critical power strategy en - schneider electric · critical power strategy & prospects _2 _03...
TRANSCRIPT
1
November 28, 2007
Critical PowerStrategy & Prospects
_2
_03 IntroductionCPCS at a glance
_10 StrategyGrowth Factors and Business Models
_15 ExecutionOrganization & Operational Framework
_19 Leadership Five Strategic Initiatives
_33 ConclusionOur key strengths
3
IntroductionCPCS at a glance
_4
� Power quality and reliability is more and more critical to an increasing number of applications
� Increasing number of sensitive applications: hospitals, industrial processes, IT & telecom
�World electricity consumption expected to rise 30% by 2020
� A critical power installation is based on a sophist icated, reliable & redundant electrical distribution archit ecture
� Power supplied by utilities is insufficiently relia ble
� Data storage and digital information traffic are ri sing
� Less power available running on weaker infrastructure
�Risk of significant business losses from a power disruption
Reminder: Critical Power is an increasing issuefor a growing number of customers
� Cost of 1 hour downtime� Cost of 1 hour downtime
Stock-market transactions
Semi-conductors
Banking-card transactions
Automotive
€6.5 m
€3.8 m
€2.5 m
€1.0 m
� 72% of critical applications undergo 9h+ of power downtime per year…
� 72% of critical applications undergo 9h+ of power downtime per year…
_5
The worlds of Critical Power and Energy Efficiency are converging …
… to Total Cost of Ownership (TCO)
From Availability and Quality…
Integrated Power and Cooling Solutions
� Increasing number of sensitive applications
EnergyEfficiency
� Rising energy cost per Kbyte
� Insufficient reliability of power provided by utilities
� Rising cost of downtime
� High density applications leading to critical cooling requirements
� Proportion of power spending in IT dramatically increasing
_6
… leading to the integration of UPS,Software, Racks, Cooling & Services
Remote connection
InfraStruXure Central management Platform
Scalable Standardized and Manageable Architecture
Point of use UPS critical power
Point of use surge protection
Intelligent actuators and sensors
Controllers
Supervision screen
Connectivity and
remote supervision
Communication
_7
The total Critical Power & Cooling Services (CPCS) ma rkethas enlarged from $7bn to $22bn in 2007
19%
12%
CPCS Market $22Bn
1 Ph UPS 3 Ph UPS
19%4%
9%
3%3%
6%
1%
10%
9%5%
Mobile SurgeRacks Rack PDUSecurity Perimeter CoolingIn-Row Cooling ServicesMgt Systems Industrial
UPS Market $7Bn
62%
38%
1 Ph UPS 3 Ph UPS
_8
E&S MSSH&D Industrial
� Uninterruptible Power Supply
� Surge arrest� Power
conditioners� Distributed IT
systems� Sensitive
electronics� Telecom/ VOIP
� High & Medium power UPS
� Value Offer� Performance
Offer� Cooling
systems� Software &
Management� Services
� Data CenterDesign software
� Data CenterThermal modelling
� Capacity Management Software
� Continuous and conditioned electric power supply for critical industrial and commercial applications
� Specialist in Oil and Gas
$1.7bn $0.1bn$1.6bn $0.1bn
CPCS has a unique portfolio to address its market,including the widest solution offer in the industry
_9
Great ChinaGreat China
Asia-Pacific & Japan
Asia-Pacific & Japan
North AmericaNorth
America
EMEA & LAMEMEA & LAM
� ~ $3.5bn sales
� 11,500 employees
� 11 manufacturing sites
� 900 R&D personnel
42%
Sales, Employees, Factories by geographical regionSales, Employees, Factories by geographical region
2,400
1
2. The broadest serviceorganization
� 30% of sales in emerging countries
CPCS has a worldwide footprintwith key positions in emerging countries
Key figuresKey figures
� >160 countries
1. The most comprehensiveproduct & solution range for all critical applications
3. The largest R&D investment committed to delivering themost innovative solutions
€
38%
3,100
4
€
13%
4,300
2
€
7%
1,700
4
€
10
StrategyGrowth Factors& Business Models
_11
CPCS focuses on 4 Key Marketsled by strong growth drivers
Data Centers
EnterpriseNetworking
Servers, Storage,
Networkingequipment
Process &Infrastructures
HospitalsSemi-
conductorsOil & Gas
Electronics
Desktop/Mobile Professional
Desktop PCs, Mobile PCs,
Home AV
Internet Data Centers,
