The document discusses a gap analysis for implementing a CRM system. It provides details on the current state assessment which included interviews and documentation review. It defines key CRM concepts and outlines a framework to structure the gap analysis around six CRM areas: customer strategy, customer data, value proposition, customer contact, operations, and organization. For each area, it identifies the end state requirements, current gaps, enabling factors, and sizes the gaps. The goal is to assess the company's maturity for each CRM area and identify the work needed to realize the targeted CRM vision.
CRM has evolved from initial door-to-door sales forces to mass marketing and then targeted marketing using direct mail and telemarketing. The latest evolution is customer relationship management (CRM), which uses latest technologies to focus on managing the entire customer lifecycle from acquisition to retention. CRM involves understanding customers, applying that knowledge to marketing strategies, and differentiating customer treatment based on preferences. It promises to help companies get to know customers better in order to retain the right customers and maximize profit.
The document discusses customer value, satisfaction, and lifetime value. It defines customer perceived value as the difference between benefits and costs of a product or service compared to alternatives. Companies can measure customer satisfaction, identify determinants of satisfaction, and change operations based on feedback. Maximizing customer lifetime value requires attracting and retaining profitable customers through loyalty programs and minimizing customer churn.
The document discusses integrated marketing communications (IMC), which aims to make all aspects of marketing communications work together as a unified strategy. It explains the different levels of integration in IMC, including horizontal, vertical, internal, and external integration. Additionally, it covers topics such as the IMC planning process, understanding consumer behavior, and the various tools used in IMC like advertising, sales promotion, public relations, direct marketing, and others.
The document discusses Customer Relationship Management (CRM) solutions. It defines CRM and outlines the key areas covered by CRM systems including marketing, sales, service, partners, and analytics. It then covers different architectural approaches to building CRM solutions and different types of CRM clients. Examples of data entities and workflows in a CRM system for contacts, companies, opportunities and more are also provided.
The document discusses the role of integrated marketing communications (IMC) in the marketing process. It covers topics like target marketing, segmentation, positioning, the 4 P's of marketing (product, price, place, promotion), and push vs. pull distribution strategies. The overall process involves analyzing markets, identifying customer segments, developing marketing strategies and programs for each segment, and promoting products to final buyers through various communication channels.
CRM is a business strategy that aims to understand, anticipate, manage, and personalize customer needs to attract new customers, generate more business from existing customers, and retain profitable customers. It requires integrating customer data across systems to provide better customer service, retention, and satisfaction. The case study of Bharti Airtel describes how implementing an Oracle CRM platform improved customer issue resolution from 40% to 90% by allowing customers to access services anywhere and providing customized schemes based on usage.
The document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including customer management orientation, integration and alignment of organizational processes, and information capture and alignment of technology. It also presents a case study of IBM's CRM implementation, which delivered $2 billion in cost reductions and other benefits through an integrated process enabled by CRM. The summary discusses the key aspects and lessons from IBM's large-scale CRM implementation.
Unit 2 focuses on key CRM concepts like cross-selling, up-selling, customer retention, personalization, and data management. It discusses CRM applications in marketing, customer service, and data analysis. Customer relationship management aims to understand customer needs and provide personalized experiences through tools like collaborative filtering, clickstream analysis, and different types of data collection and analysis.
CRM has evolved from initial door-to-door sales forces to mass marketing and then targeted marketing using direct mail and telemarketing. The latest evolution is customer relationship management (CRM), which uses latest technologies to focus on managing the entire customer lifecycle from acquisition to retention. CRM involves understanding customers, applying that knowledge to marketing strategies, and differentiating customer treatment based on preferences. It promises to help companies get to know customers better in order to retain the right customers and maximize profit.
The document discusses customer value, satisfaction, and lifetime value. It defines customer perceived value as the difference between benefits and costs of a product or service compared to alternatives. Companies can measure customer satisfaction, identify determinants of satisfaction, and change operations based on feedback. Maximizing customer lifetime value requires attracting and retaining profitable customers through loyalty programs and minimizing customer churn.
The document discusses integrated marketing communications (IMC), which aims to make all aspects of marketing communications work together as a unified strategy. It explains the different levels of integration in IMC, including horizontal, vertical, internal, and external integration. Additionally, it covers topics such as the IMC planning process, understanding consumer behavior, and the various tools used in IMC like advertising, sales promotion, public relations, direct marketing, and others.
The document discusses Customer Relationship Management (CRM) solutions. It defines CRM and outlines the key areas covered by CRM systems including marketing, sales, service, partners, and analytics. It then covers different architectural approaches to building CRM solutions and different types of CRM clients. Examples of data entities and workflows in a CRM system for contacts, companies, opportunities and more are also provided.
The document discusses the role of integrated marketing communications (IMC) in the marketing process. It covers topics like target marketing, segmentation, positioning, the 4 P's of marketing (product, price, place, promotion), and push vs. pull distribution strategies. The overall process involves analyzing markets, identifying customer segments, developing marketing strategies and programs for each segment, and promoting products to final buyers through various communication channels.
CRM is a business strategy that aims to understand, anticipate, manage, and personalize customer needs to attract new customers, generate more business from existing customers, and retain profitable customers. It requires integrating customer data across systems to provide better customer service, retention, and satisfaction. The case study of Bharti Airtel describes how implementing an Oracle CRM platform improved customer issue resolution from 40% to 90% by allowing customers to access services anywhere and providing customized schemes based on usage.
The document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including customer management orientation, integration and alignment of organizational processes, and information capture and alignment of technology. It also presents a case study of IBM's CRM implementation, which delivered $2 billion in cost reductions and other benefits through an integrated process enabled by CRM. The summary discusses the key aspects and lessons from IBM's large-scale CRM implementation.
