Crm assessment template


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Crm assessment template

  1. 1. CRM Assessment10 Step Approach to Evaluating CRM capabilities and readiness© 2010 Experian Information Solutions, Inc. All rights reserved. Experian and the marks used herein are service marks or registered trademarks of Experian Information Solutions, Inc.Other product and company names mentioned herein may be the trademarks of their respective owners. No part of this copyrighted work may be reproduced, modified,or distributed in any form or manner without the prior written permission of Experian Information Solutions, Inc.
  2. 2. Statement of Understanding Creating and Strengthening relationships with customers is central to the CLIENT growth strategy. The purpose of this assessment is to provide a preliminary evaluation of CLIENT’s capabilities in the CRM arena with a particular emphasis on the social and digital channels. The primary output of this assessment will be an actionable roadmap that outlines sequence and rational for specific, near-term recommendations. 2
  3. 3. Response Outline o Introducing Experian Marketing Services o Point of View (POV) on what to consider in evaluating a CRM program o Our methodology for conducting a CRM assessment o Partnership – anticipated CLIENT commitments / named account team o Relevant case studies o Pricing guidelines 3
  4. 4. Understanding who we are, what we do, and those we serveEXPERIAN MARKETING SERVICES 4
  5. 5. Experian is a Global Leader Our vision Experian business groups  Marketing Services For our people, data and  Credit Information Services technology to become a  Decision Analytics necessary part of every major consumer economy  Interactive around the world  Automotive  Interactive Competitor comparison Current work at CLIENT 5
  6. 6. Customer Intelligence Platform You can’t build customer relationships if you don’t have the right tools. 6
  7. 7. The world’slargest brands depend on us every day. 7
  8. 8. Focused on CRM and customer insights:• Provide analytical services for 10 / 10 largest retailers• Provide analytical services for 9 / 10 largest financial services and banks• Have built, deployed, or advised on hundreds of CRM programs• In-house capability to deploy unified customer view across traditional, digital, and social channels.• CRM partner for award winning programs at Amex, Restoration Hardware, William Sonoma, and Wells Fargo 8
  9. 9. Why you should choose Experian 9
  10. 10. Point of view on characteristics of a world class programCRM OUTLOOK 10
  12. 12. Components of a Strong CRM ProgramSpecific things to look for when evaluating a new program ID’ing the customer Successfully growing relationships begins with the ability to define and identify the best customers Continuous improvement Multi-channel perspective Everything known about the customer and The ability to chart future conversations is tied learned about the effectiveness of marketing to the ability to trace response across efforts needs to be re-cycled back into the campaigns, channels, and over time. programming process to insure incremental improvements are delivered. Response attribution Consumer insight When campaigns are deployed in field, you Data in itself is useless. It’s what’s done with need to evaluate their impact. data; how it can be applied to business decision making and the informed crafting of new creative that is valuable. Communication plan If no one hears a tree fall, does it make a noise? The best insight in the world won’t activate if it’s not delivered. Control the sequence and cadence of messaging for optimal effect. 12
  13. 13. Defining Customer Value Pulling together multiple dimensions of customers to better understand “best” customers• Lives in MOSAIC cluster “Small Town Success” • Buys 12 times a year • Baskets average $150 You can’t begin to effectively build • Beer & Diapers relationship strategies until you• Rock and country music have a clear understanding of who Persona • Loyal to specific brands• Sports and finance your best customers are and what• Social networking they look like. Interests Customer From there you can then begin to value define additional segments based upon their potential value to the brand and the likelihood of retaining and growing the Who is relationship.• Married he?• Two Children It’s also critical to base these• Gets news online • Multi-channel buyer segmentations on data that you• Follows the markets • Expected lifespan 7 years can then harness to execute• Works in financial services • Reward program member campaigns. If you can’t reach the• Owns a truck with high capacity towing • Responds promotional offers segment, it’s ultimately a valueless• Sportsman and power sports enthusiast • House brand purchaser scheme. 13
  14. 14. Capturing Behavioral InteractionsVisibility into all the channels or interaction, covering where and when engagement occurs SOCIAL DIGITAL TRADITIONAL WOM Syndication Display Email Search Web POS Direct TV Loyalty … Once you have an understanding of who your best customers are, you then need to be able to identify the channels and campaigns that are the most effective. On the surface, this is intuitive, but in our highly fragmented, socially connected digital world it is difficult to realize. 14
