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Agenda

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For In

ternal U

se O

nly

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Relationship Matters

I believe "Successful CRM" is about competing in the relationship dimension. Not as an alternative to having a competitive product or reasonable price- but as a differentiator. If your competitors are doing the same thing as you are (they generally are), product and price won't give you a long-term, sustainable competitive advantage.

But if you can get an edge based on how Customers Feel about your company, it's a much stickier--sustainable--relationship over the long haul.

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CRM Evolution

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SFA

1990 2005 2011- 201219971994 2000 2008

SalesMarketingService

MultichanneleBusiness

Industry-specificCRM

Customer CentricCRM

CRM Analytics

SFA

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360 Degree Customer Centric CRM

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6

360 DegreeCustomer

View

DemandCreation

LeadGeneration

Lead Mgmt

OrderMgmt

Quoting

Contracts

ServiceMgmt

Targeting and profiling

Lead generation

Response management

Lead qualification and scoring

Lead assignment and distribution

Opportunity management

Pipeline and forecast management

Quoting

Order management

Product Fulfillment

Product Maintenance

Opportunity Mgmt

Prospecting

Customer Management

Customer care and support

Service management

Pricing and discounting

Up-selling and cross-selling

Industry Vertical CRM Solution Platform

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CRM State of Affairs

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CIO’s Perception

Relative Value of

CRM Technologies

- Forrester Research

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CRM Coliseum

Enterprise CRM Market SMB CRM Market 9

Transformation Scenarios(solving new business challenges)

Optimization Scenarios(low hanging fruit)

• Optimization• Process Engineering / Mgmt

E-services / Self service

Customer & partner portal

Technical & functional upgrades

Continuous BusinessImprovements &

BPM

Archiving

Technical upgrades

Operationalreporting

Agent workplace

Performance Management

Master Data Management

Real-time Decisioning

Social CRM

User InterfaceSimplication, Officeintegration

New ‘Extended’ CRM Ecosystem

Implementations

Mobility CRM

Reimplementation /Product Migration

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Evolution of Customer Experience Design

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• Customer experience is taking the customer views of the interactions to understand the emotional bond between the brand and customers. It requires a common understanding of the customer journey, then align the company actions to build emotional bonds.

• It is the collective set of experiences…. on the web, in store etc. It is about understanding their unmet needs, wants, capabilities and desires in a deeply contextual level. And that leads to thoughtful and purposeful use oftechnologies, communities and imageries .

• The answer is pretty simple. Customers remember and value great experiences that demonstrate deep understanding and respect for their needs. When companies learn how to deliver and evolve differentiated experiences, they tend to build strong, enduring customer relationships and profitable businesses.

What is Customer Experience ?

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What is Cloud Computing ?

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Net

Val

ue

Time

Go Live Date ~ 12 Months

Breakeven@ 27 months

Risk

<50%SuccessfulImplementations

Breakeven

27 months

Net

Val

ue

TimeGo Live Date ~ 3 Months

Value to CustomerRisk

Breakeven

6 months>80%SuccessfulImplementations

SaaS CRMOnPremise CRM

The benefit of implementing an accelerated CRM solution is the threefold: reduced implementation risk, quicker breakeven and increased value to the customer.

On Premise Vs SaaS CRM

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One critical aspect in making a CRM selection is determining the underlying cost of on-premise CRM versus SaaS CRM solutions:

Ap

rim

o

Ap

rim

o

Sale

sfo

rce

On

yx

Sie

be

l

Sie

be

l

Sie

be

l

Sie

be

l

Application Implementation & Deployment Cost

Hardware

Infrastructure Personnel

Maintenance

Training

Software Licenses

9%

21%

26%

14%

7%

1%

HIDDEN COSTS

Co

st f

or

On

Sa

aS C

RM

Ad

dit

ion

al C

ost

s fo

r O

n p

rem

ise

C

RM

Technology

• Middleware

• Hardware (Servers, Storage Devices)

• System Maintenance

• Application Maintenance

• System Upgrades• Application UpgradesPeople

• Internal Administrators

• Internal SME’s

• Internal Support

• External Support, SI Cost

21%

Implementation Costs

Total Cost of Ownership ( TCO )

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SaaS CRM (R)evolution

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Sustenance Services

Hybrid Implementation

Migration to SAAS CRM

UpgradesImplementationEnabling Social CRM

Network

Enterprise Application Integration

Training

Consulting

SaaS CRM Service Potential

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Integrated Enterprise Solution - Automotives

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Oracle’s Automotive Footprint

