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Speed of change
Copenhagen
Successful business in the digital age
​Michael Zink, Salesforce
#nordicspeed
Shared services across applications
The Customer Success Platform
2,700+ Partner Apps
Open Ecosystem
Workflow
Data &
Objec...
World’s #1 CRM company
World’s most admired software company
World’s most innovative company
Celebrating 15 Years of
Custo...
Klemens Hjartar, McKinsey
McKinsey Digital
Winning in Digital
Salesforce.com Nordic conference
Presentation | April 23, 2015
11
1. What is causing the digital disruption?
2. How is the disruption playing out?
3. What challenges will businesses fac...
2
SET OF HARD TO REVERSE CHOICES YOU
MAKE IN THE FACE OF UNCERTAINTY TO
GENERATE PROFIT BY CAPTURING
CUSTOMERS AND BEATING...
3
SUSTAINING PROFIT
4
SUSTAINING PROFIT
A. POSITIONAL ADVANTAGE
5
SUSTAINING PROFIT
A. POSITIONAL ADVANTAGE
B. PROPRIETARY ADVANTAGE
6
“THE MORE WE COMPETE, THE LESS
WE GAIN.” – Peter Thiel
7
CONTROL POINT DISRUPTION
8
WHAT‘S CAUSING THE
DIGITAL DISRUPTION?
THE SECOND MACHINE AGE
1.
9
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
UBIQUITOUS CONNECTIVITY
10
TRANSPARENT ACCESS TO DATA ON A
MASSIVE SCALE
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
11
DECREASING COST OF COMPUTER
PROCESSING POWER
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
12
HOW THE DISRUPTION
IS PLAYING OUT?
2.
13
2. HOW IS DISRUPTION PLAYING OUT?
CUSTOMER POWER IS PARAMOUNT
14
…this year more
unique information
will be generated
than during the
PAST 5,000
YEARS
…each month,
4 million man
years
...
15
"Any screen will do" In store experiences
polarising
Rise of the hyper-informed
customer
Always on
Your world in your p...
16
2. HOW IS DISRUPTION PLAYING OUT?
CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
17
MONEY MOVES UNEVENLY
2. HOW IS DISRUPTION PLAYING OUT?
18
NEW CAPABILITIES ARE NEEDED
2. HOW IS DISRUPTION PLAYING OUT?
19
2. HOW IS DISRUPTION PLAYING OUT?
CHANGE HAPPENS FASTER
20
CUSTOMER POWER IS PARAMOUNT
CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
MONEY MOVES UNEVENLY
NEW CAPABILITIES ARE NEEDED...
21
2. HOW IS DISRUPTION PLAYING OUT?
MONEY MOVES UNEVENLY "Your margin is
my opportunity"
Jeff Bezos
22
2. HOW IS DISRUPTION PLAYING OUT?
A TRACTOR
23
WHAT CHALLENGES WILL
BUSINESSES FACE?
3.
24
Rethinking your
overarching strategy
in light of industry
fundamentals, trade-
offs, and sources of
advantage altered b...
25
IT and the business don’t talk
Leadership are not digital natives
Resource re-allocation is tough
Legacy ways can seem ...
26
The leadership
challenge
Embody the habit of
successful digital
executives
The strategic
challenge
Uncover the magic, b...
27
HOW TO ADDRESS THE
STRATEGIC CHALLENGES?
4.
28
CONTROL POINT DISRUPTION
4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?
Product/service dev
Marketing & sales
Operations
I...
29
CONTROL POINT DISRUPTION
4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?
Product/service dev
Marketing & sales
Operations
I...
30
4. WHAT DOES THIS MEAN FOR OUR APPROACH TO STRATEGY?
FRAME | DIAGNOSE | FORECAST
SEARCH | CHOOSE | COMMIT | EVOLVE
New ...
31
HOW TO ADDRESS THE
LEADERSHIP CHALLENGES?
5.
32
A SET UNREASONABLE ASPIRATIONS
32
What does this mean? What does this not mean?
▪ Board level digital "owner"
▪ Stretch...
33
B CHALLENGE EVERYTHING
33
What does this mean? What does this not mean?
▪ Challenge the status-quo
▪ Go your own way
▪ ...
34
C OBSESS ABOUT CUSTOMERS
34
What does this mean? What does this not mean?
▪ Learn from every inter-
action with the cus...
35
D FOLLOW THE MONEY
35
What does this mean? What does this not mean?
▪ Zero-base tech budget
aligned with value at stake...
36
E BE QUICK AND DATA DRIVEN
36
What does this mean? What does this not mean?
▪ Continuous proposition
iteration
▪ Live b...
37
F ACQUIRE CAPABILITIES
37
What does this mean? What does this not mean?
▪ Buy scarce talent en-masse
▪ Move into adjace...
38
G RING FENCE TALENT
38
What does this mean? What does this not mean?
