WBR_B2B May 24 Webcast Combined FINAL
•Als PPTX, PDF herunterladen•
1 gefällt mir•291 views
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Ähnlich wie WBR_B2B May 24 Webcast Combined FINAL
Ähnlich wie WBR_B2B May 24 Webcast Combined FINAL (20)
WBR_B2B May 24 Webcast Combined FINAL
- 1. To Compete, You Must Transform: The Importance of Transforming Your B2B Digital Strategy May 24, 2106 Madhukar Kumar VP, Cloud Product Business Group, CX Oracle Andrew Cole, Director of Digital Content, WBR Research Asad Durrani, Chairman & CEO, Aaxis Commerce
- 2. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Topics Key Findings on the State of B2B Digital Transformation The Case for Accelerating Transformation Imperatives and Best Practices for B2B Success Q & A Via Chat 1 2 3 4 2
- 3. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 3 Survey Methodology 49% 24% 10% 9% 7% 1% Manufacturer Distributer Other Retailers & Department Stores Computer Systems & Data Processing Services Healthcare & Biotechnology 101 survey respondents mostly representing manufacturers and distributors 42% of respondents reported revenues of more than $1billon annually Responses gathered in April and May of 2016
- 4. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | The growing importance of B2B e-commerce 50% 44% 44% 41% 14% 12% 37% 34% 39% 31% 38% 24% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% B2B eCommerce is gradually becoming more important B2B eCommerce is critical to our business advantage and results Accelerating digital transformation is a strategic priority for our executives My company wishes to be considered a leader in digital business within our markets/industry My company is shifting to digital faster than our competitors B2B eCommerce is a threat to our sales organization and distributors Somewhat Agree Strongly Agree Fast-tracking digital transformation is a strategic priority for the vast majority of B2B companies. Technologies will be critical to that process. 4
- 5. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Which stage of digital transformation is your business in? 17% 26% 38% 19% 0% 5% 10% 15% 20% 25% 30% 35% 40% Stage 1: Exploring opportunities for digital transformation Stage 2: Defining digital strategy development process Stage 3: Building, testing, and launching digital capabilities Stage 4: Optimizing digital and innovating ahead of the curve 5
- 6. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Contrasting the obstacles to delivering the best possible omni-channel eCommerce experience: NewData 55% 44% 40% 34% 33% 27% 48% 41% 41% 41% 28% 24% 0% 10% 20% 30% 40% 50% 60% Complexity of our business Organizational and process challenges Limitations of current eCommerce platform and systems Lack of integration with back office systems Too much reliance on IT Time required to deliver innovations All Respondents Digitally Mature Companies B2B companies cite the complexity of their business as the biggest obstacle to delivering the best possible omnichannel eCommerce experiences. 6
- 7. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | In which of the following are ways you are looking to upgrade your ecommerce experience? 25% 26% 32% 34% 43% 47% 59% 60% 62% 63% 64% 64% 0% 10% 20% 30% 40% 50% 60% 70% Becoming more consistent across international markets Better integration with our customers’ back-end systems Modifying platform to serve multiple types of buying decision makers Improving the quoting and ordering process flow/adding bulk orders Improving product or service recommendations Better integration with our back-end systems Enabling audience segmentation and personalization. Improving SEO and discoverability Improving the overall user experience Building out or improving mobile accessibility Making product listings clearer, easier to find, and more enticing Add more rich content and imagery such as video 7 New developments in cloud technologies, web content management systems, and other tools support B2B customers’ unique demands for flexibility, accessibility of information, and enhanced experiences.
