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Customer Experience The Real Crm Achieved Through Bpm
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Customer Experience The Real Crm Achieved Through Bpm

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Solution Framework Draft Customer Management Challenges: CRM Myth and Reality. After billions spent on CRM, business intelligence, business process management and content management - have customers …

Solution Framework Draft Customer Management Challenges: CRM Myth and Reality. After billions spent on CRM, business intelligence, business process management and content management - have customers continue to report dissatisfaction and deteriorating service levels. Technology, compensation, performance, training, product design, service delivery need to be wrapped with the Customer Experience Matrix to evaluate each decision. The Customer Experience Matrix provides method to evaluate every investment and innovation by impact per customer.

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  • 1. Michael Hoffman, President Client X Client
    • Reduce Costs and Increase Revenue in Every Customer Contact.
    Michael R. Hoffman, ClientXClient, [email_address] , 908 542-1134
  • 2. Overview
    • Financial Services, Retail, Publishing, Travel, Non-Profit, Education
    • Marketing Technology Expert
    • Customer Infrastructure – Customer Architecture
    • Advertising – Mail – SFA – Contact Center – Fulfillment – Customer Service
    • The Matrix – Creating leverage in each customer contact
    • Tools to plan and view enterprise
    • Need background
    • Need key areas
    • Target markets vertical expertise
  • 3. Top Causes of Failure in CRM Today
    • Not realizing that functions, jobs, performance and reward systems must change.
    • Not thinking big enough.
    • Don’t believe your vendor – Tools are the easy part. How is you company going to make this work?
    • Systems and processes can be CRM’d without buying software and consulting.
    • Technology and non-technology systems need to be accessed for their impact to customer… Think Like a Customer approach.
    • Limited or no input from the customer’s perspective
    • Thinking that technology is the solution
    • Lack of specifically designed, mutually reinforcing processes
    • Poor-quality customer data and information
    • Little coordination of multiple departmental initiatives and projects
    • No concrete measures for payback and milestones
    • No view of “What this looks like when its done.” Are we there yet?”
  • 4. How much is CRM worth? THE TRUE MEASURE OF CRM IS CHANGE THAT IMPACTS EACH CUSTOMER IN EACH INTERACTION
  • 5. Increase Yield Per Customer
    • Acquisition
    • Service
    • Retention
    • Increase Revenue – Protect and Grow Margin
    • Expand Revenue Streams
    • Additional Revenue Streams
  • 6. 3 CONCURRENT CRM DEVELOPMENT AREAS Per Channel Cross Channel Multi-Channel Offer Management Customer Value Management Technology: (Channel & Infrastructure) Management + +
  • 7. Reverse Engineer Operational Processes to Reflect Customer Processes: From: Acquisition Service Operations
  • 8. CUSTOMER EXPERIENCE MATRIX 1. Awareness 3. Identification 4. Selection 2. Information 7. Logistics 5. Negotiation 6. Contract 8. Delivery 9. Acceptance 10. $ Collection 12. Care & Support 14. Community 11. Use 13. Repair Acquisition Service Operations
  • 9. CUSTOMER EXPERIENCE MATRIX 1. Awareness 3. Identification 4. Selection 2. Information 7. Logistics 5. Negotiation 6. Contract 8. Delivery 9. Acceptance 10. $ Collection 12. Care & Support 14. Community 11. Use 13. Repair
    • A Customer becomes aware of a need
    • Customer gathers information regarding filling need
    • Customer identifies potential options and sources to satisfy need
    • Customer selects product(s), service(s), provider(s) to satisfy need requirements
    • Customer negotiates all aspects of acquiring product or service
    • Customer legally commits to product purchase and specifications
    • Customer establishes criteria for receipt
    • Product or service is delivered to customer
    • Customer accepts or rejects product/service
    • Customer pays for product and/or services
    • Customer uses product
    • Customer cares for product, learns about product
    • Customer fixes, repairs, product
    • Customer participates in “word of mouth” product/service community
  • 10. 14 Stages of Customer Experience
    • Awareness
    • Information
    • Identification
    • Selection
    • Negotiation
    • Contract
    • Logistics
    • Delivery
    • Acceptance
    • $ Collection
    • Use
    • Care & Support
    • Repair
    • Community
  • 11. Direct Mail Web Outbound Telemarketing eMail Banner Ads Portals Web Direct Mail CCM VRU Direct TV 3G Personalization eMail Web Coupon CCM VRU DTV Aggregators Web Personalization Direct Sales CCM Loyalty Continuity Automated Service eMail CCM Web Chat Service Auto. Collaborators Service Automation Fulfillment Form Sharing Web CCM Chat VoIP Fulfillment Web CCM Partners Fulfillment Web eLogistics Fulfillment eLogistics eMail S. Alerts CCM eCollection Lock Box eBilling CCM CCM eMail Self Help Knowledgebase Chat Direct Mail Continuity eNewsletter Web CCM eCRM Portal 14 Stages of Customer Experience 1. Awareness 3. Identification 4. Selection 2. Information 7. Logistics 5. Negotiation 6. Contract 8. Delivery 9. Acceptance 10. $ Collection 12. Care & Support 14. Community 11. Use 13. Repair Web Contracts Usage tracking CCM eLogistics Return Processing
  • 12. Geography Digital Store 3 rd Party One-to-One SEGMENT Lifetime Value 1. Awareness 3. Identification 4. Selection 2. Information 7. Logistics 5. Negotiation 6. Contract 8. Delivery 9. Acceptance 10. $ Collection 12. Care & Support 14. Community 11. Use 13. Repair
