The Future of Business Success Hinges on How Well Innovation Drives Supply Chain and Procurement Advantages

Transcript of a BriefingDirect podcast on how the face of business processes is changing, becoming more of an integrated and strategic function built on shared data.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Dana Gardner: Hello, and welcome to a special BriefingsDirect podcast series coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas. We’re here the week of March 17 to explore the latest in collaborative commerce, and to learn how innovative companies are tapping into the networked economy.

Gardner

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions.

Our next thought leadership interview focuses on the future of business and how companies can benefit from the new insight and analysis that transparent business networks and processes allow.

The power of data-driven business networks and the analytics derived from them are increasing, but how do enterprises best leverage that intelligence as they seek new services, products and efficiency? How do automation and intelligence enter the picture for better matching buyers and sellers?

To learn more about how business -- led by procurement -- is changing and evolving, and how to best exploit this new wave of innovation, please join me now in welcoming our guests, Rachel Spasser, Senior Vice President and Chief Marketing Officer at Ariba, an SAP company. Welcome, Rachel.

Rachel Spasser: Thank you very much, Dana.

Gardner: We’re also here with Andrew Bartolini, Chief Research Officer at Ardent Partners in Boston. Welcome, Andrew.

Andrew Bartolini: Hi, Dana. Hello, everybody.

Gardner: Rachel, I’m getting this impression that procurement is really expanding, that it's growing up in a sense, not just a static business transaction, but something that is dynamic, living, and growing. Am I off-base, or is there more to it?

Spasser: You’re right on target, Dana. If you think about the history of procurement, it really was a back-office function that was primarily focused on cost savings in a very tactical way for most companies. As we’ve seen that function evolve over the past 10 years, it has become much more strategic in nature, and it has an impact on much more than just cost savings for an enterprise.

Spasser

As you can imagine, over the course of the past 10 years, there have been a lot of technological advances that have given the procurement professionals the ability to move from manual processes and manual tasks to automating those and therefore focusing on higher-order opportunities to deliver value to the company.

Gardner: Of course, we’ve also seen more e–invoicing, more of a digital trail, more data and information associated with procurement, and the size of the network, more people on it, the more information, and so we have a virtuous adoption benefit.

Are more and more people getting involved with some of these newer technologies?

More getting involved

Spasser: More people are getting involved. For the first couple of years, there were a lot of people sitting on the sidelines, watching what was happening and trying to understand how that could impact their businesses.

Today, people are embracing networks and embracing the opportunities that networks bring, such as e-invoicing. Today, something like 70 percent of companies are using e-invoicing in some capacity. That's a huge improvement and growth over even just a few years ago.

Gardner: Andrew, how are you viewing the maturation of procurement, and how do you see it expanding in terms of its implications for a business?

Bartolini: I echo Rachel’s sentiments. Over the past 15 years, we really have experienced a procurement revolution, although at times it feels a little bit more evolutionary in nature.

In 2006, the average procurement organization, from our research, managed about 30 percent of their total spend. A mere seven-and-a-half years later, that number has doubled. So the average procurement organization is now influencing a majority of their total enterprise spend. The best in class, the leaders in the field, are now managing between 85-95 percent of total spend.

Bartolini

So procurement has risen in stature. There is now a chief procurement officer (CPO) or a single point of contact within a procurement operation at about 85 percent of organizations.

Procurement has stepped out of the back office and into the front ranks, and continues to gain in stature. As it gains in influence, it continues to guide organizations in making smart decisions within the organization and identifying the right business partners outside the organization.

Gardner: We’ve seen the role and impact of social and community, of community vetting of processes, and people looking to their peers for trust and feedback. We know that’s impacted a lot of things. Is this playing a role in procurement as well? Is there a social factor here?

Spasser: There are plenty of opportunities in a couple of areas. First of all, from a risk-management perspective, having more information -- information that's both qualitative and quantitative -- is only going to help procurement organizations make better decisions.

When you look at the social and business networks, the community intelligence, and the data and the insights that live within that network, all of a sudden you’re providing infinitely more information and making the procurement executives smarter, enabling them to make better business decisions, and changing the nature of their game.

