Presentazione evento manufacturing 2012

Are you really forward-thinking?

Cloud & Mobile per il manufacturing

Torino, 12 Aprile 2012

All rights reserved © 2012, ENIGEN


Cloud & Mobile per il manufacturing

Massimo Migliorini
Alliances Manager & Sales
massimo.migliorini@enigen.eu
+39 (335) 7828243



Agenda

1. Enigen Corporate

2. Market Trends; social revolution, cloud and mobile

3. Manufacturing needs & solutions



About Enigen

 Enigen Enterprises Ltd is a fast growing multinational CRM
consultancy group founded in 2004, with companies in Italy (Turin,
Milan, Rome, Naples), UK (London) and Switzerland (Geneva).

• An operating group of 80, and a team of 60 consultants speaking 16
languages with a customer base in 18 countries around the world
collated over the past 8 years.

 Enigen is a trusted advisor able to implement CRM solutions and
services. The ultimate goal is to achieve immediate business benefits
to our clients, in order to improve their User Adoption and performance
in terms of Customer Experience.



- Project Locations - Enigen offices



Some Enigen Direct Customers

• Panasonic • Gabetti
• Fiat • Neopost
•Iren Mercato • The Body Shop (Lorèal group)
• Diversey • The West Brom Building Society
• Maxam Chem • Reale Mutua Assicurazioni
• ARM • Loquendo
• HSBC



Offered Services

User
Turn Key Technical
Adoption Training
Solutions Services
Services

Buzzient
Oracle Oracle
Salesforce Radian6
FUSION UPK Blogmeter

Enigen Delivery Centers


Story of the Applications in the last 30 years…

…And Evolution of the CRM



2012 Market trends; our vision and not only..

 5 CRM trends
 Anywhere. Anytime.
 Mobility and the cloud

• Any insight. Data Source: AMI-Partners,
www.ami-partners.com
 BI - analytics

• Customer-isation.
 Customer Experience Management

• Social networks.
 Social CRM

• More for less.
 Or at least steady costs for more value

 Data Source: Markinson Business Solutions)



Social Revolution



The Social Divide: Customers and Companies

Your customers and What about your
employees are social. company?

Communities



Social Revolution: Mobile Apps used more than web browser

81
minutes Facebook

Mobile Apps
per day mobile users
Browser
are 2X more
active than
desktop users.
- facebook.com

Source: comScore, Alexa, Flurry Analytics



Manufacturing Value Chain

Channel Partner:
Dealer
End User/
Supplier Manufacturer Distributor
Consumer
Broker
Retailer

Manufacturers often don’t know or
interact with the End
User/Consumer of their products



Today’s challenging environment

Limited Demand Intense
Global Coordination
Visibility Competition

“How can I improve “How can I better “How do I innovate and
forecast and planning coordinate with my differentiate while driving
accuracy?” overseas counterparts?” operational efficiency?”


Social Customer
Profile

Collaborate Social
Products

Sales Social Enterprise Mobile
Connect

for Manufacturing

Customer Customer
Service Portal
Listen &
Field Engage
Service
Supply Distributor
Chain Portal

Employee Customer &
Product Social
Social Networks
Networks All rights reserved © 2011, ENIGEN


Executive
Team Vision, Values, Operating Leading Closed Customer Support
Metrics Expenses OFR/OTD Innovations Leads by Source Business Sales Pipeline Revenue Trends Satisfaction Channels

Supply Chain R&D Marketing Sales Service

Supplier Workforce Innovation Campaign Key Account Territory Partner Customer
Management Purchasing Management Management Management Social Media Management Management Management Call Center Portal Email

Materials Inventory New Product Search Content Trade Fund Productivity Knowledge Warranty
Planning Receiving Management Development Marketing Management Management Best Practices eCommerce Chat Management Management

Production Lot and Asset Launch Multi-channel Custom Sample Community Field
Planning Shipping Tracking Management Web Sites Marketing Order Capture Products Requests Management Service RMAs

Finance & HR
General Ledger Cash Accounts Accounts Employee Performance Time-off Volunteer Recruiting
Billing & Budgeting Management Receivable Payable Helpdesk Management Manager Tracking Management

Information
Technology Asset Portfolio Project Operations Change Agile Vendor Quality
IT Helpdesk Management Management Management Governance Management Management Development Management Assurance



Multiple ERP integration solutions

1 2 3
Integration Native Custom
Middleware Connectors Built
Integration

“Salesforce scaleintegrate seamlessly withgeographies,
office and
can
“
to multiple time zones,
our SAP back

and currencies.



