Recap of CRM course

Customer Relationship Management – Demystified!

What is CRM?

Is it a way of computerizing your business?

Is it a series of tools and techniques?

Is it a marketing program designed to attract customer loyalty?

CRM is• It recognizes that each customer is an individual and has a choice. It looks

at ways to treat customers more as individuals and to exercise their choice positively towards your organisation. It also embraces many current marketing and management methods, such as customer loyalty and marketing database management.

3 elements while aligning business to CR format

Two terms you should know

• Customer Lifetime value

• Customer Loyalty

Four steps to Relationship Management

Customer Loyalty is not as effective as it was planned to be• There are just too many programs – everyone offers them!• programs are frequently focused on short-term rewards not longer term benefits• Few programs seem to really understand the needs, views and ideas of their

customers• There is often little intelligent segmentation – everybody is assigned to the same

loyalty program, when in reality there are different reasons why some customers remain with the organisation and others do not

• There is no, or only a limited, opportunity for dialogue and interaction with customers

• The loyalty programs are seldom allowed to evolve and instead are simply replaced with something ‘new and improved’

• Customers are increasingly cynical about such programs• Companies lack the emotional or financial commitment to make the programs work.

Why Do customers defect?

If you want to lose all your customers, what would you do?• Ignore them• Lie to them• Fail to return calls or answer letters or e-mails• Fail to deliver on promises• Miss expectations• Be rude to them• Stop all marketing activity

If you want to lose all your customers, what would you do?• Patronise them• Fail to open on time or be available at the right times• Not listening to them• Poor follow-up• Incompetent staff• Poor product quality• Confusing pricing• Treating them as if they were in the wrong.

Why are customers lost?

• Price• Physical factors• Customer sophistication• Complexity• Competition• Costs

The Service Economy

Priority of Service• Necessary evil or a top management concern?Method of Service• Corrective action or customer driven service managementCustomer Requirements• Unknown or assumed or researched regularly and is the basis for

decisionsStrategies and Systems• Serve Organizational needs or serve customer needs?

Who are satisfied customers?

• In a highly competitive market?• In a monopolized Industry?

Do you lose satisfied customers

Research findings• Except in a few rare instances, complete customer satisfaction is the key

to securing customer loyalty and generating long –term financial performance

• Even in markets with relatively little competition, providing customers with outstanding value may be the only reliable way to achieve sustained customer satisfaction and loyalty

• Very poor service or products are not the only cause – and may not be the main cause- of high dissatisfaction. Often the company has attracted the wrong customers or has an inadequate process for turning around the right customers when they have a bad experience

• Different satisfaction levels reflect different issues, and, therefore, require different actions

• Even though the results of customer satisfaction survey s are an important indicator of the health of the business, relying solely on them can be fatal

Economics of Customer care

Whole Brained CRM- Left brained elements

• Senior Management buy-in• Total cost of ownership• ROI• Benchmarking and metrics• Application selection• Implementation planning• End-user training

Whole Brained CRM- Right brained elements• CRM and attitude• Human performance support• User adoption and self interest• Culture change

Customer lifetime value (simplified)

• Working from your annual accounts, take the total amount of revenue and divide it by the number of current customers.

• Calculate the average length of a relationship.

• Total the number of referrals that became customers for the year, and divide by your total number of customers. Add one (representing the original customer).

• Multiply the average spent per customer per annum, and any yearly dues, by the average length of a relationship.

• Multiply the number of referrals by the total in box four above. This total is the average value of each relationship.

What do customers expect from an enterprise?

• Customer product – high quality every time, preferably above expectations

• High perceived value – attention to detail and added service touches

• Clear benefits – stated and personalised

• Reliability – no broken equipment, or promises

• Customer service – responsive and knowledgeable

• Guarantee/warranty – deliver what you promise ‘or your money back’

• Accessibility – everybody should be available to talk to a customer

• Complaint resolution – fast response always

• Positive experiences – don’t serve your customers, delight them.

Customer Lifecycle ‘stages’

• 1. Contact phase• Goal: to gain a new customer. • Contact through marketing, advertising, telemarketing, personal selling,

direct mail, promotions, and publicity.

• 2. Acquisition Phase• Goal: to increase customer retention. • Collect as much information about the customer as possible. • Understand their purchase condition. • Offer them post-purchase reassurance. • Promote the price-value relationship.

