The session is entitled, “Moving up the eCommerce Maturity Curve” The session description is: Your customers have "forced" you to participate in their ecommerce initiative! And now that you've decided to invest, what are the best practice approaches to enable ecommerce with your customers and transform your business to an ecommerce savvy sales organization? In this session you will be able to evaluate your ecommerce maturity versus best-in-class companies. Experts from Ariba's Seller community will share their success stories and best practices for attracting new business and becoming a more savvy user of the Ariba Network.
Collaborative business eCommerce is an evolutionary process for both buyers and sellers - On both sides, there are opportunities to grow together with your customers or your supply base.From a Seller perspective, perhaps you are Reacting to your first customer requests for an ecommerce connection, or as an organization you have moved up the maturity curve to be able to Respond to multiple customer requests, but your company still views eCommerce as an “Enablement Technology” as opposed to an “Transformational technology.”Companies that utilize eCommerce to Transform with businesses really have put the effort and resources behind creating an establish repeatable process for expanding their footprint across geographies and to multiple trading partners. Even to the point of bringing innovative or products/services and funding key differentiational products/services to enable them to proactively capture, retain and grow customer revenue, loyalty and satisfaction. <CLICK>In a recent survey conducted by Ariba in partnership with Selling Power, 19% of companies identified themselves as Reactive46% of companies identified themselves as Responsive20% of companies identified themselves as Proactive11% of companies identified themselves as InnovativeThe remaining did not identify themselves<CLICK>This represents 65% of companies still in this Enablement mindset. <CLICK> When we interviewed companies, many are struggling with how to move up the maturity curve to transformational mindset and how to build a business case to move towards transforming their company to an eCommerce Innovator.So with that in mind, our two speakers today will speak about how they built a business case and determines an ROI for their investment in driving eCommerce innovation within their respective companies.
Collaborative business eCommerce is an evolutionary process for both buyers and sellers - On both sides, there are opportunities to grow together with your customers or your supply base.From a Seller perspective, perhaps you are Reacting to your first customer requests for an ecommerce connection, or as an organization you have moved up the maturity curve to be able to Respond to multiple customer requests, but your company still views eCommerce as an “Enablement Technology” as opposed to an “Transformational technology.”Companies that utilize eCommerce to Transform with businesses really have put the effort and resources behind creating an establish repeatable process for expanding their footprint across geographies and to multiple trading partners. Even to the point of bringing innovative or products/services and funding key differentiational products/services to enable them to proactively capture, retain and grow customer revenue, loyalty and satisfaction. <CLICK>In a recent survey conducted by Ariba in partnership with Selling Power, 19% of companies identified themselves as Reactive46% of companies identified themselves as Responsive20% of companies identified themselves as Proactive11% of companies identified themselves as InnovativeThe remaining did not identify themselves<CLICK>This represents 65% of companies still in this Enablement mindset. <CLICK> When we interviewed companies, many are struggling with how to move up the maturity curve to transformational mindset and how to build a business case to move towards transforming their company to an eCommerce Innovator.So with that in mind, our two speakers today will speak about how they built a business case and determines an ROI for their investment in driving eCommerce innovation within their respective companies.
Collaborative business eCommerce is an evolutionary process for both buyers and sellers - On both sides, there are opportunities to grow together with your customers or your supply base.From a Seller perspective, perhaps you are Reacting to your first customer requests for an ecommerce connection, or as an organization you have moved up the maturity curve to be able to Respond to multiple customer requests, but your company still views eCommerce as an “Enablement Technology” as opposed to an “Transformational technology.”Companies that utilize eCommerce to Transform with businesses really have put the effort and resources behind creating an establish repeatable process for expanding their footprint across geographies and to multiple trading partners. Even to the point of bringing innovative or products/services and funding key differentiational products/services to enable them to proactively capture, retain and grow customer revenue, loyalty and satisfaction. <CLICK>In a recent survey conducted by Ariba in partnership with Selling Power, 19% of companies identified themselves as Reactive46% of companies identified themselves as Responsive20% of companies identified themselves as Proactive11% of companies identified themselves as InnovativeThe remaining did not identify themselves<CLICK>This represents 65% of companies still in this Enablement mindset. <CLICK> When we interviewed companies, many are struggling with how to move up the maturity curve to transformational mindset and how to build a business case to move towards transforming their company to an eCommerce Innovator.So with that in mind, our two speakers today will speak about how they built a business case and determines an ROI for their investment in driving eCommerce innovation within their respective companies.
Note to Janet: I got this image from their website page.
companies spend as much on professional information as they spend on office-supplies – sometimes even more …… but they don‘t know how much exactly and what for (newspapers, journals, books, e-books, databases, lincenses, documents, standards, …)with Schweitzer being their one and only source they know – every minutewe handle and manage all subscriptions (about 80% of the costs a reccuring)we even save them 10, 20 sometimes up to 40 % of their spending and up to 80% on process costsour business model: trading, so basically we are a bookseller or like somebody at an SAP meeting once called it: media subscription service provider ….
Note to Janet: Need something that transformation. Maybe like the 4 columns we did for the Seller Collaboration Level 0 presentation..Have 8 images for old to new with the text in the middle..Picture of old paper catalog Online catalog (Screen capture of http://www.schweitzer-online.de/shop/webmed.exe/key=60911774213356673432641740042725O01/StoreFront/main.ipm)Maybe a handwritten shopping list “buy now” button like from eBayPaper subscription renewal card e-mail saying subscription renewed..Paperbook on shelve image of book that with maybe lines going out from it to places on the globe..
a USP (including the processes we developed)reduced the number of competitorsmore customers (yes, they call us now)more volume per customer (up to 500%)customers stayed longer (5-10 years)improved internal processes (more customer care, less typing orders and invoices)
it started back in 2002 w/ a customer requestfirst motivation: simply to keep the customerit started as a single individual project …… which made it expensive!e-pro readiness turned out to be a USP (Unique Selling Point)more and more wanted to use usbut: we even rejected the first ARIBA customer!
Janet: Image here is to convince management of doing something.
Follow-on image to the one in slide 17 to show we convinced executive management to do it..
Arrow 1: Death Valley, missing the e-Procurement-BusinessArrow 2: a huge Competitor went off stage and was bought by SchweitzerArrow 3 and 4: Economic crisis (so being stable is actually a “raise”) and %age of e-procurement increased (cost awareness)
not only respond to, but sold the eProcurement process to our customers & included it in our marketingwe used e-procurement “ability” as a USP eliminated maverick buying with existing customerswe used our e-procurement partners as a network& co-brandwe developed industry specific services and processes for the e-procurement arena
Note to Janet: I was thinking this is a build slide with automation where there are 5 items/companies that disappear as Schweitzer grows..in our whole industry only about 5 companies did the same and we split the market amongst us – all others went off stage within less than 5 years
we spent money in software development and built a more or less “1 click to connect a customer”-systemwe hired full time project managerswe trained the sales people so they would not need IT backup and could steer the customers rightwe hired “ME” to facilitate the E-Procurement Program of the company
improve the catalogue (for better quality accuracy)close the “holes” automatically import e-Orderscreate standard processes & software toolsuse electronic and automated invoicingthink of using e-procurement ourselves
