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Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
Customer Loyalty, Sales & Service - Sachin Seth
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Customer Loyalty, Sales & Service - Sachin Seth

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  • 1. 22nd – 24th November 2012, Jaipur Customer Loyalty, Sales & Service Sachin Seth , IBM Global Business Services, India/South Asiahttp://bit.ly/Imperatives
  • 2. Increasingly Connected Economy The convergence of digital, social and mobile spheres in connecting customers is fundamentally changing the way customers need to be engaged – we need to engage them as individualshttp://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 3. Embracing connectedness Technology is now driving more organizational change than any other force – even the economy. How are CEOs harnessing this unrealized potential?http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 4. The Global CEO Study 2012 is the fifth biennial CEO study,building on our insights and findings over the last 9 years 2004 2006 2008 2010 2012 Expanding the The Enterprise Capitalizing on Leading through Your turn Innovation Horizon of the Future Complexity Connections Revenue growth is  Business model  Hungry for change  Embody creative  Empowering the #1 priority innovation matters  Customers as leadership employees through Responsiveness is  External opportunity to  Reinvent customer values key competence collaboration differentiate relationships  Engaging customers Improving internal  Innovation must be  Business model  Build operating as individuals capabilities as first orchestrated from innovation, global dexterity  Amplifying innovation step to growth the top business designs with partnerships 456 interviews 765 interviews 1130 interviews 1541 interviews 1709 interviews http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 5. Forces impacting the organization according to CEOs External forces that will impact the organization Global India 2004 2006 2008 2010 2012 2012 1 1 1 1 1 Technology factors 1 People skills 2 2 2 2 2 People skills 2 Technology factors 3 3 3 3 3 Market factors 3 Market factors 4 4 4 4 4 Macro-economic factors 4 Macro-economic factors 5 5 5 5 5 Regulatory concerns 5 Regulatory concerns 6 6 6 6 6 Globalization 6 Globalization 7 7 7 7 7 Socio-economic factors 7 Socio-economic factors 8 8 8 8 8 Environmental issues 8 Environmental issues 9 9 9 9 9 Geopolitical factors 9 Geopolitical factorsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (Global n=1709) (India n=66) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 6. Internally, CEO focus is not on technology itself, but howtechnology facilitates primary sources of sustainedeconomic value Key sources of sustained economic value Global India Human capital 71% 74% Customer relationships 66% 55% Products / services innovation 52% 45% Brand(s) 43% 39% Business model innovation 33% 29% Technology 30% 35% Partnership networks 28% 36%Data access / data-driven insights 25% 27% R&D, intellectual property 22% 18% Price / revenue innovation 19% 24% Assets (physical, infrastructure) 15% 17% Corporate social responsibility 13% 11% Access to raw materials 8% 14%Source: Q24 “What do you see as the key sources of sustained economic value in your organization?” (Global n=1709) (India n=66) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 7. In India/ South Asia’s current rapid change period, a successful CEOship demands customer obsession, leadership and transparency CEO characteristics for success Global India Customer obsession 61% 62% Inspirational leadership 60% 62% Leadership teaming 58% 46% Global mindset 48% 43% Competitive instinct 38% 48% Boldness 35% 37% Transparent 34% 51% Risk tolerant 33% 20% Disruptive creativity 33% 34% Financial skills 24% 34% Technology savviness 23% 34% Diversity-driven 20% 6% Environmentally / socially 16% 15% devotedSource: Q25 “What are the five most important characteristics that a CEO needs to be successful over the next 3 to 5 years?” (n=1707) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 8. So how will CEOs create more economic value by engagingcustomers as individuals? Customers share insights into what they value individually, and when and how they want to interact To connect individually, CEOs plan a step change in social media interaction and continuing face-to-face engagement Outperformers strongly differentiate by better data access, insight, and translation into actions http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 9. CEOs identify customer insights followed by insights from operations andsales as their priority investment areas Drawing insight from information – Areas of improvement Substantial investments Global India Customers 73% 71% Operations 50% 60% Sales 49% 57%Markets and competitors 44% 51% Human resources 43% 56% Supply chain 40% 55% Risk management 38% 56% Financials 32% 33%Source: Q23 “In which areas do you plan to improve your ability to draw meaningful and executable insights from available information?” (Global n=1609 to 1658) (India n=55 to 62) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 10. CEOs want to capitalize by improving response time and by having better understanding of customer requirements Change required to meet customer expectations (3 to 5 years) Global India Improve understanding of individual customer needs 72% 77% Improve response time to market needs 72% 83% Harmonize customer experiences across channels 55% 59%Include customers / citizens across product / service life cycle 48% 49% Increase transparency and corporate accountability 47% 56% Increase social and environmental responsibility 44% 46% Source: Q9 “To what extent will your organization change to meet customer expectations compared to your industry peers over the next 3 to 5 years?” (Global n=1652 to 1676) (India n=61 to 64) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 11. To connect individually, CEOs plan a step-change from traditional to social media, while continuing face-to-face engagement 79% Industrial Mechanisms to engage customers 57% 48% 49% 43% 40% 40% Today 37% 35% 35% In 3 to 5 years 32% 27% 19% 11% Face-to-face* Social Websites Channel Call Advisory Traditional media partners centers groups mediaSource: Q8 “What are the three most important mechanisms your organization will use with customers over the next 3 to 5 years?” (India n=66) *Face-to-face / sales force / institutional representatives http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 12. Outperformers are twice as good at deriving value from data – key toengaging customers as individuals Outperformers strongly differentiate their organizations in three key areas Outperformers Underperformers % 108 % more 108 % more 84 more 57% 54% 54% 31% 26% 26% Access to data Draw insights from data Translate insight into actionSource: Q22 “How good is your organization at driving value from data? [Today]” (n=631 to 636) http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 13. So, how do you win the race to gather andconvert data into customer insight and action?  