About 12 months ago, the programme was evaluated by Gartner to asses health and for risk management purposes. The Analyst used the 8 Building Blocks as a framework to assess the programme, and we found it to be a really useful way to look at CRM. So when weput this presentation together we Luckily we had thought about most of the areas included
Gartner "Successful enterprises display inspirational leadership, building a market position against competitors with defined value propositions based on requirements, personified by the brand and communicated".
Gartner "A successful enterprise should understand how the customer base can be turned into an asset through the delivery of a customer value proposition. It should provide objectives, segments and customers, and it should define how resources will be used in interactions. "
Using the customer journey work, the programme is developing ways to GET/KEEP/GROW customers at each stage (if appropriate).
We realised that we needed one of these after the programme had started! Ideally this would have been one of the first things we would have done (along with cleansing our data).But we have learnt and developed a really good foundation for the strategy. Now a lot of my time is spent influencing Directors and selling the benefits of having the strategy and pointing out the pitfalls of not having one.
This involves ensuring that the propositions have value to the customer and the enterprise, achieve the desired market position and are delivered consistently across channels.
This involves the transformation of culture, structures and behaviours to ensure that staff, partners and suppliers work together to deliver what is promised. Critical to ensuring end user acceptance of new behaviours and enabling technology is a solid change management strategy
Areas that we believe can really move us forward in ensuring we are getting the most out of our association to benefit blind and partially sighted individuals.Why have we chosen these?Areas that would deliver most impactUse resources in the best wayHelp us to respond to customer need in a more agile and timely manner
All areas of RNIB work harmoniously, galvanising our relationships with all our audiences to achieve RNIB's strategic aims and outcomes. Managers of customer facing teams collaborate to look at RNIB strategic targets to design and agree the customer campaign landscape annually.All customer campaigns are planned, focused, measurable, positive and prioritised.Sections and teams focus on the outcomes they require from campaigns. The identification of customer segments and approach is the responsibility of RNIB's marketing professionals who use customer insight, analysis techniques and research to ensure campaigns deliver a measurable return on investment.
Number of services interact with corporate customers. Fragmented no clear link to strategy, conflicting asks, annoying for customers!Think about what our corporate customers want from us and what we want from them across the group.Corporates will have a better experience with us, see us as a peer organisation which assists us reaching objectives.
We plan to create a team that will support the customer communication planning process by running selection for teams across RNIB, working with strategy and planning to ensure campaigns support corporate objectives, and share what we know about customers e.g. trends) both vertically and horizontally across RNIB.
This area involves the management of the customer life cycle and processes relative to analysis, planning and knowledge management decisions supporting business processes.
Quality data is collected and used to make decisions supporting business processes.
Data governance is the over arching rules that the organisation must follow with regard to its data. A number of these rules and polices will come from external drivers such as legislation, therefore the policies are relatively static (e.g. DPA). It may also cover scenarios like the association model which are strategic, but again quite static in nature.Data governance policies based on objective risk assessmentData governance policies support strategyData governance manual made up of the following:Statement of purposeOwner of 'framework'Data governance organisation structure (roles and responsibilities)Data quality management: gatheringmonitoring measurementreporting progress/issuescontinuous improvementStorage and archivingData Management is the next level down, talks about some of the rules that need to be put in place to support the policies coming out of the governance side. It can be linked to organisational strategies and service level requirements such as CRM and therefore is more dynamic in nature (more changeable).In terms of expectations, we are starting this journey however the organisation needs to buy into this concept and take it forward
Initial - Data is held locally in ad hoc, un-secure databases and spreadsheets. No clarity on what we know about our customers, data is never audited, questionable accuracy, highly likely to be out of date. Ownership at individual staff member/team manager levelManaged: Data and its purpose is managed within a particular team/unit, but there is no cross organisational consistency of data, awareness of what information is held in that team. Data is audited locally. Defined: Organisational agreement on what information we need about all of our customers, we know what information we currently have where, there is a common and agreed definition of what is meant by data quality and management, data governance etc.Organised: Centrally held customer information is accessible and shared by various services within the organisation. Quality criteria has been set, processes are in place to monitor and measure data quality. Tools are in place to support on-going data quality. Optimised: Customer and transactional data would be accessible across RNIB Group, data would be consistently high quality. Customer data is feed into the strategic planning process and used for decision making at service and corporate level, as well as for performance management purposes.PAUSE FOR DISCUSSION
These are some of the challenges we face trying so implement the data governance framework.
Successful enterprises leverage data and information management, customer-facing applications, and supporting IT infrastructure and architecture to enable CRM. With an antiquated system and manual processes, fulfilling customer needs is impossible
This is the model we are working towards. We will have all systems that use customer information linked via a data hub, that will push, pull and transform information so that we reuse data. You will note that there are a number of 2nd line systems that hang off the hub (e.g. digital telephony). As they will get their data directly from a system linked to the hub, we will still be able to share that information.We will need to ensure that data management protocols support this model so that we develop our maturity level ( remember data quality model) and support the customer strategy
This rather colourful slide is a conceptual model of the how data that sits between and across these systems. Essentially we think about how each system will move customer data (name, address, ethnicity, etc) and transactional data (product codes, donations, books reserved in the library). This helped us to understand how Biztalk would be used and where data would be stored.
