Con7281 Customer Voices - IT Strategies and the High Growth Organization

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Oracle for Growing Companies at Oracle OpenWorld CON7281 “Customer Voices: IT Strategies and the High-‐Growth OrganizaFon October 1, 2014 | 10:15 am – 11:00am | Moscone West -‐ 3006


Today’s Panel •  Moderator: •  Steve Cox, Vice President, Midsize, Oracle

Customer panelists: •  Oracle CX Cloud—Neil McFarlane, Managing Director, T H March, •  Oracle JD Edwards EnterpriseOne ERP—Shawn Gilronan—CIO, Fin, Feather, & Fur OuWiXers

•  Oracle ERP Cloud—ScoX Brown, VP-‐Finance, Mouser Electronics •  Oracle HCM Cloud—Ron Storn, VP-‐People, Ly\


Session Flow •  Introduc]ons • Modern Best Prac]ce Explained • Customer Elevator Pitches • Panel Discussion

ü Never a Dull Moment ü Solu]on Evalua]on & Selec]on in the 21st Century ü The Game Plan ü Outcomes


• Current & Future Needs • Radically Superior Results • Harness Enabling Technologies •  Flexible •  Evolves As You Do

Oracle Confiden]al – Internal/Restricted/Highly Restricted 4

Managing the transforma]on to modern business

Consistent

Social

Consumerised

Seamless

Mobile

Real-‐]me

Insight-‐Driven

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 5

Panel Discussion


Panel Discussion—Topic 1 Never a Dull Moment

•  How is growth impac]ng your business? •  What organiza]onal/opera]onal/compe]]ve challenges are

you (were you) facing? •  How do (will) modern IT solu]ons help solve those

challenges?


Panel Discussion—Topic 2 Solu]on Evalua]on & Selec]on in the 21st Century •  Where did you start?

•  What resources did you employ?

•  How did Oracle get on your list?

•  What other solu]ons did you consider?

•  Why did you choose Oracle?


Panel Discussion—Topic 3

The Game Plan •  What Oracle products did you/will you deploy?

•  What is your deployment strategy (and what was your decision criteria)?


Panel Discussion—Topic 4 Outcomes

•  Modern Best Prac]ce—What can you do (or will you be able to do) with your new solu]ons that you couldn’t do before?

•  How has this (will this) change the compe]]ve landscape?

T H March & Co. Limited

Neil McFarlane Managing Director

www.thmarch.co.uk

Our Elevator Pitch

Never a Dull Moment…

•  Stretching resources ( people ) and impac]ng on response ]mes, innova]on and service. •  What organiza]onal/opera]onal/compe]]ve challenges are you (were you) facing?

•  Fragmented, disparate solu]ons currently in place. No 360° view of our clients. •  Outgrown current systems – too manual. •  Streamline IT -‐

•  Standardize best prac]se processes across all branches of the business . •  By crea]ng a complete understanding of how, when, where and why our clients contact

us, we can design personal and individual responses and campaigns based on their own needs.

Solu]on Evalua]on & Selec]on in the 21st Century

•  Originally I was interested in Marke]ng Automa]on – Eloqua – and aXended various roadshows and seminars, together with reviews of whitepapers and downloads.

•  All of the original research was carried out by me, including other senior managers at different stages to encourage buy-‐in.

•  They followed up my aXendance at an Eloqua event and weren’t even on the original list ! I thought we were too small.

•  We looked at Salesforce, Microso\ Dynamics and Sage. •  They were the only company who understood our main driver was MA, not CRM. They also

fully involved Enigen, our implementa]on partner from the very outset, so they always seemed 1 or 2 steps ahead of the compe]ng vendors.

The Game Plan

•  We have bought “4 pillars” being Sales Cloud, Marke]ng Cloud, Service Cloud ( live chat ) and SRM

•  What is your deployment strategy (and what was your decision criteria)? •  Cloud was the only way to go. •  Because Enigen were involved from the very start, there wasn’t a conscious decision to

use anyone – it just felt like the right thing to do. •  We are currently in the ini]al design phase for Personal Lines, including our Introducers,

with go live expected by the end of November 2014. •  A\er Personal Lines, we will bring in our Commercial Clients, then Financial Planning. The

hard work in understanding our business model has already been completed.

