The document discusses customer relationship management (CRM) and the importance of integrating sales, marketing, and service to build customer relationships. It outlines the benefits of CRM, such as increased customer retention and understanding customers to increase opportunities. It also discusses challenges like organizational resistance and the need to transition to a customer-centric model from siloed departments. Successful CRM requires defining a strategy, understanding customers, evaluating applications, and measuring results through a scorecard.

1. Chapter Six Integrating Processes to Build Relationships: Customer Relationship Management

2. Introduction Customer dissatisfaction with service widespread Expectations of customers higher than ever “ Does your company deserve my patronage and loyalty?” Starting point today: What was exceptional yesterday Organizations with long-standing customer bases find they lack the info and data to make good service decisions 90% companies don’t have sales and service integration Companies must view their service encounter through the eyes of their customers To maintain ongoing relationships strong Acquisition and selling costs of new customer very high Dissatisfied customers primarily due to lack of customer service 70% of complaining customers will do business again if their complaint quickly addressed

3. The Basics of CRM Timely delivery of excellent service Combination of business process and technology When competition is fierce, companies go back to basics: create value for customer Execs must ask Can their companies’ infrastructures allow value creation? Can their companies’ existing CRM infrastructures support doing business in the e-world Only by integrating sales and service infrastructure with all aspects of operations can management see change in customer relationships

4. Top Demand Drivers in CRM Verticals Telecommunications – Primary CRM applications include: Multi-channel contact centers Business intelligence Customer data integration and analysis Web-based billing systems Marketing automation/campaign management systems Mobile CRM Banking and Financial Services – Primary CRM applications include: Profitability analysis Target marketing Data mining Product personalization Source: Gartner Group, 2001

5. Top Demand Drivers in CRM Verticals Retail – Primary CRM applications use e-commerce transaction and point-of-sale data to drive: One-to-one marketing Cross selling Personalized content management and merchandizing Source: Gartner Group, 2001 Few retailers are providing improved interaction but many customers are demanding it --- this is an opportunity for companies to distinguish themselves.

6. Strategic Business Drivers Are these “hot buttons” that influence your business? Customer-driven businesses 360-degree customer view Personalization/one-to-one marketing Complex and more diverse channels Automated sales Shrinking margins due to product commoditization Scattered global customers These are strategic level questions aimed at CxO and other senior level executives to uncover CRM opportunities.

7. Strategic Business Drivers This chapter Clarify the concept of multi-channel organization Discuss apps supporting customer-focused business model Discuss how marketing practices and systems must be reworked to support ecommerce environment Service levels on the Web today often leave a lot to be desired. As buyers jump from site to site -- only to ultimately abandon the shopping cart without buying anything from anyone -- revenues slip away.

8. Defining CRM Integrated sales, marketing, and service strategy precludes lone showmanship depends on coordinated enterprise-wide actions CRM software suite Helps better manage customer relationships by tracking customer interactions of all types Automates selling and customer service cycle direct-mail marketing campaigns, telemarketing, telesales, lead qualification, response mgmt, lead tracking, opportunity mgmt, quotes and order configuration

9. Defining CRM Business Goals Using existing relationships to grow revenue Using integrated information for excellent service Introducing consistent, replicable channel processes and procedures CRM is an integrated framework and strategy, not product

10. Managing the Customer Life Cycle: The Three Phases of CRM Metrics Direct and indirect sales Customer service improvements Metrics Tangible and intangible benefits Brand equity gains Metrics Lifetime value Share of wallet Differentiation Innovation Convenience Acquire Enhance Retain Bundling Reduce Cost Customer Service Adaptability Listening New Products

11. The New CRM Architecture: Organizing around the Customer To determine how CRM and supporting tech will work together for your firm, ask these questions Are most of company’s apps designed simple to automate existing departmental processes? Are these apps capable of identifying and targeting best customers, those who are the most profitable? Are these apps capable of real-time customization of products and services? Do these apps track when the customer contacts the company, regardless of the contact point? Are these apps capable of creating a consistent user experience across all contact points the customer chooses? If answers to each is no, seriously consider CRM architecture

12. The New CRM Architecture: Organizing around the Customer Cross-Functional Processes Breaking Down Departmental Walls Acquire Enhance Integrated CRM Applications { Retain Direct Marketing Sales Force Automation Cross-Sell & Up-Sell Customer Support Proactive Service Complete Integrated Solutions Partial Functional Solutions Customer Lifecycle

13. Features of the New CRM Architecture Integrates solutions spanning entire customer life cycle Proactive marketing Customer care Call centers Automated transaction management capabilities Personalization and one-to-one marketing Customer analytics and business intelligence Field sales automation

