Industry solutions 2012 final

3,245 views

Published on

Strategy/training presentation for key industry solutions

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,245
On SlideShare
0
From Embeds
0
Number of Embeds
15
Actions
Shares
0
Downloads
168
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Industry solutions 2012 final

  1. 1. © © Copyright2011 Hewlett-Packard Development Company, L.P. The information INTERNAL USE Copyright 2011 Hewlett-Packard Development Company, L.P. HP contained herein is subject to change without notice. Confidentiality label goes hereONLY
  2. 2. What you will learn today?1. IPG‘s Vertical approach2. What are we selling?3. Who is the ideal customer?4. What is the typical sales process?5. Where do I go for more information and help? © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  3. 3. IPG Focused Vertical Approach1. Choose vertical industries2. Indentify document centric business problems with greatest pain3. Define solutions for the customer‘s specific business processes4. Define a common solutions framework (reference architecture) to address most needs © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  4. 4. Market opportunity by industry 3X $58.8B IPG TAM for document management solutions including hardware, software, and services $63.9B (Office 52%, Commercial 25%, Production 23%) Source: HP internal data; *Timing of market opportunity as well as geographical position/strengths if IPG in public sector need to be evaluated in detail © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  5. 5. Banking & Mnfg. Healthcare Govt. Education Retail Utilities Media Insurance Loan Product Patient care Governme Student Supplies Service On demand applications lifecycle documentation nt Records distribution Tracking printing and $2000M Mgmt. $585M Contract Mgmt. and Inventory $158M publishing $132M Bids and $291M $158 $190M Awards $456M Insurance Product Patient Records Mgt Cost On Demand Billing and Customer Digital Rights Policy design $468M Containment Printing of Invoicing Billing Mgmt. Issuance $110M (Capture is minimal) $365M Course materials $78M $78M $70M $850M $291M Compliance Supplier Patient Government Student Marketing Customer Subscriber $210M Relationship admissions Constituent records Collateral Supplier Processing Manageme $351M $274M admissions $38M Contract $60M nt solution Management $66M $182M $38M Contracts $138M Insurance Claims Processing $200M Invoice Processing $12,500M (+Retail, +CME) New Account Opening $300M (+CME, Insurance Policy Issuance $850M, Patient Admissions $351M, Student Admissions $182M) Smart Marketing Suite $11,000M Existing solutions Solutions to be defined Source: McKinsey, InfoTrendsThe $ amounts includes SW (Capture, forms Automation, Workflow and Document Mgmt.), HW (SFP, MFP andscanners), system integration services, and custom web front end development.
  6. 6. Savings from MPS allows customers to investOpportunity to improve document centric business processes FOCUS ON COSTS FOCUS ON GROWTH ―Whereas 201 was a 1 MPS DOCUMENT CENTRIC stabilization year for corporate WORKFLOWS America, 2012 will be a year of investing in laying the foundation for growth,‖ says PEAK Mark Spelman, global head of strategy at Accenture, a ECONOMY consultancy. That is likely to mean tapping into some of the TROUGH mountains of cash that 2012/2013 American firms have accumulated over the past few CONTRACTION EXPANSION years. TIME Source: Economist © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  7. 7. Ideal Customer Profile Key targets for Document Workflow Integration Services Enterprise activity to look for:  Lines of Businesses that manage Streamline their paper based workflows. document centric processes. Reduce:  Desire to automate, looking for significant improvements. • Time to money. Shorten the time to complete  Pre-existing investments in document the business process processing hardware • Headcount. • Cost of processing. Content management behavior to • Better Return on Assets look for: • Print and related document management costs  Content spread across disparate Drive continuous process improvements through systems that is both complex and costly to access and manage business analytics, monitoring and reporting.  Difficulty managing regulations in Demand for instant access to documents and document management & electronic content. discovery  Current approach to direct marketing Ensure data security & regulatory compliance. is "one-size fits all" (e.g. relies largely Improve customer messaging and experience. on generic, pre-printed document inserts, etc.)7 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  8. 8. SEAMLESSLY flow information through bottlenecks Healthcare Publishing Education Insurance Retail FSI Solution Partners / System Integrators 2011 2012 scan-enabled business devices SMBs & Enterprises IPG on/ IPG on/off-ramp off-ramp seamless, secure, context-aware experiences Ad agencies Print Service Providers Publishers Content owners Profitability Better RoA Customer Retention Revenue Growth Time to Money Improving Business Outcomes © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  9. 9. Typical Challenges in a DocumentIntensive Environment © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 9 July 2011
