The RNIB has embarked on a Customer Relationship Management (CRM) programme to improve its customer experience and relationships. The programme aims to consolidate multiple customer databases, improve service focus, and reduce inefficiencies. It will be implemented over three years using Gartner's 8 building blocks for CRM as a framework. This includes developing a customer-focused vision and strategy, improving organizational collaboration, standardizing processes, managing customer data and insights, integrating new technology, and establishing metrics to measure outcomes. Several challenges have been encountered so far including changing organizational culture, data quality issues, and balancing project work with daily operations.
Predicting Customer Behavior - An Introduction to iSkyiSky
iSky helps companies and brand owners predict customer behavior.
Our industry experts and research specialists design fully-integrated customer engagement programs to capture the motives behind customer behavior, and analyze the financial implications of this behavior on brand health and enterprise profitability. Our solutions are designed to support customer acquisition and retention initiatives and impact brand strategy.
Vertex | Customer Managerment Outsourcing | OverviewVertex Group
Enhancing business value, improving the customer experience
Your success relies on your customers, which is why we use our expertise, experience, and proven methods to improve your organization’s effectiveness. Whatever the economic climate, we manage the ongoing evolution of your customers’ experience, making your relationships successful and long-term.
Vertex helps you turn your customer interactions into insight, addressing three key areas in customer experience management: resolving customer contacts to create real value, analyzing transactions that don’t add value, and continually improving service effectiveness and efficiency.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
Increasing Revenue & Customer Loyalty with Email MarketingKelley Sieger
These slides are from a webinar hosted by ClaritySoft and CU Training, a ClaritySoft customer. Mary-Ann Pederson, VP Marketing at CU Training, begins by giving her perspective on several CRMs she has used over her career and then demonstrates how she used CRM/Email Marketing to grow her business 23% last year.
Predicting Customer Behavior - An Introduction to iSkyiSky
iSky helps companies and brand owners predict customer behavior.
Our industry experts and research specialists design fully-integrated customer engagement programs to capture the motives behind customer behavior, and analyze the financial implications of this behavior on brand health and enterprise profitability. Our solutions are designed to support customer acquisition and retention initiatives and impact brand strategy.
Vertex | Customer Managerment Outsourcing | OverviewVertex Group
Enhancing business value, improving the customer experience
Your success relies on your customers, which is why we use our expertise, experience, and proven methods to improve your organization’s effectiveness. Whatever the economic climate, we manage the ongoing evolution of your customers’ experience, making your relationships successful and long-term.
Vertex helps you turn your customer interactions into insight, addressing three key areas in customer experience management: resolving customer contacts to create real value, analyzing transactions that don’t add value, and continually improving service effectiveness and efficiency.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
Increasing Revenue & Customer Loyalty with Email MarketingKelley Sieger
These slides are from a webinar hosted by ClaritySoft and CU Training, a ClaritySoft customer. Mary-Ann Pederson, VP Marketing at CU Training, begins by giving her perspective on several CRMs she has used over her career and then demonstrates how she used CRM/Email Marketing to grow her business 23% last year.
CASRO Client Conference - The Practical Application of a CUSTOMER EXPERIENCE Program
Contact me to explore design, development & implementation of similar program for your Firm or Clients.
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012. This presentation discusses Accenture’s distributed consulting model
Best practices vendor support services partner presentation for panel discussion with Chairs of the TSIA Support Services Partner - Community of Interest (COI). Presented by Andreas Gast - COI Chair, and Vice Chairs from Autodesk, CA, and Cisco
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
CASRO Client Conference - The Practical Application of a CUSTOMER EXPERIENCE Program
Contact me to explore design, development & implementation of similar program for your Firm or Clients.
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012. This presentation discusses Accenture’s distributed consulting model
Best practices vendor support services partner presentation for panel discussion with Chairs of the TSIA Support Services Partner - Community of Interest (COI). Presented by Andreas Gast - COI Chair, and Vice Chairs from Autodesk, CA, and Cisco
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Mergers and Collaborations - Philip Kirkpatrick and Tina WindersCFG
Practical guidance on mergers and collaborative working arrangements.
