Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo de agilidad del negocio
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Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo de agilidad del negocio

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Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo de agilidad del negocio Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo de agilidad del negocio Presentation Transcript

  • Putting the Voice of the Customer First in Your Enterprise-Wide Business Agility Framework Tony Compton Director, CRM Product Marketing 1 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Greetings from Chicago… 2 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Greetings from Chicago! 3 Copyright © 2009 Infor. All rights reserved. www.infor.com. View slide
  • “CRM” is your best player! 4 Copyright © 2009 Infor. All rights reserved. www.infor.com. View slide
  • Framework for a Continuum of Care Enterprise Resource Performance Planning Management (ERP) (PM) Financial Customer Relationship Management Management (FM) (CRM) Enterprise Asset Human Capital Management Management (EAM) (HCM) Supply Chain Product Lifecycle Management Management (SCM) (PLM) 5 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Leading the “Influence Economy” Coming out of the recession…  The march toward Customer Experience Management  Market-driven; Customer-driven  Thrill ride: Simultaneously frightening and exciting  The “Voice of the Customer” now lives in:  Product lifecycle management  Workforce management  Supply chain management  Demand and inventory management  Distribution strategies  Business “ecosystem” collaboration 6 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • The Element of Trust “When Did We Start Trusting Strangers?”  17,000 global web users surveyed  “New influencer landscape” developing  Three trends:  Rise in social media  Importance of digital friends  Proliferation of influencer channels “(Companies) need to participate in an influence economy by providing the tools and spaces for facilitating the creation experiences consumers want to have.” Peppers and Rogers Group, October, 2008 Source: Source: “When Did We Start Trusting Strangers,” Universal McCann, September 9, 2008 7 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • The Element of Trust Consumers trust ratings and reviews by one another more than they trust marketing campaigns. Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels” Suresh Vittal, Forrester, November, 2009 8 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • CRM Viewpoints What if you could…?  Exploit intelligent customer interactions?  Rely on an engine that doubled as the heart of your enterprise-wide framework?  Take pride in your contact center?  Employ a workforce conducive to CRM success?  Deliver the right messages to your customers? 9 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Organizational Structures Inhibit Marketers Marketer Consumer TV Web Phone Store Word of Mouth Direct Web Store TV 10 Copyright © 2009 Infor. All rights reserved. www.infor.com. Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels” Suresh Vittal, Forrester, November, 2009
  • Marketing and CRM Vision: Across All Touchpoints Direct Mail Telesales E-Mail SMS Branch ATM IVR Call Center Online/TV Centralized Marketing Planning and Decisioning OUTBOUND Marketing Resource INBOUND Management Segmentation Strategy JIT Targeting Permissions Planning Virtual Profiling Optimization Budgeting Context Tracking Events/Execution Orchestration Real-Time Analytics Enterprise Offer Management Customer Insight and Closed Loop Reporting 11 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • What do we know? Senior Marketers “Miss the Boat” on Customer Data 450 Senior Marketers Surveyed Worldwide:  Only 15% rate themselves as extremely good or effective at integrating disparate customer data sources and repositories  Only 6% say they have excellent knowledge of their customers when it comes to demographic, behavioral, psychographic and transactional data  More than 31% have churn rates above 10% and 32% report having customer turnover of 5% to 10%  31% say they don't do data mining at all, and 63% say they are doing only moderate levels of data mining for intelligence and insight Source: CMO Council; “Marketers Missing the Boat on Customer Data” Barney Beal, SearchCRM.com News Director; SeachCRM.com eBook, September, 2009 12 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • To Achieve Success… Interaction Management Holds the Key to Success Customer History Sales Reps Increase ARPU Current Activity Decrease Churn Past Purchases Analytical Intel Service Items Calculate Loyalty Order Status Span Multichannel Service Reps Products Used Commoditize Limited CRM Vision 13 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • To Achieve Success… Utilize All Customer Data to Drive Intelligent Interactions Customer History Increase ARPU Current Activity Decrease Churn Past Purchases Interaction Analytical Intel Management Service Items Calculate Loyalty Order Status Span Multichannel Products Used Commoditize Intelligent Interaction Management Delivers 14 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Analytical CRM Problem Solving Easy-to-use Integrated solution Coordinated outbound segmentation and for analyzing and inbound campaign campaign planning customers execution across multiple touchpoints  Outbound Marketing  