• Like
CRM Ahmed Khadr February 14, 2002
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

CRM Ahmed Khadr February 14, 2002



  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On SlideShare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide
  • Customer Relationship Management(CRM) is a buzzword, which is being haphaphazardly tossed around like many other buzzwords; ERP, SCM, E-Business. Many of these business buzzwords are used in their catchy acronym form, but are actually seldomly understood by their users. In order for a business client to feel comfortable, a buzzword like CRM shouldn’t just be thrown at them in a braggart fashion. This is sometimes done on purpose by marketing or sales consultants to create a feeling of dependency on the consultant by the customer. This in turn results in more consulting revenues.
  • CRM is basically strategic customer relationship management through an enterprise-wide, integrative software package. It is a seamless software implementation which creates Front and Back office integration. It provides interface integration on many levels, such as product and service data, order management, and customer service.
  • CRM, at the least, strives to assure customer retention and a secure customer base to combat competitor activities. CRM’s goal is to create order winners, not order qualifiers. That is, CRM aims to push your business ahead of the game. It achieves this through proper technological alignment with the customers and the environment.
  • An organization needs to decide what aspects of CRM will allign best with it’s competitive strategy. CRM can be summarized into five basic strategies: Marketing Automation, Sales Automation, Service and Service Fulfillment, Customer Self-Service, and eCommerce. Chances are a company will not able able to afford to implement each of these strategies trough CRM, but should at least strive to address each one in some way.
  • Marketing automation is what most people mean or think when they talk about CRM. Marketing automation "brings technology to the marketing process." This aims to deliver the right product mix to the right customer at the right time. Sales automation involves the direct transfer of product mix to the customers. Service and service fulfillment involves customer retention and maintaining the needs of the customers you already have.
  • Customer self-service is more commonly known as eCRM, and it relates to eCommerce in that it seeks to simplify the web marketplace to the point of self service by the customer. In other words, a fully interactive environment for the customer that easily easily accessed and operated by the customer for their own self fulfillment. E-commerce. This addresses all web related issues such as ease of use, design, layout, click through rates, attractiveness, awareness, aesthetics, technology, interactivity, etc…
  • Service calls are tedious, expensive, time consuming ways to achieve customer retention. They do not utilize the ergonomics of modern technology and could not possibly handle the scope that internet service can. A service call can only be handled personally and requires a 1 to 1 interaction, which creates tremendous service bottlenecks for the organization.
  • A web service transaction is a 1 to many interaction can route the service needs of the customer to all departments in real time, drastically reducing resource bottlenecks and cost.
  • The costs, risks, and benefits of any ERP implementation should be carefully weighed and understood before taking on the enormous task of implementation. The horizon for a ROI in ERP usually takes years to surface and millions of dollars to achieve. Complete knowledge and support of top management is required at all stages of the development life cycle. Employee knowledge is paramount, for if the workforce can’t adapt to the new system, then it is bound to fail.
  • Success is dependent on many factors, which are all also inter-dependent on each other. Complex systems analysis is required in order to achieve proper alignment with corporate strategy. Full integration of business process (Front and Back end) is a complex, especially when converting from a legacy system to an advanced enterprise system. Data management are personnel training two key factors in achieving proper work flow. The most expensive, advanced system will fail if it is not understood by its users, and is guaranteed to fail with customers (it’s primary benefactors.)
  • Sales force automation must integrate seamlessly with all other business processes otherwise relevant information never goes where and when it is needed for the customer. If management can’t see (in real-time) relevant information, then decisions can’t be made and/or poor decisions will be made. Statistical and financial analysis depends on the proper management of sales information. The financial modules of an implementation are the most crucial modules and if precise sales information is not available for finance, accounting, and control, then the rest of the organization will not function efficiently. Complete control and organization of marketing is one of the most important aspects of a strategic CRM implementation. Marketing is the interface to the customer and should present the company to its highest degree.
  • Documents such as contracts, negotiations or any legal documents must be available upon request of the customer, organization or any other relevant entity of the organization. Proper data flow is key to the clock-work functioning of any organization, large or small. Efficient data management, lowers cost, time, and time to reaction of any problems or opportunities.
  • Project management is dependent on marketing functions because the tracking of resources needed for a particular project is necessary for materials requirement planning (MRP) and feasibility analysis. Knowledge is the key to empowerment. The availability and detail of knowledge to the organization and its customers adds value to the product or service of the company. Telemarketing needs immediate information on the marketing needs of the customer and the organization.
  • As stated before the ability of the customer to maintain itself in an eCRM (web-based) environment is the most important interface a company will have with its customers from hereon.
  • Siebel Systems Inc. website.


