The document discusses how a telecommunications company translated its strategy into a balanced scorecard and linked scorecard objectives to CRM goals. It outlines the company's vision, strategy to be a leading provider of innovative services through differentiation, network coverage and tailored bundles. It shows how the strategy was mapped into four scorecard perspectives and objectives, and then linked the objectives to goals around improving customer service, quality and reliability, and introducing new services. Finally, it provides examples of CRM business case objectives around improving customer service metrics and reducing churn.
Transforming SMEs using opensource technology platformsMangesh Wagh
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
In CSO Insights’ latest 2013 sales performance optimization survey results, sales decision makers across industries shared their top objectives for the next 12 months. Watch replay for this live webcast featuring CSO Insights CEO, Barry Trailer, and Tim Davey, VP of Sales at SAP, to gain insights on key trends, benchmarks and steps for greater sales success.
Replay:
http://sales.ondemand.com/events/7-key-plays-sales-performance-optimization/
5 Ways Progressive Companies Are Responding To Changing Buying BehaviorG3 Communications
Join Andrew Gaffney, Editor of DemandGen Report, and Business Communications Expert, and Best-Selling Author, Dr. Tom Sant, as they share insights into the latest tools and tactics progressive companies are implementing to keep pace with today's changing buyers – and win more business.
Transforming SMEs using opensource technology platformsMangesh Wagh
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
In CSO Insights’ latest 2013 sales performance optimization survey results, sales decision makers across industries shared their top objectives for the next 12 months. Watch replay for this live webcast featuring CSO Insights CEO, Barry Trailer, and Tim Davey, VP of Sales at SAP, to gain insights on key trends, benchmarks and steps for greater sales success.
Replay:
http://sales.ondemand.com/events/7-key-plays-sales-performance-optimization/
5 Ways Progressive Companies Are Responding To Changing Buying BehaviorG3 Communications
Join Andrew Gaffney, Editor of DemandGen Report, and Business Communications Expert, and Best-Selling Author, Dr. Tom Sant, as they share insights into the latest tools and tactics progressive companies are implementing to keep pace with today's changing buyers – and win more business.
Business Process Management - Enabling The Business DriversPactera_US
A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
IBM Finance Forum - The Economic Balancing ActIBM Sverige
Sweden's economy has been on a roller coaster ride in recent years, first there was the fallout from the worst post-war global recession, and now we find ourselves travelling at full speed as growth rebounds with renewed vigour. That's all great news for now but in the meantime we have all learned some valuable lessons - with growth comes increased risk, we need to manage that, with growth comes increased cost, we need to manage that too and with growth comes ever greater opportunity both good and bad. How can business prepare for and anticipate that? What role does the finance organisation now play in keeping everything in blanace?
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
The latest webinar from Mark Sellers, hosted by EcSell Institute, on how to maximize the value of the funnel in lead conversion, qualification, and overall funnel management
Business Process Management - Enabling The Business DriversPactera_US
A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
IBM Finance Forum - The Economic Balancing ActIBM Sverige
Sweden's economy has been on a roller coaster ride in recent years, first there was the fallout from the worst post-war global recession, and now we find ourselves travelling at full speed as growth rebounds with renewed vigour. That's all great news for now but in the meantime we have all learned some valuable lessons - with growth comes increased risk, we need to manage that, with growth comes increased cost, we need to manage that too and with growth comes ever greater opportunity both good and bad. How can business prepare for and anticipate that? What role does the finance organisation now play in keeping everything in blanace?
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
The latest webinar from Mark Sellers, hosted by EcSell Institute, on how to maximize the value of the funnel in lead conversion, qualification, and overall funnel management
How to Turn Your Customers into your sales team - TEC 401Iven Frangi
Customer Exprerience presentation called "How to turn your customers into your sales team' by Iven Frangi - April 09. Contact Iven to speak or coach you in customer experience creation and installation in your business. iven@cxm.com.au
Hi there.