▪ Protect digital talent from
business-as-usual
▪ ...
39
Set unreasonable aspirationsA
Challenge everythingB
Be obsessed with the customerC
Follow the moneyD
Be quick and data ...
40
Digital changes value chains and
enables new business models
DO DIFFERENT THINGS
Digital changes the traditional way
of...
41
AS FINAL WORDS:
“LOOK UP AND LOOK OUT
DOCTOR HEAL THYSELF”
Agility and business transformation
Anders Mittag, VP, Head of Sales PostNord Denmark
​In 2014 PostNord delivered…
​5.9 billion
letters and other shipments
​110 million
parcels
​2.5 billion
kilos of goods
​…t...
Innovation
​Salesforce CRM January 2014
​Number of users 670
Extra add on’s
 Marketo
 Actimizer
All over smooth business implementa...
 To allow our people to connect with our
customers in a new way
 Sell more to our Nordic customers, across
countries and...
​Strategic
 Benchmark across organization
 Customer insight i.e. Account plans
 Management decisions
 Platform for Cha...
Collaboration
Sales performance
Performance Dashboards
​Transparent view across the organization
 Increased sell / cross sell
 Identify Nordic Accounts and serve them
accordingly
 Cross border best practice sharing a...
Rolf Hall & Lars Göransson, Salesforce
Sales
Service
Marketing
CommunityApps
Analytics
Analytics for the rest of us
Analytics Cloud
Powered by the Wave Platform
Analytics Cloud: Analytics for the Rest of Us
Mobile
insight on any device
Everyone
gets answ...
Grow sales faster
Sales Cloud
Sales
Service
Marketing
CommunityApps
Analytics
Hard to Grow Sales if Sales Process is Broken
Manual
Processes
Hard to find information
and experts
Time wasted on emails
...
Sales Cloud: World’s #1 Sales App
Sell
Smarter
Sell
Faster
Sell from
Anywhere
Transform the customer experience with Service on Salesforce
Service Cloud
Sales
Service
Marketing
CommunityApps
Analytics
Unhappy
Customers
Difficult to Service Your Customers Everywhere
No context
Not personalized
Inaccurate answers
Poor Custo...
Service Platform for Customer Success
​Transform the customer experience with Service on Salesforce
Personalized
Service
S...
Marketing Cloud
Sales
Service
Marketing
CommunityApps
Four Questions
Do you know who your
customers are?
Where are they
in their journey?
Are you engaging
and moving them
along...
Marketing Cloud
​The Platform for 1:1 Customer Journeys
​Build a single view of the customer
​Plan and optimize the custom...
Martha Bennett, Forrester
Making Your Data Speak
Martha Bennett, Principal Analyst
April 2015
© 2015 Forrester Research, Inc. Reproduction Prohibited 33
© 2015 Forrester Research, Inc. Reproduction Prohibited 34
Guess which car service continues to be
widely used?
› Cheaper
...
© 2015 Forrester Research, Inc. Reproduction Prohibited 35
This is the world we live in …
© 2015 Forrester Research, Inc. Reproduction Prohibited 36
65%
55%
40%
30%
35%
45%
60%
70%
… and failure to embrace it is ...
© 2015 Forrester Research, Inc. Reproduction Prohibited 37
Good To Great characteristics: not enough
(bankrupt 2009)
(home...
© 2015 Forrester Research, Inc. Reproduction Prohibited 38
Focus & market dominance: not enough
(absorbed by DHL)
(underpe...
© 2015 Forrester Research, Inc. Reproduction Prohibited 39
What do these firms have in common?
© 2015 Forrester Research, Inc. Reproduction Prohibited 40
Disrupt, adapt, reinvent – or be disrupted
© 2015 Forrester Research, Inc. Reproduction Prohibited 41
Digital dysfunction at executive level
Source: Forrester/Russel...
© 2015 Forrester Research, Inc. Reproduction Prohibited 42
Photo © Martha Bennett
What are your customers really buying ?
...
© 2015 Forrester Research, Inc. Reproduction Prohibited 43
What do these companies sell?
44© 2015 Forrester Research, Inc. Reproduction Prohibited
Key trend: selling an outcome
Used to sell:
› Aero engines
› Air...
© 2015 Forrester Research, Inc. Reproduction Prohibited 45
© 2015 Forrester Research, Inc. Reproduction Prohibited
Turn Data Into Business Insights
More Deeper For Everyone
© 2015 Forrester Research, Inc. Reproduction Prohibited 47
Results need to be pertinent & trustworthy
© 2015 Forrester Research, Inc. Reproduction Prohibited 48
Business outcome
Data sources
Deeper insights
More data
For eve...
© 2015 Forrester Research, Inc. Reproduction Prohibited
Making your data speak: 3 Cs to success
Culture
• Data treated as ...