Outcomes

•  Where to begin ? Having a 360° view of all of our clients will enable us to be responsive, relevant, innova]ve and of course flexible. It will enable us to automate very personal communica]ons with all of our clients, irrespec]ve of size, at all stages of the prospect and client cycle. Using the SRM plaWorm will give us a major advantage in campaign management.

•  By adop]ng our “visionary” approach we will be able to deliver a true inclusive “added value” customer experience, which our compe]tors can only dream about.

Fin Feather Fur Outfitters, Inc. Shawn Gilronan

Chief Information Officer

INTRODUCTION

•  Shawn Gilronan •  Role

•  Chief Information Officer •  Capital Projects (ERP Selection & Implementation, Private WAN, Distribution Center (WMS), Technology Modernization)

•  Background •  2010 – 2013 – Senior Manager, Financial Systems

•  Cliffs Natural Resources, Cleveland, Ohio •  2007 – 2010 – Senior Project Manager, IT Corporate Banking

•  National City/PNC Bank, Cleveland, Ohio •  2004 – 2007 – Team Leader/Senior Analyst

•  FirstEnergy Corporation, Akron, Ohio

•  Education •  MBA, Strategic Management - 2008

•  Baldwin-Wallace University, Berea, Ohio •  Bachelors, MIS & Finance – 2004

•  Miami University, Oxford, Ohio

ELEVATOR SPEECH

•  Fin Feather Fur Outfitters, Inc. •  Hunting, Fishing & Sporting goods retailer, based in Ashland, Ohio

•  4 locations in Ohio with sizes ranging from 72,000 to 25,000 sq. ft •  Direct competitors include; Cabela's, Gander Mountain, Field & Stream (Dicks) •  Competitive Advantage(s)

•  Wider selection of firearms & accessories (85,000+ sku’s) •  Highly trained & knowledgeable sales associates •  World-Class training program, sponsored by top tier vendors (Sig Sauer, Rocky Boots, Columbia Sportswear, Under-

Armour) •  Future Growth

•  Additional 8-10 stores within 4 years of similar sq. ft (25-35K) •  eCommerce & OmniChannel presence for customers

•  Oracle Relationship •  Phase 1 - Current

•  Deployment of JD Edwards EnterpriseOne, Oracle Retail POS v14, OBIEE & UPK Training Foundation •  Phase 2

•  ATG eCommerce & Endeca platforms, ORPOS mobile POS •  Phase 3

•  Additional JD Edwards module configuration (Transportation Management, Advanced Warehousing)

NEVER A DULL MOMENT

•  How is growth impacting your business? •  Fin Feather Fur Outfitters, Inc. has witnessed a tremendous growth curve over the last 4 years, averaging over

40% revenue growth every year through 2013. •  What organizational/operational/competitive challenges are you (were you) facing?

•  High growth environment has caused Fin Feather Fur Outfitters to quickly outgrow its current legacy systems and business processes.

•  Visual FoxPro based IMS and POS •  Overcapacity on system SKU’s •  Frequent outages from high volume of transactional data

•  Disparate systems •  Separate Inventory/POS system vs accounting and financial systems

•  Many non-standard processes and procedures, born out of necessity, rather than intelligent/through driven planning

•  How do (will) modern IT solutions help solve those challenges? •  Leveraging JD Edwards and Oracle Retail POS will allow industry standard, out of the box processes and

procedures to replace existing inefficient processes •  UPK will allow corporate training and development, ensuring all locations are following the same standard

operating procedures

SOLUTION EVALUATION & SELECTION IN THE 21ST CENTURY

•  Where did you start? (e.g. online evaluation, talking with peers, previous experience) •  Based on previous ERP experience and discussions with industry peers, and internal growth needs/forecast, we

developed a comprehensive RFP and solicited 5 tier 1 and tier 2 ERP vendors •  What resources did you employ? (e.g. consultants, internal teams)

•  All RFP negotiations and considerations were handled internally by the executive leadership team •  No outside consultants were used or considered

