CRM Customer Relationship Management Rich Du. Bose, Arnold Kelly, Mellisa Thom and Ben Wylie
Outline n n n General elements of CRM Spending and trends CRM ROI Why some company succeed and others fail at CRM Industry uses 12 key applications Top 5 providers of CRM Mini case studies - Square D and Graybar Argosy Gaming case study Don’ts of CRM Best practices
CRM Defined n “CRM is a technology-enabled business strategy whereby companies leverage increased customer knowledge to build (1) profitable relationships. ” n CRM is first and foremost a business strategy, not merely a software package. (1) A Strategic Framework for CRM, by Patrick Sue and Paul Morin. February 2001
Functional Elements of CRM Sales Marketing • Market Research • Product Development • Market Assessment • Market & Customer Segmentation • Sales Automation and Management • Customer Profiling • Account Management • Opportunity Management • Product Lifecycle Management • Product, Price, and Contract Negotiation • Product Pricing and Profitability • Sales Alignment and Incentives Customer Service • Customer Inquiry • Customer product support • Customer Information Management • Call Center Effectiveness • Trouble Analysis & Resolution • Billing Customer Relationship Management Solutions • Data Warehouse Management and Decision Support • Integrated Customer Management Systems
Marketing Functionality n "Half the money I spend on advertising is wasted; the trouble is I don't know which half. " John Wanamaker, the department store pioneer, stated in 1886 n A CRM can greatly enhance a company’s marketing efforts in the areas of : u u u Market research Price planning Product development Market assessment Customer segmentation Product lifecycle
Marketing Functionality Cont. . . n Example: Hewlett-Packard u u u Previously, HP sent out mass emails to update customers on sales offers, new products, technical support, etc. After implementing a CRM, these efforts become much more customers specific 85% of customers said they were satisfied with the content of the emails and additional revenue increase by $15 M
Sales Functionality n Common functions implemented: u Provide the sales force with detailed and current information, such as: t Buying preferences t Pricing t Inventory levels t Billing information u Automate the sales processing activities (SFA).
Sales Functionality Cont. . . n Example: Empire Blue Cross and Blue Shield u Extremely complex and highly manual sales process u 33 redundant audit checks and took approximately 27 days u On-line quote system developed u Sales processing steps streamlined and automated
Service Functionality n n CRM can be used to capture such things as: t Customer’s complaint history t Outstanding customer services requests t Billing information t Customer preferences t Tracking unresolved issues Service representatives are much more prepared to service their customers
Service Functionality Cont. . . n Example: Marriott International u Collect data on customer preferences and spending u Data shared by all Marriott Hotels nationwide u Once you check in they already know your smoking preference, which floor you prefer, any allergies, complaint history, whether you drink, etc.
Enable Enterprise-wide Information Integration Collecting and integrating data from every point in the organization will allow customer relationship, life cycle and event information to be analyzed and driven through the marketing organization to the front-line, enhancing sales and retention. Phone Sales Support Front line Branch Mobile Sales Force Marketing and Sales Support u Customer demographic and purchased services data. u Marketing campaign tracking and offer development u Customer and profitability data matched for service development and pricing u Attrition data for retention modeling u Customer value and preference information for customized experience. Internet Customer
Enable Enterprise-wide Information Integration Collecting and integrating data from every point in the organization will allow customer relationship, life cycle and event information to be analyzed and driven through the marketing organization to the front-line, enhancing sales and retention. Phone Sales Support Front line Branch Mobile Sales Force Internet Back Office Operations u Customer relationship information and contact history available for issue resolution u Information gathering follow-up or alert messaging to front line u Rules development for value-based decisioning for all product support Customer
Enable Enterprise-wide Information Integration Collecting and integrating data from every point in the organization will allow customer relationship, life cycle and event information to be analyzed and driven through the marketing organization to the front-line, enhancing sales and retention. Phone Sales Support Front line Branch Mobile Sales Force Customer Internet Customer Touch Points u Customer relationship data gathering u Delivery of customized service delivery or sales offers u Customer value information available for decisions u Product information and sales process automation enables effective targeted sales efforts u Relationship and contact information allows sales reps “know” each customer
Demonstration
Based on report by Aberdeen Group entitled “Worldwide CRM Spending: Forecast and Analysis 2001 - 2005”.