- 8. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Contrasting technology priorities over the next 18 months NewData While all respondents agree that content management tools are an essential component of the B2B digital transformation, many are still scrambling to build out the most fundamental digital tools, such as email marketing and eCommerce platforms. 24% 17% 24% 14% 28% 34% 38% 24% 28% 38% 45% 20% 22% 27% 27% 27% 34% 35% 38% 38% 40% 43% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Order Management/Back End Integration Multichannel integration A/B Testing Onsite Search / Navigation Quoting Web site analytics Mobile/Responsive Design eCommerce Platform (upgrade or replacement) Email Marketing Product Information/Content Management Content Management (CMS / WCMS) All Respondents Digitally Mature Companies 8
- 9. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Recap of Survey Findings 9 Fast-tracking their digital transformation is a strategic priority for the vast majority of B2B companies. However, 40% of B2B organizations worry that they are behind the competition. B2B companies must invest in new technologies to support the flexible omnichannel experiences buyers require. Through new cloud and content management technologies, B2B companies can support their customers’ expanding requirements. B2B companies cite the complexity of their businesses as the biggest obstacle to better eCommerce experiences. Critical internal challenges remain, but the technologies to support digital transformation are more accessible than ever.
- 10. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | AAXIS COMMERCE As a Creative Technology Agency, we specialize in driving business results using data insights and technology to orchestrate highly- engaging customer experiences. Asad Durrani, Chairman & CEO, Aaxis Commerce 10
- 11. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 15 Years in Commerce. 500 Commerce & Digital Marketing Experts on Staff. B2B Strategists & Solution Experts.
- 12. 12Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential.
- 13. 13Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. 1. Key B2B industry trends to watch and learn. 2. How to compete in acquiring and keeping customers. 3. Tangible “best practices” B2B industry leaders focus on. AAXIS’ B2B Insights
- 14. 14Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. B2B Buyer Trends Research by Frost & Sullivan 2015 89% 73% 57% B2B Buyers are researching company websites before calling a sales rep. B2B Buyers research products & pricing using Google. B2B Buyers say “most” of the purchase decision is finished online, before talking to a sales rep.
- 15. 15Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. B2B Engagement Trends Research by Frost & Sullivan 2015 76% 74% 93% B2B Buyers say “Easy To Find and Descriptive Products” is #1 website goal. B2B Buyers say buying from a website is more convenient than buying from a sales representative. B2B Buyers prefer to buy online, once they’ve decided what they need.
- 16. 16Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. Leaders vs. Laggards Grainger.com Sales ~$4.2B 42% B2B Industry Average10% Research by Frost & Sullivan 2015 ~10% of Sales are transacted online in B2B industry on average. B2B industry leader Grainger generates 42% of all sales from online.
- 17. 17Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. Amazon & Disruption Research by Frost & Sullivan 2015 2.3M Low 80% Amazon Business has added over 2.3 million products to it’s Amazon Business site, in the past 3 years. Industry wide, pricing is transparent and the cost for buyers to switch MFGs or Distributors is low. Grainger expects its customer sales origination to shift from ~50% to 80% in 4-5 years.
- 18. 18Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential.
- 19. 19Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. Win by Acquiring Customers Online 1. Expand online advertising and presence, and make sure to target the right audience. 2. Identify your customer Persona groups and personalize content and offers. 3. Segment personas by what’s important for them to make their jobs easier.
- 20. 20Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. Win with Retention 1. Make it easy to do business with you. 2. Automate manual and repetitive tasks with self-service capabilities. 3. Elevate the role of customer-service and sales from “order taker” to “solution consultant”. 4. Help customers do their jobs better.
- 21. 21Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Intelligent Automation Omni-channel understanding of customers. Automate personalized, omni- channel engagement. Derive actionable insights from big data. Programmatically drive functionality on your site with real-time, big data insights. Advanced Optimization Optimize the business KPIs. Optimize customer segments. Optimize content targeting. Omni-Channel Experiences - Ensure consistent content across ALL channels and touch-points Metrics Driven Refine Commerce growth strategy Baseline KPIs Define user personas and segments Define personalization and content strategy Master basic capabilities of the platform Stable Platform Implement Enterprise Level Platform Basic integrations. Digital ecosystem stable. Support and operations model is working. Win with Execution AAXIS’ Digital Maturity Index measures where customers are today, in terms of level of digital sophistication, and creates a strategic framework to advance and drive more revenue in stages.
- 22. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | B2B Best Practices ~$13 billion in annual revenue. ~$1+ billion annual online revenue.
