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Enterprise Transformation Strategic Innovation Day
Registration & Breakfast Welcome & Introductions Transformation: The KONE Way EVP Central & North Europe, Ari Lehtoranta, KONE Corporation (Leader of the Customer Experience Development Programme) Transformation in the Enterprise SVP Enterprise Transformation, Kevin Bandy, salesforce.com Coffee & Networking Break Agile and Efficient Selling MD Nordic CRM Service Line, Kari Kaario, Accenture Management Consulting Panel discussion with industry leaders EVP Central & North Europe, Ari Lehtoranta, KONE Corporation SVP Enterprise Transformation, Kevin Bandy, salesforce.com Country MD, Frank Korsström, Accenture Finland & Nordics Moderated by Kari Kaario, Accenture Management Consulting Lunch & Networking
Transformation: The KONE Way Ari Lehtoranta 28.8.2013
Contents
Starting change 2005
KONE’s way to develop competitiveness
Customer Experience Development in KONE
Situation 2/2005 • Global market share 9% • Strong in Europe, weak in Asia and
North America
• EBIT 8%
We decided the key direction for change in 2/2005
FROM TO Technology Customers & technology
Europe mindset Europe, North America & Asia Pacific mindset
Profit Profitable growth
Differentiation Differentiation & cost competitiveness
High fixed cost level Streamline and use fixed cost base for competitive advantage
Relatively slow Fast
Functional Cross-functional collaboration
We defined a new strategy 2/2005
KONE gives a performance edge to its customers with innovative services and
solutions.
Simultaneously, KONE’s products and services are cost competitive and its processes
characterized by globally aligned operational excellence.
We decided the 5 Must–Win Battles in order to put our strategy alive
CUSTOMER FOCUS 1 PRODUCT/SERVICE PORTFOLIO 2
OPERATIONAL EXCELLENCE 3 GLOBAL SOURCING 4
PRESENCE IN ASIA-PACIFIC 5
KONE WAY
We defined KONE Way process architecture 5/2005
KONE’s way to develop competitiveness
Development Programs support our continuous renewal
2005 2006 2007 2008 2009 2010 2011
Process optimization
Development of culture
Common vision
Agility and speed
Challenging industry leadership
Service Leadership
Innovative Solutions for People Flow™
Employee Engagement
Customer Experience
Delivery Chain Excellence
Environmental Excellence
Operational Excellence
People Flow Solutions
Customer Focus
People Leadership
Sourcing
Operational Excellence
Product and Service Excellence
Customer Focus
Focus in Asia
2012 2013
Phase 4: Customer Experience development Value selling Sales development Customer interactions development
Customer experience development in KONE
Phase 3: Tools integration and further development
Phase 2: Tools to support the process
Phase 1: Processes One common customer process Customer segment model Customer loyalty survey (NPI)
2006 2007 2008 2009 2013
Global CRM Process and tools training Customer data quality and KPIs
New KONE.com, integrated to CRM New tender and order tool (KTOC), integrated to CRM and SAP
Development of profitability
Me
Liikevoitto poislukien kertaluonteiset erät. Vertailutiedot vuodelta 2012 on oikaistu uudistetun IAS 19, Työsuhde-etuudet –standardin mukaisesti.
243
160
0
20
4060
80
100
120140
160
180
200
220240
260
280
Q4 Q3 Q2 Q1
15,5 %
19,2 %
2005 2013
13 ©KONE Oyj | 19. heinäkuuta 2013 | Osavuosikatsaus tammi–kesäkuulta 2013
2005 2013
Kevin F. Bandy SVP, Enterprise Transformation
Become a Customer Company Connect With Your Customers In A Whole New Way
Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
1960s Mainframe Computing
1970s Mini
Computing
1980s Client Server
Computing
x 10x 100x 1,000x 10,000x 100,000x
2010s Social
Revolution
1990s Cloud
Computing
2000s Mobile
Computing
Connected Customers
Connected Products
Connected Employees
Connected Partners
Social New ways to connect
Trust New ways to
build relationships
Mobile New ways to
reach customers
Big Data New ways to
discover insight
Community New ways to collaborate
Apps New ways to build apps
Cloud Computing New ways to connect everything
Consumer Packaged
Goods
High Margin Bundled Services
Greater Variety/Regional Relevance
Speed of Product Development
Automotive &
Manufacturing
Innovative Value Added Offerings
Simplify the Buying Process
Customer / Distributors Connections
Media &
Telecommunications
Virtual is Reality
À la carte Services
Loyalty via Customer Experience
Quick Service Restaurant Franchisors
Great Ideas From Customers
Social Feedback is Reality
Consistency Across Franchise
Retail & Commercial
Banking
Intra-Bank Client Lifetime Value
Mobile Banker-Client Interaction
Multi-Channel Client Marketing
