Copenhagen: Speed of Change

Speed of change Copenhagen Successful business in the digital age

Michael Zink, Salesforce

#nordicspeed

Shared services across applications

The Customer Success Platform

2,700+ Partner Apps

Open Ecosystem

Workflow Data &

Objects Identity

Fast App Dev & Customization

Analytics Collaboration Mobile UI

Scalable Metadata Platform

Complete CRM

Trusted Multitenant Cloud

Analytics Community Marketing Service Sales Apps

World’s #1 CRM company

World’s most admired software company

World’s most innovative company

Celebrating 15 Years of Customer Success

4TH YEAR IN A ROW! 2011 • 2012 • 2013 • 2014

#1 most admired

in software

#8 best company

to work for

Klemens Hjartar, McKinsey

McKinsey Digital

Winning in Digital

Salesforce.com Nordic conference

Presentation | April 23, 2015

11

1. What is causing the digital disruption?

2. How is the disruption playing out?

3. What challenges will businesses face?

4. How to address the strategic challenges?

5. How to address the leadership challenges?

Discussion today

2

SET OF HARD TO REVERSE CHOICES YOU

MAKE IN THE FACE OF UNCERTAINTY TO

GENERATE PROFIT BY CAPTURING

CUSTOMERS AND BEATING COMPETITORS

IT’S NOT ABOUT DIGITAL STRATEGY, IT’S

ABOUT STRATEGY IN THE DIGITAL AGE

3

SUSTAINING PROFIT

4

SUSTAINING PROFIT

A. POSITIONAL ADVANTAGE

5

SUSTAINING PROFIT

A. POSITIONAL ADVANTAGE

B. PROPRIETARY ADVANTAGE

6

“THE MORE WE COMPETE, THE LESS

WE GAIN.” – Peter Thiel

7

CONTROL POINT DISRUPTION

8

WHAT‘S CAUSING THE DIGITAL DISRUPTION?THE SECOND MACHINE AGE

1.

9

1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?

UBIQUITOUS CONNECTIVITY

10

TRANSPARENT ACCESS TO DATA ON A

MASSIVE SCALE


11

DECREASING COST OF COMPUTER

PROCESSING POWER


12

HOW THE DISRUPTION IS PLAYING OUT?

2.

13

2. HOW IS DISRUPTION PLAYING OUT?

CUSTOMER POWER IS PARAMOUNT

14

…this year more unique information will be generated than during the

PAST 5,000 YEARS

…each month,

4 million man years

is spent online

…by 2016,

200,000 HRSof video will be

STREAMED EVERY SEC

…approximately

17 BILLION

devices are connected to the internet

…a smartphone is

1,000,000x cheaper

100,000x smaller

and 10,000x more

powerful than the MIT computer

in 1965

…average 21-year-olds exchanged

250,000

10,000 HRSon a mobile phone

messages and spent

…the world's data centers consume

~1.5% OF ALL POWER

or little more than 2x the power

consumption of Sweden

2,378Number of websites worldwide in 1994

1,110,000,000

@

A NEW GENERATION EXPECTING DIGITAL BY DEFAULT…


15

"Any screen will do" In store experiences

polarising

Rise of the hyper-informed

customer

Always on

Your world in your pocket You can own the

customer experience …

not the customer

Merging digital and physical


…AND BEHAVIOUR CHANGING RAPIDLY

16


CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE

17

MONEY MOVES UNEVENLY


18

NEW CAPABILITIES ARE NEEDED


19


CHANGE HAPPENS FASTER

20

CUSTOMER POWER IS PARAMOUNT

CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE

MONEY MOVES UNEVENLY

NEW CAPABILITIES ARE NEEDED

CHANGE HAPPENS FASTER

ECOSYSTEMS ARE REDRAWN


21


MONEY MOVES UNEVENLY "Your margin is

my opportunity"

Jeff Bezos

22


A TRACTOR

23

WHAT CHALLENGES WILL BUSINESSES FACE?

3.

24

Rethinking your

overarching strategy

in light of industry

fundamentals, trade-

offs, and sources of

advantage altered by

digital disruption

Designing and

implementing

operational

digital initiatives,

e.g., big data

enabled supply

chain, mobile/

online stores, etc.

60%+ of CXOs don’t have

a digital strategy or it

does not link to the

broader corporate strategy

60%+ of CXOs are

directly engaged in digital

business initiatives

Digital

Transformation

Strategy in

digital age

How to win

3. WHAT CHALLENGES WILL BUSINESSES FACE?

25

IT and the business don’t talk

Leadership are not digital natives

Resource re-allocation is tough

Legacy ways can seem like immovable barriers

You don’t have the talent you need


26

The leadership

challenge

Embody the habit of

successful digital

executives

The strategic

challenge

Uncover the magic, be

focused on where the real

business value are, and be

granular with what you go after

The technology

challenge

Set up your organization

and capabilities to enable

fast changes


27

HOW TO ADDRESS THE STRATEGIC CHALLENGES?

