Mobile CRM: Mobile CRM Anytime, Anywhere….NOW By Paul Greenberg BPT Partners Chief Customer Officer Author: CRM at the Speed of Light


CRM Definition: CRM Definition “CRM is a philosophy and a business strategy, supported by a system and a technology, designed to improve human interactions in a business environment.” (Source: Paul Greenberg, CRM Magazine, “Reality Check” (February 2003)


CRM – Simple Principles: CRM – Simple Principles Principle #1 Value & values are given & in return, value & values are received Principle #2 Each of us is governed by self-interest Principle #3 For ideas to be truly exciting, they have to be real Principle #4 Do unto others…you know the rest


The Business World Changed : Pre 90s Product/Demand driven corporate ecosystem Separate demand and supply chains Late 90s to nearly present Customer driven corporate ecosystem The enterprise value chain Present Customer ecosystem 2006 - the “Era of the Social Customer” Personal value chain The Business World Changed


The Business World Changed : The Business World Changed "Companies used to focus on making new, better, or cheaper products and services....Now the game is to create wonderful and emotional experiences for consumers around whatever is being sold. Its the experience that counts, not the product." “People…want capabilities and options, not uniform products…business is there to provide the tools.” “The Knowledge Economy is giving way to the Creative Economy...” (Knowledge has become a commodity so the solution is to) "focus on innovation and design as the new corporate core competencies." BUSINESSWEEK, DECEMBER 19, 2005


Slide6: The Generations Are Growing…Older Baby boomers are getting set to retire – many with disposable income Gen X is becoming a pre-eminent generation AND has disposable income Gen Y is entering the workforce – and accumulating some disposable income Generation C Is Just Growing C stands for: Content Creative Connected Collaborative Contextual The Business World Changed


Slide7: Differentiators are no longer products & services Pretty much the same from company to company Key differentiator is the customer’s experience with the company Provides a business value that satisfies the customers both business needs and personal requirements Comfort Convenience Simplicity Ubiquity Timeliness Contemporary technology use (e.g. mobile technologies) Wow factor Customer feels sense of importance, self-control, ownership in both indirect and direct relationship with the company The Business World Changed


Slide8: The Social Customer Social networks as active participants in effecting change (blogosphere, podcasting) Collaboration between company & customers to provide useful value for each is becoming paramount Personal value chain subsumes enterprise value chain This translates to customers demanding great experiences with the company they are working with Ubiquitous technologies leading platform The Live Web (Web 2.0) (MySpace, Facebook) Customer begin to include business as feature of life choice, not a separate factor – consumer created content becomes part of business (salesforce.com AppExchange, open source) The social customer is increasingly a mobile customer The Business World Changed


Slide9: Mobility becoming an increasing factor in the intertwining of personal and business life – affects both customers & company employees dramatically Mobile services ranging from enterprise applications (to Virtual Mobile Network Operators are becoming part of mainstream Helio and MySpace MobiTV Blackberry Pearl Salesforce.com AppExchange Technology advances are lightning fast Samsung demonstrated 100megabit transmission speeds in 35mph moving vehicle = 32 simultaneous TV streams, a two-way conversation and data transmission Multiple that by 10X for a fixed spot The Mobile Economy


Slide10: 45% of the U.S. workforce – just short of 60 million workers - are mobile That DOESN’T include teleworkers Those 45% away from workstation 20% of the work week. (Source: Mobile Technology Choices for CRM, Gartner Group, 2006) “Large enterprises are adopting mobile applications enterprises are adopting mobile applications faster than planned.” (Source: Mobile Application Adoption Leaps Forward, Forrester Group, 2005). E.g. 2004, 39% of the companies surveyed had planned to adopt wireless email or Blackberry and 51% of them did. At WES, Ellen Tracy of Forrester spoke of a cycle beginning in 2008 where the widespread adoption of “ubiquitous technologies” – meaning mobile applications and the devices associated with them – would start becoming mainstream The Mobile Economy


Slide11: What compels you other than your numbers? Competitive advantage Increased productivity Road warrior happiness Getting the attention of the customer Great relationships with the customer Visibility into the pipeline Effective time usage Cost effective expenditures The Mobile Economy


Slide12: The customer side Huge value in getting the information they need to make decisions on how they are going to interact with you One of the most important pieces of 21st century business model is transparency between customer & company Accuracy of information is mission critical to this Coolness factors into the equation/Style matters Intel/Toray Ultrasuede Lifestyle Study Want technology buys to reflect personal lifestyle – 76% Look at the style choices of others who have technology – 73% Don’t think this is a factor in relationships? If only utility is, why talk sports? Because you LIKE to and so does the customer Plus you need to keep their attention – not just get it The Mobile Economy


Slide13: The operational advantage For management Pipeline visibility in real time; Easier and multichannel communication with your sales or field service folks An empowered sales force that likes you Decisions in real time Contract decisions Dashboards Improved customer contact as damage control/saves cost Intrum Justitia - $700,000 in late payments requires 10X direct revenue or more to make up loss The Mobile Economy


