Presented by:Robert Jan Alting von Geusau

Market Intelligence at AkzoNobel

Implementation of a Central Intelligence website

Topics for today

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Introduction to Market Intelligence at AkzoNobel

The assignment

Implementing an intelligence website – OneIntelligence

Working with views

Lessons learned

A closer look into the tool

Revenue €14.6 billion

49,560 employees

44% of revenue from high growth markets

Major producer of Paints, Coatings and Specialty Chemicals

Leadership positions in many markets

AkzoNobel today

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High growth markets are 44% of revenue and their importance will increase

Our goal: Greater than 50% of revenues from high growth markets

38%Mature Europe

25%Asia Pacific

3%Other regions11%

Latin America

15%North America

8%Emerging Europe

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Market Segments

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~43% of revenues

New Build Projects

Maintenance, Renovation and

Repair

Building Products and Components

~16% of revenues

Automotive OEM, Parts and

Assembly

Automotive Repair

Marine and Air Transport

~16% of revenues

Consumer Durables

Consumer Packaged Goods

~25% of revenues

Natural Resource and Energy

Industries

Process Industries

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• Functional Chemicals• Industrial Chemicals• Pulp and Paper Chemicals• Surface Chemistry• Chemicals Pakistan

• Decorative Paints Europe• Decorative Paints Americas• Decorative Paints Asia

Supervisory Board

Executive Committee

Corporate depts.

• Marine and Protective Coatings• Automotive & Aerospace Coatings• Industrial Coatings• Wood Finishes & Adhesives• Powder Coatings

Business Area BoardDecorative Paints

Business Area BoardSpecialty Chemicals

Business Area BoardPerformance Coatings

Board of Management

Corporate Strategy &Market Intelligence

Objectives of the project

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To determine how best to deliver the information that the company leadership need about AkzoNobel’s peers and the industries that we compete in, in a timely and cost effective manner.

Ensure that more broadly across AkzoNobel, people have access to news alerts & information services that they need and want at an appropriate cost and service level.

The need for more efficient information services because…

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Information services are purchased both on a local level and centrally

Overlap in information services purchased

Insight needed in total spend on information services

Optimization of procurement.

The need for more efficient news alerts because…

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Most of the news alerts are prepared manually

The same news appears in multiple alerts

People receive the same news from different sources

Improving market intelligence The process

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Form the project team

Company visits – discover best practices

Presentation by suppliers of Market Intelligence systems

Candidate suppliers and the selection process

Choice of the supplier

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Advanced functionalities

Flexible & scalable

Very good system security

Clear proposal – the system meets our demands

Good communications, a trustworthy partner

Implementation of OneIntelligence

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Project “Start up” meeting

Develop the master taxonomy – Interview the audiences

Technical implementation

Select the content providers

Training & testing

Rollout

Implementations in Business Units and Functional Depts.

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Why not use one view?

AkzoNobel serves a large number of markets in four end user market segments: Building & Infrastructure, Transportation, Consumer Goods and Industrial.Multiple views are necessary to channel the information in a focused way.

The implementation process:

Starts out with a presentation to BU management.

Preferably a BU OneIntelligence project manager is appointed.

A mapping process analog to the initial one is executed for each implementation, as well as training sessions.

Key Deliverables of OneIntelligence

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Relevant news and analysis including scheduled alerts

User friendly portal

SSO access

No more duplication of news

A scalable system allowing for easy rollout

Dedicated Views and Access Groups for different parts of the company

Savings through automation and centralized information purchasing

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Taxonomy:

Feeds:ICIS NewsEsmerk Internet sites

The Sourcing View

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Lessons learned

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From a management perspective

Top management support is an important catalyst supporting the successful implementations in different parts of the company.

Ensure adequate support and guidance for the local project managers (part time) in different parts of the company where the system is implemented.

From an operational perspective

Ensure that relevant content is being published. The quality of the content determines the value that people will get from the system.

Manage expectations. Users sometimes expect “instantaneous automation”. OneIntelligence makes things more efficient but doesn’t automate everything.

Lessons learned

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From a technical perspective

Certainly with internal hosting, having an IT representative as an active team member is crucial.

Make a risk analysis before executing a major upgrade.

Run the software on a parallel server when executing a major upgrade.

From a people perspective

Some people don’t want to change the way they work.Sometimes it’s better not to push an implementation.

Information sharing culture is different in different parts of the company. I’ve found it’s better to respect this.

A tour through OneIntelligence

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