saphybris: john fisher & brian diehl
TRANSCRIPT
10 Steps to B2B Digital Transformation BRIAN DIEHL B2B Industry Principal JOHN FISHER Global Head of Industry Marketing
Game Plan B2B Conference October 2015
Introductions
Former Director, Innovation & Channel Technology at Bobcat/Doosan Ran European IT organization for 5 years Selected and implemented hybris in 45+ countries. Developed and Managed Commercial Technology Strategy & Roadmap for 3 years
Former VP, Ecommerce at Aramark Implemented: - hybris (Ecommerce) - Salesforce.com (CRM) - Manticore (Marketing Automation) Oversaw digital transformation for 5 years
BRIAN DIEHL, B2B INDUSTRY PRINCIPAL
JOHN FISHER, HEAD OF INDUSTRY MARKETING
Agenda: 10 Steps to Digital Transformation
1. Take Inventory- Look at the big Picture 2. Vision & Goals 3. Executive Alignment 4. Justification 5. Requirements Gathering
ROI Commerce Calculator Exercise
6. Partner & Vendor Selection 7. Planning & Team 8. Culture & Change 9. Launch & Support 10. Iterate, Measure & Monitor
Q&A + Discussion
Ground Rules
• We will present the 10 steps through our personal lenses - not a textbook of best practices
• Not every step will receive that same amount of “love”
• Sometimes the steps blur – so we may not go through 10 distinct steps
• It’s meant to be interactive…please ask questions along the way
• Speaking of interactivity…
KEEP YOUR PHONES ON! You will be participating in Live Online Polls.
To join, please text once: gameplan to 22333
Getting a Base Line
1. Take Inventory 2. Vision & Goals
IS YOUR IT YOUR ANCHOR OR YOUR SAIL?
?#!
Understand Your Current Reality
SAMPLE CHECKLIST: • Leadership Commitment & Sense of Urgency
• Status of Funding
• IT System Landscape
• Clear Roles & Responsibilities
• Vision
• Business Case
• Rogue Business Units
• Culture
• Leadership Skills
John & Brian’s Perspective
• Leadership Commitment & Sense of Urgency
• Status of Funding
• IT System Landscape
• Roles & Responsibilities
• Vision
• Business Case
• Rogue Business Units
• Culture
• Leadership Skills
Take-away:
1. ROI trumps vision
2. Don’t wait—it will never be perfect
Where are you in your digital project?
A. Phase 1: Evaluation & Justification
B. Phase 2: Requirements Gathering, Writing RFP
C. Phase 3: Project Planning, Vendor Selection
D. Phase 4: Build & Execution
E. Phase 5: Post Launch, Optimization
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Today in Room Forrester Survey
Why is “EVERY” Business Transforming? Because…Journey
12
The largest taxi company… does not own a taxi
The largest accommodation company… does not have any rooms
The largest media company… does not create any content
The most valuable retailer… does not have any stores
Corporate Objectives Reinforce These Trends
WORLD CLASS CUSTOMER EXPERIENCE DIGITAL ENABLEMENT & OPERATIONAL EFFICIENCY GROWTH & AGILITY
STRATEGIC PRIORITIES
§ Personalized view of Product Content & Pricing 24/7 § Support customers across all Digital Channels § Deliver self-service tools better serving customers & reducing costs § Enforce Policy & Formalize Best Practices § Seamless Experience between Channels § Automate workflows and End-to-End Processes § Enhance collaboration and management of partner relationships
§ Establish new solution & service-based revenue models § Empower dealers and channel partners with effective sales tools § Leverage Big Data and Predictive Capabilities
KEY IMPERATIVES
What’s the LEAST Digitally Visionary Travel Sector?
A. Airlines
B. Trains
C. Cruise Ship Companies
D. Major Hotel Chains
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And the Winner is… Play video
If Amtrak can digitally transform…so can you
John & Brian’s Perspective
Take-away:
1 Don’t underestimate Emotion
2 A clear vision unifies, communicates & excites
3. Executive Alignment 4. Justification
Myth: LET A THOUSAND FLOWERS
BLOOM; BOTTOM-UP ACTIVITY IS THE RIGHT WAY TO CHANGE.
Reality: TRANSFORMATION MUST BE LED FROM THE TOP.
CLEAR LEADERSHIP CLEAR DIRECTION
To move forward, leaders must create a vision, a sense of collective promise that overrides the fear of the unknown (with an ROI to match).
“Gut Check” 3 Key Perspectives Side-by-side
Executive Stakeholders
IT Stakeholders
LOB Stakeholders
Respond To Business Disruptions
Business Direction (operations and strategy)
Desired Business Outcomes
Future State Business Anchor Model
Business Goals
Business Disruptions
Sr. Executives Concerns and Oppertunities
LEVERAGING DIGITAL PLATFORMS TO: • TRANSFORM THE SELLING PROCESS • IMPROVE QUALITY + EFFICIENCY + COST • DRIVE CHANNEL COLLABORATION • DELIVER WORLD CLASS CUSTOMER ENGAGEMENT • INNOVATE THE BUSINESS MODEL
Focused On Real Results
There Must Be A Business Outcome
Does it save time? Is it profitable / Does it make money?
Does it differentiate / Solve a market problem?