A presentation by Philip Kirkpatrick from Bates Wells and Braithwaite and Tina Winders from the Development Trusts Association at the CFDG Annual Conference 12th May 2011
Slides from the Web Princess' presentation and WordCamp Gold Coast #wcgold November 2011 - Introducing the Genesis Theme framework and outlining a little of how to get into it.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Bill’s session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
InfosysPublicServices - Member Switchover Solution | AnalysisInfosys
This white Paper outlines approach of Member Switchover Solution, Analysis, Features and Key Benefits. Some of the Features include Score Card Generation, Member Risk Modeling & Member Profitability Analysis.
Presented during the High Performance Marketing Conference 2013, organized by Accenture on January 24th 2013. This presentation was given by Wim van Gils of Philips.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Duba...mayaclinic18
Whatsapp (+971581248768) Buy Abortion Pills In Dubai/ Qatar/Kuwait/Doha/Abu Dhabi/Alain/RAK City/Satwa/Al Ain/Abortion Pills For Sale In Qatar, Doha. Abu az Zuluf. Abu Thaylah. Ad Dawhah al Jadidah. Al Arish, Al Bida ash Sharqiyah, Al Ghanim, Al Ghuwariyah, Qatari, Abu Dhabi, Dubai.. WHATSAPP +971)581248768 Abortion Pills / Cytotec Tablets Available in Dubai, Sharjah, Abudhabi, Ajman, Alain, Fujeira, Ras Al Khaima, Umm Al Quwain., UAE, buy cytotec in Dubai– Where I can buy abortion pills in Dubai,+971582071918where I can buy abortion pills in Abudhabi +971)581248768 , where I can buy abortion pills in Sharjah,+97158207191 8where I can buy abortion pills in Ajman, +971)581248768 where I can buy abortion pills in Umm al Quwain +971)581248768 , where I can buy abortion pills in Fujairah +971)581248768 , where I can buy abortion pills in Ras al Khaimah +971)581248768 , where I can buy abortion pills in Alain+971)581248768 , where I can buy abortion pills in UAE +971)581248768 we are providing cytotec 200mg abortion pill in dubai, uae.Medication abortion offers an alternative to Surgical Abortion for women in the early weeks of pregnancy. Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just what'sapp this number below. I sold about 3000 pi coins to him and he paid me immediately.
+12349014282
The real life tales of a CRM initiative - Jane Deal & Germaine Faulkner
1. RNIB's CRM Programme
Jane Deal
Chief Information Officer, Citizens Advice
(Former Head of IKS at RNIB)
Germaine Faulkner
Programme Manager - Customer Relationship
Management, RNIB
2. This presentation covers…
• History of the programme
• Overview of the CRM Programme
using Gartner's '8 Building Blocks'
• What we have done
• Challenges
3. The CRM Programme
•Introducing a step change in
capability for RNIB
•Cross cutting
•Enabling the CRM strategy
•Started (in earnest) July 2010
•Delivery date September
2013
4. History of the Programme
Drivers:
• Multiple customer 'databases'
• Service focus
• Limited customer
experience/relationships
• Limited corporate knowledge
• Inefficiencies
• DPA compliance risk
5. History of the programme
(2)
Programme under way
• Business Case agreed
• Vision and Blueprint developed
• Requirements gathered
• Current state analysis completed
• Target model about to start…
Organisational change
• Supporter databases x 2
Revised CRM Programme
New business case
Revised architecture
2012 Gartner Health Check
8. Vision
• Customers are RNIB Customers
• Continuous improvement of the customer experience
• Provide the services our customers want from us
• Understand and maximise mutual value
• Make it easy for customers to access the services they
need
• Actively protect the integrity and confidentiality of the
information customers entrust to us.
11. RNIB customer strategy
objectives
• Extend reach into
groups of customers to
whom we can bring
and /or receive the
greatest value.
• Deepen existing
relationships.
• Enhance customer
satisfaction.
12. The sight loss journey -
common patterns
Coping
Emotional state
Pre-diagnosis
Contact
Diagnosis
Crisis
Time
12
13. Challenges
Answering the following questions:
• "What does it look like?"
• " Why do we need it?"
• "What will it enable us to do that we don't do
now?"
Acceptance into the corporate planning
framework
15. The beginnings of a cross
group customer journey
New
Coping
Emotional state
customers
Pre-diagnosis
from RNIB Advice Line and “triage” service
Helpline
New
Living with
customers Local
from local Sight Loss Contact Long term
Action Action programme support
acquisition Diagnosis - RNIB
teams services -
activity CYP Helpline NLS/
- Membership
Employment etc
support
ECLO and
third party
referral
Crisis
Co-production
Time
16. Current Challenges
• What happens to services that do not
support the customer journey?