© 2015 Forrester Research, Inc. Reproduction Prohibited 51
Focus on getting the basics right
1. Always start with a questi...
Abdul Dezkam, Ecco
#nordicspeed
Embracing the new age of digital
Abdul Dezkam
Global CRM Manager
ECCO Sko A/S
ECCO SKO A/S
​Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees
today.
Our Shoes, bags and leather go...
CHALLENGES
Meeting the customer
​The speed of change - how customers engage with brands
• Drifting across multiple touch points – offline and online
• Cha...
IS CUSTOMER LOYALTY IMPORTANT?
“A 5% increase in customer retention
can generate 25% - 125%
increase in business profits” ...
AMBITIONS
Customer
insights
1:1 personalized
marketing
Customer
loyalty
Satisfy
loyal customers
Get even more
loyal custom...
Building 1:1 personalized customer journeys
CHALLENGES
Requires large and
dedicated DM
organization
Lack of insight
utiliz...
SOLUTIONS
Embracing your data
(Re)use Rich Content from your websites, connect and structure your Customer Data and define
your business rules and custo...
ARCHITECTURAL CONCEPT
Marketing Automation, Retention Strategy and Customer Journeys
(Engine)
Customer Data and Rich Conte...
CONNECT YOUR DATA
According to your customer data and purchase behavior you know it is now the right time to re-
engage and ultimately drive...
2. DEFINE AUDIENCE
3. DEFINE CONTENT
​1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)
​2. DEFINE GOALS (customer journeys, KPI’s, ...
GOING FORWARD
• Predictive marketing
• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)
• SCV to better co...
Abdul Dezkam
Global CRM Manager, ECCO Sko A/S
abd@ecco.com
www.linkedin.com/in/abduldezkam
Embracing the new age of digital
Abdul Dezkam
Global CRM Manager
ECCO Sko A/S
ECCO SKO A/S
​Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees
today.
Our Shoes, bags and leather go...
CHALLENGES
Meeting the customer
​The speed of change - how customers engage with brands
• Drifting across multiple touch points – offline and online
• Cha...
IS CUSTOMER LOYALTY IMPORTANT?
“A 5% increase in customer retention
can generate 25% - 125%
increase in business profits” ...
AMBITIONS
Customer
insights
1:1 personalized
marketing
Customer
loyalty
Satisfy
loyal customers
Get even more
loyal custom...
Building 1:1 personalized customer journeys
CHALLENGES
Requires large and
dedicated DM
organization
Lack of insight
utiliz...
SOLUTIONS
Embracing your data
(Re)use Rich Content from your websites/other platforms and connect it to your structured
Customer Data. Define your busin...
ARCHITECTURAL CONCEPT
Marketing Automation, Retention Strategy and Customer Journeys
(Engine)
Customer Data and Rich Conte...
CONNECT YOUR DATA
According to your customer data and purchase behavior you know it is now the right time to re-
engage and ultimately drive...
2. DEFINE AUDIENCE
3. DEFINE CONTENT
​1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)
​2. DEFINE GOALS (customer journeys, KPI’s, ...
GOING FORWARD
• Predictive marketing
• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)
• SCV to better co...
Abdul Dezkam
Global CRM Manager, ECCO Sko A/S
abd@ecco.com
www.linkedin.com/in/abduldezkam
Liselotte Lyngsø, Future Navigator
#nordicspeed
Thank you
Copenhagen: Speed of Change
Copenhagen: Speed of Change
Copenhagen: Speed of Change
Copenhagen: Speed of Change
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Copenhagen: Speed of Change

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Copenhagen: Speed of Change

  1. 1. Speed of change Copenhagen Successful business in the digital age ​Michael Zink, Salesforce #nordicspeed
  2. 2. Shared services across applications The Customer Success Platform 2,700+ Partner Apps Open Ecosystem Workflow Data & Objects Identity Fast App Dev & Customization AnalyticsCollaborationMobile UI Scalable Metadata Platform Complete CRM Trusted Multitenant Cloud AnalyticsCommunityMarketingServiceSales Apps
  3. 3. World’s #1 CRM company World’s most admired software company World’s most innovative company Celebrating 15 Years of Customer Success 4TH YEAR IN A ROW!2011 • 2012 • 2013 • 2014 #1 most admired in software #8 best company to work for
  4. 4. Klemens Hjartar, McKinsey
  5. 5. McKinsey Digital Winning in Digital Salesforce.com Nordic conference Presentation | April 23, 2015
  6. 6. 11 1. What is causing the digital disruption? 2. How is the disruption playing out? 3. What challenges will businesses face? 4. How to address the strategic challenges? 5. How to address the leadership challenges? Discussion today
  7. 7. 2 SET OF HARD TO REVERSE CHOICES YOU MAKE IN THE FACE OF UNCERTAINTY TO GENERATE PROFIT BY CAPTURING CUSTOMERS AND BEATING COMPETITORS IT’S NOT ABOUT DIGITAL STRATEGY, IT’S ABOUT STRATEGY IN THE DIGITAL AGE
  8. 8. 3 SUSTAINING PROFIT
  9. 9. 4 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE
  10. 10. 5 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE B. PROPRIETARY ADVANTAGE
  11. 11. 6 “THE MORE WE COMPETE, THE LESS WE GAIN.” – Peter Thiel
  12. 12. 7 CONTROL POINT DISRUPTION
  13. 13. 8 WHAT‘S CAUSING THE DIGITAL DISRUPTION? THE SECOND MACHINE AGE 1.
