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  • See multiple Customer Analysis slides
  • This is a placement slide – Mark needs a map of UK / USA showing where AquiTec customers are geographically. The customer list is as follows: UK addresses – B&Q PlcHutwood CourtBournemouth RoadChandlers FordEastleighHantsSO53 3QD New Clicks South AfricaCnr Searl & Pontac StreetWoodstockPO Box 5142Cape Town 8000 South Africa EAFCS WarehouseBoss Hall RoadIpswichIP1 5BN Focus DIY LtdGawsworth House,Westmere DriveCreweCheshireCW1 6XB Gordon’s Chemists74 Scarva RoadBanbridgeCo DownBT32 3QD The Lloyd Fraser Group LtdPicasso SuiteSwift HouseCosford LaneRugbyWarwickshireCV21 1QN Manor BakeriesHaynes WaySwift Valley Industrial EstateRugbyWarwickshireCV21 1HG Musgraves SuperValu-Centra DistributionTramore RoadCorkIreland Nisa Today's (Holdings) LimitedPark Farm RoadFoxhills Industrial EstateScunthorpeNorth LincolnshireDN15 8QP The Spar Group LtdCentral Office22 Chancery LanePinetown 3610South Africa Van Marcke n.v.Weggevoerdenlaan 5 8500 KortrijkBelgiumFocus DIYCanalsideBonehillTamworthStaffordshireB78 3HJF W Woolworths242-246 Marylebone RoadLondon NW1 6JL US addresses – Affiliated Foods of Amarillo1401 W. Farmers Ave.Amarillo, Tx. 79120 AG of Maine1000 Brunswick Ave.Gardiner, Me 04345 Basha’s200 South 56th StreetChandler, AZ  85226 Bozzuto’s Inc.275 Schoolhouse RoadCheshire, CT 06410-0340 DYS Eduardo Frei Montalva 8301 Quilicura, Santiago Chile Food Lion2110 Executive Dr.Salisbury NC28144 Kent Building SuppliesP.O. Box 12005th FloorSt. John, New Brunswick E2L 4G7 CAN Golub501 Duanesburg RoadSchenectady, NY 12309 American Sales (Ahold)4201 Walden Ave.Lancaster, NY 14086 LCBO55 Lake Shore Blvd. EastToronto, Ontario, CANM5E 1A4 AWG624 Westport RoadKansas City, MO 64111
  • Tier 1                -           £2.5 billion plus $5 billion Tier 2                -           £500m to £2.5billion $1 billion to $5 billion Tier 3                -           £125m to £500m $250m to $1 billion Tier 4                -           less than £125m less than $250m
  • Originally, the system was to run DPFX, a furniture company. It worked well but unfortunately, DPFX went into liquidation and the system was therefore not used. Lloyd Fraser acquired their own warehouse in Cosford in 2007. This was a pallet storage warehouse. The installation is SCM Warehouse on Linux using IBM RunTime 2.2.It utilised key elements of the new IBM Appliance.
  • Add in here the actual size versus spend charts


  • 1. Aquitec Business Plan update to Staff 30 October 2008
  • 2. Contents
    • Aquitec Value Proposition
    • Key Learning's 2007/8
    • Aquitec Strategy
    • Product Strategy and plan
    • Services Strategy and plan
    • Customer Strategies and Approach – Customer Management
    • Partner Strategies and plans
    • Sales Plan
    • Marketing Plan
    • Business Support plan
    • Our people Plan
    • Aquitec in the context of UCS Retail Solutions
  • 3. Aquitec Product Suite & Value Proposition
    • Aquitec Solutions encompass Procurement, Warehouse Management, Voice Direction, Labour Management and Dashboard MIS..
      • Procurement
      • Warehouse Management
      • Voice Direction
      • Labour Management
      • Store Order Management and Billing
      • Dashboard MIS
    • Supply chains are made up of thousands of discreet components and processes that require constant management and control. Aquitec’s ability to manage the space, volume and velocity of facilities, resources and equipment is key to sustainable distribution in a highly competitive and complex environment.
    • At every step in both design and implementation, the goal is to help companies reduce supply chain costs and improve management and control of inventory
  • 4. Key Learning's 2007/8
  • 5. Key Learning's
    • Although Aquitec responds well to customer requests they have not managed customers proactively
      • As a result other than in a few accounts there has been very little if any executive interaction
      • Our relationships are generally under-positioned. We have only started to broadly interact with customer executives over the last few months
      • Our revenue pipeline other than annual maintenance revenue is difficult to predict by customer over a longer future period
      • Our capacity is limited and often cant be planned effectively because we are reactive
    • Project management and governance of high risk projects has been poorly managed and resulted in a number of casualties.
    • Product strategy and development could have been far more focused and better coordinated. All products need urgent attention. Aquitec hasn’t had a coordinated product management approach.
