Retek Global Business Unit Product Strategy Sales Kick Off FY 2006 Joe Polonski.
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Transcript of Retek Global Business Unit Product Strategy Sales Kick Off FY 2006 Joe Polonski.
Retek Global Business Unit Product Strategy
Sales Kick Off FY 2006
Joe Polonski
2
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
3
Solution Breadth
supply chain
call center
webstore
customer
merchandising finance
HRreal estate
planning
smart end-to-end customer centric processes
multi-channel retailingagile supply chaincorporate operations
Technology Infrastructure
4
Co-ManagedInventory
Merchandise Planning & Optimization
MerchandiseFinancial Planning
Assortment Management Allocation
Regular PriceOptimization
Item Planning
Visual SpacePlanning
CustomerSegmentation
Supply Chain Planning & Optimization
Demand Forecasting CPFR®
Advanced InventoryPlanning
InventoryOptimization
Supply Chain Execution
Merchandise OperationsManagement
Store & Multi-Channel Retailing
PromotionPlanning
Space Optimization
Collaborative ProductDevelopment
InvoiceMatching
Price & PromotionsManagement Sales Audit
Point ofSale
Store InventoryManagement
Multi-Channel:Customer
WarehouseManagement
LaborManagement
MarkdownOptimization
MerchandiseData Management
Purchase OrderManagement
Inventory Mgmt &Stock Ledger
Global Sourcing &Import Management
PromotionalForecasting
Multi-Channel:Operations
Multi-Channel:Inventory
CampaignManagement
CorporateAdministration
FinanceManagement
CorporateOperations
IndirectProcurement
CorporatePerformance Mgmt
CustomerHub
CustomerIntelligence
Real EstateManagement
Store ConstructionProjects
LeaseManagement
EnterpriseAsset Management
Human Resources
Payroll Benefits Recruiting Training IncentiveCompensation
CRM & Marketing
Vendor FundsTracking
eCommerce ServiceBusiness-to-Business Sales
AssociateIntelligence
Associate HRSelf Service
Enterprise Infrastructure
Portal Workflow &Alerts
10g: Application Server & Database
DataWarehouse
ApplicationIntegration
Manufacturing
Solution Breadth
5
Joint GTM Oracle | Retek
Industry Driver Challenges Spearhead Enablers
To comply with increasingly onerous corporate governance requirements, retailers and trading partners must generate and manage unprecedented levels of data.
Dual pressures of financial performance and delivering differentiated customer experiences requires retailers to utilize a single demand plan to drive assortments and maximize returns on inventory assets.
To increase competitive edge, retailers and their suppliers must set collaborative goals, participate in shared programs, monitor and validate effectiveness in shared plans and execution.
The exploding choices of channels and retailers is elevating the importance of consumer experience. Now, more than ever, service and experience drive consumer loyalty.
Because retailers and trading partners operate information silos, they must gather and analyze data from many conflicting sources before discerning what is accurate and true.
Consumer demand fluctuates dramatically from market to market depending on competition, events, weather, pricing, promotions — you name it. Retailers need to orchestrate all functions around one demand plan.
Supply and demand issues, constraints and costs require retailers to collaborate with trading partners for instantaneous reactions.
The retail workforce is increasingly more transient and often ill-equipped to personify a retailer’s brand promise.
Information Integrity for the Extended Retail Enterprise(Better information, better decisions)
Planning Driven Enterprise (Better agility, tailored customer experiences, better results)
Supply Chain Collaboration (Optimal inventory controls, better ROI)
Workforce Excellence(Better service, better retail.)
