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7/30/2019 CRM Software Vendors
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CRM Software
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SIEBEL OVERVIEW
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What Is Siebel?
A complete Front Office solution with integrated
suite of applicationsSales force automationTelesales / telemarketing
Marketing automation
Customer serviceField service automation
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Direct
Web Site
VoicePhone Service
Sales
Marketing
Field
Service
Support
Open,
FlexibleArchit
ecture
Bac
k-OfficeIntegra
tion
UniversalAcce
ss
Call center
Siebel Integrated Enterprise
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Meeting the Challenges of the Front
OfficeTo succeed in the face of
fluctuating global competition,
companies need:
Information shared quickly among
all staff
Fast access to available resources -
and faster ability to determinewhat resources are available
Systems that are easily modifiable
and customizable to meet future
changes and growth
A closed loop cycle for
data management.
Intelligent automation tools and
use of business rules based onbest practices philosophy
Multiple access methods through
a logical layer representing
common business objects
Siebel provides:
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Closing the Loop
SharedMarketing,
Sales, andCustomer Service
Data and Processes
Marketing
Management
Support Rep
TeleBusiness
Sales / Service
Management
Field Sales
Field Service
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Siebel Enterprise Applications
Siebel Enterprise Applications is a complete
CRM solution which contains the following
modules. Sales enterprise.
Service enterprise.
Call center.
Marketing enterprise.
Field service.
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WHY SIEBEL
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Why Siebel
Comprehensive Opportunity and account
management that fully supports teamselling - Tracks each opportunity to sell
=>Increased sales
Visual pipeline management - Better
planning => Profitability
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Why Siebel
One button quote and proposal generation -
Quicker response
=> Faster closure of orders Complete marketing encyclopedia including
product information,price lists,detailed
competitive and decision supportinformation - Right information at the right
place at theright time =>
Increased Sales
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Why Siebel
Sophisticated marketing analysis tools that
enable precise customer segmentation -Focussed approach => Increased Profit
Measure, Monitor, and Track Marketing
Strategies - Better planning
=> Lower wastage
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Support for operations in multiple regions
Local language support (requiring a
localized version of Windows)
Ability to manage time differences
Ability to support local business models
Ability to meet local regulations
Why Siebel
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Technology Solutions for CRM
Agenda
1. How Does CRM affect Business?2. What are the various components of CRM?
3. Details of the Oracle CRM Suite
4. Challenges in todays CRM Market
5. Demo of Oracle CRM
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How Does e-ing CRM Make a Difference?
Increases Reach by Letting Customers
Access the System. Results are :
Intermediaries are Forced Out Unless they areAdding Value
Systems need to be Simple to Use, Deploy and
MaintainAutomation is a Must
Security is an Issue!!
System Scalability
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How Does e-ing CRM Make a Difference?
Makes Sales People to be More Focused
and Value Adding
Lower Entry Barriers put Pressure onMargins
Truly Globalizes CRM by
Allowing Customers to be Located AnywhereAllows Companies to Manage CRM across
Geographies
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How Does e-ing CRM Make a Difference?
Compels Companies to be More Flexible.
For Example :
Allow Loyalty Programs Across Brick and
Mortar, Catalog and Web Stores
Allow Customers to Alter Dates Till Late in
the Order Cycle
Allowing Customers to Use Different Mediato Seamlessly Transact With Us
Frequently Introduce New Schemes,
Discounts, Freebies etc.
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How Does e-ing CRM Make a Difference?
Puts Pressure on Delivery Systems by :
Allowing Customers to Customize Products
and ServicesAllowing Customers to Choose Delivery
Dates Within Limits
Increased Customer Switching and
Competitive Product Launches Affect Forecast
Accuracy
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How Does e-ing CRM Make a Difference?
Throws up New Opportunities for :
Collecting and Using More Customer Touch
Points
Advertising Products and Services
Increasing Sales Through Cross and Up Sells
Reducing Costs and Time by Doing Away
With Intermediaries and InformationHandovers
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Bottom Line is .
