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Blueprint for CRM
 

Blueprint for CRM

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A brief introduction to preparing for CRM

A brief introduction to preparing for CRM

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  • At this point we might introduce some definitions, although they don’t need to go into the slides
  • The Project Team should comprise: Representatives from the business – the Marketing and Sales users; involve people at the coalface as well as managers and if you have a field sales force and/or branch or distributor channels involve staff from these channels too. If you expect your IT department to deliver a solution for your database strategy then it is wise to involve them from the outset and since there are likely to be implications on working practices and business processes, your HR department should also be represented; not only will they assist in providing some scope to the inter-personal elements, but they will also be useful in helping to manage change in the business once the scheme goes ahead. Ideally involve a board member in your project team. They will become your champion upstairs and will fight your corner when it comes to business case, resources and changes in business processes.

Blueprint for CRM Blueprint for CRM Presentation Transcript

  • The Blueprint for CRM An Approach
  • What Are the Issues?
    • Most significant concerns in introducing CRM are:
      • Getting the specification right
      • Obtaining buy-in
      • Achieving full implementation
      • Using data effectively
    • There is also often uncertainty as to what CRM is and what it can mean to any specific organisation
  • The Business Imperatives
    • The ability to know:
    • Which customers are less likely to stay with you
    • How to withstand cutbacks for your products and services
    • How to reverse the slowdown in recruitment of new customers
    • How to improve the value customers derive from their relationship with you
    • How to improve the cost effectiveness of marketing
  • The Business Imperatives
    • Customer and other important stakeholder communication is essential to success
    • Move to individual conversations – 1 to 1 communications
    • Staff will need to (appear to) have a good level of knowledge of the customer to fully engage
    • Need to capture, organise and disseminate information to/from touchpoints
  • Customers have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I need you Mail Email Phone Social Media Committed Active Aloof Ad hoc
  • Customers have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed Do you know where each customer is on this scale?
  • If you don’t have the insight into your customers, how do you hope to manage the relationship?
  • How CRM differs from a legacy management system
    • Legacy management systems
    • Tend to be business management systems, addressing:
      • Orders and Fulfilment
      • Financials
      • Fulfilment
      • Contact management
    • Tend to co-exist with other applications created for specific jobs
      • Functions linked to specific areas of the organisation
    • No real ability to address business process
    • Will work without a strategy of customer management
    • Restricted reporting rather than analysis and intelligence
    • No-one sees the whole picture
    • Customer Relationship Management (CRM)
    • Business strategy, supported by a computer system that relies on a universal customer-focused culture
    • Single 360 ° view of the relationship based on activities from across the organisation accessible by anyone in the organisation
    • Impacts every functional area, not only those that directly relate to customers
    • Everyone sees the same information, aware of the customers’ various touchpoints with the organisation
    • Ability to implement business process and workflows to reflect the organisation’s ethos
    • Access to analytics and KPI measurements
    How CRM differs from a legacy management system
  • Strategic Cycle of CRM Analytical CRM
    • Market analysis
    • Data services
      • Cleaning and conditioning
      • Integrate different data sources
      • Integrate external data
    • Customer profiles and segmentation
    • Behaviour analysis and Modelling
    • Measurement and ROI
    Operational CRM
    • Process management
    • Delivery of information to touchpoints
    • Strategic communications
    CRM Communication Deliverables
    • Direct mail
    • e-mail
    • Mobile
    • Web
    • Surveys
    • Social networks
    Central Database
  • The Customer Management Framework
    • ‘ Textbook’ CRM restricted to operational and analytical elements
    Analysis & Planning Information Technology Reports Operational & CRM Deliverables
  • The Customer Management Framework Competitive Intelligence Analysis & Planning Comms Strategy Operational Process Human Resource and Structure Information Technology Customer Experience Market Intelligence Impact & Effect Proposition Offer Channel Media Operational CRM & Deliverables Corporate Culture
    • This expanded model incorporates
      • Personalised up-sell/cross sell activity at the next customer touch point
      • Fusion of research to fine-tune insight
      • Measurement of the impact and effect of activity to provide learning
      • Corporate culture, business process, skills and resources
  • Applications and Data Customer Data Prospect Data Analytical CRM Operational CRM CRM Deliverables Billing Subs, Purchase & Training Processing Market Data Fulfilment Services Research Data Statutory & mass comms } Management System } CRM }
  • Are you ready for CRM?
    • Ask yourself these questions:
    • Is operational data held in more than one repository?
    • Do contacts always only receive relevant communications?
    • Are some being bombarded while others get nothing?
    • Can we categorise or segment contacts easily and use that segmentation for selections or react to previous activity?
    • Can we see a complete communication and response history for any contact?
    • Can we set and monitor KPIs?
      • Do we know if we are meeting targets?
      • Do we know what marketing activity has worked and what hasn’t and why?
    • Can we manage the relationship to the greater benefit to the organisation?
    • Can we address our customers’ requirements for
      • more open relationships
      • the ability to participate how they want to and manage their own activities and learning
      • active empowerment, rather than passive recipients
  • The Business Case
    • The best way to support a business case is with real examples of what could be achieved
    • Scope the value of pooled data in business opportunity terms
    • Bring data from the various repositories into one database created for the purpose and analyse to demonstrate quantified and evaluated opportunities
    • Provides the basis for return on investment and support for the business case for CRM
  • The Business Case
    • Example
    What is the achievable increase to lifetime value? What is the customers' purchase behaviour? Relate the behaviour to segments or profiles
  • The Business Case
    • Example
    Monetise the opportunity to estimate value How many will behave like others in their profile?
    • Establish a project team to drive the specification process
    Promoting Buy-In
    • Create a steering committee with executive powers to drive from a strategic viewpoint
    • Include:
      • Representatives from the business – the Finance, Marketing and Sales users, (branches if appropriate)
      • Representatives from HR – implications on working practices and business processes
      • Representatives from the deliverers
      • An executive sponsor who will subscribe whole-heartedly to the vision and find the time to work with the other team members and act as a conduit to the Board
    Executive Sponsor Steering Committee Commercial Team Sales Marketing Finance HR Business Analyst Data Integration Project Management Delivery Team
  • Promoting Buy-In
    • Don’t take buy-in for granted - good planning is fundamental
    • Make sure everyone understands what CRM is for your organisation and what can be achieved
    • Aim for an understanding on
      • why you should proceed
      • what the challenges will be
      • what the return is likely to be
    • Build a business case to demonstrate payback
    • Engage a specialist, experienced CRM consultant to facilitate the initial stages of the process and help build the business case for the investment
    • Keep proceedings at this stage in business terms and in the context of the organisation’s business plan, an approach the executive sponsor can align to
    • Many CRM initiatives have failed to achieve the expected levels of success
    • Too many organisations have failed to focus on the need for strategy, the business process requirements, the data, commercial and cultural aspects and even the skills of their people
    • A properly constructed CRM strategy based on defined business requirements that has been bought into by all stakeholders can deliver ROI
    Customer Relationship Management
  • DMC Can Help
    • Specialist expert consultants and analysts are on hand to
      • Help you through the pitfalls of implementing CRM
      • Direct you through the management framework
      • Develop your communications strategy
      • Assist you with specifying your requirements
      • Deliver customer insight
      • Help build your business case
      • Develop the data strategy
      • Help select technology or leverage existing investment
  • www.dmcounsel.co.uk