Trends in CRM, Customer Experience Management and Social CRM

Alexandre Losson CRM Managing director Alexandre.losson@businessdecision.com Téléphone : +33 (6) 60 59 55 54 Laurent YIM CRM with a big R : Back to Marketing & CI Program Manager Laurent.yim@businessdecision.com customer driven CRM initiatives Téléphone, : +32 4 73 83 51 21through on-line, context driven and Jean-Michel Franco Solutions Director personalized interactions jean-michel.franco@businessdecision.com Téléphone : +33 6 67 70 01 32 Twitter : @jmichel_franco

Business & Decision is aGlobal Consulting and System Integrator2011 revenue : 249 M€ BI E-bus PM EIM CRM2800 Employees 19 countries a Multi-Specialist 2

CRM @ Business & DecisionAn end to end offering for Customer Capital Management- CRM, Digital marketing, Customer eXperience Management, Customer Information Management- Consulting, Training, Change Management, systems integration, continuous improvement, hosting & cloud computing 290+ FTE 70+ customers 90+ FTE Suisse 6 30 customers BI FTE, 70+ Autre US 16 11 customers EMEA 15 80+FTEBeNeLux E-bus PM 40 customers 10 FTE, 10 12 customers France 50+FTE 11 customers 53 EIM CRM 60+FTE, 15 customers • Experian, AKIO, Eptica, Unica, Genesys, KXEN……1/3 of hedcounts dedicated Cross industry expertise: Deep partnership withto CRM & Digital marketing Banking, insurance, retail, CPG, thought and market leaders Life Sciences, Media, Telco 3

Our approach for Customer Capital Management : Extending the CRM footprint beyond its process centric foundation Marketing Social CRM Lead Management CRM processes A relational Search marketing Sales Mobile devices based on a long- model with Service Fulfillment …… …… Cross channel Performance Mgt lasting foundation customer paths Self-service ALERTER that take all based on dialogs Packaged BPM software channels into and conversations Feed back consideration management EIMSearch engine The use of IT Leverage robust MDMReal Time innovations to and shared Data QualityMarketingAugmented reality improve customer repositories Rules EngineSocial CRM …… experience and …… ( customer, pro- Digital asset repositoriesm-commerce efficiency duct, sites,Lead Management rules…)Mobile CRM 4

From Social networks to Social CRM CRM trends 1 2 Social CRM : best practices 3 Social CRM : How to move forward ?

Customer Process Management: From Sales Force Automation to Sales Force empowerment in the financial services industry • Leverage Mobile platformsAnywhere , anytime • Ready to run on any devices • Embedded analytics to recommend actions (playlist)Superior experience • Customer facing selling on tablet devices • Mash-ups to get the best of Commercial Of The Shelf and custom devt Low TCO • Cloud and SaaS based • Thin client whenever possible Easy to roll out • Multi devices 6

Customer eXperience Management: frommass market to attention economy to intention economy From finear, predictable, analog, brand-controlled Towards Non-Linear, multi-channel, digital, consumer-controlled 7

Customer eXperience Management: Driving loyalty and growth through customer paths at Clarins OBJECTIVES• Clarins is an European leader for  Re-unify every consumer data into one single repository (360° database) luxury cosmetics.  Better know our consumers• The Clarins group includes various  segmentation, surveys, client analysis brands (Clarins, Thierry Mugler,  Optimize targeting and ROI of marketing campaigns Azzaro…) in cosmetics and fragrances  multi-channel campaign management and monitoring, Social CRM• The project is worldwide : more than  Offer our consumers a compelling loyalty program 20 countries on 4 continents  loyalty site to view transactions and redeem points, flexible rewards• Clarins turnover : 1 billion+ €SOLUTION BENEFITS• Holistic approach : business consulting, System integration, change management, With this program, Clarins : hosting• a repository of customers connected with heterogeneous sources (from 1 to 4  Have new communication channels systems by brand and by country, up to 4 marks per country) (Oracle + Jboss), through social media in order to• provide for entities not yet equipped (brands / countries) a tool for engage new consumers, increase managing the loyalty program (calculation of points - and engine- loyalty and benefit from advocacy related rules, managements of segmentation thresholds, gifts management)  IT TCO control and optimization• Provide for entities not yet equipped with a customer case management  Ability to increase the marketing• Setup a common tool for cross-channel campaign management (Neolane) activity, and especially on campaign• calculation of trigger to animate the customer lifecycle management• Data Quality engine and rules  Be able to measure and optimize the• training, project management marketing investments 8

