Mercedes-Benz traces its origins to 1886 and the creation of the first petrol-powered car by Karl Benz. It was formed in 1926 by the merger of Karl Benz's and Gottlieb Daimler's companies. Mercedes-Benz entered the Indian market in 1994 and has manufacturing plants in Pune and Chennai. It targets upper middle and upper class individuals seeking a luxury automobile and status symbol. While it faces strong competition and high costs, Mercedes-Benz maintains strategic advantages as the oldest luxury car manufacturer through innovative technology, quality service, and strong brand equity.
Mercedes-Benz Case Study: Getting more mileage from shareable content with Li...LinkedIn
Mercedes-Benz USA was one of the first auto brands to participate in the LinkedIn Sponsored Updates pilot prior to launch. See how they drove content marketing success by reaching the high-quality professional audience on LinkedIn.
For more on Sponsored Updates, visit lnkd.in/SponsoredUpdates
In 2007, Daimler set up a team to develop new business ventures for the Mercedes-Benz brand within 10 months. Working with Wolff Olins, the team launched 10 new pilot businesses, including Kinderclass in January 2009 which offers elegant solutions for family mobility. In June 2009, Mercedes-Benz Drive Academy was launched as the first advanced driving school of its kind. These new ventures help protect and leverage the Mercedes-Benz brand while attracting new customers and building sustainability credentials to generate over 20% return on sales.
Building an organization with collaborative innovation is essential to accelerate technology breakthroughs. Is your IT infrastructure ready for the cognitive era?
Only some organizations are set up for cognitive era and in doing so, are leaving their competition far below. Is your IT infrastructure ready for the cognitive era?
Cognitive computing enables new ways of understanding vast amounts of structured and unstructured data. This document discusses how cognitive systems can be applied across industries to enhance customer experience by discovering new insights, making evidence-based recommendations, and engaging with customers in natural language. It provides examples of how cognitive computing is being used in healthcare to help oncologists develop personalized treatment plans, in banking to power virtual assistants and fraud detection, and in retail to better understand customers and guide personalized shopping experiences. The document argues that cognitive systems can augment existing analytics and software solutions to continuously learn from new data and interactions.
1. The document discusses how marketing and customer experiences are changing in a new digital era. Customers expect seamless experiences across channels and personalization based on their preferences.
2. Data and analytics are crucial for understanding customers throughout their buying journey. Most of the buying process is now completed online before a sales representative is engaged.
3. Companies need holistic views of customers that integrate digital and physical interactions to provide exceptional personalized experiences. Those who offer personalization will outperform those who do not.
This document discusses the importance of cloud computing for businesses. It outlines how cloud can significantly reduce IT costs by shifting to an operating expenditure model. Cloud provides elastic resources, 24/7 monitoring and management to improve availability, and relieves the IT team of daily operations. This allows businesses to focus on innovation and disruptive business models. While cloud carries some risks, vendors have greater economies of scale and expertise to manage security, downtime, and data control issues compared to businesses. The document promotes a hybrid cloud model from IBM that provides flexibility, visibility, control and access to data/analytics tools and services to drive competitive advantage.
Mercedes-Benz traces its origins to 1886 and the creation of the first petrol-powered car by Karl Benz. It was formed in 1926 by the merger of Karl Benz's and Gottlieb Daimler's companies. Mercedes-Benz entered the Indian market in 1994 and has manufacturing plants in Pune and Chennai. It targets upper middle and upper class individuals seeking a luxury automobile and status symbol. While it faces strong competition and high costs, Mercedes-Benz maintains strategic advantages as the oldest luxury car manufacturer through innovative technology, quality service, and strong brand equity.
Mercedes-Benz Case Study: Getting more mileage from shareable content with Li...LinkedIn
Mercedes-Benz USA was one of the first auto brands to participate in the LinkedIn Sponsored Updates pilot prior to launch. See how they drove content marketing success by reaching the high-quality professional audience on LinkedIn.