Customer Lifecycle ‘stages’

• 3. Retention phase

• Goal: to create long-term, committed and loyal customers.

• Develop a service philosophy. • Increase the responsiveness to customers.• Identify and close service gaps. • Improve the service recovery process.• Measure customer satisfaction.• Reward positive customer behaviour.• Know your retention-related costs.

Customer Lifecycle ‘stages’

4. Loyalty phase

Goal: to extend your customer’s loyalty.

Define loyalty and customer lifetime. ▫ Know their lifetime value and average net worth. ▫ Counteract defection rates and patterns.▫ Understand loyalty calculations. ▫ Know your costs associated with their loyalty. ▫ Provide them with accurate customer information.▫ Ensure that you know your products inside out and back to front! ▫ Communicate with the customer. ▫ Learn about the customer. ▫ Provide value on every contact. ▫ Reward the customer’s loyalty.

Twelve ways to stay close to your customers• Show them that you think of them.?• Tell them what’s new• Offer ‘valued customer’ discounts.• Compensate• Be personal. • Always be honest.• Accept returns unconditionally• Honour your customer’s privacy.• Keep your promises. • Give feedback on referrals. • Make your customers famous … for 15 minutes.• Keep lines of communication open.

Customer attrition and retention

• What?

• Why?

• How?

Exit Questionnaires• Reasons stated could be categorized into-• Uncontrollable• House move, death, illness, loss of income, non-payment of relationship

fees (uncollectable).

• Controllable• Not using, no time, too expensive.

Customer Service Surveys• Why?• Customers have invested their time and sought services from you because

they believe that you can satisfy their desires.• How?• Questionnaires• Interviews• Direct Mail

How to keep your customers for life?

• Select the right customers through market research.

• Know your purpose for being in business.

• Move customers from satisfaction to loyalty by focusing on retention and loyalty schemes.

• Develop reward programmes.

• Customise your products and services.

• Train and empower your employees in excellent customer service.

• Respond to customers’ needs with speed and efficiency.

How to keep your customers for life?

• Measure what’s important to the customer – always add value.

• Know exactly what customers want in their relationship with you.

• Know why customers leave your enterprise by producing customer exit surveys.

• Conduct a failure analysis on your enterprise.

• Know your retention improvement measures – have a strategy in place.

• Use market value pricing concepts.

• Do what works all over again!

CRM Vision

Vision• A vision statement about the future of the business ( Five or a ten year

plan)

• A mission statement explaining how the organization expects to do

business

• A core values statement explaining what is essential to the

accomplishment of the mission and the fulfillment of the vision

• A description of standards against which it dares to be measured

Key Questions for CRM visionComponent Key Questions

Business Vision What is our overriding goal and desired future state?What is our commitment to survival, growth , profitability?Why are we in the business and what business are we in?Should we be in a single operating business or a diversified enterprise?If we opt for diversification, should our lines of business be related or not?

Key Questions for CRM visionComponent Key Questions

Target customers and Markets What markets do we want to target?Who should our customers be and which of their needs should we try to satisfy?

Geographic coverage What Geographic area should we serve?Should we compete regionally, nationally, multinationally or globally?

Key Questions for CRM visionComponent Key QuestionsPrincipal Products and services What range of products and

services will we offer?

Basis of competitive advantage What distinctive competencies will we maintain relative to competitors?What values will customers obtain from buying our products and services?

Key Questions for CRM vision

Component Key QuestionsCore technologies What kind of technologies do we

want to be involved in?

Values What key corporate values and shared beliefs do we hold dear?

Key phases for constructing a CRM vision

• Assess current business context• Create a strawman vision• Build a business case• Prioritize, plan and transform

Assess current business Context• What are the organization's current CRM practices?• Are CRM- related business objectives and strategies understood

throughout the organization?• What are the business and management requirements and constraints

with regards to CRM?• Does senior management understand the competitive environment?• What are the key business drivers that may change the CRM landscape

that the company is operating in?• Are some customers more valuable than the others?

Strawman vision• Why do we need to change? ( strategic and marketing vision for the

vision)• Who will our customers be?• How will we serve them?• What will be the benefits for us and them?• What will the future customer experience look and feel like from their

perspective?

