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Presentation to The Goekin Group. Service Disabled Veteran Enterprises, Inc. Today’s Discussion. Introductions Exit Criteria What will we accomplish today? Objectives and Key Strategies Marketplace Overview Personal Guardian Technology Our Approach Marketing on the Differences

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presentation to the goekin group

Presentation to The Goekin Group

Service Disabled Veteran Enterprises, Inc.

today s discussion
Today’s Discussion
  • Introductions
  • Exit Criteria
    • What will we accomplish today?
  • Objectives and Key Strategies
  • Marketplace Overview
  • Personal Guardian Technology
  • Our Approach
  • Marketing on the Differences
  • Q&A/Next Steps
objectives and key strategies
Objectives and Key Strategies
  • Generate awareness of Personal Guardian Products and Services
  • Position Personal Guardian Products and Services, SDVE, the Goekin Group and our partners as leaders in delivering community outreach programs that are helping to bridge the technology gap.
  • Enable target individuals to obtain medical records retrieval and management skills in an environment that provides technology learning
objectives and key strategies1
Objectives and Key Strategies
  • Expand market share by utilizing the Web to reach a broader audience and by deliver an expanded portfolio of products and services Encourage trial and repeat use of (insert solution name here)
objectives and key strategies2
Objectives and Key Strategies
  • Deliver a user experience that incites the desired behavior and clearly promotes and communicates the value proposition in a way that is…
    • Inviting
    • Friendly
    • Motivating
    • Easy to understand
    • Easy to use
    • Exciting
marketplace overview

Marketplace Overview

Service Disabled Veteran Enterprises, Inc.

slide7
“Too often, people with disabilities have been forced to live in institutions, many times because the services that would enable them to live in their communities are not available. We need to help provide for those services, and at the same time we need to support the many informal caregivers, the family and friends of people with disabilities, who dedicate themselves to providing the informal help with routine daily life in the community.”