Instead of having to respond reactively to changes within the macro environment or within their supply chain, you now have the ability to arm them with information that can make them proactive in their decision making, and proactive in their approach to finding new suppliers, managing existing suppliers, and that really does change the game.

Fertile time

Gardner: It strikes me that the transparency and the ability to qualify and quantify have given us some really new and interesting services such as Dynamic Discounting, like the ability to create AribaPay, and also learn about innovation in the field. We have heard about MSC, where they’re pushing their ability to deliver inventory right into their customer's environment. So, it’s a very fertile time for business procurement processes.

Any thoughts about where the next level of analysis or insight will come?

Spasser: Absolutely. Just going back to your comments on Dynamic Discounting and AribaPay, when you look at procurement, both Andrew and I have talked about it becoming a more strategic function.

When procurement starts impacting the cash flow and the working-capital management of companies through opportunities like Dynamic Discounting or AribaPay, all of a sudden, it enters a completely different realm in terms of its importance and in terms of the amount of respect and inclusion that it gets sitting at the executive table within companies.

If you arm people with information, they have the ability to make better business decisions.

When you talk about what’s next, there are lots of different directions in which procurement can go with the information that they’re given. We talked about risk management, but as companies are coming up with corporate-responsibility mandates, whether that’s sustainability or green or fair labor practices, they can be negatively impacted if they don't truly understand every tier within their supply chain.

And we see this with companies like the Gap or Lululemon in the consumer packaged goods (CPG) and retail space, where these companies have really suffered severe brand damage as a result of having issues within tiers 2, 3, 4 and beyond in their supply chain. That’s one example, but it's a powerful example of how, if you arm people with information, they have the ability to make better business decisions.

Whether that’s a business decision related to offering a discount or whether that’s a business decision about choosing to do business with a supplier or not, based on what you know about them or their second and third tier suppliers, all of this is really important and it's changing the nature of procurement.

Gardner: You brought up governance, risk, and compliance (GRC). I had a very interesting discussion here at Ariba LIVE about InfoNet, using that in association with the data from Ariba Network, and reducing that risk by being able to predict using advanced algorithms and very complex and powerful analytics platforms to see into the future and predict when risks are unacceptable.

Let’s go to Andrew now. You have had some recent findings. You’re saying that procurement taps this intelligence, and things like InfoNet have predictive abilities. What is the market telling you, and how far are we into this? Have we just scratched the surface of analytics or are we into the third inning?

Early in the game

Bartolini: With the maturation of the procurement function, we’re still in the early part of the ballgame. If you look at the leading procurement organizations today, the characteristics of these best-in-class organizations are process, discipline, an ability to execute, and driving efficiencies and effectiveness.

What's now prized within the larger enterprise and within procurement itself is the ability to be agile and to drive innovation. This has effectively pulled procurement further into the spotlight, as it really does serve as a process hub within the organization and it really does serve as the prime relationship point for third-party suppliers.

The good news in all of this is that the technology that was introduced also around the time that we started thinking about the procurement revolution has finally started to catch up to the actual user needs, from a usability standpoint, from an integration standpoint, from a time-to-value standpoint.

We’re seeing organizations now move from the initial adoption, where they are just trying to get activity through their systems, to becoming more effective in their usage of these systems and technology.

The skills that reside within the average procurement organization are not where they need to be to be thought of as world class or operational excellence.

When you look at the challenges that a CPO faces, a lot of that is driven by the talent that resides within the organization. Sometimes that's doing more with less. It’s very hard for CPOs to get a new job requisition, even in very large companies, it's a challenge to get that investment in procurement.

Also, the skills that reside within the average procurement organization are not where they need to be to be thought of as world class or operational excellence.

Enter technology and automation. When you look at the reams of data that sourcing and procurement activity generate, the skills of the average procurement organization to go in and analyze and find the right trends, whether that’s pricing trends or identifying key risks, is still not where it needs to be. So, it’s early stages there.

But with things like InfoNet and business networks you’re starting to see the co-location of transactional information, communication that supports those transactions, and then an ability to analyze and make decisions based upon that, all within one central location. That's a very powerful asset for procurement.

