Customer Relationship Management – Consulting approach – Discussion_Paper_SAG.ppt

Content Page A. Introduction 3 B. Project objectives and scope 12 C. Approach 16 C.1 CRM target setting 19 C.2 CRM strategy and technology concept 34 C.3 CRM implementation 74 D. References 77 E. Appendix: Supporting tools to implement CRM 81 E.1 The Internet as a supporting CRM tool 82 E.2 The call center as a supporting CRM tool 93 Discussion_Paper_SAG.ppt

A. Introduction 3

B. Project objectives and scope 12

C. Approach 16

C.1 CRM target setting 19

C.2 CRM strategy and technology concept 34

C.3 CRM implementation 74

D. References 77

E. Appendix: Supporting tools to implement CRM 81

E.1 The Internet as a supporting CRM tool 82

E.2 The call center as a supporting CRM tool 93

A. Introduction Discussion_Paper_SAG.ppt

The importance of an integrated Customer Care approach receives increasing awareness at top management level all over the world Discussion_Paper_SAG.ppt Source: Forrester Research, basis: 50 Sales managers of Fortune 500 companies "Do you have a single, integrated view of the customer today?" "How important is a single, integrated view of the customer across your company" Very important Critical Somewhat important Not at all important Yes Somewhat Not really Not at all

In the future, a company's value will increasingly depend on the value of its customer base Discussion_Paper_SAG.ppt Factors influencing corporate valuation Market value added method Discounted cashflow method Multiples method Customer lifetime value method Customer acquisi- tion cost method Industrial society Information society Traditional industrial companies, e.g. manufacturing industry Service companies, e.g. consulting firms, software companies Internet companies Assets Employee base Customer base Source: Roland Berger & Partners

The value of the customer base is determined by the key factors individual customer value and size of the customer base Discussion_Paper_SAG.ppt Value of customer base – corporate value Source: Roland Berger & Partners Increased corporate value Higher customer net present value Higher absolute number of customers Customer cashflows Number of customers Annual profit/ customer 1 2 3 4 5 6 7 8 Price premiums Recommendations Cost savings Sales growth per customer Base profit Acquisition cost Customer retention rate New customer acquisition rate [%] t + +x%

The market value of the leading InfoCom companies clearly exceeds that of OEMs – the customer base is the key success factor Discussion_Paper_SAG.ppt Source: Roland Berger & Partners analysis Overview of customer ownership and market value Number of customers in millions (12/99) Market value in DM billions (12/99) DM 1,000/ customer DM 1,100/ customer DM 1,700/ customer DM 4,700/ customer DM 16,300/ customer DM 10,700/ customer DM 18,800/ customer DM 4,500/ customer DM 2,800/ customer Points of customer contact Shopping TV/media Telephone/mobile Banking Sport Car

Shopping

TV/media

Telephone/mobile

Banking

Sport

Car

Managing the customer relationship is a key lever to increase shareholder value Discussion_Paper_SAG.ppt Market and customer value Example Managing the customer relationship Market value (bn Euro) Customer Value (Euro) Today 0.4 12/99 1.000 (Current) 0.6 3.6 Potential Future 1.500 (Microsoft) - 9.000 (AOL) Calculation basis: 400.000 customers Source: Roland Berger & Partners

CRM is a strategy designed to increase individual customer value by establishing a long-term and systematic customer relationship Discussion_Paper_SAG.ppt Learning relationship Generating/ recording customer data Ongoing customer relationship 2 3 4 1 Identification Information analysis Customer profiles Forecasting buying behavior Monitoring success Initial contact with customer 0 Developing customer benefits, e.g. Value-added services Customized offers Increased customer retention Wider range of services Higher efficiency in contacting customers Source: Roland Berger & Partners

Information

analysis

Customer profiles

Forecasting buying behavior

Monitoring success

Developing customer benefits, e.g.

Value-added services

Customized offers

Increased customer retention

Wider range of services

Higher efficiency in contacting customers

Discussion_Paper_SAG.ppt The „knowledge cycle“ is the key to successful CRM when dealing with customers Actions to support network effects Source: Hagel/Armstrong; Roland Berger & Partners Community-generated content Online discussions for members Create profiles Partnerships with other organisations Cross advertising Partnerships with road side assistance Creation of a market place/auction Shopping malls Partnership with auction provider Questionaires on the net Experience with a product Customer history/profile Need to log-in for each member For newsletters For membership Continous report of individual information Monitoring of web-usage (focus of interest) Promotions of member- to-member interaction Personalized e-mail system for members Personal web page Customized interaction Service reminders Conserving relationships Product updates Archive of chat contributions Bonus programmes (e.g. web miles based on after sales frequency) Increased content attractivity Better knowledge about the client Higher loyalty Examples Examples Examples Increasing return of marketing & Sales 1. 2. 3.

Online discussions for members

Create profiles

Cross advertising

Partnerships with road side assistance

Shopping malls

Partnership with auction provider

Experience with a product

Customer history/profile

For newsletters

For membership

Monitoring of web-usage (focus of interest)

Personalized e-mail system for members

Personal web page

Service reminders

Product updates

Archive of chat contributions

Bonus programmes (e.g. web miles based on after sales frequency)

The key lever for CRM success is the Internet  innovative options for individual customer contact Discussion_Paper_SAG.ppt 3 1 2 Maximum customer potential Maximum volume Product/ service range addressed Current customer value Marketing/sales cost Opportunities offered by the Internet Source: Roland Berger & Partners Enhanced loyalty: Changing occasional customers into loyal customers Internet as convenience channel Individual communication, e.g. my.com sites Information-based value-added services 1 Broad-based customer communication: Cross selling The Internet is used to collect information other than the individual product/service range The Internet is used to address a wide range of products 2 More efficient contact: Cost savings The Internet is a low-cost sales channel Option to provide individualized information (example mail-order: Catalogues tailored to customer profiles) 3

Enhanced loyalty: Changing occasional customers into loyal customers

Internet as convenience channel

Individual communication, e.g. my.com sites

Information-based value-added services

Broad-based customer communication: Cross selling

The Internet is used to collect information other than the individual product/service range

The Internet is used to address a wide range of products

More efficient contact: Cost savings

The Internet is a low-cost sales channel

Option to provide individualized information (example mail-order: Catalogues tailored to customer profiles)

B. Project objectives and scope Discussion_Paper_SAG.ppt

The strategic goals aim at sustainable growth and profitability Discussion_Paper_SAG.ppt Enhance identification, segmentation, conquest and loyalty of customers Strategic goals of CRM Having a clear idea of the customers’ current and future needs Reinforcing the awareness of the Group and of its service mix Increasing customer satisfaction Responding quickly and efficiently to the customer bearing in mind its economic value Source: Roland Berger & Partners

The project objectives aim at a seamless implementation of CRM from vision to systems integration Discussion_Paper_SAG.ppt CRM project objectives Source: Roland Berger & Partners Create a strong CRM vision and focus areas with highest business potential Translate CRM vision into bold CRM strategy combined with a customized technology concept Ensure a sustainable implementation supported by reliable CRM processes and systems

The project covers the entire business-channel matrix with CRM applications to attract, penetrate and retain customers Discussion_Paper_SAG.ppt CRM applications Personalized customer dialogue Personalized offerings Customer retention module Direct Own concess SIVA INTERBANCO COMEPOR Channel Business Business-channel matrix 3rd party concess. MULTIRENT Tele- mktg. Promo- tors Inter- banco Multi- rent Inter- net Stores Inter- national LGA SIXT RETALHO                                 Example Source: Roland Berger & Partners

CRM applications

Personalized customer dialogue

Personalized offerings

Customer retention module

C. Approach Discussion_Paper_SAG.ppt

The approach to define and implement Customer Relationship Management consists of three phases Discussion_Paper_SAG.ppt Implementation Objectives Target setting CRM strategy and technology concept 1 2 3 Analysis of customer requirements Benchmarking and Best Practice analysis Evaluation of existing CRM measures Development of CRM vision and target system Estimation of potentials Source: Roland Berger & Partners Development of a detailed CRM strategy within the overall sales & marketing strategy Personal customer dialogue Personalized offerings Customer retention Designing a technology concept in co-operation with CRM systems providers Set up of detailed CRM business case Implementation of CRM strategy and technology concept (work program to be detailed during phase II)

Analysis of customer requirements

Benchmarking and Best Practice analysis

Evaluation of existing CRM measures

Development of CRM vision and target system

Estimation of potentials

Development of a detailed CRM strategy within the overall sales & marketing strategy

Personal customer dialogue

Personalized offerings

Customer retention

Designing a technology concept in co-operation with CRM systems providers

Set up of detailed CRM business case

Implementation of CRM strategy and technology concept (work program to be detailed during phase II)

The customer relationship management strategy can be ready for implementation in 4.5 months Discussion_Paper_SAG.ppt Project month Activity 1 2 1 Target setting 2. CRM strategy Personal customer dialogue Personalized offerings Customer retention program Process and organizational implications Pilot implementation 3. Technology concept IT-Audit Data-model and IT-infrastructure plan Software and service provider selection 4. Implementation 3 4 Source: Roland Berger & Partners Timing 5

1 Target setting

2. CRM strategy

Personal customer dialogue

Personalized offerings

Customer retention program

Process and organizational implications

Pilot implementation

3. Technology concept

IT-Audit

Data-model and IT-infrastructure plan

Software and service provider selection

4. Implementation

C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation Discussion_Paper_SAG.ppt

Key questions „target setting“ What customer segments are addressed by the CRM strategy and what are the segment-specific customer requirements ? Which benchmarks and best practices can be derived from automotive and non-automotive CRM applications? How is current customer information deficit to be tackled? To what extent can the project build upon existing CRM measures in the Group? What is the vision as the guideline to define the CRM strategy? What are quantified and measurable targets to evaluate business options and to track the implementation process in a consistent way? What overall business potential (additional revenues and improved margins) is associated with the implementation of CRM? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

What customer segments are addressed by the CRM strategy and what are the segment-specific customer requirements ?

