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Transcript of Concur v9
DISTRIBUTION 2016 GOALS
Focused Selling & Success Teams
New Markets & Strategic Industries
Grow Inbound Partner Revenue Worldwide by 26% YoY
Leverage the Full Partner Ecosystem for Diversity of Sourced Referrals (i.e. Alliances, TMCs, Systems Integrators, Advisors, Platform Partners)
Capitalize on Global SAP T&E Conversions
For Enterprise America’s, our vertical (industry) strategy is defined by aligning budget and resources to market, sell and serve accounts with like characteristics. This creates better synergy, efficiency and focus—and an enhanced experience for the customer. SAP also sees value in verticals, which creates an opportunity to align closely with our biggest channel.
NEW MARKET PROGRAM – MARKET ENTRY LOCATIONS
End to end view of all market entry activities.
Centralized framework, establishing a repeatable, predictable process for market expansion and entry.
Communication Model driving a wider and deeper level of communication across Concur.
Coordinate Go-To-Market planning and execution across all of lines of business.
KPI’s and success metrics.
The Global Strategy and Operations New Market Program will provide:
NOTE: These markets need to complete Discovery Stage activities (Market, Product Offering, Gap analysis and initial business case) to be approved as 2017 markets.
UAE - DUBAI
Potential 2017 Markets
Due to the incredible growth experienced in 2015, our baseline number for measuring new ARR growth across Distribution is at a higher starting point—resulting in a BIG number for us to achieve... a 28% growth target. Let’s continue our trajectory—we can do it!
Focused Selling & Success Teams
Drive YoY ARR growth
Minimize revenue attrition from customer and product losses
Drive the Customer Journey realizing full value of the concur solution
Create focused client selling and client success teams to work as a market unit along with blended marketing organization, including:
For Enterprise Americas, historically sales teams were focused on selling to both prospects AND clients. With the new internal structure, Client Sales Executives (CSE) and Client Executives (CE) partner together and are able to provide customers greater visibility to the value of Concur. CSEs provide value through expansion and cross sell. CEs provide value through building and maintaining a strategic partnership. This new structure gives us the ability to be more focused with customers—improving their overall experience and success with Concur.
For SMN Americas, Client Sales Executives (CSE) and Client Success Managers (CSM) work together as one team for our customers. CSEs grow the customer relationship through selling new services. CSMs ensure customers are getting maximum value from the services they have already purchased from Concur. Our “Power of One” is a winning combination for our customers, which is focused on delivering value through sales and retention.
Are my users (travelers & admins) happy with Concur’s products & services?
NPS & End User Survey
Do I have a relationship with Concur and do I feel committed
Business Reviews Tracking (ENT) | At Risk % (SMN)
Are we using products/services per our expected contractual volume?
Is Concur addressing my support needs within acceptable turnaround times?
Am I willing and committed to continuing our contract with Concur?
Contractual Term (ENT) | Billing (SMN
Is my business realizing value from the Concur products & services we’ve purchased?
Drive consistency in how we
track & measure Customer Health
across all of Concur
to deliver more value to customers
& Concur employees
Multi-phased global Program
Customer Health & Engagement
Single, optimized Customer Success tool
Automation to trigger impactful interactions
Enhance Client Dev engagement with customers
Integrate Customer Success within CLM
Simplified CTransformationlient Dev/Manager experience
NPS score > 40
Higher Retention & ARR
Define common Customer Health KPIs
Data insights to drive the business
Q2: 3-4 months
Q4: ~6 months
Kick-off cross-Concur data centralization program
Client Dev Transformation:
Visibility to overall customer health
(all management levels)
Client Dev Global Launch
Implement long-term Customer Success platform
Services & Distribution Customer Lifecycle Management (CLM) process & tools refinement
Launch actionable insights for Client Dev SMN & ENT Americas leveraging Scout
Data analysis & gap assessment
Establish customer health (CH) score with alignment across Distribution, Services, R&D, etc
Dev & Services customer engagement model
Customer health feedback integration with Product & Services teams
Optimized CLM program
Offering & Sales Process
A deliberate focus on succession and
for our accelerated and fast track employees and leaders. Measuring progress in
and ensuring there’s accountability at both the employee and leadership levels.
Develop GTM Talent Pipeline framework – a way to highlight the many career paths and offer the tools needed to progress your career.
Be the catalyst for field employees to embody our culture, drive toward shared goals, and gain knowledge to be productive quickly. Enable employees across the organization to increase productivity, efficiency, and engagement.
in resources leaders can use to strengthen
“How likely are you to recommend your direct manager as a manager you trust?”
is measured frequently via pulse and annual
Market-Specific Travel Integration
Offering Improvement – holistic approach to strengthening our competitive position in target segments. This year, Distribution will focus on Large Market (LM) and Nationals segments for this work. This includes our product, the way we sell, our implementation and support services, and marketing.
ffering & Sales Process
Continue to enhance and refine Q2O process
Focus on tighter integration and visibility between Marketo and SFDC
Improve reports to give the business better insights to enable them to work smarter
Enablement expansion to include on-going education, accreditation and deeper in-market relevance
Creation of a Program Management Office to drive Distribution-wide strategic initiatives and process improvements (i.e: New Market Expansion, Customer Health and Engagement)
Extending SAP conversion program beyond SAP’s Cloud-For-Travel customers to also bring on premise SAP customers onto Concur’s platform
Improve SLA’s for field-facing support
2016 Focus on User-Friendly & Business Ready
Spend Management (Core)
Small and Mid-sized businesses
TripLink & Platform
End user Experience, activation & engagement
Stability and Infrastructure
In 2016, Concur will deliver significant enhancements that will further our vision to manage all employee discretionary spending including:
User friendly solutions that employees
to use in order to help manage spending
Business ready solutions that scale no matter the size of organization and provide data and insights to control costs, maintain compliance and drive efficiency
2016- Online Booking Tool
Air Shop & Book – Flex & Unbundled Fares, single page checkout
Rail Shop & Book – Expanded EU content; Cxl/Rebook UI
Hotel Shop & Book –
enriched property detail
amenities, images, reviews; recommendations
2016 TMC Services
Control booking with approved amounts, Trip change re-approval flow, passive approvals
Create, Submit & Modify; Approval flow UX improvements
Request creation from TripLink itinerary
Correx Contracting & Migrations –
Concur Travel / Compleat Integrations-Seats, Payment, Unused Tickets
TMC Support –
Compleat, Reporting Integration, Agent Partnerships
Launch New TMC Services –
Virtual Payment, Travel Self Service, TripIt4TMCs
Launch Itinerary Capture from TMCs (TMC2Expense)
Redesign Web & Mobile TripIt Experience
Enhanced TripIt experience for end users
Globalization groundwork for TripIt
TripLink market expansion
LLF Shop for Triplink Air Bookings
2016 TripIt & TripLink
development planning link:
For SMN/Ent Americas, we are expanding our strategic industries approach, with added focus in higher education, government contracting, life sciences, healthcare and the federal government. We have chosen to focus on industries with unique needs, greater customer references and a significant amount of upside in terms of overall market opportunity. This includes a full customer lifecycle approach to business via marketing, business development, sales, customer development and service delivery & customer success.