1. © 2013 IBM Corporation
Hvordan tenke fremtidens handleopplevelse:
Kundeforhold, loyalitet og hvordan utnytte sosiale
medier

2. 2 © 2009 IBM Corporation2 © 2013 IBM Corporation
Agenda
• Smarter analytics and Smarter Commerce overview
• References
• Q & A

3. 3 © 2009 IBM Corporation3 © 2013 IBM Corporation
Buy Market Sell Service
CORE BUSINESS SOLUTIONS
• Cross-Channel Selling
• Customer-centric
Shopping Experience
• B2C/B2B Storefronts
• Precision Marketing
• Guided Selling
• Product Configuration
Coremetrics
• Analytics & Reporting
• Segmentation
• Search Optimization
• Order Management
• Configuration, Pricing, Quoting
• Multi-vendor catalog
• Warehouse Management
• Transportation Management
• Supply Chain Visibility
• B2B Integration
• Resource Mgmt
• Campaign Mgmt
• Marketing execution
• Performance
• Analysis
• Network Optimization
• Transportation
Optimization
Sterling Commerce
• Transportation Management
• Supply Chain Visibility
• B2B Integration
• Supplier Portal Vendor Compliance
ILOG Supply Chain
• Product Optimization
• Inventory Optimization
Retail Store Solutions
• Retail POS Solutions
• Self-Service Portal/Kiosk
• POS Applications
• Delivery & service
Scheduling
• Reverse Logistics
• Case Design, Run-time, Analytics
• Collaboration
• Rules & Events
• Service messaging
• Notifications
CUSTOMER INSIGHT SOLUTIONS
• Spend Analysis
• Sourcing
• Contract Management
• Supplier Lifecycle Management
• Category Compliance Management
• Price, Promotion,
Merchandising
• Marketing Analytics
• Contract Management
• Negotiations & Approvals
• Auditability
• Commitment & Obligation Mgmt.
• Contract compliance
• Renewals
IBM’s integrated product portfolio for Smarter Commerce

4. 4 © 2009 IBM Corporation4 © 2013 IBM Corporation
Focusing even more on Customers and Social Channels
IBM C-Suite studies
Getting closer to customer
People skills
Insight and intelligence
Enterprise model changes
Risk management
Industry model changes
Revenue model changes
88%
81%
76%
57%
55%
54%
51%
CEO Focus Over Next 5 Years
Enhance customer loyalty/advocacy 67%
Design experiences for tablet/ mobile
Use social media as a key channel
Use integrated software to manage
customers
Monitor the brand via social media
57%
56%
56%
51%
Measure ROI of digital technologies
Analyze online / offline transactions
47%
45%
CMO 5 Year Focus Toward Digital
Sources: IBM’s 2011 Global CMO Study: From Stretched to Strengthened (2011) & IBM’s 2010 Global CEO Study – Capitalizing on Complexity

5. 5 © 2009 IBM Corporation5 © 2013 IBM Corporation
Source: The New Intelligent Enterprise, a joint MIT Sloan Management Review and IBM Institute of Business Value
analytics research partnership. Copyright © Massachusetts Institute of Technology 2011
Studies show that those organizations that are using analytics
are outperforming those that are not—and the gap is widening
Top performers are
84%
more likely
to have information management and business
analytics integrated into their core business
strategy and day-to-day operations
Analytically sophisticated organizations are
260%
more likely
to be top performers
than analytic beginners
Organizations achieving competitive advantage
with analytics are
2.2x
more likely
to substantially outperform their industry peers
Respondents who say analytics creates
a competitive advantage
58%2011
37%2010 57%
increase

6. 6 © 2009 IBM Corporation6 © 2013 IBM Corporation
Challenges facing Decision Makers
1 in 3
business leaders frequently make critical decisions without the
information they need
1 in 2
don’t have access to the information across their organization needed
to do their jobs
19+ hours
Spent by knowledge workers each week just searching for and
understanding information

7. 7 © 2009 IBM Corporation7 © 2013 IBM Corporation
What does a customer focused enterprise look like?

8. 8 © 2009 IBM Corporation8 © 2013 IBM Corporation
 How do your customers
perceive their overall customer
experience?
 How effective are our
campaigns?
 Are we including customer
lifetime value into our thinking?
 How many products are we
selling per household?
 Are we creating a consistent
customer experience?
 How effective are our front line
employees?
 What can I do about turn over
in the branch?
 How do we increase our cross
sell ratios?
 What should my branch
strategy be?
 How profitable are my
branches?
 How can we be more effective
using mobility and social
media?
 Can we accurately price new
business to maximize
profitability while retaining
valuable customers.
 Are our relationship
managers effective?
 Are we the place our clients
go to manage their working
capital?
 Are we effective in the SME
space
 How profitable are my
customers?
How to start - understanding our clients’ most critical
customer facing issues
CMO EVPFront Office
What’s top of mind for your people?
 Are our most profitable
customers satisfied with
our service?
 Are we winning the
battle with new
customers
 How effective our our
advisors?
 Are we offering the right
mix of products?
 How much revenue are
we getting from our new
clients.
 What markets am I
effective in?
Corporate Officer