Business Process
Outsourcing
Every Agent is a Salesperson
Management by Service Level
Contractual Resource Reporting
CSC Study " The Growing Importance of Sustainable Supply Chain Management: Creating a Supply Chain Strategy”
*
Old Supply Chain
New Supply Chain New Demand Chain
Sequential Processes Discrete Teams
Geographically constrained competition Few : Few communication
Old Demand Chain
Iterative Processes Connected Team
Global Competition - Global Customers Many : Many communication
• Volume of Connections are Increasing
• Time per Connection is Decreasing • Connections Own The Value Chain
Source
Return Return
Deliver Make
Source
Return Return
Deliver Make Source
Return Return
Deliver Make
Plan Plan
Supplier Company Retailer
Plan
Sell-Through %
Rate of Return Improved Inventory
Accuracy
Lower Fulfillment Costs
Improved Inventory Turnover
Lower out of Stock Rate
Increase in Perfect Order Rate
Days Sales Outstanding Back Order Rates
KP
I Im
pact
ed v
ia S
ocia
l
Increase % of truckload capacity utilized Increase in Truck turnaround time
Reduction in Percentage of defects
SCOR Model
Systems Of Differentiation
CORE Finance, ERP
Systems Of
Record
CRM
Systems Of Innovation
Contracts & Compliance
HR Apps
Mobile Apps E-Commerce
Site
IT Helpdesk
Connected Things
Connected Partners Connected
Employees
Connected Consumers
Departmental Apps
ERP Extension Apps
Project Management
Apps
✔ ✔ ✔
sms
Connected Things
Connected Partners Connected
Employees Connected Consumers
✔
The Gartner Magic Quadrant is copyrighted 2013 by Gartner, Inc., and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from salesforce.com.
Magic Quadrant for the CRM Customer Engagement Center May 13, 2013 Analyst(s): Michael Maoz
The CRM customer engagement center (CEC) refers to a logical set of technologies and business
applications that are engineered to provide customer service and support, regardless of the
interaction (or engagement) channel
Gartner May 2013
- Maintain customer context regardless of interaction channel, including Social Media, Communities and traditional channels -The Agent has full context and knows what the customer has done leading up to current engagement - Deliver the appropriate business rule, next best action or information to meet the customer at the point of need
Increase Revenue Decrease Business OpEx
Increase Revenue Decrease Business OpEx
Increase Revenue Decrease Business OpEx Decrease Business OpEx
Increase Revenue Decrease Business OpEx
Increase Revenue Decrease Business OpEx
Decrease IT OpEx
Keep Perspective Understand where you were, where you are, and where you are heading
! First Significant Investment?
! Scope Shrink vs. Creep?
! Exogenous Effects?
! Learning Curve vs. Mature Use?
! Point in vs. Trend over Time?
! Measuring Consistently?
! New Business Insights?
! Unforeseen Network Effects?
! Qualified vs. Quantified Value?
! Solution Evolving with Users?
Business Value
Go to Market Desired
Capabilities
Competitive Differentiation
Increase Revenue
Reduce Assets
Reduce Costs
Execution & Compliance
Run Reliably
Supply Chain Risk Sensing
Supplier Community
Reduced Fallout
New Product Sensing
R6 Demand Sensing
Chatter Demand Planning
Enhanced Collaboration
Upstream and Downstream Visibility
Execution Excellence & Risk Mitigation
How do you sell as a team? How do you service customers everywhere?
How do you create customer, partner, vendor, distributor and employee communities?
How do you connect your products? How far do you extend the applications to become a customer company?
How do you listen to every customer?
How do you engage on every channel?
5 3
4
6
7
1
2
Connected Customers Connected
Products Connected Partners
Connected Employees
Agile and Efficient Selling • Entreprise Transformation
• August 28,2013
• Kari Kaario
• Accenture Management Consulting
Copyright © Accenture 2013 All Rights Reserved
Several Enterprise Transformation Triggers indicate that we need to look beyond incremental change
Turbulent Industry
Significant Economic Opportunity
No Clear Change Direction
Aggressive Expansion Plans
Outdated Business Model
Pre-existing Call to Action
1
3
5
2
4
6
FACT 1 2 3
Copyright © Accenture 2013 All Rights Reserved
The demand for more complex solutions is changing the way sales operates and engages with clients
FACT 1 2 3
Copyright © Accenture 2013 All Rights Reserved
Existing sales models slow down the flow of information and compromise the sales
force’s effectiveness and responsiveness
FACT 1 2 3
Copyright © Accenture 2013 All Rights Reserved
Enterprise Transformation consist of multiple Themes. Agile and Efficient Selling is driving several of them.
