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CRM 2.0 By Guido Oswald

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Notes on slide 1

Similartothestructureofthethesis5 CRM 2.0 – A DEFINITION 6 BUSINESS IMPLICATIONS 7 IMPLEMENTING CUSTOMER RELATIONSHIP MODEL 2.0

Customer Relationship Model 2.0 (CRM 2.0) is the advancement of traditional Customer Relationship Management (CRM) caused by the rise of the Social Web (Web 2.0) and the resulting empowerment of consumers. CRM 2.0 will establish a meaningful conversation with customers and thus profoundly change the level of trust on both sides. The result is a fruitful collaboration, co-creation and knowledge sharing community. Customers are becoming real advocates for a product or brand. NEXT: Status Quo - Traditional CRM

ComponentsSupportContact ManagementSales Force AutomationAccount ManagementCampaign ManagementOrderingBusiness Process ManagementChannelsCall CenterSales Force (Direct Sales)InternetEmailPoint of Sales (Shop)Buzzwords360° View of the customerCustomer Segmentation (for campaigns)Rating (Gold-Silver-Bronce customers)Agent Guidance (Scripting, Process Automation)Next: Version 1 of CRM

Not 100% customer centric - INSIDE OUT view (company – customer) – All about managing the customerNext: CRM 2.0 Definition

Model insteadof Management – conflictingwith CRM 2.0 - newhierarchy, end of COMAND AND CONTROLWeb 2.0 as technological catalystEmpowerment of customers through GLOBAL and INSTANT COLLABORATION and EASY ACCESS to dataLEVERAGE customers knowledge and innovation powerCustomers become Advocates and SPREAD THE WORD for a product or brand (VIRAL MARKETING)NEXT: CRM 2.0 Ingredients

Traditional CRM plus Web 2.0 and Enterprise 2.0 – Even more a strategyandmindsetthanbefore!Web 2.0 Technology is a catalystfor a global change in businessbehaviorEnterprise 2.0 - Web 2.0 inspiredapplicationsfor large enterprises (Intranet) – Instant Messaging, Social Networks, Wiki-Webs, etc.NEXT: New Components to CRM 2.0

Enterprise 2.0Web 2.0 inspired applications for large enterprises (Intranet) – Instant Messaging, Social Networks, Wiki-Webs, etc.CollaborationBlogsPodcastsIT survey: Innovation moved from #10 to #3 (2007 -> 2008)Collaborate on new products, new features, new services and productenhancements, business process enhancement, etcListen to customer feedbackKnowledge SharingMore than Knowledge ManagementREALTIME !Share development/product ideas and progress with customers, suppliers ( -> changes in Supply Change Management, SCM)Retrieve and utilize customer feedbackNext: Customer Empowerment

Build relationships with customersPrerquisite: 360 degree view (all data available)`NEXT: WHY should I care?

Simple Answer – Wearecurrentlygoingthrough a Business Revolution! (Agriculturalrevolution -> First and Second Industrial Revolution -> Information society / knowledgeeconomy )Web 2.0 has (and will..) changedhowwe do businessHardtorecognizewhenyouare in themiddleof such a revolution (seeexamples)Next: Business Revolution

Simple Answer – Wearecurrentlygoingthrough a Business Revolution! Deep SOCIETY CHANGES (Agriculturalrevolution -> First and Second Industrial Revolution -> Information society / KNOWLEDGE ECONOMY )Web 2.0 has (and will..) changedhowwe do businessHardtorecognizewhenyouare in themiddleof such a revolution (seeexamples)Best istovisualizetheimpactwithhistoricaldevelopmentsthat DRAMATICALLY CHANGED THE WAY WE LIVE AND DO BUSINESSNext: ®Evolution (Mobility & Communications)

Get mobilecarriage (Romans 200 a.c.) - automobile (Gottlieb Daimler) – Airplane (The first commercial flights took place between the United States and Canada in 1919 )

CommunicateThe first documented use of an organized courier service for the diffusion of written documents is in Egypt, where Pharaohs used couriers for the diffusion of their decrees in the territory of the State (2400 BC). 10 March 1876 — The first successful telephone transmission of clear speech using a liquid transmitter when Bell spoke into his device, “Mr. Watson, come here, I want to see you.” and Watson heard each word distinctly.

