© 2010 IBM CorporationOctober 10, 2011
Smarter CommerceIBM’s Sterling Application Suite
© 2010 IBM Corporation2
―Senior executives want a great customer experience to be a competitive differentiator.‖
© 2010 IBM Corporation
IBM’s Sterling Order Management....
Recognized by analysts as industry
leading for both B2C and B2B
Has 13+ years of industry leading order
orchestration
Has over a decade of Distribution
experience with over 100 clients in the
US
Understands and fits complex
manufacturing and distribution models
Can be leveraged for future acquisitions,
and new requirements that are driven by
customers, the retail industry and
competitors
Invests in latest technologies – Java
based API, Web Services integration
“Sterling Commerce a Leader in the Forrester Wave for Order Hubs. Of all the vendors evaluated, Sterling Commerce earns the highest marks for overall product vision.”
3
© 2010 IBM Corporation
Understand and
anticipate
customer
behavior and
needs based on
customer
insights across
all channels
4
Adapt sourcing and
procurement based
on customer
demand and
optimize supplier
interactions across
extended value
chains
Market, sell and
fulfill the right
product and service
at the right price,
time and place
Servicecustomers flawlessly, predict and drive customer loyalty
In this new era, businesses need to:
Power has shifted to the customer — compressing margins and changing paradigms
© 2010 IBM Corporation
What does Smarter Commerce mean to these clients?
5
Crocs
For Crocs*, a $700M
manufacturer, Smarter
Commerce means transforming
their fulfillment operations and
supply chain so internet
customer orders are filled with
nearly 100% accuracy through
their network of suppliers at the
lowest cost
Best Buy
Same store revenue increased by
double digits in pilot stores of
cross-channel commerce, while
decreasing during the same
period for stores that were not
part of the pilot. An extended
catalog to incorporate non-
stocked items has increased
revenue and customer satisfaction.
*Case studies based on Coremetrics, Sterling Commerce and Unica solutions
Cabela’s
Enables confidence that the right
inventory is available when their
customers want it – no matter
what channel they use to reach
Cabela’s.
© 2010 IBM Corporation
Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule DeliveryChange Order PickupResearch
ProductStore
“Consumers Don’t See Channels”
Call Center Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule Delivery or PickupChange Order
Schedule Store Pickup
Research Product
Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule Delivery or PickupChange Order
Schedule Store Pickup
Research ProductMobile
Create OrderCheck Status
Cancel OrderSchedule Delivery
or PickupChange OrderSchedule
Store PickupResearch Product
Web
A complete view of a customer order across all channels allows a company to support the customer no matter where the order was placed or where it is in the sales process
6
85% of consumers “expect a seamless experience across all channels for a retailer” 1
1 Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce,Title Source: RSR “Enabling Buy Anywhere/Get Anywhere” 2011
© 2010 IBM Corporation
Smarter Commerce delivers a maximum customer experience
7
Creates a personal connection‒Precision segmentation & marketing‒Optimized search & content‒Social commerce support
Delivers consistency in every channel‒Ordering‒Validation‒Availability & promising
Provides appropriate communication‒Status updates & required notifications‒Proactive alerts
Simplifies unique requirements‒Catalogs‒Pricing & promotions‒Complex configuration & quoting‒Delivery & services‒Dependent activities
Promises reliable multi-channel visibility‒Current/previous order history & dependencies‒Template orders
Customer
Maximizes flexibility‒Adaptable to new requirements‒Variable order & line processes‒Flexible shipping options‒Optimized sourcing & promising‒Faster assimilation of acquisitions
Enables placing one order‒All products & services‒Complex orders
© 2010 IBM Corporation
IBM’s Sterling Cross-Channel Order Orchestration
8
Aggregates order activity and monitors the fulfillment lifecycle
Supports all order channels & centralizes & stores all order information
Centralizes all inventory information & optimizes sourcing & promising (& fulfillment)
Provides a configurable, extensible, & scalable platform for integration & growth
© 2010 IBM Corporation
Order Orchestration, Monitoring & Visibility
9
Capabilities
Enables aggregating, managing, & monitoring orders from all channels
Provides a single order repository to create, modify, & monitor & track an order’s lifecycle real-time
Coordinates intelligent sourcing & fulfillment across the extended enterprise
Benefits
Delivers a single face to the customer through all channels
Maximizes customer satisfaction & revenue
Improves order fill-rates & cycle times
Reduces order management & expediting costs
Enables management by exception
Reduces inventory costs & obsolescence
© 2010 IBM Corporation
Typical Order Flow
Create Order Reserve Inventory Release for Shipping Shipped
ConfirmedShipped
10
© 2010 IBM Corporation
Typical Flows Will Change
Create Order Reserve Inventory Release for Shipping Shipped
Created ShippedNeedsApproval
?
