Future of service

1. The Future of Service Dreamforce 18’ Speakers: Bill Donlan, Dan Sweeney, Shaileen Patel, Johnny King

2. 2The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Smarter Services: Relevant Industries INDUSTRIAL MANUFACTURING CHEMICAL MEDICAL HOSPITALITY UTILITY TELECOM HIGH TECH AUTOMOTIVE GAS & OIL

3. 3The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 SLM Impacts Stakeholders Inside & Outside the Organization Service Provider Impacts • Better Manage Service Providers • Improve Supplier Quality • Reduce Cost/Time to Service • Improve Warranty Service • Reduce Product Issues Supplier Impacts • Improve Parts Sales • Optimize Part Availability • Improve Integrated Planning • Improve Supplier Performance • Reduce Warranty Claims Product Impacts • Comprehensive View of Product Condition/Use, including: • Location • Configuration • Usage • Potential Problems Customer Impacts • Better Manage Service Providers • Improve Supplier Quality • Reduce Cost/Time to Service • Improve Warranty Service • Reduce Product Issues Customer Service Lifecycle Management Product ENGR/MFGSuppliers – Parts Service Providers ENGR/MFG Impacts • Improve Product Function & Quality • Effectively Manage Current Specifications • Facilitate Design Issues to ENGR • Facilitate Production Issues to MFG • Facilitate Supplier Issues to Procurement

5. 5The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Services Enables Critical Loop Backs Engineering • Reduce NPI cycle time • Enhance current design MFG • Assembly improvements • Defect occurrence analysis Sourcing • Part performance & reliability • Failure modes Finance • Improved CSA performance Compliance • EHS & legal conformance Services • Response method & time • Resource/parts utilization Digital Thread: Depends on Service Supply Chain Manufacture Release to Manufacturing Blueprint Reliability & Maintenanc e Analysis Research & Design Product & Service Requirement Sales Availability Optimization Deliver, Install, & Commission Monitoring Preventative Maintenance Product Repair Service Planning Upgrade & Overhaul Asset Tracking & Mgmt Performance Mgmt PRODUCT Lifecycle Management SERVICE Lifecycle Management ASSET INVENTORY CUSTOMER MASTER CONTRACT INVENTORY

6. 6The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 L1: Material/Inventory Visibility (reactive) L2: Optimized Inventory, NCC Machines Using 3D Models L3: Controlled Processes, Linked to CoQ Metrics Engineering NPI Commercial Orders Sourcing Supply Chain L1: 3D E-BOM on Critical Parts/Drawings L2: 3D Parts w/ Full Model Definition L3: PLM w/E-BOM to M- BOM Linkage L1: CPQ Tool Covering Partial Portfolio L2: CPQ Tool Covering Portfolio Entitlement L3: CPQ Integrated to Factory Scheduling L1: X-GE Data Collection & Visibility L2: Harmonized Parts Data & Should Costing L3: Full DT Integration w/ Suppliers Services L1: Reactive + Component Focused L2: Proactive + Failure Mode Focused L3: Predictive + Root Cause + Mitigation DMI Design Source (OTR) MFG (OTR) ServiceITO CoQ Throughput MarginsThread is the compounding impact to product cost as you connect horizontally Capabilities L1:Basic–L3:Brilliant Metrics Digital Twin, & Analytics Digital Thread SolutionsPLM, ERP, CRM MES, QMS, FSA Systems $1B+Productivity&PotentialtoCommercialize Supplier Customer Digital Thread: “Digitizing Within, Connecting Across”

7. 7The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 INTRODUCTION TO SMART SERVICES Digital strategies in Smart Services are reordering value chains and creating new opportunities for Companies Digitization, mobile and Internet-of-Things (IOT) mediums are disrupting traditional service models; connected medical device assets More product companies, particularly in manufacturing, are moving to service business models (servitization); payment models for assets also changing (by the drink, etc.); service on one’s own and often one’s competitors products Product firms have an opportunity to drive revenue growth, profit margins & customer relevance… …by pursuing a digital strategy to provide Smart Services, anchored on Smart Products and a digitally enabled service staff CONTEXT Current Performance What is our current ‘digital performance’ e.g. in the context of the supply chain, organization and overall business model? KEY QUESTIONS Current Performance How well are we anticipating on future competitively differentiating digital capabilities? Current Performance What is our SPEED TO SUCCESS in ‘digital differentiation’? WHERE and HOW should we accelerate?

