siebel customer facing...

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Siebel SystemsCorporate andA & D IndustrySolution Overview

Agenda

• Siebel Systems Corporate Overview

• Proven Solution for Aerospace & Defense

• Broad Industry Adoption & Proven Customer Success

• “One” Company Demo – Customer-Centric Business Transformation

• Business Value of CRM - “Making it Easier to do Business”

• Business Analytics – Digital cockpit for managing the business

• Account Management

• Life-cycle Service & Support Management

• OEM / Aftermarket Sales Management

• Air Show Event Management

• The Siebel Advantage

• Q&A

Mission

Siebel Systems aspires to be our customers’most valued partner in helping them achieve

outstanding customer-driven business results.

Customer

Division A Division B Division C

Unsynchronized channels

Product-focused divisions

Inconsistent businessprocesses

Unaligned employees

Numerous disconnectedapplications

Challenges Facing Many Aerospace &Defense Companies

OrderOrderMgmtMgmtHRHR CustomCustom

MktgMktgDataData

SCMSCMERPERP

PartnerPartnerDataData

SalesSalesDataData

CustomCustom

A Customer-Centric Enterprise empowers employeeswith customer data and insight through end-to-endbusiness processes to ensure the best decisions aremade for both…

…at any customer moment of truth

while providing a seamless customer experience.

…Requires a New ApproachBecome a Customer-Centric Enterprise

…the company

- and -

the customer…

Provide a seamless, unified customerexperience for all customer interactionsregardless of internal organization

Transform customer data into actionableinformation by providing the right informationto the right person at the right time

Extend customer understanding throughoutthe enterprise thus enabling all functional areasto make informed, customer-based decisions

The Customer-Centric EnterpriseKey Imperatives

Customer-Facing Solutions Representthe Next Frontier of Business Value

$3,069.5 B

11.1%

$661.9 B

Customer-FacingSolutions

$2,311.8 BWW Projected Spend, 2004-2014

5.9%Growth Rate (CAGR), 2004-2014

$1,177.0 BWW Investment, 1980-2003

Back OfficeSolutions

Sources: Siebel analysis and estimates based on data from IDC, Gartner and AMR Research.

Improving Customer-Facing CapabilitiesLeads to Leveraging the Enterprise and Operational Excellence

Decrease CallWaiting Times

Decrease RequestSolution Time

Reduce CustomerService Costs

Decrease ServiceResponse Times

Increase CustomerRetention

Increase CustomerService Productivity

AccelerateLead Maturation

Increase MarketingSourced Revenue

Decrease LeadGeneration Cost

Improve TargetedProspecting

Decrease CustomerAcquisition Cost

Increase CampaignResponse Rate

Account Mgmt / Sales

Marketing

Service

IncreaseConversion Rate

Increase Revenueper Customer

Increase AverageOrder Size

IncreaseClose Rate

Increase Revenueper Sales Rep

ShortenSales Cycle

The Front Office Is Siebel’s DNAIndustry-specific

CRM

MarketingAutomation

CRM

Customer Serviceand Support

Sales ForceAutomation

MultichannelCRM

Siebel Systemsfounded

Works w/chartercustomers to

develop product

Acquires Scopus,merging SFA and

CSS into CRMcategory

Launches SiebelCRM OnDemand

Siebel introducesfirst industry specificCRM (for Consumer

Goods)

Acquires Paragren,extends CRM with

integrated marketingautomation

Hybrid CRM:on demand/on premise

Acquires nQuire,making CRMsmarter with

customeranalytics

Acquires Eontec,offers next-

generation bankteller systems

Ships first product(Siebel Sales 1.0)

IntroducesUniversal

ApplicationNetwork

1993 1995 1999 2001 2003 20041998 2000 2002

CRMAnalytics

Standards-basedIntegration

Master DataManagement

LaunchesUniversalCustomer

Master

Leading Companies Across Industries UseSiebel

The Largest Customer Centric BusinessesRun Siebel

8,000

13,000

10,500

13,000

14,900

9,570

8,700

16,000

13,800

11,030

10,630

16,000

UsersUsersCompanyCompany

31,650

20,000

16,300

35,000

39,100

41,335

18,000

30,000

25,000

24,300

63,600

63,797

UsersUsersCompanyCompany

SAP Largest ERP References Siebel Global CRM References

SAP Customers Choose Siebel CRM

What Analysts are Saying…

Customer-centric strategies in general (and CRM inparticular) enable organizations to improve their customer service — andincrease their chances of retaining customers — by providing them with all ofthe information they need to make planning, product and service decisionsthroughout the customer life cycle. This, in turn, can increase customerloyalty and retention, as customers' requirements and expectations are met.