  15. 15. Nurturing communicationCadence and sequence of messaging is dictated by customer persona and history of interactions Communications with customers unfolds over time across channels. Well founded program strategy, therefore, will address the sequence and cadence of messages being delivered via multiple flights of creative to specific channels. The overall contact strategy should be optimized to individual preference and past response. No No Yes No No Yes Yes No Yes No Yes No Yes Yes 15
  16. 16. Creating Actionable Customer InsightsData itself is valueless, it’s the actionable insight that it engenders that is valuable. Common Attributes • Gender: Female • Education: College • Age: 32 • Location: Chicago • Marital Status: Single “Look at Me Now” “Smell the Roses” Moving beyond the pen portraits. The value of the data comes alive when it can be applied against data derived customer segments to produce direction for positioning and content that is tailored to key points of interest. 16
  17. 17. Tracking performanceAttributing response across channels, across time is critical for gauging effectiveness AWARENESS ACQUISITION RETENTION LOYALTY Campaign A Campaign A Campaign F Campaign B Campaign E Campaign B Campaign E Campaign C Campaign C Measuring marketing performance is about Campaign F more than addressing the complaints of the Campaign D CFO. ToCampaign D get better at something, at anything, you need to know what does and doesn’t work. Invoking a repeatable, Campaign D Campaign B reliable measurement framework, therefore, should be a key to the program. 17
  18. 18. Continuous improvementThe program must be run with an analytical discipline Shares The customer relationship process Targets doesn’t have an end. When one purchase cycle ends, the next begins. It’s an ongoing continuum whereby marketers much Loyalty Awareness constantly refine and reengage Experiences Searches customers with new targeted messaging. Marketers that get this will utilize feedback loops that tie marketing efforts to financial performance Retention Acquisition and leverage to improve future messages. Friends Browses Nurtures Visits 18
  19. 19. 10-step approach to assessing your CRM capabilitiesASSEMENT METHODOLOGY 19
  20. 20. CRM Assessment Methodology10-step approach for establishing where you are and how to get to where you want to go 1 Goal Alignment 2 System Review 3 Channel Usage 4 Metrics 5 Organizational Readiness 6 Competitive Comparison 7 Benchmarks 8 Gap Assessment 9 Recommendations 10 Roadmap 20
  21. 21. TimelineIf work commences during the first week of August, deliverables will be ready week of Sept 12th Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Goal Alignment System Review Channel Usage Metrics Organizational Readiness Competitive Comparison Benchmarks Assessment Gap Assessment Technical Review Recommendations Marketing Review Roadmap Competitive Review 21
  22. 22. 1. Goal AlignmentEnsure all stakeholders understand and are committed to the requirements and outputs of assessment • Critical to ensure there is alignment between Experian as well as internal CLIENT teams • Ensure understanding of deliverables is shared across all parties • Serve as an advocate and ambassador for effort within CLIENT. • Communication of critical dates and final delivery timeline • Formalized in a 2-page summary 22
  23. 23. 2. System ReviewAssess your technology infrastructure and it’s ability to support a targeted CRM program • We have a clear map of the known world • Take inventory of all your deployed systems • Review deployment across internal, external, and SaaS models • Note redundancies and inconsistencies • Assess cross system linkages • Evaluate existence of, or possibility for SOR • Preliminary PII audit of stored data • Measure the “thickness of the walls” between systemsLuna Partners 23
  24. 24. 3. Channel UsageIdentify where, when, how, and why your messages are being delivered across channels ProliferationFragmentation • Audit marketing calendar • Cross channel addressability • Rough tally of touches by channel • Identify all channels used • Assess ability to capture response • Evaluate channel propensity 24
  25. 25. 4. MetricsReview your internal depictions of customer, basis for lifetime value calculations, & marketing performance• impressions / customers Customer Insights • net impressions• avg. channel / customer • cost / impression• avg. messages / customer / time TARGETING • cross channel effectiveness• response delay cross channel • estimated cross channel response• days awareness to acquisition • loyalty members• estimated share of wallet • loyalty transaction penetration RELEVANCY• attrition rate • transaction response time• channel preference • marketing asset / revenue ratio• cost per acquisition • marketing attributable revenue OPERATIONAL CONTROL• most next likely product • media spend / revenue ratio• social influence • channel / campaign attribution• sentiment • unique percentile• lifetime value • two-way synch feed count• product affinity • key index count (wall thickness)• discount responsiveness EFFICIENCY • unrealized value proxies• … Performance • … 25
