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Deloitte Digital 1
June 2015
Digital CRM

From traditional to individual, context-aware, real-time
customer interaction
Deloitte Digital CRM Study 2
Executive summary
Recent technical and social shifts have led to drastic changes to the way customers and
companies interact. Specifically, the rise of social media and digital channels has provided
companies with the opportunity to learn more about their customers and to contact them more
quickly and directly. At the same time, customers’ expectations of companies with regard to
customer management, customer service, and marketing have evolved.
This study analyzes how companies adapt their customer relationship management to deal with
the challenges and opportunities that have come with this change. It provides evidence that
companies are transitioning their customer relationship management to focus more on individual
customer interactions and real-time engagement but that there are differences in maturity levels,
both between and within industries. 

Key findings include:
•  Relevant real-time customer interaction is gaining in importance
•  In future, the client chooses the channel of communication
•  Proactive 1:1 customer service based on customer insights will become a factor
of differentiation 
•  While the use of social media for CRM is met with mixed feelings by some
interview partners, other digital channels are adopted rapidly
•  The efficient use of existing data is more important than the collection of all available data
•  Silos need to be broken down, both in terms of organization and processes
•  Companies face regulatory barriers when it comes to data collection and usage;
a cyber security governance framework is advisable to mitigate risks

On the basis of this study, Deloitte has developed a Digital CRM maturity framework for quick
evaluation and a holistic offering that helps clients future-proof their CRM and deal with the
challenges they meet.
Deloitte Digital CRM Study 3




Trends driving change in customer interaction
Growing customer power
There have been many examples of growing customer power in recent years.
Today, glitches in customer interaction can lead to serious monetary and
reputational losses. Especially context-aware customer interaction is crucial in this
respect.


Integration of fast changing channels
While companies have hardly had time to integrate new channels like Facebook
or Twitter into their mix, new platforms are already on the rise. Omni-channel
communication management will become far more complex and fast-paced in
the future as consumers adopt new channels.

Internet of Things
The Internet of Things is still forming, but even today more and more devices are
online. This adds a lot of potential data and interaction channels to the CRM
equation, which need to be analyzed and considered carefully in order to make
effective and efficient use of them.





Growing data complexity
Not only the quantity of data is growing but also its variety. To gain the best
possible picture of the customer, CRM systems need to be able to handle both
aspects.




Declining importance of classic mass media
In the past, generic messaging was at the very core of corporate communication
in mass markets. Today interactive channels are gaining in importance, allowing
CRM to publish customized content to individual customers, making mass
mailings a notion of the past.
Unconventional competitors 

Traditional service providers face increasing competition from very lean companies
such as uber or airbnb, which integrate communication channels, thus offering
best in class customer experience and service.
Deloitte Digital CRM Study 4
The changing face of CRM
Traditionally, CRM activities focused on automating and supporting internal business processes.
Campaign management activities, for instance, were developed from the organization’s point of
view and inward-oriented. They were adapted and optimized to support customer interactions
and transactions. In this static framework, companies built long-term individual customer
relationships with a mostly one-way communication approach. Broad customer segments were
used to semi-customize messages but without validating the relevance of the content. More
importantly, however, different channels were seldom interconnected and individual customer
touch points such as a shop or call center did not know which offers the customer had received
at another touch point. The growth in the number of available channels and customers’ power
represent an almost seismic shift that companies need to take seriously as they rethink their
customer management.
Company
Shop
Call Center
Service
Call
SMS/MMS
Social
Media
Shop
White
Mail
Traditional CRM
 Digital CRM
Online/
Portal
Mobile
Apps
E-Mail

Today, the center of the CRM universe is the customer, not the company. This means that
customer service and campaigning processes are developed from the customer’s standpoint with
a focus on a seamless user experience across all channels. Communication needs to be
streamlined so that customers are spoken to with one voice and consistent content. In an age, in
which customers have seemingly unrestricted access to information through the internet,
companies need to do more than spread generic information. They have to provide tailored 1:1
campaign communication and service based on analytics and trigger events – for instance
offering upgrades on mobile plans when a customer consistently exceeds the data limit. In this
new age, customer events are captured, automatically processed and the right action is taken
based on the current customer context and point on their individual customer journey. Welcome
to Digital CRM.
Influencers
Customer
Deloitte Digital CRM Study 5
What is Digital CRM
Digital CRM puts the customer in the spotlight. It essentially integrates digital channels such as
social media or apps into the traditional CRM system, thus enabling companies to generate new
customer data through methods such as social listening. This delivers several advantages:
CRM and campaign management processes are created from the customers‘ point of
view, enabling a focus on seamless user experience across all channels.
Digital CRM enables companies to better understand the specific context customers
are in, and to efficiently launch CRM activities in real-time.
Collecting and storing all customer data in one system (event data lake) enables
companies to communicate with customers with one voice across all channels.
Customer
Shop
White
Mail
Call
SMS/MMS
Email
 Online/
Portal
Social
Media
Mobile
Apps
Digital CRM
All customer communication is captured
Communication with one voice across all channels
Your company

Before implementing Digital CRM it is important to understand the impact this will have on your
organization as a whole. This means an overall strategy and vision need to be created, which
identify the objectives and how these are to be obtained. This includes the identification and
prioritization of use cases by means of business cases, translated into a roadmap.
With Digital CRM ideally all data is stored in a unified data warehouse to which all departments
have access. IT plays an integral part in the successful deployment and serves an important
enabling function. It needs to coordinate the collaboration and alignment of all customer-facing
entities so that all relevant data is collected correctly and use cases are connected across all
customer interactions. Implementing dynamic rule and offer engines permits an automatic
response to issues. This enables companies to react to customer issues quickly and proactively
and makes real-time and contextual customer interactions possible.
Deloitte Digital CRM Study 6
Introduction …as the focus of projects has been on
system implementations, without

highlighting the benefits to the

 business side of things



CRM, today, is too strongly
associated with systems and
technology. This is, by and large,
a self-inflicted problem…
“
”CRM manager at a leading tourism company
Deloitte Digital CRM Study 7
90%
of respondents agree that omni-channel management
will be important in the future
Digital CRM in practice
Our analysis of companies across the TMT*, automotive, energy, retail and consumer business
industries has shown that companies recognize the shift from traditional towards Digital CRM.
Over 90% of our respondents, for instance, agree that doing omni-channel communication right
is important or very important.

