EUROPE EDITION MARCH 2020 europe.businesschief.com
A ‘TOTAL BEVERAGE’ TRANSFORMATION Damiano Marabelli discusses solving business challenges with new technology
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City Focus
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FOREWORD
W
elcome to the March edition
“What’s happening at the moment is
of Business Chief Europe.
a tremendous infrastructure program,
For our cover feature this month we hear from one of the largest brands in
going from a centralised to a decentralised system.”
the world: The Coca-Cola Company.
Wendy Rowe, Director of Product,
We speak with Damiano Marabelli,
Vision and Strategy for Cloud Strategy
Central and Eastern Europe Business
Operations at Wolters Kluwer Tax and
Unit CIO, as he explains the role that
Accounting, provides her insight into
IT plays in a ‘Total Beverage’ transfor-
the tastes and behaviors of Genera-
mation. “We do not solve technology
tion Z. We also rank the top football
problems; we use technology to solve
franchises in Europe and take a closer
business challenges,” he explains. It’s
look at the capital of Europe, Brussels.
a sentiment felt strongly across many industries, and one that lies at the heart of our publication this month. Elsewhere in the issue, we also speak with Klaus Lohnert, Program Director SAP Cloud for Utilities, Stefan Engelhardt, Global VP Go-to-Market Strategy, Industry Business Unit Utilities, and Mateu Munar, Senior
Do you have a story to share? Please don’t hesitate to get in touch and you could be featured in our next issue. Enjoy the read! Amber amber.donovan-stevens @bizclikmedia.com
Director, Industry Business Unit Utilities, who detail SAP’s cloud capabilities. Lohnert summarises: e u r o p e . b u s i n e s s c h i e f. c o m
03
Make Every Customer Interaction Count Create innovative & delightful customer experiences with programmable communications. www.nexmo.com | sales@nexmo.com |
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CONTENTS
10
RISEOF TECHNOLOGY NATIVES THE
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T H E C O C A - C O L A C O M PA N Y
10
Solving business challenges with technology WRITTEN BY
WILLIAM SMITH PRODUCED BY
LEWIS VAUGHAN
MARCH 2020
11
Photo Š Coca-Cola Italy e uro pe .busi ne ssc hief. com
T H E C O C A - C O L A C O M PA N Y
Damiano Marabelli, Central & Eastern Europe Business Unit CIO, The Coca-Cola Company, discusses IT’s role in facilitating a ‘Total Beverage’ transformation
T
he Coca-Cola Company (TCCC) needs no introduction, seeing as it is one of the world’s most recognisable brands. Main-
taining that privileged position requires the input of all of its different departments, and, in this regard, IT is no different. Damiano Marabelli is in charge of the company’s IT operations in one of its biggest 12
business units (BUs), as he explains: “I joined TCCC as ‘Central & South European BU IT Client Engagement Director’ at the beginning of 2013. Then I was asked to structurally merge the IT operations of the above BU with the Russia, Ukraine and Belorussia BU, creating the second biggest BU outside North America: the Central & Eastern Europe Business Unit (CEE BU) with its headquarters in Athens”. The CEE BU operates in one of the most diverse business contexts in the world, encompassing 411 million people in 26 countries (four — Italy, Russia, Poland and Romania - account for more than half of the CEE business); 23 official languages; 16 currencies; only seven markets above a population of 10 million; and four main bottler partners (SIBEG in Sicily, CCBS in Albania, GSD in Malta and CCH in all other BU territories). MARCH 2020
13
e uro pe .busi ne ssc hief. com
T H E C O C A - C O L A C O M PA N Y
14
Damiano is guided in his role by the objectives previously set out by Barry Simpson, Senior VP and Chief Information Officer at TCCC, who two years ago articulated a digital transformation programme known as ‘Digitizing for Growth’. The three main objectives of the program are: ‘digitizing for the Consumer’ by creating more personalised, predictive and emotive experiences by harnessing data and analytics; ‘digitizing for the Customer’ by building new routes to market and forging additional partnerMARCH 2020
CEE BU – Connected Cooler Demonstrator CLICK TO WATCH
|
2:08
15
ships alongside strengthening existing
System”, in short the network involves
ones; and ‘digitizing the Enterprise’ by
TCCC supplying beverage products
investing in capabilities to create an
to the bottlers which then add other
agile, engaging and productive work-
ingredients, package the products
place. To achieve those aims, TCCC
and distribute them through four main
is focused on continued investment
market channels, known as: Super-
in digital marketing, ecommerce
markets, Convenience, Discounters
platforms, scalable sales and com-
and HoReCa (including bars, pubs, res-
mercial technology.
taurants and cafeterias). While gross
TCCC’s unique relationship with
profits for bottling partners are often
its bottling partners is another
healthy, operating margins are much
important consideration for its
thinner, which leads TCCC to pursue
digital transformation. Together
innovations. “TCCC invests heavily in
referred to as “The Coca-Cola
category development, both creating e uro pe .busi ne ssc hief. com
BUILDING ENTERPRISES FOR THE DIGITAL AGE Triveneto Servizi was established by Roberto Bontempi in Spinea, metropolitan city of Venice, in 2012. The company specialises in ICT workplace maintenance and mission critical services for multinational corporations. More recently, Triveneto Servizi has invested in leading-edge skills, focused on developing FMCG image recognition solutions, Blockchain payment systems and high-speed fiber connectivity.
LEARN MORE
TRIVENETO SERVIZI & COCA-COLA ITALIA CASE STUDY EXPO 2015 The main activities carried out include: • Installation of laptops, desktops, printers, videoconference Coca-Cola devices. • 24/7 Assistance during the event on the above materials and on the software’s installed with an onsite team of IT senior technicians. • Project managing activity in preparation of the event (contact with the vendors, managing of the offers, collaboration with Telecom & CISCO in the creation of the network architecture).
There has never been a more exciting time to work with technology. In the past, innovation was limited by the capabilities of hardware and software - now it’s only limited by the imagination. Today, mobile technology, the cloud, intelligent machines, social media, Internet of Things and emerging technologies make almost any idea possible. Roberto Bontempi, with his 30 years of experience in building ICT companies, has been a premium partner of Coca-Cola Italia for seven years. From his Milano office, and in cooperation with his senior team, coordinated by Andrea Lombardo, Bontempi takes care of all IT desk site support services. This facilitates all digital collaboration capabilities and technology consumerisation programmes from CocaCola’s Corporate IT, and makes the Milano employees more productive, digitised and connected. During 2020, Triveneto Servizi will fully unlock the power of the smart working paradigm in Coca-Cola Italia, promoting the fast adoption of all apps available in the Coke app store. One of the most remarkable achievements of Triveneto Servizi and Coca-Cola Italia’s collaboration has been the ICT support provided during the preparation-executionclosure of the EXPO event for the entirety of 2015. The main features of the service provided were the Coke EXPO pavilion onsite installation, and maintenance of the IT equipment and software provided by Coca-Cola, in order to create a Coca-Cola office area, applying the Coca-Cola small office standard configuration.
The Coca-Cola Pavilion, built for EXPO Milano 2015, celebrated the company’s tradition, in line with the theme of the exposition “Feeding the Planet, Energy for Life”. This was a stage upon which the company displayed its sustainability model – based on the promotion of wellbeing, protecting the environment and building stronger communities – in an experiential way. The Pavilion - standing 12 metres high and covering 1,000 square meters of surface area, was constructed of environmentally sustainable materials including wood, glass and water to create an iconic space that was simultaneously contemporary and innovative. The outer walls, made of glass and wood, recreated the Coca-Cola logo and the contour silhouette of the historic glass Coca-Cola bottle, which celebrated its 100th anniversary in 2015. Visitors to the pavilion were led along an interactive journey where they participated in the discovery of Coca-Cola world and learned about the company’s values. The building outlined the dimensions of a basketball court and, at the end of EXPO, became a new space that the Milan community of Famagosta now uses for physical activities. Triveneto Servizi has a vision that inspires all ICT services of its portfolio: “expect the same technology experience at work as we have elsewhere in our lives”. This means differentiating ICT services – more green, more social, more collaborative, more mobile and more reliable – that drive innovation for productivity and growth.
LEARN MORE
T H E C O C A - C O L A C O M PA N Y
innovative packaging solutions and
few years is Price-Profit-Volume
fostering brand development,” says
Simulator and Assortment Optimisa-
Marabelli. “Given its multi-segmented
tion. Powered by Microsoft solutions
shopper and customer base, TCCC
including Azure, PowerBI and the
must spend heavily on market research
.NET framework, the software lever-
— it’s necessary for TCCC to stay ahead
ages an experience whereby CEE
of changing market trends, consump-
BU and Coca-Cola Hellenic Bottling
tion behaviour and competitive tactics.”