4.

28


4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?

Product/service dev

Marketing & sales

Operations

IT

Finance & MIS

Risk mgmt

HR & org

Connectivity with

customers,

colleagues,

suppliers and other

stakeholders 1

Digital reputation

management

Virtual co-making

Real-time supply chain

Social network risk

analysis

‘Golden source’ MIS

On-demand processing

power

Social network recruiting

Decision-

making based

on ‘big data’ and

advanced

analytics2

Next product to buy

Personalised product

and service offerings

Dynamic workflow

Real-time automated

decision making

Real-time financials

Dynamic hardware

provisioning

Predictive resource

management

Automation of

manual activity,

replacing labour

with technology3

Mobile channel

Virtual product testing

Straight-through

processing

Automated testing

Paperless MIS

Sensor-driven

maintenance scheduling

Self-service training

Behavioral pricing

Digitally augmented

products

Crowd-sourced support

Cloud computing

Crowd-funding

Risk socialization

Virtual workforce

Innovation of

products,

business models

and operating

models4

29


4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?

Product/service dev

Marketing & sales

Operations

IT

Finance & MIS

Risk mgmt

HR & org

Connectivity with

customers,

colleagues,

suppliers and other

stakeholders 1

Digital reputation

management

Virtual co-making

Real-time supply chain

Social network risk

analysis

‘Golden source’ MIS

On-demand processing

power

Social network recruiting

Decision-

making based

on ‘big data’ and

advanced

analytics2

Next product to buy

Personalised product

and service offerings

Dynamic workflow

Real-time automated

decision making

Real-time financials

Dynamic hardware

provisioning

Predictive resource

management

Automation of

manual activity,

replacing labour

with technology3

Mobile channel

Virtual product testing

Straight-through

processing

Automated testing

Paperless MIS

Sensor-driven

maintenance scheduling

Self-service training

Behavioral pricing

Digitally augmented

products

Crowd-sourced support

Cloud computing

Crowd-funding

Risk socialization

Virtual workforce

Innovation of

products,

business models

and operating

models4UNDERSTANDING THE

OPPORTUNITIES AND YOUR

CHOSEN PLAYS AS YOUR

BUSINESS GETS RE-IMAGINED

30

4. WHAT DOES THIS MEAN FOR OUR APPROACH TO STRATEGY?

FRAME | DIAGNOSE | FORECAST

SEARCH | CHOOSE | COMMIT | EVOLVE

New questions

at each stage

▪ Are we being attacked or disrupted? Should we disrupt ourselves?

▪ If software is eating the world, how will it eat our business?

▪ How is our value chain transforming?

▪ Which players from outside our industry could now enter?

▪ What will my workforce look like in 5 years’ time as automation and

machine learning play out?

31

HOW TO ADDRESS THE LEADERSHIP CHALLENGES?

5.

32

A SET UNREASONABLE ASPIRATIONS

32

What does this mean? What does this not mean?

▪ Board level digital "owner"

▪ Stretching and coherent

digital vision

▪ Value-oriented targets

(i.e., Digital P&L)

▪ Adding "digital" to existing

responsibilities

▪ Uncoordinated digital initiatives

▪ Digital interaction targets

5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?