For more on Sponsored Updates, visit lnkd.in/SponsoredUpdates
In 2007, Daimler set up a team to develop new business ventures for the Mercedes-Benz brand within 10 months. Working with Wolff Olins, the team launched 10 new pilot businesses, including Kinderclass in January 2009 which offers elegant solutions for family mobility. In June 2009, Mercedes-Benz Drive Academy was launched as the first advanced driving school of its kind. These new ventures help protect and leverage the Mercedes-Benz brand while attracting new customers and building sustainability credentials to generate over 20% return on sales.
Building an organization with collaborative innovation is essential to accelerate technology breakthroughs. Is your IT infrastructure ready for the cognitive era?
Only some organizations are set up for cognitive era and in doing so, are leaving their competition far below. Is your IT infrastructure ready for the cognitive era?
Cognitive computing enables new ways of understanding vast amounts of structured and unstructured data. This document discusses how cognitive systems can be applied across industries to enhance customer experience by discovering new insights, making evidence-based recommendations, and engaging with customers in natural language. It provides examples of how cognitive computing is being used in healthcare to help oncologists develop personalized treatment plans, in banking to power virtual assistants and fraud detection, and in retail to better understand customers and guide personalized shopping experiences. The document argues that cognitive systems can augment existing analytics and software solutions to continuously learn from new data and interactions.
1. The document discusses how marketing and customer experiences are changing in a new digital era. Customers expect seamless experiences across channels and personalization based on their preferences.
2. Data and analytics are crucial for understanding customers throughout their buying journey. Most of the buying process is now completed online before a sales representative is engaged.
3. Companies need holistic views of customers that integrate digital and physical interactions to provide exceptional personalized experiences. Those who offer personalization will outperform those who do not.
This document discusses the importance of cloud computing for businesses. It outlines how cloud can significantly reduce IT costs by shifting to an operating expenditure model. Cloud provides elastic resources, 24/7 monitoring and management to improve availability, and relieves the IT team of daily operations. This allows businesses to focus on innovation and disruptive business models. While cloud carries some risks, vendors have greater economies of scale and expertise to manage security, downtime, and data control issues compared to businesses. The document promotes a hybrid cloud model from IBM that provides flexibility, visibility, control and access to data/analytics tools and services to drive competitive advantage.
One IBM Channel Team consolidates hardware and software channel resources to accelerate the ecosystem shift and recruitment of business partners. The single team aims to transform partners to provide higher value through a unified strategy, coverage model, management system, and marketing. This focuses on improved solutions capabilities, greater enterprise engagement, more simplicity through reduced duplication, and enhanced synergies across marketing, programs and incentives. IBM segments partners as strategic, blue core, growth, or opportunistic to determine the right actions. In MEA, over 1200 partners contributed to 7% growth in 2014, with a network generating 40% of IBM revenue in the region. IBM invests in partners through technical enablement, funding, lab services, porting support, proof of concept
The document discusses IBM's Bluemix digital innovation platform. It begins by outlining how disruption is the new normal and how innovation can help address this. It then introduces Bluemix as an open platform that offers speed, scale, and low cost. Several case studies are presented that demonstrate how various organizations have used Bluemix for applications, mobile backends, APIs, analytics, and more. It encourages attendees to try out Bluemix themselves and provides resources for learning more.
This document profiles Dave Thompson, an IBM executive based in the Middle East and Africa region. It provides his contact information, including his Twitter handle and email address. It also contains several notes indicating that statements about IBM's plans and future products are subject to change and are not commitments or legal obligations. Finally, it discusses IBM's portfolio of customer experience and employee experience solutions for 2013, highlighting new versions of WebSphere Portal, Web Content Manager, and other products.
1) The document discusses IBM's PureSystems family of expert integrated systems, which are designed to simplify IT infrastructure and applications through built-in expertise and integration.
