White Paper

Connected Vehicle, Connected DataDelivering Great Data from Connected Vehicles: An Opportunity No Automaker Can Ignore

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While every attempt has been made to ensure that the information in this document is accurate and complete, some typographical errors or technical inaccuracies may exist. Informatica does not accept responsibility for any kind of loss resulting from the use of information contained in this document. The information contained in this document is subject to change without notice.

The incorporation of the product attributes discussed in these materials into any release or upgrade of any Informatica software product—as well as the timing of any such release or upgrade—is at the sole discretion of Informatica.

Protected by one or more of the following U.S. Patents: 6,032,158; 5,794,246; 6,014,670; 6,339,775; 6,044,374; 6,208,990; 6,208,990; 6,850,947; 6,895,471; or by the following pending U.S. Patents: 09/644,280; 10/966,046; 10/727,700.

This edition published June 2015

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White Paper

Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Placing the Customer in the Centre . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Managing Relationship Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Car Sharing: Lost Sale or Brand Loyalty Opportunity . . . . . . . . . . . . . . . . . . . . . . 6

Consumer at the Centre Best Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Consumer Data Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Consumer Data Safety Best Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The Road to Connected Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Connected Data Best Practice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Contributors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Why Informatica? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

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IntroductionNew market entrants and changing consumer expectations are disrupting automakers and the entire automotive ecosystem by expanding the boundaries of customer definition to include not only owners, but also drivers. This means that an automobile is no longer solely about performance, safety, economy or status. The creation of the “driver customer” in addition to the traditional “owner customer” means that relationship between automakers, dealers, third parties, customers and the car itself become increasingly complex.

Squarely at the heart of the disruption within the automotive industry are the enabling capabilities of connected and autonomous vehicles. Consider how increased safety features designed to reduce or eliminate collisions may impact body shops and auto insurance. The only certainty is that as cars become more integrated with our digital lives and expectations, the way we use and value cars will be impacted by increasing levels of autonomy and connectivity.

While efforts are ongoing to define the complete value of connected cars within a long-term global strategy, today’s automakers are taking different steps to capture the hearts and minds of future drivers for increased market share and customer loyalty. The 2015 Consumer Electronics Show saw two very different angles targeting two different markets. Ford Motor Company is looking at the personalization of the in-car experience by highlighting the social and sharing aspects of their cars. Daimler has an eye on delivering the luxury items of the future through autonomous vehicles: private spaces and more time.

An expanded focus on the social experience and mobility aspect of the car is an opportunity for automakers to connect with the driver directly, providing an enhanced understanding of services and automation across the spectrum, and positioning the automaker to move between commodity and convenience through to premium driving experience.

Top consumer electronics companies gain loyalty by evolving the customer experience. Over the past 20 years consumer electronics have gone from individual products, to life-style accessories, to today’s omni-channel and multi-device seamless customer experience. Automakers can choose either to become a commodity or to advance competitively. Connected cars are creating the opportunity for automakers to grow loyalty by designing attractive and relevant connected services and experiences across an ever-growing number of channels and market segments.

As the fundamentals of safety and performance of autonomous and connected vehicles are perfected, the fundamentals of designing a customer experience cannot be overlooked. What is known about customers, products, and services must be aligned within a data management platform that is designed to inspire and deliver competitive advantage. Services and automation are largely based on data and analytics. Thus clean, connected and consistent data is essential to creating and delivering the attractive connected services and customer experience which will increasingly become the norm.

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Placing the Customer in the CentreThe connected vehicle will bring a huge conceptual change into automakers. The corporate focus must shift from the vehicle to the end customer or driver. Historically automakers have focused on the vehicle, vehicle sales and aftermarket sales. Important KPIs tracked these focus areas, with customer relationships, and the resulting brand loyalty, dominated in some markets by the dealer network. As automakers increasingly offer connected services, and engage with the customer to offer mobility solutions beyond simple car ownership or leasing, direct relationships between drivers and the automakers are being established. This is both a huge opportunity, and a challenge.