Thanks for viewing our presentation. We would love to hear your feedback.
Sp please leave a comment or mail us at jeanchristophe.steels@a-cross.com
Hiring to Win: Secrets to Sourcing and Selecting Top TalentHuman Capital Media
Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent?
Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.
HUMAN. PERFORMANCE.™ Creating engaged & motivated people through innovative incentives, strategic meetings, prepaid cards, experiential events, entertainment & distinctive promotions.
Through our platform, JNR skillfully executes brand experiences through strategic incentive travel, meetings and conventions, Prepaid MasterCard® rewards, recognition programs, and special events for every business channel.
“The Dynamic Nature of CRM and its Implications in Marketing Management”, Research Paper. Presented in National Conference on “Marketing: Yesterday-Today-Tomorrow” held at Asia Pacific Institute of Management, New Delhi, India, on 13 – 14 January, 2011 Authors: Hardeep Singh and Bikram Pal Singh
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
4. The Hype Cycle!
§ Over 65% of companies expect CRM
to increase sales revenue by more
than 10% -- Analyst report
§ CRM performance accounts for 28% to
Idea Cult Popular
60% variance in company performance
Chasm Acclaim
– Research report (July 2001)
Concept Early Integration
Prototypes
è “Do something” or be “Amazoned”
è Built on HYPE and FEAR and more often “bumper sticker” justification
è Still using the concept of the 1980s to justify investment
– Costs 6 times to win a customer than to retain one
– 10% spike in repeat customers would add 10% to the bottom line
è Technology seen as a quick-fix solution
Subbaraman Iyer Ennovate Solutions
5. Reality Stuck!
§ Redundant spending will cost Global 2000
companies a total of between US$3 and US$4
billion over the next two years - Jupiter
§ Research of 200 CRM projects in the US last
year found 30 % delivered no return to the
business - Management Information Principles
Tragedy of misguided intentions !!
Confusion § Study identified that in 32 percent of sales
technology projects, little or no use was made
of the technology 12 months after deployment –
Deployment, Gartner
Change
Management § Misalignment between actual performance and
the promised returns hyped up by vendors -
Frost & Sullivan
Subbaraman Iyer Ennovate Solutions
6. Measurement challenges !
Permission Marketing
Permission Marketing Seth Godin
Seth Godin
Customer Intimacy
Customer Intimacy Fred Wiersama
Fred Wiersama
Real-time Marketing
Real-time Marketing Regis McKenna
Regis McKenna
Continuous Relnship Marketing
Continuous Relnship Marketing McKinsey
McKinsey
è Only 11% of CRM
implementation claim to have
Over 80% cite very positive ROI
organizational and è More than two third of the
adoption challenges to CRM implementation are not
successful
measurement Source : Jupiter mediametrix
Sept 2001
Subbaraman Iyer Ennovate Solutions
7. Why CRM Implementation fails?
Emotional
Justification
Why blame failure on the tool when
Process
CRM
Mindset
Failures and
technology is only an enabler !
Optimization
Skepticism
issues
Technology
Deployment
Results:
è “Returns by early adopters of CRM has been minimal or non-existent.
è “Me-too” copycats made decisions on faith
è Businesses are reticent to talk of failure, yet when we are looking for
return, it is just not there!
Subbaraman Iyer Ennovate Solutions
8. Where Are We Now?
WE
ARE
HERE!
$$
Idea Cult Popular
Confusion
Chasm Acclaim Chasm Reality
Concept Early Integration Deployment, Renaissance
Prototypes Change
Management
Subbaraman Iyer Ennovate Solutions
10. And the approach is getting different !
In The Past … … In The Future
Align strategy, process,
Implement Technology
technology and people
Justification based on faith Logical framework
Interaction/channel Analytical and Business
functionality Intelligence
Local optimization Process Integration
Incremental and learning
“Big Bang” approach
approach
Subbaraman Iyer Ennovate Solutions
11. For CRM to be successful, CRM
For CRM to be successful, CRM
initiatives must be ALIGNED with
initiatives must be ALIGNED with
corporate goals and vision and
corporate goals and vision and
EXECUTED systematically in a step by
EXECUTED systematically in a step by
step approach
step approach
The Balanced Scorecard (Kaplan and
Norton) is an EXCELLENT TOOL not only
for strategy implementation but also
performance management.