Forces Driving Spending n n n “Only 7% of global companies have reached mature CRM deployments, indicating more spending to come. ” (1) According to Gartner Group “CRM remains one of the top three, if not number one, business priorities in 2001. ” “The average company loses 20% of their customers each year and the number is rising. ” (2) (1) Data Warehouse Institute survey. CRM is Anything but Dead CRM Industry. June 2001 (2) Maximizing CRM Performance with Strategic Performance Measurement by James Brewton
Forces Driving Spending Cont. . . n n “It costs up to 10 times as much to acquire a new customer as it does to keep an existing one. ” Reasons growth is not higher: u u Hard to prove ROI Expensive customization High failure rate Slow economy has force IT budgets to tighten Maximizing CRM Performance with Strategic Performance Measurement by James Brewton
Trends in CRM n Mobile CRM (m. CRM) u u u Palm. Pilots, web phones, and pagers are becoming less expensive and more widely used Siebel and Sprint recently signed a join venture selling wireless CRM Domestic businesses are expected to spend $74 B on wireless service by 2005 Wireless CRM: Strings Attached by Marc Songini Computer World, November 2001
Trends in CRM Cont. . . n Netsourcing - Application Services Providers (ASPs) u u u ASP work better in smaller organizations - less customization CRM applications are the second largest segment of hosting sales, led only by E-commerce applications By 2003, Forrester predicts hosted CRM applications will account for almost $2. 5 billion in revenue The Forrester Report by Stacie S. Mc. Cullough. December 1999
CRM ROI Source: Swift, “Accelerating Customer Relationships: Using CRM and Relationship Technologies
CRM ROI Cont… n Possible Returns u Up to 10 X’s more costly to generate revenue from new customer than existing customer u 5% Increase in retention rate can increase company profits by 60 -100% u 6 X’s more costly to service customer through a call center than via the internet u Loyal customer referrals generate business at little or no cost Source: Swift, “Accelerating Customer Relationships: Using CRM and Relationship Technologies”
CRM ROI Cont… Investments u Upfront costs u Takes time u Need to create measuring metrics n It is marketing rather than sales n Switching from product focus to customer focus n Source: Swift, “Accelerating Customer Relationships: Using CRM and Relationship Technologies”
Succeeding VS Failing n Keys to Success Managing the data u Managing the customer u Business process before implementation u All levels must buy in u Flexibility on the company’s side u Relationship vs database u Source: Rigby, Reichheld and Schefter, “Avoid the Four Perils of CRM”
Succeeding VS Failing Cont… n CRM Mistakes Implementing CRM before creating a customer strategy u Rolling out CRM before changing your organization to match u Assuming that more CRM technology is better u Stalking, not wooing, customers u Source: Rigby, Reichheld and Schefter, “Avoid the Four Perils of CRM”
BMC “Learning from Failure” BMC Software t Systems-management software provider t Based in Texas n Failed Two Times Before Succeeding n Source: Rigby, Reichheld and Schefter, “Avoid the Four Perils of CRM”
BMC’s Failures No research n No top-management involvement n Software would change culture n Source: Rigby, Reichheld and Schefter, “Avoid the Four Perils of CRM”
BMC’s Successes Recreated the strategy n Communicated benefits across the company n Changed the culture not just the process n Source: Rigby, Reichheld and Schefter, “Avoid the Four Perils of CRM”
Industry Uses n Airlines AA t Aadvantage Frequent Flyer Program t n Banks Barclays t Realize profitability of customers t n Car Rental Companies Enterprise t ECARS System t Source: Swift, “Accelerating Customer Relationships: Using CRM and Relationship Technologies”
n Enterprise Computer Assisted Rental System (Ecars) - introduced in 1992 now supports 1. 4 million transactions logged every hour u u Locates cars, tracks customer preferences, measures customer satisfaction ratings Uses Enterprise Service Quality Index(ESQI)to measure satisfaction - compensation for management is tied to results
n Enterprise uses its Automated Rental Management System (ARMS) to allow insurance companies to access rental information u u Allows agent to book reservations, EFT, and reporting to support claims processing Allows electronic monitoring of repair shop progress (CIO Magazine - Nov 2000)
Gartner’s 12 Key Application Components
Gartner’s 12 Key Application Components Opportunity Management System (OMS) n Sales Configuration System (SCS) n Partner Relationship Management (PRM) n Interactive Selling Systems(ISS) n Gartner Nov 2001
Gartner’s 12 Key Application Components Incentive Compensation Management n Content Management n E-Service n Call Management n Gartner Nov 2001
