Do you think your business is too complex to go online? IRX Presented by Gavin Masters Head of ecommerce Consulting, Maginus

Transcription

1 Do you think your business is too complex to go online? IRX 2016 Presented by Gavin Masters Head of ecommerce Consulting, Maginus

2 Introduction - Maginus 40 Years experience in the IT Solutions Industry Our skills and capabilities stretch from ecommerce, Order Management, Back Office to Hosting Services. We provide Omnichannel, Wholesale, Distribution & Retail Solutions

3 Online Commerce: Beyond Retail Globally by 2020: 27% of all B2B trade online Total of $6.7 trillion Growth of > 10% annually Frost & Sullivan: Future of B2B Online Retailing

4 Online Commerce: Beyond Retail More than half of businesses buy online Less than 22% of UK businesses sell online Over 40% of UK businesses intend to sell online Mintel Report: B2B E-Commerce - UK - June 2015

5 Key Challenges Trends in B2B ecommerce in the UK - Salmon

6 The Current Online B2B Landscape 1st Priority 2nd Priority 3rd Priority Millennials Gen X Baby Boomers 35% Ease of doing business 44% Ability to deliver products/services to my satisfaction 33% Willingness to work collaboratively with my organisation 31% Industry and marketplace expertise 35% Reputation for superior quality products or services 34% Industry and marketplace expertise 42% Ability to respond quickly 33% Commitment to social and/or environmental responsibility 31% Willingness to work collaboratively with my organization 31% Use of latest technologies Source: IBM Institute for Business Value Millennial Survey Millennials n=447, Gen X n=153, Baby Boomers n=103. Q35: When selecting a vendor for your organisation, what attributes - in addition to price - are most important to you?

7 The Current Online B2B Landscape 75% of B2B buyers consider online more convenient 93% prefer buying online when they know what to buy Up to 1 million US B2B sales jobs replaced by 2020 Forrester research Death of a (B2B) Salesman April 2015

8 What is Too Complex?

9 What is Too Complex? Large amount of data/products/prices Too complicated to navigate and understand online Too slow to synchronise with back-office systems Need lots of contextual information to transact Complex account structures Paper-based or manual processes involved

10 Today s presentation What is Too Complex? Multiple integration points Complex or real-time integration Disparate systems Legacy systems with limited integration capabilities Your traditional customer base won t go digital

11 Why isn t it Too Complex?

12 Why isn t it too complex? Large amount of data/products/prices Cloud-based solutions scalable, resilient, cost-effective Well-architected enterprise real-time and on-time data Allow for billions of records

13 Why isn t it too complex? Need lots of contextual information to transact Personalisation Context and business intelligence CRM, customer and market profiling Technologies offer a streamlined user experience

14 Why isn t it too complex? Multiple integration points/complex or real-time integration An agile approach allows for progress without huge disruption Taking individual business aspects piecemeal to reduce business transformation Use of an Enterprise Service Bus (ESB)

15 Why isn t it too complex? Traditional point-topoint integration Each application has multiple connections Changes to any system impacts everything

16 Why isn t it too complex? ESB Integration decouples each system Each application has one in-out connection Changes only impact individual system

17 Why isn t it too complex? Your traditional customer base won t Go Digital Engage field sales, customer service, Brand Champions Don t underestimate your customers and their digital footprint Incentivise participation

18 Where to Start?

19 Where to start? Understand your customer s service requirements Frequent business touchpoints Customer Service, Enquiries, Delivery Tracking Frustrations Requests for Information, Pricing Enquiries, Stock Availability Repetitive Tasks Account Settlement, Invoicing, Document

20 Where to start Gain insight into strengths and opportunities Create/amplify a unique selling point Remove demands on resource-intense business areas Increase brand awareness

21 Where to start Start small & conceptual Simple forms, s and online documents. Define success criteria and implement reporting Communicate (both ways!) with the end user

22 Where to start Grow the successes, discard the failures Work strategically, but constantly review Don t be afraid to fail Keep an eye on the competition

23 A Real-life Example

24 A real-life example Several businesses running separate systems Completely bespoke customer price lists Hugely varied customer types, sizes and relationships Large overhead associated with managing day-to-day

25 A real-life example Introduced an ESB to remove complexity and consolidate Cherry-picked a subset of customers to trial online services Implemented plan for wider roll-out Created on-boarding process for new customers

26 A real-life example Still making significant progress despite business change Assisting in a formalisation of processes and data Exposed a number of new opportunities previously unknown Improved brand awareness and communications

27 In Summary

28 Summary Don t try to change the whole business in one project Understand the opportunities from your customer s POV Remain agile constantly review progress and revise goals Don t be afraid of failure Build on your successes and new opportunities

29 Q & A IntraLogisteX 2016 Gavin Masters 16 th March 2016

30 Thank you IntraLogisteX 2016 Gavin Masters 16 th March 2016