(dramatically) Increasing number of usersUser numbersincreasefasterandfaster…NEXT: Business Velocity

As of June 30, 2008, 1.463 billion people use the Internet according to Internet World Stats.[6]On August 6, 1991, CERN publicized the new World Wide Web project. The Web was invented by English scientist Tim Berners-Lee in 1989.

MySpace is a social networkingwebsite with an interactive, user-submitted network of friends, personal profiles, blogs, groups, photos, music and videos for teenagers and adults internationally. Its headquarters are in Beverly Hills, California, USA,[1] where it shares an office building with its immediate owner, Fox Interactive Media; which is owned by News Corporation, which has its headquarters in New York City. In June 2006, MySpace was the most popular social networking site in the United States.[2] According to comScore, MySpace was overtaken internationally by main competitor Facebook in April 2008, based on monthly unique visitors.[3] The company employs 300 staff[4] and does not disclose revenues or profits separately from News Corporation. The 100 millionth account was created on August 6, 2006[5] in the Netherlands[6] and the site counted approximately 106 million accounts on September 8, 2006,[7]. MySpace.com attracts 230,000 new users per day.[8]

Hardtotellthe real usernumbersfortwitter

Visitornumberquadrupled in onlytwomonth (liitlebithype – not all registered users on twitterareactive…)

There will bemoreplatformsrisinglikeFacebookandTwitter in thefuture…andit will beevenfasterthanbeforeNEXT: Customer Expectationshavechangedas well…

Customer takescontrolCustomers activelycollaborateandshareinformationwithmillionsofother potential customerstakesthe „Word ofMouth“ to a wholenewlevelAffectsthebusiness!!NEXT: Customer in control

Music Industry (EMI, Sony, Universal Music Group, Warner)

TV stations

Encyclopedias like Brockhaus, Encyclopædia Britannica

NewspapersNEXT: Microbloggingexample: Barak Obama

US Electioncampaign in 2008Notethat Obama isfollowingasmanypplasarefollowinghimNEXT: Hillary Clinton (followingno-one!)

NEXT: summingup

Sum-UpBusiness aspects to CRM 2.0 De-Commodify possible... Not necessary to buy luxury – but need to feel luxuryGlobalization: on business side AND customer sideBuying behaviour: Personalization, Customer Experience, Opinion influencersSales Channels: Social Networks, Blogs, Wikis, Mobile DevicesAlternatives: Why Brockhaus when able to browse Wikipedia?Loyal Customers: twice the cost to attract new customers instead of retaining existing customersNext: Customer in Control

FollowingtheempowermentofcustomersAcceptthatthecustomeris in controlNext: Howcan I achieveit?

Next: History – Components of Customer Relationship Management

Few things pay so handsomely as a great experience. 2 companies stand out as harnessing the customer experience for the better. Starbucks and Apple have not only profited from their unique customer-focused brands, but have also set the pace for their respective industries.Starbucks proved that, by providing customers freedom to personalize their coffee order—e.g., a non-fat, decaf, venti mocha latte—by actually calling them by name when said order was ready, and providing a consistent, Wi-Fi connected and practically ubiquitous environment to order & enjoy their beverage in, customers—& profits—would follow. In fact, the company took a cup of coffee from commonplace commodity to a premium luxury item that customers today will pay as much as 500% more for. Similarly, Apple started its ascent from virtual extinction by designing its iPod (& other products) from the customer perspective, making it easy for the device to become a centerpiece of personal expression. But then the company went one step farther. It bucked established storefront sales & merchandizing conventions & built its own stores from the ground up, featuring open space, spare product displays, free product support & roving payment-takers. The result? The most profitable storefront in the world. According to Fortune magazine, Apple stores generate $4,032 in sales per square foot each year, while jewelry giant Tiffany & Company sells nearly half that—$2,666 per square foot per year.When we think about SPs, they are in an even better position than companies like Starbucks and Apple to profit from delivering a great experience. SPs are unique in that they have the potential to tap into what their customers want, where their customers are, what they need & how they would like it delivered. But if SPs have this invaluable customer knowledge & insight, why do most struggle to retain their high value customers & grow their market share? What is stopping them from delivering the experiences their customers seek?... Next: Strategy Shift

Put Customer in control / Accept that customers ARE in Control

Traditionally Innovation happens in a dedicated R&D department – disconnectedfromthe outside worldandconsumerdemandInnovation hastobeextendedthroughoutthecompanyandthecustomerbasePROSUMERSCustomers become “prosumers” by co-creating goods and services rather than simply consuming the end product‖ (Tapscott & Williams 2006) Innovation is ALIGNED with DEMAND

CRM 2.0 expands the source for innovation from the R&D department to the whole enterprise and further to the whole customer base!Alignedwiththe Customer DemandNEXT: Kumbaya Zone

Up to date IdeaStorm has delivered 12,197 ideas, 85,461 comments and Dell has implemented 355 ideas that originated out of this community (data from July 29, 2009).