Gardner: And not only in one location, but in a cloud environment, where information from an entire industry can be brought together with the proper anonymization, security, and privacy in place -- but then the insights can be global or scaled down to individual organizations.

Opening up

Bartolini: This is an area where enterprises are finally opening up. I worked in this industry 15 years ago, and everything was very proprietary -- our requirements on certain products or items or how much we were spending.

The Internet has really opened it up. Information is at everyone's fingertips. Organizations are starting to understand that there is value that can be created by sharing information in an industry, and particularly with trading partners.

From our research, we’re seeing that organizations can invest in a business network today and get a payback within a year, just based simply on transactional efficiencies.

Where this gets more interesting is when you start to introduce other social aspects. When you start to introduce third-party specialists, who can offer services that add value to all of the participants in a network, it becomes a very interesting place to be. That’s why there's such interest and excitement around business networks.

Leveraging specific skills will be more important, whether that's through contingent workforce or through hiring to very specific skills.

Gardner: It strikes me too that procurement is expanding its importance to companies. When we think about some of the labor issues that many are forecasting with the workforce of the future, it’s going to be difficult to get a highly skilled full-time employee. Or you might want to have them for a shorter period of time. So procurement becomes a facet of hiring. It becomes a labor-acquisition process as well, and then, of course, it goes to more services than just products or merchandise alone.

Rachel, the question is how strategic do companies view this? Andrew says that we need to get more competency and sophistication in procurement. Do companies appreciate that this is really more and more a part of their core assets strategy and a core competency?

Spasser: Definitely. Even this morning, I was speaking with a number of CPOs who talked about human resources as a key factor in whether they’re going to be able to get to the next business level.

I would agree wholeheartedly with Andrew that the skill set is going to be different than it has been in the past. Leveraging specific skills will be more important, whether that's through contingent workforce or through hiring to very specific skill sets.

One of the interesting things that we’re seeing is that, in a lot of companies, the procurement function becomes a rotation within the executive ranks, as they’re bringing people up and training them to be in higher levels of management. We see many of our customers taking people who really don't have a traditional procurement background and cycling them through the procurement function.

In fact, SAP is doing that itself. Marcell Vollmer, who has been a great advocate of Ariba, is not a procurement guy by trade, but has really made a huge impact on SAP procurement because he brings a different skill set. He brings that analytic background, and he brings that general business and relationship management savvy.

Complex services

When you look at the types of spend that companies are trying to attack today, you’re looking at complex services and you’re looking at a contingent workforce. Those take on a life of their own, because they are very, very different than buying a physical good.

We live in a service economy, and as that continues to evolve, it’s going to become more and more important to procurement and to companies as a whole.

Gardner: Andrew, thinking a little bit toward the future, we’ve talked about procurement now having a heightened role and a larger profile because of the analytics that are being brought to bear: The wider purview across services, and the impact with human resources, rather than just goods and materials and facilities.

As we get to more of a digital economy, a networked economy, like we’ve seen in consumer behavior, what do you see for companies when it comes to this notion of a shared supply chain -- that we’re all interdependent parts of a supply chain, and that we need to be thinking about it differently? Where is the shift in thinking that needs to come, and where does your crystal ball show you we’ll be in five years?

The consumer today really expects better, newer, and more innovative products in a rapid fashion and at a cheaper cost.

Bartolini: The consumer today really expects better, newer, and more innovative products in a rapid fashion and at cheaper cost. That's the world of procurement.

If you’re a procurement professional and your supply base looks much like it did 10 years ago, there are problems on the horizon. If your supply chain and your supply base looks like it does today come 10 years from now, there’s going to be questions as to the viability of your company.

The speed of business is most visible in areas like consumer electronics. You see the leaders in smartphones in one cycle are out of business five years later. This is happening in other supply markets. It’s not as visible, and maybe it's not as fast, but it is happening!

