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Winning at CRM:New Rules for Business Managers
Jill DychePartner, Baseline Consulting GroupAuthor of The CRM Handbook
Baseline Consulting is a multi-vendor systems integration firm specializing in business
intelligence and CRM
Publications and Sources
Database Programming and DesignWall Street Journal (quote) Oracle Magazine Teradata Magazine Information Week The Chicago Tribune The Washington Times Telephony Magazine Data Management Review DM Direct Newsletter
DS* On-Line Newsletter EAI Journal TDWI Journal of Data Warehousing RealMarket Live! Webcast CIO Magazine/CIO.com Intelligent Enterprise-Intelligent CRM ComputerWorld Intellibusiness.com SearchCRM.comCRMGuru.comCRMToday.com
What Do Your Customers Want?
“…because that’s our policy.”
“They push me to avoid the branches, but when I call I have to explain who I am.”
“I want a king-size bed, non-smoking room already!!!”
“They say they know me, but I’ve had call waiting for 5 years and they still pitch it!”
“Why do I have to be pre-approved? Don’t they know I’m already a customer?”
CRM So Far: The Low-Hanging Fruit
CRM isn’t CRM unless it affects the
customer’s experience
CRM is a program, not a project
CRM should improve ROI and ROC
Technology is means, not an end
The 360-degree view is the holy grail
Are You Pitching CRM Correctly?
They really think…“We need funding for a proof-of-concept.”
“We need your sponsorship.”
“We’ve invited Vendor x to come and demo their tool.”
“We need to understand your requirements.”
They want me to invest my budget with no understanding of the value.
When execs hear…
I don’t want to bet my job on this new CRM thing!
Oh no! Not another JAD session!”
What for?
CRM Solves Business Problems
Our attrition rate is increasing.Our trouble ticket pipeline is growing.Our salespeople are spending too much time on
paperwork.We don’t know which customers are using which
channels.New campaign responses are down 24% this
quarter.We’re requesting customers’ privacy preferences
but aren’t recording them anywhere!
Are You Aligning CRM With Corporate Strategy?
“If it doesn’t adhere to one of these four objectives, we don’t do it.” –EVP of Retail
Banking
The Four CFMs
Increase revenue per transaction
Increase customer sat
scores
Increase customer acquisition rates
Decrease cost per revenue dollar
Proposed Project
Decrease Costs
Increase customer
value
Increase Customer
Satisfaction Scores
Increase Revenue
per Transaction
Customer Profitability ModelingTarget Marketing/Campaign Management
Customer Segmentation
Channel Analysis
Event-Driven Marketing
Life Stage Marketing
Clickstream Analysis
Cross-Selling/Up-Selling
Delinquency Modeling
Call Center Automation
Customer Lifetime Value
D
D
D
D
D
The CRM Portfolio: An Example
Data Subject Areas
Product
CUSTOMER
Contact
Transaction
Provider
Value Score
Web Session
D&B
ABC
ActivityCampaign
Invoice(SAP)
Contract
SLAEmployee
Data Sources
ETL
CustomerDashboard
Marketing Analysis Platform
Web Traffic Analysis
Profitability and Value Analysis
External Client
Reporting
Sales and Market Share
Analysis
Service Request Mgmt.
Employee Performnce
and Sat Repts
Cust. Care Performance Measurement
Product Cost
Workbench
Enterprise Financial Reporting
Executive Information Dashboard
Consolidated E-Bill
Reporting
Peak Performance
Analysis
Payment Analysis
Workbench
ITO Capacity Planning
Tool
Market Growth
Customer Satisfaction Financial Performance
Do Your Executives Get CRM?
1. Our executives understand that CRM is a “portfolio” of customer-focused projects deployed over time.
2. They understand that even “mature” CRM capabilities need to be supported and refined
3. They know that CRM is a critical means of fulfilling our corporate strategic objectives.
4. They acknowledge that all CRM should be based on a single set of principles and understandings.
5. We’re still educating them.
Have You Achieved the SVT?Customer
Profile
Accounts
Service History
Customer Value Score
Marketing Campaigns
Recent Activities
Events and Alerts
SRMPRM
Campaign Management
Customer Support
Pricing and Configuration
Contact Management
Activity Management
Operational CRM
Analytic CRM
Next Sequential Purchase Analysis
Propensity-to-Buy Modeling
Customer Value
Measurement
Customer Segmentation
Customer Profiling
Campaign Measurement
Prospect Qualification
Customer Satisfaction
Analysis
Risk Scoring
Channel Analysis
Revenue Analysis
Churn Analysis and Prediction
Supplier Evaluation
Partner Contribution Measurement
Workforce Optimization
Enterprise Data
Operational Data:
• ERP• SCM• E-commerce• Billing• Product• Financial• Usage
© The CRM Handbook (Addison Wesley, 2002)
Is Your CRM Ecosystem Improving?
Are You Institutionalizing Customer Intelligence?
“You mean I have to call Bangalore to
modify the campaign list?”
What To Do Now… A Checklist for Success Define and measure success — at the project level!
Integrate market research and CRM
Continue to integrate, track, and analyze customer behaviors
Pursue more advanced analytics (aka: business intelligence)
Integrate your data!Work with your IT department to ensure that new applications share data with
your CRM system(s)Model customer data across business linesAppoint data SMEs from the business side
Close the loop: Make sure to track new customer interactions, requests, preferences, and behaviors—across channels!
Thanks!
Baseline Consulting Group15030 Ventura Blvd, Suite 19-707
Sherman Oaks, CA 91403www.baseline-consulting.com
(818) 906-7638 L.A. Office(800) 747-3709 Toll-FreeData Warehouse Consulting.
CRM Services.
Executive Strategy Sessions.
Technical Staffing.
Business Intelligence.
www.baseline-consulting.com