The customer chooses the channel of communication
Going forward, respondents state that companies need to increasingly pay attention to
individual customer journeys because they foresee that in the future the customer chooses the
channel of communication. As new channels arise they are adopted differently. In the energy
industry, for example, more senior customers are less likely to be online and prefer to be
addressed via traditional channels. This becomes evident as a significant proportion of customer
interactions are still carried out via phone or mail. One company stated that only 35% of their
customers were online and that the other 65% still preferred to receive their bills in the mail. This
leaves the industry with huge savings potentials in terms of postage and printing costs by
digitizing written communication.

Companies actively encourage customers to use more efficient channels
Companies are tackling this issue by using automation software – especially in combination with
unstructured data. One practice which is common among interviewed companies, is the use of
text mining software with regard to written communication. Digital communication, such as
emails, is scanned for keywords, categorized, and – in some cases – even replied to with
automated responses. Letters are dealt with in a similar fashion after they have been digitized.
This has increased the speed of customer interaction tremendously, as one respondent stated,
which is why companies actively encourage customers to use more efficient channels like emails.
Respondents, however, also pointed out that one should be wary of going too far. Outsourcing
processes, such as printing forms, to the customer instead of providing forms via mail may upset
them and lead to lower satisfaction.
85%
of respondents agree that efficient data management
is crucial to customized communication
60%
of respondents agree that trigger-based events are
important or very important for their CRM activities
*TMT – Technology, media & telecommunications
Deloitte Digital CRM Study 8
The real challenge with data is not to
gather more but to use the existing
data treasure efficiently. There is a
lack of appropriate regulations and
internal strategic alignment
“
”
CRM manager at a leading
telecommunications company
Relevance of content is key and in
future it will be the customer who
chooses the channel of
communication. Social media are
useful for identifying individual
customer events, but need to be
used carefully.
Customers choose the time of interaction
Companies have realized that customers not only choose the channel through which they want
to interact but also when. The key is relevance of content. This is increasingly so as the use of
real-time data becomes more important and the number of use cases for contextual interaction
with customers increases. One company, for instance, uses geo-fencing in combination with
their mobile app to push offers to their customers when they approach a competitor’s counter.
Others use real-time data for predictive analytics to approach customers proactively – for
instance energy service providers reassuring customers of resuming service in case of a
blackout. The real challenge, as several companies mentioned, is therefore not to collect as
much data as possible, but to use the already existing data efficiently in order to react to
customer issues quickly. Companies have identified response time as a point of differentiation
and see the potential of becoming a benchmark in their industry by offering outstanding, quick
and relevant customer service.

Social media need to be used responsibly to meet privacy concerns & data protection laws
The use of social media data in customer relationship management for identifying customer
events proactively, analyzing customer sentiment or reacting to issues when they occur is
perceived with mixed feelings. Some respondents view it as “the holy grail”, because it allows
companies to attract younger audiences and build closer relationships. But it has to be taken
with a pinch of salt. There is a fine line between identifying relevant information and exceeding
customers’ level of understanding and comfort when it comes to data collection. This may, in
part, be attributed to geographical differences. In China, for instance, the use of social media is
said to be decades ahead of Europe and customer interaction via mobile apps such as Weixin
(WeChat) is commonplace. One obstacle to integrating social media into legacy data systems is
data protection. As one respondent pointed out, liking a Facebook page does not constitute
permission to use a customer’s information for marketing purposes.
Deloitte Digital CRM Study 9
CRM managers have been 
dreaming about the digitalization
and customization of CRM for years
but only now does technology allow
for their implementation

“
”
CRM manager at a global automotive
company 


Our findings reveal that customers and companies alike are very conscious when it comes to
using individual data. This limits the extent to which real-time, customized marketing actions can
be taken. While use cases are abundant – using data sent by smart meters in the energy sector
or car testing facilities in the automotive industry – social acceptance is still limited. This can be
improved by giving customers tangible benefits like energy consumption improvement advice
through smart meter data analysis.

New dynamic channels make omni-channel more complex
Social media only represent one of several new channels like smart phones or the connected car,
that have arisen in recent years. Doing omni-channel right becomes more complex as the
number of channels increases and their nature becomes more dynamic. Often traditional CRM
systems are too static and too large to allow for agile adjustment, as companies point out. While
technology has come a long way in recent years, Digital CRM calls for more flexible solutions in
order to keep up with the speed of change in the customer-company relationship.

Silo thinking hampers seamless customer experience 
New channels also mean more data that need to be stored and integrated to be able to address
customers uniformly across all channels. More often than not, companies struggle with this
integration because legacy CRM system architectures have grown over time and data are mostly
kept in silos. Exchanging data among different departments is thus hampered, making the
implementation of new initiatives difficult. Interviewed companies identified silos as a problem,
not only in terms of data warehousing but also in terms of organization. Different channels are
run by different people or even departments and the area of responsibility is strictly defined.
Omni-channel communication, however, requires new sets of processes that foster collaboration
and knowledge exchange so that, ideally, marketing, sales, CRM, and customer service share
customer insights and can pick up at the last customer interaction.
New dynamic channels are on the
rise. Data needs to be integrated and
silos need to be broken down – also
in terms of organization and
processes – for omni-channel to work
and for the customer to have a
seamless experience.
Deloitte Digital CRM Study 10
Maturity assessment of holistic CRM approaches
Not all companies have achieved complete transparency of customer insights across
departments. In order to assess the maturity level across industries, Deloitte has developed a
Digital CRM maturity assessment as a starting point. The method, which has been used
successfully across various industries and client engagements, assesses the maturity of
companies’ holistic CRM approaches. The framework evaluates and analyzes companies‘ current
CRM capabilities along eight dimensions with a total of 29 capabilities. It further determines the
desired state of the CRM capabilities and identifies near-term and long-term CRM improvement
opportunities. Industries are subsequently grouped into four different categories, depending on
how its companies score on the evaluation criteria.