Components of the Business case• Business rationale• Cost to get the benefits• Pay back case (ROI)• Risk analysis

CRM Business context summary• The case for change• Evaluation of current business context covering market and competitive

environment , CRM strategy assessment and CRM business objectives• Detailed customer analysis ( customer expectation, major segmentation

characteristics and profitability and customer positioning)• CRM financial baseline

Prioritize, plan and transform• Identify , validate and prioritize projects that will deliver organizational

transformation to support the CRM vision• Mobilize quick wins and implementation of interim solutions• Define and mobilize a program to deliver the projects as a single ,

integrated entity• Create a CRM transformation program document

The three performance programs

Understanding your customerThe Customer Performance Program

Understanding your customer• Customer needs• Requirements for Customer differentiation• The need for change in channel references and impact

Customer needs• Customer buying practices• Defection patterns• Rewards and incentives that have value• Opportunities for personalization of offers• Appropriate timing and frequency of customer promotions• Effective customer retention programs• Actions that make a difference

Understanding your organizationThe Organizational Performance Program

Six dimensions of OPP• Structure and People• Financial Strategy• Services and Products• Process and Delivery channels• Infrastructure and enabling supports• Market Strategy

Structure and People• Does the organizational structure support the appropriate roles,

responsibilities and authority required to make CRM vision a reality?• Is accountability clearly defined and does it contribute to and enable CRM

vision?• Do the right skills, knowledge and capacity exist?• How committed , loyal and effective are staff?• Where is performance superior and where does it require improvement?

Financial Strategy• Is required amount of money committed to the right areas?• Is enough being spent on people?• Is investment in people, process and technology paying off?• Are the financial targets being met?

Services and Products• Is the organization in the right business to meet customer needs?• Is expansion or significant change required?• Do the current products and services meet customer needs, wants and

expectations?• Can the current products and services sustain emerging markets?

Process and Delivery Channels• Are they enabling or inhibiting?• Are they designed to promote creativity, ownership and accountability?• Are they properly integrated while providing the flexibility and customized

service levels?

Infrastructure and Enabling Supports

• Are the current resources ( people technology, processes) enough?• Is the leadership appropriate?• Are there CRM champions across the organization?

Market strategy• Is the market strategy targeted correctly?• Is the strategy innovative and creative enough to draw customer

attention?

Developing an OPP• Develop the OPP framework

• Identify dimensions and determine how these will measure outcomes

• Create a list of performance measures and performance indicators that will determine if the dimension is meeting the performance driven CRM outcome

• Assess the feasibility of each performance measure (Validity, Controllability, Clarity, Accuracy, Cost, timelines, consistency, accessibility)

Developing an OPP• Define Performance measurement attributes (Definition, who is

accountable, data source, collection interval data type, weighting, influencing factors)

• Determine the baseline, targets and standards for each performance measures

• Define a regular reporting process• Take action• Practice performance driven CRM (Affect management, demonstrate

performance, excite and drive change, continually improve)

Committing to continuous improvement in Quality ServiceThe Quality Service Performance Program

• Your customers might differ – you will have some that are more valuable than others, more important – however, all should receive quality service. They can receive different levels of service, different types of service and through different service channels but all of them expect a standard quality when they get serviced

Quality Service Performance Program

• Eight Steps:• Establish Quality Service Champions• Embed quality service benefits• Define quality service expectations and standards• Develop quality service scorecard• Build enterprise wide complaint management process• Develop required service enablers• Develop a quality service management process• Develop an ongoing quality service communication process

Step 1 : Establish Quality Service Champions

• Champions track the program to ensure:• Effective management of the program• Keeping the commitment to continuous improvement alive• Innovation and creativity• Strong and sustained leadership

Step 2: Embed quality service benefits• Establish and communicate broadly Quality service principals and

fundamentals• Customer Bill of Rights (CBR)

• CBR for Hotel Business

Step 3: Define quality service expectations and standards• Publish service expectations and standards to all staff• Encourage staff to participate in developing performance measurements

and solicit inputs at every stage• Promote self – measurement and self-training – even peer coaching

Step Four – Develop a Quality Service scorecard• Measure proactively• Set targets and stretch targets for staff• Create an easy to use measurement tool for frontline staff members• Identify precise activities that illustrate the desired behavior• Pilot test and evaluate the scorecard

Step Five : Build enterprise wide complaint management process

• A fast and efficient issue resolution system• A fast and efficient best practice identification and sharing process

Step 6: Develop required service enablers

• Activities• Processes• Policies• Tools

Step Seven: Develop a quality service management process

• Management of staff performance• Staff training

Step Eight : Develop an ongoing quality service communication process• Advising staff of any training plans to support them in their journey• Brand and standardize every method of communication

