iceland telecom competitive advantage through crm & edm process innovation agnar mar jónsson...
TRANSCRIPT
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ICELAND TELECOMCompetitive Advantage through CRM & eDM Process Innovation
Agnar Mar Jónsson
Managing Director
Sales and Marketing
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Agenda
• Iceland Telecom
• Using Document Management to cope with your Account Management and Quality standards
• What's CRM
• Using Document Management for an effective CRM
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Iceland Telecom, activites• 1.300 employees
• 300.000 customers
• Inbound activities– 35.000 incoming calls per day
• 2500 service orders per day
– 1000 Customers per day through Service Centres– 35.000 Internet customers per day
• 600 service orders per day through the Web
• Outbound activities– Account management to large and medium sized companies– Direct Sales to High Valued customers
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Iceland Telecom 1999
• Other FACTs:– Fierce competition evolves in the small Icelandic market
– Laws and regulations to cope with
– Shift in the market and new players are entering
– Multiple staff sometimes work on a customer issue unaware that it is being addressed by other staff
– Customers sometimes feel compelled to call multiple departments and perceive their concern has been handled inappropriately or "fallen through the cracks“
– No central database for tracking requests or complaints
– Sales channel not implementet
FACT: We used to be a governmental organisation
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Desission taken 1999
• New division, Strategic Accounts– Aggressive sale to large accounts– Implement Document Management System to
maximise results– Implement the sales process throughout the
organisation– KISS
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The main objectives:
• The main objective of the project was to increase the quality of service to customers and the efficiency of employees, achieved by:– Adopting all work processes to a
user-friendly/standardised system with "open access" where many people can work on the same case resulting in increased output from the processes
– Implementing electronic data/document management with controlled, traceable and categorised access to all documented clients and projects
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The purpose of the implementation was:
• To be able to store documents electronically, scan or record, references to hardcopy documents and store all e-mail in a centralised database
• To make documents and the company's filing system more visible and more accessible
• To make written communication simple and easy.• To support project and issue management• To register all complaints and use them to become a
better organisation
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The Solution
GoPro Case forCorrespondence
GoPro Case forCase mgmnt
ITSSQualityModule
All customers•Inbound•Outbound•Cases
Serious Complaints•Responsible employee•Customer related
Quality control•Evaluation•Grouping
IBMContentManager
Scanned documents
Complaints
Contact Centre
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Ppositive impact on the organisation
• Unified/standardised view of all documents.
• Document processing and creation faster and less costly
• Faster searching options
• Storage plan for each file category insures document safety
• Eliminates unnecessary copying and duplication of documents
• Eliminates inconsistency between electronically stored documents and hardcopy documents
• All work is controlled by quality standards
FACT: No more brown envelopes!
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Verifiable benefits (tangible and intangible).
• The time used to distribute incoming documents has gone down 60%
• Employees using the application spend at least 50% less time in finding documents and customer information
• Employees in sales and customer relations (about 200 at Iceland Telecom) spend 30% of their time looking for information
• The Customer has huge impact on how we operate.• In whole this is estimated to save directly over 5.000 hours a
month. Estimated wworth 200.000 Euro a month.• Process improvement and complaints services valued at
approximately 60.000 Euro a month.
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Desission taken 2000
• The organisation is turned 180 degrees– Focus on the market rather than products– Divided up in Organisations and Residential
• New division, Sales and Marketing– Active sales to small companies and the
residential market– KISS
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Residential market, Year 2000
• Service Centres– 10 stores around the country– No direct sale– Advertise, advertise…with hope to reach
customers
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Corporate Sales, Year 2000
• Account management since 1999– Increased revenues (30%)– Increased customer satisfaction
• Account Management not feasible for small companies– 14000 companies– Call Centre plus 2 sales reps
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Farsímamarkaðurinn:
Call Centre evolution
Agents Groups
CTI
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Simple Access To Iceland Telecom
WAPE-mailFaxphone
Contact center
Letter
Plain Telephoniservice
Mobile telephoniservice
SalesService
Residential Customers, small companies
Internet ISDNADSL
Broadband etcservice
BillingServices
WWW
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Cost per channel
• Direct Marketing $ 5
• Contact Centre $ 21
• Sales force $ 160
• WWW/e-mail 16 cent
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Why Management
• Savings– 5 to 8 times more expensive to get customer than keep.
• Deep Sell– Sell more of the same
• Up Sell– Sell more value
• Cross Sell– Sell add-on things
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Customer Loyalty
CostRevenues
New Customer Maintain Customer
CustomerAcquisition
Cross SellUp SellDeep Sell
LoyalCustomersGet new
Satisfaction
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The CRM Model
CustomerLive TimeValue
Loyalty
Cross SellUp SellDeep Sell
ImageServices
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CRM
Data Warehouse
GoPro/ITSS
Customerbehaviourmodel
Customer
Customeranalyses
Relations
Customer Information
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Managers Control Board
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LAST FACT: 2’nd best in Europe
AIIM
Iceland Telecom CRM solution chosen 2’nd best in Europe atAIIM conference 2000
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Why all this?????
• We want to be faster than our competitors to understand our customer needs...
• …and more over, to have the ability to create solutions for that customer faster than the competitors.
• We want to stay in touch...