NEXT: SOME WORD OF CAUTION (Kumbaya Zone)

Yarmis, J., 2008. First Steps in Social Media and Networking: Avoiding the Kumbaya Zone AMR Research.

Three Tiers of “Noncustomers”Do not limit the sources for innovation or ideas to the existing customer baseRISK: Market of oneKim, W.C. and Mauborgne, R., 2005. Blue ocean strategy : how to create uncontested market space and make the competition irrelevant. Boston, Mass.: Harvard Business School Press.

SchusterbleibbeiDeinenLeistenHedgehog concept (“Good to Great”, Jim Collins)Customer centricity and innovation centricity – but keep business in mindDon’t bend yourself byhookorbycrook

Customer in center = Outside in View, Collaborate vs. ManageRecognize that the customer relationship encompasses information-seeking and information-contributing behavior   current CRM: Customer strategy is part of corporate strategy  - Contemporary CRM: Customer strategy IS corporate strategyNext: Operating „Outside IN“ (or Technology)

Nike iD (collaborate with customers to create new and custom sneakers)

Dell sells ‘old’ models via special deals announced only on Twitter – exclusive dealsGenerated >$1 Million in thefirst Holiday Sales

Frank EliasonHelpedComcast‘s Customer SatisfactionScores Jump 9% in Q1 – LargestGain in Cable!Frank has become the “Face” for Comcast on TwitterActively monitoring social media and engaging in customer conversations

Facebook channel of Adobe – 6% conversion rate

Traditional CRM consists of several Components:Service and SupportSales Force AutomationContact ManagementAccount ManagementCampaign ManagementOrderingBusiness Process ManagementReporting

Customer contacts can happen via different Channels:Call CentreSales Force (Direct Sales)InternetEmailPoint of Sales (Shop)

Web 2.0 creates new types of social behavior and connection between peopleSocial NetworksEnable users to easily create & share content and personal connections6% of north Americans use social networking sites regularly, up from 4% in 2004LinkedIn has >12M usersMySpace has >60M users. No. 1 growing web property in 2006 and no. 1 in site “stickiness”BlogsEasy to use tools enable users to create personal web presences, update frequently with textual & multimedia content and solicit reader community participation (comments, talkbacks)8% of north Americans regularly bog. 54% of those are under 30y. More than 2/3s of global bog action is in non-English languages; 15% is in Chinese. >60M bogs are tracked by Technocratic service on Internet“moblogging”: blogging directly from the mobile, often w/ picsMedia SharingServices enabling users to upload, tag & share photos, videos, music and graphic artYouTube serves more than 100M videos a day. (still, most viewed content is licensed e.g. CBS) Flickr has 100M photosNext: Adapt and enhance CRM to Customer Relationship Model 2.0

The hard part is establishing new business processes & change the corporate mindset.How is success measured – what are the matrices?

Schmitt, B. (2003). Customer experience management : a revolutionary approach to connecting with your customers. New York, Wiley.

Example from the Telecommunications industry (optional)Not so long ago, SPs operated in well-defined industries & could set themselves apart with lower costs or higher-quality products & servicesBut these days of the communications utilities are now long goneTraditional services have become commoditized, while Web 2.0 & convergence are fundamentally changing the way people use communications. And in turn, have accelerated the move to the digital lifestyle where customers are constantly connected via multiple media - voice, video, text, chat, etc. and believe they should be able to go anywhere, do anything & have their communications & entertainment technologies follow them.In this new era, the value chain has become increasingly fragmented with new device & application vendors as well as web 2.0 environments entering the fold every day & forming equally strong, if not stronger relationships, with the end consumer As a result SPs run the risk of disintermediation in what used to be “their” value chainBut is has also put the consumer in the driver seat. Consumers today are more empowered then ever before & have unlimited choice as to who they form relationships with & where they spend their dollars. As a result of all of these factors, we are seeing an evolution in consumer expectations.Consumers no longer want services they want “experiences” that are uniquely personal to them, that are simple and intuitive, and deliver immediate value.As authority in the value chain shifts to the consumer and their expectations evolve, the value of the experience can not be underestimated…. (transition to next slide)Next: Customer Experience (or Strategy Shift)