  10. 10. Document Process – Future StateFuture State © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 10 July 2011
  11. 11. Office & Workflow Document DigitizationA pre-integrated stack of HP and Partner products to help optimize the document lifecycleCreate / Digitize: Authenticate:Create Digitally, Scan & OCR Identify, Tag, SecuritySmart document design &Integration Content Classification, federationwith business applications : Conversion frompaper, audio, video & Tracking: Policy enforcement over unstructured content PD ENTERPRISE Digitization workflow CONNECTORS Graphical workflow modeling and approvals Connectors to enterprise databases and applications (IDOL) Store/Analytics/ECM:Off-ramp: HP Cloud Storage Serv. Repository Workflow process reviewPrint, Publish-to-web ECM, Search & Analytics, Digital Iron MountainMulti-channel delivery Records RetentionOptimized multi-channel messagingand offers © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 11 July 2011
  12. 12. DWIS Reference Architecture builds on theDocument Digitization Workflow © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 12 July 2011
  13. 13. Business Value Framework ULTIMATE BUSINESS GOAL SHAREHOLDER VALUE Grow our business Improve Customer Loyalty Become leading U.S. P&C Reinvent Protection & Retirement Executive KPI Insurer in U.S. in 10 years for the Consumer Customer satisfaction Reduce Operating Expenses Improve Book Value (Direction) Grow Premium 100% Measure (TBD) Intent to renew Operating Margin (TBD) (TBD) Willingness to refer Improve share 810 pts. Core Financial KPI REVENUE COST CAPITAL (Direction) 7% annual growth (Required to achieve #1) (Reduce Operating Expenses TBD) (Increase Shareholder Equity, TBD) Business Initiatives Sales and 2011+ Customer Reinvent Agency and Next Infrastructure My Network Marketing Data Center (Strategy, Priority Growth Focused Products and Direct Channel Information Generation Services Cons Desktop Language) Initiatives Reinvention Services Performance Claims Transformation (Thin Client) Strategy • Improve Combined Ratio • Increase Virtualization (~50%) • Increase Customer Retention (TBD) • Improve Expense Ratio • Reduce IT Op Expense (TBD) • Increase Auto/Property Premiums (7%/year) • Improve Claims Ratio • Automate IT Services/Ops (TBD) • Increase Allstate Financial Revenue (TBD) • Improve Customer SetClaims • Reduce IT Labor Costs (TBD) Operating KPIs • Reduce Desktop Costs (TBD) Process/Function • Product Management • Insurance Ops & Customer Service • Application Consolidation (TBD) • Sales (Agency/Direct) • Claims Management • Reduce Networking Costs (TBD) • Marketing • Policy Administration • Customer Service • Underwriting/Risk Management • IT/Infrastructure and Application Services ―HP One to One Insurance‖ HP ―Instant On‖ Enterprise ―HP Flex IT for Insurance‖ • HP Business Intelligence Solutions • HP Software/BTO (Automation) • Application Transformation • HP Exstream/ Multi Channel - • HP ConvergedInfrastructure • Converged Infrastructure HP Solution • HP ES App ServicesApp/Portal Development – Text • HP TS Consulting/Support Text • Enterprise Security Text Initiatives • HP Software: BTO (Quality) • HP Networking / Services • Information Optimization • HP Insurance Industry Solutions • Hybrid Delivery • HP ES App Services ( ITO, BPO Modernize), • HP Policy Accelerator • HP Thin Client / • IPG Dynamic Marketing / Publishing • IPG –MES/Managed Print Services © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  14. 14. Consultative sales engagement EB AGM IPG ACCOUNT MANAGER RESULTS TECHNICAL SERVICE BUSINESS PROCESS A leading MPS CONSULTANT CONSULTANT provider8 of top 10 CONSULTANT Insurance companies useIPG services and solutions — +$8B in TCV7 of top 10 —Healthcare companies useIPG services and solutions 23B Pages under contract Conduct a program Perform an Optimize or workshop assessment results © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  15. 15. Document Workflow Integration Services Framework Document Process Invoice Processing Solution Optimization Claims Processing Solution • Improve process efficiency & meet compliance needs • Process improvement bringing cost • Lower operating costs through Cloud up to $15-20 per claim saving solution • On-demand document retrieval for Workflow Technology quicker approvals • Gain 2-3% early payment discount Roadmap • Straight through processingpprovers Product Evaluations & POC Document Workflow Industry Solutions Product Assessment Implementation MphasiS/HP Labs Industrie s Bankin Insuranc Manufacturin Retai Public Sector CME Educatio Healthcar Transportatio g e g l n e n Enterprise Industry Global Intellectual Architecture Expertise © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Delivery Property contained herein is subject to change without notice. Confidentiality label goes here 15 July 2011
