1 CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Holly Pund Jamia Seifert Nakia Sharp Olga Skiridova.

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CUSTOMER RELATIONSHIP

MANAGEMENT (CRM)

Holly PundJamia SeifertNakia Sharp

Olga Skiridova

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“CRM is the process of predicting customer behavior and selecting actions to influence that behavior to benefit the company usually leveraging on information technology and database-related tools.”

Koh Hian Chye & Chan Kin Leong Gerry, “Data mining and customer relationship marketing in the banking Koh Hian Chye & Chan Kin Leong Gerry, “Data mining and customer relationship marketing in the banking industry.” Singapore Management Review, Vol. 24, Issue 2, 2002, pp. 1-27.industry.” Singapore Management Review, Vol. 24, Issue 2, 2002, pp. 1-27.

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Benefits of CRMBenefits of CRM

Provide better customer service Make call centers more efficient Cross sell products more effectively Help sales staff close deals faster Simplify marketing and sales processes Discover new customers

Increase customer revenues

It costs 10 times more to get a new customer than it does to keep an existing one. Moreover, evidence suggests that companies focused on their customers are achieving higher growth rates than competitors who aren't.

“What is CRM?” Ehttp://www.cio.com/research/crm/edit/crmabc.html. “Keeping Customers is Smart and Profitable” http://www.businessweeek.com/adsections/care/relationship/crm_keeping.htm. Viewed April 12, 2003 Chettayar, Krishna “Using customer information effectively.” Financial Executive, Morristown, Vol. 18, May 2002,

pp.42-43.

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5 Elements Required to Implement CRM

StrategyChannel MarketingBranding AdvertisingPricing

Segmentation Technology Process Organization

Brown, Stanley A. “Customer Relationship Management: A Strategic Imperative in the World of e-Business”.Brown, Stanley A. “Customer Relationship Management: A Strategic Imperative in the World of e-Business”. Toronto, New York: John Wiley & Sons, 2000., New York: John Wiley & Sons, 2000.

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Defining Needs of CRM

Define customer strategy

Create a channel and product strategy

Understand the importance of an integrated infrastructure strategy

“The key is for the CRM effort to move beyond sales, marketing, customer services and assisting customers to include operations and the "Office of the CEO" or strategic planning. It's critical, for example, to integrate sales-force automation with demand planning efforts that then feed supply-chain systems.”

- Larry Yu

Brown, Stanley A. “Customer Relationship Management: A Strategic Imperative in the World of e-Business”. Toronto, New York: John Wiley & Sons, 2000. Yu, Larry. “Successful customer-relationship

management.” MIT Sloan Management Review, Cambridge, Vol. 42, Issue 4, 2001, pp.18-19.

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Corporate Structure Before CRM

“What is CRM? A White Paper by TBC Reasearch.” IT Toollbox http://crm.ittoolbox.com/browse.asp?c=CRMPeerPublishing&r=http%3A%2F%2Fwww%2Esabresys%2Ecom%2Fpdf%2FWhat%5Fis%5FCRM

%2Epdf. Viewed April 18, 2003

77 “What is CRM? A White Paper by TBC Reasearch.” IT Toollbox http://crm.ittoolbox.com/browse.asp?

c=CRMPeerPublishing&r=http%3A%2F%2Fwww%2Esabresys%2Ecom%2Fpdf%2FWhat%5Fis%5FCRM%2Epdf. Viewed April 18, 2003

Corporate Structure After CRM

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Founded in 1993 2002 Revenue: Over

$1.6B Industry-specific best

practices, CRM applications, and business processes

Founded in 1998 2002 Revenue: Over

$2.3B Customer care and billing

software and services that add value to the relationships between clients and customers

Siebel web page. http://www.siebel.com/about/index.shtm. Convergys web page.http://www.convergys.com/company_overview.html

Viewed April 22, 2003

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Founded in 1977 2001 Revenue: Over $10.8B Internet-enabled enterprise software New software license sales were down 23% in 2002

“Oracle is the first software company to develop and deploy 100 percent Internet-enabled enterprise software across its entire product line: database, server, enterprise business applications, and application development and decision support tools.”

