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ICELAND TELECOM Competitive Advantage through CRM & eDM Process Innovation. Agnar Mar Jónsson Managing Director Sales and Marketing [email protected]. Agenda. Iceland Telecom Using Document Management to cope with your Account Management and Quality standards What's CRM - PowerPoint PPT Presentation
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ICELAND TELECOMCompetitive Advantage through CRM & eDM Process Innovation
Agnar Mar Jónsson
Managing Director
Sales and Marketing
Agenda
• Iceland Telecom
• Using Document Management to cope with your Account Management and Quality standards
• What's CRM
• Using Document Management for an effective CRM
Iceland Telecom, activites• 1.300 employees
• 300.000 customers
• Inbound activities– 35.000 incoming calls per day
• 2500 service orders per day
– 1000 Customers per day through Service Centres– 35.000 Internet customers per day
• 600 service orders per day through the Web
• Outbound activities– Account management to large and medium sized companies– Direct Sales to High Valued customers
Iceland Telecom 1999
• Other FACTs:– Fierce competition evolves in the small Icelandic market
– Laws and regulations to cope with
– Shift in the market and new players are entering
– Multiple staff sometimes work on a customer issue unaware that it is being addressed by other staff
– Customers sometimes feel compelled to call multiple departments and perceive their concern has been handled inappropriately or "fallen through the cracks“
– No central database for tracking requests or complaints
– Sales channel not implementet
FACT: We used to be a governmental organisation
Desission taken 1999
• New division, Strategic Accounts– Aggressive sale to large accounts– Implement Document Management System to
maximise results– Implement the sales process throughout the
organisation– KISS
The main objectives:
• The main objective of the project was to increase the quality of service to customers and the efficiency of employees, achieved by:– Adopting all work processes to a
user-friendly/standardised system with "open access" where many people can work on the same case resulting in increased output from the processes
– Implementing electronic data/document management with controlled, traceable and categorised access to all documented clients and projects
The purpose of the implementation was:
• To be able to store documents electronically, scan or record, references to hardcopy documents and store all e-mail in a centralised database
• To make documents and the company's filing system more visible and more accessible
• To make written communication simple and easy.• To support project and issue management• To register all complaints and use them to become a
better organisation
The Solution
GoPro Case forCorrespondence
GoPro Case forCase mgmnt
ITSSQualityModule
All customers•Inbound•Outbound•Cases
Serious Complaints•Responsible employee•Customer related
Quality control•Evaluation•Grouping
IBMContentManager
Scanned documents
Complaints
Contact Centre
Ppositive impact on the organisation
• Unified/standardised view of all documents.
• Document processing and creation faster and less costly
• Faster searching options
• Storage plan for each file category insures document safety
• Eliminates unnecessary copying and duplication of documents
• Eliminates inconsistency between electronically stored documents and hardcopy documents
• All work is controlled by quality standards
FACT: No more brown envelopes!
Verifiable benefits (tangible and intangible).
• The time used to distribute incoming documents has gone down 60%
• Employees using the application spend at least 50% less time in finding documents and customer information
• Employees in sales and customer relations (about 200 at Iceland Telecom) spend 30% of their time looking for information
• The Customer has huge impact on how we operate.• In whole this is estimated to save directly over 5.000 hours a
month. Estimated wworth 200.000 Euro a month.• Process improvement and complaints services valued at
approximately 60.000 Euro a month.
Desission taken 2000
• The organisation is turned 180 degrees– Focus on the market rather than products– Divided up in Organisations and Residential
• New division, Sales and Marketing– Active sales to small companies and the
residential market– KISS
Residential market, Year 2000
• Service Centres– 10 stores around the country– No direct sale– Advertise, advertise…with hope to reach
customers
Corporate Sales, Year 2000
• Account management since 1999– Increased revenues (30%)– Increased customer satisfaction
• Account Management not feasible for small companies– 14000 companies– Call Centre plus 2 sales reps
Farsímamarkaðurinn:
Call Centre evolution
Agents Groups
CTI
Simple Access To Iceland Telecom
WAPE-mailFaxphone
Contact center
Letter
Plain Telephoniservice
Mobile telephoniservice
SalesService
Residential Customers, small companies
Internet ISDNADSL
Broadband etcservice
BillingServices
WWW
Cost per channel
• Direct Marketing $ 5
• Contact Centre $ 21
• Sales force $ 160
• WWW/e-mail 16 cent
Why Management
• Savings– 5 to 8 times more expensive to get customer than keep.
• Deep Sell– Sell more of the same
• Up Sell– Sell more value
• Cross Sell– Sell add-on things
Customer Loyalty
CostRevenues
New Customer Maintain Customer
CustomerAcquisition
Cross SellUp SellDeep Sell
LoyalCustomersGet new
Satisfaction
The CRM Model
CustomerLive TimeValue
Loyalty
Cross SellUp SellDeep Sell
ImageServices
CRM
Data Warehouse
GoPro/ITSS
Customerbehaviourmodel
Customer
Customeranalyses
Relations
Customer Information
Managers Control Board
LAST FACT: 2’nd best in Europe
AIIM
Iceland Telecom CRM solution chosen 2’nd best in Europe atAIIM conference 2000
Why all this?????
• We want to be faster than our competitors to understand our customer needs...
• …and more over, to have the ability to create solutions for that customer faster than the competitors.
• We want to stay in touch...