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Transcript of EMEA Business Transformation & Information Technology November 2005 1Kurt Draxler – Sales...
EMEA Business Transformation & Information Technology
1 November 2005Kurt Draxler – Sales Operations
IBM Customer Relationship Management
IBM: Facts & Figures
Hintergrund für die Einführung von CRM
Wie ist die Einführung erfolgt
CRM heute, Nutzen, Herausforderungen
EMEA Business Transformation & Information Technology
2 November 2005Kurt Draxler – Sales Operations
Services49%
Hardware32%
Software15%
Global Financing
3%
Enterprise Investments
1%
IBM - Facts & Figures (2004)
Quelle: IBM, Geschäftsbericht 2004
Mitarbeiterzahl: weltweit 329.000
Österreich 2.050
Umsatz: 96,5 Milliarden $
Geschäftstätigkeit: in 170 Ländern
Hauptsitz: Armonk (NY), USA
EMEA Business Transformation & Information Technology
3 November 2005Kurt Draxler – Sales Operations
Hintergrund für die Einführung von CRM
1984: IBM’s heyday 1992: IBM’s collapse
EMEA Business Transformation & Information Technology
4 November 2005Kurt Draxler – Sales Operations
The CRM Strategy: “One IBM”
ClientClientInformed
&Coordinated
OneIBMOneIBM
Informed&
Coordinated
IBM.COM & TelewebIBM.COM & Teleweb
Business PartnersBusiness Partners
Sectors & SMBSectors & SMB
Brands, IGS & BCSBrands, IGS & BCS
MarketingMarketing
Support CentersSupport Centers
CRMDatabase
EMEA Business Transformation & Information Technology
5 November 2005Kurt Draxler – Sales Operations
Customer Relationship Management
Welches Marktsegment möchte ich bearbeiten ?
Wer sind meine aktiven Kunden ?
Wer sind die wichtigen Kontaktpersonen beim Kunden ?
Was sind die Geschäftsprobleme unserer Kunden ?
Wie können wir ihre Aufmerksamkeit gewinnen ?
Ist das eine Geschäftschance, die wir
zur Zufriedenheit des Kunden
und
profitabel für unser Unternehmen
abwickeln können ?
Ist der Kunde zufrieden mit dem Produkt, der Lösung ?
Hätten wir etwas besser machen können ?
Können wir das erworbene Wissen/ die erworbenen Erfahrungen künftig nutzen ?
Wurde eine Kundenbeschwerde zur Zufriedenheit des Kunden erledigt ?
Marktsegmentierung
Strategische Kundenplanung
Marketing Kampagnen
‚Verkaufs‘-Prozess Kundenzufriedenheits-prozesse
Intellectual Capital
(Neu)Kundengewinnung
AbwicklungGeschäftsfall
Kundenzufriedheitfeststellen
EMEA Business Transformation & Information Technology
6 November 2005Kurt Draxler – Sales Operations
Implement the CRM Vision
Perception: CRM starts with technology
Reality: Successful Reality: Successful
CRM programs CRM programs possess:possess:
Visible executive
sponsorship
Visible executive
sponsorship
Strategy and vision that focus on customer touch
points
Strategy and vision that focus on customer touch
points
Develop CRM operational processes and identify technology requirementsDevelop CRM operational processes and identify technology requirements
Prioritized, actionable initiatives to implement the CRM vision
Prioritized, actionable initiatives to implement the CRM vision
EMEA Business Transformation & Information Technology
7 November 2005Kurt Draxler – Sales Operations
CRM Einführung Phase 1: 1995 – 2001
Vorarbeiten (auf internationaler Ebene)– Design der Prozesse– Auswahl und Implementierung der unterstützenden Tools– Projektmanagement
„Verkaufsprozess“– Opportunity Management
– Solution Design & Delivery
Kundenzufriedenheits-Prozesse– ICES (IBM Client Experience Survey)
– Set/Met
– Complaints Management
Strategische Kundenplanung– Account Planning
Marketing Kampagnen– Campaign Management
Einführung neuer Geschäftsprozesse unterstützt durch „best of the breed“ IT-Applikationen (Tools)
EMEA Business Transformation & Information Technology
8 November 2005Kurt Draxler – Sales Operations
IBM’s CRM design points are based on these customer imperatives.IBM’s CRM design points are based on these customer imperatives.