Growth and New Business
International Expansion
Science & Technology
Value Maximization
Operating Model
Restructuring
Strategic Cost Reduction
Growth Focused Cost Focused
Agile and Efficient Selling Agile and Efficient Selling
Copyright © Accenture 2013 All Rights Reserved
Sales and management processes are optimized for reporting rather
than selling
ISSUE 3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
Professionals have unclear roles and responsibilities
ISSUE 3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
Companies are organized in departmental silos and sales are supported by stand
alone systems, not integrated to marketing & customer service
ISSUE 3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
Decision making is hierarchical and slow
ISSUE 3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
Generating Leads &
Researching Accounts
Selling (Phone or Face-to-
Face)
Meetings & Administrative
Tasks
Account Service Calls &
Training
Source: CSO Insights - 2012 Sales Performance Optimization Study (over UDS 1B revenue)
ISSUE
Your sales people are using less than half of their time selling
3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
Complexity of touch points and globalization are Driving Growth at accelerated pace
Information
StoreOffice
Gym
Concert Pub / Lounge
Parking
Library
School Web
Mobile
Radio
TV
Airport
Station Hotel
Restaurant/ Café
In the street
Home
Museum
Outdoor
Oil station
Theatre Cinema
Catalogue
Newspaper
Leaflet
Store window Vending machine
Sales AssistantLoyalty card
Kiosk
Contact center
E-mailSocial Network
Website
Bluetooth
SMS/ MMS
Videogames
TV/Radio advertisement
TV/Radio shows
Movie
Billboard
Promoter
News
Socialization Networking
Sample
Promotion
Emotion
Participation
The Touchpoint Explosion
New channels New devices
Anywhere, anytime Difficult to control
Globalization
Consolidation Growth & Innovation from
Emerging Markets Economic turbulence in Euro area
ISSUE 3 4 5 1 2 6
Copyright © Accenture 2013 All Rights Reserved
We need to manage the whole ecosystem not just our value chain
Source: Kaario, K. (2009). Transformation Kaleidoscope
FUTURE, Agile & Efficient Sales 1 2 3
Co-production between firms and their customer and their suppliers
Using IT to create new bridges between producers and customers
New forms of B2B commerce including the emergence of specialist “horizontal” players Consumer–to–consumer content sharing Peer-to-Peer markets operating outside the traditional value chain
Cooperative consumption by group of end–consumer
Changes in traditional B2B business models
Joint go to market
B2B Companies
B2C Companies
End- Consumer
Intermediaries
4
5 6
1
2 2
3
2
7
1
1
2
3
4
5
6
7
B2C Companies
8
8
Copyright © Accenture 2013 All Rights Reserved
Ad-hoc Systematic
Centralized
Local
3. Process employed
4. Entrepreneurship 1. On Your Own
2. Manage by Numbers
Sales & Channel mgmt
Dec
isio
n m
akin
g
FUTURE, Agile & Efficient Sales 1 2c 3
We need to dare to define and manage sales
Copyright © Accenture 2013 All Rights Reserved
You need to learn and benefit from Social Media tools
New client visit
Check calendar &
route
Ask for references from co-workers
Follow GPS and check-in at client
Announce about a
new deal
Update customer database
FUTURE, Agile & Efficient Sales 1 2 3a
Copyright © Accenture 2013 All Rights Reserved
Client / opportunity
attractiveness
Our ability to win Low
Low
High
High
FUTURE, Agile & Efficient Sales 1 2 3b
You need to learn and benefit from Social Media tools
Copyright © Accenture 2013 All Rights Reserved
Client / opportunity
attractiveness
Our ability to win Low
Low
High
High
Clear Bid
Clear No Bid
FUTURE, Agile & Efficient Sales 1 2 3b
You need to learn and benefit from Social Media tools
Copyright © Accenture 2013 All Rights Reserved
Clients are expecting aligned sales and service operations
Break the silos to enable solution selling
Future processes and tools need to empower and benefit
the users
The logic of social media needs to be adopted to sales
management
SUMMARY
[email protected] 050-375 2671
Copyright © Accenture 2013 All Rights Reserved
Panel Discussion
Kevin Bandy is a senior executive at Salesforce.com with global experience in development of strategies, assets and tools that help companies improve their sales and operational capacities in pursuit of large-scale transformations or diversified growth efforts.
Ari Lehtoranta EVP Central & North Europe for KONE. He is also leading the Customer Experience Development Programme for the whole of KONE. Ari has extensive experience in managing sales and large scale transformations.
Frank Korsström is Managing Director Accenture Finland and Nordics. He has been supporting numerous clients from many industries over the years.
Copyright © Accenture 2013 All Rights Reserved
Panel Discussion
How has your value chain changed? How does your ecosystem look like?
Where is your sales culture?
Which Enterprise Transformation themes are most relevant in your
business?
Are your customers demanding more complex and comprehensive
solutions?
What is the readiness of your sales force / rest of the organization in
relation to modern sales management?
How do you manage innovation? What are your capabilities related to
fast implementation?
Copyright © Accenture 2013 All Rights Reserved
Panel Discussion
How to motivate the use of new tools?
How much integration is needed?
What is the level of your organizations social media skills?
How to move from task completion to outcome creation?
Who should sponsor a agile sales program? The CEO? The
CSO? The CIO? All?