Look outside to complete the view1. Let “big data” reveal the  Connect pieces into profiles customer you never knew  Empower staff with predictive analysis  Listen at an individual level2. Listen lavishly, respond  Capture what employees see and hear with focus  Respond with relevance and speed  Leverage the fact that mobile “changes3. Be where your customers everything” expect you to be  Blend the physical and digital worlds  Offer value that stands out http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 14. Let “big data” reveal the customer you never knewToday’s analytics provide opportunities to explore bigdata, detect patterns and reveal new insights – knowinghow to effectively access, analyze and use data is crucial Large Retailto understanding and engaging individual customers Company, India  Look outside to complete the view Purpose Incorporate external sources, especially social media and  Unleash the power of data by generating actionable insights to complementary data sets from partners – blend internal maximize individual customers and external views to discover unexpected insights share of wallet Activities  Connect pieces into profiles  Deployed CRM analytics to Use analytics to distill what’s valuable from an enable micro segmentation of abundance of data – assemble vital pieces into holistic customers based on their profiles of individual human beings shopping pattern and life stage  Engaged with customers at an  Empower staff with predictive analytics individual level with customized Embed insights where front-line decisions are made – offerings ensure data-driven decision making is part of everyday  Improved revenue by effectively processes increasing individual customers frequency of visits and width of purchase http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur14
  • 15. Listen lavishly, respond with focusIn exchange for more insight, customers want organizations tointeract selectively and responsibly – offering what they want, Largewhen and where they want it Insurance Co, India  Listen at an individual level Look beyond aggregate customer information based on Purpose market segmentation – use sources that allow you to  To build business in a growing hear directly from individual customers market with a large young consumer base  Capture what employees see and hear Establish easy ways to channel clues employees observe  To provide an effective platform to address queries in their customer interactions – incorporate these Activities insights into your analysis  Active in 6 social media platforms  Respond with relevance and speed to communicate with consumers Study each customer touch point and find ways to  Uses social media for new respond more selectively and create deeper connections announcements & insurance tips that build loyalty and advocacy  Company has a Facebook page with ~ 17464 fans and the highest mention on Twitter http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur15
  • 16. Be where your customers expect you to beMobility is elevating customer expectations: Jet Airways,organizations have a tremendous opportunity to create Indiavalue out of immediacy – to be ready with relevantservices and information in the context of the moment Purpose  Reaching a larger cross-section of  Leverage the fact that mobile “changes everything” its customers Take advantage of location-based services and new forms  Usage of evolving technology and of e-commerce social media to engage with guests and for instant updates.  Blend the physical and digital worlds Activities Exploit augmented reality to make mobile part of  First airline to launch a number of integrated, multichannel customer experiences self service options in India  Offer value that stands out  First airline to Mobile QR code. Interact in ways that are attention-grabbing, meaningful This disseminates more and tailored to the individual information  Successfully implemented social media strategy by creating communities on Facebook, Twitter and Linkedin http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur16
  • 17. What does it mean for the CIO & the CMO The Digital Revolution has forever changed the balance of power between the customer and the organization, putting customers in charge of the relationship http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur17
  • 18. Provide a consistent and relevant experience across all yourcustomer/prospect interactions leveraging technology The „New Front-Office‟ for the services industry Front Office DigitizationNew/ Integrated Channels Physical Web Social Mobile Call Center Broadcast Information & Analytics New Create best- Imperatives Improve digital, social & mobile Engage based on deeper, more in-class digital marketing presence actionable Customer Insights capabilities Enable collaboration and Improve Order Management & Increase Business Partner innovation Fulfillment VisibilityMore Connected ERP Systems Legacy Applications Data Warehouses Back Office http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 19. Create a digital journey to enable the “Moment of Truth”with customers & other stakeholders http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 20. GBS integrates business insight, best practices and innovation in order to tackle our client’s most difficult issues… Develop / Improve Design, Build, Implement Run applications, Develop Strategy business processes a solution processes, IT Strategy & Transformation Innovation & Operations & Organization & Growth Finance People Business Analytics & Optimization Business Analytics and Business intelligence and Optimization strategy performance