-- Gartner - Ten Secrets for Creating a Customer-Centric Enterprise - Dec 2005

Organizations should realize that CRM is a companywide,rather than a departmental, initiative, and begin to evaluate all aspects of theorganization based on how customers perceive them.

-- Gartner - Ten Secrets for Creating a Customer-Centric Enterprise - Dec 2005

Siebel CRM Ranked #1 by Analysts onVision and Ability to Execute

Field Service

B2B CRM

Customer Service & Support

B2C CRM Sales

Agenda












• Q&A

• Leading CRM Vendor in Aerospace &Defense

• Dedicated Business Unit

• Engineering & QA

• Product Marketing & Alliances

• Sales & Sales Consulting

• Service and Support

• Focus on Complete Solutions

• Partnerships

• Services

• Leading aerospace and defensecompanies guide productspecifications

• Strategic partners validate design andperform testing

Siebel Systems’ CRM Leadership inAerospace & Defense

Partners Customers

Customer-Driven Development Process

CustomerInput

CustomerInput

CompetitiveSurveys

CompetitiveSurveys

Market InputMarket Input

ProductSpecifications

ProductSpecifications

Human FactorsExpertisePrototype

Human FactorsExpertisePrototype

Final ProductFinal Product

Partner InputPartner Input

Customer InputCustomer Input

Defining Potential Charter Customer Accounts &

Creating Informal Advisory Council for A&D

Defining Potential Charter Customer Accounts &

Creating Informal Advisory Council for A&D

The Aerospace & Defense IndustryLandscape

Customer ServiceDifferentiation

OrganizationalComplexity

Stagnant RevenueGrowth

Profit MarginPressure

Customer-Centric StrategiesTo Meet Increasing Customer Expectations

‘Changing Face of the Customer’

“Today, the industry is under pressure to adapt to the 'changing face of thecustomer'. Governments and airlines alike have increasingly become morecost-conscious and are demanding higher standards of services. It is nolonger sufficient to offer the best product; instead, companies must offer thebest product at the best price with superior levels of service.”

Deloitte Consulting

The Industry’s Biggest Growth Engine – Aftermarket Parts & Service"The driving force behind CRM is the vast amount of services-related workA&D companies are currently doing. The industry's biggest growth enginetoday lies in selling additional services to existing customers, rather thanselling new aircraft. In general, the industry's services revenue is growing atabout 40 percent to 50 percent, while its sales are growing at less than 5percent. In order to maintain and enhance their valuable relationships withexisting customers, A&D companies need to streamline customer data andthe sharing of this data.“ BearingPoint

Creating Organizational Silos…

Customer

LegacyLegacy

OSSOSS

HRHR CustomCustom

CIFCIF

ERPERP CIFCIF

SCMSCM

CustomCustom

SAPSAP

ERPERP

CustomCustom

ERPERP

LegacyLegacy

AirframeSystems

EngineSystems

ElectronicSystems

• Disconnected channels

• Fragmented data:No total view of thecustomer

• Inconsistent, inefficientcustomer-facingbusiness processes

• Lack of real-timebusiness and customerinsight

• Un-integrated systems:No single face to thecustomer

LegacyLegacyOSSOSSHRHR CustomCustomSAPSAP ERPERP CIFCIF SCMSCM

Process and Data Integration

AirframeSystems

EngineSystems

ElectronicSystems

…To The Customer Centric Enterprise“Leveraging the Enterprise”

Business Intelligence and Analytics

Sales, Marketing, Service Best Practices

Multichannel

Customer

ONE COMPANY

Shift To Include Customer Centric ModelProduct-Centric

Source: Harvard Business Review, and Siebel Systems, Inc.

