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A study by F. Hannich, B. Rüeger, C. Scherrer, B. Gehring, R. Seiler, S. Müller, M. Hüttermann, D. Kübler and M. Stadelmann sponsored by the Swiss Post Office
Main sponsor
Industry sponsorsTurning Opportunities into Profit
From Transaction to Relationship.Crossing Borders.
Swiss CRM 2014Application and Trends in SwissCorporations
3Brief Summary of CRM Study
In the context of the eighth “Swiss CRM” Trend Study, the
Institute of Marketing Management of the School of Man-
agement and Law at Zurich University of Applied Sciences
(ZHAW) surveyed a total of 467 decision-makers in Swiss
companies about their customer relationship manage-
ment (CRM).
As in previous years, the first two chapters are an over-
view of the status quo in Swiss companies and of current
developments in CRM. Chapter 3 deals with the current
CRM trend issues in Switzerland, while chapter 4 focus-
es on collaborative CRM as a key subject area. Chapter
5 contains an interview describing the development
steps taken by Poinz, the previous year›s CRM Innova-
tion Award winner.
CURRENT STATUS OF CRM IN SWITZERLAND
As the findings of the 2014 CRM Study indicate, Swiss
companies are well aware of the significance of CRM for
the success of their business ventures and their competi-
tiveness, and that they are committed to CRM. Invest-
ments into CRM are still growing, as is the number of com-
panies using a CRM software solution in their customer
relationship management activities.
Compared to previous years, there has been a slight in-
crease in the importance of the software perspective of
CRM. 22.7% of all the companies surveyed stated that
they use CRM as a company-wide system linking all cus-
tomer data by means of special software packages. In the
previous year, this definition was only selected by 17.2%,
Brief Summary of CRM Study
STRONGER PERCEPTION OF CRM AS LINKING ALL CUSTOMER DATA USING SPECIAL SOFTWARE PACKAGES
Figure 1: Perspectives of CRM
2012
2013
2014
Frequencies in %
60
50
40
30
20
10
50,9
29,7 3
2,4
29,9
50,4
47,
4
17,2
22,7
19,4
CRM is a company-wide organizational and leadership principle which encompasses
all measures to be taken to achieve improved customer orientation and customer satisfaction
CRM describes process improvements which are designed to increase the efficiency of
operational customer management activities in marketing, sales, and service
CRM is the company-wide linking of all customer data using special
software packages
4
the coming year, the majority of companies (81.5%) wants
to focus on acquisition and on the development of their
customer lifecycle. Only 18.5% of the companies are plan-
ning to expand mainly their activities in the area of cus-
tomer retention in the coming year. Even if attracting new
customers is a key issue, the question that must be raised
in this context is whether companies have actually recog-
nized just how important customer retention is. A possible
explanation may lie with measurability, which on the whole
has not yet been implemented.
CRM TRENDS IN SWITZERLAND
Three data issues, i.e. individual customer care according
to customer value, the personalization or individualization
of services, and the integration of CRM and ERP software
are the top trends emerging from the study. Efficiency, to-
gether with customer communication, constitutes a key
topic for companies and “communication efficiency” is the
biggest newcomer of the 2014 CRM Study.
With regard to CRM trends, it is remarkable how little at-
tention is paid by companies to global CRM trends. This
area has potential for Swiss companies prepared to iden-
tify and downscale useful data and adapt it to their own
needs.
and in the year before that only by 19.4% of the compa-
nies surveyed. This result points to a higher awareness of
the significance of data as a result of the data scandals of
the past year. At the same time, the figures also show that
Swiss companies believe that there is considerable poten-
tial in their customer data, which is why they are interested
in analytical CRM. Process improvements aiming to in-
crease the efficiency of operational customer manage-
ment activities are considered as important by some 30%
of those surveyed. By far the most frequently named item
was the belief in CRM as a company-wide organizational
and leadership principle (47.7%).
With regard to software, there has been a rise in industry-
specific solutions (+11 percentage points). CRM software
providers have been successful: more than half of the
companies surveyed (59%) are quite happy or even very
happy with their CRM solution.