Merchandise Operations Management, Data Hub, Tech Stack, Financials, ICM, Retek Syncra Exchange
Merchandise Financial Planning, Demand Forecasting, Assortment to Space Optimization
Retek Syncra Exchange, Oracle CPFR, Advanced Inventory Planning, Inventory Optimization,Demand Forecasting, Warehouse Management
Human Resources, Advanced Benefits, Payroll, Self Service, iLearning, iRecruitment, Store Retailing
6
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
7
Retail Industry Sub-Segment Focus Areas:
Sub-Segment Sample Type Retailers Size
Hard Goods Best Buy, AutoZone, Home Depot
>$250M
Quick Serve Restaurants IHOP, McDonald’s >$250M
Food / Drug / Convenience
Walgreen’s, Tesco >$500M
Specialty Apparel Ann Taylor, Gymboree >$250M
Department Stores Dillard’s, Sears, Federated Group, Mervyn’s
>$500M
8
Now empowering global merchandising and the extended value chain for…
- Any retail format - Any assortment or SKU - Any channel - Anywhere
No matter how diverse
9
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
10
Competitive Landscape
Stores & Order Mgmt
Merchandising/Enterprise
MerchandisePlanning & Optimization
Inventory Planning & Optimization
WMS
Roll-ups
11
Point Solution Competition
● It’s important to take notice of point solution competitors– We encounter point solution competitors across our retail
solution groups
● Best-of-breed point solutions or enterprise system– Oracle | Retek is the only point solution provider to offer a modular
approach to invest in and implement an enterprise retail system– “Xi changes the game with applications that compete individually
in store operations, retail planning and supply chain, but deliver as a tightly integrated, consistent platform with demand intelligence at the core – exactly what a retailer needs to achieve profitable differentiation.”
● Only to offer back office solutions– Oracle | Retek is the only retail solution provider to offer retail point
solutions for HR and finance
12
Only Oracle | Retek
Advantage Oracle | Retek Disadvantage SAP Leading provider of proven scalable solutions for multi-segment and multi-channel retailing
● SAP does not have the tech stack nor the full functionality of Retek’s suite. SAP started in manufacturing, not Retail
Powerful solutions for any size retailer. ● SAP offering is only suited for the big Retailers, with large capacity for full deployment.
Leading provider of technology and full enterprise suite to run any retail enterprise regardless of financial method of accountability
● SAP does not support Retail Stock Ledger
Always built on standards ● SAP Proprietary ABAP & SAP NetWeaver do not adhere to industry needs
Proven demand analytics and forecasting. ● SAP claims to have analytics, but question what is installed and being used.
Leading provider of solutions built for the full retail enterprise, including store operations
● SAP does not have store operations.
Widely adopted merchandise planning for retail. ● SAP has weak merchandise planning.
13
SAP: Selling to IT to Hide the Gaps
“With significant functionality gaps, SAP has been targeting the CIO or CFO for its retail wins. One CIO admitted business users actually preferred the functionality of other retail application vendors over SAP.”
AMR
Janet Suleski, Robert Garf, Alexi Sarnevitz
AMR, May 24, 2005
14
SAP: Areas of Weakness Abound
SAP…could be hampered by exposed gaps in its retail product depth and breadth. SAP must focus its financial and development efforts immediately on those areas where its weaknesses are most evident to retailers:
– Store technology
– Demand Intelligence
– Merchant-centric usability
– Core retail execution AMR
Scott LangdocAMR, April 7, 2005
NOTE: In a few discussions, Langdoc has said that SAP has “functional holes that you could drive a semi truck through.”
15
JDA Confusion Stalls Growth
Confusion about its new product roadmap and timing is causing an overall slowdown for JDA’s products.
Only four customers to date implementing .NET -- and none are expected to be referenceable until the end of the year.
“This is not surprising given the messaging during last year’s third quarter earnings call when CEO Brewer stated that this initial .NET release would haveless functionality than the legacy products.”
AMR
Alexi Sarnevitz and Janet Suleski
May 4, 2005
16
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
17
Information Integrity for the Extended Retail Enterprise(Better information, better decisions)
Retailers and trading partners have silos of information, making planning, management and execution difficult, resulting in inaccuracies in orders, and reconciliation.
18
Information Integrity for the Extended Retail Enterprise(Better information, better decisions)
Executing from the same data through collaboration and/or synchronization within retailers and extending to their trading partners, all users enjoy the benefits of data integrity such as order/invoice accuracy and reduced supply chain disruption.
