Initial steps taken include division-level "digital days" to increase awareness and prioritize initiatives. A digital governance model is needed to coordinate initiatives at division and group levels. A digital services team now provides tools, services, and support to realize digital marketing strategies and roll out the common web platform to over 50% of the group by end 2015.

1. Digital transformation
Koen Gullentops
Digital Consultant, Solution architect

2. Agenda
• Context
• Challenges we face
• Proposed solution
• Digital governance

3. Challenges
• 4 divisions with very different go to market strategies and product/solution
offering
• Group is primarily a financial holding. Strategy still very much locally defined
• Reality: digital is part of our B2B, B2C world;
online conversations, dealer locator, installer locator, calculators, visualisation
tools, Building Information Management (BIM) -objects, distributor portals
• Target groups (installers, architects, …) expect:
Product transparency and interaction
Tailored messaging/services
• 100+ companies: very different digital maturity levels

4. Internal Use
Digital Maturity: As-Is
Digital Maturity
- Marketing
Automation
- CRM and ERP
Integration
- KPI Metrics
- Mobile ready
- Product Catalogue
- Personalized content
- Extranet
- SEO
- Traffic related KPI’s
- Web presence
- Infrastructure
- Hosting
GROWTH
TIME
B
A
C
4
6
3
2
Company
1
Company
2
Company
3
Company
x
Company
Y

5. IT Challenge
How can our central IT services offer added value to individual
companies by providing a digital platform to meet the digital
challenges and raise their individual maturity levels?

6. Current Situation: do we want to keep
reinventing the wheel ?
CMS 1 CMS 2 CMS 3 CMS 4 CMS 5
Duplicate effort:
Find contracting partners and software solution
Installation and hosting
Configuration and development
Difficult to interface with back-end systems (SAP,CRM,PIM/DAM)

7. 7
• Deliver better quality websites that meet our business needs,
better than our websites today, and better than (future)
competitive websites; improve the quality of our online
presence regardless of location, language or brand and share
best practices.
• Broaden use of web-based technology (mobiles, tablets,
apps, wizards, E-marketing, etc.); enable greater interaction
between applications (e.g., CRM, PIM, DAM, document
management)
• Maximum budget efficiency; drastically reduce the amount of
duplication of work/time
• Maintain local creativity & empowerment to actively manage
marketing & communication
“Must-do” objectives of a common
internet platform

8. Common Web Platform
Common Platform
Flexibility
Leverage shared functionality
 reduce total cost of ownership

9. 9
Glocal = Central platform management with
local flexibility
Common: Hosting, platform maintenance, helpdesk service (24/7),development support,
manuals, training, analytics, expertise
Local webmaster / e-marketer:
• Maintain content
• Create or change websites based on common building block
• Web statistics & KPI monitoring
• Internal support
Central Digital team in : 3 FTE  4 FTE
• + external resource pool
• Manage platform , coordinate development (PM)
• Center of expertise + knowledge on back-end integrations (SAP, CRM, PIM/DAM)
• Training
Flexible:E-strategy, graphical design, look and feel, content, translation

10. 10
Web Platform: Sitecore CMS
Frontend:
Look & feel
Building blocks are branded
Common building blocks: Success of project depend
on % common building blocks. Now + 70 components.
Integration: link to other applications, integrated processes
Social mediaInternet Mobile appsExtranet for customers/
partners
Web 2 Print
API
What is the Common Web Platform?

11. Architecture
SAP PIM/DAM
[ADAM]
Master data
management
Online marketing
responsible
Sales &
marketing
Product
management
Prospects &
customers
Calculators/apps
Print
XI
External
websites
API
Web platform
[Sitecore]

12. • A lot of information on our websites and documents
is not up to date.
• Information is decentralised and not well structured
 difficult to find the content.
• A lot of information has to be kept up to date in different files/databases
 High level of redundancy
• Increasing amount of channels to share information with customers:
Websites, BIM, brochures, selectors and configurators, apps, e-books, e-
ordering?, …
• A lot of time and effort to produce documents
Basis for Digital presence !
Goal of PIM/DAM is to increase accuracy and efficiency
Why PIM/DAM @ group level?

