CRM power point

8/7/2019 CRM power point

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Slides not for cirulation 1

Recommended Text Books :

1. Customer Relationship managementEmerging concepts, Tools & Application

J.N Sheth , Atul Parvatiyar G.Shainesh

2. The Ultimate CRM Handbook

John. G . Freeland TMH edition

3. CRM at the lightening speed.Paul Greenberg


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Transition to CRM world

Production centric

business Approach

70 & 80s business thinking Late 80s + business thinking

Product centric

business approach

Mass production

Economy of scale

Low cost & volumePush.

Customized production

Low volume & more variety

economy Of scope

High operation cost

Product delivery as a total solutionof Product & service


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Is customer chasing a product Or product chasing a

customer ??

Todays corporate Business challenges


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A large number of BFSI institutions like Citibank, ICICIBank, HDFC Bank, IDBI Bank, BNP, Standard CharteredBank, Bank of Punjab, State Bank of India, besides

financial services like GE Countrywide, and insuranceplayers like Max NewYork Life Insurance, Bajaj Allianzand ICICI Prudential Life Insurance have adoptedbusiness process management (BPM) like CRM

process to deal with increasing front end issues at customer level after core banking , regulatory issueslike Money laundering, risk management system ,unhedged external liabilities etc .

What do corporate world think of CRM


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Indian banks have been directed by RBI to improve

their risk management system by building aninvestment fluctuation reserve (IFR), by identifyingthe problem assets , making provisions for problemassets , and by putting in place systems that monitor

un-hedged external liabilities.

PSU banks & private banks like the ICICI, whichhas offshore entities, have to track money

laundering activity & report the same.A

ccording tothe Money Laundering Act 2003, FIs have to report& confiscate the transactions as MLA is anextraditable offence.


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Customer Life Cycle.


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The customer life cycle encompasses four continuous patternsin which businesses interact with customers across multiplechannels and touch points.

CRM integrates the right employees, partners, processes, andtechnology to optimize relationship management across allfour patterns within a customer life cycle:

. Engage: Recognizing potential customers and convertingthem into (first-time) buyers.

. Transact: Getting the customer to make a purchase.

. Fulfill: Providing the total one point solution .

. Service: Providing customer care and service across allchannels.


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Building Customer Life cycle management


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Analytical CRM: The customer knowledge data base

formed from the systematic collecting and storing ofcustomer data is perceived as an asset to theenterprise. Through an analysis of the data in this database it is possible to improve marketing efficiency indifferent ways.

Operational CRM: Operational CRM means that an ICTbased support is provided for front office activities,including sales, service and support. Such support isintended to be used both in call/contact centers and bythe sales staff in their customer contacts.

Collaborative CRM: The development ofICT has openedup new possibilities for communicating with thecustomers.


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EmpoweredEmployees

IntegratedPartners

InformedManagement

ConnectedCustomers

CRM Eco system

MarketingAutomation

Sales ForceAutomation

CustomerService

FieldService

eCommerce

Intelligent and easy business solutions thatenable extraordinary customer experiences


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Businesses have long since measured financialperformance with traditional financial measurement tools:profit and loss statements, balance sheets and cash flowstatements. These measurement frameworks suffer from

limitations; they measure past activities and are lagversus leading indicators (Kaplan & Norton, 2001).

Kaplan and Norton created the balanced

scorecard to address some of these deficiencies andhave expanded the tool to measure strategy. In thisexample, the balanced scorecard intends to predict futurefinancial performance and track how effectively thecorporate strategy is executed.

Measuring business performance


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Consumer

Insight

Valueproduction ValuedeliveryCustomerBehavior

&Mind set

Internally focused measurement Externally focused measurement


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(Business process)

CLV( Projected

revenue)


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Depending on the companys business model andThe business unit within the company, CRM

measurement frameworks vary. Some key categories ofperformance measurement include:

1. Brand performance measures2. Customer asset management3. Customer behavior4. Marketing performance5. Sales force performance6. Service center performance7. Field service performance8. Supply chain and logistic performance9. Web site performance


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1.Brand-buildingCustomer equity building

Customer behavioral modelingCustomer value management

Customer-facing operations

2. Marketing operationsSales force operationsService center operationsField service operations

3.Supply chain and logistic operationsWeb site operationsLeading indicator measurement

4. Balanced scorecards

Customer knowledge management


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Products and services originate in the companys valueproduction capabilities and then flow through the valuedelivery capabilities and to the customer. The

companys customer insight capabilities must collectknowledge about the customers behavior and mindsetand inform the value production and deliverycapabilities.