Organizations understand that the window of opportunity to generate a premium on their products and services has collapsed, and they’re increasingly relying on their supply chains to support capitalizing on those opportunities. That really creates a shift from net-sum negotiations to win-win negotiations. That creates a shift from managing contracts and service-level agreements (SLAs), to managing business outcomes. That really changes the view of a supplier from an order taker to one that’s a key collaborator.

Gardner: Rachel, thinking about organizations wanting to do this better, maybe they listen to this podcast or read this and they think, “I see procurement as more of a core competency, having a greater impact on our company. If we need to move at the speed of business going forward, we need to get better at this.” How do you start? Any ideas about resources, methodologies, and workshops? How do you get a new procurement competency process going in your organization?

Spasser: One of the greatest ways to learn is to learn from your peers. Conferences like Ariba LIVE really provide that opportunity, because you get the best of the best, and they’re sharing their true stories. And it's not just success. They’re sharing their pitfalls too, and they are sharing how they navigated through those to achieve the business outcomes that they sought.

Talk to peers

There are lots of books to read and experts to talk to, but I think that the best way to learn is to talk to peers who have been through the same process and who have candid feedback and candid advice to share.

Gardner: Perhaps identifying leaders and influencers in your field and following them on blogs or Twitter or other community-based and social-based interactions?

Spasser: Absolutely. There are plenty of communities, whether they’re on LinkedIn or whether they’re proprietary, like Ariba Exchange, and these discussions are happening everyday. I would encourage people to seek those out, participate in them, go to events, and really learn from those who are leading the way, because if they are not going to be on the train quickly, they are going to find themselves left way behind at the station.

The best way to learn is to talk to peers who have been through the same process and who have candid feedback and candid advice to share.

Gardner: Very good. We’ll have to leave it there. We’ve been exploring the future of procurement and how this age-old business function benefits from new insight and analysis that transparent business networks now allow.

And we have seen the data-driven business networks, and the analytics derived from them, are increasingly important to businesses, and that procurement is growing in its role and impact for companies worldwide.

So a big thanks to our guests, Rachel Spasser, Senior Vice President and Chief Marketing Officer at Ariba, an SAP company. Thank you, Rachel.

Spasser: Thanks so much, Dana.

Gardner: And we have been joined also by Andrew Bartolini, the Chief Research Officer at Ardent Partners. Thank you, Andrew.

Bartolini: Thanks, Dana.

Gardner: And a big thank you to our audience for joining this special podcast, coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions. Thanks so much for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Transcript of a BriefingDirect podcast on how the face of business processes is changing, becoming more of an integrated and strategic function built on shared data. Copyright Interarbor Solutions, LLC, 2005-2014. All rights reserved.

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Combining Big Data and Cloud Capabilities for ECommerce Matches Buyers and Sellers Like Never Before

Transcript of a BriefingsDirect on how a mid-market company saw immediate results from participation in Ariba Discovery, eliminating the need for mailing half a million catalogs a year.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're listening to BriefingsDirect. Today, we present a sponsored podcast discussion on ways that businesses are using cloud and e-commerce to improve how they do sales, marketing, and online transactions.

Gardner

We'll examine how one company, Ohio-based LLT Barcode & Label, has found powerful new ways to develop sales and leads using Ariba Discovery.

To learn more about how social tools and business networks are reshaping eCommerce and how companies like LLT Barcode & Label is using the cloud to better connect with new customers, please join me in welcoming our guests today.

We're here with Rachel Spasser, Senior Vice President of Marketing at Ariba, an SAP Company, and Kris Hart, the Account Manager at LLT Barcode & Label in Stow, Ohio. Welcome, Rachel and Kris. [Disclosure: Ariba is a sponsor of BriefingsDirect podcasts.]

Kris Hart: Hi. How are you doing today, Dana?

Rachel Spasser: Thanks, Dana. Glad to be here.

Gardner: Rachel, this whole concept of finding customers, developing leads using cloud, using the networked economy and how people are linked up now more-and-more has become a function of the data that people are able to access.

Tell me a little bit about how things have changed, say now, versus five years ago, in terms of just connectedness, and how this is now being brought to bear on an age-old problem, which is finding sellers for buyers, and buyers for sellers?

