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Management Consulting Services Services and Credentials

Management Consulting Services Services and Credentials

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Management Consulting Services Services and Credentials

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  1. Management Consulting ServicesServices and Credentials Prepared for Marathon Oil Company

  2. About PricewaterhouseCoopers

  3. Our Commitment • We are committed to our long term relationships with our clients. We are dedicated to working with you to build your E-Business. As such, we will: • Dedicate an experienced team • Begin immediately and work to meet your desired goals • Team effectively with any of your chosen partners • Challenge your thinking • Execute with speed and quality • Be prepared to add value in other areas as needed, such as security, taxation, business processes, organizational development, change management, logistics • Commit to being your long-term E-Business partner

  4. PwC Experience - World Class Resources • People: • World’s largest professional services firm • Consulting practice consisting of over 30,000 people world-wide • Total solution provider - Strategy through implementation and operations • 1,500 E-Business professionals across all major industries and services • Deep energy experience - dedicated upstream and downstream professionals • Strategic Alliances: • Hardware / Software Vendors • Industry Associations (CERA, BizTech, National Petroleum Refiners Association) • Research Organizations Forrester Research, Gartner Group, Goldman Sachs, commerce.net) • Thought Leadership: • E-Business Tech--nology Forecast • E-Business KnowledgeSource • Retail Intelligence System • E-Business Best Practices Forum • PwC E-Business website

  5. PwC Commitment to E-Business • Our management consulting services practice (MCS) is a global practice with over 30,000 resources. We are a recognized leader in the integration of change management and information technology. Through a powerful combination of future-oriented technologies grounded in a broad range of strategic consulting services, our diverse and broad experience enables our professional staff to view management problems from different perspectives, thereby enhancing our ability to provide quality client service. Americas -16,000 MCS personnel • Europe, Middle East & Africa - 12,000 MCS personnel Asia Pacific - 4,000 MCS personnel • Size, Scale and Depth • We serve more than half of the world’s 500 largest companies • We are the largest ERP integrator in the world • We are the largest Data Warehousing service provider in the world • We are the largest Customer Relationship Management (CRM) service provider in the world • We are the second largest Strategic Consulting services provider in the world • We are consistently ranked as one of the three largest E-Business service providers in the world

  6. Management Consulting Services • Focused Multi-Dimensional Expertise Process Expertise • Marketing • Sales • Customer Service • Best Practices • Benchmarking Client Focus • Client Teaming • Knowledge Transfer • Creative Risk Sharing Economic Arrangements Software Package Knowledge • Strong Vendor Alliances • Internal Training Programs • Package Implementation Mind Set • Enterprise-Wide Implementations • Industry Templates Technology Expertise • Planning and Architecture • Systems Integration • PwC Resellers • Systems Development • Technical Benchmarking Program Management • Large Scale Project Experience • Systems Management Methodology • Automated Project Management Tools • Global Capability and Consistency Advanced SoftwareEngineering Centers • Conference Room Training • Verify Software/Hardware Combinations • Jump-start projects • Prove Integration Capabilities • Advanced Technology Center (Menlo Park) • Reports on New Technologies • Consults on Technology Decisions Change Integration • Methodology • Practice Tools • Organizational Efficiencies • Strategy • Thought Leadership Industry Expertise • Industry-Focussed Project Teams • Industry Best Practices • Industry-Specific solution portfolios E-Business • Global pool of trained E-Business consultants • Firmwide leverage across all service lines • Network of Global Competency Centers

  7. Our Go-To Market Focus PwC's Management Consulting Services (MCS) practice provides a broad range of consulting services. Particular focus is placed on delivering Information Technology and Process Improvement services to multinationals and large domestic public and private entities. PwC’s focus is through alignment of key industries. The Energy industry includes Oil & Gas (both upstream and downstream), Chemicals, and Utilities.