33

B CHALLENGE EVERYTHING

33


▪ Challenge the status-quo

▪ Go your own way

▪ Involve regulators in

change

▪ Accept historic norms

▪ Follow others

▪ Put your head in the sand


34

C OBSESS ABOUT CUSTOMERS

34


▪ Learn from every inter-

action with the customer

▪ Relentless iteration of

customer experience

▪ Infrequent aggregation of

customer insights

▪ Ad-hoc patching of customer

processes


35

D FOLLOW THE MONEY

35


▪ Zero-base tech budget

aligned with value at stake

▪ Invest in digital across the

value chain

▪ Scale success quickly

▪ Incremental spend in line with

last year’s budget allocation

▪ Focus digital effort only on

customer facing functions

▪ Pilots never rolled out


36

E BE QUICK AND DATA DRIVEN

36


▪ Continuous proposition

iteration

▪ Live beta

▪ Golden source of truth

▪ 12 month release cycles

▪ Quarterly investment boards

▪ Multiple customer records


37

F ACQUIRE CAPABILITIES

37


▪ Buy scarce talent en-masse

▪ Move into adjacent markets

▪ Hire for skills, not industry

experience

▪ Add resources one-by-one

▪ Random buying spree

▪ Recycling talent from industry


38

G RING FENCE TALENT

38


▪ Protect digital talent from

business-as-usual

▪ Digital talent management

▪ Embed digital in existing

businesses

▪ Retrofit existing HR model


39

Set unreasonable aspirationsA

Challenge everythingB

Be obsessed with the customerC

Follow the moneyD

Be quick and data drivenE

Acquire new capabilitiesF

Ring fence and cultivate digital talentG


40

Digital changes value chains and

enables new business models

DO DIFFERENT THINGSDigital changes the traditional way

of doing business

DO THINGS DIFFERENTLY

41

AS FINAL WORDS:

“LOOK UP AND LOOK OUT

DOCTOR HEAL THYSELF”

Agility and business transformation Anders Mittag, VP, Head of Sales PostNord Denmark

In 2014 PostNord delivered…

5.9 billion

letters and other shipments

110 million parcels

2.5 billion kilos of goods

…to the Nordic region’s 25 million residents and 2 million businesses.

The leading communications and logistics company in the Nordic region

1,053

1,250

1,830

1,208

5,341 distribution points

Innovation

Salesforce CRM January 2014

Number of users 670

Extra add on’s

Marketo

Actimizer

All over smooth business implementation due to high user friendly interface and good project management

Implementation

To allow our people to connect with our customers in a new way

Sell more to our Nordic customers, across countries and business units

Further enhance our customer satisfaction and brand consistency

Our vision

Strategic

Benchmark across organization

Customer insight i.e. Account plans

Management decisions

Platform for Challenger Selling

Tactic

Dashboard i.e. Total New Money

Corrective actions in due time

Operational

Real time data, i.e. Whitespace

Agility on a daily basis

Salesforce gives us insight

Collaboration

Sales performance

https://eu2.salesforce.com/01Zb0000000LNn8

Performance Dashboards Transparent view across the organization

Increased sell / cross sell

Identify Nordic Accounts and serve them accordingly

Cross border best practice sharing and collaboration

Nordic single way og working

Manage Nordic customer

Ability to create shared service organization and support

Will be an enabler and support the ambition to be the Nordic partner

Benefits of a common solution

Rolf Hall & Lars Göransson, Salesforce

Sales Service

Marketing

Community Apps

Analytics

Analytics for the rest of us

Analytics Cloud

Powered by the Wave Platform

Analytics Cloud: Analytics for the Rest of Us

Mobile

insight on any device

Everyone

gets answers faster than ever

Platform

for any data, any app

Extend the Platform

Self Service Collaboration Exploration Analytic Apps Search Based Any Data Governance & Trust

Grow sales faster

Sales Cloud

Sales Service

Marketing

Community Apps

Analytics

Hard to Grow Sales if Sales Process is Broken

Manual

Processes

Hard to find information and experts

Time wasted on emails and approvals

Limited coaching and feedback

No lead routing or opportunity management

Lack of pipeline visibility

Poor data quality

Slow Sales

Cycles

Missed

Target

No Mobile

Access

Hard to access information on-the-go

No way to access all your critical apps in one place

Hard to manage your day from anywhere

Sales Cloud: World’s #1 Sales App

Sell

Smarter

Sell

Faster

Sell from

Anywhere

Transform the customer experience with Service on Salesforce

Service Cloud

Sales Service

Marketing

Community Apps

Analytics

Unhappy

Customers

Difficult to Service Your Customers Everywhere

No context

Not personalized

Inaccurate answers

Poor Customer

Experiences

Siloed service channels

Multiple knowledge bases

No support for social

Inconsistent Service Across

Channels

92% Companies reported decline in

Customer Satisfaction

Multiple service screens

No single knowledge source

Not connected to back-office

Low Agent

Productivity

54% Agents must use multiple sources to

answer inquiries

86% Customers stop doing business

after one negative interaction

Service Platform for Customer Success Transform the customer experience with Service on Salesforce

Personalized

Service

Smarter

Support

Innovate

Faster

Connect 1:1 with every

customer, anywhere

Empower agents and

managers with the right

tools and intelligence

Build and scale at the

speed of your customers

Marketing Cloud

Sales Service

Marketing

Community Apps

Four Questions

Do you know who your

customers are?

Where are they

in their journey?

Are you engaging

and moving them

along the journey?

Are you measuring

the impact on your

business goals?

