19-20 november, 2008 | copenhagen. david held product marketing manager microsoft corporation

19-20 November, 2008 | Copenhagen

A tale of two customers:Real Results with Microsoft Dynamics CRMDavid HeldProduct Marketing ManagerMicrosoft Corporation

Our Mission Statement

Enable businesses to realize their full potential by delivering innovative business application

software and services that improve the productivity of their

people

What does mean for my business?Familiar to

your peopleFits with

your systems

Fuels your business

productivity

Enables confidentdecision making

StructuredUnstructured

Flexible deployment options for your business

YOUR PROCESSES

YOUR DESIGN

CustomizationIntegrationIntelligence

ON YOUR TERMS

Risk CostTime to benefit

On-Premise & On-Demand

Microsoft Dynamics CRM: Global Customer Base

Professional ServicesFinancial Services Manufacturing

Retail & Hospitality

Health & Life SciencesPublic Sector Travel &

Entertainment

http://www.sasfin.com/

Real-world results

Thomas UrbanProgram Manager CRM Arvato AG

© arvato services 2008Convergence Copenhagen 2008 I Thomas Urban 8

STARS @ arvato servicesCustomer ShowcaseThomas Urban

© arvato services 2008Convergence Copenhagen 2008 I Thomas Urban

About arvato services1

Project mission, challenges and solutions2

Application snapshots3


arvato services within Bertelsmann


arvato services - a network of strong skills


The potential of “growing together”

The success story of arvato in the last years is very much based on decentralized, independent and highly specialized business units delivering services for our clients.

However …

… the customer knowledge was also decentralized in independent customer databases

… it could happen that several business unit are independently providing services to different units of the same customer

… cross-selling and growth potential for customers has been identified mostly based on personal relationships and network within the organization

The potential of the wide arvato value chain has not been fully leveraged to become the preferred source of end-to-end services for our clients.


STARS … THE SALES TOOLKIT OF ARVATO SERVICES


Automate manual sales processes and activities

Generate overall cost savings by providing a shared system

Make relevant sales information easily available

Provide support for structured sales activities

STARS Project Goals


Decision criteria for the future CRM solution

Integrated solution to fit into the existing application and support environment of arvato

Easy to learn and intuitive application design to reduce the end user training efforts

Flexibility to be able to incorporate current and future arvato specific requirements

Value for money in terms of license cost and included standard functionalities

Commitment of the software vendor and experience of integration partner arvato systems technologies


Deployment strategy

2008’s focus: Roll out

• First deployment after 3 months

• One of the first migrations from

3.0 to 4.0 worldwide

• “Sell” the STARS platform to the

business units internally

• 22 national and international

deployments overall

• Standardized rollout

methodology

• End user training package in

multiple languages

• Establish operation processes

for the STARS platform

2009’s focus: Establish

• Ensure Data Quality

• Provide additional KPI-based

management dashboards

• Develop & train the user

community

• Identify and share “Best

Practices” within the community

• Enhance marketing functions

• Keep focus on end user benefits

• Provide a dedicated sales

training curriculum

• Additional rollouts


Key Challenges

Following the decentralization philosophy, there is no top-down

decision to implement STARS. Hence, every single business unit

could continue to use their current system without joining STARS.

The existing sales methodologies and processes of the more

than 20 participating organizations were different. As part of

the STARS rollout project they had to be harmonized.

The project had a limited budget so from a quite early point in the

project the participating organizations had to fund their

specific changes.


Key Challenges

Following the decentralization philosophy, there is no top-down

decision to implement STARS. Hence, every single business unit

could continue to use their current system without joining STARS.

The existing sales methodologies and processes of the more

than 20 participating organizations were different. As part of

the STARS rollout project they had to be harmonized.

The project had a limited budget so from a quite early point in the

project the participating organizations had to fund their

specific changes.

Success Factors

To get all the different organizations

to using STARS we had to

demonstrate the benefit every

single time.

The result is a CRM tool which is

very much focused on end user

value.

To get all the different organizations

to using STARS we had to

demonstrate the benefit every

single time.

The result is a CRM tool which is

very much focused on end user

value.

The exercise to harmonize the

various sales process helped to

design a “core” sales process across

arvato.

The result is the basis for a common

and consistent sales methodology.

The exercise to harmonize the

various sales process helped to

design a “core” sales process across

arvato.