    • Customers and partners have recognised that Aquitec has unique IP that our competition hasn’t mastered yet. Nisa have just told us that Manhattan and Red Prairie cannot run their DC’s as well as Aquitec products
    • Insufficient investment in staff. Capacity is at an all time low. We have no purchasing consultants. Our warehouse consultants are a bottleneck for all major projects. Staff value proposition has been weak
  • 6. Key Learning's cont…
    • Our key staff are invaluable but currently very un-leveragable. We have to change the status quo and bring in young energetic resources.
    • Our resources are also not always leveragable as we have too little capacity to propose and formulate SOW’s (statements of work). We have also had too few people chasing work. This is as a result of a junior management layer being non-existent
    • Aquitec has spent most of the year under review implementing SCM version 1.9 and will need to move into a cycle of consolidation and development to generate fresh product and version opportunities for future revenue streams.
  • 7. Aquitec Strategy
  • 8. Proposed Strategic Thinking
    • Establishing & Repositioning AquiTec as a
    • Solutions and Services Provider
    Horizon 1 –Year 1 Old Aquitec Customer Focus Early “Beach-head” Horizon 2 –Year 1-2 New Aquitec Position new Aquitec Services “ Beach Head” Horizon 3 - Year 2-3 Position New UCS Retail Solutions
  • 9. Our current strategic thinking
  • 10. Proposed Strategic Direction
    • Horizon 1 – year 1- Old Aquitec
        • Secure existing clients
        • We need to ensure we have sufficient revenue to cover old AquiTec and drive the initial activities for the New Aquitec strategy
        • Establish some key principals to secure and generate on-going revenue
          • UCS commitment is not to leave existing clients high and dry
          • But will change the way we contract in time with existing clients
          • Will be moving away from a product focus business – no guarantee or expectation of future development based on market, competitive or industry drivers
          • Will continue to create an AS/400 roadmap based on collective client funded requirements
          • Introduce a customer management focus which will provide them with a broader solutions offering capability ,which in turn will move old AQ into the UCS Retail Solutions space.
          • Customers are looking for AquiTec to deliver a better and more focused customer approach/ experience.
          • IBM Advanced partner status and the success of our Hursley relationship is a significant opportunity to be taken advantage of by Aquitec and UCS as a group.
  • 11. Proposed Strategic Direction
    • Horizon 1 – year 1- Old Aquitec
        • Establish where the revenue opportunity lies within the existing clients for Year 1. The following evaluations will be performed
          • Size vs opportunity for Aquitec and for UCS Retail Solutions
          • Star Performance VS Cash Cows
          • Account review
            • Client Landscape
            • Determine clients IT and supply chain strategy
  • 12. Product Strategy and plan
  • 13. Product Strategy and plans
    • Product progression H1 – H3
    • Our heritage – WCSS Software archeology. The birth of the e-series
    • Product Strategy Roadmap
    • ePeB – our strategy to reposition authentic USA purchasing IP
    • EWMS – Aquitec’s Java based WMS
    • SCM 400
    • Optimisation Products
  • 14. Where has our products evolved from Mainframe 1980’s Fully Integrated Modules AS/400 Architecture pSeries (AIX) DB2 8.2 ESE, Web Sphere 6.0 HTTP zSeries (Zos) DB2 8.1 ,Web Sphere 6.0 HTTP Architecture pSeries (AIX) db2 8.2 ESE, 9.1, WebSphere 5.1, HTTP xSeries (Linux) Runtime 2.2 (Db2 express ,9.1 WebSphere express 6.1, HTTP) iSeries /zSeries Functionality Mainframe Not real time Java/ Cobol /Web enabled Functionality AS/400 Real time process JAVA/ Per COBOL Web enabled WH P B B eP eB JAVA Suite eWH JAVA Suite Latest version 1.9 Batch Process ISeries,db2 400 Cobol WH P 3 4 Key: WH = Warehouse P = Procurement B = Billing 1 2 B-75% Current Product Suite status Real Time Web based Java Based SOA Approved IBM Hursley Labs Performance Tested Appliance Approved BBP Chosen Vendor
  • 15. Product Strategic Roadmap (WIP)
  • 16. SCM 400
    • Recently updated to version 1.9
    • Recently rolled out to most customers on SCM
    • We have a “wish list” which is being considered for roadmap development
    • Concerned that our key resources will be tied up when they should be working on our newer technology – bedding it down and converting their domain expertise
    • Some development will continue but at a much slower pace.
    • Our SOA focus will ensure we can use new and old technologies together.
