This corporate presentation outlines Symantec's new strategy to strengthen its offerings by investing more in R&D, improving the customer experience, providing right-for-me offerings, and addressing broader customer needs through new integrated modular offerings. The strategy aims to accelerate organic growth above 5% annually and expand operating margins. Symantec will also simplify its organization and go-to-market approach to better serve customers and partners.
Sameer is a digital strategist focusing on removing friction across Banks, NBFCs, Fintechs and Software providers. He is working with Financial Institutions for establishing their digital strategy in alignment with business strategy. The digital strategy would generate value through increase in digital footprint / revenues / cross-sell. This would also reduce costs through productivity gains, automation and process realignment. Digital initiatives as part of strategy would include loan origination, Cross sell platform, Omnichannel platform, Analytics & AI, Mobility and Fintech tie-ups.
This deck is part of his open innovation approach. This can be used by anyone.
In partnership with IDG, our 2022 Insight Intelligent Technology™ Report examines how companies are making progress on long-term IT strategies to meet the changing, post-pandemic expectations of their businesses, their employees, and the market more broadly.
The banking and financial services industry is undergoing a period of unprecedented disruption, which is re-shaping the competitive landscape.
Criterium Group believes we’re experiencing a fundamental change in how people manage, save and spend their money –which means banks and credit unions will need to re-imagine how they deliver value to customers and members.
We’re experiencing a disintegration of the financial industry. But disruption is exciting, not scary. As our relationship with money evolves, there are endless opportunities to delight customers and deliver value. However, competing in a digital age takes a completely different approach.
Criterium Group has considered the changing landscape from a competitive, financial, technological and operational perspective to re-design the traditional banking business model to win in a digital world.
In 2019, we saw evidence of the impact of economic headwinds on overall mergers and acquisitions (M&A) activity, with global deal value declining 33% from Q4 2018 to US$20.6b. Deal value increased in the renewables and water and wastewater segments quarter on quarter while decreasing in the remaining segments.
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Tracxn - Top Business Models - Energy Tech - Mar 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Energy Tech rebrand.ly/nxn2nwp
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
Sameer is a digital strategist focusing on removing friction across Banks, NBFCs, Fintechs and Software providers. He is working with Financial Institutions for establishing their digital strategy in alignment with business strategy. The digital strategy would generate value through increase in digital footprint / revenues / cross-sell. This would also reduce costs through productivity gains, automation and process realignment. Digital initiatives as part of strategy would include loan origination, Cross sell platform, Omnichannel platform, Analytics & AI, Mobility and Fintech tie-ups.
This deck is part of his open innovation approach. This can be used by anyone.
In partnership with IDG, our 2022 Insight Intelligent Technology™ Report examines how companies are making progress on long-term IT strategies to meet the changing, post-pandemic expectations of their businesses, their employees, and the market more broadly.
The banking and financial services industry is undergoing a period of unprecedented disruption, which is re-shaping the competitive landscape.
Criterium Group believes we’re experiencing a fundamental change in how people manage, save and spend their money –which means banks and credit unions will need to re-imagine how they deliver value to customers and members.
We’re experiencing a disintegration of the financial industry. But disruption is exciting, not scary. As our relationship with money evolves, there are endless opportunities to delight customers and deliver value. However, competing in a digital age takes a completely different approach.
Criterium Group has considered the changing landscape from a competitive, financial, technological and operational perspective to re-design the traditional banking business model to win in a digital world.
In 2019, we saw evidence of the impact of economic headwinds on overall mergers and acquisitions (M&A) activity, with global deal value declining 33% from Q4 2018 to US$20.6b. Deal value increased in the renewables and water and wastewater segments quarter on quarter while decreasing in the remaining segments.
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Tracxn - Top Business Models - Energy Tech - Mar 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Energy Tech rebrand.ly/nxn2nwp
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
apidays LIVE Singapore - Open Banking: A foundation for the new world by Bhar...apidays
apidays LIVE Singapore - Connected Commerce
Open Banking: A foundation for the new world
Bharat Bhushan, CTO - Banking and Financial Markets, EMEA, Technical Leadership Team, IBM Academy of Technology
In a rapidly changing business climate, Workday Extend helps you stay agile by building apps that run alongside your existing Workday applications. This slide deck features updates and demos from Workday product experts, along with testimonials from Workday Extend customers IBM, KONE, and Sun Life Financial.