The opportunity is clear. Automakers will increasingly be able to create and manage a direct relationship with individual consumers. Automakers’ service, sales and marketing departments can combine internally and share knowledge with dealers to manage every aspect of the customer’s experience of their brands. With the best automotive brand loyalty figures currently hovering around 50%, there is clearly a lot of room for improvement. Improved customer loyalty should have a direct influence on increased revenue driven by a number of factors from increased sales of accessories and genuine spares, to repeat vehicle purchase.

Customer

Services

Marketing

SalesTelematics

OEM

Vehicle Dealer

The challenge comes in the form of data management. Although many automakers have a long history of managing relationships with customers, an increase in service offerings for newer vehicles could strain existing systems and processes. Due to the mature IT environments within automakers, new customer-facing apps, web sites and services all need to integrate with established and often aging internal systems. Integration frequently identifies the degree to which data is duplicated within an organization. This leads to further challenges in determining which data set is correct—or perhaps which part of each data set is correct.

“It is a very big change – not just connectivity of the car, but to take the product out of the centre of your company and place the customer in the centre.”

—Alex Heßeler, Capgemini

“Connected services are very important to the millennial sect. Being branded as incapable in this area will carry a huge penalty, and it will be very hard to change market perception.”

—Sushil J. Cherian, Cognizant Technology Solutions

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Internally, disconnected and duplicated data manifest themselves as reports or KPIs that are not trusted, or poor business decisions made on either no data, or inaccurate data. Externally, challenges due to complex and aging IT environments often degrade the customer experience. For example a system in which a consumer books a service from their vehicle could have one master list for available dealers, whilst the internal system which makes the physical reservation could have another. Consumers who select a dealer not represented on the internal system will have the transaction fail. The connected service will be ‘disconnected’, with a customer service representative working with the consumer to identify their preferred dealer.

This relatively simple example highlights the challenges of delivering services based on existing infrastructure which has no common view on data values. Customers reward organisations that provide them consistent experiences. For example, customer satisfaction and loyalty is much higher in airlines when travellers know what to expect the experience remains consistent across channels and interactions. As automakers build their service offerings and complexity increases, they must deliver great customer data across all touch points to ensure each customer is treated to both positive and consistent experiences.

Managing Relationship DataJust knowing who your customer is is not enough, automakers must build relationships with their end customers. That is, understanding enough about individuals to spare them from unsolicited and non-specific marketing messages. McKinsey refers to this as ‘ondemand marketing’. Companies will be forced to meet new and exacting consumer demands for marketing that’s always relevant.1 One of the imperatives they list as companies needing to excel at is the ability to understand consumer behaviour by ‘pulling together all the touch points with the brand’. Simply collecting the data is not sufficient, it must be put into context. Firstly all touch points should be associated with a customer. Next a good understanding of the purpose of each touch point must be identified, including relationships between touch points. Analytics on data placed in its correct context can then be performed to consistently deliver the ‘next best offer’ to the customer based on that context and the customer’s current experience.

From a data point of view, this implies that all channels and touch points (including the dealer) must have access and the ability to contribute to a single, trusted view of the consumer. It is only by building this single view, that data from all channels can be pooled for marketing analytics, bringing context to the marketing and vehicle data that is being gathered in rapidly increasing quantities at a rapidly increasing pace. Accenture has seen that by ‘implementing insight-driven marketing tactics, Automakers have been able to improve sales by 12–16 percent, or lower cost per customer acquisition by 20 percent.’2

1 The coming era of ‘on-demand’ marketing, McKinsey Quarterly, April 20132 Using Analytics to Turbocharge Performance in Automotive Marketing and Warranty Design, Accenture, 2011

“The profits of the future will be tied to service excellence. The strategy is to back up the dealer network with diagnostic and ownership data to provide a very personal service.”