While companies frequently measure customer valueproduction and delivery capabilities, very few measurethe customer insight or knowledge managementcapabilities.


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CRM strategy in an organization helps to build 360Degree view of the customer


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Why customers quit ???

1% die

3% become dormant .

5% develop high aspiration .

9% leave for competitive reasons

14% are dissatisfied

68% quit because of an attitude ofindifference( relationship) by marketer .

Statistics :


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Marketing Statistics

The average business never hears from 96% of

its unhappy customers.

They tell a minimum of 9-10 other people abouttheir bad experiences.

Getting a repeat customer from unhappy

customer group is 1 in 11.

Every positive experience is shared with 2 to 3people( prospective customer ).

For every single complaint received, there are in

fact 26 customers with the similar concern.


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Marketing Statistics

Of the customers who register a complaint, as many as

70% will do business again with your organization if the

complaint is resolved effectively.

This figure goes up to 95% if the complaint has been

resolved promptly.

40% of complaints result from customer mistakes or

incorrect expectations.

A complaint that is handled efficiently is actually better

than no complaint at all.

Customers who complain and get satisfactory results

are 8% more loyal than if no complaint at all.


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Hence in a competition driven markethaving more business challenges,to attract , acquire and retain a customer,business practices which are customercentric ( Customer RelationshipManagement ) is imperative and need ofthe business.


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Customer Relationship Management

Process of creating and maintaining

relationships with business customers or

consumers

A holistic process of identifying, attracting,differentiating, and retaining customers

Integrating the firms value chain to create

enhanced customer value at every step

An integrated cross-functional focus on

improving customer retention and profitability for

the company.


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Customer Relationship Management

A customer centric business processes practiced

by an organization from acquisition to retention

to build bonding , enhance positive customerexperience, increase multiple touch point value

and create high customer life time value.


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Shift from transactional marketing to Relationship marketing

Interdependence

Independence

Conflict Collaborate

Transactional

Marketing

Relational

Marketing


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Structuralbond

Financialbond

Customizationbond Socialbond

Level of relationship strategies


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Distinctions in Customization

Mass Marketing Customization

Relationship

with customers

Customer is passiveparticipant in process

Customer is activeco-producer,

Customer needs Researched and

articulated

May not be

articulated

Product and serviceoffering

Marketing and R&Ddrive offering

Customized basedon customer

interactions

Price Fixed prices with

discounting

Value based pricing;

customer

determined

Communication Advertising and PR Integrated,

interactive

Distribution Mix of direct and

indirect

Direct (online)


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Customer Profitability and Life time Value.

As cost of serving a customer increases over

the years ,due to inflation ( rise in input cost )

profit earning ability of the firm decreasesduring the life time . Hence customer centric

business leverage on RLEATIONSHIP

MANAGEMENT as key strategy to improve

customer profitability over the lifetime of thecustomer.


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CLV proposition


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Sales Force AutomationProcess

Customer Service

Process

Contact & Activity

Managementprocess

Marketingmanagementprocess

CRM process focus areas in business

EnterpriseResource

Planning

tool


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SALES Force ManagementProcess


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Challenges of Sales Management process

Long Sales Cycles : In complex products and

services ( solution sales ), the sales process fromlead generation to closure tend to get longer thananticipated.

Disconnected lead information system makingdecision process of lead qualification difficult .

Need for transparent sales transaction inde- centralized customer set up.

Control & streamline Sales forecast process.

Unable to assess sales productivity


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Sales Force Automation

Manages lead generation, tracks movement of

leads through the pipeline, allows better usage

of customer data, integrates activities acrosssales channels, simplifies relationship

management, forecasts for opportunities

Helps to understand competitive position in

sales situation . Sales funnel ( Sales pipeline ) management

Sales person productivity analysis


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Revenue management is key the success of anybusiness .

Revenue Planning : Begins during the third quarter fornext fiscal year.Input is gathered from sales & marketing team andother sources and Revenue plan is fixed.

