The document summarizes the annual shareholder meeting of TIE Kinetix held on March 14, 2012. It discusses the company's achievements in 2011, including integrating platforms, expanding sales channels, and growing customer successes and partnerships. Financial results for 2011 are presented, showing increasing revenue from SaaS and maintenance compared to licenses. The new management structure and globalization strategy for 2012 are then outlined, with the goal of optimizing support and maximizing deliveries globally.
2. Agenda
• 2011 target and achievements
• Customers and market approach horizontal and
vertical
• Numbers 2011
• New management team and set up for 2012
3. 2011 Targets and Results
Target
• Integrate and deliver
combined platform
– Marketing, Sales, R&D
– International collaboration
• Create and Expand Sales
Channels
– eCommerce
– Business Integration
– Content Syndication
Result
• Customer successes
• Channel development
– Vertical and Horizontal
markets served
– Business Integration
Community (>500) and
growth of cloud services
– Expansion of existing
reseller networks
4. Horizontal: ERP Software
• Epicor Software Corp.
• Partners Since 1999
• Profitable Partnership
Year-Over-Year
“Epicor 9 Demand Management
with TIE’s Advanced EDI technology
gives our clients an unparalleled
solution for managing, exchanging,
and reconciling their electronic
data.”
Rodney E. Winger
Sr. Director, Product Marketing
Manufacturing, Supply Chain & Mobile
Applications
Epicor
5. • CNET Content Solutions
• Partner Since 2009
• Profitable Partnership
Year-Over-Year
“TIE Kinetix’s innovative Content
Syndication platform allows for our
continual growth in the market.
TIE’s business culture and their
contribution to global E-Commerce
standards have made them an ideal
partner.”
Steve Parrott
President and General Manager
CNET Content Solutions
Horizontal: Publishers
6. Horizontal: Publishers
• Sanoma Media
• Partner Since 2011
• Profitable Partnership
Quarter-Over-Quarter
“There is now a solid foundation
where we can built upon, with
input from the market and the
expertise of TIE Kinetix we can
take it to the next level.”
Joost Prikker
Sales Manager
Sanoma
7. Horizontal: Distributor
• Quantore
• Customer Since 2006
• Reduced integral cost
price with e-commerce
“Order received by Quantore have
been increasing by 10% year over
year.”
Wilbert Hofmeester
Marketing Manager
Quantore
8. Vertical: Telecom b-to-c
• T-Mobile
• Customer Since 2011
• Increased Online Sales
and Time-to-Market
“TIE Kinetix enabled us to
streamline process, offer richer
content and helped us generate
more online revenue.”
Tessel Jarigsma
Director of Internet & New Media
T-Mobile
9. Vertical: Telecom b-to-b
• Siemens
• Customer Since 2006
• Increased Lead
Generation and Branding
Across the Channel
“TIE Kinetix’s content syndication
solutions have become an absolutely
critical vehicle for launching Siemens
campaigns and new solutions in the
channel.”
Adrian Honey,
Director of Global Indirect Channel Marketing
Siemens Enterprise Communications
10. Vertical: Food Retail
• Newco Food Retail
• Partner Since 2010
• Selling out of a recipe on line
“In order to realize our idea,
we opted for TIE Kinetix
Frank van Oirschot
Newco Food Retail
11. We help strategic partners achieve global
success with a local presence.
Spotlight Partners
19. Contracted Value Projection
2007-2011
• SaaS and Maintenance & Support contracts are 12, 24
or 36 months and automatically renewed;
• Churn rate has been applied based on 3 years
history;
• EU based on contracts less usage;
• 2009 number influenced by Edge deal, both
Maintenance & SaaS number.
• No Consultancy, short cycle
22. Management Team 2012
• Global Management Team:
– Jan Sundelin CEO
– Brian Tervo COO
– Zwier van Puijenbroek CFO
• Scalable operation plan to maximize deliveries and optimize
support, globally for BI, E-com and CSP;
• Organization plan and implementation during Q3 2012
24. Why we are consolidating the
organization structure?
