Presentazione evento manufacturing 2012

All rights reserved © 2012, ENIGEN

Are you really forward-thinking?

Cloud & Mobile per il manufacturing

Torino, 12 Aprile 2012



Massimo Migliorini Alliances Manager & Sales

[email protected] +39 (335) 7828243

Cloud & Mobile per il manufacturing


mailto:[email protected]



Agenda

1. Enigen Corporate

2. Market Trends; social revolution, cloud and mobile

3. Manufacturing needs & solutions



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.



- Project Locations - Enigen offices



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



Offered Services

Technical Services

Turn Key Solutions

User Adoption Services

Oracle FUSION

Salesforce Buzzient Radian6

Blogmeter

Oracle UPK

Enigen Delivery Centers

Training



Agenda

1. Enigen Corporate





Story of the Applications in the last 30 years…

…And Evolution of the CRM



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..



Social Revolution



The Social Divide: Customers and Companies

What about your

company?

Your customers and

employees are social.

Communities



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



Agenda

1. Enigen Corporate





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



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



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



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

Email

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



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

http://www.eurescom.de/summit2005/logos/sap_logo.jpg

http://images.google.com/imgres?imgurl=http://www.tiflolibros.com.ar/images/Microsoft%20.NET%20logo%20white.png&imgrefurl=http://www.tiflolibros.com.ar/&h=448&w=698&sz=28&hl=en&start=2&tbnid=GVJUGyzmLyVNiM:&tbnh=89&tbnw=139&prev=/images?q=.net+logo&svnum=10&hl=en&lr=&safe=off

http://www.eurescom.de/summit2005/logos/sap_logo.jpg



Manufacturers are transforming their business with Salesforce

http://www.ashland.com/



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

http://www.ashland.com/



Follow us…

WEBSITE: www.enigen.eu



Massimo Migliorini Alliances Manager & Sales

[email protected] +39 (335) 7828243

Grazie





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?



Effective User Adoption is the absolute best predictor of enterprise software success

End User Adoption



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

http://images.google.it/imgres?imgurl=http://www.elettroautomazione.com/Logo Vimar.jpg&imgrefurl=http://www.elettroautomazione.com/elettrotecnica.htm&h=413&w=1122&sz=127&hl=it&start=3&um=1&tbnid=cjpOyG3qRRwVBM:&tbnh=55&tbnw=150&prev=/images?q=vimar&um=1&hl=it

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

[email protected]



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


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



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


SOCIAL ENTERPRISE


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



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


SOCIAL ENTERPRISE


Extend

Collaborate

Work

Sell Service


Market

Listen

Engage

Product

Social Profile

THANK YOU