Fit for Future. Make your organisation drive customer experience. 13 September, Avisha Sood and Anusha Pande, TPA Global, The Netherlands

Transcription

1 Fit for Future Make your organisation drive customer experience Avisha Sood and Anusha Pande, TPA Global, The Netherlands 13 September, Taking control of the future tpa-global.com

2 Speakers Let s introduce today s speakers: Avisha Sood Senior Associate TPA Global, The Netherlands T: E: a.sood@tpa-global.com I: Anusha Pande Associate TPA Global, The Netherlands T: E: a.pande@tpa-global.com I: TP 2 Taking control of the future tpa-global.com

3 Index S.No. Content Slide No. 1 Impact of digitalisation impossible to predict 4 2 Data factory (move from ROI to ROD) 5 3 Market diversity is increasing in numerous areas 6 4 Banking industry after digitalisation 7 5 Business more than ever needs to be customer-centric to keep-up 8 6 Hospitality industry after digitalisation 9 7 Customer centric behaviour has to be company-wide 10 8 Fit for Future business ecosystem 11 9 A network that balances agility and efficiency Agility and efficiency: Automotive industry Increasing network effectiveness Selection of variables in a business model Governance Empowering people to deliver What does this mean for tax? Questions 21 TP 3 Taking control of the future tpa-global.com

4 Impact of Digitalization Impossible to Predict There is however a wide spread consensus on two important impacts Automation Social Media 3D printing E-commerce I.o.T. A.I. Block-chain Cloud Big Data Mb Hard drive Gb USB stick Market diversity will increase Customer demands and market access Supplier cooperation and network Competitor technology and offering Change will be at a high pace Technology # of online participants / items New business models 4 Taking control of the future tpa-global.com

5 Impact of ecommerce on Retail industry 5 Taking control of the future tpa-global.com

6 Data factory (move from ROI to ROD) 6 Taking control of the future tpa-global.com

7 Market diversity is increasing in numerous areas Globalisation and digitalisation are removing (entry) barriers and increasing transparency on: I. Customers Product life cycle, technology, big data Customisation, niche markets, trends, type of purchase (lease, service,..) Access to new markets through e-commerce and alternative distribution channels (e-platforms, ) Shift of ownership and end-user (Uber, platform organisations, ) II. Suppliers E-commerce, business models on supply side (Global) partnerships, co-development, investments III. Competitors Access to new markets through e-commerce and alternative distribution channels (Alibaba,...) Lower (entry) barriers for emerging market competitors Business models 7 Taking control of the future tpa-global.com

8 service Banking industry after digitalisation TRADITIONAL MODEL USING ADVANCED IT INTEGRATED IT BACKBONE manual market analysis FINTECH BACKBONE RETAIL BANK BLOCKCHAIN MODULES BANK IT CUSTOMER CUSTOMER CUSTOMER 8 Taking control of the future tpa-global.com

9 Business more than ever needs to be customer-centric to keep-up Old Economy Supply Supply chain Customer Buy R&D -> Purchase -> Manufacture -> Deliver Sell Become a trusted partner New Economy: Customer Experience Define & Develop Customer Maintain relation with customer, communicate and engage Understand customer needs and define solution Realise and deliver solution Realise / 9 Taking control of the future Manufacture tpa-global.com

10 buy fee revenue Hospitality industry after digitalisation B E F O R E CUSTOMER P L A N E + + H O T E L C A R R E N T N O W $ source of revenue platform D A T A buy INVESTORS CUSTOMER 10 Taking control of the future F A C T O R I E S tpa-global.com

11 From a car distributor to provider fo mobility solutions 11 Taking control of the future tpa-global.com

12 Customer centric behaviour has to be company-wide More function will be involved more often, including third parties The right solution for customer needs will involve various aspects Product design and configuration: product itself, service, life cycle management, circularity Type of sale: product sale, lease, service contract, rent, performance contract Distribution channel: Direct sales, dealers, internet, on-line broker, agents and distributors, new players, e.g. Uber for cars Admin processes: transactional data exchange, automation Finance: lease contacts, performance based payments, service fee systems, end of use costs Logistics: Cost of digitalisation and automation (out-source or in-house) Suppliers: Co-development, service partners, expertise, data integration Internal and external resources need to work together in flexible and diverse NETWORKS 12 Taking control of the future tpa-global.com

13 Fit For Future Business Ecosystem 13 Taking control of the future tpa-global.com

14 A network that balances Agility and Efficiency Customer focus doesn t replace the need for efficiency, both need to be balanced Efficiency SSC Competence centres Standardisation Resource optimisation Functional demarcation Customer focus Entrepreneurship Differentiation Agility Capabilities Roles and responsibilities Profit These networks are already (partially) in existence. Many organisations already run shared service centres in combination with local units Yet, issues with this set-up are not uncommon and they are most often not very flexible Successful network organisations require the capability to continuously adapt, while maintaining cost efficiency 14 Taking control of the future tpa-global.com