Which benchmarks and best practices can be derived from automotive and non-automotive CRM applications?

How is current customer information deficit to be tackled?

To what extent can the project build upon existing CRM measures in the Group?

What is the vision as the guideline to define the CRM strategy?

What are quantified and measurable targets to evaluate business options and to track the implementation process in a consistent way?

What overall business potential (additional revenues and improved margins) is associated with the implementation of CRM?

The „target setting“ phase can be completed within 4 weeks (1) Discussion_Paper_SAG.ppt Project week Activity 1 2 3 4 Work schedule „target setting“ 1. Analysis of customer requirements Definition of relevant customer segments for the CRM strategy Identification of segment specific requirements with regard to CRM applications 2. Benchmarking and Best Practice Analysis Identification of relevant benchmarking targets Gathering of bechmarking data from RB&P databases and external sources Definition of relevant benchmarks and best practices 3. Evaluation of existing CRM measures Analysis of existing point-of-contact structure of customers Documentation and evaluation of existing CRM activities Source: Roland Berger & Partners

1. Analysis of customer requirements

Definition of relevant customer segments for the CRM strategy

Identification of segment specific requirements with regard to CRM applications

2. Benchmarking and Best Practice Analysis

Identification of relevant benchmarking targets

Gathering of bechmarking data from RB&P databases and external sources

Definition of relevant benchmarks and best practices

3. Evaluation of existing CRM measures

Analysis of existing point-of-contact structure of customers

Documentation and evaluation of existing CRM activities

The „target setting“ phase can be completed within 4 weeks (2) Discussion_Paper_SAG.ppt Project week Activity Work schedule „target setting“ 4. Development of the CRM vision and target system Break down of CRM goals into detailed targets Definition of target weights and measures Set up of balanced score card for entire project 5. Estimation of potentials Estimation of segment-specific revenue and margin improvements Rough assessment of cost and investment requirements 1 2 3 4 Source: Roland Berger & Partners

4. Development of the CRM vision and target system

Break down of CRM goals into detailed targets

Definition of target weights and measures

Set up of balanced score card for entire project

5. Estimation of potentials

Estimation of segment-specific revenue and margin improvements

Rough assessment of cost and investment requirements

The analysis of customer requirements will deliver segment-specific CRM related needs Discussion_Paper_SAG.ppt Business to business Business to consumer Cost reduction Reduction of processing times Service degree/access to services Convenience Information "on demand" Individual problem solving Entertainment Price advantages Customer needs Quality of service Efficiency improvement Innovative business models Customer loyalty/penetration Reach new customers Brand image Objectives 1) Fleets/direct customers Source: Roland Berger & Partners

Cost reduction

Reduction of processing times

Service degree/access to services

Convenience

Information "on demand"

Individual problem solving

Entertainment

Price advantages

Quality of service

Efficiency improvement

Innovative business models

Customer loyalty/penetration

Reach new customers

Brand image

Benchmarking and best practice analysis will reveal feasible and attractive CRM opportunities Discussion_Paper_SAG.ppt … Example: CRM related content at Porsche Post cards Via e-mail Collects sender and recipient addresses Company links No data entry Personalization via cookies only Travel club Different travel offers Online application Total personalization Porsche newsletter Newsletter subscription Collects e-mail addresses Guest book No personalization since only entry of name required Games Simple little games Personal information entry required in order to be listed in high score tables Source: Roland Berger & Partners

Post cards

Via e-mail

Collects sender and recipient addresses

Company links

No data entry

Personalization via cookies only

Travel club

Different travel offers

Online application

Total personalization

Porsche newsletter

Newsletter subscription

Collects e-mail addresses

Guest book

No personalization since only entry of name required

Games

Simple little games

Personal information entry required in order to be listed in high score tables

Transferable best practices can also be derived from non-automotive benchmarking targets Discussion_Paper_SAG.ppt Bonus program Customer-specific Customer segment-specific No customiz-ation Own product/ service range Entire demand range Degree of individuality Degree of demand coverage Holistic CRM players Cross-selling No Yes Source: Roland Berger & Partners

Particularly the airline industry is leapfrogging the development in customer retention programs including personalized services for target segments Discussion_Paper_SAG.ppt American Airlines Internet market entry of www.aa.com in 1995 Objectives: Online bookings from US$ 1.7 m per day (max.) in 1998 up to US$ 500 m total in 1999, further expansion of one-to-one customer customer relations Earning miles: Fly (AA, BA, Canadian Airlines, Cathay Pacific, Finnair, Iberia, Quantas Airlines, Japan Airlines, Swissair, etc.) Each Internet visitor receives an offer tailored to her/his history and individual profile At present, there are > 35 m AAdvantage-members, 1.7 m of which have already visited the Internet website General information Product/service range and partners Personalized Internet services Success Hotels (Best Western, Holiday Inn, etc.) Car rentals (Alamo, Avis, Hertz, etc.) Shopping (Golf, Dining, etc.) Using miles: Fly, hotels, car rentals, trips Top-tier Aadvantage members have access to a personalized AA page More than 35 % of the top-tier members use the online offer Record-booking day 1998: US$ 1.7 m Source: Roland Berger & Partners

American Airlines

Internet market entry of www.aa.com in 1995

Objectives: Online bookings from US$ 1.7 m per day (max.) in 1998 up to US$ 500 m total in 1999, further expansion of one-to-one customer customer relations

Earning miles:

Fly (AA, BA, Canadian Airlines, Cathay Pacific, Finnair, Iberia, Quantas Airlines, Japan Airlines, Swissair, etc.)

Each Internet visitor receives an offer tailored to her/his history and individual profile

At present, there are > 35 m AAdvantage-members, 1.7 m of which have already visited the Internet website

Hotels (Best Western, Holiday Inn, etc.)

Car rentals (Alamo, Avis, Hertz, etc.)

Shopping (Golf, Dining, etc.)

Using miles:

Fly, hotels, car rentals, trips

Top-tier Aadvantage members have access to a personalized AA page

More than 35 % of the top-tier members use the online offer

Record-booking day 1998: US$ 1.7 m

The points-of-contact analysis is supported by specific tools and results in a rough estimate of how CRM functions can be optimally applied Discussion_Paper_SAG.ppt Segment-specific points-of-contact analysis supported by tools Transaction Channels Internet Call center Sales force Logistics services Presales Sales After-sales Customer segment A Customer segment B Customer segment C Points-of-contact tool What are the points of contact? What information is generated at these points? How is this information aggregated/ evaluated/utilized? What additional information should be collected (cost orientation)? What further points of contact should be set up? What analysis results are to be expected from the future information base? How wide/detailed are future customer profiles? What is the presumed frequency/intensity of the points of contact? Etc. Source: Roland Berger & Partners

What are the points of contact?

What information is generated at these points?

How is this information aggregated/ evaluated/utilized?

What additional information should be collected (cost orientation)?

What further points of contact should be set up?

What analysis results are to be expected from the future information base?

How wide/detailed are future customer profiles?

What is the presumed frequency/intensity of the points of contact?

Existing CRM activities will be evaluated in terms of their potential of being integrated into the overall CRM strategy Discussion_Paper_SAG.ppt Life cycle management Information and complaint mangement Customer service concept Segment-specific programs Source: Roland Berger & Partners Lack of strategic direction and process orientation Customer life cycle management Prospective customer service Customer service pre-sales Customer service after sales New customer program Reactivation/recovery programs Vehicle cycle management Service card (planned first upgrade) Service program Segment II/III Integrated customer life and vehicle cycle management Service card (planned second upgrade) Information management Prospective customer service Complaint management Definition of response times Catalog of rules for cooling off customers Proactive reactivation/recovery appeal Trade service program Customer retention Service coupons Service program New media/electronics Real-space worlds – Forum – Representation – Forum for technology/history A Plus expanded services – Tourism – Expansion of assistance Brand/oldtimer club Mobility guarantee Premium program VIP service Other customer groups Companies – Fleet management – Industrial customer service – Major customer service Taxi customers – Taxi customer program Age group program Youth Youth program Project example: Analysis of existing CRM activities for premium OEM

Customer life cycle management

Prospective customer service

Customer service pre-sales

Customer service after sales

New customer program

Reactivation/recovery programs

Vehicle cycle management

Service card (planned first upgrade)

Service program Segment II/III

Integrated customer life and vehicle cycle management

Service card (planned second upgrade)

Information management

Prospective customer service

Complaint management

Definition of response times

Catalog of rules for cooling off customers

Proactive reactivation/recovery appeal

Trade service program

Customer retention

Service coupons

Service program

New media/electronics

Real-space worlds – Forum – Representation – Forum for technology/history

A Plus expanded services – Tourism – Expansion of assistance

Brand/oldtimer club

Mobility guarantee

Premium program

VIP service

Other customer groups

Companies – Fleet management – Industrial customer service – Major customer service