Again, decision-makers consider operational customer re-
lationship management to be a key area to invest in. De-
spite expectations of budget increases, a lack of funds and
the absence of clear processes were identified as the
greatest challenges. Significant room for improvement can
also be said to exist in the area of customer loyalization. In
5Brief Summary of CRM Study
CRM TREND BAROMETER Multiple answers, in %
New
Comparison to 2013, incl. change in placement:
Figure 2: CRM Trends in 2014
36,8 (2013: 44,7)
35,3 (2013: 55,3)
35,1 (2013: 52,7)
34,5 (2013: 34,4)
32,5 (2013: 27,5)
32,3 (2013: 38,1)
14,6 (2013: 25,3)
14,3 (2013: 12,5)
13,1 (2013: 15,0)
12,2 (2013: 19,0)
9,9 (2013: 10,6)
8,8 (neu)
8,4 (2013: 5,1)
2,6 (2013: 5,1)
27,8 (neu)
23,3 (2013: 31,1)
23,1 (2013: 26,7)
22,7 (2013: 30,0)
22,5 (2013: 34,1)
21,0 (2013: 24,9)
21,0 (neu)
20,6 (2013: 39,6)
20,6 (neu)
ì +2
î –1
î –1
ì +2
ì +5
î –1
è 0
è 0
ì +2
î –1
î –4
ì +1
î –10
î –6
î –2
î –4
î –6
î –4
î –4
î –8
Integration of CRM and ERP Systems
Individual customer care according to customer value
Personalization/individualization
Return to personal contact
CRM distribution support
Customer portals
Communication effectiveness
Analytical CRM to analyze potential
Time-to-market / reaction speed
Apps for customers*
Customer dialog management
Recommendation marketing
Measuring marketing efficiency
Internal mobile CRM*
Customer intelligence
Loyality programs
Cross-channel management*
Data protection
Emotionalization of CRM
Social CRM
Backend excellence
Big data
Internet of things
Trend increasing ì Trend decreasing îTrend stable è
0 20 40 60
*new formulation compared to prev. year
6
Cooperation with other companies is common among
Swiss companies. On the other hand, it is no sufficiently
implemented with regard to CRM because companies are
still blocked by their efforts to achieve internal cooperation
(see Figure 3).
Although external collaboration is not yet that common
with regard to CRM compared to internal collaboration, the
customers and their needs are clearly at the focus of com-
panies› efforts: Cooperation drivers are not so much inter-
nal aspects but rather customer-specific benefits such as
more individual and more comprehensive offers to custom-
ers (51.6% and 46.5%, respectively), as well as more cus-
tomer intimacy through integration of channels (46.5%).
Companies are afraid they might become too dependent
on CRM, which impedes their efforts to concentrate on
their core competencies in CRM. Fear of loss of control
also explains why companies (still) hesitate to outsource
customer-related activities: About three fourths (74.8%) of
all companies surveyed define their customer processes
as core processes that are carried out and monitored by
the company itself.
Overall, the study shows that Swiss companies are in-
creasing their CRM measures. On the other hand, many
opportunities still remain untapped. These include, among
others, the utilization of CRM solutions as tools to system-
atically tie customers to the company, the use of global
CRM trends to benefit one›s own company, and collabora-
tive ventures involving CRM across companies. The Insti-
tute of Marketing Management looks forward to following
these developments in future studies.
COLLABORATIVE CRM
The 2014 study focuses on collaborative CRM as a trend
issue. Compared to “collaborative CRM”, which is found
frequently in the literature and which mainly reflects the
technical side, collaborative CRM focuses predominantly
on a comprehensive approach encompassing both the
strategic and the operational perspectives. Collaborative
CRM can be an effective future solution in the face of rising
customer expectations and increasing pressure from com-
petitors. The coordination of channels throughout the
company and sustainable collaboration with other organi-
zational units can offer consistent customer experiences
and address customer’s needs on an individual basis.
THE MAJORITY OF COMPANIES REGARDS COLLABORATIVE CRM AS INTERNAL COOPERATION
Collaborative CRM is understood to mean the customer-oriented and customer-centered coordination of customer contact across several channels
Collaborative CRM is understood to mean the interaction with other organizational units or companies (partners) in customer-related processes
Collaborative CRM is understood to mean the integration of new technologies into CRM systems in order to achieve an improvement of the interaction among all those involved
N=314
58,6
26,8
14,6
%
%
%
Figure 3: The Collaborative CRM Perspective
Exact question: What perspective of collaborative CRM is relevant for your company?
7Brief Summary of CRM Study
COOPERATIVE CRM SHOULD MAINLY CREATE VALUE FOR CUSTOMERS Frequencies in %
0 20 40 60 80
Figure 4: The Benefits of Collaborative CRM
51,6
46,5
46,5
39,1
38,1
36,9
36,5
32,1
27,6
24,7
22,8
21,8
7,7
7,4
6,4
0,6
Individual customer offers
Comprehensive customer offers
More customer intimacy through integration of channels
Cost savings
Higher market presence
Higher flexibility
Focus on core competencies
Improved service
Faster information transmission
Emotionalization/customer loyalty through integation of channels
Knowledge transfer
Increase of transparency within the collaboration processes
Reduction of error rate through outsourcing of specialized CRM providers
Risk reduction
Decreasing need of capital
Others
Zurich University of Applied Sciences
School of Management and LawSt.-Georgen-Platz 2P.O. Box8401 WinterthurSwitzerland
www.sml.zhaw.ch
June
201
4
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