2) Key PureSystems products introduced are the PureFlex System for integrated flexible infrastructure and the PureApplication System for a simplified application platform.
3) These systems are said to accelerate time to value through faster setup, deployment and management of virtual machines, applications and infrastructure compared to general purpose components.
1) The document discusses cyber threats and how organizations are defending against them using security intelligence and behavioral analytics.
2) It notes key drivers of increased cyber threats like the data explosion, consumerization of IT, increased attack sophistication, and the fact that everything is everywhere due to cloud, mobile, etc.
3) The document advocates monitoring everything - people, data, applications, and infrastructure - using security intelligence to gain insights and a laser focus on high-risk users and sensitive data, rather than just bolting on or thickening walls around the perimeter.
The document discusses how effective software delivery is critical for technology-driven innovation and competitive advantage. It notes that while many companies recognize the importance of software development, few are able to execute effectively. The document then presents IBM Rational's integrated approach to software delivery, which aims to accelerate delivery through practices like continuous integration, collaboration across teams, and breaking down barriers between development and operations. This approach is proposed to help organizations better leverage outsourcing, support mobile development needs, and achieve more predictable project outcomes through transparency and visibility across the software lifecycle.
Smarter Analytics and Big Data
Building The Next Generation Analytical insights
Joel Waterman, Regional Director of Business Analytics for the Middle East and Africa, discusses how IBM is making significant investments in smarter analytics and big data through acquisitions, technical expertise, and research. IBM's big data platform moves analytics closer to data through technologies like Hadoop, stream computing, and data warehousing. The platform is designed for analytic application development and integration using accelerators, user interfaces, and IBM's ecosystem of business partners.
IBM offers solutions to help organizations address key challenges in mobile application development and management. Its mobile platform allows organizations to rapidly build, connect, manage and secure mobile apps across platforms. It provides tools to streamline development, integration, testing and deployment of mobile apps throughout the lifecycle.
The document discusses process innovation and its importance for business. It found that improving business process effectiveness is the top priority for executives. Process innovation blends process discovery, modeling, execution, change, governance, analytics and visibility to achieve better outcomes like increased efficiency and productivity. Triggers that signal the need for process innovation include poor visibility, lost productivity, inefficient environments, and inability to change processes quickly. The document outlines building blocks for process innovation like empowering users, flexible integration, simplicity, validation of changes, and real-time visibility and optimization.
1) Technology is now the most important external force impacting organizations, with CEOs identifying it as the top factor in 2012.
2) CIOs are turning to innovative technologies like big data, mobile, cloud, business process management, and security to deliver business outcomes.
3) A next generation cloud infrastructure is fundamental to enabling new models of engagement through systems of engagement and shared infrastructure, as well as enabling new service innovations.
The document discusses the concept of a smarter government and city. It notes global trends like rising environmental concerns, expanding technology impacts, and growing threats that are driving the need for smarter approaches. A smarter city integrates technology strategically for sustainability, citizen well-being, and economic development. It also stresses the importance of integration across domains like transport, energy, and water. Examples provided include using data and analytics for predictive policing and intelligent transport systems. The benefits are more efficient services and accomplishing political promises to citizens.
Global banks are facing challenges with declining revenue growth and returns on equity in a low interest rate environment. Emerging markets banks are also seeing declining ROEs and revenue declines for North American banks. European banks may face additional costs from upcoming reforms. Banks are focusing on improving returns by restructuring business models and improving operational efficiency. Analytics and business intelligence are seen as important for gaining competitive advantages and transforming business models to improve returns. Risk management and compliance are also key focus areas for banks currently.
Robert Guidotti, General Manager of IBM Software Sales, discussed IBM's software strategy and key initiatives for 2013. The presentation highlighted how IBM software helps clients address business needs such as turning information into insights, enabling agile business, accelerating innovation, optimizing IT infrastructure, and managing risk. It also overviewed IBM's focus on mobile, cloud, analytics, commerce, social business, and smarter cities technologies. Guidotti emphasized how IBM software leverages technologies like big data, analytics, mobile, social and cognitive computing to help organizations transform.