Qualitative measures• Accuracy and completeness of the information provided• Employees’ communication and customer management skills• How customers are greeted• How employees complete the service• How employees handle difficult customers

Benefits of QSPP• Assist the organization in making better, informed decisions around what

is required to improve quality service across the organization• Improve allocation of CRM • Invites continuous improvement• Promotes and demonstrates CRM accountability throughout the

organization at every level with every individual

Service Levels

• Desired Service What you want is what you get

• Accepted Service What you get is what you’ll take

• Rejected Service What you have is a complaint

• Fantastic Service What you get is really great!

Customer focused selling and Marketing skills

Three Principles of Customer focused selling• Focus on the customer• Establish credibility• Persuade through involvement

Focus on the customer• View the customer as the centre of the sales process. • Concentrate on the customer’s buying steps, rather than on your sales

process or agenda.• Make everything you say or do vital to the sales interaction and of value

to the customer.

Establish credibility• Ask questions after the customer understands why sharing information is

important.• Propose a situation after the customer perceives his or her need as

urgent.• Close after the customer has sufficient information to make a decision.

Persuade through involvement• Allow the customer to give information.• Talk less and listen more.• View opposition as a sign of involvement.• Help the customer to solve the problem or meet a need.

Customer focused selling skills• Connecting• Encouraging• Questioning• Listening• Confirming• Providing.

Making a good first impression on first time sales calls• Any sales interaction –• Opening – To ensure a mutually agreeable purpose.• Progressing – To move towards accomplishing the purpose.• Concluding – To clarify the progress of the discussion and to set up the

next action step.

Opening the call• Purpose – State why you are contacting the customer.• Benefit – Explain the benefit of spending time with you to the customer.• Check – Ask if the customer agrees with your agenda.

A good opening• A good opening will:• Align expectations between you and the customer• Show that you are organised• Show concern for making the best use of the customer’s time• Open up communication with the customer.

Capability statement• The capability statement should:• Set the stage for a common understanding• Link capabilities to probable needs• Be based on as much knowledge as you can obtain about both the

prospect’s industry and particular situation• Be brief; not a product or service presentation• Not overload the customer with benefits, since you do not yet know much

detail about the customer’s needs• Be specific enough to be interesting• Be broad enough not to close off options.

• Note: Avoid pitching specifics (features and benefits) of the product at this point.

Customer focused selling skills• Connecting• To establish a personal bond with the customer.• Encouraging• To keep the customer participating in the sales call.• Questioning• To get in-depth information on the situation, problems and needs.• Listening• To hear and remember the facts and feelings shared by the customers.• Confirming• To make the progress of the sales call explicit.• Providing• To give information to create a clear, positive image of the salesperson, company,

products, and services.

Connecting skillsElement Description

Using eye contact Look into the other person’s eyes where possible.

Adapting Use patterns for the following that are compatible with the other person:•Speech•Gestures•Body posture.

Building rapport As appropriate:•Smile•Compliment•Use small talk•Find areas of mutual interest.

Encouraging skillsElement Description

Element Description

Reinforcing Give short, verbal and non-verbal signals.Use supportive questions and phrases to show you want to hear more.Example: ‘That sounds very important to you. Can you tell me more?’

Empathising Show that you understand how the other person feels.Examples:‘That must be frustrating.’‘That’s something to be proud of!’Note: This does not necessarily imply agreement.

Accepting Show that you have received the information being communicated.Examples:‘I understand your view.’ ‘That’s an interesting observation.’Note: This does not necessarily imply agreement.

Questioning skills

Element Description

Closed questioning Direct questions that can be answered with one or two words.

Open-ended questioning Questions that:•Require more than a simple ‘yes’ or ‘no’ answer•Usually begin with who, what, when, where, why, or how.

High-impact questioning Open-ended questions that ask customers to search for new meanings in existing information.

Listening skillsElement Description

Concentrating Resist distractions.Focus on the customer and concentrate on what is being said.

Remembering Retain relevant information that the customer gives you.

• Attentive Listening•Reflective Listening•Active Listening

Confirming skillsElement Description

Summarising Restate or paraphrase what the other person has said by:•Listing important points•Reviewing what the other person has said to check your understanding•Pulling together related issues.

Checking Check for the customer’s agreement by:•Watching for non-verbals•Asking directly.