  14. 14. 9 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION? UBIQUITOUS CONNECTIVITY
  15. 15. 10 TRANSPARENT ACCESS TO DATA ON A MASSIVE SCALE 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  16. 16. 11 DECREASING COST OF COMPUTER PROCESSING POWER 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  17. 17. 12 HOW THE DISRUPTION IS PLAYING OUT? 2.
  18. 18. 13 2. HOW IS DISRUPTION PLAYING OUT? CUSTOMER POWER IS PARAMOUNT
  19. 19. 14 …this year more unique information will be generated than during the PAST 5,000 YEARS …each month, 4 million man years is spent online …by 2016, 200,000 HRS of video will be STREAMED EVERY SEC …approximately 17 BILLION devices are connected to the internet …a smartphone is 1,000,000x cheaper 100,000x smaller and 10,000x more powerful than the MIT computer in 1965 …average 21- year-olds exchanged 250,000 10,000 HRS on a mobile phone messages and spent …the world's data centers consume ~1.5% OF ALL POWER or little more than 2x the power consumption of Sweden 2,378 Number of websites worldwide in 1994 1,110,000,000 @ A NEW GENERATION EXPECTING DIGITAL BY DEFAULT… 2. HOW IS DISRUPTION PLAYING OUT?
  20. 20. 15 "Any screen will do" In store experiences polarising Rise of the hyper-informed customer Always on Your world in your pocket You can own the customer experience … not the customer Merging digital and physical 2. HOW IS DISRUPTION PLAYING OUT? …AND BEHAVIOUR CHANGING RAPIDLY
  21. 21. 16 2. HOW IS DISRUPTION PLAYING OUT? CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
  22. 22. 17 MONEY MOVES UNEVENLY 2. HOW IS DISRUPTION PLAYING OUT?
  23. 23. 18 NEW CAPABILITIES ARE NEEDED 2. HOW IS DISRUPTION PLAYING OUT?
  24. 24. 19 2. HOW IS DISRUPTION PLAYING OUT? CHANGE HAPPENS FASTER
  25. 25. 20 CUSTOMER POWER IS PARAMOUNT CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE MONEY MOVES UNEVENLY NEW CAPABILITIES ARE NEEDED CHANGE HAPPENS FASTER ECOSYSTEMS ARE REDRAWN 2. HOW IS DISRUPTION PLAYING OUT?
  26. 26. 21 2. HOW IS DISRUPTION PLAYING OUT? MONEY MOVES UNEVENLY "Your margin is my opportunity" Jeff Bezos
  27. 27. 22 2. HOW IS DISRUPTION PLAYING OUT? A TRACTOR
  28. 28. 23 WHAT CHALLENGES WILL BUSINESSES FACE? 3.
  29. 29. 24 Rethinking your overarching strategy in light of industry fundamentals, trade- offs, and sources of advantage altered by digital disruption Designing and implementing operational digital initiatives, e.g., big data enabled supply chain, mobile/ online stores, etc. 60%+ of CXOs don’t have a digital strategy or it does not link to the broader corporate strategy 60%+ of CXOs are directly engaged in digital business initiatives Digital Transformation Strategy in digital age How to win 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  30. 30. 25 IT and the business don’t talk Leadership are not digital natives Resource re-allocation is tough Legacy ways can seem like immovable barriers You don’t have the talent you need 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  31. 31. 26 The leadership challenge Embody the habit of successful digital executives The strategic challenge Uncover the magic, be focused on where the real business value are, and be granular with what you go after The technology challenge Set up your organization and capabilities to enable fast changes 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  32. 32. 27 HOW TO ADDRESS THE STRATEGIC CHALLENGES? 4.
