Digital disruption changes our business – GMC Software

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Digital disruption changes our business

Didier Rouillard, Corporate VP for PSP market I 15th September 2016 I ’s-Hertogenbosch

2016 - © GMC CANON Open house. Classification: PUBLIC

GMC l CANON eventSeptember 2016

2015- © GMC - 32015- © GMC - 3

1994

Nipson based machine for

check printing

1996

Direct mail basic VDP

2000

Complex applications

2004

Full color VDP

2013

Digital channels

GMC famous for ..


2008

Transpromo

2016

Mobile apps

3

2015- © GMC - 42015- © GMC - 4

Future of Print1

Labels & Packaging 3D Printing

Mobile to print Augmented reality

Social Media

Data Quality

Mobile touch points

Customer Experience

Where is our business made of ?


Business documents Direct Mail FulfilmentTransactional

Future of Customer Communication2

Data processing

1GMC Synthesis of Ricoh, Canon and Xerox vision2Gartner CCM study

4

2015- © GMC - 52015- © GMC - 5

Consolidation of market, large players

Niche players with a premium

Digital disruption. Uncertainty or opportunities?

Full color becomingde-facto

More requests to Outsourcers

Main drivers in the SP market

2016 - © GMC CANON Open house. Classification: PUBLIC5

2015- © GMC - 62015- © GMC - 6

3 segments diverging


Commercial printing Direct Mail Service Bureau

• B2C/W2Print made easy• Lean production and MIS• Augmented reality• Mobile to Print • 3D printing

• Data Analytics• Predictive • Omnichannel• Campaign Management

• Mobile Business Apps• Omnichannel• Document Services• Integration with Ent. IT

Cross-Media Provider Marketing Service Providers Business Process Outsourcers

Paper business model prevails

Paper is a premium

Digital if possible, on paper where needed.

Paper is necessary

Process excellence Agilty

Machines IT services

6

So what ?


2015- © GMC - 82015- © GMC - 8

Be ready to move beyond print


0%

5%

10%

15%

20%

25%

30%

35%

2013-2014 2014-2015 2015-2016 2016-2017*

Share of non pure-print project in PSP GMC base

0

5

10

15

20

25

30

35

40

45

50

2013-2014 2014-2015 2015-2016 2016-2017*

Number of non-pure print projects in GMC SP Base

* prediction * prediction

2015- © GMC - 92015- © GMC - 9

Others Print

Others Print

2015

2020

Revenues in Service Providers

50% of Service Providers revenues usingGMC today, will come fromnon-printactivities in 2020.

15%

50%



Mobility

2015- © GMC - 112015- © GMC - 112016 - © GMC CANON Open house. Classification: PUBLIC11

2015- © GMC - 122015- © GMC - 122016 - © GMC CANON Open house.

Classification: PUBLIC12






paper

email + SMS + web

call

physical

others

Customer interactions (touch points)

2006

Sources: Tecmark, Société Générale, Wikipedia, Flurry Analytics, GMC

100

15


paper

email + SMS + web

call

physical

others


2006

2016


Base 100 2006

100

~ 85

16


paper

email + SMS + web

call

physical

others


2006

2016


Base 100 2006

100

180+

Mobile apps

17


A new CCM market emerging

18

http://techcrunch.com/2016/03/24/email-is-dying-among-mobiles-youngest-users/

http://techcrunch.com/2016/03/24/email-is-dying-among-mobiles-youngest-users/

http://blog.appannie.com/adapting-your-strategy-user-engagement-patterns/

http://blog.appannie.com/adapting-your-strategy-user-engagement-patterns/

GMC Digital Strategy


Impact on Engagement


Your expertise today Consumer requests that

On-demand anytime

Single document, often

Communication relevance

Agile and changing content

Managed by business users

Driven by Consumer

Mobile first

Planned Communication

Large volumes, one time

Productivity

Rigid document logic

Implemented by developers

Pushed by Enterprise

Print first

Opportunity

20

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