    • I series (AS400 replacement – will run both SCM and Java)
    eWH Latest version 1.9 Batch Process ISeries,db2 400 Cobol WH B-75% Real Time Web based Java Based SOA Approved Soms SCM/400 Labour P Labour
  • 17. EWMS – Aquitec’s Java based WMS
    • Architecturally sound
    • Currently installed at Lloyd Fraser
    • Will go live at the LCBO in April – LCBO
    • have recently reviewed RF module and are very keen to upgrade
    • Our SCM 400 team believe we should throw all our energy into this product as apposed to further developing the SCM 400 product. It is REAL TIME – a key feature for effective optimisation tools
    • It needs a new UI (Flex – used by Alpha Bay is being investigated by our Java team)
    • Alignment with most of SCM version 1.9 required. Sequenced by opportunity
    • Expect to market once some key developments are tested in live sites
    • Key to our winning NISA back
    eWH Latest version 1.9 Batch Process ISeries,db2 400 Cobol WH B-75% Real Time Web based Java Based SOA Approved Soms SCM/400 Labour P Labour
  • 18. ePeB – our strategy to reposition authentic USA purchasing IP
    • Alpha Bay is a software developer and services provider based in Salt Lake City. Aquitec has had a number of engagements over the last 2 years and through the CEO Jack Blount we have established a good relationship
    • This opportunity arose when Alpha Bay selected our ePeB and EWMS products to host on a software as a service platform to Albertsons. The deal was postponed whilst UCS retail Solutions performed a product evaluation and due diligence.
    • Having met with Alpha Bay a few weeks ago we established a number of opportunities which are a WIP
  • 19. Exploring Opportunities AquiTec Customer Management Alpha Bay Customer Management Domain Expertise Services SCM400 eWMS eB/eB Optimisation Tools Product & Architecture & Development eWMS eB/eB Optimisation Tools Alpha Bay Managed Services Product Support Services UCS Alpha Bay
  • 20. ePeB – our strategy to reposition authentic USA purchasing IP
    • As a result of this opportunity we believe there is significant potential to work together to reposition and align this IP
    • Having visited AWG – Aquitec's biggest US based customer (running eP and eB) I was very encouraged by the value in the IP (above the architecture)
    • Additionally Risetime is prepared to work with us to explore other opportunities to sell this IP and align with Alpha Bay
  • 21.
    • Capacity & Resource optimisation
    • Warehouse optimisation
    • Yard Management
    • Dashboard
    • Tool set to support Executives, Managers and Supervisors to manage peak periods, bottlenecks & quiet periods far more proactively
    • Enhance the layout & dynamic design of the warehouse to better improve efficiencies & achieve specific Supply Chain KPI’s
    • Enhance the Dashboard to better measure & communicate various dials & provide historical variances;
    Optimisation Concepts
  • 22. Optimisation Framework
  • 23.
    • Key Themes
    • Warehouse and Space Optimisation
      • Why : Optimise space usage within the warehouse
      • Objective : Reduce movement and storage
      • Benefit : Reducing time on all horizontal and vertical activities – saving money!
    • Operational Optimisation
      • Why : Increase operational productivity
      • Objective Highlight and reduce operational inefficiency
      • Benefit : Reducing time on all horizontal and vertical activities – saving money!
    • Enhanced user experience
      • Why : Simplification of the representation of complex data
      • Objective  : Make the user interface  more intuitive and self explanatory
      • Benefit : Improve and facilitate the decision process and reduce human errors
      • Reduce the learning curve, make people more effective – saving money!
    Advanced Facility Optimisation
  • 24. Advanced Facility Optimisation
  • 25. Advanced Facility Optimisation
  • 26. Advanced Facility Optimisation
  • 27.
    • The Resource Management Tool enables forward planning of all resources used in the warehouse operation .
    • The tool synchronises the transportation and warehouse plan to provide a working vision of ‘How we would Like to do it’. In the process it plans and tracks the use of
      • Labour
      • Storage and operating space
      • Equipment utilisation
    • The system will provide
      • Prompts to deal with obvious optimisation opportunities within your operations
      • Productivity reporting of all direct areas
      • Management reporting
    Advanced capacity & resource management tool
  • 28. Product Migration Approach
  • 29. Services Strategy and plan
  • 30. Services Strategy and plan
    • Services in the context of the overall Aquitec Strategy
    • Services Focus over the next 3 years
    • Key challenges
    • Key Customer Insights & Learning's
    • Customer Strategy & Objectives for 2009/10
    • Structure & key processes
    • Forums to manage
    • Commercial Model & Reporting
  • 31. Services in the context of the overall Aquitec Strategy
    • AquiTec strategy over the next three years is to become a comprehensive solutions provider.
    • AquiTec can accomplish this by gathering an in-depth understanding of clients business strategy and priorities.
    • Aquitec will exploit this to create a deeper and proactive engagement with the customer to offer a host of services which will deliver value by improving customers business performance through an alignment of Aquitec’s industry expertise, experience, processes and products.
    • Services must successfully wash it’s own face and become its own profit earning business.
