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Shareholders Meeting 2012
- 1. Annual Shareholder meeting 14 March, 2012 Jan Sundelin CEO
- 2. Agenda • 2011 target and achievements • Customers and market approach horizontal and vertical • Numbers 2011 • New management team and set up for 2012
- 3. 2011 Targets and Results Target • Integrate and deliver combined platform – Marketing, Sales, R&D – International collaboration • Create and Expand Sales Channels – eCommerce – Business Integration – Content Syndication Result • Customer successes • Channel development – Vertical and Horizontal markets served – Business Integration Community (>500) and growth of cloud services – Expansion of existing reseller networks
- 4. Horizontal: ERP Software • Epicor Software Corp. • Partners Since 1999 • Profitable Partnership Year-Over-Year “Epicor 9 Demand Management with TIE’s Advanced EDI technology gives our clients an unparalleled solution for managing, exchanging, and reconciling their electronic data.” Rodney E. Winger Sr. Director, Product Marketing Manufacturing, Supply Chain & Mobile Applications Epicor
- 5. • CNET Content Solutions • Partner Since 2009 • Profitable Partnership Year-Over-Year “TIE Kinetix’s innovative Content Syndication platform allows for our continual growth in the market. TIE’s business culture and their contribution to global E-Commerce standards have made them an ideal partner.” Steve Parrott President and General Manager CNET Content Solutions Horizontal: Publishers
- 6. Horizontal: Publishers • Sanoma Media • Partner Since 2011 • Profitable Partnership Quarter-Over-Quarter “There is now a solid foundation where we can built upon, with input from the market and the expertise of TIE Kinetix we can take it to the next level.” Joost Prikker Sales Manager Sanoma
- 7. Horizontal: Distributor • Quantore • Customer Since 2006 • Reduced integral cost price with e-commerce “Order received by Quantore have been increasing by 10% year over year.” Wilbert Hofmeester Marketing Manager Quantore
- 8. Vertical: Telecom b-to-c • T-Mobile • Customer Since 2011 • Increased Online Sales and Time-to-Market “TIE Kinetix enabled us to streamline process, offer richer content and helped us generate more online revenue.” Tessel Jarigsma Director of Internet & New Media T-Mobile
- 9. Vertical: Telecom b-to-b • Siemens • Customer Since 2006 • Increased Lead Generation and Branding Across the Channel “TIE Kinetix’s content syndication solutions have become an absolutely critical vehicle for launching Siemens campaigns and new solutions in the channel.” Adrian Honey, Director of Global Indirect Channel Marketing Siemens Enterprise Communications
- 10. Vertical: Food Retail • Newco Food Retail • Partner Since 2010 • Selling out of a recipe on line “In order to realize our idea, we opted for TIE Kinetix Frank van Oirschot Newco Food Retail
- 11. We help strategic partners achieve global success with a local presence. Spotlight Partners
- 12. 2011 Numbers Analyzing the result
- 13. Revenue Mix total 2007-2011 - 2,000 4,000 6,000 8,000 10,000 12,000 2007 2008 2009 2010 2011 Other Income Consultancy SaaS License Maintenance & Support
- 14. Revenue mix 2007-2011 - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2007 2008 2009 2010 2011 License SaaS Maintenance & Support Consultancy Other Income
- 15. Revenue mix 2007-2011 License vs SaaS - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2007 2008 2009 2010 2011 License SaaS
- 16. Revenue Mix total 2007-2011 - 2,000 4,000 6,000 8,000 10,000 12,000 2007 2008 2009 2010 2011 Other Income Consultancy SaaS License Maintenance & Support
- 17. Contract value projection 3 years for 2007-2011 - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 2007 2008 2009 2010 2011 Contracted Value Projection 2007-2011 EU projects SaaS Contracted Maintenance & Support Contacted
- 18. SaaS 2007-2011 - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 10,000,000 2007 2008 2009 2010 2011 SaaS 2007-2011 SaaS Contracted SaaS Revenue Contracted Value Revenue
- 19. Contracted Value Projection 2007-2011 • SaaS and Maintenance & Support contracts are 12, 24 or 36 months and automatically renewed; • Churn rate has been applied based on 3 years history; • EU based on contracts less usage; • 2009 number influenced by Edge deal, both Maintenance & SaaS number. • No Consultancy, short cycle
- 20. Management Team 2012 Management Team 2012
- 21. Globalization
- 22. Management Team 2012 • Global Management Team: – Jan Sundelin CEO – Brian Tervo COO – Zwier van Puijenbroek CFO • Scalable operation plan to maximize deliveries and optimize support, globally for BI, E-com and CSP; • Organization plan and implementation during Q3 2012
- 23. Brian Tervo COO