Providing skillsElement Description

Stating benefits Present benefits that are keyed to the needs of the other person.Check to allow the other person to ask for clarification or more information.

Speaking concisely Speak briefly and to the point.Provide ‘headlines’. Go into detail only if asked to by the other person.

Using enthusiasm Show excitement and conviction in your plans or proposals by using:•A faster pace•More modulation•Increased volume•More gestures.

Objection handling processStep Action

1 EncouragingNote: This is continued through the entire process

2 Questioning

3 Listening

4 Confirming

5 Providing

6 Checking

Key encouraging actions• Do not try to answer the objection at this point.• Acknowledge the customer’s right to object and indicate your willingness

to let the customer express his or her reservations completely.• Listen carefully to what he or she has to say.• Show empathy. Understand how the customer feels by putting yourself in

his or her place.• Use this step to begin thinking about the best way to resolve the

objection.• Encouraging the customer is not the same as agreeing with the customer.

You do not need to agree with the customer’s opinion. You do need to agree with his or hers right to express honest feelings during the sales call.

• When in doubt, ask the customer to elaborate.

Key questioning actions• Do not assume that you understand the objection.• Do not belittle the questioning phase or appear to cross-examine the

customer.• Encourage the customer to keep him or her involved.

Key listening, confirming and checking actions• Do not interrupt• Actively listen, so you really understand the objection.• Summarise what you have heard.• Check your understanding with the customer.• Ask the customer directly if they are satisfied with the resolution.• If not, repeat the six-step process.

eCRM• The foundation of eCRM is the application of traditional CRM

methodologies, techniques, and tools to data that is garnered via electronic commerce as opposed to traditional channels of distribution.

• Traditional CRM may be defined as a process that balances the use of corporate resources with the satisfaction of customer needs. Traditional CRM looks at outputs in terms of revenues and profits while taking customer value and motivation into account

Types of eCRM• Operational eCRM involves actual contact with the customer through

electronic means such as an online Web form or fax. The processing of data collected through operational eCRM is analytical eCRM. This involves many of the same techniques as traditional CRM, such as data mining, to glean valuable information about current and potential customers

• Analytical CRM - Data mining involves the use of statistical software tools in order to determine patterns in data. These patterns are used to develop knowledge about customers and also provide the foundation for the ultimate use of CRM: developing better relationships with customers. The use of such knowledge must be well planned and follow a set of predetermined process steps aimed at enhancing customer interaction and sales.

B2B Applications of SCM• Market Mediation - mechanisms are those used either to generate new

channels of distribution through e-marketplaces or to support existing channels with company Web sites

• Collaboration - mechanism to improve efficiency and responsiveness through enhanced information exchange between partners in the supply chain.

CRM Implementation

Implementation Phases• Strategy• Planning• Structure• Construct• Transition• Deploy

Phase 1: Strategy• Corporate objectives, business drivers and project goals are accessed and

mapped to their potential impacts and measurements.• Critical business processes, current infrastructure and application

portfolios are analyzed

Deliverables• An executive Strategic Outline that includes a comprehensive list of an

organization’s major business drivers and business objectives• A high-level assessment of the major features to be included to achieve

business objectives

Phase 2: Planning• Building project mission, objectives and performance measures based on

strategic project objectives and business drivers

Deliverables• A framework for the project charter , explaining how the project will be

conducted• A list of project objectives• An initial project plan with key milestones and defined deliverables

Phase 3: Structure• Establishes a project framework. The information gathered in the planning

phase is used to identify, analyze and prioritize any affected business processes and assess the software fit

At the end of this phase• Documented business needs and identified and prioritized affected

business processes• Assessed the fit of the software solution and identified gap solutions• Developed a comprehensive technical architecture strategy and scope• Defined the technical and functional specifications for the project• Developed a training plan for the project team• Finalized the project charter and scope

Phase 4: ConstructRepresents the design, build and configuration of the system .

Documentation is also written.