supply chain
call center
webstore
customer
merchandising finance
HRreal estate
planning
19
Co-ManagedInventory
Merchandise Planning & Optimization
MerchandiseFinancial Planning
Assortment Management Allocation
Regular PriceOptimization
Item Planning
Visual SpacePlanning
CustomerSegmentation
Supply Chain Planning & Optimization
Demand Forecasting CPFR®
Advanced InventoryPlanning
InventoryOptimization
Supply Chain Execution
Merchandise OperationsManagement
Store & Multi-Channel Retailing
PromotionPlanning
Space Optimization
Collaborative ProductDevelopment
InvoiceMatching
Price & PromotionsManagement Sales Audit
Point ofSale
Store InventoryManagement
Multi-Channel:Customer
WarehouseManagement
LaborManagement
MarkdownOptimization
MerchandiseData Management
Purchase OrderManagement
Inventory Mgmt &Stock Ledger
Global Sourcing &Import Management
PromotionalForecasting
Multi-Channel:Operations
Multi-Channel:Inventory
CampaignManagement
CorporateAdministration
FinanceManagement
CorporateOperations
IndirectProcurement
CorporatePerformance Mgmt
CustomerHub
CustomerIntelligence
Real EstateManagement
Store ConstructionProjects
LeaseManagement
EnterpriseAsset Management
Human Resources
Payroll Benefits Recruiting Training IncentiveCompensation
CRM & Marketing
Vendor FundsTracking
eCommerce ServiceBusiness-to-Business Sales
AssociateIntelligence
Associate HRSelf Service
Enterprise Infrastructure
Portal Workflow &Alerts
10g: Application Server & Database
DataWarehouse
ApplicationIntegration
Manufacturing
Information Integrity for the Extended Retail Enterprise(Better information, better decisions)
20
Planning Driven Enterprise (Better agility, tailored customer experiences, better results)
Retailers need to understand and leverage all of the complex factors that impact the forces (market demand, pricing, positioning, inventory levels, seasonality)
dem
and
influencers
With separate demand planning engines, retailers suffer from inconsistent forecasts, which can lead to mismatched supply, demand, space allocation, etc.
dem
and
21
Planning Driven Enterprise (Better agility, tailored customer experiences, better results)
Causal factors are used along with demand history to give retailers all the relevant data points and derived lift factors to accurately predict future demand.
With a common demand planning engine across the retail enterprise, retailers can ensure that all demand-related processes are synchronized.
Merchandise
Financial
Planning
Item
Planning
Assortment
Planning
Allocations
Order
Planning/
Replenishment
Space
Planning
22
Co-ManagedInventory
Merchandise Planning & Optimization
MerchandiseFinancial Planning
Assortment Management Allocation
Regular PriceOptimization
Item Planning
Visual SpacePlanning
CustomerSegmentation
Supply Chain Planning & Optimization
Demand Forecasting CPFR®
Advanced InventoryPlanning
InventoryOptimization
Supply Chain Execution
Merchandise OperationsManagement
Store & Multi-Channel Retailing
PromotionPlanning
Space Optimization
Collaborative ProductDevelopment
InvoiceMatching
Price & PromotionsManagement Sales Audit
Point ofSale
Store InventoryManagement
Multi-Channel:Customer
WarehouseManagement
LaborManagement
MarkdownOptimization
MerchandiseData Management
Purchase OrderManagement
Inventory Mgmt &Stock Ledger
Global Sourcing &Import Management
PromotionalForecasting
Multi-Channel:Operations
Multi-Channel:Inventory
CampaignManagement
CorporateAdministration
FinanceManagement
CorporateOperations
IndirectProcurement
CorporatePerformance Mgmt
CustomerHub
CustomerIntelligence
Real EstateManagement
Store ConstructionProjects
LeaseManagement
EnterpriseAsset Management
Human Resources
Payroll Benefits Recruiting Training IncentiveCompensation
CRM & Marketing
Vendor FundsTracking
eCommerce ServiceBusiness-to-Business Sales
AssociateIntelligence
Associate HRSelf Service
Enterprise Infrastructure
Portal Workflow &Alerts
10g: Application Server & Database
DataWarehouse
ApplicationIntegration
Manufacturing
Planning Driven Enterprise (Better agility, tailored customer experiences, better results)
23
Supply Chain Collaboration(Visibility and Agility to Match Supply to Demand Cost Effectively)
When each node of the supply chain does not have forward visibility to aggregated demand they must maintain higher safety stocks or risk lower service levels.
ImportSupplier
National DC
Regional DC’s
CustomersCustomers
Consumer Insight in all Demand
& Supply Decisions
ReceiptsDemand
S M T W T F S200150300275225190300
100125160120150195180
S M T W T F S0 85 55 60 80 95 750 30 75 88 50 60 88
S M T W T F S0 13 0 7 0 17 107 5 6 3 4 6 11
S M T W T F S290350600875525490500
250350340550450385480
24
Supply Chain Collaboration(Visibility and Agility to Match Supply to Demand Cost Effectively)
Through forward looking demand and order planning, all members of the supply chain can anticipate inventory requirements and work around constraints to avoid disruption.
