Implementing Customer Transformation - Melbourne 8 May 2018

1. Moving beyond future state design
to fast-track benefits realisation
TRANSFORMATION
CUSTOMER
IMPLEMENTING
EXECUTIVE BREAKFAST SUMMIT
TUESDAY, 8 MAY 2018
SOFITEL MELBOURNE ON COLLINS

2. 2
#BlackdotInsights
KEYNOTE
Implementing customer transformation
CASE STUDY
Harnessing growth opportunities in a shrinking
market - SMC Pneumatics
CASE STUDY
Building the fully-digitised marketing and sales
engine – Blackdot
NETWORKING
8.00 AM
8.45 AM
9.00 AM
9.30 AM

3. 3
Who’s in the room?
FINANCIAL SERVICES
OTHER
TRANSPORT & LOGISTICS
TECH/TELCO
CONSUMER PRODUCTS
HEALTH SCIENCES
MEDIA
MANUFACTURING
INDUSTRY
30%
15%
13%
11%
10%
10%
6%
5%
SALES LEADER
BUSINESS LEADER
MARKETING LEADER
CUSTOMER STRATEGY
COMMERCIAL STRATEGY
EXECUTIVE
DIGITAL STRATEGY
TRANSFORMATION LEADER
HR LEADER
PERSONA
32%
15%
11%
9%
8%
8%
6%
6%
5%

4. 4© Blackdot 2018
MARKETING, SALES & SERVICE
TRANSFORMATION
We deliver integrated people, process & technology solutions that
transform the customer experience & accelerate growth
Blackdot exists to drive

5. 5
- ESTABLISHED 2001 -
OUR PURPOSE
Take your customer transformation agenda
further & faster
CUSTOMER TYPE Enterprise B2B & B2C
• London
• Dublin
TRANSFORMATION
PROJECTS (last ~2 yrs)
21
COUNTRIES
41
PROFESSIONAL
STAFF
79
INDUSTRY FOCUS
• Financial Services
• Health Sciences & Government
• Communications, Media & Technology
• Consumer & Industrial Products
LOCATIONS
• Sydney
• Singapore
Introduction to Blackdot

6. 6
Everything we do is focused on the customer & the functions that serve them
Deep Functional Specialisation Holistic Approach to Transformation Diverse, Hands-on Expertise
CUSTOMER
Seamless solutions which bring together
the critical people, process & technology
elements
Specialised experts with practical, in-field
experience in what works and how to
mobilise the changes
Focus on transforming marketing,
sales & service for customer &
business outcomes
PEOPLE PROCESS
TECHNOLOGY
Strategy
Benchmarking
& Analytics
Process
Operating
Model
Customer
Technology
Advisory
People
Advisory
Change &
Communications
Capability
Transformation
Execution
Creative &
Content
Digital

7. 7
#BlackdotInsights
KEYNOTE
Implementing Customer Transformation
CASE STUDY
Harnessing growth opportunities in a shrinking
market - SMC Pneumatics
CASE STUDY
Building the fully-digitised marketing and sales
engine – Blackdot
NETWORKING
8.00 AM
8.45 AM
9.00 AM
9.30 AM

8. 8
Keynote Speakers
Abhik Sengupta
Executive Director,
Client Solutions
Blackdot
Marty Nicholas
Managing
Director
Blackdot

9. 9
Our roadshow agenda & business spans transformation strategy through to
implementation
End-to-End Transformation Roadmap
BASELINING &
CURRENT STATE
ASSESSMENT
HIGH-LEVEL
FUTURE STATE
DESIGN &
ROADMAP
Transformation Design
• Apr 2016 – Leveraging Digital for Growth
• Jul 2016 – Integrating M&S Around the Customer
• Nov 2016 – Sales Transformation for the Digital Age
• Mar 2017 – Accelerating M&S Transformation
• Oct 2017 – Enterprise Growth Transformation
Past Focus
QUICK WINS &
CHANGE
PACKAGE
DESIGN
EMBEDDING &
CONTINUOUS
IMPROVEMENT
PACKAGE
IMPLEMENTATION
Transformation Implementation
Key Focus of Today
Plenary Session - Implementing Customer Transformation8:00 am
Case Study- SMC Pneumatics Australia8:45 am
Case Study - What Does A Fully-digitised Marketing & Sales
Engine Look Like?
9:00 am
Networking9:30 am