The eight previously mentioned dimensions are:
•  Customer Relationship Management Vision – The extent to which the CRM vision and/or
strategy supports the corporate strategy
•  Customer-Centric Organization – The way customer facing functions are organized towards
the different customer segments and channels
•  Customer Interaction Processes (Effective and Efficient) – Business processes related to the
management of the customer/stakeholder relation throughout the organization
•  Effective Tools – The extent to which tools provide a complete functional coverage of all
customer-related processes 
•  Customer Knowledge and Understanding – The ability to consolidate all customer
information across business lines and channels in a single repository
•  Customer-Centric Innovation of Services – The capability to involve the customer throughout
the development (e.g. testing) of new services
•  Customer-First Culture and Skills – The extent to which a real customer-first culture is created
and evangelized throughout the organization
•  Performance Management – The use of customer metrics for corporate decision-making,
product development, performance management and operations improvement
Customer Relationship Management maturity model
Desired state
 Current state
0
1
2
3
4
1. Customer
Relationship
Management
Vision
2. Customer-
Centric
Organization
3. Customer
Interaction
Processes
(Effective and
Efficient)
4. Effective Tools
5. Customer
Knowledge and
Understanding
6. Customer-
Centric
Innovation of
Services
7. Customer
First Culture and
Skills
8. Performance
Management
1. Customer Relationship
Management Vision 
5. Customer Knowledge and
Understanding
7. Customer-first
Culture and Skills
Deloitte Digital CRM Study 11
Automotive
TMT
Consumer business
Variation of Digital CRM maturity across industries
(Excerpt)
•  Limited focus on customer
relationship aspects
•  Corporate leadership starts becoming
more and more customer-focused
•  CRM-related functions have C-level
representation
•  CRM governance strategy supports corporate
mission
•  Structure does not reflect customer-
centricity (e.g. no department is
responsible for managing customer
relations)
•  Customer-centricity reflected to a minor
extent in the structure; some customer
facing departments are centralized and
given adequate importance
•  Structure is set up so that customer is
served in an optimal way (marketing,
sales, servicing)
•  Organizational structure and processes are set
up so that customers have a seamless
experience across all customer-facing
functions
•  There is no customer or customer
segment planning and companies
display no 'proactivity' towards the
customer
•  More proactive attitude towards key
customers
•  First differential commercial approaches
per customer segment 
•  Wide-spread use of customer planning
methodologies 
•  Proactive approach towards the
customer (e.g. product potential, etc.)
•  Proactive approach towards the customer,
e.g. product potential
•  Clear differentiation of commercial approach
per segment, e.g. prioritization by value
•  Internal and external communication
is not centralized and happens
randomly by different departments
•  Marketing department does not have a
central/driving position within the
organization
•  All internal and external communication
is centralized
•  Communication plans are set up for the
different customer segments
•  Customers can express communication
preferences
Management
Vision
Customer-
Centric
Organization
Customer-First
Culture
Customer
Interaction
BEHIND THE
GAME
FOLLOWER
 MATURE
 BEST IN CLASS
Maturity
Low
 High
Online retailers
Retail
Energy
Financial services
Deloitte Digital CRM Study 12
+
Digital CRM case study – An example from the telecommunications
industry
Our assessment shows that the TMT industry is among the leading industries with regard to
Digital CRM, which is also manifested in the illustrated example derived from a previous Deloitte
project. Implementing a Digital CRM platform helped to improve customer experience, respond
to customer concerns more efficiently according to customer preferences and thus increased
overall customer satisfaction along the customer journey. 
In this illustrative customer journey, the customer reached the data limit several times. In the first
two instances, the offer engine automatically sent the customer text messages, offering the
purchase of more data volume through the booking of speed-on options. When the customer
reached the data limit a third time, the digital CRM rule engine identified a pattern in the
customer’s habits – high data usage – and proactively offered the customer a new contract with
a higher standard data volume. Directly catering to the customer’s needs increased overall
satisfaction levels and led to an increase in customer value, ultimately resulting in higher
revenues. 
Solution
•  Development of a Digital CRM vision & strategy
•  Identification of use cases and translation into a roadmap
•  Capturing of customer events in event data lake (data warehouse)
•  Implementation of analytical dynamic rule engine
•  Selection of appropriate outbound channels
Impact
•  Enhanced customer insights and improved customer experience
•  Increased customer value and higher revenue out of existing customer base
•  Higher efficiency levels and reduced cost due to higher degree of automation and shift
to less expensive channels
•  The client needed support in transitioning from process-oriented CRM to a more
customer-centered approach
•  Customer data was scattered across various systems without coherent access across
departments 
Customer
journey view
Close to real-
time omni-
channel view of
customer
journeys
1
Pattern
recognition
Identify patterns
across each
customer
journey
2
Action
Launch the right
actions to target
individual
customer needs
3
Customersatisfactioncurve
Customer reaches data
limit and books „speed-on“
option
Second booking of „speed-
on“ within two months
Limit is reached for the third time. Customer receives
short message offering to change the contract 
Customer journey
Time
+
-
o
- Issue
Deloitte Digital CRM Study 13
Where to start
After assessing your CRM landscape and identifying opportunities for improvement,
what should you look out for when digitalizing your CRM? The following is a summary
of our five key success factors for growing your Digital CRM:
Implement dynamic rule engines
Due to the large volume and variety of customer events, successful real-time interaction with
customers depends heavily on automation. A dynamic rule engine reduces the required
manual effort and increases efficiency. Linking the rule engine to an offer engine allows you
to deal with events automatically as it prepares you for all possible contingencies.
Build relevant skills and capabilities gradually
As channels are integrated and information is readily available, Digital CRM requires staff in
marketing, sales, CRM and service that know how to work across channels instead of
focusing on their own niche. These skills need to be carefully developed.
Keys to success
Digital CRM vision &
strategy
Customer-centricorganization& processes
Dynamic rule engines
Integrate data across channels and departments
If your Digital CRM activities are to have any chance of keeping up with the speed of change
in consumer behavior and the growing number of platforms, it is paramount that you store
your collected data in a unified data warehouse that is accessible to all business units and
departments. Only then will you be able to address your customers consistently across
channels and engage in relevant customer interactions. 
Break down organizational silos and develop a process from a customer standpoint
Aligning your data is one thing – aligning your people is another. A unified data source is
great but as long as organizational silos exist, consistent communication with customers with
one voice will remain an illusion. Developing processes from the customer’s point of view and
across departments (e.g. in a matrix structure) ensures that your customers get their desired
results quickly, making sure customer experience is done right on the go.
Develop a Digital CRM vision & strategy
Successfully implementing Digital CRM requires the development of an overall vision and
strategy that identifies the objectives and how these are to be obtained. This includes the
identification and prioritization of use cases (including business case calculations) translated
into a roadmap.
Deloitte Digital CRM Study 14
Key activities
•  Basis: corporate objectives,
Digital CRM strategy, CRM
processes, and technologies
used
•  Identify and evaluate
potential Digital CRM risk
•  Recommend high-level key
controls to mitigate identified
risks
•  Reveal relevant Digital CRM
processes and technologies
affected by the identified risks
•  Determine responsible business
and IT owners
•  Assess how relevant Digital
CRM components address
identified risks
•  Rate the maturity of security
controls
•  Show “status quo” of how the
risks are addressed
•  Derive short/mid/long-term
actions and describe vision for
adequate risk treatment and
immediate reaction in case of
cyber incidents
•  Break down short/mid/long-
term actions into projects and
work packages
•  Estimate effort for internal
and external staff per project/
work package
Key results
•  Company-specific risk profile
•  Selected security domains
•  Assessment of processes and list
of systems at risk
•  Gap analysis 
 •  Summary of maturity ratings
•  Roadmap for Digital CRM
security framework and
incident response plan
•  Detailed, prioritized and
structured project plan
including effort and time
estimation
Cyber security – An excursus
Since Digital CRM presupposes the collective storage of data, including sensitive customer data, in
one data lake, it is not without risks. While traditionally a leakage was confined to only one data
source, now a security breach would mean all data is at risk. There are generally three kinds of
risks that need to be considered, all of which can have financial as well as reputational
implications:
•  Risks to customer data such as unauthorized access to consumer data by cyber criminals or
malicious insiders or unintentional disclosure of customer data
•  Risks of cyber attacks such as attacks on the company’s social media tools or lock-out of the
company’s social media accounts
•  Compliance risks such as violation of data privacy regulations, which may lead to financial
penalties
Create risk profile
Identify components
in scope
Perform security assessment
 Draft security roadmap
Develop detailed 
project plan