Customer Information Management: Creating the 360° customer view by connecting the business with the social profile Manage Activity and process Blogs  operational CRM forum Social networks Disco Deli- in Quote Order ver ver voice Surveys Sense E-mailsThe voice of the customer Customer Docu A huge business demand, The ments 360° view A white space in most Opportunity CRM project E-commerce Understand CompanyCustomer needs & process website Optimize processes Partners  Analytical CRM website CRM Customer value and Marketing analyticspromoter score, predictive analysis Sales analytics CRM exec scorecards & dashboard Service analytics9-Jul-12 9

Customer Information Management: The Accor Customer Hub Case Study OBJECTIVESA complete offer of stays, across 15 brands in 90 countries  Build a Customer Data hubCorporate plan in process around 6 provided across the group as a strategic assets (brand, teams, shared service :  Real time access and refresh BENEFITS properties, partners, customer experience, sustainability)  Quality proofed. http://www.accor.com/en/finance/accors-  Ready to consume by With this new shared services, applications and people Accor : strategic-vision.htmlSOLUTION  Delivers consistent and accurate information about customer inA Master Data Management solution to get a consistent view of consumers real time across channelsand across the brands, organizations, channels, and IT Systems :  Readies for a major brand• A comprehensive application used to maintain and distribute trusted customer reorganization (new Ibis family information that is unique, complete, accurate and synchronized across the brand across 1570 hotels) enterprise.• A pre-defined and complete data model, centralized on Customer  Provides the building bloc to Standard functions necessary to manage data (advanced search, deduplicate, transform social networks fans merge…) into well known customer and• Customizable application for ACCOR Business Process consolidate social profile with• Data Quality engine and rules CRM profile 9-Jul-12 10

Interacting with your customer, Real Time Accor Real Time Marketing Case OBJECTIVESA complete offer of stays, across 15 brands in 90 countries • Shift Marketing Focus fromCorporate plan in process around 6 Lower Value Broadcast strategic assets (brand, teams, Campaigns to Higher Value BENEFITS properties, partners, customer Timely & Relevant Programs experience, sustainability). http://www.accor.com/en/finance/accors- Performance Marketing & Customer strategic-vision.html ExperienceSOLUTION  Increase transformation rate and• Traditional marketing campaign approach is useful for targeting, predicting response ROI of project under 9 months rates, optimizing spend, understanding buying modalities but fails while answering  Capability to test quickly new the “When” question and lending itself to automation offer• Real-Time Marketing Approach help to identify new sales opportunities and changes in behavior, immediately triggering a marketing response, building program  Self learning engine select the equity through automation and not so good at understanding the entire customer best offer context.  Personalization : the right offer• Real time marketing approach process is more based on offer definition and with some assesment and attribution rules than on traditional target definition and in the same time it may customer context increase increase the number of active offer customer experience 9-Jul-12 11

A unique value proposition for the Office of the CMO to optimize his Customer Capital Assets  Consumer Data Integration  Product as a Channel  Advocacy Platform and Develop your customer  Data Governance  Web sites and portalsKnow your customer Reach your customer programs, VIP programs  Data Security, Data Loss Protection  Mobile application  Cross Channel Clienteling  Identity Management, Privacy &  Social networks campaigns  Social Networks communities Ethics  Inbound event triggered & Real  Portals  Social Listening Time Marketing  Contextual marketing  Segmentation  Lead management programs  Loyalty programs   Co-creation, ideation Enterprise Feedback Management  Cross-channel Campaign with  Analytics  Content Creation and personalized content Management  Opt in Strategy / Data Collection  Multi Brand execution  Incentives and Rewards  Map Advocates (Social, Consumer  Inbound event triggered & Real  Cross channel campaigns Services, Databases) Time Marketing Digital Marketing Mobility CDI Big Data Social Networks… Lead Management Cross channel campaigns Marketing Resource Mgt 12

