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Building The Customer Centric Enterprise – Beyond Technology

Building The Customer Centric Enterprise – Beyond Technology. Lisa Loftis Intelligent Solutions, Inc. www.IntelSols.com LLoftis@IntelSols.com. The Evolution of CRM. The Past: Where did we start? The Present: What’s different? The Future: Where are we going?. Market Products to the Masses.

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Building The Customer Centric Enterprise – Beyond Technology

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  1. Building The Customer Centric Enterprise – Beyond Technology Lisa LoftisIntelligent Solutions, Inc.www.IntelSols.comLLoftis@IntelSols.com

  2. The Evolution of CRM • The Past: Where did we start? • The Present: What’s different? • The Future: Where are we going?

  3. Market Products to the Masses 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???

  4. 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?

  5. The Evolution of CRM • The Past: Where did we start? • The Present: What’s different? • The Future: Where are we going?

  6. 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

  7. 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

  8. 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 1 From the book, Building the Customer-Centric Enterprise, by Imhoff, Loftis & Geiger, John Wiley & Sons, 2001

  9. 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 policiesto total customer value

  10. 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

  11. Product Development Product Development Product Development Organization Structure Traditional National Communications Cellular Cable Long Distance Marketing Marketing Distribution Distribution Systems Systems Customer Care Customer Care Product Development Product Development Product Development

  12. Product Development Product Development Product Development Product Development Product Development Product Development Organization Structure - Evolving National Communications Cellular Cable Long Distance Customer Management Marketing Customer Care Customer Care Customer Portfolio Distribution Systems Marketing Customer Management Distribution Systems Customer Portfolio

  13. National Communications Shared Systems Strategic Operations Cellular Cable Business Management Long Distance Marketing Business Intelligence Customer Care Customer Care Business Operations Marketing Systems Distribution Distribution Systems Customer Management Product Development Product Development Product Development Product Development Product Development Customer Portfolio Product Development Organization Structure - Evolved

  14. 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?

  15. Culture Incentives and Objectives

  16. Culture – Cooperation and Sharing

  17. Technology - Customer Information • Customer information should be: • Elevated to the level of a strategic corporate asset • Integrated • Shared throughout the enterprise

  18. Customer Product Product Customer Product Customer We Need To Get From Here… Operating Data Customer File THE REALITY Product Customer ? Sales Force Automation Marketing Database Customer Product Management Profitability Call Center/Telephony Customer Product

  19. Information Workshop Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internet API OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart DSI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  20. Operational CRM Applications API Operational Data Store TrI Data Acquisition API Meta Data Management API Strategic CRM Applications API Operational Systems API DSI Exploration Warehouse API Data Warehouse Data Delivery DSI Data Mining Warehouse Data Acquisition API DSI Data Mart API Operational Systems

  21. Business Management Business Operation Business Intelligence Information Workshop Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  22. Business Intelligence Business Management Information Workshop Workbench Library & Toolbox Information Feedback Operational Systems are the internal and external core systems that run the day-to-day business operations. They are accessed through application program interfaces (APIs) and are the source of data for the data warehouse and operational data store. Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  23. 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

  24. Front-Line Requirements • Ensuring effective and successful Front Line utilization of customer information requires: • Requires accurate data • Expects minimal additional screens - single screen view preferred, sized appropriately • Assumes clearly presented information with intuitive meanings and uses that deliver noticeable value • Demands current data – refreshed daily or immediately if possible

  25. 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

  26. Business Operation Business Intelligence Information Workshop The Operational Data Store is a subject-oriented, integrated, current, volatile collection of data used to support the tactical decision-making process for the enterprise. Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  27. Functions Sales Service Campaign Contact Information • Contact History • Customer Relationship • Customer Needs • Customer Behavior • Customer Preferences • 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 Brick & Mortar Distribution Centers Contact Centers Web Access User Interfaces Rules • Prompts • Intelligent Sales • Recommendations • Help ODS

  28. Business Operation Business Management Information Workshop Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API OLAP Data Mart DSI Operational Data Store API The Data Warehouse is a subject-oriented, integrated, time-variant, non-volatile collection of data used to support the strategic decision-making process for the enterprise. Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  29. Business Operation Business Management Information Workshop Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API The OLAP (online analytical processing) Data Mart is aggregated and/or summarized data that is derived from the data warehouse and tailored to support the multidimensional requirements of a given business unit or business function. OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  30. Information Workshop Workbench Library & Toolbox Information Feedback Exploration Warehouse External DSI Data Warehouse API ERP Data Mining Warehouse DSI Data Acquisition CIF Data Management Data Delivery Internal API OLAP Data Mart DSI Operational Data Store API Legacy TrI Oper Mart TrI API Other Operational Systems Meta Data Management Operation & Administration Service Management Change Management Systems Management Data Acquisition Management

  31. Executive Mandate Manager Buy-In • Influence IT approach and structure • Reorganize or establish coordinationfunction • Set performance objectives • Top-down communication • Directives endorsed and carried out • Cooperation and information sharing

  32. 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

  33. 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)

  34. Questions

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