Unit 2 focuses on key CRM concepts like cross-selling, up-selling, customer retention, personalization, and data management. It discusses CRM applications in marketing, customer service, and data analysis. Customer relationship management aims to understand customer needs and provide personalized experiences through tools like collaborative filtering, clickstream analysis, and different types of data collection and analysis.
Chapter 4 Building marketing relationship the six markets modelUiTM
The document discusses the Six Markets Model framework for relationship marketing. It describes the six markets as: customer markets, internal markets, referral markets, influence markets, recruitment markets, and supplier/alliance markets. Each market is interdependent and varies in importance for different organizations. The framework helps organizations review stakeholder relationships and identify key market domains. Customer markets are central, while internal markets focus on employee satisfaction to optimize customer relationships and organizational effectiveness.
Employee engagement is important for the success of a CRM initiative. An engaged employee is fully absorbed in and enthusiastic about their work, and seeks to improve the organization. To engage employees in a CRM project, companies should demonstrate how the new system benefits employees, involve stakeholders in design and piloting for feedback, communicate regular project updates, encourage employee feedback, and celebrate successes. Quality CRM through employee engagement can induce positive organizational change.
The document discusses InDemand Infotech, a software services firm focusing on customer relationship management (CRM) and business intelligence (BI) solutions. It provides an agenda for their discussion covering an overview of InDemand, their strengths and service offerings, transportation and logistics, CRM in logistics, how to choose the right CRM, why InDemand, and success stories. The document also discusses InDemand's leadership team, core strengths, and partnerships with Oracle and Microsoft.
The document discusses key concepts in sales management including the meaning and nature of sales management, the scope and objectives of sales management, theories of selling such as AIDAS and the buying formula theory, and strategies for recruiting and selecting successful salespeople by determining job requirements and desirable qualities.
Service marketing- customer relationship managementsksbatish
customer relation management in service sector, the profitability segmentation of customers in service marketing, service marketing, the types of customers in various segmentation,
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
The document discusses customer relationship management (CRM) and its evolution with technology. It explains that CRM aims to optimize profitability through enhanced customer satisfaction, automating and enhancing customer-centric processes. eCRM expands traditional CRM by integrating electronic channels like web and wireless technologies. Effective eCRM requires understanding customers, capturing and analyzing data, and providing personalized, targeted experiences across channels to improve customer retention and reduce costs.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
CRM refers to Customer Relationship Management, which is a strategy used by companies to optimize value from customer relationships. It involves acquiring, retaining, and partnering with customers to create value for both the company and customer. CRM uses technologies like databases, customer analytics, and customer service to understand customer needs and provide personalized customer experiences across sales, marketing, and service channels. The goal is to improve customer satisfaction, loyalty, and lifetime value.
Compensation and motivation of sales forcejhabokaro
Compensation plans for sales forces aim to meet sales projections and bring earnings to desired levels by rewarding individual performance. The compensation process establishes objectives, determines factors like salary and commission, implements programs, and relates rewards to performance. Salary compensation is easiest but lacks incentives, while straight commission ties expenses directly to sales. Motivation of sales forces considers both financial and non-financial factors.
This document discusses customer relationship management (CRM) strategies and implementation. It covers CRM strategy topics like understanding customer needs, reducing churn, and increasing revenue. It also discusses CRM implementation topics like planning, product selection, data migration, and hosting. The overall document provides guidance on developing a comprehensive CRM strategy and successfully implementing a CRM system.
This document discusses various aspects of customer relationship management (CRM) strategies including customer loyalty, satisfaction, and retention. It covers topics such as the different types of customer loyalty; factors that influence satisfaction and loyalty; developing loyalty profiles; and strategies for acquisition, retention, and winback. Some key points include: there are behavioral and attitudinal aspects of loyalty; satisfaction alone does not ensure loyalty; preferential treatment, rewards, and personalization are examples of retention strategies; and winback strategies aim to regain customers who have defected.
Service market segmentation and targetingManvi Sehgal
1. Segmentation, targeting, and positioning are strategic marketing fundamentals used to generate competitive advantage and business opportunities. Segmentation involves dividing the market into distinct groups that share common characteristics, needs, behaviors, or patterns.
2. There are four types of service organizations based on their service focus and market focus: unfocused, service focused, market focused, and fully focused. Market segmentation recognizes the need for specialization to suit market segments rather than trying to be all things to all people.
3. Market segmentation leads to more efficient resource utilization, improved market manageability by dividing into smaller parts, and an enhanced ability to satisfy customers. The objectives of segmentation are to identify similarities and differences between buyer needs in segments
EVOLUTION OF CUSTOMER RELATIONSHIP
CRM-Definition, emergence of CRM practice, factors responsible for CRM growth, CRM Process, framework of CRM, Benefits of CRM, Types of CRM, Scope of CRM, Customer Profitability, Future Trends in CRM, CRM and Cost-Benefit Analysis, CRM and Relationship Marketing, Customer Relationship Management Unit-1 IMBA Osmania University
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
The document discusses integrating customer relationship management (CRM) processes to build relationships. It explains that CRM involves a timely delivery of excellent service through a combination of business processes and technology. It also discusses top CRM applications in various industries, strategic drivers of CRM, defining CRM, managing the customer lifecycle through CRM, requirements for new CRM architectures, trends in CRM, and provides a roadmap for implementing CRM.
This document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including developing a customer-oriented culture, aligning organizational processes, capturing customer information, and implementing a CRM strategy. It provides examples from Capital One's CRM practices and IBM's large-scale CRM implementation. Overall, the document outlines an approach for conceptualizing and executing an enterprise-wide CRM strategy to maximize customer lifetime value.
Project on Customer Relationship management at Huge Hyper Market at Big Bazaar And Reliance Mart in India.Big Bazaar and Reliance Mart is the Largest Hyper Market in Indian Retail Chain.
