Social and mobile are changing client and employee expectations
>1.7 billionsocial users
>400 milliontweets per day about product, services, and brands
150average number of times a person checks their phone each day
>6.8 billionon mobile
McKinsey Global Institute
The social economy: Unlocking value and productivity through social technologies
"With social technologies, firms will build up knowledge of their clients' processes, working styles, and
industries. All of this information contributes significantly to the total amount of value a firm can
create for its clients. “
Security
& Identity
Management
Platform
Data & Process
Integration
Configuration
& Extensibility
Customer engagement in a mobile-social world
Cloud On-Premises
Customers Employees Partners
in
Toll & CRM
Phillipa Smyth
3rd December 2014
10
Toll’s Growth – 90+ acquisitions in 25 years
1989 Merricks Transport 2002 BHP Transport and Logistics (New Zealand) 2008 Golden Riverland Express
1990 Barretts Transport 2002 SDC New Zealand 2008 Courier Australia
1991 Tasmania Express 2002 AUSDOC DX Businesses 2008 Gluck Forwarding
1992 MBCV / Recycling 2002 Brambles Shipping 2008 Helijet
1993 Railor 2002 Mayne Express 2008 United Carriers
1993 West Bros 2003 Zari Haulage 2008 Extra Transport Group
1994 Freshmark 2003 Tranz Rail 2008 Quality Solutions International
1994 Sibcot 2004 Leonard & Dingley 2008 Cargo Services Far East (25%)
1995 Brambles (North Queensland FF) 2004 Aust Transport Network (ATN) 2008 United Asia Terminals (Yantian) (60%)
1995 Interlink 2004 Freight Australia 2009 Toll Global Forwarding (South Africa) (82%)
1996 Brambles Industries 2004 Western Stevedores Group 2009 Toll Global Forwarding (Canada) (100%)
1996 Compack Packaging 2004 Owens 2009 BIC Logistics India (40%)
1997 Fruitexpress 2005 Cendant (Australia) 2009 Deltec
1997 John Nash Transport 2005 JD Lyons 2009 Kwikmail
1997 TNT 2005 Korn Bulk Haulage 2009 SkyNet Worldwide Express (Hong Kong)
1998 UTO / MIM 2006 SembCorp Logistics 2009 Perkins Shipping
1998 IPEC / Jetsroad 2006 Patrick Corporation 2009 Toll Kukbo (100%)
1999 Malleys Transport 2007 Cargo Services Far East (22%) 2009 Footwork Express (100%)
2000 Removals Australia 2007 Sembawang Kimtrans 2009 Express Logistics Group
2000 AWX (20%) 2007 ARC Strang 2009 Logistic Distribution Systems
2000 movinghome.com.au 2007 KPN (Thailand) 2010 Summit Logistics International
2000 Hile Carrying Company 2007 Victoria Express 2010 ST-Anda Logistics
2001 Inter’l Corporate Relocations 2007 Virgin Blue Freight 2010 Australian Armoured Express
2001 ARN Logistics 2007 Stream Solutions 2010 Image Technology Centre
2001 Finemore Holdings 2007 Toll New Zealand 2010 Concord Park
2001 Strang Stevedoring 2007 Westrans 2010 DPEX
2001 Autotrans 2007 Rush Couriers 2010 WT Sea Air Group
2001 Wesfarmers Transport 2008 BALtrans Holdings 2010 Genesis Forwarding Group
2002 NRC & FC (50%) 2008 SkyNet Worldwide Express (Australia)
2002 BHP Stevedoring 2008 Jetcraft Aviation
11
Toll Group Key Facts
Annual Revenue $8.2 billion ($AU) Employees 40,000 Business Units 28
Acquisitions 96 Sites 1,200 globally Countries 55
12
Integrated Supply Chains Core To Our Strategy
Seamless End-to-end Management of Goods & Information
Objective
Rationale
Evolution
Own or control / coordinate critical value points along the supply chain
Customers want transparency & control(1) across complex supply chains
Change in focus from single country to cross-border and multi product
(1) Over physical assets and information in relation to those assets
Warehousin
g
Suppliers Land
Transport
Consolidation hub &
value added
processing
EXPORT Activities Ports,
stevedoring & freight forwarding
IMPORT Activities Ports,
stevedoring & customs clearance
International Transportation
Sea & Air FreightDe/consolidation hubs, cross
dock & value added processing End
Customers
Warehousing/
Local
manufacturing
Primary/
Secondary
Distribution
Land
Transport
Orde
r
(Origin
services)
(Cross-border
services)
(Destination
services) Delivery
13
CRM Implementation approach
• Start small. Pilot included <30 users, all in Melbourne.
• Keep first functional release simple – replacing some existing
processes and reporting.
• Use a hosted solution. Allows for a relatively low up-front cost and
no need to create new infrastructure and capability.
• Use the system as designed. Instructions to Intergen “if we’re going
down a development path, tell us and we’ll stop”.
• Agile implementation – workshop requirements, low documentation,
avoid traditional “requirements gathering” process.
• IT involved for vendor engagement and management, not to create
functionality.
14
Rollout
188
8
198
3
200
6
2007
Microsoft selected
Intergen selected
Create basic functionality
Pipeline management
Centralise account reporting
2008
Go live of GBD
June
July
June
October
August
Jan 2014
Incremental functionality release
1st & 2nd Business unit rollout
Incremental functionality release
3rd, 4th, 5th business units rollout
12 Business unit rollouts in progress
Current
2015
1st Feb 2015:
350-400 BD and account management users
live
17 business units live
All other businesses evaluating the system
2013
15
Critical Success Factors
• Keep it simple. Be prepared to launch a product that is not yet
“perfect”. Keep data capture / entry to a minimum.
• Standardise usage. Avoid workflow or multiple forms. Use the
reporting tools.
• Replace entire business processes as you train users, so they do not
continue with other tools.
• Launch the product with an up-front function that makes life easier for
your users. Otherwise this is just another admin step for them.
• Prepare to say no to some business “requirements”.
• Create a structure that allows your businesses to adopt the product
with a low up-front cost. Our businesses have a 100% Op-Ex model.
16
What’s Next?
• Increase the offering:
• Mobile usage
• Additional functionality in account management and support
• Introduction of new functions ie Service Management
• Reviewing integration with business systems & Sharepoint
• Considering plug-ins for improving intelligence
• Centralising and formalising support, bringing product in line with
existing help-desk procedures
• Creating a power-user community
Questions
Microsoft’s solution for sales productivity
19
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