- 24. Why we are consolidating the organization structure? • We have customer demands for all products and services in all target markets – Demand for 24/7 local support (sales and administration) – We have strong geographical presence (NL, FR, Asia and US) – Globally standardized processes ensure consistent and positive customer experience (Critical for MNE) • We have a strong resource pool with regional specialization – eCommerce, BI (Europe) – Content Syndication, BI (US) – A single organization structure expedites information sharing and maximization of resources • Our combined Kinetix offering requires complete cooperation of technology, expertise and on-going support • Solid platform for M&A strategy
- 25. SaaS Operations • Breakdown of a Typical SaaS Engagement Sales Engagement Project Planning - Management Business Integration Content Syndication - eCommerce Test - QA Delivery Support Implementation Phase
- 26. Timing is everything • Current geographical output • Too much demand in any area waits in queue creating geographical bottlenecks 0% 20% 40% 60% 80% 100% 120% NL US FR ROW Total Output Capacity Series1
- 27. Organization Strategy • Support and SaaS Operation • Project Management – Global Project Management Office • Information Technology – Strategic • Marketing Global • Sales Execution – Local • Channels – Global and Local
- 28. Thanks
- 29. Appendix
- 30. Contract value projection 3 years for 2007-2011 (incl. consultancy) - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 22,000,000 24,000,000 2007 2008 2009* 2010 2011 Consultancy EU projects SaaS Contracted Maintenance & Support Contacted * adjusted edge sale 600k
Editor's Notes
- You can read the story in magazine 2 page 19.
- You can read the story in magazine 3 page 4.
- Click the YouTube image to watch the video (in dutch).
- You can read the story in magazine 2 page 4.
- You can read the story in magazine 4 (the new one) on page 14.
- You can read the story in magazine 3 page 16.
- You can read the story in magazine 3 page 10.
- What are we doing? Utilizing the leadership within the current TIE Kinetix teams (TIE NL, TIE Commerce, TIE France & TIE MamboFive) our goal is to build a global organization that leverage skill sets, technology, product knowledge and best practices to create one unified cross-functional operations team. Why? We have to maximize TIE’s ability to deliver all platforms in all geographies and expand our current capacity to generate revenue using the same resource / technology footprint. We need clarity of what the focus/priorities should be at the local and corporate levels. Also need a good structure in place to merge and acquire new companies.How? We will do this by executing a new corporate org structure with a clear technology and human resources plan that empowers / leverages our existing assets and focuses our resources towards a single mission.
- Support and Operations – Integration Operations First Develop relationships with the management & staff at each locationGain a high-level understanding of department; infrastructure, work volume, responsibilities of each job group, current staffing, customer base, processes, products, current KPI metrics/goalsAssess core competencies of entire team & skill sets required for each positionUnderstand staffing gaps (or overstaffing) and allocate appropriatelyIdentify Subject Matter Experts (SME’s) - utilize to share current processes, standardize and document/train othersStandardize functions/tasks as appropriate,training toolsBegin product/skill based cross-training Develop career path process (human capital framework)Ex. Support -> SaaS Technician -> Consultant -> Project Mgr -> ManagementStandardize and share infrastructure across divisions where appropriatephone/email/workflow queues (universal communications)Knowledge BaseLibrary of maps/ communications / reusable objectsEstablish KPI Metrics/GoalsDeploy a unified knowledge base and training Create an environment focused on the growth of TIE and of the staffProject managementCreate an environment with direct communication channels to Sales, Support/SaaS and MarketingDevelop products based on the needs of the customers (internal & external) and competitive advantages.Product Managers/Developers will work as a team to share best practices, eliminate duplication of effort and develop hooks into other TIE Products Determine standardized QA process We will strategically agree to not “recreate the wheel” and partner, license or acquire technology where necessary to fill in critical gaps in TIE solutionsICTReview all current specifications and design full architecture(physical and virtual) with high availability, scalability, disaster recovery, continuity plans for both EU and NALegal complianceManage all external technology vendorsLook into unified communications infrastructureCreate full migration and cost savings plan for internal and external infrastructureExecution (make hire Q2)Knowledge managementProvisioningPerformanceData Center ManagementDisaster RecoveryArchitect Global Support Operation tools