The new challenge of CRM: Balancing Customer Experience WithProductivity Marketing Productivity (the Gartner CRM maps for marketing) Customer experience 13

CRM market : An overiew CRM SuiteFunctional stack CRM specific Marketing Sales Services specialists Specialists specialists Réseaux sociaux, EFM BusinessTechnology MDM and Intelligence Data integration User eXperience & predictive stack specialists specialists analytics Middleware And Big Data platforms

From Social networks to Social CRM CRM trends 1 2 Social CRM : best practices 3 Social CRM : How to move forward ? 15

Social Networks meet your enterprise : selecting the use cases. R&D Marketing Sales Services HR Better know E-recruitment Internal idea Monitoring customers and Social networks box topics, markets their networks to channel service requests Process for new External idea entrants sourcing Trap incoming (customers/ leads Manage tickets E-reputation partners) flows across communities of Expertise networks Feedback for experts offers & Fish where the Source and products fish are nurture Profiles and promoters Manage expertise tracking communities, Stream fans and user Co-creation collaboration groups Social tracking during the sales of campaigns process e-learning, coaching… Personalized products Integration of social networks in events Social Alumnis networks SocialSocial CRM CollaborationKnowledge 16

The 4 pillars of social CRM• Social network monitoring • Customer service• Sales and influence marketing • Compliance and code of conducts 17

Business Opportunities with Social Technologies

Since one year ago, Facebook has outperformed Google in Time spent online, and is closely behind in terms of visitsSource: Nielsen “Tops of 2011: Digital” 19

Adoption rate and plans differ by industrySource: Estaban Contreras SAS and Harvard Business Review, “The New Conversation: Taking Social Media From Talk to Action” Oct 27,2010 20

Driving mutual benefits between communities and the business by fostering engagement while generating opportunities for sales, marketing and customer” service.Source : Fabio Cipriani

Establishing need: the Burberry’s case• Created its own community, the art of the trench, based on “street style photo blogging “• Strong Community in Facebook: one year to reach 1M fans, 18 to reach 2M, now 9M after 2,5 years• Pioneered Livestream Fashion shows, now streamed through web site, mobile and Facebook• Partnering with Tweeter during London Fashion Week , showing the collection just before it is on stage• Cross social channel (FB, Twitter, Youtube, Instagram)• New collections for sales first on Burberry.com, then to the store 22

Decide to purchase : Amazon example 23

Experience the product : Nike + ipod case 24

Example of engagement scenarios : leveraging thepower of communities for Customer service 25

Developing a new community based delivery model at B&You OBJECTIVESNew low cost brand of BouyguesTelecom launched in july 2011  Address a specific customerTargets Digital Natives, that don’t find segment with products and servicein level 1 service level call centers s to match their need and budget. BENEFITS www.b-and-you.comAll processes delivered on-line  Drive attrition to the brand by engaging a community infrom subscription to termination. delevering and improving the service With this new platform, Bouygues Telecom :  Better addresses a specificSOLUTION customer segment and is ready to compete with new entrantA complete community based solution for customer care and ideation : (Free) with minimal impact to its “traditional” install base 100% of sales related processes delivered online (on line subscription, customer  Delivers a low cost service by portal, termination…) getting the knowledge of their Community runs all customer support with high quality of service (most request are own customer community solved faster than through traditional call center)  Engages his customers into a Ideation platform to gather customer feedbacks and ideas cohesive community for ideation, Community management to reward engagement feedbacks and recommendations Fully integrated into Facebook, including recommendations and viral 9-Jul-12 26

Developing a new community based delivery model at B&You https://www.b-and-you.fr/ http://www.facebook.com/BAndYou?sk=wall9-Jul-12 27

How can you measure the potential value of social network fan or followerSynapse study: average value of a fan in B2C : 136, 38 $ Bigger « Share of wallet » Stronger loyalty Promoter effect Stronger media presence Sourcing of new contacts 28 28

