Customer Process Management


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Customer Process Management

  1. 1. Customer Process Management Increasing company’s competitiveness
  2. 2. Agenda 1. Introduction 2. Our CPM offering, approach, & recent assignments 3. The House of MarketingPresentation1 2
  3. 3. Customer process management allows to tackle some major marketing challenges marketers face today Customer Process Management is about… … understanding the voice of the customer * … increasing a firm’s competitiveness by reducing waste … building competitive advantages … aligning different channels … understanding who does what Based on the 2012 YMS, we see Marketing still needs to work on defining / reviewing processes Source: Yearly Marketing Survey 2012 – The House of Marketing * Indicating this challenge as one of their top 3 challengesPresentation1 3
  4. 4. Objective is to do things better with optimized processes and to align the organization to deliver outstanding customer experience in each customer touch point Do things better with optimized … and develop a customer-centric processes … approach Coming from … • Weakly defined marketing processes Touch • Lack of clear roles & responsibilities Point Touch • Time to market depends on goodwill Point • Hard work leads to basic quality Touch Customer Point … and going to Touch • Processes are defined and shared Point • Everybody know who does what & when Touch • Time to market is shorter & more predictable Point • Qualitative results in line with efforts Strategy Customer Experience is the competitive battleground of today’s economyPresentation1 4
  5. 5. Due to internal & external challenges, lots of companies today need CPM in order to continue to be competitive External challenges Internal challenges • Mergers & Acquisitions • Changing market conditions • Silo management • Increasing competitive • Lack of dialogue between BU pressure Competitive • Unclear ‘who does what’ Advantage • Lack of customer loyalty • Long time-to-market • Negative brand perception • Excessive costs • Unprecedented budget cuts • Repeated performance errors Customer Process Management (CPM) projects are centered on marketing and extends to surrounding sales, support and services organizations and aids firms in creating an organizational structure with aligned roles, responsibilities and processes to stay competitivePresentation1 5
  6. 6. Processes are enablers to translate business objectives into business results Vision Mission Business ambitions Value proposition Value creation Value capturing Auditing Environmental and Competitive Scan Marketing Performance Management Marketing Marketing Drivers Customer Equity Marketing Strategy Products / Technology Value Segmentation & Business Objectives Intentio Behavio Targeting Business Results Services n ur Purchase Process & Acquisition Awareness Engine Business Paradigms Experience Price Premium Perception & Retention Balance scorecard Communication Reputation Commitment Market Share Relationship Recommen- Positioning Preference Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Investment Return on Tangible Action Plans Innovation Enablers Commercial Process Employer Branding Technology and systems Management & OrganizationPresentation1 6
  7. 7. Agenda 1. Introduction 2. Our CPM offering, approach, & recent assignments 3. The House of MarketingPresentation1 7
  8. 8. The efficient customer centric organization is closely aligned on 5 faces 1 Customer Insights • Understand Client Journey Strategy • Link measurable customer Commercial Strategy metrics to stakeholder value The Efficient Customer Centric 2 Core Commercial Organization Tangible Business Results Processes • Align the core and TO-BE process with customer Process TO-BE Processes expectations The Customer • Assess AS-IS process, AS-IS identify value gaps and improve Processes 3 Roles and • Define and align roles & Responsibilities responsibilities along end-to-end Organization processes Structure • Ensure optimal organizational structure 4 Culture and • Identify opportunities for People Capabilities training and coaching 5 Business Technology Requirements • Ensure an enabling IT infrastructure Processes are a crucial part in building a customer centric organizationPresentation1 8
  9. 9. THOM supports companies in developing efficient processes and to define clear roles & responsibilities Most CPM projects start with improving the core processes… Core Processes AS IS processes TO BE process Step 1: Step 2: Step 3: Step 4: Step 5: Control Discover Map Analyze Improve • Perform an • Map AS-IS • List pain points and • Map TO BE • Define KPI’s and Process inventory of core processes based identify areas of processes and control processes on in terviews improvemens on validate during improvement • Conduct an AS IS processes workshop metrics analytical review • Propose, evaluate • Define detailed to rank process in and prioritize process terms of criticality improvement descriptions, RACI opportunities and tools • Select most critical processes for specifications review • Implement new processes …followed by defining roles & responsibilities within the organization Roles (departments, people) involved in the process Organization R – Responsible A – Accountable C – Consulted I – InformedPresentation1 List of activities and decisions 9