Tommy Thompson, July 26, 2002

Secretary of Health and Human Services

marketplace overview1
Marketplace Overview
  • At the end of 1994 (the last year for which Census data is available), 20.6% of the population (approx. 54 million people) had some level of disability
    • 9.9% or 26 million people had a severe disability
    • Among the 237 million people 6 years old and over, 1.8 million used a wheelchair
    • An additional 5.2 million people used a cane, crutches, or a walker and has used such an aid for 6 months or longer
marketplace overview2
Marketplace Overview
  • 7.5 million Americans receive benefits under Federal disability programs
    • Fewer than 1 percent ever leave those rolls to return to work
  • Over 3 million non-elderly disabled receive Supplemental Security Income
  • Many are deprived of their independence due to needless barriers, including:
    • access to assistive and universally designed technologies
    • expanding educational and employment opportunities, and full access to community life
marketplace overview3
Marketplace Overview
  • The likelihood of having a severe disability increases with age:
    • <22 years of age: 1.7%
    • 22 to 44: 6.4%
    • 45 to 54: 11.5%
    • 55 to 64: 21.9%
    • 65 to 79: 27.8%
    • 80 and older: 53.5%
marketplace overview4
Marketplace Overview
  • The presence of a disability tends to be associated with lower earnings
    • Among men 21 to 64 years of age, median monthly earnings were $2,190 among those with no disability;
    • $1,857 among those with a nonsevere disability; and
    • $1,262 among those with a severe disability
    • Comparable figures for women were $1,470, $1,200, and $1,000 respectively
      • The monthly earnings for women with a nonsevere disability was not statistically different from those of men with a severe disability)
marketplace overview5
Marketplace Overview
  • People with disabilities are less likely to have private health insurance coverage and more likely to have government coverage than people with no disabilities
    • Among people 22 to 64 years old with no disability, 79.9 percent were covered by a private health insurance plan, 3.0% had only government coverage, and 7.1% had no coverage
    • Nonsevere disability coverage: 71.%, 6.1% and 22.7% respectively
    • Severe disability coverage: 43.7%, 39.6%, and 16.7%
marketplace overview6
Marketplace Overview
  • Of those who participate in means-tested cash, food, or rent assistance, 50.6% had either a severe or nonsevere disability and 40.3% had a severe disability.
  • Although the disability rate is high among program recipients, most people with a severe disability did not receive benefits from an assistance program
marketplace overview7
Marketplace Overview
  • 28 Million Americans are veterans
  • The current median age of the veteran population is 58.6 years of age
    • 40% are 65 or older
  • While the overall population will decline over the next 20 years, the median age and the proportion of veterans 65 or over will increase
  • Providing care to this population will challenge America and the Dept. of Veterans Affairs
marketplace overview8
Marketplace Overview
  • 2.2 million veterans are disabled by disease or injury incurred or aggravated during military service
    • Approximately two-thirds of service disabled veterans are rated 30% disabled and below
    • The remainder have combined degrees of disability ratings from 40% to 100%
    • This group includes veterans rated permanently and totally disabled
marketplace overview9
Marketplace Overview
  • The Department of Veterans Affairs (VA) still fails to meet the needs of service disabled veterans
    • Historically, VA has provided healthcare to only 10% of service disable veterans
    • Currently, 87% of service disabled veterans either do not use or do not have access to VA healthcare
marketplace overview10
Marketplace Overview
  • An aging population, increasing healthcare needs and beneficiary concerns will be further impacted by
    • Rising healthcare costs
    • Already strained VA resources
    • The VA’s current and projected inability to provide emergency healthcare to veterans
marketplace overview11
Marketplace Overview
  • The proportion of children identified as having a developmental condition or other disability:
    • under 3 years: 2.6%
    • 3 to 5 years of age: 4.1% (1.9% had difficulty walking, running, or using stairs)
    • 6 to 14 years: 12.7%
      • The proportion of children in this age group with a disability classified as severe was 1.9%
marketplace overview12
Marketplace Overview
  • The proportion of children identified as having a developmental condition or other disability:
    • Among the 25.1 million people 15 to 21 years of age, 12.1% had a disability and 3.2% had a severe disability
marketplace overview13
Marketplace Overview
  • The number of people age 6 and over who needed the assistance of another person with one or more activities of daily living (ADL) was 4.1 million
    • 2.2 million were 65 years old or older
    • Among people 15 years old and over, 15.3 million were unable to perform one or more functional activities, and 9.0 million needed the assistance of another person with one or more instrumental activities of daily living (IDAL)
      • 4.9 million of this number were age 65 or older
marketplace overview14
Marketplace Overview
  • To facilitate community living for people with disabilities, President Bush issued an Executive Order directing key Federal agencies to evaluate and recommend ways to expand community-based services for qualified individuals with disabilities, including a series of grants totaling $119 million that the Department of Health and Human Services will award to states for the design and implementation of reforms to promote community living
marketplace overview15
Marketplace Overview
  • In fiscal 2002, the administration secured:
    • $20 million for the Department of Education Rehabilitation Research Centers, which conduct advanced research in the field of assistive technology
    • $5 million in the FY 2002 budget for the Assistive Technology Development Fund to assist small businesses in the development and transfer of new technologies
marketplace overview16
Marketplace Overview
  • In fiscal 2002, the administration secured:
    • $37 million (of $40 million requested) for the National Institute on Disability and Rehabilitation Research (NIDRR) to award matching grants to states to help people with disabilities purchase assistive technology through low interest loans and other means
    • $3 million to substantially increase funding for many Federal disability research programs
marketplace overview17
Marketplace Overview
  • The Olmstead decision
  • Interpreted Title II of the Americans with Disabilities Act (ADA) and its implementing regulation, requiring States to administer their services, programs and activities in “the most integrated setting appropriate to the needs of qualified individuals with disabilities.”
  • Medicaid can be an important resource to assist States in meeting these goals.
  • The Centers for Medicare and Medicaid Services (CMS) has begun consultation with States and with people with disabilities
customer profile consumer
Customer Profile: Consumer
  • Adam and Jeffrey Jones
  • Adam, 7, suffers from autism and his brother Jeffrey, 9, has Asperger Syndrome, a high-functioning form of autism marked by deficiencies in social and communications skills
  • Their parents have spent $150,000 on Adam’s therapies & $50,000 on Jeffrey’s
  • Health insurance pays very little and the family has no college or retirement fund because “everything goes to the kids’ therapies”
customer profile physicians
Customer Profile: Physicians
  • 490,000+ Private Practice Physicians
  • Responsible for $1 trillion in HC spending
  • Responsible for $100 billion in medications
  • Will buy over $14 billion in MedSurg supplies
  • Will spend over $7 billion for Malpractice Insurance
customer profile healthcare facilities
Customer Profile: Healthcare Facilities
  • “The current average number of days of care per 1,000 people is approximately 620 days for baby boomers, but this is expected to increase to 1,800 days per 1,000 people as baby boomers shift within the age groups...”
  • --American Hospital Association
customer profile healthcare facilities1
Customer Profile: Healthcare Facilities
  • One third of U.S. hospitals are coping with negative operating margins.
  • Baby Boomers currently account for 31% of the U.S. population, straddling two age groups (15–44 and 45–64)
  • As Baby Boomers age, there will be a shift in the two age groups creating a third category: 64 and over, and even higher average required days of medical care
  • Focusing on ways to reduce costs is necessary to economic survival
societal impact

Societal Impact

Service Disabled Veteran Enterprises, Inc.

societal impact1
Societal Impact
  • More than 10% of U.S. households have offspring—adult and children included—with special needs
    • Those disabilities include autism, emotional and behavioral disorders and other learning problems
  • More than 6.5 million children, ages 3 to 21 have been diagnosed with special needs—up nearly 40% in eight years
societal impact2
Societal Impact
  • The costs of treating and educating these children runs into the billions
    • Employers suffer from the lost productivity of workers who must attend the needs of their affected children
    • The indirect costs and direct costs to a family with a child suffering from attention deficit hyperactivity disorder (ADHD) are 90% more than for those families with unaffected children
societal impact3
Societal Impact
  • States and local school districts also bear a huge financial burden
    • The federal government pays just 18% of the $50 billion spent annually on the expensive special-education services required under the Individuals with Disabilities Education Act (IDEA), which requires that each child receive an “appropriate education”
    • Congress is now working on the reauthorization of IDEA
societal impact4
Societal Impact
  • States and local school districts also bear a huge financial burden
    • Congress is now working on the reauthorization of IDEA
    • The bill calls for the federal government to increase special education funding by $2 billion each year for the next seven years
  • Without special investments in children when they are young, future costs to society will be astronomical
marketplace opportunities