It Must Improve How You Compete
Product Price Service Quality Execution
Why is YOUR ORGANIZATION transforming? (Business Drivers)
A. Cost Savings/Efficiencies
B. Match Competitors
C. Higher Customer Lifetime Value
D. Customers Expectations
E. Consistent Experience Across Channels
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Cost Savings 60%
Match Competitors 55%
Lifetime Value 64%
Customer Expectations 74%
Consistent Experience 65%
Primary Business Drivers?
Today in Room 2015 Forrester Survey
John & Brian’s Perspective
Take-away:
1 Manage ALL stakeholders
2 Understand what your business values most
5. Requirements Gathering Online ROI Calculator 6. Partner & Vendor Selection
Was that digital transformation?
… or did we simply digitize?
Companies are struggling to find their patterns because….
… we simply copied the analog world
§ Processes are ad hoc
§ Systems are fragmented
§ Data creates chaos § Expertise networks are disconnected
DIGITAL TRANSFORMATION
IS NOT AN ONLINE STORE
VERY EXPENSIVE OLD PROCESSES
New Technology Old Processes
+
You Need Input & Feedback:
Interview customers Interview Internal stakeholders
Review the competition
§ RFP § Vendor Evaluation
§ Internal Justification
1. Customers: Critical component. It cannot be overstated that customers
need to be at the center every requirements gathering exercise.
2. Internal approvers/ VETO Power: If you’ll need they’re approval later, you need their requirements now
3. Subject matter experts (SMEs): Make sure that someone on the team is representing finance, HR, operations, customer service, inside sales, field sales, etc.
You Need Input & Feedback:
Inside- out, Outside-in
The Law Of Average
WHO ME?
Managing Expectations
56
Br eaking 35
Ba d
JUST BECAUSE YOU CAN,
DOESN’T MEAN YOU SHOULD
Focus On The Future
“I skate to where the puck is going to be, not where it has been.”
– Wayne Gretzky
By The Way…
YOUR ROI MIGHT BE “WRONG”,
BUT…
COMMERCE ROI CALCULATOR
Please use Chrome: www.hybris.com/roi-calc
6. Partner & Vendor Selection
Businesses are Individuals, too
Get The “A” Team
§ Take experience over technical knowledge
§ Results vs. Procedural Excellence
§ Understand why you need a Partner § Strategy § Implementation § Support
Not Asking Questions that can be easily compared
Leaving the RFP process to the procurement dept
Inviting too many vendors to bid
Ignoring the people aspects
Not having a budget before issuing an RFP
Not involving all stakeholders
Trying to be too impartial
Taking the short view
Not doing sufficient due diligence
Wording the questions in a way that enables the vendor to “spin” the truth
RFP Mistakes
John & Brian’s Perspective
Take-away:
1 Requirements: Less is more
2 Partners: The “Waterloo Moment”
7. Planning & Team 8. Culture & Change
Understand Your Strengths & Weaknesses:
• Process & Policy maturity
• Change Management
• Team skillset
• Standards & Data Quality
• Executive Ownership
• Data & Functional Ownership
Planning: Get Real & Be Honest
Pockets of Awesome
“TAKE ME TO
YOUR LEADER” (x2)
“Culture eats strategy for Breakfast” – Peter Drucker
“Customers are already satisfied with our
service”
“Customers like talking to us”
“It’s a system that’s designed to
eliminate jobs”
Employee Resistance
“Customers won’t go online to order”
“I don’t know how to use the website/
online tools”
“I’m afraid that customers won’t need
me anymore”
“I fear I’ll lose the relationship with my
customers”
“I’m afraid this system will
eliminate my job”
So What’s The Problem?
FEAR!
Change Management
“We have met the enemy, and they are us.”
Supply Chain’s KPI of Fewer SKUs
Supply Chain department chooses which vendors you can use
They are very powerful
They want fewer product SKUs - only allowed “preferred” vendors to have pics on website
98% Correct Is 100% Wrong
Adding Images: 10% increase in AOV;
20% reduction in customer service calls
Launch: Missing 50% of images
Low AOV; huge # of complaints
Do you have a “REAL” Change Management Plan?
A. Yes
B. Partial
C. No
D. Don’t Know / Not Sure
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John & Brian’s Perspective
Take-away:
1 Culture, Culture, Culture
2 Change Management
9. Launch & Support 10. Iterate, Measure & Monitor
Launch And Learn
WELL DONE IS BETTER THAN WELL SAID.
– Benjamin Franklin
Approaching Launch
CONDUCT SHOWCASES
CELEBRATE BUGS
DEDICATED “DEFECT TAKEDOWN” SPRINTS
JUST IN TIME TRAINING
MISSION ACCOMPLISHED
(Go Live is just the beginning)
Stablize, Stablize, Stabilize
Never too early for Phase 2
Distinguish Support from Phase 2 Development
Support: Insource vs. Outsource
By The Way…
YOU WILL GET BIGGER
BEFORE YOU GET SMALLER
What are Your Top Implementation Barriers? (vote>1)
A. Data (sharing, cleansing, etc.)
B. Channel Conflict
C. Lack of measurements / incentives
D. Back-end integrations
E. Limited by Partners / Customers
F. Staff Skillset
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Today in Room 2014 Forrester Survey
Channel 36%
Lack Meas. 33% Back-end Int. 44%
Partners/Custs 40%
Staff Skills 32%
Top Implementation Barriers? (vote>1)
Data 42%
–Winston Churchill
TO IMPROVE IS TO CHANGE, TO BE PERFECT IS TO CHANGE OFTEN