  • 32. Services in the context of the overall Aquitec Strategy
    • To achieve this strategy, services would need to drive 8 Key revenue streams over the next 3 years.
        • General Service consulting
        • IBM Middleware Consultancy
        • BPM Consultancy
        • BPM Modelling
        • Customer Customised proposition
        • Project & Delivery services
        • Partner consulting
        • Training academy
  • 33. 8 key Service Revenue Streams Partner consulting Project & Delivery services Customised proposition
    • Excellent record in project
    • Delivery.
    • Strongly positioned to
    • deliver outside our
    • product offerings:
    • Project management
    • Delivery expertises
    • Implementation support
    • Support Customer
    • In-house projects
        • Partner Consulting
        • SAP, All-in-One
        • Alpha Bay
        • JDA
    General Service consulting
    • Pro-active consultancy
    • through Customer M
    • SCM/400 Warehousing
    • SCM/400 Purchasing
    • eWarehouse
    • eProcurement & Billing
    • Seamless upgrade path
    • to Ewms
    • Position new tools
    • & products
    • Dashboard
    • Optimisation Tools
    • Go Deep” consultancy:
    • Go Wide” Consultancy
    • diversification:
    • Opportunity to reduce
    • clients Cobol skills
    • & associated costs
    • Proposition:
    • Leverage AQ existing Cobol Skills
    • Create Cost effective approach to
    • manage client development.
    • Client Value proposition –
    • initial ramp up costs with
    • lower long-term cost & benefits
    • Bespoke annual maintenance
    • scheme
    • Generates Annuity ,
    • Bespoke Maintenance
    • project revenues
  • 34. 8 key Service Revenue Streams BPM Consultancy IBM Middleware Consultancy BPM Modelling Training Academy Industry related training application specific Supply chain Warehouse optimisation UCS training portfolio. Requires further investigation: Market appetite Revenue potential Competitor analysis
  • 35. Customer Strategies and Approach – Customer Management
  • 36. Content
    • Customer Management in the context of the overall Aquitec Strategy
    • Focus of Customer Management
    • Customer Summary
    • Key Customer Insights & Learning's
    • Customer Strategy & Objectives for 2009/10
    • Profiling our customers
    • Business development – Managing priorities
    • Green-light reporting
    • Structure & key processes
    • Forums to manage
    • Commercial Model & Reporting
  • 37. Customer Management in the context of the overall Aquitec Strategy
    • AquiTec strategy is to move from a product oriented business to become a comprehensive solutions provider over the next three years. This will be an enormous cultural change and will be driven by leadership, teamwork, skills and process.
    • Customer Management will focus on a consulting-led approach using:
        • Outward facing process
        • Inward facing process
  • 38. Customer Management in the context of the overall Aquitec Strategy
      • Outward facing process to better understand customers, identify new opportunities and broaden revenue streams
        • People
          • Emotional / logical
          • Relationship management plan > web of contacts at different levels
        • Business
          • Vision / strategy / challenges / priorities
        • IT
          • Current IT landscape (applications & technology) / strategy / challenges / priorities
  • 39. Customer Management in the context of the overall Aquitec Strategy
      • Inward facing process to support the business objectives
          • Identify focus accounts
          • Prioritise customer conversations
          • Conduct account reviews
            • Current status
            • Confirm potential opportunity
            • Allocate account management
            • Assign tasks and agree actions
            • Feedback from say, Account / Product / Services Manager
            • Manage, monitor and measure
          • Green light report
            • Pipeline 3 months / 6 months / 12 months
            • SOW’s / Bids
            • Constraints / issues / resources needed (including Executives)
            • “ No surprises”
          • Management reporting
          • Inter-company communication
  • 40. Sales Management in the context of the overall Aquitec Strategy
      • Outward facing process to better understand customers, identify new opportunities and broaden revenue streams
        • People
          • Emotional / logical
          • Relationship management plan > web of contacts at different levels
        • Business
          • Vision / strategy / challenges / priorities
        • IT
          • Current IT landscape (applications & technology) / strategy / challenges / priorities
  • 41. Sales Management in the context of the overall Aquitec Strategy
      • Inward facing process to support the business objectives
          • Suspect Management
          • Prospect Management
          • Qualification Management
          • Bid Management
          • Contract Management
          • Green light report
            • Pipeline 3 months / 6 months / 12 months
            • SOW’s / Bids
            • Constraints / issues / resources needed (including Executives)
            • “ No surprises”
          • Management reporting
          • Internal Communication Management
  • 42. Focus of Customer Management
    • Customer Management’s priority is to retain existing accounts and maximise 2008/9 revenue.