Marketplace Opportunities

Service Disabled Veteran Enterprises, Inc.

marketplace opportunities1
Marketplace Opportunities
  • Leverage the database of customer profiles and spending history to deliver services that will deepen customer relationships
    • Identify cross-selling opportunities for additional products and services
    • Deliver information and services in a manner that is meaningful to the consumer – database-driven personalized user interface
    • Utilize optimization model to continue learning and leveraging that learning to grow product and service offering
marketplace opportunities2
Marketplace Opportunities
  • Expand online service offering
    • Deliver medical records access and management services online efficiently, cost effectively
      • Capture client profiles
      • Online application, evaluation and qualifying
      • Online access to accounts for clients and customers
    • Evolve call center facilities to an Internet-based e-care model
marketplace opportunities3
Marketplace Opportunities
  • Leverage the database of customer profiles and spending history
    • Partners & Sponsors
      • Access to highly targeted and captive audience is a unique selling proposition for service providers and others
      • Drive revenue with creative partnership programs (sponsorships, banner advertising, buttons, editorial features, etc.)
      • Leverage Easy Pay capability as a selling proposition and service to partners
marketplace opportunities4
Marketplace Opportunities
  • Reposition Personal Guardian Products and Services as solutions designed to facilitate universal access for the disabled
    • Title IV of the Americans with Disabilities Act has a clause that would allow Washington to expand the rule to include Internet technologies like voice over IP (VoIP)
    • Personal Guardian Products and services would need to be reconfigured so that they are universally usable
      • This enables disabled people to use the product “off the shelf”, but allows the non-disabled to purchase products and services as well
marketplace opportunities5

Information

Management

Depth/Credibility

Personalization

  • Provides you with the information you want and need
  • Customizable
  • Flexibility
  • Prompt
  • Accurate
  • Credible
  • Reliable
  • Resources to obtain greater depth of information and services
Marketplace Opportunities
  • Fast, personalized information and guidance regarding medical records information and management
  • Greater depth of resources
marketplace opportunities6
Marketplace Opportunities
  • With an optimized model for moving visitors through the suspect - prospect - customer cycle, SDVE will implement a proven method that can cut across as many 3rd party channels as possible
  • We can then leverage customer and interaction data that can build affinity and co-marketing relationships with other partners
marketplace opportunities7
Marketplace Opportunities
  • Communities, companies, and organizations around the country are using information and communications technologies to fight poverty and social isolation
  • Personal Guardian Products and Services and be positioned as a protector of workers and their families by:
    • Helping to limit exclusions for preexisting medical conditions
    • Enhancing individual health care rights and services that benefit individuals enrolling in new health coverage, getting married or adding a new dependent
marketplace opportunities8
Marketplace Opportunities
  • Protecting Workers and Their Families by:
    • Facilitating the prohibition of discrimination in enrollment and premiums charged to employees and their dependents based on health status-related factors
    • Improving disclosure to group health plans
our approach reaching the target audience

Our Approach: Reaching the Target Audience

Service Disabled Veteran Enterprises, Inc.

