Building a business case for crm

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How to build a good business case for CRM in order to be able to sell a CRM strategy and/or tool to your customer ?
How you can proof to your customer that investing in CRM will enable him to save money and lower his cost of sales ?

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  • Customer will ask himself : If you are talking to the customer, he understands the wordings but doesn’t know how why those figures are important for him And he can’t make the translation towards his own business, he doesn’t see his own benefits in “just an ROI number”
  • That’s why we need a formal process to create a real business case for a customer, based on HIS information, based on HIS company, on HIS market, on HIS maturity …. And therefore, we have some homework to do ….Look for a compelling event : f.i. increase revenu  if a crm project is going to grow the business by 2 million $ a year, delaying a decision for 6 months will cost the customer 1 million $ in lost opportunity ! Explain to your customer why your CRM solution can save him money and why it cannot be seen as a cost / investment. It is a cost saver instead , by letting him grow his business in a faster way.
  • You can’t see ROI analysis / Bs case proposition apart from the sales cycle.
  • Look at what really matters for the customer , not always rational, know his priorities
  • Also think about the CRM maturity of the company you are talking to. Think about where they will be in three to five years, in order to decide what they should be doing now. Different organizations are at different stages with regard to CRM. This is normal and healthy. CRM is a process, not a one-time initiative. As a result, organizations need to understand where they are, and where they are heading. This slide shows a generational framework for each building block. Few organizations align perfectly on each building block. Instead, they tend to have several in one generation, one or two that have progressed a little further and one or two that lag behind. Organizations should not be overly concerned about generational alignment, but rather understand the journey that the organization is on with regard to each building block. Organizations need to know where they are and where they are going. However, they should be concerned if they find that they are more than one generation off (either high or low) in a particular building block. This could indicate an out-of-balance strategy that needs to be examined more carefully. An example would be a sophisticated, fourth-generation strategy that has not taken into account that customer data is basic and fragmented (that is, first generation). It will be impossible to make the strategy work with such a weakness in this area.
  • If you don’t have the priorities of the company itself available, you can use the general priorities for CEO, CIO, CMO, …. Here you see an example of the Gartner priorities for 2012.
  • To achieve sustained growth and differentiate their company in an increasingly global marketplace, chemicals manufacturers must focus on business imperatives to overcome these primary challenges:ComplexityDriven by the following factors:High M&A activity (often results in siloed systems, gap in knowledge transfer, fragmented view of product, customer, and partner information). Complex value chain including diverse supply and distribution channels.Managing and increasing number of products and exploding number of SKUs across both bulk and specialty lines.Regulatory compliance, including access to latest documentation at time of sale and after-sale reporting.RelationshipsProvide salespeople and all appropriate people across the value chain with a centralized view of customer and partner records, including sales history.Improve service excellence, including prioritizing service for your most profitable customers and reducing service costs (usually through customer self service) for deals with tight margins.Understand details of each customer’s history—including applications and needs—to identify new opportunities for cross-selling and up-selling.InnovationProvide sales and R&D a single view into sales demands/trends to drive new product uses and sales (mixes, applications, use of by-products, etc.) and capture emerging opportunities.Drive innovation by supporting stronger collaboration and better systems for knowledge transfer.Gain insight into the profitability of deals and products with detailed analytics and reporting tools (both CRM and ERP).Transition: According to a recent white paper from industry analyst IDC Manufacturing Insights, maximizing “return on relationships” is a new approach that chemicals manufacturers can take to improve relationships and innovation. Here’s a quote from them:CLICK
