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Thomas Wieberneit 11.11.2009 CRM Done Right
The Nirvana of CRM: “A Company like Me” Conversation Transparency Personal connection Eye-to-Eye relationship Paul Greenberg, DestinationCRM July 2008
The Status Quo of CRM is far from Nirvana Failing Projects Ambitious Goals Multi channel strategies 360 degree view on customers Loyalty management Branded communities/social media YET Lacking executive support Insufficient Business – IT alignment Siloed systems Missing or poor process / data integration
Questions Everywhere – And an Answer “…because that’s our process.” “Why did they take all my shipping information if they were out of stock?” “Why did they send me a paper coupon when I like to shop on-line?” “Why did they charge me a service fee? Don’t they know what my balance is?” “Why do I have to keep checking on my order? Can’t someone keep me updated?” “Why do I have to give my information again? They’ve taken it already!” Adapted from Jill Dyche, 2005
Good in Marketing and Sales? Embarrassing, but sorry: We’re out of catalogs… … and our web site is a big secret! So…  Don’t call us, we’ll call you! Adapted from Jill Dyche, 2005
Good in Sales and Service? We don’t really know you. We are not in control of our supply chain … Just because you can order anytime doesn’t mean you can get help anytime. Ouch! We’re hoping we’ll be luckier with our inventory next time or that you’ll be desperate enough to come back anyway. Adapted from Jill Dyche, 2005
How to reach the Nirvana? Technology Change Management BusinessProcesses Strategy People
Building the Roadmap Compliance Strategic Efficiency Growth high Projectrisk Initiatives low Economic climate strong weak Time Prioritize Analyse Categorize Identify
Identify the Right Team – With Executive Support CRM Vision CRM Strategy
Identify the Strategic and Tactical Needs All possible initiatives need to resolve business issues Portfolio Management considering Corporate strategy Departmental strategies IT strategy
Categorize the Needs high Compliance ,[object Object]
Attend to security issues
Support privacypreferences
Basel II, SOX, etc.Strategic ,[object Object]
Addressretention
Identifycustomer value

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Crm done right for nzsug 20091111

  • 2. The Nirvana of CRM: “A Company like Me” Conversation Transparency Personal connection Eye-to-Eye relationship Paul Greenberg, DestinationCRM July 2008
  • 3. The Status Quo of CRM is far from Nirvana Failing Projects Ambitious Goals Multi channel strategies 360 degree view on customers Loyalty management Branded communities/social media YET Lacking executive support Insufficient Business – IT alignment Siloed systems Missing or poor process / data integration
  • 4. Questions Everywhere – And an Answer “…because that’s our process.” “Why did they take all my shipping information if they were out of stock?” “Why did they send me a paper coupon when I like to shop on-line?” “Why did they charge me a service fee? Don’t they know what my balance is?” “Why do I have to keep checking on my order? Can’t someone keep me updated?” “Why do I have to give my information again? They’ve taken it already!” Adapted from Jill Dyche, 2005
  • 5. Good in Marketing and Sales? Embarrassing, but sorry: We’re out of catalogs… … and our web site is a big secret! So… Don’t call us, we’ll call you! Adapted from Jill Dyche, 2005
  • 6. Good in Sales and Service? We don’t really know you. We are not in control of our supply chain … Just because you can order anytime doesn’t mean you can get help anytime. Ouch! We’re hoping we’ll be luckier with our inventory next time or that you’ll be desperate enough to come back anyway. Adapted from Jill Dyche, 2005
  • 7. How to reach the Nirvana? Technology Change Management BusinessProcesses Strategy People
  • 8. Building the Roadmap Compliance Strategic Efficiency Growth high Projectrisk Initiatives low Economic climate strong weak Time Prioritize Analyse Categorize Identify
  • 9. Identify the Right Team – With Executive Support CRM Vision CRM Strategy
  • 10. Identify the Strategic and Tactical Needs All possible initiatives need to resolve business issues Portfolio Management considering Corporate strategy Departmental strategies IT strategy
  • 11.
  • 14.
  • 17.
  • 21.
  • 22. Grow sales by cross-sell or upsell
  • 24. Improveresponse timeslow Economic climate strong weak Categorize and prioritize Source: Forrester Research
  • 25. Business Value Indicators allow Project Prioritization by Business Value Each project carries a collective business value metrics based on: Business Value – 14 parameters IT Efficiency – 11 parameters Financial view – 5 parameters Portfolio mix: agile, cost-based or balanced Reports risk and probability for success
  • 26. Compliance Strategic Efficiency Growth high Projectrisk low Economic climate strong weak Prioritization of CRM Initiatives depends on theirAlignmentwithCritical Business Drivers Initiative; size of the bubbleindicatesestimatedcost of initiative
  • 27. Integrate CRM Initiatives into the Roadmap Initiatives Time CRM Project Other Project
  • 28. EXECUTE, Measure – and Revise Compliance Strategic Efficiency Growth high Projectrisk Initiatives low Economic climate strong weak Time Prioritize Analyse Categorize Identify
  • 29. Thank you! thomas.wieberneit@ciber.com +64 21 241 7701 http://blog.ciber.com/twieberneit

Editor's Notes

  1. People trust those sources most, who are like them. “A company like me” is a vision, maybe not even an achievable one. The ultimate goal is to get more and more loyal customers. As a matter of fact, people, customers, are more connected than ever. They get information on products anytime, and anywhere and can easily confirm/disconfirm information pushed out by companies. Companies are no more in complete control of the message about them in the market place.Successful companies embrace this.Consequently companies need to become part of their customers’ networks of trust. The first step to do is employing a bi directional communication that ultimately involves customers into marketing-, sales- and service processes but also in the product development process, all following a clear brand message. This creates transparency: Customers do know what a company stands for and where it heads to.Using the data about customers that is readily available in every company and combining that with other measurable data coming from reactions to campaigns and loyalty programs, surveys, click streams, participation in forums, ... Companies can engage a conversation with their customers like they know them the way a friend (at least an acquaintance) would know them.This creates (the impression of) a personal connection that is independent of any company employee. By means of an integrated CRM system the company can ensure that the customer is addressed the right way, regardless of the channel.The consequence is that there is a mutual give and take, an eye-to-eye relationship.