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Preparing Belgian Post for Liberalisation: CRM Program

Preparing Belgian Post for Liberalisation: CRM Program

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  • 1. Preparing De Post/La Poste for Liberalisation Siebel CRM Programme Piet Schreurs Manager Application Services
  • 2. Agenda Challenges for De Post / La Poste in liberalised postal market Siebel CRM Implementation Functional Domains Implementation approach Lessons learned Q&A 23/03/2010 Siebel CRM – OBUG 2010 1
  • 3. Belgian Post Group Turnover 2008: €2262 million (2007: 2214)* Operating profit 2008 (EBIT): €222 million (2007: 182)* Net profit 2008: €179 million (2007: 117)* Main subsidiaries: ►Bank van De Post/Banque de La Poste (Joint Venture with BNP Paribas Fortis) ► Certipost ► Speos ► eXbo ► Eurosprinters ► Deltamedia * Normalised result with comparable perimeter 23/03/2010 Siebel CRM – OBUG 2010 2
  • 4. Present everywhere, every day Mail ► 10,075 mail rounds per day ► 5 million letterboxes every day ► 12 million mail items per day Retail 1,367 service points (post offices and PostPoints) 23/03/2010 Siebel CRM – OBUG 2010 3
  • 5. Liberalisation of the postal market Liberalisation will be a fact in 2011 Principles of regulatory framework set by government De Post-La Poste will have Universal Service obligations that competitors do not have: Whole territory 5x week The competition is already there >50% of turnover is generated in open segments (international, parcels, unaddressed) 23/03/2010 Siebel CRM – OBUG 2010 4
  • 6. Shrinking volumes Email Internet Text messaging ► Postal operators factored in a structural fall in volume of 2-3% per year ► Even more now, given the financial and economic crisis 23/03/2010 Siebel CRM – OBUG 2010 5
  • 7. 1000 customers = 65% of turnover Number of % of mail and service customers revenues Top accounts 100 45% Corporate accounts 900 20% 925,000 25% SMEs, SOHOs 4,400,000 10% Households 23/03/2010 Siebel CRM – OBUG 2010 6
  • 8. Crisis situation 2001-2002 ► Shrinking volumes - 3 % in 2002-2003 ► Low quality: next-day Prior mail delivery = 79% in 2002 ► Outmoded corporate culture Absenteeism = 9.8% in 2002 ► Heavy financial losses 23/03/2010 Siebel CRM – OBUG 2010 7
  • 9. Our preparations Since 2002, constant change aimed at: ► Growth ► Improved efficiency ► Better quality and customer satisfaction ► Modern corporate culture 23/03/2010 Siebel CRM – OBUG 2010 8
  • 10. Siebel CRM implementation RFP in 2006 to select CRM platform for Sales Force Automation Siebel versus MS CRM Integrator Cronos/iRelate Fixed Price implementation project in 3 months for SFA in 2007 Subsequently, other business applications identified rolled-out to support the objectives of operational excellence and customer satisfaction Different business units (Retail, ETP, Mail) Front-office, back-office, sales + 1000 users Siebel 7.8.2.10, integrated with different other (master data) applications, Genesys, reporting (SAP BO, Oracle BI only for Contact Centers) 23/03/2010 Siebel CRM – OBUG 2010 9
  • 11. Functional CRM Domains From Contact to Contract I. Campaign Management II. Sales Processes III. Service Processes IV. Contract Management Contact Centers V. RSS Mail & Parcels VI. HR Partner Relationship Management (PRM) VII. PRM for Postal Points 23/03/2010 Siebel CRM – OBUG 2010 10
  • 12. Siebel for our processes… … is a common CRM Tool for many customer interactions Sales Pipeline Management Sales Planning Opporty and Follow up Contract Mgt June 2010 Activities Contract 1 CRM Tool Siebel Campaign Service Sales campaign & Contact Request Account Enquiries & Complaints Customer Data Contact Management Management 23/03/2010 Siebel CRM – OBUG 2010 11
  • 13. I. Campaign Management Process Output / Input: Output / Input: Output: •Marketing Calendar Orange Briefing •Campaign Features •KPI’s •Tactic Approval (e.g. Marcom deliverables, •Campaign ROI Target list, Sales scripts,…) •COP Approval CM 1 CM 2 CM 3 CM 4 CM 5 Intake Plan Design Execute Report and Monitor Input: Output / Input: Output / Input: •Marketing Plan •Full Briefing •Customer contacted •Hotfixes •COP Approval (e.g. Marcom message delivered, Opportunities created, Sales Visit conducted / created,…) 31/03/2010 23/03/2010 Siebel CRM – OBUG 2010 12
  • 14. II. Sales & Service Processes from Contact to Contract Contact Selling Contract Customer service and data management Customer data Service Request 23/03/2010 Siebel CRM – OBUG 2010 13
  • 15. II. Sales & Service Processes Integrated Account Team Sales Management Service Management … Our Customers Facing the customers Sales Account Mgr Service Account Mgr Expert Functions Sales Call Center Support Agent Expert Functions Service 23/03/2010 Siebel CRM – OBUG 2010 14