  • Many organizations have faced significant challenges related to their sales processes, particularly with regard to their sales force. Many components of the sales cycle are dominated by paper processes, increasing cycle times and decreasing an organizations ability to react to competitive opportunities. Historically, management has had difficulty gaining insight into the sales pipeline, creating challenges for accurate planning, forecasting, and performance evaluation. Sales Representatives must spend more time managing the process than interacting with customers to close deals, and the sales tools available suffer from low organizational adoption and high complexity. Microsoft® Dynamics™ CRM and CRM Online feature familiar, intelligent, and connected sales capabilities that allow organizations to spend more time selling and less time on administrative tasks. The solution provides full lead-to-cash visibility and makes it easy to manage leads and opportunities, measure and forecast sales activity, track customer contacts, and automate the sales process—helping ensure a shorter sales cycle, higher close rates, and improved customer retention. Even for organizations with the most complex of sales processes, Microsoft Dynamics CRM provides easy-to-use features and capabilities to help improve the way sales and marketing organizations target new customers, manage marketing campaigns, and drive sales activities. The Sales module helps you:
  • Objective: Describe a broken and time consuming lead management processNote: Emphasize that all the numbers will vary greatly by company size, industry, etc., and that this is just to provide a notional exampleTalking Points: Here’s a typical lead management process; however, the problems occur at a level below this(1st click) Identify, Capture, and Qualify LeadsManual processingDouble entry of leads into Excel, paper notebooks, post its, etc.Manual data manipulation; have to build a picture of the oppty thu researchAll very time consuming(2nd click) And let’s say that takes 45min(3rd click) Route and Assign LeadAgain, manual processingHave to decide which team to send the lead to, figure out who’s available to work on itManually craft assignment email(4th click) And let’s say that takes another 15min(5th click) Convert LeadMore manual processingRouting, data capture in different places using mix of paper, email, Excel, etc.Subjective lead scoring – it’s up to the sales rep to score a lead, but they’re often doing it in the dark(6th click) And let’s say that takes another 60min(7th click) All together, the whole process can take 1.5 hoursBuild Notes:1st build – Current Identify Capture and Qualify Lead process2nd build – Labor Time for Identify Capture and Qualify Lead process3rd build – Current Route and Assign Lead Process4th build – Labor Time for Route and Assign Lead Process5th build – Current Convert Lead process6th build – Labor Time for Current Convert Lead process7th build – Total Process Labor TimeTransition: There’s got to be a better waySupporting EvidenceCase Study #1: Roland DGAhttp://crm.dynamics.com/customers/casestudydetails/200427/Roland%20DGARoland DGA depends on dealers in North and South America to sell its wide-format inkjet printers, vinyl cutters, 3-D scanning and milling equipment, and engravers. To support and develop working relationships with dealers, the company needed a comprehensive customer relationship management (CRM) system.“We had an expensive installation of systems that were not being used effectively,” explains Bob Castle, Chief Information Officer for Roland DGA. “There was no integration between each system. When leads would come in, we’d break them down into spreadsheets and then send these files to dealers. Not only could lead distribution take weeks or even months, but also we had a complete lack of feedback into what happened with leads once they were handed off to a dealer. Overall, we just didn’t have the right level of visibility or automation associated with our sales, service, and marketing processes.”Since implementing the Microsoft CRM and Powertrak solution, Roland DGA has also succeeded in significantly streamlining several processes. Lead routing—a process that once took weeks—has been whittled down to within 48 hours.“With our Microsoft CRM and Powertrak solution, we know where leads are coming from and how long it takes to process them. Our marketing department now has a 24 hour window to get a lead out to a dealer—and now we have visibility into what percentage of leads are meeting this goal,” says Bob McMahon, Project Manager for Roland DGA. Case Study #2: Alberici http://crm.dynamics.com/customers/casestudydetails/4000004373/AlbericiAlberici is a general contractor based in St. Louis, Missouri, that generates U.S.$1.13 billion in revenue a year. Across 11 company divisions, sales staff managed customer and sales information on an individual level by using a combination of spreadsheets and e-mail, and then entering the data into a CRM system.Sales staff, whom are primarily project managers and engineers, preferred to manage their customer contacts and related sales information in Microsoft® Office Outlook® and Microsoft Office Excel®, which were both available on their mobile devices. But because they could not easily transfer this information from these intuitive desktop applications into the CRM system, sales staff resorted to error-prone data reentry—often only minutes before a meeting to run a key report.Says Kropiunik, “Before Microsoft Dynamics CRM, we had all this information across spreadsheets and e-mail, and someone would actually have to enter it into our previous CRM system for reporting. Now, all of the information is centralized and automatically entered into the system. The people who use Microsoft Dynamics CRM find it easy to manipulate data, and we’re getting value from the system.”Alberici has eliminated double entry for all contact and lead