mgmt. Advanced analytics Enterprise Content mgmt. and optimization Enterprise Information mgmt. Application Innovation Services Application IBM Interactive Development Emerging technologies Security and privacy and architecture Portals and e-Commerce Enterprise Applications Services SAP ORACLE Microsoft Application Management Services Application Assembly Business application Optimization modernization services IBM Testing Services Application Outsourcing Differentiating Capabilities Smarter IBM IBM IBM Component Cloud “Full Small & Green: Expertise in Thought Executive IBM Global Global Equation” Med. Energy & FunctionalCommerce Leadership Exchange Financing Smarter Delivery Research IT Services Alliance Business Delivery Business Sustain- 20+ ExpertiseConsulting Planet Services Solutions Modelling Models Services Solns. ability Industries Business Insight Global Global Global Global Global Chief CEO CFO CIO CHRO Supply Chain Study Study Study Study Officer Study http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 21. Case Study 2 : Sales & Service Solution for a Leading Paint Manufacturer Business Need – (Engagement & Business Challenge) • Berger wanted to increase dealer / customer satisfaction • Reduce order cycle times www.electrolux.com • With this objective in mind, Berger wanted to set up centralized call centre for dealers and end customers with both inbound and outbound call capabilities. Project • Berger needed a comprehensive CRM solution which could support the call centre operations, Dealer achievements: Management and direct customer interface for home painting solutions. Client Solution • 2 call centers and other users at office and depot Reduction in • Replacing of legacy applications order handling • Home painting Solution- VB + Access time – 70% • Painter Activity System- .NET + MS SQL • BS Tracker - .NET + MS SQL Increase in dealer • Lead Management System- .NET + MS SQL • Prolinks- .NET + MS SQL response times by • Daily Activity Reporting- >NET = SQL 50-70% • Color Bank System • SMS Integration Removed complexities of Business Impact multiple legacy  Customized service to dealers resulted in better satisfaction levels systems  Streamlined order processing Created platform  Customer profiling and segmentation, complaint management – Direct interface with customer for Social CRM  Opportunities to cross-sell and up-sell dealers identified, and scheme entitlements visibility improved http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 22. Case Study 1: CRM Strategy for a start up General insurance companyBusiness ObjectiveThe General insurance company wished to Implement Customer Relationship Management for its business with the followingobjectives  Create the base CRM capabilities that address immediate needs and provide building blocks for an integrated CRM delivery in the long-term  Focus on delivering the „Peace of Mind‟ value proposition to customers  Continue to grow & strengthen the existing focus customer segment to drive “Profitable Growth”  Create Advanced CRM Framework to have better customer insights, acquire new customersProject Approach Client BenefitsIBM worked on a eight week engagement divided in three phases to define a CRM Reduced dependency on agency channel for sourcingStrategy. businessPHASE 1 Define CRM Objectives Reach the final consumers through direct channels a) Stakeholder Assessment – Interviewed Key Stakeholders like call center, internet etc. b) Voice of Customer Survey – Generated Outside In View c) CRM Capability Maturity Model – Defined current state Vs Proposed State in Enable the company to expand its base across India next 3 years and augment its top line growth.PHASE 2 Create Operation Blueprint a) Organization readiness assessment and change management plan b) Proposed to be processes for Sales, Marketing, Service and Partner ManagementPHASE 3 Implementation Roadmap a) Vendor Evaluation Framework b) Guidance on Project Implementation http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 23. Questions and Discussion http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur23
  • 24. Thai Hindi Traditional Chinese Gracias Thank You Russian Spanish Obrigado Brazilian Portuguese Arabic Danke German Grazie Italian Merci French Tamil Korean Japanese Simplified Chinese http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur24
  • 25. Data is at the heart of everything & BUSINESSES to staycompetitive will need to put their heart into Data http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 26. IBM Global Business Services will SERVE as the partner most committed tothe success of the CEOs and their Leadership team Key consulting offeringsMain Offering Sub-offering Description1. Customer 1. Customer centric strategy 1. Strategies to help you focus on Experience & 2. Channel transformation customer experience and care Market Strategy strategy 2. Strategies and approaches to help 3. Social media strategy implement experience and care 4. Digital brand & presence activities across all channels strategy 3. Strategies and approaches to create 5. Smarter sales & marketing meaningful customer experiences and drive deeper customer relationships in the social web space 4. Strategies and approaches to better leverage and manage your brand in the digital world 5. Consulting offerings to help you better improve and manage the sales & marketing organization 22 – 24 November 2012, Jaipur nd th http://bit.ly/Imperatives
  • 27. IBM Global Business Services will SERVE as the partner most committed tothe success of the CEOs and their Leadership team Key consulting offeringsMain Offering Sub-offering Description2. Enterprise 1. Customer awareness 1. Web and digital analytics, event Marketing solutions detection, predictive analytics and Management 2. Centralised decisioning visual exploration Solutions solutions 2. Segmentation, offer management, 3. Cross-channel execution interaction history, behavioural 4. Integrated marketing targeting and contact optimisation operations 3. Email, inbound integration, distributed marketing, lead routing and monitoring and online ad/search bid management 4. Collaboration, cross-channel planning, design, execution and measurement http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • 28. Thank Youhttp://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur

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