Chapter 4 Building marketing relationship the six markets modelUiTM
The document discusses the Six Markets Model framework for relationship marketing. It describes the six markets as: customer markets, internal markets, referral markets, influence markets, recruitment markets, and supplier/alliance markets. Each market is interdependent and varies in importance for different organizations. The framework helps organizations review stakeholder relationships and identify key market domains. Customer markets are central, while internal markets focus on employee satisfaction to optimize customer relationships and organizational effectiveness.
Employee engagement is important for the success of a CRM initiative. An engaged employee is fully absorbed in and enthusiastic about their work, and seeks to improve the organization. To engage employees in a CRM project, companies should demonstrate how the new system benefits employees, involve stakeholders in design and piloting for feedback, communicate regular project updates, encourage employee feedback, and celebrate successes. Quality CRM through employee engagement can induce positive organizational change.
The document discusses InDemand Infotech, a software services firm focusing on customer relationship management (CRM) and business intelligence (BI) solutions. It provides an agenda for their discussion covering an overview of InDemand, their strengths and service offerings, transportation and logistics, CRM in logistics, how to choose the right CRM, why InDemand, and success stories. The document also discusses InDemand's leadership team, core strengths, and partnerships with Oracle and Microsoft.
The document discusses key concepts in sales management including the meaning and nature of sales management, the scope and objectives of sales management, theories of selling such as AIDAS and the buying formula theory, and strategies for recruiting and selecting successful salespeople by determining job requirements and desirable qualities.
Service marketing- customer relationship managementsksbatish
customer relation management in service sector, the profitability segmentation of customers in service marketing, service marketing, the types of customers in various segmentation,
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
The document discusses customer relationship management (CRM) and its evolution with technology. It explains that CRM aims to optimize profitability through enhanced customer satisfaction, automating and enhancing customer-centric processes. eCRM expands traditional CRM by integrating electronic channels like web and wireless technologies. Effective eCRM requires understanding customers, capturing and analyzing data, and providing personalized, targeted experiences across channels to improve customer retention and reduce costs.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
CRM refers to Customer Relationship Management, which is a strategy used by companies to optimize value from customer relationships. It involves acquiring, retaining, and partnering with customers to create value for both the company and customer. CRM uses technologies like databases, customer analytics, and customer service to understand customer needs and provide personalized customer experiences across sales, marketing, and service channels. The goal is to improve customer satisfaction, loyalty, and lifetime value.
Compensation and motivation of sales forcejhabokaro
Compensation plans for sales forces aim to meet sales projections and bring earnings to desired levels by rewarding individual performance. The compensation process establishes objectives, determines factors like salary and commission, implements programs, and relates rewards to performance. Salary compensation is easiest but lacks incentives, while straight commission ties expenses directly to sales. Motivation of sales forces considers both financial and non-financial factors.
This document discusses customer relationship management (CRM) strategies and implementation. It covers CRM strategy topics like understanding customer needs, reducing churn, and increasing revenue. It also discusses CRM implementation topics like planning, product selection, data migration, and hosting. The overall document provides guidance on developing a comprehensive CRM strategy and successfully implementing a CRM system.
This document discusses various aspects of customer relationship management (CRM) strategies including customer loyalty, satisfaction, and retention. It covers topics such as the different types of customer loyalty; factors that influence satisfaction and loyalty; developing loyalty profiles; and strategies for acquisition, retention, and winback. Some key points include: there are behavioral and attitudinal aspects of loyalty; satisfaction alone does not ensure loyalty; preferential treatment, rewards, and personalization are examples of retention strategies; and winback strategies aim to regain customers who have defected.
Service market segmentation and targetingManvi Sehgal
1. Segmentation, targeting, and positioning are strategic marketing fundamentals used to generate competitive advantage and business opportunities. Segmentation involves dividing the market into distinct groups that share common characteristics, needs, behaviors, or patterns.
2. There are four types of service organizations based on their service focus and market focus: unfocused, service focused, market focused, and fully focused. Market segmentation recognizes the need for specialization to suit market segments rather than trying to be all things to all people.
3. Market segmentation leads to more efficient resource utilization, improved market manageability by dividing into smaller parts, and an enhanced ability to satisfy customers. The objectives of segmentation are to identify similarities and differences between buyer needs in segments
EVOLUTION OF CUSTOMER RELATIONSHIP
CRM-Definition, emergence of CRM practice, factors responsible for CRM growth, CRM Process, framework of CRM, Benefits of CRM, Types of CRM, Scope of CRM, Customer Profitability, Future Trends in CRM, CRM and Cost-Benefit Analysis, CRM and Relationship Marketing, Customer Relationship Management Unit-1 IMBA Osmania University
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
The document discusses integrating customer relationship management (CRM) processes to build relationships. It explains that CRM involves a timely delivery of excellent service through a combination of business processes and technology. It also discusses top CRM applications in various industries, strategic drivers of CRM, defining CRM, managing the customer lifecycle through CRM, requirements for new CRM architectures, trends in CRM, and provides a roadmap for implementing CRM.
This document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including developing a customer-oriented culture, aligning organizational processes, capturing customer information, and implementing a CRM strategy. It provides examples from Capital One's CRM practices and IBM's large-scale CRM implementation. Overall, the document outlines an approach for conceptualizing and executing an enterprise-wide CRM strategy to maximize customer lifetime value.
Project on Customer Relationship management at Huge Hyper Market at Big Bazaar And Reliance Mart in India.Big Bazaar and Reliance Mart is the Largest Hyper Market in Indian Retail Chain.
1. The document discusses the customer relationship management (CRM) policies of Big Bazaar and Reliance Mart. It describes how each store collects customer data, analyzes customer value, communicates with customers, and handles customer complaints.
2. Big Bazaar segments customers into categories based on their future card transactions and issues different card types. Reliance Mart uses a loyalty program called Reliance One that provides points on purchases and insurance benefits.