information that resulted in keying information from Office Outlook and Office Excel into its previous CRM system. The company estimates that this saves approximately five hours a week per employee in sales. An equal amount of time has been saved by using SQL Server Reporting Services to run real-time reports based on information from Microsoft Dynamics CRM, which are easily filtered and rendered for any criteria, such as pipeline and sales forecasts. Alberici estimates that these time savings total around 5,000 hours per year. Case Study #3: Volt Information Sciences, Inc.http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=200236A premier staffing business, Volt supports 4,500 in-house employees in more than 350 offices worldwide.Specialized business units within Volt allow account representatives to forge close, one-on-one relationships with more than 10,000 customer companies. But, communication within Volt was becoming increasingly difficult. On a daily basis, employees wrestled with a jumble of e-mail messages, spreadsheets, databases, and rolodexes to keep track of prospective client information and exchanges. By unintentionally isolating this information, Volt employees or offices often pursued the same lead. The redundant communication was not only inefficient; it often led to lost cross-sell opportunities. In addition, management had no visibility into the sales process. By matching the sales methodology Volt uses to pursue new leads, Microsoft CRM quickly became a part of the business process, reducing redundancies and increasing individual productivity.Microsoft CRM replaced the hodgepodge of systems that the Volt sales force had been using. “Previously, when sales team members pursued new opportunities, they had to enter customer data into three separate systems. Now there’s just one: Microsoft CRM. We actually reduced redundant data entry by 60 percent,” says Kibota. Case Study #4: Fosborn Homehttp://crm.dynamics.com/customers/casestudydetails/4000003847/Fosborn%20HomeFosborn Home, the first and largest credit brokerage in the Russian Federation, is rapidly expanding its market share with new customers, additional partners, and offices in regional cities outside Moscow. The company, founded in 2005, needed a customer relationship management (CRM) system to support its ambitious business development strategy. And, in 2006, it chose Microsoft Dynamics® CRM 3.0. As a result, Fosborn Home has improved sales effectiveness by between 50 and 60 per cent, now closes five times as many mortgage deals a year as before, and has gained a market share of more than 5 per cent in Moscow. Managers no longer spend time on manual administration processes, freeing 50 per cent of their day to work on critical tasks. “Due to Microsoft Dynamics CRM, about 50 per cent of managers’ time previously spent on administration has been freed for business-critical tasks.” Time spent managing business processes has been cut by an average of between 50 and 60 per cent and sales productivity has increased.
  • Objective: Show the benefits of a CRM Sales Solution on the broken lead management process, emphasizing labor savingsNote: Emphasize that all the numbers will vary greatly by company size, industry, etc., and that this is just to provide a notional exampleTalking Points:Now let’s look at how we can improve upon the broken Lead Management process(1st click) Identify, Capture, and Qualify LeadsThrough a CRM solution, we replace all the manual processing and double entry with automated lead capture functionalityAnd there’s the screenshot from the earlier demo(2nd click) And let’s say that takes 20min using a CRM solution(3rd click) Route and Assign LeadAgain, automating manual processing tasks through things like automated workflow routingAnd there’s the screenshot from the earlier demo(4th click) And let’s say that takes another 10min (still some thinking involved)(5th click) Convert LeadAgain, replacing a series of manual tasks with process automation, enforced sales process, no more subjective lead scoring because sales reps can quickly see which leads they should spend their time onAnd there’s the screenshot from the earlier demo(6th click) And let’s say that takes another 30min(7th click) All together, the whole process went from 1.5 hours to 1 hour. We can’t get rid of all of the tasks, but we can eliminate a number of low value-added onesBuild Notes:1st build – Future Identify Capture and Qualify Lead process2nd build – Labor Time for Identify Capture and Qualify Lead process3rd build – Future Route and Assign Lead Process4th build – Labor Time for Route and Assign Lead Process5th build – Future Convert Lead process6th build – Labor Time for Current Convert Lead process7th build – Total Process Labor TimeTransition: So how do we translate these benefits into dollars and cents?Supporting EvidenceCase Study #1: Roland DGAhttp://crm.dynamics.com/customers/casestudydetails/200427/Roland%20DGARoland DGA depends on dealers in North and South America to sell its wide-format inkjet printers, vinyl cutters, 3-D scanning and milling equipment, and engravers. To support and develop working relationships with dealers, the company needed a comprehensive customer relationship management (CRM) system.