Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

SAPhybris: John Fisher & Brian Diehl

1,183 views

Published on

Join two SAP hybris execs who will explore the 10 stages of transforming your B2B organization to a digital business, based on their experiences implementing hybris commerce and other digital systems prior to joining SAP | hybris, when they were execs at Bobcat and Aramark. You will leave with a B2B e-commerce roadmap and best practices that you can apply immediately to your organization. Participants will also receive a complimentary copy of hybris’ 30-page guide “How to Transform Your Business for Omni-Channel Success.”

Published in: Software
  • Be the first to comment

SAPhybris: John Fisher & Brian Diehl

  1. 1. 10 Steps to B2B Digital Transformation BRIAN DIEHL B2B Industry Principal JOHN FISHER Global Head of Industry Marketing Game Plan B2B Conference October 2015
  2. 2. 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
  3. 3. 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
  4. 4. 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…
  5. 5. KEEP YOUR PHONES ON! You will be participating in Live Online Polls. To join, please text once: gameplan to 22333 Getting a Base Line
  6. 6. 1. Take Inventory 2. Vision & Goals
  7. 7. IS YOUR IT YOUR ANCHOR OR YOUR SAIL? ?#!
  8. 8. 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
  9. 9. 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
  10. 10. 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 To Join-Text Once: GAMEPLAN (one word) TO 22333 Text a Letter (A, B, C, D or E) to 22333:
  11. 11. Today in Room Forrester Survey
  12. 12. 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
  13. 13. 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
  14. 14. What’s the LEAST Digitally Visionary Travel Sector? A.  Airlines B.  Trains C.  Cruise Ship Companies D.  Major Hotel Chains Text a Letter (A, B, C, D or E) to 22333: To Join-Text Once: GAMEPLAN TO 22333
  15. 15. And the Winner is… Play video
  16. 16. If Amtrak can digitally transform…so can you
  17. 17. John & Brian’s Perspective Take-away: 1  Don’t underestimate Emotion 2  A clear vision unifies, communicates & excites
  18. 18. 3. Executive Alignment 4. Justification
  19. 19. Myth: LET A THOUSAND FLOWERS BLOOM; BOTTOM-UP ACTIVITY IS THE RIGHT WAY TO CHANGE.
  20. 20. Reality: TRANSFORMATION MUST BE LED FROM THE TOP.
  21. 21. 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).
  22. 22. “Gut Check” 3 Key Perspectives Side-by-side Executive Stakeholders IT Stakeholders LOB Stakeholders
  23. 23. 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
  24. 24. 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
  25. 25. There Must Be A Business Outcome Does it save time? Is it profitable / Does it make money? Does it differentiate / Solve a market problem?
  26. 26. It Must Improve How You Compete Product Price Service Quality Execution
  27. 27. 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 Text a Letter (A, B, C, D or E) to 22333: To Join-Text Once: GAMEPLAN TO 22333
  28. 28. Cost Savings 60% Match Competitors 55% Lifetime Value 64% Customer Expectations 74% Consistent Experience 65% Primary Business Drivers? Today in Room 2015 Forrester Survey
  29. 29. John & Brian’s Perspective Take-away: 1  Manage ALL stakeholders 2  Understand what your business values most
  30. 30. 5. Requirements Gathering Online ROI Calculator 6. Partner & Vendor Selection
  31. 31. Was that digital transformation? … or did we simply digitize?
  32. 32. 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
  33. 33. DIGITAL TRANSFORMATION IS NOT AN ONLINE STORE
  34. 34. VERY EXPENSIVE OLD PROCESSES New Technology Old Processes+
  35. 35. You Need Input & Feedback: Interview customers Interview Internal stakeholders Review the competition § RFP § Vendor Evaluation § Internal Justification
  36. 36. 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:
  37. 37. Inside- out, Outside-in
  38. 38. The Law Of Average WHO ME?
  39. 39. Managing Expectations 56 Br eaking 35 Bad
  40. 40. JUST BECAUSE YOU CAN, DOESN’T MEAN YOU SHOULD
  41. 41. Focus On The Future “I skate to where the puck is going to be, not where it has been.” – Wayne Gretzky
  42. 42. By The Way… YOUR ROI MIGHT BE “WRONG”, BUT…
  43. 43. COMMERCE ROI CALCULATOR Please use Chrome: www.hybris.com/roi-calc
  44. 44. 6. Partner & Vendor Selection
  45. 45. Businesses are Individuals, too
  46. 46. Get The “A” Team §  Take experience over technical knowledge §  Results vs. Procedural Excellence §  Understand why you need a Partner §  Strategy §  Implementation §  Support
  47. 47. 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
  48. 48. John & Brian’s Perspective Take-away: 1 Requirements: Less is more 2 Partners: The “Waterloo Moment”
  49. 49. 7. Planning & Team 8. Culture & Change
  50. 50. Understand Your Strengths & Weaknesses: •  Process & Policy maturity •  Change Management •  Team skillset •  Standards & Data Quality •  Executive Ownership •  Data & Functional Ownership Planning: Get Real & Be Honest
  51. 51. Pockets of Awesome
  52. 52. “TAKE ME TO YOUR LEADER” (x2)
  53. 53. “Culture eats strategy for Breakfast” – Peter Drucker
  54. 54. “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”
  55. 55. “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!
  56. 56. Change Management “We have met the enemy, and they are us.”
  57. 57. 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
  58. 58. 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
  59. 59. Do you have a “REAL” Change Management Plan? A.  Yes B.  Partial C.  No D.  Don’t Know / Not Sure Text a Letter (A, B, C or D) to 22333: To Join-Text Once: GAMEPLAN (one word) TO 22333
  60. 60. John & Brian’s Perspective Take-away: 1 Culture, Culture, Culture 2 Change Management
  61. 61. 9. Launch & Support 10. Iterate, Measure & Monitor
  62. 62. Launch And Learn WELL DONE IS BETTER THAN WELL SAID. – Benjamin Franklin
  63. 63. Approaching Launch CONDUCT SHOWCASES CELEBRATE BUGS DEDICATED “DEFECT TAKEDOWN” SPRINTS
  64. 64. JUST IN TIME TRAINING
  65. 65. 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
  66. 66. By The Way… YOU WILL GET BIGGER BEFORE YOU GET SMALLER
  67. 67. 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 Text a Letter (A, B, C, D or E) to 22333: To Join-Text Once: GAMEPLAN (one word) TO 22333
  68. 68. 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%
  69. 69. –Winston Churchill TO IMPROVE IS TO CHANGE, TO BE PERFECT IS TO CHANGE OFTEN

×