  8. PwC Experience - Top Rated Consulting Practice • Gartner Group has identified PricewaterhouseCoopers as a leader in vision development and ability to execute top line management initiatives Challengers Leaders PricewaterhouseCoopers Strategic change DataWarehousing / Mining IBM MCI system house Deloitte & Touche Ernst & Young James Martin & Co Andersen Consulting E-Business Customer RelationshipManagement Ability to execute KPMG PeatMarwick CSC Consulting DMR Sales ForceProductivity Callcenter Agilis Visionaries Niche players Completeness of vision

  9. PwC - The leading Systems Integration Provider • A recent survey by Information Week of 380 IT and project managers who use the services of leading SI vendors ranked PricewaterhouseCoopers as the highest rated Big Five systems integrator in: • Overall Satisfaction • Knowledge Transfer • Service Levels • Meeting Deadlines • Integrator Talent • Customer Service

  10. Our E-Business Capabilities

  11. Why PricewaterhouseCoopers for E-Business? • We have the vision and reach to ensure cutting-edge solutions • We are aware of the pervasive effects that E-Business is having on institutions worldwide. • We understand that E-Business is more than just technology; it influences the fundamental business strategies and operations of every organization. • We are well positioned with resources to help clients benefit from these transformational trends. • Our E-Business service work has helped our clients generate proven results by • Creating opportunities for Market Growth, • Revealing new sources of profitability, • Achieving sustainable competitive advantage. Web-based trading and settlement Market feasibility assessment Global supply chain integration Online content distribution E-procurement E-Business market entry strategy E-BusinessStrategy

  12. Risk and Vulnerability Certification Strategic Planning Global Tax Minimization and Regulatory Compliance Personalized Marketing ERP Integration Business Control & Assurance Suppliers Core Business Channel Partners Customers Resellers VARS Full Value Procurement Customer Self-Service Data Warehousing andKnowledge Management Organizational Efficiency and Outsourcing E-Business - An Integrated Solution • Providing an E-Business Roadmap • We believe E-Business encompasses all of what has been called electronic commerce - the external channels beyond the boundaries of an organization - and goes on to include every aspect of strategy and operations. Unlike electronic commerce, E-Business is less about technology than it is about business. PricewaterhouseCoopers focuses on helping businesses to do business differently, and be aware of a new range of options that are becoming available to survive, compete and succeed. • Our global E-Business professional services incorporate each of our service lines across a client’s value chain to provide an integrated solution, as shown below.

  13. PwC Experience - E-Business Services - Vision to Value • We work closely with our clients from vision through tactical implementation and offer a broad range of E-Business services E-Business Strategy Website Development Value Chain Integration Technical Integration Architecture Design, Management & Maintenance Financial / Tax & Legal Advisory • Competitive market assessment • Internal capabilities evaluation • Identification of critical success factors • Consumer research • Concept development and assessment • Business / operations planning • Org design, staffing, and rewards • Multi-media management • Website architectural design • User interface development • Audience / traffic development • Marketing / Branding • Content Management • Market and Customer Management (e.g., E-Commerce, Sales Channel Management, customer care, bill payment) • Supply Chain Management (e.g., Digital Asset Management, Web enabled ERP, E-Procurement) • Financial & Cost Management (e.g., Electronic sourcing, contracting) • Transactional processes assessment • Software development and/or evaluation • Software customization, installation and integration • Electronic commerce implementations • Integration with legacy systems • Technical architecture development • Change management • Site administration and reporting • Architecture Design / Integration • Application outsourcing • Hosting • Performance & Capacity Planning • Security authentication and privacy technologies • Network installation and integration • E-commerce related consulting - planning, installation, rollout • Audit / Assurance • Tax planning strategies • Legal / regulatory requirements • Risk management • Third party approvals • Strategic M&A • Capital / Cash Management

