Sales Management Meeting - May 24-25 2016

WELCOME TO
THE SALES
MANAGEMENT
MEETING!
HELSINKI, MAY 24-25, 2016
2016 PLAN
SELL
MORE
DELIVER
FASTER
Quota target 47 MEUR

License -10-20%,
SaaS >30%
Grow Alusta sales
Grow transaction sales,
increase focus on Sending
& non-BW SW users
Improve pipeline, win rate
and AE performance
Sell more deals

with packaged
delivery special
focus of PS
Ensure information
flow in handover to
delivery
DELIGHT
CUSTOMERS
ENSURE
QUALITY
Customer Satisfaction on
focus, new KPI
introduced
Simplified pricing model
Alusta Invoice maturing,

focus on Procurement
Continued focus on
Customer Service
Management
Segmentation
Continued automation
through CRM
Efficiency in operations
Local leadership
Employee satisfaction
Development & training
AGENDA, DAY 1
9:00 9:30
9:30- 11:00
Opening & welcome Pekka

Updates from BAs & Professional Services
P2P (9:30 10:15) Ilari Nurmi
Network (10:15 11:00) Vesa Tykkylinen
11:00 11:15 Coffee Break
Financing Services (11:15 11:45) Jyrki Suokas
Professional Services (11:45 12:30) Matti Rusi
12:30 13:30 Lunch
13:30 14:15 Update from Marketing Warren Daniels
14:15 14:45 Customer knowledge framework & roadmap and market potential analysis
Leino
14:45 15:00 Coffee Break

15:00 15:30 Update from Customer Care Mikael Schedin
15:30 16:00 Forecasting process Juho Karjalainen
16:00 17:00 Emails, calls and change for sports gear
17:00
Meeting in the lobby for Helsinki Sightseeing with Finnish Jopos
19:15 -> Meeting in the lobby for a dinner in restaurant Kuu, Tlnkatu 27
3
Elisabeth
AGENDA, DAY 2
9:00 10:00
10:00 10:15
10:15 10:30
10:30 11:00
11:00 11:15
11:15 12:00
12:00 13:00
13:00 13:30
13:30 14:00
14:00 14:30
Dany
14:30 15:00
4
Competence development Heather

Coffee Break
Sharing win stories Nina
Launch of the new bid management process 2.0 Nina
Bid management process learnings from Norway Oyvind
Learnings from Source to Pay opportunities Henrik, Ron, Tapio
Lunch
Selling packaged/rapid delivery solutions Herman & Oyvind
Opportunity pricing strategies Marco
Vo partner/large sending cases as a Network growth contributor Closing the meeting - Pekka
P2P BUSINESS AREA:

SALES
MANAGEMENT
MEETING
ILARI NURMI
MAY 24, 2016
AGENDA IN SHORT
Major achievements from the past months
Top focus areas from P2P BA perspective
Expectations towards sales team
PURCHASE TO PAY
PRIORITIES AND GOALS FOR 2016
Accelerate sales
o
o
o
Strengthen go to market in key markets

Develop partner channel (especially BPOs)
Customer references and customer success
Cloud transformation
o
o
o
Continue driving new sales to SaaS (direct and indirect)

Transform existing on-premise customers to cloud
Alusta to public cloud architecture
Continued innovation
o
o
o
7
HTML5 user experience

Procurement push
Improve delivery tools and processes
PURCHASE TO PAY
PRIORITIES AND GOALS FOR 2016
Accelerate sales
o
o
o
Strengthen go to market in key markets

Develop partner channel (especially BPOs)
Customer references and customer success
Cloud transformation
o
o
o
Continue driving new sales to SaaS

Transform existing on-premise customers to cloud
Introducing Alusta on public cloud architecture
Continued innovation
o
o
o
HTML5 user experience

Procurement push
Improve delivery tools and processes
180 Alusta deals in 2016

100% SaaS revenue
growth yoy (> 30%
organic + Verian)
Clear recurring revenue
base (Maintenance +
SaaS) increase
Q1 2016 HIGHLIGHTS: SAAS GROWTH

AS THE POSITIVE MESSAGE
Accelerate
businesses:
Q1 2016
Progress:
Accelerate
Network growth
Extend cloud
Purchase to Pay
leadership
Unleash
Financing
Services
24.8 million Q1
Transactions
(+12.3%)
Accelerated
growth in SaaS
revenues
(+30.4%)
15 deals closed
March record
month at 8.7
million
26 new Alusta
SaaS deals
closed (> 70%
more yoy)
First clients
starting to use
Financing
Services
SOME OF THE NEW DEALS IN Q1
BIG TARGETS FOR 2016: ALL END USER CAPABILITIES

TO BE BUILD TO NEW EDGE EXPERIENCE
Major achievement in Q1:

simple P2P flow from
requisition creation and
approval to invoice approval
and goods receipt, all with
HTML5 based UI
Now in the coming months

further deepening of the
functionality, one step at the
time (line level processes,
etc.)
11
STEPS TAKEN TO BRING ALUSTA PROCUREMENT TOWARDS

READINESS FOR MATURE PURCHASING ORGANIZATIONS
MAJOR CUSTOMERS
LIVE IN APRIL
MAJOR DEVELOPMENT STEPS TO BE MADE IN 2016

Professional user dashboard optimized
for centralized buying
Procurement reporting: For

example: open POs, PO value reports,
On-time delivery, Requisition-to-Order
cycle time reports etc
Plan and budget-based purchasing for

efficient cost control
Flexibility to purchasing process
Bunch of new APIs

Contract Directory
Multiple workflow improvements
New business rules
PROCUREMENT DEVELOPMENT FOCUS AREAS

2016H1
2016H2
Existing Purchase personal functionalities in

Edge (Shop, PR & GR tasks)
Marketplace / P2P
integration
BCN /
PEPPOL
Marketplace support for

PEPPOL Catalogs
2017H1
2017H2
New Purchase personal and

professional functionalities in Edge
Marketplace & Product Manager & RFQ & Contract

Directory / BCN integration
P2P support for

PEPPOL Orders
P2P support for PEPPOL Order

Response / Dispatch Advice / other
CATALOG MANAGEMENT WILL BE DONE WITH

BASWARE MARKETPLACE
In the future Marketplace will be the only

global solution for catalog management
RFQ and Contract Directory will be
integrated with Alusta on 2017
Transition program to be put in place to
ramp up Marketplace globally and ensure
smooth transition
IMPORTANT:
Already now Marketplace for catalog
exchange can be offered to selected
Alusta prospects globally with
dedicated help from product
management
VERIAN ACQUISITION: RECOMMENDED

SOLUTION BY SEGMENT IN US
Priorities in offering related
integrations streams:
1.
2.
3.
Crystallize the sales offering

(and ensure best product fit) in
US
Connecting Basware Network
to Verian P2P
Proof of Concept to enable
Verian Procurement + Basware
AP
Other streams to follow
SALES POSITIONING OF VERIAN OFFERING

OUTSIDE US
Current state:
No direct sales planned outside US
Existing Verian partners will continue
as earlier (unless proven otherwise)
Bravo as the most important partner
Future opportunities
Evaluation of potential market
opportunities can be executed (if
clear interest), but main focus of
Verian will remain in US
SOURCE TO PAY DEPLOYMENTS LIVE, BUT

FURTHER STREAMLINING TO BE DONE STILL
SOLUTIONS AVAILABLE:
Heavyweight sourcing with
Bravo + Basware (Verian)
Available now. Customer Live.
Heavyweight sourcing with
Bravo + Basware (Alusta)
Available now. Customer Live
Lightweight sourcing:
RFQ + Contracts + Alusta
Being developed for 2017
We are in better position

than ever to address the
S2P market
Both commercially and
product perspective still
significant opportunities
to improve (References,
easier integrations, etc.)
REFERENCES AND CUSTOMER SUCCESS

AS THE #1 FOCUS
KEY ISSUES PREVENTING WILD SUCCESS:
1. Customer success management: Not enough
focus in front line to manage through the
company silos
2. Product quality: Series of service distruptions and
degradation due to multiple different rootcauses
3. Support quality: Long support queues and limited
skills
IMPORTANT TO KEEP THE SALES TARGETS

FOR Q2 AND FOR FULL YEAR
Q2 wins crucial for 2016 revenue:
New Alusta deals: Target 54 deals,
80% increase from last year
Size of the deals matters: Must Win
cases need to be delivered
Active Transformation campaign for
IP 3.x users (To be executed now)
Contract discipline important for
revenue capture. Deals via CRM
based on the latest contracts
Ask for help in case needed for Q2 closings
QUESTIONS?
FURTHER INFORMATION
Follow the development progress of Basware Purchase-to-Pay

solution from
Monthly release communication @ P2P New Features
(access to Basware empoyees and Basware partners)
Whats new in this release @
Purchase-to-pay new features (access to anyone)
Technical configuration instructions @
Configuration Manual (access to Basware empoyees and
Basware partners)
BUILDING WORLDS
LARGEST COMMERCE
NETWORK
SALES DIRECTORS MEETING
VESA TYKKYLINEN
MAY 24, 2016
CONTENTS
Financial performance
Boosting the sales growth
Key Performance Indicators
Summary of targets for 2016
STRATEGIC AND FINANCIAL TARGETS

FINANCIAL KPIs:
Strategic Target
Target
(Full year 2016)
Latest Estimate
(April 8, 2016)
YoY Growth
(LE vs ACT
2015)
Transactions (000)
123 100
114 600
22%
Recurring Revenue
(m)
44,5
42,7
18%
Transactions and sales growing, but

still behind the targets
Contribution (m)
16,5
17,2
31%
Transactions in March 8.7 m (all time high)
250M transactions by 2018

Strong double digit organic annual growth
Transactions Q1 24.9 m (+13% yoy)

OTHER KPIs on BA
SCORECARD:
Network go-live
improvement
Target
(Full year 2016)
Actual
(March 31, 2016)
+30%
+44%
Customer
Satisfaction (NPS)
45
10
Employee
Satisfaction
39
4,1 / 5,0
(Pulse Survey)
Sales growth will be boosted by

Must Win sales execution with quarterly
case closing targets
Setting up number of Sales Programs for
upsell to installed base
Regional Directors driving the Business
Areas country activities
Three distinct PLMs and Sales Support
function being setup in Product Management
PLANNED NETWORK BA, PRODUCT MANAGEMENT

Product Management
Perttu Nihti
Planning & Operations

Weiliang Pan
Sales
Support
Anders
Demant
Petersen
Receiving PLM
Pauliina Kulla
Sending PLM
Henna Karhunen
Partnering PLM
Mika Hnninen
Sami
Sami Visti
Visti
Mika Lehto
Mika
Lehto
Martin
Martin Schnorr
Schnorr
Irinel Alban
Stephen
Stephen Clements
Clements
Heikki
Heikki Huotari
Huotari
Krist Deveugele
Vesa Koskinen
Henri Liuska
Eric Hedman
(B1, Peppol, Procurement)

(Vendor Mgr, Network Data, Homepage)
(Archive, Compliance)
(Future Concepts)
Interoperability
Management
Harri Ylismaa
Requirements
Management
Jussi Erjanti
Tuomo
Tuomo Saarinen
Saarinen
Rune
Rune Pedersen
Pedersen
Anshui Aggarwai
Vipin
Vipin Ashim
Ashim
Suraj
Suraj Mota
Mota
Pekka
Pekka Immonen
Immonen
Ari
Ari Tanninen
Tanninen
Asif
Asif Raza
Raza
Sven
Sven Tillaert
Tillaert
Irina
Irina Balinisteanu
Balinisteanu
Manuela
Manuela Nisbr
Nisbr
Vineet
Vineet Gupta
Gupta
Manjeet
Manjeet Yadav
Yadav
Program
Management
Virve Leino
ProcServe
ProcServe PM
PM
Jo Benham
CURRENT FORECAST PER REVENUE TYPE
M
Start-up
fees
2016
2016
Forecast
0,1
Target
2015
diff
Actual
0,2
yoy%
-50 %
Customer Service
Management
ProcServe
Subscriptions
0,3
7,3
0,3
6,2
-6 %
17
%
E-invoicing
20,3
17,6
15 %
Scan and Capture
12,0
9,4
28 %
Printing
2,5
1,8
39 %
NETSALES
42,7
36,3
18%
44,5
-1,8
Procserve Subscriptions:
MarketPlace subscriptions
Scan & Capture growth boosted by
Terex (US) >1M transactions
Printing: more focus in senders
bringing in new printing business
Focus on converting Scan&Capture
and Printing to e-Invoicing
MODEST GROWTH IN LARGE EXISTING MARKETS

PULLS DOWN OVERALL GROWTH
NBA Revenue
M
Country
Finland
Sweden
Norway
Denmark
Nordics
Subtotal
Belgium
Netherlands
France
BeNeFra
Subtotal
Germany
UK
Australia
US
AUS & US
Subtotal
NBA Total
Full year 2016

FCT
11,0
1,6
2,4
0,9
ACT 2015
9,9
1,1
1,9
0,8
% yoy
20%
37 %
24 %
12 %
15,9
13,7
16 %
5,6
1,7
0,4
5,5
1,2
0,2
1%
38 %
113%
7,6
6,9
10 %
6,2
9,4
0,8
2,0
5,3
8,4
0,7
1,2
17 %
12 %
13 %
68 %
2,8
1,9
48 %
42,7
36,3
18 %
UK: ProcServe synergies with UK

B2G and new cases expected to
bring in new business
USA: Expected to continue to grow

fast. To be boosted by Verian up-sell
opportunity
Germany: Sales recruitment delays

causing concern in performance
France: positive growth, market
opening in 2017 (B2G)
NETWORK BA STRATEGY GROWTH AND OPERATIONAL EFFICIENCY