Gartner’s 12 Key Application Components Field Service and Dispatch(FS/D) n Personalization n Data Mart/Analytical n Campaign Management System n Gartner Nov 2001
Today, for a B 2 B CRM application suite, three vendors can deliver features across all 12 key functionality components: Siebel, Oracle and SAP • Gartner Nov 2001
Feature ratings are based on the current shipping versions of the following vendors' CRM suite offerings: • Clarify e. Front. Office v. 10 by Amdocs (i. e. , an agreement for Amdocs to purchase Clarify CRM products from Nortel E-Business is expected to close by February 2002. ) • E. 5, release 5. 5 by E. piphany • Kana i. CARE by Kana • Oracle CRM 11 i v. 5 by Oracle • People. Soft 8 CRM by People. Soft • SAP CRM 3. 0 by SAP • Siebel 2000 by Siebel Systems The scores in Figure 1 are based on vendors scoring 1 point for a 1/4 circle rating, 2 points for a 1/2 circle, 3 points for a 3/4 circle and 4 points for a full circle with 48 points equal to 100 percent. In the past year, SAP's scores improved the most, followed by Amdocs/Clarify, Siebel, People. Soft then Oracle (see Figure 2). Today, Gartner estimates that Siebel still provides almost twice as many features as the next closest competitors; and Siebel remains the only vendor to meet more than 50 percent of the horizontal functionality requirements for a B 2 B large enterprise CRM application suite. • Gartner Nov 2001
North American CRO Magic Quadrant - Gartner March 1, 2002 CRO stands for customer relationship optimization, and it is the alleged potential new direction for customer relationship management (CRM). "It's no longer about managing your customers, " the NRF session description stated. "It's about strategically investing in customer segments that will make the most money. " http: //www. computerworld. com/itresources/rcs tory/0, 4167, STO 67518_KEY 51, 00. html http: //www. gartner. com/reprints/ncr/104847. html
Key CRM Providers People. Soft n Siebel n SAP n Oracle n Convergys n
n Leading provider of enterprise applications that tie together customers' back-office operations n Software addresses such tasks as accounting, human resources, manufacturing, and supply chain management n Services such as consulting, maintenance, and training account for about two-thirds of sales n Customer relationship management software has rekindled licensing sales growth and helped offset a slowdown in the broader enterprise software market, but it has also exposed People. Soft to more direct competition with companies such as Oracle and Siebel Systems. (www. hoovers. com) n Headquarters: Pleasanton, CA n 2000 revenue: $1. 7 billion n Customers: 4, 600 n Employees: 8, 000 Worldwide
n n n World's leading provider of e. Business applications software Provides an integrated family of e. Business applications software, enabling multichannel sales, marketing, and customer service systems to be deployed over the Web, in call centers, in the field, through reseller channels, and across retail and dealer networks Sales and service facilities are located in more than 32 countries. n Founded: 1993 n 2001 revenue: $2. 05 billion n 2001 net income: $255 million n Employees: 7, 400+
n 29 Years in the Business of E-Business n n 10 Million Users, 44, 500 Installations, 1, 000 Partners, and 21 Industry Solutions. 2000 Sales (mil. ): $5, 881 1 -Yr. Sales Growth: 14. 3% n 2000 Net Inc. (mil. ): $596 1 -Yr. Net Inc. Growth: (1. 6%) n 2000 Employees: 24, 480 1 -Yr. Employee Growth: 12. 8% n Founded in 1972 - recognized leader in providing collaborative e-business solutions n Headquartered in Walldorf, Germany n World's largest inter-enterprise software company, and the world's third-largest independent software supplier overall n Employs over 27, 800 people in more than 50 countries
n World's leading supplier of software for information management, and the world's second largest independent software company n First software company to develop and deploy 100 percent Internet-enabled enterprise software across its entire product line: database, server, enterprise business applications, and application development, and decision support tools. 2001 Sales (mil. ): $10, 860 1 -Yr. Sales Growth: 7. 2% n 2001 Net Inc. (mil. ): $2, 561 1 -Yr. Net Inc. Growth: (59. 3%) n 2001 Employees: 42, 927 1 -Yr. Employee Growth: 3. 9% Headquartered in Redwood Shores, California n n
n (CVG) is a provider of Employees: 46, 000 outsourced billing and customer management solutions, which encompass activities such as targeting, acquiring, serving and retaining customers on behalf of its clients. Market Cap (Mil) $ : 5, 155. 226 Complete Financials: Dec 2001 Updated: 04/05/2002 Revenues For the FY ended 12/31/01, increased 6% to $2. 32 B. Net income decreased 27% to $138. 8 M.