10. 10
Customer transformations in large & complex enterprises must traverse a series of
contradictory challenges
SHAREHOLDER
STRATEGIC
OPERATIONAL
CAPABILITY
TECHNOLOGY
ENGAGEMENT
Typical Conflicts & Challenges To Manage When Implementing Customer Transformation
Improve customer experience
Run the business
Resolve the complexity
Inject new capability
Rate of technology evolution
Engage frontline in future state
Increase profit
Change the business
Deliver benefits quickly
Under-supply of capable talent
Rate of implementation & adoption
Lack of job security for the individual

11. 11
Successful implementations are business-led & focused on rapidly building new
operational capability to fast-track results
Accelerating Benefits Realisation Through Implementation
Accelerate towards an Achievable Future State
through Agile Package Execution
Implementation
Approach
Run Business Led Transformation
through BAU Networks
Resourcing
Governance
& Capability
Align around a compelling purpose and
respond rapidly to feedback loops on Cx,
Ex and Financials
Tracking &
Management

12. 12
Implement change packages to build confidence and operational muscle while
evolving towards an achievable future-state that delivers material value
Roadmap to Value
Packages
1
2
3
People
Process
Technology
2
MVP
Maturity
ñ Cx
ñ Ex
ñ $
Agile Business Change
Achievable Future State Align The Business Around A 12-24 Month Target Operating Model Blueprint
• Define future state customer journeys & where you’ll differentiate on Cx
• Identify key pain points & opportunities in the current employee experience
Build A Logically Sequenced Roadmap To Fast Track Benefits Realisation
• Understand dependencies and sequencing
• Quantify & map benefits realisation timeline
Define Logical Packages Of Integrated People, Process & Technology Change
• Focus on early release of value via minimal viable product / solutions
• Over invest in first line managers & frontline adoption to build the confidence required to progress
to the next package
• Build momentum bottom-up by proving Cx, Ex & financial outcomes to the frontline, managers &
senior leaders
Agile execution within each package
• Schedule activity in 1-4 week sprints
• Continuously integrate, iterate and evolve
• Release to the frontline based on change readiness
Implementation Approach

13. 13
Run a business-led technology-enabled implementation, invest in high potential
future leaders and use external resources to fill gaps in capacity or capability
Business Owned & Governed
Resource Based on Capability
& Capacity Gaps
Run A Business-Led & Technology Enabled Implementation
• Make business units responsible for governance and decision making
• Use technology and transformation resources to provide leverage
• Utilise existing BAU forums and networks for communication, escalation and change leadership
Use internal and external resources based on available capacity and capability
• Assign transformation responsibilities to future leaders to build future state skills and mindset
• If we have capacity and capability internally, run transformation through BAU
• Back-fill BAU roles if capacity is a challenge
• If capability is a challenge, rent or buy expertise and knowledge transfer through the transformation
External
Internal
Invest in Change Leadership
Leverage BAU Networks
Transformation Team &
Technology Enabled
Over Invest In Change Leadership To Fast Track Adoption
• Align the organisation on a shared purpose
• Invest leaders’ time immersing in and role modelling the change
• Hold the course through implementation and into the embedding phase
Resourcing, Governance and Capability

