Evento SugarCRM 2008 - O SugarCRM no Mundo


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Apresentação realizada por Liz Smith, actual directora de Alianças Globais SI da SugarCRM, no evento SugarCRM 2008 (www.eventocrm.com)

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Evento SugarCRM 2008 - O SugarCRM no Mundo

  1. 1. SugarCRM as a Customer Interaction Platform Liz Smith Regional Vice President Emea Channel Sales SugarCRM Inc.
  2. 2. Agenda Why SugarCRM as a platform? Paradigm Busting Value: Great out of the box functionality Flexibility: Create Powerful Business Processes easily Control Brighthouse Networks: Sugar as a Platform in the Cable Industry Case study with SugarCRM Partner: Levementum Challenges: Aggressive growth resulted in disconnected sales and delivery process Solution/Approach Results Questions?
  3. 3. Create Powerful Business Processes Easily Create custom fields, objects and modules Design workflow processes to fit your business Control visibility and access at the field level
  4. 4. Leveraging Sugar as a Platform: Bright House Networks Bright House Networks is the nation’s 6th largest MSO 2.4 million customers in several large markets including: California:Bakersfield Alabama: Birmingham Michigan: Detroit Indiana: Indianapolis Florida: Orlando & Tampa Bay Bright House Networks provides Digital Phone High-speed data (HSD) Video-on-Demand (VOD) Subscription Video-on-Demand (SVOD) and the immensely popular, Digital Video Recorders (DVR) available to them. 4
  5. 5. Challenges for Bright House Networks Visibility into demand Phone and delivery BHN Mail Phone Regional Fax Mail Resellers Attachment Fax E-Mail Attachment Phone E-Mail Mail Customer Fax BHN Corporate Construction Attachment Phone Mail E-Mail Customer EMS/ Fax Location CEM • Duplicate Opportunities Phone Attachment • Inflated forecasts Mail E-Mail • Price erosion due to reseller Fax competition Customer Attachment Support • Hard to relate opportunities E-Mail and to actual business won 5
  6. 6. Challenges for Bright House Networks Contracts & SLA Phone BHN Mail Phone Regional Fax Mail Resellers Attachment Fax E-Mail Attachment Phone E-Mail Mail Customer Fax BHN Corporate Attachment Construction Phone Mail E-Mail EMS/ Customer Fax CEM • Inconsistent enforcement of Phone Location Attachment contracts Mail E-Mail • Long contract cycle times Fax Customer • False Starts on Construction Attachment Support • SLA violations E-Mail 6
  7. 7. Challenges for Bright House Networks Contract Compliance Phone BHN Regional Mail Phone Fax Mail Resellers Attachment Fax E-Mail Attachment Phone E-Mail Mail Customer Fax BHN Corporate Attachment Construction Phone Mail E-Mail EMS/ Customer Fax CEM • Lost value on unmet purchase Phone Location Attachment commitments Mail E-Mail • Difficult to relate transactions Fax and costs to specific contracts Customer Attachment Service E-Mail 7
  8. 8. Challenges for Bright House Networks ROI BHN Regional Resellers Phone Mail Customer Fax BHN Corporate Attachment Construction • Billing and Remittance is labor EMS/ Customer CEM intensive Location • Long and error prone process can lead to under-billing Customer • ROI is difficult to assess – but Service critical given capital intensity of business 8
  9. 9. Disconnected Sales & Delivery Process Construct- Service Sales Contracts Billing Support ion Delivery Customers List price Registrations Quoting Contract Compliance / Debits Products and channels Regional Price Opportunities Contracts Customer volume Point Of Sale Portfolio mix MPPs Samples Deal Analytics commitments Commissions Future pricing Order Capture Approvals Discounts With an “over the wall” approach companies are challenged to manage revenue and cost and customer satisfaction as one continuum driving many of the margin and “satisfaction” leaks 9
  10. 10. Needs…to Value Proposition Traditional CRM Doesn’t solve the Problem Delivery goal was a “Customer Information Bus” Need for custom modules and complex workflow and integrations eliminated many “Black Box/API” solutions (i.e. Siebel, SF.Com). CRM as a Service Platform, not merely as a Service The solution needed to be a platform for process expansion – not simply a utility. Cost, Quality, Speed SugarCRM provides paradigm-busting value: Higher Quality - through the Open Source movement Faster Delivery – by virtue of architecture, platform, and community Lower Cost 10
  11. 11. The Approach and Solutions “Light House” – Orlando/Central Florida first Process Driven Solutions Key tactic: Creation of a X-functional core team, to dictate need and priority based on business value and risk Custom Module Development Expansion of the Customer Definition Service & Asset Management Contracts Automation Construction Management Complex Integration SOA driven integrations for: for Remedy, Custom Systems Mash-ups for Construction Legacy Integrations for Mainframe billing 11
  12. 12. The key? Adoption! Identified the key agents of change , and set expectations constantly. How? By ratcheting the expectations down slowly. Don’t overpromise (easy to do with SugarCRM). Multiple Brown Bag and “…change is coming!!!” sessions Communicate as often as possible. Leveraged internal artifacts (newsletters). This was not a skunk-works project. Prescriptive Training Using SugarCRM’s materials as a baseline, we customized the training to fit the process. Deliver training & classes in a prescriptive and focused way (and do as much as possible face-to-face)…..”you don’t eat at the grocery store” Continuous Knowledge Delivery Developed an in house training program with Bright House University to deliver training on an ongoing basis 12
  13. 13. Outcomes/Takeaways? Wildly successful implementation Tampa and others lining up to deploy BHN is a subscriber to an Ongoing Support Service Industry Solution is under development What resonated with the customer? In order of importance Control of destiny Feasibility of Process Vision…given technology platform Implementation Cost Ongoing TCO Technology 13
  14. 14. Why Sugar? Paradigm Busting Value Shatter the COST-SPEED-QUALITY paradigm Control of Your Own Destiny Low risk, Web 2.0 “SugarCRM is to Enterprise Business Applications” as “Linux was to Enterprise Operating Systems” 14
  15. 15. Thank you! Questions