Approval
Yes
No
Approved
DisapprovedCall ManagerCall CustomerApprove or Cancel
11
© 2010 IBM Corporation
Disruptions Will Arise
Create Order Reserve Inventory Release for Picking Shipped
Created ShippedNeedsApproval
?
Approval
Yes
No
Approved
DisapprovedCall ManagerCall CustomerApprove or Cancel
Status Delay
Reserved Released for Picking
Call ManagerInventory UnavailableRe-source InventoryCall Customer
12
© 2010 IBM Corporation
Dependent Activities Will Be Required
Create Order Reserve Inventory Release for Picking Shipped
Created ShippedNeedsApproval
?
Approval
Yes
No
Approved
DisapprovedCall ManagerCall CustomerApprove or Cancel
Status Delay
Reserved Released for Picking
Call ManagerInventory UnavailableRe-source InventoryCall Customer
Warehouse Picking
Special HandlingWorkorder
Picked
Ready toShip
Warehouse Management
13
© 2010 IBM Corporation
Order Fulfillment Process Modeling
14
Capabilities
Manages and monitors orders at a line item level
Enables configuring all processes via a process definition framework & modeler
Supports different processes for different participants, i.e. divisions, customers, carriers, etc
Benefits
Reduces TCO, i.e. flexible process modeling versus customization a/or programming
Enables reacting to business & environment changes easily
© 2010 IBM Corporation
All Order Types – Simple & Complex
15
Simple Sales Order
More Complex Sales Order
Return Order
Purchase Order
We are built on the fact that there is no single order process that will work to provide you and your customers with visibility and delivery expectations.
© 2010 IBM Corporation16
Enterprise
RequisitionsReplenishment OrdersTransfer OrdersWork Orders
Suppliers
QuotesPurchase Orders
Blanket POsPlanned POs
Outsourced Providers
Drop Ship OrdersValue-Added ServicesContract Mfg. Orders
Service & Delivery Orders
Customers
Sales OrdersContinuity Orders
Return OrdersExchange OrdersService & Delivery
Orders
Carriers
Shipments Loads
Warehouses
Release Orders
Stores
Pickup Orders
16
Order Management Key Entities
16
© 2010 IBM Corporation
Event, Alert & Communication Management
17
Capabilities Enables configuring rules for real-time monitoring of
inventory, order, & shipment actions & events
Enables configuring reactive & pro-active monitors & alerts, i.e. sense & respond
Enables configuring exception queues with monitoring & escalation
Benefits Enables anticipating & preempting problems
Enables escalating problems
Enables managing by exception
© 2010 IBM Corporation
Comprehensive Order Management – Simple & Complex
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Line Level Decomposition Linking All Subsequent Activities
Capabilities
Line-level execution Independence / dependence Rules-based Configurable shipping rules
Complex, multi-stage fulfillment Drop-ship, procure-to-order, build-to-order,
delivery / services, etc.
