chicken soup for the crm soul - dc
DESCRIPTION
Chicken Soup for the CRM SoulTRANSCRIPT
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Agenda
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For In
ternal U
se O
nly
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Relationship Matters
I believe "Successful CRM" is about competing in the relationship dimension. Not as an alternative to having a competitive product or reasonable price- but as a differentiator. If your competitors are doing the same thing as you are (they generally are), product and price won't give you a long-term, sustainable competitive advantage.
But if you can get an edge based on how Customers Feel about your company, it's a much stickier--sustainable--relationship over the long haul.
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CRM Evolution
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SFA
1990 2005 2011- 201219971994 2000 2008
SalesMarketingService
MultichanneleBusiness
Industry-specificCRM
Customer CentricCRM
CRM Analytics
SFA
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360 Degree Customer Centric CRM
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360 DegreeCustomer
View
DemandCreation
LeadGeneration
Lead Mgmt
OrderMgmt
Quoting
Contracts
ServiceMgmt
Targeting and profiling
Lead generation
Response management
Lead qualification and scoring
Lead assignment and distribution
Opportunity management
Pipeline and forecast management
Quoting
Order management
Product Fulfillment
Product Maintenance
Opportunity Mgmt
Prospecting
Customer Management
Customer care and support
Service management
Pricing and discounting
Up-selling and cross-selling
Industry Vertical CRM Solution Platform
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CRM State of Affairs
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CIO’s Perception
Relative Value of
CRM Technologies
- Forrester Research
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CRM Coliseum
Enterprise CRM Market SMB CRM Market 9
Transformation Scenarios(solving new business challenges)
Optimization Scenarios(low hanging fruit)
• Optimization• Process Engineering / Mgmt
E-services / Self service
Customer & partner portal
Technical & functional upgrades
Continuous BusinessImprovements &
BPM
Archiving
Technical upgrades
Operationalreporting
Agent workplace
Performance Management
Master Data Management
Real-time Decisioning
Social CRM
User InterfaceSimplication, Officeintegration
New ‘Extended’ CRM Ecosystem
Implementations
Mobility CRM
Reimplementation /Product Migration
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Evolution of Customer Experience Design
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• Customer experience is taking the customer views of the interactions to understand the emotional bond between the brand and customers. It requires a common understanding of the customer journey, then align the company actions to build emotional bonds.
• It is the collective set of experiences…. on the web, in store etc. It is about understanding their unmet needs, wants, capabilities and desires in a deeply contextual level. And that leads to thoughtful and purposeful use oftechnologies, communities and imageries .
• The answer is pretty simple. Customers remember and value great experiences that demonstrate deep understanding and respect for their needs. When companies learn how to deliver and evolve differentiated experiences, they tend to build strong, enduring customer relationships and profitable businesses.
What is Customer Experience ?
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What is Cloud Computing ?
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Net
Val
ue
Time
Go Live Date ~ 12 Months
Breakeven@ 27 months
Risk
<50%SuccessfulImplementations
Breakeven
27 months
Net
Val
ue
TimeGo Live Date ~ 3 Months
Value to CustomerRisk
Breakeven
6 months>80%SuccessfulImplementations
SaaS CRMOnPremise CRM
The benefit of implementing an accelerated CRM solution is the threefold: reduced implementation risk, quicker breakeven and increased value to the customer.
