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The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
The Changing Role of CRM Software
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The Changing Role of CRM Software

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  • 1. THE CHANGING ROLE OF CUSTOMER RELATIONSHIP MANAGEMENT SOFTWARE Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 2. INTRODUCTION TO CRM Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 3. Introduction to CRM What is the vision of CRM?  CRM defines a strategic, enterprise-wide program to align business processes and functions with a customer-centric point of view. What CRM is really… today?  CRM is an system that leverages customer data and helps businesses to take increasingly ‘customer-aware’ actions. It helps improve customer-lifecycle management. • Mining customer data to find new business opportunities • Offering better customer service • Cross selling products more effectively • Helping sales staff close deals faster • Retaining existing customers and discovering new ones 3
  • 4. Introduction to CRM What’s going on in CRM lately?  Social media meets CRM:  quot;Like Oracle, SAP CRM is moving quickly to incorporate  contemporary tools into a 21st century culture. This is an instance of SAP recognizing that collaboration, co-creation and communication are the name of the 21st Century game and setting up channels to interact with SAP-interested parties, to be able to capture data that will be of immense value and will be “organic” to the folks providing it - rather than categorized by the folks requesting it.quot; (ZD Net blogs - quot;CRM 2.0: The Conversationquot; - March 2009) Salesforce proves an unstoppable force:  quot;Salesforce.com’s quarterly revenue jumped 34% Y-o-Y to  $290 million.quot; (WSJ - February 2009) 4
  • 5. Introduction to CRM What’s going on in CRM lately?  Web/SaaS delivery hits the enterprise:  quot;Demonstrating that software-as-a-service (SaaS) is a valid  option for enterprises, Salesforce.com has moved up a few notches in the scoring ... quot; (CRM Magazine - Sep 2008) Microsoft gets serious in CRM, signals it’s no longer a  niche industry: quot;Is Microsoft winning the CRM race? The latest CRM  products and partnerships from Redmond's software juggernaut have set industry tongues wagging about whether Microsoft has finally forced its way to the forefront- -or if it was ever destined to be a true leader in the first place.quot; (CRM Magazine - July 2008) 5
  • 6. CRM’S PLACE IN THE ENTERPRISE Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 7. CRM's place in the enterprise Two views of CRM  Operational  Analytical  Source: Jill Dyche – The CRM Handbook - 2002 7
  • 8. CRM's place in the enterprise Operational CRM  Functional areas  Customer service and support (CSS)  Sales force automation (SFA)  Enterprise marketing automation (EMA)  Information and process integration  Customer decision support  Customer information management  Customer interaction management  Systems integration  Workflow  8
  • 9. CRM's place in the enterprise Analytical CRM  Customer lifetime value  Marketing effectiveness  Profitability and growth  Segmentation  Interface with  Business intelligence / business analytics  Business planning  9
  • 10. CRM's place in the enterprise CRM vs. ERP  “ERP was the methodological omega point for the product-driven corporate ecosystem. It took the MRP systems and expanded them to include other critical business departments such as human resources (labor) and finance (capital). … But it was still based in a world that was driven by product creation and consumer demand, though a computerized, much more flexible version of that world.” Paul Greenberg – CRM at the Speed of Light - 2004 10
  • 11. CRM's place in the enterprise CRM vs. ERP  Is CRM the new peer of ERP?  What does each system tell us?  Product-centric vs. customer-centric  Supply-side view vs. demand-side view  ERP CRM 11
  • 12. CRM's place in the enterprise CRM vs. ERP  Is CRM the new peer of ERP?  What does each system tell us?  Product-centric vs. customer-centric  Supply-side view vs. demand-side view  ERP CRM 12
  • 13. WHAT’S WRONG WITH CRM? Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 14. What's wrong with CRM? Tries to be all things to all people  14
  • 15. What's wrong with CRM? Source: David Raab – quot;Introduction to Demand Generation Systemsquot; – 2008 15
  • 16. What's wrong with CRM? Tries to be all things to all people  Keeps marketers mired in the tactical not the strategic  16
  • 17. What's wrong with CRM? Tries to be all things to all people  Keeps marketers mired in the tactical not the strategic  Presents a demographic-centric not behavior-centric  customer picture 17
  • 18. What's wrong with CRM? “Digital body language is an art and science that revolves around detecting and understanding prospective buyers’ signals and intentions to better communicate with them. “Marketers who continue to pursue their mission with a disconnected set of communication tools and non- integrated data sets cannot gain the multi-perspective visibility into their prospects that is required to understand and leverage their digital body language.” Steve Woods – Digital Body Language - 2009 18
  • 19. What's wrong with CRM? Tries to be all things to all people  Keeps marketers mired in the tactical not the strategic  Presents a demographic-centric not behavior-centric  customer picture Does not support dynamic adjustment of marketing  processes and outcomes 19