  • 16. II. Sales Process Sales Process Framework - From Contact to Contract Focus on customer needs Solutions Account allocation Account and segment plan Focus Contact Contract Win Win: Opportunity Grow & retain the management customer from identified to realized Coverage & follow up Win / Lost / Abandoned Account and segment Pipeline plan review Grow & Retain 23/03/2010 Siebel CRM – OBUG 2010 15
  • 17. II. Sales Process Sales Force Automation (SFA) implementation in Siebel Sales Force Automation tool to support sales processes, share customer data and enable KPI monitoring Activities (visits) Opportunities Account Contacts Service Request 23/03/2010 Siebel CRM – OBUG 2010 16
  • 18. III. Service Process Complaint Handling Process 23/03/2010 Siebel CRM – OBUG 2010 17
  • 19. III. Service Process Siebel Service Application The application Siebel Service has been implemented to the Service Account Teams in order to support the Customer requests handling. The Siebel Service Welcome Page Open SR list, with priority colors Open activity list The Service Request Home Page Predefined queries: My open SR’s My team’s unassigned SR’s … 23/03/2010 Siebel CRM – OBUG 2010 18
  • 20. III. Service Process Siebel Service Application The application Siebel Service has been implemented to the Service Account Teams in order to support the Customer requests handling. A Service Request form applet SR infos (Customer name, Contact…) Qualifications Prioritiy and Deadline … The “Activities” sub view Different possible activities: 3rd line experts activation Letters and E-mails … 23/03/2010 Siebel CRM – OBUG 2010 19
  • 21. IV. Contract Management Objectives Decrease lead time Reduce average lead time on contract creation and renewal Decrease workload Reduce yearly workload of contracts renewal Differentiate process for simple agreement 10 10 Accelerate the sales 10 g Generalize a simplified contract concept f thinkin Way o Simplify access and signature of agreement Make the administrative work for salesmen easier Through simplification of the contract documents & processes 23/03/2010 Siebel CRM – OBUG 2010 20
  • 22. IV. Contract Management Contract Processes Sales Contract team Qualify, Propose Register Implement Sign Renew** and Win and Send and Archive Roles and responsibilities of sales community have been reinforced The sales will register contract and client data Produce the contract document in PDF or paper format (excluding convention) Send to customer and potentially sign Send back the signed contract to Service Centre Monitoring Increased contract responsibilities will be monitored 23/03/2010 Siebel CRM – OBUG 2010 21
  • 23. IV. Contract Management Electronic & Paper to simplify creation and signature of contracts Three possibilities will be provided Priority E E E P By Client or AM P P Emergency 23/03/2010 Siebel CRM – OBUG 2010 22
  • 24. IV. Contract Management Digital contract signing with Certipost 23/03/2010 Siebel CRM – OBUG 2010 23
  • 25. V. RSS Mail, Parcels & Bank DP/LP Objectives Departments using Siebel Service ETP (Enterprise Customers) RSS (Retail & SME Customers Retail Contact Center Parcels Pick-up and Dispatching Bank van De Post/Banque de La Poste Objectives Improve customer satisfaction and customer loyalty Ensure visibility and transparency in the handling of requests and complaints Use customer input as a source of information and performance indicator Reduce costs in delivering customer service 23/03/2010 Siebel CRM – OBUG 2010 24
  • 26. V. RSS Mail, Parcels & Bank DP/LP Multi-channel Strategy Sales Contact Physical Physical @ Center network network Transaction complexity Contact Contact Physical @ Center Center network Service 23/03/2010 Siebel CRM – OBUG 2010 25
  • 27. V. RSS Mail, Parcels & Bank DP/LP Customer Call Flow UNIQUE NUMBER: 022/012345 8 – 19 hrs (+ Sa AM) IVR - menu Contact Center FRONT OFFICE: Skill based routing of call to right experts ETP & + Press Bank van Parcels Mail De Post @ Complaints Webform Administrative cases Complex questions BACK OFFICE: + Case based routing PB 5000 to experts 23/03/2010 Siebel CRM – OBUG 2010 26
  • 28. V. RSS Mail, Parcels & Bank DP/LP Documenting Complaints The set up Q1 4 levels of Siebel Product and sub-product specification Q2 qualification C ustom er Experience / M andatory fields R oot cause indication Q3 Solution Q4 23/03/2010 Siebel CRM – OBUG 2010 27
  • 29. V. RSS Mail, Parcels & Bank DP/LP Evolution of Implementation 11/09: Start Planningstool 01-10/09: Redirect 12/08: Integration Call/CRM systems 10/08: 03/09: Hybrid functions Call platform (front-back) 12/08: Workflow/ 07/08: Workflow/ CRM system CRM system 10/08: Commercial outbound 03/08: Integration Taxipost 23/03/2010 Siebel CRM – OBUG 2010 28