  16. 16. More information http://intranet.hp.com/ipg/ww/GblEntBuss/VerticalSolutions/Pages/home.aspx © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  17. 17. Dashboard to track your Funnel and Wins/Losses Business Questions Addressed: • Am I winning more opportunities? • Who are my top customers? (top deals by Data Filters: deal value) • View by region: WW, AMS, EMEA and • Is the average deal size of won deals APJ increasing over time? • Is the average deal size of lost deals • View by industry and sub-vertical: includes decreasing over time? all as in the Vertical Hierarchy • Why are we winning deals? Against whom are we winning? • View by Product Line: includes select IWS, LES, GSB and MES product lines • Why are we losing deals? Against whom are we losing? Other Details: • Tool is Access-based with an Excel front- end • Data will be refreshed once every month • Tool will be available on a shared drive fileshares.corp.hp.comgroupsIP © Copyright 2011 Hewlett-Packard Development Company, L.P. The information GFunnel contained herein is subject to change without notice. Confidentiality label goes here
  18. 18. How to Download the Tool Click Run on Start Menu Paste Shared Drive link – (URL) fileshares.corp.hp.comgroupsIPGFunnel Click Ok Once folder is open, double-click on MES Funnel Tool zip file Select all files Click on extract Save to C drive on desktop Close Shared Drive window Go to file location on desktop Open *only* excel file Once Excel file opened, on top below taskbar, click on ―Options‖ Select ―Enable this Content‖ Click Ok Get Started  © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  19. 19. Who can help? IPG MES Industry ExpertsMarket DevelopmentConsultants. Over 250 years of Vice Presidentcombined experience. Market Development John Tomesco John.Tomesco@hp.com Executive Assistant Lindsey Stratton 858.655.3434 Commercial & Service to Enterprise Solutions Pub Sector & Healthcare Services Industries Strategist Peggy Dunlea TBD Akila Kumar Peggy.Dunlea@hp.com @hp.com akila.kumar@hp.com 832.878.2146 408.223.8217 Asst., LeeAnn McBath Asst., LeeAnn McBath 208.396.2806 208.396.2806 MDC – Financial Services MDC – Process Mfg, MDC – Communications, MDC - Defense & Security MDC -- Government MDC – Healthcare Solutions Business Mgr Utilities/Energy Media & Entertainment Agencies Elisabeth Rochman Randy Hickel Joe Wagle Robert Penrod Eileen Griffee Alan Saxton Elisabeth.Rochman@hp.com Randy.Hickel@hp.com Joe.Wagle@hp.com Robert.Penrod@hp.com Eileen.Griffee@hp.com Alan.Saxton@hp.com 410.919.7370 510.693.6721 +41 79 8282832 917.975.8133 301.874.1779 208.599.5994 MDC – Healthcare MDC – EMEA Sales/ MDC - Public Sector MDC – Government MDC – Retail Banking MDC – Discrete Mfg Valeria Phillips Gary L. Rodgers Laurie Eldridge- Chuck Gowin Marie-Amélie Masnou Dev/Market Support Valeria.Phillips@hp.com Gary.Rodgers@hp.com Shanaman Chuck.Gowin@hp.com Marie-Amélie.Masnou@hp.com Valérie Da Fonseca 856.308.7799 765.520.6267 Laurie.Eldridge@hp.com +49.162.289.7745 Valérie.Da-Fonseca@hp.com 813.454.3801 610.850.1237 +34. 616.181.980 MDC – Retail-CPG- Distribution Marc Monsonego Marc.Monsonego@hp.com +521.555.4329950 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  20. 20. Account opening accelerator forcommunications, media andentertainmentEileen Griffee1 October 201 1 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  21. 21. Agenda • Business Problem Definition • Target Customer Profile • Business Process – High Level Flow (Reference architecture) • High Level Solution • Solutions Offer/Pricing • Value Proposition (HP Assets and Differentiation) • Market Opportunity • Competitive Landscape and HP Differentiation • Existing Customer Footprint • Revenue Potential21 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  22. 22. Business problem definitionWhat service providers are looking for – Transform customerexperiences though enhanced service delivery • Manually processing documentation resulting from subscriber services (contracts – activation and changes, communications, etc.) creates significant issues with the customer experience, enterprise information management, security programs and employee resources. – Effort required by store reps, customer service, and call center associates reduces time spent with customers, more time handling paper/less time serving customers – Exposure to security risks due to content that includes confidential information – Storage - inability to access information in future (across retail environment and from storage location) and costs – Deliver content in the manner/platform customers