3. Both stores aim to retain customers through targeted communications, special offers, clean store environments, and well-trained employees. However, the document also notes some limitations in how each store implements their CRM strategies.
Customer Focus and Relationship ManagementVignesh Varan
Customer relationship management (CRM) is a strategy that aims to understand customer needs in order to increase satisfaction and develop long-term relationships. CRM involves collecting customer data, analyzing customer behaviors, and using insights to improve processes and customer experience. Implementing a CRM strategy requires organizational readiness, setting up a steering committee, analyzing business needs, evaluating and reengineering processes, monitoring the CRM system, and measuring results.
Customer relationship management (CRM) refers to the principles, practices and guidelines that an organization follows when interacting with its customers. CRM involves compiling customer data, analyzing customer behavior, and developing customized communications to retain and attract customers. The goal of CRM is to improve customer service, increase customer retention and loyalty, and maximize profits.
Crm imperatives for success cover page feature may, 2003tjabali
1) Planning and execution are often at fault for CRM failures. A lack of clear vision and poor execution can hinder CRM initiatives.
2) To successfully implement CRM, organizations must define a strategic vision and translate it into operational imperatives by examining customer expectations, processes, and performance metrics.
3) Implementing CRM also requires preparing employees for change and galvanizing the organization around the new vision through prototypes, super users, and quick wins to fuel momentum.
The document discusses customer relationship management (CRM). It defines CRM and explains why companies need it. It describes the main goals of CRM as gaining insights into customer behavior and values to improve customer service, marketing/sales processes, and increase customer revenue. It also outlines different types of CRM, such as operational, analytical, consumer, and collaborative CRM. Finally, it covers CRM implementation options, benefits, costs, and provides definitions of CRM from industry experts.
An Asian telecommunications operator embarked on a transformational change to improve customer focus and service. They worked with Peppers & Rogers Group to develop a strategic CRM roadmap in three phases: 1) Assessing current customer data and experience capabilities, 2) Creating specific customer "delight moments" that the new CRM system could enable, and 3) Developing an 18-month action plan to implement the CRM system and other customer-centric initiatives. The roadmap is intended to help the operator better understand customer needs, behavior and value through a more integrated customer experience.
The CRM process is defined as any group of actions instrumental in achieving the output of an operation system according to a specified effectiveness measure. The objective is to create a powerful new tool for customer retention. The CRM implementation and success depends on the process, which includes features, revenue, customer value, retention, acquisition, and profitability. A closed loop CRM process involves gathering customer data, aggregating it, creating data warehouses for analysis, executing marketing strategies, and capturing customer responses for ongoing refinement. An effective process planning necessitates understanding customers, competition, markets, growth, and technological innovation.
This document discusses several models for customer relationship management (CRM). It begins by explaining the building blocks of CRM and the importance of aligning CRM strategy with corporate and competitive strategies. It then describes seven models for CRM and relationship building: 1) the IDIC model, 2) Buttle's value chain model, 3) the QCI model, 4) Payne's five-process model, 5) the conceptual model, 6) the Forrester model, and 7) the Gartner competency model. It concludes by presenting Gartner's CRM maturity model and several statistics about CRM initiative failure rates.
Customer relationship management (CRM) involves using customer data and integrating processes across channels to manage customer relationships, increase loyalty, and drive repetitive sales. Key aspects of CRM include collecting consistent customer data, reengineering processes to use that data, and integrating applications and channels to provide a unified view of customers. Establishing a successful CRM system requires changes to organizational processes, data management, and applications to fully integrate customer information and ensure all functions can effectively manage relationships.
The CRM process aims to create a powerful tool for customer retention. It depends on factors like future revenue, customer value, retention, acquisition, and profitability. The goals are retaining loyal customers, acquiring new customers, increasing individual customer margins by offering the right products at the right time. An effective closed-loop CRM process involves gathering customer data, aggregating it, creating exploration warehouses for analysis, executing strategies through campaigns, and capturing customer responses to refine the process. Necessities for an effective process include creatively translating business priorities into CRM investment priorities and continually refining based on key areas like customers, competition, market, growth, and technology innovation.
The document discusses customer relationship management (CRM) and its key aspects. It defines CRM as a business strategy and infrastructure that enables companies to increase customer value, loyalty, and retention by tracking and managing customer interactions. The document categorizes CRM into strategic, operational, analytical, and collaborative types and notes operational and analytical CRM focus on direct customer interactions and understanding customers respectively. It also outlines requirements for effective CRM software and discusses how CRM supports marketing, employee relationship management, and partner relationship management goals.
This document provides guidance on how to choose a Customer Relationship Management (CRM) system. It discusses understanding what CRM is and its benefits. It also provides tips for getting started with the selection process, such as building a business case, forming a project team, and examining current processes. The document outlines important factors to consider, such as evaluating vendors, ensuring the system is user-friendly, and planning implementation and training.
With the right CRM comes the opportunity for Along the way, IT managers need an integratedcompanies to really get to know their customers, set of technologies—from websites to databasestheir needs, preferences and their buying and data mining tools—to make it work.patterns.
The document discusses customer relationship management (CRM) systems and provides examples of how businesses are using CRM. It defines CRM and reviews the marketplace of CRM technologies and vendors. Case studies are presented on how Kerry Ingredients and Flavours, Boehriner Ingelheim, and Brighthouse implemented CRM systems from Salesforce, Siebel Systems, and SugarCRM respectively to improve efficiency, data visibility, customer segmentation and management. The document concludes with tips for a successful CRM implementation and best practices.
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
This document provides an overview of key principles for successful customer relationship management (CRM). It discusses that CRM is first and foremost a business strategy, not just a software purchase, and companies must define their CRM strategy based on their goals, customers, and environment. The document outlines that a CRM strategy should aim to effectively manage the customer lifecycle from acquisition to retention. It also notes that common CRM goals among companies include obtaining a 360-degree view of customers, automating sales processes, and gaining insights to improve customer experiences.
