four steps to crm success - fbconsult.ru · 9 17 tactical vs. strategic crm benefits copyright 2005...
Post on 23-Sep-2020
3 Views
Preview:
TRANSCRIPT
8
15
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Four Steps to
CRM Success
16
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Four Factors Drive 72% of Success
Customer-centric strategy
Frontline training and support
Organizational change
Goals measured statistically
Source: CRMGuru
9
17
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Is your strategy driven by your senior executives,
with front-line managers participating?
Was your strategy developed based on customer
research and experience?
Did you start from the buyers perspective, then
develop the seller’s response?
Does your strategy focus on reducing customer
attrition, increasing share of wallet and referrals?
Does your strategy create value for customers and
improve their satisfaction with your company?
Step 1: Develop Customer-Centric Strategies
18
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Have you modified job responsibilities and training
around customer needs?
Do performance measures and employee rewards
encourage customer-centric behavior?
Do you have sufficient change management
supporting this transformation?
Are senior executive leading the redesign of roles
around customers and segments?
Step 2: Re-design Roles and Responsibilities
10
19
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Are functional and front-line managers leading, with
front-line personnel participating?
Are you carrying out comprehensive data mapping of
all information associated with a customer?
Are you re-mapping information flows following your
customer-centric strategy?
Have you found process improvements without new
technology investment?
Step 3: Re-Engineer Work Processes
20
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Are IT managers working closely with functional
managers and front-line staff?
Is there sufficient quality and depth of business
analysis and program management?
Is there equal focus going into low-tech CRM
solutions as there is into high-tech?
Have you seen quick, early deliverables demonstrate
great customer experience and positive ROI?
Are business managers enthusiastic for planned new
CRM systems?
Step 4: Implement Supporting Technology
11
21
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Role of CRM
Technology
22
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
CRM spending is trending up…
Major Increase 19%
Some Increase 51%
No Change 19%
Some Decline 4%
Major Decline 1%
No Opinion 6%
Source: CRMGuru Online Survey, 2004
70%
5%
12
23
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
…and technology continues to evolve
CRM Maturity
Po
ten
tia
l C
om
peti
tive
Ad
va
nta
ge
LowHigh
Automate
Streamline internal sales and service processes.
More of the same, done faster and cheaper.
SFA, Call Center
Single
Channel
Collaborate
Engage customers and partners for win/win/win
Enable many-to-many relationship networks
C-Biz Solutions
Collaborative
Network
Innovate
Design different, more effective processes
Use new channels and customer touch points
eCRM, PRM
Multi-
Channel
High
24
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Management and people issues continue
to outweigh technology challenges
0% 10% 20% 30% 40% 50% 60%
Other
Selecting service providers
Selecting software vendors
Training end users
Executive buy-in
Understanding IT trends
Integration to legacy apps
Customer data bases
Process redesign
Customer-based metrics
Organization change
Strategy and planning
ManagementPeopleTechnology
13
25
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
When CRM Doesn’t Work, Why Not?
It’s not about Customers
Ensure customers will perceive value
It’s not about Relationships
Relationships are two-way streets
It’s not about Management
You can’t manage what you don’t measure
26
Tactical vs. Strategic CRM BenefitsCopyright 2005 CustomerThink Corporation. All Rights Reserved.
Thank You!
Bob Thompson
CEO, CustomerThink Corp
Founder, CRMGuru.com
bob@crmguru.com
650-343-8529
CRM Guru &
Andrey Pavlov
Russian CRM Guru & General Director, FB Consult
:0
7.0
2.2
00
5
:1 :
..
««C
RM
CR
M--
»»
–:
CR
M-
:!
a.p
avlo
v@
fbg
rou
p.r
uw
ww
.w
ww
. fb
co
nsu
ltfb
co
nsu
lt.. r
uru
« «»»
..
.,.
..,
:0
7.0
2.2
00
5
:3 :
..
««C
RM
CR
M--
»»
•«
»«
»,
.
• «
»
CR
M.
•,
«»
.
•
«»
.
•,
,
,,
.
«»
«»
«»
«»
CR
M R
ussia
& C
IS 2
005:
:0
7.0
2.2
00
5
:4 :
..
««C
RM
CR
M--
»»
«»
CR
M:
,.
.
:
-«
»,
«»
CR
M.