• Managing organisational resistance to
change.
• Turning the idea of 'cross group'
customer journey's into reality.
18. Potential collaboration
areas
• Communications
planning.
• Corporate
relationship
management.
• Data
governance.
19. Customer communication
planning
Harmony
Collaboration
Customer campaigns:
• Planned
• Focused
• Measurable
• Positive
• Prioritised
Outcomes and ROI
20. Relationship Management
• Building and protecting relationships
with professionals and organisations.
• Common understanding of
professionals' and organisations'
wants and needs by sector.
• Presenting a package of services that
meets those needs.
21. Insight Team
Turn raw data into 'actionable knowledge'
Use knowledge to improve:
• marketing and communication activity
• customer experience
• customer outcomes
Share customer knowledge with the
organisation as part of the 'feedback loop'
23. Membership
Lengthy renewal process (non-
direct debits)
Follow-up calls reduced to 1
Membership team have no
visibility when membership
pack sent
Welcome Pack Issue Date
automatically updated on
system
25. Data Governance
Framework
Sets out the rules of
engagement for the
organisation at two levels:
• Data Governance
- Strategic
- Static
• Data Management
- Dynamic
- Operational
27. Current challenges
• Cleansing data.
• Lack of suitably qualified data staff.
• Amount of data to cleanse.
• Embedding good practice.
• Senior Management engagement.
27
31. Current challenges
Pushing current
infrastructure to the
limit
Balancing BAU
activities with
complex project
requirements
System ownership
Understanding post
go live
requirements
33. Proposed CRM Lifecycle
Analyse Plan Interact Measure
Develop customer
Pro-
journey's/strategies active
Custom
Develop customer customer reports
knowledge bank contact
Develop targeted
communications for customer
segments to support the
journey Re-active Key
customer performance
Define customer metrics
segments and Design, create and implement contact
associated values a rolling group communication
plan
Scorecards
34. Current challenges
• Identifying
meaningful KPI's for
each stage of the
customer strategy
and CRM lifecycle.
• Establishing
feedback loops to
share knowledge and
insights
• Implementing change
as a result sharing
insight
35. Parting thoughts…
• CRM programmes are not easy.
• Having a single customer view is a route to
better CRM; it will not deliver benefits on its
own.
• Start with a customer strategy and invest time
in assessing data quality.
• Focus on business and culture change as
well as the system.
About 12 months ago, the programme was evaluated by Gartner to asses health and for risk management purposes. The Analyst used the 8 Building Blocks as a framework to assess the programme, and we found it to be a really useful way to look at CRM. So when weput this presentation together we Luckily we had thought about most of the areas included
Gartner "Successful enterprises display inspirational leadership, building a market position against competitors with defined value propositions based on requirements, personified by the brand and communicated".
Gartner "A successful enterprise should understand how the customer base can be turned into an asset through the delivery of a customer value proposition. It should provide objectives, segments and customers, and it should define how resources will be used in interactions. "
Using the customer journey work, the programme is developing ways to GET/KEEP/GROW customers at each stage (if appropriate).
We realised that we needed one of these after the programme had started! Ideally this would have been one of the first things we would have done (along with cleansing our data).But we have learnt and developed a really good foundation for the strategy. Now a lot of my time is spent influencing Directors and selling the benefits of having the strategy and pointing out the pitfalls of not having one.
This involves ensuring that the propositions have value to the customer and the enterprise, achieve the desired market position and are delivered consistently across channels.
This involves the transformation of culture, structures and behaviours to ensure that staff, partners and suppliers work together to deliver what is promised. Critical to ensuring end user acceptance of new behaviours and enabling technology is a solid change management strategy
Areas that we believe can really move us forward in ensuring we are getting the most out of our association to benefit blind and partially sighted individuals.Why have we chosen these?Areas that would deliver most impactUse resources in the best wayHelp us to respond to customer need in a more agile and timely manner
All areas of RNIB work harmoniously, galvanising our relationships with all our audiences to achieve RNIB's strategic aims and outcomes. Managers of customer facing teams collaborate to look at RNIB strategic targets to design and agree the customer campaign landscape annually.All customer campaigns are planned, focused, measurable, positive and prioritised.Sections and teams focus on the outcomes they require from campaigns. The identification of customer segments and approach is the responsibility of RNIB's marketing professionals who use customer insight, analysis techniques and research to ensure campaigns deliver a measurable return on investment.