Subbaraman Iyer Ennovate Solutions
13. Four Processes to Manage Strategy
Articulating
the Vision
§ Clarifying
§ Consensus
§ Commitment
Linking the Feedback
Vision
§ Setting goals § Review
§ Performance BALANCED § Tracking
§ Compensation § Change
SCORECARD Management
Business Planning
§ Setting specific targets
§ Aligning initiatives
§ Allocating resources
§ Establishing milestones
Subbaraman Iyer Ennovate Solutions
14. How Do You Measure Strategy?
VISION The Balanced Scorecard
converts strategy into an
“To satisfy our
SCORECARD integrated system of
shareholders,
Objectives Measures Targets Initiatives
objectives, measures, targets,
Financial what financial Profitability
and initiatives defined across
objectives must Growth
we accomplish?” Shareholder
Value
four business perspectives
SCORECARD
“To achieve our
Objectives Measures Targets Initiatives
financial
Customer objectives, what Image
customer needs Service
must we serve?” Price/Cost
“To satisfy our SCORECARD
customers & Objectives Measures Targets Initiatives
shareholders,
Internal/Process which internal
Cycle Time
Quality
processes must
Productivity
we excel?”
SCORECARD
“To achieve our
Objectives Measures Targets Initiatives
goals, how must
Learning and Growth our organization Mkt Innov.
learn and Cont. Learn
innovate?” Intellectual
Assets
Subbaraman Iyer Ennovate Solutions
15. Commit to a Future Direction
From Strategy to CRM Drivers
Mission & Strategy
Balanced Scorecard
Learning &
Financial Customer Internal Process
Growth
1.1 Profitability 2.1 Image 3.1 Cycle Time 4.1 Mkt Innovation
1.2 Growth 2.2 Service 3.2 Quality 4.2 Cont. Learning
1.3 Shareholder 2.3 Price / Cost 3.3 Productivity 4.3 Intellectual Desired
Value Assets
Outcomes
CRM Business Case
and ROI Model
Subbaraman Iyer Ennovate Solutions
17. Learning &
Financial Customer Internal Process
Growth
1.1 Profitability 2.1 Image 3.1 Cycle Time 4.1 Mkt Innovation
1.2 Growth 2.2 Service 3.2 Quality 4.2 Cont. Learning
1.3 Shareholder 2.3 Price / Cost 3.3 Productivity 4.3 Intellectual
Value Assets
CRM
Business Drivers
Visioning Defining Assessment
From BSC to CRM
Gap Analysis
Blue Print Required Execution
Investment
Subbaraman Iyer Ennovate Solutions
18. These analytics often don’t exist
n n
LTV = å (Ry - Cy) max LTV = å ( max Ry - min Cy)
(1+r)y
y=0 (1+r)y y=0
è LTV is driven by 3 variables
§ Tenure (n),
Lifetime Value
§ Revenue (R)
§ Cost (C)
è Difference between LTV and
maximum LTV is Potential
è Getting a strategy for realizing
Time maximum customer potential, by
maximizing tenure and minimizing
cost is the challenge
Subbaraman Iyer Ennovate Solutions
19. What we measure is important, but what we don’t.. is
critical !