Operating “Outside-In” Enables the Intentional Customer ExperienceHere we see business processes at the bottom from the service providers view – target & sell, order & fulfill, deliver & assure etc. and at the top the same processes from the customer’s perspective – discover, try and shop, purchase, use, interact create & share, etc. So when the SP is focused on capturing an order, the customer is concerned with having a purchase experience that is simple, convenient & best meets their personal needsThe SP does not measure the customer experience using the same parameters as the customer either. Where a SP in an ordering process is concerned with metrics such as time to order completion and order fallout rates; the customer is measuring her experience by whether or not she was provided purchase options that made her experience simple, personal & delivered immediate valueGiven these disconnects between the SP & customers’ perspectives, it is not surprising that the customer experience is an adhoc & unintended outcome of the SP’s operationsHowever, many SPs recognize the importance of the customer experience, and the need to change they way they operate to become more in-tune with their customers’ needs and expectations. In fact almost every major SP worldwide has initiated transformation plans to some degree that have increasing emphasis on the customer experience. Next: Technology

>1 billion users of WWWInitial slide from Metcalfe (1980) -> CRITICAL MASS -> high entry barrier for followers in Social Networking

Customers‘ personal (invisible) networks to friends, family, colleagues, etc. (from Anatomy of Buzz)

Howto implement CRM 2.0? – Technology can only support a CRM 2.0 strategy...Social Network Platforms -> OpenSocial (from Google)Data Silos -> Master Data management (MDM)Business Processes Management -> SOA, ESBUsability Improvements -> Ajax, Web clients, Single Sign-on (OpenID)Mobile devices -> iPhone, Mobile Phones, PDAs (also Xbox, PS3, Wii, etc)Next: Questions

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CRM 2.0 By Guido Oswald - Presentation Transcript