Mini-Case Studies
n Began in 1902 , is a market-leading supplier of electrical distribution, industrial control and automation products n A new safety switch with the company's new logo, a "D" (for Detroit) inside a square became the industry standard and many customers began asking for "the square D switches. " The trademark was developed in 1915 and the name Square D Company was formally adopted in 1917. To this day, Square D is one of the few companies ever named by its customers. n On May 24, 1991, Square D Company merged with Schneider Electric of Paris, France the world's leading manufacturer of electrical distribution and industrial control and automation products and systems, and the only manufacturer dedicated to the distribution and control of electricity. (www. squared. com)
Information Technology n Web server-enabled equipment for the plant floor u u n E-Way u u n Equipment, including power monitors and PLCs, can automatically alert plant officials to emerging problems by audible alarm or e-mail Built-in server technology allows plant personnel to remotely monitor, diagnose and correct equipment problems and remotely change set points Online quote and order management system for distributor network Check pricing, stock availability, and obtain shipping information Digest Plus Selector u u u Online product selection with more than 66, 000 part numbers Search an electronic version of Square D's catalog based on the electrical characteristics of the application Generates a bill of materials to send to the distributor of choice for pricing and ordering (http: //www. controleng. com/archives/news/2000/july/gm 0720 a. htm)
Information Technology n An employee Intranet u n Powered by an Infoseek Corp. search engine. The site includes everything from employee telephone directories to spec-writing tools and news on customer-segment marketing activities. Employees can access the site remotely Customer Information Center u u u Uses sophisticated customer relationship management (CRM) technology to give technicians instant access to a complete customer history, and knowledge management and case management tools to access a database of technical solutions to almost any question Links customer service representatives and technical experts around the country in a virtual technical support center through Soft Phone technology from Lucent. Extended nationwide in late 1999, the CIC now answers more than 13, 000 calls each week from customers, distributors and employees. (http: //www. controleng. com/archives/news/2000/july/gm 0720 a. htm)
Successful CRM Implementation n n Began in 1993, after Schneider Electric acquisition Reorganized the company’s three basic business units around customer segments - Industrial, Residential, Construction, and OEM Only after internal systems were refocused on the customer did Square D start using high-tech applications to upgrade its customer-facing processes According to Chris Curtis, VP of US marketing, managers were taken out of their line jobs for months at a time to understand issues involved in implementing the software In 1996, $75 million was invested in an order-management system that let sales engineers create proposals for customers based on what the factory floor could deliver (Harvard Business Review - Feb 2002)
• World leader in collaborative (CRM) solutions that increase customer revenue, profitability, and customer loyalty • Transformed how organizations support their customers, partners and associates at more than 500 organizations representing over 100, 000 users. • Relavis e. Business. Streams - CRM automation that allows an organization to efficiently and effectively interact with their customers, prospects, partners and internal associates • Received the 2001 IBM Beacon award for "Greatest Business Impact, " and the 2001 Lotus Beacon Award for "Best e. Business CRM Solution. " Relavis is honored to have won the Beacon Award seven times (www. relavis. com) "A tremendous benefit from using Over. Quota is that we are able to use existing infrastructure for workflow communications. We have been using Lotus Notes in our worldwide operations since 1998, " said Lee Chong Leong, telecommunications manager, Asia Pacific, Schneider. Electric.
