SIM 2006Nov CRM

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CRM Scenario: Why the Future of CRM Will Look Very Different Than The Past:

CRM Scenario: Why the Future of CRM Will Look Very Different Than The Past Scott Nelson

CRM Predictions for 2007:

CRM Predictions for 2007 Large-scale, long-term CRM initiatives will begin to be approved again in 2007. There will be a rejuvenation of "build your own" CRM applications in 2007. The number of organizations with "single view of the customer" projects will double in 2007. Through 2008, vendors will transition to new service-oriented architectures (SOAs), limiting R&D in new functionality and hampering overall CRM application spending growth. By 2008, 30 percent of new SFA production applications will be deployed as a service. During 2007, spending on open-source CRM will increase threefold. Through 2008, organizations will continue to fail to understand the true value of feedback, throwing away most information collected from customers.

CIOs Are Implementing IT Strategies Focused on Growth, Alignment and Business Skills:

7 5 4 6 8 4 4 * * 9 1 1 18 2 2 3 9 * 14 7 * 10 11 10 8 ** 3 3 2 1 Delivering projects that enable business growth Linking business and IT strategies and plans Building business skills in the IT organization Demonstrating the business value of IT Attracting, developing and retaining IT personnel Applying metrics to the IT organization and IT services Improving the quality of IT service delivery Flexible technology infrastructure Improving IT governance Consolidating the IT organization and operations CIOs Are Implementing IT Strategies Focused on Growth, Alignment and Business Skills 2006 CIO Strategic Management Priorities * New question for 2006 ** New question for 2005 To what extent will each of the following CIO actions be a priority for you in 2006? Ranking 2006 2005 2004

What's Hot in 2006:CRM Application Priorities:

What's Hot in 2006: CRM Application Priorities Customer Data Integration AppOnDemand SFA Sales analytics Mobile and wireless Incentive compensation OpenSource SFA B2B e-commerce PRM Sales configuration Proposal generation Lead management Price management Order management Trade promotions Forecasting or pipeline Business Process Mgmt. Web chat, ERMS Industry-specific SOA Web personalization

CRM Applications Remain Fragmented:More Than 50 Submarkets:

CRM Applications Remain Fragmented: More Than 50 Submarkets Sales Field Service Self Service eLearning WFO Trouble Ticketing/Case Mgt Analyzing Managing Monitoring Communicating Finding Forming Rewarding Norming Performing Information & Infrastructure Customer Data Integration Information Mgt. BPM App. Architecture Application Infrastructure Customer Service RFID/Telematics Warranty Mgt. Parts Planning Wireless Mobility Contracts Product Life Cycle E-Commerce Fraud Detection Product Information Mgt RFID Inventory Logistics Analytics Business Intelligence Performance Mgt. Personal Productivity Customer Value Analysis Interactive Data Mining In Line, Event-Driven Dashboards/KPIs Marketing Segmentation/Event Triggers MRM eMarketing Field Marketing Promotions Mgt. CRM Application Value Chain Field Sales Inside Sales Partner Management Order Management Configuration Social Networking Pricing eCommerce Knowledge Management Location-Based

As the World Gets Smaller, Customer-Centric Strategies Get Larger ...:

As the World Gets Smaller, Customer-Centric Strategies Get Larger ... Communications Convergence of Corporate Systems and Data Collaborative Platforms Localized Technology Security Mobile Devices Ubiquitous computing Devices for life Portable computing power Convergence of communication Broadband, WiFi and WiMAX Always accessible or online Real-time data Unified view of the customer Complete transaction history Noncorporate data (satisfaction) Outside four walls Extend out to customer, back to suppliers Tagging Proximity monitoring Biometrics Profiling or access

Traditional Business Components of CRM:

Traditional Business Components of CRM e-CRM Marketing Info. Systems Field Sales Field Service Tele-sales Tele-marketing Customer Service Distribution & Logistics Manufacturing R&D Human Resources Finance e-ERP Customer-Centric Processes Extended CRM Enterprise Integration With Back-Office Functions Integration Among "Front-Office" Functions Customer Insight and Understanding E-Business Partner Relationship Management Supplier Areas Covered within CRM Acronym Key CRM = customer relationship management ERP = enterprise resource planning SCM = supply chain management Retail Sales Business Organized Around Customer Database Marketing

The Reality of Customer-Centric Strategies:

e-CRM Marketing Info. Systems Field Sales Field Service Tele-sales Tele-marketing Customer Service Distribution & Logistics Manufacturing R&D Human Resources Finance e-ERP Customer-Centric Processes Extended CRM Enterprise Integration With Back-Office Functions Integration Among "Front-Office" Functions Customer Insight and Understanding E-Business Partner Relationship Management Supplier Areas Covered within CRM Acronym Key CRM = customer relationship management ERP = enterprise resource planning SCM = supply chain management Retail Sales Business Organized Around Customer Database Marketing The Reality of Customer-Centric Strategies

Guiding Principles for Successful Customer-Centric Strategies:

Guiding Principles for Successful Customer-Centric Strategies

The Eight Building Blocks of Customer-Centricity:

The Eight Building Blocks of Customer-Centricity 8. Metrics 1. Customer Vision 3. Valued Customer Experience 4. Organizational Collaboration 2. Customer-Centric Strategy 5. Customer Processes 7. Technology, Including CRM 6. Customer Information

Customer-Centric Generational Framework:

Customer-Centric Generational Framework Most organizations today: First Second Third Fourth Fifth Function or channel effectiveness More "joined up" thinking, but still silo-oriented. Optimization at silo level for cost & value reasons Shared info at silo level; insight developing Focus on silo efficiency; lacks customer focus Changing culture and incentives; silos Understanding and focus at silo level Strong functionality within silos Value network enabled Value-based collaboration for mutual benefit End-to-end process optimization Shared info & insight beyond the company Shared objectives and balanced metrics; aligned Shared customer- centricity; goal alignment Understanding of wider scope; collaboration Strong functionality; integrated beyond the company Initial productivity and visibility Isolated projects; initiated from the bottom up Start optimizing for efficiency; Silo-oriented Team-based; fragmented; minimal insight Fragmented and limited metrics; operational focus First signs of customer centricity; silos Unknown concept; designs itself Fragmented; limited functionality and focus None None Inward focus; silo-oriented Basic and fragmented Few metrics; inward focus Inward focus; silo structures Unknown concept; designs itself Very fragmented; Weak functionality Intracompany integration Company-level optimization for cost and value Shared info & insight across the company Company- and customer-focused balanced hierarchy Customer-centric; reorganized by segment Understanding & focus across lines of business Strong functionality with company- level integration Company-level CRM program Vision Strategy Processes Information Metrics Organizational Collaboration Customer Experience Technology

The Components of the Customer-Centric Maturity Model:

The Components of the Customer-Centric Maturity Model Manage Customer Information as a Strategic Asset — Your ability to capture and leverage this information is critical to making it a competitive advantage. Measure Customer Ongoing Value — Do you know who your most valuable customers are? Identify Customer Expectations — Are you consistently meeting or exceeding customer expectations? Align Marketing Strategy with Customer Value and Expectations — Do your strategies capitalize on your customer-centric capabilities? Manage the Customer Experience — How do you coordinate and manage product and service delivery? Integrate Across Business Units — How well do you maximize your efforts and competitive advantages across functions and business units? Business Practices

Processes — Avoid Accelerating Established Processes:

Processes — Avoid Accelerating Established Processes ASN advanced shipment notice ATP available to promise ERP enterprise resource planning SCM supply chain management CTP capable to promise EAI enterprise application integration EAI CRM Applications SCM Applications Prospect to cash without a process focus 1. Log activity Present 2. Log opportunity 3. Check contract 4. Check inventory 5. Check ATP/CTP 6. Determine price 7. Quote customer 8. Create quote 16. Apply payment 15. Invoice 14. Ship 13. Send ASN 12. Plan & produce 11. Confirm order 10. Check credit 9. Generate order Acronym Key Financials, inventory management and order management EAI EAI EAI

Process-Oriented Applications:

Customer Partner/ 3rd Parties Inquiry Lead Proposal Order/Sales Invoice/Bill Opportunity Negotiate Invoice/Bill Quote/Offer Payment Enterprise CMS MRM BI Lead Management OMS POS SFA Contracts Proposal Generation SCM Order Entry Billing CSS Self Service Order/Sales Payment Billing Sales Marketing Order Management Customer Service Analytics CDI Personalization Infrastructure/ Platform Process-Oriented Applications

Eventual Goal: The Intent-Driven Organization:

Eventual Goal: The Intent-Driven Organization Function-Driven Organization Intent-Driven Organization Synchronizing connected functions Data Mining Self Service E-Commerce Goal: Suboptimization Campaign Management Event Triggers Real-Time Customer Insight Sales Management Contact Center Field Service Internal Development Management

Changing Spending on Customer-Centric Application Architecture Types:

Changing Spending on Customer-Centric Application Architecture Types Early Generations Late Generations Relative Importance

Consumer Power Will Increase:Communities, Mash-ups and Social Networks:

Consumer Power Will Increase: Communities, Mash-ups and Social Networks craigslist Mashups

CRM Consultancy and Systems Integration 2006 Mini-Boom:

CRM Consultancy and Systems Integration 2006 Mini-Boom Indicators for the mini-boom: CRM consulting and systems integrators (SIs) are reporting being "sold out" in specific disciplines. Indian pure-play SIs are growing by up to 60% in CRM practices. Utilization rates are averaging mid-70 percent and close to 80%. Billing rates are rising, especially for CRM consulting work & analytics. Freelance CRM consultants are on the rise. Recruitment has returned to universities and graduate schools. Advice to buyers of CRM consulting and systems integration services: Expect more resource shuffling as people with key skills multitask. Spend more time vetting resources on CRM projects. Take on more work internally without using external consultants. Re-evaluate the blend of offshore and onshore resources. Consider using the software vendor's skills. Consider longer-term contracts and rate cards to protect rates.

Recommendations:

Recommendations Growth: CEOs and CIOs are focused on organic growth, but justifying funds remains hard. Continue to justify CRM with cost savings, but prepare to show how CRM aids growth. Consolidation and Innovation: More than 35 CRM application vendors merged in the past 18 months. Weigh viability more heavily in purchase selection criteria in 2006/2007. CRM Service Providers: There is a shortage of CRM skills, so utilization rates and fees are rising. Anticipate that consulting fees will rise and act now to protect yourself. Pain Points: Metrics, process mapping and employee turn-over cause the most pain. Focus on user adoption and benefits to front-line staff, not management needs, to gain a higher ROI. What's Hot: Lesser-known areas of CRM technology often deliver the greatest benefits. Invest in MRM, ICM, self-service and customer analytics ahead of sales force automation, call centers and campaign management. The Future: Consumer power will continue to increase. Social networks, communities and privacy management will rise to the fore as key CRM competencies. Investigate now.