request – Speed time to revenue – account activation required before billing begins • Must continue to invest in technology to stay ahead of the competition but must also balance with the business organization‘s strategic goals such as enhancing company and employee productivity and improving the use of company assets. • Processing paperwork from internal operations and customer interactions must be processed and archived in a manner that enables data compilation and easy access for future information searches. • Must be vigilant and protect private information conveyed at all points through a converged communications network • Must address document retention and compliance - automated tracking provides the comprehensive audit trails needed for Sarbanes-Oxley, HIPAA, and other regulatory/compliance requirements22 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  23. 23. Business problem: Account Opening challenges Good customer service reduces churn • The customers‘ experience in the retail environment needs to be the best – from opening an account to reviewing handsets • Technology is no longer a barrier – customers can easily move to another service provider with comparable devices and services • Faster and easier access to information is required It takes too long • The process on average could take 57 minutes which impacts the number of customers each retail associate can serve • Waiting customers leave the store and may go to the competitor • Faster time to contract charging* Contracts contain confidential information • Customer contracts contain confidential information which must be stored securely – storage of the contract documents are often unsecured • Compromised customer information can lead to significant legal issues and resulting costs It costs too much • Storage costs are high (delivery, retrieval and long term storage) • Corporate initiatives to reduce operating expenses • Printing volumes and costs are high Customer contracts cannot be viewed across retail organization • If a customer visits a retail location to ask a question, it is likely their contract will not be able to be viewed by another retail location • Other retail locations must fax customer contract to shop customer is visiting • Many service providers ask customers to come back at a later time or date to answer question Manual processes for audit and tracking • Daily audit of sales contracts, discounts, promotions, etc. lead to reduced time on sales floor and manual exception processing *if mobile providers cannot begin charging until the paperwork is received in system23 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  24. 24. Target customer profile CEO, COO COO, Business Director of Retail Operations Operations ―We need to improve our customer ―It‘s more than reducing costs – it‘s ―We need to provide the best customer experience while we reduce linking across and automating business experience from the moment they walk operations costs, reduce complexity processes and improving the customer in the store until the time they leave.‖ and the impact on environment.‖ experience‖ Director of Director of Corporate Retail Marketing Counsel Information Media/Library Technology Heads ―We need to reliably support our ―Using our business output to provide a ―Our customers entrust us with their customers and provide the best service the best customer experience and to information. Also, compliance is not and support to our internal and support our customers with a an option and requires security and external customers. personalized user experience. tracking of critical information.‖24 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  25. 25. How do I target the right customers?What accounts should I focus on? Service providers (telecom, wireless and cable)How do I contact the LOB? • Determine the organization driving the retail operations and then ask for sponsorship into a meeting. • If you‘re not sure of the name of the organization, check the careers/jobs web site for the customer. See next slide for who to call on and questions to ask.Building a bigger story. . . • Account Opening Accelerator can be part of a larger initiative they have: – Retail operations efficiencies – ensuring retail associates spend time with customers not involved in back office processes – Improving the customer experience – CRM – using customer data to create targeted communications – Records retention - ensuring that they have appropriate documents available or destroyed – Information lifecycle management – Information security – reducing the risk of exposure of customer information – Compliance - ensure that they are in compliance with local industry regulations • Additional uses: Account Opening Accelerator can also be used for back office processes - HR paperwork, inventory documents, sales reports © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained25 2/16/2012 HP Confidential herein is subject to change without notice. Confidentiality label goes here