This document discusses Customer Relationship Management (CRM) solutions for different industries, focusing on SAP CRM solutions. It covers the following key points:
1. Why CRM is important for competitive advantage and retaining customers.
2. The different types of SAP CRM software solutions: Operative, Analytical, and Cross-Company CRM.
3. How CRM solutions need to be tailored to specific industries and customer needs, with SAP offering dedicated industry solutions. Manufacturing and consumer products industries are discussed in further detail.
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
System Design Case Study: Building a Scalable E-Commerce Platform - Hiike
CRM Strategic Analysis
1. CRM Gap Analysis And Making CRM Useful
Customer Processes
Strategy
Organizational
Change Technology
Greg French
Example of Approach Used
1
2. The Gap Analysis is based on extensive
organizational participation and tested framework
Starting Point: Current State
Current CRM state has been assessed
through extensive study of company
documentation, CRM Scorecard
responses, and 20+ in-depth
interviews with various executives
and managers.
Analysis Framework
The high-level vision defined in
the Vision & MOS in terms of
Organization, Process,
Technology is been further
broken down into six areas of the Customer strategy
—
CRM Business Framework: — Customer data
— Value proposition
— Customer contact
— Operations
— Organization
2
3. CRM business framework consisting of six areas
is used to structure the Gap Analysis
CRM Area CRM Area Description and Objectives
Define and operationalize how individual customer relationships are to be managed
Customer Strategy • Customer value definition
• Definition of customer segments and objectives
• Definition of customer strategies and treatments
• Test and learn
• Decisioning environment
Provide the tools and data needed to manage a customer value-based organization
Customer Data • Data availability and gathering
• Data quality
• Data infrastructure
• Models
Develop innovative product offerings with the flexibility to personalize key features (e.g., pricing
Value Proposition and channel options) according to the customer segment objectives
Customer Contact Manage all CRM processes, systems and customer-facing staff and channels that have any
interaction with the customer to deliver consistent and high quality customer experiences
• Contact infrastructure - customer-specific guidelines, contact tracking, results capturing, etc.
• Contact channel processes and scripting
Ensure consistent administration and execution of differentiated customer strategies and
Operations treatments
• Response to changes in customer strategies and treatments
Manage transition from a product-focused to a customer-focused organization
Organization • Organizational alignment
• Performance incentives
3
4. The following CRM terms are used throughout
this analysis
Vision
Customer Segments
The company CRM targeted end state Cross-LOB customer grouping based on customer
End State Requirements value and other customer level metrics, such as
Set of statements that describe how The Provident attrition
will look and function after its CRM vision has been Segment Objectives
fully implemented
Enterprise-wide business objective for each
CRM Areas customer segment (e.g. retain&grow, manage
6 inter-related areas of the CRM business model that risk, etc.)
must be aligned to support enterprise wide customer Customer Treatments
profitability-oriented strategic objectives Actions defined for each customer for each function
Enablers (e.g. marketing offer, fee refund limit, service level,
Technology or business components, technical or etc.)
business activities, and/or knowledge currently Customer Strategy
existing or underway at The Provident that will Collection of all treatments for each customer
facilitate the transition to the CRM end-state vision Test and Learn
Gaps
Continuous process of analyzing results and evolving
Distance between the current and envisioned customer treatments using experimental design
business model that identifies which competencies Decisioning
need to be developed to realize the vision
Process of evaluating customer metrics and
Gap Size determining segment and treatments for each
Individual-level gap - Magnitude of individual gaps customer
based on AMS observations and experience, Provident
interview input (see page 9), as well as presence of
effort underway and its leveragability as reflected by
enablers
Area-level gap - Magnitude of area-level gaps,
assessed collectively on Area level
Kiviat Chart
Visual tool used to communicate the gap level The
Provident needs to overcome in order to realize the
CRM Vision
4
5. The Kiviat Chart Concept is used to visualize CRM
current state and summary of gaps
Kiviat Chart:
— Summarizes the company’s current gap level to overcome and
realize the CRM Vision
— Presents a high-level CRM assessment
— Contains 6 axes, each representing 1 of the 6 CRM areas
— Assess each area using a 5-point scale
Operations
Organization
Customer
e
pl
Contact Area is at the Vision state
m
Exa Area is at minor distance from the Vision state
Area is at moderate distance from the Vision state
Value Customer Area is at significant distance from the Vision state
proposition Strategy
Area is at major distance from the Vision state
Customer Data
Note:
The shaded area provides a big picture of the current state of CRM at the company. An
enterprise that has fully employed CRM would have a filled-out profile.
5
6. Company Vision: Customer Strategy
Accept and document cross-LOB definition of customer
relationship value (across all accounts and products)
Develop an enterprise-wide customer segmentation scheme based
on customer metrics (e.g. value, attrition, etc.)
