Cogent Company.03312014

Cogent Company Overview

For <CLIENT> March 18, 2014

Topic Overview

•  Worldview Workout•  Automating Sales•  Sales Collaboration•  Strategy to Transformation•  Cogent Capabilities

2 ©2014. Cogent Company. Proprietary and Confidential.

Worldview Workout


Technology Continues to Rise as a Firm Priority

Technology Spend as % of Revenue

2005$ 2006$ 2007$ 2008$ 2009$ 2010$ 2011$ 2012$ 2013$%$of$Budget$ 3.60%$ 3.60%$ 3.50%$ 3.82%$ 3.83%$ 3.87%$ 3.55%$ 4.94%$ 4.95%$

0.00%$

1.00%$

2.00%$

3.00%$

4.00%$

5.00%$

6.00%$

Technology Budget Trends


2007$ 2008$ 2009$ 2010$ 2011$ 2012$ 2013$ 2014$Increase$ 61%$ 46%$ 25%$ 34%$ 56%$ 48%$ 61%$ 65%$

No$Change$ 17%$ 28%$ 23%$ 31%$ 27%$ 18%$ 12%$ 12%$

Decrease$ 22%$ 26%$ 52%$ 35%$ 17%$ 35%$ 27%$ 23%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

* Projection for 2014 BudgetSource: SIM International “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis

Worldview Workout !

*

Investing for the Firm’s Future

Executive Concerns Largest Investments


Source: SIM International “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis

Worldview Workout

0%# 5%# 10%# 15%# 20%# 25%# 30%# 35%# 40%# 45%# 50%#

Alignment#of#IT/Business#

Business#Agility#

Business#Produc>vity#

Cost#Reduc>on/Controls#

IT#Cost#Reduc>on#

Velocity#of#Change#

Security#

IT#Service#Delivery#

IT#Efficiency#

RevIGenera>ng#IT#Projects#

0%# 5%# 10%# 15%# 20%# 25%# 30%# 35%# 40%# 45%#

Analy.cs/BI#

CRM#

Cloud#Compu.ng#

ERP#

Big#Data#

Mobile#

EAI#

Network/Telecom#

Portals#

BPM#

Recognizing Patterns

What Markets Tell Us

Consumeriza5on

Experience Loca5on Devices Social

Data

Small, Big, or Unknown Discovery PreCy Portable Service

Security

Threat/Response Matrix Cloud Loca5on

What We Perceive

Social

Analy5cs Cloud

Mobile


Worldview Workout

Automating Sales in the Enterprise


Lead to Cash Cycle


Hidden Sales Cycle

Lead Management

Opportunity Management

Leads from Social, Community, Content, Brand, Peers

Marketing, Nurturing

Sales, Closing, Cash

Automa5ng Sales in the Enterprise

Closing Deals as a Function of Marketing

Benefits from Marketing-Sales Integration

70%$65%$

53%$

38%$46%$

24%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

Heavy$Lead$Management$Integra:on$

Ability$to$Measure$Marke:ng$Generated$

Leads$

BestEInEClass$

Industry$Average$

Laggard$


91%$87%$

56%$48%$

22%$ 20%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

90%$

100%$

Team$A2ainment$of$Quota$

Reps$Achieving$Quota$

BestBInBClass$

Industry$Average$

Laggard$

6.5%%

2.3%%1.2%% 1.2%%

)8.8%%

)3.5%%

)10.0%%

)8.0%%

)6.0%%

)4.0%%

)2.0%%

0.0%%

2.0%%

4.0%%

6.0%%

8.0%%

Y)O)Y%Change%in%Team%A9ainment%

Y)O)Y%Change%in%Avg.%Sales%Cycle%

Best)In)Class%

Industry%Average%

Laggard%

Quota ACainment

Year-‐Over-‐Year Changes


Source: Aberdeen Group, Cogent Analysis

CRM as an Enabler to Better Performance

Benefits to Firm and Individual Goals

62%$56%$

51%$54%$

40%$36%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

Customer$Reten5on$Rate$

Team$A9ainment$Rate$

Reps$Achieving$Quota$

CRM$Users$

All$Others$

Benefits from Better Sales Forecasting


47%$

59%$

74%$

85%$93%$

43%$52%$

58%$

71%$

82%$

38%$

51%$55%$

67%$ 70%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

90%$

100%$

180$Days$ 90$Days$ 60$Days$ 30$Days$ Immediately$Prior$

Best<In<Class$

Industry$Average$

Laggard$

8.5%%

4.7%%

1.5%% 1.2%% 1.0%%

4.6%%

2.1%%

,3.0%%,2.0%%

,6.4%%,8.0%%

,6.0%%

,4.0%%

,2.0%%

0.0%%

2.0%%

4.0%%

6.0%%

8.0%%

10.0%%

Total%Company%Revenue%

Profit%Margin% Team%Quota%ADainment%

Lead%Conversion%

Rate%

Reps%Achieving%Quota%

Integrated%Sales%ForcasMng%

Non,Users%

Accuracy of Sales Forecas5ng

Effect on Firm-‐wide

Results


Source: Aberdeen Group, Wall Street Journal, Cogent Analysis

Mobile Access to CRM Has Benefits

Mobile Capabilities Improve Performance Mobile Allows New and/or Different Sales Training


83%$

15%$

5%$

52%$

6%$1%$

6%$2%$ 3%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

90%$

Reps$Achieving$Quota$ Increase$in$Firm$Revenue$ Increase$in$Avg$Contract$Value$

BestEInEClass$

Industry$Average$

Laggard$

61%$

45%$

23%$18%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

Best0In0Class$ All$Others$

Mobile$Sales$Learning$

Mobile0Enabled$Learning$Content$

74%$ 71%$

58%$50%$

60%$ 58%$

27%$ 28%$

37%$45%$

15%$ 15%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

Remotely$View$/$Modify$Sales$Data$

Access,$Perform,$Modify$Tasks$

Remote$Access$to$Quota$/$Comp$Data$

Link$to$Mobile$AcLvity$(Voice,$Email,$Text)$

BestSInSClass$

Industry$Average$

Laggard$

83%$

55%$50%$ 47%$

43%$

65%$

30%$36%$

32%$25%$

45%$

15%$

38%$

21%$

12%$

0%$

10%$

20%$

30%$

40%$

50%$

60%$

70%$

80%$

90%$

Shared$Team$Calenders$

Sales$Forecas<ng$/$

Pipeline$Management$

Mobile$Access$to$Social$

Real<me$Messaging$to$Enterprise$Systems$

No<fica<on$to$Marke<ng$Triggers$

BestMInMClass$

Industry$Average$

Laggard$

Mobile Sales Training Best

In Class

Mobile Sales Training &

Reinforcement

Mobile Sales Process

Capabili5es

Mobile Sales Technologies


Source: Aberdeen Group, Cogent Analysis

Challenges in Sales Management

Misused Resources

• Re-‐use same people • Can’t find resources • Experts don’t use CRM

Reinven5ng the Wheel

• Recreate content • Poor/Limited document collabora5on

• Answer same ques5ons

No Centralized Opportunity Management

• Notes everywhere • Repea5ng conversa5ons

• Buyer frustra5on

Limited/No Disconnected Access

• Can’t prep for mee5ngs

• Ineffec5ve sales calls

• Lost deals



Source: SIM Interna5onal “IT Trends Study: 2013;” Wall Street Journal, Cogent Analysis

Collaborating Beyond CRM


Jive Adds Value to CRM and Beyond

Jive Implementations Show ResultsIncreased Deal Sizes by 5%

•  “Quarterback” the best specialists to solutions / cross sell•  Enhanced business case justification / negotiation

Increased Win Rates by 12%•  Higher quality presentations and proposals•  JIT competitive sharing and differentiation

Increased Deals/Year by 8%•  Immediate access to knowledge and specialists•  Less duplication of effort across deals

Decreased Support Costs by 14%•  Increased visibility across deals, geography, risk, need•  Governed self-service model for requests

Decreased Deal Cycle Time by 22%•  Streamlined deal coordination and process•  Decreased bottlenecks, greater agility to respond