  • 20. What's wrong with CRM? Tries to be all things to all people  Keeps marketers mired in the tactical not the strategic  Presents a demographic-centric not behavior-centric  customer picture Does not support dynamic adjustment of marketing  processes and outcomes Requires another layer of intelligent, 'integrated  marketing management' to be useful 20
  • 21. What's wrong with CRM? A marketer’s point of view … Source: Adam Needles – quot; Top 20 Integrated Marketing Management Platforms 1 of 3: Marketers’ Needs + Technology Landscape” – 2009 21
  • 22. VENDOR LANDSCAPE Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 23. Vendor landscape Top vendors  Enterprise  Mid-market  Small business  23
  • 24. Vendor landscape Top vendors  Enterprise  Mid-market  Small business  Comparison of Web-based/SaaS platforms  24
  • 25. Vendor landscape Top vendors  Enterprise  Mid-market  Small business  Comparison of Web-based/SaaS platforms  Aka … why you should never use SAP CRM …  25
  • 26. Vendor landscape Top vendors: Enterprise  Leader: Oracle (Siebel CRM)  Top tier:  Microsoft (Dynamics CRM)  RightNow  Salesforce  SAP  Source: CRM Magazine – September 2008 26
  • 27. Vendor landscape Top vendors: Mid-market  Leader: Salesforce  Top tier:  Microsoft (Dynamics CRM)  Oracle (Siebel CRM)  RightNow  Sage  Source: CRM Magazine – September 2008 27
  • 28. Vendor landscape Top vendors: Small business  Leader: Maximizer Software  Top tier:  NetSuite  Salesforce  SugarCRM  Zoho  Source: CRM Magazine – September 2008 28
  • 29. Vendor landscape Comparison of Web-based/SaaS platforms  Source: Inside CRM – “Hosted CRM Comparison Guide – 2008 29
  • 30. Vendor landscape Comparison of Web-based/SaaS platforms  Oracle Salesforce SAP Starting at $70 per user, per $125 per user, per $149 per user, per Pricing month month month • • • Marketing Analytics / dashboards • • • Campaign management • E-mail automation • • E-mail marketing • • • Lead management and routing • Real-time budget tracking • Search-based marketing • Segmentation tools • Workflow automation Source: Inside CRM – “Hosted CRM Comparison Guide – 2008 30
  • 31. Vendor landscape Comparison of Web-based/SaaS platforms  Oracle Salesforce SAP Starting at $70 per user, per month $125 per user, per month $149 per user, per month Pricing • • • Sales Account and contact management • • • Analytics and forecasting • Approvals and workflow • • • Calendar and task management • Collaboration tools • Documents and contracts management • • • Lead, opportunity and pipeline management • • Microsoft Office integration • • Mobile access • Offline access • Product catalog • Qutotation management • Support for multiple languages, currencies • Territory management Source: Inside CRM – “Hosted CRM Comparison Guide – 2008 31
  • 32. Vendor landscape Comparison of Web-based/SaaS platforms  Oracle Salesforce SAP Starting at $70 per user, per $125 per user, per $149 per user, per Pricing month month month • • • Service Agent / service-request management • Asset and product management • Call scripting • Cases and activity management • • Customer self service • E-mail management • • Knowledge management • • • Service analytics • Ticket escalationa and distribution • • Voice/telephone recognition • Warranty and contract tracking Source: Inside CRM – “Hosted CRM Comparison Guide – 2008 32
  • 33. FUTURE OF CRM Adam Needles Amit Gautam Sriram Krishnamurthy University of Wisconsin - Madison
  • 34. Future of CRM Power shift from IT to marketing  Source: Scott Brinker - quot;Why IT and marketing are diametrically opposedquot; - 10 January 2009 34
  • 35. Future of CRM Power shift from IT to marketing  Power struggle: quot;The gap that is the marketing/IT divide is  … the result of structural differences in their organizational missions. ... IT has a relatively conservative agenda. ... For most marketers, what worked yesterday as the status quo is not good enough tomorrow. Markets are in constant flux, and there is an insatiable demand for more ... IT and marketing are each pursuing their mandated objectives — unfortunately, those objectives easily conflict.” Source: Scott Brinker - quot;Why IT and marketing are diametrically opposedquot; - 10 January 2009 35
  • 36. Future of CRM Power shift from IT to marketing  Power shift: “... *A+ growing array of software-as-a-service  (SaaS) products for marketing is enabling those technology solutions to be more easily sourced from external vendors, with minimal dependence on IT. It's now feasible for marketing to have its own technology sandboxes, making it more of a strategic question — in that balance between IT and marketing — as to where particular components live.” Source: Scott Brinker - quot;Why IT and marketing are diametrically opposedquot; - 10 January 2009 36
  • 37. Future of CRM One size doesn’t fit all  Source: Scott Brinker - quot;Why IT and marketing are diametrically opposedquot; - 10 January 2009 37
  • 38. Future of CRM One size doesn’t fit all  B2B vs. B2C  Direct vs. channels  Bricks-and-mortar vs. online  Product vs. service  Source: Scott Brinker - quot;Why IT and marketing are diametrically opposedquot; - 10 January 2009 38
  • 39. Future of CRM Influencers, brand communities and non-customers  matter more than ever Target customer Cloud of influence Company 39
  • 40. THANK YOU + QUESTIONS? Contact Us Adam Needles Amit Gautam Sriram Krishnamurthy B. Needles Adam aneedles@wisc.edu 617-413-6087 University of Wisconsin - Madison www.propellingbrands.com

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