    • To better understand our existing customers, their strategies and landscapes
    • To offer a more compelling customer value proposition by developing “Beach-Head” Opportunities for other UCS Services and products
    Customers want visible commitment that UCS is serious about its foray into US and UK Markets
  • 43. AquiTec Global Footprint
    • South Africa United States of America
    • United Kingdom United Arab Emirates
    • Australia? (UCS S/W) India? (UCS SM)
  • 44. USA - Clients
    • Grocers Supply,
    • Houston
    • Minyards, Coppell
    • Affilliated Foods, Amarillo
    • Bashas, Chandler
    • Jetro,, Florida
    • Food Lion, Salisbury
    • American Sales Lancaster
    • Golub, Schenectady
    • Buzzutos, Cheshire
    • AG Maine Gardiner
  • 45. Customer Summary ~ Industry
    • Kent
    • B & Q
    • Focus
    • Van Marke
    DIY / Plumbing Supplies
    • LCBO
    • Affiliated
    • AG Maine
    • AWG
    • American Sales
    • Bozzutos
    • Jetro
    • Golub/Price Chopper
    • DYS
    • Bashas
    • Food Lion
    • Lloyd Fraser
    • Gordons
    • Clicks (Health & pharmacy strategy)
    • Woolworths (being revised)
    • Manor Bakeries
    • Nisa
    • Spar
    • MSVC
    • EAFCS
    UK 3PL Retail Pharmacy Retail Non-Food Food / Drink manufacture Food Wholesale, Franchise, Members, Co-operatives Retail Food
  • 46. Classification of Customers AG Maine Tier 4 < $250m Kent DYS Tier 3 $250m-$1bn Bashas LCBO Affiliated American Sales Bozzuto’s Jetro Golub Tier 2 $1-$5bn AWG Food Lion Tier 1 >$5bn US Clients Lloyd Fraser Tier 4 <£125m EAFCS Gordons Manor Bakeries Tier 3 £125-£500m Clicks (SA) Spar (SA) Nisa Van Marke Focus Tier 2 £500-£2.5bn MSVC B & Q Woolworths Tier 1 >£2.5bn UK Clients Very satisfied Will move unless action is taken Will move within 12 – 18 months Moving away already Tier - Revenue Country
  • 47. Aquitec Product by Customer
  • 48. Customer Summary ~ (UK/SA)
    • Long-standing £1bn plus customer at high risk.
    • Flagship UK account promised technology upgrade 5 years ago which was not delivered.
    • Response to ITT due 11 th September > key decision criteria are:
    • UCS credibility - financially and internationally
    • UCS investment in AquiTec
    • Product development and roadmap
    • Cost
    • Business Risk
    Nisa 3 rd largest DIY Retailer in the World > SAP strategy. Decision to replace AquiTec and move to Red Prairie is on hold pending economic slow down > cost containment policy. B & Q Premier Foods Group strategy moving to SAP Manor Moving to SAP in line with other applications including JDA Woolworths Status Customer
  • 49. Customer Summary ~ (UK/SA) E4.9 billion, flagship account in Eire, excellent relationship at Musgraves in Cork. Acquisitive and highly political > power play with UK subsidiaries Budgens and Londis > opportunity and threat > need for pro-active pre-sales investment at Group level and in England. MSVC Retail DIY company, moved to AquiTec when they bought Great Mills who were a Chain Stores customer. Economic slowdown and collapse of property hurting company performance badly > layoffs including IT. Jointly with AquiTec, won the Supply Chain Solution of the Year Award in 2006 > vital component was the ROI on adoption of the use of Voice picking. Focus AquiTec’s only customer in Continental Europe > Belgium plumbing supplies company serving plumbers and engineers. Very successful business model extending into other European majors and USA (has also diversified into Banking). Need Customer Management to build relationship. Van Marke Status Customer
  • 50. Customer Summary ~ (UK/SA) A small Co-Operative who has upgraded this year to 1.9. Jointly with AquiTec, won the IT Innovation of the Year Award in 2007 > good publicity for both parties. This account has remained loyal to AquiTec while the CWS and the big co-operatives moved away to Manhattan > they provide a useful reference and could assist us to re-gain lost ground. EAFCS Chain stores second customer in South Africa in 1994. Mark has unique relationship > strategic discussion on how to encompass SOA > visit to UK in September and presentation at IBM > possible template for other AquiTec customers. SPAR Chain Stores first customer in South Africa sealed on a “South African handshake” in 1991. Very good UCS account providing renewed impetus. Clicks Status Customer
  • 51. Customer Summary ~ (UK/SA)
    • A small 3PL with a TO of just £85m. The first eWMS (JBOSS version) in 2004. LF business issues prevented the system from being used until 2007 when they moved onto SCM Warehouse running IBM RunTime 2.2.
    • Very keen to work with us in Partnership > CM needed.
    Lloyd Fraser
    • A small, privately held chain of Chemists shops based in Belfast, Northern Ireland. Solid track record of organic, profitable growth, recently also moving into Scotland. Aggressively cost conscious but reasonably happy.