The document discusses four major trends facing businesses: increased globalization, social impact of mobility and networking, exploding data and analytics opportunities, and consumers taking more control. It also summarizes views of CEOs on external forces, differences between growth markets and mature markets, and how CEOs can create value by cultivating new connections within their organizations, through data insights, and by engaging customers individually. Finally, it discusses how CIOs are helping use technology to innovate and extract value through collaboration, analytics, and new partnership models.
One IBM Channel Team consolidates hardware and software channel resources to accelerate the ecosystem shift and recruitment of business partners. The single team aims to transform partners to provide higher value through a unified strategy, coverage model, management system, and marketing. This focuses on improved solutions capabilities, greater enterprise engagement, more simplicity through reduced duplication, and enhanced synergies across marketing, programs and incentives. IBM segments partners as strategic, blue core, growth, or opportunistic to determine the right actions. In MEA, over 1200 partners contributed to 7% growth in 2014, with a network generating 40% of IBM revenue in the region. IBM invests in partners through technical enablement, funding, lab services, porting support, proof of concept
The document discusses IBM's Bluemix digital innovation platform. It begins by outlining how disruption is the new normal and how innovation can help address this. It then introduces Bluemix as an open platform that offers speed, scale, and low cost. Several case studies are presented that demonstrate how various organizations have used Bluemix for applications, mobile backends, APIs, analytics, and more. It encourages attendees to try out Bluemix themselves and provides resources for learning more.
This document profiles Dave Thompson, an IBM executive based in the Middle East and Africa region. It provides his contact information, including his Twitter handle and email address. It also contains several notes indicating that statements about IBM's plans and future products are subject to change and are not commitments or legal obligations. Finally, it discusses IBM's portfolio of customer experience and employee experience solutions for 2013, highlighting new versions of WebSphere Portal, Web Content Manager, and other products.
1) The document discusses IBM's PureSystems family of expert integrated systems, which are designed to simplify IT infrastructure and applications through built-in expertise and integration.
2) Key PureSystems products introduced are the PureFlex System for integrated flexible infrastructure and the PureApplication System for a simplified application platform.
3) These systems are said to accelerate time to value through faster setup, deployment and management of virtual machines, applications and infrastructure compared to general purpose components.
1) The document discusses cyber threats and how organizations are defending against them using security intelligence and behavioral analytics.
2) It notes key drivers of increased cyber threats like the data explosion, consumerization of IT, increased attack sophistication, and the fact that everything is everywhere due to cloud, mobile, etc.
3) The document advocates monitoring everything - people, data, applications, and infrastructure - using security intelligence to gain insights and a laser focus on high-risk users and sensitive data, rather than just bolting on or thickening walls around the perimeter.
The document discusses how effective software delivery is critical for technology-driven innovation and competitive advantage. It notes that while many companies recognize the importance of software development, few are able to execute effectively. The document then presents IBM Rational's integrated approach to software delivery, which aims to accelerate delivery through practices like continuous integration, collaboration across teams, and breaking down barriers between development and operations. This approach is proposed to help organizations better leverage outsourcing, support mobile development needs, and achieve more predictable project outcomes through transparency and visibility across the software lifecycle.
Smarter Analytics and Big Data
Building The Next Generation Analytical insights
Joel Waterman, Regional Director of Business Analytics for the Middle East and Africa, discusses how IBM is making significant investments in smarter analytics and big data through acquisitions, technical expertise, and research. IBM's big data platform moves analytics closer to data through technologies like Hadoop, stream computing, and data warehousing. The platform is designed for analytic application development and integration using accelerators, user interfaces, and IBM's ecosystem of business partners.
IBM offers solutions to help organizations address key challenges in mobile application development and management. Its mobile platform allows organizations to rapidly build, connect, manage and secure mobile apps across platforms. It provides tools to streamline development, integration, testing and deployment of mobile apps throughout the lifecycle.