360learning Engagement Platform Overview Slide DeckTravis W. Lopes
360Learning empowers L&D, HR & sales enablement leaders who want a bigger impact to transform their companies into learning organizations, democratizing access to internal knowledge at scale and shifting their roles from a support function to a business champion.
Disrupting the Disruptors: Accenture Post and Parcel Industry Research 2018accenture
With digital changing consumer demands, our new research looks at how the Post and Parcel digital model continues to evolve as it seeks to drive efficiency, digitize delivery and create new revenue. Learn more: https://accntu.re/2JE8ooI
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
A Deloitte poll conducted in Oct. 29, 2020 found that cybersecurity risks related to 5G adoption are a concern for many (76.4% of professionals at organizations currently use 5G and 80.7% of professionals at organizations plan to adopt 5G in the year ahead).
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
In the changing world of finance, a single source of truth across both Workday and external data will enable you to grow revenue, stay competitive, and adapt quickly in the face of uncertainty. View this deck to learn about use cases for Workday Prism Analytics and best practices for delivering financial insights across the enterprise.
Tracxn - Top Business Models - HealthTech - Apr 2022Tracxn
Tracxn's proprietary #taxonomy brings to you top #BusinessModels in HealthTech rebrand.ly/nyqrne7
Get our free reports on #PracticeArea or #sector of your interest to your mailbox regularly https://rb.gy/cx2upn
Enabling the rise of the smartphone: Chronicling the developmental history at...Qualcomm Research
Today’s smartphones are a marvel of modern technology — handheld devices with vast computing power, incredible multimedia and AI capabilities, and blazing fast data rates that support mobile browsing, social media interaction, and more. From humble beginnings as a cellphone focused purely on voice communication, the capability and functionality of modern smartphones have advanced tremendously. This presentation chronicles Qualcomm’s role in the rise of the smartphone from its initial beginnings to becoming the largest computing platform in the world. It includes:
- Key technology developments that led to today’s smartphones
- The role of Moore’s Law in driving new innovations and additional integration into mobile processors
- Qualcomm’s critical role in advancing the smartphone’s capabilities through groundbreaking innovations and key technology developments
5G will transform the IoT, expanding the reach of 5G and mobile technologies beyond smartphones. This presentation talks about how 5G is opening doors to new use cases, what is in the 5G evolution that will address the expanding IoT needs, and what Qualcomm is doing to deliver end-to-end technologies and solutions.
PSD2 is finally here and 2018 is turning out to be a big year for the banking industry as financial institutions open their APIs and make them available to third-party providers.
Find out what Kony is doing about Open Banking and Kony PSD2 solution.
Facebook-BCG Report on the impact of digital in the Financial Services IndustrySocial Samosa
India is on the cusp of a digital
revolution. With rising internet and
smartphone penetration, the digital
DNA of India is rapidly changing.
The first 100 million ‘digital Indians’
were largely men, millennials and
metro based. However, with higher
adoption among women, lower tier
cities and older age groups, the face of
an average internet user is changing.
They are also engaging in mature
activities, going beyond search and
social networking to online shopping
and banking. In 2013, only 7% urban
internet users with digital age less than
2 years adopted online shopping. This
grew more than four fold in four years.
A similar trend has been seen in online
banking as well.
Also, with increasing smartphone
penetration, the way consumers are
accessing internet is changing. In
2013, only 44% of urban population
preferred mobile for internet access,
but now almost 3/4th prefer mobile.
Find More Case studies at - https://www.socialsamosa.com/category/indian-social-media-case-studies/
People want a seamless customer experience and smart digital platforms. Banking providers, however, are struggling to complete.
Legacy systems are delaying digital transformations for 77% of financial institutions, and stopping half of them. Agility and streamlined systems are crucial to delivering superb customer experiences, and you need the right digital banking platformto get there.
Our experts, Tim Rutten, the VP Solutions Engineering, and Barry de Leeuw, the Solutions Engineer, discuss the following topics:
* Omni-channel customer experience;
* Open APIs;
* Modular architecture;
* Smart AI-driven banking.
