【正文】 47% cited a high degree of partner cooperation 14 Mergers Acquisitions IT in the Integration Process PreAcquisition PostAcquisition Transition Strategy Planning Gaining Control Creating Synergy Minimising the dip ? Understand rationale ? Integration approach planning ? Comparison to XXXXXXXXX architectures and identify key integration challenges ? Prepare “Day 1” systems ? Install “Day 1” systems eg. ? ? phones/directories ? financial reporting ? Meet the IT team ? Review major IT projects/contracts ? Create program office Harmonising the Business Creating Synergy ? Detailed assessment of systems environment ? Identify quick wins ? Eliminate duplication of effort ? Consolidate anisation and contracts where possible Minimising the “Dip” ? Deliver tactical solutions to support business integration ? Plot convergence path to XXXXXXXXX “Roadmap” 48 weeks 69 months 1218 months Timescales 15 Customer Trends ? Retailers are going global ... Ahold Poland, Spain, USA, Argentina, Czech Republic, China, Thailand, Malaysia, Singapore, Indonesia Puerto Rico, Canada, China, Mexico, Brazil, Germany, United Kingdom, Argentina and South Korea Irish Republic, France, Hungary, Poland, the Czech Republic and Slovakia Merger with Promodes, Spain, Portugal, Turkey, Italy, Poland, Czech Republic, Taiwan, Malaysia, China, Thailand, Korea, Hong Kong, Singapore, Indonesia, Brazil, Argentina, Mexico, Colombia, Chile (Planned: Greece, Slovakia, Hungary, Switzerland) 16 Customer Trends IT implications 1. Information Overview Procurement Production Logistics Manufacturer Distribution Store Retailer 2. Value Chain Integration 3. Supply Chain Alignment 17 Drinks Sector ? With mature Western markets, the developing economies are being the petitive battleground for many global beverage panies (eg. Hungary) ? IT Investments in Customer Relationship Management and Data Warehousing are being used to gain petitive edge in terms of – consumer insight – customer relationships – petitor intelligence 18 Opportunity management Track opportunity through sales cycle, pipeline analysis. Account and contact management Contact management, major / key account management, visit reports,..... Sales profit analysis Sales process tracking, account profitability, territory profitability, customer product segmentation and analysis Marketing encyclopaedia Product literature, price lists, CBT, market research analysis, education Electronic mail and administrative tools EMail, Web, expense sheets, templates, diary... Campaign and promotion management Promotion management, campaign analysis and reporting, planning, segmentation, list generation, takeup Forecasting Track and forecast revenue by opportunity, product unit volumes, customer and by sales person Quote order generation Develop, verify, submit, and revise quotes。 configure products。 convert to order, remote order capture Customer Relationship Management integrates the “Front Office” activities 19 EBusiness Scope Internal work Customer work Consumer work Supplier work EBusiness impacts on a wide range of consumer goods panies? processes … HR IT Finance RD Manufacturing Procurement Logistics Marketing Sales Key Account Management 20 Impact on Business Value Role of EBusiness Enabler Transformer EBusiness Opportunity Identification Channel Enhancement Value Chain Integration Industry Transformation Convergence … the challenge is to set the level of ambition for XXXXXXXXX 21 BusinesstoConsumer EBusiness establishes a direct channel to the consumer ... … by tapping into munities of interest 22 BusinesstoBusiness (Sell side) enables closer links between retailer and manufacturer Through WalMart?s Retail Link, suppliers are able to participate in a much richer electronic dialogue than pure EDI : – Collaborative forecasting – CoManaged Inventory – Category Profitability – Price File Management – Assortment Management – Vendor Scorecards – Problem Resolution – Sales Promotion Analysis – Space/ Category Management – Product Introductions 23 BusinesstoBusiness eProcurement Procurement volume Perception Procurement volume Reality Internal costs The fotten factor Primary Indirect Indirect Indirect Primary Primary P rof it6%HR17%D irec t28%T ax es13%I n d i r ect36%Source: AMR。 CAPS (Center for Advanced Purchasing Studies) Division of a Corporate Dollar Typical areas of benefits cited : ? Increasing corporate contract pliance ? Increased leverage of purchasing power ? Reduction in Process costs ? Business Process Outsourcing Multinationals are targeting savings of up to 10% of their indirect procurement expenditure ... … which can lead to substantial savings 24 Technology Development Infrastructure maturity ? Infrastructure is particularly critical in the markets in which XXXXXXXXX operates … 0 100 200 300 400 500 600 700C hi naS ou t h A f r i c aR us s i aP ol a ndC z e c h R e pu bl i cH un ga r yS i ng a po r eU ni t e d K i ng do mFra nc eU S A0 0 . 5 1 1 . 5 2 2 . 5U S AU ni t e d K i ng do mFra nc eP ol a ndS i ng a po r eS ou t h A f r i c aR us s i aC hi naC z e c h R e pu bl i cH un ga r yTelephone Lines 1998 Number of main lines in use per 1000 inhabitants Investment in Telemunications 19951997 Average percentage of GDP % % Source: IMD World Factbook 1999 … and many developing markets are in catch up mode 25 Technical Development Wireless Telems ? Next generation working technologies are providing opportunitie