However, there are Debates Over the Value of a “Fan” The Value of a Fan (Various Studies) • $9.56: (money saved in triggering a fan into a purchase or other action assuming a constant acquisition cost of $1-per- click, compared to the cost for a non-fan; calculated by SocialCode). • 2 cents: (offer for 500 new fans for $10.51; eBay). • 57 cents: (offer for 1000 new fans for $57 by this fan- creating agency). • $1.07: (the cost of advertising on Facebook that encourages a user to become a “fan”; Webtrends). • $3.60: (as a media buy to reach 1 million fans; Vitrue). • $71.84: (extra amount fans spend vs. non-fans; Synapse) • $136.38: (average annualized value of total fan purchases; Synapse). • 20 extra visits to your web site: (vs. one visit from a non- fan; Hitwise). From $0.02 to $136Source: E Contraras How Much is a FAcebook Fan Worth? $10. Or Possibly 2 cents. Business Insider 29

Social CRM : A market overview Software advice Gartner Magic Quadrant for Social CRM 30

Social network status1 Social CRM : Why should you 2 elaborate your plans ? 3 Social CRM : How should you move forward ?

How to achieve it Building the strategy map Drive Business GrowthBusiness Impact Develop Develop Develop Consumer Consumer Consumer Engagement Loyalty AdvocacyConsumer Develop Delight Develop owned content Develop earned personalized (added-value services and content services & offers attractive content )Capabilities Improve our Internal Identify and activate understanding of and brand advocates and ability to meet consumer influencers needsLearning & Growth Stimulate a Build cross-brand and consumer cross-market consumer mindset knowledge32

How to achieve it Building the strategy map Business Objectives • Drive Business Growth Drive Business • Develop Consumer GrowthBusiness Impact Engagement • Develop Consumer Loyalty Develop Develop Develop • Develop Consumer Advocacy Consumer Consumer Consumer Engagement Loyalty Advocacy • Develop earned contentConsumer Develop Delight • Develop owned content Develop owned content Develop earned personalized (added-value services and content • Develop personalized services services & offers attractive content ) & offers • Identify and activate brandCapabilities Improve our Internal Identify and activate advocates & influencers understanding of and brand advocates and • Improve our understanding ability to meet consumer influencers of and ability to meet needs consumer needs • Stimulate consumer mindsetLearning & rooted in BBNW Growth Stimulate a Build cross-brand and • Build cross-brand and mindset consumer cross- cross-market consumer rooted in BBNW market consumer knowledge knowledge33

How to achieve it Building the strategy map Business Objectives Measures Target Initiatives Programs • Net promoter Score x% • • Drive Business Growth Develop a reward and incentive • Engagement Rate x% program • Develop Consumer •Business x% Develop a relationship-building service Impact Engagement • Reach vs household culture (special treatment: birthday penetration • Develop Consumer Loyalty cards, education, communication...) • Generate a sense of community among “Know the Consumer” • Develop Consumer your consumer (e.g. a club) Advocacy • Harness advocates through blogs & • Buzz Factor -5 - +5 social sharing • Develop earned contentConsumer • Positive-Negative Value 0 – 100 • Develop online community platforms Delight • Develop owned content • Reach the Consumer Rate x% • Implement micro-sites • Develop personalized • Offer Transformation rate x% • Enable content management “Reach the Consumer” services & offers • Offer market/GMB wide data mining capabilities • # of Active Advocates x • Enable monitoring of social media • Identify and activate brandCapabilities • Advocacy Influence Ratio x • Gather consumer information & Internal advocates & influencers feedbacks across medias • Consumer Expectation Meeting x • Improve our understanding Ratio • Conduct multiple channels surveys of and ability to meet • Develop social application &widget consumer needs • Average Consumer Satisfaction “Develop the Consumer” x% Rate • Offer analytical capabilities • Promote & enhance BBNW launching • Stimulate consumer • BBNW Adoption Rate x kit as part of cRM FrameworkLearning & Growth mindset rooted in BBNW • Time to achieve Maturity x materials • Build cross-brand and • # of channels addressed • Settlement of a consumer centric x repository cross-market consumer • # of followed consumers x • Settlement of operational reports knowledge34