Learn more about the four strategic pillars required to build a future-proof digital bank.
apidays LIVE Singapore - Open Banking: A foundation for the new world by Bhar...apidays
apidays LIVE Singapore - Connected Commerce
Open Banking: A foundation for the new world
Bharat Bhushan, CTO - Banking and Financial Markets, EMEA, Technical Leadership Team, IBM Academy of Technology
In a rapidly changing business climate, Workday Extend helps you stay agile by building apps that run alongside your existing Workday applications. This slide deck features updates and demos from Workday product experts, along with testimonials from Workday Extend customers IBM, KONE, and Sun Life Financial.
360learning Engagement Platform Overview Slide DeckTravis W. Lopes
360Learning empowers L&D, HR & sales enablement leaders who want a bigger impact to transform their companies into learning organizations, democratizing access to internal knowledge at scale and shifting their roles from a support function to a business champion.
Disrupting the Disruptors: Accenture Post and Parcel Industry Research 2018accenture
With digital changing consumer demands, our new research looks at how the Post and Parcel digital model continues to evolve as it seeks to drive efficiency, digitize delivery and create new revenue. Learn more: https://accntu.re/2JE8ooI
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
A Deloitte poll conducted in Oct. 29, 2020 found that cybersecurity risks related to 5G adoption are a concern for many (76.4% of professionals at organizations currently use 5G and 80.7% of professionals at organizations plan to adopt 5G in the year ahead).
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
In the changing world of finance, a single source of truth across both Workday and external data will enable you to grow revenue, stay competitive, and adapt quickly in the face of uncertainty. View this deck to learn about use cases for Workday Prism Analytics and best practices for delivering financial insights across the enterprise.
Tracxn - Top Business Models - HealthTech - Apr 2022Tracxn
Tracxn's proprietary #taxonomy brings to you top #BusinessModels in HealthTech rebrand.ly/nyqrne7
Get our free reports on #PracticeArea or #sector of your interest to your mailbox regularly https://rb.gy/cx2upn
Enabling the rise of the smartphone: Chronicling the developmental history at...Qualcomm Research
Today’s smartphones are a marvel of modern technology — handheld devices with vast computing power, incredible multimedia and AI capabilities, and blazing fast data rates that support mobile browsing, social media interaction, and more. From humble beginnings as a cellphone focused purely on voice communication, the capability and functionality of modern smartphones have advanced tremendously. This presentation chronicles Qualcomm’s role in the rise of the smartphone from its initial beginnings to becoming the largest computing platform in the world. It includes:
- Key technology developments that led to today’s smartphones
- The role of Moore’s Law in driving new innovations and additional integration into mobile processors
- Qualcomm’s critical role in advancing the smartphone’s capabilities through groundbreaking innovations and key technology developments
5G will transform the IoT, expanding the reach of 5G and mobile technologies beyond smartphones. This presentation talks about how 5G is opening doors to new use cases, what is in the 5G evolution that will address the expanding IoT needs, and what Qualcomm is doing to deliver end-to-end technologies and solutions.
PSD2 is finally here and 2018 is turning out to be a big year for the banking industry as financial institutions open their APIs and make them available to third-party providers.
Find out what Kony is doing about Open Banking and Kony PSD2 solution.
Facebook-BCG Report on the impact of digital in the Financial Services IndustrySocial Samosa
India is on the cusp of a digital
revolution. With rising internet and
smartphone penetration, the digital
DNA of India is rapidly changing.
The first 100 million ‘digital Indians’
were largely men, millennials and
metro based. However, with higher
adoption among women, lower tier
cities and older age groups, the face of
an average internet user is changing.
They are also engaging in mature
activities, going beyond search and
social networking to online shopping
and banking. In 2013, only 7% urban
internet users with digital age less than
2 years adopted online shopping. This
grew more than four fold in four years.
A similar trend has been seen in online
banking as well.
Also, with increasing smartphone
penetration, the way consumers are
accessing internet is changing. In
2013, only 44% of urban population
preferred mobile for internet access,
but now almost 3/4th prefer mobile.
Find More Case studies at - https://www.socialsamosa.com/category/indian-social-media-case-studies/
People want a seamless customer experience and smart digital platforms. Banking providers, however, are struggling to complete.
Legacy systems are delaying digital transformations for 77% of financial institutions, and stopping half of them. Agility and streamlined systems are crucial to delivering superb customer experiences, and you need the right digital banking platformto get there.
Our experts, Tim Rutten, the VP Solutions Engineering, and Barry de Leeuw, the Solutions Engineer, discuss the following topics:
* Omni-channel customer experience;
* Open APIs;
* Modular architecture;
* Smart AI-driven banking.