our approach
Our Approach
  • The “Rule of 45” states that 45% of everyone who responds or inquires about a company’s products and services will purchase within the next 12 months
    • But, to get them to buy from us, we’ll need to touch them 2 - 3 times
  • Interactive database marketing allows SDVE to interact through a number of communications that will help us determine specific interests and where in the buying process a visitor may be
our approach1
Our Approach
  • Primary Target:
    • Consumer groups with a recurring need to access medical records and information
  • Secondary Target:
    • Consumers with a passive need to access medical records and information
    • Products and Services Providers
  • Tertiary Target:
    • Government Agencies and Private Sector Firms
our approach2
Our Approach
  • Using proprietary technologies and an Internet-based distribution platform, the SDVE approach provides consumers, hospitals, clinics and physician practices with products and services that offer:
    • Direct reduction of practice overhead
    • User-friendly tools that increase office staff efficiency
    • A forum for business communication between Physicians
our approach3
Our Approach
  • Potential Marketing Channels:
    • Direct Mail.
    • Print Advertising.
    • Co-Branding with State and Local Societies.
    • Marketing Affiliation/Partnership with Pharmaceutical Cos.
    • Public Relations
reaching the target
Reaching the Target
  • For Consumers:
    • Develop a Consumer Community homepage to deliver a more dynamic and interactive user experience by:
      • Developing a featured products section where consumers can search for and learn about various over-the-counter products.
      • Designing a glossary of medical terminology that includes conditions, treatments, equipment, and prescriptions.
      • Providing tools to organize and maintain family medical records online.
reaching the target1
Reaching the Target
  • For Consumers:
    • Develop a Consumer Community homepage to deliver a more dynamic and interactive user experience by:
      • Adding monthly real-time chats with accredited medical professionals.
      • Refreshing and enhancing content and graphics to keep the user experience engaging.
      • Implementing tools that continually capture consumer feedback.
reaching the target2
Reaching the Target
  • Medical Professionals:
    • Capture user profiles to identify specific disciplines, areas of interest, practice structures, etc.
    • Deliver meaningful information through a personalized interface, such as:
      • Discipline-specific news, information, and courses.
      • Links to special interest sites (dental journals and publications).
      • Discipline-specific discussion forums.
      • Marketing and business-management tips by practice size, specialty, and geographic location.
reaching the target3
Reaching the Target
  • Medical Professionals (cont.):
    • Continue to deliver tools and applications to manage and grow their businesses, as well as help them build customer relationships.
      • To manage and grow their businesses:
        • Contact management tools
        • Practice-management “help desk”
        • Discussion forums with peers
        • Peer tips of the month
      • To build customer relationships:
        • Doctor-sponsored e-mail newsletters to patients
        • Online appointment scheduling tool with e-mail reminders
reaching the target4
Reaching the Target
  • Medical Professionals (cont.):
    • Enhance and refresh current Professional Community homepage by:
      • Organizing information to quickly capture the attention of various audiences (members, prospective members, potential advertisers).
      • Refreshing content and graphics to keep the user experience engaging.
      • Offering a “virtual tour” that demonstrates the value of becoming a subscriber and includes an appealing call to action to incite sign-up.
reaching the target5
Reaching the Target
  • For products and Services Providers:
    • Deliver a compelling vehicle for reaching their target audience–dental professionals and consumers–by:
      • Offering tiered sponsorship programs to allow varying levels of exposure throughout the site.
      • Implementing ongoing usage tracking and analysis systems to demonstrate the value of promoting their products on rdental.com.
      • Developing a tool that allows access to each company’s product reviews.
      • Creating an administrative tool that includes templates that will allow easy uploading of artwork and copy.
      • Allowing online product demonstrations and discussion forums with dental professionals and customers.
reaching the target6
Reaching the Target
  • For SDVE/Goekin:
    • Implement ongoing tools to measure ROI (Web Trend analysis, membership statistics, sponsor partnerships, revenue projections)
    • Develop internal motivational programs to generate excitement among internal staff.
    • Establish tools to measure success of online and offline marketing initiatives in order to drive incentives and accountability with partners
    • Evaluate internal systems and policies to continuously ensure constant, cutting-edge growth.
who should we be thinking about now

. . . and him . . .

Him. . .

. . .and her. . .

. . .and her. . .

. . .and her. . .

. . . and him. . .

Who Should We be Thinking About Now?
who should we be thinking about now1
Our future

They already have money

Combining allowances, part-time jobs and full-time salaries, young, online consumers will earn more than $37 billion as a group.

40% of them will spend up to 10% of their income, or $1.5 billion, on the Web this year.

Who Should We be Thinking About Now?

Source: Forrester Research

who should we be thinking about now2
Our future

They come from money

Their families have mean incomes of $57,000 and most of this is spent on them.

12% is allocated to each dependent high school or college student.

8.8 million wired and young consumers influence at least $62 billion in adult consumer spending.

Who Should We be Thinking About Now?

Source: Forrester Research

who should we be thinking about now3
41% of online college students have full or partial scholarships.

61% maintain at least a B average.

25% have an A- or A average.

Who Should We be Thinking About Now?

Our future

They’re tomorrow’s decision makers

Source: Forrester Research

who should we be thinking about now4
Young adults are pulled online by their friends.

As teens turn 16, their curiosities follow:

They come online fueled by classroom exercises, popular media, and older siblings.

The results:

In three years, Web penetration will rise from today’s 47% to 62% of 16 to 22-year olds.

Who Should We be Thinking About Now?

Our future

They’re easily influenced and very influential

Source: Forrester Research

who should we be thinking about now5
Like their parents and grandparents before them, their decisions are driven by changing environments and social structures.

Communication:

Dense social structures make teens the busiest e-mailers, instant messengers, and chatters.

Communication becomes even more important as college looms in the future.

Information and entertainment:

Breaking news, stock tips, job listings, MP3 files, and Webzines.

Who Should We be Thinking About Now?

Our future

It’s not your father’s Oldsmobile

Source: Forrester Research

who should we be thinking about now6
Our future

It’s not going to be easy keeping up with them and their culture. . .

Profile

Connectivity

Online activities

Who Should We be Thinking About Now?

Source: Forrester Research

and now for something completely different
And now for something completely different. . .

. . .how we should interact with the older customer

slide65

“Customer-driven used to be a magical philosophy. In this new Internet society, customer expectations and what they’ll pay for – where they view added value versus, what commodities – are going to change so rapidly, any company and any industry that doesn’t have its finger on the customer will get left behind.”