The result is the basis for a common

and consistent sales methodology.

The fact that organizations had to

fund their specific developments

helped them to prioritize change

based on its ROI.

The result is a functional scope that

addresses the most important

needs.

The fact that organizations had to

fund their specific developments

helped them to prioritize change

based on its ROI.

The result is a functional scope that

addresses the most important

needs.


Lessons LearnedUser centric requirements management

ASK end users about their needs

By doing that, we have identified “quick wins” and functional areas where the most significant improvements are located. Also, common manual processes have been reviewed to identify the potential for automation.

Identify the REAL requirements behind

It is key to understand the business critical part of a new requirement. This helped us to avoid that we are re-programming the existing system or processes and to end up in a functional patchwork.

Prioritize changes based on project GOALS

Every change or enhancement has to address one or more of the project goals. Changes have to be funded by the requesting organization which also helps to focus on the most important features.

Actively COMMUNICATE user initiated changes

After deploying a new significant functionality to the production system the key users will be informed. They are using this information to introduce the users to the new feature and to check for any other questions and issues.


Lessons LearnedThis is much more than software!

ALIGN with the sales training program

Sales related trainings have been aligned with the STARS methodology and functionality. This is to ensure that people can transfer the training contents as easy as possible into their daily working routine.

Make sure that there are agreed KPIs

When designing reports it is crucial that the top level sales KPIs are clearly described. All pipeline reporting for sales management must be linkable to one or more KPIs. Otherwise the reports will answer questions nobody asked.

Establish a CULTURE for sharing best practices

Project experience has shown that most of the challenges one organization may face has already been mastered by another one. The exchange of these Best Practices is accelerating the ROI of STARS significantly.

TRANSPARENCY across all levels

There is no single report which is “management only”! All report layouts can be used by all users based on the data available to them. So everybody knows upfront what his managers report will show and can prepare accordingly.


The value of STARS for arvato

STARS is providing a consolidated view of all activities for onecustomer across the participating organizations and therewithit is the basis for a strategic customer development.With all sales related data in one system it has become possibleto design a common sales management methodology and toagree on common KPIs as the basis for management reporting.With the harmonization of the sales terminology and methodology, the exchange of best practices, the cross-organizational teaming and the sharing of resources and development efforts has become much easier.By replacing nearly 20 previous systems the overall operatingand maintenance cost of CRM have been reduced. The opportunityto share cost for development is an additional positive effect.

Time to identify

other arvato units

at the same

customer ”from 2

weeks to 2

seconds”

Time to identify

other arvato units

at the same

customer ”from 2

weeks to 2

seconds”

Time to consolidate

the pipeline for a

sales meeting

”from 2 days to 2

minutes”

Time to consolidate

the pipeline for a

sales meeting

”from 2 days to 2

minutes”

Operational and

maintenance cost

of CRM overall

reduced by 20 to

30%

Operational and

maintenance cost

of CRM overall

reduced by 20 to

30%


The “arvato map”

All arvato organizations and their account managers working for the same customer can be identified by a single mouse click!


Built-in sales methodology

Synchronized with the arvato services sales training curriculum, STARS is providing numerous functions to work with key information e.g. about the decision making process on the customer side.


The common STARS Sales Process

Target – As part of the target account planning a company has been identified as a potential future customer

Prepare initial meeting – To prepare for the first call or meeting, potential needs and areas where available services can be provided will be developed

Qualification – After one or more meetings with the company, the needs have been identified and the solution to be offered can be outlined

Scoping – All information required to prepare a qualified offer will be gathered in a dialogue with the company

Proposal submitted – Target company has received a qualified offer for evaluation and decision.

Negotiation – Contract negotiations with the potential customer are in progress

Closed – The offer has been accepted, rejected or the company will not outsource the services offered at

all

Short listed – The offer has been accepted and selected to be one of the most competitive offers

© arvato services 2008Convergence Copenhagen 2008 I Thomas Urban 27

STARS @ arvato servicesCustomer ShowcaseThomas Urban

Thank you

for your attention!

What Technology Analysts Are Saying

“If there’s one technology area where you should increase your

investment today, it’s customer relationship management (CRM),

particularly on the customer service and support side. As wallets shrink, customers

will continue to do business with companies that treat them well. Continuing to

invest in streamlining contact with your customers — through multichannel service

and support, Web self-service, and greater customer community interaction — can

reduce your overall costs while keeping customers happy.”