ImportSupplier
National DC
Regional DC’s
CustomersCustomers
Consumer Insight in all Demand
& Supply Decisions200150300275225190300
100125160120150195180
0 85 55 60 80 95 750 30 75 88 50 60 880 13 0 7 0 17 107 5 6 3 4 6 11
S M T W T F S290350600875525490500
250350340550450385480
ReceiptsDemand
25
DataWarehouse
ApplicationIntegration
Co-ManagedInventory
Merchandise Planning & Optimization
MerchandiseFinancial Planning
Assortment Management Allocation
Regular PriceOptimization
Item Planning
Visual SpacePlanning
CustomerSegmentation
Supply Chain Planning & Optimization
Demand Forecasting CPFR®
Advanced InventoryPlanning
InventoryOptimization
Supply Chain Execution
Merchandise OperationsManagement
Store & Multi-Channel Retailing
PromotionPlanning
Space Optimization
Collaborative ProductDevelopment
InvoiceMatching
Price & PromotionsManagement Sales Audit
Point ofSale
Store InventoryManagement
Multi-Channel:Customer
WarehouseManagement
LaborManagement
MarkdownOptimization
MerchandiseData Management
Purchase OrderManagement
Inventory Mgmt &Stock Ledger
Global Sourcing &Import Management
PromotionalForecasting
Multi-Channel:Operations
Multi-Channel:Inventory
CampaignManagement
CorporateAdministration
FinanceManagement
CorporateOperations
IndirectProcurement
CorporatePerformance Mgmt
CustomerHub
CustomerIntelligence
Real EstateManagement
Store ConstructionProjects
LeaseManagement
EnterpriseAsset Management
Human Resources
Payroll Benefits Recruiting Training IncentiveCompensation
CRM & Marketing
Vendor FundsTracking
eCommerce ServiceBusiness-to-Business Sales
AssociateIntelligence
Associate HRSelf Service
Enterprise Infrastructure
Portal Workflow &Alerts
10g: Application Server & Database
Manufacturing
Supply Chain Collaboration(Visibility and Agility to Match Supply to Demand Cost Effectively)
26
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
27
Integration Update – Media Coverage
“ Industry watchers said it was impressive that (Oracle-Retek) is already showing co-developed products to customers.”
“ SAP’s biggest cut on the Oracle-Retek marriage was that it would take too long for the combined entity to address the integration issues…specifically tying the retail software to other enterprise applications. By getting a release out the door so quickly, Oracle may be able to eliminate some of those doubts, or at lease get people to sit down with both companies before buying, according to experts.”
CNET Blog
Matt Hines
June 2 2005
28
Integration Update
29
Integration Update
30
Agenda
Solution Breadth
Audience
Competitive Landscape
Retail Spearheads
Integration Update
Strategic Initiatives
31
Strategic Initiatives - new development areas
supply chain
call center
webstore
customer
merchandising finance
HRreal estate
planning
smart end-to-end customer centric processes
multi-channel retailingagile supply chaincorporate operations
Technology Infrastructure
32
Technology Roadmap
● Leverage Oracle Technology– Standardize and consolidate on Oracle in next major release– Roadmap assumes validation that all business function and non-functional
requirements will be appropriately met– Add new technology to fill gaps in next major release
● Current GA Products– Support existing technology stacks on current GA releases through balance of
release life cycle– Might opportunistically add Oracle option (where 3rd party exists now) to current
Retek Xi to accelerate Oracle sales channel enablement
● Customer Upgrade Plan– Oracle | Retek is acutely aware of both customer implementation and 3rd party
technology investment issues around upgrading to subsequent Oracle based releases, so is considering tools and licensing options that may provide some customer relief, details are still to be determined
33
FY06 Technology Upgrades
● Application Servers– IBM WAS OAS– BEA OAS
● Integration– SeeBeyond JMS Independent on OAS, Oracle AQ default
● Operational Reporting– Business Objects Oracle Reports
● Wireless– Wavelink Oracle Wireless
● Oracle Identity and Security Management– NAV/RSM on WAS OAS + Oracle Based Solutions (OID,etc.)