n In 2001 Graybar selected the my. SAP. com(R) ebusiness platform to run its business systems applications u u One of the largest ERP projects in U. S. industry Will deploy the entire suite of my. SAP. com solutions including t t t u u my. SAP(TM) Customer Relationship Management my. SAP(TM) Supply Chain Management my. SAP(TM) Human Resources my. SAP(TM)Enterprise Portals my. SAP(TM) Business Intelligence Graybar’s new platform will run on IBM hardware De. Loitte Consulting is assisting in implementation
n n n A Fortune 500 service provider of wholesale distribution of electrical and comm/data equipment and integrated supply services Serves contractors, industrial plants, telephone companies, power utilities and commercial users One of the largest employee-owned companies in the US, with approximately 9, 500 employees and 275 stocking locations In business 131 years Annual sales in 2001 - $4. 7 billion
Graybar plans to go live with “just a sliver of my. SAP CRM, ” Graybar VP Beatty D'Alessandro told CRMDaily. “We were advised by our implementation partner, SAP and other companies in our industry that CRM implementations can be a bear. ” "We seriously considered both companies, " (Siebel) Beatty D'Alessandro, vice president IT strategy for Graybar Electric, told CRMDaily. com. "But in the final analysis we bought the whole my. SAP suite. " D'alessandro added: "Our feeling was that a completely integrated solution was preferable to a bolt-on (CRM) strategy. " Another consideration, he added, was that SAP appeared to be committing a significant amount of corporate resources to its CRM product. "So, in whatever areas there were perceived inequities between SAP and Siebel, it was clear to us that SAP was spending the money to catch up with Siebel, " D'Alessandro said. (http: //www. crmdaily. com/perl/story/16309. html)
Argosy Case Study
Company Overview n. CEO: James Perry n. Revenue: $595 Million n. Stock: NYSE Symbol-AGY $40. 65 n. Employees: 4, 900 u Source: www. argosycasinos. com
Jeff Poure, MIS Director CIO CEO
Current System n Player Tracking System Built primarily as accounting/slot system, not marketing u Only provide us with transactional data u t u Not customer centric, slot machine is center of universe Not flexible t Difficult ad-hoc queries Source: Argosy Marketing Report 2001
CRM Strategy Use knowledge of customers profiles to develop offers and programs which appeal to our most profitable customers Source: Argosy Marketing Report 2001
How Argosy’s Goal was Defined n Committee Property Operating Committees u Executive Committee u Legal Staff u Marketing Staff u MIS Staff (including IT Supplier Representation) u Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
Argosy Partners with NCR Terradata for CRM Development n Why NCR? u “Value Added Supplier” t u Harrahs (1998) Application Server Evaluation Model (ADEM) Evaluates IT Supplier on the basis of Technology, Market Momentum, Best Practice, & Database t NCR won Technology & Database, and was second in Best Practices Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director – Overall highest score t
CRM Application Scope n 7, 724 Hours (3+ Man years) u n Estimated Cost = $849, 640 u n Only NCR Applications and Database Developers time Not including Software Licenses or Servers Two new full time MIS positions Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
CRM Application Operation n Data collection during registration – Data Card u Player Data Name t Address t SSN t License No t Age t And More! t Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
CRM Application Operation n Data collection during the visit u Wins / Losses t u Tables vs. Slots Preferences / History Restaurants t Smoking vs. Non-Smoking t Magazines t Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
CRM Application Operation • Prior to CRM Application • Archaic Marketing campaigns based on recent nature of ones visit Source: Argosy Marketing Report 2001
CRM Application Operation • Allows a more granular view at customers • Greater Market Segmentation to identify most profitable customers • Redirect Resources away from marginal customers Source: Argosy Marketing Report 2001
CRM Application Operation n Better understanding of Customers and Revenue Sources u u Customer Lifetime Value = CONFIDENTIAL Identification of most profitable customers t u u 40 to 50 + Years Old with disposable income and time – retirement age Average player spends $25 -$30 a time and comes frequently, at least once a week…seeking social setting 80 percent of Argosy’s Revenue comes from slot machines Source: Argosy Marketing Report 2001
CRM Application Operation n Rewards Programs u Customized for individual market segments t t u n Right Offer, Right Customer, Right Time, Right Decision Targeted mailings Based of points Incentive Programs Source: Argosy Marketing Report 2001
Implementation n Argosy is implementing CRM Package in two phases Phase I – June 4, 2001 to October 4, 2001 u Phase II – October 5, 2001 – June 8, 2002 u Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
Property Implementation Timeline Phase I October 2001, Lawrenceburg, IN December 2001, Riverside, KS February 2002, Sioux City, IA March 2002, Alton, IL March 2002, Baton Rouge, LA Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
