Customer Relationship Management

Customer Relationship Management

Customer Relationship Management 1 Presented By: John Sept Paul Hauser Chutchat Kidkul Jeffrey Allen Shannon Curran 2

Objectives What is the Promise of CRM Why it is Important CRM Models Real Life Scenarios Web Based vs Intranet 3 What is CRM Processes that help form better relationships with customers to

improve customer satisfaction and provide the highest level of customer service. 4 What is CRM Overall, the methodologies and tools that help businesses manage customer relationships in an organized way Source: 5 CRM Example Customer: Avalion Worldwide

Phone Bill Marshal, Acct. Exec Mobile Mail Supplier: EPIC Computers Jere Von Olst, Shipping Mgr Charles La Pointe, Telesales E-Mail Sandra Cook,

Web Kyle Jackson, Acct Exec IS Mgr Susan Wang, Chicago Office Jan Lee, Customer Support Source: Institute for Internet Technologies and 6 Another CRM Example Executives Summary Customer Analysis Customer/Opportunity

nformation Forecasts Business strategy/ Process Change Detailed Customer Information Management Input Sales Team Management Input Business Process Change Sales Management Source: Smart Sales, ProSoft Technologies

7 Do GMs know what CRM is? 51% of respondents, whose companies have formal CRM programs, say CRM means using IT tools that achieve incremental business improvements ? ? 65% define CRM as moving from product centric to customer centric

41% define CRM as 8 How Much is Spent on CRM META Group estimates that within the next two years, global 2000 companies will each be spending $250 million annually on CRM Source: Dont Confuse CRM with Technology, Adhanda Enterprises 9 How Much is Spent on CRM

Gartner Study showed that Worldwide spending on CRM went from 2.1 billion in 1999, to 3.7 billion in 2002 Australia spends 60 million a year on CRM Source: The CRM Backlash, Brad Howarth 10 Are Customers Really that Important

A recent study on the cellular phone industry showed that for every 1 % of customers lost, the company looses an average of $500,000 A typical $1 billion business could add $40 million in profit by enhancing CRM capabilities by 10% Source: Silvon Software, Customer Relationship Analytics White Paper 11 Impact of Initiatives on the Bottom Line (for a $1 Billion Company) INTIATIVE AVGERAGE RETURN Motivating/Rewarding

13 million Customer Service 13 million Turning Cust Info into Insight 12 million Attracting and Retaining Employees 10 million Building Selling and Service Skills

9.5 million ECRM 8 million Source: http://www.crmcommunity (Silvron Software) 12 How Successful is CRM Though? Failure to meet expected ROI from CRM is 40-50 percent

Study showed that 45% of CIOs failed to meet their objectives on ROI 80% of companies that have introduced CRM systems have not measured their effectiveness 13 5 Dominant CRM Business Models (Basic Transactor) BASIC TRANSACTORS - limited recognition of individual customers or preferences - Emphasize a quality service or product, not a lifetime customer experience - Use mass marketing technique Source:

14 5 Dominant CRM Business Models (Basic Connectors) BASIC CONNECTORS -limited recongnition of individual customers or preferences -provides undifferentiated service levels to all customers -technology and infrastructure in place is departmental and focused on efficiency 15 5 Dominant CRM Business Models (Pleasant Transactors)

PLEASANT TRANSACTORS -Recognize needs and preferences of individual customers -Emphasize customer satisfaction -Lack infrastructure to provide consistent delivery across enterprise 16 5 Dominant CRM Business Models (Customer Satisfiers) CUSTOMER SATISFIERS -Satisfy customers to ensure continued revenue streams -Limited focus on individual customer profitability or lifetime value across enterprise

-some real-time recognition of customer status across touchpoints 17 5 Dominant CRM Business Models (Relationship Optimizers) RELATIONSHIP OPTIMIZERS - Vary treatment of each customer, based on lifetime value, across the enterprise -capture complete history of customer actively across channels and products -collaborate with customers on product design and delivery 18

Marketing Stages Mass marketing Target marketing Relationship marketing Customer relationship marketing 19 The Targets of any CRM Initiative ...

