Fusion Trumps Confusion discusses how connection and collaboration can help companies adapt to changing customer expectations and competitive landscapes. As customers gain more information access and control, companies must shift from siloed activities to genuine customer focus, awareness of their environment, and analytics that look forward instead of backward. Thriving in the future will require cloud-native thinking, innovation at high speed, and adding value through connection rather than non-value-adding complexities.

1. Fusion Trumps Confusion
Making the most of tomorrow
Peter Coffee
VP for StrategicResearch
Salesforce

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3. It’s Hard to Find a Single Norm of the ’90s That Isn’t Considered Obsolete
Chaos Is All Around Us
• PCs
• Browsers
• Applications on CDs
• Music on CDs
• Cellphone $/minute
• Ads on TV / print
• Ownership aspiration
• Car
• Home

5. faster growth than
smartphone revolution
Annualized Growth (%)
Smartphones Wearables
100% 100%
108%
5X
Wearable Growth Rate - BI Intelligence Estimates, IMS Research, ABI Research
Smartphone Growth Rate- en.wikipedia.org/wiki/Smartphone#Historical_sales_figures_.28in_millions_of_units.29
Year 1
Year 2
Year 3
WearablesAre Already a Breaking Wave of New Mobility

6. Too often labeled as obstacle, rather than opportunity
“Chaos” Gets a Bum Rap
“No skill is more important
than the corporate capacity
to change per se. The most
urgent task is to learn to
welcome—beg for,
demand—innovation from
everyone.This is the
prerequisitefor continuous
improvement.” – Tom Peters

7. How Do You Engage Everyone?
“The game, called EteRNA, allows players
to remotely carry out real experiments to
verify their predictions of how RNA
molecules fold. The first big result: a study
published this week in the Proceedings of
the National Academy of Sciences,
bearing the names of more than 37,000
authors – only 10 of them professional
scientists.”
Connection is a capability
Collaboration is a process
Co-creation is an outcome

8. Pervasive Tech: Value for Field Service Applications
“Wearable technologies have
been found to boost
employee productivity by
8.5%, experts from
Goldsmiths, University of
London have found.”- gold.ac.uk
“Augmented reality apps like
Aurasma could help field
service organizations equip
techs in the field… product
information with the point of a
camera.” - thesmartvan.com
“In the next 3-5 years, the
industry likely to experience
the greatest benefit from
smartglasses is field service,
potentially increasing profits
by $1 billion annually.”– gartner.com

9. ​Old Customers:
• Limited knowledge of realitiesof risk
• Coarse pooling of risk based on gross and inaccurate data
• Limited opportunitiesforrisk diversification
​Connected Customers:
• Enormouslygreatervisibilityof comparablecustomers
• Real-time information available to all
• Superiordata trumps economyof scale
​Financial Services differentiate with:
• Exceptionaldomain-specificexpertise
• Superiorabilityto analyze (and price)risks
• Proven advantagein first-call responsiveness
Financial Services: Coming to Grips With Customer Control

10. ​Old Customers:
• The brand controls the messaging and definesthe offering
• Onlythe most informed customersbargainfrom knowledge
• Profit marginsopaqueto customers
​Connected Customers:
• The customer community becomes “the brand”
• Customerscan engage in real-timeresearchin-store
• Generics/“offbrands”compete with name brands
​Retailers and brand names differentiate with:
• Aspirationalimage and associations(e.g., BurberryWorld)
• Effective shiftof conversation from price to value
• Positioningas superiorsolution: customersGoogle the problem,not the product
Retail and CPG: Assume The Customer Knows Everything

11. ​Old Customers:
• Current researchand cost informationaccessible onlyto professionals
• Geographicmonopoliesof care providersand payment services
• Employer-paidgroup plans with coarse pooling of risk groups
​Connected Customers:
• Freedom to explore alternativetherapiesand providers
• Evermore individualizedknowledgeof health record and risk
• Given perfect knowledge, what is “insurance”?
​Health Services differentiatewith:
• Superior preventive and lifestyle counseling and assistance
• Pricing optionsreflecting broad range of customerpreference
• Leading-edgeadoption of informatics technologiesreducingnon-value-addingcosts
Health Care: Graying Societies in ACA (“Obamacare”) Era

12. Connection Is The Differentiating Asset
​Old Competitors:
• Recognizedby customersand prospectsas rival brands
• Defined bycomparablecapitalassetsand subject matterexpertise
• Biggerthreatenwith scale;Smallerthreaten with agility
​Connection Competitors:
• Discoveredby customersand prospectsas viral services
• Defying categorydefinitions with lifestyle positioning
• Empoweredby data across multiplespheresof behavior
​Who’s Your Competitor Now?
• If Google, Amazon, Walmart,PayPal,Square and eBay aren’t on the list…
…you need a wider and longer list

13. Connection Is The Differentiating Asset
​Old Competitors:
• Recognizedby customersand prospectsas rival brands
• Defined bycomparablecapitalassetsand subject matterexpertise
• Biggerthreatenwith scale;Smallerthreaten with agility
​Connection Competitors:
• Discoveredby customersand prospectsas viral services
• Defying categorydefinitions with lifestyle positioning
• Empoweredby data across multiplespheresof behavior
​Who’s Your Competitor Now?
• If Google, Amazon, Walmart,PayPal,Square and eBay aren’t on the list…
…you need a wider and longer list

14. How Will You Add Value in the Future of Enterprise IT?
​GenuineCustomer Focus
• Not customeras endpoint of siloed activities
• Services interactingwith single representations
Marketing
Sales
Shipping
Billing
Support

15. How Will You Add Value in the Future of Enterprise IT?
​GenuineCustomer Focus
• Not customeras endpoint of siloed activities, but services interactingwith single representations
• Sociallistening to understandthe group, but manifesting in 1:1 conversations atscale
​Awareness of the Environment
• Not merely discrete mobile devices,but
pervasive connectionto enable proactive engagement

16. How Will You Add Value in the Future of Enterprise IT?
​GenuineCustomer Focus
• Not customeras endpoint of siloed activities, but services interactingwith single representations
• Sociallistening to understandthe group, but manifesting in 1:1 conversations atscale
​Awareness of the Environment
• Not merely discrete mobile devices,but pervasiveconnectionto enable proactiveengagement
Analytics That Look Forward, Not Backward
• Instantaneousexploration of immense, heterogeneous data sets/streams – anywhere
• Integrated collaborationto turn "what happened?" into "what next?"

17. How Will You Add Value in the Future of Enterprise IT?
​GenuineCustomer Focus
• Not customeras endpoint of siloed activities, but services interactingwith single representations
• Sociallistening to understandthe group, but manifesting in 1:1 conversations atscale
​Awareness of the Environment
• Not merely discrete mobile devices,but pervasiveconnectionto enable proactiveengagement
Analytics That Look Forward, Not Backward
• Instantaneousexploration of immense, heterogeneous data sets/streams – anywhere
• Integrated collaborationto turn "what happened?" into "what next?"
Cloud-NativeThinking
• Deep-dyed trust as absolutenecessity
• Innovation at unprecedentedspeed
• Non-value-addingcomplexities?You have people for that.

18. Thank you
Peter Coffee
VP for Strategic Research
pcoffee@salesforce.com
@petercoffee
in/petercoffee
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