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Nordic City Tour
Helsinki
Speed of change – Successful business in the digital age
#nordicspeed
Cloud Computing Pioneer and Evangelist
Our Mission
Mainframe Client/Server
Today1960s 1980s
Cloud
New Technology Model (Cl...
Connect with Customers in a whole new way
Connect with your customers in a whole new way
The Customer Success Platform
Sales
Service
Marketing
CommunityApps
Analyti...
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...
Lari Hämäläinen, 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”
Juho Malmberg, Board Professional
Why is customer experience so important?
How to create competitive edge in a
mature business area?
How to differentiate?
H...
What is Great Customer Experience?
• CX is a Journey, consists of
all touch points with the
company
• CX requires as a fou...
CASE
Framework for customer experience development
Include both Outside-In and Inside-Out Views
Case Emirates: Customer Touch Points
Developing Customer Experience based on Touch Point
Analysis
Validate the touchpoints
Measure the importance
Measure ou...
Developing Customer Experience in a systematic way
Use best practices from your own organization and from outside
Pilot an...
Strong processes and tools create a foundation for building
a great Customer Experience
– All customer data in one place
–...
Seamless Service Chain with End-to-end Integrated
Processes
Web-site
CRM
Product
Configurator
Order
Management
Supply Chai...
Simple Things Matter
– Be friendly
– Be honest
– Keep your promises
– Appreciate
customer’s time
– Ability to turn a bad
e...
Some Best Practices based on
Customer Experience Development at
KONE
• Customer focus high on
the strategy and
management ...
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 37
© 2015 Forrester Research, Inc. Reproduction Prohibited 38
Guess which car service continues to be
widely used?
› Cheaper
...
© 2015 Forrester Research, Inc. Reproduction Prohibited 39
This is the world we live in …
© 2015 Forrester Research, Inc. Reproduction Prohibited 40
65%
55%
40%
30%
35%
45%
60%
70%
… and failure to embrace it is ...
© 2015 Forrester Research, Inc. Reproduction Prohibited 41
Good To Great characteristics: not enough
(bankrupt 2009)
(home...
© 2015 Forrester Research, Inc. Reproduction Prohibited 42
Focus & market dominance: not enough
(absorbed by DHL)
(underpe...
© 2015 Forrester Research, Inc. Reproduction Prohibited 43
Disrupt, adapt, reinvent – or be disrupted
© 2015 Forrester Research, Inc. Reproduction Prohibited 44
Digital dysfunction at executive level
Source: Forrester/Russel...
© 2015 Forrester Research, Inc. Reproduction Prohibited 45
Photo © Martha Bennett
What are your customers really buying ?
...
© 2015 Forrester Research, Inc. Reproduction Prohibited 46
What do these companies sell?
47© 2015 Forrester Research, Inc. Reproduction Prohibited
Key trend: selling an outcome
Used to sell:
› Aero engines
› Air...
© 2015 Forrester Research, Inc. Reproduction Prohibited 48
© 2015 Forrester Research, Inc. Reproduction Prohibited
Turn Data Into Business Insights
More Deeper For Everyone
© 2015 Forrester Research, Inc. Reproduction Prohibited 50
Results need to be pertinent & trustworthy
© 2015 Forrester Research, Inc. Reproduction Prohibited 51
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 54
Focus on getting the basics right
1. Always start with a questi...
Inka Vilpola, Wärtsilä
Embracing the new age of digital
Inka Vilpola, General Manager, Wärtsilä
Wärtsilä in brief: EUR 4.8 billion, 17 700 employees, 200 locations
Ship power
Oil&gas and shipping
Total offering of mari...
Customers
Wärtsilä
excellence
Installations
Digitalization cornerstones 2015
How do we change in digitalisation?
Running our business
Customer digital lifecycle
• We capture opportunities and make things happen
• Optimizing customer op...
Collaboration
Customers
Sales collaboration
Technical collaboration
Own product
Sales
Opportunities
Account planning and v...
Innovation
Open cross-Wärtsilä and cross-
partner collaboration
Agility and visibility are boosting the
innovation
Cross-f...
Thank you
Inka Vilpola
GM, IM Technology Office
Wärtsilä
Thank You!