Define business objectives for each customer segment
Define cross-LOB customer strategies and treatments for all
customer segments
Conduct test & learn (experimental design, strategy evolution,
results analysis) to monitor the effects of multiple treatments for
customer segments
Deploy established methodologies to evaluate customer strategy
effectiveness, consistent across all products and channels
Define economic impact of customers treatments on customer
value, attrition, and satisfaction
Use enterprise decisioning environment to facilitate customer
evaluation, segmentation and treatment definition
6
7. Gaps & Enablers : Customer Strategy
Area Objective: Define and operationalize how individual customer relationships are to be managed
CRM Area End State Requirement Gap Enablers Gap Size
Customer 1. Accept and document cross-LOB 1. No cross-LOB • Organization structure
Strategy definition of customer relationship definition of customer (all products under the
value (across all accounts and value agreed to umbrella of Customer
products) Management)
• New profitability system
2. Develop an enterprise-wide 2. No segmentation based • Needs-based segmentation
customer segmentation scheme on customer value proposed (as outlined by
based on customer metrics (e.g. exists today BAIGlobal) but not yet
value, attrition, etc.) operationalized
3. Define business objectives for each 3. No customer segments
customer segment exist
4. Define cross-LOB strategies and 4. Strategies and treatments
treatments for all customer segments are not based on
customer value and are
LOB- specific
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
7
8. Gaps & Enablers : Customer Strategy (continued)
Area Objective: Define and operationalize how individual customer relationships are to be managed
CRM Area End State Requirement Gap Enablers Gap Size
Customer 5. Conduct test & learn (experimental 5a.Limited manual cross-LOB • Feedback established
Strategy design, strategy evolution, results feedback on business between loan collections
analysis) to monitor the effects of activities exist and originations to improve
multiple treatments for customer credit decisions
segments 5b.Limited evolution of
customer treatments based • Manual feedback process
on feedback exists between branch and
marketing on campaigns
• Horizon ACquire
6. Deploy established methodologies 6a.No experimental design • Monthly Key measures
to evaluate customer strategy methodology currently in Management Report
effectiveness, consistent across all use today
products and channels
6b.No statistical software for
analyzing results of
experiments in use
7. Define economic impact of 7. No cross-LOB customer • Customer-level attrition
customers treatments on customer metrics exists metric exists but it is not
value, attrition, and satisfaction linked to specific
customer treatments
8. Use enterprise decisioning 8a. No enterprise-wide • Current loan application scoring
environment to facilitate customer decisioning • MCIF
evaluation, segmentation and environment* • Mortgage Ware
treatment definition
8b. Decisioning limited to • Horizon RMS
the origination function
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
8
9. Company Vision: Customer Data
Achieve a common definition of a customer, including all its
potential levels- account, individual, and household
Capture data to measure customer value for all customers on a
regular basis (at least monthly)
Use customer value and predictive models as inputs to enterprise-
wide customer value segmentation scheme and treatment
definition
Update segmentation inputs regularly
Maintain, validate, and refine segmentation inputs
Implement process to collect enterprise-wide data such as
summary, transaction, financial, operational, and contact data
Provide ability to capture data from separate product portfolios
Provide activity based costing data as inputs to customer value
models
Capture and store customer level info on demographics and
linkages to account relationships in centralized customer
information repositories
Capture and store customer contact data and back office events in
centralized Customer Activity DB (CA DB)
9
10. Company Vision: Customer Data (continued)
Capture and store customer strategies and treatments in
centralized and integrated Customer Strategy Profile DB (CSP DB)
Capture and store transactional customer data (e.g. use of all
products and channels) in a central repository or warehouse
Refresh or update data regularly (at minimum monthly)
Provide sufficient (at least 12 months) historical data
Ensure well-defined and documented, accurate and consistent data
for all customers
10
11. Gaps & Enablers: Customer Data
Area Objective: Provide the tools and data needed to manage a customer profitability based
organization
CRM Area End State Requirement Gap Enablers Gap Size
Customer 1. Achieve a common definition of a 1a. MCIF has customer • MCIF
Data customer, including all of its defined by SSN and HH
potential levels- account, individual, but not all products are
and household captured (e.g. loan, safe
deposit, trust, debit
card)
1b. MCIF does not store
the SSN of
joint/secondary holder
2. Capture data to measure customer 2. No definition of
value for all customers on a regular customer value exists
basis (at least monthly)
3. Use customer value and predictive 3a. No cross-LOB customer • New profitability system
models as inputs to enterprise-wide models exists • Credit application
customer value segmentation scorecard
3b. No centralized QA/policy
scheme and treatment definition
for model development, • Needs-based
• Update segmentation inputs evolution and maintenance
segmentation proposed
regularly
3c. No statistical modeling based on BAIGlobal
• Maintain, validate,and refine expertise in-house study
segmentation inputs • Harland attrition,
3d. No statistical modeling
software (e.g. SAS) in- propensity-to-cross-sell
house and PTB models
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
11
12. Gaps & Enablers : Customer Data (continued)
Area Objective: Provide the tools and data needed to manage a customer profitability based
organization
CRM Area End State Requirement Gap Enablers Gap Size
Customer 4. Implement process to collect 4. No such process exist • Data feeds of MCIF
Data enterprise-wide data such as • Horizon
summary, transaction, financial,
operational, and contact data
• Provide ability to capture data
from separate product
portfolios
• Provide activity based costing
data as inputs to customer
value models
5. Capture and store customer level 5. Systems of record exist • Horizon RMS
info on demographics and linkages (Horizon RMS), but
to account relationships in data quality issues need • Duplicate Resolver
centralized customer information to be addressed (e.g.,
repositories duplicate records)
6. Capture and store customer contact 6. Limited customer • Horizon
data and back office events in contact data captured
centralized Customer Activity (CA today
DB)
7. Capture and store customer 7. No customer strategies • Horizon RMS
strategies and treatments in and treatments data
centralized and integrated Customer exists today
Strategy Profile DB (CSP DB)