Related expenses are decided & planned profit is predecided.Revenue plan is broken up into sales targets forproduct line & communicated to sales force .

Q1( AMJ) Q2(JAS) Q3( OND) Q4 ( JFM)

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

annual

revenue

plan.xls


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Sales performanceAnalysis

Business partnerManagement

Sales Planning

OrderAcquisition

OpportunityManagement

Sales Process ManagementSales Process Management

Order

management

Order vetting

Technical

Commercial

Feedback to

sales team

Sales funnel

management

Sales force

Productivity

management

OrderlossStatus report

& analysis

Annualbusiness

planning

Channel partner

Warehouse

C&F


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Top Search Terms Leads by SourceCampaign ROI

Web Form

Lead Capture

Import Data

Web Site Visitors

Inbound Calls

Lists

Google AdWords

EmailMarketing

Direct Mail

Cold Calls

Partners

TV

Radio

Events

Trade Shows

PR

Set up auto-response emails-Thank you for your interest

-Your trial information

-Event details

Set up lead assignment rules-Geography

-Company size

-Product of interest

Use the import

wizard or Excel

connector

Purchased list

Trade show

Legacy data

Contact me request Free trial

Event registration

Organic Web traffic AdWords referrals

Email responses

Yellow pages Google Maps

Word-of-mouth referrals

Create New Leads

Cold calling If one doesnt exist, create a new lead

Lead Quality

Generate More Leads: Capture those leads through a

variety of channels including your Web site.


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Closed Business

by MonthTop Sales RepsTop 10 Deals

Presentation Proposal Negotiation WonYesNo

Open Opportunities

You canmonitor your

opportunitiesreports and

dashboards to

keep track of

your top deals

and prioritize

your time.

Customize Sales force tofit your internal sales

methodologies and

processes, making it

easier to monitor your

sales pipeline.Use email marketing and

call downs to re-market

to yourarchived

opportunities.

Keep an archive of your dead opportunities.

Sales force gives your entire

company a 360-degree view of

your customers and facilitates

collaboration across your

organization, helping you

build strong, lasting customer

relationships.

Sales

Support

Marketing

New Customers

Close More DealsClose deals fasterby providing a single place for updating deal information, tracking opportunity

milestones, and recording interactions. Easily analyze your sales pipeline so you can quickly

identify and eliminate any bottlenecks in the sales cycle.

Retail sales

forecast.xls


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Lead analysis & sales forecast

RFQ analysis

Bid preparation (Investment proposal )

Sales coordination

Sales collaterals & templates

Sales productivity analysis

Field intelligence report


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Sales target The amount of sales each sales representative, team, product or product category has

committed or is assigned to solicit.

Close percentage This metric goes by many names. The purpose of the metric is to score a lead with a

percentage that it is likely to turn into a sale. As sales personnel work with thecustomer to answer questions, exchange information, prepare legal contracts and so

on, the percentage is changed up or down.

Customer score Not only are leads scored, but customers are too. By scoring a customer, companies

can develop a model that helps them predict which customers are likely to purchase

their product or service. Many attributes (size of the company, geographic location,level of access into the company, level of cultural, industries the customer serves,

size of budget for the solution being sold) can go into scoring a customer. In this

regard, customer scoring is similar to a segmentation exercise.

Sales expenses This metric includes all expenses related to the sale, such as travel, entertainment,

printing, shipping, use of other internal resources, 3rdparty expenses, etc.

Close rate The percentage of sales leads that convert to sales. This is often tracked at the sales

representative, team, customer segment and product/product category level.


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Sales totals The total number of sales represented by all leads. This metric is often multiplied

by the close percentage for a weighted sales leads number. This metric is used to

predict future sales.

Sales lost The number (or percentage) of sales lost, broken down by reasons, which can

include loss to a competitor, loss of customer funding, and many other reasons.

Training impact Companies use different techniques to detect the impact of sales training on the

sales force, including sales staff surveys on training effectiveness and

comparisons in other sales metrics pre- and post-training.

Cross-sell rate The percentage of sales totals that include items that were not specifically

requested but recommended by the sale force or through marketing.