  10. 10. Companies face some important challenges to implement an efficient customer-centric approach Give a ‘central’ role to your marketing department to Optimize processes to improve overall marketing ensure consistency across all touch points. This can be department performance and efficiency and also synonym of reviewing the company’s organizational guarantee a better communication and collaboration structure, or at least the roles and responsibilities. amongst different departments. 1 2 Review Marketing Optimize marketing organization processes 4 3 Integrate customer Integrate online & offline insights channels Integrate customer insights in the decision making- The integration of online and offline. Reinforce process and follow impact of marketing actions consistency at all touch points to improve customer through well defined KPI’s. This can only be possible if experience. you start mastering data internally.Presentation1 10
  11. 11. THoM develops a tailor made approach for your specific CPM challenges ... Analyze current Define pain points and Implement the TO-BE Control & monitor situation & understand the TO-BE processes & processes & TO-BE (KPI’s) AS-IS processes & organization organization organization Deliverables: Deliverables: Deliverables: Deliverables: • Analysis of existing info • Workshop to discuss the • Internal communication • KPI’s to manage on processes & current pain points of the To-Be processes efficiency of To-Be organization • To-Be processes and and roles & processes and roles & • Internal interviews to roles & responsibilities responsibilities responsibilities are understand AS-IS are clearly mapped • Professional Change defined & measured • All stakeholders are Management plan to • Action plan to react on involved as from the implement successfully evolution of KPI’s start Project duration & budget depend on company needs & scope. (high level budget estimation: 80 k – 120 k EUR)Presentation1 11
  12. 12. ... and offers the possibility to perform a CPM quick scan in 6 weeks to identify pain points within the organization FROM: Chaos TO: Efficiency Scan the surface (internal interviews) 2 weeks THoM CPM Quick High level analysis of AS-IS processes Scan & organization 3 weeks Discuss identified pain points & how to improve (workshop) 1 week Deliverable: high-level analysis of the AS-IS processes & organization and identification of the pain points. Development of the To-Be processes & organization and implementation aren’t included in the CPM quick scan. A CPM quick scan can be performed in 6 weeks to identify process & organization pain points. Budget estimation: approximately 45 k EUR (budget varies according to company needs)Presentation1 12
  13. 13. CPM projects are a long-term investment. More efficient & customer-oriented processes will generate a positive ROI. Increase efficiency Reduce costs Competitive advantage & client satisfaction Improve quality Customer orientedPresentation1 13
  14. 14. THoM CPM Credentials • HR Services Company – Defining the sales & marketing • Waste Management Company – Improvement of lead organization to support the customer oriented strategy and generation processes and optimization of relationship more efficient commercial activities management • Financial Software Developer – Redefinition of Marketing • Pharmaceutical Company – Analyze the current innovation Organization to enable the client to reach its growth approach and formalize the innovation process into a market objectives driven innovation approach • Manufacturing Sector – Implement a customer centric • Retailer – Develop customer centric marketing processes approach & define roles & responsibilities of product managers 1 2 Review Marketing Optimize marketing organization processes 4 3 Integrate customer Integrate online & offline insights channels • HR Services Company – Define processes and segment- • Utilities Industry – Formalize process to align online & offline oriented marketing dashboard to increase usage of market channels & business intelligence in daily marketing activitiesPresentation1 14
  15. 15. Agenda • Introduction • Our CPM offering, approach & recent assignment • The House of MarketingPresentation1 15
  16. 16. What makes The House of Marketing different?Presentation1 16
  17. 17. We have a strong vision on marketing … Marketing is a mindset throughout the whole company, and only happens through uncompromising and ruthless focus on the total process of customer engagement. Marketing is a key contributor to achieve business objectives and to optimize shareholder value. Our guiding principles are Focus, Agility, Creativity, Tangibility and Sustainability.Presentation1 17
  18. 18. … and a clear view on how marketing must evolve • Simplicity • Strategic consistency • Leadership continuity • Prioritize & making choices • Consistent brand across all channels • Seek leadership in specific category • Customer centricity • Focused team • Detect trends & act • Early warning systems & processes • Agile & up to date organization • Built around customer engagement • Innovative company culture • Willingness to change • Diversity of profiles • Flexibility & Speed • Idea generation process • Idea valuation • Porosity & open-mindedness • KPI’s & dashboards • Scenario analysis & ROMI • Connect with marketing intelligence • Analytical culture & skills • People: yours & every stakeholder • Planet: ACT on innovation, packaging, promotion... • Profit: business-minded marketersPresentation1 18
