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CRM Course delivered to CIM members 2003

CRM Course delivered to CIM members 2003

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CIM CRM Workshop Presentation Transcript

  • 1. Wednesday 13 April 2011 CIM CRM Workshop 1
  • 2. Customer relationship management, databases & the web
    • Thom Poole
      • Global Product Manager
    • Dr Alan Rae
      • Business Adviser
  • 3. Agenda
    • Introductions
    • Knowledge Management and Marketing
    • BREAK
    • CRM , Databases & the Web
    • Conclusion
  • 4. Introductions
    • Just to warm us up a little
    • Who you are and what your organisation does
    • Why you have come to our seminar
    • I will start …
  • 5. Why are we doing this
    • Competitive advantage lies in deploying what companies know
    • This involves getting to grips with 3 sorts of information
      • The knowledge that exists in people
      • The know-how that exists within the processes of the company
      • The information that exists about how the company interacts with its customers
  • 6. What is Marketing?
    • Marketing is about EXPLOITATION
      • You learn about your customers
      • You understand their desires, ambitions and expectations
      • You discover their stimuli
      • You Exploit your knowledge for competitive advantage
  • 7. CRM is about customer interaction
    • A good definition is “A management approach that enables organisations to identify, attract and increase retention of profitable customers by managing relationship with them” - Bradshaw and Brash- Ovum
  • 8. The Key Word is profitable
    • You need to know who your most profitable customers are
    • What their lifetime value is going to be
    • What the prospective lifetime value of new clients is going to be
    • What service offers build in switching costs to the client
    • How to construct offers that support and extend the brand.
  • 9. It is a balance of art and science
    • A good salesman does this intuitively
    • But one to one , face to face selling is too dear
    • CRM gives us the opportunity to use a variety of channels - particularly the new interactive media to automate low level personalisation of interactions
    • This automated information can be captured, analysed and used to formulate new offers that increase customer retention
  • 10. However it must support the key brand values
    • The client must feel
      • Cared for
      • In control
      • Able to influence the process
      • Able to have his needs customised
    • Web sites such as Amazon and Dell have achieved this effectively
    • They put the client in control while getting her to do the work & externalising transaction costs
  • 11. Effective Implementation needs an integrated approach
    • Strategy
      • What are you doing this for
      • Who are your customers
      • What do they want
    • Structure
      • Front & back office databases, web sites & IT
      • Your business processes
    • Skills
      • Behaviour, IT & leadership skills
  • 12. CRM is Knowledge Management
    • The how vs the why - knowledge management is the process that builds intellectual capital
    • Any investment in knowledge must have a strategic purpose
    • It involves an analysis to identify where are the key leverage points in the business
    • Anything that isn’t of major strategic importance should be ignored
    • It must fit the existing capability of the business
  • 13. What does this involve for small companies
    • Three main areas of activity
      • Up-skilling staff and encouraging them to share knowledge
      • Making sure that processes and news are shared using intranet technology
      • Making sure that key information about customers is located, refined and used to achieve a competitive edge
    • It needs to be simple, practical and use industry standard software and hardware
  • 14. Themes to establish
    • Need to focus on systematically deploying staff abilities
    • Need to establish that there is a critical infrastructure level both physically and in people’s understanding of IT
    • Need to tie what you know into to what builds competitive advantage
    • What measures are appropriate to know that organisation is on track
  • 15. Strategy - What you must know
    • What your clients want, where they are, and where they are in the sales cycle
    • How can you capture it
    • How can you track it
    • What changes to your business processes are necessary to make this work
    • What staff behaviours you need to institutionalise
  • 16. Information needed to plan
    • Income by meaningful category
    • Gross Margin
    • Customer and Product Profitability
    • Sales Plan vs Forecast
    • Sales Pipeline
    • Strategic and Tactical Marketing Analysis
  • 17. Marketing Strategy - the issues
    • What markets are attractive?
    • What competitive advantages have you
    • What else should you consider
      • how much of total market is available
      • where in the product life cycle you are
      • what is the decision structure of the market
      • how do you stack up against the competition across the whole product
  • 18. What you must know about your clients
    • Lifetime value of the client
    • What do they want
    • How likely are they to buy
    • What behaviours do they want
    • What behaviours do they display
    • How does this relate to your brand values
    • What control of the process can you give them
  • 19. Exercise 1
    • Is it correct?
    • Would you correct the data?
    • Why?
    • Why is/could the data be wrong?
    • Other methods of collection
  • 20. What you must know about your marketing processes
    • Activity to generate leads
    • Cost per lead generated
    • Cost per close
    • ratios including close ratio
    • average value per close
    • retention rates by segment
  • 21. CRM is not just about sales
    • It is aimed at retention
    • In many business to business environments it is important link sales with service data
    • This can give great results and can help develop new products and offerings
    • It can extend to true collaborative working in supply chains - buzzsaw.com
  • 22. To be successful consider the business as a whole
    • The respective aims of company and client
    • The Value creation process
    • The multi-channel nature of business today
    • The assessment of performances
    • The IT analysis and communication infrastructure
    • These form the strategic framework for CRM
  • 23. Strategic Framework for CRM