–John ChambersCisco Systems, President & CEO

the old rules
The Old Rules
  • Traditionally, organizations deal only with prospects who are prepared to immediately interact with a sales channel
    • Call Center
    • Sales Force
    • Partner Location
  • Integrating the Web as a mature and predictable channel means making a commitment to migrating a percentage of the existing customer base there and simultaneously engaging in persuasive channel acquisition and cross-selling
shifting to relationship marketing
Shifting to Relationship Marketing

From traditional campaign driven …

  • Adopting a Customer Relationship Management (CRM) strategy requires the customer to be put at the center of the organization
  • This requires changes to infrastructure, systems, processes, organization, and culture

Generic Value Proposition

… to CRM driven

Hypothesis

Analysis

TargetedValueProposition

Infrastructure

BusinessProcesses

Organization

Systems

Skills

Results

Action

Communicate

Infrastructure

Deliver

Create

what is crm designed to do

FROM: Finding customersthat

are right for each product

TO: Finding products that are right for each customer

Customer 1

Customer 2

Customer 3

Customer 4

Customer 5

Customer …

Product 1

Product 2

Product 3

Product 4

Product 5

Products …

What is CRM Designed to Do?
  • Move The Personal Guardian from a Products and Services focus to a customer focus
  • To achieve this we need to align around:
  • Organization and culture
  • Business processes and skills
  • Measurement and incentives
  • Information management
  • Technology
stages of customer management

Automate marketing and communications activities

Create stand alone communications elements, which can be built up into tailor-made individual communication plans

Focus on continuous performance assessment to optimise communications

Channel Customer Contact Management

Planning and Strategy

Marketing Factory

Understand customersegments, their value, and decide ambitions are for each

Decide on a customer contact strategy for each segment

Develop a business rules to place customers within specific communications programs

Automate marketing and communications activities

Create stand alone communications elements, which can be built up intotailor-made individual communication plans

Focus on continuous performance assessment to optimise communications

Create seamless customer handling capability across all channels

Information driven sales prompts to direct customer dialogue

Establish new channels toco-ordinate activities as required

Stages of Customer Management
  • Processes and systems infrastructure are broken down into three major stages

Feedback Loop into All Stages

stages of customer management1

Information

Seekers

Partners

Welcome!

Employees/

Contractors

Media

Page

CurrentCustomers

CSRs

Option to customize. Learn how to make this site work for you!

Stages of Customer Management
  • Moving from a linear- to a multi-pronged Customer Management System that integrates multiple channels including the Web
  • All audiences should feel welcome upon entry at any point within the contact infrastructure and should be able to connect easily with the appropriate information

Where Do You Want To Go?

stages of customer management2
Stages of Customer Management
  • Once this structure is in place, the entire customer management solution will be primed to grow rapidly and with much less effort
  • Utilities and tools can then be developed to enhance the experience and better serve each audience group
  • Information Seekers
  • Chat
  • WebCasts
  • Virtual tours
  • Research
  • Success stories
  • Partners
  • Partnering with 3rd parties
  • The benefits of partnership
  • Success stories
  • Research
  • Employees/Contractors
  • Search functionality
  • Employee/Contractor profiles “Contractor of the Month”
  • Events
  • Networks
  • Media
  • Media contacts
  • Archives
  • E-mailed updates
  • CSRs
  • Intranet
  • Collaboration
  • Customer Information
  • Health Center listings
  • Current Customers
  • Intranet
  • Bulletin board
  • Information access
  • Discussion rooms
stages of customer management3
Stages of Customer Management

Move Away from Process-Centric Solutions to Profitable One-to-One Relationships

  • Putting the customer first and providing effective communications and messaging that are targeted at facilitating self-service (online and offline):
    • Connecting customers with the right support before the first call is ever made
stages of customer management4
Stages of Customer Management

Move Away from Process-Centric Solutions to Profitable One-to-One Relationships

Utilize effective Channel Management to enable SDVE to:

Interact with your customers ina nurturing and valuable way

Contribute to both new customer acquisition and long-term customer retention/loyalty

Facilitate relationship with customers and enable a two-way dialogue

stages of customer management5

Distribution

Back-OfficeOperations

Marketing

R&D

Sales

Customer Service and Support

Stages of Customer Management

Move Away from Process-Centric Solutions to Profitable One-to-One Relationships

Effectively capture the knowledge about your customers, analyze that data, and utilize it to improve every aspect of your business:

building a scalable solution

Building a Scalable Solution

Service Disabled Veteran Enterprises, Inc.

building a scalable solution1

Understand your internal and external customers

Building a Scalable Solution

Using Call Centers to Build Profitable One-to-One Relationships

The Learning Relationship

Leverage your resources to address the unique needs of individual customers

Retain your most profitable, loyal customers and employees

building a scalable solution2

Real-Time

Flexible

Transparent

Scalable

Seamless

Enterprise

Building a Scalable Solution

SDVE Can Provide What Customers Need Most—Integrated Solutions Delivery

The expertise, tools, and services necessary to manage the life cycle of customer care as well as marketing, sales, and technology support.

building a scalable solution3

Value

Ease

Care

Familiarity

Trust

Utility

Comfort

Building a Scalable Solution

SDVE Provides the Most Important Ingredient—Customer Intimacy

Creating an intimate relationship between the internal and external customer and SDVE that delivers an individual a satisfying experience in a manner that inspires loyalty, and delivers customer satisfaction.

building a scalable solution4
Building a Scalable Solution

SDVE Can Provide You With — Increased Operating Efficiencies, Standards, and Customer Satisfaction

Driving individuals from awareness to the desired response.