Emotional § Emotional alignment § Advocates
§ Is forgiving § Can’t buy them over
R
e
s
Rational
§ Rational Alignment § Transactional
p § Tenuous § Negotiable
§ Ruled by
the“heart”
o
n
s § Ruled by
Transactional
§ Functional attributes
the“head”
e § Performance attributes
§ Ruled by the purse
Satisfaction Loyalty Fidelity
Subbaraman Iyer Ennovate Solutions
21. This case study highlights how a Telco translate its
strategy into scorecards and map them to CRM Drivers
• Industry Background • Strategy Map
– Consumers’ Preference – How the CRM goals and
– Chasm Indicator business case was
conceived
– Challenges
– How CRM goals were
• Competition
congruent to the BSC
• Trends metrics
– How the CRM business
case is translated into
implementation blue print
Subbaraman Iyer Ennovate Solutions
22. Key Success Factors Case Study:
The scorecard Telco
FINANCIAL Vision
#1 Return on Capital
Employed
“Major Telco #2 Profitability
#3 Growth and Cash flow
in Asia Pacific”
CUSTOMER FINANCIAL
#1 More Value for Money ROCE
Gross
Margin
Strategy #2 Best in customer service
#3 Meets everyone’s needs
New
Product CUSTOMER
• Service as a Rev (%) Vol
Indicators
differentiator #4 Quick deployment Cust
Cust
Acquisition/
Perception Retention
• To deliver PROCESS
Product
Attractive-
ness
External
“tailored Ranking
service #1 New Service rollouts
bundles” to #2 Internal / External SLA Product
ensure
Development
#3 Cycle time (cash realisation) Cycle Sales
Effectiveness
customer #4 Change management Product
satisfaction
Milestone
Effectiveness Operations
Costs
• To ensure DEVELOPMENT Suggestions
maximum New Product Implement-
ation PROCESS
#1 Staff morale Introduction
network #2 Motivated staff
coverage Technical
Staff
Attitudes
#3 Staff productivity Skills
DEVELOPMENT
Subbaraman Iyer Ennovate Solutions
23. Translate Vision to Strategy
Vision
To be the leading Telco
providing wide range of
innovative services
STRATEGY
§ Service as a differentiator
§ Best network coverage
§ Tailored service bundles
Scorecard Scorecard Scorecard Scorecard
Subbaraman Iyer Ennovate Solutions
24. Convert Strategy to Scorecards’ Objectives
To be the leading Telco providing
wide range of innovative services Vision
§ Service as a differentiator
§ Best network coverage
Strategy
§ Tailored service bundles
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E. Value for money Service Rollout Staff Motivation
Profitability Best Customer SLA (internal Staff
Services and external) Productivity
Growth & Cash Meet Functional Cycle Time Staff
flow Needs Satisfaction
Quick Deploy Change
Management
Subbaraman Iyer Ennovate Solutions
25. Strategy Map
Vision Business Goal
iv
e Improve Customer
rat Services to drive
st
Ill
u profitability
Strategy improvement
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E. Value for money Service Rollout Staff Motivation
Profitability Best Customer
Best Customer SLA (internal and Staff
Profitability Services
Services external) Staff Productivity
Productivity
Growth & Cash flow Meet Functional Cycle Time Staff
Staff Satisfaction
Needs Satisfaction
Quick Deploy Change
Management
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26. Linking Scorecard Objectives to GOALS!
Vision Business Goal
Provide tailored
and structured
Strategy value bundles
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E. Value for money
Value for money Service Rollout
Service Rollout Staff Motivation
Staff Motivation
Profitability Best Customer SLA (internal and Staff Productivity
Services external)
Growthflow Cash
Growth Cash flow
& & Meet Functional
Needs Cycle Time Staff
Staff Satisfaction
Satisfaction
Quick Deploy Change
Management
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27. Linking Scorecard Objectives to GOALS!
Vision Business Goal
Improve Service
Quality &
Strategy Reliability
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E. Value for money Service Rollout Staff Motivation
Staff Motivation
Profitability Best Customer
Best Customer SLA (internal
SLA (internal and
Profitability Services
Services and external)
external) Staff Productivity
Growthflow Cash
Growth Cash flow
& & Meet Functional
Meet Functional
Needs
Needs Cycle Time Staff Satisfaction
Quick Deploy Change
Management
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28. Linking Scorecard Objectives to GOALS!