CRM has to be Far More Flexible
Systems Need to be Simplified and
Automated
Move from Transactions to Business
Intelligence
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Components of CRM
Marketing
Sales
Service Call Centre
E-Commerce
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Marketing Automation
Management pains:
I spent $20 million on marketing. What
was my return ?
More and more people are coming
through my web site. Who are they and
what do they want ?
I have 4700 business cards in my fish
bowl. Where do they go ?
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Events & Seminars
List Management
Collateral
Lead ManagementCampaign Management
Goals, Objectives & Metrics
Products, Promotions & Incentives
MarketingIntelligence
Marketing
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Sales Automation
Management pains:
Why cant I get my global sales forecastwhen I need it ?
How do I assign my 1000 qualified leads
into the sales channel ?Am I compensating my top sales reps
appropriately?
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Sales
Compensation
Forecasting
Opportunity Management
Account & Contacts
Order Management
Administration
Territories
SellingIntelligence
Marketing Encyclopaedia
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Service Automation
Management pains:
How can I deliver consistent quality service? How do I reduce my cost of service
inventory ?
How many more times do I have to dispatcha field engineer for the same problem before
theyfix the product ??
S i
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Service
Customer
ContractsSupport/Defect
Products
Field Service
Knowledge
Depot/RMA
Billing
Spares & Logistics
Work Force Mgt.
ServiceIntelligence
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Call CentersManagement pains:
How many agents do I need and when ?
Why are my agents silod by functionality
or channel ? How do I efficiently route the customer to
the right agent ?
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Call Centre
Virtual
Call / FAX Back Support
Full CRM & ERP Integration
Multi-Media Access
Intelligent Routing
Enterprise-wide Statistics
IVRU / ACD
Scripting
Task Management
Marketing,Selling & Service
Intelligence
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E-commerce
Management pains:
How do I integrate my web store with my
enterprise applications ?
How do I go from transactions to 1:1
relationships ?
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E-commerce (Sales & Support)
Walk-in
Products / PricingShopping Cart
Identification
Fulfilment
Payment
Collections FAQ Site
Knowledge Base
Trouble Management
Collaboration
Sales & ServiceIntelligence
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Internet Business Practices
How Many Leads Did Marketing
Generate?
What is the Sales Global Forecast?
How Much Contract Revenue is Leaking?
What is Most Profitable Support Medium?
Integrate Marketing, Sales and ServiceIntegrate Web, Call Center, Face-to-Face
Integrate to Back Office
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Few can eat theelephant
in one bite.
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Oracle CRM E-Business
SuiteAnalyticalApplications
Business
Applications
CRM
Foundation
Interaction
Channels
E-Business
Foundation
E-Business
Platform
Customer Intelligence
Marketing Intelligence Sales Intelligence
Marketing
iMarketing MES iPayIncentive
Comp
Field
Sales
iStore TeleSalesSales
Online
eBusiness Platform
Common Application Architecture & Schema
Service Intelligence
Customer
Support
iSupport
Mobile
Field
Service
Field
Service
Spares
Mgt
Depot
Repair
Contracts
Contractfor
Rights
ServiceContract
Universal Work Queue
Tasks
MES/Knowledge Base
Resources
Notes
Territories
Calendar
Attachments
Assignment Engine
1-on-1 Fulfillment
Order CaptureInteraction History
Partner(POL)
Call CenterMultimedia Telephony Mgr
Call Center ConnectorsPredictive Dialer
Scripting
Email Center WebMobile
(Laptop, PDA, WAP)
AdvanceScheduler
Call centerIntelligence
Examples of Architected eBusiness
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Examples of Architected eBusiness
Integration Campaign Budget, Marketing spending
Marketing Online to General Ledger
Offers and Pricing
Marketing Online to Inventory
Marketing Online to Pricing
Lead to opportunity
Marketing Online to Sales Online/Telesales/iStore
Opportunity and Quote Sharing
SalesOnline/Telesales/iStore
Configure Items
SalesOnline/Telesales/iStore to Configurator