The document discusses process innovation and its importance for business. It found that improving business process effectiveness is the top priority for executives. Process innovation blends process discovery, modeling, execution, change, governance, analytics and visibility to achieve better outcomes like increased efficiency and productivity. Triggers that signal the need for process innovation include poor visibility, lost productivity, inefficient environments, and inability to change processes quickly. The document outlines building blocks for process innovation like empowering users, flexible integration, simplicity, validation of changes, and real-time visibility and optimization.
1) Technology is now the most important external force impacting organizations, with CEOs identifying it as the top factor in 2012.
2) CIOs are turning to innovative technologies like big data, mobile, cloud, business process management, and security to deliver business outcomes.
3) A next generation cloud infrastructure is fundamental to enabling new models of engagement through systems of engagement and shared infrastructure, as well as enabling new service innovations.
The document discusses the concept of a smarter government and city. It notes global trends like rising environmental concerns, expanding technology impacts, and growing threats that are driving the need for smarter approaches. A smarter city integrates technology strategically for sustainability, citizen well-being, and economic development. It also stresses the importance of integration across domains like transport, energy, and water. Examples provided include using data and analytics for predictive policing and intelligent transport systems. The benefits are more efficient services and accomplishing political promises to citizens.
Global banks are facing challenges with declining revenue growth and returns on equity in a low interest rate environment. Emerging markets banks are also seeing declining ROEs and revenue declines for North American banks. European banks may face additional costs from upcoming reforms. Banks are focusing on improving returns by restructuring business models and improving operational efficiency. Analytics and business intelligence are seen as important for gaining competitive advantages and transforming business models to improve returns. Risk management and compliance are also key focus areas for banks currently.
Robert Guidotti, General Manager of IBM Software Sales, discussed IBM's software strategy and key initiatives for 2013. The presentation highlighted how IBM software helps clients address business needs such as turning information into insights, enabling agile business, accelerating innovation, optimizing IT infrastructure, and managing risk. It also overviewed IBM's focus on mobile, cloud, analytics, commerce, social business, and smarter cities technologies. Guidotti emphasized how IBM software leverages technologies like big data, analytics, mobile, social and cognitive computing to help organizations transform.
The document discusses four major trends facing businesses: increased globalization, social impact of mobility and networking, exploding data and analytics opportunities, and consumers taking more control. It also summarizes views of CEOs on external forces, differences between growth markets and mature markets, and how CEOs can create value by cultivating new connections within their organizations, through data insights, and by engaging customers individually. Finally, it discusses how CIOs are helping use technology to innovate and extract value through collaboration, analytics, and new partnership models.
5. It is not the strongest of the species that
survives, nor the most intelligent that
survives. It is the one that is the most
adaptable to change.
