2. 51%
SONAE INDÚSTRIA
SONAE MC
Food Retail
SONAE SR
Specialized
Retail
SONAE
SIERRA
Shopping
Centres
SONAECOM
Telecom,
SSI & Media
SONAE RP
Retail Real
Estate
2. CORPORATE PROFILE
/
EFANORSONAE
63%
SONAE CAPITAL
52%
SONAE
INVESTMENT
MANAGEMENT
100% 100% 50% 53% 100% 100%
3. SONAE MC SONAE SR SONAE
SIERRA
SONAECOM SONAE RP INVESTMENT
MANAGEMENT
CORE
BUSINESSES
CORE
PARTNERSHIPS
RELATED
BUSINESSES
ACTIVE
INVESTMENTS
SONAE
2. CORPORATE PROFILE
/
4. SONAE MC SONAE SR SONAESIERRA SONAECOM SONAE RP INVESTMENT MANAGEMENT
GLOBAL FOOTPRINT
2. CORPORATE PROFILE
/
* June 2012 (including operations, service to others, representative offices, partnerships and franchising agreements)
65 COUNTRIES
5. 4. KEY FIGURES
/
2011
Market CAP
0.92B€
Recurrent EBITDA
661M€
Turnover
5,738M€
Financial Net Debt
2,660M€
Free Float
0.43B€
Net Income *
103M€
CAPEX
475M€
* attributable to the group
6. 97 stores
5,000m2 sales area
CONTINENTE
MODELO/ BOM DIA
Mini-hypermarkets
and supermarkets*
BOOK.IT
Book stores
CONTINENTE
Hypermarkets
WELL’S
Chemist, health
and beauty
9M12
FOOD
RETAIL
38 stores
282,000m2 sales area
18 stores
5,000m2 sales area
143 stores
255,000m2 sales area
143 stores
12,000m2 sales area
5. BUSINESS PORTFOLIO
/
Core Businesses
Brands
BOM BOCADO
Coffee Shops and
Restaurants
* Includes Continente Bom Dia
* Includes franchising
7. ELECTRONICS
DIVISION
WORTEN*
White goods, consumer and
entertainment electronics
WORTEN MOBILE
Mobile
Communications
9M12
* Not included: Worten Gamer and Azores INSCO stores
45 stores
1,000 sqm sales area
184 stores* (41 in Spain)
220,000 sqm sales area
5. BUSINESS PORTFOLIO
/
Core Businesses
Portfolio
* Includes franchising
8. FASHION
DIVISION
MODALFA
Apparel
ZIPPY
Clothes and accessories for children
9M12
* * included: franchise stores
100 stores (47 in Spain and 13 in Middle East)
33,000sqm sales area
112 stores
58,000sqm sales area
5. BUSINESS PORTFOLIO
/
Core Businesses
Portfolio
11. What to
solve?
And we decided to ask ourselves what Web Based Work means and where it can be
applied…
Web Based Work is a solution!
What problems are we trying to solve?
12. Web
Based
Work
For the scope of our project Web Based Work was defined as…
Use of collaborative business tools to help
people in organization to find each other, learn
from each other, and to use these connections
to improve the organizations effectiveness and
efficiency
13. We defined the main value drivers and approach for WbW: to enable Sonae
improving Communication, Collaboration , Knowledge Sharing and Talent Finding
From Technology Driven Approach To Value Driven Approach
14. 15
- Customer immersion sessions
with Microsoft, focused in
experimentation of different
solutions
- Presentations by BCG, GFI and
Accenture regarding different
aspects of Web Based Work
- Other contacts with different
external partners
External partners
- Analysis of multiple case
studies, documents and analysis
of international best practices
- Detailed bibliography included
in annexes
Other sources
- Presentations at Enterprise 2.0
Conference confirmed
diagnostic made through case
studies and partners
Enterprise 2.0
Conference
Partners and Case Studies made us aware of the immaturity of overall status of web
based work
15. 16
External partners Other sources
Enterprise 2.0
Conference
Partners and Case Studies made us aware of the immaturity of overall status of web