- 23. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Growth Strategy Have a strategy and a plan for how you’re going to run and grow your business online, before you launch. Know what resources, and what partner you’ll need to drive customer acquisition, improve conversion rates, and increase customer lifetime value and loyalty. Omni-Channel Digital can and should enhance customer engagement in all channels. Focus heavily on mobile experiences. innovate traditional off-line channels with digital resources shift the role of customer service reps for mere order takers to sales and solution consultants. What’s your advice?
- 24. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Customer Retention To attract and keep valuable customers, understand their needs and persona profiles. Do this before you get started on designing your solution. By focusing on how you can make it easier for your customers to do business with you and be more effective at their own jobs, you will design a winning B2B solution. Data & Integrations At the heart of all customer experience is clean, actionable and accessible data. Focus on enriching, cleansing and organizing your product and commerce related data and make it available enterprise wide. This means investing in either a PIM or MDM solution. System Architecture & Performance Look for opportunities to simplify the number of pieces in your digital ecosystem, while focusing on the performance needed to support the “speedy experiences” all online users have come to expect. A slow page can often equate to a lost customer! What’s your advice?
- 25. 25Copyright © 2016 AAXIS Commerce. All rights reserved. Confidential. AAXIS will help you define the best strategic and technological approach to grow your online business, according to your organizational needs, budget and readiness. Go to: aaxiscommerce.com/b2bhelp Get a complimentary B2B Assessment
- 26. Imperatives for B2B Success Madhukar Kumar VP, Cloud Product Business Group, CX Oracle
- 27. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Market Dynamics Create Operational Challenges 27 Technology New Operating Models Customer Experience Innovation & Agility Transparency & Simplicity Journey Focused
- 28. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 28 Most Important B2B E-Commerce Success Criteria 49% 47% 43% 37% 36% 29% 27% 20% 4% % of customers buying online New customer acquisition Online revenue Conversion rate Customer retention Lowering cost to serve customers Average order value Customer lifetime value Average number of line items
- 29. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 29 Aspiration to Execution Gap 35% 23% 12% 5% 3% 8% 5% 3% 4% 2%1% 15% 16% 20% 10% 9% 9% 7% 7% 11% 0-5% 6-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% Over 80% Today In 3 Years
- 30. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Back to Basics for Revenue Growth 44% 79% of the buying journey is completed without a vendor can’t match misspelled terms with right product 30
- 31. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Keys to Tailoring the Buyer Experience Content in Context Easy Approvals Simplified Workflow Automated Billing Custom Entitlements 31
- 32. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. 32 Managing Complexity for Success Seller Buyer Growth Business User Empowerment ERP Integration Online Self-Service Workflow Automation Growth Enabled Infrastructure Total Control Over Experience Differentiated Experience
- 33. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 33 Addressing the Challenges EXPERIENCEREVENUE COMPLEXITY • Discoverability • Usable • Relevance • Personalization • Visibility • Simplicity • Internal Complexity • Customer Complexity • Growth Complexity 01 02 03
- 34. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 34 CX Cloud Suite: Complete CX Solutions & Unified Platform MOBILE STORE SOCIAL WEB CONTACT CENTER FIELD SALES IOT FIELD SERVICE CX INDUSTRY SOLUTIONS Financial services Communications High tech Consumer goods Life sciences Retail Manufacturing Automotive Healthcare Professional services Hospitality Utilities Travel and transportation Media & entertainment Education & research CX APPLICATIONS MARKETING SALES CPQ COMMERCE SERVICE SOCIAL UNIFIED CX PLATFORM CUSTOMER MASTER DATA AS A SERVICE ANALYTICS & DATA VISUALIZATION PLATFORM SERVICES APPS PERSONALIZATION INTEGRATION SECURITY MARKETPLACE Confidential – Oracle Internal
- 35. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 35 What Success Looks Like • 50% increase in online orders • 2.5x performance improvement • Zero failed orders • Launched in 6 months • Deployed in 7 countries across 2 major businesses • 93% Electronic Order Entry (switch from phone & fax) • Multiple platform consolidation • Give business users more control • Direct to consumer initiative to bring information to residential customers • Deployed Oracle Commerce Cloud • Give business users intuitive tools to manage content and commerce experience • Interface to Oracle E-Business Suite for inventory and pricing
- 36. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Take The Next Step • Digital Business Assessment • Digital Business Strategy and the Business Case for Action • Digital Business Technology Roadmap • Understand “The Possible” 36 How Oracle and Aaxis Commerce Can Help
- 37. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | For More Information: oracle.com/goto/b2b-ecommerce aaxiscommerce.com/b2bhelp Q&A Madhukar Kumar, Oracle: madhukar.kumar@oracle.com Assad Durani, Aaxis Commerce: adurrani@aaxiscommerce.com
- 38. 38
Hinweis der Redaktion
- B2B buyers have graduated from the traditional processes of purchasing from distributors through established sales channels. Today, buyers perform research and make their purchases online, as both their preferred starting point and sales channel, respectively. Online therefore represents a growing field of competition for B2B companies, with greater expectations among buyers for tailored, omnichannel experiences and visibility into product and order information. The technology supporting these offerings is now available to any B2B company, so distinguishing oneself in these areas has become an undeniable necessity B2B companies expect that a dramatic transition from offline to online purchasing has hastened the need for new technologies supporting relevant and industry-specific experiences across their online channels.