Manufacturers are transforming their business with Salesforce



Manufacturers achieve rapid application development on Force.com

Customer Process Implementation

Sample and Supply Chain Management 6 Weeks

Custom ERP Application 28 Weeks

License, Billing and Contracts Applications 8 Weeks

Samples Management Application 8 Weeks



Follow us…

WEBSITE: www.enigen.eu


Grazie

Massimo Migliorini
Alliances Manager & Sales
massimo.migliorini@enigen.eu
+39 (335) 7828243



Why is Software So Difficult to Implement?

The challenges that arise from software implementation exist from both the user and the
corporate perspective:

• From the user perspective, new software means dealing with a major change that forces
users to acquire a new set of skills, and new ways of doing their job. Enterprise software
keeps evolving continually, which means users must constantly attempt to keep up.

• From the corporate perspective, implementation calls for interfacing between different
business units that must struggle to coproduce a single synchronized task. Training, IT and
various other business units must often try to work together to define and execute the
software implementation project. These units often differ in their personnel profile,
terminology, goals and methods. Together, these factors make a joint effort extremely
challenging.



End User Adoption

Effective User Adoption is the absolute best predictor of enterprise software success



User Adoption Services
Business Alignment
Success in adopting new technology depends as much on clear objectives and plans as it does on deploying the
technology itself. It’s important to ensure that executives and senior management agree on the strategic
objectives of the implementation.

Training
With the implementation of new technology, users need to be prepared to use it efficiently and effectively.
Educating users is therefore a critical component in achieving your strategic objectives.

Communication
How well do your employees understand why new technology is necessary and how it will affect their daily jobs?
Planning and providing information before, during, and after the project launch.

Performance and Measurement
Clearly defined metrics are crucial to managing the progress and gauging the success of a technology
Implementation

Project Team Technical and Functional Training
Providing training for those leaders and managers who will play a crucial role in the definition and user-
acceptance phases.

Il caso Bticino

Diego Gianetti, Bticino Area Manager

Torino, 12/04/2012

1
La fusione e i principali ambiti di intervento per la
ridefinizione dei processi di vendita

2
I requisiti richiesti e la scelta dell’applicativo

3
L’implementazione e i principali risultati

4 I punti di forza e di attenzione

Page 2

1
Contesto Obiettivi

FUSIONE TRA DIVERSI RIDEFINIZIONE
MARCHI STRUTTURA E PROCESSI
FORZA VENDITA

Page 3

1 Ambiti di intervento

PROCESS SALES DIRECTOR
ORGANIZATION
KEY ACCOUNT & OPERATIVE MKTG
PROJECT

CUSTOMER CONSORTIUM &
SERVICE GROUPS

DIY VANTAGE SALES

REGIONAL
MANAGER

SALES REPS COORD. SALES REPS

• Alignment of the organization
• TO BE requirements • New roles & responsibilities
• BPR – TO BE Design • Sponsorship
• Business Case 4 SIMULTANEOUS • Competencies analysis

STREAMS OF
• Custom System feasibility
• Salesforce.com feasibility ACTIVITY • Addressing the organization as a
whole
(applications, architecture,
infrastructure) • Reducing impact on productivity
• Functional requirements (SFA, Off the shelf Customized Custom • Speeding up acceptance timing
INNOVATION
SPONSORSHIP
Call Center, Web portals, etc.) SFA • Fostering participation and user
• Integration feasibility REFUNDS
STAKEHOLDER ACCEPTANCE
adoption of new model and tools
CUSTOMER DB MGMT
CHANGE
B.I. MGMT
GEOGRAPHY CULTURE
LINK W/ WHOLESALERS
CHANGE
SYSTEM TRAINING
BEHAVIOUR MANAGEMENT
EXHISTING BTICINO SYSTEMS

Page 4

1 Principali aree di intervento

Multi-brand

BIC focus
Different commercial
refund processes

Company

Sales force Wholesalers
effectiveness
Installers

End Customers
Price positioning

Competition &
overlap on clients

Boost/ Lack
of information

Page 5

1
Situazione iniziale

 16 MODALITÀ DI NEGOZIAZIONE  BUROCRAZIA  3 DB CLIENTI SEPARATI
 6 DIVERSI SISTEMI A SUPPORTO  SISTEMI NON ADEGUATI  CONOSCENZA CLIENTI POCO EFFICACE
 SCARSA CONOSCENZA DEI CLIENTI  PERDITA DI INFORMAZIONI
 DIVERSI PROCESSI PER DIVERSI BRANDS
NON VISITATI
 SPESA COMMERCIALE 10% FATTURATO