Marketing Cloud The Platform for 1:1 Customer Journeys

Build a single view of the customer

Plan and optimize the customer journey

Deliver personalized content across every channel and device

Measure the impact on your business

Journeys Contacts Content Channels Analytics Apps

Martha Bennett, Forrester

Making Your Data Speak Martha Bennett, Principal Analyst

April 2015


Guess which car service continues to be widely used?

›Cheaper

›More convenient

›Better service

“Uber-isation of all industries…”


This is the world we live in …


65% 55%

40% 30%

35%

45%

60%

70%

… and failure to embrace it is not an option

New companies in the

Fortune 1000 Top 20

Source for chart on left: Built to Change: How to Achieve Sustained Organizational Effectiveness, 2006 *estimated

1973-1983 1983-1993 1993-2003 2003-2013*

Less than 15% of

companies in the

original 1955 Fortune

500 list exist today


Good To Great characteristics: not enough (bankrupt 2009)

(home mortgage scandal)

(improvements in past two years, but transformation from

mail-based business remains work in progress)

(absorbed by P&G)

(received $25B from TARP)

(performed adequately)

(performed adequately) (performed adequately)

(only one in list to outperform)

December 2014: Investing in the portfolio of those 11 great companies covered in 2001 would result in

underperforming the S&P 500.

http://en.wikipedia.org/wiki/S&P_500


Focus & market dominance: not enough

(absorbed by DHL)

(underperforming — missed mobile market)

(net income fell 72% before company was taken

private in 2013)

(underperforming despite repeated turn-

around initiatives)


What do these firms have in common?


Disrupt, adapt, reinvent – or be disrupted


Digital dysfunction at executive level

Source: Forrester/Russell Reynolds 2014 Digital Business Survey

93%

• Believe that digital technologies will disrupt their business over the next 12 months

74% • Claim the company has a “digital” strategy

33% • Think it’s the right “digital” strategy

15% • Believe they have the right people and skills to execute the strategy


Photo © Martha Bennett

What are your customers really buying ?

… to selling film

From selling memories ….


What do these companies sell?

44 © 2015 Forrester Research, Inc. Reproduction Prohibited

Key trend: selling an outcome Used to sell:

› Aero engines

› Air conditioning units

› Lifts/Elevators

› Cars

› Agricultural machinery

› Medical testing devices

› Health insurance

› Toothbrush

Now sell, or may in future:

› Units of propulsion

› The right temperature

› Moving people/goods up/down

› Ability to get from A to B

› Optimum yields

› Number of tests

› Wellness program

› Healthy mouth and teeth

© 2015 Forrester Research, Inc. Reproduction Prohibited

Turn Data Into Business Insights

More Deeper For Everyone


Results need to be pertinent & trustworthy


Business outcome

Data sources

Deeper insights

More data

For everyone

What business

value do we want?

Who needs what

insights for this?

What analysis

tools do we need?

How can we

manage all the

data needed?

What data

do we have?

How can

we process that

data?

What can

we learn from this

data?

How

do we deliver

those insights?

What business value

can we create?

What data sources

do we need?

There’s no single right way to get there B

ott

om

-up

te

ch

no

log

y-d

rive

n T

op

-dow

n b

usin

ess-d

riven

© 2015 Forrester Research, Inc. Reproduction Prohibited

Making your data speak: 3 Cs to success Culture

• Data treated as an

asset

• Data-driven

• Data shared

across silos

Capabilities • Advanced data

management,

delivery and

analysis

Competency • Technology skills

• Analytical skills

• New approach to

data governance

• Agile processes

Data at

its most

eloquent


Focus on getting the basics right 1. Always start with a question that’s

linked to a business objective or

known issue

2. Create an environment that

supports collaboration, agility and

short time to value

3. Having made your data speak, be

prepared to do what’s needed

Abdul Dezkam, Ecco

#nordicspeed

Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S

ECCO SKO A/S

Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today.

Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in-shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014.

ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”.

Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer.

More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963.

Fast facts

ECCO SKO A/S

CHALLENGES Meeting the customer

The speed of change - how customers engage with brands

• Drifting across multiple touch points – offline and online

• Changing opinions fast – we all live in Tinder universe (competitor is one swipe away)

• Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc.

• Expecting seamless omni/multi-channel experience

The empowered customers

CUSTOMER DEMANDS

IS CUSTOMER LOYALTY IMPORTANT?

“A 5% increase in customer retention can generate 25% - 125%

increase in business profits” (1)

“Repeat customers

spend 33% more

than new customers” (2)

“Companies that prioritize

The customer experience generate

50% higher profits than their competitors” (3)

“89% marketing bosses predicted that customer

experience would be their primary basis for

competitive differentiation by 2017” (4)

YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER

AMBITIONS

Customer

insights 1:1 personalized

marketing

Customer

loyalty

Satisfy

loyal customers

Get even more

loyal customers

Categorize in tiers

adv. algorithm

REWARD YOU ARE

AWESOME!!