Number of calls The number of calls made by a sales representative or sales team. This can be

broken down by new account calls and existing account calls.

Number of new

customers

How many new customers have been added during a period of time.


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Key returns from improved sales performance

and management include the following:

Increased salesperson productivity Increased sales management productivity Decreased cost of customer acquisition Increased revenues (increased profits onrevenues) Decreased administrative overhead Reduced employee training costs


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Customer Service management

QoS ( Quality of Service ) delivered byan organization is judged by itscustomer of the basis of 5 keyparameters known as serve qual

parameters.


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Slides not for cirulation 45Ser Mktg

Proprietary slides

45

1. Tangibles of Service :

( Infrastructure & facilities , Employ commitment (People)

& the process links of services laid to build efficiency &

problem resolution )

2. Responsiveness :

Attitude (Willingness) to help the customer proactively.

3. Reliability : Dependability on the service & accuracy of

the service.

4. Assurance : Competence of the organization to deliver

the promises & gain credibility for service .

5. Empathy : Caring for the customer . Feeling of concern

& responsibilities.

i i f i d i


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Designing SLA for committed service

Components of SLAScope of service to be rendered

Committed Total turn around timePenalty clauses

Implementation timeJoint responsibility

Financial implicationPrice escalation clause

Commercial implications

Legal implicationTermination clause

Renewal clauseExit clau e

SLA is formal & legal document detailing the scope of service with standardOperating procedure explained by the service provider to set right expectationOf the client. ( Eliminate Service Gap )


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SLA Management encompasses :

SLA contract definition (basic schemawith the quality of service parameters.)

SLA negotiationSLA monitoringSLA enforcement, according to defined

policies.


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SERVICE

PERFORMANCESERVICE ROI

Web Form

Import Data

THRU Web Site

Inbound Calls

Warranty

customer

Database

SERVICE CALL

Email TO CC

Calls Thru

TOLLFREE NO.

Preventive call

Management Use the import

wizard or Excel

connector

Contact me request

Service call

Allocation process

SERVICE STATISTICS

CUSTOMER SERVICE MANAGEMENT PROCESS

Call call call call call incentivescapture analysis allocation tracking closure calculation

Set up auto-responseemails with id code

benchmark


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Call tracking: logging to resolutionCall uptime calculation : Actual time / total committed time

Service center operations


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Call counts and

duration

The number and duration of calls either received or sent, often

broken down by call type, which is input by the call center

representative after completing the call.

Average hold time The amount of time a customer has to wait before being served by

an agent.

Abandonment rate The number of calls abandoned expressed as a percentage of the

total calls. These are customers who hang up while waiting for an

agent or get disconnected.

Average

abandonment time

The average time a caller waited before abandoning the call.

Adherence The amount of time the agent is in their seat ready to take calls,expressed as a percentage of the total time the agent is scheduled.

Wrap-up time The amount of time, after the call is completed, the agent needs to

complete administrative tasks related to the call.


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Average cost per call The sum of all costs for running the center divided by the number of calls

received.

Average talk time The amount of time the agent spends on the call talking to a customer.

Average handle time The sum of the talk time and the wrap-up time.

Agent utilization The amount of time agents spend on calls versus other internal tasks,

expressed as a percentage of available time.

Blocked calls The number and percentage of calls that receive a busy signal and could not

even get to the automatic call distribution system (ACD).

Service level A goal for call center performance. A widely used format for the goal and

values is for a call center to answer 80% of the calls within 20 seconds.

Call quality Companies have devised ways to monitor the quality of a call and the agents

abilities. Scores can include vocal intonation, friendliness, promptness,

knowledgeableness, and adherence to procedures.


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Response time Amount of time it takes a service agent to respond

Completion time Amount of time it takes a service agent to resolve a customersproblem.

Repair fulfillment

time

The amount of time it takes to deliver a requested part or service

needed for a repair.

Service level This metric is similar identical to the call center metric when

applied to inbound phone calls. It includes additional measures

when applied to all support calls.

Customer

satisfaction score

Many companies routinely survey their customers after a service

call to verify satisfaction.

Service call priority Service calls are frequently prioritized to comply with service

contracts or warranty terms or to indicate the importance of the

request.


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CRM driven Supply chain performance.

Fill rate The number of items ordered compared with items shipped.