15 The business operating model A selection of variables illustrated Fiscal / Legal set-up: Multinational companies have a choice in how they set-up the inter-company relations. There are many options open, each with its own effect on business processes / ERP and organisation. Business process set-up: Defined and documented business processes are a key building block for many other tools, like ERP design. Ideally they are modelled as End to End hierarchical processes. It serves as a common frame of reference IT set-up: Systems and data configuration in support of the other elements of the operating model Organisation: The organisation should ideally not only be defined by territories and functions, but also be clearly linked to the business processes and business roles. Business Processes Sales Organisation Finance Other Corpo Unit rate Region Region HQ Reg CSC HQ Region Region Country BU al (HQ) Quotation BL Financ Financ Order acc sales BU sales (E/H) credit SCM dep. e e desk control 1.1 Perform marketing x Define marketing strategy S S S EA E x Decide on Channel Strategy AE AE S S x Decide on Em. Market Strategy AE AE ES a Product markt combinaties AE x Decide on Application Strategy E A Plan Product Life Cycle S S AE x Define sales plan A E S S x Determine Pricing (structure) AE x Determine Pricelists per BL S AE x Set Book Cost (list price) S AE x Set market price S AE x Set Field Min S AE x Set BL Stopprice AE x Set Cost Price (actual cost) AE x Determine Rebate/Discount structure AE AE S AE Massa mediale communicatie E A Promote products & services detail S AE Manage campaigns E A S x Detemine campaign budget E A S Detemine campaign budget central / E A S local Manage campaign concepts E A S Manage events E S A S Define new products & services AE 1.2 Process master data Sales & Distribution 15 Taking control of the future tpa-global.com

16 The effectiveness of a network can be increased by (part 1) This is based on experiences with multinational organisations operating local units alongside central units Selecting and implementing the right business operating model. Business operating model here means: Legal/tax set-up Business/process set-up IT set-up Organisational set-up Configuration metrics 16 Taking control of the future tpa-global.com

17 The effectiveness of a network can be increased by (part 2) I. Putting in place right level of governance and adaptive capabilities Transparent ownership of business processes Deliberately designed/assigned adaptive capabilities and accountabilities Steering model in support of the network objectives II. Empowering people to deliver Network oriented leadership (coaching) Role based accountabilities Competence development 17 Taking control of the future tpa-global.com

18 Governance and adaptive capabilities Stay in control Transparent ownership of business processes: The ownership structure should support managing changes driven by customer requirements or otherwise in a controlled manner. Controlled change also ensures the integrity of the ERP and data configuration Deliberately designed/assigned adaptive capabilities and accountabilities: In a changing environment particularly the more central departments/ functions need to be able to respond quickly enough to customer driven changes. A first and second tier level of support should facilitate mini projects coming from market opportunities. At the second tier level the business case for change needs to be handled between business and function Steering model in support of the network objectives: With customer focus being key, the reward system and KPI model needs to be directed to the customer as well. 18 Taking control of the future tpa-global.com

19 Empowering people to deliver Make it happen Network oriented leadership Recognise both line responsibility and project responsibility Coaching members of ad-hoc projects Alignment and communication Role based accountabilities Roles are clearly linked to the process model Accountability for change and improvement not an ad-on, but deliberately assigned Competence development Stakeholder management Project management Problem solving techniques (6σ, agile, ) Communication 19 Taking control of the future tpa-global.com

20 What does this mean for tax? Data analysis Manufacturing Warehousing Transportation and logistics Sales (Customers) 20 Taking control of the future tpa-global.com

21 Speakers Let s introduce today s speakers: Avisha Sood Senior Associate TPA Global, The Netherlands T: E: a.sood@tpa-global.com I: Anusha Pande Associate TPA Global, The Netherlands T: E: a.pande@tpa-global.com I: TP 21 Taking control of the future tpa-global.com

22 TPA Global provides international businesses with integrated and value-added solutions in improving financial performance, operational efficiency, strategic development and talent coaching through a cross-border and cross-discipline team of professionals which identifies the right solutions for customers and targets; efficient and streamlined advisory and implementation processes which cut through operational complexities across functions and borders; and superior customer service and support which proactively anticipate the evolving needs of the clients. H.J.E. Wenckebachweg AS Amsterdam. The Netherlands. +31 (0) tpa-global.com The views expressed and the information provided in this material are of general nature and is not intended to address the circumstances of any particular individual or entity. The above content should neither be regarded as comprehensive nor sufficient for making decisions. No one should act on the information or views provided in this publication without appropriate professional advise. It should be noted that no assurance is given for any loss arising from any actions taken or to be taken or not taken by anyone based on this publication Transfer Pricing Associates Holding B.V. All Rights Reserved. 22 Taking control of the future tpa-global.com