  14. PwC Experience - E-Business Thought Leadership The PwC Technology Forecast - An annual research study, the forecast explores unique technologies, history and future trends impacting the product and manufacturing space, and the impact of new technology on industry executives' business decisions and strategic planning. The forecast contains a business perspective based on interviews with industry experts and outlines events anticipated for a one-to-three year period. The forecast is developed by experts at the PwC World Technology Center, and is viewed by our clients as the most timely source of business technology knowledge available.The PwC E-Business Technology Forecast - An annual research study, the forecast addresses the issues and products in the E-Business technology space for both general and technical management. The forecast is a survey of E-Business platforms and applications, the technologies that integrate E-Business functionality with enterprise information systems, payment technologies, and the technical infrastructure supporting E-Business. Like the PwC Technology forecast, the E-Business forecast is also a publication of the PwC Technology Center. The PwC E-Business Technology Forecast - An annual research study, the forecast addresses the issues and products in the E-Business technology space for both general and technical management. The forecast is a survey of E-Business platforms and applications, the technologies that integrate E-Business functionality with enterprise information systems, payment technologies, and the technical infrastructure supporting E-Business. Like the PwC Technology forecast, the E-Business forecast is also a publication of the PwC Technology Center. E-Business "Paks" - The E-Business Paks are a series of thought leadership pieces that document PwC's E-Business knowledge and capabilities. These Paks provide insight into the benefits and applications of E-Business in the marketplace. The concepts in the Paks are a result of our work with clients all over the world. The Knowledge Pak provides an overview of E-Business, why it is happening, and the impact on industries and processes. The Pak examines each process in the value chain and identifies a related E-Business play, its value proposition, and the associated benefits. The Tech Pak is written for both the Information Technology (IT) and non-IT practitioner and offers an overview of the generic technical infrastructure required to support E-Business enabled applications. In addition, the Tech Pak provides an overview of the vendor landscape through categorization of vendor products into business processes, and a high level vendor and product analysis

  15. E-Business Best Practice Network PricewaterhouseCoopers brings together top-tier organizations that have demonstrated visionary thinking and thoughtful commitment to one or more areas of electronic business through our E-Business Best Practice Network. The BPNetwork is an E-Business consortium offering a single point of exposure to much of the thought leadership available today, both within PwC and throughout the diverse industries represented by membership.

  16. PwC E-Business Website • PwC has created an E-Business specific website that our own internal consultants, as well as our clients, can access for our E-Business thought leadership in the form of white papers and technology research results. Included on the site are numerous newsworthy articles about the latest hot topics in E-Business for various industries. In addition, the site features our definition of E-Business and a description of the E-Business service offerings and capabilities that PwC brings to its clients. www.ebusinessisbusiness.com

  17. E-Business Center of Excellence • PwC consultants have access to a number of resources that can be leveraged to help deliver high-quality E-Business solutions to clients. This section describes the components that comprise PwC’s E-Business Center of Excellence. The E-Business Paks are a series of thought leadership pieces that document PwC's E-Business knowledge and capabilities. The E-Business KnowledgeSource Lotus Notes database gives practitioners value-added, practical information that can help them in creating E-Business solutions for clients. E-Business KnowledgeSource E-Business Paks Global Champions Network Electronic Business Outlook E-Business Center of Excellence PwC maintains a global network of highly knowledgeable E-Business consultants that exchange E-Business ideas, experiences, and practices. The Electronic Business Outlook is an annual survey conducted by PwC and The Conference Board, which examines management attitudes and experience in introducing E-Business into company operations. Vendor Relationships PwC Best Practices in E-Business PwC develops and maintains relationships with leading E-Business vendors. PwC leverages these relationships to deliver outstanding solutions to our clients. PwC Best Practices in E-Business is a program that brings together a dozen leading companies that regularly share insights into E-Business implementation strategies and, through expert insights from PwC and others, identify best practices that drive their priorities.

  18. Our E-Business Tools

  19. Our E-Business Tools • Embedded in our global E-Business strategy is the ability to provide the highest value to our clients in the quickest time frame. Therefore, we have developed a set of E-Business tools which include a comprehensive set of offerings to support you along the continuum of strategy development through implementation. • Radar • E-Business Maturity Model Assessment (Emm@) • E-Business 4-Box Model • E-Business 7-Co Model • PwC Service Paks • PwC Accelerators • Advanced Software Engineering Centers • Intellectual Capital • E-Business Solution Topology

  20. Procure Materials/ Services Manage Logistics/ Distribution Manage Customer Order Perform Sales Perform Marketing Develop Products Produce Products Manage Customer Care …based on a generic value chain …that identifies where E-Business opportunities can be found Internet Marketing Procurement & Supplier Management Internet Sales Call Center e-Procurement Electronic Supply Chain Warehouse & Logistics Call Center Technology Enabled Selling EDI Shipping Customer Service Sales Configuration System Order Mgmt ERP What is E-Business Radar? Radar is an interactive web-based tool designed to develop awareness of E-Business …and explores E-Business Best Practices