Fill rate can be calculated on a line item, SKU, case or valuebasis.

On time ship rate What percent of orders where shipped on or before the

requested ship date. On time ship rate can be calculated on a

line item, SKU, case or value basis.

Performance to

promise

What percentage of orders where shipped on or before the

promised ship date. In some cases, some items may be on

back order or delayed for whatever reason. This metric

captures the overall conformance with promised ship dates.

Backorders The number (or percentage) of unfulfilled orders.


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Customer order

cycle time

The average time it takes to fill a customer order.

Cash to cycle time The number of days between paying for raw materials and getting

paid for the product by the customer.

Supply chain cycle

time

The total time it would take to satisfy a customer order if all

inventory levels were 0.

Perfect Order

Measure

The error-free rate of each stage of an order. Error rates are captured

at each stage (order entry, picking, delivery, shipped without

damage, invoiced correctly) and multiplied together.

Upside flexibility The ability of a supplier to meet additional demand requirements


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Contact and activity Management

KAM process

Blue book / Account dossier /Customer historysheet preparation

Scheduler and calendaring events

Project management process


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Customer

Sales Level/

Potential

Customer Service/Re

lationship Requirements

Large

Small

Low High

Direct

channe

ls/

Internet-based

sales

Key/Global

AccountManagement

The shrinking

domain for the

traditional

salesforce?

Marketing Strategy

The critical new interfaces for sales


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Exploratory

Basic

Cooperative

Interdependent

Integrated

Strategic

intent of

seller

Strategic intent of buyer

Adapted from a model developed by Millman, A.F. and Wilson, K.J.

From Key Account Selling to Key Account Management (1994)

The relational development model

KAM


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Key account preliminary categorization

Realization of fullest potential

of both organizations

Confidence in relationship, stable

& highly evaluated by both sides

Integrated

Interdependent

Basic

Degree ofcollaboration

KAM relationship stage Needs of parties to

KAM relationship

Low: transactional

High: collaborative

Reduction of risk,

ability to forecast

Operational, efficient

transactions

Cooperative


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Creating closer relationships with supply

chain partners

InformationSystems

Operations

Marketing

Operations

InformationSystems

Marketing

Key-Account

Co-ordination

Supplier

To

Supplier

Development

Customer

Directors

selling company

Directors

buying company


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Key account categorization

Top 15 (in volume/revenue generated)

Next 30

Next 55

A

B

C


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Selection of Key Accounts

Large

Medium

Small

Strategic Star

Status Streamline

High

High

Low

Supplier Business

Strength with Customer

Account

Attractiveness

low


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High Low

High

Low

Key accountattractiveness

Supplier business strengthwith customer

Selectiveinvestment

Management

for cash

Strategicinvestment

Pro-active

maintenance

The key customer portfolio

Supplier Relationships as a Source of


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Business Contribution

Criteria

Business Process

Criteria

Strategic

Suppliers

Preferred

Suppliers

CommoditySuppliers

First mover advantage

Channels to market

Reverse revenue generation

KAMlead

Business strategy driven

A te

am on

both sides

Point-to-point solution

Technology access

Operationaladvantage

Cost improvement Superior service levels

Ease of transaction

Relationship manager

Strategy from CatMan

SLA scorecard

Managed locally Performance monitored

E-enabled

10

20

600

1, 350

3,000

10

< 1% ofsuppliers

c. 20% ofall

suppliers

c. 80% ofall suppliers

Type

Supplier Relationships as a Source of

Business Advantage

Business Process

Criteria


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Blake and Mouton

1/9

The customers

friend

9/9

The problem

solver

1/1

The ordertaker

9/1

The pressuresalesman

5/5Compromise

Method approach

Concern for

customer

Concern for making the sale

9

1

91


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Developing the Strategic

Account Planning Process

The strategic account planning process

should be specific and actionable, and

include

Objectives and activities

Action plans designed to meet the objectives

Assigned responsibilities and accountabilities

A listing of the resources required toimplement the plans


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Facilitating Buy-In

Training and education programs can

facilitate buy-in within the selling

organization

Sales education programs must

emphasize the value that KAM and sales

managers can provide to these strategic

accounts


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Providing Guidance for Plan Development

and Implementation

KeyAccount Managers provide much

guidance and leadership to their team

& buyers . They seek ongoing support from top

management

Identify new opportunities & helpbuying organization in decision

making.