  26. 26. 5. Organizational ReadinessThe best tool in the world is only as useful as the hand wielding it Separation Skills • How silo’d are responsibilities • How multi-lingual are your marketers (traditional. digital, social, data, insights) • Depth and breadth of separation • Experience taking a campaign through all of • Vertical separation. Are there player- it’s steps managers, or clearly delineated roles • Familiarity with nurturing or episodic campaigns While individual interviews are conducted, results are only presented in summarized format. 26
  27. 27. 6. Competitive ComparisonConduct field research of your competitive, customer facing communication• Evaluate and document strategies of two retail banking competitors (Wells, BofA)• Evaluate and document strategies of two retailers (Target, Nordstroms)• Sign-up for accounts. Review website, email, direct mail, display, in-branch messaging, etc.• Source industry reports, 3rd party opinion / review, etc. 27
  28. 28. 7. BenchmarksPlot your marketing sophistication according to stages of engagement framework Ability to record multi- Ability to model and Ability to layout a multi- Ability to deliver channel response and analyze the data to channel plan of coordinated messages combine it with turn into actionable interaction that builds across traditional, transactional and 3rd insights that can be on response to build digital, and social party sources into an carried into channel. relevancy and timeliness channels integrated view. BENCHMARK CROSS CHANNEL MULTI CHANNEL OPTIMIZATION MARKETING CHANNEL recognizing channel triggered and drip OPTIMIZATION preference campaigns CHANNEL scoring, modeling, response revenue / outcome EXECUTION and advanced attribution causation segmentation single channel, faster cycle times enabled across personalized fire and forget multiple platforms interaction file based list Persisting results voice of customer consolidated view processing over time per channel of customer 28
  29. 29. 8. Gap AssessmentAcross all levels of the assessment, evaluate where CLIENT is behind, on or ahead of the curve Gap Assessment – is conducted across all phases of the assessment methodology, but focuses on the:  Customer data  Systems review  Channel assessment  Applied metrics  Competitive comparison The relative capabilities are ranked on a detailed basis within each as basic, good. better, or best. 29
  30. 30. 9. RecommendationsProvide rational and explanation as to which gaps should be addressed and where most value lies Fast Track Assessment Opportunity Matrix ECD Core Team Scores Com petitive Know ledge High Service Provider Leverage Bubbles sized by Potential Benefit White Outline indicates Jum p Start Near Term Opportunity Custom er Contact Strategy Program Effectiveness High Level Measures Customer Capability Enhancem ent Insight Processes Custom er Segm entation CRM Culture Marketing Metrics Feasibility Business Intelligence Capability Custom er Transactional Data Custom er Profiles and Analytics Custom er Product Dynam ic Multi-Channel Choice Longer Term Custom er Marketing Database Tracking and Testing Strategic Discipline Initiatives Low High Cost Short Time to Low Long Time to Execute Execute 30
  31. 31. 10. RoadmapOutline your plan of attack with prioritized recommendations and estimated effort levels 12-month roadmap Roadmap Deliverable – Create roadmap and implementation plan to address each measurement challenge and marketing opportunity – recommendation for go- 13-week jump start forward  Resource requirements and timing  Durations and dependencies of all initiatives  Checkpoints to assess the progress and success 31
  32. 32. Summary of DeliverablesWhat you get at the end of the day • Assessment initiation summary outlining specific deliverables, timeline, and communication strategy for findings / broader interactions. • Technology audit inclusive of map, inventory, and written evaluation of interoperability and the state of the data • Cross-channel usage audit, intensity / frequency matrix, ability to deliver addressable audiences. Form of 5-slide summary • Organizational readiness review. Summarized view of structure and cross functional skills. Form of 2-slide summary. • Comprehensive competitive CRM comparison with benchmarks. Covers details of communication strategy as well as industry best practices around organization capabilities. Form of ~50-slide presentation. • Gap assessment and recommendation review. Presented in a matrixed spreadsheet for easy sorting and analysis and a graphed opportunity chart. • Roadmap. A high level effort and deliverable timeline that addresses the delivery of recommended opportunities and summarizes in a written executive summary. 32
  33. 33. Success requires commitment of key stakeholdersTEAM EFFORT 33
  34. 34. Deployment TeamEnsuring all the right resources are aligned and ready to go as needed Executive Sponsor MARCUS TEWKSBURY CRM expert that bridges the gap between IT and the business. His Relationship Technical retail work includes: Coach, Strategic Lead Hallmark, Walgreens, and Wal- Manager Architect Mart. Strategy Analyst Strategy Analyst 34
  35. 35. Shared CommitmentBoth organizations will contribute to, and share in the success of the effort 35
  36. 36. Driving CRM for well known brands around the worldRELEVANT CASE STUDIES 36
  37. 37. Estimated detail for outlined scope of workPRICING GUIDELINES 37
  38. 38. © 2011 Experian Information Solutions, Inc. All rights reserved.