasing
Receiving
Workforce Management
Inventory Management
Production Planning Shipping
Lot and Asset Tracking
Innovation Management
New Product Development
Launch Management
Campaign Management
Search Marketing
Social Media
Content Management
Web Sites Multi-channel
Marketing
Key Account Management
Trade Fund Management
Territory Management
Productivity Best Practices
Partner Management
eCommerce
Order Capture Custom
Products Sample
Requests
Call Center
Chat
Customer Portal
Knowledge Management
Warranty Management
Community Management
Field Service RMAs
IT Helpdesk Asset
Management Portfolio
Management Project
Management Governance Operations
Management Change
Management Agile
Development Vendor
Management Quality
Assurance
R&D
Operating Expenses OFR/OTD
Leading Innovations Leads by Source
Closed Business Sales Pipeline Revenue Trends
Customer Satisfaction
Support Channels
Vision, Values, Metrics
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2
Native
Connectors
3
Custom
Built
Integration
1
Integration
Middleware
Salesforce can integrate seamlessly with our SAP back
office and scale to multiple time zones, geographies,
and currencies.
“ “ Multiple ERP integration solutions
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Manufacturers are transforming their business with Salesforce
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Customer Process Implementation
Sample and Supply Chain Management 6 Weeks
Custom ERP Application 28 Weeks
License, Billing and Contracts Applications 8 Weeks
Samples Management Application 8 Weeks
Manufacturers achieve rapid application development on Force.com
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Follow us…
WEBSITE: www.enigen.eu
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Massimo Migliorini Alliances Manager & Sales
[email protected] +39 (335) 7828243
Grazie
Torino, 12 Aprile 2012
All rights reserved © 2011, ENIGEN
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The challenges that arise from software implementation exist from both the user and the
corporate perspective:
• From the user perspective, new software means dealing with a major change that forces
users to acquire a new set of skills, and new ways of doing their job. Enterprise software
keeps evolving continually, which means users must constantly attempt to keep up.
• From the corporate perspective, implementation calls for interfacing between different
business units that must struggle to coproduce a single synchronized task. Training, IT and
various other business units must often try to work together to define and execute the
software implementation project. These units often differ in their personnel profile,
terminology, goals and methods. Together, these factors make a joint effort extremely
challenging.
Why is Software So Difficult to Implement?
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Effective User Adoption is the absolute best predictor of enterprise software success
End User Adoption
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Business Alignment
Success in adopting new technology depends as much on clear objectives and plans as it does on deploying the
technology itself. It’s important to ensure that executives and senior management agree on the strategic
objectives of the implementation.
Training
With the implementation of new technology, users need to be prepared to use it efficiently and effectively.
Educating users is therefore a critical component in achieving your strategic objectives.
Communication
How well do your employees understand why new technology is necessary and how it will affect their daily jobs?
Planning and providing information before, during, and after the project launch.
Performance and Measurement
Clearly defined metrics are crucial to managing the progress and gauging the success of a technology
Implementation
Project Team Technical and Functional Training
Providing training for those leaders and managers who will play a crucial role in the definition and user-
acceptance phases.
User Adoption Services
Il caso Bticino
Diego Gianetti, Bticino Area Manager
Torino, 12/04/2012
Page 2
La fusione e i principali ambiti di intervento per la
ridefinizione dei processi di vendita
I requisiti richiesti e la scelta dell’applicativo
L’implementazione e i principali risultati
I punti di forza e di attenzione
1
2
3
4
Page 3
FUSIONE TRA DIVERSI
MARCHI
RIDEFINIZIONE
STRUTTURA E PROCESSI
FORZA VENDITA
Contesto Obiettivi
1
Page 4
Ambiti di intervento
4 SIMULTANEOUS
STREAMS OF
ACTIVITY
PROCESS ORGANIZATION
SYSTEM CHANGE
MANAGEMENT
• TO BE requirements
• BPR – TO BE Design
• Business Case
• Alignment of the organization
• New roles & responsibilities
• Sponsorship
• Competencies analysis
SALES DIRECTOR
OPERATIVE MKTG KEY ACCOUNT &
PROJECT
CUSTOMER SERVICE
DIY
CONSORTIUM & GROUPS
VANTAGE SALES
REGIONAL
MANAGER
SALES REPS COORD. SALES REPS
CUSTOMER DB
REFUNDS
LINK W/ WHOLESALERS
SFA
B.I.
EXHISTING BTICINO SYSTEMS
Off the shelf Custom Customized
• Custom System feasibility
• Salesforce.com feasibility
(applications, architecture,
infrastructure)
• Functional requirements (SFA,
Call Center, Web portals, etc.)