  • 30. VI. HR Shared Service Centre Indicatief Siebel Genesys Siebel Genesys CENTRE OF EXPERTISE / CLIENTS 1st LINE 2nd LINE BUSINESS PARTNER MALADIE & ACCIDENTS CLEANING CONGES eHR BUS. ANALYSTS PREVENTION MOBILITE INTERNE SELECTION & HR SERVICE CNTR ORIENTATION SERV.CENTR RECRUTEMENTS STAT & CB overflow REPORTING HR ADMIN TALENT MGNT MALADIE & ACCIDENTS CNB COMP & BEN HR-CC FRONT CONGES CLEANING OFF. MOBILITE INTERNE TRAINING & DEVELOPMENT EXTERNES RECRUTEMENTS overflow* SORTIE FIELD HR EX-COLL. SORTIE COORDINATION CNB COORDINATION CNB HR BP HR SERVICE CENTER RESEAU HR SERVICE CENTER 2nd LINE RESEAU If ticket can’t be ACCESS RIGHTS remains case closed on call ACCESS RIGHTS PAYROLL ADM. OWNER HR-CC FRONT OFF. PAYROLL ADM. 23/03/2010 Siebel CRM – OBUG 2010 29
  • 31. VI. HR Shared Service Centre Supported Processes User Management: using positions, responsibilities & skills Employee Management: including the integration with eHR application Call Handling: Routing logic, Priority, Ownership and triggering of Smart scripts Service Requests Record, track and address customer requests for information or assistance Procedures for creating and assigning a service request, associating activities, closing a request Activity Management: coordinate, plan and record actions realized linked to an Account Correspondance Allows users to generate correspondence, making use of templates It also makes it easy for them to direct correspondence to fulfillment centres that print and mail it Inbound and outbound emails Smartscripts: to capture data in a structured way 23/03/2010 Siebel CRM – OBUG 2010 30
  • 32. VI. Partner Relationship Management Post Point Lifecycle Management from the moment a Partner is attributed until the Post Point is closed Operational management Activity management, complaints handling, document storage, master data management, etc. Contractual management Create, approve and manage contracts and annexes Financial Management Create, approve and manage remunerations, accounts receivable, accounts payable, direct debits 23/03/2010 Siebel CRM – OBUG 2010 31
  • 33. Implementation Approach Architectural choice: Single Instance (single SRF, single DB) Pro’s Integrated customer view and reporting Standardisation across BU Drive for maximum vanilla Lower infrastructure cost Con’s Does not work without strong governance CCommon release schedule Time-To-Market ? Regression testing impact & cost for BU’s Governance model Cross-BU steering committee Stakeholders at N-2 level from S&M, Retail, Mail, ICT Chairman = Application Owner Objective: ensure common alignment and De Post/La Poste viewpoint Responsibilities Decide on release schedule and priorities Decide on release scope Decide on architectural choices Decide on data conflicts Assign business resources GO/NO GO for PROD 23/03/2010 Siebel CRM – OBUG 2010 32
  • 34. Implementation Approach ETP RSS Mail ICT Delivery Model PM PM PM Siebel Architect Release Mgmt ETP RSSl Mail Central ICT Delivery Team Functional Analysts Technical Team Lead Attention to S&G and architectural choices Developers Release Management Corporate Release Calendar Balance TMM with delivery cycle requirements 3 Major Releases /Year Extensive Regression Testing Involvement of each impacted application/BU Vendor Management Oracle Account Management with participation from Application Services, Infrastructure Services and Purchasing departments 23/03/2010 Siebel CRM – OBUG 2010 33
  • 35. Lessons Learned Siebel CRM = right fit for De Post/La Poste Broad functional coverage Single instance right choice, but requires constant management involvement However, some issues related to Oracle Server to Server Siebel SSSE – MS Outlook integration Long resolution times for blocking bugs -> critical account escalation required Strong integrator skills required to make the right choices, both at ICT and Business side ‘Close to vanilla’ remains a challenge, mainly due to business users pressure Projects delivered are perceived as a success, not only due to technology Communication to key stakeholders is ‘key’ at all levels BU management -> steering involvement Projects -> involve constantly and demo early (‘agile process’) Users -> attention to change management, process/procedures, end user training and support Testing Automation was not a success (yet) Regression Testing effort increases with each additional application, but testing time should remain constant Automation has a significant set-up and maintenance cost (application in itself) but doesn’t cover all test cases -> ROI ? 23/03/2010 Siebel CRM – OBUG 2010 34
  • 36. ? Questions ? Thanks & Good Luck ! Piet Schreurs Application Services Manager 23/03/2010 Siebel CRM – OBUG 2010 35