● Data Warehouse*– MicroStrategy Oracle Discoverer + 10g OLAP– Retek ETL Warehouse Builder
* assumes Server Tech collaboration + retail data volume validation
34
FY06 Technology Additions
● Planned– RFID and Sensor Based Services
» Edge server» Automatic data collection technologies
– Product Data Hub
● Possible (R&D investigation active or planned)– Customer Data Hub– BPEL– Oracle 10g BAM to augment ARI Alerting– Daily Business Intelligence to augment Reports and Portal– Retek Predictive Application Server
» Acumate Oracle
35
The Power of Oracle | Retek – 3 Key Takeaways
● Opportunity– The market is ready to buy
● Retail Expertise– We have the solution breadth and depth, and the strategy to
beat SAP● Proven
– Some of the world’s leading retailers are Oracle | Retek customers
– Proven success
Retek Global Business Unit
Sales Kick Off FY 2006
Vince Beacom
Retek Global Business Unit Sales Engagement
Sales Kick Off FY 2006
Greg Donnelly
38
Direct Sales Alignment
There will be a standard alignment model for North America
● Sales Management from both groups will collaborate on a “Named Account” target list and assign either an Oracle | Retek or Oracle Apps Sales Executive as “Team Lead” to facilitate a single point of contact with the customer
● The Oracle Apps group will assume an overlay revenue quota of the Oracle | Retek quota by region
● Individual Oracle sales representatives will not carry a specific Oracle | Retek quota
● Oracle Team Lead’s will be receive a 2.5% commission payment on Retek deals sold in their accounts
39
Direct Sales Alignment
Example Commission Payouts
Mid Market Point Solution Deal
Tier 1 Point Solution Deal
Mid Market Enterprise Deal
Tier 1 Enterprise Deal
Average Selling Price $1,000,000 $2,000,000 $2,500,000 $5,000,000
Payment Rate 2.5% 2.5% 2.5% 2.5%
Dollar Payment $25,000 $50,000 $62,500 $125,000
Customer Example Whole Foods Best Buy HUB Distributing
AAFES
40
Qualification Rules
1. Size of prospect
– Greater than $1B in revenue
– Greater than 1000 POS Clients for Store Solutions
(Small Business packaging to be released in 2007)
2. Core Industry Fit
• General Merchandise
• Hard Goods & Soft Goods (Big Box & Small Box)
• Grocery & Convenience Store
3. Approved Project
• Budgeted
• Qualified RFP / RFI Project Process
• Existing Oracle customer - “Executive Level” sponsor
Note: Oracle customers will be more closely scrutinized for qualification exceptions
41
Account Planning & Tracking
1. Submit a completed “One Page” qualification questionnaire (72 Hr. Response)
● All leads are logged and tracked (Qualified or Not)
● Questionnaire to be published Friday, June 24th
2. Qualified leads are logged into Oracle l Retek contact management system
3. Qualified leads assigned to an Oracle l Retek “Sales Executive” for opportunity alignment
4. Oracle l Retek “Sales Executive” initiates Account Planning Process
● Team lead defined based on published “Named Account List” and/or Client Relationship
● Team lead disputes elevated for executive decision (72 Hr. Response)
● “Account Planning Template” to be published July 1st
5. Prospects making the Global Top 20 “Focus Report” require Oracle Sales participation in weekly Oracle l Retek Sales Meetings
* Comprehensive planning and tracking process to be published on-line July 1st
42
Next Steps: Retail Selling Resources● Retek Solution Education
– Webinar on July 21 will deliver the features and functionality of Retek solutions
● Updated Field FAQ
– To be delivered by the first week of July
– Field FAQ will be available on InsideRetek and Oracle Dashboard
● Selling Tools
– Brand transition complete in September, in time for Oracle OpenWorld
– Some updated and new retail collateral delivered in September
– Retek solution content incorporated into Oracle.com in September
– Now Available: Demo tool that allows navigation between Retek and Oracle Financial applications
– New demo featuring data integration will be available in Q3, FY06 when data integration between Oracle and Retek applications is complete
● Pre-Sales (Global Solution Unit Resources)
– Ramping capacity, however will be more strict in the short term on qualified opportunities
– Building out GTM Enterprise Sales Strategy Team (Beat SAP)
» Technology, Applications & Business Commercials
43
Positioned for Profitability
● 1 company, 1 retail team, 1 retail message
● Oracle + Retek = a compelling, differentiated offer for retail– Best-of-breed point solutions or enterprise retail system– Back office solutions, scalable infrastructure, functionality to
run day-to-day retail operations
● The domain expertise, tools, functionality and strategy to beat SAP
●The Result: Better Positioned to Sell Into Retail