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CRM becomes XRM by PwC Director

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This is the ppt used on the Microsoft Dynamics CRM Launch Event in Luxembourg.

PwC Director Serge Hanssens as a Speaker.

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CRM becomes XRM by PwC Director

  1. 1. CRM becomes XRM<br />www.pwc.com/lu<br />March 17th, 2011<br />Serge HANSSENS<br />Advisory - Director<br />
  2. 2. Agenda<br />Introduction<br />C becomes X<br />M stands for Media <br />Conclusions <br />2<br />
  3. 3. There is nothing permanent except change (Heraclitus)<br />“People are very open-minded about new things. As long as they are exactly like the old one”.<br />Charles Kettering<br />Inventor (1876-1958)<br />3<br />
  4. 4. Introduction<br />4<br />
  5. 5. Introduction<br />“We will be drowning in information and starved of knowledge”<br />John NAISBITT <br />(1982) <br />5<br />
  6. 6. Introduction<br />6<br />“ We produce today a volume of data in two days that is equivalent to what humanity has produced until 2003 ”<br />Thierry BRETON<br />ATOS<br />“ The volume of data will be multiplied by 6 every two years and by 50 for the corporate data ”<br />Dave EVANS<br />Cisco<br />
  7. 7. Introduction<br />7<br />Web 1.0<br />Web 2.0<br />
  8. 8. Introduction<br />8<br />
  9. 9. Introduction<br />9<br />
  10. 10. Introduction<br />10<br />
  11. 11. Introduction<br />11<br />
  12. 12. Introduction<br />12<br />
  13. 13. Introduction<br />13<br />
  14. 14. C becomes X <br />Tell me how you manage these relationships <br />and<br />we will tell you how successful you are !<br />Company X<br />Clients<br />Suppliers<br />Partners<br />Employees<br />Public Authorities<br />Shareholders<br />14<br />
  15. 15. M becomes Media<br />Media are everywhere providing new threats and opportunities ! <br />15<br />It is reshaping<br /><ul><li>Strategies/tactics/business models
  16. 16. Profits generation/pricing
  17. 17. Organizations
  18. 18. Processes & IT
  19. 19. Innovation & competitiveness approach</li></li></ul><li>CRM process impacts examples<br />16<br />
  20. 20. M becomes Media<br />17<br />Creative social networking: sales and marketing example<br />Last year, Hyatt introduced a virtual concierge service on Twitter –#HyattConcierge – on which the company’s staff answers questions 24/7. The best part: Travelers save time, instead of chasing information; the answer is waiting for you on Twitter.<br />Creative social networking: complaints management example<br />Mr Norman Boulanger is ordering a capuccino in Montreal Nepresso shop. He is not happy with Nespresso because he had to wait 30 minutes for his coffee. He complains on Nespresso Twitter – few minutes later, the shop manager came to him for expressing his deep excuses. He just received a call from Switzerland… <br />
  21. 21. M becomes Media<br />18<br />Creative social networking: customer targeting<br />Godiva Chocolatier created a private, invitation-only community so Godiva could better understand its chocolate consumers. The community led Godiva to create an affordable product line, individually wrapped chocolates called Gems, and sell them in a new channel, grocery and drug stores. Gems was the biggest global launch ever for Godiva, ringing up $35 million on a product that may reach 10% of the company’s worldwide sales in its first year.<br />Creative social networking: customer collaboration<br />National Instruments has adopted the notion of co-innovation with customers for its LabVIEW product, leveraging its online presence to get product ideas. LabVIEW Idea Exchange is a product feedback forum where users can submit and vote on features concerning topics like user interface enhancements and hardware integration. The NI Labs virtual research center showcases new technologies that aren’t quite ready for release but are ready for comment. <br />
  22. 22. Conclusions<br />19<br /><ul><li>Managing relationships efficiently becomes more and more crucial.
  23. 23. It could provide a significant competitive advantage.
  24. 24. Social media are driving innovation.</li></li></ul><li>Ready to make it happen...<br />This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers S.àr.l. its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2011 PricewaterhouseCoopers S.à r.l.. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers S.à r.l. Luxembourg which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. <br /><ul><li>Philippe PIERRE – Advisory – Partner +352 49 48 48 5722 philippe.pierre@lu.pwc.com
  25. 25. Serge HANSSENS – Advisory – Director +352 49 48 48 2189 serge.hanssens@lu.pwc.com</li>

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