Number of services interact with corporate customers. Fragmented no clear link to strategy, conflicting asks, annoying for customers!Think about what our corporate customers want from us and what we want from them across the group.Corporates will have a better experience with us, see us as a peer organisation which assists us reaching objectives.
We plan to create a team that will support the customer communication planning process by running selection for teams across RNIB, working with strategy and planning to ensure campaigns support corporate objectives, and share what we know about customers e.g. trends) both vertically and horizontally across RNIB.
This area involves the management of the customer life cycle and processes relative to analysis, planning and knowledge management decisions supporting business processes.
Quality data is collected and used to make decisions supporting business processes.
Data governance is the over arching rules that the organisation must follow with regard to its data. A number of these rules and polices will come from external drivers such as legislation, therefore the policies are relatively static (e.g. DPA). It may also cover scenarios like the association model which are strategic, but again quite static in nature.Data governance policies based on objective risk assessmentData governance policies support strategyData governance manual made up of the following:Statement of purposeOwner of 'framework'Data governance organisation structure (roles and responsibilities)Data quality management: gatheringmonitoring measurementreporting progress/issuescontinuous improvementStorage and archivingData Management is the next level down, talks about some of the rules that need to be put in place to support the policies coming out of the governance side. It can be linked to organisational strategies and service level requirements such as CRM and therefore is more dynamic in nature (more changeable).In terms of expectations, we are starting this journey however the organisation needs to buy into this concept and take it forward
Initial - Data is held locally in ad hoc, un-secure databases and spreadsheets. No clarity on what we know about our customers, data is never audited, questionable accuracy, highly likely to be out of date. Ownership at individual staff member/team manager levelManaged: Data and its purpose is managed within a particular team/unit, but there is no cross organisational consistency of data, awareness of what information is held in that team. Data is audited locally. Defined: Organisational agreement on what information we need about all of our customers, we know what information we currently have where, there is a common and agreed definition of what is meant by data quality and management, data governance etc.Organised: Centrally held customer information is accessible and shared by various services within the organisation. Quality criteria has been set, processes are in place to monitor and measure data quality. Tools are in place to support on-going data quality. Optimised: Customer and transactional data would be accessible across RNIB Group, data would be consistently high quality. Customer data is feed into the strategic planning process and used for decision making at service and corporate level, as well as for performance management purposes.PAUSE FOR DISCUSSION
These are some of the challenges we face trying so implement the data governance framework.
Successful enterprises leverage data and information management, customer-facing applications, and supporting IT infrastructure and architecture to enable CRM. With an antiquated system and manual processes, fulfilling customer needs is impossible
This is the model we are working towards. We will have all systems that use customer information linked via a data hub, that will push, pull and transform information so that we reuse data. You will note that there are a number of 2nd line systems that hang off the hub (e.g. digital telephony). As they will get their data directly from a system linked to the hub, we will still be able to share that information.We will need to ensure that data management protocols support this model so that we develop our maturity level ( remember data quality model) and support the customer strategy
This rather colourful slide is a conceptual model of the how data that sits between and across these systems. Essentially we think about how each system will move customer data (name, address, ethnicity, etc) and transactional data (product codes, donations, books reserved in the library). This helped us to understand how Biztalk would be used and where data would be stored.
It is important to track internal and external measures of CRM success and failure. Increasingly, enterprises will begin to establish the key elements of their value proposition and service delivery that really drive customer loyalty — as the customer sees it. At the same time, they can establish areas in which they are overdelivering on customer requirements and, thus, can make cost savings without affecting loyalty
We need to define metrics to measure how well we are doing at each of the following CRM lifecycle stages. This model illustrates how CRM will help us focus on the customer experience. Things like how we are performing against specific customer segments, which groups of customers donate the most, which customers spend the most on our goods and services? Which groups cost us the most to service? Which group provide us with the largest number of service calls? Are people in Birmingham more likely to need employment services than customers in London? You can go on and on with this type of questioning., which is exactly what we want to happen as this will support continuous improvement.
CRM Programmes are notoriously hard, and I have to say my experience supports that perspective. You need resilience, tenacity and belief in the outcome to see these sorts of change programmes through.