CorporateData Centers
Drivers Competitors
• Infrastructuredevelopment
• Oil & Gas
• IT Servers• Virtualization• Energy Bill• VOIP
• Digitalization• High Density • Scalability• Green • Energy Bill
• Desktops • Laptops • AV
Market Size
LTGrowth
% ofCPCS
$1.5bn
$7.3bn
$4.4bn
6-8%
4-6%
~33%
~14%
8-10% ~7%
~46%10-15%$8.8bn
_12
Value propositionThe Efficient Enterprise
Value propositionLegendary & Reliability
CPCS runs 2 business models to address those marketswhile leveraging Schneider Electric offering
Power
Building Automation
Security
Installation Systems
Home Automation
Final Low Voltage
Business Model 1 “Solution”
Data Centers
Process &Infrastructures
HospitalsSemi-
conductorsOil & Gas
Electronics
Internet Data Centers,
CorporateData Centers
Schneider Electric
EnterpriseNetworking
Servers, Storage,
Networkingequipment
Desktop/Mobile Professional
Desktop PCs, Mobile PCs,
Home AV
Business Model 2“Transaction”
Schneider Electric
_13
SolutionsRevenue Stream
$1.2Bn
TransactionsRevenue Stream
$1.6Bn
The 2 CPCS Business Modelsrely on strong differentiating factors
Thought LeadershipThought Leadership
Solutions Leadership(the trusted advisor)
Solutions Leadership(the trusted advisor)
Market Leadership(Industry alliances, …)
Market Leadership(Industry alliances, …)
Brand PowerBrand Power
Experience CurveExperience Curve
e-Commercee-Commerce
Value propositionThe Efficient Enterprise
Value propositionLegendary & Reliability
Business Model 1 “Solution”
Business Model 2“Transaction”
SubscriptionRevenue Stream
$0.7bn
Services footprintServices footprint
Channel LeadershipChannel Leadership
_14
From the Leader in Critical Power…… to Efficient Enterprise &
Legendary Reliability
Str
ateg
ic
Am
bitio
n
From UPS provider on a $7Bn Market…… to a Trusted Advisor accessing a
US$22Bn Market
Acc
essi
ble
Mar
ket
A strong presence in the USA & Europe…… and a key position in Emerging
Markets
Reg
iona
l F
ootp
rint
From the IT and Facility Manager… … to the center of an IT alliance web
Go
to
Mar
ket
From an extended offer … … to 2 cross-fertilized Business Models
Diff
eren
tiat
ion
As a consequence, the strategic intent shifted over t imefrom UPS to Critical Power & Cooling Services
15
ExecutionOrganization & Operational Framework
_16
CPCS has an efficient and customeroriented organizational structure
EVPEVP
Supply Chain, Manufacturing & PurchasingSupply Chain
Manufacture & provide
Home & Distributed
Management Software & Systems
Services & Projects
Enterprise and Systems
Lines of Business
Conceive & Develop
Central FunctionsEnable & Govern
TechnologyTechnology
MarketingMarketing HumanResources
HumanResources
FinanceIT LegalFinanceIT Legal
SalesSales Quality& Process
Quality& Process
Regions
Market & SellEMEA & Latin America
North America
Greater China
Asia Pacific & Japan
_17
The Mission 2010 program is a tool to share,align and execute
Client’s trusted advisor
One Team One Dream
11Q of Profitable Growth
OUR AMBITION
OUR STRATEGIC ROADMAP
LeverageHome andDistributedTurnaroundEnterprise
and SystemsDeploy
Project andServices
BoostSoftware
GCN APJ EMEA/LAM NAM
Deliver Full Data Center SolutionImprove Supply ChainCapture Synergies
GlobalFunctionLeverage
Customer Delight
Regional Deployment and AccountabilityStrategy per LOB
Clear expectations Leading change
OUR EXECUTION FRAMEWORK
One common houseDriving improvement
Organizational Design
Governance and Management
Systems
Global Business Processes
People and Change Management
_18
Mission 2010 incorporates a comprehensive Strategic Ro admapacross all Lines of Business and Regions
Regional Deployment
Lines of Business
Deliver full data center solution
Ensure customer satisfaction
Global Functional Leverage
Capturesynergies
&operationalefficiencies
Improve supply chain
LeverageHome & Distributed
TurnaroundEnterprise & Systems
BoostManagement Software
EMEA & Latin
America
North America
Asia Pacific & Japan
Greater China
19
LeadershipFive Strategic Initiatives
_20
Mission 2010 incorporates a comprehensive Strategic Ro admapacross all Lines of Business and Regions
LeverageHome & Distributed
Regional Deployment
Lines of Business
EMEA & Latin
America
North America
Asia Pacific & Japan
Greater China
_21
Optimizing the single phase franchise in