Company worked with McKinsey to
The close relationship with bot-
build scenarios and volume projections
tlers extends to joint IT projects. One
for profitability and margin improve-
key innovation introduced in the last
ments. “Revenue Growth Management
18
MARCH 2020
“ It’s necessary for TCCC to stay ahead of changing market trends, consumption behavior and competitive tactics” — Damiano Marabelli Central & Eastern Business Unit CIO The Coca-Cola Company
(RGM) is the core business process in The Coca-Cola System,” Marabelli explains. “It maximises system revenue by systematically identifying pockets of value and by activating offerings that most profitably convert shoppers into buyers. The essence of RGM is in understanding consumers’ perception of product value and accurately aligning product prices, placement and availability with each
E XE CU T I VE PRO FI LE 19
Damiano Marabelli Damiano has broad IT, business and change management experience through various positions he held for more than 15 years within the Whirlpool Corporation. He holds a college degree in Computer Science and an Executive Master Business Administration degree specialising in ICT Strategy, Governance and Management from the Polytechnic-University in Milan. In addition, he has earned a ccOPEX (Customer-Centered Operational Excellence) Six Sigma Black Belt certificate and an Online Masters in Social Media Communication from Il Sole24Ore business school in Milan. 51 years old, he grew up in a small lake town near Varese, Northern Italy, where he continues to live with his family. Married with one son, Damiano is a strong tennis player and passionate about historical and philosophical essays.
e uro pe .busi ne ssc hief. com
T H E C O C A - C O L A C O M PA N Y
Photo © Coca-Cola HBC 20
customer segment. These simulation
“ It no longer makes sense to think of IT as a separate entity from marketing, finance or supply chain” — Damiano Marabelli Central & Eastern Business Unit CIO The Coca-Cola Company
MARCH 2020
and optimisation capabilities support this process and have already been rolled-out across several other BUs and bottlers.” RGM will continue to be a focus, with a new generation of RGM analytics being designed to harness AI and machine learning to elaborate on insights and realise profits. Consumer-facing technology has also been a focus, as with the company’s recently launched app aimed at teenagers. “During 2019 the brand new Coca-Cola app was active
“ Ipis acest volorepta doluptia quation elio repelestiur acerecti aut aborent occustrum quoditi ut eiciaes esi quibus aditiam util” — Name of Person, Position and company
21
in 17 CEE markets, fully leveraging
1 March 2019, more than 1.6 million
the business unit’s digital market-
consumers have installed the app, with
ing ecosystem that also includes a
more than 250,000 of them using it
GDPR-compliant consumer database,
actively every month. “As a result of
a consumer promo engine, a social
that, more than 1.3 million consum-
media listening and engaging center
ers have registered in our consumer
and so on,” Marabelli elaborates. “The
database, 1.4 million stories have been
mobile experience covered by the app
uploaded to the app and more than 4.3
involves user-generated content, loy-
million pin codes have been redeemed
alty and promotions — users upload pictures and unlock words to build stories by participating in promotions
— corresponding with the same amount of drinks being purchased.” The delivery of such systems stems
and earning points to be exchanged
from a reimagined role for the IT func-
for digital prizes.” Since its launch on
tion, which Marabelli traces back to e uro pe .busi ne ssc hief. com
T H E C O C A - C O L A C O M PA N Y
1886
Year founded by Dr John Pemberton
$31.8bn Revenue in US dollars (2018)
22
700,000+ Number of employees across company and bottling partners
MARCH 2020
23
Photo Š Coca-Cola Italy e uro pe .busi ne ssc hief. com
T H E C O C A - C O L A C O M PA N Y
previous CIO and Vice President Ed Steinike. Marabelli remembers the words of Steinike, who previously said: “It’s all about people. Just like CocaCola’s marketing organisation, which hired some really smart people in the field of digital and interactive marketing, we started to recruit talented IT people who were more entrepreneurial, a little more strategic in their thinking, and who connected better with what marketing was trying to achieve.” This reinvigorated culture has also been 24
reiterated by Corporate CIO Barry Simpson, with Marabelli taking a number of lessons from him, including IT’s
“ 1.3 million consumers have registered in our consumer database, 1.4 million stories have been uploaded to the app and more than 4.3 million pin codes have been redeemed” — Damiano Marabelli Central & Eastern Business Unit CIO The Coca-Cola Company
MARCH 2020
25
role in helping TCCC to implement its
ply chain. From product development,
‘Total Beverage’ strategy, which involves
intelligent supply chains, advertising
broadening its offering to become
and mobile payments, technology has
more consumer-centric. As part of that,
become an integral ingredient in all
Marabelli emphasises that IT must be
aspects of businesses. We are shifting
capable of adapting to the new ecosys-
from builders of technology to archi-
tem and constantly reinventing the way
tects of possibility that will enable our
the company does business.
business’ success as a ‘Total Beverage’
It is with this strategy in mind that
company. We do not solve technology
Marabelli conceptualises his depart-
problems; we use technology to solve
ment’s future path: “It no longer makes
business challenges.”
sense to think of IT as a separate entity from marketing, finance or supe uro pe .busi ne ssc hief. com
LEADERSHIP
26
MARCH 2020
RISE OF TECHNOLOGY NATIVES THE
Business Chief speaks with Wendy Rowe, Director of Product, Vision and Strategy for Cloud Strategy Operations at Wolters Kluwer Tax and Accounting (Europe), on the first generation to grow up with technology: Generation Z WRITTEN BY
AMBER DONOVAN-STEVENS
e uro pe .busi ne ssc hief. com
27
LEADERSHIP
G
eneration Z (Gen Z) is the first generation to grow up with technology. The older members
of this generation have likely experienced
the frustrations of dial-up connection at the turn of the century, through to the ease of making payments via Alexa at the start of this decade. This is a generation that is often welded with its Millennial predecessors, both in misconceptions and tastes. To discuss this further, we speak with Wendy Rowe, Director of 28
Product, Vision and Strategy for Cloud Strategy Operations at Wolters Kluwer Tax and Accounting (Europe). Rowe’s experience in the industry has given rise to an understanding of Gen Z’s technology preferences and how it has fared in the workplace in recent years.
COULD YOU TELL US A LITTLE BIT ABOUT YOURSELF AND YOUR CAREER? I got into accountancy after college, working as a tax assistant and then as Tax Senior at Ernst & Young. I quickly became a software champion for the organisation’s personal tax software and in 1990 I joined Datasolve as product manager to produce the company’s first MARCH 2020
29
e uro pe .busi ne ssc hief. com
LEADERSHIP
“ I define Gen Z as the ‘Snapchat generation.’ They seek and accommodate quick and constant communication and they do this not because they have a short attention span, but because they categorise and prioritise more than any other generation. They ask questions with a specific purpose, rather than trying to be experts in everything” — Wendy Rowe, Director of Product, Vision and Strategy for Cloud Strategy Operations at Wolters Kluwer Tax and Accounting (Europe) 30
true Windows Personal Tax system.
I’m proud of my accomplishments
I then moved into further digitally
surrounding the strategy and execution
focused product management roles
of CCH OneClick; as this innovation
at companies including IBM.
has enabled our customers to
In 2000, I joined Wolters Kluwer,
experience the benefits of cloud using
directly managing a large team and
a software solution they trust from
influencing a number of areas of the
Wolters Kluwer, allowing it to thrive
business. Under my leadership, we
in the UK market.
launched CCH OneClick; a set of
In early 2019, I was promoted
complementary integrated cloud tools
to Director of Product, Vision and
for accountants and their customers
Strategy for Cloud Strategy Operations,
to communicate and collaborate.
leading the vision and strategy of
MARCH 2020
31
our cloud software product portfolio
because they have a short attention
across nine European countries.
span, but because they categorise
As each country can support a different
and prioritise more than any other
market and therefore different needs,
generation. They ask questions with
I support and coordinate all the countries
specific purpose, rather than trying
in developing growth strategies to
to be experts in everything.
accelerate their journeys to the cloud.
Gen Z is the ‘Snapchat generation.’
ARE THERE MISCONCEPTIONS ABOUT GEN Z, PARTICULARLY IN THE WORKPLACE?
They seek and accommodate quick
The most common is that Gen Z is
and constant communication, not
entitled, or afraid of hard work. In
HOW WOULD YOU DEFINE GEN Z?
e uro pe .busi ne ssc hief. com
LEADERSHIP
The Power of Purpose CLICK TO WATCH
|
1:38
32
into their weekly work schedule.
GEN Z HAS GROWN UP WITH THE INTERNET, SEEING THE INCREASED IMPORTANCE OF CYBERSECURITY. AS THIS GENERATION NOW BEGINS TO ENTER A GDPR-DRIVEN WORKFORCE, HOW DO YOU THINK THIS WILL POSITION THE VALUE OF CYBERSECURITY AND SHAPE THE WORKPLACE IN THE FUTURE?
The workplace has evolved.
The regulatory and threat landscapes
Forward-thinking employers will
have really shaped how Gen Z views
accommodate Gen Z requirements
cybersecurity. For this generation,
and will, as a result, capture some
cybersecurity is a must because,
of the best talent of this generation.
when it comes to data breaches and
reality, they’ve grown up in an age where internet entrepreneurs have enjoyed great success — often in their late teens and early twenties — which has inspired them to ask for what they want. This might be flexible hours, working from home, or accommodating charity work
MARCH 2020
other cyber events, it’s a ‘not if, but when’ situation. Cybersecurity will become a
DOES WOLTERS KLUWER TAX AND ACCOUNTING HAVE A PARTICULAR ROAD MAP FOR GEN Z CUSTOMERS?
common thread within every business
We certainly have Gen Z in mind.
process in the Gen Z future. We’re
CCH OneClick isn’t a platform; Gen Z
already seeing that with product
doesn’t want platforms. They want
development. You simply cannot
workspaces where they can access
bring a product to market without
everything they need easily and work
considering and highlighting its
virtually with clients from a single
cybersecurity strengths. Gen Z is also
place. These are visual spaces where
the first generation that will receive
both they and clients can log in and
‘threat from within’ training as the
communicate and exchange documents
norm, which will completely re-shape
easily throughout the year. Live Chat,
day-to-day information handling as
social media-like feed updates, these
the threat landscape accelerates.
are all priorities and it’s a nod to the
Wendy Rowe
E XE CU T I VE PRO FI LE
Wendy Rowe has been a visionary and strategic product leader in financial technology for over 25 years and continues to be a key influencer in the applied vision for cloud technology in the tax and accounting space. Rowe is Director of Product, Vision and Strategy for Cloud Strategy Operations, Wolters Kluwer Tax and Accounting, and has been with the company for 19 years, focused on operational planning and delivery of strategy. She holds an MBA from Henley Management College and is a Chartered Tax Advisor.
e uro pe .busi ne ssc hief. com
33
LEADERSHIP
emerging real-time dialogue communication tools that they expect to see in both their personal and professional lives. Another key focus at Wolters Kluwer is being able to leverage new technologies like AI and Blockchain to drive greater automation for Gen Z, as well as provide the tools and the intelligence to assist them by proactively raising actions, options and possible advisory discussions that they should be having. 34
ARE OTHER COMPANIES ADAPTING THEIR BUSINESS STRATEGIES TO SUIT THIS PARTICULAR GENERATION? We’re definitely seeing our clients adapt to the requirements of Gen Z, through the adoption of software solutions that fit their working preferences, and also to other requirements, such as remote working and flexible timings, where they need accessibility to all functionality regardless of where they are. Gen Z will often work during evenings and weekends but will also expect to be able to action personal and charitable tasks in the middle of the day if the need demands it. MARCH 2020
WHAT CHANGES HAVE YOU MADE WITHIN YOUR WORKFORCE AS A RESULT OF GEN-Z? The biggest change we’ve made is in implementing our Living Leader programme within Wolters Kluwer Tax & Accounting UK, which recognises each and every person as a leader amongst leaders. The programme helps employees develop and fine tune their personal and individual leadership styles. It’s directly aligned to accelerating the career paths of younger employees and helping them to understand that at some level.