“We had an expensive installation of systems that were not being used effectively,” explains Bob Castle, Chief Information Officer for Roland DGA. “There was no integration between each system. When leads would come in, we’d break them down into spreadsheets and then send these files to dealers. Not only could lead distribution take weeks or even months, but also we had a complete lack of feedback into what happened with leads once they were handed off to a dealer. Overall, we just didn’t have the right level of visibility or automation associated with our sales, service, and marketing processes.”Since implementing the Microsoft CRM and Powertrak solution, Roland DGA has also succeeded in significantly streamlining several processes. Lead routing—a process that once took weeks—has been whittled down to within 48 hours.“With our Microsoft CRM and Powertrak solution, we know where leads are coming from and how long it takes to process them. Our marketing department now has a 24 hour window to get a lead out to a dealer—and now we have visibility into what percentage of leads are meeting this goal,” says Bob McMahon, Project Manager for Roland DGA. Case Study #2: Alberici http://crm.dynamics.com/customers/casestudydetails/4000004373/AlbericiAlberici is a general contractor based in St. Louis, Missouri, that generates U.S.$1.13 billion in revenue a year. Across 11 company divisions, sales staff managed customer and sales information on an individual level by using a combination of spreadsheets and e-mail, and then entering the data into a CRM system.Sales staff, whom are primarily project managers and engineers, preferred to manage their customer contacts and related sales information in Microsoft® Office Outlook® and Microsoft Office Excel®, which were both available on their mobile devices. But because they could not easily transfer this information from these intuitive desktop applications into the CRM system, sales staff resorted to error-prone data reentry—often only minutes before a meeting to run a key report.Says Kropiunik, “Before Microsoft Dynamics CRM, we had all this information across spreadsheets and e-mail, and someone would actually have to enter it into our previous CRM system for reporting. Now, all of the information is centralized and automatically entered into the system. The people who use Microsoft Dynamics CRM find it easy to manipulate data, and we’re getting value from the system.”Alberici has eliminated double entry for all contact and lead information that resulted in keying information from Office Outlook and Office Excel into its previous CRM system. The company estimates that this saves approximately five hours a week per employee in sales. An equal amount of time has been saved by using SQL Server Reporting Services to run real-time reports based on information from Microsoft Dynamics CRM, which are easily filtered and rendered for any criteria, such as pipeline and sales forecasts. Alberici estimates that these time savings total around 5,000 hours per year. Case Study #3: Volt Information Sciences, Inc.http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=200236A premier staffing business, Volt supports 4,500 in-house employees in more than 350 offices worldwide.Specialized business units within Volt allow account representatives to forge close, one-on-one relationships with more than 10,000 customer companies. But, communication within Volt was becoming increasingly difficult. On a daily basis, employees wrestled with a jumble of e-mail messages, spreadsheets, databases, and rolodexes to keep track of prospective client information and exchanges. By unintentionally isolating this information, Volt employees or offices often pursued the same lead. The redundant communication was not only inefficient; it often led to lost cross-sell opportunities. In addition, management had no visibility into the sales process. By matching the sales methodology Volt uses to pursue new leads, Microsoft CRM quickly became a part of the business process, reducing redundancies and increasing individual productivity.Microsoft CRM replaced the hodgepodge of systems that the Volt sales force had been using. “Previously, when sales team members pursued new opportunities, they had to enter customer data into three separate systems. Now there’s just one: Microsoft CRM. We actually reduced redundant data entry by 60 percent,” says Kibota. Case Study #4: Fosborn Homehttp://crm.dynamics.com/customers/casestudydetails/4000003847/Fosborn%20HomeFosborn Home, the first and largest credit brokerage in the Russian Federation, is rapidly expanding its market share with new customers, additional partners, and offices in regional cities outside Moscow. The company, founded in 2005, needed a customer relationship management (CRM) system to support its ambitious business development strategy. And, in 2006, it chose Microsoft Dynamics® CRM 3.0. As a result, Fosborn Home has improved sales effectiveness by between 50 and 60 per cent, now closes five times as many mortgage deals a year as before, and has gained a market share of more than 5 per cent in Moscow. Managers no longer spend time on manual administration processes, freeing 50 per cent of their day to work on critical tasks. “Due to Microsoft Dynamics CRM, about 50 per cent of managers’ time previously spent on administration has been freed for business-critical tasks.” Time spent managing business processes has been cut by an average of between 50 and 60 per cent and sales productivity has increased.