Building a single or a few CRM applications Building an infrastructure for CRM Bringing about organizational transformation through CRM 20 Sherwin-Williams The leading developer, manufacturer, and distributor of architectural coatings and related products Manages 130,000 products, 300 brands,

36 plants, and 14 distribution centers across the U.S., Canada, and Latin America 28 acquisitions between 1990-2000 Disparate systems made it difficult to present one face to customers 21 Sherwin-Williams Acquisitions had resulted in fragmented data infrastructure SW was supporting 7 different major order systems

Needed a single, integrated view of the entire business Wanted to present one face to customers 22 Sherwin-Williams CRM Path Began with a Business Requirements Assessment Worked with a consultant to identify requirements for an integrated, customer-centric data store Recognized that the ultimate goal would

be a Data Warehouse to store integrated company information 23 Sherwin-Williams CRM Path Champions of the CRM effort believed a project focusing only on infrastructure would fail The concept of CRM (new at Sherwin Williams) needed to be proved through real, delivered value 24 Sherwin-Williams CRM

Path Incrementally implemented data marts to support specific CRM initiatives The sales mart was followed by a raw materials mart . Used repeatable design and implementation processes for new marts Over time, an enterprise data warehouse is emerging 25 Characteristics of

Individual Applications Often local in scope, with departmental sponsorship Data integration may be easy Impact on jobs and job skills is local Can provide quick hit benefits at the departmental level Can provide a proof of concept for a more comprehensive CRM initiative 26 Characteristics of

Infrastructure Often sponsored by IT It is often difficult to integrate the data from disparate source systems Consultants may be hired to help IT Users must learn to work with the new decision support environment Normally developed with applications in mind 27 Characteristics of

Infrastructure Infrastructure is costly to develop Departments must give up control of their data May be cost savings from infrastructure consolidation Possible quick hit returns from followon CRM applications 28 Characteristics of Organizational Transformation

Must be initiated by senior management and supported by business units and IT Requires a major shift in organizational culture and business practices to become customer centric Requires the building of CRM infrastructure Jobs and job skills are changed throughout the organization 29 Characteristics of

Organizational Transformation An expensive, risky undertaking, but with the potential for great increases in revenues and profits 30 Lesson #1 Sponsorship may vary across targets 31 Lesson #2

The incremental approach is always best: move as quickly as possible to deliver benefits 32 Lesson #3 Prepare to get your hands dirty when working with CRM data, especially when building enterprise-wide CRM infrastructure 33 Lesson #4

Ensure that the CRM architecture will scale to future needs 34 Lesson #5 You can teach an old dog new tricks sometimes 35 Lesson #6 Make sure to plan for knowledge transfer 36

Lesson #7 Effective and perceptive communication between IS and the business side of the organization is critical 37 Concluding Points Developing applications is easier than building infrastructure which is easier

than organizational transformation Any CRM initiative requires hitting all three targets to some extent CRM targets are temporal in nature 38 References

H.J. Watson, B.H. Wixom, J.D. Buonamici, and J.R. Revak, Sherwin-Williams Data Mart Strategy: Creating Intelligence Across the Supply Chain, Communications of AIS, Volume 5, Article 9 (May 2001). Eckerson, W. and H.J. Watson, Harnessing Customer Information for Strategic Advantage: Technical Challenges and Business Solutions, (Seattle: The Data Warehousing Institute, 2000). Goodhue, D.L., B.H. Wixom, and H.J. Watson, Realizing Business Benefits through CRM: Hitting the Right Target the Right Way, under review at MISQ Executive. ( Watson, H.J., B.H. Wixom, J.D Buonamica, and J.R. Revak, Sherwin-Williams' Data Mart Strategy: Creating Intelligence Across the Supply Chain, Communications of ACIS, (April 2001). Watson, H.J., D.L. Goodhue, and B.J. Wixom, The Benefits of Data Warehousing: Why Some Companies Realize Exceptional Payoffs, Information and Management, (May 2002). Watson, H.J., D.L. Goodhue, and B.H Wixom, Data Warehousing: The 3M Experience, in Organizational Data Mining: Leveraging Enterprise Data Resources for Optimal Performance, H. Nemati (ed.), Idea Group Publishing, Herhsey, PA, (forthcoming). 39

