confidential & proprietary “practical crm” for latin america march 24, 2004 presented by:...
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Confidential & Proprietary
“Practical CRM” for Latin America
March 24, 2004
“Practical CRM” for Latin America
March 24, 2004
Presented by: Jeff Valadez SPL WorldGroup
Confidential & Proprietary2
Latin American Market Context –Customer ManagementLatin American Market Context –Customer Management
• Huge transition from public company structure to privatization Privatization front-end of restructuring efforts Privitization brought many new customer service quality
standards Cost drivers Distribution model focused (vs. pure retailer model) Uncertain long-term requirements of market restructuring
• Economic & political pressures driving re-regulation (e.g., social justice,rationing)
• Market still dominated by legacy, billing-centric applications
• CRM vs. CIS? Usually poorly defined & understood scenario Is there another paradigm? Other choices?
Confidential & Proprietary3
De-mystification of Energy CRMDe-mystification of Energy CRM
AnalyticalCRM
An
alyt
ical
C
RM
RiskManagement
CollaborativeCRM
Co
llab
ora
tive
CR
M
Sales Management
PublicPerception
Billing
Operational CRM
Op
erat
ion
alC
RM
OperationsManagement
PublicPerception
Market Analysis
Advanced Marketing
Contract Management
Multi-partyManagement
NetworkManagement
Usage Data Management
Service Orders
Customer ManagementMeter
Management
Multi-party Management
Rating
Billing
Contract Management
Accounts Receivable
Operations Management
Basic Marketing
Network Management
ServiceOrders
CustomerManagement
Sales Analysis
OperationsManagement
NetworkManagement
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Where Does CRM Add Most Value for Your Company?Where Does CRM Add Most Value for Your Company?
• Need for intuitive and productive customer facing functions
• More and more relevant customer information (360-degree view)
• Capability of expanding customer choices:
Web self service
Variable payment methods and arrangements
Billing options
New products and services
Customized quotations & proposals for C&I customers
Easily adapt to new pricing structures to build loyalty
Appointment setting for field work
• Improved integration with call center enabling technologies• Customized communications with clients • Many others….
Confidential & Proprietary6
In The BeginningIn The Beginning
Residential
Commercial
Revenue Gap
We Bill
They Pay
Credit History
Services
Budgets
Geography
Billing History
CIS CORE
Confidential & Proprietary7
Generation XGeneration X
Residential
Commercial
We Sell
They Buy
Revenue Gap
CR
M S
OF
TW
AR
E
Credit History
Services
Budgets
Geography
Billing History
CIS CORE
Confidential & Proprietary8
$$CRM Suites$$ May Not Be the Answer$$CRM Suites$$ May Not Be the Answer
Confidential & Proprietary9
You Don’t Necessarily Have to ChooseYou Don’t Necessarily Have to Choose
Residential
Commercial
We Target
They Buy
We Qualify
We Sell
Credit History
Services
Budgets
Geography
Billing History
CIS CORE
Confidential & Proprietary10
Unlocking InformationUnlocking Information
Campaigns
Packages
Orders
Credit History
Services
Budgets
Geography
Billing History
CIS CORE
Confidential & Proprietary12
Variations on a ThemeVariations on a Theme
Bolt-on’s to existing system
Address your biggest issue area: e.g., C&I billing, rating, credit & collections (revenue recovery)
Shows success in shorter time and less risk
Ensure that your decisions can smoothly transition you to addressing an end-to-end, systematic approach to customer management
Optimize current processes and existing technologies
Many CRM issues can be solved without any technologies at all
Confidential & Proprietary13
CRM = Satisfaction with Process AND ResultCRM = Satisfaction with Process AND Result
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Focus on ResultsFocus on Results
Work with your provider to establish clear, measurable results and align implementation accordingly:
Improved resolution time to customer issues (e.g., reclamos/customer claims)
Reduced amounts of past-due debt
Reduction in percentage of inaccurate bills
Improved response time to regulatory issues
Speed to market and enhanced revenues through improved ability to deploy products and services
Confidential & Proprietary15
The Big PictureThe Big Picture
• Market changes are inevitable.
• If you clearly understand market transition dates, it may be too late!
• Customer retention is best achieved if you optimize customer care before you are forced to do so.
• Results compromised if you skew attention on either front-office or back-office.
• Investments in new infrastructure, if done wisely, can transition effectively from traditional to re-structured environments.
• Private, public, deregulated, regulated or somewhere in between, properly positioned, customer-focused investments will always pay dividends.
Confidential & Proprietary
Thank you!
SPL WorldGroup, Inc.
www.splwg.com800-ASK-4-SPL
SPL WorldGroup, Inc. 75 Hawthorne Plaza, 20th Floor, San Francisco, CA 94105
Johannesburg • London • Manila • Melbourne
Morristown NJ • Paris • San Francisco • São Paulo • Sydney
For a complete listing of SPL WorldGroup’s worldwide offices visit our web site at www.splwg.com/offices
©2004 SPL WorldGroup, Inc. All Rights Reserved. SPL WorldGroup, SPL, the SPL WorldGroup logo, the SPL logo, and CorDaptix are trademarks owned by SPL WorldGroup B.V. or its subsidiaries. SPL WorldGroup, SPL, and the SPL WorldGroup logo are registered as trademarks in the United States and in certain foreign jurisdictions. All other brand, product and company names herein are used for identification purposes only and are the property of their respective owners.
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