  26. 26. How do I sell the solution to the LOB?Who to call on/Questions to ask • Ask for a tour of a retail store. • Director of Retail • What is the process for opening an Operations account or adding a new service? • What type of forms are required? • Director of Retail • Do you need a copy of the Marketing Operations customer‘s license, credit card, etc.? • What type of documentation do you • Director of Retail Sales provide to the customer? Coverage • Divisional Retail maps, terms and conditions, rates, additional services available? Manager • How are the forms processed after • Director of Retail IT the customer leaves the store? • How are the documents stored? • How long are they stored on site? • Is there an off site records repository? • How are they moved to the records repository? © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained26 2/16/2012 HP Confidential herein is subject to change without notice. Confidentiality label goes here
  27. 27. Before After• time spent w/customer • improve customer experience• time spent processing paperwork (reduce churn) (store manager and store rep) • increase number of customers• storage costs served • reduce printing costs• risks associated w/unsecure customer info • eliminate storage costs• contract fraud • reduce carbon footprint• inability to attach new svcs to • secure information existing contract • contract/sales audit• inability to locate contract • central repository lookup for information beyond store services – contract available to mktg, call center, sales, etc.
  28. 28. Detailed process steps(1) Sales rep types in customer / contract information using HP Exstream Live connected to xxx CRM system.(2) Copy of customer identification may be required.(3) Customers reads the contract and signs it electronically using an eSignature pad or sales associate prints contract and customer signs contract.(4) If there is a signed document, the sales rep scans the signature page and any other pages that must be maintained for their files. The customer leaves with the hard copy and the service provider has the scanned image of the contract.(5) Image of signed contract is pushed to xxx CRM system with all the customer information captured by HP Exstream Live.(6) An email is sent to the customer through HP Exstream Live with a pdf version of the contract attached.(7) A copy of the contract is sent to SharePoint for archiving with relevant indexes.(8) Sales rep scans required documents (ID, bank statements…) using MFP. A cover sheet is printed with a unique ID (barcode) referring to the contract (or sales rep types in the contract ID on the control panel) for matching with Contract into SharePoint . 28
  29. 29. Account opening for CME workflowBefore HP HIGHLY PAPER-BASED PROCESS NEGATIVELY IMPACTS CUSTOMER SERVICE and can pose significant costs and risks associated with unsecure information.Customer provides Retail associate Customer Retail associate Customer receives information scans and copies signs documents prints multiple copies hard copy of required documents for record-keeping contract $70K PER YEAR 13 $2.34 Total costs (Off-site storage) Total pages printed Total page dollars/contract $ $ Service event requires retrieval of contract Off-site archive Courier to archive In-store storage from off-site and physical transport back to store
  30. 30. Current state process workflowCustomer experience and cost per gross add(current overall process cost) $300 to $400/customer Avg transaction 57 Significant minutes Print volume from contracts Reduce environmental impact through reduced pages Reduce risk of exposure to loss of confid info Approx 1 hr/day per Reduce store storage Required for sales costs audit Reduce environmental impact by Improve overall eliminating customer experience storage trips = increased revenue and reduce churn Black line = in store contract process Red Line = process to retrieve contract30 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  31. 31. Value propositionSuggested offer addresses key pain points in the current process Service Provider Financial Efficiency Cost Savings Market visibilityFROM current state… HP offer details • Ability to offer completely paperless• Multiple copies of contract • Contract copies printed and • Cost to acquire a customer – • Revenue vs. CPGA contract process. printed and stored manually stored in retail environment by Cost per Gross Add (CPGA) sales associate under scrutiny • Controlling operating • After data is captured in contract, copy• Service providers deal with expenses to enable improved of proof of identification may be paper based processes for • Fax copies to review contract • Operating expenses are technology and services required. Ability to capture and route customer transactions and originated in different store unknown and out of control