Business Agenda

Vertical Integration To ControlCosts and Sourcing

Superior Product Research &Development

Economies of Scale

Operational Excellence

Cost Advantage &Scale Barriers

Modest Margins Achieved

Asset Intensive withUnpredictable Cyclical Demand

Service-Centric

Business Agenda

Redefine Value Chain

Superior Service & SupportOfferings

Forward Integration AlongValue Chain

Customer Allegiance

Customer Loyalty & ProfitAdvantage

Higher Margins Achieved

Steady Revenue Streams ThatAre Counter-Cyclical

Market MaturityDynamics

Market MaturityDynamics

Expanding Install Base

Stagnant Product Demand

Longer ProductLife Cycles

Increasing Ratio of InstallBase to New Products

20-30:1 Machinery/CapitalEquipment

Downstream ServiceExceeding Product Sales

“Providing services is now more lucrative than making products…Smart manufacturers arecreating new business models to capture profits at the customer’s end of the value chain”

AMR Research’s Solution Sets within A&D

Source: AMR Research

Not evaluating

or using

29%

Total

operational

30%

Implementing

19%

Currently

evaluating

22%

CRM Dynamics in Aerospace & Defense

30%

40%

50%

50%

50%

60%

70%

90%

80%

70%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Sell-Side Content, Catalog andPersonalization

Sales Force Automation

Field Service

Marketing Automation

Sell-Side Order Management

Partner Relationship Management

Customer Data Analytics

Product Configuration/GuidedSelling

Contact Center

W eb Self-Service

Application Areas Most Prevalent for Future Consideration

Source: AMR Research

71% of A&D Companies Evaluating or Implementing CRM

Sales &

Ecommerce

23%

Marketing &

Analytics

10%

PRM

5%

SFA

21%

Customer

Service

41%

A&D CRM Apps ConsiderationA&D CRM Apps ConsiderationA&D CRM DistributionA&D CRM Distribution

A&D CRM Adoption in 2002A&D CRM Adoption in 2002

Multichannel CRM EnablesOrganizations to Better Sell, Market, and Serve Customers

Customers CustomerCustomerInformationInformation

Back Office

Independent ServiceOrganizations / Suppliers

Web and Email

Field

Customer SupportCenter

Air ShowEvent

Marketing

‘Voice of Customer’Analytics

Customer-Centric Strategic Imperativesfor the Aerospace & Defense Industry

StreamlineStreamlinethe Buyingthe BuyingExperienceExperience

ImproveImproveEffectivenessEffectivenessof Marketingof Marketing

EventsEvents

MaximizeMaximizeEmployeeEmployee

ProductivityProductivity

ImproveImproveSalesSales

EffectivenessEffectiveness

OptimizeOptimizeISO/SupplierISO/Supplier

ChannelsChannels

DeliverDeliverWorldWorld--classclassCustomerCustomerServiceService

CustomerCustomer

Siebel A&D Solution Sets Enable theCustomer Centric Enterprise

ConsultativeConsultativeSolutionSolutionSellingSelling

ClosedClosed--looploopAir ShowAir Show

EventEventMarketingMarketing

ImprovedImprovedWorkforceWorkforceKnowledgeKnowledge

TransferTransfer

CollaborativeCollaborativeSalesSales

ISO/SupplierISO/SupplierNetworkNetwork

OptimizationOptimization

WorldWorld--classclassLifecycleLifecycleService &Service &SupportSupport

CustomerCustomer

Collaborative service networkmanagement

Efficient partner lifecyclemanagement

Collaborative sales execution

Context-sensitiveproduct configuration

Complex pricing, quote,and approval mgmt

Knowledge-drivencustomer service

Field service delivery

Closed-loop campaignmanagement

Integrated eventmarketing

Corporatecommunications

Alignment of employeegoals & objectives

Methodology-based salesplanning

Siebel A&D Solution Sets Enable theCustomer Centric Enterprise

CustomerCustomer





TransferTransfer





Siebel A&D Solution with Six SigmaEnable the Customer-Driven Enterprise





TransferTransfer





CustomerCustomer

6 6

6 6

6 6

• Define business objective/metrics, product and process map

• Measure, quantify and analyze defined output metrics

• Improve, control and standardize processes throughautomation, digitization and use of best practices