Spasser: We're talking about major changes that have gone on in the past few years. If you think about the mantra around marketing, it's always been to make yourself, your product, and your company relevant to potential buyers.

Spasser

Ten or 15 years ago, as the Internet was really coming into its own, it provided significantly more data that helped us understand demographically, and a little bit behaviorally, who our customers were and what they were doing.

When we talk about the networked economy, business networks, and connected commerce we're really taking that to a whole other level, where as marketers, we're able to hyper-target, our potential customers not just on their demographics, but also be able to predict when they're going to be ready to buy.

They overtly raise their hand and say, "Hey, I'm interested in buying by a connected RFI or RFQ process." But we can also analyze the myriad data that's available today and put both unstructured data and structured data together in a way that helps us predict when they are going to be ready to buy. That's when we can actually present them with compelling offers. So it really does change the whole nature of the game.

What's appealing?

Gardner: Kris Hart, do you really care whether it's the cloud or the networked economy, or whether it's structured or unstructured data? What appeals to you in all this in terms of the change that's going on?

Hart: In general, you don't really care one way or another how you get it. the cloud and e-commerce makes everything a lot easier, not just for the seller, but also the buyer. It really helps with the relationship, and being on the cloud is much simpler, faster, and easier.

Gardner: Tell us a little bit about LLT Barcode & Label, so that we have a better understanding of your business, the vertical, the challenges that you face in terms of growing your business, and finding new customers?

Hart: We started about 16 years ago. It was a small company, and we're still a small company, where it's hard to get out in front of buyers. When we started, we would send out about a half-million catalogs a year. Those catalogs have inside them labels, thermal transfer ribbons, and laser labels, and items like mobile computers and printers to be able to print those items.

Hart

We started out as a small company, basically a distributor for a company that needs to ship a label via FedEx, UPS, or however. They need a label on that box to be able to ship their product. So as far as vertical markets go, if you name a company, they have to ship something, and they'd be able to use that.

So we play in every single market out there. We gross roughly about $12 million a year and we have about 15 people who work for us.

Gardner: So, you're a mid-market firm, with potentially a very wide addressable market with anyone that's doing shipping and delivery activities. How did you do lead generation and sales and marketing before you started the cloud methods that seemingly have been so successful?

Hart: The way we started is that we would have a lot of catalogs printed with our most popular items and then we would buy lists from Hoover’s, or somebody like that, and we would send out half a million catalogs a year.

We were hoping that everyone who got one of those catalogs would call us and want to buy something. But that's not the case, and over the past 15 years, that return on investment (ROI) has gone down significantly.

We started out as a catalog company, and now the catalog companies are, in a sense, dying or aren't as successful by and large. So we had to find new ways to grow our business.

Gardner: Correct me if I am wrong, but that was mostly you pushing your message into some other organization, with not a lot of pull necessarily. It seems to me that you would want a little of both, the pull and the push. How did the cloud change that equation?

Internet has helped

Hart: The Internet has really helped. A lot of people at home are using sites like Amazon.com and eBay and they're getting used to just looking on the Internet when they need to buy something.

When they go into work, because it's so easy at home, they want to be able to do the same thing. It's a win-win for both sides. We don't have to print lots of catalogs every year, and they can just find us on our website or search engine via Google, Bing, whatever.

Gardner: Why wasn't it just creating website and being part of the massive index that Google and other search engines use? Why was it better moving towards a structured cloud environment, an e-commerce cloud, a networked economy approach like Ariba Discovery? Why was that different?

Hart: The biggest thing with Ariba Discovery is that it's very much like match.com. We wanted to be in front of buyers when they were ready to place an order. We wanted to be that company that that person on the other end is going to come search for, see us, and give us an opportunity for their business.

If I walk in in the morning, I already have leads there. I already have an opportunity with a buyer who knows what they're looking for. They're out there on Ariba Discovery, asking me, "Can you help me?" That's a lot easier than like the catalog theory, hoping that someone runs across your website.

You know automatically what that buyer is looking for and where that buyer is.

You know automatically what that buyer is looking for and where that buyer is, and hopefully within a couple of sentences, a couple of conversations with them, you can figure out when they need to buy.

