Join two SAP hybris execs who will explore the 10 stages of transforming your B2B organization to a digital business, based on their experiences implementing hybris commerce and other digital systems prior to joining SAP | hybris, when they were execs at Bobcat and Aramark. You will leave with a B2B e-commerce roadmap and best practices that you can apply immediately to your organization. Participants will also receive a complimentary copy of hybris’ 30-page guide “How to Transform Your Business for Omni-Channel Success.”

1. 10 Steps to B2B Digital
Transformation
BRIAN DIEHL
B2B Industry Principal
JOHN FISHER
Global Head of Industry Marketing
Game Plan B2B Conference
October 2015

2. Introductions
Former Director, Innovation & Channel
Technology at Bobcat/Doosan
Ran European IT organization for 5 years
Selected and implemented hybris in 45+
countries.
Developed and Managed Commercial
Technology Strategy & Roadmap for 3 years
Former VP, Ecommerce at Aramark
Implemented:
- hybris (Ecommerce)
- Salesforce.com (CRM)
- Manticore (Marketing Automation)
Oversaw digital transformation for 5 years
BRIAN DIEHL,
B2B INDUSTRY PRINCIPAL
JOHN FISHER,
HEAD OF INDUSTRY MARKETING

3. Agenda: 10 Steps to Digital Transformation
1. Take Inventory- Look at the big Picture
2. Vision & Goals
3. Executive Alignment
4. Justification
5. Requirements Gathering
ROI Commerce Calculator Exercise
6. Partner & Vendor Selection
7. Planning & Team
8. Culture & Change
9. Launch & Support
10. Iterate, Measure & Monitor
Q&A + Discussion

4. Ground Rules
• We will present the 10 steps through our personal lenses - not a
textbook of best practices
• Not every step will receive that same amount of “love”
• Sometimes the steps blur – so we may not go through 10 distinct steps
• It’s meant to be interactive…please ask questions along the way
• Speaking of interactivity…

5. KEEP YOUR PHONES ON!
You will be participating in Live Online Polls.
To join, please text once:
gameplan
to 22333
Getting a Base Line

6. 1. Take Inventory
2. Vision & Goals

7. IS YOUR IT
YOUR ANCHOR
OR YOUR SAIL?
?#!

8. Understand Your Current Reality
SAMPLE CHECKLIST:
• Leadership Commitment & Sense of Urgency
• Status of Funding
• IT System Landscape
• Clear Roles & Responsibilities
• Vision
• Business Case
• Rogue Business Units
• Culture
• Leadership Skills

9. John & Brian’s Perspective
• Leadership Commitment & Sense of Urgency
• Status of Funding
• IT System Landscape
• Roles & Responsibilities
• Vision
• Business Case
• Rogue Business Units
• Culture
• Leadership Skills
Take-away:
1. ROI trumps vision
2. Don’t wait—it will
never be perfect

10. Where are you in your digital project?
A. Phase 1: Evaluation & Justification
B. Phase 2: Requirements Gathering, Writing RFP
C. Phase 3: Project Planning, Vendor Selection
D. Phase 4: Build & Execution
E. Phase 5: Post Launch, Optimization
To Join-Text Once: GAMEPLAN (one word) TO 22333
Text a Letter (A, B, C, D or E) to 22333:

11. Today in Room Forrester Survey

12. Why is “EVERY” Business Transforming? Because…Journey
12
The largest taxi company…
does not own a taxi
The largest accommodation company…
does not have any rooms
The largest media company…
does not create any content
The most valuable retailer…
does not have any stores

13. Corporate Objectives Reinforce These Trends
WORLD CLASS
CUSTOMER EXPERIENCE
DIGITAL ENABLEMENT &
OPERATIONAL EFFICIENCY
GROWTH & AGILITY
STRATEGIC
PRIORITIES
§ Personalized view of Product Content & Pricing 24/7
§ Support customers across all Digital Channels
§ Deliver self-service tools better serving customers & reducing costs
§ Enforce Policy & Formalize Best Practices
§ Seamless Experience between Channels
§ Automate workflows and End-to-End Processes
§ Enhance collaboration and management of partner relationships
§ Establish new solution & service-based revenue models
§ Empower dealers and channel partners with effective sales tools
§ Leverage Big Data and Predictive Capabilities
KEY
IMPERATIVES

