Customer Relationship Management Tools

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Customer Relationship Management Tools

  1. 1. Customer Relationship Management Tools for the Virtual Community Model By Dawn Marie Yankeelov Vice President, Marketing Vobix Corp. dawny@vobix.com 20 September 2000
  2. 2. The CRM Industry &RUSRUDWH &50 &RUSRUDWH &50 6SHQGLQJ ! 6SHQGLQJ ! Call Centers: 7ULOOLRQ 86
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  4. 4. •Inbound •Outbound •TV •Radio •Print ,QGHSHQGHQW ,QGHSHQGHQW 50 9HQGRUV 50 9HQGRUV %LOOLRQ
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  6. 6. •Advertising •Data Management •Direct Marketing •Fulfillment RQVXPHU RQVXPHU
  7. 7. What is CRM? CRM ties together all of a company’s front office customer touchpoints: •sales (contact management, product configuration), •marketing (campaign management, telemarketing), •and customer service (call center, field service) Via multiple, interconnected delivery channels (telephony, email, Web, and direct interaction) YOU ARE TRYING TO TRACK ENTIRE HISTORY OF RELATIONSHIP WITH YOUR CUSTOMER OR CLIENT
  8. 8. Defining CRM Options “Small and mid-sized businesses would never have been candidates for enterprise applications in the past. Nobody seems to know what is going on and the customer often has more knowledge than the company. That is the Achilles’ heel of businesses today.”—Steve Papermaster, founder of Agillion.com Trends to Watch: --CRM for All Levels --Small Business Use --Web-based Application Proliferation --ASP Models Appealing from Small Communities to Personal Sites
  9. 9. Industry Problem ,QHIILFLHQW 0DUNHWSODFH ,QHIILFLHQW 0DUNHWSODFH +LJK 6HDUFK DQG 0DLQWHQDQFH RVWV +LJK 6HDUFK DQG 0DLQWHQDQFH RVWV 6HOOHU 'LOHPPD %XHU 'LOHPPD ‡ /DFN RI (IILFLHQW 0DUNHWLQJ ‡ /DFN RI ,QGXVWU .QRZOHGJH KDQQHOV ‡ 9HQGRUV ‡ /DUJH DSLWDO ,QYHVWPHQW ‡ 3URGXFW RPSOH[LW LQ 7HFKQRORJ ‡ 5DSLG KDQJH LQ 50 ‡ 1R HQWUDO 0DUNHWSODFH 7HFKQRORJ ‡ ,QWHQVH RPSHWLWLRQ ‡ /LPLWHG 3URMHFW 0DQDJHPHQW 5HVRXUFHV
  10. 10. How to Make Your CRM Initiative Succeed 1. Identify and set clear business requirements 2. Institute a common planning process 3. Obtain Senior-Management Buy-In and Understanding 4. Pinpoint functional differences in culture and success measures and bridge the gaps 5. CRM is a Business Philosophy MarchFirst Consulting
  11. 11. Tribulations: The Barriers • Changes in business processes slow IT delivery capability • Unwillingness to change sales processes and incentives can stall acceptance of new systems • The rate of technology change can be too quick for people to absorb it and adapt
  12. 12. Turn to External Services Provider? • Andersen Consulting, Deloitte and Touche, and PriceWaterhouse Coopers meet leadership in category criteria from Gartner Group 1. More than 600 dedicated CRM consultants 2. A minimum of 20 implementations in each of sales, marketing and service multichannels 3. A geographic presence in North America, Europe, and Asia Pacific 4. Integration between the service and industry practices ---www.cio.com/content/gartner/crm
  13. 13. CRM Shifts Cause: Relationship Management Becoming Critical Effect: CRM to satisfy any appetite Cause: No Time to Learn It or Teach It Effect: Simplification in Web-based models Cause: Demand for Analysis Tracking Continues to Rise Effect: Point ‘n Click Stats on Demand Cause: Spending Getting Scrutiny of VCs Effect: ASP Models Stand a Chance to Deliver CRM
  14. 14. Eye-Openers Spending on ASP services will grow to $7.7 billion in four years, from $30 million this year. However, this is not new monies, just a reallocation of funds. Software vendors are expected to see revenues diminish. ---IDC Corporation Forecast, ASPNews.com, 8/17/2000 CRM, education and training—less than a third now using ASP model ---Zona Enterprise Usage Study, 2000
  15. 15. Metrics for Purchases Should Remain the Same Research Includes: 1. A Look at Problem Found/Solution Provided 2. Depth of Company’s Products—Vaporware vs. Delivered 3. Technology Complexity in Use and Implementation 4. Financial Soundness of Product to Be Purchased— Will it Really Be Around in Two Years? 5. Product Specialization by Industry
