STRATEGIC INFORMATION GROUPQAD Reseller & Consulting Partner

QAD CAUG MEETINGAre You Taking Advantage of CRM?

March 9, 2009Santa Barbara

Amy Maceda, Strategic Information GroupScott Gaines, TherOx, Inc.

Agenda

Introductions– Scott Gaines– Amy Maceda

CRM Overview

CRM Demo

Success Stories– Medical Device Company using CRM – Medical Device Company using SSM tools

Gartner Data on CRM Implementations

Customers – Kind of Like Exploring Space

Space, the final frontier. These are the voyages of the starship Enterprise. Its mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before.

Customers, the final frontier. New mission of any organization to explore strange new customers, seek out new sales and new markets, to boldly go where no sales team has gone before

Strategic Information Group

Slide 4 Copyright © 2007

Market Definition: CRM

Customer relationship management– “A broad term that covers concepts used by

companies to manage their relationships with customers, including collecting, storing and analyzing

customer information

– “CRM is not just a technology, but rather a holistic approach to an organization's philosophy in dealing

with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and

information management.

QAD CRM - Customer Mgt. Solutions

QAD’s Customer Management solutions enable you to give your customers the best possible experience

Customer Management delivers: Visibility and control throughout the customer lifecycle Deep integration with your ERP systems A thorough 360° view of your customers Global capabilities Low TCO

Improved profitability, customer satisfaction and brand value

Why Use QAD CRM Software?

Take the mystery out of communication with customers– This is a mystery, and I don't like mysteries. They give me a bellyache, and I've

got a beauty right now. Capt. Kirk

Integration with QAD ERP– Customers– Quotes– Sales Orders– Products– Installed Base– Call Management

Information when analyzing sales information– Capt. Kirk: Spock, give me an update on the dark area ahead.

Spock: No analysis due to insufficient information. Capt. Kirk: No speculation, no information, nothing? I've asked you three times for information on that thing and you've been unable to supply it. Insufficient information is not sufficient, Mr Spock! You're the science officer. You're supposed to have sufficient data all the time.

STRATEGIC INFORMATION GROUPQAD Reseller & Consulting Partner

CRM Demo - Taking you on board the Enterprise Bridge for 360

degree view

Meet the Team

Capt. CEO Kirk

VP Sales Mr. Spock

VP of Marketing– Lt. Uhura

Technical Director Doctor McCoy

Field CRM – With QAD

Customer Relationship Management Case story - IntraLase Corp.

Customer Success Stories

Sales are Up ScottyDental Alloy Company– Needed to view extensive notes during SO entry– Visibility of Technical Calls

Medical Device/Imaging Company– Visibility to Service Dept of all communication with customers– Tracking Activities

Custom Home Manufacture– Tracking all information from Lead on website to moving into the

new home

Implantable Device Company– Tracking Surgeries– Tracking surgeons feedback after surgery

IntraLase Corporate Background

Development, Sales & Marketing, Service and Manufacturer of Femto Second Laser technology for Ophthalmic applications (Lasik). Installed base in 24 countries with 1,100 lasers installed. Revenue (run-rate) of $180M, 5 year aggressive ramp 400 employees world wide. Acquired by Advanced Medical Optics (AMO) for $808M in April 2007. Product line moved to Milpitas December, 2008. 65 world wide field support positions servicing installed base.

“Current State” ChallengesNo single point of dispatch for FSE’s.

– Can not track dispatch activity to allow for higher visibility of resources required to service region.

No real-time collection of data or metric collection.

– Data collection is sometimes delayed up to 90 days, limited visibility of real-time problems as seen by the field.

No visibility of current activity in the field. – Location of FSE’s unknown for the purpose of scheduling unless a

phone call is made.

Cumbersome data collection. – Excel spreadsheet collected vitals and system parameters as well as work

performed, then emailed to corporate for review and manual data entry.

FSReports difficult to navigate by FSE’s.– 25% of all FSReports have to be edited relating to customer master

data (serial number, customer name, date, etc).

Data not easily accessible by field staff on customer Call/Complaint history.

RMA ordering requires a phone call to CS, no tracking information, or real-time status of the order.

40% of Parts received back from the field are held at the receiving dock caused by incorrect part numbers recorded on the return tag not matching QAD.

Four main objectives were selected for immediate consideration

Interactive Field Communications– Tracking Parts/Status – Field Report automation– Parts Ordering – Real Time Query– Scheduling – Service history– Elevation to Management (Escalation Scheme)

Centralized view of data – Also viewable for Sales in CRM– Technical FSR– Call/RMA– Clinical settings/results – Customer Details

Reporting Tools– Failure Statistics / MTBF-MTBR/MTTR– QAD Call and Complaint Volume – Also viewable in CRM– Manager call dispatch real-time dashboard.