14. Portfolio of CRM Process Competencies Customer Service and Billing Loyalty & Retention Programs Field Sales and Service Sales Cross-sell Up-sell TeleSales Marketing and Fulfillment Prospect or Customer Fax Email Telephone VRU Web Contact Management Technical Infrastructure

15. How it Fits Together Source: Microsoft Corporation, 2000

16. What Capabilities Make Up Leading Edge CRM? Operational excellence Ensuring responsiveness and accurate delivery Providing seamless interaction s across all interaction channels Analytical insight Sales planning and forecasting Analyzing, predicting and driving customer value and behaviour Identifying the right time to make the right offer to the right market Consistently enhancing the customer experience in virtual channels Collaborative optimization Involving customer s to better accommodate their needs Demand driven supply chain and fulfillment integration C Collaborative A Analytical O Operational

17. Integration Requirements of Next Gen CRM Infrastructure Closed loop CRM infrastructure must integrate Customer content Customer contact information End-to-end business processes The extended enterprise or partners Systems Less than 2% of companies provide on-demand cross-channel integration of website and call center 42% of top-ranked Web sites took longer than five days to reply to customer emails or never replied at all Source: Cisco Systems ENGAGE SERVICE FULFILL TRANSACT

18. Next Generation CRM Trends The multi-channel integrated experience The rise of the call center as a multipurpose customer contact point Listening portals: Next-generation CRM capabilities CRM portals, sales force ASPs, and hosted applications Back Office Application Integration Customer Partners Purchases History Operations Marketing Billing Front Office Touch Points Web E Mailrs Call Center SFA POS Direct Mail Wireless Customers

19. Multi-Channel CRM Multi-channel shopping behavior has become mainstream; yet widespread retailer excellence remains elusive ( some catalog retailers are exceptional) Women and young adults are multi-channel shoppers The role of the catalog has never been more important (Sears recently bought Lands-End) Analytical CRM -- Segmentation and personalization capabilities are becoming more critical

20. Multi-Channel Shopper Profiles Store Online Catalog Store + Catalog Online + Store Online + Catalog Tri-Channel Shoppers are demanding (well-informed) consumers; Servicing Tri-Channel Shoppers is very challenging-requires high-levels of coordination!

21. Primary Reasons for Tri-Channel Shopper Displeasure Late delivery Poor product information Product out-of stock Product misrepresentation Website performance issues High shipping and handling charges How can CRM applications help address these issues?

22. Roadmap for Managers Involve top management Define a vision of integrated CRM Establish the CRM strategy and specify its objectives Understand the customer Review cultural changes that will need to occur Develop a business case Evaluate current readiness

23. Roadmap for Managers Evaluate appropriate applications with an uncompromising focus on ease of doing business Identify and target quick wins Put ownership of the end-to-end project in the hands of a single manager Implement in stages Be sure to create a closed-loop CRM environment Create concrete measurement goals

24. Roadmap for Managers CRM Scorecard

25. Anticipate Organizational Changes Organizational resistance to CRM inevitable Current incentive systems work against CRM as they reward performance that deals with only part of the customer’s relationship with organization Requires careful transition from existing silo-centric infrastructure to an integrated customer-centric infrastructure Organizations with global operations must manage customer interactions in different languages, time zones, currencies, and regulatory environments Impact on corporation’s front line staff particularly evident

26. CRM Key Benefits Deeper understanding of customers Increased marketing and selling opportunities Identifying the most profitable customers Making it easier for sales and channel partners to sell Faster response to customer inquiries Increased efficiency through automation Receiving customer feedback that leads to new and improved products or services Obtaining information that can be shared with business partners

27. Measuring Success or ROI Accelerated revenue growth Fewer product returns Increased sales conversion per sales channel (the ratio of leads to customer sales) Reduced cost per customer order Increased profit per sales person Reduced technical support time

28. CRM Assessment – Gather Information What do your customers expect from you? What percentage of product and services sales come from your current installed base? How much do your customers know about the products and services you offer? Are your employees equipped with the information they need to understand your customers’ preferences, needs and interests? How effective are your marketing efforts compared to your competitors?

29. Tell Us More Are your product life cycles shrinking and are you getting new products to market faster? Can you provide real-time customer data to your sales force? Have you found a cost-effective method of converting prospects into profitable customers? How do your customers prefer to be contacted? Are you prepared to support your customers if your customer base doubles? Is your sales force prepared to scale effectively as growth occurs?

30. E-Business Strategies, Inc. www.ebstrategy.com [email_address] 678-339-1236 x201 Fax - 678-339-9793