  • Objective: Break down the business value calculations into easy, logical stepsTalking Points:So if you can improve the time to manage leads today, you can manage more leads in generalHere are some sample numbers based on the example. Keep in mind they’re just examples to allow for easy math. You can see what sort of benefit you might see for your company by entering your own company’s data into the worksheet handoutSo starting with a round number of 1000 leads, what if you could cut the time to manage each lead in half, as described in our earlier example?That would allow you to manage twice as many leads per year as an organizationFor a net increase of 1000 leads per yearBuild Notes: N/ATransition: N/A
  • Objective: Break down the business value calculations into easy, logical stepsNote:Average close rate derived from CSO Insight’s “Sales Performance Optimization 2009 Survey Results and Analysis” by Jim Dickie and Barry TrailerTalking Points:Taking those new leads from the previous slide, multiply that by an average close rateThis gets you to a net new sales of 130 with a Microsoft CRM Sales SolutionMultiplied by an average revenue per sale results in $3.25M in additional revenue per yearBuild Notes: N/ATransition: … less costs
  • Objective: Break down the business value calculations into easy, logical stepsTalking Points:Less the costs – THIS IS A CONSERVATIVE, BALLPARK ESTIMATE. Costs will vary widely, but we thought it important to show some sort of cost for software and services to put the solution in placeCost figures included are designed to give you a rough estimate / ballpark figure for solution costs, including software and services.So starting with an average aggregated cost per rep, multiplied by the number of reps, you get a rough cost estimate for the solutionBuild Notes: N/ATransition: And finally
  • Many marketing organizations struggle to effectively and efficiently manage their end-to-end campaign processes, from campaign planning to campaign execution, through response management. It can be difficult and time consuming to make informed decisions regarding which potential customers to target, to manage and automate campaign workloads, and to evaluate performance campaign performance. In today’s information-driven economy, most organizations are awash in customer data. Success requires the ability to transform that information into clear, actionable knowledge and respond more quickly to changing customer needs and preferences. Microsoft® Dynamics™ CRM and CRM Online feature familiar, intelligent, and connected marketing capabilities that allow organizations to optimize their marketing efforts. The solution provides flexible segmentation tools, intuitive campaign management features, robust workflows, and insightful analytics to increase the effectiveness of your marketing program. With Microsoft Dynamics CRM, sales and marketing organizations can have instant access to complete customer information, regardless of where it is stored, along with the tools needed to turn that information into action. With the right marketing capabilities, you can manage the entire campaign lifecycle and measure performance of marketing so you can concentrate on your best channels. This marketing module helps you:
  • Lagere marketingkosten door meer gerichte marketingacties% kostenbesparing marketingacties # FTE dat meewerkt aan marketingacties Gem. loon per FTE per jaarLagere fulfillment kosten 10 x 60.000€ x 10% = 60000€ x 3 jaar Using Microsoft Dynamics CRM on-premises or on-demand solution to improve your Campaign Planning process will decrease the time and effort required to plan a campaign and allow for more accurate customer target segmentation. This will ensure marketing resources are applied to those potential customers with the greatest likelihood of responding, increasing campaign response rates, increasing revenue, and decreasing costs per campaign. Campaign Execution . With an on-premises or on-demand deployment of Microsoft Dynamics CRM, organizations gain improved insights into the success of marketing activities. Microsoft Dynamics CRM allows organizations to better understand which campaign components are working well and which might be sub-optimized, leading to decreased time, money, and effort applied to ineffective areas, allowing for decrease in costs per campaign and improved campaign execution.Using Microsoft Dynamics CRM or CRM Online to improve your Response Management will enable your marketing and sales departments to more efficiently receive, evaluate, and convert campaign responses into customers, as well as reduce the number of “lost leads” per campaign.
