15.09.2014

Getting the Best value out of Oracle CRM on DemandHow Coloplast is implementing CRMOD- Lone Bundgaard, Vice President

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15.09.2014

Agenda

• Facts about Coloplast• CRM on Demand in numbers• The importance of CRM on Demand within Coloplast• How do we work?• Results and Lessons learned

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This is

Coloplast

15.09.2014

SenSura® MioLaunchedin 2011

SpeediCath®Compact SetLaunched in 2012

Altis®Single Incision slingLaunched in 2012

New Biatain®SiliconeLaunched in 2013

UrologyCare

People with dysfunctional urinary and reproductive systems

Wound & SkinCare

People with difficult-to-healwounds

ContinenceCare

People in need of bladderor bowel management

OstomyCare

People who have had their intestine redirected to an opening in the abdominal wall

… And how do we help them?

Who are our typical users?

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32%EBIT margin7%

ORGANICGROWTH

35-40%Global market sharein Ostomy Care

2 BILLION USD REVENUE

Global market sharein Continence Care40-45%

8,500Employees

Represented in 40+ countries

Products sold in 100+ countries

Today we’re market leaders…

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42%35%

13%10%

Ostomy Care#1 worldwide

Continence Care#1 worldwide

Urology CareWound & Skin Care

#4 worldwide

USD 2 billion

Full year 2012/13 sales

Coloplast by the numbersGroup revenue by segment

15.09.2014

Group revenue by geography

67%

21%

13%

Other developed markets

Europeanmarkets

Emergingmarkets

USD 2 billion

Full year 2012/13 sales

Coloplast by the numbers

15.09.2014

• Facts about Coloplast• CRM on Demand in numbers• The importance of CRM on Demand within Coloplast• How do we work?• Results and Lessons learned

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Agenda

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CRM on Demand in Coloplast - factsRoll out initiated in 2011 – now in 14 countries:

• US,CA,DK,NO,FI,SE,DE,AT,CH,BR,CN,RU,IN,CZ, AU

Languages: • English, German, Russian, Chinese, BR Portuguese • Upcoming: Italian, Spanish, Japanese

Around 1700 users today – increasing in the coming 2 years:• Sales reps• Customer service• Marketing

15.09.2014

Agenda

• Facts about Coloplast• CRM on Demand in numbers• The importance of CRM on Demand within Coloplast• How do we work?• Results and Lessons learned

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15.09.2014

Three years ago, the purpose of our CRM platform was to ensure one process and one set of numbers

“Old global CRM

rationale”

Sales Reps (registration

)

Sales Managers (tracking)

Country Managers (reporting)

HQ (transparent global data

set)

“Slim model, out fast”

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Coloplast® Care Direct-to-Consumer1 2

CARE is a

retention programme

Direct-to-Consumer is a

marketing channel

Today, our company changes have called for new CRM demands…

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SystemsExpertiseNew website Call centers Lead generation

Examples of our Direct-to-Consumer investments

We’ve made investments to engage with consumers…

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IT and Sales & Marketing are becoming new best friends!

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Our CRM platform is key in order to drive our business requirements

The new objective for CRM is to create a global structure to support…

- strategic initiatives, - global processes and - best practice sharing

…for continuous improvement.

Requirements driven by subs with the global CRM platform implemented

Requirements from business driven by our ambition and agenda(s)

15.09.2014

Agenda

• Facts about Coloplast

• CRM on Demand in numbers

• The importance of CRM on Demand within Coloplast

• How do we work?

• Results and Lessons learned

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CRM on Demand – governance

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Commercial CRM team(6 employees)

Requirements from Sales Excellence, e.g.•Segmentation and targeting and other reporting•Account specific action plans…

Requirements from Consumer Excellence, e.g.•Coloplast Care•Campaign management

Corporate IT (5 employees)

•Develops changes to the CRM platform based on processed requirements from commercial organisation

Ability for CRM team to lift business requirements

Country specific requirements for changes to CRM

•Able to adjust use of external resources based on inflow and approved cost level (L&T and EC4U)

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Duration 3 weeks 2 weeks 2 weeks 4 weeks

Key milestones• Global template changes signed off

• System functionality signed off

• User training signed off

• System testing signed off

• System live

• Handover to 1600

• Finalise local admin training

• Project debrief and close

Local Resources • Country manager (3%)

• Receiving project manager (10%)

• Process owners (40%)

• Local admin (50%)

• Country manager (3%)

• Receiving project manager (14%)

• Process owners (50%)

• Local admin (50%)

• Country manager (3%)

• Receiving project manager (14%)

• Process owners (30%)

• Local admin (30%)

• Country manager (1%)

• Receiving project manager (7%)

• Process owners (10%)

• Local admin (25%)

Duration 1 week (2 months before) 1 week 1 week 5 weeks

Key milestones

• Project plan sign off to include resources

• Project KPIs agreed and signed off

• Initial process owner training

• Process owners given system access

• Documented local security requirements

• Initial S&T process training complete

• Local data validated in test system

• All remaining template gaps closed

Local Resources • Country manager (9%)

• Sales manager (9%)

• Marketing manager (9%)

• Consumer care manager (9%)

• Customer care manager (9%)

• Country manager (4%)

• Receiving project manager (30%)

• Process owners (30%)

• Local admin (60%)

• Country manager (4%)

• Receiving project manager (30%)

• Process owners (30%)

• Local admin (60%)

• Country manager (3%)

• Receiving project manager (6%)

• Process owners (25%)

• Local admin (50%)

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1. Pre-preparation 2. Business preparation 3. IT preparation 4. Data mapping

5. System verification 6. User training 7. Go-live 8. Post go-live*

We have designed a country implementation in 8 steps – and a duration of process…

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Coloplast CARE• State of the art campaign tool “Eloqua”

Interfaces with CRM facilitating end-user contacts and marketing agenda

Accounts to contacts and

professional contacts

• Segmentation & Targeting review and proposal going from account to contact level

• Modification of processes that generate duplicate records

Off-line demand

• Solving current specific issues by adding a new front end “off line” layer (Fellows Gadget2Go)

• Adding more revenue focused reporting and planning capabilities

Account planning

• Reinforcement of CRMOD setup “as is” for now

• Potentially recreate current setup in off-line layer if outcome of S+T review and SU pilot supports it (out of budget)

Time to call a “roll-out time out” to meet new demands…

Sample order review

• Simplifying process

• Lowering maintenance

• Improved reporting

Intuitive user interface & design

• Documentation and standardization of business processes to follow work flow

• More relevant system roles towards users

• Reduced number of clicks

Reporting & data mgmt

• Development of operational reporting for CRMOD users with special focus on sales users and a “what's-in-it-for-me-factor”

• Solving certain performance issues by indexing database

External user access

(e.g. Nurses)

• Solving legal constrains by creating a new CRM user role

• Adding functionalities to support specific business process

15.09.2014

Agenda

• Facts about Coloplast

• CRM on Demand in numbers

• The importance of CRM on Demand within Coloplast

• How do we work?

• Results and Lessons learned

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15.09.2014

Results

Common sales processes across countries

Single system to support global processes

One global CRM and campaign management system instead of locally owned and maintained platforms.

Full 360 degree view for accounts and contact info.

System supports following languages: English, Chinese, Russian, German and Brazilian

Roadmap contains additional 10 countries and 3 languages within the next year.

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15.09.2014

Lessons learned

• CRM is a business project, not an IT project

• Governance is key

• From local to global – change management takes time

• Being in the cloud both has advantages and disadvantages

• Significant benefits from engaging with Oracle

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