8. 8The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Maturity Levels Guideline Maturity Levels Technology Best-in-class functionality and value delivered for business capability Full integration with other lifecycle capabilities Level II Level III Level IV PD PD PD Process Organization Common, formal, automated process with extended enterprise Can measure and predict performance with use of standardized metrics Comprehensive cross-capability strategy in place Organization is optimized for and focused on continuous PD/PLM improvement Technology Delivers the full functionality of the business capability through integrated toolset Some integration with other business capabilities Process Organization Processes documented and followed Processes designed to facilitate standardization and reuse Organizational level process training Organization is structured to facilitate innovation and adoption of new technologies Technology Tools delivers some functionality for the business capability Capability less effective due to use of older methods/ practices/ tools Capability not integrated with other business capabilities Process Organization Formal process is defined Disconnected/manual process between enterprise domains Roles and Responsibilities are defined. Our capability maturity model defines four levels of sophistication which are used to baseline your product development capabilities and sub-capabilities. Level I PD Technology No capability present Limited toolset supporting very basic business capabilities Process Organization No cross-capability strategy in place Manual, disconnected process from rest of organization Roles and Responsibilities are not clearly defined. Lagging Leading Advanced Basic

9. 9The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Call Center of the Future - Functional External Sources Cloud Platform SLAs (Performance, Availability, Responsiveness, etc.) Loyalty Real Time Integration CRMComponents 360 Degree View 360 Degree View Automation Tools Validation RulesSecurityWorkflows Business Rules Audit Trail Booking Management Membership Management Tiers Guest Management Call Topic Management Enrollment Eligibility Management Entitlement Management Customer Activity Transaction Management Global Search Reports & Dashboards Multi-Channel Interactions SMS Chat Email WebPhone Data Lake Customer Master ERP/Res CTI/IVR Case Management Knowledge Management Opportunity Management Program Management Partner Agent/Agency Management Referral Management Big Data Ecosystem Insights Engine

10. 10The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 CRM Modernization As The Enabler For Knowing Your Customer Peer to peer social interaction including reviews and opinions are motivating purchasing decisions. Companies need to determine how to engage with their guests using social media. Offers and incentives must target customers effectively. Staff need real-time access to customer personalization details in order to engage accordingly. Understand your Customer preferences, shopping patterns, purchasing habits, etc… Integrate customer data management throughout the enterprise to market and service the customer appropriately. Learning About The Customer Channel Experience Personalized Interactions Social Media Engagement Customers want to choose how they engage. They expect seamless interaction across: staff supported, online and mobile channels. CRM

11. 11The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 CRM Modernization Supports 360 Degree View Of The Customer The 360 degree view of the customer provides a single, integrated view of guest information that can be used to help guide and drive specific business processes. Aggregates and maintains the knowledge about customer that leads to better sales execution and higher sales success. Interactions Profile Transactions Relationships Guest Interaction History across all Channels • Consolidated list of all past and present interactions between the organization and the Guest • Interactions include web site activity, Guest service calls, email communications, campaign history, etc... Customer Transactions • Consolidated list of financial related transactions for activities • Transaction data that includes sales, add on, spend amount and location Customer Relationships and Social Media • Relationships with social media outlets to understand customer interests and feedback • customer influences, associations and connections with the organization or other customers, prospects Customer Profile • Most up-to-date profile information that enables organizations to be in contact with the customer • Name, gender, birth date, address, phone, email, preferences

12. 12The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Call Center of the Future Call Center Website Marketing Emails SMS Mobile App Offers Insight Engine Segments/Journeys Reservation/ERP Data Lake CRM PMS/Other SMS Email Phone Chat Customer Information Purchase History Scheduled sales/marketing follow- ups Quote Follow up Cognitive Next Best Action Scoring/Queueing Suggestions Reserve activities Check In/announce Request information/knowledge Property Management/Asset Management Browser Portal/ Self-Service SMS Phone Chat Service BOTs Self-Service

13. 13The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Extended for Field Service & IoT Reservation /ERP Data Lake CRM PMS/Other Insight Engine Cognitive Next Best Action Scoring/Queueing Suggestions SMS Email Phone Chat Browser Service Request Work Order Mobile Application Work Order Dispatch Work Order Debrief Call Center Portal/Self-Service IOT Field Assets SAP Install base updates Labor, parts consumed, expense Assets Customers Inventory Pricing Mulesoft Alexa SMS Phone Chat Service BOTs Field Technician AR/VR Mulesoft Real-time asset data