- Leon C. Megginson paraphrasing Darwin’s Origin of Species
6. Power has shifted to the customer – compressing margins and
changing paradigms
In this new era, businesses need to:
Understand and Adapt sourcing and Market, sell and Service customers
anticipate customer procurement based on flawlessly, predict
fulfill the right
and drive customer
behavior and needs customer demand and product and service loyalty
based on customer optimize supplier
at the right price,
insights across all interactions across
channels extended value chains time and place
7. At IBM we call the path forward: Smarter Commerce
It maximizes the insight generated It capitalizes on social and mobile
through customer interactions commerce
Smarter Commerce is a strategic
approach that places the customer at It synchronizes your entire value chain
the center of your business operations to deliver consistent and predictable
outcomes
It drives growth by enhancing, extending, and
redefining the value you provide Customer
It improves collaboration and visibility for
your customers & partners
It increases margins by boosting efficiency at
every stage of the commerce cycle
8. Smarter Commerce requires focus on three dimensions
Customer Engagement
“Multi-channel” has
evolved to “all
channels, all the time”
Customer Insight and Connectivity &
Intelligence Social Integration
Advocacy based on trust Integration and
is the new “loyalty” synchronization
to meet new value delivery
requirements
Customer Experience
9. Customer expectations are soaring
Expects you to know them as an individual
Desires simple, yet feature-rich self-service
capabilities
Expects a seamless and integrated
experience
Wants relevant, timely promotions through
social sites
Demands a flawless post-purchase
experience
10. A winning strategy starts with an integrated approach to commerce
Puts the customer Anticipates and Applies deep Optimizes Extends core
at deliver across insights to procurement systems to
the center mobile and social take action in based on demand synchronize
of your real time your value chain
commerce
processes
11. Leaders are redefining commerce around the customer
A supply chain Marketing targeted to
prepared every customer
for the unpredictable personally
Service that knows Selling that’s there for
what customers want your customers,
before they do wherever they are
12. Smarter Commerce delivers exceptional customer experiences
Buy Market
Adaptive Targeted and
procurement and Buy
Buy Market
Market personalized
optimized supply marketing across
chain all channels
Service Sell
Anticipate Seamless cross-
behavior and
deliver flawless
Service
Service Sell
Sell channel
customer
customer service experience
13. Smarter Commerce integrates and enhances the commerce cycle
Visibility and order status adapt All customer
procurement interactions
and logistics are a market opportunity
Buy Market
Service Sell
Insight from all channels through Promotions, guided selling
analytics improves loyalty and precision marketing
drive sales
14. Procurement & Supply Chain
CPOs have identified their top procurement challenges:
• Global growth and sustainable savings
• Manage risk and compliance
• Identify volatility and maximize predictability
Buy • Deliver a globally integrated supply chain
• Maximize sourcing and fulfillment flexibility
Adaptive •Supply Chain Professionals:
procurement and • Intelligent Supply Chain Optimization
optimized supply • Supplier Optimization
chain
50% 5%-7% $6.1 billion 18%
Average percent of product Amount of savings CPOs Market for procurement Growth of procurement
value derived from suppliers are looking to achieve technologies in 2012 spend analytics market
annually
15. Marketing
CMOs believe marketing will be most impacted by:
• Data Explosion
• Social Media
• Growth of Channel and Device Choices
• Shifting Consumer Demographics
Market Yet, they are least prepared for these same factors.
Targeted and
personalized
marketing across all
channels
Projects that by 2017 the CMO will
spend more on information
technology than the CIO
$1.5 trillion 7-8% $148 billion 60%
Amount spent on marketing Growth of marketing budgets in IT-related spend owned / Growth of spend on
and communications in 2011 next 12 months, 2-3X that of IT influenced by CMOs in marketing analytics in next
budgets 2012 three years
16. B2B and B2C Commerce
SVP eCommerce/Sales/Channels have identified their top
selling challenges:
Sell • Global revenue growth
• Drive seamless and personalized experience
Seamless cross- • Orchestrate the orders for products and services
channel customer through fulfillment seamlessly
experience
To achieve these objectives, a combination of best
practices and the right technology platform is required.
E-Commerce tied for 2nd among CEO’s most
important 5 year technology enabled
Investments
12% $559 B $327 B 50% +
Online retail growth in the Customer-facing front-end B2B US Consumers will spend Of companies plan to re-
US and Europe eCommerce expected to reach online in 2016 up 45% platform in the next 24
in US sales by the end of 2013 from $226 B in 2012 months
17. Customer Service, Loyalty, and Customer Experience
SVP Customer Service/Loyalty and Experience have identified their
top challenges:
Service • Leverage insights to anticipate customer behavior and
deliver next best action
Anticipate behavior and • Enable customer self service
deliver flawless customer • Run the right analytics to generate ideas of when and how to
service best serve the customer
To achieve these objectives, a combination of best practices
and the right technology platform is required.