• Institutionalize six sigma methodology into corporate culture

Siebel Supports Six Sigma Methodologyfor Service Processes

Six SigmaMethodology forService Processesusing DMAIC or DFSS(e.g., DMADV)

Define Objectives& Processes

Measure& Quantify

AnalyzePerformance

ImproveProcesses

ControlStandards

Six SigmaProject

DMAIC


Measure& Quantify

AnalyzePerformance

ImproveProcesses

ControlStandards

Six SigmaProject

DMAIC

Define Objective and Map, Improve &Control Processes

Domain Expertise in Customer Service Metrics

Industry-Specific Best Practice Processes

Best Practice Processes Digitized in Siebel CRM


Measure& Quantify

AnalyzePerformance

ImproveProcesses

ControlStandards

Six SigmaProject

DMAIC

Measure & Analyze Key Metrics to GainInsight

Pre-Built Analytics to Measure & Analyze Metrics

Why Low Customer Satisfaction? Slow Resolution Rates?

Why Slow ResolutionRates? Service Types?Products?

Why Products of This Type?Parts Inventory? Defects?

y = f (x)

y = f (x)

Sales Real time pipeline / business visibilityReal time pipeline / business visibility

Intelligent cross sell / up sellIntelligent cross sell / up sell

Opportunity prioritizationOpportunity prioritization

Improve win ratesImprove win rates

Marketing Increase campaign ROIIncrease campaign ROI

Increase customer profitabilityIncrease customer profitability

Intelligent segmentation and targetingIntelligent segmentation and targeting

Improve closedImprove closed--loop event successloop event success

Service Reduce the cost of serviceReduce the cost of service

Increase customer satisfactionIncrease customer satisfaction

Reduce response and resolution cycle timesReduce response and resolution cycle times

Manage service levels to contract / entitlementManage service levels to contract / entitlement

Voice of Customer Analytics EnhancesCRM Effectiveness & Value

Universal Application Network

Universal Application Network isstandards-based integrationarchitecture to integrate businessapplications:

• Siebel Systems providesprepackaged integrationapplications that eliminate the needfor custom software development

• Siebel Systems provides pre-builtintegrations to Oracle, SAP, Siebel,other packaged applications, EDIand RosettaNet

• Built on scalable Web servicesarchitecture

• Runs on industry-leadingintegration servers

CRMCRM

ERPERP

CustomCustom

LegacyLegacy

SCMSCM

OSSOSS

BillingBilling

PLMPLM

UCMUCM

UANUAN

Universal Application Network Architecture

SiebelSiebel

LegacyLegacySiebelSiebel

UniversalUniversalCustomerCustomer

MasterMaster

OracleOracle PartnersPartners

Ad

ap

ter

/W

eb

Se

rvic

eTransport Layer

Adapter /Web Service

Adapter /Web Service

Ad

ap

ter

/W

eb

Se

rvic

e

Ad

ap

ter

/W

eb

Se

rvic

e

FirewallFirewall

SAPSAP

TransformationsTransformations TransformationsTransformations

Siebel Business Integration ApplicationsSiebel Business Integration Applications

Integration ServerIntegration Server

Integration ProcessesIntegration Processes

CommonCommonObjectsObjects

“Siebel is the only vendor to deliver vertical applications to date. Siebelhas tailored the usability of its suite for key roles in targeted verticals andhas built out required industry functionality through development andpartnership. Other vendors have only made minimal investments toverticalize their [CRM] products."

Analyst Confirmation of LeadingIndustry-Specific CRM Solution

AMR Research

Insurance/Healthcare

Siebel’s Industry Capabilities vs. Its CompetitorsSiebel’s Industry Capabilities vs. Its Competitors

Siebel Offers the Most ComprehensiveIndustry CRM Solutions

Through 2004, Siebel will continue to deliver the most-complete CRM solution in the industry,and it will have the most-comprehensive industry footprint in the market (0.7 probability).