Learn more about the four strategic pillars required to build a future-proof digital bank.
The BCIM (Bangladesh, China, India and Myanmar) corridor is perceived to have a potential to generate substantive economic benefits in the area of trade, investment, energy, transport and tourism. The corridor offers a wide range of opportunities for growth and development in the region. The BCIM forum is a long term mechanism aiming to enhance the economic cooperation in business communities and enterprises of the four BCIM regions.
It is therefore vital to build a platform to realize business exchanges and help enterprises to make closer communication exchanges. The May 2014 edition of the Multilateral Newsletter explores the opportunities and the prospective areas which can act as a catalyst leading to positive growth in terms of trade and investment in the BCIM region. In addition, the newsletter gives an update of the major highlights from the Asian Development Bank, The World Bank, International Trade Center, World Trade Organization and groupings like B20 and OECD.
The world's second largest economy, China, is slowly recovering. Even more importantly, the latest forecasts by the World Bank suggest that high-income economies appear to be finally turning the corner. We cover this in the section on Global Trends in this month’s issue of Economy Matters.
In the section on Domestic Trends, we discuss the trends emanating out of the recent releases on GDP, IIP, Inflation, trade, and monetary policy.
The Sectoral spotlight for this issue is on Manufacturing, which remains an important sector for realizing the higher growth potential of the economy.
The section on Taxation dwells on BEPS and carries an interview with Mr. Akhilesh Ranjan, Joint Secretary, Ministry of Finance, Government of India on some critical international taxation issues.
In the Special Article, we provide a snapshot of Central Government’s fiscal health along with a detailed Q&A of Mr. R. Seshasayee, Past President & Chairman Economic Policy Council, CII, on the subject.
The section on Special Feature carries an article titled “The Tradeoffs for Policy Makers in India Today”, by Dr. Pronab Sen, Chairman, National Statistical Commission, Government of India.
2. 2
Forward Looking Statements
This presentation contains statements regarding our intention to execute a new strategy, implement operational and
organizational changes and our projected financial and business results, as well as our intention to return cash to
shareholders through dividends and continued share buyback activity, which may be considered forward‐looking
within the meaning of the U.S. federal securities laws. These statements are subject to known and unknown
risks, uncertainties and other factors that may cause our actual results, levels of activity, performance or achievements
to differ materially from results expressed or implied in this presentation. Such risk factors include those related to:
maintaining customer and partner relationships; the anticipated growth of certain market segments, particularly with
regard to security and storage; the competitive environment in the software industry; changes to operating systems
and product strategy by vendors of operating systems; fluctuations in currency exchange rates; the timing and market
acceptance of new product releases and upgrades; the successful development of new products and integration of
acquired businesses; and the degree to which these products and businesses gain market acceptance. Actual results
may differ materially from those contained in the forward‐looking statements in this presentation. Additional
information concerning these and other risk factors is contained in the Risk Factors section of our Form 10‐K for the
year ended March 29, 2013.
Any information regarding pre-release Symantec offerings, future updates or other planned modifications is subject to
ongoing evaluation by Symantec and therefore subject to change. This information is provided without warranty of any
kind, express or implied. Customers who purchase Symantec offerings should make their purchase decision based
upon features that are currently available.
We assume no obligation to update any forward‐looking information contained in this presentation.
3. 3
Use of GAAP and Non-GAAP Financial Information
Our results of operations have undergone significant changes due to a series of acquisitions, the impact of SFAS
123(R), impairment charges and other corporate events. To help our readers understand our past financial performance
and our future results, we supplement the financial results that we provide in accordance with generally accepted
accounting principles, or GAAP, with non‐GAAP financial measures. The method we use to produce non‐GAAP results is
not computed according to GAAP and may differ from the methods used by other companies. Our non‐GAAP results
are not meant to be considered in isolation or as a substitute for comparable GAAP measures and should be read only
in conjunction with our consolidated financial statements prepared in accordance with GAAP.
Our management regularly uses our non‐GAAP financial measures internally to understand, manage and evaluate our
business and make operating decisions. These non‐GAAP measures are among the primary factors management uses in
planning for and forecasting future periods. Investors are encouraged to review the reconciliation of our non‐GAAP
financial measures to the comparable GAAP results, which is attached to the financial review presentation, and which
can also be found, along with other financial information, on the investor relations page of our website at
www.symantec.com/invest.