  21. How do I use E-Business Radar? • Identify key areas and processes of interest • to the organization • Use Radar as a guide through these processes, • not necessarily hitting every question systematically • Structure the discussion around a workshop The result of your discussion guided by E-Business Radar will be suggested opportunities, both long-term and short-term, that could be targeted by the organization

  22. E-Business Radar

  23. E-Business Assessment EMM@ the E-Business Maturity Model helps you to assess how well your organization has adopted E-Business. EMM@ ensures a comprehensiveand consistent assessment and helps prevent risk within an e-business organization. Maturity Levels 1. Online Presence 2. Online Business 3. Integrated Online Business 4. Advanced Online Business 5. Full E-Business EMM@’s five maturity levels reflect how an organization will face different issues and respond differently as it progresses through its use of e-business EMM@ combines the E-Business knowledge from all lines of business

  24. EMM@

  25. EMM@

  26. PricewaterhouseCoopers 4-Box Model The PwC 4-Box Model illustrated below is used as the framework to guide brainstorming sessions. This model illustrates the role that E-Business can take at each incremental change to Marathon’s business model. • Convergence Connects an enterprise with its wider network of suppliers and interest owners • IndustryTransformation Companies use their expertise to service new clients in other industry sectors Degree of change to business model Simple new distribution channels with additional revenues and costs • Value ChainIntegration Online communities & collapse of the value chain, includes outsourcing • Channel Enhancement Enabler Transformer

  27. PricewaterhouseCoopers 7-Co Model Each idea generated from the 4-Box brainstorm session is validated, clarified, and prioritized using our “7-Co Model.” This model would enable Marathon to identify those initiatives that can create and maintain competitive advantage. Community Content Competition Company Collaboration Corporate Agenda Computing

  28. 7-Co Model: Validation and Prioritization Questions Key Questions – Company What will be your new value proposition in the connected world? Which are the new value drivers in the connected world? Which apply specifically to the community and content you want to play? What is the impact of the connected world on shareholder value? How will your enterprise be valued in the connected world? Which are the new revenue and cost drivers in the connected world? How will this impact your profitability? What business model should you choose? What operational models should you choose? Key Questions – Collaboration What activities are considered core and which are considered non-core? What non-core activities should be e-sourced? In the new community and based on the desired content, who do you need to collaborate with? What are the risks and opportunities of working with these business partners? What alternative business partners are available for you in the connected world? Based on what criteria should you select business partners? How will you perform ‘business partner management’? Key Questions – Community What non-virtual community is your organisation part of today? What virtual community does that imply for your organisation in the connected world? What combination of non-virtual and virtual community do you strive for? Why will this group act as a community? What are the common elements and what are the business drivers? What will be the new dynamics of the desired virtual community? Which are the new value drivers? What is the new value add in the community? Who will be best positioned in the new community? Key Questions – Computing What technological trends are key to your business? How will technology enable the connected enterprise? How will these technologies develop in the short and long term? What will the impact of these developments be on your business? How can you best align your IT strategy with your business goals? How about Web-enabling your ERP systems? How feasible is it? What will the impact be? Key Questions – Competition What will the new competitive game be in the connected world? What will the new competitive advantage come from? How sustainable will it be? What are the barriers to exit the traditional play? So which of your current competitors are best positioned to enter the new E-Business play? What new competitors can you expect to face in the connected world? How will barriers to entry change? How can you raise barriers to entry in the connected world? Do you need to collaborate with traditional competitors (e.g., to raise barriers to entry for the newcomers)? Key Questions – Content What will be the impact of E-Business on your current value add to your current community? So, what E-Business play will you go for? How will you position your company in the desired community? What will be your value add in the new community? Will you be able to make money in the new community? What core competencies will you base your value proposition on? Why these core competencies? What alternatives are there? What will be your new Customer Value Strategy? Key Questions - Corporate Agenda What will be your roadmap to transform to the connected world? What change strategy will be chosen to implement the connected enterprise in your organization? What risks are involved in the transformation towards the connected world? What will be the price of doing nothing?