On Premise Vs SaaS CRM
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One critical aspect in making a CRM selection is determining the underlying cost of on-premise CRM versus SaaS CRM solutions:
Ap
rim
o
Ap
rim
o
Sale
sfo
rce
On
yx
Sie
be
l
Sie
be
l
Sie
be
l
Sie
be
l
Application Implementation & Deployment Cost
Hardware
Infrastructure Personnel
Maintenance
Training
Software Licenses
9%
21%
26%
14%
7%
1%
HIDDEN COSTS
Co
st f
or
On
Sa
aS C
RM
Ad
dit
ion
al C
ost
s fo
r O
n p
rem
ise
C
RM
Technology
• Middleware
• Hardware (Servers, Storage Devices)
• System Maintenance
• Application Maintenance
• System Upgrades• Application UpgradesPeople
• Internal Administrators
• Internal SME’s
• Internal Support
• External Support, SI Cost
21%
Implementation Costs
Total Cost of Ownership ( TCO )
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SaaS CRM (R)evolution
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Sustenance Services
Hybrid Implementation
Migration to SAAS CRM
UpgradesImplementationEnabling Social CRM
Network
Enterprise Application Integration
Training
Consulting
SaaS CRM Service Potential
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Integrated Enterprise Solution - Automotives
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Oracle’s Automotive Footprint
Corporate Administration
Indirect Procurement Projects
CPM Financials
Compensation
Human Resources
Helpdesk
Facilities Management
Customer ChannelsService Management Dealer CollaborationMarketing Sales
Contact Center Dealer Mgmt SystemOrder Capture / Config Lead Management
AnalyticsCRM
Human Resources
Financials
Supply Chain
Business Operations
EDI
Transportation Management
Services Parts Fulfillment
Asset Management
Manufacturing
Supply Chain & Distribution PLM
Direct Procurement
Lease / Fleet Management & Captive Finance
Prod Schedule / SNO Release Management
InfrastructureMobility Hubs / Master Data Mgmt Integration Framework / SOA
Identity & Security Services Networking Database Operating System
Virtual Machine Server Storage Systems & Data Center Mgmt
Development Tools
© 2010 Oracle Corporation – Proprietary and Confidential
Oracle
ISV Partners
Quote Management
Warranty Management
MES APQP/PPAP
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The new Social
Customer
Uses new online channels
and new communication
toolsTrusts in
advices made by online
acquaintances and strangers
Tends to buy more online than offline
Wants to provide
feedback about the product
and customer service
Expects better customer
experience
Reads and creates product
reviews, product
rankings and blog posts
Seeks support to connect with like-
minded peers
The New Social/Digital Consumer
Being connected, customers
realized that they could ask
more from companies and share opinions about products
and services
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• Focus on individual relationship (company to customer, company to partner, etc.)
• Limited view of the customer and his community preferences, habits, etc.
• Targeted messages generate value
Your company
Competitor Supplier / Partner
Customer Customer
CustomerCustomer
Customer Customer
Customer
Your company
Competitor Supplier / Partner
Customer Customer
CustomerCustomer
Customer Customer
Customer
Customer Customer
Customer Customer
Customer Customer
•Focus on collaborative relationship (engaging a more complex relationship network)
•Multiple connections allow better understanding of the customer and his community
•Customer experience generates value
CRM Social CRM
CRM Vs Social CRM
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Evolution of New Customer Touch Points
•Single view of the customer based on the interactions history, customer profile data residing in the company’s base and data integration with internal systems
•Company owns the data but it is limited to previous interactions
• Phone• Fax• Email• Service• Letters• Personal contact• Company’s website• SMS• Instant Messenger• Chat• Media
• Phone• Fax• Email• Service• Letters• Personal contact• Company’s website• SMS• Instant Messenger• Chat• Media
• Blogs
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•Single view of the customer is far more complex to achieve. Besides internal information, the company must rely on external information such as customer profiles in social networks and his behavior when participating in a community.
•Customer and other web 2.0 sites own part of the precious data
• Social Bookmarking
• Microblogs
• RSS
• Wikis• Social Networks
• Widgets
• Podcast
• Video sharing
• Forums
• Wish lists
• Price comparison website
• Reviews and ratings in retail sites
• Photo sharing
• Slides sharing
• Auction website
CRM Social CRM26
• Social CRM does not replace traditional CRM. It extends current CRM 1.0 capabilities to engage conversations with customers and the market,
• Social CRM humanize the company so the customer can see it as a trusted peer (customers trust people like themselves),
• Social CRM puts the customer in the core of the company’s strategy. It affects thoroughly operations, its value chain and organizational structure and culture,
• Social CRM introduces new value drivers into the company’s strategy thanks to customers engaged with the brand,
• Social CRM needs a new organizational mindset supported by web 2.0 empowered employees. By connecting employees to themselves and to customers, the Social CRM should enable closed-loop employee recognition based on individual results.
Bottom Line
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CampaignManagement
ResponseManagement
PartnerManagement
ComplaintManagement
@
CustomerDatabase
Ch
ann
els
CR
M
Co
llab
ora
tive
CR
MO
pe
rati
on
alC
RM
An
alyt
ical
CR
M
CR
MA
nal
ytic
s
Answers Dashboards Delivers
Answers Dashboards DeliversReporting
AnalyticsWarehouse
DataWarehouse
Telephone Letter E-Mail/Fax WWW Partner-Portal
ContactManagement
LeadManagement
IVRCall Center
Back/FrontScanning
Mail/Fax-Server
PortalPortal
Web-Tracking*
*CustomersInternal/external
Networks
Customers
ConversationalCRM
SocialCRM
Impulse-Management
Social NetworkManagement
Churnprevention
RTD
*CMR elements
CMR inside CRM
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Bottom Line
CRM is not Huntingi CRM is Networking
“If you win the hearts of the customers, you will easily reach their heads!”
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