Why Auto Retailing? Dealerships are coming kicking and screaming into the new world and this time of change provides interesting forum for analysis Used car guy stereotypeneed CRM 40 Why Auto Retailing? Clear real-time channel to customers

Average Customer value Manufacturers have realized that managing the brand is only half the battle $350K spent by an individual in their lifetime Real time information exchange can benefit both parties

41 Misunderstanding CRM Over-riding philosophy of auto industry and many other manufacturing organizations If you dont sell it or weld it, you are expendable 42 Lack of IT Strategy CRM for the wrong reasons

Do you believe that buying a vehicle is like buying a CD or sweater? Are you willing to bet your dealership on it? 43 CRM = Higher Gross Only as good as your last month mentality

Long-Term is easily forgotten as many employees are in it for today CRM seen as soft sellHigher gross CRM is putting a process to good business habits 44 45 Providing Clear Channels of Information Consumer SideSmarter Customers CRM as a Competitive Advantage

Universal Computer SystemsInternet Business Connection Service and Parts Integration 46 CRM Is Not Technology This misconception is the main reason why many initial initiatives failed The belief is, if you give the problem away, the third party will be able to

magically make it disappear. This tactic doesnt succeed because the client hasnt invested the time to address the underlying business processesJerry Cooperman, VP of Gartner Group Source: Global Information Technology Outsourcing Search for Business Advantage 47 Real Questions on CRM Cant I just buy a software package to do CRM for us? If all you want is a letter

writing program and some pretty reports-yes. An expensive, customized processes control application poorly implemented will do this as well. 48 Real Questions on CRM My managers dont want a CRM packagecan I put one in around them?

If your managers dont want it, theyll make sure it fails. Often times, GMs dont want it because it will expose poor controls, lack policies, laziness, or put a quantifiable measure of accountability on them. These individuals do little if any coaching or have loosely structured environments. 49 Real Questions on CRM Isnt CRM just a fad? Maybe for your

organization improving customer interaction and maximizing every opportunity is a fad. CRM by any other name 50 Source:IOMA Report on Customer Relationship Management 12 More Ways to Determine ROI for Your CRM Program, June 2002 Human Landscape Readiness

Sponsor commitments Target resistance Corporate culture Remaining adaptation capability Implementation Set measurable goals! Source: Beyond Technology: The Human Role in CRM Success, Sept. 2002; Jack Sumner 51 Gillman Honda, Inspect What You Expect Kept goals simple Sell more vehicles to those individuals that

have already taken the time to enter our lot Rule of thirds (1/3, 1/3, & 1/3) Daily Work Plan Organized Daily Plan Process Source: Universal Computer Systems, Inc. 52

Contact Timetable 1day 2day 3day 4day 5day 30day 60day 3mo Prospect Mailed next day from Sales Person F&I Letter Last Chance Extended Warr Parts Vendor Elite Vendor

Email Internet Leads New Rebates Email Thank You CSI Email Service Welcome Reservation RO Status RO Done Customer Mailed 2 days after delivery Service Intro with

1st Appointment 6Mo 12Mo Parts Vendor stopped buying Service Reminder 3mo - 3k miles Service No Show 180day w/o service Service Lost Came in but stopped 24Mo 36mo Repeat Buyer

180 prior to Lease 90 prior to balloon Predictive Out of warranty 36 month not paid off 53 On-line Daily Work-plan Source: Universal Computer Systems, Inc. 54 Follow-up on Delivery Source: Universal Computer Systems, Inc. 55

Follow-up Detail Source: Universal Computer Systems, Inc. 56 Household Record Source: Universal Computer Systems, Inc. 57 Gillman Metrics 4000 3500 3000 2500 2000 1500 1000