Arman Alizad,
Adventurer and Provocateur
Helsinki: Speed of Change
Helsinki: Speed of Change
Helsinki: Speed of Change
Helsinki: Speed of Change
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Helsinki: Speed of Change

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Selected presentations from the Salesforce Nordics Speed of Change City Tour in Helsinki, Finland on April 14, 2015 with McKinsey, Forrester, and thought leaders

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Helsinki: Speed of Change

  1. 1. Nordic City Tour Helsinki Speed of change – Successful business in the digital age #nordicspeed
  2. 2. Cloud Computing Pioneer and Evangelist Our Mission Mainframe Client/Server Today1960s 1980s Cloud New Technology Model (Cloud) New Business Model (Customers) New Philanthropic Model (1:1:1)
  3. 3. Connect with Customers in a whole new way
  4. 4. Connect with your customers in a whole new way The Customer Success Platform Sales Service Marketing CommunityApps Analytics
  5. 5. 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
  6. 6. 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
  7. 7. Lari Hämäläinen, McKinsey
  8. 8. McKinsey Digital Winning in Digital Salesforce.com Nordic conference Presentation | April 23, 2015
  9. 9. 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
  10. 10. 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
  11. 11. 3 SUSTAINING PROFIT
  12. 12. 4 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE
  13. 13. 5 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE B. PROPRIETARY ADVANTAGE
  14. 14. 6 “THE MORE WE COMPETE, THE LESS WE GAIN.” – Peter Thiel
  15. 15. 7 CONTROL POINT DISRUPTION
  16. 16. 8 WHAT‘S CAUSING THE DIGITAL DISRUPTION? THE SECOND MACHINE AGE 1.
  17. 17. 9 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION? UBIQUITOUS CONNECTIVITY
  18. 18. 10 TRANSPARENT ACCESS TO DATA ON A MASSIVE SCALE 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  19. 19. 11 DECREASING COST OF COMPUTER PROCESSING POWER 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  20. 20. 12 HOW THE DISRUPTION IS PLAYING OUT? 2.
  21. 21. 13 2. HOW IS DISRUPTION PLAYING OUT? CUSTOMER POWER IS PARAMOUNT
  22. 22. 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?
  23. 23. 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
  24. 24. 16 2. HOW IS DISRUPTION PLAYING OUT? CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
  25. 25. 17 MONEY MOVES UNEVENLY 2. HOW IS DISRUPTION PLAYING OUT?
  26. 26. 18 NEW CAPABILITIES ARE NEEDED 2. HOW IS DISRUPTION PLAYING OUT?
  27. 27. 19 2. HOW IS DISRUPTION PLAYING OUT? CHANGE HAPPENS FASTER
  28. 28. 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?
  29. 29. 21 2. HOW IS DISRUPTION PLAYING OUT? MONEY MOVES UNEVENLY "Your margin is my opportunity" Jeff Bezos
  30. 30. 22 2. HOW IS DISRUPTION PLAYING OUT? A TRACTOR
  31. 31. 23 WHAT CHALLENGES WILL BUSINESSES FACE? 3.
  32. 32. 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?
  33. 33. 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?
  34. 34. 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?
  35. 35. 27 HOW TO ADDRESS THE STRATEGIC CHALLENGES? 4.
  36. 36. 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
  37. 37. 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
  38. 38. 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?
  39. 39. 31 HOW TO ADDRESS THE LEADERSHIP CHALLENGES? 5.
  40. 40. 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?
  41. 41. 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?
  42. 42. 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?
  43. 43. 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?
  44. 44. 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?
  45. 45. 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?
  46. 46. 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?
  47. 47. 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?
  48. 48. 40 Digital changes value chains and enables new business models DO DIFFERENT THINGS Digital changes the traditional way of doing business DO THINGS DIFFERENTLY
  49. 49. 41 AS FINAL WORDS: “LOOK UP AND LOOK OUT DOCTOR HEAL THYSELF”
  50. 50. Juho Malmberg, Board Professional
  51. 51. Why is customer experience so important? How to create competitive edge in a mature business area? How to differentiate? How to grow in services business? How to reduce churn and develop loyal customers?
  52. 52. What is Great Customer Experience? • CX is a Journey, consists of all touch points with the company • CX requires as a foundation great products and a strong brand • CX development requires us to view our business both outside-in and inside-out
  53. 53. CASE Framework for customer experience development Include both Outside-In and Inside-Out Views
  54. 54. Case Emirates: Customer Touch Points
  55. 55. Developing Customer Experience based on Touch Point Analysis Validate the touchpoints Measure the importance Measure our performance Implement the right actions Actual PerformanceImportance
  56. 56. Developing Customer Experience in a systematic way Use best practices from your own organization and from outside Pilot and learn Limited number of global initiatives, for example: – Customer insight through segmentation – Selling value – Great customer communication – Service excellence Systematic and disciplined execution – Clear project plans including schedule, milestones and deliverables – Full-time people – Clear metrics for progress and success – Project management with strong follow-through
  57. 57. Strong processes and tools create a foundation for building a great Customer Experience – All customer data in one place – Full visibility to global sales data – Global processes based on shared best practices – often invented in-house in one of the country units – Common platform enables continuous improvement and learning – Common platform enables fast implementation – Successful rollout across 50 countries and 3000+ users in one year
  58. 58. Seamless Service Chain with End-to-end Integrated Processes Web-site CRM Product Configurator Order Management Supply Chain Management Installation Management Customer Feedback Collection
  59. 59. Simple Things Matter – Be friendly – Be honest – Keep your promises – Appreciate customer’s time – Ability to turn a bad experience to a good one
  60. 60. Some Best Practices based on Customer Experience Development at KONE • Customer focus high on the strategy and management agenda • Empower employees to deliver great customer experience • Clear and disciplined development projects • Right balance of sense of urgency and persistence 20
  61. 61. Rolf Hall & Lars Göransson, Salesforce
  62. 62. Sales Service Marketing CommunityApps Analytics Analytics for the rest of us Analytics Cloud
  63. 63. 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
  64. 64. Grow sales faster Sales Cloud Sales Service Marketing CommunityApps Analytics
  65. 65. 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
  66. 66. Sales Cloud: World’s #1 Sales App Sell Smarter Sell Faster Sell from Anywhere
  67. 67. Transform the customer experience with Service on Salesforce Service Cloud Sales Service Marketing CommunityApps Analytics
  68. 68. 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
  69. 69. 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
  70. 70. Marketing Cloud Sales Service Marketing CommunityApps
  71. 71. 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?
