The effects of implementing an appropriate CRM system – the case of Slovenian market

1. The effects of implementing an appropriate CRM system– the case of Slovenian market Ljubljana, September 2006

2. Overview • About acredos • Expansion • CRM in original markets • adapting CRM to the new market • Questions

3. About acredos acredos is an international full-service provider in card-based payments. The company offers high-quality acquiring services for all aspects of card-based payment, backed by a customer-oriented service approach, for acceptance partners throughout Europe. The acredos GmbH is based in the European financial hub of Frankfurt/Main.

4. Acredos Shareholders

5. acredos Netherlands acredos Slovenia Acredos – at a glance Basic idea: • Acquisition of multi-national key accounts and third country SMEs • Strategic positioning in the acquiring business • Bundling expertise • Utilising market know-how of many years • More services at more favourable prices

6. Our Advantages - Dynamic Currency Conversion • Optimising your profits • Merchant ownership with the acquirer • Off-the-shelf components • 56 conversion currencies • Preferred exchange rates • Reimbursement in local currency • Mark-ups per card brand and currency • Local payment links • Multi language merchant service desk

7. Our sales strategy in Slovenia • To target domestic and international key account clients on an individual base • To target small and medium-sized companies via our sales net – independent sales representatives • to become an innovative market leader with a wide range of services and products in cashless solutions • to establish an efficient co-operation with the bank partner

8. Original markets vs. New markets There are a number of differences between the original and the new markets. • Brand recognition • Existing market penetration • ... Initially, the approach to customer relationship management and to organisation of the salesforce was meant to be copied from the approach in the original markets. However, the adaptation of these two factors to local conditions proved critical to sales success.

9. Sales organisationin the original markets • Salesmen by territories • Almost completely independent salesmen, support from acredos only for trainings, sales material... • Centrally held customer data from the signed contracts only

10. New market requirements • High initial turnover of salesmen • Sales team built from scratch • Trial period for new salesmen • Benchmarking between the salesmen • Overlapping territories • Information about previous contactsin the territory needed • More pre-visit information • acredos is an unknown brand The original CRM approach needed an upgrade in salesforce organisation and contact information availability.

11. New market requirements • The appropriate approach to establishing and advancing a customer relationship in this market should: • offer prospects more information about acredos prior to salesman’s visit • collect data about prospects/customers from the very first contact on • make the collected data easily available to salesmen, support staff and marketing • provide metrics for salesmen’s performance • provide metrics for market segments’ performance

12. The new approach • Stronger backoffice support to salesmen • Backoffice functions: • identifying prospects • establishing the first contact with prospects • scheduling appointments • collecting feedback • analysing • Implementation of an IT solution to support CRM

13. The new approach – central database of all customers • Salesmen turnover or (re-)delegating tasks is not an issue anylonger

14. The new approach – central database of all activities • Backoffice can now manage salesmen’s time and inform them about new tasks and customer information by e-mailimmediatelly

15. The new approach - daily overview for the campaign manager • Campaign manager now does not have to spend a day for analysis after the end of the campaign. • She can now oversee the campaign and react immediatelly.

16. The new approach – daily overview for the campaign manager • Transparency and easy information sharing either through direct access to the system or through e-mailing reports

17. The new approach – results after one month • Sales figures • Sales in the period of one month reached 250% of the total sales in the previous months in 2006! • Salesmen’s satisfaction • After initial scepticism, salesmen satisfaction is now much higher than prior to implementing the new approach • Transparency and risk elimination • As all data is centrally stored, team workon a customer is possible, and anybody can take over and continue the work on acertain customer. • The effects of sick leaves and team members leaving the team are now almost insignificant.

18. What were the factors that enabled this results? • Division of work • Less administrative burden for salesmen • Salesmen focused on their core competency – selling • Less administration also improved satisfaction • Immediate reaction • In addition to biweekly sales meetings, ongoing activities were constantly under control

19. Thank you for your attention.