14. What’s the LEAST Digitally Visionary Travel Sector?
A. Airlines
B. Trains
C. Cruise Ship Companies
D. Major Hotel Chains
Text a Letter (A, B, C, D or E) to 22333:
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16. And the Winner is…
Play video

17. If Amtrak can digitally
transform…so can you

18. John & Brian’s Perspective
Take-away:
1 Don’t underestimate Emotion
2 A clear vision unifies, communicates & excites

19. 3. Executive Alignment
4. Justification

20. Myth:
LET A THOUSAND FLOWERS
BLOOM; BOTTOM-UP ACTIVITY IS
THE RIGHT WAY TO CHANGE.

21. Reality:
TRANSFORMATION
MUST BE LED FROM
THE TOP.

22. CLEAR LEADERSHIP
CLEAR DIRECTION
To move forward, leaders must create a vision, a sense of collective promise
that overrides the fear of the unknown (with an ROI to match).

23. “Gut Check” 3 Key Perspectives Side-by-side
Executive
Stakeholders
IT
Stakeholders
LOB
Stakeholders

24. Respond To Business Disruptions
Business Direction
(operations and strategy)
Desired
Business Outcomes
Future State Business
Anchor Model
Business
Goals
Business
Disruptions
Sr. Executives Concerns
and Oppertunities

25. LEVERAGING DIGITAL PLATFORMS TO:
• TRANSFORM THE SELLING PROCESS
• IMPROVE QUALITY + EFFICIENCY + COST
• DRIVE CHANNEL COLLABORATION
• DELIVER WORLD CLASS CUSTOMER ENGAGEMENT
• INNOVATE THE BUSINESS MODEL
Focused On Real Results

26. There Must Be A Business Outcome
Does it save time? Is it profitable /
Does it make money?
Does it differentiate /
Solve a market
problem?

27. It Must Improve How You Compete
Product Price Service Quality Execution

28. Why is YOUR ORGANIZATION transforming? (Business Drivers)
A. Cost Savings/Efficiencies
B. Match Competitors
C. Higher Customer Lifetime Value
D. Customers Expectations
E. Consistent Experience Across Channels
Text a Letter (A, B, C, D or E) to 22333:
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30. Cost Savings 60%
Match Competitors 55%
Lifetime Value 64%
Customer Expectations 74%
Consistent Experience 65%
Primary Business Drivers?
Today in Room 2015 Forrester Survey

31. John & Brian’s Perspective
Take-away:
1 Manage ALL stakeholders
2 Understand what your business values most

32. 5. Requirements Gathering
Online ROI Calculator
6. Partner & Vendor Selection

33. Was that digital transformation?
… or did we simply digitize?

34. Companies are struggling to find their patterns because….
… we simply copied the analog world
§ Processes
are ad hoc
§ Systems are
fragmented
§ Data creates chaos
§ Expertise networks
are disconnected

35. DIGITAL
TRANSFORMATION
IS NOT
AN ONLINE STORE

36. VERY EXPENSIVE
OLD PROCESSES
New Technology
Old Processes+

37. You Need Input & Feedback:
Interview customers Interview Internal
stakeholders
Review the
competition
§ RFP
§ Vendor Evaluation
§ Internal Justification

38. 1. Customers: Critical component. It cannot be overstated that customers
need to be at the center every requirements gathering exercise.
2. Internal approvers/ VETO Power: If you’ll need they’re approval later, you
need their requirements now
3. Subject matter experts (SMEs): Make sure that someone on the team is
representing finance, HR, operations, customer service, inside sales, field
sales, etc.
You Need Input & Feedback:

39. Inside- out, Outside-in

40. The Law Of Average
WHO
ME?

41. Managing Expectations
56
Br eaking
35
Bad

42. JUST BECAUSE
YOU CAN,
DOESN’T MEAN
YOU SHOULD

43. Focus On The Future
“I skate to where the puck is going
to be, not where it has been.”
– Wayne Gretzky

44. By The Way…
YOUR ROI MIGHT
BE “WRONG”,
BUT…

45. COMMERCE
ROI CALCULATOR
Please use Chrome: www.hybris.com/roi-calc

46. 6. Partner & Vendor Selection

47. Businesses are Individuals, too

48. Get The “A” Team
§ Take experience over technical knowledge
§ Results vs. Procedural Excellence
§ Understand why you need a Partner
§ Strategy
§ Implementation
§ Support

50. Not Asking Questions that can be
easily compared
Leaving the RFP process to the
procurement dept
Inviting too many vendors to bid
Ignoring the people aspects
Not having a budget before issuing
an RFP
Not involving all stakeholders
Trying to be too impartial
Taking the short view
Not doing sufficient due diligence
Wording the questions in a way
that enables the vendor to “spin”
the truth
RFP Mistakes

51. John & Brian’s Perspective
Take-away:
1 Requirements: Less is more
2 Partners: The “Waterloo Moment”

52. 7. Planning & Team
8. Culture & Change

53. Understand Your Strengths & Weaknesses:
• Process & Policy maturity
• Change Management
• Team skillset
• Standards & Data Quality
• Executive Ownership
• Data & Functional Ownership
Planning: Get Real & Be Honest

54. Pockets of Awesome

55. “TAKE ME TO
YOUR LEADER”
(x2)

56. “Culture eats strategy for Breakfast” – Peter Drucker

57. “Customers are already
satisfied with our
service”
“Customers like
talking to us”
“It’s a system that’s
designed to
eliminate jobs”
Employee Resistance
“Customers won’t go
online to order”

58. “I don’t know how to
use the website/
online tools”
“I’m afraid that
customers won’t need
me anymore”
“I fear I’ll lose the
relationship with my
customers”
“I’m afraid this
system will
eliminate my job”
So What’s The Problem?
FEAR!

59. Change Management
“We have met
the enemy, and
they are us.”

60. Supply Chain’s KPI of Fewer SKUs
Supply Chain
department
chooses which
vendors you
can use
They are very
powerful
They want fewer
product SKUs -
only allowed
“preferred”
vendors to have
pics on website

61. 98% Correct Is 100% Wrong
Adding Images:
10% increase in AOV;
20% reduction in customer service calls
Launch:
Missing 50% of images
Low AOV; huge # of complaints

62. Do you have a “REAL” Change Management Plan?
A. Yes
B. Partial
C. No
D. Don’t Know / Not Sure
Text a Letter (A, B, C or D) to 22333:
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64. John & Brian’s Perspective
Take-away:
1 Culture, Culture, Culture
2 Change Management

65. 9. Launch & Support
10. Iterate, Measure & Monitor

66. Launch
And Learn
WELL DONE IS BETTER THAN
WELL SAID.
– Benjamin Franklin

67. Approaching Launch
CONDUCT
SHOWCASES
CELEBRATE
BUGS
DEDICATED
“DEFECT
TAKEDOWN”
SPRINTS

68. JUST IN TIME
TRAINING

69. MISSION
ACCOMPLISHED
(Go Live is just the beginning)
Stablize,
Stablize,
Stabilize
Never too
early for
Phase 2
Distinguish
Support from
Phase 2
Development
Support:
Insource
vs. Outsource

70. By The Way…
YOU WILL GET
BIGGER
BEFORE YOU GET
SMALLER

71. What are Your Top Implementation Barriers? (vote>1)
A. Data (sharing, cleansing, etc.)
B. Channel Conflict
C. Lack of measurements / incentives
D. Back-end integrations
E. Limited by Partners / Customers
F. Staff Skillset
Text a Letter (A, B, C, D or E) to 22333:
To Join-Text Once: GAMEPLAN (one word) TO 22333

72. Today in Room 2014 Forrester Survey
Channel 36%
Lack Meas. 33%
Back-end Int. 44%
Partners/Custs 40%
Staff Skills 32%
Top Implementation Barriers? (vote>1)
Data 42%

77. –Winston Churchill
TO IMPROVE IS TO CHANGE,
TO BE PERFECT IS TO CHANGE
OFTEN