  33. 33. 28 CONTROL POINT DISRUPTION 4. HOW TO ADDRESS THE STRATEGIC CHALLENGES? Product/service dev Marketing & sales Operations IT Finance & MIS Risk mgmt HR & org Connectivity with customers, colleagues, suppliers and other stakeholders1 Digital reputation management Virtual co-making Real-time supply chain Social network risk analysis ‘Golden source’ MIS On-demand processing power Social network recruiting Decision- making based on ‘big data’ and advanced analytics2 Next product to buy Personalised product and service offerings Dynamic workflow Real-time automated decision making Real-time financials Dynamic hardware provisioning Predictive resource management Automation of manual activity, replacing labour with technology3 Mobile channel Virtual product testing Straight-through processing Automated testing Paperless MIS Sensor-driven maintenance scheduling Self-service training Behavioral pricing Digitally augmented products Crowd-sourced support Cloud computing Crowd-funding Risk socialization Virtual workforce Innovation of products, business models and operating models4
  34. 34. 29 CONTROL POINT DISRUPTION 4. HOW TO ADDRESS THE STRATEGIC CHALLENGES? Product/service dev Marketing & sales Operations IT Finance & MIS Risk mgmt HR & org Connectivity with customers, colleagues, suppliers and other stakeholders1 Digital reputation management Virtual co-making Real-time supply chain Social network risk analysis ‘Golden source’ MIS On-demand processing power Social network recruiting Decision- making based on ‘big data’ and advanced analytics2 Next product to buy Personalised product and service offerings Dynamic workflow Real-time automated decision making Real-time financials Dynamic hardware provisioning Predictive resource management Automation of manual activity, replacing labour with technology3 Mobile channel Virtual product testing Straight-through processing Automated testing Paperless MIS Sensor-driven maintenance scheduling Self-service training Behavioral pricing Digitally augmented products Crowd-sourced support Cloud computing Crowd-funding Risk socialization Virtual workforce Innovation of products, business models and operating models4UNDERSTANDING THE OPPORTUNITIES AND YOUR CHOSEN PLAYS AS YOUR BUSINESS GETS RE-IMAGINED
  35. 35. 30 4. WHAT DOES THIS MEAN FOR OUR APPROACH TO STRATEGY? FRAME | DIAGNOSE | FORECAST SEARCH | CHOOSE | COMMIT | EVOLVE New questions at each stage ▪ Are we being attacked or disrupted? Should we disrupt ourselves? ▪ If software is eating the world, how will it eat our business? ▪ How is our value chain transforming? ▪ Which players from outside our industry could now enter? ▪ What will my workforce look like in 5 years’ time as automation and machine learning play out?
  36. 36. 31 HOW TO ADDRESS THE LEADERSHIP CHALLENGES? 5.
  37. 37. 32 A SET UNREASONABLE ASPIRATIONS 32 What does this mean? What does this not mean? ▪ Board level digital "owner" ▪ Stretching and coherent digital vision ▪ Value-oriented targets (i.e., Digital P&L) ▪ Adding "digital" to existing responsibilities ▪ Uncoordinated digital initiatives ▪ Digital interaction targets 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  38. 38. 33 B CHALLENGE EVERYTHING 33 What does this mean? What does this not mean? ▪ Challenge the status-quo ▪ Go your own way ▪ Involve regulators in change ▪ Accept historic norms ▪ Follow others ▪ Put your head in the sand 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  39. 39. 34 C OBSESS ABOUT CUSTOMERS 34 What does this mean? What does this not mean? ▪ Learn from every inter- action with the customer ▪ Relentless iteration of customer experience ▪ Infrequent aggregation of customer insights ▪ Ad-hoc patching of customer processes 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  40. 40. 35 D FOLLOW THE MONEY 35 What does this mean? What does this not mean? ▪ Zero-base tech budget aligned with value at stake ▪ Invest in digital across the value chain ▪ Scale success quickly ▪ Incremental spend in line with last year’s budget allocation ▪ Focus digital effort only on customer facing functions ▪ Pilots never rolled out 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  41. 41. 36 E BE QUICK AND DATA DRIVEN 36 What does this mean? What does this not mean? ▪ Continuous proposition iteration ▪ Live beta ▪ Golden source of truth ▪ 12 month release cycles ▪ Quarterly investment boards ▪ Multiple customer records 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  42. 42. 37 F ACQUIRE CAPABILITIES 37 What does this mean? What does this not mean? ▪ Buy scarce talent en-masse ▪ Move into adjacent markets ▪ Hire for skills, not industry experience ▪ Add resources one-by-one ▪ Random buying spree ▪ Recycling talent from industry 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  43. 43. 38 G RING FENCE TALENT 38 What does this mean? What does this not mean? ▪ Protect digital talent from business-as-usual ▪ Digital talent management ▪ Embed digital in existing businesses ▪ Retrofit existing HR model 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  44. 44. 39 Set unreasonable aspirationsA Challenge everythingB Be obsessed with the customerC Follow the moneyD Be quick and data drivenE Acquire new capabilitiesF Ring fence and cultivate digital talentG 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  45. 45. 40 Digital changes value chains and enables new business models DO DIFFERENT THINGS Digital changes the traditional way of doing business DO THINGS DIFFERENTLY
  46. 46. 41 AS FINAL WORDS: “LOOK UP AND LOOK OUT DOCTOR HEAL THYSELF”
  47. 47. Agility and business transformation Anders Mittag, VP, Head of Sales PostNord Denmark