  29. ToolKit Service Paks • Our Service Paks are industry specific and contain information to educate your organization as well as jumpstart your E-Business projects. The Knowledge Pak provides KnowledgePak • An overview of electronic business • Key statistics on what it is happening • The impact E-Business will have on your firm’s industry and process markets. KnowledgePak KnowledgePak The Industry Pak focuses on KnowledgePak • Practical uses for E-Business in the our target industries • An E-Business design for each process in the value chain • The E-Business play, value proposition and associated benefit for each process in the value chain KnowledgePak IndustryPak The Tech Pak focuses on • An overview of the generic technical infrastructure required to support E-Business enabled applications. • An assessment of the vendor landscape • Categorization of vendor products into business processes • A high level vendor and product analysis. KnowledgePak KnowledgePak TechPak

  30. Produc-tion Postpone-ment Go-To-Market/ Channel SC Integration Push /Pull Network Design Manage Logistics / Distribution Manage Customer Orders Procure Materials & Services Produce Products / Services ToolKit Accelerators and Templates • Accelerators are templates and tools which enhance deployment of your E-Business technology architecture, process redesign, organizational infrastructure and security development and are offered as part of each PricewaterhouseCoopers engagement. • E-Business Supply Chain Diagnostic • Interface Templates • Application Templates • ERP • MCM ERP Leverage Corporate Business Strategy Vendor Process Commerce One MRO Procurement SAP Siebel Customer Management Call Center SAP Products Markets Integrated Supply Chain Strategy I2 Demand Planning SAP SAP Demand Planning Oracle Supply Chain Processes Develop Supply Chain Strategy Integrated Supply Chain Planning

  31. Toolkit Intellectual Capital • Our advanced technology centers include a wide array of services from viewing new technologies to providing benchmarking data about your industry and processes. • The PricewaterhouseCoopers Global Technology Center, located in Menlo Park, California houses technology analysts and researchers who track and evaluate information technology trends to help clients identify and better understand market opportunities. • The Technology Forecast, published annually by the Technology center, continues to be the industry’s most comprehensive analysis of the universe of information technology — forecasting future trends in hardware, software, architecture, systems design and application platforms. • Using a variety of information-processing technologies — including artificial intelligence, automated system development, communications and document management the Technology center provides consulting and research on technology companies, industries and markets. • The Global Technology Center works with a number of other specialized groups within PricewaterhouseCoopers such as the Electronic Commerce Competency Center, the SAP E-Business Core Team, The Global Training Center, and others to ensure that our global expertise is leveraged in every engagement. Providing Intellectual Capital

  32. Toolkit Knowledge Resources • In order to enhance the delivery capability and creativity of our consultants, we • maintain a large number of on-line databases detailing the latest best practices, tools and techniques. Additionally these databases help consultants communicate globally so innovative solutions can be shared around the world. • KIT -- Knowledge Information Transfer • Knowledge Navigator • Centers Of Excellence: • SAP • PeopleSoft • Oracle • Baan • Data Warehousing • PI/SCM • Management Consulting Services Global Toolkit • Best Practices Database • E-Business Knowledge Source Global Access to Knowledge Resources

  33. Our E-Business Partners

  34. PwC - World Class Vendor Relationships Joint investment Formal Strategic Alliances Informal Alliances …we have considerable experience of working with these and other leading players, but we are vendor neutral Note: We illustrate vendors that are specifically referred to by our client citations.

  35. Perform Marketing Develop Products Perform Sales Manage Customer Orders Procure Materials/ Services Produce Products Manage Logistics/ Distribution Manage Customer Service E-Business Vendor Relationships Our relationships and experience with E-Business vendors and our knowledge of the market allow us to offer a comprehensive and customized portfolio of solutions which best suit the needs of your enterprise. • Internet Sales • Broadvision • Fischer Technologies • Intershop • Interworld • Moai Technologies • Open Market • Pandesic • Smart Technologies • Trade ’Ex • The Vision Factory • E-Procurement • Aspect • Actra • Arriba • Commerce One • Crossroute • Elcom • Elekom • Extricity • Fisher Technologies • Hatinger • Trade ‘Ex • EDI • Harbinger • Sterling • Electronic • Supply Chain • Plan & Execute • i2 • Manugistics • Warehouse & • Logistics • i2 • Extricity • Manugistics • Pandesic • Shipping • FedEx • UPS • Call Center • Siebel • Vantive • Field Service • Siebel • Vantive • Customer • Service • Brightware • Pandesic • Siebel • Smart Technologies • Vantive • Internet Marketing • Broadvision • Exchange Applications • Interwoven • Open Market • Prime Response • Siebel • Smart Technologies • Trilogy • Vignette • Component • and Supplier • Management • Aspect • Order Mgmt • Extricity • Interworld • Open Market • Pandesic • Siebel • Smart Technologies • SpaceWorks • Vantive • Trilogy • Call Center • Siebel • Vantive • Technology • Enabled Selling • Siebel • Vantive ERP: Oracle, PeopleSoft, SAP, Baan Resource Mgmnt: InfoDream, Opus 360