Key
Key&&Corporate
Corporate
Networked
NetworkedP2P
P2P
Senders
Senders
Multinational
Multinationaltrx
trxonly
only
deals
deals
SMB
SMB&&Micro
Micro
Govt.
Govt.
Cloud
CloudERPs,
ERPs,BPO,
BPO,Virtual
VirtualOperators
Operators
B2G
B2G
Segments
Go to market
focus
Enablers
Enablersfor
forscalable
scalablegrowth
growth
Portfolio
Product
Productstrategy
strategyand
androadmap
roadmap
28
Increase
Increaseautomation
automation
Efficiency
Efficiencyininoperations
operations
Public
Publiccloud
cloudinfrastructure
infrastructure
Data
Dataand
andintelligence
intelligence
Security
Security
Processes
Processes
Profit levers
Tools,
processes and
capabilities
WE NEED TO GROW THE AVERAGE DEALS SIZE TO

ACCELERATE THE REVENUE GROWTH
NETWORK
NETWORKBUSINESS
BUSINESSIN
IN2015
2015
Deals
756
Dealsmade
made
756pcs
pcs
69
69deals
deals//month
month
17
17deals
deals//week
week
3,4
3,4deals
deals//day
day
Net
Netnew
newtransactions
transactions 19
19200k
200k
25
Average
Averagedeals
dealssize
size
25kk
Distribution
Distribution
55760
11%,
%, 88deals
deals
760k,k,
30%
30%
12
55%,
%, 38
38deals
deals
12864
864k,k,67%
67%
15
10%,
10%,76
76deals
deals
15744
744k,k, 82%
82%
NETWORK
NETWORKBUSINESS,
BUSINESS,PLAN
PLAN2016
2016
Net
27
NetNew
NewTransaction
Transaction
27000k
000k
1080
IfIfstill
still25
25kkaverage
average
1080deals
deals//
year
year
55deals
dealsaaday!
day!
HOW
HOWABOUT
ABOUTGROWING
GROWINGTHE
THEDEAL
DEALSIZE?
SIZE?
Lets
Letsstill
stillassume
assume756
756deals
dealsaayear
year
30k
30kAverage
Averagedeal
dealsize
size 22
22680
680kk
35
35kkAverage
Averagedeal
dealsize
size26
26460
460kk
40
40kkAverage
Averagedeal
dealsize
size30
30240
240kk
45
45kkAverage
Averagedeal
dealsize
size34
34020
020kk
NEW OPERATIONAL MODE TO DRIVE GROWTH
Networked P2P
Senders
Multinational
trx only deals
Partners (VOs
& Cloud ERPs)
B2G
Marketing
Marketingpipeline
pipeline
Sales
Salesfunnel
funnel
Plan
Planand
anddrive
drive
marketing
marketingactivities
activities
with
marketing
with marketingand
and
NBA
regional
directors
NBA regional directors
Targeted
Targetedmarketing
marketingto
to
capitalize
on
identified
capitalize on identified
segments
segmentsfor
fornetwork
network
only
deals
(sending
only deals (sending&&
trx
trxonly
onlyreceiving)
receiving)
Identify
Identifymust
mustwin
win
cases
for
each
cases for eachquarter
quarter
together
with
sales
together with sales
Create
Createaaclosing
closingplan
plan
for
each
must
win
for each must win
case
casewith
withNBA
NBA++sales
sales
Monitor
progress
and
Monitor progress and
take
takeactions
actionsininweekly
weekly
case
follow-ups
case follow-ups
Sales accepted leads for

Network business
Closed large cases for

Network business
Delivery
Deliverybacklog
backlog
Follow-through
Follow-throughlarge
large
cases
to
delivery
cases to delivery
backlog
backlog
Drive
Driveprojects
projectsto
togo
go
live
together
with
PS
live together with PS
according
accordingto
toplan
plan
Manage
deviations
Manage deviations
through
throughweekly
weekly
follow-up
follow-upof
oflarge
large
projects
projects
Transactions and
revenue to NBA P&L
Q1 MUST WIN CASES, ENCOURAGING OUTCOME

Customer
31
Country
P2P
Sender
TRX
Only
Cloud
ERPs,
Partners
Yearly
volume
2016
EST
NBA
RAG
priority
850
500
A1
(12,5M)
100
A2
528
160
A1
655
163
A1
Danwoods
UK
Xerox
UK
Danske Bank
DK
Van Marke
BE
Channel
FR
300
76*
Buffalo Grill
FR
240
60*
Stella
FI
220
146
A1
Ahlmark
SE
300
HSB Stockholm Ek
Fr
SE
ING
BE
NA
A2
220
Case won
x
Case closing
1st Y 360k
Q2 MUST WIN CASES, STRONGER CASE PIPELINE

Customer
Country
P2P
Takeda
Germany
NHS Wales
Fedex
Specsavers
Send
er
TRX
Only
Cloud
Yearly TRX Propab NBA
RA
ERPs,
(kTRX)
ility
Priorit G
Partners
y
UK
Belgium
UK
1300
1200
1000
10 %
850
Denmark
750
40 %
A1
Wrtsil
Finland
700
10 %
Van Marcke
Belgium
655
Won!
Cushman & Wakefield
Australia
650
60 %
Danske Bank
Denmark
528
80 %
A1
400
A1
Rockwool
Martin & Servera
Sweden
x
x
x
x
SALES PROGRAMS TO UPSELL TO INSTALLED BASE

TOPIC
FINLAND
SWEDEN
NORWAY
DENMARK
BELGIUM
113
FastScan/eOffice
to CloudSacn
Program
1
Get all Receivers

to Send
274
Program
2
One Sender:
Many Receivers
61
H
40
GERMANY
US
AUSTRALIA
43
59
635
1033B1W
H
UK
2084B1W
318
284
80
245
48
70
H
FRANCE
96
51
50
Kofax / ReadSoft
to Scan &
Capture
NETHERLAN
DS
5600*
H
* Schenker?
85
Make P2P
Customers
Connected
100
75
40
50
Verian
Potential HIGH
Potential MEDIUM
Potential LOW
Note: Estimate of potential from the Sales Boost report August, 2015
SALES PROGRAM TO BE RUN BY THE VIRTUAL PROGRAM TEAM

- Mixture of global and local resources
Customer
Service
Manager
Marketing
Legal
NBA
Regional
Director
Program
Manager
(PM)
Pre-Sales
Sales
Activation
Services Professional
Services
Tasks of the Virtual Program Team

Defining and executing the Program Plan,
Including:
Planning and execution of the marketing campaigns
Preparing the marketing material
Defining the customer value proposition
Running the sales calls, customer meetings
Preparing bids
Defining pricing
Running contract negotiations
Following up the project execution
FASTSCAN MIGRATION AS NEW SALES PROGRAM PILOT

IN NETHERLANDS, FOLLOWED BY OTHER COUNTRIES
Customer
Service
Manager
Marketing
Legal
NBA
Regional
Director
Program
Manager
(PM)
Pre-Sales
Sales
Activation
Services Professional
Services
Virtual Program Team

Program Manager: Pauliina Kulla
Marketing: Thjis van Bemmelen
Direct Sales: Ron Heijman
Partner Sales: Bram Kuijper/ Cees van Ginkel
Pre-sales: Jeroen Maes
NBA Director: Jos Wellema
Professional services: Hanne Donvil (Matthias Lippert)
Customer Service Management: Kelly Arijs
SALES PROGRAMS FROM IDEA TO

EXECUTION
Idea to
decision
Identify
potential sales
programs
Quick analysis
on potential
Build business
case for
program
Presentment
for go / no go
decision
Plan and
launch
Appoint PM
and build
virtual team
Create project
plan for
program
Build go to
market assets
Launch
program
(go / no go)
Launch in first
country /
countries
Review results
and adapt
approach
Launch in
remaining
countries
Close program
(go / no go)
Execute and
follow-up
Weekly follow-up on program progress
THE FASTSCAN SALES PROGRAM
To speed up the migration progress we are setting up a Virtual Team to:

Set targets for the sales program
Plan & run marketing & sales activities (58 customers in NL)
Plenty of marketing assets already available
Re-define the customer offer / pricing
CloudScan with self-validation we can discount heavily as most of the
delivery work is done in India
CloudSCan with self-validation will not always fulfill the customer needs and
IP configuration is needed. Agreed with Matthias Lippert that sales can offer
IP consulting for few days if customers agrees to migrate.
Create materials if needed
By-weekly follow-up of the progress
Kick-off with the Virtual Team on Friday 27th of May, pre-discussions done
with most
Start marketing + sales activities in the beginning of June
Continue in other countries with lessons learned
PLANNED ACTIVATION SERVICES

Activation
Activation Services
Services
Mathias
Mathias Engstrm
Engstrm
Planning &
Operations
Operations
Peter
Peter Trnroth
Trnroth
Finland,
Sweden
Sweden
Kaisa
Kaisa Vlimki
Vlimki
Susanna
Edberg (SE)
Niclas
Niclas Lwing
Lwing
(SE)
(SE)
Per
Per Dohrn
Dohrn
(SE)
(SE)
Norway,
Denmark
Denmark
NN
NN
BeNeFra
Nick
Nick
Mastenbroek
Mastenbroek
Hilde Eckhout
(BE)
Myriam
Myriam de
de
Villepoix
Villepoix (FR)
(FR)
Germany
Germany
Julia
Julia Retzlaff
Retzlaff
Andreas Alter
Anna Breuer
Bjrn
Bjrn
Hegemann
Hegemann
Manfred
Manfred Oroszi
Oroszi
Miguel
Miguel PoncePonceLucio
Daniel
Daniel
Wurtinger
Wurtinger
US
US &
& APAC
APAC
Courtney
Courtney Flynn
Flynn
Matt Tremaine
(US)
Luke
Luke Bethel
Bethel
(APAC)
(APAC)
UK
UK
James
James Faure
Faure
Centralized
Centralized
Activation
Activation
(India)
(India)
Amit
Amit Gaue
Gaue (act)
(act)
Reena Kaapoor
Ajay Bhardwaj
Meenakshi
Meenakshi
Sharma
Sharma
Vikas
Vikas Tiwari
Tiwari
Navneet
Navneet Joshi
Joshi
ACTIVATION OFFERING (TO BE LAUNCHED IN JUNE 2016)

Level
Supplier Activation
Starter Pack
Service
Supplier List Processing, Summary Report and
Recommendations
Supplier Approach by Basware Sales
Self-Service Guide for the Customer
Supplier Communication Template
Supplier Activation
Activation Program Specialist
Full
Activation
INCL
INCL
INCL
INCL
INCL
INCL
INCL
INCL
Pricing type
Price
Included
Included
in einv pro/basic
in einv pro/basic
Included
Included
in einv pro/basic
in einv pro/basic
Included
Included
in einv pro/basic
in einv pro/basic
Included
Included
in einv pro/basic
in einv pro/basic
INCL
Fixed
INCL
Fixed
INCL
Fixed
OPT
Fixed
[1000] EUR
OPT
Fixed
[750] EUR / pce
Individual Supplier
Contacting
OPT
Fixed
[50] EUR / supp
Portal Onboarding Support

for Suppliers
OPT
Fixed
[200] EUR /
month
OPT
Fixed
[500] EUR
Activation Planning
Activation Reporting
Additional Services
Email Campaign and Activation Website
(only with full Suppl Act)
Activation Webinar for Suppliers

Supplier Services
Starter
Pack
Supplier Kit
[2000] EUR
NETWORK BA ROADMAP IS ALIGNED

WITH THE STRATEGY
Growth
CoS & Capabilities
Q1 / 2016
Q2 / 2016
Q3 / 2016
Q4 / 2016
PDF e-invoice
(buyer sponsored)
PDF e-invoice
(for SMBs)
Anonymous tracking
for S&C invoices
Upgrade path for free

senders
API for partners

document status
API for partners

printing for VOs
Supplier matching &

import for Directory
Network archive for

buyers & suppliers
Exxon items
finalization
Renewed BCN
homepage
Alusta + BCN +
Marketplace
BCN billing pilot

(revenue assurance)
BCN billing additional

services
SOC1 & SOC 2
Legal organizational
model enablers
Consulting tools for

BCN Portal
Data at rest
encryption
BCN production tools

(automation)
BCN operabilty
BCN operability
Sell More
NETWORK MARCH 2016 KPIS
Delight Customers
Deliver Faster
Operational Excellence
On track to target
GAP, recovery actions needed
NBA 2016 PLAN SUMMARY
Accelerating the transaction growth, targeting +30% yoy
Launching PDF e-invoice solution and Partner API to enable sales growth
Passing the SOC1 and SOC2 Security Audits to increase supplier trust
Launching the new Activation Services products and processes to enhance

supplier onboarding success
Starting the transition to Public Cloud for scalabilty and costs
Increasing further the production automation for improved efficiency and

better quality
Please type in your questions in the GoToMeeting questions section. We will go through them at the end of the meeting.
LETS DO IT!
PATH TO
REVENUE
UPDATE TO GLOBAL SALES
MANAGEMENT
BASWARE FINANCING SERVICES
FINANCING SERVICES OVERVIEW:

RACE HAS STARTED
Financing Services theoretical revenue
potential is massive
Theoretical FS revenue potential (M)
900
800
700
600
500
400
300
200
100
0
800
40
2015
100Mtx * 4000/tx = 400B

total invoice value
400B * 10% penetr.
* 10bps = 40M revenue
potential
45
100
2018
250Mtx * 4000/tx = 1T
total invoice value
1T * 10-30% penetr.
* 10-30bps = 100-900M
revenue potential
Strong indications that data in our

network is perceived to have high value
MasterCard paid 1.6M for right to

partner with us
Arrowgrass paid 3M
Multiple potential partners willing to
explore cooperation, e.g.:
Deutsche Bank
Citi
Santander
Commerzbank
Nordea
SEB
Competitors going after the same
potential
GO TO MARKET PLAN IN MOTION
46
PRODUCT PORTFOLIO VISION

Supplier
Supplier WC
WC Dashboard
Dashboard
Buyer
Buyer WC
WC Dashboard
Dashboard
Pay
Pay
Advance
Advance
Securitization
Securitization
BCN Core
Discount
Discount
Finance
Finance
Factoring
Factoring
Credit
Credit
Management
Management
Financing
Financing
Partner
Partner Portal
Portal
Business
Business rule
rule
engine
engine
Intelligent
Intelligent
routing
routing
Cloud
Cloud ERP
ERP
integration
integration
Intelligent
Intelligent
financing
financing
Risk
Risk && Fraud
Fraud
management
management
Reconciliation
Reconciliation
Working capital management platform