  16. 16. Tap the Potential of eCRM— Web-based all the Way 1. Create Interactions—decide if it is advantageous to be the creator of a new community or better to join forces; integrate all sales and marketing channels with back office financials 2. Operate at Internet Speed—real time data gathering, analysis and response is approaching as the standard 3. Analyze Data—Turn massive amounts of data into insight to retain customers 4. Integrate Customer Information Access Across Systems --Montgomery Research, Inc. 2000
  17. 17. Total Cost of Ownership Server Hardware Software • Server w/disks, RAID Fault Tolerance, Memory • Backup software • Basic Server Installation Integration • Configuration of Server in Hours • Service Agreement on Hardware • Service Agreement on Network System
  18. 18. Total Cost of Ownership Server Installation Maintenance •Upgrades in a three-year period •Man hours for upgrades •Migration of platform issues •Upgrades to Network Operating System •Server Troubleshooting •Emergency Service—Actual Hours •Consultant Assistance (one day every fourth week) •Assistance w/ maintenance
  19. 19. Total Cost of Ownership End User Install Maintenance •Upgrading old PCs User Administration •Hidden downtime Support Costs •Courses and Internal Training Software Licensing Security Telecommunications Employee Infrastructure
  20. 20. CRM Mainstream Migration •Sales Automation 2002 •Marketing Automation •Web-based •Relationship Mgmt. In •Conferencing/Telephony ASP format •Analytics •Synchronous Customer 2000 Management (multi- channel managed via web or wireless device) 90s •Personalization—using web 80s •Customer Relationship Mgmt.— expensive, non-integrated software •Contact Mgmt. •Database Tracking of Entries --most offline •Call Centers (most not Internet-friendly)
  21. 21. CRM Marketers Break with Tradition •Major Players Reinventing Product Line to Serve Lowend •Web-based Solutions for all Industries •New Technology Platforms Breed New CRM methods—I.e. Release of Windows 2000 platform •Free Is the “Winner to Take All” Plays •Geography is Meaningful in Seizing Market Share and VC Dollars—Look in Your Backyard for Answers •ERPs Migrating to ASPs That Can Go Live Within Days
  22. 22. High-End Marriages Outside The Product Class Example: Siebel Mid-Edition (first shipped July 19, 2000) and Great Plains Partner Status Features Include: Customer Applications including ecommerce functions, 24/7 self-service, and online marketing info; Employee Applications including features for front-office employees; and Partner Applications for partner organizations (i.e. sales channels)
  23. 23. New Low-Cost Web Entries Product: Low-cost Web-based CRM with messaging functions. Product The company is aimed at small businesses Agillion.com Personal Pages—password-protected websites Product Offerings Shared Contacts—Customer Interaction Database that allows users one secure, central place to store and access customer information and activity Activities and Notes—Permanent searchability on customer $29.95 per activity month/per Group Calendar—Review and update daily, weekly or user monthly on the web schedules E-business Dashboard—Free personal homepage. Keeps tabs on customers, includes personal organizer and headlines Tasks and Email—Tracks Tasks and Personalized Email Acct.
  24. 24. Moderate-Cost Entries • Example: Worldtrak.com – Works with Microsoft Outlook – Account Opportunity Mgmt. – Enterprise Forecasting – Activity Tracking – Enterprise Lead Mgmt. – Enterprise Data Synchronization Remote Access
  25. 25. Verticals: SoftWatch.com
  26. 26. eCRM Free with Ads
  27. 27. Consider Scalability for Community Onyx.com Products for Enterprise Users --30,000 concurrent users—sub-second response --High-Ticket Item
  28. 28. Websites for Research on CRM •Crmguru.com •Searchcrm.com •Crmassist.com •CRMcommunity.com •ASPNews.com •ASPIsland.com •www.microsoft.com/europe/industry/crm
  29. 29. Vobix Corporation

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