  • 1. CRM Ahmed Khadr February 14, 2002 OISM 470 W
  • 2. Agenda
    • The CRM hype!
    • What is CRM?
    • A Definitive Definition
    • The Five Views of CRM
    • A CRM Brainstorm
    • Let’s Talk ROI
    • The Works and Ways
    • CRM in motion: Siebel Systems Inc.
    • The Bottom Line
    • Bibliography
  • 3. The CRM Hype!
    • Customer Relationship Management
    • The most confusing and hyped buzzword in modern business
    • Buzzwords used as a psychological tool by consultants on customers
  • 4. So, What is CRM!?
    • Strategic Customer Relationship Management
      • CRM software
        • Integration of all technological customer interfaces
          • Front and Back end integration
            • Maximizing the customer relationship
  • 5. So, what is CRM!?
      • CRM hardware
        • Integration of all human to customer interfaces through technology
          • Creating order winners…
          • Maximizing the customer relationship
  • 6. Definitive Definition of CRM
    • CRM is ultimately what the company defines it to be depending on their business objectives…
      • Five Views of CRM
        • Marketing Automation
        • Sales Automation
        • Service and Service Fulfillment
        • Customer Self-Service
        • E-Commerce
  • 7. Five Views of CRM
    • Marketing Automation
      • … designed to get the right mix of the company’s products and services in front of each customer at the right time.
    • Sales Automation
      • Collaborative tools that enable all parties to the transaction to interact with one another
    • Service and Service Fulfillment
      • Serving existing customer base through problem resolution systems, workflow automation and field service dispatch systems
  • 8. Five views of CRM
    • Customer Self-Service
      • e-CRM. Capabilities that can be directly invoked by the customer on the internet via PC and wireless devices.
    • E-Commerce
      • capabilities such as shopping, marketplace, transaction and payment processing, and e-commerce security
  • 9. A CRM Brainstorm
    • How much do you think the average service call costs your company?
      • $0.10
      • $10
      • $1
    • Answer:
    10 dollars! Agenda
    • Can this be remedied? How?
  • 10. A CRM Brainstorm (cont.)
    • What are some possible solutions…?
      • Email requires large, cumbersome databases and is usually received unsolicitted
      • Postal mail has the same effect with the added cost of material and delivery
    • How much do you think the average CRM automated web service transaction costs your company?
    $0.10 ! Agenda
  • 11. Let’s talk ROI
    • Costs and time can be daunting at first glance
      • When done correctly, CRM benefits are significant
    • With any enterprise software, ROI requires:
      • Absolute Patience
        • Enterprise software ROIs typically take years to surface
      • Complete support from janitor, CEO, and all in between
      • Thorough and on-going education for the enterprise
      • True understanding of calculated risks involved
  • 12. A Successful CRM
    • A successful CRM implementation with high ROI potential needs:
      • Properly trained Front Office staff
      • Proper data and good use of it
      • Proper workflow processes
      • Proper integration of Front Office and Back Office
      • Proper software to support the strategy
      • Full support of top managment
  • 13. The Works and Ways
    • Sales Force Automation
      • Must provide a linking to other relevent IT/Enterprise systems
    • Sales Management
      • Must graphically provide management with an overview of all sales info in real time
        • E.g., historical data, back office, sales force performance…
    • Marketing Management
      • Must organize, execute, track and analyze all campaigns
  • 14. The Works and Ways
    • Document Management
      • Requires Common…
        • storage and linking area
        • templates for quick document generation
        • Tracking and logging of changes
        • Sending and Tracking of all customer communication
    • Data Management
      • Must quickly mine effective data out of system into hands of decision makers.
        • Improves time to reaction
  • 15. The Works and Ways
    • Project Management
      • Must be linked to marketing module for cost and resource tracking
    • Knowledge Management
      • Must collect, organize, and analyze knowledge about customers
        • Action management
        • Questionnaires
    • Telemarketing Management
      • Must have complete tech support
  • 16. The Works and Ways
    • Customer Self-Service Capabilities
      • Must have account insight, detailed inventory information, service details/status, contact information...at the least.
  • 17. CRM in Motion
    • Siebel Systems Inc.
      • Founded in 1993
      • Today: World’s Largest customer centric, eBusiness application software provider
      • 2000 Revenue: $1.79 billion
      • 100% value-adding customer information systems
  • 18. Siebel Systems Inc. Agenda
  • 19. Siebel Customers Full Industry Spectrum! Agenda
  • 20. The Bottom Line
    • Strategic Customer Relationship Managemnt seeks to improve customer retention through alignment of organizational vision, business processes, and personnel with technology.
  • 21. Bibliography
    • http://www.crmcommunity.com
    • http://www.imarketingnews.com
    • http://www.convergys.com
    • http://www.siebel.com
    • PowerPoint Presentation, “Damgaard CRM”, Damgaard World Compass; 2000