-C
RM
:«
»,
,-
,!
-C
RM
«»:
,
-:
.
:0
7.0
2.2
00
5
:5 :
..
««C
RM
CR
M--
»»
•(«
»):
()
(,
),
, :
- (
/)
-(
)
- (
)
- (
)
«»
().
,,
,,
,,
..
:0
7.0
2.2
00
5
:6 :
..
««C
RM
CR
M--
»»
--((
))--
(()) ,,
,,
,,
++
,,,,
,,
,,..
((,,
..))
(Dem
an
d C
hain
)(«
»:
«»
3-7
%
- C
RM
)
(«»:
)
(Su
pp
ly C
hain
)(«
»:
«»
5%
-
ER
P)
(-
)
:0
7.0
2.2
00
5
:7 :
..
««C
RM
CR
M--
»»
"",
, "
"
("")
,,
""
:-
--
- «
»«
» (
)
-""
:
- (
)
- (
)""
()
""
«»
:0
7.0
2.2
00
5
:8 :
..
««C
RM
CR
M--
»»
-:
=
•
–
•
–
•
•-
•-
• • •
«»
:
• «
»,
• «
»
«»
:
•,
•
• • -
:0
7.0
2.2
00
5
:9 :
..
««C
RM
CR
M--
»»
,,
, 2
000-2
003
.
: IB
S,
«:
.»
:0
7.0
2.2
00
5
:1
0
:.
.
««C
RM
CR
M--
»»
:.
(%
) ,
2000-2
003
.
31%
32%
32% -- -- -- --
27%
40%
32%
--
31% 2
0%
27%
: IB
S,
«:
.»
:0
7.0
2.2
00
5
:1
1
:.
.
««C
RM
CR
M--
»»
CR
M-
CR
M «
»:
.73%
,.
21.9
%,
(?)
.5.1
%
:10%
-
«»
«»
:
10%
-
.
«»
«»
:
20%
-30%
;
;
«»
.
:
«
.»
:
50
%-6
0%
;
(,
).
«»
«»
«»
«»
,,
,
:0
7.0
2.2
00
5
:1
2
:.
.
««C
RM
CR
M--
»»
- !
CR
M-
:0
7.0
2.2
00
5
:1
3
:.
.
««C
RM
CR
M--
»»
,
==
“1
:1”
“1
:1”
++ ++ ++ ++
-C
RM
-,
,-
,
CR
M
-:
– – – –
:0
7.0
2.2
00
5
:1
4
:.
.
««C
RM
CR
M--
»»
“”:
“”:
“”:
«»
: «
» (
), «
» (
)!
“”:
«1
:1»
««1
:11
:1»»
“”:
“”: «
»
CR
M:
!C
RM
CR
M::
!!
:0
7.0
2.2
00
5
:1
5
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
«1
:1»
««1
:11
:1»»
«1
:1»
««1
:11
:1»»
«1
:1»
««1
:11
:1»»
- !
!!
«1
:1»
««1
:11
:1»»
:0
7.0
2.2
00
5
:1
6
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
,
.
,
«»
: "
,",
, "
" (
),
""
".
" -
.
CR
M-
/
""
. "
" -
""
"
",
:0
7.0
2.2
00
5
:1
7
:.
.
««C
RM
CR
M--
»»
""
CR
M
,,
–
«»
( «
»).
,
:
.
/
( «
» C
RM
,
-
«
»,
"
").
,
-
( C
RM
: (
)
).
/,
"".
«1
:1»
««1
:11
:1»»
:0
7.0
2.2
00
5
:1
8
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
,
(
).,
"
".
"
"
//
(
)
.
,
,
-,
(
"-
")
:0
7.0
2.2
00
5
:1
9
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
-
, "
"
-
.
,
,
,
. "
CR
M"
(C
RM
(
)
("
");
"-
" (
).
«»
:0
7.0
2.2
00
5
:2
0
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
()
CR
M
().
«»
( 4
- "
""
""
/
.,
,
(
4-
"-
" C
RM
,
.
( "
")
:0
7.0
2.2
00
5
:2
1
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
«»
«»
""
,,
( C
RM
),
.
,-
. C
RM
-
CR
M-
( «
""
,
(,
). "
"
"",
""
.
:0
7.0
2.2
00
5
:2
2
:.