Payment
Payment Gateway
Gateway && FX
FX
Banking
Banking
In-house
In-house
banking
banking
47
Banking = Maksuliikenne
includes payment file generation, automated accounting entries, receivables reconciliation,
cash balance overview
Liquidity
Liquidity
management
management
InternatioInternationalization?
nalization?
DEVELOPING THE PRODUCT

PORTFOLIO ON CRITICAL PATH TO GROWTH
Supplier
Supplier WC
WC Dashboard
Dashboard
Advance
Advance
Buyer
Buyer WC
WC Dashboard
Dashboard
BCN Core
Pay
Pay
Discount
Discount
Finance
Finance
Working capital management platform

Payment
Payment Gateway
Gateway && FX
FX
Banking
Banking
48
Banking = Maksuliikenne
includes payment file generation, automated accounting entries, receivables reconciliation,
cash balance overview
Networked P2P and transaction volumes enable a

unique position to create and offer intelligent financial
services
Immediate focus to
Continue maturing Basware Pay, Discount and
Advance into intelligent financial services products.
Ensure Banking features fulfil immediate market
needs, explore internationalization opportunity and
opportunity to integrate with working capital platform
Improve the availability and quality of transaction
data from Basware Commerce Network. Build
capability to extract and mine data.
Near term focus to evolve towards comprehensive
integrated portfolio with Working Capital Management
Dashboards, Payment Gateway and Supply Chain
Finance. These are core capabilities before financing
services can truly be successful!
VISION: INTEGRATED WORKING CAPITAL DASHBOARD
CRITICAL PATH
R&D-Improve
quality of and
access to data in
the network; both
transactional details
and supplier contact
details
Products in need of quick fixes;
especially regarding the supplier side
R&D -maturing
Discount, Pay &
Advance
2015 2016
50
2016
Marketing strongly
improve brand
awareness of Basware
amongst treasures,
cash managers and
working capital
specialists
2016 - 2020
2016 - 2020
2016 - 2018
Sales significant
increase in
financing services
sales force
2016-2017
R&D develop
integrated offering
including Finance
and working
capital dashboards
Delivery increase
Delivery & Support
resources to
support
implementations
and client support
PROPOSITION WORKS WELL ON THE BUYER

SIDE NEW FEATURES ON THE WAY
Ad hoc Discounts
51
Enhanced Dynamic Discount
FINANCING SERVICES INTERNAL 12-MONTH

ROADMAP
Q2
Buyer Driven Working Capital
Optimization Solutions
Supplier Driven Working Capital
Basware Advance GA
Advance onboarding
Working Capital Dashboard
Any sender onboarding MANUAL
Payment automation
Banking 16.6 release = Multi-tenancy
SaaS &
Transformation tool v1.0
52
Q3
Basware Discount GA
Basware Pay Multiacquirer (Procserve
ePayment integration to replace
Adyen)
Advance financing and early

repayment initiation from BCN
Any sender onboarding ASSISTED

SERVICE
Transaction data analytics

Payment automation
Banking 16.9 release = Transformation
tool v2.0
Commerce Bank Payment Gateway
integration?
The schedule is updated quarterly and subject to change without prior notice.
Q4
Basware Pay GA
Enhanced Discount (Bank provided
credit line)
Any sender onboarding SELFSERVICE
Payment automation
Banking 16.12 release = Initial HTML5
transformation for professional users
Q1/2017
Buyer Driven Working Capital Optimization
Solutions
Basware Finance MVP
Analytics WC reporting
Payment automation
Banking 17.3 release = Admin user HTML5
= Out of Silverlight
2016 BASWARE SEGMENTATION

Buyer working capital solutions are focused on two core
segments in each market:
Key
Corporate
SMB
STRATEGIC IMPERATIVES
(AND PRIMARY TACTICS)
1.) Saturate the base:
1.
2.
3.
4.
5.
6.
Identify all key and

corporate customers in
target regions
Identify priority 1 and
priority 2 targets with
regional sales force
Develop individual
approach plans with
account executives
Execute consultative
sales approach
Subscribe new programs
Assure reference status
2.) FS in every new bid:

1.
2.
3.
4.
5.
Improve assets for

tendering process
Conduct training on intro
pitch, asset inventory and
qualification questions
Embed contracting
documents clearly into
CRM ordering processes
Embed deployment
strategy into strategic
planning phase
Embed delivery practices
into initial program SoW
3.) Create new routes to market:

1.
2.
3.
4.
Develop messaging
strategy for new personas
(Treasury, Suppliers and
CFOs)
Enable capable existing
partners
Identify new channels:
1. Direct to corporate
2. MasterCard
3. Banks
4. Horizontally
applicable partners
Process & governance
model per channel
Spend analysis absolutely critical to deal

engagement process; must happen in absence of
volume commit by customer.
SALES PROCESS BASWARE

Current CRM
Process
Pre-Lead
Qualify and
Discover
Develop
Need &
Design
Propose and
Proof
Lead
Process
Step
Direct AM
Responsibilities
FBA Lead Key

Responsibilities
Identification
Pull full list of all

country
accounts (eInvoice
receiving and/or
P2P)
Conduct
account review
process W/FS
Sales
Review
accounts with
AM directly
Profile accounts
Augment
customer
contact
database
(treasury &
senior finance
team)
Create shortlist
Contact
Negotiate
and Close
Opportunity
Nurture &
Qualify
Size
Kept informed
Manage P2P
stakeholders if
required
Bank Full
Engagement
Keep informed
Manage P2P
stakeholders if
required
Discuss and
agree warm
intro and contact
request for
shortlist
On-going
awareness and
education via
account reviews
Follow up on
warm
introduction
Conduct initial
spend profile
Identify decision
making unit
Map key
stakeholders
and power
balance
Explore supply
Develop more
chain pain points
formal build
Strategy and
business case and
spend analysis
enablement strategy
Promote light
Formalize timings
Review and revise
touch
engagement via
client
Marketing
recommendations
Align on
implementation
timings
Validate
business case
Validate
payment
policies
Validate supplier
enablement
approach
Engage bank
Closing
Keep informed
Manage P2P
stakeholders if
required
Change
enablement
Contract
coordination and
enablement
Closing and
Handover
2016 MARKET COVERAGE

2016 Primary
Markets*:
US & Canada (NA)

UK & Ireland (UKI)
Finland (FI)
Norway (NO)
Denmark (DK)
Sweden (SW)
Belgium (BE)
Netherlands (NL)
France (FR)
DACH Region (DE)
ANZ (AZ)
*Primary markets must have enablement plans at minimum for strategic imperatives 1 & 2
25+ PAY & DISCOUNT WINS

Clients
Bank partnerships
STATUS OF IMPLEMENTATION PROJECTS

Basware Pay
Apache Corporation
Londonborough of Islington
Schneider Electric
SonicDrivein
Terveystalo
Terex
On Scopin Buil
Hold
g
d
Testin
In
g
Production
Supplier
Onboarding
Close
d Live date
n/a
42704
n/a
n/a
n/a
n/a
Alpha Trains
Syufy Enterprises
Brammer UK
Dixons Carphone Warehouse
East of England Cooperative
Tradebe
Saban
Hendersons Properties
BTD Manufacturing
Ministry of Defense
Ghirardelli Chocolate Company
Direct Cash Payments
Basware
Celgene
Helios
CORT
GKN Driveline
SSG
YUM Germany
YUM Spain
Yum Netherlands
Coloplast
30/09/201
6
31/09/201
6
30/09/201
6
31/06/201
6
31/07/201
6
31/09/201
6
tbd
n/a
n/a
n/a
tbd
tbd
tbd
31/09/210
6
31/09/201
6
tbd
tbd
30.5.2016
tbd
tbd
30.6.2016
tbd
Basware Discount

On Scopin Buil
Hold
g
d
Testin
In
g
Production
Supplier
Onboarding
Close
d
Live date
cancelled
42704
20/01/2016
cancelled
27/01/2016
31/09/2016
30/09/2016
31/09/2016
31/01/2016
31/06/2016
31/07/2016
31/09/2016
31/09/2016
23/05/2016
tbd
n/a
tbd
tbd
n/a
n/a
n/a
tbd
tbd
30.5.2016
tbd
tbd
30.6.2016
tbd
2016 CUSTOMER ACQUISITION GOALS

BY REGION
Sum of regional goals results in 81 customers*, distributed as follows:
QTR
NA
UKI
QTR 1
QTR 2
QTR3
FI
NO
DK
SW
BE
NL
FR
DE
ANZ
Total**
16
21
QTR4
38
Total
12
18
81
Dedicated
Resource
Q2
Q1
Q1
Q2
Q2
Q2
Q1
**FY 2015 Actual 25
NUMBER OF OPPORTUNITIES BY
COUNTRY BU (FROM CRM)
EXPANSION CAPACITY & OPPORTUNITY 2017

2016 focus on establish core, market making and creating new channels
2017 accelerate growth w/market saturation and further focus on new routes to market
2016 - 7 FTEs
Responsible for
Market Growth
1 FTE Responsible for

Channel Growth
1 FTEs Direct to
Corporate Model with
MasterCard
Existing Biz Dev Role

Focused on Banking
Relationships
2017 13 FTEs
Responsible for
Market Saturation
2017 2 FTEs
Responsible for Key
Channel Markets
2017 2 FTEs
Responsible for New
Account Acquisition
2017 1 FTEs
Responsible for
Banking Relationships
81 Contracts in 2016
7 Contracts in 2016
5 New MC Contracts
2 New Banking
Contracts
20 New MC Contracts
18 New Banking
Contracts
WE ARE HERE TO HELP YOU TO

ACHIEVE YOUR GOALS
Finland:
Riku Louho Riku.Louho@basware.com
Norway, Belgium, Netherlands, France:
Joachim Hermansson Joachim.Hermansson@basware.com
United Kingdom, North America, Sweden, Germany, Denmark:
David Reidy David.Reidy@basware.com
APAC
Andrew Jesse Andrew.Jesse@basware.com
PROFESSIONAL
SERVICES Q2 UPDATE
FOR THE SALES
MANAGEMENT
MATTI RUSI
MAY 24, 2016
CHANGES IN THE
DELIVERY
MODELS
MUST DO Q2; SHORT TERM FOCUS AREAS

PURCHASE TO PAY
Get our projects live!: Positive impact on

Corporate revenue. 47 go lives initially planned.
Regional Project Review meetings
Optimize our billable utilization: Utilize our
teams to the full extend:
Global Resource Management meetings ->
close the target gap of 5%
Further decrease our delivery times:
First digitalize, then optimize
Treat customer delays as change requests;
start SaaS billing
go-live target Q2
Current # go
lives Q2
Expected # go
lives Q2
47
18
29
MUST DO Q2; SHORT TERM FOCUS AREAS

NETWORK
Speed up delivery times; We can do more in

less time by focusing on the right projects
Focus on those projects that drive the
highest transaction growth (categorization)
Start running category A and B projects
through dedicated project management
model to drive the go lives
Optimize output through change requests:
Deliver whats sold only
Add change requests for anything else
PS: WHATS HAPPENING

AROUND US?
EXTERNAL DRIVERS
INTERNAL DRIVERS
Transformation from on premise to SaaS

Key customer segment is saturated in many
markets, Corporate and SMB segment are still
growing
Commoditization and Consumerization of
offering, more straightforward processes
Configurations are much more packaged,
Less customization required
Requirement; deliver fast and packaged
Continuous cost pressure on project deliveries.
Competition is driving cost pressure as well
Customers are keen on optimizing their
processes, not only technical features
Scalability; We need to be more flexible to meet

local demand fluctuations
Current, pure local, setup does not scale up
to this
We need to deploy our capacity worldwide to
more effectively meet supply and demand
Central delivery pool extends the
flexibility to accommodate for overall
growth
Ensure local expertise in specific knowledge
domains; requires a regional resource pool to
ensure efficient deployment.
Regional clustering of specialists ensures
expertise to be locally available
PS: HOW TO RESPOND?
68
Build a scalable, central resource pool delivering

standardized, packaged work components
Ensure local/ regional domain expertise for
complicated work components
Exploit OG customer base to provide significant
amount of local delivery work for years to come
Ensure local consulting to provide value add to
the customer, in terms of business process
optimization, customization and local project
guidance
The bigger the project the closer project

management and project communication
should be to the customer
Delivery time, effort reduction, utilization
optimization and customer satisfaction are key
drivers in PS
PS: LONG TERM SETUP
Local - Customer facing roles
Project Managers, Business Consultants, Technical

Architects
Scope Statements, Solution and Interface definitions,
Solution Technical documentation
Regional - Technical roles
Central - Central delivery roles
69
Interface Consultants (Specialized interfacing setups, ERP

specialists), Solution Consultants
Customer System Training, UAT support, Specialized
Configuration and integration delivery work based on
custom Solution definition (Enterprise Delivery), OG
maintenance and Change Requests
Configuration and integration delivery work based on
Packaged Delivery, Rapid Delivery scoping, Interface
consultants (Standard interfacing), Unit testing, UAT
Fixes/re-work, UAT support, Quality control Solution
review, testing review, etc., Documentation updates
PS: CENTRAL DELIVERY RAMP UP

CURRENTLY IN SCOPE TO
SUPPORT:
RAMP-UP PLAN
Scandinavia
Central Europe
North East
Network
7 consultants and 1 PM, 2 replacement
recruitments on-going
Purchase to Pay
4 solution consultants currently in
training deployable end Q2
Additional 4 solution consultants in
hiring deployable end Q3
We are also recruiting a manager to lead
local PS teams. This role will report to
Arnoud Schouw.
PS: IMPLEMENTATION DELIVERY MODELS

P2P
Enterprise delivery model (Base-M project methodology, delivery time +20 weeks),
Category A projects
Custom solution scoping
Planning and definition
Custom system configuration
System test and training
Customer acceptance testing
Production and handover
Closing
Key Express delivery model (Rapid deployment methodology,
delivery time 6 weeks), typically Category C projects