WHAT CHALLENGES AWAIT GEN Z IN THE FUTURE WITH REGARD TO TECHNOLOGY, IN WHAT IS A HEAVILY SATURATED MARKET IN EUROPE? I think that the biggest challenge is how will they use that great entrepreneurial spirit to make a difference and to make their ‘offer’ stand out? We’re lucky in that we’re in a high growth and high demand industry, but in order to keep up, we have to be 100% in touch with our customers and e uro pe .busi ne ssc hief. com
35
LEADERSHIP
36
“ The workplace has evolved. Forward-thinking employers will accommodate Gen Z requirements and will, as a result, capture some of the best talent of this generation” — Wendy Rowe, Director of Product, Vision and Strategy for Cloud Strategy Operations at Wolters Kluwer Tax and Accounting (Europe) MARCH 2020
HOW DO YOU FEEL THAT AI AND AUTOMATION WILL AFFECT JOB PROSPECTS IN THE FUTURE? I think all of Gen Z would agree with me when I say that AI and automation are going to improve their job prospects. It’s not a generation that fears the robots and it needn’t be. Gen Z expects to see analytics and predictive analysis applied to pretty much everything so that they can work faster and smarter and deliver new services based on optimised insight. Gen Z is here and now, and it’s really changing the workforce for the better. What’s up next is Generation Alpha, born from 2010 onwards. Consider it — your 10-year-old who pines for your smart phone and can’t fathom an Alexa-free existence — is their clients to understand their pain
the future of our workforce. 2030 is
points at all times. An ability to do
going to be interesting!
this with agility will be the biggest challenge in the future. Advanced technologies can help, but relating to and understanding our clients is what’s critical, and Gen Z will have to continue on this path in order to keep up. e uro pe .busi ne ssc hief. com
37
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TECHNOLOGY
40
MARCH 2020
Cleansing the complex Cleansing CRM data doesn’t have to be an overwhelming task - it can be an easy, manageable and efficient process, as Oleg Rogynskyy, CEO of People.ai explains WRITTEN BY
OLEG ROGYNSK Y Y 41
e uro pe .busi ne ssc hief. com
TECHNOLOGY
T
he origin of Customer Relationship Management (CRM) can be traced back to the 1990s, when companies such as Siebel helped gradually drive the evolu-
tion of contact management software towards CRM systems. Previously, CRMs were built on hierarchical databases, but these have since been wiped out by SQL (Structured Query Language) CRMs. Since then, the likes of Salesforce have moved SQL CRM into the cloud, but the problems that inhibited the platforms 20
years ago, such as inaccurate, incomplete and 42
untrustworthy data, still exist today. This is a problem that limits the true potential of CRM software. The technology was built for static data while today’s business data is, in fact, very dynamic. Information is constantly developing and so can quickly become outdated. The current use of CRM is like using flipbooks to try to watch a movie: the method has become obsolete and overtaken by newer, more efficient forms of technology. The main issue is that modern CRM platforms, despite their sophistication, focus primarily on processing and consuming data instead of collecting and keeping it accurate. According to Ben Horowitz, we have witnessed the demise of systems of record from the rise of AI. CRMs were built in the point-in-time sales world, meaning that they were built in the days of one-time sales, where MARCH 2020
“Today’s business data is, in fact, very dynamic” Oleg Rogynskyy, CEO and Founder, People.ai
43
activity data and the dynamic nature of contacts didn’t matter. Since then the world has transitioned into a continuous sales world, leading companies like Zuora and Gainsight to try to fix the point-in-time nature of CRM and successfully address data inaccuracy and duplication.
SPECIALISED TOOLS A ‘CRM Scan’ can quickly identify data quality metrics and incorporate them into an overall metric called the e uro pe .busi ne ssc hief. com
TECHNOLOGY
“ We have witnessed the demise of systems of record from the rise of AI” Oleg Rogynskyy, CEO and Founder, People.ai
44
‘CRM Health Score’, revealing where
1. Is the activity data complete?
efforts need to be focused. This
2. Is there a single representation of
assessment sheds light on CRM fitness and, when combined with a strong understanding of how sales and marketing teams are using the
the activity data? 3. Does the activity data correctly represent the real world? Although it is possible to create the
activity data, elevates confidence in
metrics internally, this would take sev-
prioritising efforts to improve the
eral weeks. Not only does this dis-
CRM system.
courage teams who are investing
Within this process, it is para-
significant time in this work, but it also
mount to focus on three primary
paralyses them as they often don’t
dimensions of CRM data quality to
know where to start or whether their
establish the baseline:
efforts are making a difference.
MARCH 2020
How Cogniance Enables Their Sales Team CLICK TO WATCH
|
2:18
45
IMPORTANT FIRST STEPS
1. DEFINE DUPLICATES
Identifying data duplication is another
The first step is to define what is con-
hurdle that can undermine productiv-
sidered a duplicate. For instance, in
ity. Duplication is typically due to a
contacts and leads this can be email
lack of standard and unique identifiers
address matches, identical name
for companies and the people that
matches and account associations.
work for them. Despite the use of domain and email addresses, these
2. S ET UP PREVENTATIVE DEDUPE RULES IN THE CRM
are often not unique, as the names of
Businesses should then use fea-
companies and people can change or
tures established by Salesforce to
have variations. To tackle duplicates,
block and prevent the creation of
businesses need to:
duplicate records.
common proxies, including web
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TECHNOLOGY
3. I DENTIFY AND CLEAN EXISTING DATA DUPLICATES The ‘CRM Scan’ can be used to identify duplicates and clean them up. This requires some planning based on the CRM system in use. There are specialised tools that make this process easier, but in some cases it can be a good step to reinforce the process by taking it offline to use spreadsheet analysis.
46
4. IMPLEMENT ONGOING MONITORING FOR NEW DUPLICATES Once data duplicates have been identified and cleaned, it is important to set up preventative de-duplication rules in the CRM platform to monitor and repair duplicates.
QUICK, VISIBLE RESULTS Specialised scan tools, custom reports and dashboards are used to identify, clean and enrich data. This focuses on finding invalid data, such as digits or special characters in contact names, email addresses, web domains and incomplete mailing addresses. This can be done by combining spreadsheets and simple MARCH 2020
“Organisations need to set targets that are tied to business priorities� Oleg Rogynskyy, CEO and Founder, People.ai scripts to build update files for a CRM loader, as well as using a database built for this purpose. The timescale of this process varies depending on data quantities, the number of duplicates and the amount of data that needs cleansing. With the right tools, reliable measurement and ongoing commitment, results can be visible almost immediately. In order to achieve this, organisations need to set targets that are tied to business priorities. This will enable businesses to communicate results, rebuild trust in the data and celebrate milestones to keep the momentum going. Benefiting from CRM data doesn’t have to be overwhelming, impossible or disheartening. It can be relatively easy, straightforward and more than satisfying.
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Global Women Supply Chain Leaders Awards Ceremony 2020 REGISTER NOW
MAY 28 | PARIS, FRANCE
This is a night of celebration not to be missed in 2020! Join international business and supply chain leaders at the Global Women Supply Chain Leaders Awards 2020. GWSCL 2020 is the first global event to honour and shine the spotlight on the dedication, passion and incredible success stories of women within the supply chain industry – cross-domain and from around the world! GWSCL 2020 is open to anyone with an interest in the truly diverse and rapidly evolving world of women in supply chain. The gala ceremony is free to attend, with VIP tickets for cocktail dinner.
2020 Award Categories Our jury, consisting of top global business leaders, will make their recommendations in various categories, and the final nominees will be announced in April. • Global SC Leader 2020 • Young Professional 2020 • SC Innovation Excellence 2020
• SC Transformation Excellence 2020 • SC Academic 2020 • SC Social Media Influencer 2020
Our Jury
Lebogang Letsoalo
Heather Sheehan
Sandrine Annebicque
Founder, African Women In Supply Chain Association
Executive Director, AWESOME (Achieving Women’s Excellence in Supply Chain Operations, Management and Education)
Deputy Director of Transformation & Cofounder, WoMen @ Eramet
Chamariq Jamal
Francisco García Fornaro
Frederic Gomer
Senior Vice President Global Supply Chain – APAC, Estée Lauder Companies Inc.
Supply Chain Group Director L’Oreal
Partner B2G Consulting
Why Attend? • Network with global women leaders from various industry verticals • Promote inclusion and diversity in supply chain • Become a part of the first global initiative to celebrate women achievements in supply chain For registration or more information, please contact Jay Kostos at jay.kostos@b2g-consulting.com
About the Organiser B2G is an implementation-focused consulting firm, trusted by business leaders to drive significant economic returns for their supply chain organizations globally. We at B2G are committed to diversity and collaboration to build, support and celebrate extraordinary teams, and promote diverse perspectives to help our clients, our firm and our partners achieve overwhelming results in EBITDA, revenue and cash.