9. 9 © 2009 IBM Corporation9 © 2013 IBM Corporation
Evidence based
What you know
Proactive
Anticipate what´s
likely to happen
Dynamic
Automatically detect and
respond to changes
Predictive Analytics delivers this huge ROI by
upgrading operational decisions
Based on “gut feel”
What you think you know
Reactive
Respond to
what has happened
Static
Long time to adjust to
changing circumstances
FROM TO

10. 10 © 2009 IBM Corporation10 © 2013 IBM Corporation
Partner for the Business Analytics Journey
• Better Business Outcomes
Insight to anticipate and shape
• Smarter Decisions
How are we doing?
Why?
What should we be doing?
• The client Advantage
All Capabilities
Predictive and real time
Proven Platform
Independent and trusted information
Rich Expertise
Industry and departmental

11. 11 © 2009 IBM Corporation11 © 2013 IBM Corporation
Agenda
• Smarter commerce overview
• References
• Q & A

12. 12 © 2009 IBM Corporation12 © 2013 IBM Corporation
Analytics is helping sellers turn challenges into opportunities
Customer insight
Using predictive analytics,
Conforama, a furnishing retailer,
has gained the ability to track all
customer interactions and
thoroughly analyze buying
behavior. The customized
marketing campaigns enabled
by the new solution are
expected to increase client-
targeting efficiency by:
70%
Merchandising
management
Using business intelligence
in sales operations and
merchandise planning, a
leading retailer of steel and
construction products
achieved year-to-year
growth of:
15%
Operational
efficiency
An Australian coffee franchiser
and retailer reduced financial
and sales reporting time from
10 to 5 days and eliminated
audits and stocking costs of:
AUD$
60,000

13. 13 © 2009 IBM Corporation13 © 2013 IBM Corporation
Cross-selling in the call center: 1st Year Results
1,000,000 inbound calls
180,000 action suggestions (cross-sell)
60,000 offers made by agent
30,000 high quality leads
22,000 products sold
Over €30M additional sales in the call center
IBM provided software and services to help AEGON
implement IBM Predictive Analytics software for
SCI across all channels:
• Call Center, Voice Response
• Outbound marketing
• Web site
• Intermediaries
The Opportunity:
As one of the largest insurance companies in Hungary, AEGON
manages a vast stock of customer data, which needs to be
processed and analysed quickly and intelligently in order to provide
the company with better insight into customer behaviour.
What Makes it Smarter
AEGON Hungary uses IBM® SPSS® software to drive improved
analysis of raw customer data. Company product developers use
SPSS Statistics Base, while the data mining team also works with
SPSS Modeler.
Real Business Results:
 Enables rapid, efficient analysis of large volumes of data,
making it easy to manage 50-100 million charts.
 Enhances insight into customer behaviour and needs, resulting
in increased client revenue, stronger customer loyalty, and
reduced cost of sales and canvassing.
 Generates better quality, more structured data and analyses
through the use of extensive procedures and tests.

14. 14 © 2009 IBM Corporation14 © 2013 IBM Corporation
Challenge
• Needed to establish a clearer picture of what
customers really wanted from their power
supplier
• Outsourcing customer analytics was
expensive and difficult
• Needed a competitive advantage in a
crowded marketplace
E.ON/Powergen UK
Customer Behavior
Solution
• They decided to bring their customer
analytics functions in-house to improve
customer insights and reduce costs and
time to solution
• Utilized IBM SPSS Predictive Analytics
solutions to identify behavioral patterns in
calls, emails and letters from its
customers
Results
• Cut down on the number of calls customers needed to make
• Call center rep advice closely meet customers’ needs
• Improved the design and tone of power bills (billing system)
• Established which customers were most likely to default on payments
• Understood the different priorities per customer segment
(such as domestic versus commercial customers)
• Reduced unnecessary marketing activity
• Improved the accuracy of meter readings

15. 15 © 2009 IBM Corporation15 © 2013 IBM Corporation
Challenge
• Needed a way to extract increasingly
complex data, such as customer numbers
and transactional information, to research
and evaluate all aspects of the customer
relationship.
Customer buying habits
Marketing campaigns
Activity around new store openings.
Debenhams
Targeted campaigns drive marketing activity ROI
Solution
• Using the SPSS predictive analytics
tool, analysts can look at which special
offers are generating the most sales, as
well as identifying “cross-sell”
opportunities.
• Using clustered algorithms and SPSS
technology, the team can analyze the
price architecture and optimize this to
support Debenhams’ business
objectives.
Results
• Marketing campaigns can now be controlled in-house, where they are tracked closely, and the success of campaigns is
evaluated.
• Predict customer behavior in order to target the right campaigns, at the right people, and at the right time.
• Improved ROI from marketing activities.

16. 16 © 2009 IBM Corporation16 © 2013 IBM Corporation
Agenda
• Smarter commerce overview
• References
• Q & A

17. 17 © 2009 IBM Corporation17 © 2013 IBM Corporation