based work
Overall high immaturity in the business use of
collaborative tools with weakly defended expectations
still needs to find a way to deliver
real business value
16. We need to start from the beginning, i.e. by opportunities and specific problems.
Success is highly determined by way a PROBLEM is specified… and openness to learn
Initial set of recommendations
1. Solve specific problems
2. Guarantee sponsoring
3. Build incrementally
4. Measure and communicate success
5. Adequate governance model
6. Change management process
“If I had an hour to save the world I would spend 59 minutes defining the problem
and one minute finding solutions”
Albert Einstein
17. Internal Communication – Campaign Management1
Objective
What we did…
- Improve communication of campaigns between stores and backoffice
- Involve all stakeholders and understand real business problem
- Develop new site and processes focused on input from different areas
19
20. Internal Communication – Campaign Management1
Objective
What we did…
What we
learned…
Potential
future use
- Improve communication of campaigns between stores and backoffice
- Involve all stakeholders and understand real business problem
- Develop new site and processes focused on input from different areas
- Start with the problem in mind: Receptor (store) is in trouble
- Build incrementally with all stakeholders involved (HR, DUN, MKT, Store)
- ReUse best cases available that have worked before (e.g. Microsoft site to promote Windows 7 Worldwide)
- Involve dedicated “development” team to implement pilot with constant feedback for immediate results
- Usability of solutions in change management process is critical for success
- Involving users through gamification makes tools appealing
- Replicate to additional campaigns – start with “Regresso às Aulas” and Product Launching at Optimus
- Use experience and lessons learned to change overall communication process (not only campaigns) 22
21. Own brand feedback3
Objective
What we did…
- Capture all employee’s feedback regarding own brand products
- Understand the problem (with Quality Department and DCP): 2 problems – 2 solutions
- From creating a website to analysing all available options: SMS, IVR, website, app
23
Characterize problem and find solution that fits scope and coverage
22. “We need a website
to capture
employee’s pro active
feedback on own
brand products”
PILOT SCOPE
“We need a website
to capture
employee’s pro active
feedback on own
brand products”
“…Services”
“…Brand Loyalty”
“…Customer Service”
“…Online Deliveries”
…
Own brand feedback3
Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)
24
“We need a website
to capture
employee’s pro active
feedback on own
brand products”
“We need a website
to capture
employee’s pro active
feedback on own
brand products”
23. 25
Own brand feedback3
Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)
Favoring coverage of audience: any mobile phone user
Any Mobile Phone
24. Own brand feedback3
Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)
Favoring usability and charm: any iOS, Android or Windows Mobile Phone user
25. For each problem we need adapted solutions: usability, scope, breadth…
Own brand feedback3
Need 1:
Reactive Feedback
(before or after
product launch)
Capture employee’s
solicited feedback on own
brand’s products
Allow employees to give
feedback on own brand’s
products on their own will and in
an easy, timely and worthwhile
way.
Need 2:
Pro active Feedback
27
26. Own brand feedback3
Objective
What we did…
What we
learned…
Potential
future use
- Capture all employee’s feedback regarding own brand products
- Understand the problem (with Quality Department and DCP): 2 problems – 2 solutions
- From creating a website to analysing all available options: SMS, IVR, website, app
- Small steps are critical –build on already existing solutions and drive adoption strategy
- Governance and Sponsorship is critical: Even the best processes have a small of adoption at the beginning
- REUSE: the best solutions were near (Optimus, Npolls) – the right questions will lead to the solution
- Be compelling and context oriented – provide users with flexibility, convenience and a reason to use
- Technology can be both a path to success or a limitation (over complex sms requiring feedback)
- Do not use a hammer if there are no nails
- Capture customers feedback regarding own brand products (and not only customers)
- Increase overall number and breadth of feedback
- Promote non-solicited (e.g. proactive) feedback by both employees and customers
28
Characterize problem and find solution that fits scope and coverage
27. …define & solve!