RIDUZIONE E OTTIMIZZAZIONE
Principali interventi

INTEGTRAZIONE
SEMPLIFICAZIONE ATTIVITÀ DI BACK INFORMAZIONI SUI
MODALITÀ DI OFFICE E ATTIVAZIONE CLIENTI E SVILUPPPO
NEGOZIAZIONE NUOVI STRUMENTI NUOVE OPPORTUNITÀ

Page 6

1 Esempio processo di negoziazione
Main Phases
1. Negotiation 2. Data input 3. Authorization 4. Refund
Key Actors
2.
Sales person fills forms/
Sales person inputs data into system to
1. set the negotiation forth

The sales person sets a
final price of purchase with
the Installer, including a 4.B
End Customer discount on goods Installer performs purchase
at negotiated prices at the
(Installer) wholesaler’s

4.A Information sent to 5.
wholesaler in order to
grant the discount to Wholesalers indicates sell-
Wholesaler Installer when purchase out data by Installer
occurs

3.
6.
Negotiated discount is Verification of data and
approved at Regional/ calculation of refund
Central level payable to wholesaler

BTicino
Head Quarter
7.
Refund

Page 7

2
Funzionalità richieste Soluzioni disponibili Soluzione scelta

Commercial Planning and
Performance
Management

Sales Force
Management

Opportunity
Management

Sales and Negotiation
Management

Page 8

2 Salesforce.com functionalities
• Lead Management
• Opportuniy Management
• Account and Contact Management
Sales Performance • Activity Management
• Approvals and Workflows
• Territory Management
• Partner Management
• Sales Reports and Dashboard
SALES FORCE AUTOMATION Analytics and Forecasting • Customizable Sales Forecasts
• Data Quality Management

AUTOMAZIONE MARKETING • Product Catalog
• Document Management
Sales Information • Contract Management
PARTNER MANAGEMENT • Email Templates
• Asset Management

CUSTOMER SERVICE • Mobile CRM Solutions
& SUPPORT Desktop and Mobile • Microsoft Outlook CRM Integration
• Microsoft Word and Excel Integration
CONTENT MANAGEMENT
• Customization
• Web Services Integration
Customization and Integration
ANALYTICS • Salesforce to Salesforce
• Channels Sales (PRM)
• Compensation Management
APPEXCHANGE • Data Cleansing
AppExchange • Quoting and Orders
CUSTOMIZED APPLICATIONS • Sales Intelligence
AND INTEGRATIONS • Sales Methodologies
• Sales Operations

Page 9

3 Aprile 08 Luglio 08 Dicembre 08 Giugno 09

PROCESSES
SYSTEMS Fase 1 Fase 2 Fase 3
ORGANIZATION ANALISI DISEGNO NUOVO IMPLEMENTAZIONE
CHANGE MGNT AS IS MODELLO NUOVO MODELLO
PM

2 MESI 5 MESI 6 MESI

budget e
300 venditori DB unico reporting commerciale
agenda
6 marchi integrata unico strumento,
integrato con ERP
-60% numerosità -0,5 gg attività
modalità di back office FV gestione integrata
negoziazione
customer progetti
cross selling insights

Page 10

4 Voci del Business Case

• Reduction of Back-Office activities required to Sales Force
INCREASED
REVENUES • Increased time spent on Field activities
• Increase market covering (more clients visited)

• Reduction of IT maintenance & complexity
QUANTITATIVE CEASING
BENEFITS COSTS • Reduction of manual operations on data alignment
• Reduction of commercial and administrative costs of monitoring

ADDITIONAL
CEASING • Organization and integration with other department
COSTS

Page 11

4 FATTORI VINCENTI / CRITICITA’

• forte sponsor AD e Direzione Commerciale
Punti di forza

• coinvolgimento fin da subito della forza vendita
(workshops)
• Business Advisory Partner

• accettazione del cambiamento
Punti di attenzione

• pratiche commerciali più guidate
• rischio customizzazione

Page 12

4 Coinvolgimento delle persone

• Sales Dept (22)
• Finance & Admin Dept. (3)
• IT Dept (3)

Interviews
• Regional Managers (11)
• Local Coordinators (20)
• Sales Force Reps (6) OVER 70 PEOPLE INVOLVED
TO ENSURE REAL
Interactive Workshops BUSINESS REQUIREMENTS GATHERING