  48. 48. ​In 2014 PostNord delivered… ​5.9 billion letters and other shipments ​110 million parcels ​2.5 billion kilos of goods ​…to the Nordic region’s 25 million residents and 2 million businesses. The leading communications and logistics company in the Nordic region 1,053 1,250 1,830 1,208 ​5,341 distribution points
  49. 49. Innovation
  50. 50. ​Salesforce CRM January 2014 ​Number of users 670 Extra add on’s  Marketo  Actimizer All over smooth business implementation due to high user friendly interface and good project management Implementation
  51. 51.  To allow our people to connect with our customers in a new way  Sell more to our Nordic customers, across countries and business units  Further enhance our customer satisfaction and brand consistency Our vision
  52. 52. ​Strategic  Benchmark across organization  Customer insight i.e. Account plans  Management decisions  Platform for Challenger Selling ​Tactic  Dashboard i.e. Total New Money  Corrective actions in due time ​Operational  Real time data, i.e. Whitespace  Agility on a daily basis Salesforce gives us insight
  53. 53. Collaboration
  54. 54. Sales performance
  55. 55. Performance Dashboards ​Transparent view across the organization
  56. 56.  Increased sell / cross sell  Identify Nordic Accounts and serve them accordingly  Cross border best practice sharing and collaboration  Nordic single way og working  Manage Nordic customer  Ability to create shared service organization and support  Will be an enabler and support the ambition to be the Nordic partner Benefits of a common solution
  57. 57. Rolf Hall & Lars Göransson, Salesforce
  58. 58. Sales Service Marketing CommunityApps Analytics Analytics for the rest of us Analytics Cloud
  59. 59. Powered by the Wave Platform Analytics Cloud: Analytics for the Rest of Us Mobile insight on any device Everyone gets answers faster than ever Platform for any data, any app Extend the Platform Self Service Collaboration Exploration Analytic Apps Search Based Any Data Governance & Trust
  60. 60. Grow sales faster Sales Cloud Sales Service Marketing CommunityApps Analytics
  61. 61. Hard to Grow Sales if Sales Process is Broken Manual Processes Hard to find information and experts Time wasted on emails and approvals Limited coaching and feedback No lead routing or opportunity management Lack of pipeline visibility Poor data quality Slow Sales Cycles Missed Target No Mobile Access Hard to access information on-the-go No way to access all your critical apps in one place Hard to manage your day from anywhere
  62. 62. Sales Cloud: World’s #1 Sales App Sell Smarter Sell Faster Sell from Anywhere
  63. 63. Transform the customer experience with Service on Salesforce Service Cloud Sales Service Marketing CommunityApps Analytics
  64. 64. Unhappy Customers Difficult to Service Your Customers Everywhere No context Not personalized Inaccurate answers Poor Customer Experiences Siloed service channels Multiple knowledge bases No support for social Inconsistent Service Across Channels 92% Companies reported decline in Customer Satisfaction Multiple service screens No single knowledge source Not connected to back-office Low Agent Productivity 54% Agents must use multiple sources to answer inquiries 86% Customers stop doing business after one negative interaction
  65. 65. Service Platform for Customer Success ​Transform the customer experience with Service on Salesforce Personalized Service Smarter Support Innovate Faster Connect 1:1 with every customer, anywhere Empower agents and managers with the right tools and intelligence Build and scale at the speed of your customers
  66. 66. Marketing Cloud Sales Service Marketing CommunityApps
  67. 67. Four Questions Do you know who your customers are? Where are they in their journey? Are you engaging and moving them along the journey? Are you measuring the impact on your business goals?
  68. 68. Marketing Cloud ​The Platform for 1:1 Customer Journeys ​Build a single view of the customer ​Plan and optimize the customer journey ​Deliver personalized content across every channel and device ​Measure the impact on your business Journeys Contacts Content Channels Analytics Apps
  69. 69. Martha Bennett, Forrester
  70. 70. Making Your Data Speak Martha Bennett, Principal Analyst April 2015
  71. 71. © 2015 Forrester Research, Inc. Reproduction Prohibited 33
  72. 72. © 2015 Forrester Research, Inc. Reproduction Prohibited 34 Guess which car service continues to be widely used? › Cheaper › More convenient › Better service “Uber-isation of all industries…”
  73. 73. © 2015 Forrester Research, Inc. Reproduction Prohibited 35 This is the world we live in …
  74. 74. © 2015 Forrester Research, Inc. Reproduction Prohibited 36 65% 55% 40% 30% 35% 45% 60% 70% … and failure to embrace it is not an option New companies in the Fortune 1000 Top 20 Source for chart on left: Built to Change: How to Achieve Sustained Organizational Effectiveness, 2006 *estimated 1973-1983 1983-1993 1993-2003 2003-2013* Less than 15% of companies in the original 1955 Fortune 500 list exist today
  75. 75. © 2015 Forrester Research, Inc. Reproduction Prohibited 37 Good To Great characteristics: not enough (bankrupt 2009) (home mortgage scandal) (improvements in past two years, but transformation from mail-based business remains work in progress) (absorbed by P&G) (received $25B from TARP) (performed adequately) (performed adequately) (performed adequately) (only one in list to outperform) December 2014: Investing in the portfolio of those 11 great companies covered in 2001 would result in underperforming the S&P 500.