Gardner: Back to you, Rachel. When you hear Kris describing how they’ve come to these new approaches, what are you thinking? What is it that occurs to you?

It seems to me that he is talking about an ability for a mid-market company to scale down to the individual. It's pretty impressive, the granularity with which commerce could happen. Not only that, but at the scale of a global marketplace, it's kind of fascinating that it’s both downscale and upscale at the same time.

Spasser: It is, and I think if you listen to what Kris said, the Internet has enabled business to be done faster and for him to find new customers faster and more efficiently.

But where the business networks really differentiate themselves from the Internet as a whole is that there is a common platform, where both buyers and sellers are going to connect and find very specific commodities or services that meet their specifications. Creating a platform that enables them to get to that level of granularity enables them not just to conduct commerce faster, but conduct commerce smarter.

More and more data

As we look at the value of the business networks, over the course of time, these networks are, in essence, aggregating more and more data and insights that ultimately help companies like LLT Bar Code in that mid-market that want to do business globally. At the same time, it helps global buyers that want to buy, for various reasons, from companies that are either local suppliers, from companies that might have green initiatives, women-owned business, or diverse-owned business.

So there are a lot of different criteria that go into determining who you want to buy from or sell to. The beauty of the business network is that it gives you the ability to both get insight and get a lot of information on the buyer or the seller, and to connect based on very, very specific criteria.

Gardner: Kris, one of the things that’s interesting in comparing a web-based open-Internet approach to something more standardized is speaking the same language, data, metadata, taxonomy. It might be one thing for you to put up information on your website, but somebody who's searching, or even the search engine algorithms, might not understand the importance of certain terms and lingo.

Is there something about going into environments dedicated to buying and selling, where you can actually line up the right information, description, indexing and terms, or even just the way of doing business, the process behind doing business? Tell me how a common understood business-oriented environment has helped with your results as well?

Hart: Well, with Ariba Discovery it’s great. They have postings for all sorts of commodities and items that a buyer may be looking for. A buyer can check them off on his screen and then send out an RFQ.

With Ariba Discovery it’s great. They have postings for all sorts of commodities and items that a buyer may be looking for.

The nice thing about having that similar platform is that I set up a profile. I select specific commodities of the types of business and the items that we operate in. With that, a lead is automatically given to me. The buyers are looking for specific things, and it may be in his own terms or maybe a little bit different than how he may search it on the Internet and possibly miss us.

I can take my list of commodities and then it will be automatically generated. It’s going to come pretty close. He is going to be right there for me to be able to respond to whether or not we can help them, yes or no.

Gardner: So those hit-or-miss semantic issues that are certainly part of the Web are fixed and amended. Your semantic matchmaking, as you put it earlier, is automated and therefore that probably makes this a lot more powerful. Tell me how powerful. What are some examples of what’s happened when you have gone to Ariba Discovery for lead generation and new market penetration?

Hart: We started looking at Ariba Discovery in late 2011. We were trying to find some other way to gain new customers and to grow the business. We decided on Ariba Discovery in January of 2012. There were a couple of RFPs out there, and I thought, "Why not give it a shot?"

So we respond to a couple, and the first RFQ that I had responded to was for some blank labels and a couple of colored labels. A couple of weeks later I get an email from the client that had posted the RFQ, and they want us to bid on their entire distribution, labels, ribbons, and shipping items.

Too good to be true

And after going through their process of RFQs, add-in items, pricing, and everything else, we won about a $400,000 deal via Ariba Discovery. That was for a two-year contract, and that was the first one. It was almost too good to be true.

The great thing about it was that we started in the middle of January, when I responded to the RFQ and we had the contract and everything signed and they were buying from us in April. Very quick process.

Gardner: What was your cost in acquiring this customer?

Hart: With Ariba Discovery, you can use Ariba Discovery for free or you can use the Mid-Level or the Advantage. And we decided to go with the Advantage.

That had some other benefits with the profile and things of that nature and it was only $3,000. We decided to take some of our marketing budget and put it into that and at least give it a shot. We were more than happy. We got our ROI right-away, and it's a much better and simpler process than sending out a half a million catalogs a year.