Source: Gartner Research, Siebel Systems: CRM Leader Outpaces ERP Vendor Rivals, M. Maos, August 15, 2002

Banking/Brokerage

Retail

Telecommunications

Automotive

Pharmaceuticals

High-Technology

Manufacturing

Siebel’s capabilities in the industry

Competitors’ industry average

Agenda












• Q&A

Select Siebel Customers in Aerospace &Defense

9 of the top 10 Global 500 Aerospace & Defense*Companies Have Chosen Siebel CRM

*Note: Global 500 for 2003

ACSI (Air Command Systems International)

Delivering Competitive Advantage

“We have taken technology and literally leap-frogged it in two years from being comparable and sustainable in the industry tobeing one that both OEMs and customers say is far superior – all to make our customer’s life easier and better and moreefficient in doing business.”

- Aviall Services

“The new system, which will cost several million dollars, will mean support staff can access customer information from asingle screen, instead of having to flip through multiple ones, cutting response times to support questions. We are veryfocused on speed to market for our answers. And an airplane on the ground is a very expensive asset.”

- The Boeing Company

“We're making customer support available 24x7 across our shops and On Wing Support, Leasing and Spare Partsbusinesses through our Customer Support Center. We've "blown up" our issue resolution process, implementing [Siebel]CRM software globally, as well as a new issue escalation process that's driving "daily connectivity" across our business andthat's delivered a 2.5x improvement in closure speed.”

- GE Aircraft Engines

“[Now after Siebel CRM], today, one common customer information system is used by sales reps, field service engineers,product line personnel, and response center agents across [the company's] three main business units. As a result, everyoneusing the system can see which Honeywell products a client owns, as well as the status of parts being serviced, and canidentify additional sales opportunities.”

- Honeywell Aerospace

“Prior to the Siebel rollout, there was no formal CRM system in place at Raytheon Aircraft. We identified that we didn't haveany type of customer memory, and we cleaned up our act. Raytheon Aircraft has already recovered $1.4 million of itsinvestment through increased sales. The Siebel applications were installed for 13% less than originally budgeted and were inuse four weeks ahead of schedule.”

- Raytheon Aircraft Company

Delivering Tangible ROI & Strategic Value

Driving Measurable Business Results

38% increase in

customer satisfaction

100% increase in

service productivity

200% increase in sales

productivity; order step

reduction of 80%

$5 million in cost

savings from sales / mktgheadcount reductions

Down from 14days to 1 day in

AOG resolution times

Drastically reduce10:1 ratio of

maintenance to flight time

$84 million in NPVestimated on cost savingsalone

50% increase in

service productivity

• Increased service productivity in the call center by 50%• Increased sales lead handling by reps by 45%• Reduced lost sales leads by 25%

• Improved service request closure rate from 45% to 83%• Increased aftermarket spare parts sales by 100% in first year• Improved customer satisfaction by 38%

• Reduced service request cycle time by 60% (2.5x improvement)• Reduced proposal (quote-to-contract) turnaround time by 85%• Achieved $5 million in annual cost savings from headcount reduction

• Reduced annual IT costs by 30%

• Projected Net Present Value (NPV) of $84 million over 10 years• Projected 25% increase in service productivity• Projected 25% decrease in annual IT costs

• Increased revenue run rate by 100% and sales productivity by 200%• Improved sales productivity by 200% and reduced order steps by 80%• Improved customer satisfaction by 30%

• Generated $1.4 million in after-market spare parts revenue• Facilitated shortening of AOG time from 14 days to 1 day as part of

entire CRM application suite and strategy

• Projected 100% increase in service productivity

Business BenefitsSample Customers

Delivering Tangible ROI to Aerospace &Defense

Impact of Total Cost of Ownership (TCO)on ROI

Proven Rapid Deployments

SAP Largest ERP ReferencesSiebel Global CRM Customers

SAP’s Largest A&D Customers RunSiebel in the Front Office

SAP Global ERP Customers

Proven SAP/Back-Office Integration

Agenda












• Q&A

The Company of Old - Organizational Silos…Across Customers, Markets, Business Units, and Groups

Confusing to Customer / No Clear Owner“Difficult to do Business With”

Company of NewLeveraging the Enterprise as One Company

Customer 1 Customer 2 Customer 3 Customer 4 Customer 5

Military &Space

Commercial & Civil

Regional &Business

Helicopter

AirframeSystems

EngineSystems

ElectronicSystems

“We’re simplifying our interface with customers tomake it easier for them to do business with us.