.
««C
RM
CR
M--
»»
«1
:1»
««1
:11
:1»»
""
.,
CR
M
"
",
«»
-
(,
,
) C
RM
"".
,
:,
: "
" "
"."
"
,
(
«»
),
,
-
.
- , «
».
,
"
:0
7.0
2.2
00
5
:2
3
:.
.
««C
RM
CR
M--
»»
:,
.
:,
.
«»
«»
«»
«»
––«
»«
»
«»
«»
ER
PE
RP
,,
,,
«»
«»
««"" --
--((
))
CR
MC
RM
::
CR
MC
RM
::
::
:0
7.0
2.2
00
5
:2
4
:.
.
««C
RM
CR
M--
»»
: C
RM
–«
»,
CR
M-
CR
M(«
»-
, “
”)
–
/ (
)/
,
(,
),
CR
M(«
»-
,
«»
) –
(
,),
:
«»
«»
,
«»
.
:0
7.0
2.2
00
5
:2
5
:.
.
««C
RM
CR
M--
»»
«»
CR
M
-
1
•:
«-
»,
«»
•
:
«»
, «
»
«»
IDE
AL
«»
© 2
004 B
rand L
ab
: 2250
:0
7.0
2.2
00
5
:2
6
:.
.
««C
RM
CR
M--
»»
?
:- - -
CR
M-
a.p
avlo
v@
fbg
rou
p.r
uw
ww
.w
ww
. fb
co
nsu
ltfb
co
nsu
lt.. r
uru
:0
7.0
2.2
00
5
:2
7
:.
.
««C
RM
CR
M--
»»
«»
,
«»
«»
()
«-
»«
»
«
»«
»
«
»
--
,,
«1:1
»
–«
» C
RM
-
:0
7.0
2.2
00
5
:2
8
:.
.
««C
RM
CR
M--
»»
20
05
: 1
5
: 2
0
: 8
00
CR
M-
() :
-:
50
00
5000
()
10
00
0
4000
. 2
000
-:3
(M
BA
)
--
CR
M1
0.*
Sa
les
Lo
gix
: 7
0
(,
.-
!)
:0
7.0
2.2
00
5
:2
9
:.
.
««C
RM
CR
M--
»»
CR
M-
,
CR
M-
CR
MC
RM
--
,,
10
0%
10
0%
,
«»
«»
CR
M
«»
«»
,,
CR
M
RO
I
3-
,
30 C
RM
-
4 «»
:.
.
77
:0
7.0
2.2
00
5
:3
0
:.
.
««C
RM
CR
M--
»»
CR
MS
ale
sL
og
ix !
“”
“”
WE
BW
EB
--
//
:0
7.0
2.2
00
5
:3
1
:.
.
««C
RM
CR
M--
»»
CR
M S
ale
sL
og
ix
- (
EA
I)
«»
&
&
«»
Em
ail&
Ou
tlook
«»
,
«»
»
«»
/
«»
-
:PD
A,
OLA
PC
RM
& (S
upport
Logix
)
(P
art
nerL
ogix
)
• • «»
•«»
• •
• • «»
•«»
• • • •«»
• • «
-
»
•-
• «
»
• • «
»
•
:
• • • •
:0
7.0
2.2
00
5
:3
2
:.
.
««C
RM
CR
M--
»»
«»
CR
M
EM
EA
CR
M-
CR
M-
-
Sa
lesL
ogix
Lit
e
« C
RM
-
2004»
4,
(U
K)
-C
erti
fied
En
gin
eer,
Dev
elo
per
, W
eb
CR
M-
«»
:
CR
M -
»
«»
:
CR
M - 2
004
.
,
,
Olga Sabinina
Director IT & Telco, Kontakt Recruitment Agency
1
CRM .
CRM
,
«
»,
« »
olga_sabinina@kontakt.ru
. (7 095) 956 9159
CRM CRM
CR
M
CR
M
2
«
»
,
?
CRM
WEB-SITES
CALL-
? ???
3
14
1996
80% , 2
( -10)
(-5 )
CRMCRM
– .