Transactions

Services

Referrals and Commendations

strategic framework

Shift Attitudes

Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

The Money Wheel

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

strategic framework1

Shift Attitudes

  • Web = Lowest Cost Alternative
  • Web-based fulfillment
  • CD-ROMs with additional messaging
  • Incentivized customer referrals
  • Partner-sponsored, downloadable premiums and incentives
Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

strategic framework2

Shift Attitudes

  • Web = Seamless Activation
  • Smaller banner-launched browser windows (Intel mini-sites) allow prospects to gain information before registering or link to registration page where messaging supports banner
Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

strategic framework3

Shift Attitudes

  • Product Use Is Immediate
  • FAQ links and additional “contact us” forms combine with partner- sponsored premium items to drive site use and stimulation
  • E-mail newsletters provide reminders to applicants
Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

strategic framework4

Shift Attitudes

  • Once Activation Takes Place, Partner Relationships Spur Entanglement
  • Web-based e-mails announce new content
  • Partner tie-ins bring visitors back to site
Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

strategic framework5

Shift Attitudes

  • Customer Support and Conversion Activities Take Place Over the Web
  • CSRs use Web-based scripts and information from online surveys to see “the whole customer”
  • Referral programs help to stem attrition by encouraging students to refer applicants to use the Web site
Strategic Framework
  • Building the business one person at a time requires an understanding of key profitability leverage points

DISTRIBUTION

CUSTOMER ACTIVATION

1st Step

2nd Step

Registration

Conversion

Acquisition Strategies

ACQUISITION

PRODUCT USAGE STIMULATION

Retention Strategies

ENTANGLEMENT

the sdve approach
The SDVE Approach

How We Achieve Success

Right-Sizing and Just-in-Time Management

Expanded Use of Automation Tools

Results-Based Business Methods

Process-Based Management

Quantifiable Programs

Evolving Dynamics

Labor Skills Shift

leveraging effective call center management strategies

Leveraging Effective Call Center Management Strategies

A Call Center is a Small Part of an Integrated Solution

leveraging effective call center management strategies1
Leveraging Effective Call Center Management Strategies
  • What are other organizations doing?
  • Building a Scalable, Integrated Solution
    • Integrating Channel Management to Improve Service
    • Establishing Standards and Practices
  • Measuring Program Success
establishing standards and practices
Establishing Standards and Practices
  • A customer’s interaction with The Personal Guardian is at the intersection of:
    • His or her need
    • The data available to meet that and other perceived needs
    • Our ability to make good on customer requests
    • Our need to move the relationship in a positive transactional direction
establishing standards and practices1
Establishing Standards and Practices
  • To control this intersection, call centers and data networks must be viewed as elements within a broader customer-focused operating system—a real-time interpreter that can understand every request and translate them into meaningful responses that cast a positive reflection on SDVE and our ability to execute consistently against demand
integrating channel management to improve service
Integrating Channel Management to Improve Service
  • Create
  • Contact strategies
  • Focus groups/usability labs
  • Web sites and solutions
    • Business-to-business and consumer-targeted
  • Kiosks and Weblets
  • Sponsorships and alliances
integrating channel management to improve service1
Integrating Channel Management to Improve Service
  • Deliver
  • Proprietary real-time systems
  • Media planning and buying
  • Media integration
  • One-to-one messaging
  • Call center integration
  • Direct e-mail campaigns
marketing on the averages

Marketing On the Averages

Vs.

Marketing On the Differences

the differences vs the averages
The differences vs. the averages

Differential Promotion/Investment

(Based on Net Present Value)

Today’s

Marketing

Customized Communications

(Discreet Messages Targeted

According to Customer Profile)

Mass Communications

(One message fits all)

Historical

Marketing

Undifferentiated Promotion Intensity/Investment

(Same for all)

marketing on the differences
Marketing on the differences
  • Today marketers differentiate
  • Today’s communications are:
    • More targeted
    • Selective
    • Measurable
  • “Outside-in” planning leads to success
    • Planning from the customer’s needs back to the product or organization, rather than focusing on the product and then moving toward the customer
marketing on the differences1
Marketing on the differences
  • The critical ingredient is the thinking used in the planning process
    • The thinking is about the consumer and the customer
    • What the consumer needs and wants from a healthcare solution and not what we want to make or sell
measuring success
Measuring success
  • Use behavioral segmentation to understand and identify groups of customers or prospects
  • Select target markets best suited for profitability
  • Employ traditional marketing methodology to identify marketing objectives and develop the marketing mix
  • Focus on business objectives: volume, units, dollars, share of market, etc.
establishing marketing objectives
Establishing marketing objectives
  • Only two objectives exist with existing customers:
    • Maintain current purchase levels/income flow
    • Build their use of the product or service
  • This decision determines the marketing mix to be used and the communications tactics to employ
establishing marketing budgets
Establishing marketing budgets
  • The budget is determined based on potential income flow for the target segment selected
    • By using income projections from either households or target segments, SDVE can determine whether to investment spend or plan a break-even level on the marketing plan (or somewhere in between)
  • Lifetime customer value is a critical component in the decision process
establishing roi
Establishing ROI
  • Proposed budgets are tested against income projections based on various levels of response
  • Plan and measurement system are finalized
    • Using known income flow from current customer sets
    • Estimating potential income flow based on current customer assumptions
  • Marketing budgets and expenditures are tested against incremental income flows and a calculated return on investment
integrated marketing communications planning process