500 0 1995 1996 1997 1998 New Vehicle Sales Since implementing (CRM applications) new vehicle sales have increased by more than 70% Gillman Honda is now enjoying its status as one of the the top ten Honda dealerships in the

United States. Source: Universal Computer Systems, Inc. 58 Gillman Summary Kept it simple and didnt just throw technology at issue Technology was secondary Culture shift did not occur

Provide CRM tool that simplified what they were already supposed to be doing Source: Beyond Technology: The Human Role in CRM Success, Sept. 2002; Jack Sumner 59 Web-based CRM Solutions

the worldwide leader in the rapidly expanding market for online customer relationship management (CRM). founded in 1999 by former Oracle executive Marc Benioff, who pioneered the concept of using a simple Web site to deliver enterprise applications. Based in San Francisco, the company delivers integrated and scalable enterprise applications for companies of all sizes. Has a client list of more than 5,000 companies worldwide, including: Daiwa Securities, USA Today, AutoDesk, Dow Jones Newswires, Siemens PT&D, Textron Fastening Systems, Time Warner Cable, The Weather Channel, Kikkoman, Le Meridien Hotels and Ericsson Microelectronics. Source:, viewed 11/01/02 60

Web-based CRM Solutions Awards and Recognitions Gartner Group dubbed the company, The Future of Software. InfoWorld named the 2001 CRM Technology of the Year

PC Magazine rated's service worthy of five out of five stars Fortune Magazine named it a "Cool Company" of 2001 The Aberdeen Group honored with a Top 10 CRM Implementation award for 2001 and 2002 Morgan Stanley named as the fastest growing CRM company Source:, viewed 11/01/02 61 Web-based CRM Solutions Introduced its first Web Service (sales force automation)

Fall 1999 Introduced its Enterprise Edition designed specifically to meet the needs of larger, more complex organizations First full online CRM service including customer support and marketing automation 2000 2001 Feb. 2002

Will launch an offline edition and an ebusiness suite with full back office integration capabilities Late 2002 Source:, viewed 11/01/02 62 Why Web-based CRM? In the past year, has added more CRM customers than Siebel, PeopleSoft, Oracle and SAP

combined, and now has more CRM customers than any of these vendors. Enterprise CRM software, such as offerings from Siebel, PeopleSoft, and SAP, fail to meet expectations more than 50 percent of the time, resulting in countless abandoned software implementations. A growing number of companies have left traditional client-server software for's online, pay-as-you-go model in order to see immediate ROI and a lower total cost of ownership. Source:, viewed 11/01/02 63 Why Web-based CRM?

Salesforce is by far the most successful pioneer of a model many believe will be big in the future-the delivery of software functionality as a service over the Internet. Salesforce is one of the few dot-coms, indeed one of the few technology companies of any type, whose sales continue to rise steadily in this miserable economy. "In an industry where there's not a lot new happening, represents a radical new way of delivering the value of software." Goldman Sachs software analyst Rick Sherlund Source:, viewed 11/01/02

64 Web-based Vs. Traditional Surviving in the Shadow of Siebel is doing well in a market niche -- small to medium-size companies -- that Siebel's software is too complex to dominate. Michigan-based Textron Fastening Systems (TXT), a $1.7 billion supplier of screws and rivets, is an ideal customer. Textron had 150 salespeople typing order forecasts into a single Excel spreadsheet. It took a week to roll up the data. With's system, it now happens online and in real time. While Siebel software can do the same thing -- and lots of other things -- it can be more trouble than it's worth for small companies. Siebel requires a big implementation, more money, and a lot more forethought than We didn't want to get into that. - Denis Hanna, Textron's sales director Source:,1643,40337,FF.html, viewed 11/01/02 65 Siebel vs.

