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Building The Customer Centric Enterprise – Beyond Technology Lisa Loftis Intelligent Solutions, Inc. www.IntelSols.com [email protected] © 2004, Intelligent Solutions, Inc. The Evolution of CRM The Past: Where did we start? The Present: What’s different? The Future: Where are we going? © 2004, Intelligent Solutions, Inc. The Beginning – Product Focus Organization by product Billing/account organization Product profitability Product volumes Product capacity utilization Segmentation to support products Call centers by product Customer??? Market Products to the Masses © 2004, Intelligent Solutions, Inc. Product Focus Precludes Answers How many customers do you have? How many products does each customer own? Can your best customers contact you effectively and efficiently? Can you anticipate the customer’s needs accurately enough to be in the right place, at the right time, with the right product for them? © 2004, Intelligent Solutions, Inc. The Evolution of CRM The Past: Where did we start? The Present: What’s different? The Future: Where are we going? © 2004, Intelligent Solutions, Inc. The Present – Customer Focus Customer needs based sales and marketing Customer segment organization Customer care centers Focus on developing lasting relationships Customer satisfaction measured Retention key objective Tailor Products to the Customer © 2004, Intelligent Solutions, Inc. The Evolution of CRM The Past: Where did we start? The Present: What’s different? The Future: Where are we going? And how do we get there © 2004, Intelligent Solutions, Inc. CRM Definition Customer Relationship Management . . . Aligning business strategy, organization structure and culture and customer information and technology so all customer interactions can be managed to the satisfaction of the customer and to the benefit and profit of the organization.1 From the book, Building the Customer-Centric Enterprise, by Imhoff, Loftis & Geiger, John Wiley & Sons, 2001 1 © 2004, Intelligent Solutions, Inc. CRM Strategy – Must Be Present Retention • Identify customers likely to leave & implement sales and service policies to keep them Cross-sell • Determine profitable multi-product discounts and actively promote them Satisfaction/Risk Management • Tailor credit and collection policies to total customer value © 2004, Intelligent Solutions, Inc. Impact of Organization Structure What’s best for the customer - what’s best for the business area Coordinating cross business area initiatives • • • Getting them off the ground Arbitrating cost & profit allocations Monitoring initiatives Rounding up business areas that don’t want to play © 2004, Intelligent Solutions, Inc. Organization Structure Traditional National Communications Cellular Long Distance Cable Marketing Distribution Systems Customer Care Product Product Development Product Development Development Marketing Distribution Systems Product Product Development Product Development Development Customer Care © 2004, Intelligent Solutions, Inc. Organization Structure - Evolving National Communications Cellular Long Distance Cable Customer Management Customer Care Customer Portfolio Distribution Marketing Customer Management Systems Product Product Development Product Development Development Customer Portfolio Marketing Customer Care Systems Distribution Product Product Development Product Development Development © 2004, Intelligent Solutions, Inc. Organization Structure - Evolved National Communications Cellular Cable Strategic Operations Long Distance Shared Systems Customer Care Marketing Customer Care Business Management Marketing Systems Distribution Business Intelligence Business Operations Systems Product Product Development Product Development Development Customer Management Customer Portfolio Distribution Product Product Development Product Development Development © 2004, Intelligent Solutions, Inc. Impact of Culture How is change originated in your organization? • • • Top down Bottom up Somewhere in between Do you have CRM performance objectives and incentives? Do your training programs provide CRM skills? © 2004, Intelligent Solutions, Inc. Culture Incentives and Objectives Marketing Objective 1 Objective 2 Objective 3 Increasing share of Movement of customers Prompting of service and wallet across segments sales channels Traditional measures adjusted – call handle time Service Cross-sales and retention saves Customer satisfaction with service process Sales Cross-sales Customer and share of wallet increases satisfaction with sales process Sales and deal teams factored into incentives © 2004, Intelligent Solutions, Inc. Culture – Cooperation and Sharing Objective 1 Objective 2 Objective 3 Marketing Current campaign information actively communicated to all contact channels Provides understanding of customer base to all distribution points Maintains central solicitation mechanism – prevents over solicitation Service Common customer information shared across all service channels Service processes coordinated across channels Customer complaint information provided to marketing and sales Sales Sales and deal teams dynamic – product specialists available as needed Customer contacts recorded and shared across all sales channels Processes and pricing coordinated across all sales channels © 2004, Intelligent Solutions, Inc. Technology - Customer Information Customer information should be: • • • Elevated to the level of a strategic corporate asset Integrated Shared throughout the enterprise © 2004, Intelligent Solutions, Inc. We Need To Get From Here… Operating Data Customer Customer File THE REALITY Product Marketing Database ? Product Customer Sales Force Automation Product Customer Customer Product Call Center/Telephony Product Customer Management Profitability Customer Product © 2004, Intelligent Solutions, Inc. Information Workshop Library & Toolbox Workbench Information Feedback External API Data Warehouse ERP Internet API API Legacy API Other Operational Systems Systems Management Data Acquisition CIF Data Management Data Delivery Operational Data Store TrI Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Oper Mart DSI Meta Data Management Data Acquisition Management Operation & Administration Service Management Change Management Operational CRM Applications Meta Data Management Strategic CRM Applications Data Acquisition © 2004, Intelligent Solutions, Inc. API API API API Operational Systems API API API Operational Systems Data Acquisition API Exploration Warehouse Data Warehouse Data Delivery Data Mining Warehouse Data Mart DSI DSI DSI Operational Data Store TrI © 2004, Intelligent Solutions, Inc. Information Workshop Library & Toolbox Workbench Information Feedback Business Intelligence External Business Data Operation Acquisition API ERP Internal API API Legacy API Other Operational Systems Systems Management Data Warehouse CIF Data Management Data Delivery Operational Data Store TrI Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Business Management Oper Mart TrI Meta Data Management Data Acquisition Management Operation & Administration Service Management Change Management © 2004, Intelligent Solutions, Inc. Information Workshop Library & Toolbox Workbench Information Feedback External API ERP API Internal API Legacy API Other Operational Systems Systems Management Operational Systems are the internal and external core systems that run the day-toExploration DSI day business operations. TheyWarehouse are accessed Data through application program interfaces Warehouse Data Mining DSI (APIs) and are the source of data for the Warehouse Data CIF Data Data data warehouse and operational data store. Acquisition Management Delivery Business Intelligence OLAP Data Mart Operational Data Store TrI DSI Business Management Oper Mart TrI Meta Data Management Data Acquisition Management Operation & Administration Service Management Change Management © 2004, Intelligent Solutions, Inc. CRM System Issues Customer component - CIF/customer profile • • Replacement or integrated component Where do updates to customer information take place Transaction systems – CRM account screens • • • Amount of customization Degree of integration Currency of information Integration with other systems • • Investment systems Other workflow systems Target users and processes • • • Branches, call center or both Tellers, desk staff, other departments Contact tracking, workflow, sales prompts © 2004, Intelligent Solutions, Inc. Front-Line Requirements Ensuring effective and successful Front Line utilization of customer information requires: • • Requires accurate data • Assumes clearly presented information with intuitive meanings and uses that deliver noticeable value • Demands current data – refreshed daily or immediately if possible Expects minimal additional screens - single screen view preferred, sized appropriately © 2004, Intelligent Solutions, Inc. Front-Line Requirements Effective delivery of customer knowledge to Front Line is a significant effort • Requires cross organizational team with adequate participation – appropriate ownership Training, delivery, marketing, IT • Pre-deployment planning must measure impacts of new information Information utility and clarity Policies and standards for new information Positioning of screens and required behavior into transaction flow - processes • Clear and effective training programs vital © 2004, Intelligent Solutions, Inc. Information Workshop Workbench The Operational Data Store is a subject-oriented, integrated, current, Information volatile collection of data usedFeedback to support the tactical decision-making process External for the enterprise. Library & Toolbox Business Intelligence Business Data Operation Acquisition API ERP Internal API API Legacy API Other Operational Systems Systems Management Data Warehouse CIF Data Management Data Delivery Operational Data Store TrI Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Oper Mart TrI Meta Data Management Data Acquisition Management Operation & Administration Service Management Change Management © 2004, Intelligent Solutions, Inc. Brick & Mortar Distribution User Interfaces Centers Contact Centers Web Access Rules Functions Sales ODS Service Campaign Contact • • • • • Information Contact History Customer Relationship Customer Needs Customer Behavior Customer Preferences • • • • Prompts Intelligent Sales Recommendations Help Supports comprehensive enterprise wide contact information from all Lob's Provides client, household and extended relationship views Provides information at account/product level Provides or integrates with sales, service and business analysis and management functions © 2004, Intelligent Solutions, Inc. Library & Toolbox Information Workshop Workbench Information Feedback External Business Data Operation Acquisition API API ERP Internal Data Warehouse CIF Data Management Data Delivery The Data Warehouse TrI oriented, integrated, time-variant, nonOther API volatile collection of data used to Operational Systemsthe strategic Meta Data Management support decision-making process for the enterprise. API is Operational a subjectData Store Legacy Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Business Management Systems Management Data Acquisition Management Operation & Administration Service Management Oper Mart TrI Change Management © 2004, Intelligent Solutions, Inc. Library & Toolbox Information Workshop Workbench Information Feedback External Data Warehouse Business Data CIF Data Data The OLAP (online analytical processing) Delivery Data Acquisition Management Operation API API ERP Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Internal Mart is aggregated and/or summarized data Legacy Operational API Store that is derived from the dataData warehouse and TrI API toOther tailored support the multidimensional Operationalof a given business unit or requirements Systems Meta Data Management business function. Business Management Systems Management Data Acquisition Management Operation & Administration Service Management Oper Mart TrI Change Management © 2004, Intelligent Solutions, Inc. Information Workshop Library & Toolbox Workbench Information Feedback External API Data Warehouse ERP Internal API API Legacy API Other Operational Systems Systems Management Data Acquisition CIF Data Management Data Delivery Operational Data Store TrI Exploration Warehouse DSI Data Mining Warehouse DSI OLAP Data Mart DSI Oper Mart TrI Meta Data Management Data Acquisition Management Operation & Administration Service Management Change Management © 2004, Intelligent Solutions, Inc. Executive Mandate Manager Buy-In Influence IT approach and structure Reorganize or establish coordination function Set performance objectives Top-down communication Directives endorsed and carried out Cooperation and information sharing © 2004, Intelligent Solutions, Inc. Leadership Ability - Required Active executive sponsor for CRM imperative Accountability for CRM is Essential Ability to migrate organization is required • • • Must influence management team Must inspire line organization Must communicate CRM intentions To organization To business community To public © 2004, Intelligent Solutions, Inc. Conclusion It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. Niccolo Machiavelli The Prince (1513) © 2004, Intelligent Solutions, Inc. Questions