CRM
CRM + HRM
4
0
1
2
3
4
5
(KPI)
:
5
,
,
6
CRM
CRM HR-
CRM - :
,
«
»,
« »
olga_sabinina@kontakt.ru. (7 095) 956 9159
1
Human Resources Management
changes as an essential part of
any successful CRM strategy
implementationOlga Sabinina
Partner,
IT & Telecom Recruitment Manager
AGENTSTVO KONTAKT
olga_sabinina@kontakt.ru
tel. (7 095) 956 9159
Why HR consultants are involved in CRM
implementation?
Traditional CRM implementation
Successful CRM implementation
customers
front line personnel
middle-
management
topmanagement
bu
sin
ess
pro
ce
sses
CR
M
bu
sin
ess
pro
ce
sses
customers
front line personnel
middle-management
topmanagement
CR
M
bu
sin
ess
pro
ce
sses
bu
sin
ess
pro
ce
sses
2
TIME
«
»
Easy to get a small result Hard work without visible results
Maximum results with relevant efforts
RESULTS
EFFORTS
Critical stages
Who really manage your relationships with
your customers?
CRM SYSTEM PROVIDER
YOUR WEB-SITE DESIGNER
CALL-CENTRE OPERATOR
CUSTOMER
? ??
?
3
Who we are?
More than 14 years experience in recruitment in Russia
A unique team of successful and professional consultants experienced in IT recruitment since 1996
Up to 80% of revenue we receive from our permanent customers
Our clients are multinational market leaders in IT and Telecom industry operating in Moscow
We are rated among the top 5 leading recruitment companies in Russia
RE
STR
UC
TU
RIN
G
RE
CR
UIT
ME
NT
IND
UC
TIO
N
PR
OG
RA
M
TR
AIN
ING
&
DE
VE
LO
PM
EN
T
PE
RF
OR
MA
NC
E
MA
NA
GE
ME
NT
MO
TIV
ATIO
N
CA
RE
ER
PLA
NN
ING
CRMCRM
Our customers are industrial leaders. Most of them have passed
through CRM implementation
CRM + HRM
4
Key competences profile changes
0
1
2
3
4
5Decision Making
Influence
Analytical skills
Communication skills
Business skills
Innovation
Strategic thinking Planning
Motivate/Develop people
Change management
Stability
Team work
Make things happen
Required for the position Candidate competences
Management by objectives (MBO)
Key Performance Indicators (KPI), which reflect to the organizational goals
Performance based compensation & benefits system
Personnel Relationships Management
5
Former employees relationships
management
APPLICANTS
TARGET
CUSTOMERS
INVESTORS EMPLOYEES
CUSTOMERS
PARTNERS
STATE
APPLICANTS
TARGET
CUSTOMERS
INVESTORS EMPLOYEES
CUSTOMERS
PARTNERS
STATE
Users
Providers
Holders Administrators
DATA
Information workflow
6
Successful CRM implementation
CRM Strategy HRM
Strategy
Require the HRM transformation
CRM implementation:
Influence to all level of the company management and employees
Olga Sabinina
Partner,
IT & Telecom Recruitment Manager
AGENTSTVO KONTAKT
olga_sabinina@kontakt.ru
tel. (7 095) 956 9159
- , CRM-
Elena Ponomareva
Commercial Director, Sky Link and Vice-President, CRM
Association
1
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Customer CentricityCRM Fundamentals & Practices
CRM AssociationElena Ponomareva, VP, CRM Association
Vladimir Dimitroff, Director, PRISM Consulting
Moscow - 2005
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Why Focus on Customers?
The 3D View – Three Dimensions of Competitiveness
Product Excellence
Operational Efficiency Customer Intimacy
- All three are important, but you can only excel in one –and should choose your focus.
- Competitive edge based on cost (and price competition) is not sustainable in the long term.
- Product leadership is short-lived, too. Technology moves fast and even products that are not overtaken are easily replicated (copied).
- Customer centricity is about long-term relationships, therefore provides sustainable advantages.
- It also results in added competitiveness in the other two dimensions
see Treacy & Winselma: ‘The Discipline of Market Leaders’
2
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Market share vs. share of customer
Relationship Marketing
Traditional Marketing
Cu
sto
me
r N
ee
ds
Sa
tisf
ied
Customers Reached
IncreasingReturns
Diminishing Returns
Source: Peppers and Rogers Group
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Customer value segments
Most Valuable Customers: Retain with 1to1 service.
Most Growable Customers: Grow with personalized offers.