Deloitte has developed a framework for keeping such risks at bay. It essentially consists of five
steps – four core steps that need to be taken in every context and an optional one.
1.  Create a risk profile
2.  Identify components in scope
3.  Perform a security assessment
4.  Draft a security roadmap
5.  Develop a detailed project plan that can later be implemented
The table below outlines the framework in more detail, breaking down the key activities and
results for every step.
Deloitte Digital CRM Study 15
Further reading
If you are interested in gaining further insight into how your company can enhance its data
analytics and CRM to better understand customers and into how to protect the generated data,
Deloitte offers a range of other publications we would like to recommend.
Datenland Deutschland – Die Transparenzlücke

This study is part of a series of publications describing the
challenges that arise due to the increasing digitalization of the
business world and, through empirical analysis, offering new ways
of dealing with these. 

The first part of the series, this study is about the use of personal
data and analyzes German customers‘ attitudes and expectations
regarding the use thereof. Furthermore, it analyzes the degree to
which large German corporations already use personal data for
business purposes.
Cyber Security – Empfehlungen zum IT-Sicherheitsgesetz

This report offers an initial overview of answers to key questions
such as:
•  What does the new IT security law entail?
•  What are the goals of the new legislation?
•  Whom does the legislation affect?
•  What are the potential risks for your organization and what are
possible actions you can take?
Building your digital DNA – Lessons from digital leaders

This paper is the culmination of interviews and discussion groups
with clients and insights from Deloitte Digital and Deloitte People
and Programmes, across multiple industries to understand which
tools and techniques are being adopted in thriving digital
businesses today.

Three core factors are explored that organizations should consider
when looking to improve their digital maturity levels – leadership,
talent management and organizational design.
Navigating the new digital divide: capitalizing on digital influence
in retail

For the third year, Deloitte Digital conducted surveys with
thousands of consumers to understand how they engage with
digital when shopping, and to quantify how these interactions
influence their in-store purchase behavior. This year, and over two
million data points later, the continuing growth of digital influence
is resulting in a widening divide between consumers’ digital
expectations and retailers’ ability to deliver on them.
Deloitte Digital CRM Study 16
Digital Strategy & Analytics helps clients define a bold vision for their entire
digital journey backed with state of the art business intelligence and analytics
tools.
Digital Marketing & Social turns strategy into measurable results by offering
full-spectrum services, from platform implementations, campaign and
content management to social media monitoring.
Customer Engagement Solutions helps clients understand and engage with
their customers by putting in place the technology and practices needed to
drive loyalty.
Digital Enterprise helps to enable employees, partners, and suppliers to
collaborate better, work more efficiently, and ultimately make better business
decisions through powerful, user-driven enterprise tools.
Digital Agency provides clients with full-spectrum brand and digital services
ensuring to best find markets, reach customers, improve relevance, resonate,
and deliver measurable results. 
Digital Ventures assists in building new digital businesses with speed and
precision according to our clients’ requirements to drive economic benefit for
our clients – always acting as their entrepreneurial partner.
Deloitte Digital at a glance
Deloitte Digital is an innovative leader in strategizing, planning and implementing solutions for
the challenges of the digital age. We run more than 20 digital studios and offices on five
continents which we leverage to form international teams to exceed our clients’ expectations. We
bring together the creative and technological capabilities of one of the largest consulting
companies in the world. Our teams offer a wide range of expertise, so we are able to deliver
solutions that grow influence across the entire digital journey. Our six offerings (described on the
right) are how we go to market externally – our clients care about our skills, but not as much as
they care about the solutions we offer. 

To find out more about what we do, and about our previous work, visit our website or get in
touch with us: www.deloittedigital.com/de 

Deloitte Digital Offerings
Deloitte Digital 17
Contact details
Steffen Legler
Partner Deloitte Digital 
Deloitte Consulting GmbH
Tel: +49 (0)69 97137 340
Mobil: +49 (0)151 1510 6855
slegler@deloitte.de

Melanie Gellner
Manager
Deloitte Consulting GmbH
Tel: +49 (0)69 97137 471
Mobil: +49 (0)151 5800 4142
mgellner@deloitte.de

Benjamin Diemann
Senior Consultant
Deloitte Consulting GmbH
Tel: +49 (0)69 97137 286
Mobil: +49 (0)151 5800 2278
bdiemann@deloitte.de

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related
entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients.
Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms.