  36. Our E-Business Experience

  37. PwC Experience - World Class E-Business Clients

  38. Some recent PwC E-Procurement implementations

  39. PwC’s E-Business Clients (Continued) E-Business Strategy E-Business Process Improvement E-Business Systems Implementation • Active Aero • Adaptec • Advanta • AIAG • Allmerica • American Express • Anheuser-Busch • AT&T • AUTIF • Bank of Ireland • BASF • Baxter International • Bokus Books • Bristol-Myers Squibb • Cambridge University Press • Charles Schwab • Citibank - Payment Services • Citicorp - Credit Card Division • Compaq • Con Edison • Concert • Coors Brewery • DaimlerChrysler • Delaware International Advisors Limited • Deutsche Post AG • Direkt Anlage Bank • Eastern European Equity Trading • El DuPont de Nemours and Company • Eli Witt • Elmsdale Media • ESM Consortium • First Union National Bank • Ford • Government National Mortgage Association • Grand Union • Hamburg Savings Bank • Handelsbanken • Hershey Foods Corporation • Hewlett Packard • IBM United Kingdom Limited • Advanta • Anheuser-Busch • Bank of Ireland • Baxter International • Bokus Books • Cendant • Citicorp - Credit Card Division • Compaq • Concert • Coors Brewery • Delaware International Advisors Limited • ESM Consortium • First Union National Bank • Handelsbanken • Hershey Foods Corporation • Hong Kong Government • Hydro-Electric Corporation • IBM United Kingdom Limited • Individual Reference Services Group • Integrion • Internal Revenue Service • Iomega • Large West Coast Insurer • Lloyds TSB • MBANX • McGraw Hill • Multi-client (UK) Electronic Access • Multi-client (US) electronic access • NatWest • New York New Media survey • Nippon Telephone and Telegraph • NTT Data • Pepsi Cola - North America • Reuters • SAP • Smart Shopping / Consumer Direct • Active Aero • Adaptec • Advanta • AIAG • American Express • AT&T • AUTIF • Bank of Ireland • Banta • BASF • Cable Advertising Bureau • Cambridge University Press • Cendant • Charles Schwab • Citibank - Payment Services • Citicorp - Credit Card Division • Compaq • Con Edison • Concert • DaimlerChrysler • Deutsche Post AG • Direkt Anlage Bank • Eastern European Equity Trading • Eli Witt • Elmsdale Media • Ford • Government National Mortgage Association • Grand Union • Hamburg Savings Bank • Handelsbanken • Hewlett Packard • IBM United Kingdom Limited • Integrion • Internal Revenue Service • Iomega • Large West Coast Insurer • Lloyds TSB • MBANX • McGraw Hill • Multi-client (UK) Electronic Access • Multi-client (US) electronic access • NatWest • NECX • New York New Media survey • Nissan • Panasonic Factory Automation • Pepsi Cola - North America • Pfizer Pharmaceuticals • QualEx (Division of Kodak) • SAP • SGZ Bank • SIMAP (European Union) • Simon & Schuster • Skandinaviska Enskilda Banken (Sweden) • Smart Shopping / Consumer Direct • Societe Generale • Star Enterprise (Division of Texaco) • StorageTek • SunTrust Bank • The Consortium • Thomas Cook • United States Navy • United States Postal Service • US Department of Defense • US Department of Education • US Department of the Interior • Warner Lambert • StorageTek • SunTrust Bank • The Consortium • Thomas Cook • United News & Media • United States Postal Service • US Department of Defense • US Department of Education • US Department of the Interior • VISA • Whirlpool Corporation • Individual Reference Services Group • Integrion • Internal Revenue Service • Iomega • JC Penney • McGraw Hill • MCI Communications • Multi-client (UK) Electronic Access • Multi-client (US) electronic access • NatWest • NECX • Nippon Telephone and Telegraph • Nissan • Panasonic Factory Automation • Pepsi Cola - North America • Pfizer Pharmaceuticals • Press Association • Prudential Securities, Inc. • QualEx (Division of Kodak) • SAP • SGZ Bank • Simon & Schuster • Smart Shopping / Consumer Direct • Societe Generale • Star Enterprise (Division of Texaco) • StorageTek • SunTrust Bank • Swift • Thomas Cook • United News & Media • United States Navy • US Department of Education • US Department of the Interior • US Postal Service • VISA • Warner Lambert • Whirlpool Corporation