N-tiered order management Link processes and maintained dependencies
Benefits
One source for all order truth and activity
Improved efficiency and order accuracy
Leveraged resources and maximized adaptability
© 2010 IBM Corporation
Extended Catalog – Drop Ship
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Capabilities
Automatic purchase order creation Process monitoring for timely response
Collaboration Acknowledgement Ship confirmation
Web-based portal Review, acknowledge and release orders Documentation and labeling Ship confirmation Inventory availability
Benefits
ExclusivelyEDI
EDI +Portal
EDI +Portal
Proactively manage your drop ship process and community by exception
End-to-end drop ship support for the supplier Supplier performance monitoring Accurate promising with inventory availability
© 2010 IBM Corporation
Returns Management
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Capabilities
Enables directed workflow for all tasks with visibility & status tracking, & alerts & event management
Supports automated item re-classification, based on return status & disposition codes, & configurable rules
Enables linking return to original sales order and all subsequent return processing activities
Enables ‘blind return’ processing
Benefits
Provides end-to-end return processing visibility, i.e. ‘one version of the truth’
Ensures timely processing of returns by enabling managing internal / external process participants
Can be readily reconfigured to support changing returns (business) processes
Received atReturn Location
RepairWorkorder
?
To StockGood2nd Class
RepairedRefurbishedReturnDisposeReturn to Vendor
Dispose
To Vendor
Return to CustomerOriginal Order
Replace/Exchange Order
© 2010 IBM Corporation
Global Inventory Sourcing & Promising Optimization
21
Capabilities
Provides real-time visibility of inventory at own & external locations with advanced search
Provides a single console through which to view & manage demand / supply match, & resolve issues
Provides real-time ATP, based on configurable, inventory type based, promising rules (to batch a/or lot number)
Supports configurable categories for segmenting inventory, & business rules for defining user access
Benefits
Improves product availability & decreases stock-outs
Improves inventory utilization across the value chain
Decreases transportation expediting costs
© 2010 IBM Corporation
Global Inventory Sourcing & Promising Optimization
22
Capabilities
Provides real-time visibility of inventory at own & external locations with advanced search
Provides a single console through which to view & manage demand / supply match, & resolve issues
Provides real-time ATP, based on configurable, inventory type based, promising rules (to batch a/or lot number)
Supports configurable categories for segmenting inventory, & business rules for defining user access
Benefits
Improves product availability & decreases stock-outs
Improves inventory utilization across the value chain
Decreases transportation expediting costs
© 2010 IBM Corporation
Intelligent Sourcing Engine Determines Complex Fulfillment
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Splitting order as needed - Fulfill by Line
– by suppliers etc.
– By different internal systems
Source from:– Multiple locations
– Drop ship from partners
– Service partners
Source By– Priority
– Geographical location
– Inventory cost
– Handling cost
– Transportation cost
– Reduced no. of shipments (merge in transit etc.)
Optimized Sourcing of Orders– Intelligent sourcing engine determines the
most optimal location
– Automated rules based backorder handling.
– Multiple Shipment options (Ship Complete, Ship Line etc.)
– Enable transfers in stock-out situations
– Effective use of segmented or safety Stocks
Ability to anticipate and respond to exceptions is increasingly
critical as over 60% of an enterprise’s inventory is often
managed outside the four walls of the enterprise
© 2010 IBM Corporation
Store Associate Mobility
24
Capabilities Allows Store Associates to use a mobile device to
check inventory in any location
Collaborate with another store electronically to hold the product
or Complete the Sale on the mobile device before the customer ever leaves the store
Allows visibility into the full product catalog to help the customer with product details and special offers
Allows Store Associates to use a mobile device to stage items for customer in-store pick-up
Benefits Increasing revenue through additional transactions
that would have been lost due to the stock-out
Improves productivity and responsiveness of store associate – no need to be tied to the customer service desk
Engages customers with valuable information that aids the shopping experience
Helps cross-sell and up-sell other products
Improves brand image by leveraging mobile technology
LogoHere
© 2010 IBM Corporation
How it works!
• Drill into features•Delivers marketing, accessories, specials, up-sells and cross-sells
• Immediately see where inventory resides in your area
• See a map of locations
• Pick a store to hold or pick a ship option
• Complete check-out
• Search for an item
• Order is complete
© 2010 IBM Corporation
Comprehensive Store Order & Inventory Management
Capabilities Comprehensive order lifecycle control
Order creation
Inventory lookup
Sourcing & promising
Order monitoring
In store pickup
Order notification Acknowledgement Pick confirmation
Handle returns
Comprehensive control of inventory movement
Inbound receiving
Inventory adjustment
Inventory monitoring
Pick/pack/ship
© 2010 IBM Corporation
Call Center
27
Capabilities
Multi-channel call center solution gives CSRs visibility into selling and ordering processes across channels and fulfillment methods
Full capability for managing a customer’s order and providing current information.