  • 13. Marketing Advertising Promotion Communications Product Management Distribution Operations Sales Operations Delivery Retail Distribution E-Biz Communications Sales Third Parties Finance Product Management Retail Operations Re-Seller Management Sales Customer Support Operations Sales Dysfunction Junction Geography Digital Store 3 rd Party One-to-One 1. Awareness 3. Identification 4. Selection 2. Information 7. Logistics 5. Negotiation 6. Contract 8. Delivery 9. Acceptance 10. $ Collection 12. Care & Support 14. Community 11. Use 13. Repair
  • 14. Objectives for Each Interaction
    • Identify Customer
    • Recognize Customer
    • Serve/Resolve Issue
    • Upgrade
    • Extend Offer(s)
    • Grow Relationship
    • Educate
    • Collect Data/Learn
    • Gain Referrals
  • 15.
    • Single Purchase Index: %
    • Likelihood of no second purchase
    • Projected time to second purchase:
    • Remaining time to second purchase:
    •  
    • Propensity to defect next 30 days:
    • Propensity to defect next 60 days:
    • Propensity to defect next 90 days:
    • Propensity to defect next 120 days:
    • Propensity to defect next 180 days:
    •  
    •   Propensity to buy next 30 days:
    • Propensity to buy next 60 days:
    • Propensity to buy next 90 days:
    • Propensity to buy next 120 days:
    • Propensity to buy next 180 days:
    •  
    • Next most likely purchase: (product/service)
    • Next most likely purchase category:
    • Next most likely purchase channel:
    • Next most likely purchased: amount
    New Customer “A” Profile Tenure: Expected 3 month revenue: Expected 6 month revenue Expected 12 month revenue
  • 16. Optimize ROI at Each Transaction Revenue Growth: Up-sell Customer Ensure customer Satisfaction Extend Customer Lifecycle Accelerate Customer Value Maturity Revenue Enhancement: Sell Prospect /Customer Name Sell Customer Information (exclude name) Refer Community/Partner Services/Products Warranty Services Cost Reductions: Invest accordingly Accelerate resolution Identify alternative lower cost solution
  • 17. Customer Experience Map + Triggers + Enabling Technology
    • Differentiated service at every point of contact
    • Reduced cost through call diversion and improved responsiveness
    • Increased revenue through more selling opportunities and better targeting
    • Increase retention of best customers
    • Create additional revenue opportunities through customization
    • Better 3 rd party relationships
    • Higher Acquisition hit rates
    • Higher yield per customer
  • 18. Customer Viewpoint: Fulfillment Acquisition Selection Contract Use Collection Delivery Logistics Services Support receive email offer place order consume receive & pay bill receive shipment product question Customer View CEM stage
  • 19. Company Viewpoint Fulfillment Acquisition Selection Contract Use Collection Delivery Logistics Services Support receive email offer place order consume receive & pay bill receive shipment product question Customer View marketing, ecommerce ecommerce, operations operations operations operations Department CEM stage Campaign, eDialog Web site, Order Billing Ship Customer Service System
  • 20. CRM Viewpoint Outsourced Fulfillment Acquisition Selection Contract Use Collection Delivery Logistics Services Support receive email offer place order by phone consume receive & pay bill receive shipment product question Customer View marketing, ecommerce Call Center operations operations operations Department CRM BPM stage Campaign, eDialog Web site, Siebel 3 rd Party Billing Outsourced PeopleSoft Technology cross sell up sell, survey data exceed, resell resell, referral cut cost, feedback cross sell, resell solve, extend, survey Objective product, list, email, content product, offer, history product billing, inserts, messages product, survey insert product, shipping, inserts history, script, agents Requirements promo cost entry cost revenue, bill cost, entry cost ship cost prod cost, promo cost service cost Value
  • 21. Customer Experience Focus – High ROI Activities
    • Protect and Grow High Value Customers – Retention
    • Identify High Potential Low Yield Customers – Development
    • Create Second Purchasers
    • Build/Support Buyer Communities
    • Preemptive Retention Campaigns
    ***AT EACH STAGE FOR RIGHT CUSTOMERS
  • 22. Description Focus Success Data Transactions, raw data , operational Operation efficiency Low error, failure rate, speed of transaction Information raw data reorganized for reporting, internal measurement Reporting Timely reports, good general information, trend reports, focus on variances Knowledge bench mark industry, vertical numbers, management performance numbers - still internal Departmental knowledge sharing, very small part of business justification Adoption of measures beyond trends, use of information in strategic plans, counts of new customers v.s. product sales, opportunities for cost reduction at customer level Customer Intelligence Blend of raw data tied to customer, some enhancement, still the purview of marketing Discovery, measuring opportunities, retention, acquisition, acquisition, loyalty Dawn of household/customer level reporting, non-customer - prospect and lost customer metrics, Lifetime Value, Retention Rate, Customer: Prospect: Channel: Fitness become measured Market Wisdom Customer/prospect value as business performance metric Best practices adopted at lowest cost - efficiency, marketing automation, human capital & discovery used to differentiate, metrics gain executive & Wall Street awareness 20% of activities which create 80% of returns are adopted via new technology as "best practices" are systematized, Emphasis shifts to Customer/market proposition ROI/ROC optimization; new business performance metrics
  • 23. Michael Hoffman, President Client X Client
    • CRM Perception and Reality
    Michael R. Hoffman, ClientXClient, [email_address] , 908 542-1134 Thank You