How to achieve it Strategy Map Business Objectives Measures Target Initiatives Programs • Net promoter Score x% • • Drive Business Growth Develop a reward and incentive • Engagement Rate x% program • Develop Consumer •Business x% Develop a relationship-building service Impact Engagement • Reach vs household culture (special treatment: birthday penetration • Develop Consumer Loyalty cards, education, communication...) • Generate a sense of community among “Know the Consumer” • Develop Consumer your consumer (e.g. a club) Advocacy • Harness advocates through blogs & • Buzz Factor -5 - +5 social sharing • Develop earned contentConsumer • Positive-Negative Value 0 – 100 • Develop online community platforms Delight • Develop owned content • Reach the Consumer Rate x% • Implement micro-sites • Develop personalized • Offer Transformation rate x% • Enable content management “Reach the Consumer” services & offers • Offer market/GMB wide data mining capabilities • # of Active Advocates x • Enable monitoring of social media • Identify and activate brandCapabilities • Advocacy Influence Ratio x • Gather consumer information & Internal advocates & influencers feedbacks across medias • Consumer Expectation Meeting x • Improve our understanding Ratio • Conduct multiple channels surveys of and ability to meet • Develop social application &widget consumer needs • Average Consumer Satisfaction “Develop the Consumer” x% Rate • Offer analytical capabilities • Promote & enhance BBNW launching • Stimulate consumer • BBNW Adoption Rate x kit as part of cRM FrameworkLearning & Growth mindset rooted in BBNW • Time to achieve Maturity x materials • Build cross-brand and • # of channels addressed • Settlement of a consumer centric x repository cross-market consumer • # of followed consumers x • Settlement of operational reports knowledge35

How to achieve it Building the strategy map Business Objectives Measures Target Initiatives Programs • Net promoter Score x% • • Drive Business Growth Develop a reward and incentive • Engagement Rate x% program • Develop Consumer •Business x% Develop a relationship-building service Impact Engagement • Reach vs household culture (special treatment: birthday penetration • Develop Consumer Loyalty cards, education, communication...) • Generate a sense of community among “Know the Consumer” • Develop Consumer your consumer (e.g. a club) Advocacy • Harness advocates through blogs & • Buzz Factor -5 - +5 social sharing • Develop earned contentConsumer • Positive-Negative Value 0 – 100 • Develop online community platforms Delight • Develop owned content • Reach the Consumer Rate x% • Implement micro-sites • Develop personalized • Offer Transformation rate x% • Enable content management “Reach the Consumer” services & offers • Offer market/GMB wide data mining capabilities • # of Active Advocates x • Enable monitoring of social media • Identify and activate brandCapabilities • Advocacy Influence Ratio x • Gather consumer information & Internal advocates & influencers feedbacks across medias • Consumer Expectation Meeting x • Improve our understanding Ratio • Conduct multiple channels surveys of and ability to meet • Develop social application &widget consumer needs • Average Consumer Satisfaction “Develop the Consumer” x% Rate • Offer analytical capabilities • Promote & enhance BBNW launching • Stimulate consumer • BBNW Adoption Rate x kit as part of cRM FrameworkLearning & Growth mindset rooted in BBNW • Time to achieve Maturity x materials • Build cross-brand and • # of channels addressed • Settlement of a consumer centric x repository cross-market consumer • # of followed consumers x • Settlement of operational reports knowledge36

How to achieve it Building the strategy map Business Objectives Measures Target Initiatives Programs • Net promoter Score x% • • Drive Business Growth Develop a reward and incentive • Engagement Rate x% program • Develop Consumer •Business x% Develop a relationship-building service Impact Engagement • Reach vs household culture (special treatment: birthday penetration • Develop Consumer Loyalty cards, education, communication...) • Generate a sense of community among “Know the Consumer” • Develop Consumer your consumer (e.g. a club) Advocacy • Harness advocates through blogs & • Buzz Factor -5 - +5 social sharing • Develop earned contentConsumer • Positive-Negative Value 0 – 100 • Develop online community platforms Delight • Develop owned content • Reach the Consumer Rate x% • Implement micro-sites • Develop personalized • Offer Transformation rate x% • Enable content management “Reach the Consumer” services & offers • Offer market/GMB wide data mining capabilities • # of Active Advocates x • Enable monitoring of social media • Identify and activate brandCapabilities • Advocacy Influence Ratio x • Gather consumer information & Internal advocates & influencers feedbacks across medias • Consumer Expectation Meeting x • Improve our understanding Ratio • Conduct multiple channels surveys of and ability to meet • Develop social application &widget consumer needs • Average Consumer Satisfaction “Develop the Consumer” x% Rate • Offer analytical capabilities • Promote & enhance BBNW launching • Stimulate consumer • BBNW Adoption Rate x kit as part of cRM FrameworkLearning & Growth mindset rooted in BBNW • Time to achieve Maturity x materials • Build cross-brand and • # of channels addressed • Settlement of a consumer centric x repository cross-market consumer • # of followed consumers x • Settlement of operational reports knowledge37 9-Jul-12