The Protected Premises
APC core single phase franchise for SMB & SME
Expanding to The Connected Consumer
High-end A/V and mobile protection for tech-savvy consumers
$1.1Bn sales$1.1Bn sales
$0.5Bn Sales$0.5Bn Sales
Key Success Factors
� Service footprint � Channels leadership� Brand power� Experience curve� Expansion of e-Commerce� Control of the lifecycle � Selling an insurance, not a product� Share opportunities in BRICs� Line expansion opportunities� Upsell to Efficient Enterprise solutions
Leverage the Legendary Reliability value propositionin Home and Distributed to generate profitable growth
_22
Reinforce Home & Distributed leadership though5 growth plans
� Share leader in all serversegments from entry level to performance
� Lever brand and innovation
� The mobile accessory standardto the Fortune 1000
� Industrial design, innovationand leading with power
� Share leader in AV Power protection
� Focus on innovative solutions for the AV market
Audio / Video
Mobile Computing
Server Room
• Profitable share leadership • Efficient, mature IT distribution
channel
BRIC + AfricaOpportunity
� Preferred availability solutionsprovider for Networking
� Systems approach to leveragePower over Ethernet build out
Network / TelcoCloset
Cost
� Be the share leader in each country and product category
� Lever our brand
� Highly innovative products & services
� Marketing programs� Lifecycle management
Share
Innovation
The
Pro
tect
ed
Pre
mis
esT
he C
onne
cted
C
onsu
mer
� Experience curve and reliable manufacturing
� Efficient channel structure
_23
Mission 2010 incorporates a comprehensive Strategic Ro admapacross all Lines of Business and Regions
TurnaroundEnterprise & Systems
BoostManagement Software
LeverageHome & Distributed
Regional Deployment
Lines of Business
EMEA & Latin
America
North America
Asia Pacific & Japan
Greater China
_24
Leverage the Efficient Enterprise value propositionto turnaround Enterprise & Systems
Key Success Factors
� The only player with both a Value and Performance Offer
� Knowledge leadership� Service footprint � Channels access� Synergies & Operational
Efficiencies
� Acquisition cost focus� Reliability and
performance
� Scalability and modularity� Total cost of ownership focus
Services
Value Offer Critical power systems
Value Offer Critical power systems
Management software
Configurable architecture
� Management of the physical infrastructure
$0.5 bn$0.5 bn
Trusted AdvisorIntegrated solutions
Trusted AdvisorIntegrated solutions
$0.7 bn$0.7 bn $0.1 bn$0.1 bn
$0.5 bn$0.5 bn
_25
The turnaround of Enterprise & Systemshas been articulated around 3 different angles
1. Identifying unprofitable geographies� Specific action plans per geographies
Channels / customers3
Geographies
1
Product lines2
Break-even one year ahead of plan
2. Identifying unprofitable product lines� Rationalize and reinforce portfolio� Optimize R&D spending� Improve price realization� Reallocate MarCom effort
3. Identifying unprofitable channels / customers� Streamlining of Go-To-Market approach� Efficiency of project execution� Service performance� Supply Chain optimization
_26
Deliver full data center solution
LeverageHome & Distributed
Regional Deployment
Lines of Business
EMEA & Latin
America
North America
Asia Pacific & Japan
Greater China
TurnaroundEnterprise & Systems
BoostManagement Software
Mission 2010 incorporates a comprehensive Strategic Ro admapacross all Lines of Business and Regions
_27
Evolution of DC spending
$0
$10
$20
$30
$40
$50
$60
$70
$80
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Installed base(M units)
2
4
6
8
10
12
14
16
18
Spending(US$B)
New server spendingPower and cooling
Installed base(M units)
Data Centers market reveals strong growth potential & complementarities with Schneider Electric offering
Data Center Projects: $17 per Watt!Power & cooling
UPS: $1
Cooling, Racks, power distribution, plumbing, planning, commissioning, consulting, engineering, contractors,
subcontractors, project management: $16
� UPS is 1$ out of 17$ spent per KW in Data Center projects
� Schneider Electric addresses 60% of the Data Centers market
� Data Center market is growing fast in number and size