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
12
13. Gaps & Enablers : Customer Data (continued)
Area Objective: Provide the tools and data needed to manage a customer profitability based
organization
CRM Area End State Requirement Gap Enablers Gap Size
Customer 8. Capture and store transactional 8a. Limited transitional • Horizon
Data customer data (e.g. use of all information captured (e.g. no
products and channels) in a central data on rebates by fee type)
repository or warehouse
8b. Data captured in separate
• Refresh or update data
control files that are
regularly (at minimum application specific
monthly)
• Provide sufficient (at least 12 8c. Some channel info is
months) historical data incorporated in transaction
codes (e.g. cannot
differentiate if funds transfer
via IVR or Web
8d. Transition data from before
conversation is kept
separately)
9. Ensure well-defined and 9a. MCIF, Loan Station not well • Horizon database well
documented, accurate and consistent documented documented and
data for all customers defined
9b. Contact management not
well defined (uses free text
notes)
9c. Duplicate customer records
and multiple addresses exist
in Horizon RMS
9c. Internet and IVR transactions
are not distinguishable
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
13
14. Company Vision: Value Proposition
Analyze and understand the composition of product holdings for customer
segments
Continuously analyze and understand customer needs
Define customer pricing strategies based on customer segment objectives
Design new product offerings, features and access options based on
customer segment objectives and needs
Conduct regular marketing and competitive research to support customer
segment management and creation of new offerings
Adopt rigorous test and learn approach of designing product and service
offerings supported by an analytical process
Market products in customer-based, coordinated fashion, e.g., consciously
coordinate marketing contacts and marketing budgets for all products and
offerings
Proactively manage channel usage based on economics and customer
preferences
Use customer satisfaction measurements to help in the continual
evaluation of strategies, decisions and offerings using test & learn
Measure success based on combination of product profitability, customer
value, (e.g., customer satisfaction, value, attrition)
14
15. Gaps & Enablers : Value Proposition
Area Objective: Develop innovative product offerings with the flexibility to personalize key features
(e.g., pricing and channel options) according to the customer segment objectives
CRM Area End State Requirement Gap Enablers Gap Size
Value 1. Analyze and understand the 1. Product holding analysis • Harland Study
Proposition composition of product holdings for performed but based
• BAIGlobal Study
customer segments primarily on deposit
holdings and not entire
customer relationship
2. Continuously analyze and 2. Analysis is performed on • BAIGlobal study
understand customer needs ad-hoc basis and is
focused on testing
products and features
3. Define customer pricing strategies 3. No price differentiation
based on customer segment based on customer value
objectives exists
4. Design new product offerings, 4. Product development
features and access options based on not based on customer
customer segment objectives and segments
needs
5. Conduct regular marketing and 5. Research is performed but • Peer Group Study
competitive research to support on ad-hoc basis and is
customer segment management and more product based that • BAIGlobal Study
creation of new offerings customer based
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
15
16. Gaps & Enablers : Value Proposition (continued)
Area Objective: Develop innovative product offerings with the flexibility to personalize key features
(e.g., pricing and channel options) according to the customer segment objectives
CRM Area End State Requirement Gap Enablers Gap Size
Value 6. Adopt rigorous test and learn 6. No test and learn
approach in place today • BAIGlobal Study
Proposition approach of designing product and
service offerings supported by an
analytical process
7. Market products in a customer- 7a. Limited coordination with • Centralized module
based, coordinated fashion, e.g., Investment Services today approach
consciously coordinate marketing 7b.Campaigns do not leverage • Marketing budget is
contacts and marketing budgets for centralized
predictive tools (e.g.
all products and offerings propensity-to-buy, etc.)
8. Proactively manage channel usage 8a. Limited channel usage
based on economics and customer information exists
preferences
8b. No channel costs captured
8c. No preferences captured
9. Use customer satisfaction 9. Satisfaction surveys
measurements to help in the conducted for overall
continual evaluation of strategies, satisfaction but not strategy
decisions and offerings using test & or treatment specific
learn
10.Measure success based on 10.Success generally not
combination of product profitability measured based on
and customer value (e.g., customer customer profitability or
satisfaction, value, attrition) satisfaction
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
16
17. Company Vision: Customer Contact
Provide customer contact staff in key functional areas with
customer specific guidance for action and related info and/or
scripting on how to best approach a customer or respond to a
customer’s request
Provide customer contact staff across the enterprise with consistent
messages and guidance regardless of contact platform
Enable contact platforms with access to update to Customer
Strategy Profile DB
Provide customer contact staff with capabilities to record the
offer/action made to the customer and the outcome of the contact
Include customer value in measure of effectiveness of customer
contact
Develop consistent sales processes and scripting for all channels
17
18. Gaps & Enablers : Customer Contact
Area Objective: Manage all CRM processes, systems and customer-facing staff and channels that
have any interaction with the customer to deliver a consistent and high quality
customer experience
CRM Area End State Requirement Gap Enablers Gap Size
Customer 1. Provide customer contact staff in 1a. No customer specific • Fairmount sales training
Contact key functional areas with customer guidance exists • Horizon RMS
specific guidance for action and
related info and/or scripting on how 1b.Culture focused on
to best approach a customer or reactive service rather
respond to a customer’s request than proactive needs
based selling
2. Provide customer contact staff 2a. Inconsistency in • Horizon
across the enterprise with consistent customer experience
customer-specific messages and across channels and
guidance regardless of contact products exist
platform 2b. Limited customer
contact platform
capabilities
3. Enable contact platforms with 3. CSP DB does not exist
access to update Customer Strategy
Profile DB (CSP DB)
4. Provide customer contact staff with 4. Limited capabilities to • Horizon
capabilities to record the record customer contact
offer/action made to the customer deposition exists
and the outcome of the contact
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