Corporate Administration

Indirect Procurement Projects

CPM Financials

Compensation

Human Resources

Helpdesk

Facilities Management

Customer ChannelsService Management Dealer CollaborationMarketing Sales

Contact Center Dealer Mgmt SystemOrder Capture / Config Lead Management

AnalyticsCRM

Human Resources

Financials

Supply Chain

Business Operations

EDI

Transportation Management

Services Parts Fulfillment

Asset Management

Manufacturing

Supply Chain & Distribution PLM

Direct Procurement

Lease / Fleet Management & Captive Finance

Prod Schedule / SNO Release Management

InfrastructureMobility Hubs / Master Data Mgmt Integration Framework / SOA

Identity & Security Services Networking Database Operating System

Virtual Machine Server Storage Systems & Data Center Mgmt

Development Tools

© 2010 Oracle Corporation – Proprietary and Confidential

Oracle

ISV Partners

Quote Management

Warranty Management

MES APQP/PPAP

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The new Social

Customer

Uses new online channels

and new communication

toolsTrusts in

advices made by online

acquaintances and strangers

Tends to buy more online than offline

Wants to provide

feedback about the product

and customer service

Expects better customer

experience

Reads and creates product

reviews, product

rankings and blog posts

Seeks support to connect with like-

minded peers

The New Social/Digital Consumer

Being connected, customers

realized that they could ask

more from companies and share opinions about products

and services

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• Focus on individual relationship (company to customer, company to partner, etc.)

• Limited view of the customer and his community preferences, habits, etc.

• Targeted messages generate value

Your company

Competitor Supplier / Partner

Customer Customer

CustomerCustomer

Customer Customer

Customer

Your company

Competitor Supplier / Partner

Customer Customer

CustomerCustomer

Customer Customer

Customer

Customer Customer

Customer Customer

Customer Customer

•Focus on collaborative relationship (engaging a more complex relationship network)

•Multiple connections allow better understanding of the customer and his community

•Customer experience generates value

CRM Social CRM

CRM Vs Social CRM

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Evolution of New Customer Touch Points

•Single view of the customer based on the interactions history, customer profile data residing in the company’s base and data integration with internal systems

•Company owns the data but it is limited to previous interactions

• Phone• Fax• Email• Service• Letters• Personal contact• Company’s website• SMS• Instant Messenger• Chat• Media

• Phone• Fax• Email• Service• Letters• Personal contact• Company’s website• SMS• Instant Messenger• Chat• Media

• Blogs

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•Single view of the customer is far more complex to achieve. Besides internal information, the company must rely on external information such as customer profiles in social networks and his behavior when participating in a community.

•Customer and other web 2.0 sites own part of the precious data

• Social Bookmarking

• Microblogs

• RSS

• Wikis• Social Networks

• Widgets

• Podcast

• Video sharing

• Forums

• Wish lists

• Price comparison website

• Reviews and ratings in retail sites

• Photo sharing

• Slides sharing

• Auction website

CRM Social CRM26

• Social CRM does not replace traditional CRM. It extends current CRM 1.0 capabilities to engage conversations with customers and the market,

• Social CRM humanize the company so the customer can see it as a trusted peer (customers trust people like themselves),

• Social CRM puts the customer in the core of the company’s strategy. It affects thoroughly operations, its value chain and organizational structure and culture,

• Social CRM introduces new value drivers into the company’s strategy thanks to customers engaged with the brand,

• Social CRM needs a new organizational mindset supported by web 2.0 empowered employees. By connecting employees to themselves and to customers, the Social CRM should enable closed-loop employee recognition based on individual results.

Bottom Line

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CampaignManagement

ResponseManagement

PartnerManagement

ComplaintManagement

@

CustomerDatabase

Ch

ann

els

CR

M

Co

llab

ora

tive

CR

MO

pe

rati

on

alC

RM

An

alyt

ical

CR

M

CR

MA

nal

ytic

s

Answers Dashboards Delivers

Answers Dashboards DeliversReporting

AnalyticsWarehouse

DataWarehouse

Telephone Letter E-Mail/Fax WWW Partner-Portal

ContactManagement

LeadManagement

IVRCall Center

Back/FrontScanning

Mail/Fax-Server

PortalPortal

Web-Tracking*

*CustomersInternal/external

Networks

Customers

ConversationalCRM

SocialCRM

Impulse-Management

Social NetworkManagement

Churnprevention

RTD

*CMR elements

CMR inside CRM

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Bottom Line

CRM is not Huntingi CRM is Networking

“If you win the hearts of the customers, you will easily reach their heads!”

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OPEN FORUM : Q&A

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Some more Q’sPost your Queries to : dinwin@hotmail.comTwitter : din2win