—Richard Foskett, Entity

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Historically automakers and their dealer network would only track private owners and the drivers of fleet vehicles. Owners of second hand vehicles were completely lost to them unless they chose to bring the vehicle to a dealer for services. With industry disruption bringing new ownership models for vehicle sharing, interactions between parties are becoming more complex. Drivers, automakers, dealers and car sharing form part of an extended driving ecosystem. Additionally, the connected vehicle is providing an additional channel through which to capture consumer interaction and behaviour.

Due to continued coverage in popular press, consumers are becoming increasingly aware of the opportunities available to the automakers and dealers to analyse data. McKinsey predicts that consumers will expect that this data will be used to target advertising precisely, personalize their experiences, and ensure all interactions are easy. This expectation is not unrealistic, since this is the standard experience on most on-line shopping sites. Retailers have moved to harmonize interactions across all channels to improve the customer experience and set the benchmark for omni-channel experience.

Consistent omni-channel customer experiences require all business areas to be empowered with consolidated, trusted and reliable business-critical data—such as customers, vehicles and dealers. Relationships between these entities are also vital to understand. This business-critical master data can be built by multiple systems contributing attributes and is managed within a data governance program. The data it contains can be shared across multiple systems, including all sales, service and marketing channels and analytics environments to ensure the results of analytics make a positive contribution to business goals.

There is a need for urgency in the establishing this consolidated data set. Currently there are a relatively small number of services available with the connected vehicle, and a small uptake in connected services beyond the initial enrolment period. During this window automakers can still provide an adequate service, based on fragmented departmental data that is collected for a single purpose or service. However, as the number of services increase, and the popularity of individual services also increase, an integrated, easy and consistent customer experience cannot be supported confidently by manual tasks or siloed data.

As dealers, and potentially third parties, begin to offer services and applications associated with the connected vehicle, a common view of consumers will become even richer. But these insights may be elusive if early fundamentals for managing this environment are not designed in consideration of this future growth. Decision making and the delivery of great customer experiences will suffer in the future without a robust data foundation. Automakers should take the opportunity now to establish a data foundation and supporting processes to deliver great business critical master data across all business processes.

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Car Sharing: Lost Sale or Brand Loyalty OpportunityThe increasing interest in flexible ownership models, including car sharing, cannot be ignored. A 2014 Capgemini survey found that forty percent of the respondents said they would consider car sharing, with the highest level of receptivity in growth markets.3 Other commentators predict the majority of drivers will move to car sharing. Whilst the exact percentage cannot be accurately predicted, car sharing will in the near future represent a significant portion of drivers. Goldman-Sachs research on Millenials4 paints an interesting picture of a generation that is delaying starting their own household and family longer than ever before. With the additional burden of student debt in some markets, enthusiasm for car ownership is low. Only 15% feel owning a car is extremely important—leaving 85% of young people turning to alternate transport solutions. As this cohort matures, start their own family and household and pay off their student debt their propensity to buy a car should change dramatically.

For automakers the opportunity to build relationships and win brand loyalty before a customer is even considering driving a car is there for the early movers. Millennials are essentially embarking on multiyear test drive, using whatever brand the car sharing company happens to stock in their area. Automakers should use these years productively, influencing their driving experience in shared vehicles to win brand loyalty and ideally having car sharing customers requesting specific brands. Ultimately, when the Millenials are ready for car ownership, they will draw on their experiences, and select a vehicle that will give them continuity of service and experience. At the moment automakers are primarily building relationships with people they know. People who own their vehicle, drive a dedicated fleet vehicle, or have made contact during a vehicle purchasing process. Automakers should actively court and build relationships with users of car sharing services, even if they are not currently in the market for their own vehicle. The focus will be on experience and services, which could be made consistent so long as you are driving a vehicle of the same brand, regardless of the owner. All vehicles, especially fleet vehicles, should carry software and connectivity that enables a driver to log in and synchronise services like favourites on satellite navigation and radio, as well as automated pairing of smartphones and other devices for entertainment. In exchange for a seamless and consistent service delivered to the customer, the automaker can build a complete history of individual driver preferences. This in turn will enable individualized timely and relevant offers of model and service offerings to convert car sharers into car owners.