    • Installed SCM400 V1.7 Warehousing and eP / eB in 2004
    • wanted eWMS not available
    • initial problems with interfacing between SCM400 V1.7 warehousing and eP / eB (using as400 data base)
    • interfacing issues provide a parallel to LCBO
    • Aggressively cost conscious but reasonably happy.
    Gordons Status Customer
  • 52. Customer Summary ~ Americas $10 - $12 bn TO Grocer and a subsidiary of Delhaize America. 1300 stores, 7 Dc’s, 73,000 employees. Run SCM400 V1.5 WMS, SOMS and Labour. Classic big Chain Stores customer with narrow re-active relationship > need for Customer Management. Food Lion $3.5 bn TO based in Santiago with one-third of Chilean market. Decision to move to Manhattan but have encountered problems during the project > call to AquiTec for help > fast response and upgrade to SCM400 1.9 in August > seen as successful. Plan of record is still to move to Manhattan but opportunity exists to build on credibility of latest implementation and demonstrate commitment to South America and a more pro-active sales oriented approach. DYS Chain Stores SC Executive Mainframe V3.1 using VSAM flat files moving to Unix. Jetro Also known as Price Chopper. Using old Chain Stores SC Executive Mainframe V3.2 moving to Aldata. Golub Status Customer
  • 53. Customer Summary ~ Americas The Liquor Control Board of Ontario based in Toronto, Canada. An established Chain Stores mainframe customer moving to e-products but the project has been disastrous with overruns on time, scope, resources and costs > much ill feeling on both sides, blame culture and threats of litigation > AquiTec strategy was to hand-off to a partner called CDI. Mark has visited CIO of LCBO and CDI > current position is LCBO want a limited source license from Aquitec. Mark has made a proposal and is currently negotiating with their CIO Hugh Kelly. BATNA is $500,00.00 LCBO would prefer CDI to provide ongoing maintenance. Mark has agreed to this but has notified both parties that a new maintenance agreement needs to be negotiated (back to back). That the original M/F agreement is superseded by the e-series implementation. LCBO are very happy with the EWMS developments. LCBO Status Customer
  • 54. Customer Summary ~ Americas Associated Wholesalers of Kansas City, $5bn TO, wholesale / grocery, privately-held, 8 DC’s, 1000 + members. A Chain Stores WMS and Purchasing customer > moved to Red Prairie for WMS but decided to opt for AquiTec’s eP / eB V3. Development and project issues determined that AquiTec hand-off to a partner called Risetime who also secured the transfer of all eP and eB skills and resources. Effectively, the Purchasing side of AquiTec’s business was ceded to Risetime who have managed both Development and the AWG account since early 2007. Risetime were gifted the account (and the opportunity of sales to future accounts) when they had no domain expertise or sales skills or development resources. They did provide good methodology and project management capability. Mark is discussing a joint share in the IP to leverage and position future opportunities. AWG need to feel comfortable for the future and they are concerned about their risk – therefore they require re-assurance. Keith Martin was satisfied with Mark’s presentation of UCS and Mark’s understanding of distribution and retail. Aquitec has an opportunity to reposition with UCS as a serious player at AWG AWG Status Customer
  • 55. Customer Summary ~ Americas Grocery retail, TO $2.5 bn, 14,000 employees, 1 DC, 165 stores. Using SCM400 V7.1.2 on WMS, SOMS, Labour and Purchasing, Ultra Yard > due to upgrade to 1.9. A consultant, Ed Mendez, is a key influencer (also at DYS) - he is concerned about the number of acquisitions AquiTec has been through and our product roadmap (especially Purchasing). Bashas TO $1bn +, member of the international Ahold Group. Mainframe V4.3 using WMS, SOMS, Labour and Purchasing. Arms-length contact > CM needed. American Sales Affiliated Foods of Amarillo, Texas. $1.2 bn TO, Grocery Food Service, 2 DC’s, 700 members. Use SCM 400 V1.9 (P, S, L, W) with VR Pick / Forks A big proponent of User Groups attending the UK User Group in 2006 and planning to speak at US User Group in 2007 before it was cancelled. Also, hosted Alpha Bay / Albertsons recently on a reference visit and did an excellent job. Look at the market regularly and want a product roadmap > requires CM and TLC. Affiliated Status Customer
  • 56. Customer Summary ~ Americas Privately held, Grocery Retail, $1.5 bn, 3,100 employees Use SCM 400 V1.8 WMS, SOMS and Labour Bozzuto’s Associated Grocers of Maine, New Hampshire, Vermont and Massachusetts. TO $131 m, Grocery Food service, I DC, 190 employees. Use SCM 400 V1.8.1 on WMS, SOMS, Labour and Purchasing. Low key account, many changes, business under severe pressure. AG Maine Privately held, DIY / Home Improvement, TO $4.8 m, 40 employees. Use 1.6.1 WMS, SOMS, Labour. Kent Status Customer
