Jeroen Coenen Sr. Director Marketing Benelux BUSINESS IS SOCIAL @jeroencoenen In/jeroencoenen
Business is Social
Oct 19, 2014
Jeroen Coenen is Directeur Marketing Benelux bij het Amerikaanse bedrijf Salesforce.com, dat onlangs opnieuw door het zakentijdschrift Forbes werd uitgeroepen tot meest innovatieve bedrijf ter wereld. Jeroen is verantwoordelijk voor de marketingstrategie en uitvoering daarvan in de Benelux regio en is lid van het Southern & Northern EMEA Marketing Team. Voorafgaand aan zijn loopbaan bij Salesforce.com bekleedde Jeroen diverse managementfuncties bij Hewlett-Packard, waaronder Worldwide Social Media Manager voor HP’s Digital Strategy Group. In deze rol was hij verantwoordelijk voor strategie en uitvoering van social engagement initiatieven binnen de wereldwijde HP organisatie. Sinds maart 2010 is Jeroen Coenen gastdocent Sociale Media aan de Quadriga University of Applied Sciences in Berlijn. Jeroen is er van overtuigd dat elke B2B Business Social is. Tijdens B2B Goes Social heeft hij ee over hoe de online technologieën B2B bedrijven kunnen helpen om dat te kapitaliseren.
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Jeroen Coenen Sr. Director Marketing Benelux
BUSINESS IS SOCIAL
@jeroencoenen
In/jeroencoenen
Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Digital Age Digital Age
Digital Age
This is your (future) customer – online 24/7
• About 35% of the world’s 7 billion people are online
• There are > 6 billion wireless, handheld devices in the world
• Information doubles every 4 years
• Digital content — every 18 months
Macro - Information Explosion
Trends
6B cell phones worldwide 2.5B
online worldwide
U.S.A
Germany
India China
245M
65M 100M
477M
890M
302M
107M
>1B
Brazil
217M
75M
South Africa
5M 42M
Access To Information
The Social Revolution
1960s Mainframe Computing
1970s Mini
Computing
1980s Client Server
Computing 1990s Cloud
Computing
2000s Mobile
Computing
2010s Social
Revolution
x 10x 100x 1,000x 10,000x 100,000x
Social Revolution: Business is Social
Source: 2012 McKinsey Global Institute Study: “The Social Economy”
2008 2009 2010 2011 2012
Enterprise Adoption of Social Networking
70% Companies Adopted Social
$1.3 Trillion in value can be unlocked through social technologies.
“ ”
Digital Leaders Outperform Peers in Every Industry
Source: The Digital Advantage, Capgemini Consulting & MIT Center for Digital Business 2012
Figure 4. Financial Performance
Basket of indicators:Revenue / EmployeeFixed Assets Turnover (Revenue / Property, Plant & Equipment)
+6% +9%
-4% -10%
Companies with stronger digital intensity derivemore revenue from their physical assets
Basket of indicators:EBIT MarginNet Profit Margin
Companies with stronger transformationmanagement intensity are more profitable
-12% +12%
-7% +7%
Basket of indicators:Tobin’s Q RatioPrice / Book Ratio
Companies with stronger transformation management intensity achieve higher market valuations
-11% +26%
-24% +9%
REVENUE GENERATION
MARKET VALUATION
PROFITABILITY
7
Figure 4. Financial Performance
Basket of indicators:Revenue / EmployeeFixed Assets Turnover (Revenue / Property, Plant & Equipment)
+6% +9%
-4% -10%
Companies with stronger digital intensity derivemore revenue from their physical assets
Basket of indicators:EBIT MarginNet Profit Margin
Companies with stronger transformationmanagement intensity are more profitable
-12% +12%
-7% +7%
Basket of indicators:Tobin’s Q RatioPrice / Book Ratio
Companies with stronger transformation management intensity achieve higher market valuations
-11% +26%
-24% +9%
REVENUE GENERATION
MARKET VALUATION
PROFITABILITY
7
Figure 4. Financial Performance
Basket of indicators:Revenue / EmployeeFixed Assets Turnover (Revenue / Property, Plant & Equipment)
+6% +9%
-4% -10%
Companies with stronger digital intensity derivemore revenue from their physical assets
Basket of indicators:EBIT MarginNet Profit Margin
Companies with stronger transformationmanagement intensity are more profitable
-12% +12%
-7% +7%
Basket of indicators:Tobin’s Q RatioPrice / Book Ratio
Companies with stronger transformation management intensity achieve higher market valuations
-11% +26%
-24% +9%
REVENUE GENERATION
MARKET VALUATION
PROFITABILITY
7
Are You and Your Company Going through a Social Revolution?
What About to Your Company?
Your Customers, Employees, and Partners Are Connected
Case 1
Case 2
Case 3
Case 4
• In 2011 an escalator accident (Otis) occurs in emerging market China (world’s largest user of elevators and escalators: 1.63 million in service, 20-40% YoY)
• Awareness escalates online through videos, blog posts and social networking group updates triggering mainstream media attention.
• News of the accident reaches Europe and US within 1 hour.
What would you do in these situations?
Social Revolution: Success Across Every Major Metric
Your Customer +32%
Sales Productivity
+34% Customer
Satisfaction
+37% Campaign
Effectiveness
+29% Innovation
+34% Employee
Satisfaction
+31% Employee
Productivity
Source: 2012 Third-party survey of 5,500 salesforce.com customers
Connect With Your Customers in a Whole New Way
Connected Products
Connected Customers
Connected Employees
Connected Partners
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