  40. E-Business Client References • Strategy Development • Value Chain Integration • Technical Integration • Web Site Development

  41. E-Business strategy Citation: Anheuser-Busch Business Overview • Anheuser-Busch was seeking to enhance its E-Business strategy and selected PwC to help identify • E-Business opportunities and estimate the level of required investment and benefits. PwC prepared a comprehensive strategy and roadmap to enable Anheuser-Busch to achieve its E-Business objectives. Scope of E-Business Project • Studied all business functions, searching for ways to apply various types of EB technology • Identified the top five opportunities in each management business function • Performed cost/benefit analysis to forecast investment and payback for the company • Worked with functional sponsors to forge consensus within senior and middle management Business Benefits • Formulated a comprehensive EB strategy that addressed all business functions within Anheuser-Busch • Gained management buy-in on high-level plans and budgets • Prepared a roadmap to enable Anheuser-Busch to achieve competitive advantages

  42. E-Business strategy Citation: CVS Business Overview • CVS selected PwC to assist in developing the strategy and business requirements for CVS’s e-retail (B2C) initiative. Three on-line competitors had recently completed high profile launches and stakeholders were demanding a significant response. Scope of E-Business Project • Conducted competitor and industry research • Conducted strategic planning workshops among senior executives • Developed business requirements (functional, operational, and organizational) for the initiative • Evaluated alternative implementation strategies • Developed implementation and resource plans • Served as the central project management office for the initiative • Conducted executive education sessions on E-Business topics of interest Business Benefits • CVS was able to jump-start its e-retail initiative, leapfrogging its drugstore and on-line competitors in developing a true multi-channel offer

  43. E-Business strategy Citation: Hershey Food Corporation Business Overview • Hershey Food Corporation was seeking to design and develop an EDI strategic plan. Hershey asked PwC to review the business processes and functions and identify E-Business opportunities. Scope of E-Business Project • Studied all business functions, searching for ways to apply various types of EB technology • Identified the top five opportunities in each of Hershey’s management business functions • Defined cost/benefit studies to forecast investment and payback • Developed a tactical implementation plan for Hershey covering all technical and process areas Business Benefits • Formulated a comprehensive EB strategy that addressed all business functions of Hershey • Gained management buy-in on high-level plans and budgets • Designed roadmap to achieve competitive advantages • Implemented the EB strategy after gaining Hershey management approval

  44. E-Business strategy Citation: Johnson & Johnson Business Overview • This pharmaceutical corporation commissioned PwC to assess the sector transformation of hospitals Scope of E-Business Project • Extensive Voice of the Customer analysis of hospital and supply chain needs • Re-engineering of supply chain to introduce point of use data capture: order consolidation, reduced cost and improved usage information • Detailed design of new largely automated supply chain using Internet technologies • Negotiation with other vendors to involve them in a supply consortium Business Benefits • Design of new supply chain validated with client, hospitals, and other suppliers • Consortium formation underway

  45. E-Business strategy Citation: Pepsi Cola Business Overview • Pepsi Cola was looking to assess an EDIU program and strategy plan. Pepsi asked PwC to assess its competitive advantage perspective to better understand the use of E-Business technology. Scope of E-Business Project • Studied Pepsi’s business functions to generate options to apply various types of EB technology • Formulated an EB strategy • Worked with functional sponsors to forge consensus on the EB technology and EDI within Pepsi management • Prioritized EB and EDI opportunities and programs • Developed organizational and process plans for different functions at Pepsi Business Benefits • Prepared a comprehensive EB strategy that addressed Pepsi’s business functions • Designed a roadmap to achieve competitive advantage • Re-engineered Pepsi’ s EDI processes