14. 14The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 The Future of Service Demonstration Overview Asset Install Journey • Serialized inventory • Complex component hierarchies • Easy GPS • Part identification Customer Self-Service Journey • Real-time IoT • Customer view • Deflection • Self-scheduling • Contractor management Automated Dispatching Journey • Real-time IoT • Auto-entitlement • Auto-scheduling • Voice assistant • Customer view • Entitlement based usage and pricing • Integrated invoicing and consumption 01 02 03 of companies have AI on their agenda -Adobe 31% of digitally mature organizations have an AI strategy -Adobe 47% IoT devices by 2020 -Gartner 20b of enterprises will adopt IoT by 202 -Gartner 65%

15. 15The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 • Service Cloud • Field Service Lightning • Community Cloud • IoT Explorer • Einstein Bots • Einstein Vision Mulesoft AWS IoT Core AWS Kinesis AWS Lambda Amazon Alexa Odigo AR Core Salesforce Integrations & Custom The Future of Service Demonstration Products

16. 16The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 2. MQTT IoT data is transformed and packaged in AWS Kinesis 1. IoT devices generate data connected to AWS IoT Core IoT Integration Journey 3. IoT data is sent to Mulesoft via serverless AWS Lambda functions 4. Mulesoft integrates data and connects systems 6. IoT Explorer rules engine processes data for abnormal state 7. Based on condition cases/WOs created and customers notified 8. Technician pulls real-time asset, inventory, and pricing information 5. IoT data is logged in Elasticsearch NoSQL database for fast insights 9. SAP assets, inventory, and invoicing records updated upon WO closure

17. 17The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Asset Install Journey 1. Asset purchased and Serialized Inventory created 2. Asset Installation Work Order generated 3. Dispatcher schedules Work Order 4. Asset installed 5. Asset GPS updated 7. Technician identifies a part via Einstein Vision 8. Technician creates part request via FSL Mobile Mulesoft/SAP Salesforce FSL Resource System Dispatcher Customer 6. Mobile asset Hierarchy created

18. 18The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Automated Dispatching Journey 1. High priority error code thrown via IoT 2. Case created and auto-entitled 3. Work Order and Work Type automatically created 4. Work Order automatically scheduled to technician 7. Customer views Technician’s location 6. Technician asks Alexa for work description 5. Dispatcher verifies Entitlements 9. Entitlement- based service report generated 10. Technician completes Work Order and triggers Invoicing and Inventory consumption in SAP and FSL 8. Technician debriefs Work Order Mulesoft/SAP Salesforce FSL Resource System Dispatcher Customer

19. 19The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Customer Self-Service Journey 1. Low priority error code thrown via IoT 2. Customer notified 3. Customer logs into Community and checks faulty assets 4. Customer checks knowledge base 5. Customer schedules Work Order 7. Contractor technician debriefs Work Order 6. Contractor dispatcher assigns Work Order 5. Einstein bot deflects and creates case 6. Contractor technician accepts Work Order Mulesoft/SAP Salesforce FSL Resource System Dispatcher Customer

20. 20The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Odigo AR • AR steps for self- installation and autonomy • Material recognition • Technical sheet • Virtual guidance and cables for each connection

21. 21The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Odigo AR • Teleassistance with agent (audio & video) • The agent sees what your phone is filming • The agent can interact with your screen by writing, drawing and pointing areas of your router

22. 22The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved. Dreamforce | September, 2018 Agile Connections at Scale. Visit Us Booth #918 @ Expo Hall Retail Headliner @ Campground Manufacturing Lodge @ Intercontinental Hotel Website @ capgemini.com/partner/salesforce

23. A global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of 200,000 team members in over 40 countries. The Group reported 2017 global revenues of EUR 12.8 billion (about $14.4 billion USD at 2017 average rate). About Capgemini Learn more about us at www.capgemini.com This message is intended only for the person to whom it is addressed. If you are not the intended recipient, you are not authorized to read, print, retain, copy, disseminate, distribute, or use this message or any part thereof. If you receive this message in error, please notify the sender immediately and delete all copies of this message. This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2018 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini.