unilever organizational change on crm
DESCRIPTION
Unilever Organizational Change on CRM. Organizational Change Management Hanoi, 16 August 2003. 1. Table of Contents. 1.Team Members 2.Vision 3. Critical Success Factors 4.Bold Actions, Strategic Levers, Participation Approach 5.Impacts and Magnitude 6.Milestone Events - PowerPoint PPT PresentationTRANSCRIPT
UnileverOrganizational Change on CRM
Organizational Change Management
Hanoi, 16 August 2003
1
Table of Contents
1. Team Members
2. Vision
3. Critical Success Factors
4. Bold Actions, Strategic Levers, Participation Approach
5. Impacts and Magnitude
6. Milestone Events
7. Critical Change Process
8. Best Practice & Lessons Learnt
2
Team Members
Trieu Hong Phu Vision
Nguyen Manh Ha Critical Success Factors
Nguyen Thanh Ha Bold Actions, Levers, Participation
Uong Minh Nam Impacts and Magnitude
Tran Viet Dung Milestone Events
Nguyen Anh Tuan Critical Change Process
Tran Lan Anh Best Practice & Lessons Learnt
3
Vision
Vision: “Customer Satisfaction through CRM”
Communication:- What: Project vision- Who: Stakeholders- How: Meeting, contacts
Planning: - Resources- Milestones: 12 months- Targets: Efficient CRM, revenue increase
Feedback:- Monitoring- Evaluating- Correction
Balanced scorecard:- Financial Measures- Customer Measures- Business Measures- HR Resource Measures
Unilever VN’s Vision: Fulfilling the Health and Beauty Aspirations of Every Vietnamese Family
4
Vision
Perspective
Success
factors
Measurement
Follow up
Finance Customer Employees Process Learning
ProfitabilityCustomer
satisfaction CommitmentInnovation,
SkillfulCRM
RevenueProfit CostGrowth
Customer complaintCustomer satisfactionindex
Employee satisfaction,Employee performance
Number ofsuggestion for improvement
Rev/distributorRev/ brandRev/staff
Monthly Immediately Daily DailyDaily
Customer Satisfaction through CRM
Critical Success Factors
5
Bold Actions, Levers, Participation
Participation strategies
- To set up change project team, including top management, IT, sale, finance, marketing and distribution departments; consultants and distributors.
- Daily working and frequent meeting of change project team.
Strategic levers
- To restructure distributor network for selected distributors/ customers.
- To develop CRM for better services to distributors/ customers.
- To make distributors to become customer service centers.
- To provide training on network using, team work, customer service skills.
Bold actions
To develop a program focusing on high value distributors/ customers
6
Impacts & Magnitude
Business aspects
Task deliverables
Personal & cultural aspects
- Customer service: relation w. customer- Technology: system to collect input - Communication: internal&external link
- People skills- Motivation commitment
- Structural and mobilized team to support the change- Determined drivers of change - Strategy for building organization’s level of readiness - Ability to lead the transformation effectively and work well together
7
Impact Analysis
Measurable criteria & ranging:
Revenue/ brand 100bil/yr/brand 120bil/yr/brand
Revenue/ distributor36bil/yr 50bil/yr
Revenue/ employee700mil/staff/yr 750mil/staff/yr
Order to delivery 2 days 1 days
Unintended impact:
Unauthorized access to the system
Poor skills of users
Corrupted network
Commitment of distributors
8
Milestone Events/ Phases
Visioning andPlanning
Monitor and
ImproveImplementPilot
SelectSoftware
Designand
Develop
1/2 month 1/2 month 4 months 2 month 4 months 1 month
9
Commitment/ team effectiveness to CRM from key stakeholders
CRM cuts across all top management, sales, marketing, distribution, finance, IT.
Distributors/ Customers
Commitment for approval & implementation
Awareness of benefits to all stakeholders
Top mngtTop mngt MrkgMrkg
Distributors/ CustomersDistributors/ Customers
Scope of Customer Relationship ManagementScope of Customer Relationship Management
Critical Change Process
SalesSales Dist.Dist. FinceFince ITIT
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Organizational Integration
SHAREHOLDER VALUE
CUSTOMER SATISFACTION
ORGANIZATIONAL INTEGRATION
STRATEGIC VISION
TECHNOLOGY
PEOPLE
METRICS
PRICING CAPABILITIES
PRODUCT QUALITY
CAPABILITIES
MARKETING & SALES
CAPABILITIES
CUSTOMER SERVICE
CAPABILITIES
Consistent strategy across channels, functions, departments, & business units
Investment in tools for CRM
Satisfied employees who are informed, motivated, and experienced
Measurements and rewards aligned with customer loyalty
Call centre
CRM
Data warehouse
Data capture
KM
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Best Practice & Lessons Learnt
Best Practice:
Responsiveness to the needs of organization:
Review output: Objectives/ Target/ Measurements
Commitment of stakeholders: Capabilities of “change” leaders & its team/ Partnership: How it’s created, managed
Balancing:
Benefits of stakeholders: Win - win approach
Integration: Technology, skills, process, scope of work
Lessons Learnt:
Communication effectiveness: Transparent, 2 ways
Learning: Increase learning capabilities of project community
Review & reward: Effectiveness of project implementation/ motivation for stakeholders
12
Thanks for your attention!
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