The IBM CRM journey began with understanding what customers value in a relationship.
Understand the customer
Fulfill commitments
Ease of doing business
Responsiveness and accessibility
Communication Competence
Cost and price Understand the customer
Understand the customer
Fulfill commitments
Ease of doing business
Responsiveness and accessibility
Communication Competence
Cost and price
EMEA Business Transformation & Information Technology
9 November 2005Kurt Draxler – Sales Operations
CRM Process Design - Selling Process
EMEA Business Transformation & Information Technology
10 November 2005Kurt Draxler – Sales Operations
Team work based on CRM Roles
OM Notes shared
DB
Opportunity NoticerCreates data
Records the opportunityRequests OI
Resource Deployment Manager
Assigns resources
Opportunity OwnerUpdates data
Requests resourcesQualifies the opportunity
Wins / closes the opportunity
Opportunity IdentifierUpdates data
Validates the opportunityRequests OO and BP OO
Other Team MembersUpdate data
Request resources
OBM, PpTL and PjTL
EMEA Business Transformation & Information Technology
11 November 2005Kurt Draxler – Sales Operations
EMEA Business Transformation & Information Technology
12 November 2005Kurt Draxler – Sales Operations
Opportunity Types and Business Transaction Type
Single Brand Components
Maintenance
Custom/Integrated Solutions
Infrastructure/Cross Brand
Consulting
Outsourcing
1 2 3 54
OT
BTT
C O M P L E X I T Y
T Y P E
EMEA Business Transformation & Information Technology
13 November 2005Kurt Draxler – Sales Operations
Process Management System
Instructions(WorkDirect)
SACAAudits
Feedback
Learning Loop
Targets &objectives
Measurements& results(OEdge)
TRACK &CONTROL
DEPLOYMENT &IMPROVEMENT
PROCESSEXECUTION
EMEA Business Transformation & Information Technology
14 November 2005Kurt Draxler – Sales Operations
CRM Einführung Phase 2: ab 2001Schrittweise Integration bestehender IT-Applikationen für bestimmte Benutzergruppen in CRM Siebel Vorarbeiten (auf internationaler Ebene)
– Evaluierung von CRM Applikationen und Entscheidung für Siebel e-Business Suite
– Konsolidierung lokaler Rechenzentren und Anwendungen in „Megacenters“
– Implementierung von CRM Siebel im „Megacenter“
– Schaffung leistungsfähiger Netzwerke
– Datenmigration von lokalen IT-Tools zu CRM Siebel
PDT1: ibm.com
PDT2: Service & Support
PDT3: Business Partners (PWLM)
PDT4: Field Sales
PDT5: Marketing
EMEA Business Transformation & Information Technology
15 November 2005Kurt Draxler – Sales Operations
Siebel e-Business Suite
Siebel eBusiness Architecture
• Siebel eFinance
• Siebel eInsurance
• Siebel eCommunications
• Siebel eAutomotive
• Siebel eEnergy
• Siebel ePharma
• Siebel ePublic Sector• Siebel eConsumer Goods
• Siebel eApparel & Footwear
• Siebel eTechnology
Siebel Industry Applications
.COM Applications
• Siebel eSales
• Siebel eMarketing
• Siebel eService
• Siebel eBriefings
• Siebel eContent Svcs
• Siebel eMail Response
Call Center
• Siebel Call Center
• Siebel Service
• Siebel Telesales
Field
• Siebel Sales
• Siebel Field Service
• Siebel Configurator
• Siebel Handheld
• Siebel Phone
Channel
• Siebel eChannel
Marketing
• Siebel Marketing
SecurityData
Synchronization & Replication
Transaction Management
Workflow CustomizationData Analysis /
Data MartData Visibility
PersonalizationDynamic Load
BalancingRouting and Assignment
Application Upgrades
Data Movement
Content Management
Software Distribution
EAIMultilanguage / Multicurrency
EMEA Business Transformation & Information Technology
16 November 2005Kurt Draxler – Sales Operations
CRM Organization
Worldwide CRM Teams
Geo AmericasCRM Teams
Geo EuropeCRM Teams
Geo Asia/PacificCRM Teams
Countries: AT, CH, DE, UK, NL, …..
