Creating a Customer-Centric Enterprise


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Creating a Customer-Centric Enterprise

  1. 1. Creating a Customer Centric Enterprise Mark Newhall , Corporate Express Randy Rodriguez, GMAC Mortgage Eric Gist , Accenture Track: Large Enterprise Deployments
  2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.  All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. </li></ul><ul><li>Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at . </li></ul><ul><li>Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all.  Customers who purchase our services should make purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 3. Mark Newhall Vice President Customer Care / Quality Systems [email_address]
  4. 4. Corporate Express North America at a Glance <ul><li>Subsidiary of Buhrmann NV (NYSE:BUH) </li></ul><ul><li>Leading B2B supplier of essential office & computer products and services </li></ul><ul><li>2005 sales of $4.6 billion (NA) </li></ul><ul><li>Fully-integrated product offering </li></ul><ul><ul><li>Office & Computer Supplies </li></ul></ul><ul><ul><li>Desktop Software </li></ul></ul><ul><ul><li>Promotional Products </li></ul></ul><ul><ul><li>Office Furniture & Design </li></ul></ul><ul><ul><li>Janitorial / Sanitary Products </li></ul></ul><ul><ul><li>Imaging & Graphics Supplies </li></ul></ul><ul><ul><li>Document & Print Management </li></ul></ul><ul><li>2,000 Sales Professionals; 550 Customer Care Advisors </li></ul>INDUSTRY: Distribution of Business Products & Services EMPLOYEES: 20,000 (global) GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support # USERS: 4,600
  5. 5. Definition of Customer Centricity <ul><li>Achieving an effective customer cadence across geography and channels </li></ul><ul><li>Following integration of acquisitions (500+), a need to consistently focus on, understand, respond and measure customer needs </li></ul><ul><li>Differentiate the experience our customers have with CE versus our competition </li></ul><ul><li>Deeper product line penetration </li></ul><ul><li>Moving from satisfied to loyal </li></ul><ul><li>Improve retention </li></ul><ul><li>Measure channel activity; develop joint action plans </li></ul><ul><li>Achieve a multi-dimensional view of contacts and customers </li></ul>
  6. 6. Overview of the Journey <ul><li>Introspective study of all contact channels </li></ul><ul><li>Customer and salesperson focus groups </li></ul><ul><li>Best-in-class engineering </li></ul><ul><li>Delivery of a multi-year strategy and approach, including clear articulation of fundamental building blocks </li></ul><ul><li>SFA </li></ul><ul><li>Customer Care </li></ul><ul><li>Support (Case) </li></ul><ul><li>Telephony Integration </li></ul><ul><li>New approach to training </li></ul><ul><li>Integrate sales channels </li></ul><ul><li>Future: Case Enhancements, Marketing, Self-Service </li></ul>DEPLOYMENT DETAILS
  7. 7. Key Steps to Embark on this Journey <ul><li>Identify where core customer intelligence resides – start there and build </li></ul><ul><li>On-demand model critical to our success </li></ul><ul><li>Requires the attention and direct support of senior management </li></ul><ul><li>Creating a new culture – not easy </li></ul><ul><ul><li>Sales Successes </li></ul></ul><ul><ul><li>Case Management </li></ul></ul>
  8. 8. Roadblocks to Success <ul><li>Disciplined Program Management required </li></ul><ul><li>Same business, change in process </li></ul><ul><li>Driving the culture shift required </li></ul><ul><li>Our mantra: the destination is worth the journey </li></ul>
  9. 9. Results <ul><li>SFA – 94% compliance </li></ul><ul><li>SAS – 100% compliance </li></ul><ul><li>Recognizing contacts (screen-pop) – 47% and rising </li></ul><ul><li>Focus on exceptions to first-call resolution </li></ul><ul><li>Mining & sharing data with strategic customers and internal functions </li></ul><ul><li>Voice of our customer </li></ul>
  10. 10. Randy Rodriguez Vice President [email_address]
  11. 11. GMAC Mortgage at a Glance <ul><li>6 th Largest Mortgage Lender </li></ul><ul><li>1,200 certified reps in 300 branches nationwide </li></ul><ul><li>Wholly-owned subsidiary of GMAC Financial Services </li></ul>INDUSTRY: Residential Mortgage Lending EMPLOYEES: 1 4,000 GEOGRAPHY: U.S. PRODUCT(S) USED: SFA, S-Controls, 3 downloaded AppExchange applications # USERS: 309