- 57% of B2B companies indicate they are in either the building, testing and launching stages of their digital capabilities, or are already ahead of the curve. These companies’ anticipated success is clearly supported by the emerging realization of their online potential.
- While a 55% majority identified complex industry challenges as the top barrier to omnichannel development, B2B companies identified internal organizational and process challenges as a substantial second.
- Despite the technical hurdles and complexity of B2B commerce, new developments in cloud technologies and web content management systems support customers’ unique requirements in terms of flexibility, information accessibility and enhanced customer experiences that, when properly implemented by B2B sellers, can drive their businesses forward in terms of online customer adoption
- In facing the demands of diverse customer buying behaviors, B2B players will adapt their organization and internal processes to deliver on customer expectations, which may involve adoption and integration of new technologies, such as enterprise WCMS, cloud and eCommerce platforms. These technologies allow for simplified, manageable processes and the means to take on the complex challenges of B2B sales. B2B companies consider content management tools a most essential part of their transformation. In fact, among 15 other technology initiatives, 43% of B2B companies identify content management as a top priority over the next 18 months in terms of their needs for online selling.
- 80% of buyers know what they want before they contact a vendor.
- 80% of buyers know what they want before they contact a vendor.
- Grainer did 42% of sales via digital channel or ~$4.2B. Grainger has decided to abandon its TSR (Territory Sales Representative) sales program to service the medium-sized customer market (roughly $1.5bn of Grainger sales). The company noted that it has lost share in this segment (it has shrunk) over the past 4-5 years. Grainger expects that 80% of its customer sales origination (touch point) will shift to digital or Internet in 5 years – up from roughly half today. The company reports that it “hasn’t seen Amazon as a huge impact”. In our opinion, Amazon and other Internet-driven industrial distributors are having a tremendous impact by applying pricing and share loss pressures on Grainger.
- 80% of buyers know what they want before they contact a vendor.
- Segment personas providing features that are important for your buyers, Eg Quick Order, Quote Approval workflow, Configure and price. 4 - > Recommendation
- -- Examples
- Growth Strategy --- Online Acquisition (SEO & SEM) Omni-Channel ---
- Examples : How AAXIS helped?
- Forces of change we see at scale--- Technology – I want to talk about this from an Oracle perspective. We aren’t just selling the idea of digital transformation we living it. We’re going through what Shawn Prices calls “the most exciting time in Oracles history” and undoubtedly the largest internal transformation we’ve ever had. We’re migrating from being an on-prem company to being a cloud company. We talk about this a lot because we’re investing a lot in this space because it is an enabler for addressing the other forces of change we see. The cloud is what makes this possible – it’ not just for the simplicity and economics of the cloud (CAPEX vs OPEX) but because it is an innovation engine. It enables agility. With the cloud you get regular and seamless upgrades, you can rapidly expand into new markets, and you can grow without managing infrastructure. Customer Expectations - fundamental shift in customer expectations and the applications most B2B business were built on can no longer support those businesses – they can’t bear the weight of these expectations. Integrations are hard, functionality is limited, innovation is slow, design isn’t user centric… New Operating Models – There is a shift in the way people want to do business today. Buyers want more online self service, they want access to everything on mobile devices including core ERP functionality. Technology enables faster innovation cycles and rapid responses to new demands. It also allows businesses to push into new markets without making physical investment in that market. This allows for expanding operations into growth markets and new lines of business but companies are also highly dependent on inorganic growth (M&A) today cloud is filling the gaps between disparate systems.
