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Similar to Top 10 CRM mistakes I wish I had known about 20 years ago.......
Similar to Top 10 CRM mistakes I wish I had known about 20 years ago....... (20)
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Top 10 CRM mistakes I wish I had known about 20 years ago.......
- 1. NICK DAVEY Queensland Business Manager| Barhead TOP 10 CRM MISTAKES I WISH I HAD KNOWN ABOUT 20 YEARS AGO.......
- 2. 20 YEARS AGO
- 3. CRM IN 1997 TQM…a different side of Customer Service Client-Server tools Infancy of Mobile Goldmine, ACT and then…Oracle IT led, the new ERP “Sales Force Automation”….
- 4. WISDOM…. …..is superior to knowledge ….is superior to experience
- 5. CRM Saturday Introduc MISTAKE 1: CHOICE OF SOFTWARE NOT THE NO1 CRITICAL SUCCESS FACTOR Square pegs, round holes Salesforce, Microsoft, Oracle, Sugar…all have failures and successes. Why? Increasingly smaller points of differentiation Many other factors to consider yet choosing software often prioritised Deals on Yachts
- 6. MISTAKE 2: NOT INVOLVING THE CUSTOMER The Age of the Customer Impact of Social Media The LinkedIn strategy The Chief Customer Officer Outside-In Customer Centric design The Cardboard Customer
- 7. MISTAKE 3: CHANGING THE TECHNOLOGY, NOT THE PROCESS “But that’s how we have always done it….” Configure before Customise Getting government to stop sending emails The problem with Requirements
- 8. MISTAKE 4: NOT REALISING THAT CUSTOMER EXPERIENCE IS EVERYTHING Changing expectations of the experience The rise of Trip Advisor Customer journey mapping and persona’s Interaction map at Reckitt & Colman Retention is more profitable than acquisition
- 9. MISTAKE 5: NOT REALISING THE IMPORTANCE OF BEING AGILE Waterfall still has its place Agile as a method and attitude Dynamics evolving at such a pace, flexibility is key Product Owner New mind set. Fail fast Minimum Viable Product
- 10. MISTAKE 6: FORGETTING THAT CRM IS ABOUT PEOPLE AND PROCESSES UNDERPINNED BY TECHNOLOGY The Oracle amnesty Hiring for success Corporate culture and incentives Proven link between Employee and Customer Satisfaction Start with the end in mind
- 11. MISTAKE 7: IT DRIVING THE INITIATIVE, NOT FACILITATING IT can champion but should not lead COLT Telecom Like learning to drive Business must own outcomes and benefit realisation
- 12. Can be driven by positive or negative factors Is the company able and willing to change? Executive leadership and vision Committing sufficient resources into Change, Comms and Training MISTAKE 8: UNDERESTIMATING THE IMPORTANCE OF CHANGE READINESS
- 13. The Apple Generation Design of Apps for Mobile UX impacts on CX The opportunity for Dynamics Less is more, click minimisation, logical flow, scroll bars? Design for Mobile MISTAKE 9: IGNORING THE ROLE OF USER EXPERIENCE IN DESIGN
- 14. Omnichannel in 2000 Consistency a key driver of CSat/CX I want to tell you once Sources of Truth. People, Process and data Channel commitment How do you eat an Elephant? MISTAKE 10: NOT REALISING THAT CUSTOMERS EXPECT OMNICHANNEL
- 15. WHAT HAVE I LEARNT? MY TOP 10 Choice of software not the most critical success factor Involve the Customer Change the process, not the technology Customer Experience is everything The importance of being Agile People and Processes, underpinned by Technology I.T should facilitate, not drive The importance of change readiness The role of UX in design Customers expect Omnichannel
Editor's Notes
- 20 YEARS AGO. What were you doing? To jog the memory- Hong Kong to China, Princess Diana, Bird Flu, Tony Blair, IE v4, First Harry Potter book
- What was I doing in 1997. Medical sales Manager, MBA (thesis). Sales and Marketing background, wondering how we could increase penetration of sales into UK Pharma MBA no research papers, all focussed on TQM- Service Delivery Zero defects. No measurement of Csat. CX unheard of. Voice of the Customer!!! Got involved in project looking at capturing calls to GP’s. Card filing system but IP was lost. Sync took 30 mins/day! Mobile phones beginning to gain popularity. SMS was starting to replace paging. Front Office systems mainly customer databases. Oracle saw front office as a line extention to ERP.
- Intend to share some WISDOM Experience is making a mistake and thinking “I’ll learn from my mistake”. Wisdom is learning from other people’s experiences and is therefore learning from their mistakes Over the last 20 years, CRM has become an acronym well known across the world If we accept that CRM technology is a tangible output of a business strategy, we should by now, have learnt much about what does and doesn’t work My Top 10 lessons are things that whether we are partners delivering solutions or clients trying to improve the lot for their customers, it is probably things you have Heard before, but they all need reiterating.