Taxi customers – Taxi customer program

Age group program

Youth

Youth program

The vision will define the future positioning towards the customer relationship Discussion_Paper_SAG.ppt Address attractive customer segments in many parts of the demand range Cover product/service range with the help of partners Establish and trade own currency (e.g. "Miles", "Buxx") Personalize offer and pricing based on customer behavior Use the Internet (via different access media) as main channel to reach the customer Cut other companies from customer access Customer retention vision 2005: “Total Customer Ownership” CRM player A Financial Service Mobile telecom. Gro- ceries Ele-tronics Mobility CD/ books Personalized offer Source: Roland Berger & Partners CRM player C CRM player B Illustrative

Address attractive customer segments in many parts of the demand range

Cover product/service range with the help of partners

Establish and trade own currency (e.g. "Miles", "Buxx")

Personalize offer and pricing based on customer behavior

Use the Internet (via different access media) as main channel to reach the customer

Cut other companies from customer access

Discussion_Paper_SAG.ppt The evaluation of the target system will allow the definition of a clear hierarchical order…. Target system CRM strategy (1) Source: Roland Berger & Partners Illustrative Increase shareholder value Improve profitability Sustain growth Overall General Operating Product - specific

… that will translate into a scorecard required in the first phase to evaluate business options Discussion_Paper_SAG.ppt Target system CRM strategy (2) Phase 1 Objective Weight Objective Sub-objective 1 Operating objective Operating objective … Sub-objective 2 Operating objective Operating objective … 0,5 0,2 0,05 0,1 0,3 0,15 0,1 Evaluate business options Phase 2 Phase 3 Monitoring … Implementation milestones Derive performance targets from selected business options Source: Roland Berger & Partners Performance measure … Today … Goal … When … Illustrative

Objective

Sub-objective 1

Operating objective

Operating objective

…

Sub-objective 2

Operating objective

Operating objective

…

The individual weights of the targets will be defined interactively and represent their relative importance MUC-0260-90099-02-72a.ppt Project example: target system for e-commerce strategy Increase shareholder- value Improve profitability (31%) Strengthen brands (35%) Increase channel control (34%) Avoidance of lost sales (7%) Increase of sales (6%) ECOM ROI (6%) Channel cost reduction (6%) Improved planning (6%) Customer retention (8%) Conquest (7%) Image contribution (7%) Web-site fidelity (6%) Compliance with brand strategy (7%) Control of customer data/ prospects (9%) Service quality (7%) Group-coherent offering (6%) Top-3 competitive offer (5%) Time-to-market (7%) Source: Roland Berger & Partners Example

Avoidance of lost sales (7%)

Increase of sales (6%)

ECOM ROI (6%)

Channel cost reduction (6%)

Improved planning (6%)

Customer retention (8%)

Conquest (7%)

Image contribution (7%)

Web-site fidelity (6%)

Compliance with brand strategy (7%)

Control of customer data/ prospects (9%)

Service quality (7%)

Group-coherent offering (6%)

Top-3 competitive offer (5%)

Time-to-market (7%)

In the course of the actual potential estimation, parts of the customer strategy development have to be anticipated Discussion_Paper_SAG.ppt Segment-specific estimation of potential [Based on business plan] Prod./serv. range Segment A B C D Result spectrum Spectrum to be addressed N Focus segments Trans- action Channels Internet Call center Sales force Logistics services Presales Sales After-sales Expected sales (at optimum CRM use) Cost Realistic CRM potential Estimating segment- specific potential Identifying focus segments Estimating CRM cost Etc. Frequency Degree of individualization etc. Source: Roland Berger & Partners Prod./service range Segment A B C D Own product/ service range Spectrum to be addressed N

Frequency

Degree of individualization

etc.

C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation Discussion_Paper_SAG.ppt

Key questions „CRM strategy and technology concept“ What are the opportunities to intensify the dialogue with the customer and improve customer knowledge to increase customer loyalty and cross-selling? What are the most promising business options to develop personalized customer benefits through customized offers and value added services? What are the most promising business options to establish an ongoing customer relationship through customer retention programs ? What are the necessary adaptations in processes and organizational structure to implement CRM? What is the main impact on the existing IT-Infrastructure due to “translating” strategy definitions in IT-Logic? Which functionality could be implemented by choosing “ best of bread ” software components? What efforts have to be done to reach quick and lasting results in a stable IT-environment? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

What are the opportunities to intensify the dialogue with the customer and improve customer knowledge to increase customer loyalty and cross-selling?

What are the most promising business options to develop personalized customer benefits through customized offers and value added services?

What are the most promising business options to establish an ongoing customer relationship through customer retention programs ?

What are the necessary adaptations in processes and organizational structure to implement CRM?

What is the main impact on the existing IT-Infrastructure due to “translating” strategy definitions in IT-Logic?

Which functionality could be implemented by choosing “ best of bread ” software components?

What efforts have to be done to reach quick and lasting results in a stable IT-environment?

D.2.1 CRM strategy Discussion_Paper_SAG.ppt

The CRM strategy can be completed within 14 weeks Discussion_Paper_SAG.ppt Work schedule "CRM strategy" Source: Roland Berger & Partners Project week Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1. Personal customer dialogue Concept Pilot implementation 2. Personalized offerings Concept Pilot implementation 3. Customer retention program Concept Pilot implementation 4. Process and organizational implications

1. Personal customer dialogue

Concept

Pilot implementation

2. Personalized offerings

Concept

Pilot implementation

3. Customer retention program

Concept

Pilot implementation

Four steps will derive a winning CRM strategy Discussion_Paper_SAG.ppt Personal customer dialogue Personalized offerings Customer retention Process and organizatinal implications Develop business options per action field Content Contact frequency Customer contact points Evaluate and select busi-ness options according to the target system Develop criteria catalogue for the technology concept Derive control measures Define core competencies/ make-or-buy Integrate external service providers Define processes/ process changes, clearly integrated into existing marketing & sales processes Derive organizational structure Change management/ transformation Develop business options per action field Bonus programmes Communities My.com sites etc. Evaluate and select busi-ness options according to the target system Detail business options Scope (customer seg-ments/ business units) Content Functions/processes Partnering concept Business plan Develop business options per action field Products-/services range Cross-selling Degree of individualiza-tion Evaluate and select busi-ness options according to the target system Detail business options Customer contact/ fore-casting Partnering concept Business plan Project approach CRM strategy development Source: Roland Berger & Partners

Develop business options per action field

Content

Contact frequency

Customer contact points

Evaluate and select busi-ness options according to the target system

Develop criteria catalogue for the technology concept

Derive control measures

Define core competencies/ make-or-buy

Integrate external service providers

Define processes/ process changes, clearly integrated into existing marketing & sales processes

Derive organizational structure

Change management/ transformation

Develop business options per action field

Bonus programmes

Communities

My.com sites

etc.

Evaluate and select busi-ness options according to the target system

Detail business options

Scope (customer seg-ments/ business units)

Content

Functions/processes

Partnering concept

Business plan

Develop business options per action field

Products-/services range

Cross-selling

Degree of individualiza-tion

Evaluate and select busi-ness options according to the target system

Detail business options

Customer contact/ fore-casting

Partnering concept

Business plan

How to individualize customer contact: Personal customer dialogue Discussion_Paper_SAG.ppt

Key questions „Personal customer dialogue“ Based on the customer contact analysis of phase I: At which contact points should the customer dialogue be intensified? Are the current contact points sufficient? What are additional opportunities to contact the customer in the most efficient way to further increase customer loyalty and cross-selling? What are the data requirements for an efficient customer dialogue? Which techniques should be applied in order to forecast customer buying behavior ? What are the necessary adaptations among the different companies within the Group in terms of customer contact points, content and contact frequency in order to ensure maximum efficiency of the customer dialogue? What are the appropriate control measures to safeguard the achievement of the targets set in phase I? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

Based on the customer contact analysis of phase I: At which contact points should the customer dialogue be intensified? Are the current contact points sufficient? What are additional opportunities to contact the customer in the most efficient way to further increase customer loyalty and cross-selling?

What are the data requirements for an efficient customer dialogue? Which techniques should be applied in order to forecast customer buying behavior ?

What are the necessary adaptations among the different companies within the Group in terms of customer contact points, content and contact frequency in order to ensure maximum efficiency of the customer dialogue?

What are the appropriate control measures to safeguard the achievement of the targets set in phase I?