� Average network user bandwidth from 3 MB per month in “03 to 3MB per day in “07
_28
Expense to power and cool installed base ($bn)
2005 2006 2007 2008 2009 2010$0
$10
$20
$30
$40
$50
$60
$70
SOURCE: IDC, ‘Worldwide Server Power and Cooling Expense 2006-2010,’ Document #203598, Sept. 2006
New server spend
Power & cooling spend
� Keystroke = KW, wherever data is created, transmitt ed or stored
� Left unchecked, the cost to power and cool servers in the future may well equal the cost of acquisition
� Energy to represent 48% of an IT budget spent, up f rom 8%
� According to IDC, the cost to power and cool serve rs in the data center will increase 54% in next 4 years
� IT executives now rank power and cooling in the top 5 among current concerns
71%48% 52% 57% 62% 67%
CIOs and Facility Managers are at a tipping point,facing specific and increasing issues
_29
CPCS leads the Data Center space in 3 ways
Thought Leadership in Power and CoolingWhite papers, Datacenter university, Technology Cen ter
Solution leadership with Innovative TechnologiesInfraStruXure and Management Software
Market Leadership with our Solution ApproachUnique Trusted Advisor status with CIOs and Facility Managers
� Data center energy efficiency improved by 10-30% through best practices� New thinking on thermal issues and eco-friendly equipment recovery
� Energy efficient technologies to get more work per kilowatt� A TCO approach from design to operations and upgrade
� Combining heritage from IT and ET leadership presence� Providing experts to address physical infrastructure issues� Network of IT alliances: IBM, Sun, Dell, …
_30
Ensure customer satisfaction
Improve supply chain
LeverageHome & Distributed
Regional Deployment
Lines of Business
EMEA & Latin
America
North America
Asia Pacific & Japan
Greater China
TurnaroundEnterprise & Systems
BoostManagement Software
Deliver full data center solution
Mission 2010 incorporates a comprehensive Strategic Ro admapacross all Lines of Business and Regions
_31
“Ensure a world classCustomer Delight"
ComplaintManagement
Set up the customer complaint process
Red Alerts
QualityMonitoring
Overview of customer experience
Quality action plans
Status of red alerts
Critical issues,..
Customer loyalty
Frequent studies in line with strategy
Identify the customer satisfaction/loyalty driversat each touch point
Network
Full fledged worldwide quality network with roles & responsibilities
Escalation processes
A B C D
Rigorous program management, synergies, shared KPIs , IT tools
Customer Delightis a major initiative in the context of the integrati on
Order Management
Deliver the perfect order on time
Customer projects
E
_32
"Build a customer focused, world class, Supply Chain"
From Push to Pull
S&OP to better predict customer demand and optimize response
Diminish variability of sales to better serve customer
Involve sales on inventory management
Best in class order management
Put in place availability to promise
Automate client booking
Optimize supply chain
Manufacturing footprint to optimize efficiency
Trade-offs between plant productivity and overall supply chain optimization
Master data reliability
Perfectcustomer delivery
DC footprint to optimize efficiency
Leverage synergies with Schneider Electric network and back-offices
A B C D
Rigorous program management, synergies, shared KPIs , IT tools
The Supply Chain and Customer Delightinitiatives are fully synchronized
33
ConclusionOur key strengths
_34
Schneider Electric - through CPCS - solves its customers’ fast rising critical power and cooling issues with breakthrough sol utions
A global footprint addressing multiple markets and ap plications
4 distinct markets with a extended portfolio
Home & Distributed opportunity highlighted by share ga ins, new market segments and BRIC focus
Successful Enterprise & Systems turnaround
An integration process focusing on customer, people an d performance and encapsulated in a 3 years Mission 2010 program
2 complementary business models with distinctive and competitivevalue proposition
Positioned for Data Centers success with breakthrough technologies
3 revenue streams: solution, subscription and transac tion
World Class Customer Delight and Supply Chain initiat ives