Wizard driven order entry and modification as well as scripting
Proactive alert management
Benefits
Decreased call time, reduced training costs and more accurate orders
Increase customer satisfaction by handling customer requests and exception events more efficiently.
© 2010 IBM Corporation
IBM Sterling Call Center enables your call center representatives to perform:
Item Configuration – Configurable items, Style Size Color, Gift Wrapping, Personalization, Sourcing,
Pre-Orders
Customer Management – Addresses, Payments, Holds, Buying History
Order Create and Modify– Promo Codes, Coupons, Special Tender, Discounts, Price Match, Fulfillment
Method, Level Of Service, Ship-Deliver-Pickup, Pre-Order– Modification Rules, Reships, Up sells, Cross Sells, Gift Options, Notes , Price
Match, Appeasements
Order Inquiry– Payments, Shipments, Related Orders (Internal), Appointments, Returns
Fulfillment Options– Provided Services, Delivery Appointments, In-Store Pickup, Store Transfers
Returns and Replacements– Refunds, Exchanges, Advanced Exchanges, Service Recovery
Operations and Exceptions– Alert Queues, Routing and Escalations, FTC Compliance, Call Scripts, Call
Center Announcements
© 2010 IBM Corporation
Delivers Cross-Channel Consistency With Order Management
29
© 2010 IBM Corporation
Sterling Collaborates With ERP
30
Customer Expectations
– Improved the personalized customer experience with flexible fulfillment processes.
– Customers and partners have end-to-end visibility.
– Provides process monitoring to ensure consistency and improve communication.
Order Orchestration Opportunities
– Orchestrates multiple ERP and Legacy OMS instances to enable one face to customers, suppliers and partners.
– Provides a consistent orchestration of orders, regardless of channel, division, or system
– Enables order process agility to meet customer, location, product and business demands.
– Extends order fulfillment processes beyond the 4 walls of the organization.
Technology
– Enables smoother transition through acquisition and ERP consolidation.
– Flexible to meet new challenges from business, competition or the market.
– Industry leading integration technology to tie customer, suppliers, partners and systems together.
“90% of users still have not
achieved the ultimate goal of
unifying the Customer
Fulfillment (CF) process. In
fact, the extended order
management process remains
fragmented across numerous
ERP instances (and) legacy
systems…In addition, the
process is changing
dramatically, based on
strategies to outsource,
customer demands for
responsiveness, and revenue
strategies linked to new
channels or service offerings.”- AMR Research
© 2010 IBM Corporation
Systems of Record (ex. ERP)
These are the systems that form the foundation for your enterprise.
They manage the information necessary to run your business.
They're transaction oriented and are core to financial reporting and regulatory compliance.
Their pace of change is slow, with their life span measured in decades.
They're most likely delivered on premises.
Systems of Differentiation
Systems that help drive competitive differentiation for your company.
They connect to customers and trading partners.
They help speed time to market and overall agility.
They're more collaborative in nature.
They leverage data from systems of record.
Many of these systems will be deployed on premises, but some may be delivered as a cloud application.”