internal processes in the retail (printing, off site storage) • Reduced opportunity for fraud proof of identity – license, passport or environment • Manual document based bank statement into customer processes are inefficient, database. No hard copy doc to store increase exposure to security or expose to loss. risk, labor intensive and reduce time spent • No need for any documents or w/customers signature to be retained or archived (subject to legal approval).TO future state… • After signature, customers may want an electronic copy of agreement or• Improved customer • Process automation • Reduced costs (printing, • Lower churn rate drives experience, reduced churn storage/retrieval) improved revenue and small % will request hard copy. • Efficient end-to-end processes increased margin • Provide real time search and retrieval• Decreased risk of exposure of resulting in improved • Increased productivity and to speed up customer service across all secure information operation, increases the reduced CPGA • Fast, transparent and number of customers served auditable processes resulting touch points. Ability for customers,• Reduce issues with • Potential for faster time to in confidence, satisfaction, other stores, mktg and call center reps compliance audits • Ability to view contract - real market low customer churn and to view agreements on-line. time search and retrieval to increasing revenues• Ability to create targeted improve customer experience • Reduced carbon footprint • Store copies may be missing or customer communications across organization incomplete • Store copies are subject to theft, fire, or flood. • Daily audit by mgmt of contract Offer addresses key pain points and presents opportunity to improve customer experience, reduce and improve multiple transactions automated with electronic aspects of CPGA and reduce churn. contracts SOURCE: Customer interviews, JD Power, team analysis © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  32. 32. Account opening for CME workflowAfter HP Account Opening Accelerator AUTOMATED PROCESS IMPROVES THE CUSTOMER EXPERIENCE and can reduce costs, administration time, security risks, and carbon footprint. Mail E-mail WebCustomer provides Retail associate Customer signs CUSTOMER DATABASE MULTI-CHANNEL information scans proof of ID signature pad; wet DELIVERY if required signature if required. Contract delivered to customer platform of choice 75% REDUCTION IN STORAGE COSTS 0 PAGES PRINTED Documents delivered via email, internet portal, etc. ELECTRONIC ARCHIVE Contract image (not just data) accessible to other retail locations, marketing, customer service, and call >$2M SAVINGS centers for services FOR 1M NEW CONTRACTS
  33. 33. Future state – Hybrid process workflowImproved customer experience, reduced churn and Cost per GrossAdd (current overall process cost) reduced by $3.5 mil* Streamlined process enables retail associates to spend less time on processing contract and more time on educating customer or enables them to move on to next customer. 57 min/trans 5 min saved/trans x 1mil trans/yr = over 83K hrs 83K hrs = over $955K labor or 1,456 addl trans Reduced printing costs by >60% $324K for 1 mil/yr Eliminating paper contracts eliminates (sm % of customers still request risk and loss of confidential information paper contracts but none required on site. by store.) Millions saved from lack of data HP Capture breach software 100% improvement Reduce time for audit of daily transactions by at least 50% 30 min/day per store, 360 days/100 stores = 18K hrs saved or over $207K labor HP Exstream Eliminating need for off site storage. $77K for 100 stores - 100% savings Significant reduction in opex and impact Electronic contracts enable on the environment (no wkly/monthly pickup) access to contract by all retail outlets, 100% improvement call centers and marketing and reduces requirements for fax 5% of contracts/1 hr per = $575K/labor Eliminates contract retrieval cost .46 and 100% reduction in fax usage for sharing info Dotted line = adding the barcode or metadata via enterprise or Exstream Blue line = process to retrieve contract from external storage provider Black line = in store contract process *based on 1 mil contracts © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  34. 34. High level solution –Account opening accelerator for CME © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  35. 35. Business process – High level flow Manage Operational Business Activity SLA tracking/ Dashboard BI Analytics Data store Monitoring Op. monitoring Retail Operations Notify Real-time analyzed data Real-time data Retail associate Channels Capture Validate Collaborate Integrate Customer Back-end Systems Format Workflow Real-time Scanning Verification management Integration EDI* ERP Image Backend Queue Batch Enhancement Validation management Integration CRM Variable Adapter Legacy Data extraction Data Enrichment Document printing factory Fax Others Process Specific Applications Mail Shared services Corporate HQ IT Document Operational Security Reporting tool Audit Trail Utilities Data storage Management © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  36. 