Product Availability SalesOnline/Telesales/iStore to Inventory
Marketing ROI
Marketing Online to Order Management to Receivables
Examples of Architected eBusiness
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Examples of Architected eBusiness
Integration Support Entitlement
Teleservice to Installed Base to Service Contracts
Support billing and renewals
Teleservice to Service contracts to receivables
Self service support to field dispatch
multichannel : isupport/Teleservice/Mobile Field Service
Service Request to return
isupport to order management
Repair to Installed base
isupport/Teleservice/Mobile Field Service to installed base
360 degree view of customer all customer interactions/transactions, assisted and unassisted in
single repository
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The Emphasis on Efficiency
Marketing Sales Service
Face-to-Face
Call Center
Web
Oppty to
Forecast
PlantoCampaign
Campa
igntoResults
Click toOrder
Call toOrder
Plan toIncentive
Click toService
Click toService
Contractto Renewal
P
roblemt
o
R
esolution
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Oracle CRM Customers Airbus Industries Cisco
Beneficial Life
Chartered Semiconductor
Citibank, Citicard
TataTeleservices
Satyam Infoway
Hewlett Packard
EMC
Oracle Corporation
Officefurniture.com
Specialized Cycles
Papa Johns
Wolfarm Research
US Deptt. of Transport
Staff Leasing
Retailer Market
Exchange
Ch ll i T d CRM
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Challenges in Todays CRM
Market Integration of disparate systems
Front Office to Back Office
Multi-Channel
Different data models
Multiple, inconsistent architectures
Unsynchronized system upgrades Higher customer expectations
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If you play a chess game and look only
at your pieces, you will likely lose
Th I i Ni h
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The Integration Nightmare
Marketing
Valex Epiphany
Rubric
Paragen
Prime Response
Sales
Vantive Onyx
Siebel
Trilogy
Service
Vantive Siebel
Clarify
Astea
RTS
Metrix
Intelligence
SAS Cognos
Brio/SCRIBE
Actuate
Business Objects
CTI / Call Center Genesys
Dialogic/Intel
Melita
Davox
ACD vendors
IBM
Lucent (Mosaix)
Geotel/Cisco
Graham Tech.
Configuration Trilogoy
Calico
Aurum/Baane-Commerce Broadvision
OpenMarket
IBM Netscape
Intershoppe
Microsoft
ERP Baan/Aurum
SAP
PeopleSoft
e-Mail eGain
Kana
Brightware
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Alliances orAcquisitions
Kit SolutionLimited footprint
HeavyCustomization
Least commondenominator integrations
No coordination ofupgrades
Failure of Alliances
Rewrite of kit solutionintegrated
Out-of-Businessor Get Acquired
What is happening to niche vendorstoday?
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A Modular, Architected Solution
Marketing Sales Service Intelligence
CTI / Call Center
Configuration e-Commerce
ERP
Foundation ModulesEnterprise Customer
Data Model
Single Technology Stack
360o D t E t 360o Vi f C t
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360oData Entry vs 360oView of Customer
OracleKit Solutions
Interaction Channels
Interaction Channels
Interaction Channels
CustomersTerritoriesCalendars
Work QueueInstalled base
Knowledge baseInteraction History
CustomersTerritoriesCalendars
Work QueueInstalled base
Knowledge baseInteraction History
CustomersTerritoriesCalendars
Work QueueInstalled base
Knowledge baseInteraction History
Marketing
Sales
Service
Customer Intelligence
MarketingIntelligence
Sales Intelligence
Marketing
iMarketing MES iPayIncentive
Comp
Field
Sales
iStore TeleSalesSalesOnline
eBusiness Platform
Common Application Architecture & Schema
Service Intelligence
Teleservice
iSupport
Mobile
Field
Service
Field
Service
Spares
Mgt
Depot
Repair
Contracts
Contractfor Rights
ServiceContrac
t
UniversalWork Queue
Tasks
MES/Knowledge Base
Resources
Notes
Territories
Calendar
Attachments
Assignment Engine
1-on-1 Fulfillment
Order CaptureInteraction History
Partner(POL)
Call CenterMultimedia Telephony Mgr
Call Center ConnectorsPredictive Dialer
Scripting
Email Center Web Mobile(Laptop, PDA, WAP)
AdvanceScheduler
Call centerIntelligence
All d h th S l Pit h
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Sales Pitch
eBusiness Suite
360ocustomer view
Increase revenues
Channel collaboration
1-to-1 marketing
Closed-loop marketing
Unassisted sales
Customer consistent
experiences
Increase efficiencies
Customer loyalty
Business intelligence
Success storiesGreat
presentations
We are the Best !!