Consumer at the Centre Best PracticeThe future of competitive advantage in the automotive industry mandates transitioning to consumer-centric practices that can support the myriad interactions and support marketing, sales, and customer service teams in doing what they do best—which is not pulling fragmented customer information into spreadsheets and reconciling it manually. Evolving consumer expectations necessitate a consumer-centric platform that fuels business and analytical applications with clean, consistent, and connected customer profiles across channels and departments. To create these total customer relationships, automakers should consider best practices that provide the ability to:

• Integrate customer information that often isn’t consistent, but is expected to be (across applications like sales force automation, marketing automation, ecommerce, web sites and originating from partner networks).

“25 years from now, car sharing will be the norm, and car ownership an anomaly.”

—Jeremy Rifkin, Author and Economist, 2015

3 CARS ONLINE 2014: Generation Connected, Capgemini4 http://www.goldmansachs.com/our-thinking/outlook/millennials/index.html

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• See relationships between customers (drivers and owners) and household members, products purchased, services received, and other personalized preferences such as dealers, channels and locations.

• Evaluate how clean and accurate the information is about your customers, ensure processes are in place to create and curate high quality customer data.

• Quickly remove duplicated data with an ability to reconcile records with the confidence that the information is associated to unique customers.

• Enrich and enhance the customer profile with third-party data such as education level, income, and marital status.

• Validate customer information to ensure that the phone numbers, email and physical addresses are usable and legitimate for customers and prospects.

Consumer Data SafetyVehicles on the market will always be designed for the safety of the driver and passengers, which automakers generally excel in protecting. The autonomous vehicle has already improved physical safety by introducing preventative measures to avoid collisions. However, as vehicles collect and share more data, and as dealers and automakers also increasingly collect personalized vehicle data, a new safety fear arises: that of the privacy and safety of consumer data. Whilst vehicle ownership is normally clearly defined by law and contracts, the ownership of data created by vehicles and collected by dealers and automakers is less clear.

During his keynote address at the 2015 CES conference, Mark Fields, President & CEO of Ford Motor Company directly addressed consumer concerns about their data. His statement was that “…we believe customers own their data, and we are simply stewards of that data. We commit to being trusted stewards of that data.”

This statement was warmly received by the audience, which is a good representation of what research has shown: Consumers are increasingly concerned about the use of their data. Five years ago5, 70% of consumers considered at least one industry or sector a threat to their privacy. This had risen to 88% three years ago.6 Interestingly, Ford found that the younger generation are more likely to express a wish for privacy: 78% of millennials vs. 59% of older internet users expressed a wish for privacy.7

Regardless of who legally owns the vehicle data, all automakers (and dealers) should also commit to being trusted stewards of data that could reveal personal details of vehicle owners or drivers. A 2015 Economist article8 discusses the fact that it is hard to quantify the cost of cyber-crime, but two trends are clear: identity theft and the costs associated with cyber-crime are on the rise, which almost certainly will be followed by an increase in regulatory oversight as well as spiralling costs of liability insurance.

5 Eurobarometer survey, 20106 The Value of Our Digital Identity, Boston Consulting Group, November 20127 LOOKING FURTHER WITH FORD, 2015 TRENDS8 Think of a number and double it, The Economist, January 17th 2014

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The risk and success of cyber-attacks increases in a fragmented IT environment and a fragmented approach to data analytics. With vehicle data bringing value to many business areas, the temptation to create data marts, each with a sub-set or copy of the data is huge. If IT departments can’t keep up with demand for data, a cottage industry of data analytics normally springs up—either on local servers, or in the cloud. The more vehicle data is dispersed, the greater the risk of a data breach. A Ponemon Institute study found that 42 percent of data breaches are caused by insider negligence. This negligence is all the more likely in an IT environment where data is treated casually, widely dispersed over production and non-production systems, and is not managed with security in mind.