1. Basic data collection
Packaged delivery model (Slim Base-M project methodology, delivery time 12 weeks),
2. Enablement
ofCategory
preconfigured
system based on initial
typically
B projects
based on standardized, packaged configuration components
selections Solution
andscoping,
templates
Planning
andcountry
definition
Predefined and custom system configuration
Corporate
3. Customer System
training
test and training
4. Interface configuration
Closing
5. Customer Acceptance
testing
Express delivery model (Rapid deployment methodology, delivery time 6 weeks), typically
C projects
6. Production and Category
handover
Basic
data collection
Enablement of preconfigured system based on initial selections and country templates
Customer training
SMB7. Closing
Interface configuration
Customer Acceptance testing
Closing
PS: RAPID DELIVERY AVAILABILITY

Wave 1: Before summer
Sweden
April 2016
Norway
April 2016
Denmark
May
May 2016
2016
Finland
May
May 2016
2016
APAC
June 2016
Belgium
June 2016
UK
July 2016
Netherlands
July
July 2016
2016
Wave 2: After summer

France
Oct.
Oct. 2016
2016
Germany
Oct.
Oct. 2016
2016
North
America
Nov.
Nov. 2016
2016
Detailed introduction webinar scheduled

Local Sales/ Presales and PS introductions
will be organized upon launch
RESOURCING
STATUS AND
GENERAL
FEEDBACK
PROFESSIONAL SERVICES
SUPPORT FOR THE SALES
PS should focus on the delivery projects scope and pricing; not on demos and product
functionality in the sales process
Packaged and Express delivery pricing should be coming from the pricing tool
Enterprise delivery projects scoping and pricing should be done by PS in timely manner
There are named Change Request managers who should act as local bid managers
BAs must handle new functionalities scoping; workarounds implemented by Delivery dont
drive quality and productivity
Involve the local delivery early in the process, agree the schedule and escalate immediately
if you face time constraints
Matti.rusi@basware.com
www.basware.com
www.twitter.com/basware
www.facebook.com/BaswareCorporation
www.linkedin.com/company/basware
Picture
SALES
LEADERSHIP
MEETING
WARREN DANIELS
VP FIELD MARKETING
INTRODUCING ME
AND MY WORK.
78
WHAT ILL COVER TODAY

-
State of The Nation (Marketing Contribution to Pipeline)

Integrated Demand Management (Analytics Platform)
The Marketing Framework
Sales Tools Whats new
Customer For Life
Basware Connect 16 Update
What to expect from me
MARKETING CONTRIBUTION: OPEN OPPORTUNITIES

Pipeline Phase
10%
OPPORTUNITES
Pipeline Contribution
33,332,67
4
(823)
20-50%
OPPORTUNITIES
60-90%
OPPRTUNITIES
100%
ORDERS
37,120,502
(589)
3,768,813
(40)
2,473,333
(86)
Opportunities
Oulun Rakennusteho Oy
Etel-Savon Energia Oy
Nestor Cables Oy
Hydroline Oy
Mondo Minerals B.V. Branch
Finland
Kotka-Kymin
seurakuntayhtym
Talentum Oyj
OP-Palvelut Oy
Helsingin Kaupunki
MSK Group Oy
Pohjanthti Keskininen
Simetron Group
Accretive Health, Inc.
E. & J. Gallo Winery
SAG Group GmbH
Paychex Inc
Swissport NA, Inc
The Valspar Corporation
ICA Sverige AB
Brammer Nederland B.V.
Boeing Commercial Airlines

ORES
EPV Energia Oy
Plkky Oy
HSS Media-bolagen Ab Head Invest Oy
Meka Pro Oy
Voimatel Oy
Silver Eagle Distributors Limited
BEAULIEU
1575
Entertainment Earth
INTERNATIONAL
TOTAL # OPEN
Parker Hannifin Corporation
Boliden Kokkola Oy
MARKETING
SOURCED OPPS
McKinsey & Company
Kuopion Energia Oy
TELEVISA CORPORACION, S.A. DE C.V.
NYRSTAR BELGIUM
ZEON Chemicals L.P.
Dinex Ecocat Oy
Moneygram Payment Systems, Inc.
Optitune Oy
Also Finland Ltd
W. P. Carey & Co. B.V.
Ruohonjuuri Oy
68%
Suomen Osuuskauppojen Stichting Pantar Amsterdam
Dr. Robert Eckert Schulen Stichting
AG
Groenhuysen
PERCENTAGE
OF # NNN OPEN
JM AB
Lely Industries N.V.
OPPORTUNITIES
Ovenia Oy
Mediq Apotheken B.V.
SOURCED BY
Transdev GmbH Buchhaltung
Nippon Express (nederland) b.v.
MARKETING
Belden wire & cable b.v. Sodexo Oy
Attendo Oy
Sensata Technologies Holland B.V.
Zumiez Inc.
Voortman Steel Group B.V.
Faccenda Foods Ltd
American Medical Systems Europe
Xerox Business Services

ifm electronic b.v.
Pacor-Pamero B.V.
NN Inc
Wienerberger Ltd
LegalZoom. com Inc

Skedsmo kommune Fakt
Mindhouse AB
BNP Paribas Factor SA
SAS Institute GmbH
Forbo Flooring BV
British Gas Plc
Spar Holding B.V.
Pon Equipment B.V.
Golder Associates Inc.
Olympus Sverige AB
Automotive
GKN Driveline North America Nexteer
Inc.
Savon Sellu Oy
Kiinteist Oy M2-Kodit
Baptist Health
Hansea NV
CORT Business Services Corp
Stella Kotipalvelut Oy
SSG A/S
S-Pankki Oy
Helios Towers Africa, Ltd
Bulthuis Truck-En
Empower IN Oy
Bank of Queensland Ltd.
Traileronderdelen B.V.
63%
OF OPEN
OPPORTUNITIES
CREATED IN THE
LAST 17
MONTHS
75,256,280
TOTAL VALUE
OF OPEN
MARKETING
SOURCED OPPS
80%
OF THE
VALUE OF
NNN OPEN
PIPE
SOURCED BY
MARKETING
84%
OF
MARKETING
SOURCED
OPEN
OPPORTNITIE
S CREATED IN
2014 OR
LATER
Q1 MARKETING SOURCED DEALS

Company Name: GKN Driveline (US)
Solution Purchased: Invoice Processing Deal
Deal Size: $498,692
Source Campaign: Gartner Magic Quadrant Campaign
Company Name: Bank of Queensland

Solution Purchased: ???
Deal Size: AUS $264,152
Source Campaign: Basware Seminars (March 2014)
Company Name: ThorenGruppen AB

Solution Purchased: Alusta
Deal Size: Kr399,651
Source Campaign: SE Web Inbound
Company Name: Zodiac Pool Solutions

Solution Purchased: Fastscan to Cloudscan
Deal Size: 4,675
Source Campaign: In bound response to
email campaign
Company Name: Helios Towers

Solution Purchased: 139,808
Deal Size: Invoice Processing, FinSe & E-Invoicing
Source Campaign: Inbound enquiry, supported by
Basware Masterclass, Basware Live & Basware Connect
Company Name: S Pankki OY

Solution Purchased: FPM
Deal Size: 65,000
Source Campaign: Google AdWords 2014
Company Name: Telegrtner Karl Grtner GmbH
Solution Purchased: E-Invoicing Receiving
Deal Size: 15,000
Source Campaign: DE 2015 WWE General
86 marketing sourced transactions globally in Q1 2016

(13%)
Marketing sourced revenue in Q1 = 2,488,000 (29%)
MARKETING CONTRIBUTION: Q2 EST CLOSE

Pipeline Phase
10%
OPPORTUNITES
20-50%
OPPORTUNITIES
Pipeline Contribution
2,629,853
(115)
4,960,992
(130)
60-90%
OPPRTUNITIES
1,265,773
100%
ORDERS YTD
664,953
(21)
(38)
266
Opportunities
Badoo Ltd.
Turun Tilikeskus-Yhtit Oy
Helsingin Kaupunki
Pelican Finland OpCo 2 Oy
Steveco Oy
Also Finland Ltd
Vantaan kaupunki
Kuhilas Oy
Manpower AS
Topdanmark Forsikring A/S Jagermeister
Saudi Airlines Catering
Oulunkaaren kuntayhtym Lohjan kaupunki
Gemini Corporation NV
Automobile Club of Southern Rakennusliike Lehto Oy
ETN FRANZ COLRUYT
California
ABB Oy
Helgelandskraft AS
Rovaniemen kaupunki
Whitbread Group PLC
Berner Belgien NV
Norengros AS
BORD GAIS EIREANN
Kawasaki Motors Corp., U.S.A.
Taberg Media Group AB
Power-Packer Europa B.V.
NEXANS SWEDEN AB
Senaatti-Kiinteistt
CONN'S, Inc.
Pohjanthti Keskininen
Vakuutusyhti
MasterCard Worldwide
RB
Accretive Health, Inc.
SAG Group GmbH
Paychex Inc
Trueblue Inc
W. P. Carey & Co. B.V.
NN Inc
Merchants Automotive
Group, Inc.
Wienerberger Ltd.
Paramount Pictures Int Ltd
Xerox Business Services
Baptist Health
S-Pankki Oy
Hansea NV
Bulthuis Truck-En
Traileronderdelen B.V.
Veikkaus Oy Ab
Nuplex Resins B.V.

Norwegian Property
SilverTours GmbH
Vaasan Oy
Exertis (UK) Ltd
Faccenda Foods Ltd.
Rentschler Biotechnologie
GmbH
PremiQaMed Holding GmbH
Groupe SOS
Sodexo Oy
White Stuff Ltd.
PDSA
SAS Institute GmbH
Paques Holding B.V.
Neele Logistics
Systematic Software
Engineering
WAAK BW
Fennovoima Oy
Ovenia Oy
Newcastle University
Scanreco AB
GES Global Experience
Specialists
Vahanen International Oy
Quality Office Supplies Ltd.
Teknos
Oy
Spar Holding
B.V.
Olympic Fruit
Pon Equipment B.V.
Tebodin BV
ifm electronic b.v.
Chain IQ Group AG
Koninklijke Reesink NV
Trelleborg Sealing Solution Finland Oy
Efore Oyj
Kekle Oy
BIOCODEX BENELUX SA
Tampereen Srknniemi Oy
Assystem SA
Varamiespalvelu-Group Oy
Jyvskyln koulutuskuntayhtym
TOTAL # OPEN
MARKETING
SOURCED OPPS
WITH EST CLOSE
DATE IN Q2 2016
8,856,619
TOTAL VALUE OF
MARKETING
SOURCED OPPS
WITH EST Q2 CLOSE
56%
PERCENTAGE OF #
NNN
OPPORTUNITIES
SOURCED BY
MARKETING
67%
OF THE VALUE
OF NNN
PIPELINE
SOURCED BY
MARKETING
MARKETING SOURCED DEALS WITH A Q2

CLOSE DATE
Company Name: Weinerberger
Solution Purchased: Invoice Processing
Deal Size: 171,375
Source Campaign: Webinar IA Lunch & Learn
Company Name: CONNs Inc.

Project: Invoice Processing
Deal Size: 547,715
Source Campaign: Inbound enquiry
Company Name: Paramount Pictures

Solution Purchased: Alusta Transformation
Deal Size: 153,020
Source Campaign: Basware Connect 2015
Company Name: SAG Group

Solution Purchased: Invoice Ready
Deal Size: 225,357
Source Campaign: Inbound
266 marketing sourced transactions with a Q2 2016 close

date
Marketing sourced revenue with Est Q2 close date =
8,888,952
INTEGRATED DEMAND MANAGEMENT
6. DRILL DOWN
Understand how
you are
performing by
segment, BA and
Top deals to drive
revenue
1. TOP OF
FUNNEL
Provides visibility
of volume of
leads and the
sources they
have come from
2.
OPPORTUNITY
CREATION (SAL)
Tracks
opportunity
creation # and
value by source
Analytics
platform for
business
management
5. SALES
QUOTA
ANALYSIS
View sales quota
data at country or
individual AM
level
3. QUOTA
COVERAGE
Unweighted 4RQ,
Weighted
coverage
4. ORDERS
Orders in any
given period of
time and by
source
A SINGLE MESSAGING FRAMEWORK

Drive Growth Through Finance
The global economy continues to transform at breakneck speed. These changes place unprecedented challenges on businesses. Today, forward thinking finance and
procurement professionals see these changes as opportunities, and in responding to them are transforming the way that business conducts business. The rules have
changed; Operational excellence and accurate reporting is now taken for granted. Todays CEOs expect Finance and Procurement to work together to lead the way
in identifying new market and profit opportunities, strengthen relationships with trading partners, analyze data, offer predictive insights & act as a catalyst for change
across the business. And all with one goal in mind; to sell more and spend less to drive growth .
Finance
Professionals
(Accounts Payables,
FSSCs)
Procurement
Professionals
(Strategic & Tactical)
Suppliers
(Accounts
Receivables)
Financial
Executives
(C-level)
How: Drive growth through finance to take advantage of the new opportunities for you & your business to think and act differently
More Cash to Fuel Growth
Tap into new profits with just in
time financing
The new world of connected commerce

comes with new ways to transform your
business to liberate more cash to fuel
growth. You and your trading partners can
optimize cash flows and become more
profitable.
Connect and Grow Your Business

Forward thinking Finance and Procurement
professionals leverage B2B networks to
uncover new business opportunities, build
stronger strategic supplier relationships
and better manage working capital
management of all digitally connected
parties.
Manage Spend, Compliance and

Risk
Leading enterprises look new ways to
manage spend and tap into the new profit
streams locked within the organization.
Both cross-enterprise collaboration, supply
chain & financial performance, compliance
& risk management go all hand in hand.
Baswares Networked Purchase-to-Pay to drive transformation with finance and analytics in the Cloud (P2P/Alusta & Network & FiSe)
Optimize cash flow within

financial supply chain (FiSe)
The Network is where you

grow your business
(Network)
Operational Excellence &

Visibility and Control in
Financial Operations
COMPETENCE DEVELOPMENT
Sales Enablement function is responsible for maintaining the solution knowledge of
sales. Primary target group with current resourcing is Direct Sales.
SALES ACADEMY
E-LEARNING
Added one (3->4) new

Sales Academy for
2016 to accomodate
recruiting
Please ensure that
your recruitmens plans
are communicated to
HR (Ioana Moldovan)
and/or Lucas Weber
Quarterly mandatory
eLearning Curriculum
continues. Please
check the
completion status.
Separate curriculum
for presales currently
Creation of sales team
specific curriculums
need to be agree with
Sales Ops.
POWER HOUR
Since beginning of
2016, twice a month
Mandatory, but no direct
enforcement to monitor
participation (yet)
Little contribution from
Sales to guide
PowerHour content
(good / bad?)
Satisfaction survey after
each webinar to monitor
content relevance to
audience
SALES TOOLS
One Minute P
itch
= Elevator
Pitch
Primary
onboarding
tool
SPIN
Documents
Conversatio
n
starters for
CFO
CUSTOMER FOR
LIFE & PILLARS OF
MARKETING
TRANSFORMATION
STRATEGIC THEMES
Brand Strategy
By 2018, what will our

customers say:
Basware helps us
streamline our
financial supply chain
and grow worldwide
commerce and
wealth.
Marketing Planning
Process
From customer and

market insights to
marketing strategy
and plan.
From siloes to end-2end planning
Customer
Experience
Customer for Life..