Processes– Complaint & Failure Codes standardized– Single doctor, multiple location and multiple doctors,

single location– Dispatch – Single point of contact

Accepting/Rejecting Calls

Mai

n

Calls/ComplaintsCalls/Complaints

=== Awaiting Confirmation ===

* 13:20 Customer, Call #,Call Type, Status, Laser Model, Serial #

===== Schedule 5/20 =====A 10:20 Customer, Call #,Call Type,

Status, Laser Model, Serial # ===== Schedule 5/21 =====

R 14:20 Customer, Call #,Call Type, Status, Laser Model, Serial #

DetailRemove Closed Calls

RefreshCancel

Call/Complaint DetailCall/Complaint Detail

Escalation StatusAcceptRejectBack

• When a Call comes in to the device it must be accepted or rejected before

any other transactions can be run.•Notification is sent to a regional

group until a call is accepted (Regional Manager)

• an * will represent that this record is editable.

Call #: 1-205

FSE/CAS 00070004Customer Mandalay

Description <25 character description>Address 555 Main St

City, State Weston, CT

Zip 06883

Contact Bill SmithPhone 800-555-1234Call Type ComplaintLaser Serial # r100 Call Date 1/2/06Call Time 12:00 AMStatus Good

Item Number (Laser)Laser Model Type

-----------------------------------------------------------Comments?: stuff

Accept/Reject w/Comments

Accept/Reject

DoneCancel

Call #: 1-205

FSE/CAS 00070004Date/Time: 5/18/05 11:34 AM

Comments*: I am too far away

Part Order List & Part Order Details

RMA Order ListPart Orders Status

Call# RMA# Customer Status====== ===== ========= ====12344 1-500 Acme New 12355 1-504 CJ Shipping New 12458 1-482 Ace System APP 13567 1-822 Wilson and IP

EditDetail

Remove---------------

Refresh---------------

Cancel

Menu

Main

RMA Order Details

Order Details Req. Line ItemsReturn Line Items

SaveCancel

Menu

Refreshes the list of RMA Orders.

Return/Req. Line Items

DetailEditSave

---------------Cancel

Menu

Line Item Details

Line Item Details

Back---------------

Cancel

Menu

------------------------------------------------------Call # 1-201RMA # 1-533FSE MKULBERGCustomer dropdownRMA Status PendingShip To Address Line 1* Location

Address Line 2Address Line 3

City, StateZip

Priority P2Attention Mr Jones

Comments notes

Request PartsShip Method FedEx, UPS,etcShip Date 1/3/06Tracking # 2342

Return PartsShip Method FedEx, UPS,etcShip Date 1/3/06Tracking # 45678

Part # 501-4882

Description Roller

Quantity 4Status ShippedTSB # 76777Failure Mode dropdownUsed on Patient Y/N

Part# Desc. Qty Status ===== ======= === ======

C20 Laser 5 Shipped

501 Paper 4 Pending

Date 1/3/06Tracking #

Results

Capt. Kirk: A dream that became a reality and spread throughout the stars (Company).

1. Reduced time-to-act on data from 30 days, to 3 days – 90% reduction, as measured by time.

2. Resulted in addition of various key Customer Support metrics, MTTR, Response time, etc.

3. Reduced future requirements for FTE in the area of Customer Support.

4. Increased Overall Customer Satisfaction for Field Customer Support from 81% to 95.9%.One year

after deployment.

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• Nearly 70% of all CRM implementations fail; some common reasons:

• Lack of Executive Commitment

• Focus on CRM technology rather than business results

• No road-map to achieve business results

• CRM Building Blocks – A common approach for CRM project management

Customer Relationship Management

CRM Vision CRM Processes

CRM Strategy CRM Information

Valued Customer Experience CRM Technology

Organizational Collaboration CRM Metrics

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1. Current State – “Where are we today”

2. Desired State – “Where do we want to be” (User requirements)

3. Select a cross-functional diverse team, find passionate people that understand the importance of CRM.

4. Prioritize requirements based on your business strategy, Vision, and Mission.

5. Approval & sign-off from the “C” suite.

6. Communicate CRM Plan to organization (repeat often), what will it mean to individuals, how will it impact functions within the organization, speak with candor.

7. Watch for scope creep

8. Plan and develop an action plan to combat change resistance, it will be there.

9. Implement & Execute

10. Recycle, fix what didn’t work, continue with an active team

Recommended steps to a successful CRM program

Use the tools andWarp Speed Ahead