• Integration feasibility
• Addressing the organization as a
whole
• Reducing impact on productivity
• Speeding up acceptance timing
• Fostering participation and user
adoption of new model and tools
CHANGE
MGMT
ACCEPTANCE
CULTURE
SPONSORSHIP
STAKEHOLDER
MGMT
TRAINING
INNOVATION
BEHAVIOUR
GEOGRAPHY
1
Page 5
BIC focus
Wholesalers
Installers
End Customers
Company
Boost/ Lack
of information
Multi-brand
Competition &
overlap on clients
Price positioning
Different commercial
refund processes
Sales force
effectiveness
Principali aree di intervento 1
Page 6
1
RIDUZIONE E
SEMPLIFICAZIONE
MODALITÀ DI
NEGOZIAZIONE
OTTIMIZZAZIONE
ATTIVITÀ DI BACK
OFFICE E ATTIVAZIONE
NUOVI STRUMENTI
INTEGTRAZIONE
INFORMAZIONI SUI
CLIENTI E SVILUPPPO
NUOVE OPPORTUNITÀ
Situ
azio
ne
iniz
iale
16 MODALITÀ DI NEGOZIAZIONE
6 DIVERSI SISTEMI A SUPPORTO
DIVERSI PROCESSI PER DIVERSI BRANDS
SPESA COMMERCIALE 10% FATTURATO
BUROCRAZIA
SISTEMI NON ADEGUATI
SCARSA CONOSCENZA DEI CLIENTI NON VISITATI
3 DB CLIENTI SEPARATI
CONOSCENZA CLIENTI POCO EFFICACE
PERDITA DI INFORMAZIONI
Prin
cip
ali
inte
rve
nti
Page 7
Esempio processo di negoziazione
1. Negotiation 2. Data input 3. Authorization 4. Refund Key Actors
Main Phases
Sales person fills forms/ inputs data into system to set the negotiation forth
Negotiated discount is approved at Regional/
Central level
Information sent to wholesaler in order to grant the discount to
Installer when purchase occurs
Installer performs purchase at negotiated prices at the
wholesaler’s
Wholesalers indicates sell-out data by Installer
Verification of data and calculation of refund
payable to wholesaler
Sales person
End Customer
(Installer)
Wholesaler
BTicino
Head Quarter
Refund
The sales person sets a final price of purchase with
the Installer, including a discount on goods
1.
2.
3.
4.A
4.B
5.
6.
7.
1
Page 8
Commercial Planning and
Performance
Management
Sales Force
Management
Sales and Negotiation
Management
Opportunity
Management
Funzionalità richieste Soluzione scelta Soluzioni disponibili
2
Page 9
Salesforce.com functionalities
SALES FORCE AUTOMATION
AUTOMAZIONE MARKETING
PARTNER MANAGEMENT
CUSTOMER SERVICE
& SUPPORT
CONTENT MANAGEMENT
ANALYTICS
APPEXCHANGE
CUSTOMIZED APPLICATIONS
AND INTEGRATIONS
Sales Performance
Analytics and Forecasting
Sales Information
Desktop and Mobile
Customization and Integration
• Lead Management
• Opportuniy Management
• Account and Contact Management
• Activity Management
• Approvals and Workflows
• Territory Management
• Partner Management
AppExchange
• Channels Sales (PRM)
• Compensation Management
• Data Cleansing
• Quoting and Orders
• Sales Intelligence
• Sales Methodologies
• Sales Operations
• Mobile CRM Solutions
• Microsoft Outlook CRM Integration
• Microsoft Word and Excel Integration
• Product Catalog
• Document Management
• Contract Management
• Email Templates
• Asset Management
• Sales Reports and Dashboard
• Customizable Sales Forecasts
• Data Quality Management
• Customization
• Web Services Integration
• Salesforce to Salesforce
2
Page 10
Luglio 08 Dicembre 08 Giugno 09 Aprile 08
300 venditori
6 marchi
-60% numerosità
modalità di
negoziazione
agenda
integrata
budget e
reporting commerciale
gestione integrata
progetti
cross selling
unico strumento,
integrato con ERP
customer
insights
DB unico
-0,5 gg attività
back office FV
3
Fase 1
ANALISI
AS IS
Fase 2
DISEGNO NUOVO
MODELLO
Fase 3
IMPLEMENTAZIONE
NUOVO MODELLO
2 MESI 6 MESI 5 MESI
SYSTEMS
ORGANIZATION
CHANGE MGNT
PM
PROCESSES
Page 11
Voci del Business Case
INCREASED
REVENUES
CEASING
COSTS
•Reduction of Back-Office activities required to Sales Force
• Increased time spent on Field activities
• Increase market covering (more clients visited)
QUANTITATIVE
BENEFITS
•Reduction of IT maintenance & complexity
•Reduction of manual operations on data alignment
•Reduction of commercial and administrative costs of monitoring
•Organization and integration with other department ADDITIONAL
CEASING
COSTS
4
Page 12
• forte sponsor AD e Direzione Commerciale
• coinvolgimento fin da subito della forza vendita
(workshops)
• Business Advisory Partner
• accettazione del cambiamento
• pratiche commerciali più guidate
• rischio customizzazione
4 P
un
ti d
i fo
rza
P
un
ti d
i a
tte
nzio
ne
FATTORI VINCENTI / CRITICITA’
Page 13
Coinvolgimento delle persone
Interviews
Interactive Workshops
Field Activities
• Regional Managers (11)