Database

Demographics

Psychographics

Purchase History

Category Behavior

Database

Segmentation

Classification

Loyal Brand User

Competitive Users

Swing Users

Brand Network

Brand Contracts

Brand Network

Brand Contracts

Brand Network

Brand Contracts

Brand Connection

Marketing

Objectives

Maintain Usage

Build Usage

Trial

Volume

Brand Loyalty

Brand Loyalty

Brand Behavior

Objectives

Brand Network

Objective

Brand Behavior

Objective

Brand Network

Objective

Brand Behavior

Objective

Brand Network

Objective

Brand Behavior

Objective

Communications

Objectives and

Strategies

Communications Objectives and Strategies

Communications Objectives and Strategies

Communications Objectives and Strategies

Marketing Communications/

Contact Tools

Price

Product

Price

Price

Price

Price

Price

Marketing Communications/

Contact Tactics

Distribution

Product

Product

Product

Product

Product

Communication

Distribution

Distribution

Distribution

Distribution

Distribution

DM ADV SP PR EV

DM ADV SP PR EV

ADV SP DM

SP DM ADV

SP DM ADV

SP DM PR EV ADV

Communication

Communication

Communication

Communication

Communication

DM - Direct Marketing

ADV - Advertising

SP – Sales Promotion

PR – Public Relations

EV – Event Marketing

Integrated Marketing Communications Planning Process
slide102

Business Review

Preparation/

History

Database

Demographics

Psychographics

Purchase History

Category Behavior

Database

Segmentation/

Classification

Present Customers

Competitive Users

New/Emerging Prospects

Product Use

Product

Potential

Product Use

Product

Potential

Product

Potential

Purchase

Dynamics

Income Flow

Potential Income Flow

Potential Income Flow

Valuation

Marketing

Objectives

Total Switch

Total Program

Maintain

Build

Trial

Specialty

Total

Integrated Marketing Communications Planning Process

slide103

Marketing Communications/

Contact Tools

DM ADV SP PR EV

DM ADV SP PR EV

ADV SP DM

SP DM ADV

SP DM ADV

SP DM PR EV ADV

Market

Investment

Budget

Budget

Budget

Income Projection

Income Projection

Income Projection

Return

Measurement

Measurement

Measurement

ROI

Recycle

Recycle

Recycle

Database

Price

Product

Price

Price

Price

Price

Price

Distribution

Product

Product

Product

Product

Product

Communication

Distribution

Distribution

Distribution

Distribution

Distribution

Communication

Communication

Communication

Communication

Communication

DM - Direct Marketing

ADV - Advertising

SP – Sales Promotion

PR – Public Relations

EV – Event Marketing

competition
Competition
  • Identify media usage in terms of frequency and total expenditures, identifying primary and secondary media
    • Assemble complete “swipe files” that display controls, test, and rollout solicitations
      • Mailing packages
      • Magazine and newspaper ads
      • TV and radio spots
      • Telephone work
    • Watch for test efforts that are not repeated
      • Knowing what didn’t work can be as valuable as knowing what did
margins and feasibility
Margins and Feasibility
  • It is important at this stage to stop and reexamine the mathematics behind the marketing decisions:
    • Customer acquisition costs
    • Breakeven analysis
    • Attrition curves
    • Life-cycle sales
    • Profit potentials
margins and feasibility1
Margins and Feasibility
  • There are 5 steps in preplanning mathematics:
    • Identify conservatively estimated response rates
    • Compute contribution to promotion and profit
    • Develop P&Ls
    • Factor customer life-cycle values into your analysis
    • Make a halt decision if your numbers don’t make marketing sense in terms of risk-gain potential
customer profiles
Customer Profiles
  • Discovery, accumulation, retention, maintenance, and retrievability of profiles and response history are the conerstone of profit in direct marketing
  • Maximum profit is generated by:
    • Defining customer profiles accurately
    • Searching out segments of the total potential customer base with similar characteristics
    • Soliciting and resoliciting them effectively to maximize sales during responder life cycles
customer profiles1
Customer Profiles
  • The more precisely a customer profile is ranked and defined…
    • …the less spent on initial orders
    • …the higher the response rates
    • …the higher the average order dollars
    • …the higher the dollars per customer per year
  • Profile segmenting makes it possible for different types of regression analysis to identify markets on the basis of profitability
customer profiles2
Customer Profiles
  • Most research supports the contention that roughly one-third of wage earning Americans are non-responders and may never be purchasers, but that the remaining two-thirds are responders, with half of them responding on a regular basis and half on a sporadic basis
customer profiles3
Customer Profiles
  • Some marketers believe that 50% of adult Americans are mail order buyers and that the balance are “see, touch, and feel” buyers at retail.
    • The difference between the two types of buyers is critical to the profile analysis
  • Large numbers of previous non-responders have been converted to responders over the past 10 years
resource analysis
Resource Analysis
  • Marketing must go beyond selling to produce satisfied, enthusiastic customers who will want to buy again and recommend our products to others
  • This principal especially applies to the Personal Guardian selling model because there is little direct person-to-person contact between the customer and the seller
resource analysis1
Resource Analysis
  • These 10 capabilities must be assessed in terms of handling order levels and strategic growth
    • Ordering form and instructions
    • Receiving mail and telephone calls
    • Checking credit
    • Processing Orders
    • Addressing list performance
    • Controlling inventory
    • Billing
    • Reporting and controlling
    • Order filling and shipping
    • Handling complaints and adjustments
virtual relationship management