- Clearly there needs to be some alignment of capability to requirements. You wouldn’t use a Hammer to unscrew a screw or a Screwdriver to hammer a nail All major Software vendors have horror stories and case studies. Yet the software is the same. This means that it is not the software at fault but a set of magic ingredients that are added to the mix to make a successful initiative. Is there really that much between vendors? There are points of differentiation but most COTS CRM software can address 80% of a business needs in Sales, Marketing and Customer Service. The Serono story. Yet it was a success? Why. Serono realised that the SAP v Oracle argument was not the critical success factor. Exec commitment was.
- The age of Customer Empowerment. Customer Service expectations higher. Expect more. Lower cost to churn. They know what is possible!! Customers demand to be heard. Twitter example Comm bank, Dentist who shot the Lion Phils LinkedIn strategy. Last week at Etihad “put it on Social mate” CCO, a growing trend Design from a customer perspective, not from an internal perspective of what the customer needs. Disruption often comes from a Customers POV. Uber, Menulog Cardboard Customer in the Board Room, Steerco. Ask “What would Bill/Betty have to say about that?”
- The To-Be is often designed by those who only know the As-Is Our responsibility as Consultants to challenge why a specific idiosyncracy is required Configure v Customise. Important to align terminology as Customise is often considered a dirty word. Careful to explain MS carefully. The TMR email conundrum with K2 Requirements often based on as-is, not to-be. Need to blend what is possible with what is fundamental. Outcome focussed
- 20 years, customers are better informed and expect more. No more “put up or shut up” Websites such as Trip Advisor, Best Doctors encourage consumers to rate, review and advise their peers. Word of mouth goes viral. Rate a Teacher, Real Estate Agent, Driver. Great CX now a competitive advantage. How to define “Customer Experience”. Work out customer touchpoints and define Persona’s. BCC channel map. Face to face, online, mobile, phone, sms, twitter, facebook, indirect Tom, the Pharmacists best friend at Reckitt Benckiser Retention through providing consistent CX to surpass expectation
- Agile Methodology becoming far more common, even in Government though cultural fit of new way of working often a challenge. Fixed Price Agile?? Fail fast does not sit well in some orgs. Waterfall components of up front scoping and testing phases are hard concepts to shift. Agility in the way of working. Impromptu meetings, workshops, collaboration. Explore new features. Portal functionality at iRAP. Product Owner as the visionary, even after the project Advantages: Buy-in, Client prioritisation, Time to value, Joint Participation (not 2 teams)
- SFA. Carrot and stick by Larry to get people to adopt CRM. Tell story. The Technology didn’t change. The process and behaviours did. Hire proven Customer Centric people. NPS increasingly part of incentive plan Projects 20 years ago often led by people with little customer engagement. Managing user expectation, change champions, communicate, sell them on why. CEO of Beckman Coulter A culture of customer centricity
- Avoiding a roadcrash, IT has a key role but not as the driver of a Customer Centric transformation Colt. Cio crm in 90 days. Personal metric was go live, not user adoption. Went live, no-one used it. Benefit? IT should encourage Business that it needs a car. Can facilitate test drives, research, demo’s but cannot buy the car or force others to drive BDN shows how investment objectives for the business determine benefits which drive business change. Chart is right to left, not left to right.
- Positive: New markets, Products, Growth, Leadership Negative: Fear of disruption, Losing marketshare, new competitors Change Agents- find a spark and pour paraffin on it! Beware of Change Fatigue. Constant “transformation” or “this project is the most important ever…” Coach SME’s involved in transformation. Do not accept that they know how to deliver change. Natural fears: Whats in it for me? Communication vital e.g Beckman Coulter
- The iPod and iPhone great examples of how User Centred design can disrupt and drive profitability When working with CRM systems, those developing and designing the solution are often not those who have to work with it every day Mobile Apps do not have training manuals Simplicity and intuitive. Dynamics has not always been seen as a great example of User Centric design. Hope this is about to change. The worlds ugliest UI? Be aware of too many clicks, scroll bars, clutter, navigating through a process Think how it renders on a mobile phone…impact on design
- The Onyx story Webjet example: email, chat, phone, twitter all disconnected and inconsistent Customers expect to be dealing with one company in any channel at any time Challenge for technology- where is the source of truth. Not just MDM but a process and people issue. (Sales, Service) Omnichannel can be driven towards incrementally with Architecture facilitating through strategic direction Single View of the Customer v 360’ view of a customer. Big difference
- No particular priority but all things that I have come to learn over the last 20 years as being crucial elements in Customer Relationship Management
- Feel free to contact me