How do customers
experience Basware
across all touchpoints
Digital
Marketing
World class digital

tools and capabilities
to optimise inbound
marketing, Search,
Content and simplicity
in messaging
CUSTOMER FOR LIFE - CONCEPT

Pre-acquisition
Acquisition
Conversion
Retention
Marketing
Sales
Brand
Search
Social
Events
.
Value exchange
Webinar
Whitepapers
Case study
.
Sales
Marketing
Presales
PS.
Product Experience
Activation services
Customer care
Finance
Marketing.
Customer
Advocacy
Touchpoints
NPS / KPI
WHAT TO EXPECT FROM ME

LONG RUNNING, INTEGRATED, MULTI TOUCH PROGRAMMES
Well reduce the number of individual tactics and move towards an agreed and shared set of priorities
where we can maximise our impact on the business.
TIGHTER BUSINESS ALIGMNENT

Move towards an intelligence based approach to demand management & cadence to manage balance in the
pipeline across sales and marketing groups.
BUILD GREATER PIPELINE, INCREASE VELOCITY

In terms of the marketing mix, well begin to move our programmes towards a learn, scope, select
methodology to try to increase pipeline velocity and influence at every stage in the sales cycle.
LOOK AT PREDICTABILITTY, MEASUREMENT, BUDGETING

Greater emphasis on forecasting to ensure that we are planning to meet our obligations to the business. Not
just core KPIs but the trailing indictors that support this. Drive greater return from marketing .
Warren Daniels
VP Field Marketing
warren.daniels@basware.com
www.basware.com
Picture
FROM DATA TO
KNOWLEDGE
AND ACTION
HOW CUSTOMER AND
NETWORK DATA CAN DRIVE
OUR GROWTH
AGENDA
Customer knowledge as driver of growth and scalability
Q1 highlights and roadmap: getting customer knowledge
kick-started
Market potential analysis Q1 results and next steps
YOUR FEEBACK!
DATA IS JUST THE STARTING POINT

DATA
ANALYSIS
KNOWLEDGE
data quality in
source systems
analytics embedded
in operational
systems
data integration:
master data
aggregate level
dashboards
data warehouse
high quality, integrated

data enables process
scalability, even without
further analysis!
DECISIONS &
ACTION
2018 GOAL: 220-280M NET SALES, 2/3 FROM

CLOUD BUSINESSES
143.6M
103.1M
12%
88%
97
220-280M
CAGR
(15-18)
2/3
~40%
Cloud based businesses growing fast:

Turning point in business model
change reached
Constant growth year-on-year
Stacking revenues
40%
60%
1/3
-5-0%
Recurring
revenue goal
~80%
Note: Cloud Net sales includes SaaS, transaction, Procserve and other Network related Net sales
Maintenance, consulting and license

businesses provide a solid base
Stable and predictable
Gradually declining
CUSTOMER AND NETWORK KNOWLEDGE

DRIVE BASWARES GROWTH
1 Better understanding of our existing customers guides us to sales opportunities
(new, cross, up) and increases our win rate
2 Customer knowledge utilized to improve customer experience, loyalty and retention
3 Customer data integration drives scalability leap in Baswares business processes
4 Customer level information increases transparency of mgmt and financial reporting
and makes it more actionable
5 Knowing our network organizations enables Financing Services business and other
VASs
SALES OPPORTUNITIES
EXAMPLES
+3 Mio *
(win rate up 3% from

current weighted 30%)
Focus new customer acquisition on areas providing highest likelihood of winning

Build customer clusters of strong track record (verticals, segments, ERP interface) +1 Mio *
Identify cross sales opportunities, e.g. E-Invoicing to P2P only customers
Identification and analysis of white spaces, e.g. non-networked P2P customers
Successful transformation of customers to NG products (Alusta, Maksuliikenne)
Detailed analysis of transformation target group incl. configurations,
support history
(assuming 15% win

rate, 700 customers)
+2,5 Mio *
(5% as leads,
lead/win rate 1%, deal
size 5k)
Utilize up to 1000k network organizations as source for leads and prospects

BCN-CRM-Eloqua integration making CRM organizations available for lead and prospect
creation processes
*) yearly revenue potential
CUSTOMER EXPERIENCE AND LOYALTY

EXAMPLES
Solve customer problems faster and better
Relevant customer history and key facts, especially configurations, available
in operational systems of customer-facing units
+1,5 Mio *
Targeted customer communication: relevant and valuable to customer

Integrate entitlements, contacts and roles, company background
and interaction history to build target groups
(1% decrease
in churn rate)
Detect churn risk in order to take corrective action

Combine customer satisfaction / NPS data with entitlements and interaction
history for predictive churn analysis
*) yearly revenue potential
AGENDA
kick-started
YOUR FEEBACK!
CUSTOMER KNOWLEDGE
Q1 HIGHLIGHTS
Customer master data integration into production (CRM, SAP, ITSM, Planview)
100% CRM-SAP linkage, major leap towards 360 visibility

Q2C process automation
First analysis of total customer base (segment, revenue, countries)
Detailed view on US customer base available on day one of Verian acquisition
Centralized master data care process set up and ownership by Customer Care established
One-point maintenance of key customer data

Development of operational customer lifecycle management
Data cleaning and enrichment activities prioritized and scheduled

Action plan for critical Financing Services data requirements
Customer knowledge framework and roadmap developed
KEY DELIVERABLES, 5 QUARTERS

Quarterly
Deliverables
Q2 2016
Q3 2016
Q4 2016
H1 2017
Market potential /
customer base analysis
by country and BA
White space analysis

(cross-selling
opportunities) for
marketing & sales
Funnel based
forecasting, pilot
Funnel based
forecasting launched for
group forecasting
Customer-centric country
dashboard 1.0
introduced to BCTs
Clusters of selling
strength for marketing &
sales
Network analysis
launched for sales and
onboarding activities
Integrated CRM and

BCN data as pipeline
source
Revenue integrity report
Customer centric country

dashboard 2.0
(entitlements, customer
satisfaction) launched for
Country Reviews
Predictive churn analysis
Customer profitability
Customer analytics
embedded in CRM
see appendix for detailed roadmap incl. data, infrastructure and process development streams
AGENDA
kick-started
YOUR FEEBACK!
MARKET
LANDSCAPE
BET UPDATE
MAY 16 2016
ELISABETH LEINO
COUNTRY OVERVIEW
RELATIVE POSITION
* bubble size reflects countries Q1

order intake
700
NA
600
500
400
Market potential, Mio /year
300
DE
FR
200
UK
100
AUS
DK
NL
- BE
NO SE
1
-100
Funnel based forecast Q2-Q4, Mio / year

106
FI 9
10
EXAMPLE: QUARTERLY DEVELOPMENT
FIGURES EXCLUDE VERIAN

by far largest potential of all our markets, BW share around 1%
weak performance/forecast Q1-Q2
ambitious Q3-Q4 forecasts with good Q3, but thin Q4 funnel
Low win rate, how increase?
Adapt offering to this key market, Verian acquisition is good step
More focus in sales and marketing (strengthen the strengths)
NEXT STEPS
COUNTRY SPECIFIC, CROSS-FUNCTIONAL DISCUSSION OF Q1 RESULTS

BY END OF MAY
Actions suggested by analysis
Comments and verification of actions
THIS IS NOT AN INITIATIVE, BUT A TOOL TO SUPPORT COUNTRY

PERFORMANCE STEERING
Monthly report by end of Q2
Extended version (see next slide)
BIRST tool and access for BCT, MARKETING and SALES LEADERS
COUNTRY DASHBOARD - CONTENT

Market potential and Basware growth
ambition
Market size by segment

Key competitors (rated)
Sales forecast as share of potential
Future customers
Quarterly sales pipeline by probability,

value and amount
TOP 10 opportunities
Total Funnel (lead to order)
Conversion rates
Growth y-o-y
Existing customer base and value

created
Nr of customers by BA and segment

Revenue by segment and type, growth
y-o-y
TOP 10 customers key facts
Key KPIs, internal benchmark
Market potential / order intake

Churn rate / NPS
Win rate / pipeline as % of revenue base
Sales to existing customers / new sales
FEEDBACK &
DISCUSSION
elisabeth.leino@basware.com
CUSTOMER CARE
UPDATE FOR GLOBAL SALES MANAGEMENT

MAY 24:TH 2016
MIKAEL SCHEDIN
AGENDA
Recap of changes in Support model

Customer Care Development Agenda
Customer Mowing Forward
Verian integration
What to do when receiving a complaint - Escalation process
Executive Team Quarterly Customer Satisfaction calls
New Function - Customer Relationship Management
CUSTOMER CARE
Legacy model
(Interim SEP15-JAN15)
Customers
Customers
Customer Care
(as of Feb 2016)
Customers
Online & Self Services
SoSe 1st
and 2nd line
SoSe 3rd
line
NS 1st and
2nd line
NS 3rd line
R&D, Production, Delivery
113
Customer Care
1st line
2nd line
SoSe 3rd line
Customer Care
Global 1st Line
Global 2nd Line
P2P and NS 3rd Line
CSM
NS 3rd line
FROM LOCAL SERVICE DESKS TO GLOBAL

FUNCTIONAL SUPPORT MODEL
1st line
2nd line
3rd line
114
Incoming channels
Validation
Service Request Fulfillment
Express queues
Global Solution for technical level incident queues

Legacy P2P, Alusta, BCN (BT), BCN (GW/B1)
rd line
BCN 3rd
rd line
P2P 3rd
Country
Support
Management
Customer
Service
Management
CUSTOMER CARE SLA KPIS

KPI:
Response: 93%
Resolution: 93%
NPS PER PRODUCT
CUSTOMER CARE MOVING FORWARD
Activities in order to reach greater customer satisfaction

Daily queue follow-up with functional managers in order to
reduce queues with 10% - shorter response times will
increase customer satisfaction
Address and follow-up with internal stakeholders (PS, SaaS
Production, BUs etc) we recognaise the accountability
Continous improvement of offshored support (program in
place regarding recruitments and competense build up)
Customer communication improvments
Customer expectations management support entitlement
as part of handover process
DEVELOPMENT AGENDA
118
Streamlined global Basware Support model

New support tool based on Dynamics decison taken
Optimized contact channels to customer support
Reduce emails and move to online forms
Better SLAs through increased automation in ticket handling
Self services available through Online portal
Increased and improved content available in the knowledge base
Segmented support delivery
Updated Support Offering including Platinum Support
Dedicated team of support consultants in Platinum
Prototype in test for IBM and NBCU
VERIAN INTEGRATION SO FAR...
Building upon the Verian support organisation to generate

momentum for the US market.
Jenny Schmidt appointed Director of US Support
Current Basware US Staff (3) will be merged with Verian
support organisations (10)
Verian support on Salesforce (Awesome tool...)
Integration as part of the new support tool launch, Verian
to move first to new Dynamics based support tool (Q3/Q4)
ESCALATION PROCESSWHAT YOU NEED TO KNOW WHEN RECEIVING A COMPLAINT

[A guideline for Baswarians outside of Customer Care]
Contact the Country Support Manager (or assigned CSM) to address the customer escalation
A complaint ticket for the escalation will be created in ITSM after validation. A complaint
ticket is for internal follow-up and costumer communication is done through the original
incident ticket.
An incident still within SLA will not initiate further actions and customer communication will
commence
If the complaint is regarding a change request (CR), the complaint will be handed over to
Professional Services who will assume the responsibility to resolve and communicate with
the customer
Country Support Manager or assigned CSM will act as escalation manager for the validated
incident with the responsibility to:
Agree upon a action plan with functional leaders of Customer Care
- functional leaders will coordinate the efforts in order to resolve the incident(s).
Own the customer (and internal) communication on updates throughout the resolution work
EXECUTIVE TEAM QUARTERLY CUSTOMER

SATISFACTION CALLS
Just b***** submit the names, ok?
STRATEGIC
CUSTOMER
RELATIONSHIPS
MGMT
ULLA HANNULA
WHAT IS CUSTOMER RELATIONSHIPS

MANAGEMENT?
GOAL:
SUSTAINABLE CORPORATE PROFITABILITY AND
GROWTH
METHOD:
TO MAKE OUR CUSTOMERS AS PROFITABLE AND
PRODUCTIVE AS POSSIBLE
BASWARES 3 KEY STRENGTHS

Based on customer interviews:
Our products and solutions when

implemented and stabilized
Our vision and ideas
Skilled people
WHERE ARE WE FAILING TODAY?

