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STRATEGIC INFORMATION GROUPQAD Reseller & Consulting Partner
QAD CAUG MEETINGAre You Taking Advantage of CRM?
March 9, 2009Santa Barbara
Amy Maceda, Strategic Information GroupScott Gaines, TherOx, Inc.
Agenda
Introductions– Scott Gaines– Amy Maceda
CRM Overview
CRM Demo
Success Stories– Medical Device Company using CRM – Medical Device Company using SSM tools
Gartner Data on CRM Implementations
Customers – Kind of Like Exploring Space
Space, the final frontier. These are the voyages of the starship Enterprise. Its mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before.
Customers, the final frontier. New mission of any organization to explore strange new customers, seek out new sales and new markets, to boldly go where no sales team has gone before
Strategic Information Group
Slide 4 Copyright © 2007
Market Definition: CRM
Customer relationship management– “A broad term that covers concepts used by
companies to manage their relationships with customers, including collecting, storing and analyzing
customer information
– “CRM is not just a technology, but rather a holistic approach to an organization's philosophy in dealing
with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and
information management.
QAD CRM - Customer Mgt. Solutions
QAD’s Customer Management solutions enable you to give your customers the best possible experience
Customer Management delivers: Visibility and control throughout the customer lifecycle Deep integration with your ERP systems A thorough 360° view of your customers Global capabilities Low TCO
Improved profitability, customer satisfaction and brand value
Why Use QAD CRM Software?
Take the mystery out of communication with customers– This is a mystery, and I don't like mysteries. They give me a bellyache, and I've
got a beauty right now. Capt. Kirk
Integration with QAD ERP– Customers– Quotes– Sales Orders– Products– Installed Base– Call Management
Information when analyzing sales information– Capt. Kirk: Spock, give me an update on the dark area ahead.
Spock: No analysis due to insufficient information. Capt. Kirk: No speculation, no information, nothing? I've asked you three times for information on that thing and you've been unable to supply it. Insufficient information is not sufficient, Mr Spock! You're the science officer. You're supposed to have sufficient data all the time.
STRATEGIC INFORMATION GROUPQAD Reseller & Consulting Partner
CRM Demo - Taking you on board the Enterprise Bridge for 360
degree view
Meet the Team
Capt. CEO Kirk
VP Sales Mr. Spock
VP of Marketing– Lt. Uhura
Technical Director Doctor McCoy
Field CRM – With QAD
Customer Relationship Management Case story - IntraLase Corp.
Customer Success Stories
Sales are Up ScottyDental Alloy Company– Needed to view extensive notes during SO entry– Visibility of Technical Calls
Medical Device/Imaging Company– Visibility to Service Dept of all communication with customers– Tracking Activities
Custom Home Manufacture– Tracking all information from Lead on website to moving into the
new home
Implantable Device Company– Tracking Surgeries– Tracking surgeons feedback after surgery
IntraLase Corporate Background
Development, Sales & Marketing, Service and Manufacturer of Femto Second Laser technology for Ophthalmic applications (Lasik). Installed base in 24 countries with 1,100 lasers installed. Revenue (run-rate) of $180M, 5 year aggressive ramp 400 employees world wide. Acquired by Advanced Medical Optics (AMO) for $808M in April 2007. Product line moved to Milpitas December, 2008. 65 world wide field support positions servicing installed base.
“Current State” ChallengesNo single point of dispatch for FSE’s.
– Can not track dispatch activity to allow for higher visibility of resources required to service region.
No real-time collection of data or metric collection.
– Data collection is sometimes delayed up to 90 days, limited visibility of real-time problems as seen by the field.
No visibility of current activity in the field. – Location of FSE’s unknown for the purpose of scheduling unless a
phone call is made.
Cumbersome data collection. – Excel spreadsheet collected vitals and system parameters as well as work
performed, then emailed to corporate for review and manual data entry.
FSReports difficult to navigate by FSE’s.– 25% of all FSReports have to be edited relating to customer master
data (serial number, customer name, date, etc).
Data not easily accessible by field staff on customer Call/Complaint history.
RMA ordering requires a phone call to CS, no tracking information, or real-time status of the order.
40% of Parts received back from the field are held at the receiving dock caused by incorrect part numbers recorded on the return tag not matching QAD.
Four main objectives were selected for immediate consideration
Interactive Field Communications– Tracking Parts/Status – Field Report automation– Parts Ordering – Real Time Query– Scheduling – Service history– Elevation to Management (Escalation Scheme)
Centralized view of data – Also viewable for Sales in CRM– Technical FSR– Call/RMA– Clinical settings/results – Customer Details
Reporting Tools– Failure Statistics / MTBF-MTBR/MTTR– QAD Call and Complaint Volume – Also viewable in CRM– Manager call dispatch real-time dashboard.
Processes– Complaint & Failure Codes standardized– Single doctor, multiple location and multiple doctors,
single location– Dispatch – Single point of contact
Accepting/Rejecting Calls
Mai
n
Calls/ComplaintsCalls/Complaints
=== Awaiting Confirmation ===
* 13:20 Customer, Call #,Call Type, Status, Laser Model, Serial #
===== Schedule 5/20 =====A 10:20 Customer, Call #,Call Type,
Status, Laser Model, Serial # ===== Schedule 5/21 =====
R 14:20 Customer, Call #,Call Type, Status, Laser Model, Serial #
DetailRemove Closed Calls
RefreshCancel
Call/Complaint DetailCall/Complaint Detail
Escalation StatusAcceptRejectBack
• When a Call comes in to the device it must be accepted or rejected before
any other transactions can be run.•Notification is sent to a regional
group until a call is accepted (Regional Manager)
• an * will represent that this record is editable.
Call #: 1-205
FSE/CAS 00070004Customer Mandalay
Description <25 character description>Address 555 Main St
City, State Weston, CT
Zip 06883
Contact Bill SmithPhone 800-555-1234Call Type ComplaintLaser Serial # r100 Call Date 1/2/06Call Time 12:00 AMStatus Good
Item Number (Laser)Laser Model Type
-----------------------------------------------------------Comments?: stuff
Accept/Reject w/Comments
Accept/Reject
DoneCancel
Call #: 1-205
FSE/CAS 00070004Date/Time: 5/18/05 11:34 AM
Comments*: I am too far away
Part Order List & Part Order Details
RMA Order ListPart Orders Status
Call# RMA# Customer Status====== ===== ========= ====12344 1-500 Acme New 12355 1-504 CJ Shipping New 12458 1-482 Ace System APP 13567 1-822 Wilson and IP
EditDetail
Remove---------------
Refresh---------------
Cancel
Menu
Main
RMA Order Details
Order Details Req. Line ItemsReturn Line Items
SaveCancel
Menu
Refreshes the list of RMA Orders.
Return/Req. Line Items
DetailEditSave
---------------Cancel
Menu
Line Item Details
Line Item Details
Back---------------
Cancel
Menu
------------------------------------------------------Call # 1-201RMA # 1-533FSE MKULBERGCustomer dropdownRMA Status PendingShip To Address Line 1* Location
Address Line 2Address Line 3
City, StateZip
Priority P2Attention Mr Jones
Comments notes
Request PartsShip Method FedEx, UPS,etcShip Date 1/3/06Tracking # 2342
Return PartsShip Method FedEx, UPS,etcShip Date 1/3/06Tracking # 45678
Part # 501-4882
Description Roller
Quantity 4Status ShippedTSB # 76777Failure Mode dropdownUsed on Patient Y/N
Part# Desc. Qty Status ===== ======= === ======
C20 Laser 5 Shipped
501 Paper 4 Pending
Date 1/3/06Tracking #
Results
Capt. Kirk: A dream that became a reality and spread throughout the stars (Company).
1. Reduced time-to-act on data from 30 days, to 3 days – 90% reduction, as measured by time.
2. Resulted in addition of various key Customer Support metrics, MTTR, Response time, etc.
3. Reduced future requirements for FTE in the area of Customer Support.
4. Increased Overall Customer Satisfaction for Field Customer Support from 81% to 95.9%.One year
after deployment.
17
• Nearly 70% of all CRM implementations fail; some common reasons:
• Lack of Executive Commitment
• Focus on CRM technology rather than business results
• No road-map to achieve business results
• CRM Building Blocks – A common approach for CRM project management
Customer Relationship Management
CRM Vision CRM Processes
CRM Strategy CRM Information
Valued Customer Experience CRM Technology
Organizational Collaboration CRM Metrics
18
1. Current State – “Where are we today”
2. Desired State – “Where do we want to be” (User requirements)
3. Select a cross-functional diverse team, find passionate people that understand the importance of CRM.
4. Prioritize requirements based on your business strategy, Vision, and Mission.
5. Approval & sign-off from the “C” suite.
6. Communicate CRM Plan to organization (repeat often), what will it mean to individuals, how will it impact functions within the organization, speak with candor.
7. Watch for scope creep
8. Plan and develop an action plan to combat change resistance, it will be there.
9. Implement & Execute
10. Recycle, fix what didn’t work, continue with an active team
Recommended steps to a successful CRM program
Use the tools andWarp Speed Ahead
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