OFFICIAL PARTNERS
S U P P LY C H A I N
50
ADOPTING BIG DATA AND ANALYTICS TECHNOLOGYIN SUPPLY CHAINS Business Chief speaks with supply chain experts to discuss the benefits and challenges of adopting Big Data and analytics in supply chains
WRITTEN BY
MARCH 2020
GEORGIA WIL SON
51
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S U P P LY C H A I N
“P
eople talk a lot about data being ‘the new oil’, and cognitive supply chains are indeed making a huge
impact, allowing businesses to use Big Data
to drive themselves onto the next level. Using artificial intelligence and machine learning to process data makes it increasingly realistic for systems to make smart decisions without the need for human intervention,” says Fred Baumann, GVP for Industry Strategy at Blue Yonder. “When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational. 52
Alongside the short-term problem solving, cognitive supply chains provide longer-term learned recommendations to enable businesses to stay ahead of the curve.” Agreeing with Baumann, Grant Millard, Director and Technology Services Specialist at Vendigital, explains that traditional data analysis methods are outdated and inefficient. “More often than not, companies are operating in a data vacuum. Analysis is based on static data sets which are created, and then recreated, from the ground up. Companies are continuously manipulating the data to get the insight they are after and then repeat this process every time insights are required. This is not only inefficient, but costly, and the result is reliance on systems that fail to deliver MARCH 2020
53
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S U P P LY C H A I N
“ Government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology” — Raj Bawa, Operations Director, JBi Digital 54
clear and credible data-based insights. This is where Big Data and analytics can help so that the user is no longer required to analyse data. Rather, the
COO at Oliver Wight EAME adds that
THE CHALLENGES OF ADOPTING BIG DATA AND ANALYTICS WITHIN SUPPLY CHAINS
“it is a proven benefit that advanced
“The world is becoming more complex
analytics for the supply chain indus-
as more business and consumer inter-
try increases yield, whether through
action channels migrate into the digital
improved production or reduction of
space. This complexity is evident in the
waste. Advanced analytics can play
amount of data these interactions
a vital role in identifying issues that can
create across an increasing number
impact yield, as well as help to reduce
of channels,” says Jonathan Clarke,
operating costs, manage inventory
Manager, Statistical Modelling at
and create a more personalised cus-
LexisNexis Risk Solutions. As a result,
tomer experience.”
when it comes to Big Data and analytics,
system is telling them what action they need to be taking.” Kirsty Braines,
MARCH 2020
55
there are a number of challenges that
implemented. If organisations don’t
companies can face including data
align technology with their business
manipulation, adherence to GDPR,
plans, they risk making a very expensive
credible data, talent and digital maturity.
mistake in terms of time and money.
“Technologies such as AI, Industry 4.0,
This applies to data too. Unless organi-
blockchain, Big Data and analytics are
sations dedicate time beforehand to
game changers for businesses, how-
understand what information they want,
ever it’s all advanced technology and
what purpose it’s going to serve and
the clue is very much in the name.
how they’re going to manage it, analyt-
A huge proportion of companies haven’t
ics becomes an exercise in futility,”
reached the maturity to completely han-
comments Braines.
dle data, with the technology not fully understood, let alone successfully
“Additionally, there is little point in importing this technology into the e uro pe .busi ne ssc hief. com
S U P P LY C H A I N
business if the data that exists is not
management, they need to understand
credible, as this could lead to incor-
that there is no one-size-fits-all. If these
rect predictions,” adds Millard. “It is also
factors are not fully considered at the
important that business leaders import
outset, any investment could deliver
the right expertise. Sometimes, they fail
negligible value.”
to do this and either get a data scientist
56
Contemplating the future of Big Data
who doesn’t understand the business
and analytics within supply chains,
context or an industry expert who knows
Baumann speaks of the potential of
nothing about data science. Getting Big
the technology, stating that “the use
Data and analytics to deliver value is a
of Big Data and analytics in supply
multi-disciplinary activity.” Ultimately,
chains is rapidly increasing, with it
Millard stresses that “for organisations
being possible to achieve a near-auton-
considering investment in Big Data and
omous supply chain
analytics to improve their supply chain
in the
MARCH 2020
Big Data Supply Chain CLICK TO WATCH
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2:47
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“ When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational” — Fred Baumann, GVP for Industry Strategy, JDA Software
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S U P P LY C H A I N
“ Technologies such as AI, Industry 4.0, blockchain, Big Data and analytics are game changers for businesses” — Kirsty Braines, COO at Oliver Wight EAME 58
future. However, for this to happen, businesses need to get to a point where they feel confident and can trust that technology can identify disruption and subsequently take action. Once this has been achieved, the effects will be incredible: just imagine the possibilities that will be provided by a self-learning, self-healing supply chain that is able to predict challenges and transform them into opportunities for growth.” Agreeing with Baumann, Peter Ruffley, CEO of Zizo, sees emerging technologies, such as the internet of things (IoT) and AI, having the ability to generate greater efficiency within the supply chains of the future. “Edge computing is also going MARCH 2020
to provide a much easier way for businesses to quantify and understand what they are investing in when looking at collecting data, processing it and moving it. It provides the opportunity to have greater agility and real time analytics.” Clarke does however comment that, in order to speed up the adoption of these technologies, “government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology. The significant benefits offered by the increased use of Big Data and analytics has to be balanced with the lawful, compliant use of data.” Raj Bawa Operations Director at JBi Digital adds that, “while the culture has improved significantly in this area,” he too believes that the need for impactful enforcement or policing of big companies is urgently needed to truly reap the benefits of the technology.
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S U S TA I N A B I L I T Y
60
Nine ways your business can better consider the environment Wilf Robinson, owner and co-founder of Certified Sustainable, offers his top nine tips on how businesses can be more mindful of the environment WRITTEN BY
MARCH 2020
WILF ROBINSON
61
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S U S TA I N A B I L I T Y
A
new international study conducted by Unilever has revealed that a third of consumers now favour brands
which they feel are doing social or environmental ‘good’. Unsurprisingly, this trend is becoming poignant in the world of business
too. Investing in companies with a vibrant green thumb has become an evident priority for potential clients, making this an important consideration for all businesses. However, despite the many benefits which 62
follow businesses who decide to ‘go green’, CitySprint has revealed that whilst 90% of SMEs thought sustainability is an important aspect of conducting business, over half of these businesses are failing to invest in any sustainability goals. It seems there is an equal number of businesses that pride themselves on fulfilling a greener agenda, for example by selecting suppliers and contractors who are known for sustainable conduct (31%), and businesses who dismiss green-oriented goals altogether. Essentially, the world of sustainability is at a loss; businesses are overpromising and underdelivering. As influential companies continue to demonstrate an ‘all or nothing approach’, MARCH 2020
63
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S U S TA I N A B I L I T Y
changes must be made. Meanwhile, it has been concluded that SMEs don’t feel confident enough to pursue greener agendas; they simply don’t understand how their businesses can become more sustainable. As it’s been found that 51% of businesses lack critical information regarding how efficient methods can be developed and maintained, this failure becomes more understandable. To help you better understand how your business can successfully con64
sider the environment, encouraging others to follow suit, here are nine ways that companies can better consider the environment.
like to become more sustainable, for example by saving water or reducing
1. SET A MISSION STATEMENT
waste and incorporate your revised
If you want to determine whether a
values, creating a short, concise mis-
company is excelling sustainably,
sion statement which reflects your
then the first thing to check is its
green priorities.
mission statement. As a compilation of guiding principles, mission state-
2. BE MINDFUL OF YOUR ENERGY USAGE
ments encompass the organisation’s
There are many ways by which you
values and goals.
can become more energy efficient,
Any company hoping to improve its
having a positive impact on the
sustainability efforts ought to incor-
environment in turn. For example,
porate this into its mission statement.
you can use alternative energy
Discuss with your team how you’d
resources; solar and wind power
MARCH 2020
“Certifications can support your sustainable image exponentially� — Wilf Robinson Co-Founder, Certified Sustainable 65
E XE CU T I VE PRO FI LE
Wilf Robinson Wilf Robinson is the co-founder of Certified Sustainable. Providing accreditations to businesses in the sector which have made a clear and demonstrable commitment to best-practice sustainability and waste management, Wilf helps businesses to become more sustainable. He is passionate about the environment and the impact that unsustainable waste-streams are having on our planet. Many large corporations do not inform customers of how they dispose of their waste, which is something that needs to change. As a father, Wilf realised the importance of protecting the environment for future generations to enjoy and has taken a lead to revolutionise the waste management industry.
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S U S TA I N A B I L I T Y
66
are just two examples of the many
3. GET CERTIFIED
sustainable options which provide a
Becoming more sustainable as a
greener alternative.
company is an admirable goal and it’s
Consider also replacing old appli-
equally important that you showcase
ances with more energy efficient
your achievements. Being seen as
ones. Cost-cutting rarely benefits
a sustainable business means you
the environment, contributing to
need to highlight this in your brand-
unnecessary energy wastage which
ing, PR and marketing strategies.
certainly doesn’t portray your com-
Certifications can support your sus-
pany in a favourable light. By investing
tainable image exponentially. These
in energy-efficient alternatives, you’ll
accreditations demonstrate that
create a sustainable working environ-
your achievements are recognised
ment that’s long-lasting.
externally, as your processes are quality-approved by experts.
MARCH 2020
67
For example, the ‘Certified Sustainable’ accreditation provides a clear and visible means for UK manufacturers to showcase the company’s commitment to best-practice waste management and sustainability. Started by a team of independent waste management experts, the certification encourages manufacturers to operate in a truly sustainable manner. By becoming ‘Certified Sustainable’, these businesses better communicate the sustainability efforts, sharing achievements with clients, partners and employees alike.
“ Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity” — Wilf Robinson Co-Founder, Certified Sustainable
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S U S TA I N A B I L I T Y
4. GO PAPERLESS Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity. Findings suggest that employees spend one-third of their time looking for paper documents, an indisputable waste of their skill sets. Adopting a paperless strategy means that important information can’t be lost or misplaced easily, whilst allowing your employees to use their valued time more efficiently. Meanwhile, your 68
business will proactively protect our trees, a commitment to be proud of.
5. INVEST IN SUSTAINABLE PROJECTS Companies that consider important causes are certainly favourable among consumers and clients. This purposeful image demonstrates your ability to support the wider world. As a consequence, you could consider investing in sustainable projects; for example, by supporting charities which proactively work to create a more sustainable planet, you’ll be seen as a ‘greener’ company, with the environment at the top of your priority list. MARCH 2020
“ Use your platform as a successful business professional to champion a local cause” — Wilf Robinson Co-Founder, Certified Sustainable
6. ASSIGN A SUSTAINABILITY ADVOCATE Creating sustainable plans might be simple, but their maintenance requires commitment and monitoring. I recommend having a sustainability leader who can act as an advocate for your company’s sustainability practices. The individual will work to bring your goals to fruition, communicating these with the rest of your team.
7. BECOME AN ENVIRONMENTAL CHAMPION IN YOUR LOCAL AREA Where possible, use your platform as a successful business professional to champion a local cause, contributing to a project which makes a difference close to home. This will encourage fellow members of your team to embrace a more sustainable and supportive lifestyle themselves, using their expertise for good. In turn, your company will consist of passionate employees who aim to live sustainably both professionally and personally.
8. CONSERVE WATER There are numerous ways by which your business can conserve water. Start with a water audit; many compae uro pe .busi ne ssc hief. com
69
S U S TA I N A B I L I T Y
70
MARCH 2020
nies underestimate how much water they’re using, however audits can help to uncover any leaks and unnecessary wastage. Once you know where your water’s being used, you can better educate your team. Encouraging them to become more water-aware will help to reduce the environmental impact your business is having, making gradual steps towards a more efficient and sustainable workplace.
9. BE WISE WITH YOUR WASTE Every business will produce waste, regardless of how many changes you implement. It would be extremely difficult to avoid waste entirely. However, there are sustainable uses for your waste, putting your by-products to the best possible use. For example, you can reduce packaging, eliminate plastic water bottles, or contribute to local food banks. Above all else, ‘recycle and reuse’ should be values which lie at the core of your business.
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CITY FOCUS | BRUSSELS
72
City Focus
BRUSSE MARCH 2020
Business Chief takes a look at the world’s second most cosmopolitan city — ‘The Capital of Europe’, Brussels WRITTEN BY
AMBER DONOVAN-STEVENS
73
ELS e uro pe .busi ne ssc hief. com
CITY FOCUS | BRUSSELS
B
elgium’s capital Brussels is the largest municipality and the historical
centre of the Brussels-Capital region.
This is a city that has earned the title ‘The Capital of Europe’ or ‘The Heart of Europe’ for its rich melting pot of industries and strong connectivity to the rest of the continent. It signifies international collaboration, dating back to The Treaty of Brussels, the founding pact of the Western Union after 74
World War Two in 1948. Today, the city serves as The North Atlantic Treaty Organisation’s (NATO) headquarters and is the unofficial capital of the European Union; the latter factor has led to the creation of over 40,000 jobs. With a population of just over two million as of 2019, Brussels attracts both tourism and immigration and this number is predicted to grow to 2.2 million by 2035. The city has two legal languages: French and Dutch. Spanning across a total area of 12.59 square miles, the capital has a population density of 5,475 residents per square kilometre, with approximately 50,000 registered non-Belgians.
MARCH 2020
75
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CITY FOCUS | BRUSSELS
“ Today, the city serves as The North Atlantic Treaty Organisation’s (NATO) headquarters and is the unofficial capital of the European Union; the latter factor has led to the creation of over 40,000 jobs”
76
Brussels houses just a tenth of the
rental costs are lower than that of
population of Belgium but contributes
other European business centres
one fifth of the national GDP, with its
at around €25 (US$27) per square
550,000 jobs accounting for 17.7% of
foot, while personal accomodation
Belgium’s employment. 2,000 foreign
for central locations is capped at
companies have offices in Brussels,
€1,300 ($1,400) per month. In recent
including a number of offices of mul-
years, the city has flourished as an
tinationals such as General Electric,
emerging finance and technology hub,
IBM, Toyota, Microsoft, Monsanto,
while building on its quintessential
Pfizer and Levi Strauss & Co. Office
confectionary and brewing industries.
MARCH 2020
FIN AND TONIC Meetups by B-Hive CLICK TO WATCH
|
0:56
77
FINANCE
of accelerator programmes and
Brussel’s Belgian Financial Sector
incubators, including B-Hive, Start-it
Federation — Febelfin — is very diver-
(KBC), Fintech Village (ING) and
sified, and also considered and also
Co-Station (BNP Paribas Fortis).
considered a banking capital since
A number of projects have also been
the creation of Société Générale de
launched by Horizon2020, the EU’s
Belgique in 1822. Brussels is also
US$80bn flagship science and
home to a number of other financial
technology programme. Today there
service providers such as credit insti-
are currently 92 banks established in
tutions, asset managers, brokerage
Brussels, including other major names
firms, leasing companies, and clearing
such as Euronext, Euroclear and Swift.
and settlement companies. It has been one of many cities to benefit from the
TECHNOLOGY
surging fintech market in recent years
According to why.brussels, the city
and has become a location for a number
often ranks in the top two best cities e uro pe .busi ne ssc hief. com
CITY FOCUS | PORTO
78
in Europe for infrastructure, internet
large tech companies such as Google,
connectivity and digital public ser-
Microsoft and Twitter, and hosts a
vices. To build upon this success, the
budding startup community.
federal government has pledged to
One of the major startups to
digitally accelerate 1,000 new start-
watch last year was collaborative
ups and provide over 50,000 new
childcare app, Bsit, which connects
tech jobs by 2020. 30% of IT jobs in
parents with well-recommended
Belgium are held in Brussels and 30%
babysitters. It has recently been
are for startups. The city is a hub for
nominated by TNW and Adyen as
FEBRUARY 2020
79
microsoft ©
one of Belgium’s top five tech companies. It has also recently launched Bsit Care, which allows employees to access the app via an employer in order to find carers nearby. Brussels younger demographic is also taking advantage of the city’s opportunities to innovate. MicroFlavours is a student startup
“ Brussels is a hub for both large tech companies such as Google, Microsoft and Twitter, and hosts a budding startup community.” e uro pe .busi ne ssc hief. com
CITY FOCUS | BRUSSELS
“ Brussels is also something of a stronghold in the brewing and chocolate industry, as it produces over 450 varieties of beer and over 172,000 tonnes of chocolate annually”
that has garnered notable success via its concept of ‘harvesting on demand’ to provide sustainable urban farming in the centre of the city. It 80
was named by L’Echo as one of the most innovative startups of the year.
LOCAL INDUSTRY Brussels is also something of a stronghold in the brewing and chocolate industry, as it produces over 450 varieties of beer and over 172,000 tonnes of chocolate annually. There are a vast number of breweries and one of the most popular, according to Trip advisor, is Cantillon Brewery which has produced Lambic, Gueuze and Kriek since 1900. Should Lambic not be your choice beer, Brussels Beer Project, Brasserie No Science MARCH 2020
Brussels Beer Project ©
Poechenellekelder ©
81
and Poechenellekelder are also
one of its two factories remains
located close to the city center.
in Brussels, with the other resid-
Brussels is best known for
ing in Reading, Pennsylvania, US.
its chocolate brands Neuhaus,
As Brussels continues to draw
Leonidas and Godiva. The lat-
businesses and tourists alike to
ter was originally founded in 1926
the historic city, it will undoubt-
in Brussels and is now one of the
edly uphold its title as the
most profitable confectionery
“Heart of Europe”, connecting
companies to produce chocolate,
the continent as a diplomatic
with over 600 stores in the US.
center for collaboration.
Though it has changed owners a number of times and is currently owned by Turkish Yıldız Holding, e uro pe .busi ne ssc hief. com
T O P 10
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MARCH 2020
Sports franchises Business Chief takes a look at the top 10 sports franchises across Europe, with reference to Forbes’ 2019 rankings
WRITTEN BY
AMBER DONOVAN-STEVENS
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83
T O P 10
Owner AGNELLI FAMILY
Stadium ALLIANZ STADIUM
84
10
Juventus US$1.5BN
Nicknamed ‘Juve’, Juventus is an Italian football club that was founded in Turin, Piedmont, in 1897. Known for its black and white striped uniforms, the team is also renowned for its historic four consecutive doubles and eight consecutive league titles stretching back to the 2011–12 Serie A season, achieved under the management of Antonio Conte. In December it was announced that the club was to extend its kit deal, worth US$61mn per year, for eight seasons. Other notable sponsors include: Allianz, Jeep, Cygames, Jeep and Sky.
MARCH 2020
09
Tottenham Hotspur US$1.62BN
Tottenham Hotspur, or ‘Spurs’, is the sixth largest club in the UK, located in London and competing in the Premier League. Founded in 1882, the club has won a major trophy each decade from 1950 through to the 2000s. Up until 2019, White Hart Lane was the team’s home ground, until it was demolished to be rebuilt as Tottenham Hotspur Stadium. The team has a number of sponsors including: AIA Group Limited, Nike, Audi, Hewlett Packard Enterprise Co. and William Hill.
Owner JOSEPH LEWIS, DANIEL LEVY
Stadium TOTTENHAM HOTSPUR STADIUM
e uro pe .busi ne ssc hief. com
85
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T O P 10
Owner JOHN HENRY, TOM WERNER
Stadium ANFIELD 87
08
Liverpool US$2.18BN
Liverpool FC can be spotted competing in the England’s Premier League in their bright red kit. Founded in 1878, the team is now the seventh highest earning football club in the world, with an annual revenue of US$613mn. Sponsors include: Carlsberg, BV, New Balance, Standard Chartered and Western Union Company. This year Liverpool is set to move its kit manufacturer from New Balance to Nike.