The personal customer dialogue concept can be completed within 6 weeks Discussion_Paper_SAG.ppt Project week Activity 1 2 3 4 5 6 1. Development of business options for personal customer dialogue Assessment of the current personal dialogue activities among the Group’s companies based on the results of phase I Selection of the relevant focus action fields Development of business options per action field (across companies/ company-specific) Evaluation and selection of the business options according to the target system 2. Development of a criteria catalogue for the technology concept Define data requirements and layout customer database Cross-check with data availability Data aggregation/networking Definition of analysis and forecasting routines 3. Definition of control measures Definition of the appropriate control measures per business option Establish reporting routines 4. Pilot implementation Source: Roland Berger & Partners Work schedule „Personal customer dialogue“

1. Development of business options for personal customer dialogue

Assessment of the current personal dialogue activities among the Group’s companies based on the results of phase I

Selection of the relevant focus action fields

Development of business options per action field (across companies/ company-specific)

Evaluation and selection of the business options according to the target system

2. Development of a criteria catalogue for the technology concept

Define data requirements and layout customer database

Cross-check with data availability

Data aggregation/networking

Definition of analysis and forecasting routines

3. Definition of control measures

Definition of the appropriate control measures per business option

Establish reporting routines

4. Pilot implementation

CRM business models will be defined for existing and new products and services Discussion_Paper_SAG.ppt New business models Current product services Personal dialogue Personalized offers Customer retention 1 2 3 Flexible leasing offers Service reminder Smart bonus card Source: Roland Berger & Partners

For the strategically most attractive action fields several business options will be developed Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Lifestyle-oriented newsletter with content partners Lifestyle-oriented newsletter without partners … Indirect customers captive Expected impact from changes Change effort Neither time nor resource intensive Either time or resource intensive Time and resource intensive Evolution Trans-formation Revolu-tion Front-office Newsletter with mainly product-oriented content 1 2 3 Illustrative

The business options developed are evaluated in qualitative terms in consideration of the target system Discussion_Paper_SAG.ppt Qualitative evaluation of business options Product-oriented newsletter … Lifestyle-oriented news- letter without partners Business options Weighting Criteria Potential to conquer new customers 0.3 Total Source: Roland Berger & Partners Sales potential 0.2 Efficiency increase 0.2 Customer retention 0.25 + o + o o ++ o ++ Illustrative

Potential to conquer new customers

Sales potential

Efficiency increase

Customer retention

The evaluation according to the target system ensures stringent prioritization across all project modules Discussion_Paper_SAG.ppt Improve profitability Strengthen brands Increase channel control Positive impact No impact Increase of sales ROI Channel cost reduction Improved planning Customer retention Conquest Image contribution Web- site fidelity Compliance with brand strategy Control of customer data/prospects Service quality Group coherent offering Top 3 competitive offer Time-to market Avoidance of lost sales E-fleet ordering On-line service appointments Priority 1 Priority 2 Evaluation of B2B options versus target system Σ 11.5 Flexible fleet 9 On-line test drive booking 9.5 9 Source: Roland Berger & Partners Project example

A customer data model allows high-quality data analysis and enormously reduces data maintenance work Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Customer data model Value creation through customer data model High-quality data analysis Reduce data maintenance CRM system country A CRM system country B CRM system country C Country-specific adaptation of data Basis for CRM processes Unique and minimal definition of persons/individuals, attributes, code structures, and relationships Project example

The relationality of the customer database allows comprehensive data management Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Database structure Model Partner-vehicle relation Partner vehicle service Vehicle Company Exclusion flags Partner service Person Lifestyle Partner-dealer relation Contact Partner-address relation Address Dealer Case Contact case relation Campaign Project example

How to maximize customer benefits: Personalized offerings Discussion_Paper_SAG.ppt

Key questions „Personalized offerings“ What are the most promising products and services for personalization to maximize customer benefits and thus increase customer loyalty and cross-selling? What is the optimum degree of personalization with regard to the requirements and potentials of the different customer segments? How can the input from personal customer dialogue be utilized to forecast customer buying behavior and thus optimize the efficiency of the product’s/services’ customization? To what extent should external partners be involved to complement the existing product/service range to further increase customer benefits? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

What are the most promising products and services for personalization to maximize customer benefits and thus increase customer loyalty and cross-selling?

What is the optimum degree of personalization with regard to the requirements and potentials of the different customer segments?

How can the input from personal customer dialogue be utilized to forecast customer buying behavior and thus optimize the efficiency of the product’s/services’ customization?

To what extent should external partners be involved to complement the existing product/service range to further increase customer benefits?

The module “Personalized offerings” can be completed within 6 weeks Discussion_Paper_SAG.ppt Project week Activity 4 5 6 7 8 9 1. Development of business options for personalized offerings Screening of current product and service range to determine the products and services with the highest potential for personalization Development of business options for the defined products and services Definition of the optimum degree of personalization with regard to the requirements and potentials of the different customer segments Evaluation and selection of the business options according to the target system 2.Detailing selected business options for implementation Synchronization with personal customer dialogue in terms of contacting customers and forecasting customer buying behavior Partnering concept to complement offers and fulfillment Development of a business plan per business option 3. Pilot implementation Source: Roland Berger & Partners Work schedule „Personalized offerings“

1. Development of business options for personalized offerings

Screening of current product and service range to determine the products and services with the highest potential for personalization

Development of business options for the defined products and services

Definition of the optimum degree of personalization with regard to the requirements and potentials of the different customer segments

Evaluation and selection of the business options according to the target system

2.Detailing selected business options for implementation

Synchronization with personal customer dialogue in terms of contacting customers and forecasting customer buying behavior

Partnering concept to complement offers and fulfillment

Development of a business plan per business option

3. Pilot implementation

The Internet is a key lever for personalized offerings Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Content Processes/functions Demarcating the field of application in terms of product/service range and focus segments Defining control ratios for the degree of individualization, e.g. Status (sales) Potential Internet affinity Contact frequency Designing the Internet points of contact, e.g. IT-based value-added services Pricing Product/service range Rewarding Templates for my.com site Detailed trigger definition (acting vs. reacting) Finding partners for external services and logistics requirements Processes Integration into existing sales/marketing processes If necessary, defining new processes (e.g. logistics, individualized production) IT infrastructure focusing on the Internet and database marketing Implementation within the organization

Demarcating the field of application in terms of product/service range and focus segments

Defining control ratios for the degree of individualization, e.g.

Status (sales)

Potential

Internet affinity

Contact frequency

Designing the Internet points of contact, e.g.

IT-based value-added services

Pricing

Product/service range

Rewarding

Templates for my.com site

Detailed trigger definition (acting vs. reacting)

Finding partners for external services and logistics requirements

Processes

Integration into existing sales/marketing processes

If necessary, defining new processes (e.g. logistics, individualized production)

IT infrastructure focusing on the Internet and database marketing

Implementation within the organization

Dependant on the perceived customer benefit and the necessary change effort the most promising business options for personalized offers will be selected Discussion_Paper_SAG.ppt Selection criteria personalized offers high low Perceived customer benefit through level of differentiation low high Change effort Processes Resources Time Source: Roland Berger & Partners Your personal assistant Flexible leasing Personalized e-mail newsletter Recall & service bulletins Online vehicle history Illustrative

Change effort

Processes

Resources

Time

Discussion_Paper_SAG.ppt The selected business options will be assessed in detail Overview of “Flexible fleet” process Leasing program with no predefined vehicle On-line functionality provides users with the opportunity of choosing cars from a car pool Strict data tracking provides insights into customer behavior and serves as input for a learning customer rela-tionship Company site Fleet manager Fleet user Leasing company Logs into NSC site Requests car Validation procedure Eligibility check Car availability Proposal for availability and “price” Choice Confirmation Forwarding For scheduling pick-up For records/admini-strative procedures Source: Roland Berger & Partners Project example

Leasing program with no predefined vehicle

On-line functionality provides users with the opportunity of choosing cars from a car pool

Strict data tracking provides insights into customer behavior and serves as input for a learning customer rela-tionship

Logs into NSC site

Requests car

How to develop ongoing customer relationship: Customer retention Discussion_Paper_SAG.ppt

Key questions „Customer retention “ What are the most promising business options to establish an ongoing customer relationship through customer retention programs ? What are the criteria to be applied for customer segmentation to release the maximum potential of the customer retention program? How does the ideal partnering concept look like to complement the companie’s program in terms of content, reach and fulfillment? What is the most promising branding concept? What are the requirements in terms of database structure to most efficiently support the retention program and leverage the additional data generated with regard to a learning customer relationship? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

What are the most promising business options to establish an ongoing customer relationship through customer retention programs ?

What are the criteria to be applied for customer segmentation to release the maximum potential of the customer retention program?

How does the ideal partnering concept look like to complement the companie’s program in terms of content, reach and fulfillment? What is the most promising branding concept?

What are the requirements in terms of database structure to most efficiently support the retention program and leverage the additional data generated with regard to a learning customer relationship?

The module “Customer retention” can be completed within 6 weeks Discussion_Paper_SAG.ppt Project week Activity 7 8 9 10 11 12 1. Development of business options for customer retention programs Screening of alternative customer retention concepts Benchmarking of best practices from automotive and non-automotive companies Description of feasible business options Evaluation and selection of the business options according to the target system 2. Detailing selected business options for implementation Define scope (customer segments/companies included) and content of the retention program Detail underluying processes and functions Partnering concept to complement the companie’s program in terms of content, reach and fulfillment Definition of database requirements for data support and optimum utilization of data generated Business plan development 3. Pilot implementation Source: Roland Berger & Partners Work schedule „Customer retention“

1. Development of business options for customer retention programs

Screening of alternative customer retention concepts

Benchmarking of best practices from automotive and non-automotive companies

Description of feasible business options

Evaluation and selection of the business options according to the target system

2. Detailing selected business options for implementation

Define scope (customer segments/companies included) and content of the retention program

Detail underluying processes and functions

Partnering concept to complement the companie’s program in terms of content, reach and fulfillment

Definition of database requirements for data support and optimum utilization of data generated

Business plan development

3. Pilot implementation

A successful customer retention program requires the use of smartcards Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Content Processes/functions IT infrastructure Establishing the bonus program, incl. rewarding and status concept Cost-benefit check Database-marketing concept Defining card functions, e.g. Identification Payment function etc. Specifying card processes, esp. Processing of applications Billing Service centers Designing a card concept, incl. Card type (chip, magnet, hybrid) Reading/writing devices Card management system IT infrastructure (safety, interface integration, etc.) Susan Sample Gold member 6653 1239 3976

Establishing the bonus program, incl. rewarding and status concept

Cost-benefit check

Database-marketing concept

Defining card functions, e.g.