- Oracle 2001 Annual Report

Oracle Annual Report, http://www.oracle.com/corporate/annual_report/2001/index.html?intro.html. Viewed April 22, 2003. Seewald, Nancy & D'Amico, Esther. “CRM and SCM vendors post mixed

results.” Chemical Week, New York, New York, October 2002, Vol. 164, Issue 43, pp. 23-24.

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So What is the Cost of CRM?

Despite dropping by 5.4% in 2002, the CRM market is expected to expand from a projected $42.8 billion in 2002 to $73.8 billion by 2007.

-Forrester Research

CRM is expected to grow more than $20 billion by 2004

-AMR Research

Siebel web page, http://www.siebel.com/about/index.shtm. Veiwed April 22, 2003 “CRM Overview” http://www.ittoolbox.com/help/crmoverview.asp. Viewed March 20, 2003 “Customer Relationship Management” http://advisor.aol.com/what_you_can_do_online/goals/main.adp?article=crm. Viewed April 12, 2003Anonymous,

“CRM bounces back.” Chicago, Illinois: Marketing Management, Vol. 11, Issue 5, Sept/Oct 2002, p. 4. Patron, Mark, “If database marketing was so good, why is CRM so bad?”Journal of Database Marketing, London,

Vol. 10, Issue 2, December 2002, pp. 102-104.

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So What is the Cost of CRM?

Spending on CRM applications and services, which totaled $23 billion in 2000, are projected to grow at a compound annual growth rate of 27% and exceed $75 billion in 2005.

CRM services revenue will increase 15% in 2002. The market is forecast to nearly double and reach $47B by 2006.

Worldwide, organizations spent nearly $25 billion on CRM software in 2002 Of that total, only $3.7 billion, or about 15%, was spent on packaged CRM applications.

-Gartner Group

Almquist, Eric & Carla, Heaton. “Making CRM make money.” Marketing Management, Vol. 11, Issue 3, May/Jun 2002, Chicago Illinois, pp. 16-21. Anonymous, “CRM bounces back.” Chicago,

Illinois: Marketing Management, Vol. 11, Issue 5, Sept/Oct 2002, p. 4.

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CRM Success & Failure Rates

45%

35%

20% 45% of the CRM projects

are successes that are producing definite paybacks

35% are likely to fail

20% are generating some ROI but not in a timely fashion

Panker, Jon, “Research finds CRM failure rate lower than widely reported” News Editor12 Dec 2002, SearchCRM.com http://searchcrm.techtarget.com/originalContent/0,289142,sid11_gci868891,00.html. Viewed

April 22, 2003

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Travelocity.com was launched in 1996 as part of Sabre Holdings On April 11, 2002, Travelocity became a wholly owned

company of Sabre Holdings. For 2002: Travelocity’s revenue was $308 million, an increase of 2.2 percent

compared to $302 million for 2001

Travelocity’s gross bookings reached $3.5 billion, an increase of 11.8 percent compared to $3.1 billion for 2001

Since Travelocity is no longer a publicly traded company, information concerning IT’s budget was not available

http://www.sabre.com/, viewed March 23 2003

Overview

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Overview

World’s leading travel internet site providing consumers with reservation and information access:

700 airlines 55,000 hotels 50 car rental companies 6,500 cruise and vacation packages

Over 35 million members

1,000 customer service representatives

Web site in 7 languages across 4 continents

TDWI conference keynote speakers Caroline Smith, Director of Data Warehousing at Travelocity.com & Chris Warwick, Director of Relationship Marketing at Travelocity.com – February 20 th, 2003, & interviewed in person by

Jamia Seifert

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Travelocity’s Business Objective “Develop long-term profitable relationships by providing

exceptional service and highly relevant Travel offerings:”

Increase customer conversion Increase customer retention Increase revenue per member


Jamia Seifert

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Develop a “single view of the customer” The most important focus of the CRM project

Travelocity chose Teradata, a division of NCR, to assist with the CRM initiative

“To achieve this vision requires having a single view of the customer - from when they begin looking to when they take their trip, and afterward. This requires segmenting customers by type (business, leisure, college, bereavement, etc.)”

- Mamie Millard, Senior VP of Technology at Travelocity

CRM Focus at Travelocity

http://www.sabre.com/, viewed March 23 2003

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Six months conversion – The maximum recommended time

Three people dedicated Mapped a middle or metadata layer into their data warehouse for

the CRM equation Common problem of underestimated the amount of time required to

cleanse the data during transfer Duplicate records The big OOPS!

