Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo de agilidad del negocio

Copyright © 2009 Infor. All rights reserved. www.infor.com.

Putting the Voice of the Customer First in Your Enterprise-Wide Business Agility Framework

Tony ComptonDirector, CRM Product Marketing

1

2 Copyright © 2009 Infor. All rights reserved. www.infor.com.

Greetings from Chicago…


Greetings from Chicago!


“CRM” is your best player!


Framework for a Continuum of Care

Enterprise ResourcePlanning

(ERP)

FinancialManagement

(FM)

Enterprise Asset Management

(EAM)

Product Lifecycle Management

(PLM)

Supply Chain Management

(SCM)

Human Capital Management

(HCM)

Customer Relationship Management

(CRM)

Performance Management

(PM)


Leading the “Influence Economy”

Coming out of the recession…

The march toward Customer Experience ManagementMarket-driven; Customer-driven Thrill ride: Simultaneously frightening and exciting

The “Voice of the Customer” now lives in:Product lifecycle managementWorkforce management Supply chain managementDemand and inventory managementDistribution strategiesBusiness “ecosystem” collaboration


The Element of Trust

“When Did We Start Trusting Strangers?”

17,000 global web users surveyed “New influencer landscape” developingThree trends:Rise in social media Importance of digital friendsProliferation of influencer channels

“(Companies) need to participate in an influence economy by providing the tools and spaces for facilitating the creation experiences consumers want to have.”Source: “When Did We Start Trusting Strangers,” Universal McCann, September 9, 2008

Source: Peppers and Rogers Group, October, 2008


Consumers trust ratings and reviews by one another more than they trust marketing campaigns.

The Element of Trust

Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels”Suresh Vittal, Forrester, November, 2009


CRM Viewpoints

What if you could…?

Exploit intelligent customer interactions?Rely on an engine that doubled as the heart of your

enterprise-wide framework?Take pride in your contact center?Employ a workforce conducive to CRM success?Deliver the right messages to your customers?


Consumer

Web

TV

Phone

Store

Word of Mouth

Web TVStore

Marketer

Direct

Organizational Structures Inhibit Marketers

Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels”Suresh Vittal, Forrester, November, 2009


Marketing and CRM Vision: Across All Touchpoints

Centralized Marketing Planning and Decisioning

Enterprise Offer Management

Customer Insight and Closed Loop Reporting

OUTBOUND

Segmentation

Permissions

Optimization

Events/Execution

INBOUND

JIT Targeting

Virtual Profiling

Context Tracking

Real-Time AnalyticsOrchestration

Marketing Resource Management

Strategy

Planning

Budgeting

E-MailDirect Mail Telesales SMS ATM IVRBranch Call Center Online/TV


What do we know?

450 Senior Marketers Surveyed Worldwide:

Only 15% rate themselves as extremely good or effective at integrating disparate customer data sources and repositoriesOnly 6% say they have excellent knowledge of their customers when it

comes to demographic, behavioral, psychographic and transactional dataMore than 31% have churn rates above 10% and 32% report having

customer turnover of 5% to 10% 31% say they don't do data mining at all, and 63% say they are doing

only moderate levels of data mining for intelligence and insight

Senior Marketers “Miss the Boat” on Customer Data

Source: CMO Council; “Marketers Missing the Boat on Customer Data”Barney Beal, SearchCRM.com News Director; SeachCRM.com eBook, September, 2009


To Achieve Success…

Customer History

Current Activity

Past Purchases

Service Items

Order Status

Products Used

Sales Reps

Service Reps

Interaction Management Holds the Key to Success

Increase ARPU

Decrease Churn

Analytical Intel

Calculate Loyalty

Span Multichannel

Commoditize

Limited CRM Vision


To Achieve Success…

Customer History

Current Activity

Past Purchases

Service Items

Order Status

Products Used

Interaction Management

Utilize All Customer Data to Drive Intelligent Interactions

Increase ARPU

Decrease Churn

Analytical Intel

Calculate Loyalty

Span Multichannel

Commoditize

Intelligent Interaction Management Delivers


Analytical CRM Problem Solving

Outbound Marketing Direct Mail E-Mail Marketing Reporting and Analytics

Interaction Management Real-Time Analytics Self-Learning Engine Multi-Channel

Integrated solutionfor analyzing customers

Easy-to-usesegmentation and

campaign planning

Coordinated outbound and inbound campaign

execution across multiple touchpoints

Closed Loop Solution Campaign Awareness Channel Awareness Offer Optimization Increase Acceptance Reduce Churn