Interaction Management  Closed Loop Solution  Direct Mail  Real-Time Analytics  Campaign Awareness  E-Mail Marketing  Self-Learning Engine  Channel Awareness  Reporting and Analytics  Multi-Channel  Offer Optimization  Increase Acceptance  Reduce Churn 15 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Workforce Optimization 16 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • CRM+WFO  Leading talent issues for management:  Contact center staff across multiple sites  Staff proficiencies and personality preferences  Matching and surpassing customer expectations  Forecasting and scheduling  Customer Relationship Metrics 2008 survey:  Contact center management emphasized accessibility metrics (service level, average speed of answer, % calls abandoned)…  VS. efficiency metrics (agent occupancy, agent utilization) and workforce management effectiveness (agent adherence, forecast accuracy, schedule accuracy) metrics 17 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Cause and Effect 18 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Bell Canada Multi-Channel Marketing Excellence Profile Business Challenges  Problems with disparate applications and databases  No standardized practice for cross- and up-selling  One of North America’s largest communications  Difficult to craft interactions and drive revenue from providers existing customers  Over 20 million customers Solution  Infor CRM Epiphany Interaction Advisor Results  Average 50% offer response; 18% rise in CSR sales per hour  15% uptake in ARPU, with users tallying $1.04 higher ARPU than nonuser  Increased the ability to distribute promotional campaigns by 75%, lowering time to execute campaigns from four days to four hours 19 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Bell Canada Performance – Correlation Analysis 76-100% 51-75% 26-50% 0-25% Rank Recommend Recommend Recommend Recommend Overall Rate Rate Rate Rate Average RPH $26.18 $24.80 $21.10 $19.48 $22.89 by Quartile Average RPC $4.13 $4.12 $3.48 $3.04 $3.69 by Quartile Average Recommend 76.38 61.43 48.03 24.41 52.58 Rate (%) Total number of 425 425 425 424 1699 Agents • Revenue per hour is 34.5% higher in the top quartile compared to the bottom quartile • Revenue per call is 36% higher in the top quartile compared to the bottom quartile 20 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • For Your Consideration: New USA Statistics US Department of Labor/ US Department of Commerce/ Bureau of Labor Statistics Bureau of Economic Analysis Productivity Unemployment US GDP Rate Rate Q3 2009 2.8% 9.5% 10.2% (revised) Q3 2009 Q3 2009 Q2 2009 – 0.7% "While the recovery has been jobless so far, that should soon change. Within the next few months, companies should be adding instead of cutting jobs." …National Association of Business Economists President Lynn Reaser* Source: Wall Street Journal, “Weighing Jobs and Deficit,” November 24, 2009 21 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Create an Economic Checklist Back time your “Recession Clock” to December, 2007 Average recession lasts 16 months (but this one is “not average”) Analyze industry CRM spending in 2009-2010 Traditional CRM spending lag when compared to GDP 22 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • CRM Investment Correlates With Economic Growth (With a Lag) 5.0% Worldwide CRM license and 8000 maintenance revenue (Gartner) 4.5% 7000 4.0% 6000 3.5% % Change 3.0% U.S. GDP 5000 $m % 2.5% Change 4000 2.0% 3000 1.5% 2000 1.0% 1000 0.5% 0.0 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Source: Gartner, “Innovation and the Next Generation of CRM,” Ed Thompson and Michael Maoz, September, 2008. 23 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Create an Economic Checklist Back time your “Recession Clock” to December, 2007 Average recession lasts 16 months (but this one is “not average”) Analyze industry CRM spending in 2009-2010 Traditional CRM spending lag when compared to GDP Key industries to watch Banking/Financial Services Consumer Products/Manufacturing Communications, Media & Entertainment Travel/Hospitality 24 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Transforming Environments 25 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Framework for a Continuum of Care Enterprise Resource Performance Planning Management (ERP) (PM) Financial Customer Relationship Management Management (FM) (CRM) Enterprise Asset Human Capital Management Management (EAM) (HCM) Supply Chain Product Lifecycle Management Management (SCM) (PLM) 26 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Top 25 Most Influential Technology Vendors for 2009 1. Microsoft 1. Microsoft 2. IBM 2. IBM 3. Oracle Corp. 3. Oracle Corp. 4. Hewlett Packard 4. Hewlett Packard 5. SAP 5. SAP 6. Dell Inc. 6. Dell Inc. 7. Cisco Systems 7. Cisco Systems 8. Salesforce.com 8. Salesforce.com 9. Google 9. Google 10. EMC 10. EMC 11. Sun Microsystems 11. Sun Microsystems 12. Apple 12. Apple 13. Infor 13. Infor 14. Sage 14. Sage 15. Siemens 15. Siemens 16. RIM 16. RIM 17. Adobe 17. Adobe 18. AT&T 18. AT&T 19. Intel 19. Intel 20. Lenovo 20. Lenovo 21. Accenture 21. Accenture 22. TATA Consultancy 22. TATA Consultancy 23. Lawson 23. Lawson 24. Motorola 24. Motorola 25. ADP 25. ADP 27 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Happy Customers… 28 Copyright © 2009 Infor. All rights reserved. www.infor.com.
  • Questions, Please! Thank you! 29 Copyright © 2009 Infor. All rights reserved. www.infor.com.