Identification

Payment function

etc.

Specifying card processes, esp.

Processing of applications

Billing

Service centers

Designing a card concept, incl.

Card type (chip, magnet, hybrid)

Reading/writing devices

Card management system

IT infrastructure (safety, interface integration, etc.)

Lufthansa’s “Miles&More” is an example for a comprehensive and highly successful customer retention program Discussion_Paper_SAG.ppt Customer segmentation Customer retention program Systems Partnering Source: Roland Berger & Partners Customer segmentation according to flight miles with Lufthansa or partnering airlines Differentiated customer contact concept: Communication budget Frequent travellers: 43 DM p.a. Basic customer: 6 DM/p.a. Miles & More loyalty program for frequent travellers 3.6 million members, thereof 1.6 million active members 220.000 frequent travellers Increase in frequent travellers ~20 % p.a. Database management and IT-systems as a core competence within the marketing & sales organization Continuous extension extension of the loyalty program through broad-scale partnering concept Star Alliance Hotels Car rental companies ... Benchmark

Customer segmentation according to flight miles with Lufthansa or partnering airlines

Differentiated customer contact concept: Communication budget

Frequent travellers: 43 DM p.a.

Basic customer: 6 DM/p.a.

Miles & More loyalty program for frequent travellers

3.6 million members, thereof

1.6 million active members

220.000 frequent travellers

Increase in frequent travellers ~20 % p.a.

Database management and IT-systems as a core competence within the marketing & sales organization

Continuous extension extension of the loyalty program through broad-scale partnering concept

Star Alliance

Hotels

Car rental companies

...

Communities like the “BMW drivercircle” are innovative, target group-oriented customer retention programs using the interactive potential of the Internet Discussion_Paper_SAG.ppt BMW drivercircle community Live-chat with BMW managers Contact with other 7-series drivers ("Web-community") News and innovations concerning 7-series Personal e-mail account Direct connection to BMW Check vehicle-manu-facturing schedule Information about BMW employees, plants ... (Access with password only for 7-series drivers ) Source: Roland Berger & Partners Benchmark

Direct connection to BMW

Check vehicle-manu-facturing schedule

Information about BMW employees, plants ...

A personalized portal is a powerful tool to increase customer loyalty as well as to attract and conquer new customers Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Personalized portal My Link to Info-Terminal My Stocks Auctions Travel / Ticketing Direct-Banking People & Chat My Chat Shopping My Weather My News My Sports My TV Listings My Horoscope Yellow Pages Region City Communities TK & IT Flirt Search Engine / My Searches My Reminders / My Favorite Links Illustrative

Process and organizational implications Discussion_Paper_SAG.ppt

Key questions „Process and organizational implications“ What are current or future core competencies to be safeguarded respectively further extended? What are possible areas for integrating external service providers to complement the companie’s competencies, based on a make-or-buy decision ? How do future CRM processes and their interlinkages with the existing marketing and sales processes look like? What are the necessary process adaptations ? What are the implications on the organizational structure ? What is the role of change management to ensure a smooth transformation towards the implementation of CRM? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

What are current or future core competencies to be safeguarded respectively further extended?

What are possible areas for integrating external service providers to complement the companie’s competencies, based on a make-or-buy decision ?

How do future CRM processes and their interlinkages with the existing marketing and sales processes look like? What are the necessary process adaptations ?

What are the implications on the organizational structure ?

What is the role of change management to ensure a smooth transformation towards the implementation of CRM?

The module “Process and organizational implications” can be completed within 4 weeks Discussion_Paper_SAG.ppt Project week Activity 11 12 13 14 1. Definition of the optimum degree of vertical integration Definition of core competencies Make-or-buy analysis Screening potential external partners 2. Assessment of core CRM processes and process changes Definition of core CRM processes in terms of information and transaction Analysis of interlinkages with the existing marketing & sales processes Derive necessary process adaptations 3. Implications on the organizational structure Definition of necessary functional competencies and capacities Integration of CRM into existing marketing & sales organizational structure Work schedule „Process and organizational implications“ Source: Roland Berger & Partners

1. Definition of the optimum degree of vertical integration

Definition of core competencies

Make-or-buy analysis

Screening potential external partners

2. Assessment of core CRM processes and process changes

Definition of core CRM processes in terms of information and transaction

Analysis of interlinkages with the existing marketing & sales processes

Derive necessary process adaptations

3. Implications on the organizational structure

Definition of necessary functional competencies and capacities

Integration of CRM into existing marketing & sales organizational structure

CRM is a key process within marketing & sales Discussion_Paper_SAG.ppt Maximum value creation per customer for all products/services Maximize market value Zero-defect delivery Increase loyalty/ conquer target customers Minimum processing time with maximum demand satisfaction Brand management Product-/services lifecycle management Customer relationship management Sales planning/control and "order-to-delivery" Services ET/accessories ... NSC, importer Retail New/pre-owned vehicles Sales + Service Fleet business Direct business (e-commerce) Area sales Source: Roland Berger & Partners Project example

Fleet business

Direct business (e-commerce)

Area sales

The core processes will be mapped in detail with special regard to the customer data flow Discussion_Paper_SAG.ppt Monitor delivery Data flow E-fleet ordering Provides access code Receives basic customer data, saves car request Receives customer data, car request Provides saved car configura- tion Receives customer information/ order details from order form Receives order form for approval Receives order form for approval Receives approval Receives order for records Receives order for delivery scheduling Receives order for records Provides deli- very data to customer Source: Roland Berger & Partners Pre-sales Sales Fleet manager Dealer Leasing company NSC Project example

The necessary organizational structure will be derived in order to establish CRM Discussion_Paper_SAG.ppt Dimensioning sales initiation phase Task Capacity General Manager ECOM Region / Market Manager Quality Manager ECOM (QME)/ ECOM Platform Manager Toolbox Concept Manager Partnership Manager ECOM-Technology / IT-Manager ECOM-Controller Secretary Total 1 5 1 2 1 2 1 1 14 Dimensioning direct sales phase Task Capacity General Manager ECOM Region / Market Manager ECOM Sales Manager Quality Manager ECOM (QME)/ ECOM Platform Manager Toolbox Concept Manager Partnership Manager ECOM-Technology / IT-Manager ECOM-Controller Secretary Total 1 5 5 3 2 3 4 1 2 26 Source: Roland Berger & Partners Project example

C.2.2 Technology concept Discussion_Paper_SAG.ppt

Key questions „Technology concept“ Which existing IT-Systems are directly affected by implementing a CRM-Strategy? Are there any functionality concerning analysing consumer behaviour and transferring it into transaction oriented consumer response which could not be fulfilled by existing IT-infrastructure? Is there a fit between customizing effort / integration effort and profound benefit analysis? What additional IT-Systems should be implemented following a “best of bread” strategy ? Discussion_Paper_SAG.ppt ? Source: Roland Berger & Partners

Which existing IT-Systems are directly affected by implementing a CRM-Strategy?

Are there any functionality concerning analysing consumer behaviour and transferring it into transaction oriented consumer response which could not be fulfilled by existing IT-infrastructure?

Is there a fit between customizing effort / integration effort and profound benefit analysis?

What additional IT-Systems should be implemented following a “best of bread” strategy ?

Three steps are required to combine the CRM strategy with a sustainable technology concept Discussion_Paper_SAG.ppt IT-Audit Data Model/ IT-Infrastructure Plan Software- / Service-Provider- Selection Pragmatic creation of transparency about existing IT-Systems (Software) Hardware Network, communication protocols etc. Identify all major stake holders who are responsible for implementation and operation of target IT-CRM solutions Translate defined tool-/provider demands into Request For Quotation (RFQ) Identify the best implementation partners based on Broadvision SW-platform Derive milestones / implementation plan Develop holistic data model regarding actual customer profiles defined target systems future CRM-trends (e.g. internet as customer contact point) Identify relevant databases Define “data gap” and provide technical solution for closing the gap Derive target IT-infrastructure plan Source: Roland Berger & Partners

Pragmatic creation of transparency about

existing IT-Systems (Software)

Hardware

Network, communication protocols

etc.