Marginal customers: Business as usual?
Service costs
Actual value Strategic value (potential share of customer)
‘Below Zero’ Customers:
Dismiss, or?
Different Customers By Value
Source: Peppers and Rogers Group
3
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Nu
mb
er
of C
ust
om
ers
Customer Value
CRM
Picket Fence
Mass Marketing
Highest Value Customers
Source: Peppers and Rogers Group
Where To Start Value Segmentation?
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Fundamentals:
Any business only exists if it has customers.
Customers have specific needs that have to be satisfied.
A business only exists to satisfy specific needs.
The Link to Value:
In satisfying needs a business provides value.
Products and services represent value to the one with needs (the Customer).
(see Added Value concepts in economic theory, supply/demand concepts etc.).
In the process of satisfying needs value ‘changes hands’.
(see Value Migration concept in strategy models and theories).
Why Needs?
4
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Customer Profiles (Who they are?)
-Demographics
-Geo-demographics, Psycho-demographics
-B2B equivalent of demographics (company typology, business
classifications, vertical sectors)
Customer Behaviour (What they do?)
-Transactional (e.g. frequency and time of purchase, $ spend)
-Motivationsl (impulse, prestige, ‘planners’, ‘bargain hunters’)
-Hybrids (lifestyles)
-B2B equivalents
The World of Proxies - indirect needs indicators
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Give me … (speed, safety, confidence, a positive experience,
success-personal or corporate).
Help me to … (get to a destination, connect to a
person/organisation, enhance my life).
Save me … (time, money, hassle, risks or hazards, negative
experiences).
The 3 Question Test
5
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
What is a loyal customer – Is there such a thing?
Loyalty - widely seen as desirable, or?
101 definitions, all fuzzy
The NFO TRI*M, the Insistence Scale and other assorted measures
How about profitability?
Scoring opportunities
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
But who are those loyal, profitable customers?
6
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Loyalty defined (an example)
• Long tenure (duration of relationship)
• High intensity (frequency) of interactions
• Resistance to competitive offerings
• Depth of relationship
• Brand preference in all circumstances
• Evidence of advocacy, recommendations, referrals
• Active participation in company life
• High permission level, intimacy in communications/dialogue
• Participation in community building and community life
Loyal customers of a more customer centric company tend to demonstrate
behaviours that are more profitable
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
How do we manage all this?
• What software to buy? What systems to install?
• Most organizations want to “plug in” technology and hope for a miracle!
• This is the most common seed for
inevitable IT/CRM technology
failure.1
• You should focus on people and processes to ensure this does not happen!
1Source: “The ‘Real’ Silver Bullet,” Ron Meyer
7
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Q: How do you recruit staff for your stores?
A: We hire the smile and train the skill.
* * *
Q: Who trains your sales people?
A: Their parents.
Bruce Nordstrom
CRM: A People Discipline
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
““Quote of The Year 2004Quote of The Year 2004””
break screen
If you want loyalty If you want loyalty
. . . go get a dog!. . . go get a dog!
8
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005The link between employee engagement and customer centricity
Studies by leading research organizations* have determined that:
“70% to 80% of the factors behind
employee loyalty, productivity and
organizational goals contribute
directly to customer loyalty.”
*Source: Walker Information, Hudson Institute, Customer Retention Associates (CRA).
THE WINNING EQUATION FOR HIGHER PROFITABILITY :
EMPLOYEE ENGAGEMENT CUSTOMER LOYALTY
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005The link between employee engagement and customer centricity
THE NEW ROI : RETURN ON INDIVIDUALS
A study by the Harvard Business School* revealed that:
“Every 1 percent improvement in
employee engagement boosts
customer satisfaction by 0.5
percent.”
* Harvard Management Update, 2003 Article: Vol. 8, No. 8 August 2003
http://hbsworkingknowledge.hbs.edu.