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T O P 10
Owner STANLEY KROENKE
Stadium EMIRATES STADIUM
88
07
Arsenal US$2.27BN
Clocking in at seventh place is Arsenal, which also holds the record for the most expensive single game ticket in the Premier League: US$126 for each home game against rivals such as Chelsea and Tottenham Hotspur. The Islington-based club has won 13 League titles, a record 13 FA Cups, 2 League Cupvs, 15 FA Community Shields, 1 League Centenary Trophy, 1 UEFA Cup Winners’ Cup and 1 Inter-Cities Fairs Cup. Major sponsors include: Puma, Cover-More, Emirates, BYD and Acronis. It has the fifth largest fanbase in the UK.
MARCH 2020
Owner ROMAN ABRAMOVICH
Stadium STAMFORD BRIDGE
89
06
Chelsea US$2.58BN
Chelsea Football Club, otherwise known as ‘the Blues’ for their royal blue-coloured kit, is based in Fulham, London. Chelsea is sponsored by Beats, EA Sports, Ericsson and Nike, the last of which has manufactured the team’s kit since July 2017. Founded in 1905, the team had its first major success by winning the League Championship in 1955 and has since gone on to win five of its six league titles and the UEFA Champions League in the last two decades. According to Forbes, in the last five years alone Chelsea has earned US$438mn from player sales, far more than any other football team in the UK.
e uro pe .busi ne ssc hief. com
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T O P 10
05
Manchester City US$2.69BN
Founded as Manchester City in 1894, the Manchester-based team is another football club that competes at Premier League level. Manchester City has won six domestic league titles, including the 2018 Premier League, placing them as the only team to attain 100 points in a single season ever in that competition. It currently holds a 10-year kit deal with Puma, which started in the 2019-20 season at an estimated value of $86mn each year.
Owner SHEIKH MANSOUR BIN ZAYED AL NAHYAN
91
Stadium ETIHAD STADIUM
e uro pe .busi ne ssc hief. com
T O P 10
04
Bayern Munich US$3.02BN
Bayern Munich (Fußball-Club Bayern München e.V.) is a German football club that plays in the Bundesliga. It has qualified for the Champions League for 22 consecutive seasons through to the 2019-20 season. Founded in 1900, Bayern Munich is considered the most successful football club in German history, with its record 29 national titles and 19 national cups. Sponsors include: Adidas, Allianz, Audi, Goodyear Tire & Rubber Company, DHL and T-Mobile.
Owner CLUB MEMBERS
92
Stadium ALLIANZ ARENA
MARCH 2020
03
Manchester United US$3.80BN
Manchester United is the top UK football club to rank in Business Chief’s top 10. Known for their red home colours, the ‘Red Devils’, as they are nicknamed, are one of the older football clubs around today, having been originally formed in 1878. Sponsors include AG, AON, Chevrolet, 20th Century Fox and Adidas, the last of which has been the club’s kit manufacturer since 2015. Manchester United has also signed a shirt sleeve sponsorship worth US$13mn per annum with Kohler, which is set to last from 2018 until the foreseeable future.
Owner
93
GLAZER FAMILY
Stadium OLD TRAFFORD
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T O P 10
02
Barcelona US$3.81BN
Spanish football club Barcelona has won a record of 74 domestic trophies, and has one of the largest social media followings known to any sports team. In addition to this, team members have won the highest number of European 94
Golden Shoes of any club. Barcelona was first founded in 1899 and is considered one of the epicentres of Catalan culture. It continues to be one of the few clubs that are supporter-owned. With major sponsors such as Rakuten, Konami, Gillette and Nike, Barcelona is the second most valuable football club in Europe, and the fourth worldwide.
MARCH 2020
Owner CLUB MEMBERS
Stadium CAMP NOU
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ESPAI BARÇA | Where dreams are bigger CLICK TO WATCH
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T O P 10
01
Real Madrid US$4.24BN)
Real Madrid continues to be the most valuable football team in Europe, having been a major player in the business since the 1950s. It is perhaps unsurprising that the team has swept up a considerable number of awards, 96
particularly over the last two decades. Real Madrid was honoured as the FIFA Club of the 20th Century in 2000, and then received the FIFA Centennial Order of Merit four years later. It has also won 65 trophies in domestic football; 33 La Liga titles, 19 Copa del Rey, 11 Supercopa de Espaùa, a Copa Eva Duarte, and a Copa de la Liga. Sponsors include: Adidas, Audi, Emirates, Nivea and Mahon, with Adidas acting as the primary manufacturer for the team’s kit since 1998. In 2019, Real Madrid signed a kit deal extension with Nike that would see the sports provider through as the official manufacturer for the team until June 2028. This deal is worth a record US$113mn a year, in addition to 20% of team merchandise sales.
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Owner CLUB MEMBERS
Stadium ESTADIO SANTIAGO BERNABÉU
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AIR FRANCE
98
INNOVATING FOR A SUPERIOR EXPERIENCE WRITTEN BY
WILL GIRLING
MARCH 2020
PRODUCED BY
MANUEL NAVARRO
99
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AIR FRANCE
CURRENTLY HEADQUARTERED IN TREMBLAY-EN-FRANCE, AIR FRANCE WAS FOUNDED IN 1933 AS A MERGER BETWEEN FIVE SEPARATE AIRLINES
A
joint venture between Air Orient, Air Union, Compagnie Générale Aéropostale, Compagnie Internationale de Navigation
Aérienne (CIDNA) and Société Générale des Transports Aériens - the latter of which was the first commercial airline in France - Air France began 100
offering small passenger flights of roughly 15 people in French-made aircraft, such as the Potez 62, Bloch 220 and Dewoitine 338. Utilising the extensive flight networks established by each of its constituent founding companies, Air France had a breadth of service which stretched to London, North Africa, South America and Asia-Pacific. Halted during the years of the Second World War, Air France was nationalised in 1945 and by 1948 covered over 160,000km - making it the largest flight network on Earth. Marking itself early on as an adopter of the latest technology, the airline embraced the jet age in 1953 with the introduction of the de Havilland Comet - the world’s first commercial jet airliner, with a cruising speed of 640km/h (390km/h faster than the company’s old workhorse Potez 62 models). The MARCH 2020
101
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AIR FRANCE
102
“ MARKING ITSELF EARLY ON AS AN ADOPTER OF THE LATEST TECHNOLOGY, THE AIRLINE EMBRACED THE JET AGE IN 1953 WITH THE INTRODUCTION OF THE DE HAVILLAND COMET”
company also made history from 1976 to 2003 as one of the two primary users of the first supersonic passenger aircraft: Concorde (top speed 2,370km/h). Air France’s passion for providing its passengers with a truly modern flying experience has been augmented recently with the introduction of stateof-the-art technologies, such as the Li-Fi (Light Fidelity) system added to the airline’s Airbus A321s. Able to function as a high-speed, low-latency multimedia hub for passengers, Li-Fi is also much less heavy than out-going tech due to its usage of fibre optic cabling rather than copper, reducing the aircraft’s weight and therefore increasing fuel efficiency. Artificial intelligence (AI) has come to play an important role in the airline’s customer service experience: chatbots are able to solve basic problems and answer questions relating to travel times, flight plans, destination details, and so on, therefore allowing the company to more adequately address its huge intake of daily enquiries. Also active in the startup world, Air France has launched a seed fund subsidiary called BigBlank, which offers promising entrepreneurs the
MARCH 2020
In-flight images of the Air France Boeing 787 Dreamliner CLICK TO WATCH
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103 finance, expertise and technology nec-
approximately 2,300 flights per day from
essary to fully develop innovative ideas
its primary hubs at Amsterdam-Schiphol
and introduce them to the industry.
and Paris-Charles de Gaulle. Employing
In 2004, Air France merged with
88,000 people around the world and
Dutch airline KLM to create Air France-
receiving revenues of more than â‚Ź27bn
KLM (AF-KLM). Focusing on passenger
in 2019, AF-KLM is dedicated to deliver-
transport, cargo transport and aeronau-
ing the highest quality service to 101.4mn
tical maintenance (via its Air France-KLM
travellers each year.
Engineering & Maintenance subsidiary),
The company’s air cargo subsidi-
Air France-KLM is dedicated to unsur-
ary - Air France-KLM Martinair - is one
passable excellence within the aviation
of the strongest in the sector. A flexible
sector. Offering passengers the oppor-
and purposefully-designed service, the
tunity of flying to 318 destinations spread
company makes use of 172 long haul air-
over 118 countries, utilising a fleet of
craft and six full freighter models to offer
548 aircraft, the company operates
the market a wide spectrum of solutions. e uro pe .busi ne ssc hief. com
WHAT DOES REAL AVIATION MRO OPTIMIZATION LOOK LIKE?