  19. 19. We are convinced that flexibility is a key asset for the future to bridge capacity gaps... Resource Demand Chart FTE (hours per month) Project 1 5,000 Project 2 Project 3 Project 4 4,000 Capacity 3,000 2,000 1,000 0 1/95 4/95 7/95 10/95 1/96 4/96Presentation1 19
  20. 20. …. and to bridge competence gaps Data cruncher Packaging E-commerce ……… Online specialist CPM specialist Performance management Project Management Shopper marketer CRM specialist Mobile marketer SocialMedia Strategist ……… Web masterPresentation1 20
  21. 21. Flexibility demands the right talent at the right place, & on going training The House of Marketing can help you develop and keep the right talents in your marketing department. Coaching on the job, one company or multi company program, more details Marketing Talent program available as from October 2012 Relevant Marketing training, from general to very specific & tailor made - product management Training - project management - communication (online, offline) - social media - email marketing -…… Personal coaching focused on marketing Coaching related skills and technical skillsPresentation1 21
  22. 22. We offer help adapted to the new business context In a economical environment where turbulence is the new norm, The House of Marketing provides marketing excellence at the right moment, exceeding clients expectations by delivering higher return on investment and by making the organization more agile. We achieve this by recruiting passionate marketers for whom we create an inspiring and nurturing environment.Presentation1 22
  23. 23. How do we work?Presentation1 23
  24. 24. We work on temporary assignments…. Mostly function based Broad FMCG experience B2B and B2C environments Coordination activities of Marketing plan, go-to-market specialists in production, sales, strategy & implementation, Brand advertising, promotion, R&D, … Marketing people management, Managers Churn analysis, churn Managers business intelligence reduction Coordination of Marketing Product placement activities optimization Strong analytical and Market & competitor negotiation skills analysis Channel & Enhancing retail partnerships Business Market assessment & Category by increasing category sales Analysts quantification and aiding in fact Clustering of customers Managers based/strategic selling E-strategy definition & roll- Extended experience in SME out E-Marketers Coordination, design & and large matrix organizations Alignment of organization & Social implementation of e- Process towards similar goals Media marketing actions Managers Clear roles & responsibilities Website management, Specialists email marketing, social definition, organizational design media, mobilePresentation1 24
  25. 25. … and on strategic marketing challenges Mostly project based Client challenges THoM expertise & solutions • Attract new customers • Customer intelligence: translate data into relevant insights Volume • Increase customer spending • Segmentation driven • Reduce customer churn • Business and marketing planning • Increase Innovation success rate • Innovation Management Program • Restore customer trust • Customer intelligence: translate data into relevant insights • Capture more customer value Margin • Category assessment • Margin management driven • Marketing performance management • Doing more with less resources (ROMI, CLTV, dashboards) • Tracking of ROI • Marketing audit • Define or redefine positioning • Consumer intelligence: translate data into • Changing customer experience from relevant insights product push to relational (customer- Positioning centric) • Customer (store) experience • Positioning on the sustainability dimension • Sustainability • Positioning towards current and potential • Employer branding employees Consumer analytics and insights are crucial for each of the three challengesPresentation1 25
  26. 26. We offer a unique combination of strategic excellence and operational pragmatism Strategic excellence Operational pragmatism • Proven track record in strategic • Track record in making things happen marketing advice within international and complex • Creating relevant insights in the companies business • Applying practical knowledge of • Identifying the true leverages for successful corporate sales and significant improvements marketing organizations • Turning opportunities into structured • Turning initiatives into tangible actions and prioritized business initiatives • Helping you to successfully implement strategic recommendations We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic resultsPresentation1 26
  27. 27. We deliver tangible value by bridging the knowing doing gap… Strategic excellence Operational pragmatismPresentation1 27