Whether it’s one contact at multiple businesses ormultiple contacts at one business, we’ll make it aseasy as possible for our customers.”

-Tom Mepham, President, Customer Services, Goodrich

• 3 SBU’s Containing 14 Strategic Business Groups

• Single Account Management Model

• Common Shared Customer Knowledge

• Complete, Current Perspective Across Markets,Business Groups, Customers and Competitors

• Collaborative Forum to Leverage the Company

• Making it Easier To Do Business

“One” Company Product Demo Overview

SouthwestAirlines

(Customer)

BoeingCAS

(Partner)

CompanyAirframe SBU /

Landing Gear SBG

CompanySouthwest Airlines

Client Team

CompanyExecutive Team

Cross SBU / SBG

BusinessAnalytics

AccountManagement

LifecycleService Mgmt

SalesManagement

Air ShowEvent Mgmt

ReportManagement

Functionality

Role / Visibility

Executive Feels the Pulseof the Business

Aware of SWA Exec Mtg

Executive Preps for SWAExecutive Meeting via

Briefing Paper

CSM Assesses 360degree view of SWA for

Executive Meeting

CSM Reviews AOG /Flight Ops Service Issues

Product Support TeamInitiates AOG Resolution

Support TeamCollaborates with OEM on

Joint Solution

Extends Visibility ofService Status to SWA via

Self-Service Portal

CSM Reviews Top Parts /Service Oppties for SWA;Flags Execs for Air Show

Landing Gear Sales TeamDevelops SWA Oppty

Event Manager Plans theUpcoming Paris Air Show

Extends Invitations

SWA Executive Registersfor Air Show on Self-Service Events Portal

CSM Reviews UpdatedSWA Account Profile &

Prints Executive BriefingPaper for Exec Review

Account Management

AccountAnalytics

VOC SummaryAccount Summary Order & ServiceSummary

Account Management360 degree view

EnterpriseAccount Planning

ConsolidatedHierarchy

ContactManagement

AssetsAssessment VOC Activities

Executive BriefingOpportunities Service Issues

Siebel Customer - Honeywell Aerospace

Company

$9 billion in revenues

32,000 employees

Leading globalsupplier of aircraftequipment, engines,avionics, and servicesto the commercial andregional air transport,general aviation, andmilitary markets.

Ranked #1 MostAdmired AerospaceCompany in America

Solution

Live in fall of 1998

Deployed to 3,000 usersby mid 2003 across salesreps, field engineers,product line personnel,and response centeragents

Leveraging Siebel CallCenter, Field Service,eMail Response, Sales,Quotes, Orders, &Analytics

SAP integration late 2003

Full upgrade to Siebel 7.5in early 2004

Issues

Customer

Difficult for customers todo business withHoneywell acrossbusiness units, products,and functions

Employee

Limited sharing ofinformation across silos

No common sales andservice processes/toolsin place

“Today, one common customer information system is used across [the company's] three mainbusiness units.” —Pruitt Layton, VP of Sales & Marketing, Honeywell Aerospace

Siebel Impact on Honeywell Aerospace

Improved by 30% overallCustomer Satisfaction

Improved by 80%On-time ServiceRequest Closure Rate

Reduced by 27% on averageService RequestResponse Time

Increased by 15%Sales Win Rate

Increased by 40%Number of IdentifiedNew Opportunities

Increased by 300% providing greater insightCustomer Information

Increased coordination and collaboration acrossteams and business units by 40%

OrganizationalCoordination

Increased by 100% from $45 to $100 million in thefirst year. 20% of growth attributable to Siebel