Social software to exceed $1B by 2013,
encompassing ~8% of all CRM spending in
2012
26% $83B 67% 47 %
Of companies have a well- Lost due to poor customer On average those current Of US contact centers
developed strategy in place experiences because of customers of yours spend reward their agents based
for improving customer defections and abandoned 67% more than a new one on customer satisfaction
experience purchases ratings
18. Leaders today are delivering exceptional customer experiences by
Placing the chief executive Maximizing
customer at the center insights Embracing social and
mobile
Personalizing marketing
Synchronizing the entire
value chain
Reducing costs and driving
efficiencies Delivering seamless experiences
19. Begin with these questions for your Smarter Commerce journey
Does your business Are you leveraging
model adapt to customer insight to
capitalize on new reshape your
market opportunities? business?
Can your operations
anticipate and adjust
Could your supply
dynamically to market
chain interrupt service
conditions? Do you deliver exceptional to your customers?
customer experience across all
touch points?
20. Seamless integration across its entire business for
Coca-Cola Bottling Co. Consolidated (CCBCC)
Challenge
Manual searches and information delays were creating operational
bottlenecks and business inefficiencies
Solution
IBM® Sterling B2B Integrator for end-to-end integration and improved
visibility across service management, spare parts procurement, and
equipment life cycle management
Results
Integrator to SAP with minimal errors or issues
Near real-time access to decision-critical information ensures timely
monitoring of performance against key Service Level Agreements
Flexible, secure connectivity, integration, and process automation Customer Profile
capable of spanning CCBCC systems and applications
Information from over 100 trading partners moves through Sterling CCBCC makes, sells, and delivers carbonated and
noncarbonated beverages, primarily products of The
Coca-Cola Company to 11 states in the southeastern
United States.
21. CSX Transportation (CSX) improves customer
relations while streamlining cost
Challenge
To establish a cost effective, high-performance platform for
internal and external communications.
Solution
IBM® Sterling B2B Integrator makes it faster and easier to build,
deploy, and manage B2B solutions across diverse business
partner communities
Results
Now with a centralized system, the high cost of having to
process orders from their customers via multiple VANs has been Customer Profile
eliminated, resulting in a return on investment within 18 months
CSX Transportation provides a crucial link to the
of implementation
transportation supply chain through its
Easily extend their automated processes across enterprise approximately 21,000 mile rail network, in 23
boundaries, regardless of their business partners’ differing states east of the Mississippi River, the District of
connectivity technologies, policies, procedures, preferences, and Columbia, and the Canadian provinces of Ontario
priorities and Quebec.
22. Integration platform on boards new business
partners 90% faster for AT&T Mobility LLC
Challenge
An increasing number of interactions with third-party providers and
large national retailer customers
Integrate and onboard more customers quickly, despite disparate
systems
Solution
IBM® Sterling B2B Integrator enables AT&T to maintain
unprecedented agility in its multi-enterprise environment
Results Customer Profile
Onboard business partners 90% faster
Reduced customer onboard time from 4 to 6 months to only a few AT&T Mobility LLC operates the largest digital
weeks voice and data network nationwide and served
Improved reporting capabilities enable customer issues to be more than
addressed proactively before they turn into problems 73 million subscribers in 2008.
23. Personalized ads slash cost per order and attract
new customers at PETCO
Challenge
Shoppers ignore the barrage of ads they’re hit with every time
they surf the Web
Banner ads used in the past, but halted the program due to
concerns about under performance
Solution
Coremetrics AdTarget™ is a sophisticated advertising solution
that will enable intelligent targeting based on customer
segment, and, as a result, drive up the effectiveness of the
ads served
Results
Customer Profile
Coupon redemption rate in stores doubled the highest rate
achieved in previous campaigns PETCO is a privately held specialty retailer that
Personalized ads generated 2/3 of all bird accessories orders provides products, services, and advice that make it
easier for customers to be great pet parents.