  76. 76. © 2015 Forrester Research, Inc. Reproduction Prohibited 38 Focus & market dominance: not enough (absorbed by DHL) (underperforming — missed mobile market) (net income fell 72% before company was taken private in 2013) (underperforming despite repeated turn- around initiatives)
  77. 77. © 2015 Forrester Research, Inc. Reproduction Prohibited 39 What do these firms have in common?
  78. 78. © 2015 Forrester Research, Inc. Reproduction Prohibited 40 Disrupt, adapt, reinvent – or be disrupted
  79. 79. © 2015 Forrester Research, Inc. Reproduction Prohibited 41 Digital dysfunction at executive level Source: Forrester/Russell Reynolds 2014 Digital Business Survey 93% • Believe that digital technologies will disrupt their business over the next 12 months 74% • Claim the company has a “digital” strategy 33% • Think it’s the right “digital” strategy 15% • Believe they have the right people and skills to execute the strategy
  80. 80. © 2015 Forrester Research, Inc. Reproduction Prohibited 42 Photo © Martha Bennett What are your customers really buying ? … to selling film From selling memories ….
  81. 81. © 2015 Forrester Research, Inc. Reproduction Prohibited 43 What do these companies sell?
  82. 82. 44© 2015 Forrester Research, Inc. Reproduction Prohibited Key trend: selling an outcome Used to sell: › Aero engines › Air conditioning units › Lifts/Elevators › Cars › Agricultural machinery › Medical testing devices › Health insurance › Toothbrush Now sell, or may in future: › Units of propulsion › The right temperature › Moving people/goods up/down › Ability to get from A to B › Optimum yields › Number of tests › Wellness program › Healthy mouth and teeth
  83. 83. © 2015 Forrester Research, Inc. Reproduction Prohibited 45
  84. 84. © 2015 Forrester Research, Inc. Reproduction Prohibited Turn Data Into Business Insights More Deeper For Everyone
  85. 85. © 2015 Forrester Research, Inc. Reproduction Prohibited 47 Results need to be pertinent & trustworthy
  86. 86. © 2015 Forrester Research, Inc. Reproduction Prohibited 48 Business outcome Data sources Deeper insights More data For everyone What business value do we want? Who needs what insights for this? What analysis tools do we need? How can we manage all the data needed? What data do we have? How can we process that data? What can we learn from this data? How do we deliver those insights? What business value can we create? What data sources do we need? There’s no single right way to get thereBottom-uptechnology-driven Top-downbusiness-driven
  87. 87. © 2015 Forrester Research, Inc. Reproduction Prohibited Making your data speak: 3 Cs to success Culture • Data treated as an asset • Data-driven • Data shared across silos Capabilities • Advanced data management, delivery and analysis Competency • Technology skills • Analytical skills • New approach to data governance • Agile processes Data at its most eloquent
  88. 88. © 2015 Forrester Research, Inc. Reproduction Prohibited 51 Focus on getting the basics right 1. Always start with a question that’s linked to a business objective or known issue 2. Create an environment that supports collaboration, agility and short time to value 3. Having made your data speak, be prepared to do what’s needed
  89. 89. Abdul Dezkam, Ecco #nordicspeed
  90. 90. Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S
  91. 91. ECCO SKO A/S
  92. 92. ​Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today. Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in- shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014. ​ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”. ​Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer. ​More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963. Fast facts ECCO SKO A/S
  93. 93. CHALLENGES Meeting the customer
  94. 94. ​The speed of change - how customers engage with brands • Drifting across multiple touch points – offline and online • Changing opinions fast – we all live in Tinder universe (competitor is one swipe away) • Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc. • Expecting seamless omni/multi-channel experience The empowered customers CUSTOMER DEMANDS
  95. 95. IS CUSTOMER LOYALTY IMPORTANT? “A 5% increase in customer retention can generate 25% - 125% increase in business profits” (1) “Repeat customers spend 33% more than new customers” (2) “Companies that prioritize The customer experience generate 50% higher profits than their competitors” (3) “89% marketing bosses predicted that customer experience would be their primary basis for competitive differentiation by 2017” (4) YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER
  96. 96. AMBITIONS Customer insights 1:1 personalized marketing Customer loyalty Satisfy loyal customers Get even more loyal customers Categorize in tiers adv. algorithm REWARD YOU ARE AWESOME!! Badge the best Re-purchase = +business results Customer Journey Exclusive offers enhanced service
  97. 97. Building 1:1 personalized customer journeys CHALLENGES Requires large and dedicated DM organization Lack of insight utilization and segmentation Lack of automated processes Lack of relevant content
  98. 98. SOLUTIONS Embracing your data