How to make the difference ?
All vendors have the same Sales Pitch
Diffi lti t l t d
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It is difficult to evaluate applications.
They are big and complex All vendors come up with spectacular
sales pitches, shows and demos. It justcannot be true
Dramatic lack of objective information
Selection processes never enable tovalidate everything and to make a secureddecision
We know that all the risks are ours Each time we sign a contract, the hands
tremble
Difficulties to select a vendor
What can we do ?
E i f L C i
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Over years we made inconsistent Point
Solution purchases Today we have a puzzle of software that do
not talk to each other
Some have interfaces that are difficult to
maintain and we often have data integrity
issues
Others just do not communicate
We cannot provide Channel Collaboration
and 360o Customer Interaction
Our customers are not willing to be exposedto segmentation inside our organization
Experience of Large Companies
Building component by component lead
to desintegrated information
S l t CRM V d
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Operations
Functionalities
eBusiness InitiativeBig Picture or Point SolutionSolution Architecture
CorporateStrategies
Select a CRM Vendor
What is the right level to make a choice ?
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Selecting a CRM VendorCorporate Strategies: Select a Solution that provides the right infrastructure to boost Strategicobjectives.
At medium level, eBusiness Initiative:Start a path or add components into an eBusiness initiative vs. enhancesolutions that limit efficiencies and multiply the cost
Big Picture or Point SolutionBuy apps. that are compliant with the company apps. vision and strategyto build coherent systems vs. a piece of software to satisfy pointrequirements and do not collaborate with the rest
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Selecting a CRM VendorSolution Architecture
Buy pieces that can grow into a coherent eBusiness Solution The more CRM initiatives you launch, more collaboration with otherCRM components and back office products
Operations / Functionalities:
Validate that the features/fonctions of the Solution are compliant withthe daily operations of the company. Examples:
The product may have outdated client-server architecture that willlimit the path into the New Economy and will need to be replaced inthe mid-term.
You may select a great Marketing tool but it does not collaboratewith the Sales application, and add one more customer file into thecompany.
Evaluation criteria
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EvaluateVendors
Product fit
Costs
Licences/Maintenance
Local Consulting
Expertise Level
Global Support 24*7*365
Expertise Level
Success Stories
Status and Vision
of the Vendor
Functional dependencies
by Alliances
Re-write maturity
of acquired products
R&D effort
Product completeness
and deepness
Architected vs. IntgrationUp-to-date Architecture
Avoid Emulation Layers
A Solution Path
Global Vendor
Global Products
Analysts
Assessment
Evaluation des
Marches Financiers
Risks of fashions
Upgrade difficulties
Operation costsTCO
Long term reliability
Risks reduction
Evaluation criteria
Architecture across Front / Back Office from different vendors
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Architecture across Front / Back Office from different vendors
InventoryHuman
Resources
Procurement
Manufacturing
CataloguePricing
PromotionsDiscounts
PricingPromotionsDiscounts
Catalogue Inventory
Sales
OnlinePayment
Receivable
Shipping
SalesCompensation
SalesIntelligence
PlanningATP
Invoicing
Limited functionality
S y n c h r o n i z a t i o n
CRM
ERP
Customer &Credit
Customer &Credit
Integrating Front Office components or Front / Back Office from
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It was HUGE and LONG but now we have our Front Office and Back Officerunning together
Please dont tell me that a new version is
coming up
Integrating Front Office components or Front / Back Office fromdifferent vendors
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