  1. in 20 minutes
    MBA Thesis Defense
    Docent: Dr. Charles M. Savage and Prof. Dr. Thomas Städter
    Author: Dipl. Ing. (FH) Guido Oswald - 178501
  2. Agenda
    What is CRM 2.0?
    Why should I care?
    How can I achieve it?
    21.09.2009
    Guido Oswald
    2
  3. Agenda
    What is CRM 2.0?
    Why should I care?
    How can I achieve it?
    21.09.2009
    Guido Oswald
    3
  4. Status Quo
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    4
    Account Management/Planning
    Support
    BPM
    Contact Management
    Call Center
    POS
    Internet
    Rating
    Email
    Sales Force
    Agent Guidance
    Ordering
    Campaign Management
    SFA
    360 ° View
    Customer Segmentation
  5. Status Quo
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    5
    Account Management/Planning
    Support
    BPM
    Contact Management
    Call Center
    POS
    Internet
    Rating
    Email
    Sales Force
    Agent Guidance
    Ordering
    Campaign Management
    SFA
    360 ° View
    Customer Segmentation
  6. CRM 2.0 – A Definition
    Customer Relationship Model 2.0 (CRM 2.0) is the advancement of traditional Customer Relationship Management (CRM) caused by the rise of the Social Web (Web 2.0) and the resulting empowerment of consumers. CRM 2.0 will establish a meaningful conversation with customers and thus profoundly change the level of trust on both sides. The result is a fruitful collaboration, co-creation and knowledge sharing community. Customers are becoming real advocates for a product or brand.
    21.09.2009
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  7. CRM 2.0 Ingredients
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  8. New components to CRM 2.0
    Enterprise 2.0
    Social Software in business context
    Global and Real-Time Collaboration
    Web 2.0
    New Channels
    Empowered customers
    Knowledge Sharing
    Internally, Customers, Suppliers
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  9. Customer Empowerment
    Information Sharing
    Collaboration
    Word of Mouth
    Social Networks
    Blogs / Micro-Blogs
    Podcasts / Vodcasts
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  10. Customers are not Transactions
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    anymore…
  11. Agenda
    What is CRM 2.0?
    Why should I care?
    How can I achieve it?
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  12. We are in the middle of a
    Business Revolution
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  13. (R)evolution
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    Mobility
    1886
    1919
    16th Century
  14. (R)evolution
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    Communications
    2400 BC
    1876
    1973
  15. Evolution in digital communication
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  16. Business Velocity
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    Years it took to reach a
    market audience of
    50 million
  17. Business Velocity
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    1896
    Radio38 years
  18. Business Velocity
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    1928
    TV18 years
  19. Business Velocity
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    1991
    World Wide Web 4 years
  20. Business Velocity
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    2001
    iPod 3 years
  21. Business Velocity
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    2003
    MySpace 2.5 years
  22. Business Velocity
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    2004
    Facebook2 years
  23. Business Velocity
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    2006
    Twitter ?? years
  24. Twitter Growth
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    Twitter.com Quadruples to 17 Million U.S. Visitors in Last Two Months
  25. Business Velocity
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    2009
    ???
  26. Business Velocity
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    Algorithmic trading
    100 ms
    20 ms
    Airline operations
    20 min
    30 sec
    Call center inquiries
    8 hr
    10 sec
    Track financial position
    5 min
    1 day
    15 min
    1 day
    Supply chain updates
    Phone activation
    3 days
    1 min
    Refresh data warehouse
    1 week
    0.5 hour
    Trade settlement
    5 days
    2 hrs.
    Build-to-order PC
    4 weeks
    1 day
    mail express fax e-mail Document transfer
    Business
    Requirement
    Reduce
    processing time
    Design Strategy
    STP, zero-latency enterprise
    Typical Business SLAs106 105 104 103 100 10 1 0 Seconds
    Source: Gartner, Inc.
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    The Social Web
  28. The customer in Control
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  29. The customer in Control
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  30. The customer in Control
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  31. The customer in Control
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  32. Barak Obama on twitter
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  33. Hillary Clinton on twitter
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  34. Why care ?
    Changing Business Climate and Economy
    Shorter Product Cycles (TTM)
    Technology Advances (Web 2.0)
    Changing Buying Behavior
    Increasing number of (Sales) Channels
    Products and Services become Commodity
    New (free) Alternatives for Buyers
    Only loyal customers can ensure profits
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  35. The customer in Control
    Customers take control of...
    Whom they communicate with
    What they communicate about
    Their buying experience
    The information they share
    The channel they use
    The technology they use
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  36. Agenda
    What is CRM 2.0?
    Why should I care?
    How can I achieve it?
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  37. CRM strategy drives structure and technology
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    drives
    drives
  38. Enterprise 2.0
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  39. the Customer Experience
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    Price of Coffee
    $5
    $4
    $3
    $2
    $1
    $0
    Commodity Good Service Experience
    Products & ideas can be easily duplicated in the day and age of technology…
    But experiences are hard to duplicate,
    hence they are the
    most powerful
    sources of competitive advantage.
    Economic Times
    "Apple stores generate $4,032 in sales per square foot each year, while jewelry giant Tiffany & Co. sells nearly half that…”
    Fortune, 2007
  40. Know who drives the conversation
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  41. Innovation
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  42. Innovation
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    R&D
    department
    Customersas Co-Innovators
    Enterprise 2.0
  43. Customers as Innovators
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  44. Customers as Innovators
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  45. Stay away from the Kumbaya Zone
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    Business-Driven