  • 24. The definition of the Sales and Service pipeline
    • Acquisition of Customer
    • Consolidation of customer
      • Only very satisfied customers spontaneously testify and build your brand
    • Enhancement of the relationship
      • Services
      • Loyalty programs
      • Cross and up-selling
  • 25. The Nature of Customer Encounters
  • 26. CRM becomes critical for companies as the web brings more interaction
    • There is more to capture
    • You can do more with it
    • If you can analyse the information you can get a clearer picture of how your business is running.
    • The web enables greater scope for interactivity.
  • 27. What does the Web bring to the party
    • It allows communication, structured offers and instant response
    • However it needs to be integrated with direct mail, telesales and even physical sales people
    • You can monitor behaviour in real time
    • You can offer various means of communication
  • 28. Exercise 2
    • The Web Experience assisted by Alan Rae
  • 29. BREAK
    • We’ll break for about 5 minutes
    • Tea, coffee available
    • Can we be back at ...
  • 30. Methods of communication from web site include
    • Web chat - interactive conversation in real time
    • Web callback - immediate or later
    • Telephone number
    • Email facilities
    • A recent study of how companies use these in practice was carried out by Ovum
  • 31. Ovum study
    • Only 33% of companies who invited response by email or form responded to them AT ALL
    • 34% of companies responding took > 24 hours
    • 27% of established companies had no phone number on the site
    • only 8 out of 97 companies inviting emails gave telesales the info to treat client as an individual
    • Generally companies showed damaging lack of consistency
  • 32. What would getting it right mean?
    • Integrating front office, back office & analytic systems
    • Integrating responses from different media channels to ensure consistency of brand experience
    • Consciously automate what can be automated and free your sales / service stars to lock in your cash cows.
  • 33. How are other companies using the web now?
    • Recent HP study showed
      • Business to consumer
        • 41% deliver content and information
        • 17% offer online shopping
        • 12% provide personalisation
      • Business to Business
        • 57% deliver content and information
        • 21% do online trading
        • 21% provide personalisation
  • 34. Think about it …
    • Wouldn’t it be great to customise information from database according to customers web site + other marketing profile
  • 35. Other HP findings
    • Most are not happy with their companies response and integration capabilities
    • The most key motivation is to get closer to customers ahead of generating more traffic and converting existing customers to working on line
    • Not much sign of mobile technology strategies being deployed
    • Greatest source of info for senior players is on-line across industry sectors
  • 36. Why this is important
    • Companies lose half their customers in 5 years
      • Harvard Business review
    • It costs 7-10x as much to get a new customer as to keep an old one
    • As quality and price converge, responsiveness becomes the key differentiator
    • Automate simple stuff to free staff for quality time with customers
      • business automate product info and follow up
  • 37. CRM depends on overall perception of the company
  • 38. So where does it fit?
  • 39. Management
    • Needs to identify which segments are working and which need attention
    • Needs to be integrated with ERP and other systems
    • Needs to be scalable and concerned with speed an ease of deployment
    • Needs to foster increased customer satisfaction and retention - increased sales, higher strike rates, better margins and market share
  • 40. INFORMATION Technology
  • 41. The Architecture of eRM
  • 42. A good CRM system can
    • Capture info from any source - email, web site call centre, trade show or referral
    • Support Autodialling, order entry, and automate follow up
    • Provide Scripts to automate telesales
    • Workflow tools to guide reps through processes
    • Automate distribution of customer info
    • Provide analysis tools & manage campaigns
  • 43. Sales management
    • Opportunity management - tracking the milestones to the sale
    • Should handle complex models with multiple points of contact
    • Automate routine information exchange
    • Excellent and detailed management tools
  • 44. Sales Pipeline
  • 45. Customer Service and Support
    • The customer wants to be looked after
      • I want to be me
      • I want to be looked after
      • Supermarket > Cavalry mode
    • Service needs ALL the Key info to achieve this
    • Enables problems to be turned into sales opps
    • Incident assignment, escalation, warranties and contracts, service level management
  • 46. Sales can see service logs
  • 47. Service team can see Sales logs
  • 48. Monitoring activity
  • 49. Large vs small solutions
    • Key players - entry level £50k
    • But entry level players such as goldmine and maximiser are catching up
    • New Front Office 2000 product from Goldmine
  • 50. Goldmine Example
  • 51. Internet support
    • provides a complete intranet solution for distribution of collateral
    • in future will support extranet capability to extend customer info to business partners and networked communities.
    • Partners can schedule own appointments
    • Supports Microsoft Web Architecture
  • 52. Imperatives of E-relationships
    • Create a dynamic customer context
    • Generate Consistent Custom Responses
      • smart navigation/high-value action/consistent treatment
    • Build and maintain a content directory
      • relevant sales and marketing offers need to tag content for specific customer context - product elements & past buying patterns
  • 53. Rules to succeed
    • Companies that treat business buyers uniquely and consistently will build loyal clients fastest
    • analyse information and apply business rules effectively to build customised contextual offers
    • synchronise field, web and telecentre info
  • 54. Conclusion
    • Take this seriously - it’s the lifeblood of your company
    • Integrate with Web and other data inputs
    • Make sure your other systems and telephony are up to it
    • Think how to integrate with mobile workers
    • Make sure staff are motivated and understand WHY it’s important
    • Good luck - it’s a grand life if you don’t weaken