31Source: Is It Time to Rethink Your Enterprise Application Portfolio Strategy? (June 28, 2010) Gartner AMR, by Dennis Gaughan
A new technology delivery approach is required that delivers differentiating capabilities quickly and ecosystem-wide
+
© 2010 IBM Corporation
Manages Warehouses As a Logical Network
32
Packing
Task Management
Wave Planning
Shipment Planning
Shipping
Receiving
Put-away
VAS
Cycle Counting
QC/Inspection
Centralized Control of the Network For Complete Visibility
Common Interaction Layer (Browser, RF, Scanners, MHE, RFID, Scales…)
Business Process Management
Event Management
Common Participant Management and Product Management
Analytics & Performance Management
Interoperability Services
Packing
Task Management
Wave Planning
Shipment Planning
Shipping
Receiving
Put-away
VAS
Cycle Counting
QC/Inspection
Common Interaction Layer (Browser, RF, Scanners, MHE, RFID, Scales…)
Business Process Management
Event Management
Common Participant Management and Product Management
Analytics & Performance Management
Interoperability Services
Centralized Control of the Network For Complete VisibilityOne or Many Warehouses, One or Many Processes
© 2010 IBM Corporation
Comprehensive Data Gathering Supports BI
33
Capabilities
Data marts to track order metrics across important dimensions like customer, segment, geography, industry
Easy to use dashboards and reports to make key business metrics available to business owners to track their performance
Comprehensive ETL and reporting capability for easy authoring of ETL scripts and reports from a single data definition
Benefits
Grow revenue and reduce costs by creating levers for strategic control throughout an organization – improving the ROI
Automate tactical decisions and facilitate strategic decisions by making key business metrics available to business owners
Create mash-ups from analytics into applications to provide actionable insight to business users to facilitate decision making
Optional
© 2010 IBM Corporation
IBM/Sterling Order Management Typical Retail Footprint
Sterling GIS – B2B Sterling GIS - EAI
Perfo
rman
ce M
an
ag
em
en
tG
lob
al V
isib
ilit
y
Sterling Supply Chain Visibility
IBM POS Checkout
Tendering
Sterling Call Center Task Based Call Center
Call Scripting
Sterling Store Store Based Order Processing
Save-the-sale
Sterling Selling Channels MobileWeb
Fulfillment Network.
Networked Locations
Sterling Warehouse Management 3PL’s
Sterling Store OperationsDrop Shippers
Store Network
Brand 2 Division 2Brand 1 Division 1 Acquisition
Sterling Order Management
Cross-Channel Business Services: Customer, Order, Inv, Catalog, Pricing, Promotion, Configuration, Returns
Business Process Platform & Event ManagementMulti-Client / Multi-Tenant Data ModelService Oriented Architecture (SOA)
Other Systems
• ERP
• Merchandising
• WMS
• Other
Other Services
• Payment
• Fraud
• Tax
• Address
34
© 2010 IBM Corporation
WebSphere Commerce integration with Sterling Order Management
Sterling Order Management
Continuing to streamline the ability to leverage WC and Sterling side-by-side
35
© 2010 IBM Corporation
Industry Leading, Industry Standard Technology
36
Monitoring the life cycle of every order type with appropriate and consistent communication as well as notification and actionable services that arise in the processes through configurable events and alerts that improve customer satisfaction and fulfillment accuracy.
Aggregating and organizing data that provides comprehensive business intelligence around the processes managed and monitored by Sterling’s solutions. It can also enhance an enterprise datawarehouse strategy by connecting Sterling’s data marts to the enterprise datawarehouse to enable and improve performance visibility throughout all order processes.
An integrated solution, complimentary to ERP that provides end-to-end order and supply chain visibility to customers, suppliers and partners with authorized access
© 2010 IBM Corporation
Retailer
Consumers
Web
Call Center
Mobile
Stores Cross-Channel Retailing
• Research• Shop• Buy• Track• Receive• Return
OrderHub
Call Center Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule Delivery or PickupChange Order
Schedule Store Pickup
Research Product
Store Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule DeliveryChange Order PickupResearch
Product
Create OrderCheck Status
Cancel OrderInitiate/Track
Return
Schedule Delivery or PickupChange Order
Schedule Store Pickup
Research ProductMobile
Create OrderCheck Status
Cancel OrderSchedule Delivery
or PickupChange OrderSchedule
Store PickupResearch Product
Web
True Cross-Channel Selling and Fulfillment
37
© 2010 IBM Corporation
Same store sales out performedthe department store average after rolling out cross-channel capabilities. Inventory turns
went to 5.41 in 2009 from 4.84 in 2005, a five-year high, and
likelihood of markdowns was dramatically reduced.
