Customer Relationship Management Tools for the Virtual

Community Model

By Dawn Marie Yankeelov

dawny@aspectx.com

20 September 2000

Corporate CRMCorporate CRMSpending >$1 Spending >$1 Trillion (U.S.)Trillion (U.S.)

Corporate CRMCorporate CRMSpending >$1 Spending >$1 Trillion (U.S.)Trillion (U.S.)

ConsumerConsumerConsumerConsumer

The CRM Industry

•Data Management

•Fulfillment

•TV•Radio•Print

100,000 100,000 IndependentIndependentCRM Vendors CRM Vendors ($700 ($700

Billion)Billion)

100,000 100,000 IndependentIndependentCRM Vendors CRM Vendors ($700 ($700

Billion)Billion)•Advertising

•Direct Marketing

Call Centers:•Inbound•Outbound

What is CRM?CRM ties together all of a company’s front office customer touchpoints:

•sales (contact management, product configuration),

•marketing (campaign management, telemarketing),

•and customer service (call center, field service)

Via multiple, interconnected delivery channels (telephony, email, Web, and direct interaction)

YOU ARE TRYING TO TRACK ENTIRE HISTORY OF RELATIONSHIP WITH YOUR CUSTOMER OR CLIENT

Defining CRM Options“Small and mid-sized businesses would never have been candidates for enterprise applications in the past. Nobody seems to know what is going on and the customer often has more knowledge than the company. That is the Achilles’ heel of businesses today.”—Steve Papermaster, founder of Agillion.com

Trends to Watch:

--CRM for All Levels

--Small Business Use

--Web-based Application Proliferation

--ASP Models Appealing

from Small Communities to Personal Sites

Buyer Dilemma• Lack of Industry Knowledge• 100,000+ Vendors• Product Complexity• Rapid Change in CRM Technology• Limited Project Management Resources

Seller Dilemma• Lack of Efficient Marketing Channels• Large Capital Investment in Technology• No Central Marketplace• Intense Competition

Industry ProblemInefficient Marketplace = Inefficient Marketplace =

High Search and Maintenance CostsHigh Search and Maintenance Costs

Inefficient Marketplace = Inefficient Marketplace = High Search and Maintenance CostsHigh Search and Maintenance Costs

How to Make Your CRM Initiative Succeed

1. Identify and set clear business requirements

2. Institute a common planning process

3. Obtain Senior-Management Buy-In and Understanding

4. Pinpoint functional differences in culture and success measures and bridge the gaps

5. CRM is a Business Philosophy

MarchFirst Consulting

Tribulations: The Barriers• Changes in business processes slow IT

delivery capability

• Unwillingness to change sales processes and incentives can stall acceptance of new systems

• The rate of technology change can be too quick for people to absorb it and adapt

Turn to External Services Provider?• Andersen Consulting, Deloitte and Touche, and PriceWaterhouse

Coopers meet leadership in category criteria from Gartner Group

1. More than 600 dedicated CRM consultants

2. A minimum of 20 implementations in each of sales, marketing and service multichannels

3. A geographic presence in North America, Europe, and Asia Pacific

4. Integration between the service and industry practices

---www.cio.com/content/gartner/crm

CRM ShiftsCause: Relationship Management Becoming Critical

Effect: CRM to satisfy any appetite

Cause: No Time to Learn It or Teach It

Effect: Simplification in Web-based models

Cause: Demand for Analysis & Tracking Continues to Rise

Effect: Point ‘n Click Stats on Demand

Cause: Spending Getting Scrutiny of VCs

Effect: ASP Models Stand a Chance to Deliver CRM

Eye-Openers

Spending on ASP services will grow to $7.7 billion in four years, from $30 million this year.

However, this is not new monies, just a reallocation of funds. Software vendors are expected to see revenues diminish.