DOWNLOAD THE WHITE PAPER
Staffed by over 4,000 people, Martinair
maintenance to approximately 3,000
has so far managed to transport over
aircraft so far. The company prides
1.2mn tonnes of cargo (worth â‚Ź2.3bn) to
itself on a four-way approach to busi-
457 destinations in 152 countries.
ness: innovation, global networking,
Not just offering a superior passen-
agility and airline-MRO. AFI KLM E&M
ger and logistics experience but also
also has a defined sustainability strat-
technical knowledge, Air France-KLM
egy, which includes increasing energy
Engineering & Maintenance (AFI KLM
efficiency by 20% by the end of 2020,
E&M) is a global leader in mainte-
researching the application of renew-
nance, repair and overhaul (MRO)
able energy within its operations and
services. With 14,000 staff assisting
designing its buildings and hangers
200 customers daily, the company
with low environmental impact in mind.
has provided best-in-class technical
Some of its sustainability achieve-
support, engine repair and structural
ments include recycling 400 tonnes of
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105
AIR FRANCE
106
MARCH 2020
107
2004
Year founded
$29.5bn Revenue in US dollars
88,000 Number of employees
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AIR FRANCE
108
“ THE COMPANY PRIDES ITSELF ON A FOURWAY APPROACH TO BUSINESS: INNOVATION, GLOBAL NETWORKING, AGILITY AND AIRLINE-MRO”
MARCH 2020
aircraft parts and using only 150 litres of water to clean a Boeing 777 - the largest twinjet model - instead of the previously required 12,000 litres. Over the course of its history, Air France has been dedicated to innovation that increases both operational efficiencies and the quality of customer service. From its hub airport Paris-Charles de Gaulle, the airline has managed to create a broad flight network utilising an optimised and modern fleet. Rated consistently in the top 25 of Skytrax’s World Airline Awards list and with strong capabilities in three crucial aspects of aviation, Air France’s commitment to excellence is evidently being recognised by the industry. “With these ambitions for the Air France-KLM Group and the exceptional commitment of our teams,” said Benjamin Smith, CEO of AF-KLM, in a press release, “I am convinced that we can become an industry leader in Europe, to the benefit of our employees, our customers, our shareholders and indeed all stakeholders.”
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109
110
Logitech: streamlining the business of innovation WRITTEN BY
WILL GIRLING PRODUCED BY
CHARLOTTE CLARKE
MARCH 2020
111
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LOGITECH
Founded in the city of Lausanne, Switzerland in 1981, Logitech is a world-leading manufacturer of computer peripherals and associated software, dedicated to providing its customers with an organic digital experience
F 112
ounded in the city of Lausanne, Switzerland in 1981, Logitech is a market leading manufacturer of computer
peripherals and associated software. With a product range that includes computer mice, keyboards, headsets, speakers, smartphone/ tablet accessories and home security cameras, the company is dedicated to providing its customers with an intuitive and organic digital experience. Mindful that each product must be ergonomically developed in such a way as to make it feel natural to the user, the company has made product design a core aspect of its business and philosophy. Logitech can claim, amongst other products, to have released the first infrared cordless mouse, the thumb-operated trackball (the LogitechÂŽ TrackManÂŽ), and the first webcam to feature an integrated microphone.
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Customer Experience Experts Top-line talent Digital transformation Omnichannel technology
We design, build and operate exceptional customer experiences. TTEC Holdings, Inc. (NASDAQ: TTEC) is a leading global customer experience services provider focused on the design, implementation and delivery of tech-enabled transformative solutions for many of Europe’s most iconic and disruptive brands. The Company’s TTEC Digital business provides insight-driven, outcomebased and AI-enabled omnichannel cloud platforms and CX consulting solutions and its TTEC Engage business delivers operational excellence through customer care, acquisition, retention, fraud prevention and detection, and content moderation services. Founded in 1982, the Company’s 48,000 employees operate on six continents across the globe and live by a set of customer-focused values that guide relationships with clients, their customers, and each other. For more information on how TTEC is driving digital transformation and omnichannel customer experiences in EMEA, visit www.ttec.com/emea/what-we-do
LOGITECH
“ The company is dedicated to providing its customers with an intuitive and organic digital experience” Like many companies in the tech From these rudimental beginnings
116
sector, Logitech is attempting to
at the dawn of widespread personal
rejuvenate the ‘legacy’ aspects of its
computer use, Logitech has gone
operations and develop a more pro-
on to build a brand that encompasses
active team. Logitech’s relationships
the modern digital landscape’s key
with its suppliers are highly important,
entertainment areas: music, gam-
particularly as the company looks to
ing and video. Widely recognised in
streamline aspects of business, such
the tech community for its portfolio
as transactional procurement using
of innovative products and solutions,
Robotic Process Automation (RPA).
the company has received over 250
A cutting-edge supply chain infra-
industry awards/commendations in
structure can make all the difference,
appreciation of its work. Recent prod-
and building bridges with its main
ucts of note include the Logitech Rally
partners is how the company plans
conference camera, MEGABOOM 3
to achieve this goal, as each supplier
digital speaker, and Logitech G PRO
brings a separate, crucial component
mouse designed in collaboration with
to the overall effort. Some of the
the company’s e-sports partners.
essential companies partnered with Logitech include:
MARCH 2020
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117
BCD TRAVEL
is a pioneering creator of point-of-pur-
Founded in 2006, BCD Travel helps
chase (POP) retail displays. Recognising
Logitech to optimise its travel costs
that good project management is a criti-
using innovative management tools.
cal element of a product’s success,
An expert in simplifying the complexities
the company makes sure that everything
of corporate travel, BCD is committed
stays on schedule and on budget,
to helping businesses achieve their
whilst also maximising visibility and
individual goals. A recognised market
brand awareness.
leader in the travel industry, BCD has offices in 109 countries and employs
TTEC
over 13,800 experienced people.
Colorado-based TTEC is Logitech’s main provider of business process
INESCO
outsourcing (BPO) — liaising with
Essential to previous products like
third-party providers to contract out
the Logitech Pro Mouse, Inesco
operations and responsibilities for e uro pe .busi ne ssc hief. com
1981
Year founded
$1bn+ Revenue in US dollars
7,000 Number of employees
case for the products. With over eight decades of industry experience and 500 employees, the company provides exceptional solutions in the retail merchandising sector. Making sustainability a core element in the company’s culture, Logitech prides itself both on its corporate agility and large-scale commercial reach. Efficient in its operations, Logitech considers itself small enough to give every one of its 7,000 employees the chance to impact the future company’s
bespoke processes. Originally known under the name ‘TeleTech’ until 2018, TTEC now handles over 3.5 million customer interactions on a daily basis. With its specially formulated ‘CX strategy’ and data analytics capabilities, the company is a global leader in consulting, automation, and digital transformation.
RAPID DISPLAYS Taking onboard Logitech’s challenge to construct a bespoke promotional display for its iPad keyboards and cases, Rapid Displays managed to create a rugged, flexible and appealing e uro pe .busi ne ssc hief. com
119
LOGITECH
120
C O M PA N Y FACT S
• 250 industry awards • 7,000 employees • Logitech’s manufacturing plant in Suzhou, China uses 100% renewable energy • 75% of the company’s global energy demand is currently met by renewable sources
MARCH 2020
“ Logitech is attempting to rejuvenate the ‘legacy’ aspects of its operations and develop a more proactive team”
121
e uro pe .busi ne ssc hief. com
CAPTURE YOUR AUDIENCE We create smart, innovative, attention-grabbing point-of-purchase (POP) retail displays. From initial concept to f inal delivery and installation, we can showcase your brand like never before. LEARN MORE
330.247.2209
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www.bcdtravel.com
“ Logitech prides itself both on its corporate agility and large-scale commercial reach” future, whilst also maintaining a global
its use of environmentally unfriendly
portfolio across 60 locations and
chemicals since 2010, along with
five continents that enables its
ensuring that companies supplying
choices to have a widespread impact.
it with minerals have sourced them
As such, Logitech has taken the
from conflict-free zones. This dedi-
reigns of commitment and responsi-
cation and insistence of ethical
bility towards the environment that
conduct from its partners has led
business in the modern era requires.
to the company auditing its Core
To this end, the company has
Suppliers to ensure 100% compli-
started global recycling initiatives,
ance with the Responsible Business
switched to renewable energy
Alliance’s Code of Conduct.
sources where possible, and estab-
“As a company, we want to leave
lished an ‘Ecodesign’ framework
our mark,” says President and CEO
to reduce carbon and plastic use
Bracken P. Darrell on Logitech’s web-
in the production of its products.
site. “We know that mark can be
Logitech’s manufacturing plant in
positive or negative, depending on
Suzhou, China uses 100% renewable
the decisions we make every day.
energy and received CarbonNeutral
Our commitment to shaping a better
accreditation from the Carbon Trust
world is a core value that we care
in 2019. Meanwhile, 75% of the com-
deeply about.”
pany’s global energy demand is currently met by renewable sources, a percentage which is rapidly increasing. Logitech has also managed to achieve a 71% reduction in e uro pe .busi ne ssc hief. com
123
124
SAP Cloud for Utilities: an integrated industry solution WRITTEN BY
WILLIAM SMITH
MARCH 2020
PRODUCED BY
BEN MALTBY
125
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SAP
How SAP’s Cloud for Utilities solution portfolio can unlock new possibilities in a rapidly evolving market
S
AP Cloud for Utilities (C4U) is a pioneering new end-to-end portfolio of solutions from SAP, intended for use in the Lead-
to-Cash process employed by utilities companies. Three individuals from the wider SAP organisation are guiding its market introduction. Klaus Lohnert 126
is programme director and the overall lead of the project. Mateu Munar, Senior Director, Industry Business Unit Utilities and Stefan Engelhardt, Global VP Go-To-Market Strategy Industry Business Unit Utilities, are also part of the C4U leadership team and in charge of the solution management for SAP’s Utilities portfolio. “As part of that team,” Munar explains, “I have the role of the go-to-market lead for the new SAP Cloud for Utilities suite.” Engelhardt adds: “We are the solution owner for the complete business suite. In my role, I particularly support the C4U leadership board from a strategic perspective, as well as Mateu and the team with our go-to-market activities.” In terms of overall structure, Lohnert explains that “we have four streams. There is the
MARCH 2020
127
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SAP
“ What’s happening at the moment is a tremendous infrastructure program, going from a centralised to a decentralised system”
development stream, where we develop the solutions. Then we have the go-to-market stream, in which Mateu and Stefan are allocated. Operations, because this is a cloud solution which we are operating, and the final part is the transition service we offer to make implementing the solution easier for our customers.” The complexity of the behind the
Klaus Lohnert, Program Director SAP Cloud for Utilities, SAP 128
scenes structure reveals the ambition of the solution. Comprising a portfolio of solutions useful to the utilities industry, SAP C4U supports products from
E X ECU T I VE P RO FI LE
Klaus Lohnert Klaus Lohnert is Program Director SAP Cloud for Utilities. He has over 20 years of international experience in the utilities industry and management consulting. His passions are for empowering business leaders to optimise the value of their businesses through best-in-class, forward looking processes, organisations and solutions, as well as providing customers guided access to innovations to get ahead of competition and help them to achieve the desired business outcomes of their business transformations. MARCH 2020
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129 modelling through to the market, as
terms of reducing costs and adoption
well as demand prediction, monitoring
time.” Engelhardt adds that the offer-
of customer behaviour, managing bill-
ing is flexible to the specific needs
ing, customer service and adherence
of customers. “The architecture is
to regulations. “It’s a suite that covers
modular,” he says, “so we leverage the
the entire end-to-end process,” says
independent cloud components that
Munar. ”We provide a software-as-a-
SAP offers. For service, for instance,
service, cloud native solution.