Source: Nordstrom Links Online Inventory to Real World, The New York Times, Aug 23, 2010
Let’s net out benefits retailers are seeingRetailers are achieving significant benefits by deploying cross-channel capabilities to the Store
Same store revenue increased by double digits
in pilot stores of cross-channel commerce, while
decreasing during the same period for stores that were not part of the pilot.
Source: Best Buy presentation given at Sterling Customer Connection
Conference, April 2010
Wal-Mart Has a Web Plan to Bolster In-Store Sales“Pick Up Today” allows
customers to submit orders of 40,000 items online and pick up a few hours later in their local
store. “Not only do we see it as a nice convenience for
customers, but we also saw it as a way to drive incremental
traffic to the stores, and incremental sales,” Steve Nave,
SVP & GM Walmart.com.
The New York Times March 11, 2011
38
50%more spending annually
Cross-channel customers across retail segments spend 50% more annually than web- or store-only customers
4.5xaverage customer lifetime value (LTV)
Cross-channel customers on average have a customer lifetime value 4.5x greater than single-channel shoppers
$30more per visit to your store
Cross-channel customers spend $30 more per visit to a physical store than store-only customers
Source: Andrew Morris Advisors
© 2010 IBM Corporation
A Sample of retailers that use IBM’s Sterling Multi-Channel?
39
© 2010 IBM Corporation
For, BonTon IBM’s Sterling Order Management....
Has over a decade of Distribution
experience with over 100 clients in the
US
Understands and fits complex
distribution models
Can be leveraged for future acquisitions,
and new requirements that are driven by
customers, the retail industry and
competitors
Has a strength of Integration – 30 years
of proven success
Invests in latest technologies – Java
based API, Web Services integration
Has 13+ years of retail industry leading
order orchestration
Lowest Risk option for youFastest Time to MarketsEasiest Talent acquisition
“Sterling Commerce a Leader in the Forrester Wave for Order Hubs. Of all the vendors evaluated, Sterling Commerce earns the highest marks for overall product vision.”
40
© 2010 IBM Corporation
Smarter Commerce delivers a maximum customer experience
41
Creates a personal connection‒Precision segmentation & marketing‒Optimized search & content‒Social commerce support
Delivers consistency in every channel‒Ordering‒Validation‒Availability & promising
Provides appropriate communication‒Status updates & required notifications‒Proactive alerts
Simplifies unique requirements‒Catalogs‒Pricing & promotions‒Complex configuration & quoting‒Delivery & services‒Dependent activities
Promises reliable multi-channel visibility‒Current/previous order history & dependencies‒Template orders
Customer
Maximizes flexibility‒Adaptable to new requirements‒Variable order & line processes‒Flexible shipping options‒Optimized sourcing & promising‒Faster assimilation of acquisitions
Enables placing one order‒All products & services‒Complex orders
© 2010 IBM Corporation
In Summary IBM’s Sterling Order Management
42
Delivers one comprehensive solution to manage and monitor order fulfillment, optimize inventory, engage suppliers and proactively recognize disruptions.
Provides for management by exception through proactive alerts with escalation.
Maximizes flexibility to assimilate new acquisitions and adapt to new business, industry and competitive strategies.
Reduces total cost of ownership and optimizes business processes by leveraging out-of-the-box capabilities and the extendibility methodology.
Enables a best-in-class customer experience:
one order for all products and services
consistency and reliable visibility
in all channels.
buy from any channel, fulfill from any
source and return to any location.
Is built on an industry standard , industry leading and “IT friendly” technology.
Leverages all sources of inventory with reliable promising to the customer and extends the product catalog to outside suppliers.