Jive Enhances CRM


Create Opp

Email Specialists

Phone Prep Mee5ng

Record Outcomes Create Deliverables

Win/Loss, Add Contracts

Jive Deal Room

Invite All Team Collaborate on Opp Notes

Jive Present Projects, Tasks, Decisions

MSFT Office Integra5on Real-‐Time Mee5ngs

Internal & External Collabora5on

Seamless Integra5on to CRM

Jive Sodware CRM (Generic)

Deal Cycle Va

lue

Collabora5ng Beyond CRM

Source: Jive Customer Survey, Cogent Analysis

From Strategy to Transformation


Solution Strategy Approach��Ensures constituents needs are identified and planned for


Assessment

StrategyConfirmation

Current StateAssessment

Strategy Development

ProblemDefinition

SolutionDefinition

Plan Development

ImplementationApproach

Business CaseDevelopment

• Where are we?• What do we have?• Who is on our team?• Where do we want to go?• What are our issues, weaknesses?• What are our strengths?• What are our opportunities?

• What are our options?• What are the tradeoffs?• What are our risks?• What is our vision and best direction?•  How do we deal with our immediate

needs?

• What are the priorities?• What are our risks?•  How do we manage priorities and risks?• Who is going to do what?•  How much will it cost?• When will it be done?

PeopleProcess

Technology

From Strategy to Transforma5on

Accelerated Solution/Package Selection Approach��Ensuring the solution matches the needs of constituencies


•  Select best fit solution•  Define preliminary technical architecture•  Verify cost analysis•  Define roll-out approach, accounting for

risks•  Develop high level implementation plan•  Communicate change plan

1. Requirements Analysis

•  Evaluate current technical architecture, data, and reporting capabilities

•  Identify key requirements, gaps•  Develop evaluation criteria•  Prioritize requirements•  Determine key differentiators•  Initiate solution scan and or “build vs. buy”

analysis*

•  Conduct gap analysis per•  Apply differentiators•  Create short list of solution

alternatives•  Create evaluation package•  Conduct solution demos•  Prepare cost worksheets•  Score alternative solutions•  Compile solution comparisons

Cogent Accelerated Package Selection

Implement Solutions

3. Solution Selection and Plan

2. Solution Evaluation

Develop Solution Strategy

* -‐ Build vs. Buy decisions should be considered throughout the APS process; however, Cogent recognizes this can be completed in the ini5al analysis.


Business Transformation Approach��Ensuring users realize technology impacts

Implementation Success Factors

Powerful Business Case

Clear Vision

Accountable Change

Leadership

Specific Change Communica5on

CommiCed Stakeholders

Increasing Change Capability

Integrated Teams

Organizational Performance Levers

Competencies & Behaviors

Leadership Effec5veness

Organiza5onal Design & Structure

Performance & Pay Alignment

Communica5on

Staffing and Deployment

Educa5on & Development


Cogent Capabili5es

Implementation Approaches��Ensuring users realize technology impacts

Data Discovery Method Agile Deployment Method



Cogent Company Capabilities


Who is Cogent Company?


Cogent Capabili5es

Sodware Partnerships

Trade Group Partnerships

Academic Partnerships •  Process Automation & Collaboration•  Software Development•  Cloud Solutions•  Application Integration•  Content and Document Management

•  Change Management•  Portfolio & Project Management•  Transformation & Governance•  Process Improvement•  Policy & Risk Management•  Pre- & Post-Merger/Acquisition

•  Data Acquisition & Quality•  Data Discovery•  Data Warehousing•  Visualizations & Dashboards•  Advanced Analytics•  Modeling & Simulation

Advisory Services

Systems Integration

Data & Analytics

Partial Client List by Industry

22

Financial Services/ Insurance/Real Estate Restaurant/Retail/Hospitality

Technology/Communica5on/ Media Manufacturing/Energy/U5li5es

Hospital/Life Science

Cogent Capabili5es

©2014. Cogent Company. Proprietary and Confidential.

For More Information, Contact Marc [email protected]+01.1.214.341.1004www.cogentcompany.com

23 ©2014. Cogent Company. Proprietary and Confiden5al.

Leadership & Management

Cogent Company.03312014