Siebel REVENUE 2001 $2 billion $23.1 million REVENUE Q1 2002 $478 million $10.5 million NUMBER OF EMPLOYEES 7,400 200

NUMBER OF CUSTOMERS More than 3,000 More than 5,000 AVG. COST PER SEAT $3,500 $75 INSTALLATION COST $710,000 average $56,000 or less

Source:,1640,40337,FF.html, viewed 11/01/02 66 Web-based CRM Solutions While the SME market has proven to be a successful test bed for Salesforce's utility-based approach, most commentators agree that it needs to gain the trust of larger companies. Autodesk, with 500 users; Adobe-400; one division of Textron, 500; Japan's Kikkoman, 500, and Le Meridien Hotels has 250 employees using it at 130 different locations. "Our goal is to be up and running with

everything SAP has within three years." Salesforce CEO Marc Benioff Source:, viewed 11/01/02 67 Customers Testimonials "At Dow Jones Newswires, we live and die by real-time information. has given us a powerful, costeffective means of ensuring that the most updated customer information is always available to our sales and support teams so that we can continue to reduce response times and improve service quality." -Bob Simon Executive Director of Business Development & Operations Dow Jones Newswires " offers us a single global view of our customers. We are now able to access information and reports in real time from any of our account teams around the world-a critical element to providing enhanced customer service."

- Bob Daw Senior Director of Major Accounts Autodesk, Inc. Source:, viewed 11/11/02 68 Customers Testimonials "Having the ability to track customer information from the time a sale is made to the time that information is needed to answer a customer's questions is essential for any growing business. gave us that solution. - Sean Kern Vice President, New Business Development Time Warner Cable "'s CRM solution

strengthens our partner and customer relationships, and enables us to collectively focus on delivering significantly more value to customers at all points in the distribution chain. - Lorne Wilson Vice President of Channel Sales & Marketing Fujitsu Computer Products of America, Inc. Source:, viewed 11/11/02 69 Case Study: Ericsson Electronics Challenge

No CRM system in place Receiving e-mailed monthly reports in Microsoft Word documents Information was not consistent Data was not up to date or fully accurate Source:, viewed 11/11/02 70 Case Study: Ericsson Electronics

Solution Enterprise class Customer Relationship Management software for a low monthly subscription per user eliminates the need to buy, install or maintain hardware, software or networks Source:, viewed 11/11/02 71 Case Study: Ericsson Electronics

Results Boost Customer Responsiveness and Speed to Market's multilanguage facility means that different people in different countries can view the same customer report in their own language and currency Source:, viewed 11/11/02 72

An Immediate CRM Solution A Proven Solution is currently ranked the #1 Online CRM solution provider and the #2 overall provider of CRM Solutions. More than 5,000 companies worldwide rely on to grow revenues, reduce expenses, and increase customer satisfaction. Immediate Results's online CRM gets you up and running ten times faster than any conventional CRM product. There's no software to install. No hardware to purchase. You keep your mind on business, not technology. delivers a profitable ROI ten times faster than any competitor. Most customers achieve significant ROI results within two months not the years required by conventional CRM packages. Affordable Solution Without Sacrificing Functionality's total cost of ownership is so cost effective, it's ten times less than that of competitors. No multimillion dollar upfront investment. You'll never be shocked by hidden implementation, systems integration, or training costs. Source:, viewed 11/01/02 73

Web-based CRM Solutions Product Demo 74 CRM Users Everyone uses CRM Insurance Industry

Banking Industry Cessna TidalWire Distributors 75 Insurance Industry Insurance Carriers Improve business processes

Access to real-time information at any time Know which customers to target for which services Use customer analytics Insurance Buyers More options in buying insurance More ways to interact with

suppliers Multiple channels Anytime service Ingold, Christine. CRM Software Evolving for All Users National Underwriter. 3/18/02. 76 Banking Industry Cross-Selling

Turning services into sales opportunities 11 Provide real-time transaction updates to service staff Workforce management technology 1 2 Use customer information to properly staff the banks 1 Cross-Selling Drives CRM Growth in Banking Call Center Magazine. June 2002. 2 Berfosky, Joe. Banks Start to Embrace Workforce Technology Bank Systems and Technology. August 2002.