Consumer Data Safety Best PracticeBest practices for hardening personal data in an enterprise environment are maturing. A thorough and well thought out data masking plan ensures maximum security and retains the highest business value. Actively taking steps to implement technology and processes is necessary in order to become the trusted data stewards that Mark Fields envisions.

Seven steps to ensure that data masking results in secure sensitive data:

1. Designate a data security officer (or chief data steward) who will both champion and be responsible for the project.

2. Define a list of sensitive data domains; consider both personal customer data and sensitive corporate data.

3. Catalogue the data sources, including access, usage, database type, data movements and potential risk.

4. Discover, define, and augment the data model by clearly identifying sensitive data.

5. Define the data masking rules and policies based on available data masking techniques.

6. Set up repeatable data masking plans.

7. Audit the data masking results using independent masking validation rules.

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The Road to Connected DataMany automakers (primarily luxury brands) have already started on the journey towards connecting their customer data across departmental data silos. Most have started to analyse vehicle telematics data to deliver value in diverse areas such as influencing vehicle design and tuning and warranty management. Others remain on or near the starting line, and face a long journey of upgrading and replacing older data management/analytic technology or introducing new data management and analytics capabilities. Today’s successes are highlighting tomorrow’s potential opportunities. The pace of innovation in data use, management and analytics implies that no data environment will be stable in the mid-term. Business users are, and will continue to, constantly request new data-driven capabilities.

As an additional challenge, new sources of data such as telematics, social media and rich customer data, are confusing the traditional ideas around data ownership and responsibility. Departments within an automaker have traditionally acted within a silo, often with their own systems and data sets. Automakers with multiple brands will see further silos. The potential value of these new data sources and shared data sets is huge, provided the data is readily accessible to improve decision making and business processes. Automakers should actively build in data sharing capabilities into their IT environments. These capabilities must account for the fact that the future is unknown in terms of which applications and analytic environments will be used internally, and what data will be required to support external services and apps.

Informatica’s 20+ years of experience in data management have found common trends across all industry verticals in terms of data usage in support of business processes and users. This can be summarised as:

Data is

1. difficult to find

2. difficult to use due to its formatting, descriptors or undefined quality

These data difficulties slow the pace of innovation and execution. The move to the connected vehicle and the rise of electronics components in the car to roughly 40% currently, implies that automakers cannot afford to ‘take their foot off the gas’. In fact the opposite is true. Product release cycles must move from the years associated with steel and mechanical components, to cycles more akin to consumer electronics: 6 to 12 months maximum. If not, automakers risk commoditising the product while others outside the industry step in to provide the anticipated differentiated experiences. In fact, many conversations today compare the potential of the automotive industry to become the next industry to be marginalized by new, disruptive innovation—similar to the personal computer, music, movie video and film camera industries.

“Victory won’t go to those with the most data. It will go to those who make the best use of data.”

—Doug Henschen, Information Week, May 2014

“Data ownership and responsibility is not as clear as it was in the past – when each silo ‘owned’ their own processes.”

—Alex Heßeler, Capgemini

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Connected Data Best PracticeEnterprise data access of the future will be an experience closer to our personal experience in searching the web with Google and making selections based on product rating and grouping offered by Amazon. A well designed data platform (Figure 1: Intelligent Data Platform) aligns data from organizationally-driven data silos with capabilities that integrate, master, clean and secure critical business data across multiple data silos. This will ensure that great data (clean, connected and safe) is readily available to those with the correct authorization, regardless of either the source or the intended purpose of the data.

