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“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?

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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….

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The CRM/CIS ConundrumThe CRM/CIS Conundrum

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In The BeginningIn The Beginning

Residential

Commercial

Revenue Gap

We Bill

They Pay

Credit History

Services

Budgets

Geography

Billing History

CIS CORE

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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

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$$CRM Suites$$ May Not Be the Answer$$CRM Suites$$ May Not Be the Answer

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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

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Unlocking InformationUnlocking Information

Campaigns

Packages

Orders

Credit History

Services

Budgets

Geography

Billing History

CIS CORE

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Implement a New System GraduallyImplement a New System Gradually

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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

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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

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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.

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Thank you!

SPL WorldGroup, Inc.

www.splwg.com800-ASK-4-SPL

SPL WorldGroup, Inc. 75 Hawthorne Plaza, 20th Floor, San Francisco, CA 94105

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