Deloitte provides audit, tax, consulting and financial advisory services to public and private clients spanning multiple industries; legal advisory services in Germany are provided
by Deloitte Legal. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality
service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 210,000 professionals are committed to making
an impact that matters.

This presentation contains general information only, and none of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited (“DTTL”), any of DTTL’s member firms, or any
of the foregoing’s affiliates (collectively, the “Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other
professional advice or services. In particular this presentation cannot be used as a substitute for such professional advice. No entity in the Deloitte Network shall be
responsible for any loss whatsoever sustained by any person who relies on this presentation.

© 2015 Deloitte Consulting GmbH
Felix Kuther
Consultant
Deloitte Consulting GmbH
Tel: +49 (0)69 97137 110
Mobil: +49 (0)151 5800 3845
fkuther@deloitte.de

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Evolution of the CRM : the Digital CRM

  • 1. Deloitte Digital 1 June 2015 Digital CRM From traditional to individual, context-aware, real-time customer interaction
  • 2. Deloitte Digital CRM Study 2 Executive summary Recent technical and social shifts have led to drastic changes to the way customers and companies interact. Specifically, the rise of social media and digital channels has provided companies with the opportunity to learn more about their customers and to contact them more quickly and directly. At the same time, customers’ expectations of companies with regard to customer management, customer service, and marketing have evolved. This study analyzes how companies adapt their customer relationship management to deal with the challenges and opportunities that have come with this change. It provides evidence that companies are transitioning their customer relationship management to focus more on individual customer interactions and real-time engagement but that there are differences in maturity levels, both between and within industries. Key findings include: •  Relevant real-time customer interaction is gaining in importance •  In future, the client chooses the channel of communication •  Proactive 1:1 customer service based on customer insights will become a factor of differentiation •  While the use of social media for CRM is met with mixed feelings by some interview partners, other digital channels are adopted rapidly •  The efficient use of existing data is more important than the collection of all available data •  Silos need to be broken down, both in terms of organization and processes •  Companies face regulatory barriers when it comes to data collection and usage; a cyber security governance framework is advisable to mitigate risks On the basis of this study, Deloitte has developed a Digital CRM maturity framework for quick evaluation and a holistic offering that helps clients future-proof their CRM and deal with the challenges they meet.
  • 3. Deloitte Digital CRM Study 3 Trends driving change in customer interaction Growing customer power There have been many examples of growing customer power in recent years. Today, glitches in customer interaction can lead to serious monetary and reputational losses. Especially context-aware customer interaction is crucial in this respect. Integration of fast changing channels While companies have hardly had time to integrate new channels like Facebook or Twitter into their mix, new platforms are already on the rise. Omni-channel communication management will become far more complex and fast-paced in the future as consumers adopt new channels. Internet of Things The Internet of Things is still forming, but even today more and more devices are online. This adds a lot of potential data and interaction channels to the CRM equation, which need to be analyzed and considered carefully in order to make effective and efficient use of them. Growing data complexity Not only the quantity of data is growing but also its variety. To gain the best possible picture of the customer, CRM systems need to be able to handle both aspects. Declining importance of classic mass media In the past, generic messaging was at the very core of corporate communication in mass markets. Today interactive channels are gaining in importance, allowing CRM to publish customized content to individual customers, making mass mailings a notion of the past. Unconventional competitors Traditional service providers face increasing competition from very lean companies such as uber or airbnb, which integrate communication channels, thus offering best in class customer experience and service.
  • 4. Deloitte Digital CRM Study 4 The changing face of CRM Traditionally, CRM activities focused on automating and supporting internal business processes. Campaign management activities, for instance, were developed from the organization’s point of view and inward-oriented. They were adapted and optimized to support customer interactions and transactions. In this static framework, companies built long-term individual customer relationships with a mostly one-way communication approach. Broad customer segments were used to semi-customize messages but without validating the relevance of the content. More importantly, however, different channels were seldom interconnected and individual customer touch points such as a shop or call center did not know which offers the customer had received at another touch point. The growth in the number of available channels and customers’ power represent an almost seismic shift that companies need to take seriously as they rethink their customer management. Company Shop Call Center Service Call SMS/MMS Social Media Shop White Mail Traditional CRM Digital CRM Online/ Portal Mobile Apps E-Mail Today, the center of the CRM universe is the customer, not the company. This means that customer service and campaigning processes are developed from the customer’s standpoint with a focus on a seamless user experience across all channels. Communication needs to be streamlined so that customers are spoken to with one voice and consistent content. In an age, in which customers have seemingly unrestricted access to information through the internet, companies need to do more than spread generic information. They have to provide tailored 1:1 campaign communication and service based on analytics and trigger events – for instance offering upgrades on mobile plans when a customer consistently exceeds the data limit. In this new age, customer events are captured, automatically processed and the right action is taken based on the current customer context and point on their individual customer journey. Welcome to Digital CRM. Influencers Customer
  • 5. Deloitte Digital CRM Study 5 What is Digital CRM Digital CRM puts the customer in the spotlight. It essentially integrates digital channels such as social media or apps into the traditional CRM system, thus enabling companies to generate new customer data through methods such as social listening. This delivers several advantages: CRM and campaign management processes are created from the customers‘ point of view, enabling a focus on seamless user experience across all channels. Digital CRM enables companies to better understand the specific context customers are in, and to efficiently launch CRM activities in real-time. Collecting and storing all customer data in one system (event data lake) enables companies to communicate with customers with one voice across all channels. Customer Shop White Mail Call SMS/MMS Email Online/ Portal Social Media Mobile Apps Digital CRM All customer communication is captured Communication with one voice across all channels Your company Before implementing Digital CRM it is important to understand the impact this will have on your organization as a whole. This means an overall strategy and vision need to be created, which identify the objectives and how these are to be obtained. This includes the identification and prioritization of use cases by means of business cases, translated into a roadmap. With Digital CRM ideally all data is stored in a unified data warehouse to which all departments have access. IT plays an integral part in the successful deployment and serves an important enabling function. It needs to coordinate the collaboration and alignment of all customer-facing entities so that all relevant data is collected correctly and use cases are connected across all customer interactions. Implementing dynamic rule and offer engines permits an automatic response to issues. This enables companies to react to customer issues quickly and proactively and makes real-time and contextual customer interactions possible.