Changing the great vision into reality
by helping the customer to get the
best out of their solution
Fragmented communications and
organization towards customer
Helping the customer to sell the
Basware solutions internally
Demonstrating long-term,
continuous commitment to customer
and their success
STRATEGIC CUSTOMER RELATIONSHIPS

PROGRAM
Assignment
1) To present a Strategic Customer Relationships Mgmt plan to BET

14.6.2016
2) Gradually take ownership of selected current customer accounts
approximately 20 altogether - in order to create a holistic, crossfunctional approach towards these customers, in collaboration with
Sales, CSM, Support, PS, NS, and P2P
Program Owner
Riku Roos
Program Lead
Ulla Hannula
Steering Group
Business Executive Team
Task Force behind the

plan
Nathalie Dekens (Customer Care)

Mathias Engstrm (SA + lead for GA program)
Jrgen Hensgens (PS)
Nina Koivikko (Sales)
Tuomas Marttila (Strategy)
Nikula Sami (NS)
Vasama Jussi (PS)
WHATS IN IT FOR THE CUSTOMER?

AWAY FROM
TO
Fragmented, siloed approach
One Basware, holistic cross-functional

approach
Confusing, sometimes contradictory

communications, too many points of
contact
Aligned communications, fewer, clearly

defined contact points
Reactive issue management
Proactively building the future
Looking back & cleaning up issues
Helping customer to get more out of the

solution & working towards future together
Sporadic customer management
Continuous, long-term commitment
WHATS IN IT FOR YOU?
Sales is released to sell instead of managing current

customers
Sales stays up-to-date on customer relationship at all times
through the virtual account team
Sales gets back to the process when a new opportunity is
identified at the customer, and gets credited for the revenue
Customer relationship is managed continuously (not only
when issues arise or when customer pays for a service)
Ultimately, happier customers -> higher revenue
BASWARE
FORECASTING
PROCESS
SALES MANAGEMENT MEETING 24.5.
CONTENT OF THE
PRESENTATION
1. Why do we do forecasting
2. Current forecasting process how the inputs are used
3. Some future development steps
WHY DO WE FORECAST?
We need to form our best understanding of our future financial performance in order to
1.
2.
3.
4.
Set targets and evaluate progress against targets

Take management decisions on needed performance improvement measures,
investments or resource allocation
Inform the Board of Directors on the financial state and future expectations
of financial performance
Define guidance given to the equity markets, fulfill the legal responsibility to
inform the market immediately if deviation from guidance (profit warning)
Nasdaq Helsinki Rules of the Exchange 1 March 2016
Basware Q1 2016 interim report
GOOD FORECASTING PRACTICES
The person responsible for the delivering the forecast is also forecasting it
Bottom-up sales forecast comes from those closest to the customer
Forecast is unbiased (not overly optimistic or pessimistic) so that decisions based on
the information are as good as they can be
There is a good balance in the level of detail for what can be forecast and what is needed
for decision making across the company
Products
Revenue types
Time frame
Forecasting is frequent enough to maintain continous learning
Forecast is made with a specific application, which is integrated with other key business
applications like CRM
Forecast is collaborative and aligned: BAs and functions expect and use the same
numbers
Delivering the forecast is measured and results are acted on
HOW IS THE FORECAST USED
FROM QUOTA TO RECURRING REVENUE

FORECAST
Country level
quota targets
increasingly
scrutinized by
BET and BA
mgmt teams
Sales provides
country quota
forecast 15m
rolling by product
group = time of
order intake
Alignment
* Assumptions can be e.g.

average contract length,
expected share of
renewals/transformations,
expected delay on go live times
etc. Also assumptions need to
be agreed with Sales/PS
PS provides
expected go live
times = time from
order to recurring
revenue
Alignment
BAs translate quota forecast into new

15m recurring revenue forecast by
using available data or assumptions*
that are aligned with Sales and PS
Will result in Group, BA

and country revenue
forecasts, which are
reviewed on a monthly
basis in BET and reported
to the Board
MONTHLY PROCESS AND TIMETABLE
wd 3 EOB:
previous month preliminary actuals in FPM
wd 4 EOB:
previous month final actuals in FPM
wd 5 EOB:
bottom-up forecasting deadline
wd 7 @ 15 EET: Sales and Customer Care finalize their revenue forecasts
Professional Services to provide potential changes in expected
delivery times
wd 8 @ 15 EET: BAs and functions final forecast deadline
Controllers share details of
wd 9:
Group forecast CFO review
forecast and changes compared
to previous forecast
wd 10:
Group forecast BET review
BET members inform the
Wd 11:
Monthly BoD report deadline
revenue owners in person
during the same day if there are
material changes
Function and PS forecasts incorporated in BA forecasts unchanged, not allowed to adjust

by the BA, only through agreement with functions
MONTHLY REPORTING
TIMETABLE 2016
WHATS NEXT IN FORECASTING
Weekly forecast process fully excel based

Consolidation only on group level
Automation needed to streamline the process
Weekly forecasting will be brought to product

group level in order to have a clear visibility
on BA level in forecasting
For automation purposes FPM will be used
Interface between FPM and CRM
firstname.surname@basware.com
www.basware.com
Picture
PARTNER SALES:
UPDATE FOR
SALES
MANAGEMENT
BASWARE GO TO MARKET
PARTNER FOCUS
PARTNER SALES
KEY ACCOUNTS
BPO
Direct sales
Key
CORPORATE
ACCOUNTS
Direct sales with
named accounts and
industry / geography /
solution scope
Corporate
SMB
SMB
(Inside) sales and
supplier activation
MICRO
Online sales and
supplier activation
Micro
Basware-led coverage
Partner-led coverage
Basware or Partner-led coverage based on solution scope
141
10/5/16
PARTNER SALES
Software / Services
VAR, VO, ASP
PARTNER SALES
Services
VOs, Cloud ERPs
BPO prospects are not accessible through direct

sales. Baswares services help BPOs win deals.
BPOs embed Basware in their own service
VARs (Value Added Resellers) operate in the
corporate segment selling and servicing their
existing base and amending Basware direct sales
& services in selected markets and segments
VOs (Virtual Operators) and ASP Partners sell
and service their existing base in the Corporate,
SMB and Micro segment. These partners help us
to release market potential otherwise not
addressable for Basware in a scalable way.
Sales Agents sell primarily for their existing base
and small to mid-market (agreements on
Basware paper)
New Partners signed up
142
10/5/16
[Select "Insert > Header & Footer" and add footer text]
Partners in the pipe to be closed in Q2
143
10/5/16
[Select "Insert > Header & Footer" and add footer text]
PARTNERS & P2P OFFERING DEVELOPMENT

What?
How?
1. Change the Mindset to SaaS
Top down approach

Strategy meetings
Basware Strategy sharing
Appealing SaaS offering
Support in incentive model for sales execs
Deliver public API
Training curriculum
SaaS Kit / Playbook
Documentation
Certification
Training curriculum
Documentation
Packaged Delivery adoption by partners
Certification
Document and Implement Partner Delivery Process
(SaaS production + TPM)
Document and Implement Partner Support Process

Meet Response times and Resolution time
according to SLA
Customer Service Management offering in place
SLA levels available for partners
Agree on handshake TPM, Customer Care (incl
CSM) and Production
2. Sales (Competence Development,

Enablement, day to day operations)
3. Delivery (Competence Development,

4. Support (Competence Development,

Outcome
Current state
Agreement that SaaS is the

way to go
20% of NNN in SaaS in 2016,
50% of NNN in SaaS in 2017
Certified sales and presales

staff
Similar site as Consulting
Network being the 1 resource
to documentation
Certified consultants
New resources added to
Consulting Network site
Top class support offering,

processes and SLAs in place
tailored to partner business
Mindset is changing rapidly

Pipeline building up, first
quotes out
Sandbox access for first 4
partners, end to end process
being developed on the fly
Sales and Presales mostly
being enabled ad hoc and
onlocal level
No central repository
encompassing all relevant
information
Packaged delivery approach to
next level with sandbox
approach
Consulting Network site great
improvement; documentation,
forum, best practices
Standard support offering and
SLA being shared with
partners upon request
CSM offering being worked on
No central documentation
available
PARTNERS & NETWORK OFFERING DEVELOPMENT

What?
How?
1. Sales (Competence Development,

Training curriculum
Sales Playbook
Documentation
Certification
Outcome
Well trained and equipped

sales and presales similar to
direct sales
Similar site as Consulting
Network being the 1 resource
to documentation
Current state
2. Delivery (Competence Development,

Training curriculum
Documentation
Certification
Document and Implement Partner Delivery
Process, roles & responsibilities key
Centralized delivery to guarantee quality and
consistency as shorten delivery times
Well trained and equipped

consultants
Clear delivery model in place
known by both partner and
Basware
3. Support (Competence Development,

Document and Implement Partner Support Process

Meet Response times and Resolution time
according to SLA
Customer Service Management offering in place
SLA levels available for partners
Agree on handshake TPM, Customer Care (incl
CSM) and Production
Partner specific support

offering, processes and SLAs
in place
Sales and Presales mostly

being enabled ad hoc and on
local level
Steep learning curves,
response times not met on
difficult topics like data security
No central repository
encompassing all relevant
information
SOWs available but outdated,

no clear consistent view on
roles & responsibilities
No best practice
implementation yet but local
deliveries with involvement of
local delivery
No
Standard support offering and
SLA being shared with
partners upon request
CSM offering being worked on
No central documentation
available
THANK YOU!
www.basware.com
146
Picture
AGENDA, DAY 2
9:00 10:00
10:00 10:15
10:15 10:30
10:30 11:00
11:00 11:15
11:15 12:00
12:00 13:00
13:00 13:30
13:30 14:00
14:00 14:30
Dany
14:30 15:00
147
Competence development Heather

Coffee Break
Sharing win stories Nina
Launch of the new bid management process 2.0 Nina
Bid management process learnings from Norway Oyvind
Learnings from Source to Pay opportunities Henrik, Ron, Tapio
Lunch
Selling packaged/rapid delivery solutions Herman & Oyvind
Opportunity pricing strategies Marco
Vo partner/large sending cases as a Network growth contributor Closing the meeting - Pekka
SHARING WIN
STORIES IN THE
FUTURE
148
PROCESS
Primary Channel:
Broadcast Groups:
Responsible:
Tools:
Timeline:
Yammer
All Basware, Sales
and CC: BET Team
Local / Regional
Sales Lead (Direct
& Partner)
Use CRM form and
Word document for
additional info
Within 1 week of
deal close
TEMPLATE CONTENT
150
INFORMATION POPULATED
FROM CRM:
ADDITIONAL INFORMATION
REQUIRED:
Customer:
Describe Sales Process & Cycle time:
Company Description:
Special thanks to Team Involved:
Country:
Reference(s) used, and which:
Deal Value (TCV):
Account Executive:
Key Drivers leading to the Sale:
Products Purchased:
How the opportunity was found:
Transaction volumes:
Competition:
ERPs
Why they selected Basware (if known):
Optional Additional Information:
BASWARE BID
MANAGEMENT
UPDATED PROCESS
MARCH - JUNE 2016
FEEDBACK ON THE BID

MANAGEMENT PROCESS
Cross-functional feedback on earlier bid management process:
Lack of bid teams and structured bid management
Collaboration between functions not clear who is in the bid team or who does
what
Lack of resources for bids
Need analysis is missing / incomplete
Bid manager role unclear
Qualification not done properly
Time to respond to RFPs too small
Complex / large cases should be run like a project with dedicated project (bid)
manager
Too long delays in receiving the delivery quotes
No visibility to sales pipeline
Pricing sales support process not defined/working
WHY BID MANAGEMENT

PROCESS IN OVERALL
Why a bid management process?
To increase collaboration between functions
To optimize support resources
To ensure compliance
To avoid bad sales opportunities
To win more deals
How does it work?
NEW
NEW
There are three levels of Bid Approval
1. CRM workflow based approvals (NEW)
2. The Local Bid Management team approvals
3. The Global Bid Management team approvals
Responsibilities
. The AE is responsible for requesting the most common changes to standard terms&conditions via CRM
. The Local Sales Director is responsible for arranging Local Bid Management meetings (recurring once a
week e.g. connected to a weekly sales meeting)
. The Local Sales Director is responsible for requesting Global Bid Management meetings
. Sales Operations is responsible for arranging Global Bid Management meetings
. AE is always responsible for preparing for the meetings with sufficient materials to enable decision
making
BID MGNT PROCESS 2.0

WHATS NEW?
Fine-tuned bid management process with

CRM assisted approvals
Delivery project categorization and delivery estimate processes incl. Change
Reguest Managers to providel delivery estimates & category based delivery
estimate OLAs between sales and delivery
Sales compliance to bid management process defined
Discount approval matrix fine-tuned
BA regional leads to join the local bid management meetings
Must-win case support process
Pricing sales support process
New supporting bid management deliverables:
Bid project kick-off template
Bid manager role description
Renewed internal bid proposal template
NEW
NEW
BID MANAGEMENT
PROCESS 2.0
OLD AND NEW BID

MANAGEMENT PROCESS
Qualify &
Discover
O
L
D
Local/Global bid
management
- Go/no-go decision
- Bid team assignment
Develop Need &

Design Solution
Propose & Proof
N
E
W
Close as won
Proposal approval
Go / NoGo decision
Local/Global bid
management
- Proposal approval
Go / NoGo decision
Local/Global bid
management
Opportunity list
review &
identification of
must-win-cases
Go/no-go decision
Bid team assignment
Negotiate
Proposal/agreement
approvals through
CRM
Project
categorization
Local/Global bid
management
Proposal approval
Proposal/agreement
approvals through
CRM
Project categorization
decision when needed
Delivery estimates
from Change Request
Managers
Proposal approval
Final T&Cs & discount approval

-
Proposal/agreement
approvals through
CRM
Regular follow-up & support for must-win-cases by Sales+PS+BA SVPs
LOCAL BID MANAGEMENT TEAM
Account
Account
manager
Local Bid Team:
PS
Consulting
Manager
NEW
NEW
Presales
Local
Sales
Manager
Network
BA
Regional
Lead
FiSe
FiSe
PS
consultant
Bid
Manager
(Account
Manager)
Legal
P2P
Regional
Leads
NEW
F&A
Presales
CC
LOCAL BID MANAGEMENT