13. Challenge: Digital governance model
First steps…
• Before 2013 Group didn’t have any Digital governance model in
place
• No central coordination on Group level
• Very limited coordination on division level
• Increasing amount of Digital project (requests)
 HIGH DEMAND
• HOWEVER:
• No model in place to decide which initiatives should be centrally coordinated
(Division or Group level)  ‘first comes, first served’ principal
• Nobody taking up coordination on business side. No clear business owners.
• No clear rules in sharing / distributing investment costs or knowledge
• First divisional initiatives late 2013, begin 2014:
• Organization of ‘Digital day’ in 3 divisions  Sence of urgency to bridge the GAP with competition

14. • ‘DIGITAL DAYS’ @ division level
• What ?
• Organized by the division
• All Managing Directors + Marketing & Process management was involved
• In collaboration with Capgemini consultants
• Objectives
• Increase awareness with everybody involved. Start with the top.
• Draft roadmap of digital initiatives
• How ?
• Competitor benchmark
• Brainstorm on digital initiatives per target group
• Prioritization of initiatives
Challenge: Digital governance model
First steps…

15. Outcome of Digital Day
Digital is seen
as a top priority
at local level
… But several competitors
clearly have a higher
Digital Maturity
30 Participants from
Belgium, France, Germany,
Hungary, Spain, Portugal…
4 Working Groups
focusing on Target
Customers…
3 Kiosks :
current Digital
Initiatives,
Benchmark on
competitors
and Digital
Transformation
There are Best Practices
that could be leveraged…
There is a need for
coordination at Division
and Group level
Top priorities were
identified
Creation of a Digital
Board
Recruitment of a
Digital Director
Start PIM DAM
project
Prepare Group
sales strategy
meeting
… resulting in
12 top
iniatives
The way forward:
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16. Digital Maturity: approach
• Inventory of current websites
+ corresponding maturity level
• Estimate of one time investment to
reach level B & C
• Estimate roll-out cost based on:
• Maturity level
• Expertise on local level
• Size of company / current website
• # languages to support
• Divisional approach or not
 Ball park figure to make rough roll-out planning
• Final planning made together with Digital Manager of Division
• Functional steering committee representing internal stakeholders:
• Start with Business Value Proposal exercise.
• To align requirements
• Get buy in of every company
• Assign priority and create divisional roadmap
• Knowledge sharing
• Project mode

17. Challenges faced with roles & responsibilities
Business owner /
coordinator
Functional experts / supplier
=
Local e-marketing
specialist
[operational expertise]
Make sure digital
projects reach business
case.
Functional
specifications
IT project management Content marketing
(SEO)
Roll-out planning /
resources
Operational process
specialist (sales &
marketing)
Expertise in Sitecore /
PIM-DAM
Web analytics
Define business case UX architecture Training / support Campaign
management
Define KPI’s, best
practises
Graphical design Infrastructure Social media
Monitor maturity
model
Web analytics Implementation
LEVEL LOCAL LEVELDIVISIONAL
LEVEL
External
expertise

18. External
Calculator
External
App
Internal
Calculator
Internal
App Digital
Layer
Interface
Layer
Systems of
Record
Customer
BUSINESS
Ext.
Provider
External
Website
External
App
Internal
Website
Internal
App
SAP CRM
Security
Digital
Layer
Service
Layer
Systems of
Record
Web Front EndIT
PIM/DAM
How currently is organized for digital projects
DIGITAL TEAM
SAP TEAM

19. Digital Services Team
The Digital team is organized as an internal agency. Our aim is to offer
companies the tools and services to realize their digital marketing
strategy and offer end-to-end support in rolling-out these tools.
The digital services team wants to become a Trusted Supplier for Digital
projects in the Group.
• Our services and expertise include;
• User Experience design
• Graphical design
• Web analytics
• Agile implementation with 3 weekly releases
• Infrastructure
• Back-end integration expertise
• IT project management
• Training

20. Where are we now ?
• 1 of 4 divisions migrated to the Common Web Platform
• Second division is being migrated
• Part of 3 + 4rd division are planned for 2015
 By end of 2015 Digital team will service > 50% of Group
• Team:
• 3 FTE in demand, delivery & support (primarily project & account
management)
• 1 functional analist will be hired this year
• +4 FTE in external resource pool

21. What is next?
• Continue roll-out for the other companies in the Group.
• More focus on integration and combining functionality using Web,
CRM, SAP and PIM/DAM
• Custom pricing
• Price sheets
• Personalized brochures
• Calculators
• Extending DAM functionality
• Facilitating marketing work flow processes
• Link to Indesign (Printed catalogues)

22. Questions?