•  How did Oracle get on your list? •  Oracle JD Edwards was a top consideration, due to the robust distribution capabilities inherent within the product •  eCommerce capabilities with ATG and Endecca and vast retail exposure

•  What other solutions did you consider? •  Microsoft Dynamics AX 2012 R3 •  Epicor

•  Why did you choose Oracle •  Retail industry exposure – ability to support sustained growth •  Robust distribution management – aligns with company growth model •  User-friendly application environment

THE GAME PLAN

•  What Oracle products did you/will you deploy? •  Software

•  Oracle JD Edwards EnterpriseOne 9.1.4 – all modules •  Oracle JD Edwards OneView Reporting •  Oracle Retail POS v14.0.1 •  Oracle Business Intelligence Enterprise Edition 11g Suite Plus •  Oracle UPK Professional

•  Hardware •  Oracle X4-2 Servers (14) (various configurations) •  Oracle ZFS Storage ZS3-2 appliance

•  What is your deployment Strategy •  On premise hardware

•  More control, reduced perpetual cost •  Partner selection

•  Multiple bids for both JDE and ORPOS application deployment •  Selection based on “best fit” approach with company morals and values, along with bid and location

•  Timeline •  9-10 months (Phase 1)

•  Approach •  Crawl > Walk > Run

OUTCOMES

•  Modern Best Practice – What can you do (or will you be able to do) with your new solutions that you couldn’t do before?

•  Integration between sales, inventory and financials •  Best practices approach to inventory management and supply chain management •  Reduced inventory/carrying cost of product at store level – more robust DRP solution with JDE •  Detailed analysis at the department level, or deeper, or sales, sq. ft. allocations for products, and profitability at a

more granular scale •  How has this (will this) change the competitive landscape?

•  Allow us to continue our organic growth model, opening many new locations and concepts without being impeded by technology

•  Allows for more direct competition (across the company) with larger big box stores

Mouser ElectronicsScott Brown Vice President, FinanceThe Newest Products for Your Newest Designs®

The Newest Products for Your Newest Designs®

Mouser Electronics and Berkshire Hathaway“Among the World’s Most Respected Companies and Leaders”

Berkshire Hathaway, Inc.2013 Revenue: $182,150 Million2013 Net Income: $19,845 MillionTotal Assets: $484,931 MillionTotal Cash: $42,614 MillionTotal Employees: 330,745

Mouser Electronics Acquired 2007

2006 Revenue $ 190 Million

2013 Revenue $ 700 Million

20.5% CAGR

William H. Gates III Co-founder

Microsoft Corporation

Susan L. Decker Chairman Executive Committee

INTEL

Warren E. Buffett Chairman & CEO

Berkshire Hathaway, Inc.

Notable Members of the Board of Directors


Employees: •  1300+

Land: •  58acres (234,000m2)

Building:•  > 500,000sf (46,450m2)

Order Capacity:•  > 9 Million Lines / Year

Mouser Headquarters “World-class global logistics platform.”


Local Customer Support & Marketing“Not just a website, local people connecting with local people”

Munich

Shanghai

Hong Kong

San Diego New Jersey Tel Aviv

Bangalore Singapore

Texas

Brazil

Guadalajara

France

London

Bangkok

Milan

Planned or In Process

Brno Eindhoven

Stockholm

Barcelona

Taipei

Mouser Partner Mouser Offices

UAE

Penang

Americas Marketing EMEA Marketing

APAC & China Marketing Russia

20 Customer Support Branches 20 Currencies Supported 17 Languages


Never a Dull Moment… How is growth impacting your business?

•  Growth has created a need for scalability What organizational/operational/competitive challenges are you (were you) facing?

•  End of month, limited Management reporting •  Multiple entry of data from disconnected systems •  Manual processes •  Single currency (USD) legacy system

How do (will) modern IT solutions help solve those challenges? •  Integrated Database for reporting and drill down •  Automation of manual processes (scanning, research) •  Enter data once ….. Report from many angles •  Multi-currency capabilities


Solution Evaluation & Selection in the 21st CenturyWhere did you start?