MEETING AGENDA
OLD AGENDA:
NEW AGENDA:
Review of new Opportunities (CRM)
Go/No-Go decision
Forwarding to Global Bid Management

Team if applicable
Appointment of Bid Team members
Review of new Opportunities (CRM)

NEW
NEW
Go/No-Go decision
Identification of must-win-cases
Forwarding to Global Bid Management Team if
applicable
Appointment Bid team members
Review of Opportunity Proposals (CRM)
Approval of overall proposal and

determination of discount levels
Review of Opportunity Proposals (CRM)
Approval of overall proposal and determination of

discount levels
NEW
NEW
Decide on project categorization of the opportunity
in case of dispute
CASE CRITERIA FOR GLOBAL BID

APPROVAL DECISION-MAKING
OLD CRITERIA
NEW CRITERIA
Large case > 500 KEUR first year total

revenue
Case with over 1 M invoices annually
Important case for Basware strategy and
growth
All non-standard cases that require
customization in terms of R&D, pricing,
service agreements etc (please see
previous slide)
All cases where local bid approval team
cannot find a solution
Must-win/large/strategically important
cases requiring go/no-go and approval
decisions, when there are needs for
Any custom offering (product
development needed)
Any changes to SLAs
Any new language requirements for
support (other than English)
Custom T&Cs
On-premise solution (direct sales)
Non-standard pricing model
PROJECT
CATEGORIZATION
PROFESSIONAL SERVICES
PROJECT CATEGORIZATION BY
BASWARE VALUE
APPROVED
* In CRM a No Category option is required as there are opportunities which do not involve any PS project.
SALES
COMPLIANCE TO
BID
MANAGEMENT
PROCESS
BID MANAGEMENT COMPLIANCE

GUIDANCE FOR SALES
MUST-WIN CASE
SUPPORT PROCESS
LINKED INTO BID
MANAGEMENT
PROCESS
MUST WIN CASES SALES EXECUTION IN CURRENT

QUARTER
What are they, what are the criteria?
Volume (> 100 kTRX p.a.), value, time-to-revenue (in next 2 quarters), or market position impact (e.g. market, segment or customer
entries)
2/3 transaction only cases
Sending as a special entry focus (in countries where decent profit making possible), but also partnering cases
Reasonable probability to win
Toroi: ADD P2P
How can we select them? What is the process?
Case proposals made by Local Bid Management teams

Proposal to include criteria, winning probability, key issues to win
Proposals submitted to BAs via Regional Directors, handled in BA weekly MTs

Must win list candidate changes approved in Weekly BMT meeting with Sales, Business Area (head of both units present)
How do we follow up the sales execution?
Bid team to be nominated to all Must Win cases (by Local Bid Mgmt team)
Product Management will nominate a case owner to all Must Win cases
Business Area to follow up progress at Weekly MT meetings (reporting by Regional BA Directors)
Loss Analysis to be made on all lost Must Win cases (led by Product Marketing)
NEW SUPPORTING
BID MANAGEMENT
DELIVERABLES
BID PROJECT
KICK-OFF
MEETING
AGENDA TEMPLATE
177
AGENDA
178
Background of the opportunity

Sales process description (prospect situational knowledge: history and next
steps until decision-making)
Need analysis review incl. Bying personas, their needs and expected value of the
solution
Competition and their sales opportunity strategy
Opportunity scope and solution design
Solution and value proposition, key winning success criteria
Bid project plan
Team & responsibilities
Milestones & schedule
Project governance & meeting practise
Project risks and how to manage those
Ensuring professionalism and quality
Bid/opportunity tactics: how do we win? (see next slide)
PRICING SALES
SUPPORT PROCESS
SOLUTION DESIGN AND

PRICING SUPPORT
1st line support
AE
Local Sales Lea

d
See next slide

- Supports AE with setting
Responsible for creating a

pricing proposal based on
understanding the
customer budget, value
based pricing and
competitive situation
Responsible for contract
and pricing compliance
2nd line support
Global Sales
Management
-
Supports local sales with

opportunity pricing
strategy
Reviews/approved
discounts according to the
discount policy
Local Presales
the right price level

Supports AE with contract
and pricing compliance
-
Global Presales
Global Sales Ops
- Provides 2. line support for

local presales on the solution
design
180
Support AE and the offer

building with high-level
solution design and
support
Guides AE in correct
product components
needed in the solution
offered
Responsible for
organizing knowledge
transfer to sales
Responsible for Sales
Configurator tool
development
Guides sales in using
CRM and the tool (not
offering content)
Responsible for contract
compliance follow-up
Delivery
BA Regional Lead
- Supports the offer building

with detailed scoping and
pricing of the delivery
- Guides sales and presales
with technical requirements of
the solution
BA Product Pricing and

Information
BA Product Management
Responsible for defining

and developing product
pricing structure and
models
Pricing
communicating/training to
sales (in collaboration with
BA product management)
Business owner of the
Product Master Data
Continuous pricing
analysis
Participates in local bid

management practises
Support sales and
presales for pricing
related questions
Drives local pricing
development needs within
the BA
- Owner of the products

including the list prices
- Maintains their products
(prices and other product
information) in Product
Master Data
A QUESTION:
DO YOU
SUPPORT AND
WILL YOU
CONTRIBUTE TO
THIS?
181
SALES
MANAGEMENT
MEETING
MAY 24-25, 2016
182
Add
picture
183
Add
picture
184
Add
picture
185
BIDS
186
Helse Vest
March
Statens Vegvesen
November
DF
February
TINE
(Thon) +++
STATENS VEGVESEN
187
Public company
Structured process
Timeline
Legal
350 RFP Questions (Functional, Technical, Architectual,
Legal)
5 Demo scripts
P2P including and Peppol Procurement
Professional Services
5 Players (Palette, Oracle/KIBI, Medius/CAP,)
STATENS VEGVESEN
188
Sales resource inexperienced public BIDS

Pre sales still on ramp up
CSM helped KAM
Always one step behind
Eagle view
Quality
RFP answers went against other parts
Ended up on 4th place
THANK YOU!
www.basware.com
189
Picture
JUMBO NETHERLANDS
SANOMA FINLAND
S2P OPPORTUNITY WITH BRAVOSOLUTION
& WHY WE LOST
TAPIO. RON. HENRIK
SCOPE
Jumbo, 2nd largest foodretailer in NL, 4,8 Billion turnover, +500 supermarkets
Scope: Full Source to Pay, offering in combination with BravoSolution NL
One SAP system in place
Offered as SaaS
Basware overall responsible and main contractor
Source to Pay reference visit held at Sanoma NL
Volume Incoming230.000 invoices all PDF/paper

POs
30.000 (estimation)
Indirect spend focus 300 million
Indirect spend fte 7 FTE on Not for Resale - Purchasing

Competition SAP and most probably Coupa
WHY WE LOST WITH BRAVOSOLUTION
No modern and intuitive UI (lots of clicking needed/deep menu structure)

Missing sourcing functionalities compared to the other competitors
No clear pricing regarding buiding of Category knowlegde
No options for finding new potential suppliers within BravoSolution
No history availalble regarding previous sourcing events
Labour intensive way of working regarding combining in and external
communication & related sourcing events.
No superb demo during the Source to Contract deep dive session (lack
of prepartion, real willingness to win the deal, various version of the truth
for both presentors).
No intergrated Source to Pay demo scenario
Lack of standardized Source to Pay Solution Descriptions
SANOMA S2P CASE

LESSONS LEARNT
193
SANOMA S2P PROJECT

Background about the case:
Sanoma Corporation is large, global media group listed in stock exchange
Customer is existing Basware IP, PM, Matching, eInvoice and Portal user
Basware/Bravo solution:
Basware P2P: Invoice, Purchase, Analytcis, Match Plan+Orders, Punch Out and
Analytics
Bravo S2C: eProcurement, Contract Lifecycle Management and Supplier Management
Annual transactional volumes (estimate): 180 000 Invoice, 150 000

PO/Confirmation
Users: Main Users 100, End Users +6000
LESSONS LEARNT HIGH LIGHTS
The first full Source to Pay project Bravo & Alusta P2P platform
Good cooperation with Bravo in sales and project phase
Project delivered almost in planned time schedule, two weeks delay
Basware R&D was (partly) involved
LESSONS LEARNT LOW LIGHTS
Bravo cooperation ownership on the company level is missing

Basware S2P strategy and vision is missing
Joint road-maps and future develompent ares with Bravo
Seamless integration
Better integration of Network components and roadmaps are required
Catalogs / Marketplace, Supplier Portal etc.
Huge amount on non-billable work in project
Change management is a crucial part of success at customer side
No reference customer yet
ALUSTA EXPRESS
OR PACKAGE
DELIVERY
HERMAN VON GREIFF
ALUSTA EXPRESS DELIVERY

One year ago - 3 may 2015 sales manager meeting
Today - 25 may 2016 sales manager meeting
Sydved / Bin-Sell / Vision / ThorenGruppen
Learnings from spring 2016
199
ALUSTA PRODUCT COMBINATION PACKAGE

(SWEDEN)
200
Alusta product
combination
package (Sweden)
Price Model
# of invoices
Alusta MidMarket
package (Sweden)
Implementation
(SoSe & NeSe)
Goal is to be able to
send out 6-10 offers a
week from Sweden
ALUSTA PRODUCT COMBINATION

PACKAGE (SWEDEN)
Alusta product
combination
package (Sweden)
Price Model
# of invoices
Alusta MidMarket
package (Sweden)
Implementation
(SoSe & NeSe)
week from Sweden
Not as CR
Pre-booking
(preliminrbokning)
Existing Alusta
basic (SaaS 1)
product combo
VAT not required at

line level - the full
amount on the invoice
is ok
Alusta product
combination
package (Sweden)
PRICE MODEL - # OF INVOICES
License pricing based on number of invoices (Transaction)

SaaS environment
New List price / invoice should be 1.0 euro 0.5 cent)
Excluding S&C
All prices excludes Implementation (NeSe/SoSe)
Alusta product
combination
package (Sweden)
Price Model
# of invoices
Alusta MidMarket
package (Sweden)
Implementation
(SoSe & NeSe)
week from Sweden
IMPLEMENTATION (SOSE & NESE)

AND ERP INTEGRATION E2E
ERP integration
Full responsibility E2E in ERP integration
self or via partner
ERP standard integrations with (Kent W):
MS AX*
MS NAV*
JEEVS*
Hogia
M3 (Movex)*
Visma (admin)
Iscala
(Pyramid)
(agresson = public)
Above ERP systems represent 80% of
the Swedish market
* Including orders
Alusta product
combination
package (Sweden)
Price Model
# of invoices
Alusta MidMarket
package (Sweden)
Implementation
(SoSe & NeSe)
week from Sweden
Integration package:
ERP integration (self or with help from
partner) select from defined pricelist
Network services integration
SaaS setup cost need to be removed there
is no room for this setup cost
Solution Services consulting max 72 hours
Education is outside the package
Alusta Implementation:
ERP system integration = 2.128 * depends on
the ERP system
NeSe integration to BT = 2.128
SaaS setup = no room removed
SoSe implementation = 9.575
Total implantation: 13.830
15.000 INVOICES / YEAR

ALUSTA PACKAGE - SWEDEN
Alusta product
combination
package (Sweden)
No CR
Price Model
15.000 invoices /
year
9.574
Implementation
(SoSe & NeSe)
13.830
15.000 invoices / year

Alusta package
9.574 + 13.830 =
23.404
1.182 / month on
a 3Y contract
LEARNINGS FROM SPRING 2015

Customers: Sydved & Bin-sell
Yes we can changes the way we do business and
implement our products!
Very good collaboration with SoSe (Johan Ericsson)
CoE (Andreas Jonasson), NeSe (Johan Kruse) and
Sales
Same changes had to be done for both customers
More country oriented templates could save time
Better documentation will save time
The less we ask the customer the better project we get
Packaging is doable in its current form, it is

just about finding the right customers
205
Once we stopped asking the

customer about every detailed
the implementation went
smoothly the whole way
- Solution Consultant
It was very helpful to have the

partner who was close to the
customer to handle the project
management
- Solution Consultant
ALUSTA EXPRESS DELIVERY

One year ago - 3 may 2015 sales manager meeting
Today - 25 may 2016 sales manager meeting
Sydved / Bin-Sell / Vision / ThorenGruppen
Learnings from spring 2016
206
SEGMENTATION OF THE P2P DELIVERY
Key
Corporate
SMB
Enterprise delivery model (Base-M project

methodology, delivery time +20 weeks)
Custom solution scoping
Custom system configuration
Closing
Packaged delivery model (Slim Base-M
project methodology, delivery time 12 weeks)
Solution scoping, based on standardized,
packaged configuration components
Predefined and custom system configuration
Express delivery model (Rapid deployment
methodology, delivery time 6 weeks)
Closing
Basic data collection
Enablement of preconfigured system based on
initial selections and country templates
Customer training
Interface configuration
Customer Acceptance testing
Closing
FOCUS SEGMENT FOR OUR COMPETITORS
Key
Corporate
SMB
Corp + Midmarket combined is a lot

bigger than Key #deals
Palette / Medius and SignUp to have the
express in place
Palette did create a separate consulting
team only focus on express delivery
SignUp is very integrated in Microsoft
AX and NAV
Medius do run their P2P system directly
in the MS Azure cloud
CHOOSING BETWEEN TIME TO GO-LIVE

AND FLEXIBILITY AT GO-LIVE
Basware Purchase-to-Pay delivery builds on best practices based on 30 years of experience.
By choosing Express delivery you can be live as quickly as in 6 weeks. All of the options enable the same
breadth of configuration options during the service lifetime.
EXPRESS
6 WEEKS
PACKAGED
12 WEEKS
ENTERPRISE
20 WEEKS
Country-specific
preconfigured scope
Most important
options included
Integration to ERP based
on customer needs
Customer training
Customer acceptance
Wide selection of
additional functionality
after go-live
Standardized scope
with choice of options
Wide variety of additional
functionality in the first go-live
with customer
Solution configuration based
on options and additional
functionality
Solution testing and training
Custom scope
Detailed planning and
scoping with customer
Custom solution
configuration and
delivery project
Tailored solution testing
and training
MANAGE EXPECTATIONS WITH