Aftermarket SpareParts Revenue

ImprovementOperational KPIs

Aerospace

VOC Red OutBob Johnson

Aerospace CEO

December 13th 2002

• Quarterly Aerospace Reviews - CEO

• Monthly Business Reviews - VP/GMs

• Weekly Business Reviews - Product Line

• Daily Reviews - Customer Support

Importance = Behaviors

Behaviors = Actions

Actions = Results

Results = Growth

Siebel Impact on Honeywell AerospaceExecutive Reviews by Bob Johnson / Rob Gillette

Life-cycle Service & SupportManagement

Service RequestManagement

Leverageknowledge base

Capture keyinformation

Communicateaction plans

AssetHistory

ScheduleMaintenance

Review SRsand actions

Understandcomponents

Self ServicePortal

Extendknowledge

AutomateSR updates

Push relevantcontent

PartnerCollaboration

Access keyinformation

Servicepartners

Service jointcustomers

Siebel Customer Case Study—Boeing

Company

$28 billion inrevenues

65,800 employees

11,700 Boeingairplanes in servicetoday at more than850 customeroperators

Leading aircraftmanufacturer offeringa broad portfolio ofairplanes and aviationservices

Solution

Go live planned forOctober 2003

6 month prototypedeemed wildly successful– 25% under budget and15% ahead of schedule

Deploying Siebel 7gradually to 1,500 totalusers – 400 field serviceengineers and 1,100service engineers

Leveraging Siebel Serviceand Siebel eMailResponse

Issues

Customer

No customer self-serviceto collaborate or checkstatus themselves

Lack of customervisibility causingsatisfaction problems

Employee

Excessive case closuretime and limited re-use ofsolutions knowledgebase

Multiple case handoffs

Nonscalable architecture

“Boeing expects the [Siebel] rollout to boost customer satisfaction and improve the flow ofproduct info to the field service personnel.” —Gabe Hanzeli, IS Director, Boeing

Siebel Impact on Boeing’s Business

Projected to reduce costs by 25% upon deployment

Pilot project came in 25% under budget 15% aheadof schedule

IT Cost Savings

Expected NPV of $84 million over 10 years(Boeing’s confidential business case)

Project Net PresentValue (NPV)

Reduced case response and closure time throughfewer internal handoffs

Case Cycle Time

Projected to increase by 25% through intelligentrouting, solutions and customer self-service

Service Productivity


OEM / Aftermarket Sales Management

Reduce Complexitywith Selling Methodology

EnsureOpportunity

Closure

OpportunityPlanning

Contact &Relationship

Strategy

OpportunityManagement

ForecastingActivity BestPractices

ProposalGeneration

Mobile Clients OutlookIntegration

BlackberryWireless

Remote Synch

Siebel Customer - GE Aircraft Engines

Company

$11.1 billion inrevenue

26,000 employees

~3,000 customerswith 16,000commercial enginesin service

World's leadingproducer of large andsmall jet engines forcommercial andmilitary aircraft

Solution

Live in early 2001

Re-deployed Siebel 7.5 inJuly 2003

Deployed to 1,850 totalusers – 550 call centerservice engineers and1,300 sales worldwide

Leveraging Siebel CallCenter, Sales, Quotes,Orders, and Configurator

90% out-of-the-boxfunctionality used inSiebel 7.5 redeployment

Supported Six Sigma

Issues

Customer

Requests not addressedas quickly or as well asexpected

Lengthy process toreceive a quote

Employee

Lengthy sales cycle fromquotes and approvals toconfigurations & orders

Lack of an integratedsystem for qualityservice

“Implementing [Siebel] CRM software globally has delivered a 2.5x improvement in closurespeed.” —Kevin McAllister, GM of Customer Support, GE Aircraft Engines