Williams C.C. “Just the Ticket: Travelocity.com books Teradata for virtually instant answers.”http://www.teradatamagazine.com/articles/archive/2Q_2001/just_the_ticket.htm, July 5th, 2001. Viewed

March 23, 2003 Woodcock, Neil & Starkey, Michael. “’I wouldn't start from here': Finding a way in CRM projects.” Journal of Database Marketing, London, Vol. 9, Issue 1, 2001, pp.61-74.

Travelocity’s CRM Conversion

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Seven Steps to ImplementationImportant:

Selection of a specific business process that can be measured The use of a system that did not require a re-build along the way

Step 1: Created a team Consisted of members from Travelocity and Teradata

Travelocity (from Marketing & IT) Data warehouse developers Marketing Director Marketing Analysis Marketing Managers

Teradata Data Modeler CRM Developer Project Manager

“The private sector’s CRM-ROI formula can work in agencies too.”http://www.gcn.com/research_results/crmgmt4.html Friday March 28, 2003. Viewed March 23, 2003

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Seven Steps to ImplementationStep 2: Prepared the data warehouse

Created new logical and physical data model (customer centric) Focused on data quality Added demographic data

Step 3: Identified unique members Customers with multiple accounts are now identified as one unique

customer


Jamia Seifert

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Seven Steps to ImplementationStep 4: Developed Customer Segments

Travelocity Member Groups: New Members Active Lookers Short-time Inactive Members 1st Time Booker 2 + Booker Best Customers Long Term Inactive Members


Jamia Seifert

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Seven Steps to ImplementationStep 5: Activated Channels

Aggregated data from all customer touch-points: Web interactions Inbound email Call center interactions Offline bookings

Activated customer touch-points to drive service levels and generate sales:

Targeted offers on the web site Outbound targeted email Cross sell/upsell opportunities at customer service


Jamia Seifert

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Seven Steps to ImplementationStep 6: Implemented CRM Tool

Utilized Teradata’s CRM solution for campaign management: New member conversion Post booking cross sell Pre-trip “Bon Voyage” message Frequent looker Toll-free reservation line message

Step 7: Analyze Campaigns Analysis and reporting processes are in place to measure

campaign performance


Jamia Seifert

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Delivering Incremental ValueCRM campaigns will be added incrementally, then

measured for effectiveness

Key drivers are: Customer segment needs Merchandising plan Revenue management requirements

Presently creating a position in Marketing: Manage CRM initiatives Link the IT and Marketing groups


Jamia Seifert

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Travelocity’s Business & IT PartnershipLet each area focus on their expertise

Data Warehouse group and Marketing partnered on major projects: Selection of Teradata Selection of Cognos tools for DB management CRM initialization

The project budget and timeline was not available


Jamia Seifert

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The Effects of CRM at Travelocity500,000 automated communications sent monthly

New member welcome/conversion series Post booking cross sell Bon voyage pre-trip 20,000,000 targeted promotional emails sent monthly 8,000,000 personalized newsletters sent weekly

Travelocity’s ROI for the CRM project The CRM efforts contribute a minimum of $2 million per month to

Travelocity’s revenues


Jamia Seifert

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Build the foundation first, then add the bells and whistles

Set scope of project and stick to it

Dedicate resources to the project

Set internal expectations and provide frequent updates

CRM projects take more time than initially anticipated


Jamia Seifert

CRM Lessons Learned

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CRM Lessons Learned

CRM is never “finished”

Focus on data quality first

Determine agreement on service levels between different groups

Talk to other companies utilizing CRM


March 23, 2003

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Six Key Success FactorsCorporate Buy-inTravelocity’s “CRM had significant senior management support, a

factor agency IT and business managers also know to be critical to any e-commerce effort.”

