Analytics and Business Intelligence

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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.

Published in: Education, Business, Technology
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Analytics and Business Intelligence

  1. 1. { CRM | Analytics: Corporate Strategy Mihir Mistry, MBA CRM Consultant TxGAP 2012
  2. 2. Agenda Enterprise System? CRM  CRM Strategy  Benefits Analytics Reports
  3. 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. 4. Legacy System Approach
  5. 5. Enterprise System Approach
  6. 6. Customer Relationship Management
  7. 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. 8. Key Benefits of CRM1. Enables 24/7/365 operations2. Individualized service3. Improved information4. Speeds up problem identification/resolution5. Speeds up processes6. Improved integration7. Improved product development8. Improved planning
  9. 9. Developing a CRM Strategy More than just software purchase and installation Enterprise-wide changes
  10. 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. 11. Architecture of a CRM
  12. 12. Advantages of CRM
  13. 13. Advantages of CRM
  14. 14. CRM Provides Improved Understanding ofMarket Conditions 1. Improved understanding of markets, segments and customers2. Improved understanding of competitors3. Enhanced understanding of organization’s strengths and weaknesses4. Better understanding of economic structure of the industry5. Enhanced product development6. Improved strategy development and coordination with the sales function
  15. 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. 16. Accepting analytics
  17. 17. Customer Focused Business Processes Addressed by Analytical CRM1. Marketing campaign management and analysis2. Customer campaign customization3. Customer communication optimization4. Customer segmentation and sales coverage optimization5. Pricing optimization and risk assessment and management6. Price, quality and satisfaction analysis of competitors7. Customer acquisition and retention analysis8. Customer satisfaction and management9. Product usage, life cycle analysis, and product development10. Product and service quality tracking and management
  18. 18. Reports
  19. 19. Examples of reports from CRM1. Revenue per sales person, per territory, or as a percentage of sales quota2. Margins by product category, customer segment, or customer3. Number of calls per day, time spent per contract, revenue per call, cost per call, ratio of orders to calls4. Number of lost customers per period or cost of customer acquisition
  20. 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. 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. 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. 23.  Thank you. Q&A
  24. 24.  References  Davenport, T & Harris, J, “Competing on Analytics”  Valacich, J & Schneider, C, “Information 4e Systems Technology”  TED Conference

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