crm done right for nzsug 20091111
DESCRIPTION
How to run a CRM implementation from a customer point of viewTRANSCRIPT
Thomas Wieberneit
11.11.2009CRM Done Right
The Nirvana of CRM: “A Company like Me”
ConversationTransparencyPersonal connectionEye-to-Eye relationship
Paul Greenberg, DestinationCRM July 2008
The Status Quo of CRM is far from Nirvana
Ambitious GoalsMulti channel strategies360 degree view on customersLoyalty managementBranded communities/social media
YETLacking executive supportInsufficient Business – IT alignmentSiloed systemsMissing or poor process / data integration
Failing Projects
Questions Everywhere – And an Answer“Why did they take all my shipping information if they were out of stock?”“Why did they send me a paper coupon when I like to shop on-line?”“Why did they charge me a service fee? Don’t
they know what my balance is?”“Why do I have to keep checking on my order? Can’t someone keep me updated?”“Why do I have to give my information
again? They’ve taken it already!”
“…because that’s our process.”
Adapted from Jill Dyche, 2005
Good in Marketing and Sales?
Embarrassing, but sorry: We’re out of catalogs…
So… Don’t call us, we’ll call you!
… and our web site is a big
secret!
Adapted from Jill Dyche, 2005
Good in Sales and Service? We don’t really know you.
We are not in control of our supply chain …
Just because you can order anytime doesn’t mean you
can get help anytime.
We’re hoping we’ll be luckier with our
inventory next time or that you’ll
be desperate enough to come
back anyway.
Ouch!
Adapted from Jill Dyche, 2005
How to reach the Nirvana?
Strategy
BusinessProcesses
Technology
Change Management
People
Building the Roadmap
Economic climate
Projectrisk
strongweaklow
high Compliance
Efficiency
Strategic
Growth
Time
Initi
ativ
es
Analyse
IdentifyCategorize
Prioritize
Identify the Right Team – With Executive Support
CRM VisionCRM Strategy
Identify the Strategic and Tactical Needs
All possible initiatives need to resolve business issuesPortfolio Management considering
• Corporate strategy• Departmental strategies• IT strategy
Categorize the Needs
Source: Forrester Research
Compliance Address regulations (e.g. Pharma Industry) Attend to security issues Support privacy preferences Basel II, SOX, etc.
Efficiency Improve supplier and procurement leverage Identify aggregate credit risks Manage personnel hierarchies Improve data integration Reduce cost of sale
Strategic Know the customer Address retention Identify customer value Improve data quality
Growth Target top accounts Grow sales by cross-sell or upsell Market efficiently Improve response times
Economic climate
Projectrisk
strongweak
low
high
Initiative Category Cost BVI Priority
Strategic $$Growth $$
Efficiency $$
Compliance $$
Categorize
andprioritize
Business Value Indicators allow Project Prioritization by Business Value
• Each project carries a collective business value metrics based on:
– Business Value – 14 parameters – IT Efficiency – 11 parameters– Financial view – 5 parameters
• Portfolio mix: agile, cost-based or balanced• Reports risk and probability for success
Prioritization of CRM Initiatives depends on their Alignment with Critical Business Drivers
Initiative Category Cost BVI Priority1 Strategic $$ N1 92 Strategic $$ N2 83 Growth $$ N3 64 Growth $$ N4 45 Efficiency $$ N5 66 Efficiency $$ N6 17 Efficiency $$ N7 38 Compliance $$ N8 59 Compliance $$ N9 2
Initiative; size of the bubble indicates estimated cost of initiative
Economic climate
Projectrisk
strongweak
low
high Compliance
Efficiency
Strategic
Growth
Integrate CRM Initiatives into the Roadmap
Time
Initi
ativ
es
CRM ProjectOther Project
EXECUTE, Measure – and Revise
Economic climate
Projectrisk
strongweaklow
high Compliance
Efficiency
Strategic
Growth
Time
Initi
ativ
es
Analyse
IdentifyCategorize
Prioritize