Multi-tenant separation of business units and yet leveraging of products, customers, processes and business rules
ProspectName/Logo
Here
© 2010 IBM Corporation43
―Senior executives want a great customer experience to be a competitive differentiator.‖
―Customer experience is one of the great frontiers for innovation. It will decide the winners and losers in the years ahead.‖
―How customers are treated (their actual experience) is an essential part of the company's brand and its market differentiation...‖
―Whether you like it or not, the real growth of your business is a direct result of the quality of the experience customers have with you.‖
―Every business has unique opportunities to create meaningful connections with their customers every day. To succeed with all customers, social and more traditional, companies need to create and maintain consistency of experience across all channels.‖
© 2010 IBM Corporation44
―As customers get even more demanding, manufacturers are under pressure to get it right every single time... or else.‖
―Senior executives want a great customer experience to be a competitive differentiator.‖
The Perfect Order
1. The Right Product in the
2. Right Quantity from the
3. Right Source to the
4. Right Destination in the
5. Right Condition at the
6. Right Time with the
7. Right Documentation for the
8. Right Cost.
―Manufacturers will (need to) transform business models to better meet the needs of increasingly demanding customers.‖
© 2010 IBM Corporation
Additional Information
Who should you target– Sales & Marketing Executives
– Operations Executives
– Supply Chain Executives
– IT Executives
Questions to start– Are you satisfied with how you are servicing your customers through all channels – web, call center,
mobile, kiosk, EDI, etc.)?
– Are you competitive in your market?
– How is your customer satisfaction rating? Is it based on SLA’s?
– How common is it for customers to place orders across multiple business units with your
organization?
– How much of your business comes in via 3rd party resellers and channel partners? How do your
customers get visibility of their orders?
– Do you ever lose sales, miss customer due dates or have excessive manual handling of orders as a
result of inaccurate or incomplete visibility to inventory?
– Can you offer customers configured items, special deals, or cross-sell selections that are customized
to their particular region or buying behavior and span multiples sales channels?
– What SLAs do you have in place with your customers about “perfect orders” (on time, in full, in spec)
and what challenges do you have with that today?
– Do you leverage a variety of third parties like contract manufacturers, LSPs, and distributors to get
products to market?
45
© 2010 IBM Corporation
What keeps CEO’s and CFO’s awake at night?
Evolution of increasing customer expectations
Role of Internet and electronic commerce
Mergers and acquisitions
The ability to manage scale
Keeping up with the competition
Future competitors
New and innovative strategies for competitive advantage
Ability to remain/become profitable
Lowering cost and improving efficiencies
Staying power of alliances
Pressures on price and margins
What keeps them awake, keeps the CIO awake too!
© 2010 IBM Corporation
Business needs that require IBM’s Sterling Order Management
Any one or more of the following:
– Multiple sales channels (web, kiosks, CTO, call center, etc. etc. etc.)
– Customers that require tender loving care
• Alert critical requirements
– Multiple supply channels with tight schedules
– Drop shippers (extended catalog), 3PL’s, and other outsourced fulfillment models
• Outsourced manufacturing models
– Multiple divisions or complex organizations
– Large value of outstanding returns
– Multiple systems (ERP, MRP, CRM, etc.)
• Old technology replacement
– Strong acquisition strategy
– Complex logistics model
– Alert critical requirements
Anything that can detract from customer satisfaction success.
© 2010 IBM Corporation
IBM is the right partner for Smarter Commerce
48
• Leading industry capabilities and offerings
o Analytics, B2B Integration, Decision Optimization, Enterprise Marketing Management, Order Management, Selling and Fulfillment
o Modular approach to address key challenges today and grow with confidence
• Leader in research and development
• $2.5 billion invested since 2010 to create a truly smarter approach to commerce
• New services practice with more than a thousand dedicated experts
• Expertise in over 20 industries to help create a solution customized for your specific needs
• Leader in Smarter Computing - Over 50,000 hardware and software developers optimizing systems to manage needs driven by commerce applications
© 2010 IBM Corporation
Together we will deliver Smarter Commerce
49
• We collaborate with you to enhance, extend, and
re-define your approach to deliver value through
oActing on Customer Insight
oEvolving your Customer Value Strategy
oOptimizing Customer & Partner Engagement
• We help you address most pressing concerns
now and prepare for future growth
• We can help you leverage and extend your
existing technology and investments
…increasing the value you generate for your
customers, partners and shareholders in a rapidly
changing digital world.
Over 2,000 of the world’s top brands
rely on IBM to improve their business insight
and execution
© 2010 IBM Corporation50
Thank YouMerci
Grazie
Gracias
Obrigado
Danke
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