- **customer anecdote** Addressing these forces of change in a holistic manner is what some today call a digital strategy. Really its just a business strategy for the digital age but there is always one example that stands out in my mind – one of our customers is really addressing the hard questions of how sell today. Particularly they are addressing the shift away from field sales reps to more self service online experiences. The WBR survey here shows that there is an increasing number of companies that are judging their success on what percentage of their customers are buying online and how many new customers ecommerce can acquire. They way this one company has done this is by capturing abandoned carts after some number of days and passing it off to the sales rep responsible for the account. That way he can go and follow up. He can see if they found the information they were looking for, he can see if his company is providing the right level of detail about the product the customer was looking for and he do custom quotes for them right there in the field. Even if he doesn’t close a sale he gathered valuable feedback on product data that allows them to go back and update that category which enhances SEO and on-site search. This is great example of digital transformation and executing on the basics. They are making sure that their existing customer base is satisfied.
- **Build chart** Despite this clear trend toward new digital channels generally and ecommerce specifically - there appears to be an execution gap. Currently, 70% of the companies we surveyed said ecommerce accounted for less than 20% of their business. The majority of these companies said ecommerce accounted for less than 5% of their revenue. If you look at where these companies want to be over the next 3 years you see the chart flattens out. No one is sure just how much business then can move to the cloud. They aren’t sure if their site can handle it. They aren’t sure if they have the right customer experience in place. They don’t know how to shift as an organization. We, as an organization, think that going back to basics is a good approach.
- A recent IDC study said buyers reported spending 79% of the buying cycle without a vendor or sales rep involved – when you consider that last year only 58% of reps made their quota that makes sense (CSO Insights, 2015) There’s an increasing reliance on digital channels but buyers are using that convenience to excluding vendors from the evaluation process. Field reps still have incredibly strategic value but unfortunately buyers don’t want to talk to us until they’ve already found what they are looking for. There are a few exceptions here (price negotiation, configuration, installation, etc). For this reason organic search results still rank as one of the most important drivers of site traffic. Will your clients find your content in the normal course of doing research? Can you expose long tail product details in a contextualized and relevant fashion? The next question to ask is “what happens if they get to my site?” Will they be able to find what they are looking for? Can I give them the right content in the right context? In other words, is my search box working the way my customers expect it to? Justin King recently did a research project but found that almost half of B2B websites can’t accurately match misspelled search terms with the right product.
- ***Amazon story*** how did Amazon grow to be the company they are today? Forget about AWS, Kindles and prime, how did a book seller become the premier online marketplace? And then answer the question, how did a consumer marketplace begin to take market share from long established B2B brands? The answer is incredibly boring. They executed blocking and tackling perfectly. They gave great search results, they created wish lists, they added one-click buying…these things are all table stakes in retail commerce. The basics make a big difference. They made it easy to buy on-line Personalization - In b2c, personalization is about tailoring experiences to how a consumer shops. In B2B, personalization is about tailoring the experience to how the buyer works. Its about providing content in context, automated billing, single order hubs, simplified approval work flows and custom entitlements. Simplicity – instant forms of payments, mobile friendly design, etc… - The end goal for B2B organizations should be to make it easy for buyers to buy and approvers to approve. It’s a truism that people like to buy from people they like. Nothing makes friends faster than being easy to work with. Visibility – Give buyers a clear understanding of their business. Who has bought what? When will orders arrive? How much inventory do you have on hand? Oh, and did I mention buyers want these information easily available across all channels?