  • 57. Invest Develop Nurture Innovate React Protect Share of spend Size of account Low High Large Small Stars ? Question marks Cash Cows Dogs Size vs opportunity Star Performance VS Cash Cows Relative Market Share Market Growth Low High Low High Stars –Relative strong position in a high-growth market, generate lost of cash due to own growth Should be given as much investment as needed Cash Cows – business units with a high share of a mature market . They should be milked for their cash and fed little as possible. Question Marks – problem children, tricky to deal with. Operate in a growing market but have low share Dogs – weak position in a low or no growth segment, they don’t generate, or consume and unlikely to be very profitable Profiling our customers
  • 58. Size vs Opportunity ~ UK/SA Invest Develop Nurture Innovate React Protect Share of available spend Size of account Low High Large Small
    • B & Q
    ( £5B ) ( £1B ) ( £50K )
    • Woolworths
    • Premier Foods
    • Van Marke
    • Spar
    • Clicks
    • Focus
    • EAFCS
    • Gordons
    • Lloyd Fraser
    • Nisa
    • MSVC
  • 59. Size vs Opportunity ~ Americas Invest Develop Nurture Innovate React Protect Share of available spend Size of account Low High Large Small
    • Food Lion
    • Golub
    • Bashas
    • LCBO
    • Affiliated
    • American Sales
    • AWG
    • Kent
    • AG Maine
    • Jetro
    • Bozutos
    • DYS
    ($10B) ($1B) ($100M)
  • 60. Customer Summary
    • Retail / Wholesale sector
    • Tier 2 in size = $1 to $5 billion annual turnover
    • IBM presence – I-series (with packaged AS400 DB2) plus WAS / Tivoli
    • Long-term ‘Chain Stores’ installed – circa. 10 to 20 years
    • Even split between UK / SA and Americas - 12 accounts in both geographies
    • Brand recognition low
    • Customer satisfaction mixed (although upgrades to 1.9 are positive)
    • Narrow relationships
    • Key accounts at risk i.e. Nisa, B&Q, DYS, Food Lion, AWG, LCBO
  • 61. Key Customer Insights & Learning's
    • Some Customer perspectives:
    • Product management – customers are demanding a product roadmap which has substance i.e. What is it? How much is being invested in it? When? How? Without this customers will assume (as they have done before) that there is no future for them and continue to move away from “Chain Stores”.
    • UCS – customers are risk averse and need be convinced of UCS’ financial muscle and business intent on the International stage. To convince them of this we need to be seen as EVEN MORE committed than our competition who already have a presence. WMS is a truly mission critical application which can bring a business to its knees overnight > therefore trust is all important as is ongoing support, maintenance, senior executive visibility and a commitment to the ‘long haul’.
    • Marketing strategy to support the Corporate strategy
    • Customer management
    • Account management (importance of face to face)
    • Business understanding (of the customers)
    • IT understanding (applications and technology of the customers)
    • Co-ordinated Partner strategy
    • Buyer decision criteria awareness
  • 62. Customer Management Priority H1
      • To maximise 2008/9 revenue the main challenges are:
      • Account management capability to build relationships and repair a lack of understanding of our customers (company / personal)
      • Minimal business specialist skills to
        • Identify and build Offers of Value
        • Develop consulting engagements
        • Implement upgrades and new functionality
      • Utilisation of existing SCM 400 Technical skills
  • 63. Customer Strategy & Objectives for 2009/10
    • Build bridge and accelerate the move to H2 + H3
    • Aim to be recognised as the “Preferred Consulting Partner” in at least one
    • UCS Retail Solutions application area in each of 3 accounts in the UK, SA and Americas
    • Identify and win consulting-led opportunities in both existing and new accounts
      • Drive UCS Retail Solutions and pull in required skills to UK and Americas
    • Define and implement “Go to Market” strategy for agreed customised and optimised AquiTec product(s).
    • Implement “Go to Market” strategy for IBM BPP
    • Establish reference sites and win at least one award.
  • 64. Key Account Management Team
  • 65. Key Account Reviews
  • 66. New Prospect Development Meeting
    • Budget, authority, need, timescale within the prospect
    • Risk, return and reward for the AquiTec business
    • Actions – who? what? when?
    • Call reports / prospect intelligence
    • Shows / exhibitions / seminars / conferences
    • Partners / customers / consultants / 3Pl’s / third parties
    • Competition
    • Telenurturing / teleconferencing / e-mail marketing
    • Monthly
    • Situation
    • Opportunity
    • Agree outputs (see “Outputs”)
    • Actions
    • BAP
    • MH
    • JMC
    • RW (US)
    • Win new business
    • Plan for new business
    • Awareness of market requirements
    • Identify inhibitors / constraints
    • Agree actions
  • 67. Account Review Meeting
    • Budget, authority, need, timescale within the customer
    • Risk, return and reward for the AquiTec business
    • People / relationships plan
    • Actions – who? what? when?