  28. 28. We have different meetings during an assignment PROJECT DELIVERABLES DEADLINE PROJECT DELIVERABLES DEADLINE Define MLT strategy for Market analysis End 2007 Internal Define MLT strategy for Market analysis End 2007 product X RGO identification + – Draft – product X RGO identification + estimated revenues & final reco + budget EPR Developing targeted expansion strategy for a estimated revenues & final Brand strategy Luxembourg based private life insurer Strategy, organization and marketing reco + budget Brand strategy Action plan 2008 Client Launch Product Y Product chart (branding, …. Build methodology and framework for country-specific go-to- Knowledge Capture Matrix Project objectives market launches based on learnings from first failure on the Italian market in private life insurance asset management Action plan 2008 Launch approach EPR positioning, USP, …) Client: Consultant: Project: Sodexho Pass - Apogheos Olivier Olbrechts Business Plan Date: 27/08/07 • Analysis of the fact base and decision on targets Launch package Comment: Interim (project) All documents on project saved here. Final Deliverables. Credential to follow - Life insurance business Launch Product Y Product chart (branding, …. Organization concept test STAKEHOLDERS Learnings from the way the client works Learnings on how THoM could work better New products or services Marketing domain/ methodology Relationship opportunity (executive Client agenda sell-on opportunity Industry trend/ insight Competitor information • Market structure and distribution options Follow-up launch improvement contact, positioning, USP, …) idea) SALES Apogheos = - Sold as interim project Proposal in - Small No other • Cross-border revenues Account Team Business Unit that has to be integrated but could be more profitable sold as process: coaching during the independent firms with low consulting firm identified in this - Private banking business into the Group if consulting implementation of potential for part of Sodexho return sufficiently - Formal approach and the business plan consulting/ • Market structure and differentiation Launch approach attracting to Sodexho Group deliverables could have been more clarified prior to the project interim - Exceptions (potential clients ?): • Expectations of wealthy individuals BCD Group, • Off-shore business aspects Launch package Coordinate client event ….. …. DELIVERY Marketing Domain: - No THoM methodology used - Business Plan Develop a standard financial business plan Accentiv (FR) • Value and tactics of wealth managers template created spreadsheet Methodology - Bancassurance model options in private banking Organization concept test from scratch template) - Detailed geographical study on Italian potential Follow-up launch iii team: No B2B Services team - Understanding of wealthy individuals • Wealth classification • Identification of advisory circle • Trend in family offices • (Family) business activity and influence of private equity and venture capital • Positioning study and go-to-market draft Coordinate client event ….. …. • Implications for organizational and branding requirements • Organizational roadmap and risk management Deliverables • Design of go-to-market model and potential • European-wide positioning strategy and implementation200706-CBC-PresentationTHoM.ppt 2 Visit by SSO Mgr Interview Objectives Consultant(s) finalized Evaluation1st call Proposal Contract Knowledge sent signed Engagement follow-up capturing Running Project status report Product Management Platform Resources Planning Risks Scope Prepared by: Liesbet Vandenberghe Period: from 25/9 to 20/10 week 6 Activities completed this reporting period Activities planned for next reporting period Client Name or LOGO Client Name or LOGO Supplier gave demo. Didier VDH will have a meeting to fine tune the requirements Didier VDH got input to make draft of technical Title of Function/project Title of Function/project requirements Central marketing will have meeting about the next steps and how we see the current project management We have now a list of general requirements tools in this project. Proposal for Interim Management Proposal for Interim Management Month Day, 2007 Month Day, 2007 LAST MODIFIED: Task ID Week Project name Action/task Task owner Follow-up Priority Status Start date Due date Date Comments/issues Decision to take Outstanding Issues/ Main Risks(1) Decision to take(1) description persons finished Issues & Risks Actions Responsible Due Date Decision Decision Maker Due Date Need alignment Meeting Thomas DC November on the real Thomas with needed Philippe. requirements Issue description Decision Decision Due date and which taker budget we can have for it. 1 2 3 4 5 6 7 (1) Format could be simplfy for simple project 8 Project status reports Liesbet 27 December.ppt 3 9 10 11 12 13 14 15 From initial call till 2 first weeks During the engagement Closing the engagement Presentation1 28
  29. 29. You are always hiring a whole team of marketing specialistsHiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise: •THoM consultant: your day to day contact Visible • Counselor, Client Manager and Mentor: first help, coaching and stretched goals for Invisible the THoM consultant • All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant • THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)Presentation1 29