- Caroline Smith, Director of Business Intelligence - Travelocity

A robust data warehouse

Obtain the “single view of the customer”


Jamia Seifert

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Six Key Success FactorsFlexible and scalable CRM tools

Define event and wait for it to occur Event triggers a reaction Record event in data warehouse

Employ good communication channels

Ongoing analysis and improvement Establish control groups Continuously monitor campaign performance Maintain contact history Develop and apply data modeling to improve customer targeting


Jamia Seifert

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Greatest CRM Challenge Constantly implementing new features and

functionality into the Web site New sources of data

Web site traffic keeps increasing Creates greater volumes of data


March 23, 2003

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Best Practices & Leadership Award - 2002TDWI determent Travelocity’s CRM initiatives as innovative and unique

because:

Travelocity is able to perform analyses and execute automated, personalized marketing campaigns.

“Before their CRM initiative, customer information was available to only a few end users and that information was scattered. Now, all information for all travel categories—air, car, hotel, and cruise—is in one location and is available to anyone with a need to view the information.”

- TDWI recognition statement

“Best Practices and Leadership in Data Warehousing Award Winners 2002.” January 2003http://www.dw-institute.com/research/display.asp?id=6511. Viewed March 23, 2003

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Oracle Company Background Founded 26 years ago by Larry Ellison, Bob Miner, and Ed Oates

First software company to develop and deploy 100% internet able enterprise software

The World leader in supplier software for information management

The World second largest independent software company

Producer of the World’s greatest database-Oracle 9i

http://www.oracle.com/corporate. Viewed February 2, 2003

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Oracle Company Profile

Headquarters Location: Redford Shores, California

Employees: 40,000+

Revenues for 2001: $10.8 billion

http://www.oracle.com/corporate. Viewed February 2, 2003

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Oracle Company Areas of CRM

Marketing

Sales

Service

Contracts

http://www.oracle.com/applications/customermgmt/index.html?theme.html. Viewed February 5, 2003

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Oracle Marketing Solutions

Problem: Company makes marketing decisions by instinct rather than by solid facts from data.

Solution: Oracle offers Oracle Marketing. A system that automates the entire marketing function and process.

Products:

Oracle Marketing

Oracle Trade Management


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Oracle Sales SolutionsProblem: Ill preparation of a company’s sales staff leading to its inability to hit sales targets, reduce costs, and reduce sales cycles.

Solution: Oracle provides the company with an automated business process for all sales and customer interactions.

Products:

Telesales Sales Online

Sales Offline Incentive Compensation

iStore Quoting

Configuration iPayment


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Oracle Service SolutionsProblem: A company’s inefficiency due to gaps in communication between service, field service and maintenance.

Solution: Oracle’s automated and centralized process of tracking requests and dispatching.

Products:

iSupport

Mobile Field Service

Advanced Scheduler

Field Service

Wireless Option for Service

Depot Repair


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Oracle Contract SolutionsProblem: A company’s use of manual contracts leads to omissions of important information which later results in a loss of revenue.

Solution: Oracle’s complete automation of multiple style contracts

Products:

Service Contracts

Project Contracts

Lease Management

http://www.oracle.com/applications/customermgmt/index.html?theme.html. Viewed March 13, 2003

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The Oracle Strategy of Implementing CRM

Oracle’s focus of implementing CRM to their existing customers database

Single database instance

Suite of integrated applications

Software configuration, not customization

http://www.oracle.com/applications/customermgmt/index.html?theme.html. Viewed March 13, 2003

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Oracle Case Studies

Case Study #1

McData Corporation

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McData Corporation

McDATA Corporation was founded in 1982. McDATA (Nasdaq: MCDT/MCDTA) is a global leader in open storage networking solutions and provides high performance enterprise directors and Storage Area Networks (SANs). The company manufactures and markets high-performance switching solutions — Fibre Channel for open systems environments and ESCON for IBM data centers.

http://www.mcdata.com/about/profile/index.html. Viewed March 5, 203

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Company Profile Headquarters Location: Broomfield, CO

Industry: High technology

Annual income: $101 million to $500 million

Employees: 501 to 1999

CRM Outsourcing Company: Oracle

http://www.oracle.com/customers/profiles/PROFILE3441.HTML.. Viewed March 5, 2003

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Oracle Products & ServicesOracle Products & Services

Discrete Manufacturing

eMail Center Incentive

Compensation Mobile Field Service iLearning

TeleService Sales Online Depot Repair Oracle Support iSupplier Portal

http://www.oracle.com/customers/profiles/PROFILE3441.HTML. Viewed March 5, 2003

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Implement a scaleable solution to support growth

Create a 360 degree view of the customer

Streamline processes

Lower total cost of ownership

http://www.oracle.com/customers/profiles/PROFILE3441.HTML. Viewed March 5, 2003Crafton, Thomas W. “Do you really know your customers?” Strategic Finance, Vol.