for sales, for marketing, for commerce,
It’s a unique service, with no competi-
for billing and revenue management.
tor offering such a complete suite in
We’re bringing them together, extend-
the cloud. It’s important to emphasise
ing them from an industry perspective
the technological approach, because
— but you still have the option to buy and
that is what facilitates key business leads that we want to address, in
run them separately.” Motivating customers to require a solution such as SAP C4U is an e uro pe .busi ne ssc hief. com
SAP
130 E X ECU T I VE P RO FI LE
Stefan Engelhardt Stefan Engelhardt joined SAP in 1997 where he supported the specification and launch of SAP’s first industry solution for utilities as Global Product Management Specialist. Since then, Stefan has held various management positions within SAP’s Industry Business Unit Utilities, becoming Vice President Utilities in 2007. In that role, he is responsible for SAP’s global Go-toMarket strategy for the utilities industry and focuses in particular on the definition and execution of SAP’s bi-modal product innovation strategy based on SAP S/4HANA for Utilities and the new SAP Cloud for Utilities solution portfolio.
MARCH 2020
evolving energy market, influenced by
growth, they will have to look to new
factors such as the rise of renewables
business dimensions, which is why the
and the decentralisation of power
platform supports non-commodity and
production. “The traditional commodity
multi-service capabilities,” Engelhardt
business no longer provides the mar-
adds. “We leverage elements and
gins or the revenue that is required,”
know-how from the 26 industry solu-
Engelhardt warns. “Utilities have to
tions we have at SAP such as telco,
extend their scope. They have to go
automotive and so on, bringing them
beyond the traditional energy business
together in order to allow utilities to
in order to offer value added or even
offer new bundled business services.
completely independent service offer-
Of course we also automate the tra-
ings.” SAP C4U is uniquely equipped
ditional processes of the commodity
to enable those in the industry to
business. That is the way towards what
compete in this brave new world. “For
Klaus calls the ‘self-running enterprise’.”
E XE CU T I VE PRO FI LE
Mateu Munar Mateu is currently Senior Director in the Industry Business Unit for Utilities. He’s responsible for the Go-to-Market of the new SAP Cloud for Utilities Suite. Mateu has 20 years of experience in the utilities industry — before joining the Industry Business Unit Utilities, he played several roles in the industry, first as Consultant and Solution Architect implementing the SAP for Utilities Solutions, and afterwards leading the Utilities Consulting Team in the EMEA region. He is highly experienced at working with utilities customers in different market roles, different countries and through the full cycle of the SAP for Utilities Solution.
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131
How SAP S/4HANA can accelerate your energy transition By David Townshend EY Global Power & Utilities SAP Leader
In an energy market defined by uncertainty, the prospect of shifting to SAP S/4HANA may seem like yet another challenge. But the right approach to upgrading can help accelerate transformation and build a more intelligent, agile organization for the future.
The cliches about 2020 being the year of vision may generate eye rolls, but for energy and resource companies, the message hits home. The disruptive forces sweeping the industry — including decarbonization, digitization, cost pressures and empowered customers — are not new but their pace is quickening. At the same time, energy and resource companies must move
forward in migrating to the new SAP S/4HANA software release. While for some, the prospect is daunting, many are reframing the challenge as a valuable opportunity. The powerful insights and connectivity delivered through S/4HANA combined with a forward-looking business view can help them reshape into intelligent, agile organizations — if they take the right approach.
Three ways to get the best from your S/4HANA migration Moving to S/4HANA will impact every part of your business. While a poor approach will create damage throughout the organization, the right one can drive the companywide transformation that is critical to create long-term value. The right approach involves three key elements:
The migration to S/4HANA provides a valuable opportunity to not only accelerate the energy transition, but reshape energy and resource companies into intelligent, agile organizations. David Townshend EY Global Power & Utilities SAP Leader
1. Purpose-led: The migration to S/4HANA is an opportunity to reshape your business more broadly. Now is the time to identify or confirm organizational purpose and align this with the implications for individual processes, systems and people. This helps guide a purposeled transformation that achieves those end goals.
2. Value-focused: The two most common questions clients ask as they contemplate their migration are: i.) how can we build a business case that stacks-up both now and in the future? And ii.) how can we do this as cheaply as possible with the least negative impact on our business? We help answer these by realigning the process to the business strategy – identifying how much value can be derived immediately and how much more can be leveraged in the future. For example, better, faster data can improve some processes now, while building a future-proof technology platform will support the agile business model and workforce needed for growth. And, all the while, the core value of the company is protected through enhanced cybersecurity and compliance.
3. Smart automation: Intelligent automation and machine learning can accelerate S/4HANA migration, reduce costs and enable value to be realized far more quickly. Automated tools also allow resources to focus on transforming those areas of the business that can help achieve big-picture goals. Post-migration, automation and analytics facilitate ongoing monitoring of people and processes to support continuous improvement. Fast-track your agile and intelligent future EY Agile Business Transformation for energy is a proven purpose-led, value-focused approach, specifically tailored to help energy and resource companies realize the potential of their migration to S/4HANA.
Leveraging the best SAP technology for energy and enhancing it with EY SAP-certified innovations can help deliver additional benefits throughout the energy value chain: customers and billing, asset management, finance, procurement, tax, HR and risk. The highly automated EY approach and suite of tools help clients accelerate their migration to S/4HANA, realizing benefits earlier, while limiting business disruption. Will 2020 be the year you accelerate your transformation? Discover how EY and SAP can help energy and resource organizations use S/4HANA to thrive in this era of extraordinary change.
Š 2020 EYGM Limited. All Rights Reserved. ED None.
SAP
“ Utilities are at the heart of the energy revolution that is going on globally� Stefan Engelhardt, Global VP Go-to-Market Strategy, Industry Business Unit Utilities, SAP
134
MARCH 2020
Lohnert identifies three key performance indicators that SAP seeks to address with the solution, including a reduction in the cost to serve, a decrease in the time to market for both classical and new energy offerings and an increase in revenue and profitability. Leveraging the cloud is one way of achieving that, but SAP is aware that its customers will be at varying stages on the cloud journey. “A lot of our development efforts are directed towards integration,” says Munar. “We provide a cloud offering, but we have to understand and be conscious of the fact that a big part of our business is on-premise. Essentially, the scenario is evolving towards a hybrid model. Any customer can capitalise upon the investments that they have made in SAP, because we are securing that evolution with integration concepts out of the box. If they want to move into a hybrid mode, they can go there. If they want to go into a full cloud mode, they can do that as well.” It’s not just about delivering growth. C4U can also help companies achieve increased efficiency, and with efficiency comes more sustainable ways of doing business. “Utilities are at the heart of e uro pe .busi ne ssc hief. com
135
SAP
the energy revolution that is going on globally,” says Engelhardt. “They are in the driver’s seat to optimise, manage and build value added services in order to achieve efficiency and to benefit from new business opportunities. That is a key focus for us as we shape and develop the solution portfolio.” While SAP C4U is a business suite rather than a technical system, it still has a part to play in this transition. “What’s happening at the moment is a tremendous infrastructure programme, going 136
from a centralised to a decentralised system,” says Lohnert. “The biggest challenge we have is to accelerate this process, and we offer services to access end customers that want
Having cultivated a successful rela-
to buy a solar panel or a heating sys-
tionship with professional services firm
tem or charging stations.”
Accenture, which saw SAP contribute from a product side and Accenture
“ We provide a softwareas-a-service, cloud native solution”
from a services side, C4U represents a co-development between the two organisations. “Accenture are market leaders and they know the industry well,” says Munar. “They know our solutions, having done this together in the
Mateu Munar, Senior Director, Industry Business Unit Utilities, SAP MARCH 2020
past. From a go-to-market perspective, and from a development perspective, it’s a win-win.” Engelhardt concurs,
1972
Year founded
$24.7bn+ Revenue in euros
96,000+ Number of employees
adding that “we have many equally
coming from other areas and enter-
important partners, such as rku.it,
ing the space. Maybe our customers
smartservices, Cronos, bpc, Natuvion,
of the future are not just utilities, but
E&Y, Atos or IBM.”
other service providers who start to
Going forwards, the aim for C4U
complement services with energy.
is clear, as Engelhardt articulates.
Our platform should provide both with
“There is one simple goal. We want
the necessary tools and processes
to help our customers to transform
to be successful.”
their business into the next dimension, and we’re doing the same on our side. At the same time, I think what we are seeing happening that is interesting for us is more and more players e uro pe .busi ne ssc hief. com
137
Driving insurers
digital future into a
At Cognizant, we’ve invested in the end-to-end capabilities needed to help insurance organizations not just do digital, but be digital. We partner with our clients to unlock new value and through the power of digital technologies and new ways of working, we help them evolve into more competitive, progressive versions of themselves. Learn more at Cognizant.com
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