Managing IT In An Economic Downturn October 2008

http://nucleusresearch.com/

Real-world results

Jan Henk LeeuwenburgProject Manager ICTStork Fokker

Microsoft Convergence 2008 – CRM03

Microsoft Dynamics CRM for Fokker Services

by Jan Henk Leeuwenburg

Convergence 2008 - Microsoft Dynamics CRM

Fokker Services B.V.

Introduction of Fokker Services

Fokker Services was founded in March 1996 and is part of the Dutch Company Stork.



Introduction of Fokker Services

Fokker Services is an independent Aerospace services provider, combining OEM (design) knowledge and independent after-sales MRO support

Type Certificate holder of all 750 Fokker aircraft

Supporting aircraft operators and owners in the continued competitive operation of their fleet



Type Certificate Holdership (TCH)

Because of the TCH FS inherited all ICT systems and data.

One of these systems was Commercial System.An IBM mainframe based legacy “CRM” system.

The content was migratedto Microsoft Dynamics CRM

January 2008.



Overview of the Microsoft CRM implementation

1. Account levelContact, Opportunities, Visit Reports, Campaign

2. Question & Answer process (Technical Support)3. Relation account & aircraft

- Aircraft Operation - Aircraft Owner- Aircraft Utilization

4. Interaction with MyFokkerFleet



MyFokkerFleet.comMicrosoft Dynamics

CRM

Service Engineer

ERP-BaaN

FAX and e-mailcustomer

Technical Support process scheme

customer

answerquestion

workflow



Technical Support process• Customers can ask for AOG* (= Priority 1) 7x24

hr service

• Customers can check the status of their Question

• Customers can make queries on “Frequently Asked Questions”

FS engineers has all required customer info and their technical correspondence in one system.

*AOG = Aircraft on Ground



Aircraft operation and utilization

Aircraft operators have to report their aircraft utilization

Aircraft utilization = amount of flight hours and landings

Three purposes

1.Reports for Aviation Authorities (EASA, CAA-NL)

2.FS invoicesThe invoice of several FS contracts is based on aircraftutilization

3.Basis for Reliability Monitoring



Benefits Microsoft CRM

1) Technical Support efficiency and quality improvement for: a) customerb) internal users (search options)(Mainframe application contained metadata only)

2) Controllability utilization process improvement(Mainframe application was limited accessible)

3) Interchangeability of data

4) Support of non-Fokker aircraft



Benefits – for customers



Implementation - Lessons Learned • Microsoft Dynamics CRM is easy to implement but:

=> Use implementation phases - start with a small group of users=> Use a separate production server and test server

• Customization is relative simple=> Keep close to standard Microsoft Dynamics CRM

Þ Working with a good implementation provider (Microsoft Certified Partner) is essential.



Implementation - Lessons Learned

To implement new software in your organization is always difficult job, but it is nothing compared with an implementation for Marketing and Sales.

• 50% of your implementation team is traveling abroad.

• The customer gets priority - not the Project Manager.

• Sales people are more “I” cultured.

• They want to sell and they need a “CRM system” which contains the required information for their job. Not a system which must be filled with data by them.

THANK YOU!

Additional Customer PresentationsCRM07 :

Extending the Power of Sales

Force Automation

Nortel Wed 3:00-4:00 Room B3.5

BL02:

Leadership in Action:

Success Stories

ISS Wed 4:30-5:30Auditorium

12

CRM09 :

Grow Your Customer Service

Organizations and Contact

Center Investments as

Strategic Assets

Maccabi

HealthcareThurs 9:00-10:00 Room B3.5

CRM05:

How xRM can Redefine Your

Relationship Management

Capabilities

ING Real Estate Thurs 10:30-11:30 Room B3.5

Your Feedback Is Very Important To Us

Fill in your feedback form to win a Samsung i200 with Windows Mobile 6.1

There will be one phone given away for every session time slot across the entire conference!

© 2008 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after

the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

19-20 november, 2008 | copenhagen. david held product marketing manager microsoft corporation

Documents

bertelsmann arvato services

thomas urbanarvato services

thomas urbanstars

wide arvato value chain

thomas urban8 stars

thomas urbandecision

specialized business

growth potential