Siebel Impact on GE Aircraft Engine’sBusiness

$5M in annual savings from reduced headcountCost Savings

Reduced by 50%Proposal Cycle Time

Achieved first pass proposal accuracy in 80% ofdocuments

Proposal Accuracy

Increased by 50%Service Productivity

Decreased by 60%Service Closure Time

Decreased by 50%Service ResponseTime


Air Show Event Management

Event Planning Activity PlanningeMail Invitation

Goals Revenue /Expenses

SessionManagement

Invite &Register

Sessions& Chalet

SpeakersExecutives

Self ServicePortal

Self RegistrationeMail Invitation Event Portal

Event Follow-up Contact Events& Sessions

Actual vs. Goal Results

Siebel Customer Case Study—Airbus

Company

$20 billion in revenue

46,000 employees in2002

3,300 Airbus aircraftin service today atmore than 190customer operators,representing ~25% ofthe world’s fleet

Leading aircraft mfroffering a broadportfolio of airplanesin capturing aroundhalf of all orders forairliners with morethan 100 seats

Solution

Live in Q4 2003

Deploying Siebel Service7.5 as ‘Number 1’ projectwith a gradual wave 1rollout consisting of 400users in France – scalingto 1,000 users acrossEurope in 2004

Planned integration inwave 2 between Siebeland SAP systems

Rapid 8 monthdeployment of Siebelusing 80 – 90% OOTB

Retiring 5 service and 3sales applications

Issues

Customer

Felt service level wassecondary to Boeing withreactive approach andlimited service history

Lack of customervisibility into servicerequests

Employee

Need system to scale tomeet 100% growth infleet over next 8 years

Cases handledreactively and via LotusNotes email system

Siebel Impact on Airbus’ Business

Projected optimal preparation and outcome of salesand business planning visits with customer history

Sales & BusinessPlanning Visits

Projected increase in service quality and customercommunication through improved visibility intoservice requests and routing on severity, productand service history

Service Quality andCustomer Satisfaction

Improved coordination and less cost inmanagement and execution of air shows andspecial events (e.g. Launch of A380)

Event Management

Projected reduction in case response time andclosure time through intelligent routing andsolutions knowledgebase

Service Case ClosureTime

Projected to increase by 100 percent to meet a 100percent increase in Airbus’ aircraft fleet over thenext 8 years (3,300 new aircraft) while holdingstaffing levels constant

Service Productivity


FeaturesFeatures BenefitsBenefitsAutomated invitation Process

Online Registration site

Customer Meeting Tracking

Less cost/time spent managing invites

Customer Self-Service

Centralized Activity Coordination

A single process for managing key events

Siebel Impact on Airbus’ Business(Event Management)

Agenda












• Q&A

Siebel Value Proposition:Help Organizations Optimize Everything Around the Customer

The Customer Experience BlueprintSiebel’s Experience with 4,000+ Customers and 3M Users

• Siebel’s recommendation: what to do and when to achieve business results

• Based on experiences with 4,000+ customers and 3 million users

• Only plan specific to customer-facing solutions

Continual Focus on the Building Blocksof Success

Align Processes with StrategyMeasurementsProcess Leadership

Customer ExperienceAdopt Out-of-the-Box ProcessesDocumentation

PROCESS

DevelopmentInfrastructure & SecurityFunctionality & Usability

IntegrationTesting & PerformanceOperations

TECHNOLOGY

Culture & Change ManagementTraining & CommunicationsCreate Real User Value

Measurement & RewardData QualitySupport & User Feedback

PEOPLE

VisionValue and MetricsGovernance Structure

PrinciplesExecutive SponsorshipProgram Management

GOVERNANCE

The Siebel Advantage:Why We Are Best Qualified to Be Your Partner

Unrivaled Domain Experience and Expertise1

Proven Industrial Manufacturing Industry-Specific Solutions2

Multiple Deployment Options: Hosted, On Premise, Hybrid4

Broad Manufacturing Industry Adoption5

3 Acknowledged Product / Technology Vision and Leadership

Proven Customer Success in Driving Strategic Value6

Agenda












• Q&A

You Provide We Engage

Next Steps: Discovery Process

• Access to:

• Businessexecutives

• Process owners

• Finance team

• Analyze existingprocesses

• Developrecommendations forsolution

• Executive report onexisting businessprocesses

• Recommendations onhigh-impact SolutionSets

• Quantified businessvalue ofrecommendations

You Receive

siebel customer facing...

Documents