    Collaboration
    Innovation
    Technology-Driven
  46. Discover Blue Oceans
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  47. Cobbler, stick to thy last
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  48. Strategy Shift
    Put the Customer into the Center
    AccepttheCustomer‘sControl
    EmpowerCcustomers, makeuseoftheirIdeas, SuggestionsorCritics
    Serve (all) newChannels
    Share Information & Knowledge
    Create an Outstanding Customer Experience
    Create Trust and Transparency
    Style and Design matter
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  49. Co-Create / Co-operate
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  50. Use new Channels
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  51. Proactive rather than reactive
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  52. Get customers exited
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  53. Do Not Forget...
    Copyright
    Authorship
    Identity
    Ethics
    Aesthetics
    Rethorics
    Governance
    Privacy
    Commerce
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  54. What do you think?
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  55. BakckupSlides
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  56. CRM Components
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    Business Process Management
    Reporting
  57. Channels
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    Channels
  58. New Contact Center channelswith CRM 2.0
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  59. CRM 2.0 Strategy Elements
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  60. Existing Platforms
    Web 2.0 creates new opportunities for personalizing the customer experience
    Enable multiple types of content creation, sharing & collaboration
    Offer a highly interactive user-experience that is near-desktop in responsiveness and usability
    Empower users to be the primary content generators and participate actively in its distribution, categorization (‘folksonomy’ or tagging vs. taxonomy) and rating
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  61. Understanding Social Networks
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  62. What is a „Conversation“?
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  63. Customer levels
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  64. The new Technology
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    Blogs
    Folksonomy
    Open Source
    AJAX
    Mash-Ups
    Web-Services
    Social Network Services
  65. The new Elements
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    Subscribe to RSS-Feeds
    Tagging
    Rating
  66. Customer Experience Management (CEM)
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  67. (traditional) CRM 1.0
    Starts with a (ready developed) product
    Strong Focus on SFA
    Gathers information about the customer
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  68. (traditional) CRM 1.0
    Where is the Customer Relation?
    Where is the value (+experience) for customers?
    Process focused (Inside-Out view)
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  69. (Social) CRM 2.0
    Provide content to engage consumers in a conversation
    Collaborate on products and services
    Listen to users and customers
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  70. (Social) CRM 2.0
    The consumer engagement will lead to loyal customers
    This will create a Meaningful Customer Relationship that brings value to both sides!
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  71. WHO should care?
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    High VolumeLow Margin
    Complex Sales
  72. Business Case
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    More visible
    Less visible
  73. Convergence (Telco)
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    VALUE CHAIN IMPLICATIONS:
    • Commoditization
    • Disinter-mediation
    • Authority shift to customers
    CONSUMERS’ DIGITAL LIFESTYLE EXPECTATIONS:
    • Uniquely Personal
    • Consistently Simple
    • Immediately Valuable
    “Developing strong partnership skills, focusing on customer user groups, embracing internet services & starting to talk the language of Web 2.0 will enable the carriers to thrive well into the future."
    Gartner, 2007
  74. Business Intelligence
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    Level of abstraction
    Size of data
  75. Let go!
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  76. Customer Centricity
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  77. Operating “Outside-In”
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    “80% of services companies say they deliver a ‘superior customer experience,’ but only 8% of customers say they receive one. “ Bain & Company
    Intentional Customer Experience: Outside-In
    Personal, Simple, Valuable
    Discover, Try & Shop
    Use, Interact, Create & Share
    Get Help
    Purchase
    Ad Hoc Experience: Inside-Out
    Average Handling Time,
    Mean Time to Repair,
    Average Revenue Per User,
    Support& Retain
    Target & Sell
    Deliver & Assure
    Order & Fulfill
  78. Customer Experience
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    Innovative
    Feeling Luxury
    Service + Support
    Meet Expectations
    Deliver Value
  79. CRM 2.0 Implementation
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  80. Platforms
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  81. Vendor Selection
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  82. Vendor Selection
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  83. Vendor Selection
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  84. Vendor Selection
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  85. Vendor Selection
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  86. Vendor Selection
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    86
  87. Vendor Selection
    21.09.2009
    Guido Oswald
    87
  88. Network Evolution
    Distribution Networks
    Electricity Network
    Telecommunication Networks
    21.09.2009
    Guido Oswald
    88
    The value of a 
    telecommunications network is 
    proportional to the square 
    of the number of
    connected users of the system (n2)
    Metcalfe's law
  89. Metcalfe's law (1980)
    Ethernet
    Fax Machines
    Internet
    World Wide Web
    Social Networks
    21.09.2009
    Guido Oswald
    89
  90. Twitterstatistics
    21.09.2009
    Guido Oswald
    90
  91. Understand Networks
    Customers‘ personal (invisible) networks
    Important for purchasing decisions
    Information Overflow (people need to filter)
    Customers are Skeptical
    Web 2.0 allows dramatically improved connectivity independent of location
    Communities get global
    Information (and opinion) Sharing gets easy
    21.09.2009
    Guido Oswald
    91
  92. Technology
    Wiki Webs
    Blogs (internal and external)
    Engage in Social Network Platforms
    Further integrate data silos
    Flexible Business Processes Management
    Usability Improvements
    Support of Mobile Devices
    21.09.2009
    Guido Oswald
    92

+ Guido OswaldGuido Oswald, 2 months ago

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Topic: CRM 2.0 - N more

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