Virtual Relationship Management

It’s All About the Customer

virtual relationship management1

Call Center

Internet

MarketingFlights

Brick & Mortar

Databases

Virtual Relationship Management

From Database to Interface

Institutional Memory

virtual relationship management2
Virtual Relationship Management

Web-enabled, Database-Driven Call Center Support

  • Enables us to provide added value to our partner organizations as well as our customers
    • With an optimized model for moving visitors through the customer inquiry and response cycle, we can establish a proven method that, through simple XML programming, can integrate with as many third-party sites as possible
    • With precautions taken for privacy, we can leverage its customer interaction data to build affinity and co-marketing relationships with other partners
virtual relationship management3
Virtual Relationship Management

Building One-to-One Relationships

  • Determine needs traditionally addressed by for each interest group, including:
    • Internal users, partners and contractors
    • Customers seeking referrals to support services
    • Customers accessing TDD and other Section 508-specific needs/systems
    • Etc.
  • Restructure the customer support process to continue to meet these needs more efficiently and cost effectively
virtual relationship management4
Virtual Relationship Management

Building One-to-One Relationships

  • Part of the call center solution should empower internal users, partners, and contractors to self-service
    • Users will continually volunteer more information as they realize the benefit of personalized messages
      • User info is made available online to CSRs and direct users (accessing databases via the Web) improving system quality and performance
    • A general “reminder” e-mail or call back service can be utilized once a user’s status (partner, lender, internal resource, etc.) and needs are known
      • Example: If this is your first visit with SDVE, there are some exciting new programs that you should be aware of. Press “1” (or “click here” on the Web) to learn more
    • Reminders are noted in the contact information within the general database and inform CSRs of past behavior and history
virtual relationship management5
Virtual Relationship Management

Typical Customer Relationship Management System

virtual relationship management6

CALL CENTER/WEB SITE

ACTIVITY

Virtual Relationship Management

Proposed Customer Relationship Management System

virtual relationship management7

Back Office

Virtual Relationship Management

Organize Data Around Customers, not Products and Functions

VRM

IntellectualCapital

  • Profitability Analysisanalyze activities bycustomer
  • Targeted Marketingtarget cross-sales
  • Market Analysisgeo-demographicprofiles

CustomerInterface

Channels

Payments/Transactions

Products &Services

Download customer profiles

Real-time messaging

Extract and stage

virtual relationship management8
Virtual Relationship Management

The key is to get a more robust profile of individuals ...

  • Age of children
  • Dwelling type
  • (business type)
  • Credit history
  • Income
  • Geography
  • Number of cars
  • Yrs to retirement
  • Etc.
virtual relationship management9
Virtual Relationship Management

… which requires behavioral information enriched with other indicators

  • Age of children
  • Dwelling type
  • (business type)
  • Credit history
  • Income
  • Geography
  • Number of cars
  • Yrs to retirement
  • Etc.
  • Risk averse
  • Entrepreneur
  • “Nest-egg”
  • Impulsive
  • Achievers
  • Perfectionists
  • Producers
  • High rollers
  • Money masters
  • Influx of cash
  • Health/illness
  • Dwelling-related
  • Parents/children
  • One-time expense
  • Etc.
buyer centric selling model
Buyer-Centric Selling Model

Customer needs assessment dialog

Inbound e-mail

requests

Outbound

e-marketing

Sales Emulation Skills(e.g. problem-solving,sales methodology)

Sales Emulation

Customer

Profile

Interactive Selling

Internal and external

knowledge and data

(e.g. product, pricing,

financial, logistics,and services)

Solution and Sale

virtual relationship management10

Customer Information

Delivery Channels

Direct ElectronicPhone, Internet, Phone, PrivateNetwork, Software Agents

IntermediariesPortals, Brokers, State and Local Governments, Administrative/Political Officials

Personal ContactAdvisers, SDVE Staff

Products & Services

Loans HomeownershipSupportAid for the HomelessInformation ResourcesGrants …

CustomerInterface

Phone, Web,thick orthin clients

Intellectual Capital

Advisory ServicesPortfolio ManagementRisk ManagementFinancial Planning ...

Back-OfficeCash management, Accounting, Call Center

Virtual Relationship Management

Maintain Information Consistency Across Fragmented Functions

CustomerService Representative

Phone, Web,thick orthin clients

conclusions
Conclusions
  • While tastes will change with time and with changes in the demographic makeup of the consumer base, the basics required to appeal to demanding customers will remain the same. 
  • Consumers are aging and the Baby Boom generation (a large segment of the U.S. population) is getting older and wealthier.  Successful retailers must offer increasingly sophisticated and demanding consumers the compelling benefits of:
    • Value
    • Service
    • Depth of merchandise
    • Ease of access
    • Strong money-back guarantees
    • Unique merchandise and services
conclusions1
Conclusions
  • Evolving and unique consumers also demand unique sales practices:
    • Direct marketing
      • Invitations, events, other
    • Promotions
      • Added value and special clubs/purchases
    • Multiple sales channels
      • Web, brick and mortar, catalog, direct-sales/personal shopper
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