Applications ProcessesPeople

Data Intelligence

Data EfficiencyMap Once, Deploy Anywhere

Data Persistence

Data Search & Inference

Data Infrastructure

Feed Integration Quality & Mastering Privacy

Data Preparation

Figure 1: Intelligent Data Platform

The technology to deliver an intelligent data platform is available today. Best practices and key features of this data platform include:

• The technology is data source and target agnostic to ensure adaptability for future unknowns

• Harness all data owned, generated, processed, or stored by an organization

• Built for a hybrid on premise and cloud environment

• Common code base for rapid reuse of data management routines

• Provide a universally consistent way for new applications, devices, and users to consume data

• Tools aimed at business users ensuring data is easy to find, understand and prepare for specific purposes.

• Search engines will be able to locate data

• Inference engines to point users to data they may also be interested end.

• Ratings of data quality and usability will be displayed within the search engine.

However, the current climate of cost cutting, and the resulting pressure on both IT budgets and staff, imply that there will be no ‘big bang’ or ‘rip and replace’ approach to deploying these capabilities. With each IT project being judged on the value it can deliver to the organization, all the capabilities should be built on existing infrastructure as far as possible.

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ConclusionWhile many agree that connected data is the way forward for the automotive industry, the way forward for connecting data is still open to discussion. The questions that remain include who will take the lead in terms of delivering a data-driven personalized consumer experience? Will it be someone from within or outside of the auto industry? The connected car is forcing automakers to compete in an arena in which they have a very short history: building an integrated consumer experience.

For automakers, great data from the connected car will drive multiple benefits: Internal improvements in business processes; building and expanding customer loyalty; improving market share and customer experience; delivering a wide range of improved and new services. Recent experience continues to demonstrate that consumers will pay a premium for products which provide a tailored experience, are well designed and provide integration into their lives. What was once exceptional in terms of personalized service and offers is now expected.

Automakers have the opportunity to build their integrated consumer experience on a basis of great data. Data that originates internally, in the vehicle, within the dealer network and from social media can all be combined to build a rich picture of consumers’ individual and collective habits, desires and preferences. However, great data does not happen by accident. The delivery of great data seamlessly across all departments, and between channel partners can only be delivered by design. Automakers are now beyond the timeframe when working with great data is optional. Best practice data management will help defend against, or at least prepare for competition with, new disruptive market entrants.

In particular technology companies are showing increasing interest in breaking into the automotive market. Tesla, an alternate energy company, has proved that there is a market for premium electric vehicles. Google, an internet services company is building an autonomous vehicle, and in early 2015 the rumours of Apple’s interest in building and delivering a passenger vehicle are circulating once again. These companies are not encumbered by aging and siloed IT infrastructure and business processes, nor by a large cost base (e.g. pensions). They have a strong track record of innovation and a mastery of service economies and a reputation for differentiated customer experience.

Additive manufacturing is also looking to disrupt the traditional automotive market. At the 2015 International Manufacturing Technology Show (IMTS), Local Motors demonstrated the complete manufacture of a drivable 3D printed vehicle, the Strati.9 The company’s vision is for a buyer to visit a dealership, decide on the design, and drive away in a customized 3D printed vehicle by the end of the day. Compared with traditional vehicles that are made of 5000 to 6000 parts, the Strati has just forty-nine at a possible cost to manufacture of $7000.

“..tech firms are demonstrating their capability to move into OEM territory.”

—KPMG’s Global Automotive Executive Survey 2014 |2014

9 http://mashable.com/2014/09/16/first-3d-printed-car/

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Commentators are dismissive about new entrants’ ability to physically build a car, stating this will protect incumbents from disruption. Tesla should be seen as a warning. This warning is backed up by a 2014 KPMG10 survey, which found that 81% of automotive executives believe that they will gradually lose their dominance in motor expertise. This is because suppliers are taking on a more involved role in the final vehicle. These same suppliers could easily provide components and expertise to new entrants.

