Social and mobile are changing client and employee expectations

>1.7 billionsocial users

>400 milliontweets per day about product, services, and brands

150average number of times a person checks their phone each day

>6.8 billionon 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. “

Security

& Identity

Management

Platform

Data & Process

Integration

Configuration

& Extensibility

Customer engagement in a mobile-social world

Cloud On-Premises

Customers Employees Partners

in

Toll & CRM

Phillipa Smyth

3rd December 2014

10

Toll’s Growth – 90+ acquisitions in 25 years

1989 Merricks Transport 2002 BHP Transport and Logistics (New Zealand) 2008 Golden Riverland Express

1990 Barretts Transport 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 Compack Packaging 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 SkyNet Worldwide Express (Hong Kong)

1998 UTO / MIM 2006 SembCorp Logistics 2009 Perkins Shipping

1998 IPEC / Jetsroad 2006 Patrick Corporation 2009 Toll Kukbo (100%)

1999 Malleys Transport 2007 Cargo Services Far East (22%) 2009 Footwork Express (100%)

2000 Removals Australia 2007 Sembawang Kimtrans 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 Hile Carrying Company 2007 Victoria Express 2010 ST-Anda Logistics

2001 Inter’l Corporate Relocations 2007 Virgin Blue Freight 2010 Australian Armoured Express

2001 ARN Logistics 2007 Stream Solutions 2010 Image Technology Centre

2001 Finemore Holdings 2007 Toll New Zealand 2010 Concord Park

2001 Strang Stevedoring 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 SkyNet Worldwide Express (Australia)

2002 BHP Stevedoring 2008 Jetcraft Aviation

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

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

Warehousin

g

Suppliers Land

Transport

Consolidation hub &

value added

processing

EXPORT Activities Ports,

stevedoring & freight forwarding

IMPORT Activities Ports,

stevedoring & customs clearance

International Transportation

Sea & Air FreightDe/consolidation hubs, cross

dock & value added processing End

Customers

Warehousing/

Local

manufacturing

Primary/

Secondary

Distribution

Land

Transport

Orde

r

(Origin

services)

(Cross-border

services)

(Destination

services) Delivery

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.

14

Rollout

188

8

198

3

200

6

2007

Microsoft selected

Intergen selected

Create basic functionality

Pipeline management

Centralise account reporting

2008

Go live of GBD

June

July

June

October

August

Jan 2014

Incremental functionality release

1st & 2nd Business unit rollout

Incremental functionality release

3rd, 4th, 5th business units rollout

12 Business unit rollouts in progress

Current

2015

1st Feb 2015:

350-400 BD and account management users

live

17 business units live

All other businesses evaluating the system

2013

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.

• Standardise usage. 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.

16

What’s Next?

• Increase the offering:

• Mobile usage

• Additional functionality in account management and support

• Introduction of new functions ie Service Management

• Reviewing integration with business systems & Sharepoint

• Considering plug-ins for improving intelligence

• Centralising and formalising support, bringing product in line with

existing help-desk procedures

• Creating a power-user community

Questions

Microsoft’s solution for sales productivity

19

(*) 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 Internet connectivity. Prices subject to change without notice.

Contacts:

tony.sparks@intergen.com.au - Tel: +61 448 169 413

greg.modra@intergen.com.au - Tel: +61 411 113 170

Thank you