9
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
The Customer-centric Effort is Cross-functional
Sales CustomerService
Collections HR ITMarketing ProductManagement
The mission, vision and values that guide a firm into the future
What a company does to manage different types of customers differently across the company’s touchpoints and through the customer’s lifecycle
How the company achieves a culture and structure that most effectively supports the talent required to deliver the customer strategy
How a company specifies the data and supporting technology required for the organisation to deliver the customer strategy
How the company implements a balanced set of measures across theorganisation to drive continual change and improvement
Enabler
BusinessLeadership
CustomerStrategy
OrganisationDesign
InformationArchitecture
PerformanceMeasurement
Source: Round (UK) Ltd
First Base
Companies dedicated to maximising efficiency through a
functional organisation design and transactional performance
measuresHigh error-driven customer contact
rate
Second Base
Companies focused on satisfying the customer and creating a consistent
customer experience through end to end business processes
Low error-driven customer contact rate
Third Base
Companies who build on the foundation of service
excellence to maximise customer value through the application of strategies for
each customer
Fourth Base
Companies who place customers at the heart of everything they do resulting in customers becoming stakeholders in their success
Customer Centricity is a Journey
10
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
The State of Customer Centricity
3%12%
70%
15%
Where’s Everyone?
Source: “The State Of Customer Centricity” – reportby V. Dimitroff/T. Craddock, published CRMGuru.com 2003
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
11
PRISM Consulting © 2004-2005
INFOR-MEDIA CRM CONFERENCE, MOSCOW 2005
Thank You!
CRM Association in Russia:
http://www.acrm.ru
PRISM Consulting
http://www.prism.ch http://www.prism-gb.com
Sputnik Labs – ,
" ".
C .
, :
, - ,
, CRM ERP,
. CRM (47
4 ). 10 . Siebel,
SalesLogix, Microsoft CRM .
:
(ERP -
Microsoft Business Solutions-Navision Microsoft Business Solutions-XAL)
(CRM –
Microsoft CRM, SalesLogix Siebel)
100% ,
.
.
.
,
.
.
: ,
. , , - ,
, , CRM ERP-
,
Pavel Mikhailov
Senior Marketing Manager, Sedmoi Kontinent
1
««
»»
10-11 2005 ., Renaissance Moscow Hotel,
P_Mikhailov@7cont.ru
« »
CRM 2005
??
A. A. (( ,, ))
B.B. (( ))
C.C. ,, (( ,, ))
D.D. .. ..
X.X. ……
70
55
40
20
0
20
40
60
80
A B C D
2
« »
« »
5
-
-
-
-
-
-
« »
7
-
-
-
A. A.
B.B.
C.C.
D.D.
X.X. (( )) -- 10% (8%)10% (8%)
90
70
30
100
20
40
60
80
100
A B C D
3
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
10%
, %
[1]
[2]
[3]
10% 10%
[1] [1]
[[22]] 80 / 20 (80 / 20 ( 20% 20% 80% 80% ))
[[33]] 80 / 50 (80 / 50 ( 50% 50% 80% 80% ))
A. A.
B.B.
C.C.
D.D.
D
C
B
A
4
P_Mikhailov@7cont.ru
« »
,
Dimitry Sokolov
Director, Not-for-profit partnership of software suppliers
1
–
•
• ,
•-
•,
•
:
• 2000
• 185 50 ,
2
19.05.04 1.000.000
16.04 04
1.000.000
20.02.04 ..
800.0001 ,
Microsoft, ABBYY, Symantec
10.02.04 CD- ,. . ,
— - -
05.02.04 1.000.000
-
(new)
(new)
(new)
(new), - .
, .
,
- (new)
(new)
- -(new)
,
- (new)
,
(new)
(new)
- -
(new)
-
,
(new)
(new)
-
-
,
(new)
3
55
:
1.
2.
3. « »
4.
5.
:•
– ,,
.
• –
,, —
« ».
•
.
• ( 146 )
, ()
. ,
,.
, .:
()
4
7.12 , 1. , ,
,
… …
- 300 400
, , ,
.
146 ( 2),
, , ,
,
, 200 400
,
180 240 ,
.
• - ,,
.
.
•
.
, ,
,« »
,«
»?
5
« »•
« -» :
« » ,
.
• « »
:,
,, ,
.
• ,« »,
,
,-
,.
•
–
.
• .
•
,
.
•
— .
.
• -
:
.: ,
. ,
.
6
•.
•:
« » , ,( )
.
• , , .
•. .
•,- ,
.•
:
.
• —
.
•
: ,
.
.
•
,
., , .
• , :
. , , —, .
7
,
:
: (095) 684-1646, 287-9871
: appp@appp.ru
- :
www.appp.ru (www.n4p.ru)
top related