Gardner: Absolutely. Rachel, again reacting to what Kris has said, are we missing anything in this equation? I'm interested in this semantic match-up that takes place, the data, and how this can be automated. Kris is obviously talking about strong ROI. Is there more to the story here that we’re missing in terms of how buyers and sellers are matching up in new ways?

You’re not wasting your time. You’re not sifting through a lot of unqualified opportunities as the seller.

Spasser: We love to hear stories like Kris’ about immediate ROI. And we hear them over-and-over again from suppliers on the network.

One benefit, as we talked about, is the ability to define very specific criteria as a seller as to what you sell, so that when you do get posts that are directed to you, you know that they're relevant to you. You’re not wasting your time. You’re not sifting through a lot of unqualified opportunities as the seller. And the benefit to the buyer is the same.

As the buyer posts, their posts are being sent to people who are all qualified, who all have the ability to meet the specifications that they have created. Therefore, it's saving a lot of time on their part as well. When you look at the two-sided model, it really is a win-win both for the buyer and the seller within the network.

One of the hidden pieces of gold within the network is the data that's created over time from all of this transactional information, as well as data that is created individually from buyers and seller. They're providing information on ratings and reviews of how quickly they got paid, if they're a seller, by a particular buyer. Or it's the reverse, how accurate and on time deliveries are if you’re a buyer looking at a seller.

So, the unstructured information, combined with a lot of structured data, is creating an opportunity to make much better matches and have buyers and sellers that are much more informed about one another as they enter into business relationship.

We all know the more that we understand and have well-defined expectations of our business partners, the more effective those relationships are over the course of time.

Some structure

Gardner: Kris, you've obviously been exploiting and enjoying benefits from the discovery aspects of the Ariba network in the cloud. But, beyond the actual finding of that customer, that customer might have many years of business to be had and there needs to be perhaps some automation or structure around that relationship.

Have you been able to find that the services around process for procurement, automating the invoicing and PO process, the data, even the transactions. Is there sort of a progression here that, once you've established a connection with a customer, there are other ways to exploit these services and make that a more efficient customer relationship?

Hart: Yeah, it's funny that you bring that up. Right now, that particular customer has gone to Ariba for some other items that they are going to start using for procurement and different items like that. What we're hoping is that once that process takes over, then we can be in the supplier network and possibly even set up e-catalogs for them and make their process a whole lot more efficient and easier.

That way, if they have any transition in buyers, someone is on vacation, or anything like that, there are no questions about the items that they purchased from us. There are no questions on the pricing, on who to send the purchase orders to, or anything like that. It's all handled by Ariba.

You can now start connecting with multiple buyers via the network, which enables you to create even greater efficiencies.

Hopefully, we'll be able to set up a catalog, and they'll be able to smoothly purchase from us. It already helps us being on the supplier network and then them hopefully getting ramped up and making everything a whole lot more smooth.

Gardner: Rachel, it seems as if Discovery is an important part of this, but it's really kind of the point on the arrow. There's a lot of wood behind that in terms of more streamlining and more efficiency. How are the new services being brought to bear on helping mid-market companies like LLT extend their benefits beyond the lead generation into the whole e-commerce lifecycle?

Spasser: It's great to hear Kris talk about the benefits as it relates to efficiency from a process perspective on the network. One of the other benefits of setting up a catalog to do business with that one buyer on the network is that now you have the catalog set up on the network.

As you get additional buyers, you're using the same catalog and the same infrastructure. You can now start connecting with multiple buyers via the network, which enables you to create even greater efficiencies as a mid-market seller who may have limited resources within the company to issue and reconcile invoices.

The efficiency of setting up one relationship is the starting point. There is much more efficiency as you start to establish more-and-more relationships as a seller over the network. But there are other services that we offer over the network that also create value, and one example is our Dynamic Discounting Program.

For example, as a seller on the network if you would like to get paid faster from one of your buyers, you can offer different payment terms. Let's say your contract is a net-60 payment term, and you’d like to get paid faster because you’d like to make some capital investments in your company. You could offer to provide a discount for a net-10 payment.