- There are 3 major areas where complexity can stymie companies– seller side complexity, buyer side complexity, and growth complexity. I’m going to walk through these briefly. 1) The are a bunch of complexities inherent in selling the goods that many of you sell. Keeping catalogs and price lists up to date, onboarding, managing content, providing customer service - all these things are part of the basic blocking and tackling of online commerce but they take time and they are hard to stay on top of. The customers we see that have empowered business users to manage these tasks instead of relying on IT are typically way ahead of the game. One way we see that playing out is ERP integration. It’s a vital component to minimizing complexity. 85% of sellers say their ERP is a key component of their customer engagement strategy but 44% say common tasks like price and catalog management take too long. 2) The second area we need focus on is buy side complexity. Customers have unique approval workflows, they have big organizations with different permission requirements, they want to update and amend contracts, they want lots of one off quotes…just like enabling business users to manage core commerce responsibilities improves customer experience so does enabling self service. Lets be honest, fewer and fewer customers want to talk to us. If you can enable self service onboarding, self selecting catalog filters for their buying organization, custom quoting and guided selling of complex bundles then you taking some big steps in the right direction. In fact if you want to see that use case stop by our booth and see how it can work. 3) And the third are of complexity is around growth. We very much live in a grow or die environment. It won’t be a sudden death but the market won’t allow companies to have flat revenues for years on end. Today we see a lot of companies looking at emerging markets for organic growth and M&A for inorganic growth. You have to ask the question can my infrastructure and customer experience platform support both my customers changing expectations and my expansion needs?
- The market is tough right now but B2B has so much more upside than consumer markets. When I talk to customers I remind them of these three things… Back to basics Focus on personalizing the experience for how buyers work Make it easy for buyer to buy and approvers to approve It’s a truism that businesses don’t buy from other businesses – people do. Be the brand that you customers want you to be.
- The tenets I just described, Complete, Data Driven, Personalized, Connected and Secure form the basis of the Oracle CX Portfolio. The Oracle CX portfolio covers the entire spectrum of capabilities that an organization needs to deliver a modern unified customer experiences. Highlighted by our market-leading CX applications that span Marketing, Sales, CPQ, Commerce, Service and Social and are supplemented by the Oracle Cloud Marketplace that offers hundreds of value-add applications from our partners. Our CX applications utilize a foundation layer of components and services that serve to provide consistency across the applications (user interface design pattern, customer master, collaboration tools and analytics platform) and extend application capabilities with our Data as a Service and Platform as a Service offerings. We’ll be spending time on these, and how they pertain to our unified platform later. Oracle’s CX industry solutions sit on top of our CX applications to deliver cross-functional solutions tailored to specific industry requirements. Our industry solutions address unique data model, workflow, user interface and integration requirements by industry to meet their particular business and customer needs. And across the top, are all the different communication channels and customer touch-points that enable you to offer an omni-channel presence and deliver consistent positive customer experiences from the web to the store to the contact center and more. No vendor can match the breadth and depth of Oracle’s CX product portfolio. Thousands of vendors market under the banner of CX but their applications are typically aimed solely at one or two of the functional areas. Even our closest competitors do not support key areas such as commerce, configure, price and quote (CPQ) and field service. Nor do they offer a data management platform or customer data management solution. And they don’t have industry solutions tailored meet your particular requirements Oracle has invested heavily in product development and acquisitions in order to offer its customers a full and complete CX solution. Together, they offer a broad and deep portfolio that can deliver against any customer experience challenge or initiative within your organization.
- Oracle has helped B2B manufacturers and distributors of all sizes to succeed with their digital business initiatives. From large, multinational enterprises like Eaton, Feguson and Grainger, to fast growing midsized companies like Carolina Biological, to divisions of B2B organizations pursing direct to consumer initiatives like Ingersoll Rand. We would be delighted to explore with you and we can help you with your digital business initiatives.
- We invite you to take the next step to accelerate your digital business transformation, or to take your existing program to the next level. Together with our partner, Aaxis Commerce we offer a range of services to help you along the journey …. from digital business assessments where we can help you benchmark your current online business performance, to strategy and business case development, to helping you map out your technology roadmap. We are also happy to share what type of digital experiences are possible for your customers by showing you what other B2B organizations are doing online.
- With that, I would like to turn it back to Andrew to open up the Q & A session.