  • 6. Deloitte Digital CRM Study 6 Introduction …as the focus of projects has been on system implementations, without highlighting the benefits to the business side of things CRM, today, is too strongly associated with systems and technology. This is, by and large, a self-inflicted problem… “ ”CRM manager at a leading tourism company
  • 7. Deloitte Digital CRM Study 7 90% of respondents agree that omni-channel management will be important in the future Digital CRM in practice Our analysis of companies across the TMT*, automotive, energy, retail and consumer business industries has shown that companies recognize the shift from traditional towards Digital CRM. Over 90% of our respondents, for instance, agree that doing omni-channel communication right is important or very important. The customer chooses the channel of communication Going forward, respondents state that companies need to increasingly pay attention to individual customer journeys because they foresee that in the future the customer chooses the channel of communication. As new channels arise they are adopted differently. In the energy industry, for example, more senior customers are less likely to be online and prefer to be addressed via traditional channels. This becomes evident as a significant proportion of customer interactions are still carried out via phone or mail. One company stated that only 35% of their customers were online and that the other 65% still preferred to receive their bills in the mail. This leaves the industry with huge savings potentials in terms of postage and printing costs by digitizing written communication. Companies actively encourage customers to use more efficient channels Companies are tackling this issue by using automation software – especially in combination with unstructured data. One practice which is common among interviewed companies, is the use of text mining software with regard to written communication. Digital communication, such as emails, is scanned for keywords, categorized, and – in some cases – even replied to with automated responses. Letters are dealt with in a similar fashion after they have been digitized. This has increased the speed of customer interaction tremendously, as one respondent stated, which is why companies actively encourage customers to use more efficient channels like emails. Respondents, however, also pointed out that one should be wary of going too far. Outsourcing processes, such as printing forms, to the customer instead of providing forms via mail may upset them and lead to lower satisfaction. 85% of respondents agree that efficient data management is crucial to customized communication 60% of respondents agree that trigger-based events are important or very important for their CRM activities *TMT – Technology, media & telecommunications
  • 8. Deloitte Digital CRM Study 8 The real challenge with data is not to gather more but to use the existing data treasure efficiently. There is a lack of appropriate regulations and internal strategic alignment “ ” CRM manager at a leading telecommunications company Relevance of content is key and in future it will be the customer who chooses the channel of communication. Social media are useful for identifying individual customer events, but need to be used carefully. Customers choose the time of interaction Companies have realized that customers not only choose the channel through which they want to interact but also when. The key is relevance of content. This is increasingly so as the use of real-time data becomes more important and the number of use cases for contextual interaction with customers increases. One company, for instance, uses geo-fencing in combination with their mobile app to push offers to their customers when they approach a competitor’s counter. Others use real-time data for predictive analytics to approach customers proactively – for instance energy service providers reassuring customers of resuming service in case of a blackout. The real challenge, as several companies mentioned, is therefore not to collect as much data as possible, but to use the already existing data efficiently in order to react to customer issues quickly. Companies have identified response time as a point of differentiation and see the potential of becoming a benchmark in their industry by offering outstanding, quick and relevant customer service. Social media need to be used responsibly to meet privacy concerns & data protection laws The use of social media data in customer relationship management for identifying customer events proactively, analyzing customer sentiment or reacting to issues when they occur is perceived with mixed feelings. Some respondents view it as “the holy grail”, because it allows companies to attract younger audiences and build closer relationships. But it has to be taken with a pinch of salt. There is a fine line between identifying relevant information and exceeding customers’ level of understanding and comfort when it comes to data collection. This may, in part, be attributed to geographical differences. In China, for instance, the use of social media is said to be decades ahead of Europe and customer interaction via mobile apps such as Weixin (WeChat) is commonplace. One obstacle to integrating social media into legacy data systems is data protection. As one respondent pointed out, liking a Facebook page does not constitute permission to use a customer’s information for marketing purposes.
  • 9. Deloitte Digital CRM Study 9 CRM managers have been dreaming about the digitalization and customization of CRM for years but only now does technology allow for their implementation “ ” CRM manager at a global automotive company Our findings reveal that customers and companies alike are very conscious when it comes to using individual data. This limits the extent to which real-time, customized marketing actions can be taken. While use cases are abundant – using data sent by smart meters in the energy sector or car testing facilities in the automotive industry – social acceptance is still limited. This can be improved by giving customers tangible benefits like energy consumption improvement advice through smart meter data analysis. New dynamic channels make omni-channel more complex Social media only represent one of several new channels like smart phones or the connected car, that have arisen in recent years. Doing omni-channel right becomes more complex as the number of channels increases and their nature becomes more dynamic. Often traditional CRM systems are too static and too large to allow for agile adjustment, as companies point out. While technology has come a long way in recent years, Digital CRM calls for more flexible solutions in order to keep up with the speed of change in the customer-company relationship. Silo thinking hampers seamless customer experience New channels also mean more data that need to be stored and integrated to be able to address customers uniformly across all channels. More often than not, companies struggle with this integration because legacy CRM system architectures have grown over time and data are mostly kept in silos. Exchanging data among different departments is thus hampered, making the implementation of new initiatives difficult. Interviewed companies identified silos as a problem, not only in terms of data warehousing but also in terms of organization. Different channels are run by different people or even departments and the area of responsibility is strictly defined. Omni-channel communication, however, requires new sets of processes that foster collaboration and knowledge exchange so that, ideally, marketing, sales, CRM, and customer service share customer insights and can pick up at the last customer interaction. New dynamic channels are on the rise. Data needs to be integrated and silos need to be broken down – also in terms of organization and processes – for omni-channel to work and for the customer to have a seamless experience.