4. Presentation Identifier Goes Here
Founded in 1982
IPO in 1989
Approximately 21,500 Employees
Operations in more than 50 Countries
#379 on the 2013 Fortune 500
100 Percent of Fortune 500 Companies
are Customers
$6.9 Billion Revenue in FY2013;
Approximately 52% Outside of the U.S.
More Than 1,900 Global Patents
Invests 14% of Annual Revenue in R&D*
* R&D Investments is Non-GAAP
8. 8
Corporate Responsibility
Investing in the community, workplace and environment
• STEM Education, Online
Safety, Diversity, Environment
• $24M philanthropy in FY13
• More than 25,000 hours
volunteered
• Annual Code of Conduct
training
• Signatory UN Global
Compact
• 100% Human Rights
Campaign Corporate Equality
Index
• Signatory, Women’s Empowerment
Principles
• FTSE4Good Global Index
• Dow Jones Sustainability Index
– North America and World
• 2013 World’s Most Ethical
Companies
• Energy-saving Green IT solutions
• 20 LEED-certified buildings globally
• 12 Energy Star buildings globally
• Established employee Green
Teams
• #40 NewsWeek Green
Rankings
10. Presentation Identifier Goes Here 10
Global Intelligence Network
Identifies more threats + takes action faster + prevents impact
Global Scope and Scale 24x7 Event LoggingWorldwide Coverage
Rapid Detection
Threat Activity Malcode Intelligence Vulnerabilities Spam/Phishing
240,000+ Sensors
200+ Countries
133M Client, Server,
Gateway
Global Coverage
40,000+ Vulnerabilities
14,000 Vendors
105,000+ Technologies
5M Decoy Accounts
8B+ Email Messages/Daily
1B+ Web Requests/Daily
Information Protection Threat Triggered ActionsPreemptive Security Alerts
10
11. 11
”
Enabling people, businesses and
countries… to protect and manage
their digital information… so they
can focus their time and energy
achieving their aspirations
12. 12
Revolutionizing Our Business For You
Meet Customer Needs that Matter Today
Provide Unique Customer Advantages
Strengthened Offerings
Three Newly-Focused Areas
12
14. 14
We Will Strengthen Our Offerings:
More R&D
Better and
Easier
Customer
Experience
New Offerings
Right-for-Me
Offering
Better Meet
Customer
Needs . . .
Faster Organic
Growth
15. 15
We Will Strengthen Our Offerings:
More R&D
Leverage
Innovation
Zero-based
mindset
More
Innovation
• Whole company scope
• Resource best growth
opportunities
• Eliminate redundancy
• Increase R&D spend
• Redeploy and hire
• Advanced research
Center of
Excellence
File Systems
DLP
Encryption
Endpoint
Protection
Security Intelligence
More R&D
Better and
Easier
Customer
Experience
New Offerings
Right-for-Me
Offering
Better Meet
Customer
Needs . . .
Faster Organic
Growth
16. 16
We Will Strengthen Our Offerings:
Better and Easier Customer Experience
More R&D
Better and
Easier
Customer
Experience
New Offerings
Right-for-Me
Offering
Better Meet
Customer
Needs . . .
Faster Organic
Growth
• Focus product teams on
end-to-end customer use
experience
• Simplified licensing
• Self-healing technology
To
Use, Upgrade
and
Maintain
To Get Help
and Support
• Simplified support options
• Expanded support
channels ex.
Web, chat, community
support
• Knowledge management
17. 17
We Will Strengthen Our Offerings:
Right-For-Me-Offerings
More R&D
Better and
Easier
Customer
Experience
New Offerings
Right-for-Me
Offering
Better Meet
Customer
Needs . . .
Faster Organic
Growth
Tailored
Offerings
Choice of
Deployment
Option
• Software
• Appliance
• Cloud
• Hybrids
• Consumers
• Small
Businesses
• Large
Enterprise
• Governments
• Geographies
• Specific
Industries…v
erticals
18. 18
New Offerings Will Address broader Customer Needs
More R&D
Better and
Easier
Customer
Experience
New Offerings
Right-for-Me
Offering
Better Meet
Customer
Needs . . .
