Like many organizations, Spark New Zealand realizes it needs to evolve to meet new customer expectations. Hear how Spark undertook that journey to digitally transform its business processes using SAP Hybris Commerce as well as other SAP Hybris solutions with help from SAP and partners. Learn what the team at Spark has achieved, how they have managed changes, and developed their playbook for success. Benefit from Spark’s experiences to jump-start or refine your digital transformation journey. Learn more: https://www.hybris.com/commerce

1. Succeed with Digital
Transformation in a
Traditional Legacy
Business
Lena Jenkins

2. Story of digital
transformation.
The Need for Change
Looking Back
The Playbook
Key Takeaways
2

3. Who is Spark?
3

4. Who is Spark?
4
Formerlyknown as TelecomNZ, we
are one of the major communications
service providers in New Zealand,
providing telecommunications,ICT
and digital services.
We have around 3 million customers
and around 5,000 employees.We’re
headquartered in Auckland, with
presence throughoutNew Zealand.

5. Incase youdidn't know, weareon theother side oftheworld
5
Where is New Zealand?

6. The need
for change.
6

7. Theneed for
change.
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Customerexpectations have
changed...
Our customers expecthigh standards of
ease, personalisationand value to win
and retain their loyalty.
Traditionally separate domains are
converging.
TechnologyData and
Insights
Sales, Marketing,
Service

8. 8
TechnologyData and
Insights
The new customer experience lives here!
Sales, Marketing,
Service
As a businesswe must adapt...
IT, Marketing, Sales, CustomerService
people mustwork togethermore than
ever before.Traditional operations are
unable to deliver the complete
experience.
Mature data reporting and insights is
now vital to understand how bestto
engage a customerand improve the
experience
A new digital capability is required that is
fully integrated across content, products,
reporting analytics, services,events,
journeys and channels
“To win in market we need to work
togetheron a new level”
Theneed for
change.

9. Our vision.
Our ambition is to be a winning
business, inspired by customers
to unleash the potential in all
New Zealanders
To achieve this, we are transitioning
from a traditional telco to a digitally-
enabled business focusedon customers
We are small globally but have big
dreams to change the world. We’re
moving from being disrupted to being
the disruptor.
We continue to expand into new
markets, e.g. content, security, cloud, life
events, communities.
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10. Technologychange.
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Understand the
problem, set a vision
for the future.
We wanted seamless experience
between sales, self service and
help. The core concept is that our
customer could use self service,
help and buy within one application
personalised to their needs.
Fix the hard
problems.
Deliver the main web capabilities:
content (Adobe), sales (SAP Hybris
Commerce), payment and APIs.
Consolidate customer records CRM,
master product catalogue, automated
order processing.
Build out
personalisation.
Centralise script control and
deployment with Adobe DTM,
establish a current data-layer and
baseline, implement content control
with Adobe Target, implement
segmentation with Adobe Audience
Manager, connect to website and
apps.

11. Peoplechange.
11
The past
Multiple teams all trying to solve
the same problem, but with
different tools, different approaches
and different visions
Lots of people talking digital, but
they all meant different things
Where we are today
One virtual Digital team – we don’t
structurally all report into the same
place, but we have a common goal.
Implementing our integrated digital
platform influenced change in our
people organisation, due to the need
for common tools, common data
taxonomy and aligned ways of
working
A personalised future
Creating a culture of customer
journey-based measurement,
insights and optimisation.
Multiple skills need to work
together to deliver optimal
experiences: digital, data, customer
experience, technical

12. Looking back.
Lessons learnt.
12

13. What wentwell.
We survived.
We delivered one of the biggestIT
releases in our company’s history
We’ve enabled a significant
improvementin customer experience.
We have an automated online store.
Customers can buy mobile and
broadband in the same order and ~90%
can be fulfilled automatically
We have a smartphone application that
has been downloaded overa million
times
We can measure the performance of our
digital channel, test and optimise the
experience forcustomers
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14. What wentwrong.
We didn’t share a commondigital
strategy
We didn’t operate as one team
We didn’t understand the importance of
a baseline
We underestimated the magnitude of
business impact
We were not geared up for the
operational impact to deliver digital
experience
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15. What welearned.
Make sure that everyone understands
what your digital vision means.
Communicationis vital – repeatedly
share the digital vision, share results
and successes,keep sharing
Stakeholderengagementis tricky – you
can’t designby committee,but people
also want to feel involved and everyone
has an opinion
There’s lots of value in incremental
optimisation, rather than big build efforts
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16. Digital transformation is ongoing.
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17. Digitisation.
How customersexperienceautomation.
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1. Usable & consistent
across channels.
Deliver amazing content across
websites and mobile,as well as
other channels.
2. Build journey value
Deliver digital experiencesover the
E2E customerjourney that build brand
loyalty and drive demand.
3. Get timely and
personal
Deliver and manage experiencesthat
are responsive,relevant, and social.
Place the customerat the center of
every interaction.

18. Integrated
digitisation
portfolio.
18
Digital
Adoption &
Usability
Analytics &
Personalisation
Self Service &
Customer
Support
eCommerce &
Omnichannel
Findability &
ContentPerformance
Minor Works
Go to Market &
Other Digital
ProjectsCross-Functionalwork streams
delivering through an integrated portfolio
of digital change

19. Decide
what is
important to
measure
Set a
baseline
Analyse
the results
Plan and
implement
enhancements
Experiment
where
necessary
Measure
Results
1
2
3
4
5
6
Businessoperate.
19
A process of ongoing optimisation
Implementa framework that continually
examines and responds to the customer
journey:

20. Key takeaways.
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21. Theplaybook
1. Get clear on where you wantto be, dream a little.
We decidedto change our focus from sales to
experience.
2. Find someoneelse who believesand is mad enough
to help you.
3. Get clear on where you are now:
Where is yourcustomerdata? How well do you do
measurement? Whichpeopleand third parties are involved?
What’s yourtechnical capability? How’s yourinternalculture
and currentprocesses?
4. Create a roadmapon how to get from where you are to
where you wantto be
5. Start somewhereand measurethe results.
6. Spend time establishing and optimisingthe business
operatemodel
7. Share yourlearning,good and bad.
This is an effective way to get buy-in.
8. Get help from within.
Build relationships,not just with marketing.
A multi-disciplineapproach is required so you’llneed help.
Love yourIT team,yourCRM team,yourproductmanagers,
yourbrand/marketing team.
9. Don'tget distracted by fancy new tools.
10. Be resilient.
You'llneed to repeatyourselfa lot, possiblyfor a year or
more.
11. Don'twait for permission. Be courageous.
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22. Keys to success.
Appreciate that this is a complex
mission
Don’t underestimate the effortto get
there, particularly for people and
organisational change
It is achievable.
Don't give up.
Be courageous.
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23. Thank you.
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