84, Issue 4, October 2002, pp. 55-57.

Project Goals for CRM

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Outcome from CRM Implementation

Avoided $5 million in cost in one year and saved $1 million

Reduced days of sales outstanding from 80 days to 50 days

Reduced quarterly close days from 21 days to 4 days

Inventory was reduced from $68 million to $43 million

Product quality was improved by 22%

On-time shipments were increased from 79% to 97%

Time necessary to create reports reduced by 95%


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Oracle Case Study

Case Study #2

Gevity HR

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Gevity HR

As the nation's leading provider of outsourced HR solutions, Gevity HR helps businesses:

Find the right people

Manage the paperwork

Develop and manage your people

Protect your business

Retain your best employees

Gevity HR services are provided through specific offerings, such as recruiting assistance, training, benefits administration, payroll processing and related paperwork management, and legal compliance.

www.gevityhr.com. Viewed March 10, 2003

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Customer Profile

Headquarters Location: Bradenton, FL

Industry: Professional Services

Annual Income: More than $1.001 Billion

Employees: 501 to 1999


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Oracle Products & ServicesOracle Products & Services

Scripting

Oracle9iAS Portal

HR Intelligence Self Service HR Human Resources

Financials Training

Administration Oracle Consulting

Services


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Project Goals for CRM

Create core service transactions related to HR and payroll administration

Implement Oracle TeleService and CTI applications


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Outcome from CRM Implementation

Reduced total work time for transactions by 27%

Doubled payroll staff productivity in 18 months, which resulted in $3 million savings in personnel cost

No new clients terminated for service related reasons in first half of 2001

Integrated 24 hour access to customer data in 41 field offices


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Best Best PracticesPractices for CRM for CRM

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A New CRM System Alone Will Not Bring Improvements

New Technology + Old Organization = Expensive Old Organization

Andersen, Henrik, and Per Jacobsen. “Implementing CRM: 20 Steps to Success”. In Stanley Brown, ed. Customer Relationship Management: A Strategic Imperative in the World of E-Business, 269. Toronto, New York:

John Wiley & Sons, 2000.Raymond, Ed. “Sorting Out CRM Best Practices.” http://www.crmdaily.com/perl/story/20304.html, viewed April 15, 2003.

““One thing that doesn’t work is going out and buying a single package to solve all your CRM problems. Without a business case, without business buy-in, without executive sponsorship the package will not solve the problem. The problem is not the technology – it’s the culture change.There is no silver bullet.”

Liz Shahnam Roche, Meta Group Vice President,

interviewed by CRMDaily.com, December 22, 2002

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Development of Customer Centric Business Development of Customer Centric Business StrategyStrategy

Object: to find win-win opportunities with customers

Plan around customer wants, not company goals Focus on listening to customers, rather than forcing them to listen to

you Avoid promotional marketing communication; stick to informed and

informational dialog with customers

Lee, Dick. “Four Steps to Success with CRM”. http://www.crmguru.com/content/features/lee02.html, viewed April 15, 2003.

: important focus of the CRM project - to develop a

single view of the customer

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4 Ps of CRM Success4 Ps of CRM Success

PPlanninglanning PPeople eople PProcessrocess PPlatformlatform

Gerson, Richard. “Secrets of CRM Success”. http://www.crmguru.com/content/features/gerson/2001_02_08.html, viewed April 15, 2003.

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Planning

#1 - - Develop a comprehensive plan for your CRM efforts – lay out what you want your program to accomplish (how you want to capture and use the data)

Gerson, Richard. “Secrets of CRM Success”. http://www.crmguru.com/content/features/gerson/2001_02_08.html, viewed April 15,

2003.