  12. 12. Definition of Customer Centricity <ul><li>A centralized point from which each business unit can work to meet all of the customer’s home buying, selling, and financing needs </li></ul><ul><li>In the Beginning: “The List” of Opportunities: Salesforce as the Data Repository </li></ul><ul><li>GMAC needed a platform for focused sales management – to grow the GM Family, GM Fleet, and GM Supplier relationships </li></ul><ul><li>Required maximum data security & way to drive conduct codes across entire sales organization </li></ul><ul><li>Enhance professional & unified face to GM's own employee & key business associates' network </li></ul><ul><li>Significant increase in sales & lending volume </li></ul><ul><li>Cost containment </li></ul><ul><li>Increase revenue </li></ul><ul><li>Become efficient </li></ul><ul><li>Connect sales structure </li></ul>
  13. 13. Overview of the Journey <ul><li>A Business Development System That’s Simple </li></ul><ul><ul><li>Receiving and Assigning Accounts </li></ul></ul><ul><ul><li>Holding Our Sales Teams Accountable for Accounts Received and Assigned </li></ul></ul><ul><li>Our Retail Lending channel—cascading from Divisional, Regional, Branch Management to individual specialized sales reps </li></ul><ul><li>Executive VP buy-in; to support accountability of the sales organization </li></ul><ul><li>Enterprise Edition – 85 Users for Sales Support </li></ul><ul><li>Limited Edition – 224 Users for Account Assignments </li></ul><ul><li>Integration points – Future: Home Buyers’ Marketing </li></ul><ul><li>Field Management Training </li></ul><ul><li>Adoption </li></ul><ul><li>Continuously matching data for corporate linkage and our own production </li></ul>DEPLOYMENT DETAILS
  14. 14. Key Steps to Embark on this Journey <ul><li>Evaluating the current sales process </li></ul><ul><li>Envisioning the ability to distribute accounts via expanding the current sales process to self-service account assignments </li></ul><ul><li>This was the first endeavor to build out a mechanism for field managers to receive and assign out accounts to their branch reps </li></ul><ul><li>New executive leadership wanted tangible metrics of business development efforts with conversion to loan production </li></ul>
  15. 15. Roadblocks to Success <ul><li>Adoption statistics and number of unassigned accounts assigned </li></ul><ul><li>Performance was initially impacted by amount of data in S-controls. Integration Services delighted us with their escalation process and performance remedy </li></ul><ul><li>External partners are continuously relied upon for data hygiene </li></ul><ul><li>Conference calls before the rollout; mass email communication; regional rollouts </li></ul><ul><li>This is a journey – we continue to seek new levels of cascading deployment to the hierarchy of additional roles </li></ul>
  16. 16. Results <ul><li>We are able to self-manage our channel sales force; one repository for data makes for cleaner and more consistent reporting </li></ul><ul><li>78% of endorsed opportunities are being managed </li></ul><ul><li>Our internal customers (field managers) are more focused on managing accounts they are being held accountable for </li></ul><ul><li>Next…deployment to sales reps in the branch network (our loan officers) </li></ul>
  17. 17. Results <ul><li>Other strategic business units are now embarking upon launching the application: </li></ul>
  18. 18. Eric Gist [email_address] Sales Enablement Practice Lead
  19. 19. Accenture at a Glance <ul><li>Leading Professional Services Firm </li></ul><ul><li>#1 CRM Practice – Global Scale </li></ul><ul><li>Dedicated Practice - Salesforce for the Enterprise </li></ul><ul><li>$450M Investment in SOA/ Commercial Solutions </li></ul>INDUSTRY: Professional Services EMPLOYEES: 130,000 GEOGRAPHY: Global
  20. 20. Customer loyalty - The sad facts <ul><li>Flat and dropping customer satisfaction levels : </li></ul><ul><ul><li>Fixed line telephony * 1.4% </li></ul></ul><ul><ul><li>Wireless telephony* 3.2% </li></ul></ul><ul><ul><li>Electronic appliances* 1.2% </li></ul></ul><ul><ul><li>Speciality retail** 1.3% </li></ul></ul><ul><ul><li>Banks** 0% </li></ul></ul><ul><ul><li>Life Insurance** 0% </li></ul></ul><ul><li>Defection levels increased from 16.9% average in 2003 growing to 19.1% in 2005*** </li></ul>* American Customer Satisfaction Index Q1 2005 compared with Q1 2004 ** American Customer Satisfaction Index Q4 2005 compared with Q4 2004 *** Group 1 Software a division of Pitney Bowes Company <ul><li>Demanding Consumers </li></ul><ul><li>Access to more information </li></ul><ul><li>More choice than ever before </li></ul><ul><li>Harder to reach and harder to impress </li></ul><ul><li>Nominal cost of leaving </li></ul><ul><li>Increasing Market Pressure </li></ul><ul><li>Commoditization </li></ul><ul><li>Brand fragmentation </li></ul><ul><li>Convergence </li></ul><ul><li>Superbrand power </li></ul><ul><li>Company Challenges </li></ul><ul><li>Difficult to get a holistic view of the customer </li></ul><ul><li>Difficult to create relevant messages and offers </li></ul><ul><li>Struggle to strategically balance acquisition and retention </li></ul>` Why?