EMEA Business Transformation & Information Technology
17 November 2005Kurt Draxler – Sales Operations
PDT1 Roll-out Plan
Spain
France
Portugal
UK & I reland
Netherland
I taly
Germany
Austria & Switzerland
Denmark & Norway
Sweden & Finland
May 2000
J un J ul Aug Sep Oct Nov FebDec J an 2001
Mar Apr May J un
Deployment
Deployment
Deployment
Deployment
Deployment
Deployment
Deployment
Deployment
02/11
29/01
19/02
12/03
26/03
23/04
Deployment 14/05
Deployment 21/05
31/7
2/10
Slovakia
Hungary & Czech
Belgium (2)
Poland & Slovenia
Deployment
Deployment
Deployment
2/05
09/05
16/05
Deployment tbc
EMEA Business Transformation & Information Technology
18 November 2005Kurt Draxler – Sales Operations
Deployment Activities on Country Level PDT start according to agreed Roll-out Plan
Reinforce/establish deployment network - Subject Matter Experts, Key Users, etc.
Identify users in the target audience by name
Announce process / tools to target audience and country management
Run pilots for process and tool verification
Organize and perform user tests - Application, (migrated) Data
Organize education and training - Class Room, CBT, e-Meetings, Intranet Courses
Check and update process documentation
Check workstation prerequisites (Hardware, Software)
User registration
Put process officially into operation (by Executive Management) / Cut over
Provide ongoing education, support and usage tracking
Define quality criteria for process execution
Measure quality of process execution - Scorecards, SACA, Internal/ISO9000 Audits
EMEA Business Transformation & Information Technology
19 November 2005Kurt Draxler – Sales Operations
CRM heute, Nutzen, Herausforderungen
Kundendaten: Accounts, Contacts
Routes to Market (Channel Management)
Opportunity Management mit CRM Siebel
Nutzen, Herausforderungen
EMEA Business Transformation & Information Technology
20 November 2005Kurt Draxler – Sales Operations
Real life is « re-presented » by way of IBM Data
Field Sales Forcesibm.com
Contacts
Accounts
Opportunities
IBM Data
Activities
EMEA Business Transformation & Information Technology
21 November 2005Kurt Draxler – Sales Operations
CRM Process Execution – Routes to Market
Opportunity Identifier Opportunity Owner
Sectors & SMB
Ibm.com
Business Partners Business Partners
Brands (HW, SW)
IGS & BCS
Ibm.com
EMEA Business Transformation & Information Technology
22 November 2005Kurt Draxler – Sales Operations
Opportunity Management mit CRM Siebel
EMEA Business Transformation & Information Technology
23 November 2005Kurt Draxler – Sales Operations
Nutzen und Herausforderungen Aktualität und Qualität der Kundendaten durch Integration in einem System verbessert
Genauere Zielgruppenselektion bei Marketing Kampagnen
Frühzeitige Beurteilung einer Geschäftschance in bezug auf die mögliche Erfüllung der Kundenzufriedenheit und Profitabilität für IBM
Teamwork quer über Bereichsgrenzen hinweg basiert auf
– konsistenten Kunden- und Geschäftsdaten
– festgelegten Kriterien für die Kundenzufriedenheit (Conditions of Satisfaction)
– klar definierten Rollen, Aufgaben und Verantwortlichkeiten
Kunde hat immer einen verantwortlichen Ansprechpartner
Höhere Effizienz und Produktivität der Vetriebskanäle (Prozesse, Tools)
IBM Geschäftspartner sind in den Verkaufsprozess integriert
Systematische Erfassung der Kundenzufriedenheit am Ende eines Geschäftsfalls
Managementinformationen, Reports und Analysen auf Basis konsistenter Geschäftsdaten
Zeitnahe Updates von Geschäftschancen / -fällen
Pflege von Kontaktinformationen
EMEA Business Transformation & Information Technology
24 November 2005Kurt Draxler – Sales Operations