16 Copyright © 2009 Infor. All rights reserved. www.infor.com.16

Workforce Optimization



CRM+WFO

Leading talent issues for management:Contact center staff across multiple sitesStaff proficiencies and personality preferencesMatching and surpassing customer expectations Forecasting and scheduling

Customer Relationship Metrics 2008 survey:Contact center management emphasized accessibility metrics

(service level, average speed of answer, % calls abandoned)…VS. efficiency metrics (agent occupancy, agent utilization) and

workforce management effectiveness (agent adherence, forecast accuracy, schedule accuracy) metrics

18 Copyright © 2009 Infor. All rights reserved. www.infor.com.18

Cause and Effect



Bell Canada

Profile

Multi-Channel Marketing Excellence

One of North America’s largest communications providersOver 20 million customers

Business ChallengesProblems with disparate applications and databasesNo standardized practice for cross- and up-sellingDifficult to craft interactions and drive revenue from

existing customers

Solution Infor CRM Epiphany Interaction Advisor

ResultsAverage 50% offer response; 18% rise in CSR sales

per hour15% uptake in ARPU, with users tallying $1.04 higher

ARPU than nonuser Increased the ability to distribute promotional

campaigns by 75%, lowering time to execute campaigns from four days to four hours


Bell Canada Performance – Correlation Analysis

Rank76-100% Recommend Rate

51-75% Recommend Rate



Overall

Average RPH by Quartile $26.18 $24.80 $21.10 $19.48 $22.89

Average RPC by Quartile $4.13 $4.12 $3.48 $3.04 $3.69

Average Recommend

Rate (%)76.38 61.43 48.03 24.41 52.58

Total number of Agents 425 425 425 424 1699

• Revenue per hour is 34.5% higher in the top quartile compared to the bottom quartile

• Revenue per call is 36% higher in the top quartile compared to the bottom quartile


Productivity Rate

9.5% Q3 2009

For Your Consideration: New USA Statistics

US Department of Labor/Bureau of Labor Statistics

"While the recovery has been jobless so far, that should soon change. Within the next few months, companies should be adding instead of cutting jobs."

…National Association of Business Economists President Lynn Reaser*

Unemployment Rate

10.2%Q3 2009

US GDP

Q3 2009 2.8%

(revised)Q2 2009 – 0.7%

US Department of Commerce/ Bureau of Economic Analysis

Source: Wall Street Journal, “Weighing Jobs and Deficit,” November 24, 2009


Create an Economic Checklist

Back time your “Recession Clock” to December, 2007Average recession lasts 16 months (but this one is “not average”)

Analyze industry CRM spending in 2009-2010Traditional CRM spending lag when compared to GDP


$m

0.0

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 20070

1000

2000

3000

4000

5000

6000

7000

8000Worldwide CRM license andmaintenance revenue (Gartner)

% C

hang

e

U.S. GDP%

Change

CRM Investment Correlates With Economic Growth (With a Lag)

Source: Gartner, “Innovation and the Next Generation of CRM,” Ed Thompson and Michael Maoz, September, 2008.


Create an Economic Checklist

Back time your “Recession Clock” to December, 2007Average recession lasts 16 months (but this one is “not average”)

Analyze industry CRM spending in 2009-2010Traditional CRM spending lag when compared to GDPKey industries to watchBanking/Financial ServicesConsumer Products/ManufacturingCommunications, Media & EntertainmentTravel/Hospitality


Transforming Environments


Framework for a Continuum of Care

Enterprise ResourcePlanning

(ERP)

FinancialManagement

(FM)

Enterprise Asset Management

(EAM)

Product Lifecycle Management

(PLM)

Supply Chain Management

(SCM)

Human Capital Management

(HCM)

Customer Relationship Management

(CRM)

Performance Management

(PM)


1. Microsoft 2. IBM 3. Oracle Corp.4. Hewlett Packard 5. SAP6. Dell Inc.7. Cisco Systems8. Salesforce.com9. Google10. EMC11. Sun Microsystems12. Apple13. Infor14. Sage15. Siemens16. RIM17. Adobe18. AT&T19. Intel20. Lenovo21. Accenture22. TATA Consultancy23. Lawson24. Motorola25. ADP

1. Microsoft 2. IBM 3. Oracle Corp.4. Hewlett Packard 5. SAP6. Dell Inc.7. Cisco Systems8. Salesforce.com9. Google10. EMC11. Sun Microsystems12. Apple13. Infor14. Sage15. Siemens16. RIM17. Adobe18. AT&T19. Intel20. Lenovo21. Accenture22. TATA Consultancy23. Lawson24. Motorola25. ADP

Top 25 Most Influential Technology Vendors for 2009


Happy Customers…


Questions, Please!

Thank you!

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