Identify all major stake holders who are responsible for implementation and operation of target IT-CRM solutions

Translate defined tool-/provider demands into Request For Quotation (RFQ)

Identify the best implementation partners based on Broadvision SW-platform

Derive milestones / implementation plan

Develop holistic data model regarding

actual customer profiles

defined target systems

future CRM-trends (e.g. internet as customer contact point)

Identify relevant databases

Define “data gap” and provide technical solution for closing the gap

Derive target IT-infrastructure plan

The technology concept can be completed in 14 weeks in parallel to the CRM strategy development Discussion_Paper_SAG.ppt Project week Activity 1 2 3 4 5 6 1. IT-Audit Development of standardized questionnaire Focus interviews with major stakeholder Description of existing Hard- and Software-Components (CRM-specific IT-Landscape) 2. Design Data-Model and IT-Infrastructure Plan Identification of relevant data and databases (according to defined target systems) Development of database model Identification of data flows and participated IT-Systems Definition Migration-Plan into a target IT-Infrastructure 3. Software and Service Provider selection Development of Request For Quotation´s (RFQ´s) for potential SW-and Service providers Provider/Tool selection Development of implementation plan (in co-operation with SW-Partner) 7 8 9 10 11 Source: Roland Berger & Partners Work schedule „Technology concept“ 12 13 14

1. IT-Audit

Development of standardized questionnaire

Focus interviews with major stakeholder

Description of existing Hard- and Software-Components (CRM-specific IT-Landscape)

2. Design Data-Model and IT-Infrastructure Plan

Identification of relevant data and databases (according to defined target systems)

Development of database model

Identification of data flows and participated IT-Systems

Definition Migration-Plan into a target IT-Infrastructure

3. Software and Service Provider selection

Development of Request For Quotation´s (RFQ´s) for potential SW-and Service providers

Provider/Tool selection

Development of implementation plan (in co-operation with SW-Partner)

C.2.3 Business Case Discussion_Paper_SAG.ppt

All revenue, margin improvement, cost and investment effects are consolidated in to business plan based on different scenarios Discussion_Paper_SAG.ppt Business plan Realistic case Worst case Best case Aggregated cashflow DM m 2001 2002 Sales increase Penetration of existing customers Acquisition of new customers … Efficiency increase Improvement of margin Reduction of process costs Reduction of process times Increased hit-rates … Total cash-in Investment Planning/restructuring EDP (hardware/software) Network Dealer training … Current expenditures Personnel Leasing hardware Software licenses Software updates External providers … Total cash-out Cashflow 2000 2001 … Source: Roland Berger & Partners 2000 Illustrative

Sales increase

Penetration of existing customers

Acquisition of new customers

…

Efficiency increase

Improvement of margin

Reduction of process costs

Reduction of process times

Increased hit-rates

…

Total cash-in

Investment

Planning/restructuring

EDP (hardware/software)

Network

Dealer training

…

Current expenditures

Personnel

Leasing hardware

Software licenses

Software updates

External providers

…

Cost effects and investments are recorded in detail Discussion_Paper_SAG.ppt 1.2.1 Shipping channel Extract Parameter Q 1/00 Q 2/00 Q 3/00 2.1 E-Com phase II 2.1.1 Planning 2.1.1.1 Internal project management 2.1.1.2 Concept development 2.1.1.3 IT-logic 2.1.1.4 DP concept 2.1.1.5 External integration planning 2.1.1.6 Internal integration planning 2.1.1.2 Development environment 2.1.1.2.1 Hardware 2.1.1.2.1.1 Server 2.1.1.2.1.2 Network adapter Fast Ethernet 2.1.1.2.1.3 DAT streamer/accessories 2.1.1.2.1.4 Development clients ... 2.1.1.2.2 Software 2.1.1.2.2.1 Scoring tool 2.1.1.2.2.2 Application server 2.1.1.2.2.3 Performance pack 2.1.1.2.2.4 Designer client 2.1.1.2.2.5 Visual Age for Java 2.1.1.2.2.6 DB2 license 2.1.1.2.2.7 Version system PVCS 2.1.1.2.2.8 Case tool Paradigm Plus 2.1.1.2.2.9 Data warehouse ... MAK 2 MAK 3 MAK 3 MAK 4 EX- MAK 2 MAK 2 1 7 2 15 1 1 15 15 15 1 1 1 2 2 5 3 4 25,400.- 4,000.- 3,000.- 1 2 2 5 5 4 1 0 0 Detailed planning Investments, IT, marketing, operations ... Source : Roland Berger & Partners

1.2.1 Shipping channel

2.1 E-Com phase II

2.1.1 Planning

2.1.1.1 Internal project management

2.1.1.2 Concept development

2.1.1.3 IT-logic

2.1.1.4 DP concept

2.1.1.5 External integration planning

2.1.1.6 Internal integration planning

2.1.1.2 Development environment

2.1.1.2.1 Hardware

2.1.1.2.1.1 Server

2.1.1.2.1.2 Network adapter Fast Ethernet

2.1.1.2.1.3 DAT streamer/accessories

2.1.1.2.1.4 Development clients

...

2.1.1.2.2 Software

2.1.1.2.2.1 Scoring tool

2.1.1.2.2.2 Application server

2.1.1.2.2.3 Performance pack

2.1.1.2.2.4 Designer client

2.1.1.2.2.5 Visual Age for Java

2.1.1.2.2.6 DB2 license

2.1.1.2.2.7 Version system PVCS

2.1.1.2.2.8 Case tool Paradigm Plus

2.1.1.2.2.9 Data warehouse

...

C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation Discussion_Paper_SAG.ppt

For each business model seven internal and external tasks need to be performed for implementation Discussion_Paper_SAG.ppt Project management/ controlling Managing external service providers Management of internal tasks Content management Implement IT plan Marketing planning and implementation Operations support/ hot line Select/management content partners Select implementation partners Business model A Business model B Source: Roland Berger & Partners 1 3 2 4 6 Management of systems integrators 7 5

e-partnering is the approach of Roland Berger & Partners to provide you with an effective partner management framework in Electronic Commerce Discussion_Paper_SAG.ppt e-partnering framework Definition e-partnering is a framework to manage partners and partnership processes effectively in the field of Electronic Commerce Portfolio of partnerships Company profile Name: Field of business: Contact person: Company profile Name: Field of business: Contact person: Strategic partners Operational partners Process of partner management Evaluation Screening/selection Coaching Integration process Mutual evaluation of set targets Identification of weaknesses Continuing/closing partnership Regular meetings Open/continuos exchange of experience ideas Built-up trust Definition of required partner profile Market screening Close partner contracts Definition of interface with partners (contact person, IT etc.) Integration of business processes Identification of latent problems 1 2 3 4 Source: Roland Berger & Partners

Mutual evaluation of set targets

Identification of weaknesses

Continuing/closing partnership

Regular meetings

Open/continuos exchange of experience ideas

Built-up trust

Definition of required partner profile

Market screening

Close partner contracts

Definition of interface with partners (contact person, IT etc.)

Integration of business processes

Identification of latent problems

D. References Discussion_Paper_SAG.ppt

Discussion_Paper_SAG.ppt Roland Berger & Partners have successfully completed numerous project in related issues Selected clients Selected projects Realignment of key marketing processes including CRM at a vehicle manufacturer e-commerce and CRM strategy for a premium manufacturer Organizational realignment of a car rental company Strategic repositioning of a telematics service provider Evaluation of strategic opportunities for the business model of a telematics service provider Marketing concept for automatic toll collection Development of a business model for e-services/telematics Design and implementation of a partnering concept for a telematics service provider Pan-European market study (potential until 2010) for traffic telematics services and systems Selection of a telematics service operator for an OEM ACB/Dürkop (Retailer Group) ALD Audi Auto-By-Tel BMW DaimlerChrysler debis Europcar GEFA General Motors Infos Telematica Johnson Controls Mannesmann Autocom Retailer Groups Sixt Volkswagen No direct matching Source: Roland Berger & Partners

Realignment of key marketing processes including CRM at a vehicle manufacturer

e-commerce and CRM strategy for a premium manufacturer

Organizational realignment of a car rental company

Strategic repositioning of a telematics service provider

Evaluation of strategic opportunities for the business model of a telematics service provider

Marketing concept for automatic toll collection

Development of a business model for e-services/telematics

Design and implementation of a partnering concept for a telematics service provider

Pan-European market study (potential until 2010) for traffic telematics services and systems

Selection of a telematics service operator for an OEM

ACB/Dürkop (Retailer Group)

ALD

Audi

Auto-By-Tel

BMW

DaimlerChrysler

debis

Europcar

GEFA

General Motors

Infos Telematica

Johnson Controls

Mannesmann Autocom

Retailer Groups

Sixt

Volkswagen

Strong internal teaming and external partnering provides one-stop-solutions to our clients Discussion_Paper_SAG.ppt Example: Joint acquisition with CC InfoCom and Lisbon office Automotive expertise Business models Customer segment requirements Sales channel management Know-how from other industries Airlines Banking Healthcare Broad Vision Lucent Technologies Siebel Customer relationship management External partners External partners Ongoing customer relationship 3 4 Developing customer benefits, e.g. Value-added services Customized offers Information analysis Customer profiles Forecasting buying behavior Monitoring success Generating/ recording customer data 2 1 Identification Initial contact with customer 0

Automotive

expertise

Business models

Customer segment requirements

Sales channel management

Know-how from other industries

Airlines

Banking

Healthcare

Broad Vision

Lucent Technologies

Siebel

Developing customer benefits, e.g.