36. Savings per contractCurrent average CPGA = $300Savings and new average cost = $297Total $ savings over 1 mil contracts = $3.5 milType of savings Cost per contractReduced print costs .32Reduced storage costs .31Reduced contract retrieval .46Reduced fax costs .07Subtotal hard costs 1.16Reduced labor cost for contract/document retrieval .57Reduced time per transaction .96Reduced labor for audit .82Total 3.51 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  37. 37. Creating the ROIElements Input Data Input variables Input valuesNo Of Stores 400No Of Contracts 1000000Average Pages Per Contract 3No of Boxes per Month Per Store 3% of Contracts Retrieved 5%No Of Working Days 312No of contracts per store per day 10 Fixed Data Fixed variables Fixed valuesCost per page $0.18Cost per Pick Up $2.01New contract Archiving per Box $19.56Time Taken per retrieval (Hrs) 1labor cost of an average retail associate ($) $11.51Contract Retrieval fee $9.2Fax line Cost reduction $180Time per transaction (mins) 57Reduction in time (mins) 5Time taken For Audit (mins) 30Average Week 6Reduction in Contract Printing 60% © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  38. 38. Creating the ROI (cont’d)Results Particulars $ SavingsReduced/Eliminated Printing Costs $324,000Reduced Storage Costs $310,608Reduced Time and Cost per Contract retrieved $1,035,500a) Labor Savings $575,500b) Contract Retrieval fee Savings $460,000Fax line Cost Reduction $72,000Reduced Time Per transaction $959,167Auditing Savings $718,224Total $ savings per Million contracts $3,419,499 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  39. 39. Impact areasDescription Impact Hard Soft Customer Cost Cost ExperienceCustomers• Unable to view agreements on-line X• Unable to view agreement at other stores XOperations• Printing (paper, toner, maintenance, downtime) X X X• Delivery of agreements to Iron Mountain X X• Retrieval of agreements from Iron Mountain X X X• Too-frequent printer failures may create sales bottlenecks in stores during periods of peak volume X X X• Inefficient process for viewing agreements archived at Iron Mountain X X• Inconsistent processes in place for retention of agreements within stores X X X• Ability to complete a sales transaction without printing store copy or obtaining customer signature X X © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  40. 40. Impact Areas (cont’d)Description Impact Hard Soft Customer Cost Cost ExperienceCall Centers• Unable to view agreements on-line to resolve customer disputes X• Refer customers to stores to obtain a copy of the agreement X X• Increases time and expense for dispute resolution X XSecurity• Agreements with sensitive information in back office and mall storage areas X• No disaster recovery if copies (in-store, in-mall, or at Iron Mountain) are destroyed by fire or flood XSales & Marketing• Customer experience varies by store X• Competitors offer paperless agreements XStore Management• Spend time daily reviewing 100% of agreements even if not all have exceptions X• Storage of agreements could be used for marketing materials or additional product X © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  41. 41. Account opening accelerator for service providersTotal first year cost per 100 stores - $977,955 Devices all extensible MFP‗sMPS - 2 MFPs x 100 stores = $194,370 Software HP Exstream Content Capture OCR or OmTool Management tools/Composition engines or Hyland Exstream or NuanceKofax Capture License for 2 MFPs x 100 stores = $264,868 and $250,000 Exstream Services & Support • Assess it • Design it • Implement it • Keep it runningKofax Capture Support/Service $66,217 + Exstream $52,500 support + $150,000 services © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  42. 42. Value propositionService provider economics: Offer presents a $1.5 M opportunity Economics for service provider (cost per gross add) 300 Key assumption: 3 HP can capture half of savings through 200 paperless contracts. 300 297 100 0 Current cost per Value released by Future cost per gross add offer gross add Account opportunity ($ 5MM for 400 stores) 300 297 200 300 1.5m 100 3 1.5m 0 Total cost per Spend not Spend addressed by Value released to Revenue opportunity 1 2 2 contract addressed by offer offer customer = 400 stores 1. 1m in Europe net adds contracts net adds in 2010 2. Spend on non-document processing activities SOURCE: customer data, industry analysis42 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  43. 43. Market opportunity:Service provider industry analysisBusiness imperatives for service providers, challenging retailoperations and contract process• Cost reduction initiatives – Operating expenses are continually being cut to provide funding to improve infrastructure, services, content, customer experience, etc.