  46. E-Business strategy Citation: Storage Tek Business Overview • Storage Tek engaged PwC to develop and present an enterprise-wide strategy to determine and capitalize on business opportunities for e-commerce. Scope of E-Business Project • Help Storage Trek to develop, publish, and present an enterprise-wide strategy to determine and capitalize on business opportunities for EC • Conducted interviews with “content experts” within Storage Tek and its partners to document requirements • Worked in conjunction with Storage Tek’s IT department to conduct a thorough technical evaluation of the company’s IT environment and Internet-specific technologies • Documented the best EC practices in the industry Business Benefits • Presented an “Electronic Commerce Strategy and Roadmap” to management • An Automation Steering Committee was created to review automation opportunities and to prioritize EC initiatives within the company • PwC and Storage Tek have formed a partnership to implement solutions in the areas of service, channel sales, and supply-chain EDI

  47. E-Business strategy Citation: Thomson Electronics Business Overview • This project involved the creation of comprehensive E-Business strategic assessment and plan for this global consumer electronics manufacturer. PwC was invoked by the client to develop an E-Business strategy to enable the company to gain competitive advantage via the establishment of a new web-based sales channel. Scope of E-Business Project • Conducted a comprehensive E-Business strategic assessment and plan • Identified and prioritized list of resulting E-Business initiatives categorized into Pre-Sale, Sale, and Post-Sale opportunities • Developed and started implementation of 1st Stage initiatives (centered around aspects of a 24hrs per day full web service; product information, product ordering, pricing, customer service, order tracking, and availability checking) Business Benefits • Business case projects $66M in incremental gross margin over 5 years • Expected increase to margins of approx. 10% per unit • Control of customer relationship and data and improved control of Brand image • Promotion and Upsell opportunities through direct consumer contact and dealer information • Increased customer/end consumer satisfaction via more efficient product information and order management capabilities

  48. E-Business strategy Citation: Warner-Lambert Business Overview • This large multi-national pharmaceutical group selected PwC to develop an overall E-Business strategy that covered an analysis of the shifting industry structures and competitive responses to E-Business trends. The primary concern was the need for cost efficiencies in the following areas: acquisition cost of goods and service, internal processing costs (creation of requisition, purchase order preparation, processing, handling) for each transaction , personnel costs, and inventory costs. Scope of E-Business Project • Recommended strategic initiatives that addressed increasing E-Business and market pressures Business Benefits • Recommendation resulted in the partnership between Parke-Davis (Warner-Lambert) and PlanetRx - expanding into additional channels

  49. E-Business strategy Citation: Whirlpool Business Overview • Whirlpool Corporation contracted PwC to construct a cross dimensional EDI strategy Scope of E-Business Project • Studied all business functions searching for ways to apply various types of EB technology • Identified top five opportunities in each of Whirlpool’s management business functions • Developed an EB strategy for Whirlpool • Worked with functional sponsors to gain management consensus on the EB/EDI strategic plan • Prepared a budget and work plan Business Benefits • Formulated cross-functional and divisional EDI plan at Whirlpool • Evaluated the current EDI program, focusing on areas of improvement • Assessed Whirlpool’s competitive position in the EDI arena • Constructed a five-year tactical plan for moving forward

  50. E-Business strategy Citation: Manufacturing Consortium Business Overview • This large multi-national manufacturing group selected PwC to conduct an assessment on the impact of the internet on their businesses. Members of the consortium included a global leader in health care products and a global leader in the beverage industry. • The primary concern was how new channels can be effectively utilized to market directly to the end-consumer. Scope of E-Business Project • Identified and resolved major technical and legal issues • Redesigned the marketing process. • Segmented target audience and identified key target groups and individuals Business Benefits • Reduced learning curve time through a live database of interactive tools to attract new customers, shared across the consortium • Reduced customer attraction costs • Expanded marketing channel efficiency and effectiveness