Deliverables• Constructed workflows and expected outputs• Complete test plans• A production support plan• A go-live contingency plan• A fully configured system into which historical and current data is loaded

Phase 5: TransitionGo-live planning. Includes updating and finalizing system configuration and

the set up of base tables; preparing the production environment , conducting the system, user, performance tests, ensuring a smooth transition into production. End-user training approach is also determined

At the end of this phase, users have• A fully –tested production-ready system• A complete end-user training approach ready for roll-out• A tested cutover plan

Phase 6: Deploy• End-user training execution, move to production and post-production

support

At the end of this phase, customers will have• Closed the legacy system and turned on the new system• Moved all project support activities to the customer production support

team• Trained the end users• Receive the go-live support

CRM Applications

Sales Force Automation

Contact Management system• They are aimed at the single sales person• It handles contact records with individual flat file contact databases• Basic reporting tools are available• Web versions don’t need to be synchronized- easy• Personalized interfaces, personalized contact letters

It is not CRM• It is software –not strategy• It is primarily data driven – not process driven• The integration capability is weak and non-existent• It is not scalable• It is not very customizable• The results are not real time but need to be generated each time• There is no workflow• Analytics are non- existent• It promotes ‘lone wolf’ culture rather than a team standard

Sales Force Automation System• Pipeline visibility• Data central for consolidated sales information• Territory management• Strong forecasting capabilities• Solid analytical tools• Dashboards and reports

Value added features• MS outlook integration• Better mobile applications• Offline versions• Instant messenger integration• Mobile versions of their applications with easy wireless web access• Improved calendar functionality• Proposal and quote systems• User interface suited to sales, not IT• Configurable, personalized screens and interfaces• Analytics and data access for masses

Supply chain management

5 components of supply chain management• Plan• Source• Make • Deliver• Return

Plan • Balance resources with requirements and establish/communicate plans

for the whole supply chain and the execution processes of source, make and deliver

• Management of business rules, supply chain performance, data collection, inventory, capital assets, transportation, planning configuration and regulatory requirements and compliance

• Align the supply chain unit plan with the financial plan

Source• Schedule deliveries; receive, verify and transfer product; and authorize

supplier payments• Identify and select supply sources when not predetermined- as for

engineer to order product• Manage business rules, assess supplier performance and maintain data• Manage inventory, capital assets, incoming product, supplier network,

import/export requirements and supplier agreements

Make• Schedule production activities, issue product, produce and test, package,

product to deliver • Finalize engineering for engineer-to-order product• Manage rules, performance, data, in-process products (WIP), equipments

and facilities, transportation, production network and regulatory compliance for production

Deliver• All to routing shipments and selecting carriers• Warehouse management from receiving and picking product to loading

and shipping product• Receive and verify product at customer site and install, if necessary• Invoice the customer• Manage deliver business rules, performance, information, finished

product inventories, capital assets, transportation, product lifecycle and import /export requirements

Return• All return defective product steps from authorizing return; scheduling

product return; receiving, verifying and disposition of defective product; and return replacement or credit

• Return excess product steps including identifying excessive inventory, scheduling shipment, receiving returns, approving request authorization

• Manage return business rules, performance , data collection, return inventory, capital assets, transportation, network configuration and regulatory requirements and compliance

Integrated processes, Infinite value

• Integration of marketing and sales• Promotions management• Demand forecasting• Product configuration• Available to promise• Order management• Embedded inventory

Working across the value chain• Shorter order cycle times• Increased order accuracy• Reduced incomplete orders• Fewer weekly order status calls• Reduced inventory costs• Reduce enterprise spend on cost of goods

Data, Data warehousing, Data mining

Know…• Data• Entities and attributes• Metadata• Data mart• Data warehouse• Data mining

Data Quality• Accuracy• Integrity• Consistency• Completeness• Validity• Timeliness• Accessibility

Data Models• Conceptual data model – Data requirements are scoped from a business

stand point – not from an architecture standpoint . Technical details are not a part of this.

• Logical data model – technical details of data architecture like normalization, establishing relationships are done here. Constraints or restrictions of DBMS are not factored

• Physical data model - Mapping of database design data groupings into physical data areas, files, records etc

Analytics• Analytics are the collection, extraction, modification, measurement ,

identification and reporting of information designed to be useful to the party using analytics

• Descriptive Analysis• Predictive Analysis

• Analytics provide actionable intelligence

Analytics Process• Segmentation• Modeling and Scoring• Validation• Risk analysis• Measurement and tracking

Business IntelligenceBusiness intelligence is the use of organization’s disparate data to provide

meaningful information and analysis to employees, customers, suppliers and partners for more effective decision making

BI is not jest a CRM thing. It is used for – • Data warehouse reporting• Sales and marketing analysis• Planning and forecasting• Financial consolidation• Statutory reporting• Budgeting• Profitability analysis