• Customers require personalized experience – customers expect information and content to be delivered in the manner they request• Tightening operating expenses- Increasing competition limits revenue, so the Cost Per Gross Add and Cash Cost per User are under scrutiny• Provide Best Customer Experience- new technologies enable customers to move from one provider to another if they don‘t receive the best customer experience All of these imperatives point to a simultaneous focus on improving the customer experience, transforming the infrastructure and improving efficiency © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  44. 44. Business case for HP Account OpeningAccelerator/Paperless ContractsImprove customer experience—reduce operating expenses Eliminate or reduce paperwork required for new account opening process and storage requirements for paperwork Enable sales associate to increase customer interaction relevant to smartphone features by reducing time for contract transaction Reduce exposure to security risk through unsecured customer information Reduce printing and storage costs Reduce environmental impact through reduced printing and pick ups by off site storage provider Auto create personalized welcome kit and deliver customer information in their chosen delivery method Improve time to revenue Reducing overall operating expenses due to reduction in CPGA = significant savings © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  45. 45. Account Opening Accelerator for CMEBefore After•time spent w/customer •improve customer experience (reduce churn)•time spent processing paperwork (store •increase number of customers servedmanager and store rep) •reduce printing costs•storage costs •eliminate storage costs•risks associated w/unsecure customer info •reduce carbon footprint•contract fraud •secure information•inability to attach new svcs to existing •contract/sales auditcontract •central repository lookup for services –•inability to locate contract information contract available to mktg, call center, sales,beyond store etc.© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject to change without notice. Confidentiality label goes here
  46. 46. Customer – Telefonica O2 Account Opening Accelerator - paperless contractprocessing (first step - deploying mfp’s, next steps planned) (4) Electronic version of(1) Data entry into AOA (2) Electronic signed contract sent via Module signature of email to customer the contract captured by AOA (5) Electronic archiving of contract in SharePoint (3) Image of signed contract + contract information O2 (6) Scanning of required attachments sent to CRM (ID, bank statement…) archived into CRM SharePoint (attached to the contract) © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  47. 47. Communications, Media and Entertainment SnapshotCM&E• 1800+ Application Services team focused on Telecom and related technologies (3200+ in BPO)• 700+ BPO FTEs providing end to end services to the client• Key Support for Network and Business Applications for a couple of leading US CSP‘s with an 15:85 on/off mix• Servicing CSPs, OEMs and M&E clients in EMEA, APAC and Americas• Trained and certified Telecom professionals• Applications Services across the Telecom Applications Map• Over 10+ years of service excellence across clients OSS BSS BPO M&E• Application development and • Supporting mission Critical • Supporting Wired Line, • Content Production maintenance Services • Content Management Billing applications both retail Wireless and Cable• Fraud Management & Service and wholesale systems • Providing end to end services • Content Distribution Assurance - COTS platform enhancements and support • Application Development and from new customer acquisition • Editorial Services Maintenance for Convergent to servicing through multiple • Entertainment Experience• Network Management Mediation COTS Platform channels Management• Supporting critical Provisioning • Market Research and service fulfillment systems • Systems Integration • Data migration and transition of • Media Monitoring &• Supporting critical Order management systems a critical billing system Analysis Differentiated Value Prop • Large transformation program/ project management capabilitych • Excellent understanding of CME customer needs and domain gained through experience servicing customers across the globe • Innovative service delivery set with a focus on operational efficiency, delivery excellence and a cost effective 80/20 offshore/onshore model • Expertise in Agile Factory model • Blend of domain/technology expertise in packaged/custom apps, systems integration, self-service portals/content management 47 and testing leading to an improved customer experience 2/16/2 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 012

×