social intro
TRANSCRIPT
Module Facilitator• I work with managers to help them
understand how enterprise applications, web and mobile technologies can enrich their careers.
• The client portfolio in the ICT industry includes Microsoft, Apple, Ernst & Young, France Telecom, HP, IBM, Oracle and SAP
.• The work with the IT industry in Europe
has included fifty partner and customer conferences, a dozen case studies, and various marketing support activities.Prof. Lee SCHLENKER,
Professeur EMLYONManaging Director, LHST
Web : www.leeschlenker.com
Product Value• Delivery• Use
Brand Value• Reputation• Promise
Relationship Value• Experience• Conversation
Customer Value
What do customers really value ?
AssessmentGrading Scale
Participation: 30% of your grade will be based upon your participation and engagement in the classroom. Videoscribe case study: 70% of your grade will be based upon your video case analysis.
In your six-minute videoscribe, you will provide answers to the following questions :What is the problem the company is trying to solve?What exactly does the company propose to do ?Is the inititive an example of marketing, CRM, or Social CRM ? How does this compare with what we have learned social business?What metrics can be used to measure the future success of this venture?What conclusions can you draw from this example about the future of social business in the industry under study ?
To help us understand the motivations, experience and objectives of the internal and external clients of the organization
ROI Real time data ...
Stockholders
Competition “made in” “made by” ...
The State
Lower entry barriers Acquisitions, OPA...
Partners
Loyalty Real costs ...
Clients
The Enterprise
Mobility Empowerment ...
Employees
The objectives of an IS
The objective of Customer Relationship Management is to enable companies to build deeper, more profitable, long term relationships by reaching customers with the right message at the right time by providing superior customer service
Customer Relationship Management
Business Model Stories
Segment the market Identify the conflict
Identify customer needs Portray the needed skills
Design the processes Paint the vision
Measure the results Provide the happy end
Business Models
Marketing Relationships
Stan Maklan and his co-authors offer us a view of the past and potential future of customer relationship management in their Sloan Management Review article, Why CRM Fails — and How to Fix It.
• How do the authors’ describe the problem of Customer Relationship Management, and how do they present the solution?
• Why to they suggest that managers need to to invest in both resources and capabilities ?
• Describe the framework presented to develop their CRM resources and capabilities as well as how it applies to BMV and Flutter
• Which key insights emerge from the authors’ work?• new conditions. What other examples confirm this contention?
Why CRM Fails
CRM vs Traditional Marketing
Traditional Marketing CRM
Goal: Expand customer base, increase market share by mass marketing
Goal: Establish a profitable, long-term, one-to-one relationship with customers; understanding their needs, preferences, expectations
Product oriented view Customer oriented view
Mass marketing / mass production
Mass customization, one-to-one marketing
Standardization of customer needs
Customer-supplier relationship
Transactional relationship Relational approach
What is wrong with CRM?• For CRM to be truly
effective, an organization must first decide what kind of customer information it is looking for and must decide what they intend on doing with it.
• 75% of CRM projects fail within their first year
• It can result in lost of productivity and waste corporate investment in software and time
• Is the process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction
• Think of multi-channel service delivery, the ways in which customers can interact with a business
• Three components:
Sales force automation Customer service and support Marketing campaign management
and analysis
Customer Relationship Management
Why Study CRM?
• “Today’s businesses compete with multi-product offerings that are often assembled or simply outsourced.
• The product/service offer is created and delivered by networks, alliances and partnerships of many kinds.
• Sustainable competitive advantage depends upon nuturing long-term relationships with internal and external customers
What is a process ?
Input
Resource
Cost
Output
What are the key processes?
Why focus on processes?
The Experience Economy
"Experience is knowledge, everything else is information"-- Albert Einstein
• Service economy – value comes from services embedded in the product
• Pine and Gilmore argued that differentiation today comes from creating “experiences”
• Starbucks, Michelin, Hermès, Apple• Companies provide “stages”, managers are
“actors”, customers are active “spectators”
Transformation Experiences
Where does value come from - mass production, personalization, activities, or memories?
Pine and Gilmore
• Alvin Toffler in Future Shock (1971) talked about the “experiential economy”
• Four phases – agrarian, industrial, service an now experience
• Examples of Walt Disney, AOL, Starbucks, IBM
• Tranformational “Memory” itself becomes the product — the "experience".
Pine and Gilmore
Economic Value
The Happy End
ChallengesSkills Roadmap
• A story begins with conflict
• What business problems are we trying to solve
• Transform a conflict into opportunity?
• Why does this situation exist?
• What knowledge and skills are missing?
• Who are the heros of this story?
• How does changing the roles move this story forward?
• Is it a question of people, process or technology?
• What is the next step?
Storytelling
• Disti Engagement
• Disti PAM Engagement
• SMB Engagement
Sources ?Results ? Metrics ?
Where does this story start?
• Where does value come form?
• Do your sponsors believe in people , process or technology?
• This is your value lever
• Where are they looking for proof of concept?
• With individuals, with teams or with customers?
• This is where you need to focus
• How do they qualify success?
• Efficiencyt, utilization, passion?
• This is your happy end
The Business Value Matrix™
The Cube
