Social media and mobile technologies are changing customer and employee expectations. Over 1.7 billion people use social media and people check their phones on average 150 times per day. Companies can use social technologies to gain insights into customers and improve value. Toll implemented a CRM system incrementally using a hosted solution and agile methodology to replace business processes across multiple business units. Key success factors included keeping the initial release simple, standardizing usage, and replacing entire workflows during training.

4. Social and mobile are changing client and employee expectations
>1.7 billion
social users
>400 million
tweets per day about product, services, and brands
150
average number of times a person checks their phone each day
>6.8 billion
on mobile
McKinsey Global Institute The social economy: Unlocking value and productivity through social technologies
"With social technologies, firms will build up knowledge of their clients' processes, working styles, and industries. All of this information contributes significantly to the total amount of value a firm can create for its clients. “

5. Security & Identity
Management Platform
Data & Process Integration
Configuration & Extensibility
Customer engagement in a mobile-social world
Cloud
On-Premises
Customers
Employees
Partners
in

6. Toll & CRM
Phillipa Smyth
3rdDecember 2014

7. 10
Toll’s Growth –90+ acquisitions in 25 years
1989
Merricks Transport
2002
BHP Transport and Logistics (New Zealand)
2008
Golden Riverland Express
1990
BarrettsTransport
2002
SDC New Zealand
2008
Courier Australia
1991
Tasmania Express
2002
AUSDOC DX Businesses
2008
Gluck Forwarding
1992
MBCV / Recycling
2002
Brambles Shipping
2008
Helijet
1993
Railor
2002
Mayne Express
2008
United Carriers
1993
West Bros
2003
Zari Haulage
2008
Extra Transport Group
1994
Freshmark
2003
Tranz Rail
2008
Quality Solutions International
1994
Sibcot
2004
Leonard & Dingley
2008
Cargo Services Far East (25%)
1995
Brambles (North Queensland FF)
2004
Aust Transport Network (ATN)
2008
United Asia Terminals (Yantian) (60%)
1995
Interlink
2004
Freight Australia
2009
Toll Global Forwarding (South Africa) (82%)
1996
Brambles Industries
2004
Western Stevedores Group
2009
Toll Global Forwarding (Canada) (100%)
1996
CompackPackaging
2004
Owens
2009
BIC Logistics India (40%)
1997
Fruitexpress
2005
Cendant (Australia)
2009
Deltec
1997
John Nash Transport
2005
JD Lyons
2009
Kwikmail
1997
TNT
2005
Korn Bulk Haulage
2009
SkyNetWorldwide Express (Hong Kong)
1998
UTO / MIM
2006
SembCorp Logistics
2009
Perkins Shipping
1998
IPEC / Jetsroad
2006
Patrick Corporation
2009
Toll Kukbo(100%)
1999
MalleysTransport
2007
Cargo Services Far East (22%)
2009
Footwork Express (100%)
2000
Removals Australia
2007
SembawangKimtrans
2009
Express Logistics Group
2000
AWX (20%)
2007
ARC Strang
2009
Logistic Distribution Systems
2000
movinghome.com.au
2007
KPN (Thailand)
2010
Summit Logistics International
2000
HileCarrying Company
2007
Victoria Express
2010
ST-AndaLogistics
2001
Inter’lCorporate Relocations
2007
Virgin Blue Freight
2010
Australian Armoured Express
2001
ARN Logistics
2007
Stream Solutions
2010
Image Technology Centre
2001
FinemoreHoldings
2007
Toll New Zealand
2010
Concord Park
2001
StrangStevedoring
2007
Westrans
2010
DPEX
2001
Autotrans
2007
Rush Couriers
2010
WT Sea Air Group
2001
Wesfarmers Transport
2008
BALtrans Holdings
2010
Genesis Forwarding Group
2002
NRC & FC (50%)
2008
SkyNetWorldwide Express (Australia)
2002
BHP Stevedoring
2008
JetcraftAviation

8. 11
Toll Group Key Facts
Annual Revenue
$8.2 billion ($AU)
Employees
40,000
Business Units
28
Acquisitions
96
Sites
1,200 globally
Countries
55

9. 12
Integrated Supply Chains Core To Our Strategy
Seamless End-to-end Management of Goods & Information
Objective
Rationale
Evolution
Own or control / coordinate critical value points along the supply chain
Customers want transparency & control(1) across complex supply chains
Change in focus from single country to cross-border and multi product
(1) Over physical assets and information in relation to those assets
Warehousing
Suppliers
Land Transport
Consolidation hub & value added processing
EXPORT Activities Ports, stevedoring & freight forwarding
IMPORT Activities Ports, stevedoring & customs clearance
International Transportation Sea & Air Freight
De/consolidation hubs, cross dock & value added processing
End Customers
Warehousing/ Local manufacturing
Primary/ Secondary Distribution
Land Transport
Order
(Origin services)
(Cross-border services)
(Destination services)
Delivery

10. 13
CRM Implementation approach
•Start small. Pilot included <30 users, all in Melbourne.
•Keep first functional release simple –replacing some existing processes and reporting.
•Use a hosted solution. Allows for a relatively low up-front cost and no need to create new infrastructure and capability.
•Use the system as designed. Instructions to Intergen“if we’re going down a development path, tell us and we’ll stop”.
•Agile implementation –workshop requirements, low documentation, avoid traditional “requirements gathering” process.
•IT involved for vendor engagement and management, not to create functionality.

11. 14
Rollout
1888
1983
2006
2007
Microsoft selected
Intergenselected
Create basic functionality
Pipeline management
Centraliseaccount reporting
2008
Go live of GBD
June
July
June
October
August
Jan 2014
Incremental functionality release
1st& 2ndBusiness unit rollout
Incremental functionality release
3rd, 4th, 5thbusiness units rollout
12 Business unit rollouts in progress
Current
2015
1stFeb 2015:
350-400 BD and account management users live
17 business units live
All other businesses evaluating the system
2013

12. 15
Critical Success Factors
•Keep it simple. Be prepared to launch a product that is not yet “perfect”. Keep data capture / entry to a minimum.
•Standardiseusage. Avoid workflow or multiple forms. Use the reporting tools.
•Replace entire business processes as you train users, so they do not continue with other tools.
•Launch the product with an up-front function that makes life easier for your users. Otherwise this is just another admin step for them.
•Prepare to say no to some business “requirements”.
•Create a structure that allows your businesses to adopt the product with a low up-front cost. Our businesses have a 100% Op-Ex model.

13. 16
What’s Next?
•Increase the offering:
•Mobile usage
•Additional functionality in account management and support
•Introduction of new functions ieService Management
•Reviewing integration with business systems & Sharepoint
•Considering plug-ins for improving intelligence
•Centralisingand formalisingsupport, bringing product in line with existing help-desk procedures
•Creating a power-user community

14. Questions

16. Microsoft’s solution for sales productivity
19

17. (*) Net promotional prices after discounts applied. Shown per user per month in USD. Actual pricing might vary by geography and by channel. Other fees may apply for add-on services such as additional storage, testing and production instances. Prices are exclusive of any fees you may incur to procure Internetconnectivity. Prices subject to change without notice.

18. Contacts:
tony.sparks@intergen.com.au -Tel: +61 448 169 413
greg.modra@intergen.com.au -Tel: +61 411 113 170
Thank you