• Interviews to representative
subset of wholesalers

Field Activities

Page 13

GRAZIE

Diego Gianetti, Bticino Area Manager

Torino, 12/04/2012

Page 14

WELCOME TO THE
SOCIAL ENTERPRISE

Giovanni Cipriani
Salesforce.com
gcipriani@salesforce.com

Our Mission: Cloud Computing Driver, Catalyst, and Evangelist

Enterprise
Cloud Computing

1960s 1980s Today
Mainframe Client/Server

Ten Year Computing Cycles
10X more users with each cycle

2010’s
Social
Revolution
2000’s
1990’s Mobile
1980’s Desktop Cloud
Client/Server Cloud Computing
1970’s Mini Computing Computing
1960’s Computing
Mainframe
Computing

Data Business Process Web Mobile Social
Management Logic Apps Automation Apps Apps Apps
Apps Apps

First Cloud Company to Reach $3B Annual Run Rate in FY13

$3 Billion 45 Billion #1
Expected Annual Transactions World’s Most
Revenue Run per Quarter Innovative
Rate for FY13 Companies

#27
World’s
Best Places
to Work

8,000+
Employees

2011: Year of Social Revolution

Social Revolution: Social Networking Surpasses Email

Social Users
Email Users 1.9 billion
social users

2007 2008 2009 2010 2011

Source: Comscore, June 2011

Social Revolution: Next Generation Devices Changing How We
Access the Web

Tablets
Smartphones
1.8
Laptops
Desktop
billion
mobile devices
by 2014

2006
2007
2008
2009
2010
2011
2012E
2013E
2014E

Source: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011

Social Revolution: High Return for Social Enterprise

Social
Enterprise
Benefits

Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010

Social Revolution: Products Now Connected to Social Networks

1.8 Billion 3.5 Billion
Networked Products
Networked Computers

Total of 5.3 Billion Connected Devices
2014

Source: IDC Predictions: 2012 competing for 2020. December 2011

Delight Your Customers in a Whole New Way

Employee Social Public Social
Network Network

Social Profile
Collaborate Product
SOCIAL
Work ENTERPRISE Engage

Extend Listen

Sell Market
Service

Customer Social Network

The Social Enterprise Delivered

Employee
Social Network

Collaborate
SOCIAL
ENTERPRISE

Collaborate

Burberry Uses Chatter for its Employee Social Network

Leader in Enterprise Collaboration

Secure, private collaboration

150,000 active Chatter networks

30% reduction in customer email

2011 Apple App Store App of the Year

Collaborate

Burberry Collaborates with Chatter

US$2 billion revenue
7,500 employees
473 stores
Social Enterprise transformation:
End-to-end digital experience

Collaborate

Employee Social
Network

SOCIAL
ENTERPRISE

Extend
Sell


Extend Sell

Kimberly-Clark Closes Deals Faster with Sales Cloud

World’s #1 Sales Application

Connect and sell in a social world

Mobile: Access from any device

Market Leader: Gartner and Forrester

33% higher productivity for customers

Sell

Kimberly-Clark Builds Social Front Office with Force.com

#1 Cloud platform for employee
social apps (IDC)

Automate and extend your business

Proven with 100,000+ customers

400% productivity improvement

108% ROI

Extend

Employee
Social Network

SOCIAL
ENTERPRISE

Service


Service

Activision Delivers Amazing Customer Service

#1 video game publisher

Call of Duty, Guitar Hero, Skylanders

$4.8B in revenue

8,000 employees

Social Enterprise:
Single social profile
24/7 social service

Service

Public Social
Network

Product
SOCIAL
ENTERPRISE Engage

Listen
Market


Market Listen Engage Product

HP Reaches Customers with the Salesforce Marketing
Cloud

Market on all social channels

Site.com: Social websites

Radian6: Social monitoring

Heroku: Customer social apps

Products: Product social network

Market Listen Engage Product

HP Listens to Customers on Social Media Channels with Radian6

#1 Social media monitoring platform

Listen, monitor, and engage

50% of Fortune 100 use Radian6

59% increase marketing
effectiveness

Listen

HP Indigo Connects Machine Data to a Product Social Network

Maintenance
Engineers

Customer
Service
R&D

Service
Technicians
Customers

Product

Social Enterprise Architecture

Become a Social Enterprise Today

Employee Social Public Social
Network Network

Social Profile
Collaborate Product
SOCIAL
Work ENTERPRISE Engage

Extend Listen

Sell Market
Service


Presentazione evento manufacturing 2012

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