  • 10. Deloitte Digital CRM Study 10 Maturity assessment of holistic CRM approaches Not all companies have achieved complete transparency of customer insights across departments. In order to assess the maturity level across industries, Deloitte has developed a Digital CRM maturity assessment as a starting point. The method, which has been used successfully across various industries and client engagements, assesses the maturity of companies’ holistic CRM approaches. The framework evaluates and analyzes companies‘ current CRM capabilities along eight dimensions with a total of 29 capabilities. It further determines the desired state of the CRM capabilities and identifies near-term and long-term CRM improvement opportunities. Industries are subsequently grouped into four different categories, depending on how its companies score on the evaluation criteria. The eight previously mentioned dimensions are: •  Customer Relationship Management Vision – The extent to which the CRM vision and/or strategy supports the corporate strategy •  Customer-Centric Organization – The way customer facing functions are organized towards the different customer segments and channels •  Customer Interaction Processes (Effective and Efficient) – Business processes related to the management of the customer/stakeholder relation throughout the organization •  Effective Tools – The extent to which tools provide a complete functional coverage of all customer-related processes •  Customer Knowledge and Understanding – The ability to consolidate all customer information across business lines and channels in a single repository •  Customer-Centric Innovation of Services – The capability to involve the customer throughout the development (e.g. testing) of new services •  Customer-First Culture and Skills – The extent to which a real customer-first culture is created and evangelized throughout the organization •  Performance Management – The use of customer metrics for corporate decision-making, product development, performance management and operations improvement Customer Relationship Management maturity model Desired state Current state 0 1 2 3 4 1. Customer Relationship Management Vision 2. Customer- Centric Organization 3. Customer Interaction Processes (Effective and Efficient) 4. Effective Tools 5. Customer Knowledge and Understanding 6. Customer- Centric Innovation of Services 7. Customer First Culture and Skills 8. Performance Management 1. Customer Relationship Management Vision 5. Customer Knowledge and Understanding 7. Customer-first Culture and Skills
  • 11. Deloitte Digital CRM Study 11 Automotive TMT Consumer business Variation of Digital CRM maturity across industries (Excerpt) •  Limited focus on customer relationship aspects •  Corporate leadership starts becoming more and more customer-focused •  CRM-related functions have C-level representation •  CRM governance strategy supports corporate mission •  Structure does not reflect customer- centricity (e.g. no department is responsible for managing customer relations) •  Customer-centricity reflected to a minor extent in the structure; some customer facing departments are centralized and given adequate importance •  Structure is set up so that customer is served in an optimal way (marketing, sales, servicing) •  Organizational structure and processes are set up so that customers have a seamless experience across all customer-facing functions •  There is no customer or customer segment planning and companies display no 'proactivity' towards the customer •  More proactive attitude towards key customers •  First differential commercial approaches per customer segment •  Wide-spread use of customer planning methodologies •  Proactive approach towards the customer (e.g. product potential, etc.) •  Proactive approach towards the customer, e.g. product potential •  Clear differentiation of commercial approach per segment, e.g. prioritization by value •  Internal and external communication is not centralized and happens randomly by different departments •  Marketing department does not have a central/driving position within the organization •  All internal and external communication is centralized •  Communication plans are set up for the different customer segments •  Customers can express communication preferences Management Vision Customer- Centric Organization Customer-First Culture Customer Interaction BEHIND THE GAME FOLLOWER MATURE BEST IN CLASS Maturity Low High Online retailers Retail Energy Financial services
  • 12. Deloitte Digital CRM Study 12 + Digital CRM case study – An example from the telecommunications industry Our assessment shows that the TMT industry is among the leading industries with regard to Digital CRM, which is also manifested in the illustrated example derived from a previous Deloitte project. Implementing a Digital CRM platform helped to improve customer experience, respond to customer concerns more efficiently according to customer preferences and thus increased overall customer satisfaction along the customer journey. In this illustrative customer journey, the customer reached the data limit several times. In the first two instances, the offer engine automatically sent the customer text messages, offering the purchase of more data volume through the booking of speed-on options. When the customer reached the data limit a third time, the digital CRM rule engine identified a pattern in the customer’s habits – high data usage – and proactively offered the customer a new contract with a higher standard data volume. Directly catering to the customer’s needs increased overall satisfaction levels and led to an increase in customer value, ultimately resulting in higher revenues. Solution •  Development of a Digital CRM vision & strategy •  Identification of use cases and translation into a roadmap •  Capturing of customer events in event data lake (data warehouse) •  Implementation of analytical dynamic rule engine •  Selection of appropriate outbound channels Impact •  Enhanced customer insights and improved customer experience •  Increased customer value and higher revenue out of existing customer base •  Higher efficiency levels and reduced cost due to higher degree of automation and shift to less expensive channels •  The client needed support in transitioning from process-oriented CRM to a more customer-centered approach •  Customer data was scattered across various systems without coherent access across departments Customer journey view Close to real- time omni- channel view of customer journeys 1 Pattern recognition Identify patterns across each customer journey 2 Action Launch the right actions to target individual customer needs 3 Customersatisfactioncurve Customer reaches data limit and books „speed-on“ option Second booking of „speed- on“ within two months Limit is reached for the third time. Customer receives short message offering to change the contract Customer journey Time + - o - Issue
  • 13. Deloitte Digital CRM Study 13 Where to start After assessing your CRM landscape and identifying opportunities for improvement, what should you look out for when digitalizing your CRM? The following is a summary of our five key success factors for growing your Digital CRM: Implement dynamic rule engines Due to the large volume and variety of customer events, successful real-time interaction with customers depends heavily on automation. A dynamic rule engine reduces the required manual effort and increases efficiency. Linking the rule engine to an offer engine allows you to deal with events automatically as it prepares you for all possible contingencies. Build relevant skills and capabilities gradually As channels are integrated and information is readily available, Digital CRM requires staff in marketing, sales, CRM and service that know how to work across channels instead of focusing on their own niche. These skills need to be carefully developed. Keys to success Digital CRM vision & strategy Customer-centricorganization& processes Dynamic rule engines Integrate data across channels and departments If your Digital CRM activities are to have any chance of keeping up with the speed of change in consumer behavior and the growing number of platforms, it is paramount that you store your collected data in a unified data warehouse that is accessible to all business units and departments. Only then will you be able to address your customers consistently across channels and engage in relevant customer interactions. Break down organizational silos and develop a process from a customer standpoint Aligning your data is one thing – aligning your people is another. A unified data source is great but as long as organizational silos exist, consistent communication with customers with one voice will remain an illusion. Developing processes from the customer’s point of view and across departments (e.g. in a matrix structure) ensures that your customers get their desired results quickly, making sure customer experience is done right on the go. Develop a Digital CRM vision & strategy Successfully implementing Digital CRM requires the development of an overall vision and strategy that identifies the objectives and how these are to be obtained. This includes the identification and prioritization of use cases (including business case calculations) translated into a roadmap.