77 Cessna Aircraft Company Wanted to extract information about customers and individual airplanes Make the information quickly and easily available to global sales force Customized the data models to do this Songini, Marc L. Extending CRM Computerworld. 11/5/01. 78 Cessna Aircraft Company

Result: a success (The salespeople) look up (the information) in Zimbabwe as the plane rolls up the ramp and look in the database and find out who is the chief pilot, who owns it, and who operates it. - Dave Turner, Manager of Network Systems Songini, Marc L. Extending CRM Computerworld. 11/5/01. 79 TidalWire Inc.

Needed customized CRM for ebusiness web-site Used a customized Siebel product Wanted to make customer navigation easier on web-site Songini, Marc L. Extending CRM Computerworld. 11/5/01. 80 TidalWire Inc. Result: A single product catalog that serves the sales force, operations group, and web site.

Web requests for price quotes and orders are automatically directed to the right salesperson and can be tracked along with the sales data Songini, Marc L. Extending CRM Computerworld. 11/5/01. 81 Deciding to Outsource Crucial to business? Consider advantages and disadvantages Factors Which outsourcing option to use?

Automation vs Interaction 82 Crucial to Business? Outsourcing CRM is more crucial for certain types of organizations Example: E-tailers Need CRM for order taking, customer service, etc.

2/3 of transactions abandoned due to bad CRM Insufficient resources to launch in-house CRM packages 24/7 service Need call centers, service representatives, and software Pudles, Gary. Outsource your e-tail services. Discount Store News. 1/3/00. 83 Deciding to Outsource Crucial to business? Consider advantages and disadvantages Factors Which outsourcing

option to use? Automation vs Interaction 84 Outsourcing CRM Service Agencies Application Service Providers Options for Outsourcing Carriers Kopf, David. CRM: Who ya gonna call? Business Communications Review. Dec 2000. 85

Choosing an Outsourcing Option Depends on companys needs Staffing, programming, entire company, one division The enterprise must have oversight ASPs data security and disaster recovery Kopf, David. CRM: Who ya gonna call? Business Communications Review. Dec 2000.

86 Deciding to Outsource Crucial to business? Consider advantages and disadvantages Factors Which outsourcing option to use? Automation vs Interaction 87 Automation vs Interaction

Automation ensures that customers get the best service in the least amount of time Self-service FAQs and automated chat agents Human interaction is needed in the right quantity at the right time Complex issues Ledford, Jerri L. Whats the Best Way to Outsource CRM? BPO Outsourcing Journal. Outsourcing Center 10/13/02. 88

Automation vs Interaction The Customer Company offerings and business processes The Right Mix Difficulty of questions during customer interaction Ledford, Jerri L. Whats the Best Way to Outsource CRM? BPO Outsourcing Journal. Outsourcing Center 10/13/02. 89

Deciding to Outsource Crucial to business? Consider advantages and disadvantages Factors Which outsourcing option to use? Automation vs Interaction 90 Advantages of Outsourcing

Cost reduction Increased customer satisfaction Increased sales support Fast deployment Low infrastructure costs Howle, Amber. CRM Panel Addresses Outsourcing Computer Reseller News. March 27, 2002. Biggs, Maggie. ASPs offer inexpensive, quick road to CRM. InfoWorld. April 16, 2001. 91 Advantages of Outsourcing

Manageable monthly fees Easy upgrading Easy implementation Less in-house technical knowledge needed Howle, Amber. CRM Panel Addresses Outsourcing Computer Reseller News. March 27, 2002. Biggs, Maggie. ASPs offer inexpensive, quick road to CRM. InfoWorld. April 16, 2001. 92 Disadvantages of Outsourcing

Indirect control of data Dependence on provider reliability Vendor stability concerns Biggs, Maggie. ASPs offer inexpensive, quick road to CRM. InfoWorld. April 16, 2001. 93 What to Outsource? CRM Training 20% CRM Consulting CRM Support

18% 16% 14% 16% 16% CRM I mplementation None Other Biggs, Maggie. ASPs offer inexpensive, quick road to CRM Infoworld. 4/16/01. 94 The Common Mistakes of CRM

Over Customization Delivering Everything at Once Failure to Change Limited Product Vision Sacred Processes 95 Summary 96

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