---IDC Corporation Forecast, ASPNews.com, 8/17/2000

CRM, education and training—less than a third now using ASP model

---Zona Enterprise Usage Study, 2000

Metrics for Purchases Should Remain the Same

Research Includes:

1. A Look at Problem Found/Solution Provided

2. Depth of Company’s Products—Vaporware vs. Delivered

3. Technology Complexity in Use and Implementation

4. Financial Soundness of Product to Be Purchased—Will it Really Be Around in Two Years?

5. Product Specialization by Industry

Tap the Potential of eCRM—Web-based all the Way

1. Create Interactions—decide if it is advantageous to be the creator of a new community or better to join forces; integrate all sales and marketing channels with back office financials

2. Operate at Internet Speed—real time data gathering, analysis and response is approaching as the standard

3. Analyze Data—Turn massive amounts of data into insight to retain customers

4. Integrate Customer Information Access Across Systems --Montgomery Research, Inc. 2000

Total Cost of OwnershipServer Hardware & Software• Server w/disks, RAID Fault Tolerance, Memory

• Backup software

• Basic Server Installation & Integration

• Configuration of Server in Hours

• Service Agreement on Hardware

• Service Agreement on Network System

Total Cost of OwnershipServer Installation & Maintenance•Upgrades in a three-year period

•Man hours for upgrades

•Migration of platform issues

•Upgrades to Network Operating System

•Server Troubleshooting

•Emergency Service—Actual Hours

•Consultant Assistance (one day every fourth week)

•Assistance w/ maintenance

Total Cost of OwnershipEnd User Install & Maintenance•Upgrading old PCs

User Administration•Hidden downtime & Support Costs

•Courses and Internal Training

Software Licensing

Security & Telecommunications

Employee Infrastructure

CRM Mainstream Migration

•Contact Mgmt.

--most offline

80s

90s

2000

2002

•Personalization—using web

•Customer Relationship Mgmt.—expensive, non-integrated software

•Database Tracking of Entries

•Call Centers (most not Internet-friendly)

•Sales Automation

•Marketing Automation

•Web-based

•Conferencing/Telephony

•Analytics

•Relationship Mgmt. In ASP format

•Synchronous Customer Management (multi-channel managed via web or wireless device)

CRM Marketers Break with Tradition

•Major Players Reinventing Product Line to Serve Lowend

•Web-based Solutions for all Industries

•New Technology Platforms Breed New CRM methods—I.e. Release of Windows 2000 platform

•Free Is the “Winner to Take All” Plays

•Geography is Meaningful in Seizing Market Share and VC Dollars—Look in Your Backyard for Answers

•ERPs Migrating to ASPs That Can Go Live Within Days

High-End Marriages Outside The Product Class

Example: Siebel Mid-Edition (first shipped July 19, 2000) and Great Plains Partner Status

Features Include: Customer Applications including ecommerce functions, 24/7 self-service, and online marketing info; Employee Applications including features for front-office employees; and Partner Applications for partner organizations (i.e. sales channels)

New Low-Cost Web EntriesProduct:

Agillion.com

Low-cost Web-based CRM with messaging functions. Product The company is aimed at small businesses

Product Offerings

Personal Pages—password-protected websites

Shared Contacts—Customer Interaction Database that allows users one secure, central place to store and access customer information and activity

$29.95 per month/per user

Activities and Notes—Permanent searchability on customer activity

Group Calendar—Review and update daily, weekly or monthly on the web schedules

E-business Dashboard—Free personal homepage. Keeps tabs on customers, includes personal organizer and headlines

Tasks and Email—Tracks Tasks and Personalized Email Acct.

Moderate-Cost Entries

• Example: Worldtrak.com– Works with Microsoft Outlook– Account Opportunity Mgmt.– Enterprise Forecasting– Activity Tracking– Enterprise Lead Mgmt.– Enterprise Data Synchronization & Remote

Access

Verticals: SoftWatch.com

eCRM Free with Ads

Consider Scalability for Community

Onyx.com Products for Enterprise Users

--30,000 concurrent users—sub-second response

--High-Ticket Item

Websites for Research on CRM

•Crmguru.com

•Searchcrm.com

•Crmassist.com

•CRMcommunity.com

•ASPNews.com

•ASPIsland.com

•www.microsoft.com/europe/industry/crm