  • 14. Deloitte Digital CRM Study 14 Key activities •  Basis: corporate objectives, Digital CRM strategy, CRM processes, and technologies used •  Identify and evaluate potential Digital CRM risk •  Recommend high-level key controls to mitigate identified risks •  Reveal relevant Digital CRM processes and technologies affected by the identified risks •  Determine responsible business and IT owners •  Assess how relevant Digital CRM components address identified risks •  Rate the maturity of security controls •  Show “status quo” of how the risks are addressed •  Derive short/mid/long-term actions and describe vision for adequate risk treatment and immediate reaction in case of cyber incidents •  Break down short/mid/long- term actions into projects and work packages •  Estimate effort for internal and external staff per project/ work package Key results •  Company-specific risk profile •  Selected security domains •  Assessment of processes and list of systems at risk •  Gap analysis •  Summary of maturity ratings •  Roadmap for Digital CRM security framework and incident response plan •  Detailed, prioritized and structured project plan including effort and time estimation Cyber security – An excursus Since Digital CRM presupposes the collective storage of data, including sensitive customer data, in one data lake, it is not without risks. While traditionally a leakage was confined to only one data source, now a security breach would mean all data is at risk. There are generally three kinds of risks that need to be considered, all of which can have financial as well as reputational implications: •  Risks to customer data such as unauthorized access to consumer data by cyber criminals or malicious insiders or unintentional disclosure of customer data •  Risks of cyber attacks such as attacks on the company’s social media tools or lock-out of the company’s social media accounts •  Compliance risks such as violation of data privacy regulations, which may lead to financial penalties Create risk profile Identify components in scope Perform security assessment Draft security roadmap Develop detailed project plan Deloitte has developed a framework for keeping such risks at bay. It essentially consists of five steps – four core steps that need to be taken in every context and an optional one. 1.  Create a risk profile 2.  Identify components in scope 3.  Perform a security assessment 4.  Draft a security roadmap 5.  Develop a detailed project plan that can later be implemented The table below outlines the framework in more detail, breaking down the key activities and results for every step.
  • 15. Deloitte Digital CRM Study 15 Further reading If you are interested in gaining further insight into how your company can enhance its data analytics and CRM to better understand customers and into how to protect the generated data, Deloitte offers a range of other publications we would like to recommend. Datenland Deutschland – Die Transparenzlücke This study is part of a series of publications describing the challenges that arise due to the increasing digitalization of the business world and, through empirical analysis, offering new ways of dealing with these. The first part of the series, this study is about the use of personal data and analyzes German customers‘ attitudes and expectations regarding the use thereof. Furthermore, it analyzes the degree to which large German corporations already use personal data for business purposes. Cyber Security – Empfehlungen zum IT-Sicherheitsgesetz This report offers an initial overview of answers to key questions such as: •  What does the new IT security law entail? •  What are the goals of the new legislation? •  Whom does the legislation affect? •  What are the potential risks for your organization and what are possible actions you can take? Building your digital DNA – Lessons from digital leaders This paper is the culmination of interviews and discussion groups with clients and insights from Deloitte Digital and Deloitte People and Programmes, across multiple industries to understand which tools and techniques are being adopted in thriving digital businesses today. Three core factors are explored that organizations should consider when looking to improve their digital maturity levels – leadership, talent management and organizational design. Navigating the new digital divide: capitalizing on digital influence in retail For the third year, Deloitte Digital conducted surveys with thousands of consumers to understand how they engage with digital when shopping, and to quantify how these interactions influence their in-store purchase behavior. This year, and over two million data points later, the continuing growth of digital influence is resulting in a widening divide between consumers’ digital expectations and retailers’ ability to deliver on them.
  • 16. Deloitte Digital CRM Study 16 Digital Strategy & Analytics helps clients define a bold vision for their entire digital journey backed with state of the art business intelligence and analytics tools. Digital Marketing & Social turns strategy into measurable results by offering full-spectrum services, from platform implementations, campaign and content management to social media monitoring. Customer Engagement Solutions helps clients understand and engage with their customers by putting in place the technology and practices needed to drive loyalty. Digital Enterprise helps to enable employees, partners, and suppliers to collaborate better, work more efficiently, and ultimately make better business decisions through powerful, user-driven enterprise tools. Digital Agency provides clients with full-spectrum brand and digital services ensuring to best find markets, reach customers, improve relevance, resonate, and deliver measurable results. Digital Ventures assists in building new digital businesses with speed and precision according to our clients’ requirements to drive economic benefit for our clients – always acting as their entrepreneurial partner. Deloitte Digital at a glance Deloitte Digital is an innovative leader in strategizing, planning and implementing solutions for the challenges of the digital age. We run more than 20 digital studios and offices on five continents which we leverage to form international teams to exceed our clients’ expectations. We bring together the creative and technological capabilities of one of the largest consulting companies in the world. Our teams offer a wide range of expertise, so we are able to deliver solutions that grow influence across the entire digital journey. Our six offerings (described on the right) are how we go to market externally – our clients care about our skills, but not as much as they care about the solutions we offer. To find out more about what we do, and about our previous work, visit our website or get in touch with us: www.deloittedigital.com/de Deloitte Digital Offerings
  • 17. Deloitte Digital 17 Contact details Steffen Legler Partner Deloitte Digital Deloitte Consulting GmbH Tel: +49 (0)69 97137 340 Mobil: +49 (0)151 1510 6855 slegler@deloitte.de Melanie Gellner Manager Deloitte Consulting GmbH Tel: +49 (0)69 97137 471 Mobil: +49 (0)151 5800 4142 mgellner@deloitte.de Benjamin Diemann Senior Consultant Deloitte Consulting GmbH Tel: +49 (0)69 97137 286 Mobil: +49 (0)151 5800 2278 bdiemann@deloitte.de Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms. Deloitte provides audit, tax, consulting and financial advisory services to public and private clients spanning multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 210,000 professionals are committed to making an impact that matters. This presentation contains general information only, and none of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited (“DTTL”), any of DTTL’s member firms, or any of the foregoing’s affiliates (collectively, the “Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. In particular this presentation cannot be used as a substitute for such professional advice. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this presentation. © 2015 Deloitte Consulting GmbH Felix Kuther Consultant Deloitte Consulting GmbH Tel: +49 (0)69 97137 110 Mobil: +49 (0)151 5800 3845 fkuther@deloitte.de