How to achieve it Result-based Value Added Business Objectives Programs • Drive Business Growth • Develop Consumer Business ValuesBusiness Impact Engagement • Develop Consumer Loyalty • Develop Consumer “Know the Consumer” Advocacy • Develop earned contentConsumer Delight • Develop owned content • Develop personalized services & offers “Reach the Consumer” Roadmap • Identify and activate brandCapabilities Internal advocates & influencers • Improve our understanding of and ability to meet consumer needs “Develop the Consumer” • Stimulate consumer Maturity AssessmentLearning & Growth mindset rooted in BBNW • Build cross-brand and cross-market consumer knowledge38

Typical journey from social media management to Social CRM• Listen (social media Step 4 : Full monitoring) Step 2 : Cross channel• Communicate, streamed • Establish opt-ins journeys CRM promote (Social Network as a• Interact, manage channel) • Social profiles integrated to the • Know the customer reputation • Links to CRM services processes Customer 360° view • Reach the customer • Links to CRM mkting Step 3 : • Develop the customer Step 1 : processes (inbound) Synched Stand alone • Links to CRM Sales (Social network as the 1-1 connection channel with process the customer) 39

Climbing on your Social CRM maturity curve(source Gartner) Source Gartner 40

Gestion de la relation consommateur : quand les réseaux sociaux sont au cœur de la création dans la durée CONTEXTE OBJECTIFS• Un leader mondial du marché des • Stratégique : Développer l’engage- produits de grande consommation.. ment des consommateurs leur fidélité et leur propension à re-• Challenge : être leader de son seg- commander marques et produits BENEFICES ment dans sa capacité à tirer partie • Projet : définir le plan de route des canaux numériques et des pour évoluer d’une gestion de la Les attentes vis-à-vis du programme réseaux sociaux pour une relation 1- relation B2B vers une relation 1 avec les consommateurs B2C.  Encourager les synergies,SOLUTION partager les idées & expériences• Définir les fondations d’un programme multi-marques en support à cette vision et  Accélérer la mise en œuvre des définir un plan de route opérationnel pour la matérialiser dans le cadre d’un programme global programmes• Des initiatives sont définis pour servir de cadre d’exécution à chacune des marques et  Réduire les couts des marchés. Ces initiatives se regroupent en différents thèmes : – Connaitre le consommateur ,  Connecter les actions de – Atteindre le consommateur, com, de marketing et de – Développer la relation consommateur commerce• Des macro et micro processus sont définis , de même que les organisations , et un plan de route sur trois ans . Un plan d’action détaillé est définit sur la première année,  Etablir une relation client ainsi qu’un plan de financement pour la première années. basée sur l’interaction• En parallèle, des projets sont menés, notamment sur les thèmes du monitoring des réseaux, de la gestion des situations de crise et la gestion du service client 41

Gestion de la relation consommateur : quand lesréseaux sociaux sont au cœur de la création dans la durée Carte stratégique Carte d’exécution Indices de maturité Modèles de retour sur investissement Types d’outils utilisées : monitoring de réseaux sociaux, Social Sign-In etintégration type Facebook Connect, Master Data Management, Gestion des interactions et du contenu, Marketing temps réel… 42

Alexandre Losson CRM Managing director Alexandre.losson@businessdecision.com Téléphone : +33 (6) 60 59 55 54 Laurent YIM CRM with a big R : Back to Marketing & CI Program Manager Laurent.yim@businessdecision.com customer driven CRM initiatives Téléphone, : +32 4 73 83 51 21through on-line, context driven and Jean-Michel Franco Solutions Director personalized interactions jean-michel.franco@businessdecision.com Téléphone : +33 6 67 70 01 32 Twitter : @jmichel_franco

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Trends in CRM, Customer Experience Management and Social CRM

by Jean-Michel FRANCO on Jul 08, 2012

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