Act as problem solver & evangelist.

Marketing Data analysis for


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Marketing Data analysis for

strategic marketing decisions.

Information about

Data available in

DW

Data standardized

To a common format

CRM process & information technology


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CRM process & information technology


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Classification: It maps data into predefined group or

clusters . These classes are predefined . Classification

algorithms requires that the classes are defined on the dataattributes values. ( Micro Segmentation of consumers )

Regression : It assumes that the target result fit in to some

known type of functions ( eg linear , logistic etc ) & then

determines the best function which models the given data.

Clustering : The approach is useful for determining the

similarity On the predefined attributes . Identifying precise

set of variables / parameters describing the data set fordecision making process. Consumer modeling for

promotion strategy.

Summarization : It is used for extracting representative

information about the database. It maps data in to subsets

with associated simple description.

CRM P j i l i


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CRM Project implementation

methodology

Planning

Deployment

Post

Deployment

Envisioning

Development


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Components for CRM software project management

model

Basic components are common to any industries which

include

1. Scope management

2. Time management3. Resources management

4. Quality management

5. Cost management

6. Communications management7. Risk management,

8. Procurement management

9. Integration management.

l i C l i h l


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Implementing CRM solution: Technologyperspective

CRM solutions stand on a integrated database ofcustomers/ transaction data , which are used forbuilding proactive marketing strategies .

People , Process & Technology are the corner stones ofany successful CRM solution implementation .

Industry nuances are to be kept in mind whiledesigning CRM solution for an organization.

Integration issues with back end operation viz ERPwork flow management etc need to be addressed priorto the selection of CRP solution.


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Six Es e CRM are :

1. Electronic channel integration : (Web, Mail & messaging )

2. Enterprise : Across the organization other than sales &marketing function are able to interact & providecustomer centric services & products. ( Enterpriseintegration ERP , Work flow , DRP ) .

3. Empowerment : Enabling the customers to decide when& how to stay in touch with the organization.

4. Evaluation : Evaluate customer interaction along varioustouch point channel & compare anticipated ROI againstaccruals.


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5 Economics : Concentrate on customer economics , whichdrives smart asset allocation decision & greatest return on

customer communication

6. External information : Leverage information from thirdparty sources , web page profiler etc.


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Data

mining process: It helps to predict future trends &behaviorallowing the business to make proactive knowledge

based decisions.

Data mining taxonomy .

Predictive model Descriptive modelClassification Clustering

Regression summarization

Time series analysis Association rules

Prediction Sequence discovery

It uses advance algorithmic structure based on artificial

intelligence ( ANN, Expert system - rule based , case based

modelbased, GA, DT , NNM & statistical tools along with

search engines to predict or describe the behavior .

Using Customer tracker an organization can do


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Profile key contacts.Schedule activities and view tickler lists.

Generate, distribute and store customer

correspondence.

Create, store and track customer contracts.

View customer project lists and support tickets.Identify, track and manage opportunities.

Sales executives and administrators can leverage

views of Pending Pipeline, Win / Loss Data, and

Activity Lists.

Establish a portal for named customer contacts to

submit project requests and support tickets.

g g

following :


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CRM implementation

User interface.

Session managementWork flowDatabaseGraphicsMessagingBusiness


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Balance Score card is a framework of evaluation used to measure

the overall effective ness ofan organization.

The 4 perspectives used to evaluate the overall performance are :

Customer perspective , Learning & knowledge perspective , Financial

perspective & Internal process perspective.

The CRM specific perspectives are : 1. Customer Value perspective ,

which measures the financialbenefits gained form the customer .

2. Customer satisfaction perspective which measures the level of

satisfaction achieved by products & service .

3. Customer interaction perspective that measures the operational

excellence of internal process & multi channel management.

4. Customer knowledge perspective that measures the quality of

customer knowledge & dataanalysis.


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Conclusion :CRM is a business philosophy driving anorganization to build customer centric

business process & culture to gaincompetitive edge in cut throat competitiondriven market for sustainability & growth.

Technology is the backbone of anysuccessful CRM process implementation .


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