Implementation n Phase I Criteria for Success u u u Have increased ability to view, analyze and act upon detail player data down to the transaction level by individual player, player segments or groupings. Develop and agree to a methodology and calculation for the “Lifetime Value” of a player. Have the ability to analyze and evaluate Argosy customers’ hotel, restaurant, entertainment, and offer preferences at the customer level. Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
Implementation n Phase I Criteria for Success - cont. u u u Capture and maintain customers’ needs and preferences for the purpose of determining offers/programs, which will appeal to out most profitable customers. Increase analytical capabilities to drive more complex segmentation and communication strategies for the purpose of increasing customer trips/rate-of-pay, frequency of visits, and for finding new/profitable opportunities. Ability to have a unified/consistent customer reward program across the enterprise. Source: Interview with Jeff Poure, Argosy Gaming Co. MIS Director
Is Phase I a Success? “Yes, this phase has been considered a success. It(the CRM package) has given us the ability to more efficiently identify our key customers, anticipate their needs and respond to them quickly. ” “…the application has allowed us to better serve our customers” “…give us the ability to improve customer retention” -Jeff Poure, MIS Director
Don’ts of CRM Data is ignored n Politics rule n IS organization and business users do not work together n No plan exists n CRM is implemented for the enterprise, not the customer n Source: Gartner, “Seven Key Reasons Why CRM Fails – And How to Avoid Them”
Don’ts of CRM Cont… n Flawed process is automated n No attention is paid to skill sets Source: Gartner, “Seven Key Reasons Why CRM Fails – And How to Avoid Them”
CRM Best Practices consists of the following: n n n Customer Involvement Involve the correct sources early to develop CRM Strategy Understanding of Information Technologies place CRM Organizational Culture Incremental Implementation
CRM Best Practice Customer Involvement n Focus Groups u n Customer Survey u n If Feedback being passed to Top Management is being acted on, then change will happen Concentrate on your customer Lifecycle value u u n Prior to, during, and after CRM implementation Which Customers repay investment? Which Customers just take up resources and should be considered competitors? Segmentation Analysis Source: www. CRM-forum. com
CRM Best Practices Involve the “Right” People n Marketing u n Provide means of determining our customers? Business Strategists u What are our organizational goals (i. e. growth)? Source: www. CRM-forum. com
CRM Best Practices Involve the “Right” People n “Value-Added” IT Suppliers (If required) u u Practical experience in CRM experience in same/similar industry t n Can provide knowledge of CRM application(s) to allow Marketing and Business strategists to evaluate the opportunities To often companies allow technology vendors to dictate the manner they manage customers because the vendor has implemented CRM u CRM is to be customized, not for software but for strategy Source: “Avoid the Four Perils of CRM, ” Darrell K. Rigby, Frederick F. Reichheld, Phil Schefter; Harvard Business Review, Feb 2002
CRM Best Practices Involve the “Right” People n Involve TOP MANAGEMENT from the start u For CRM to be successful, Top Management must… t t n Clearly communicate a vision for the future of the organization that indicates the benefits of CRM The will power to make CRM work across functional boundaries Without Top Management participation or a Strong Top Management u A common result is that a strong-willed committee member will shape the final implementation that will address their desires and not the organizations as a whole Source: “Avoid the Four Perils of CRM, ” Darrell K. Rigby, Frederick F. Reichheld, Phil Schefter; Harvard Business Review, Feb 2002
CRM Best Practices Implementation n Should not expect to be able to implement CRM in one major undertaking u Implement CRM in increments t Each Increment should have… • Its own business case • Measures of success • Evaluation of how customers perceive the results of this step Source: www. CRM-forum. com
CRM Best Practices n While Top Management successful within ones organization, employees make CRM successful with your customers u u Companies serious about CRM tie employee incentives to customer indicators such as retention and satisfaction. The more serious a firm is about CRM, the sooner they will adjust the compensation plan. No less than 100 percent user buy in is acceptable. . Source: www. CRM-forum. com
Conclusion What must we understand? n n n Expect a continuing evolution of CRM u As it evolves, customers will become more and more familiar with what it can do for them If we an organization adopts CRM they must understand that the strategy will not be delivered by IT alone The primary CRM objective is to improve the interface between an organization and its’ clients. In doing so, for a CRM initiative to be successful substantial re-organization of the organization dealing with customers may occur Source: www. CRM-forum. com
QUESTIONS ? ? ?
Скачать презентацию CRM Customer Relationship Management Rich Du Bose Arnold
00ddc1354fb65068c332d9d5b8d69790.ppt