• We have customer demands for all products and services
in all target markets
– Demand for 24/7 local support (sales and administration)
– We have strong geographical presence (NL, FR, Asia and US)
– Globally standardized processes ensure consistent and positive
customer experience (Critical for MNE)
• We have a strong resource pool with regional
specialization
– eCommerce, BI (Europe)
– Content Syndication, BI (US)
– A single organization structure expedites information sharing and
maximization of resources
• Our combined Kinetix offering requires complete
cooperation of technology, expertise and on-going support
• Solid platform for M&A strategy
25. SaaS Operations
• Breakdown of a Typical SaaS Engagement
Sales Engagement
Project Planning - Management
Business Integration
Content Syndication - eCommerce
Test - QA
Delivery Support
Implementation Phase
26. Timing is everything
• Current geographical output
• Too much demand in any area waits in queue creating
geographical bottlenecks
0%
20%
40%
60%
80%
100%
120%
NL US FR ROW Total Output
Capacity
Series1
27. Organization Strategy
• Support and SaaS Operation
• Project Management
– Global Project Management Office
• Information Technology
– Strategic
• Marketing Global
• Sales Execution – Local
• Channels – Global and Local
30. Contract value projection 3 years
for 2007-2011 (incl. consultancy)
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
24,000,000
2007 2008 2009* 2010 2011
Consultancy
EU projects
SaaS Contracted
Maintenance & Support Contacted
* adjusted edge sale 600k
Hinweis der Redaktion
You can read the story in magazine 2 page 19.
You can read the story in magazine 3 page 4.
Click the YouTube image to watch the video (in dutch).
You can read the story in magazine 2 page 4.
You can read the story in magazine 4 (the new one) on page 14.
You can read the story in magazine 3 page 16.
You can read the story in magazine 3 page 10.
What are we doing? Utilizing the leadership within the current TIE Kinetix teams (TIE NL, TIE Commerce, TIE France & TIE MamboFive) our goal is to build a global organization that leverage skill sets, technology, product knowledge and best practices to create one unified cross-functional operations team. Why? We have to maximize TIE’s ability to deliver all platforms in all geographies and expand our current capacity to generate revenue using the same resource / technology footprint. We need clarity of what the focus/priorities should be at the local and corporate levels. Also need a good structure in place to merge and acquire new companies.How? We will do this by executing a new corporate org structure with a clear technology and human resources plan that empowers / leverages our existing assets and focuses our resources towards a single mission.
Support and Operations – Integration Operations First Develop relationships with the management & staff at each locationGain a high-level understanding of department; infrastructure, work volume, responsibilities of each job group, current staffing, customer base, processes, products, current KPI metrics/goalsAssess core competencies of entire team & skill sets required for each positionUnderstand staffing gaps (or overstaffing) and allocate appropriatelyIdentify Subject Matter Experts (SME’s) - utilize to share current processes, standardize and document/train othersStandardize functions/tasks as appropriate,training toolsBegin product/skill based cross-training Develop career path process (human capital framework)Ex. Support -> SaaS Technician -> Consultant -> Project Mgr -> ManagementStandardize and share infrastructure across divisions where appropriatephone/email/workflow queues (universal communications)Knowledge BaseLibrary of maps/ communications / reusable objectsEstablish KPI Metrics/GoalsDeploy a unified knowledge base and training Create an environment focused on the growth of TIE and of the staffProject managementCreate an environment with direct communication channels to Sales, Support/SaaS and MarketingDevelop products based on the needs of the customers (internal & external) and competitive advantages.Product Managers/Developers will work as a team to share best practices, eliminate duplication of effort and develop hooks into other TIE Products Determine standardized QA process We will strategically agree to not “recreate the wheel” and partner, license or acquire technology where necessary to fill in critical gaps in TIE solutionsICTReview all current specifications and design full architecture(physical and virtual) with high availability, scalability, disaster recovery, continuity plans for both EU and NALegal complianceManage all external technology vendorsLook into unified communications infrastructureCreate full migration and cost savings plan for internal and external infrastructureExecution (make hire Q2)Knowledge managementProvisioningPerformanceData Center ManagementDisaster RecoveryArchitect Global Support Operation tools