Badge the best Re-purchase =

+business results

Customer

Journey

Exclusive offers

enhanced

service

Building 1:1 personalized customer journeys

CHALLENGES

Requires large and

dedicated DM

organization

Lack of insight

utilization and

segmentation

Lack of

automated

processes

Lack of

relevant

content

SOLUTIONS Embracing your data

(Re)use Rich Content from your websites, connect and structure your Customer Data and define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale.

DO WHAT IS POSSIBLE TODAY

Requires large and

dedicated DM

organization

Lack of insight

utilization and

segmentation

Lack of

automated

processes

Lack of

relevant

content

ARCHITECTURAL CONCEPT

Marketing Automation, Retention Strategy and Customer Journeys

(Engine)

Customer Data and Rich Content

(Fuel)

Strong and relevant journey driving customer to point of sales

(Business)

CONNECT YOUR DATA

According to your customer data and purchase behavior you know it is now the right time to re-engage and ultimately drive the customer to a point of sale.

1. DEFINE GOAL

2. DEFINE AUDIENCE

3. DEFINE CONTENT

1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)

2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.)

3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.)

4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.)

SUMMERIZE

GOING FORWARD

• Predictive marketing

• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)

• SCV to better connect online and offline of a customer journey

• Utilizing “unknown individuals” (from sessions to identification)

• Scoring the valued steps of a customer within journeys

CONTINOUSLY PREPARING THE ORGANIZATION

GOING FORWARD

Abdul Dezkam

Global CRM Manager, ECCO Sko A/S

[email protected]

www.linkedin.com/in/abduldezkam

Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S

ECCO SKO A/S

Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today.

Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in-shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014.

ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”.

Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer.

More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963.

Fast facts

ECCO SKO A/S

CHALLENGES Meeting the customer

The speed of change - how customers engage with brands

• Drifting across multiple touch points – offline and online

• Changing opinions fast – we all live in Tinder universe (competitor is one swipe away)

• Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc.

• Expecting seamless omni/multi-channel experience

The empowered customers

CUSTOMER DEMANDS

IS CUSTOMER LOYALTY IMPORTANT?

“A 5% increase in customer retention can generate 25% - 125%

increase in business profits” (1)

“Repeat customers

spend 33% more

than new customers” (2)

“Companies that prioritize

The customer experience generate

50% higher profits than their competitors” (3)

“89% marketing bosses predicted that customer

experience would be their primary basis for

competitive differentiation by 2017” (4)

YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER

AMBITIONS

Customer

insights 1:1 personalized

marketing

Customer

loyalty

Satisfy

loyal customers

Get even more

loyal customers

Categorize in tiers

adv. algorithm

REWARD YOU ARE

AWESOME!!

Badge the best Re-purchase =

+business results

Customer

Journey

Exclusive offers

enhanced

service

Building 1:1 personalized customer journeys

CHALLENGES

Requires large and

dedicated DM

organization

Lack of insight

utilization and

segmentation

Lack of

automated

processes

Lack of

relevant

content

SOLUTIONS Embracing your data

(Re)use Rich Content from your websites/other platforms and connect it to your structured Customer Data. Define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale.

DO WHAT IS POSSIBLE TODAY

Requires large and

dedicated DM

organization

Lack of insight

utilization and

segmentation

Lack of

automated

processes

Lack of

relevant

content

ARCHITECTURAL CONCEPT

Marketing Automation, Retention Strategy and Customer Journeys

(Engine)

Customer Data and Rich Content

(Fuel)

Strong and relevant journey driving customer to point of sales

(Business)

CONNECT YOUR DATA

According to your customer data and purchase behavior you know it is now the right time to re-engage and ultimately drive the customer to a point of sale.

1. DEFINE GOAL

2. DEFINE AUDIENCE

3. DEFINE CONTENT

1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)

2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.)

3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.)

4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.)

SUMMERIZE

GOING FORWARD

• Predictive marketing

• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)

• SCV to better connect online and offline of a customer journey

• Utilizing “unknown individuals” (from sessions to identification)

• Scoring the valued steps of a customer within journeys

CONTINOUSLY PREPARING THE ORGANIZATION

GOING FORWARD

Abdul Dezkam

Global CRM Manager, ECCO Sko A/S

[email protected]

www.linkedin.com/in/abduldezkam

Liselotte Lyngsø, Future Navigator

#nordicspeed

Thank you

Copenhagen: Speed of Change

Business

Transcript of Copenhagen: Speed of Change