14. 14
Align the business around a compelling customer purpose and respond rapidly to
feedback loops on Cx, Ex and financials
Compelling Customer Purpose
Dashboards
Systemic Feedback Loops
Align The Organisation Around A Unifying Customer Purpose
• Articulate your enduring purpose & how customer value is created
• Cascade to all levels, particularly, executive and frontline leaders and change champions
Elevate Dashboards That Illuminate Implementation & Adoption Progress
• Design a dashboard to balance
• Multiple measures of success – financial, Cx and Ex
• Cross functional alignment
• Mixture of lead and lag indicators
• Create a baseline and base case forecast
• Track at a granular level at a high frequency for immediate actionability
Systematise Feedback Loops To Fast-Track Course Correction
• Track and communicate progress in a clear and transparent way
• Set up processes to get insights to the frontline teams best placed to respond
• Conduct operational huddles to action quick wins
• Cycle more complicated problems back through the transformation program
Customer Experience
Employee Experience
Commercial Value
Lead Lag70%
Customer
Product
Marketing
Sales
Service
Tracking and Management

15. 15
Successful implementations are business-led & focused on rapidly building new
operational capability to fast-track results
• Evolve towards an 18-24 month achievable future state
• Implement logical packages of people, process & technology change
Implementation
Approach
• Run a Business led implementation (that’s technology & transformation enabled)
• Over invest in change leadership, ahead of & throughout each of the change packages
Resourcing
Governance
& Capability
Tracking &
Management
• Align around a unifying purpose & aspirational Ex & Cx
• Establish real-time feedback loops to fast-track adoption & course correction
Key Takeouts

16. 16
#BlackdotInsights
KEYNOTE
Implementing Customer Transformation
CASE STUDY
Harnessing growth opportunities in a shrinking
market - SMC Pneumatics
CASE STUDY
Building the fully-digitised marketing and sales
engine – Blackdot
NETWORKING
8.00 AM
8.45 AM
9.00 AM
9.30 AM

17. 17
Case Study - Harnessing growth opportunities in a shrinking market
James McKew
Group Sales &
Marketing Director
SMC Pneumatics
Australia

18. 18
#BlackdotInsights
KEYNOTE
Implementing Customer Transformation
CASE STUDY
Harnessing growth opportunities in a shrinking
market - SMC Pneumatics
CASE STUDY
Building the fully-digitised marketing and sales
engine – Blackdot
NETWORKING
8.00 AM
8.45 AM
9.00 AM
9.30 AM

19. 19
Case Study - Building the fully-digitised marketing and sales engine
Gabrielle Lukes-
Mooney
Manager
Blackdot
Chris Horn
Executive Director,
Products & Marketing
Blackdot

20. 20
Why digitise marketing & sales?
Personalise the customer experience
Leverage data for greater effectiveness
Do more with existing resources
Enhance the employee experience
Extend market coverage

21. 21
Good but limited
growth, gaps in M&S
infrastructure
1. Relationship
Selling
Went ‘all in’ on digital
– journeys, website,
content, data, people,
tech, new channels
2. Digital
lead generation
Leadflow takes off -
M&S integration
focus: lead scoring,
handovers, reporting,
rhythm
3. Integrated
digital engine
Needed scale - Inside
sales team addition,
more sales
automation,
marketing attribution
lift
4. Scaled customer
journeys
Continual
optimisation of
customer & business
outcomes – artificial
intelligence
5. Data-Driven
Optimisation
The Blackdot story & maturity path
Revenue
(YoY)
Financial
Years
2001 - 2014 2015 201820172016
Headcount
(Pro Staff)
Subscribers
(Syd/Mel)
13%
17
373
11%
20
2,698
88%
39
3,949
91%
79
5,121

22. 22
Building the digitised marketing & sales engine – 3 key steps
Ensure complete role
and goal clarity to support a
seamless Cx and Ex
Enable functional and
channel cohesion
PEOPLE
Design the automation that will
scale execution & data capture
that will enable relevance
Automate for speed, scale
and relevance
TECHNOLOGY
Align marketing and
sales around how your
customers buy
Create the
integrated funnel
PROCESS