  99. 99. (Re)use Rich Content from your websites, connect and structure your Customer Data and define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale. DO WHAT IS POSSIBLE TODAY Requires large and dedicated DM organization Lack of insight utilization and segmentation Lack of automated processes Lack of relevant content
  100. 100. ARCHITECTURAL CONCEPT Marketing Automation, Retention Strategy and Customer Journeys (Engine) Customer Data and Rich Content (Fuel) Strong and relevant journey driving customer to point of sales (Business)
  101. 101. CONNECT YOUR DATA
  102. 102. According to your customer data and purchase behavior you know it is now the right time to re- engage and ultimately drive the customer to a point of sale. 1. DEFINE GOAL
  103. 103. 2. DEFINE AUDIENCE
  104. 104. 3. DEFINE CONTENT
  105. 105. ​1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.) ​2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.) ​3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.) ​4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.) ​ SUMMERIZE
  106. 106. GOING FORWARD
  107. 107. • Predictive marketing • From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos) • SCV to better connect online and offline of a customer journey • Utilizing “unknown individuals” (from sessions to identification) • Scoring the valued steps of a customer within journeys CONTINOUSLY PREPARING THE ORGANIZATION GOING FORWARD
  108. 108. Abdul Dezkam Global CRM Manager, ECCO Sko A/S abd@ecco.com www.linkedin.com/in/abduldezkam
  109. 109. Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S
  110. 110. ECCO SKO A/S
  111. 111. ​Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today. Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in- shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014. ​ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”. ​Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer. ​More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963. Fast facts ECCO SKO A/S
  112. 112. CHALLENGES Meeting the customer
  113. 113. ​The speed of change - how customers engage with brands • Drifting across multiple touch points – offline and online • Changing opinions fast – we all live in Tinder universe (competitor is one swipe away) • Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc. • Expecting seamless omni/multi-channel experience The empowered customers CUSTOMER DEMANDS
  114. 114. IS CUSTOMER LOYALTY IMPORTANT? “A 5% increase in customer retention can generate 25% - 125% increase in business profits” (1) “Repeat customers spend 33% more than new customers” (2) “Companies that prioritize The customer experience generate 50% higher profits than their competitors” (3) “89% marketing bosses predicted that customer experience would be their primary basis for competitive differentiation by 2017” (4) YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER
  115. 115. AMBITIONS Customer insights 1:1 personalized marketing Customer loyalty Satisfy loyal customers Get even more loyal customers Categorize in tiers adv. algorithm REWARD YOU ARE AWESOME!! Badge the best Re-purchase = +business results Customer Journey Exclusive offers enhanced service
  116. 116. Building 1:1 personalized customer journeys CHALLENGES Requires large and dedicated DM organization Lack of insight utilization and segmentation Lack of automated processes Lack of relevant content
  117. 117. SOLUTIONS Embracing your data
  118. 118. (Re)use Rich Content from your websites/other platforms and connect it to your structured Customer Data. Define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale. DO WHAT IS POSSIBLE TODAY Requires large and dedicated DM organization Lack of insight utilization and segmentation Lack of automated processes Lack of relevant content
  119. 119. ARCHITECTURAL CONCEPT Marketing Automation, Retention Strategy and Customer Journeys (Engine) Customer Data and Rich Content (Fuel) Strong and relevant journey driving customer to point of sales (Business)
  120. 120. CONNECT YOUR DATA
  121. 121. According to your customer data and purchase behavior you know it is now the right time to re- engage and ultimately drive the customer to a point of sale. 1. DEFINE GOAL
  122. 122. 2. DEFINE AUDIENCE
  123. 123. 3. DEFINE CONTENT
  124. 124. ​1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.) ​2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.) ​3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.) ​4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.) ​ SUMMERIZE
  125. 125. GOING FORWARD
  126. 126. • Predictive marketing • From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos) • SCV to better connect online and offline of a customer journey • Utilizing “unknown individuals” (from sessions to identification) • Scoring the valued steps of a customer within journeys CONTINOUSLY PREPARING THE ORGANIZATION GOING FORWARD
  127. 127. Abdul Dezkam Global CRM Manager, ECCO Sko A/S abd@ecco.com www.linkedin.com/in/abduldezkam
  128. 128. Liselotte Lyngsø, Future Navigator #nordicspeed
  129. 129. Thank you

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