Your customers are implementing a procurement solution. Learn how you can change beliefs, shift thinking, and drive conversations and change within your company. Help your company flourish by shifting from operationally focused e-commerce to customer-centric digital commerce. You'll also gain insights into how to prepare for the future and create a change organization. This session focuses on building an e-commerce strategy and team.

1. PUBLIC
June 13, 2017
Soeren Bartels – Atea, Dante Malcangi – IBM IT
Selling E-Commerce to Your Leadership

3. Local presence
and world wide
delivery capabilities
Atea is the market leader in
IT infrastructure and system
integration for private and
public sectors in the Nordic
and Baltic regions.
= Offices
= Data centers

4. 18%
share of market
1st
largest in Nordic region
31,2
NOK billion revenue
2nd
largest in Europe
+7,500
technology certifications
+4,000
service consultants
+6,900
full-time employees
27,500
customers public & private
+130
countries delivered to
86
offices
TP2B
The Place to Be
WE BUILD
THE FUTURE
WITH IT.

5. Atea's products
and services
Our business consists of
three areas: hardware,
software and services.
All supplemented by
IT specialists with key
competences.
Hardware
56%
Software
22%
Services
22%

6. Shared Group
Services
Atea Finance
Atea International
Customer Center
Atea Logistics
Atea eShop
Atea Global Services

7. What is the value…?
$$$

8. The first sale was easy…
• Large customers were first
movers in e-procurement
• Cost game – “burning platform”
2001 – launched…
• First integrated web-shop
• First customer integration
(catalogue and order)

9. Continuously prove business value
• Relevant (simple) business KPIs
– Level of automation (savings)
– Revenue and profit
– Customer satisfaction
2016
• E-revenue NOK 6.6 billion (~EUR 700 million)
• ~950K e-orders, >70% of transactions
• Positive impact on customer satisfaction

10. Know your stakeholders
Selling to senior management is crucial,
but it is only the first step
• Advocates
• Avoid channel conflicts
Source: http://www.stakeholdermap.com/Ecommerce-Stakeholders.png

11. Know your stakeholders
Selling to senior management is crucial,
but it is only the first step
• Advocates
• Avoid channel conflicts
Source: http://www.stakeholdermap.com/Ecommerce-Stakeholders.png

13. Selling eCommerce to your leadership
Dante Malcangi
Manager of Client Success
IBM Digital Business Group Europe

14. 14
Dante Malcangi
Manager of Client Success, IBM Digital Business Group Europe
Responsibility to lead Europe Digital Coverage and
Commerce team, with the objective to increase business on
Top Accounts, combining traditional and digital sales
approaches to expand the number of engaged buyers and to
increase the volume of electronic transactions, making easier
the way customer do business with IBM

15. 15
Company Overview
1980 2017

16. 16
The digital revolution is changing the way business is transacted
Changing customer buying behavior:
• Informed customers
• Procuring vs. selling
• More decentralized decision making
• Customer users driven engagements
DIGITAL MISSION
To plan, design, build, manage and
deliver a transformation of digital
channels; to craft a holistic digital
experience that delights customers
and partners across the full customer
life-cycle

17. 17
IBM digital holistic approach
DIGITAL PLATFORMS
Design and build platforms to
delight customers with a world
class digital experience
ECOSYSTEM DEVELOPMENT
Supporting developers in their
cloud and cognitive roadmap
and building new ecosystem
communities that evangelize IBM
DIGITAL MARKETING
Get deeper into customer
behavior and execute intelligent
demand generation
DIGITAL SALES
Nurture digital experts sellers
trained to help client buying and
consuming IBM solutions

18. 18
IBM (as a supplier) and SAP Ariba
• Started with non catalog
orders, catalogs and
order response came
later, began true
integration for Intels
Servers and PC in 2005)
• Changing product
portfolio leads to re-
engineering of approach
• First SAP Ariba implementation in 2000
• SAP Ariba Strategic Supplier
• Today supporting more than 150 customers
• Almost $4B per year of spend transacted per year
• Processing more than 50 000 documents

19. 19
Procure to Pay with B2B integration
Source
Order &
Expedite
Manage
(Services)
Receive Reconcile
& Pay
Market
& Bid
Receive &
Acknowledge
Order
Deliver
(Services)
Ship
(Advance
Ship Notice)
Invoice &
Receive
Payment
BUY: Source to Pay
The CPOs’ agenda for process integration with preferred
suppliers
SELL: Market to Cash
Creating client value, while capturing internal
efficiencies
Inter-Enterprise
Integration
Gain efficiencies and
reduce costs
• Automate Transactions: reduce
manual processing
• Automate Requisition Approvals:
preapprovals and exception routing
embedded in system
• Simplify contract management:
enable simple, repetitive transactions
Strategic Partnership
• Create Competitive Barrier:
integrated supply chain
• Create Differentiated Value:
supports client goals for efficiencies
• Create Client Loyalty: by supporting
client eProcurement strategy and
improve ease of doing business

20. 20
Digital buying journey
Identify Discover Learn Try Buy Deploy Renew, Expand
eProcurement and
customized
procurement solutions
BuyCollaboration Portals
and mobile appsShare
Contract ManagementManage
RFI & RFP ManagementNegotiateSmarter SourcingSource

21. 21
Best Practices and Lessons Learned
 Engage leadership in a fact based strategy discussion pointing out the
disruptive elements and create the urgency to respond
 Implement a standard digital engagement program flexible enough to
respond to different customer engagement types
 Leverage existing digital tools and processes to facilitate different kind of
integration requirements
 Be prepared to overcome objections and expect a lot of iterations and
transformation discussions

22. 22
Dante Malcangi
Manager of Client Success
IBM Digital Business Group Europe
Mobile: +393442320307
E-mail: dante_malcangi@it.ibm.com

23. IBM Confidential © 2016 International Business Machines Corporation