•  Identified top 20 vendors based on online reviews, journals, publications •  Narrowed to 9 vendors that met our requirements •  Conducted demonstrations to validate systems met requirements •  Sent RFQ to 5 finalists (selected 2 from responses) •  Held onsite demonstrations with final 2 vendors

What resources did you employ? •  Our Controller and Project Manager worked on the initial evaluation •  VP’s, Functional users, and Finance users all involved in the onsite demo’s

Why did you choose Oracle? •  We chose Oracle based on the Fusion Vision, current and future capabilities,

belief in leading edge technology


The Game Plan

What Oracle products did you/will you deploy? •  We are currently deploying Fusion Financials, HCM, and Eloqua •  All of these are cloud based

What is your deployment strategy (and what was your decision criteria)?

•  We are using a phased implementation approach for Financials and HCM. Starting with the basic parts of each one and then adding on other modules as resources permit

•  A separate team is working on Eloqua with the same approach


OutcomesModern Best Practice—What can you do (or will you be able to do) with your new solutions that you couldn’t do before?

•  Single entry between H/R, Payroll, and Financials •  Integrated BI tools and drill down on expenses •  Multi currency entry and reporting •  Automation (workflow, scanning, accruals, expense reporting) •  Reduce individual department spreadsheets

How has this (will this) change the competitive landscape?

•  Easier to evaluate and more timely availability of information for management decision making

•  Allow us to become more scalable •  Improved processes

Ron Storn, VP of People

Lyft Community: Lyft is a community of drivers and passengers powering shared transportation

Connection: Passengers can sync with drivers for a ride with a simple tap of a button

Mission: Peer-to-peer personal transit solution

Hyper-Growth: In more than 65 cities with over 10 million rides shared

Oracle Fusion HCM Implemented by Intelenex

Lyft + Oracle

Lyft-Off! Lyft’s success has resulted in the acquisition of hundreds of new employees over a short amount of time. In September of 2013 we were about 100 employees; a year later we are over 350. The company is stronger than ever with the influx of new people, but the sheer number of recent hires presents a challenge as we strive to evolve our systems and maintain the sanity of our human resources department.

Challenges of rapid-growth: Lyft’s roots are typical for a successful start-up; we grew as needed and had an additive approach to our HR solutions. When we could no longer get away without something, we found a quick solve to move us forward. This resulted in a hodgepodge of different platforms and systems. With the explosion of employee growth over the last year, we could no longer rely on “scrappy” methods. We needed to accommodate the current demands of our workforce, while scaling for the future. It was time to find a more robust solution.

Solutions: Our solution to HR needs was Oracle Fusion. The Lyft People team is excited to soon have the ability to properly tackle our growth through a robust plug-and-play system that provides access across platforms. and creates an easy pathway to solutions for our employees, particularly managers, and most meaningfully for our human resources team.

Never a Dull Moment…

The Game Plan - Why We’ve Chosen Oracle Fusion HCM

Specification: Ability to selectively implement specific HCM modules

Streamlining: Access to key Oracle HCM leadership and an implementation partner to tailor the product to Lyft needs

Analytics: Predictive analytics to help drive HR decisions

Competitive Pricing: Product and implementation cost savings

Outcomes

What we will now be able to achieve: With the right Oracle Fusion tools in place, we will have the capability to properly manage current and future employees in a well-rounded way. The Oracle process has helped us take stock and analyze our company needs. Fusion will integrate and streamline our processes by providing a consolidated space for most of our HR portals. It will also solve for compliance issues as it becomes a storage space for employee information. Having the ability to be nimble, proactive, and preparatory helps stabilize our company, and provide an exemplary work environment that will contribute to employee loyalty and further establish Lyft as a key competitor and model of the start-up world.


Summary & Call To Ac]on

The world has changed. Have you transi]oned to a digital way of doing business?

Understanding and Adop]ng Modern Best Prac]ce for Fast Time to Value [CON7282] Thursday Oct 2 12:00 pm Moscone West 3004


Learn more about Modern Best Prac]ce • Go to oracle.com/modernbestprac]ce • Download the ebook