Value-added services

Customized offers

Information

analysis

Customer profiles

Forecasting buying behavior

Monitoring success

Due to its technical expertise, e-commerce experience and business view, the InfoCom CC provides indispensable support for CRM and e-commerce projects Discussion_Paper_SAG.ppt Company-specific, successful CRM and/or e-commerce project Concept for the integration of CRM into the IT environment Utilizing technological benefits of data mining for trigger design Integrating Internet functions and decentralized data storage for data provision concepts Selecting data warehouse and data mining tools and CRM software Designing e-services, value-added Internet services Designing corporate webpages on the Internet Pricing for e-commerce transactions Integrating existing pools into an e-commerce platform Evaluating the significance of value-added services Calculating business plans Drawing up CRM structures and processes Benchmarking of CRM concepts (also from competitors' point of view) Technological competence Knowledge of basic technologies and their application Knowledge of the essential products available and their derivatives (gained from projects in the IT industry) E-commerce competence More than 50 e-commerce projects E-commerce studies Continuous dialog with top e-commerce companies worldwide Business view Focus on economic benefits of applied technologies Competent development of business concepts and analysis of competitors' strategies Roland Berger & Partners InfoCom Competence Center Project experience in CRM and e-commerce Source: Roland Berger & Partners

Concept for the integration of CRM into the IT environment

Utilizing technological benefits of data mining for trigger design

Integrating Internet functions and decentralized data storage for data provision concepts

Selecting data warehouse and data mining tools and CRM software

Designing e-services, value-added Internet services

Designing corporate webpages on the Internet

Pricing for e-commerce transactions

Integrating existing pools into an e-commerce platform

Evaluating the significance of value-added services

Calculating business plans

Drawing up CRM structures and processes

Benchmarking of CRM concepts (also from competitors' point of view)

Technological competence

Knowledge of basic technologies and their application

Knowledge of the essential products available and their derivatives (gained from projects in the IT industry)

E-commerce competence

More than 50 e-commerce projects

E-commerce studies

Continuous dialog with top e-commerce companies worldwide

Business view

Focus on economic benefits of applied technologies

Competent development of business concepts and analysis of competitors' strategies

E. Appendix: Supporting tools to implement CRM Discussion_Paper_SAG.ppt

E.1. The Internet as a supporting CRM tool Discussion_Paper_SAG.ppt

Discussion_Paper_SAG.ppt A group wide website will be used as a new sales channel and CRM portal Work package objectives Determine the technical requirements and specifications and a business plan for the various partners Coordinate the work of the web agency, the IT platform providers, ...) Integrate the legal and technical constraints for the evolution of the concept and offer Build the initial content in coordination with the internal branches, the potential partners, and the web design and technical solutions providers Build a requirements and specifications document to provide to web designers and/or technical solution providers Screen and select short list of bidders Establish briefs and provide them to the short list Select web designers and solution providers Regular coordination meetings with the various actors Activities to be performed Building sites and technical solutions Source: Roland Berger & Partners

Determine the technical requirements and specifications and a business plan for the various partners

Coordinate the work of the web agency, the IT platform providers, ...)

Integrate the legal and technical constraints for the evolution of the concept and offer

Build the initial content in coordination with the internal branches, the potential partners, and the web design and technical solutions providers

Build a requirements and specifications document to provide to web designers and/or technical solution providers

Screen and select short list of bidders

Establish briefs and provide them to the short list

Select web designers and solution providers

Regular coordination meetings with the various actors

Discussion_Paper_SAG.ppt The overall objective for the technologies of the portal is to provide a state-of-the-art system that meets all functional requirements - Objective for an Internet platform technology - Open, flexible and modular architecture Real time connection to the companie’s ERP system State of the art technology e.g. Java based programs Open and flexible interfaces (group companies, logistic providers and selected customers) Sophisticated security system (access authority, fire walls) Ensure that all requirements concerning functionality can be met Internet platform Source. Roland Berger & Partners Scalability Multirent.pt

Discussion_Paper_SAG.ppt Various IT applications are required in order to set up an Internet portal Schematic Internet Group companies Customer Internet Browser; perhaps additional software for a connection to ERP systems Group companies Connection directly to the companie’s ERP system Required technology infrastructure Source: Roland Berger & Partners Web Design (e.g. site design; interactive effects; special features, ...) additional software applications (e.g. content management software, log file analysis tools, ...) E-commerce software Procurement software Market place software E-commerce software IT system integration (data migration, interfaces management, ...) IT infrastructure and Internet access (hardware, databases, web hosting, ...) Connection via interface database

Discussion_Paper_SAG.ppt E-commerce at the "front-end" means marketing, selling, and interactive customer relationship management 1) Depending on country regulations "front end" e-commerce Selling Marketing CRM OTC-commerce Internet pharmacies Claim management with health insurance and HMOs 1) New organization of sales force E-detailing of drugs to doctors in practice and hospital Electronic prescription writing Online product information (e.g. epocrates) Ads on other webpages "Link mangement" on the web Increase of patient compliance Doctors (practices, hospital) Patients (severe, chronic, OTC, prevention) Hospital purchasers/pharmacist Paymasters, healthcare officials Indirect product marketing through content sites Info sites, electornic brochures, permission marketing Cost reduction in medicalcommunication Bi-directional flow of information/steady marketing effort toward clients Build up relationship to: “ Build your community" Source: Roland Berger & Partners Project example

OTC-commerce

Internet pharmacies

Claim management with health insurance and HMOs 1)

New organization of sales force

E-detailing of drugs to doctors in practice and hospital

Electronic prescription writing

Online product information (e.g. epocrates)

Ads on other webpages

"Link mangement" on the web

Increase of patient compliance

Doctors (practices, hospital)

Patients (severe, chronic, OTC, prevention)

Hospital purchasers/pharmacist

Paymasters, healthcare officials

Indirect product marketing through content sites

Info sites, electornic brochures, permission marketing

Cost reduction in medicalcommunication

Bi-directional flow of information/steady marketing effort toward clients

Build up relationship to:

“ Build your community"

Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Questionnaires filled out by other web page providers as well as call centers help identify the best practice in homepage maintenance Questionnaire for homepage providers Questionnaire for call centers

Discussion_Paper_SAG.ppt Specification for the various modules will need to be informed Illustration Topics covered Key questions answered Product catalogue/product description How does the product catalogue look like? How are the products features described? Stakeholder focus Which segments should be focused overtime? Content provisioning process to portal users How is process of content exchange organized? Content range Which content should be offered? Pricing/Access to content How does the access to content work; to which conditions? Content sources and management Where does the content come from and how is it managed/updated? Source: Roland Berger & Partners

How does the product catalogue look like? How are the products features described?

Which segments should be focused overtime?

How is process of content exchange organized?

Which content should be offered?

How does the access to content work; to which conditions?

Where does the content come from and how is it managed/updated?

Discussion_Paper_SAG.ppt Content presentation is also an essential part of the concept definition Illustration Content category Functions Contact Portal Virtual "3D" tour through portal Online help with bookmark functionality, keyword and full text search functionality Call center available on a 24/7 basis Communication/chat Chat rooms for professionals/private individuals Virtual project databases for workgroups Free e-mail addresses and homepages for professionals Product-related content Product video for downloading Sample ordering function News-related content Niew ticker with important news New groups News calendar with memory effect E-mail newsletter (push) General content "Emergency button" for how to deal in emergencies; direct contact to call center - Portal content features - Source: Roland Berger & Partners

Virtual "3D" tour through portal

Online help with bookmark functionality, keyword and full text search functionality

Call center available on a 24/7 basis

Chat rooms for professionals/private individuals

Virtual project databases for workgroups

Free e-mail addresses and homepages for professionals

Product video for downloading

Sample ordering function

Niew ticker with important news New groups

News calendar with memory effect E-mail newsletter (push)

"Emergency button" for how to deal in emergencies; direct contact to call center

Discussion_Paper_SAG.ppt The business concept represents the basis for a concrete IT-concept Business concept Know-how  IT concept 1. Total architecture 1.1 Development platform 1.2 Runtime environment 1.3 Web- and application server 1.4 Security/firewall 1.5 Mail server and API 1.6 Relevant legacy systems 1.7 Host/mainframe 2. Data model 2.1 Relevant legacy systems 2.2 Platforms, formats 2.3 Data model specifications 2.4 Extraction components 2.5 Persistence 3. Provider concept 3.1 Administration 3.2 Access administration 3.3 Training/train the trainer 4. Proof of concept 4.1 Functional blocks and extent 5. ... CRM-Strategy Strategy  Source: Roland Berger & Partners

1. Total architecture

1.1 Development platform

1.2 Runtime environment

1.3 Web- and application server

1.4 Security/firewall

1.5 Mail server and API

1.6 Relevant legacy systems

1.7 Host/mainframe

2. Data model

2.1 Relevant legacy systems

2.2 Platforms, formats

2.3 Data model specifications

2.4 Extraction components

2.5 Persistence

3. Provider concept

3.1 Administration

3.2 Access administration

3.3 Training/train the trainer

4. Proof of concept

4.1 Functional blocks and extent

5. ...