EXPRESS DELIVERY
REMEMBER TO
MANAGE EXPECTATIONS IT IS AKEY
TO SUCCESS
BE VERY CLEAR ABOUT CONTENT,
BOTH FUNCTIONALITY AND SERVICES
INCLUDED
POSTPONE ALL CRS AFTER GO-LIVE
FOLLOW UP CUSTOMER WITH REVIEW
OF THE OUTCOME TO IDENTIFY
OPTIONS TO BE DEPLOYED AFTER THE
GO-LIVE
TO DO IT
Refer to the available
documentation
Express delivery
scoping document
Solution Reference Guide
Give country-specific
demonstration to show what the
customer will get
Upsell new options with additional
demonstration after go-live
THERE IS A REASON
IT IS CALLED EXPRESS DELIVERY
JUST THE MOST IMPORTANT
DECISIONS TO GO LIVE
ALL OPTIONS AVAILABLE

AFTER GO-LIVE
ALL BASWARE P2P STANDARD

FEATURES
STANDARD INVOICE HANDLING
PROCESS BUILTON COUNTRY-SPECIFIC
BEST PRACTICE*
STANDARD INVOICE HEADER FIELDS
CODING FIELDS ACCORDING TO
COUNTRY SETUP WITH UP TO 7 CODING
DIMENSIONS
*will be subject for changed during country template definitions

211
Additional Invoice Fields

Manual Master Data Maintenance
Additional Invoice processes
Additional Process Configurations
Additional Invoice Types (entity / configuration)
Extensions to Standard Invoice Validation
Advanced recipient resolvers
Advanced Tax Calculation
Customized Business Rules / Action-based rules
Pre-Control and Post-Control Rules
External Approval Authorization Check
Order matching
and much more
EXPRESS DELIVERY
IN HIGH LEVEL
Live
Live in
in
5-6
5-6
weeks
weeks
Integration scoping and configuration
Information
collection and
planning
212
1
week
System
configuration
1
week
Training
1
week
User
acceptance
test
2
weeks
Production
preparations
1
week
Go live
1
week
Handover
to support
Integration scoping and configuration
EVALUATION EXPRESS DELIVERY
Number of annual invoices: 15.000

Integration via integration partner
(Dynamics Software)
Live: dec 2015

Standard XML integration
Sold/Closed: 18 February 2016
Live: 1 April 2016

Standard XML integration
Live: nov 2015

Integration via integration partner
(Dynamics Software)
Sold/Closed: 31 Mars 2016
Live: 17 May 2016
LEARNINGS FROM SPRING 2016

Customers: Vision & ThornGruppen
Skilled Solution Consultant is very important!
Johan Ericsson (PS) together with Andreas Jonasson (CoE)
PM is out of the picture and 8h PM time is more admin for the
consultant
Important for the customer to understand that their is job on their side
as well and we are moving regardless of customer are standing still...
With SaaS 1 the education is done directly in the customer own
system!
Matching will come in phase two together with any CR Customer
comes up with.
215
www.basware.com
Picture
OPPORTUNITY
PRICING
STRATEGIES
MARCO SCHULTEN
PRICING CAMPAIGN
Yet another initiative
218
I do not want to reinvent the wheel

Cant we have one common directory to share our approaches and experiences?
PRICING CAMPAIGN
INVOICEREADY
Temporary Price Reduction
219
to push our sales and get more market presence

to find out if pricing is the only driver for success (or loss with regards to the recent
opportunities)
List Price
New Price
6.000,00 EUR
2.990,00 EUR
Start-up each end customer
one-time
IR Usage
per transaction
0,57
0,55 EUR
eInvoice
per transaction
0,32
0,30 EUR
CloudScan
per transaction
0,62
0,60 EUR
CloudScan with Self Validation
per transaction
0,38
0,37 EUR
PRICING CAMPAIGN
INVOICEREADY
Business Rules
220
If business case is not qualified / identified within the first 2 weeks of the opportunity
lifecycle, the opportunity will be closed
No opportunity to last longer than 2 months based on this pricing
No on-site presentation is allowed
PRICING CAMPAIGN
INVOICEREADY
221
Product
Client
1st Year Quota

9.151,81
InvoiceReady (SaaS)
Dornier Consulting International GmbH
InvoiceReady (SaaS)
Glossybox - Beauty Trend GmbH
14.253,15
InvoiceReady (SaaS)
LBS Bausparkasse Schleswig- Holstein-Hamburg AG
16.840,33
InvoiceReady (SaaS)
Orthopdie Brillinger GmbH & Co. KG
20.723,34
InvoiceReady (SaaS)
Kempchen Dichtungstechnik GmbH
21.793,00
InvoiceReady (SaaS)
WBS Training AG
39.000,00
InvoiceReady (SaaS)
Maximator GmbH
45.128,81
InvoiceReady (SaaS)
SAS Institute GmbH
45.896,94
InvoiceReady (SaaS)
Bayerngas GmbH
65.011,77
InvoiceReady (OnPremise)
PremiQaMed Holding GmbH
72.337,80
UNLOCKING VALUE
IN THE WORLD OF
CONNECTED COMMERCE
A NEW E-INVOICING ECOSYSTEM
FOR B2B, B2G, B2C.
JANUARY 2016
VO Lead COE Bernard Remacle
INTRODUCTION
THE BELGIUM B2B E-INVOICING CONTEXT
1 Billion invoices (B2B / B2C 50%)

Only 8% are real e-Invoices
+40% are PDF invoices
Paper remains the main channel for invoices
E-Invoicing is of high priority for the Belgian government
Trade Unions and Federations committed to promote e-Invoicing
Federal Governement became Peppol Authority
Peppol is the new standard for e-Invoicing
E-Invoicing to government as standard procedure as from 2017
BELGIUM THE FIGURES
Key & Corporate represent 0,25% of total

SMB 0,80%
& Micro is 99%
B2G SEGMENTATION AND APPROACH
Suppliers billing to flemish government

Only 125 in Key & Corporate
We cannot setup 15.000 senders (will be 5 times including all governments)
2
ONE-TO-ANY STRATEGY
Bizmail Portal
Integrated invoice receivers
Interoperability networks
Business to Government
Supplier
Basware
Commerce
Network
Virtual Operators: Exact

Online, Doccle, Koalaboox,
Value added services:
Codabox
Basware Portal
E-mail PDF delivery
226
226
Invoice printing
ACTIVATION OF CUSTOMERS
Self-service features available for the sender
No setup or configuration work needed at Basware to start sending
to receivers known on the BCN
Receiver Portal ready to use
Automatic e-mail invites for invoices to unknown receivers
Business Directory to look up available receivers
Campaign manager with e-mail and open campaigns
Matching functionality scheduled for H2 2016
227
Activation Services assists the senders

Matching customers / deliver overview of available BCN receivers
Guidance on the solution
Facilitating successful rollouts maximize e-Invoices
BELGIAN MARKET
A NEW E-INVOICING
ECOSYSTEM WITH
BASWARE
THE BASWARE CONNECTED ECOSYSTEM

LA
RG
Corporate &
Governments
EB
ILL
ER
S
Direct
SMBs
ETC
SOHOs
Portal & email
Consumers
ABOUT CODABOX
Codabox, a Belgian company offers services to accommodate the need of an

accounting office to save time & resources in booking bank account statements and
invoices for their customers.
Codabox is operating as Basware e-Invoicing Virtual Operator and brings

access to the accountants market and their customers (SEs).
Codabox in numbers
60 Dealers / partners
1.200 Accountants
representing 120.000 SEs
60.000 users
About 20 Software partners
THE CODABOX PLATFORM

customers
VISUALISATION | VALIDATION
EIn
vo
ice
E-Bank statem
ents
o
E-s
s
le
a
S
cial
n
atio
l
u
c
ca l
s
ice
o
v
In
Accountants
UBL Sales and
Purchases
CODA
SODA
Q:/
CODA
/ SODA
/ SALES
/
PURCHASES
THE ING CASE

The ING model
Multibank approach
Subscription based
Transaction fee
60.000 customers
50 million documents
Sales by ING channels
Simple Sale and business banker
Main focus: Professionals and SME
Basware
Zervant
The partnership:
Partnership with Basware for
Back-end Services:
Multi-Channel E-Invoicing
Partnership with Zervant for Front-end UI
Basware
VOS STATUS & PIPELINE

Description
Type
Target
Codabox
Receiving
Accountants/SE
Sage Belgium
Sending/receiving
SMBs
Koalabox
Sending/receiving
SEs
ING
Sending/receiving
SMBs
VO: Integreat
Sending/receiving
Education
VO: Teamleader
Sending
SEs
VO: Kluwer
Sending/receiving
VO: Exact
Potential
customers
Status
Next step
Virtual Operators
1.200/120.000
Live
Wave 1 : 200 acc.

7.500 customers
expected
On hold see global ISV
5.000/500
Implementation
Go live june
60.000
Implementation
Go live 12/june
Negociation
Signature june
contact
Meeting june
SMBs
Negociation
Decision june
Sending/receiving
SMBs
Negociation
Meeting sept
VO: Yuki
Sending/receiving
SEs
Negociation
Decision june
VO: Winbooks
Sending/receiving
SMBs
Negociation
Meeting october
50
TBC
3.000 Acc/14000 co.
WHATS IN IT FOR US
A reachable market of about 1.000.000 companies
A strong go to market in collaboration with ASPs and their resellers
A real opportunity for e-Invoicing growth
A huge savings opportunity for both billers, customers and accountants
A major opportuntity to be consolidate or expand market share and leadership
WHERE DID IT WORK

ALREADY
-
235
Cebeo
USG
Van Marcke
Luminus
Electrabel
Proximus
VAN MARCKE CASE
655.000 printed invoices today and expanding

into new markets
Lots of small customers (1, 2-5 employees)
Customers typically buy from their 2-3
Number of invoices in paper / year
competitors as well
One Time charge Setup
So, our eco-system made the difference with our
Yearly Membership
2520
competitors
Transaction cost per P-Invoice (ex franking)
0,14 / p-Invoice
Next opportunity is getting those competitors of
Transaction cost per e-Invoice (no archive)
0,15 / e-Invoice
655000 / Year
16525
Van Marcke signed up as big senders

Actual printing/handling cost per invoice
Enveloppe delivered by Van Marcke
0,8 / Invoice
CLOSING THE
MEETING
PEKKA LINDFORS
2016 PLAN
SELL
MORE
DELIVER
FASTER
Quota target 47 MEUR

License -10-20%,
SaaS >30%
Grow Alusta sales
Grow transaction sales,
increase focus on Sending
& non-BW SW users
Improve pipeline, win rate
and AE performance
Sell more deals

with packaged
delivery special
focus of PS
Ensure information
flow in handover to
delivery
DELIGHT
CUSTOMERS
ENSURE
QUALITY
Customer Satisfaction on
focus, new KPI
introduced
Simplified pricing model
Alusta Invoice maturing,

focus on Procurement
Continued focus on
Customer Service
Management
Segmentation
Continued automation
through CRM
Efficiency in operations
Local leadership
Employee satisfaction
Development & training
THANK YOU AND

HAVE A SAFE
TRAVEL BACK
HOME!
www.basware.com
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Sales Management Meeting - May 24-25 2016

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WELCOME TO

Quota target 47 MEUR

Sell more deals

Simplified pricing model

Alusta Invoice maturing,

Opening & welcome Pekka

14:45 15:00 Coffee Break

Competence development Heather

P2P BUSINESS AREA:

Strengthen go to market in key markets

Continue driving new sales to SaaS (direct and indirect)

HTML5 user experience

Strengthen go to market in key markets

Continue driving new sales to SaaS

HTML5 user experience

180 Alusta deals in 2016

Q1 2016 HIGHLIGHTS: SAAS GROWTH

SOME OF THE NEW DEALS IN Q1

BIG TARGETS FOR 2016: ALL END USER CAPABILITIES

Major achievement in Q1:

Now in the coming months

STEPS TAKEN TO BRING ALUSTA PROCUREMENT TOWARDS

MAJOR DEVELOPMENT STEPS TO BE MADE IN 2016

Procurement reporting: For

Plan and budget-based purchasing for

Bunch of new APIs

PROCUREMENT DEVELOPMENT FOCUS AREAS

Existing Purchase personal functionalities in

Marketplace support for

New Purchase personal and

Marketplace & Product Manager & RFQ & Contract

P2P support for

P2P support for PEPPOL Order

CATALOG MANAGEMENT WILL BE DONE WITH

In the future Marketplace will be the only

VERIAN ACQUISITION: RECOMMENDED

Crystallize the sales offering

Other streams to follow

SALES POSITIONING OF VERIAN OFFERING

SOURCE TO PAY DEPLOYMENTS LIVE, BUT

We are in better position

REFERENCES AND CUSTOMER SUCCESS

IMPORTANT TO KEEP THE SALES TARGETS

Follow the development progress of Basware Purchase-to-Pay

STRATEGIC AND FINANCIAL TARGETS

Transactions and sales growing, but

Transactions in March 8.7 m (all time high)

250M transactions by 2018

Transactions Q1 24.9 m (+13% yoy)

Sales growth will be boosted by

PLANNED NETWORK BA, PRODUCT MANAGEMENT

Planning & Operations

(B1, Peppol, Procurement)

CURRENT FORECAST PER REVENUE TYPE

Scan and Capture

MODEST GROWTH IN LARGE EXISTING MARKETS

Full year 2016

UK: ProcServe synergies with UK

USA: Expected to continue to grow

Germany: Sales recruitment delays

NETWORK BA STRATEGY GROWTH AND OPERATIONAL EFFICIENCY

WE NEED TO GROW THE AVERAGE DEALS SIZE TO

NEW OPERATIONAL MODE TO DRIVE GROWTH