18
19. Gaps & Enablers : Customer Contact (continued)
Area Objective: Manage all CRM processes, systems and customer-facing staff and channels that
have any interaction with the customer to deliver a consistent and high quality
customer experience
CRM Area End State Requirement Gap Enablers Gap Size
Customer 5. Include customer value in measure of 5. Customer value not part
Contact effectiveness of customer contact of contact effectiveness
measures
6. Develop consistent sales processes 6. LOBs/channels have • Fairmont Sales training
and scripting for all channels different sales
processes, training, and
scripting
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
19
20. Company Vision: Operations
Enable back office systems with access to and use of customer
strategy info stored in Customer Strategy Profile DB
Ensure back-end processes and systems have capability to execute
consistently differentiated customer strategies and treatments
Provide scalable and flexible operational environment to support
changes in customer specific strategies and treatments
20
21. Gaps & Enablers : Operations
Area Objective: Ensure consistent administration and execution of customer strategies and
treatments
CRM Area End State Requirement Gap Enablers Gap Size
Operations 1. Enable back office systems with 1. No link between back • Horizon RMS
access to and use of customer office systems and CSP
strategy info stored in Customer (CSP DB does not
Strategy Profile DB exist)
2. Ensure back-end processes and 2. Back-end processes and
systems have capability to execute systems to support
consistently differentiated customer differentiated treatments
strategies and treatments do not exist
3. Provide scalable and flexible 3. Most changes to
operational environment to support Horizon environment
changes in customer specific are not user-driven, and
strategies and treatments depend on Horizon
schedule
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
21
22. Company Vision: Organization
Provide active and visible CRM leadership
Establish a cross-LOB strategy team with the authority to set
consistent, appropriate, and coordinated customer strategies and
treatments
Introduce cross-LOB CRM program office structure and processes
Dedicate staff to coordinate, implement and monitor activities
based on customer value (segment management)
Designate staff dedicated to CRM result analysis and customer
strategy evolution
Align performance and incentives across all levels of the enterprise
(e.g., product profitability, customer value, and customer
satisfaction) (customer-centric model)
22
23. Gaps & Enablers : Organization
Area Objective: Manage transition from product-focused to customer-focused organization
CRM Area End State Requirement Gap Enablers Gap Size
Organization 1. Provide active and visible CRM 1a.Complete commitment of • Executive Management
leadership senior leadership is still Team
required
• CRM Advisory team
1b. Customer-centric strategy is
not clearly translated into
action
1c. No clear definition of CRM
across the organization exists
2. Establish a cross-LOB strategy team 2. No cross-LOB customer • CRM Advisory Team
with the authority to set consistent, strategy team exists • Cross LOB teams, such as
appropriate, and coordinated Credit Review Committee,
customer strategies and treatments Write-off and Recoveries
Committee, Game Book
Meeting, etc.
3. Introduce cross-LOB CRM program 3a. Project Management is
office structure and processes decentralized and currently
done by line officers
3b. Project justification and
benefit tracking process does
not exist
3c. Accountability for
business/technology
initiatives is not well defined
3d. Interactions among business
areas is limited
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
KEY
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
23
24. Gaps & Enablers : Organization (continued)
Area Objective: Manage transition from product-focused to customer-focused organization
CRM Area End State Requirement Gap Enablers Gap Size
Organization 4. Dedicate staff to coordinate, 4. Segment management • Consumer Segment
implement and monitor activities structure not Management group
based on customer value (segment operationalized
mgmt)
5. Designate staff dedicated to CRM 5. No staff dedicated to
result analysis and customer strategy CRM analysis
evolution
6. Align performance and incentives 6. Performance and HR to follow-up
across all levels of the enterprise incentives measured on
(e.g. product profitability, customer product level only
value, and customer satisfaction)
(customer centric model)
KEY
No Gap - Provident has all capabilities in the area Significant Gap - Provident has few capabilities in the area
Minor Gap - Provident has most capabilities in the area Major Gap - Provident has no capabilities in the area
Moderate Gap - Provident has some capabilities in the area
24
25. One View of The Customer Review
‘One View’ of the Customer
Today’s Date:
Provides a centralized
Demographic Data Deposit Account Relationships
display of a
Customer Type: Retail, Small
DDA: $4321.08
Savings: $8231.80
customer’s entire
Business
Last Update: 3/30/09 - VERIFY
Total Deposit Balance: $12,552.88
relationship, including
Name: Irene Victor
SSN: 123-45-6789
Credit Account Relationships
Mortgage: $89,089.20
and 3rd party data
DOB: 01/01/1961 Personal Loan: $12,324.65
Home Address: Total Credit Balance: $101, 413.85
431 Appleby Dr.
Golden, VA 23029
Business Address: Alternative Investments
Facilitates
35 Main Street
Suite 6
Investments: $14,111.44
Trust: $237,892.95 comprehensive
Smithville, VA 23102
Home phone #: (555) 915-5555
Work phone #: (555) 955-5555
Total Alternative Investment Balance:
$252,004.39 understanding of
Email: ivictor@isp.net
Ancillary Services every customer’s
Offer Pending: Yes
Overdraft Protection: $1,000.00
Safe Deposit Box: No relationship
Debit Card: Yes
Preferred Channel of Contact: Call Internet Banking: No
Center Privacy: True
Last Customer Contact:
3/30/02, Call Center
Enhances customer
experience
25
26. Customer Strategy CRM Action Profile
Customer Strategy Profile
Offers (Proactive) Opportunities (responsive)
Nam e: Personal Loan Name: Investments
Displays actionable Name: Money Market
Name: Checking
Name: Home Equity
Name: IRA
information based on OID: GD-06-30-2002 OID: MM-06-30-2002
strategic customer Channel: Direct Mail Exp Date: 07-31-2002
ODate: 06-30-2002
segment objectives
Term s: .25% bonus in first 12 mon.
on new bal > $25K
E xp Date: 07-31-2002
Status: Declined
Allows for consistent
Term s: Standard Offer w/ Free online
bill pay for 6 months
S tatus: Pending
treatment across Account Management
channels and contact Allowabl e Cred it Line Discretion
PID: OD-1234
staff Name: Overdraft Protection
Increase: $500
PID: PL-1234
Allows for contact Name: Personal Loan
Increase: $5,000
staff to update offer Pricing and Fee Management Retention Actions and Activity
disposition – which Allowab le Fee Refund s: A cti on: Flowers sent on 5 yr.
anniversary
can be used in the Amount: $50
Date: 12/21/2002
Fees waived YTD:
next evaluation Amount: $0
Service Guidelines
S ervice Level: High, support phone 555-555-1212
26