Discussion_Paper_SAG.ppt The Internet platform needs to have different kinds of interfaces in order to connect its partners and customers Schematic Source: Roland Berger & Partners Homepage Internet Webserver Database Interfaces to partners and customers Firewalls Interface 1 Interface 2 Interface 3 Logistics provider: Exchange of order data Content provider: Set up and main-tenance of content Key customers: Electronic product ordering, billing etc., connection to ERP systems

Discussion_Paper_SAG.ppt Several technological success factors have been identified and shall be obeyed Source: Roland Berger & Partners Technological success factors Security Firewalls need to be installed A sophisticated access authority concept with various security levels is required Each customer needs only one password Intuitive and simple structure of the pages in order to make navigation more easily and to increase speed of page loading Various interfaces (between group companies, customers, logistics providers) need to be installed – data exchange should be possible in both directions Platform architecture needs to be modular in order to be able to connect further applications/modules in the future Systems should be available on a 100% basis Scale of the system needs to be set up to cope with extensive growth of the amount of data User friendliness Scalability Interconnectivity Architecture Reliability

Firewalls need to be installed

A sophisticated access authority concept with various security levels is required

Each customer needs only one password

Intuitive and simple structure of the pages in order to make navigation more easily and to increase speed of page loading

Various interfaces (between group companies, customers, logistics providers) need to be installed – data exchange should be possible in both directions

Platform architecture needs to be modular in order to be able to connect further applications/modules in the future

Systems should be available on a 100% basis

Scale of the system needs to be set up to cope with extensive growth of the amount of data

E.2. The call-center as a supporting CRM tool Discussion_Paper_SAG.ppt

The call center solution to be implemented must be oriented towards the cross-corporation, call center-specific demands of suppliers Discussion_Paper_SAG.ppt Call center solution Cross-corporation demands Call center- specific demands Supplier demands Strategic objectives Securing/expanding the market position Increasing the revolving ratio Expanding new business Raising productivity Securing/enhancing profitability Reducing internal cost structures Source: Roland Berger & Partners

Securing/expanding the market position

Increasing the revolving ratio

Expanding new business

Raising productivity

Securing/enhancing profitability

Reducing internal cost structures

Discussion_Paper_SAG.ppt The cross-corporation demands are clarified by means of qualitative and quantitative targets Cross-corporation demands Qualitative objectives Quantitative objectives Motivated staff Longer opening times Attaining maximum availability levels Quick and uncom-plicated processing Controlling via stan-dardized reports Process optimization More efficient processing Image advantages Raising customer satisfaction Raising customer retention (revolving) Raising productivity Cutting costs Retaining/increasing market share Retaining/increasing sales Source: Roland Berger & Partners

Several requirements for technology solution and supplier must be taken into account Discussion_Paper_SAG.ppt Source: Roland Berger & Partners-analysis Call center-specific demands Customer Account & Contact Manage-ment Market research tools Sales force control Workflow-/Messaging Services Servicemanagement ERP-integration 24h support/remote diagnosis Power Dealing connection/CTI connectivity Skill based routing Reliability Supplier-specific demands Broad experience and competence in telecommunications Excellent reference cases Integrated solutions/one-stop-shopping Individual taylorized concepts Innovative technology and outstanding market position Safety of investments Good price-cost-ratio

Customer Account & Contact Manage-ment

Market research tools

Sales force control

Workflow-/Messaging Services

Servicemanagement

ERP-integration

24h support/remote diagnosis

Power Dealing connection/CTI connectivity

Skill based routing

Reliability

Broad experience and competence in telecommunications

Excellent reference cases

Integrated solutions/one-stop-shopping

Individual taylorized concepts

Innovative technology and outstanding market position

Safety of investments

Good price-cost-ratio

Discussion_Paper_SAG.ppt Having a powerful, high-tech telephone system is one of the prerequisites for a professional service center Customers ALD Technical imperatives Customer in Hamburg Customer in Munich Customer in Leipzig ALD Team North Team North Team North Team North Customer advice IT CT/support Contact, usually with the name of a specific person Allocated Call/request is processed ACD Equipment (Automatic Call Distribution) CTI (Computer Telephone Integration Voice mail E-mail, Internet suitability Fax on demand Optional: Interactive Voice Response Unit Project example Source: Roland Berger & Partners

ACD Equipment (Automatic Call Distribution)

CTI (Computer Telephone Integration

Voice mail

E-mail, Internet suitability

Fax on demand

Optional: Interactive Voice Response Unit

Discussion_Paper_SAG.ppt Roland Berger & Partners have broad experience in preparing the client management's decision through a comprehensive evaluation process Evalua-tion process Prelimin-ary infor-mation and informal visit to CC 1) (e.g.Deut-scher Inkasso-dienst, Deutsche Bauspar) Initial rough selection from among all suppliers active on the market Evaluation of support possibili-ties for selection via tele- data Generation of a catalog of criteria for evaluating suppliers Grading of suppliers according to a uniform catalog of criteria Evaluation of suppliers via the documents submitted, the pres-entation, and the individual price list RB&P provides manage-ment with a paper to aid the decision-making process Suppliers involved Compila-tion and request for tenders Alcatel Dt. Telekom Lucent Tech. Nortel Dasa Micrologica Siemens Alcatel Lucent Tech. Nortel Dasa Three suppliers are invited to give their presenta-tion Proposals submitted Presentation Parti-cipants ALD, RB&P RB&P ALD, RB&P ALD, RB&P RB&P 1) CC = Call center ? Project example Source: Roland Berger & Partners

Prelimin-ary infor-mation and informal visit to CC 1) (e.g.Deut-scher Inkasso-dienst, Deutsche Bauspar)

Initial rough selection from among all suppliers active on the market

Evaluation of support possibili-ties for selection via tele- data

Generation of a catalog of criteria for evaluating suppliers

Grading of suppliers according to a uniform catalog of criteria

Evaluation of suppliers via the documents submitted, the pres-entation, and the individual price list

RB&P provides manage-ment with a paper to aid the decision-making process

Compila-tion and request for tenders

Alcatel

Dt. Telekom

Lucent Tech.

Nortel Dasa

Micrologica

Siemens

Alcatel

Lucent Tech.

Nortel Dasa

Three suppliers are invited to give their presenta-tion

Discussion_Paper_SAG.ppt The dual selection procedure allowed Roland Berger & Partners to recommend cooperation with Lucent Technologies for implementation of ALD's CC solution Proposals submitted Initial selection process Invitation to presentation Secondary selection process Alcatel Lucent Technologies Siemens Deutsche Telekom Nortel Dasa Micrologica Interactively developed catalog of criteria Alcatel Lucent Technologies Nortel Dasa Presentation Lucent Technologies RB&P recommendation Individual price lists Individual interviews Assumptions Interactively developed catalog of criteria Criteria are given different weighting under considerations of ALD-specific aspects Consideration of critical systems requirements, of company profile and of the technical and/or realization concept Grading of the different suppliers Subsequent analysis of suppliers' strengths and weaknesses Analysis of presentation documents Analysis of individual price lists Evaluation of individual interviews Preconditions: Reduction of software/hardware and maintenance costs Project example Source: Roland Berger & Partners

Interactively developed catalog of criteria

Criteria are given different weighting under considerations of ALD-specific aspects

Consideration of critical systems requirements, of company profile and of the technical and/or realization concept

Grading of the different suppliers

Subsequent analysis of suppliers' strengths and weaknesses

Analysis of presentation documents

Analysis of individual price lists

Evaluation of individual interviews

Preconditions:

Reduction of software/hardware and maintenance costs

Discussion_Paper_SAG.ppt A board range of software solutions could be used for technology enabled selling Examples Source: Roland Berger & Partners-analysis Abalon Broadway & Seymor Clarity Chordiant Corepoint Pegasystems Onyx Siebel Allegis Partnerware Channel Ware Webridge Channel Partner Systems Contact SW, Telesales, Telemarketing Vantive Clarity Chadiant Corepoint Quintus Siebel Vantive Natural Microsystems Call Center Applications Micrologica Bendata Tetel Broadvision Microsoft Art Technology Engage Technology Interactive Marketing Software Genesys Aptex Aditi Brightware E-Mail Response Management E-Queue Ergotech General Interactive Kana Mustang

Abalon

Broadway & Seymor

Clarity

Chordiant

Corepoint

Pegasystems

Onyx

Siebel

Allegis

Partnerware

Channel Ware

Webridge

Vantive

Clarity

Chadiant

Corepoint

Quintus

Siebel

Vantive

Natural Microsystems

Micrologica

Bendata

Tetel

Broadvision

Microsoft

Art Technology

Engage Technology

Genesys

Aptex

Aditi

Brightware

E-Queue

Ergotech

General Interactive

Kana

Mustang

Discussion_Paper_SAG.ppt The requirements of the service personnel are derived from the target standards set for the service center Requirements for service personnel Targets Definition of service levels and productivity standards Basis for staff/ team target discussions Transfer of staff/team targets to operative business Productivity targets, etc. Service targets Measuring target achievement levels Computer-based evaluation Customer survey Benchmarks Feedback loop for annual interviews to discuss targets Excellent specialist knowledge through: Experience in vehicle leasing Training and qualification as leasing clerk Training in business administration Strong communication skills (especially telephone skills) Stress resistance High frustration threshold Independence and good organizational skills Ability to cope with pressure Team spirit "Good people skills" Customer orientation is at the heart of the business 1 5 4 3 2 Project example Source: Roland Berger & Partners

Measuring target achievement levels

Computer-based evaluation

Customer survey

Benchmarks

Excellent specialist knowledge through:

Experience in vehicle leasing

Training and qualification as leasing clerk

Training in business administration

Strong communication skills (especially telephone skills)

Stress resistance

High frustration threshold

Independence and good organizational skills

Ability to cope with pressure

Team spirit

"Good people skills"

Discussion_Paper_SAG.ppt Internet Call Center as Customer Care Solution integrates communication flow from customer to the company via phone, fax, mail and Internet Customer Companies Internet Call Center Internet/E-Mail Fax Phone Post Routing Center • AMD (Automatic Message Distribution) • ACD (Automatic Call Distribution • Predictive Dialing Mail Center Data Ware- house Response CTI-Agent Companies Integration in Back- Office- Outcall of employees IWR (Interactive Web Response) Computer-Telephony- Integration IVR (Interactive Voice Response) Agent Source: Roland Berger & Partners Vision