what to expect during your first cab year

What to Expect During Your First CAB Year Presented by: Samuel Johnson, VP Global Marketing

Customer Advisory Conference –Lehi, UT

October 8, 2015

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Proprietary and Confidential

Countries

Dominica, Trinidad & Tobago, Canada, USA

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Introduction: – Samuel Johnson

Background

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Vice President, Global Marketing


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Introduction: – Ryder

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216,500

RYDER IS A FORTUNE 500 COMPANY WITH

JIM RYDER MAKES A

$35 DOWN PAYMENT ON

ONE TRUCK

1933 TODAY

35,000,000

30,600

VEHICLES

EMPLOYEES

WAREHOUSE SQ. FT.

SERVICE & MAINTENANCE LOCATIONS

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6.6 Billion ANNUAL REVENUE $$$$$$


Ryder: Behind the scenes in daily life

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7:00 am WAKE UP 8:00 am BREAKFAST

12:00 pm LUNCH 5:00 pm

6:00 pm DINNER 8:00 pm EVENING

9:00 am AT THE OFFICE

DAY BEGINS 8:30 am

DRIVE TO WORK

DRIVE HOME

DAY ENDS


Your First CAB: Development and implementation

Making the case for a Customer Advisory Board (CAB)

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Proprietary and Confidential 6

Making the case for a CAB: Initial considerations

M I S S I O N

Bring together exclusive group of thought leaders and decision makers in

target industry

S C O P E

Provide a forum to share information and gain

consensus on key topics

O B J E C T I V E S

Discuss key opportunities and challenges; utilize

collective intelligence and experience


CAB Development and implementation

CAB Strategy and design

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Best practices and key learnings

CAB Recruitment Meeting design and facilitation

CAB Optimization

Ongoing CAB management Improvement opportunities


The first Ryder CAB: Our experience

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Getting buy-in was a multi-year effort

Leadership, sales and operational

owners were initially reluctant

Success required conceptual

alignment across our enterprise

Buy in for first CAB secured in 2014

Successful 2014 CAB led to the addition of a second CAB in 2015


Initial in-person CAB annual meeting requires a minimum 5-6 month lead time for proper planning and execution

Meeting success requires lead time

Phase 1: Align and design Phase 2: Recruit members Phase 3: Launch Phase 4: Manage and optimize


Four key task areas and their milestones

Meeting success: Key milestones

•  Council design •  Meeting venue •  Member recruiting •  Agenda


CAB Strategy and design

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•  Develop a clear, compelling CAB strategy and charter

•  Establish a leadership steering committee for each CAB

•  Create agenda using CAB member input •  Hold ongoing reviews and planning sessions •  Ensure active CEO participation


CAB Recruitment

Clearly articulate CAB member requirements and WIFM

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•  Engage sales leadership and account managers •  Develop and vet target list details carefully

with sales •  Leverage sales for warm intros and invitation

status checks ─  Don’t rely on sales to secure members ─  Make official invites via

phone, email and mail ─  Hold weekly check in

calls to review status

─  Never stop recruiting


CAB Meeting and facilitation

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•  Consider factors for air and ground transportation when selecting locations

•  Work closely with your events team •  Choose session facilitators and meeting

attendees carefully •  Make onsite rehearsals mandatory

for all internal attendees •  Build in breakout sessions •  Allow time for R&R

and networking

Send out meeting summary recaps in 2 weeks or less — hold first follow up call within 4 - 6 weeks


Ongoing CAB management

Dedicated support ( internal &/or Partner) is a must

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•  Set and communicate calendar •  Send invites to block calendar time •  Have CAB members co-present updates •  Include initiative team leads •  Set up periodic internal progress

updates with leadership •  Leverage online survey tools

for gathering member input •  Re-interview internal SMEs

and members before in-person meetings


Both CABs are already driving measurable results

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Ryder CAB Optimization: Key learnings

Revenue growth from CAB members

Leveraging of CAB members as advocates and evangelists


Sample O&G CAB Impact

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.

Article link: http://fortune.com/2015/03/13/customer-advisory-boards

• Ryder is now the only carrier on the 12-member steering committee of major operators in the Permian Basin

• FORTUNE Interview for online article with member; reach of ~ 19million


Sample F&B CAB Impact

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Inc. Webinar & Publication


Keeping internal leaders and CAB members engaged in between meetings will be your biggest challenge

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•  Choose your CAB target segments carefully •  Capitalize on halo-effect of in-person meetings

quickly (secure resources for initiatives etc.) •  Realize attendance for quarterly calls may

wane & consider call frequency implications •  Push to make progress between meetings

Maintaining the initial momentum


In Person… In a world focused on the cloud

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BIG impact from in-person DATA

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what to expect during your first cab year

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