Join Mihir as he discusses the impact of integrating analytics as a corporate strategy. Conference presentation from the Texas Association of Graduate Admissions Professionals (TxGAP) 2012 Professional Development Conference. Author: Mihir Mistry Information Systems Analyst University of Dallas For more information, visit www.txgap.com.

1. { CRM | Analytics: Corporate Strategy
Mihir Mistry, MBA
CRM Consultant
TxGAP 2012

2. Agenda
 Enterprise System?
 CRM
 CRM Strategy
 Benefits
 Analytics
 Reports

3. Enterprise Systems
 Problem:
 Information systems growing over time
 Lack of integration
 Different computing platforms
 Difficult to integrate
 Data must be reentered from one system to another
 Same pieces of data stored in several versions

4. Legacy System Approach

5. Enterprise System Approach

6. Customer Relationship Management

7. Customer Relationship Management
 Web has changed the business
 Customers have the power
 Transactions vs. relationships
 Keeping customers satisfied is key
 CRM
 Corporate-level strategy
 Concentrates on the downstream information flow
 To attract potential customers
 Creation of customer loyalty
 Managers need to be able to monitor and analyze
factors driving customer satisfaction

8. Key Benefits of CRM
1. Enables 24/7/365 operations
2. Individualized service
3. Improved information
4. Speeds up problem
identification/resolution
5. Speeds up processes
6. Improved integration
7. Improved product development
8. Improved planning

9. Developing a CRM Strategy
 More than just software
purchase and installation
 Enterprise-wide changes

10. Changes …
 Policies and procedures need to reflect customer-focused
culture
 Customer-focused measures of quality
 Process changes to enhance customer experience
 Employees from all business areas must value customer
service and satisfaction
 All aspects of customer experience must be tracked,
analyzed and shared
 Consider ethical concerns

11. Architecture of a CRM

12. Advantages of CRM

13. Advantages of CRM

14. CRM Provides Improved Understanding of
Market Conditions
1. Improved understanding of markets, segments
and customers
2. Improved understanding of competitors
3. Enhanced understanding of organization’s
strengths and weaknesses
4. Better understanding of economic structure of the
industry
5. Enhanced product development
6. Improved strategy development and
coordination with the sales function

15. Analytical CRM
 Analysis of customer behavior and perceptions
 Customized marketing
 Up-selling
 Retaining customers
 Key technologies used to create predictive
models
 Data mining
 Decision support systems
 Continuous data collection and analysis is
necessary

16. Accepting analytics

17. Customer Focused Business Processes
Addressed by Analytical CRM
1. Marketing campaign management and analysis
2. Customer campaign customization
3. Customer communication optimization
4. Customer segmentation and sales coverage optimization
5. Pricing optimization and risk assessment and management
6. Price, quality and satisfaction analysis of competitors
7. Customer acquisition and retention analysis
8. Customer satisfaction and management
9. Product usage, life cycle analysis, and product development
10. Product and service quality tracking and management

18. Reports

19. Examples of reports from CRM
1. Revenue per sales person, per territory, or as a
percentage of sales quota
2. Margins by product category, customer
segment, or customer
3. Number of calls per day, time spent per
contract, revenue per call, cost per call, ratio of
orders to calls
4. Number of lost customers per period or cost of
customer acquisition

20. Operational Level
 Day-to-day business processes
 Interactions with customers
 Information systems used to:
 Automate repetitive tasks
 Improve efficiency
 Decisions:
 Structured
 Recurring
 Can often be automated using IS
 Reports
 Scheduled reports

21. Managerial Level
 Functional managers
 Monitoring and controlling operational-level activities
 Providing information to executive level
 Midlevel managers
 Focus on effectively utilizing and deploying resources
 Goal of achieving strategic objectives
 Managers’ decisions
 Semi structured
 Contained within business function
 Moderately complex
 Time horizon of few days to few months
 Reports
 Key indicator reports
 Exception reports
 Drill down reports

22. Executive Level
 The president, CEO, vice presidents, board of directors
 Decisions
 Long-term strategic issues
 Complex and non routine problems
 Unstructured decisions
 Long-term ramifications
 Reports
 Dashboards

23.  Thank you. Q&A

24.  References
 Davenport, T & Harris, J, “Competing on Analytics”
 Valacich, J & Schneider, C, “Information 4e Systems Technology”
 TED Conference