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Planning Example

Planned CRM Activity: to capture consequently three types of customer data from a corporate website

Type of DataType of Data•customer’s e-mail address and name

•customer’s physical address and phone numbers

•customer’s purchase preferences

Usage of the Data

•To capture 80% of the visitors to the site

•To turn 90% of those first-time visitors into customers

•To capture purchase preferences to personalize their future visits; to send hard copy direct mail to influence future repeat purchases

Look towards a software solution that will allow you to perform this activity

Gerson, Richard. “Secrets of CRM Success”. http://www.crmguru.com/content/features/gerson/2001_02_08.html, viewed April 15, 2003.

choice of Teradata

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Planning

#2 - - Carefully select the initial (pilot) implementation areas within the organization that will bring the greatest benefits and quick wins

Andersen, Henrik, and Per Jacobsen. “Implementing CRM: 20 Steps to Success”. In Stanley Brown, ed. Customer Relationship Management: A Strategic Imperative in the World of E-Business. 268-283. Toronto, New

York: John Wiley & Sons, 2000.

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PPeopleeople

Get employees and partners involved and on-board with your CRM effort – generate a new company culture!

Restructure employee compensation to reinforce CRM priorities

e.g. tie employee incentives to customer-oriented indicators (customer retention and satisfaction)

Gerson, Richard. “Secrets of CRM Success”. http://www.crmguru.com/content/features/gerson/2001_02_08.html>, viewed April 15, 2003.Sims, David.

“Principles Make the Best Practices”. <http://www.crmguru.com/content/features/gerson/2001_02_08.html> viewed April 15, 2003.

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People

Establish two training protocols

#1 - Communication the culture-change and associated soft skills

#2 - Technical training

Gerson, Richard. “Secrets of CRM Success”. <http://www.crmguru.com/content/features/gerson/2001_02_08.html>, viewed April 15, 2003.

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PPeopleeople

Best CRM Practices Proportion for Training and Infrastructure Budgets

- acquisition of software and hardware

- training and change management

$1$1

$3-15$3-15

Ramesan, Kevin. “CRM Application Users are Key to Project Success”. <http://www.technologyevaluation.com/Research/ResearchHighlights/Crm/2003/01.html>, viewed January 27,

2003

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Process

Re-engineering of work processes involves:

#1 - change of departmental roles and responsibilities

#2 - adoption of new work processes; creation of a service map, including: How a customer contacts the company How you will capture the information How you will process the information Methodology of repeated contact with a customer Consolidation of info from all customer touch-points

Gerson, Richard. “Secrets of CRM Success”. <http://www.crmguru.com/content/features/gerson/2001_02_08.html>, viewed April 15, 2003.

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You have:

Set your CRM program goalsInvolved your peopleCharted the process

Now you are ready for technology!Now you are ready for technology!

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Platform

CRM software comes in all shapes, sizes and functions – it should support, but not drive new work processes

Span of Focal Points

Identify your focal point and compare it to the focal point of every software you are considering

Marketing Marketing AutomationAutomation

Sales Sales AutomationAutomation

Call Center Call Center SalesSales

Call Center Call Center ServiceService

Field Field ServiceService

Lee, Dick. “Four Steps to Success with CRM”. http://www.crmguru.com/content/features/lee02.html, viewed April 15, 2003.

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Implementation Perspective of CRM Success

3 inter-related activities of successful implementation

Leadership (10%)

Program Management (10%)

Change Management (10%)

Petersen, Glen. CRM Best Practices: The Framework For An Industry Renaissance. GSP & Associates, Inc, 2002.

In brackets percentage relative to each section’s contribution to overall success of the project

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Leadership

Find a sponsor in top management – they have influence to find necessary sources and accelerate decision-making

process

Hansotia, Behram, “Gearing up for CRM: Antecedents to successful implementation.” Journal of Database Marketing, London, December 2002, Vol. 10, Issue 2.

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Program ManagementProgram Management

The effort must be well-coordinated and follow a defined schedule with checkpoints

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Change ManagementChange Management

A change in culture and practice must shadow your CRM initiative – communication and training play an

integral role in the implementation process

Mullin, Rick, “CRM: Show us the payback.” Chemical Week, New York, New York, October,

2001, Vol. 163, Issue 40, pp.28-29.

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Summary of Best PracticesSummary of Best Practices

Develop a customer-centric strategy in you company Set precise goals Get employees and partners involved with your CRM

effort Re-engineer work processes Select the CRM platform adequate to your goals

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Questions?Questions?

1 CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Holly Pund Jamia Seifert Nakia Sharp Olga Skiridova.

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