  • Platform FlexibilityMulti-Tenancy, Clustered Server Support, Function Specific Servers (e.g., just processing email), User-Selectable Multi-Language Support, Pervasive Multi-Currency SupportCustomizable and Integrated SolutionWorkflow Model, Web-Based User Interface, Event Framework, Web Services; Data Migration Framework, Dynamics Connectors, Siebel CRM connector template with BizTalk, Connector Templates Microsoft CRM IntegrationStandards-Based Technology Architecture Microsoft® Windows® Server Platform, Windows Workflow Foundation, Windows Communication Foundation, Microsoft® SQL Server®, SQL Reporting Services, SQL Analysis Services, Microsoft Exchange Server, Microsoft® Office Platform
  • Platform FlexibilityMulti-Tenancy, Clustered Server Support, Function Specific Servers (e.g., just processing email), User-Selectable Multi-Language Support, Pervasive Multi-Currency SupportCustomizable and Integrated SolutionWorkflow Model, Web-Based User Interface, Event Framework, Web Services; Data Migration Framework, Dynamics Connectors, Siebel CRM connector template with BizTalk, Connector Templates Microsoft CRM IntegrationStandards-Based Technology Architecture Microsoft® Windows® Server Platform, Windows Workflow Foundation, Windows Communication Foundation, Microsoft® SQL Server®, SQL Reporting Services, SQL Analysis Services, Microsoft Exchange Server, Microsoft® Office Platform
  • Amount to be Invested/Estimated Annual Net Cash Flow
  • Make the customer believe during the sales / presales cycle he will find the gold in his company And …. Deliver on your promises ! Make sure your customer feels like a winner, not by himself, but also by the complete team Only that will make sure your customer experiences the best ROI ! And will give you the credibility you need for future projects.
  • Building a business case for crm

    1. 1. Early SalesStageMiddle SalesStageLater SalesStage Identify customer needs &“pain points” Map Solution Areas tocustomer challenges Develop relationships withkey decision makers andrecommendersthroughout the clientorganization Jump-start a stalledsales cycle Communicate value ofDynamics CRMsolutions Help develop businesscase to securecorporate approval Convert pricediscussions into valuediscussions Communicate costs orlost opportunity benefitsif customer delaysLink the product demonstration to benefits that are quantified in the ROI analysis
    2. 2. Sources of information :- Company website- Cases in relevant/similar market- Annual report- Social networks : who knows who?- Internal sponsorsData needed on :- Number of customers- Total Revenue- Margin / Profit- Main markets- # employees- ….
    3. 3. ComplexityOperationalEfficiencyRelationships
    4. 4. SalesProcess PhasesAddressedIncrease RevenueDecrease CostsKPI Analysis- Increase Numberof LeadsManaged- Increase Value perDeal- Decrease Deal Cycle Time- Increase Close Rate- Increase Cross-Sell andUp-SellClose Rates- Decrease the Cost to ManageCustomersLead ManagementPipeline /OpportunityManagementCustomerManagement
    5. 5. Identify, Captureand Qualify LeadRoute and AssignLeadConvert LeadLead Management ProcessManual DataManipulationSubjectiveLeadPrioritizationLeadCaptureDataMiningEmailRouting!! !RouteLead toSalesRep45 minutesWebRequest forMoreInformation15 minutes60 minutesTotal Labor Time: 120 minutesPost-ItsNotebooksPost-ItsNotebooks
    6. 6. LeadTrackingDatabaseIdentify, Captureand Qualify LeadRoute and AssignLeadConvert LeadLead Management ProcessDataMining20 minutesWebRequest forMoreInformation10 minutesTotal Labor Time: 60 minutesAutomatedLeadCapture30 minutesImprovedRoutingWorkflows
    7. 7. Current LeadsManagedAvg. Time toManage Each LeadFuture LeadsManagedNet New AnnualLeadsLeadsCurrent Future120 60 MinutesLeadsNet NewLeads100010002000ManagementTime per LeadCurrent LeadsManagedCurrentLeadsCRMLeadsCRMLeads
    8. 8. Total Leads withMicrosoft Sales SolutionCurrent Close RateTotal New Sales withMicrosoft Sales SolutionAvg. Revenue per SaleTotal New RevenueMicrosoft Sales Solution1,000 New Leads13% Close Rate130New Saleswith CRM$25,000Revenue perSale$3,250,000New Revenueper YearNew CRMLeadsNew SalesRevenue per SaleNew Revenue fromMicrosoft Sales Solution
    9. 9. Cost perSales Rep*Number ofSales RepsTotal Est.Solution Costs$1,000Est. CRM License &Maintenance per Rep$1,000Est. Cost per Rep forServices (1:1 ratio)$2,000Total Est. Solution Costper Rep100 Sales Reps200,000$ Solution CostsX=YourSalespersonRequired SolutionInvestmentYour SalesTeam* Cost figures included are designed to provide a rough estimate / ballpark figure for solutioncosts, including software and services. There are multiple pricing and delivery models, so consulta Microsoft Sales Person or Partner for a more detailed estimate based on your business situation.