• Local Coordinators (20)
• Sales Force Reps (6)
• Sales Dept (22)
• Finance & Admin Dept. (3)
• IT Dept (3)
• Interviews to representative
subset of wholesalers
OVER 70 PEOPLE INVOLVED
TO ENSURE REAL
BUSINESS REQUIREMENTS GATHERING
4
Page 14
GRAZIE
Diego Gianetti, Bticino Area Manager
Torino, 12/04/2012
Giovanni Cipriani
Salesforce.com
WELCOME TO THE
SOCIAL ENTERPRISE
Our Mission: Cloud Computing Driver, Catalyst, and Evangelist
Enterprise
Cloud Computing
1960s
Mainframe
1980s
Client/Server Today
Ten Year Computing Cycles 10X more users with each cycle
1960’s Mainframe Computing
1990’s Desktop Cloud
Computing
2000’s Mobile Cloud
Computing
2010’s Social
Revolution
1970’s Mini Computing
1980’s Client/Server Computing
Data Management
Apps
Business Logic Apps
Process Automation
Apps
Web Apps
Mobile Apps
Social
Apps
First Cloud Company to Reach $3B Annual Run Rate in FY13
45 Billion Transactions per Quarter
$3 Billion Expected Annual
Revenue Run
Rate for FY13
#1 World’s Most Innovative Companies
#27 World’s Best Places to Work
8,000+ Employees
2011: Year of Social Revolution
Social Revolution: Social Networking Surpasses Email
Social Users
Email Users
2007 2008 2009 2010 2011
1.9 billion social users
Source: Comscore, June 2011
2013E
2007 2008
2009 2010
2011 2012E
2006
1.8 billion mobile devices by 2014
2014E
Tablets
Smartphones
Laptops
Desktop
Social Revolution: Next Generation Devices Changing How We
Access the Web
Source: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011
Social Revolution: High Return for Social Enterprise
Social
Enterprise
Benefits
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
Social Revolution: Products Now Connected to Social Networks
Source: IDC Predictions
2012: Competing for
2020, Dec. 2011
3.5 Billion Networked Products
1.8 Billion Networked Computers
Total of 5.3 Billion Connected Devices 2014
Source: IDC Predictions: 2012 competing for 2020. December 2011
Delight Your Customers in a Whole New Way
Public Social Network
SOCIAL ENTERPRISE
Employee Social Network
Extend
Collaborate
Work
Sell Service
Customer Social Network
Market
Listen
Engage
Product
Social Profile
The Social Enterprise Delivered
Employee Social Network
SOCIAL ENTERPRISE
Collaborate
Collaborate
Leader in Enterprise Collaboration
Secure, private collaboration
150,000 active Chatter networks
30% reduction in customer email
2011 Apple App Store App of the Year
Burberry Uses Chatter for its Employee Social Network
Collaborate
US$2 billion revenue
7,500 employees
473 stores
Social Enterprise transformation:
End-to-end digital experience
Burberry Collaborates with Chatter
Collaborate
SOCIAL ENTERPRISE
Extend
Sell
Employee Social Network
Customer Social Network
Extend Sell
World’s #1 Sales Application
Connect and sell in a social world
Mobile: Access from any device
Market Leader: Gartner and Forrester
33% higher productivity for customers
Kimberly-Clark Closes Deals Faster with Sales Cloud
Sell
#1 Cloud platform for employee
social apps (IDC)
Automate and extend your business
Proven with 100,000+ customers
400% productivity improvement
108% ROI
Kimberly-Clark Builds Social Front Office with Force.com
Extend
Employee Social Network
SOCIAL ENTERPRISE
Customer Social Network
Service
Service
#1 video game publisher
Call of Duty, Guitar Hero, Skylanders
$4.8B in revenue
8,000 employees
Social Enterprise:
Single social profile
24/7 social service
Activision Delivers Amazing Customer Service
Service
SOCIAL ENTERPRISE
Customer Social Network
Public Social Network
Market
Listen
Product
Engage
Listen Market Engage Product
Market on all social channels
Site.com: Social websites
Radian6: Social monitoring
Heroku: Customer social apps
Products: Product social network
HP Reaches Customers with the Salesforce Marketing
Cloud
Listen Market Engage Product
#1 Social media monitoring platform
Listen, monitor, and engage
50% of Fortune 100 use Radian6
59% increase marketing
effectiveness
HP Listens to Customers on Social Media Channels with Radian6
Listen
Service Technicians
R&D
Customers
Maintenance Engineers
HP Indigo Connects Machine Data to a Product Social Network
Product
Customer Service
Social Enterprise Architecture
Become a Social Enterprise Today
Public Social Network
SOCIAL ENTERPRISE
Employee Social Network
Extend
Collaborate
Work
Sell Service
Customer Social Network
Market
Listen
Engage
Product
Social Profile
THANK YOU