  21. 21. Loyal customers are a key enabler of top line business growth <ul><li>Customer loyalty is important because value can be created more easily from customers who are loyal: </li></ul><ul><ul><li>it typically costs less to retain than acquire </li></ul></ul><ul><ul><li>It provides pricing power in the marketplace and protection from competitive threat </li></ul></ul><ul><ul><li>It provides a platform for stronger, deeper relationships with customers </li></ul></ul><ul><li>Our High Performance research highlighted that 5 key marketing capabilities have a central and direct impact on a company’s ability to achieve high customer loyalty. </li></ul><ul><li>Customer loyalty in turn has a direct impact on value generation ->> High performers increased revenues by 40% and profits by 38% —leading to an increase in shareholder value of 38% </li></ul>
  22. 22. Many organizations have adopted highly successful differentiating capabilities to become customer-centric Building a superior offer with deep data insights from a Rewards Program Delivering an innovative & branded customer experience Reinventing the brand by focusing on quality despite decades of poor customer perception Imprinting a culture and value system. Starbucks achieved employee turnover of 60% compared to industry average of 150% Branded Customer Experience Deep Customer Insight Services Bundling Excellence in Employees Brand Re-Invention Focusing relentlessly on value for customers Value People with bundles are 10% less likely to switch carriers in search of a better deal.
  23. 23. Our study revealed the strongest factors that customers say will drive them to be more loyal But what do companies have to do to meet those needs? Source: Accenture’s 2005 Loyalty Study of 2010 consumers in the US and UK Create differentiation Excel on core competence Listen and understand Surprise and Delight Recognize and Reward Understand Customers Needs Better Innovate
  24. 24. Customer Centricity is established at many points across the organization <ul><li>Does the leadership value loyalty? </li></ul><ul><li>Is the company culture customer centric? </li></ul><ul><li>Are employees seen as assets that can drive loyalty? </li></ul><ul><li>Are the products/ services what the markets needs and wants? </li></ul><ul><li>Is the quality good enough? </li></ul><ul><li>Are the products/ services desirable? </li></ul><ul><li>Do customers perceive value for money? </li></ul><ul><li>Is the business able to cope with demand? </li></ul><ul><li>Are operational measures for productivity and quality driving loyalty? </li></ul><ul><li>Do we acquire customers in a targeted way? </li></ul><ul><li>Do we retain customers with higher propensity for loyalty? </li></ul><ul><li>Is value growth targeted to customer segments? </li></ul><ul><li>Do we measure, manage and improve loyalty? </li></ul><ul><li>Are we responding to customers appropriately? </li></ul><ul><li>Do we win back lost customers? </li></ul><ul><li>Do we know why customers leave? </li></ul><ul><li>Are Moments of Truth understood? </li></ul><ul><li>Is “next best” part of our service? </li></ul>Loyalty Considerations* *Consideration list is not exhaustive Human Resources Product and Pricing Operations Marketing Sales and Service
  25. 25. Customer Centricity Framework Customer Advocacy Customer Loyalty Customer Satisfaction Employee Engagement Employee Satisfaction Enablers “ right tools” Compelling Value Proposition Strategy “ right action” Customer Experience Execution “ right delivery” Measurement “ right measure” “ right customer” Insight “ to drive”
  26. 26. MARK NEWHALL Vice President Customer Care/Quality Systems RANDY RODRIGUEZ Vice President ERIC GIST CINDY WARNER Senior Vice President Global Integration Services Moderated By: Sales Enablement Practice Lead QUESTION & ANSWER SESSION
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