Bird accessories cost per order was 64% lower than the
average cost
24. Rodale® measures online content performance
to grow revenues and audience size
Challenge
Improving conversions and optimizing promotions for free
downloads
Understanding the value of syndication and newsletters in
driving traffic to Rodale sites
Solution
Coremetrics Analytics™ is providing rich insight into online
content performance, thereby enabling informed decisions that
drive revenue growth
Results
By redesigning the newsletters, testing the new designs, and Customer Profile
fine-tuning the placement of links, dramatic gains have been Rodale is a global media company with a heritage,
achieved that include: mission, and authority dedicated to the health and
• 45% improvement in click-through rates wellness of the individual, community, and planet.
• 50% improvement in clicks
• 92% increase in page views
• 72% improvement in user sessions
25. Best Buy triggers loyalty
Challenge
Existing system of hard-coding processes was not adequate to
meet desired campaign volume.
Needed a scalable solution that would grow with the
organization.
Solution
Unica® Campaign to define, create, test, execute, and
analyze all marketing programs via email, direct mail, call
centers, and the web
Results
Customer Profile
Increased speed to market enables Best Buy to increase its
campaign volumes Best Buy Co., Inc., is North America’s leading
specialty retailer of consumer electronics, personal
Reallocation of resources from support of marketing computers, entertainment software, and appliances.
campaigns to building enhanced predictive models needed for
future activities.
26. 1-800-FLOWERS.COM: Creating an e-commerce
platform for the future
Challenge
Working with multiple, diverse, siloed e-commerce systems
without a unified technology platform
To better enable synergies between its 14 gifting brands
Create greater business agility
Solution
IBM® WebSphere® Commerce to become a more dynamic
and agile enterprise by breaking down internal barriers
Results
Customer Profile
Developed new business intelligence to leverage resources and
services across the brands
1-800-FLOWERS.COM, INC. is the world’s largest
Enabled rapid creation and deployment of retail Web sites; florist and gift shop, positioning itself at the leading
allowing 1-800-FLOWERS.COM to tryout new offerings with very edge of trends with innovative marketing such as
little investment and risk “green” initiatives.
27. Crocs, Inc. improves it’s operational efficiency and customer experience
Challenge
In order to remain successful in a down market, they needed an
order management solution to improve the customer experience
and drive order efficiencies throughout the company
Solution
IBM® Sterling Order Management offers best of breed strategy
with the promise of expertise and guidance throughout the
process
Results
Customer Profile
All inventory is planned and reserved by channel
Internet order fill rate is nearly 100%, an improvement of up Crocs, Inc. designs, develops, and manufactures
footwear for men, women and children from
to13%
specialty resins with manufacturing and distribution
Crocs, Inc. provides robust sourcing and scheduling ability, centers worldwide.
extensive use of inventory reservations, and unconstrained
Internet Forecast Reservations
28. Netherlands Railways develops powerful algorithms
that can adapt scheduling and rolling stock allocations
to short-term fluctuations in ridership
Challenge
Ability to manage more trains and passengers within existing
infrastructure footprint
Solution
IBM ILOG® CPLEX® to develop powerful algorithms that can
adapt scheduling and rolling stock allocations to short-term
fluctuations in ridership
Results
e20million (US$27.1 million) in annual cost reduction through
the optimization of rolling stock allocation Customer Profile
Incremental revenue gain of e40mil-lion (US$54.2 million) Netherland Railways is the largest passenger train
operator with over a million passengers transported
through new approach to timetabling each
Two percent increase in on-time performance day in the Netherlands, the most densely populated
Ability to accommodate additional ridership growth with country in Europe.
minimal new infrastructure investments
29. Learn more about Smarter Commerce
www.ibm.com/smarterplanet/commerce
30. 21 – 23rd of May in Nashville
18 – 20th of June in Monaco
31. Thank you
Gerrit Bus
Sales Leader EMM & Commerce: Middle East & Africa
gerrit@ae.ibm.com