CRM in Manufacturing Companies

Antonio FerrínBirmingham, 25 Jan 2012

1. Introduction2. What is CRM?3. How does CRM help a manufacturing company?4. CRM Implementation Key Factors5. Questions

Agenda

Agronomist Engineer specialized in Economics (UCO, Spain)

12 years experience in CRM Consultancy in Europe and LatinAmerica, in different roles (consultant, project/service manager andsales & marketing manager) and sectors (manufacturing, utilities,telecommunications, travel & transportation, banking, chemicals,pharma,...).

6 years experience as CRM Instructor for Oracle University, deliveringSiebel training in Spain, Portugal, Peru, Netherlands and Sweden.

1 year experience as Marketing, Customer Service and CRM lecturerin UPC (Universidad Peruana de Ciencias Aplicadas) and IPAE (Peru).

Administrator of LinkedIn Group “CRM en Latinoamérica + España”

My Profile: Antonio Ferrin

http://www.linkedin.com/in/antonioferrin

What is CRM?

"CRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, designed to engage the customer in a

collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business

environment. It's the company's response to the customer's ownership of the conversation."

Paul Greenberg

"The company's response to the customer's control of the conversation."

CRM: Focus on customers

Who is our customer?

Pharmaceutical Company

Automotive Manufacturer

Explosives Manufacturer Clothing Retailer

Physician

Consumer Consumer

Car Dealer Mining Co.

Engineer He or She?

What are our customers looking for?

Do our customers really want what we think they want?

Do we offer products according to their specific needs?

How do we identify potential customers?

USA Cars Market

Europe Cars Market

Each customer has a value

Not all customers have the same value for the company, so thecompany resources dedicated to each one should be different.

Customer lifetime valueThink in long relationships, not only in punctual sales.

Customer Asset Matrix

Protect PositionInvest to Protect

Invest to Win Over

Damage Limitation

Counter Competition

Invest to BuildWin the

OpportunityCareful

Management

Manage for Profitability

Build Selectively

Manage for Revenue

Manage for Revenue

Manage for Profitability

Manage for Profitability

Manage for Revenue

Consider Divesting

Highly Secure VulnerableSecure Fragile

Key

Large Shareof Wallet

SomePotential

Transactional

CustomerPotential(Value to Company)

Low

High

Strength of Relationship(Value to Customer)

LowHigh

Source: Gartner

Manufacturing Company Flow

Suppliers

Products Storage

Raw MaterialsReception

ProductionManufacturing

Raw Materials Storage

TransportationCUSTOMERS DistributorsRetailers

Customer Life Cycle

STEP 1

CustomerAcquisition

STEP 2

CustomerDevelopment

STEP 4

CustomerRetention

STEP 3

CustomerCommitment

How does CRM help my company?

360º View

Support

Returns

Offers

Campaigns Events

Loyalty Programs

Orders

Custom Pricing

Sales AgendaSatisfaction

Surveys

Contracts Sales EffectivenessFocus on profitability

Know our customers

Claims reduction

Analytical CRM: The Knowledge Pyramid

Understand

Predict

Manage

Report

Goal

Transform the transactional information

into knowledge to take decisions and suit

customer expectations, predicting their behavior.

Success Key

Define clear and measurable indicators

CRM Implementation Roadmap: Key Success Factors

1. Leadership of the project in business areas, with support from IT. Scope management.

2. Implement in different short phases, starting on those with a higher ROI for the company.

3. Communication: Involve users in the project, identify benefits for them.

4. KPIs: Measure the success of the project.

Thanks