    • Call reports / customer intelligence
    • Partners / customers / consultants / 3Pl’s / third parties
    • Competition
    • Actions from last meeting
    • Monthly
    • Activity report
    • Utilisation report
    • Contact report
    • Agree outputs (see “Outputs”)
    • Actions
    • BAP
    • MH
    • JMC
    • RW (US)
    • ANO (as appropriate)
    • Understand activity in the account
    • Current status / plan on projects / SOW’s
    • Build existing and new revenue streams
    • Identify inhibitors / constraints
    • Awareness of market requirements
    • Agree actions
  • 68. Customer Management Meeting
    • Minutes (BAP)
    • Actions – who? what? when?
    • Account review output
    • Products / services / tools report
    • SWOT from last meeting
    • Actions from last meeting
    • Monthly
    • Current account position
    • Products – status / plans / actions
    • Tools - status / plans / actions
    • Services - status / plans / actions
    • SWOT check
    • Actions
    • BAP
    • MH
    • JMC
    • CF
    • RW (US)
    • ANO (as appropriate)
    • Retain existing customers
    • Maximise revenue
    • Build relationships
    • Promote and orchestrate customer conversations
    • Understand the customer’s business
    • Understand the IT landscape
    • Agree actions
  • 69. Green Light Report
    • Total pipeline revenue
    • Software license revenue
    • Services revenue
    • Tools revenue
    • Actions
    • Output / actions from previous meeting
    • Account review
    • New prospect development meeting
    • Customer management meeting
    • Current months forecast for review – by software license / services / tools / total
    • Monthly
    • Products – status / plans / actions
    • Tools - status / plans / actions
    • Services - status / plans / actions
    • Actions
    • BAP
    • MH
    • JMC
    • CF
    • Forecast / confirm revenue for next 3 months
    • Forecast revenue for 4 months onwards
    • Secure future revenues
    • Clarify resources needed
    • Certify pipeline
  • 70. Partner Strategies and plans
  • 71. Key partners
    • CDI
    • Risetime
    • IBM
    • Potential Partners
      • Alpha Bay
      • Other UCS companies
        • Business solutions - Optimisation Team
        • UCS Software – Java development?
        • UCSSM?
  • 72. Our Structure
  • 73. Proposed Aquitec Structure CEO Customer Management Executive Operations Executive Technical Executive James D Murphy Product Manager vacant Service Manager (UK) Vacant Snr technical team lead Susan Daly SCM 400 Development Team X 4 people Optimisation Development Team Senior Business Consultant Patty Stafford Business Consultants US & UK Part Time Consultant Technical QA Project Manager Vacant Service Manager (US) Bob Westbrook Sales & Marketing Executive Customer Management (UK) A/N Customer Management (US) Bob Westbrook Sales & Marketing (UK) A/N Sales & Marketing (US) Bob Westbrook Business Support Frank Arico/ Paul Cowan Junior Accountant Claudia Fivaz Technical Support X 4 Developers X 1 QA eWMS team ePeB team Help Desk Development Pool Accountant Larry Dudzik
  • 74. WAY FORWARD FOR 2008/9 RETAIL SOLUTIONS TALENT MANAGEMENT FRAMEWORK MATURITY DASHBOARD 3. Strategic KPI’s 1. Properly contracting & managing an expert Talent Support Team 2. Target & achieve maturity in Talent Management Talent Management Improvement Initiatives In order to do so, we need to be clear on: Talent Management - Foundation Business needs & Priorities
  • 75. Forums & Structures
    • Board Structures
      • Directors – Mark Huxtable, Joshila Makan-Cachero, Frank Arico, TBA
    • Executive meetings
      • MH, JMC, TBA
    • Management meetings
      • MH, JMC, JM, BW,PS, Others by invitation.
    • Divisional forums
      • Product
      • Services
      • Customer management
      • Sales and marketing
      • Accounts
  • 76. Aquitec in the context of UCS Retail Solutions
    • 2008 saw the bringing together of a number of UCS Companies under the new UCS Retail Solutions grouping:
      • Customer Management Focus
      • Product Focus
      • Talent development and HR Focus
    • Q1 2009 Fiscal – focus on specific redesign and consolidation of Retail Solutions companies – Aquitec unlikely to be affected in the next year
    • Q2 2009 – likely to initiate the rebranding and positioning of Retail Solutions components to simplify our market positioning and to be more aligned to customer requirements
      • Implementation October 2009 – unclear on the impact to offshore businesses – will keep you posted. Customer management focus appears to be the first obvious opportunity to support offshore companies.