It is important to track internal and external measures of CRM success and failure. Increasingly, enterprises will begin to establish the key elements of their value proposition and service delivery that really drive customer loyalty — as the customer sees it. At the same time, they can establish areas in which they are overdelivering on customer requirements and, thus, can make cost savings without affecting loyalty
We need to define metrics to measure how well we are doing at each of the following CRM lifecycle stages. This model illustrates how CRM will help us focus on the customer experience. Things like how we are performing against specific customer segments, which groups of customers donate the most, which customers spend the most on our goods and services? Which groups cost us the most to service? Which group provide us with the largest number of service calls? Are people in Birmingham more likely to need employment services than customers in London? You can go on and on with this type of questioning., which is exactly what we want to happen as this will support continuous improvement.
CRM Programmes are notoriously hard, and I have to say my experience supports that perspective. You need resilience, tenacity and belief in the outcome to see these sorts of change programmes through.
The real life tales of a CRM initiative - Jane Deal & Germaine Faulkner
RNIBs CRM ProgrammeJane DealChief Information Officer, Citizens Advice(Former Head of IKS at RNIB)Germaine FaulknerProgramme Manager - Customer RelationshipManagement, RNIB
This presentation covers…• History of the programme• Overview of the CRM Programme using Gartners 8 Building Blocks• What we have done• Challenges
The CRM Programme•Introducing a step change incapability for RNIB•Cross cutting•Enabling the CRM strategy•Started (in earnest) July 2010•Delivery date September2013
History of the ProgrammeDrivers:• Multiple customer databases• Service focus• Limited customer experience/relationships• Limited corporate knowledge• Inefficiencies• DPA compliance risk
History of the programme (2)Programme under way • Business Case agreed • Vision and Blueprint developed • Requirements gathered • Current state analysis completed • Target model about to start…Organisational change • Supporter databases x 2 Revised CRM ProgrammeNew business caseRevised architecture2012 Gartner Health Check
Vision• Customers are RNIB Customers• Continuous improvement of the customer experience• Provide the services our customers want from us• Understand and maximise mutual value• Make it easy for customers to access the services they need• Actively protect the integrity and confidentiality of the information customers entrust to us.
Current Challenges• Making it useful and relevant• Keeping it relevant
RNIB customer strategy objectives• Extend reach into groups of customers to whom we can bring and /or receive the greatest value.• Deepen existing relationships.• Enhance customer satisfaction.
The sight loss journey - common patterns CopingEmotional state Pre-diagnosis Contact Diagnosis Crisis Time 12
ChallengesAnswering the following questions: • "What does it look like?" • " Why do we need it?" • "What will it enable us to do that we dont do now?"Acceptance into the corporate planning framework
Gartner Building Block Stage 3CONSISTENT VALUES-CUSTOMER EXPERIENCE
The beginnings of a cross group customer journey New CopingEmotional state customers Pre-diagnosis from RNIB Advice Line and “triage” service Helpline New Living with customers Local from local Sight Loss Contact Long term Action Action programme support acquisition Diagnosis - RNIB teams services - activity CYP Helpline NLS/ - Membership Employment etc support ECLO and third party referral Crisis Co-production Time
Current Challenges• What happens to services that do not support the customer journey?• Managing organisational resistance to change.• Turning the idea of cross group customer journeys into reality.
Gartner Building Block Stage 4ORGANISATIONALCOLLABORATION
Customer communication planningHarmonyCollaborationCustomer campaigns: • Planned • Focused • Measurable • Positive • PrioritisedOutcomes and ROI
Relationship Management• Building and protecting relationships with professionals and organisations.• Common understanding of professionals and organisations wants and needs by sector.• Presenting a package of services that meets those needs.
Insight TeamTurn raw data into actionable knowledgeUse knowledge to improve: • marketing and communication activity • customer experience • customer outcomesShare customer knowledge with the organisation as part of the feedback loop
MembershipLengthy renewal process (non- direct debits) Follow-up calls reduced to 1Membership team have no visibility when membership pack sent Welcome Pack Issue Date automatically updated on system
Proposed CRM LifecycleAnalyse Plan Interact Measure Develop customer Pro- journeys/strategies active CustomDevelop customer customer reports knowledge bank contact Develop targeted communications for customer segments to support the journey Re-active Key customer performance Define customer metrics segments and Design, create and implement contactassociated values a rolling group communication plan Scorecards
Current challenges• Identifying meaningful KPIs for each stage of the customer strategy and CRM lifecycle.• Establishing feedback loops to share knowledge and insights• Implementing change as a result sharing insight
Parting thoughts…• CRM programmes are not easy.• Having a single customer view is a route to better CRM; it will not deliver benefits on its own.• Start with a customer strategy and invest time in assessing data quality.• Focus on business and culture change as well as the system.