Slide14: From the view of the road warrior Typical workday of sales person on the road is longer than 8 hours 9 to 5 is no longer the accepted nor acceptable workday Road warriors especially will have to carry out personal activities while on the road and will do business when at home Canadian Automobile Association National Basketball Association The device they use will directly impact productivity Smartphone studies – Richard Hill (Powerhomebiz.com) Handheld access for sales will drive field usage of CRM – 82% Mobile SFA will become an important tool for sales organizations – 91% Improves relationships with customers Order management Sales information for customers Competitive intelligence Customer intelligence The Mobile Economy


Slide15: What is the difference between this and “regular” CRM? Not much – untethered “anytime, anywhere” capabilities for CRM CRM still needs Voice of the customer Mission & vision Strategy Examination of business processes Deep knowledge of customer interactions Crafting of tools for customers BEFORE YOU EVER CONSIDER MOBILE CRM DEPLOYMENTS The deployment of mobile CRM is part of a customer strategy that can provide significant productivity improvements – but is part of the strategy – not separate Mobile CRM


Slide16: A few of the technical and operational considerations Form Factor Service Providers/Carriers Geography considerations Network reach/strength Future plans IT Architecture Applications Security issues Obviously, costs Note here – build in costs for personal/business life intermingling Application vendors When you buy the application you buy the vendor Model – delivery and pricing Mobile CRM


Slide17: More technical and operational considerations for Mobile CRM Significant processor power for the handheld device Strong platform to build applications or re-engineer existing applications Strong operating system Significant security since sensitive data is critical Ability to read and show docs/presentations in multiple formats Synchronization and offline often important With growth of on demand platform and services oriented architectures (SOAs), standardized web services allow devices to talk to each other and applications to interact with each other more easily than in past Hardware, software, platforms already exist to handle traffic Questions still remain about broadband and wide band speeds to transmit data quickly and easily Carriers need to work on that Sprint is investing $3 billion in WiMax – 4G technologies over next three years Mobile CRM


Slide18: Market growing rapidly Visiongain sees mobile CRM as 20% of total CRM market by 2010 Frost & Sullivan sees it as $7.4 billion market by 2012 What that means is that your competitors are gearing up Most mature mobile CRM is field service where returns are already high Sales force automation benefits are now becoming apparent Business intelligence is an area of great interest The analytics processing needs to go on at the enterprise servers due to the power needed to crunch the numbers Reports can be delivered to or pulled to the mobile device however, providing greater customer insight No coincidence, WES panel on BI was greatest attended Mobile CRM


Slide19: Mature – Field service Benefits – the story of York International – Mobile CRM Dispatchers send schedule and changes to technicians via mobile device Technicians get access to the information necessary to carry out the inspections of the units – primarily individual rooftop air conditioning and refrigeration units Inspection results are sent to the center where data used to determine a course of action for maintenance and/or replacement of assets/parts In 2001, this inspection analysis had a turnaround time of six weeks As of early 2003, the turnaround time was 24 hours By 2005, real time or near real time for more complex actions Gartner analyst William Clark – 200% or more annualized benefits for mobile field service Mobile CRM


Slide20: Maturing – sales force automation Frost & Sullivan sees mobile SFA/CRM as fastest growing market $642 million in 2005 $7.4 billion in 2012 William Clark says currently 50% annualized return Benefits – The story of Pharmion Pharmaceutical sales an odd sales process Target is the physician Customer is the pharmacist Pharmion sales reps lugged around heavy laptops to connect to server to access data Often left them home – too heavy Thus couldn’t access sales data during the day Didn’t have key prescription information during the day Went to Blackberry and salesforce.com AppExchange to handle both info capture and order information/status Mobile CRM


Slide21: Not Quite Convinced? Your competition is already on the move Study of Canadian professionals done in March 2006 by Ipsos Reid found 59% found that mobile email made them more productive 84% thought it would continue to increase productivity & profitability 65% said that they HAD to remain connected outside the office due to the competitive environment Mobile CRM HAD TO…NOT – “WOULD LIKE TO”


Slide22: So: If 65% of your staff already has to stay connected for competitive reasons Plus everyone and their mother’s analyst is predicting a massive growth in the mobile CRM market Plus the returns are becoming clearer each day and are already clear in the more mature markets Plus the infrastructure is for the most part there Plus it will enhance your customers’ relationships and experiences with you - something that cusotmers are demanding in the 21st century Plus you want a happier set of road warriors Then, you’ll simply see the need for mobile CRM and do it If Not, good luck to you – because luck’s what you’ll have to work with Summary


Slide23: THANK YOU For further information: Paul Greenberg President, The 56 Group, LLC Chief Customer Officer, BPT Partners paul-greenberg3@comcast.net 703-551-2337 Blog: www.the56group.typepad.com Podcast Feed: www.the56group.typepad.com/route_56_podcast/rss.xml