Discount terms

We have many mid-market suppliers who have offered those discount terms to their buyers, so that they can self-fund growth for their own companies. That's yet another benefit of doing business on the network.

The third major benefit is the visibility and predictability that you have in relationship with the customer. At any point in time, as a seller on the network, you can go in and see the status of where your order stands, where your payment stands, or whether your invoice has been approved for payment.

It gives you a lot more visibility, and therefore predictability, as a mid-size business, into things like cash flow. You can anticipate when you're going to get paid, instead of having to pick up the phone 16 times and say, "When is the check is going to come? Have you approved the invoice?"

So there's efficiency, visibility, and predictability, and then there is the opportunity to impact cash flow by using some of the more sophisticated tools like Dynamic Discounting to speed up payment.

Gardner: Rachel, Tell me a little bit about some of the future roadmap that Ariba is embarking on around a wider, deeper, richer basket of goods and services.

So there's efficiency, visibility, and predictability, and then there is the opportunity to impact cash flow by using some of the more sophisticated tools like Dynamic Discounting to speed up payment.

Spasser: One of the things that we are doing, really focused on the lead generation side, is expanding the services that we offer around Ariba Discovery that can help companies like LLT Barcode & Label find new customers worldwide.

Related to that is the ability to create multiple profiles that are very highly targeted. So for the various products that LLT Barcode & Label offers, they could create a profile unique to different industries. Or if there are different industry requirements around labels and barcodes, they can create very specific, targeted profiles that really make them extremely relevant to buyers within various industries.

Another service that we are offering is what we are calling "Sellers You Might Like," and that's the ability to based on what someone is searching on proactively suggest sellers that meet their criteria.

So even if a buyer does a search and doesn't necessarily click on a particular supplier, if that supplier meets those criteria from an algorithm perspective, that suppler will be proactively suggested, especially if that supplier has received high ratings and reviews from other buyers on the network.

So there are couple of new services that are being offered from the Discovery side that will really accelerate the ability for mid-market companies like LLT Barcode & Label to grow their business and expand the value that they get from using the Ariba network.

How to get started

Gardner: I'm afraid we're just about out of time, but Kris, I wonder if you might have any 20-20 hindsight, based on your experiences so far, that you could offer to other people who are looking to get started on this cloud-based, commerce and lead generation activity.

How do you get started? What would you recommend for others as they embark on this?

Hart: Definitely give it a shot. Set up a free profile and start getting some leads generated, something that comes your way. Definitely make sure you're in the right commodities. Don't start clicking boxes for commodities that you can't offer. That way, your leads are more precise and more ready to go Then see what happens for free.

Definitely give it a shot. Set up a free profile and start getting some leads generated.

If you want extra help and a little bit better outreach with the marketing profile, go up the next step or even all the way to the top like we did. We saw the benefits and doing that with the marketing help that we have from Ariba and how to use the Discovery tool. As I said, that paid off for us, but definitely give it a shot. If nothing else, just set up a free profile and see where that takes you.

Gardner: All right. Well I'm afraid we'll have to leave it there. You've been listening to a sponsored BriefingsDirect podcast discussion on ways that businesses are using cloud and e-commerce to improve how they do sales, marketing, and ultimately online transactions.

We've seen how one company Ohio-based LLT Barcode & Label, has found a highly effective way to develop new sales and leads using Ariba Discovery. So let's thank our guests, Kris Hart, Account Manager at LLT Barcode & Label. Thank you so much, Kris.

Hart: Thanks a lot. I appreciate it, Dana.

Gardner: And also Rachel Spasser, Senior Vice President of Marketing at Ariba, an SAP Company. Thank you, Rachel.

Spasser: Thanks, Dana. I appreciate the opportunity.

Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks a lot to our audience for listening, and don't forget to come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Transcript of a BriefingsDirect on how a mid-market company saw immediate results from participation in Ariba Discovery, eliminating the need for mailing half a million catalogs a year. Copyright Interarbor Solutions, LLC, 2005-2013. All rights reserved.

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