EVOLUTION AFTER THE PILOT: CHALLENGE TO INTERNAL TEAMS
Continente Review
Interpretation of the challenge questioning based principles
[…] Collect employee feedback […] about own brand products from CONTINENTE […]
in its usage context?
What is a review?
Smartphone app?
How to classify a product? 1-5?
How to identify a product?
May I see other users reviews?
How to motivate employee to opt in?
How to give feedback to who submits reviews?
Do I need Internet access to use the
solution?
!
29
28. DESIGNING THE SOLUTION USING NEW RECIPE
Continente Review
How to define a product review
• Identifying a
specific product
• Associate Photos
• Assign Comments
• Classifying one or
more dimensions
of the product
• Question related
with the product,
product category,
or generic
• Progressive
classification of
product
• Allow no answer?
• Price: purchase
date? Current
price?
• Suggest reviews
based on past
purchases
29. 31
EAN through keyboardEAN through scanning Search results Review layout
EVOLUTION AFTER THE PILOT: SOLUTION DEVELOPED BY UNIVERSITY
STUDENTS IN AN OPEN INNOVATION ENVIRONMENT
30. Define the
PROBLEM…
(WHAT)
…the PEOPLE who
have the problem…
(WHO)
…the CONTEXT in
which the problem
occurs…
(WHERE)
And ensure the
right SPONSORSHIP
-Focus on solving specific and clearly defined problems
-Here is where you must spend most of the time
-Identify all problem owners and contributors
-Collaboration problems have many stakeholders
-The context is crucial for the adoption… create the context if needed
-Analyse expected and unexpected use cases from every stakeholder
-Make sure the project is adequately sponsored
-Discard the project if sponsorship not available
Experience and pilots resulted in the following recommendations for the
“webization” of collaborative processes at Sonae: Start with the PROBLEM
Key issues
32
-Intranet
-Yammer
-Centro-Loja
-Emitter
-Receptor
-Desktop
-Mobile
-Office /Home
Change
New innitiatives
31. Create
COMPELLING
SOLUTIONS…
(HOW)
Build
INCREMENTALLY
and reuse
(HOW)
…Mixed
COMPETENCIES
(WHO)
TECHNOLOGY is an
enabler
(HOW)
-We are working on the non-compulsive side of the business: Make it useful
-Gamification, rewarding and leaderboards may help
-Start small and aim higher: focus on “baby steps” with final roadmap in mind
-Do not reinvent the wheel: Check for existing solutions
-Technical (non IT and IT) skills are not enough to solve the problems
-Use different skills to design compelling solutions - soft skills mix, age, … are crucial.
-Do not throw technology at users, even when they are asking for it (Big Data, RFID, …)
- Adapt technology to problem, users, context and solution not the other way round
Having defined the problem and its context we can now focus on the SOLUTION
using a stepwise approach.
Key issues
33
32. CULTURE
MEASURE adoption
COMMUNICATE
success
GOVERN and
REVISIT frequently
CHANGE
MANAGEMENT
-Check the culture of the company before forcing adoption any new solution.
-Do not blame the culture of the company for bad specifications and solutions.
-Identify and implement KPIs that can be regularly assesse
-Measure adoption evolution
-Develop a governance model: processes, teams and resources needed for adoption
-Collaborative solutions have a short life cycle - measure and revisit solutions frequently
-Be prepared to spend a lot of time managing change or making change happen.
-Adoption will only occur if the solutions are compelling and really make work easier
Having defined problem and solution we need to focus on ADOPTION and be
prepared to fail.
Key issues
34
33. Several companies are approaching Web Based Work by puting in place a new
organizational structure with Directors for…
- Learning and Talent Development
- Enterprise 2.0 Program Manager
- Integrated Workforce Experience (IWE) and Community
- Contemporary Work Practices
- Internal Communications and Collaboration
- Learning and Collaboration
- Enterprise Social Collaboration and Technology Adoption
35