Faster Organic
Growth
•Integrated, modular, solving
bigger jobs
•Customer can buy existing
products OR new integrated
offerings
•Turn on new capability as
needed
19. 19
Symantec Addresses Unmet, Underserved Needs In
Three Areas
Make it simple for me to be productive
& protected at home and work
Keep my business safe and compliant
Keep my business information and
applications up and running
User Productivity & Protection
Information Security
Information Management:
Availability & Scalability
20. 20
New Current Offerings Map to Customer Jobs
User Productivity & Protection
Information Security
Information Management:
Availability & Scalability
Enterprise Mobility
Endpoint Encryption
User Authentication
Norton 360
Norton Mobile Security
Norton Data Services
Endpoint Protection
Control Compliance Suite
Critical System Protection
Trust Services
Managed Security Services
Data Loss Prevention
Mail and Web Security
O3
Backup Exec
BE.cloud
FileStore
Storage Foundation HA
NetBackup
Enterprise Vault/eDiscovery
Current Offering Examples
20
21. 21
We Will Deliver New Integrated, Modular Offerings
Over the Next 6-24 Months
User Productivity & Protection
Information Security
Information Management:
Availability & Scalability
Mobile Workforce Productivity
Norton Protection
Norton Cloud
Information Security Service
Identity/Content-aware Security Gateway
Data Center Security
Business Continuity
Integrated Backup
Object Storage Platform
New Higher-Value Offerings
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User Productivity & Protection Higher-Value Offering:
Mobile Workforce Productivity
Enables authorized users to access corporate resources from any corporate or
personal mobile device, PC or Mac while protecting
data, applications, devices and identities
Employee Owned/BYOD
Corporate Owned
Enterprise Applications
Cloud Services
• Endpoint protection
• Corporate
• Personal
• Mobile device management
• Mobile container
• Mobile application
Management
• Enterprise app store
• Endpoint encryption
• Endpoint DLP
• User authentication
Integrated
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Information Security Higher-Value Offering:
Information Security Service
Provides visibility into, and comprehensive protection from, advanced
threats leveraging Symantec and 3rd-party products
Enterprise Apps
Symantec Security Offerings
3rd-Party Products and Tools
Symantec Global Security
Intelligence Network
• Analysis
• Correlation
• Visibility
• Dashboard
• Threat Detection
• Prioritization and
Workflow
• Incident Management
• Risk Management
Integrated
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Information Management Higher-Value Offering:
Business Continuity
Applications
Platforms
Storage
• Windows Backup
• Unix/Linux Backup
• Virtual Backup
• Clustering
• Virtual HA
• Replication
• Disaster Recovery
• Service Orchestration
Integrated
Delivers high availability, performance, and scalability for business
applications in virtual, private cloud environments
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Simplified Go-to-Market (GTM) Strategy
Customer Segment
Commercial
Norton Consumer and
Small Business
Enterprise
Global
• Global & Enterprise… Symantec direct + Customer
led channel involvement
• Channel-led… dedicated Symantec team support
• Combination of direct through e-business and
channel-led
Applied “Right for GEO” manner
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New Marketing and Sales Capabilities
• Expanded high quality/
lower cost models
- Telesales
- e-Business
- In product
• New business growth
- Field paid only on new over time
- Separate renewals org
• New global sales and partner
enablement organization
• New, enhanced partner
program
- More selective based on
capabilities
- Better enablement &
Symantec support
- New performance-based
incentives
• Expanded Marketing
- Total customer experience
- New centers of excellence
- Strategic Pricing & Licensing
Offerings Customers
Beyond
Current
Point
Products to
Integrated
Offerings
Beyond
Short-Term
Bookings to
Lasting
Customer
Value
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Financial Objectives
Organic growth greater than 5% in FY15-FY17
Planning on 5 quarters of transition
Non-GAAP operating margins grow 200 bps in
FY14 & FY15
Return approximately 50% of FCF to shareholders
through dividends and share repurchases
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How This Benefits Customers
How They
Want to Buy
Right-for-Me
Offerings
Solve Bigger
Problems
Better and
Easier
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Removed: #3, Fortune’s World’s Most Admired Companies, computer softwareChanged: CR 100 Best Corp CitizensPhilanthropy – actual $24,147, 086Volunteer hours – actual 25, 8192013 World’s Most Ethical Co20 LEED buildings , 12 energy star #40 on Newsweek Green Rankings for 2012