Vision Business Goal
Introduce New
Services and meet
Strategy competition
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E.
R.O.C.E. Value for money Service Rollout Staff Motivation
Best Customer SLA (internal and Staff
Profitability Services external) Staff Productivity
Productivity
Growth & Cash flow Meet Functional Cycle Time
Cycle Time Staff Satisfaction
Needs
Quick Deploy
Quick Deploy Change
Management
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29. nd
Scorecard ––22ndlevel
Scorecard level
Detailed Strategy Map of Detail
of Detail
FINANCIAL CUSTOMER PROCESS DEVELOPMENT
R.O.C.E. Value for money Service Rollout Staff Motivation
• Outsource • Create Svc Bundle • Introduce Bundle • Motivation Index
• Increase ARPU • Increase Retention • Support Readiness • VOC Score
• Target Cust Segment
Profitability Best Cust Services Service Level Agr Staff Productivity
• Improve Gross Margin • Increase F.C.R. • Internal Governance • Productivity Index
• Reduce Staff costs • Improve Svc Quality • Vendor Accountability • Training
• Cross-Fx Experience
Growth & Cashflow Meet Fx Needs Cycle Time Staff Satisfaction
• á high value segment • Increase VAS • Delivery2Cash Cycle • Achievements
• á prepaid • Compare Quick & Act • Business Delay Cycle • Recognition
• Reduce DSO • Cash Realization • Compens & Benefits
Quick Deploy Change Mgmt
• Specific Cust Request • Project Mgmt
• Content & Service Prov • Risk Assessment
• Implementing initiatives
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30. CRM Business case
• Improving Customer service -- # 1 priority
– Improving FCR from current 55% to industry standard > 90%
– Reducing customer service costs by 20%
• Reducing churn in M, M-H and High segment
– Proactively anticipating churn and contract renewal rates by 20%
– Save the customer program (win back selective customers)
• Gain market share for prepaid with reduced churn
– Create more attractive service-price bundles
– Reduce campaign management costs by 25%
• Functional benefits to M, M-H and H segment (postpaid)
– Improve cross-sell and up-sell ratios by 30%
– Reduce marketing costs by 15%
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31. CRM initiatives
Customer Service Despite a projected 13% increase in customer contacts,
Improvement at 90 % FCR level, customer satisfaction was expected
impact to increase by 4%, reducing costs by 8%
Key Actions taken:
§Detailed metrics tracking (operational to financial metrics)
§SLA revised internally with Billing, Network operations, Distribution network
§Staff training, revised and different compensation model proposed
§Call centre overhauled, with new set of CTI / IVR applications to reduce calls
Overall Impact: §Process re-design, workflow management
§CRM software customized to increase greater customer visibility
Emp sat score : +
Major Challenges
Cust sat score : same
•Process redesign and implementation •Administering the SLA internally
Fin ROI(annual): 34% •People skills, training and motivation •Co-ordination mechanisms
•Projecting the impact on customer sat •Communicating metrics and impact
•CRM customisation and CTI applications •Raising profile of Customer service
Results:
qCustomer contacts increased by 19% (expected 13%)
qFCR moved from 55% to 82% (targeted 90%)
qCustomer satisfaction – No change
qCost reduction of customer service – 7% (expected 8%)
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32. Conclusion
• The BSC helped articulate strategy and improve alignment
– Developing the lead and lag indicators was a challenge
– Cascading the scorecard and developing ownership took time
• CRM goals got better agreement and commitment
– Software functionality was less of an issue
– Process and people challenges were more difficult issues
• Investment in Analytic CRM proved beneficial
– Modeling and simulation helped get a better perspective
– Understanding segmentation and relationship drivers
• Linking metrics back to BSC helped get executive support
• The journey just started.. It’s still a long way to go !
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