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Microsoft at Carlsberg. Anders L Munck January 13t h 2008. Carlsberg Presentation Title – Month/Day/Year – Month/Day/Year. Page 1. Business Strategy. 2. Market leading positions, 1999. Denmark Ownership: 100%. Portugal Ownership: 30%. Malaysia Ownership: 28%. Nepal Ownership: 48%.

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Carlsberg presentation title month day year month day year

Microsoft at Carlsberg

Anders L Munck

January 13th 2008

Carlsberg Presentation Title – Month/Day/Year – Month/Day/Year

Page 1



Market leading positions 1999
Market leading positions, 1999

Denmark

Ownership: 100%

Portugal

Ownership: 30%

Malaysia

Ownership: 28%

Nepal

Ownership: 48%

Market share

Market leader

Top 2-4

3


Market leading positions 2005
Market leading positions, 2005

Majority ownership in:

Denmark

Sweden

Finland

UK

Italy

Germany

Hong Kong

Singapore

Switzerland

Norway

Turkey

Poland

Croatia

Bulgaria

China

Vietnam

Serbia

Major transition from being a Danish business with license takers to being a global business with majority ownerships.

Many new opportunities to reduce cost and increase efficiency by consolidating business and governance.

Many new challenges to achieve benefits without jeopardizing local flexibility and competitiveness.

Joint Ventures in:

Russia

Ukraine

Baltic countries

Kazakstan

China

Nepal

Sri Lanka

Malaysia

South Korea

Vietnam

Laos

Cambodia

Market leader

Top 2-4

Most became part of Carlsberg after S&N deal in 2008

4



Sap microsoft

A good Software strategy establishes a mix of technologies that fit the business profile and goals without jeopardizing neither stability nor agility.

SAP & Microsoft

SAP Business Objects

SAP Portal

SAP HR

Agility

People are unstructured and need tools to communicate, collaborate, structure, and mature the ideas that drive the business forward.

SAP R/3

SAP Mobile/CRM

SAP APO

Processes

People

Stability

Processes are structured and need tools to be securely managed, connected, and developed to ensure smooth business operation.

MS Office

MS .NET

MS Exchange

MS Sharepoint

MS Dynamics

MS Project / Portfolio

MS Office Communicator


Software strategy
Software Strategy that fit the business profile and goals without jeopardizing neither

Software Costs

Various Applications

Few big applications

Many small/local applications

Known Cost

Supporting Business Processes

Core Business Processes

Procurement

Production

Sales

Marketing

Communication

Legal

Human Resources

Use MS technology to standardize non-SAP applications and reduce costs

Hidden Cost

Known and Reduced Cost

7


Enterprise application costs
Enterprise Application Costs that fit the business profile and goals without jeopardizing neither

1. Products from strategic vendors

Standard product or component from SAP or Microsoft.

If no standard product can fulfill requirements within an acceptable timeframe or budget then move down.

SAP/MS

2. Global custom solution

Global 3rdParty product or custom-built MS application supported internally.

If no 3rdParty or custom Microsoft application can be used then move down.

Global

3. Local custom solution

Local Custom applications using non MS-technologies, local 3rdparty applications.

Local


Enterprise application costs1

Business Initiatives that fit the business profile and goals without jeopardizing neither

IT Initiatives

SAP/MS

Global

Local

Enterprise Application Costs

Local or custom applications used for a limited number of users each

Cheap to start with, but IT cost and complexity rise fast.

Use for Unique local requirements

Standard software used globally

Highest initial cost, but much less expensive when scaled to enterprise level.

Use as widely and as many features as possible

Custom developed or 3rdParty software used for more than one country/region

Higher initial cost, but cost sharing quickly makes it cheaper to use.

Use for global requirements not offered by standard software.


Initiative 1 common infrastructure
Initiative 1 – Common infrastructure that fit the business profile and goals without jeopardizing neither

Outsourcing in 2006 to create common infrastructure..

10


Initiative 2 global platforms
Initiative 2 – Global platforms that fit the business profile and goals without jeopardizing neither

Northern Light (2004-2006)

River (-2008)

BSP (2009-2013)

..use new infrastructure to establish common European SAP Platform..

Italy (-2006)

11


Initiative 2 global platforms1
Initiative 2 – Global Platforms that fit the business profile and goals without jeopardizing neither

Monolit

..and use Microsoft to tie global regions together.

  • Sharepoint 2007 Platform

  • Custom Development Platform

  • Live Communication Infrastructure

  • Office 2007 Standard


Initiative 3 governance
Initiative 3 – Governance that fit the business profile and goals without jeopardizing neither

Global

Establish global governance to maximize benefits of global platforms and reduce inconvenience of centralization

Monolit

E Europe

NW Europe

Asia


Carlsberg presentation title month day year month day year

Business Initiatives that fit the business profile and goals without jeopardizing neither

IT Initiatives

SAP/MS

Global

Local

Goal


Microsoft projects
Microsoft Projects that fit the business profile and goals without jeopardizing neither

15


Carlsberg presentation title month day year month day year

Seven projects.. that fit the business profile and goals without jeopardizing neither

Communication

Desktop

Portal

Exchange 2007

Windows7

Sharepoint 2007

Upgrades to common tools

New platform for delivering custom requirements

Development Infrastructure

Live Communication

Office 2007

Business data Integration

Carlsberg Presentation Title – Month/Day/Year – Month/Day/Year

Page 16


Questions
Questions that fit the business profile and goals without jeopardizing neither

17


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