  72. 72. 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
  73. 73. Martha Bennett, Forrester
  74. 74. Making Your Data Speak Martha Bennett, Principal Analyst April 2015
  75. 75. © 2015 Forrester Research, Inc. Reproduction Prohibited 37
  76. 76. © 2015 Forrester Research, Inc. Reproduction Prohibited 38 Guess which car service continues to be widely used? › Cheaper › More convenient › Better service “Uber-isation of all industries…”
  77. 77. © 2015 Forrester Research, Inc. Reproduction Prohibited 39 This is the world we live in …
  78. 78. © 2015 Forrester Research, Inc. Reproduction Prohibited 40 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
  79. 79. © 2015 Forrester Research, Inc. Reproduction Prohibited 41 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.
  80. 80. © 2015 Forrester Research, Inc. Reproduction Prohibited 42 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)
  81. 81. © 2015 Forrester Research, Inc. Reproduction Prohibited 43 Disrupt, adapt, reinvent – or be disrupted
  82. 82. © 2015 Forrester Research, Inc. Reproduction Prohibited 44 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
  83. 83. © 2015 Forrester Research, Inc. Reproduction Prohibited 45 Photo © Martha Bennett What are your customers really buying ? … to selling film From selling memories ….
  84. 84. © 2015 Forrester Research, Inc. Reproduction Prohibited 46 What do these companies sell?
  85. 85. 47© 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
  86. 86. © 2015 Forrester Research, Inc. Reproduction Prohibited 48
  87. 87. © 2015 Forrester Research, Inc. Reproduction Prohibited Turn Data Into Business Insights More Deeper For Everyone
  88. 88. © 2015 Forrester Research, Inc. Reproduction Prohibited 50 Results need to be pertinent & trustworthy
  89. 89. © 2015 Forrester Research, Inc. Reproduction Prohibited 51 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
  90. 90. © 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
  91. 91. © 2015 Forrester Research, Inc. Reproduction Prohibited 54 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
  92. 92. Inka Vilpola, Wärtsilä
  93. 93. Embracing the new age of digital Inka Vilpola, General Manager, Wärtsilä
  94. 94. Wärtsilä in brief: EUR 4.8 billion, 17 700 employees, 200 locations Ship power Oil&gas and shipping Total offering of marine products, integrated solutions Power plants Utilities, IPPs and Industrial customers Flexible, efficient and environmentally advanced energy solutions Services Shipping and power generation Expertise, proximity and responsiveness
  95. 95. Customers Wärtsilä excellence Installations Digitalization cornerstones 2015
  96. 96. How do we change in digitalisation?
  97. 97. Running our business Customer digital lifecycle • We capture opportunities and make things happen • Optimizing customer operations whenever Users and stakeholders • Transparency and efficiency between stakeholders • Extended enterprise and customer collaboration • Optimised user experience Process and technology development • User studies to identify development opportunities • Combined data and process • Seamless integrations between systems
  98. 98. Collaboration Customers Sales collaboration Technical collaboration Own product Sales Opportunities Account planning and visits Offers Contract reviews Delivery Customer Products Statuses Leads
  99. 99. Innovation Open cross-Wärtsilä and cross- partner collaboration Agility and visibility are boosting the innovation Cross-functional collaboration Open collaboration speeds the operations and improves communication between functions. Increased availability of expertise. Change in roles Customer focus Improved customer centricity, 360 view. Customer service in realtime Reduced steps to deliver
  100. 100. Thank you Inka Vilpola GM, IM Technology Office Wärtsilä Thank You!
  101. 101. Arman Alizad, Adventurer and Provocateur

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