However, Tesla had to build a dealership network which slowed growth. As Richard Foskett of Entity Group notes, Apple already has a high street presence. The key to that are the Genius Bar and other services. It’s not just a retail shop. It’s a meeting place. It’s a trusted and tangible source of help. Car makers have dealer networks with service workshops. Google has none of this. As cars evolve into highly sophisticated electronicdevices which become part of our digital lifestyle it’s not hard to see how Apple, if it wanted to, could transition to selling cars profitably. Automakers cannot afford to take these external threats lightly.

The established automakers are well positioned to leverage the market’s trust in their ability to build cars. However, their future depends on their ability to adapt to the rapidly changing market, delivering new capabilities, experiences and business models at a pace automakers are not used to. There is a window of opportunity now to lay an agile data platform to actively manage and deliver great data throughout the enterprise and within the partnership network. Without building this solid and flexible foundation, the ability to compete will be greatly reduced—not only with existing competition, but with new, highly disruptive influences.

10 KPMG’s Global Automotive Executive Survey 2014

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ContributorsMonica McDonnell

Monica has 20+ years of consulting experience within the enterprise software domain. This includes 10+ years in the field of data management and analytics. In her role at Informatica, Monica, advises global companies on how to gain business insight, optimize their operations and drive innovation from data.

Monica Mullen

Monica Mullen is Principal Solutions Marketing Manager for Informatica Corporation’s Information Quality Solutions. Monica has 25+ years of marketing experience, with 15 in B2B tech marketing, identifying high-value analytic business solutions for manufacturers, oil & gas companies, automakers, federal, national and state government agencies, and airlines. Connect with Monica on LinkedIn or follow her on Twitter at @monicasmith1012.

Sushil J. Cherian

Sushil has 17+ years of experience in IT Project delivery for Large Automotive Automakers and Manufacturing Companies across multiple geographies. In Cognizant, he is responsible for Manufacturing and Automotive Industry focused innovative solution development leveraging Telematics, Social, Mobile, Wearable, Analytics and Cloud technologies. Sushil holds a Bachelor of Engineering in Computer Science from Madras University, India.

Alexander Heßeler

Alexander Heßeler (Alexander.hesseler@capgemini.com) is principal consultant and global lead for the connected vehicle at Capgemini. In the last years, he worked in many telematics projects for several Automakers like Audi, BMW, Mercedes and Porsche.

Richard Foskett, COO Entity Group Limited

Richard is a business process specialist and has worked in education, financial services, manufacturing and construction industries. He has been an operational and a strategic manager with over 25 years of working in the automotive sector either directly or as a service provider, before moving into enterprise information consulting.

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Why Informatica?To ensure a successful outcome to an application transformation initiative, you need to remember we are in the age of data-centricity. If you don’t put data first, you end up spending more time and wasting money.

Technology tools exist to streamline data management from creation through maintenance, modernization, and retirement. Informatica is here to help you leverage the best-in-class technology built on a proven platform that enables you to leverage available skills in the market.

The key components you will need in your toolbox are:

• Application connectivity

• Data profiling

• Test data management

• Data masking/de-identification

• Data quality

• Data integration

• Master data management

• Smart partitioning and data archive

• Application retirement

Informatica offers a portfolio that encompasses all these toolsets. It has supported more than 10,000 application and data migration projects and leads the industry in helping enterprises successfully transform their applications for competitive advantage. Planning for applications modernization? Let’s talk.

About InformaticaInformatica Corporation (Nasdaq:INFA) is the world’s number one independent provider of data integration software. Organizations around the world rely on Informatica to realize their information potential and drive top business imperatives. Informatica Vibe, the industry’s first and only embeddable virtual data machine (VDM), powers the unique “Map Once. Deploy Anywhere.” capabilities of the Informatica Platform. Worldwide, over 5,500 enterprises depend on Informatica to fully leverage their information assets from devices to mobile to social to big data residing on-premise, in the Cloud and across social networks. For more information, call +1 650-385-5000 (1-800-653-3871 in the U.S.), or visit www.informatica.com.

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