    10. 10. MA Benefit Summary by StakeholderProcess Phase VP Marketing Benefits Marketing Manager Benefits Marketing Staff BenefitsCampaignPlanningImproved insight into marketing dataand better ability to effectively targetresources.Improved workload and workflowautomation throughout the campaignplanning process.Improved, streamlined, and more accurate list andtarget segmentation using data managementtools.CampaignExecutionStrong insight into ROI and budgetperformance from improved analyticscapabilities.Optimization of resources via workflowengine and roles.Real-time analysis of campaigns via strongresponse tracking; easy tracking of results via end-user oriented Report Wizard.ResponseManagementIncreased insight and monitoringincreases transparency of responsepipeline; can facilitate strongcollaboration with sales via unifiedCRM suite.Streamlined ability to assign and route leads,improving process efficiency.Streamlined tracking and management allows forgreater focus on value-added activities.
    11. 11. Lower service costby productivitygains% time reduction by self service% time reduction for managing customerinformation% time reduction for reporting% time reduction in number of complaint callsAverage wage per FTE- Increase First CallResolution(FCR)- Decrease Average HandleTime- Increase Agent Utilization(% Talk Time)- Decrease Time to TrainNew Agents- Migrate Responses byChannel- Increase Upsell/ Cross-Sellby Customer LevelIncrease RevenueDecrease CostsKPI AnalysisCustomerServiceContact CenterOperationsManagementCustomerIssueResolutionContact Costand Cross-Sell /UpsellManagement
    12. 12. Customerchurn ↓• Current Revenue• % expected extra revenueCross- andUp selling ↑• Current Revenue• % expected extra revenueNewcustomers• Current Revenue• % expected extra revenue
    13. 13. Platform FlexibilityStandards-Based TechnologyArchitectureCustomizable and IntegratedSolution
    14. 14. Salesforce.comSiebelDeviceLicensingUserLicensingServerLicensingDeploymentCostTrainingCostAdministrationCostAdd-onsHardwareCost
    15. 15. $0.00$0.05$0.10$0.15$0.20$0.25$0.30$0.35$0.40Year 0 Year 1 Year 2 Year 3 Year 4 Year 5MillionsAnnual ExpendituresMicrosoftDynamics CRMOn-DemandDeploymentSalesforce.comSiebel CRM$0.0$0.2$0.4$0.6$0.8$1.0$1.2$1.4$1.6$1.8Year 0 Year 1 Year 2 Year 3 Year 4 Year 5MillionsCumulative ExpendituresMicrosoftDynamics CRMOn-DemandDeploymentSalesforce.comSiebel CRM
    16. 16. • Revenue per customer• Customer churn• New customersBest Case• Revenue per customer• Customer churn• New customersWorst Case
    17. 17. Cumulative Benefits ROI = --------------------------------Cumulative Costs / InvestmentAmount to be InvestedPayback Period = ---------------------------------------Estimated Annual Net Cash Flow
    18. 18. 1. Collect companyinformation2. Collect marketdata3. Define possibleimprovements4. Define growthscenario’s5. Calculate ROI1. Quality improvements2. Measureable improvements :- Sales- Marketing- Service- Revenue- Platform- Deployment

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