23. 23
DISCOVERY
DECISION
Research providers
Engage providers
Engage stakeholders
Secure funding
CONSIDERATION
Implement solution
Receive solution
Further support
New challenge
Identify problem
Research problem
1. Map The Customer Journey
Create the integrated funnel which aligns marketing, sales and the customer
FIELD SALES
INSIDE SALES
MARKETING
Budget confirmed
Web form completed
>3 interactions per month
Lead score > 100, Lead grade => B
Interest in meeting
Decision process discussed
Stakeholder consensus reached
2. Funnel Stages & Progression Rules
PROCESS

24. 24
Set up the automation and data that will enable speed, scale and relevance
DISCOVERY
DECISION
CONSIDERATION
MARKETINGINSIDESALESFIELDSALES
Research providers
Engage providers
Engage stakeholders
Secure funding
Identify problem
Research problem
Lead score > 100, Lead grade => B
1. Identify where automation
can bring speed
2. Define what data will
enable relevance
• Digital footprints surfaced
• Core need validated and
captured
TECHNOLOGY
• Qualified lead alert and
follow-up task creation

25. 25
Ensure role and goal clarity across the customer journey
Define customer-aligned objectives by function, by funnel stage
Marketing Inside Sales Sales
• Check data
accuracy
• Frame relevant
conversation
• Engage
responsively
• Validate core
need
• Secure meeting if
appropriate
• Begin planning
meeting
• Identify relevant
insights
DISCOVERY
DECISION
CONSIDERATION
MARKETINGINSIDESALESFIELDSALES
Research providers
Engage providers
Engage stakeholders
Secure funding
Identify problem
Research problem
Lead score > 100, Lead grade => B
PEOPLE
• Prioritise
engaged
customers
• Surface digital
footprints
• Cease campaigns

26. 26
A blueprint for a digitised marketing & sales engine
1. PROCESS
Align marketing and sales around how
your customers buy
DISCOVERY
DECISION
CONSIDERATION
Inbound Outbound
2. TECHOLOGY
Design the automation that will scale execution
& data capture that will enable relevance
B2B
marketing
analytics
Google
Analytics
Kentico
CMS
Pardot
Salesforce
Inbox
Salesforce
1
Salesforce
Engage
Sales
cloud
Research providers
Engage providers
Engage stakeholders
Secure funding
Identify problem
Research problem
3. PEOPLE
Ensure complete role and goal clarity to
support a seamless Cx and Ex
Marketing Inside Sales Sales
Rhythm
Rhythm

27. 27
Q&A with today’s speakers
Abhik Sengupta
Executive Director,
Client Solutions
Blackdot
Chris Horn
Executive Director,
Products & Marketing
Blackdot
Shiana Gunasekera
Marketing
Manager
Blackdot
Marty Nicholas
Managing
Director
Blackdot
James McKew
Group Sales &
Marketing Director
SMC Pneumatics
Australia

28. 28
Successful implementations are business-led & focused on rapidly building new
operational capability to fast-track results
Key Takeouts
• Evolve towards an 18-24 month achievable future state
• Implement logical packages of people, process & technology change
Implementation
Approach
• Run a Business led implementation (that’s technology & transformation enabled)
• Over invest in change leadership, ahead of & throughout each of the change packages
Resourcing
Governance
& Capability
Tracking &
Management
• Align the business around a unifying purpose & aspirational Ex & Cx
• Establish real-time feedback loops to fast-track adoption & course correction

29. 29
Thank you for attending – Connect with the Blackdot team
NICSON WHITE
Executive Director,
Commercial
SHIANA GUNASEKERA
Marketing
Manager
CHRIS HORN
Executive Director,
Products & Marketing
MARTY NICHOLAS
Managing Director
ABHIK SENGUPTA
Executive Director,
Client Solutions
WAYNE TROY
Associate Director,
Sales
PHIL MCNAMARA
Principal
Consultant
GABRIELLE
LUKES-MOONEY
Manager
SALLY-ANNE LYSTER
Director, Capability &
People Advisory
NATASHA STEFOS
Marketing Executive