Transcript APIs - TechTarget

Building The Customer
Centric Enterprise – Beyond
Technology
Lisa Loftis
Intelligent Solutions, Inc.
www.IntelSols.com
[email protected]
© 2004, Intelligent Solutions, Inc.
The Evolution of CRM
 The Past: Where did we start?
 The Present: What’s different?
 The Future: Where are we going?
© 2004, Intelligent Solutions, Inc.
The Beginning – Product Focus
 Organization by product
 Billing/account organization
 Product profitability
 Product volumes
 Product capacity utilization
 Segmentation to support products
 Call centers by product
 Customer???
Market
Products
to the
Masses
© 2004, Intelligent Solutions, Inc.
Product Focus Precludes Answers
 How many customers do you have?
 How many products does each customer own?
 Can your best customers contact you
effectively and efficiently?
 Can you anticipate the customer’s needs
accurately enough to be in the right
place, at the right time, with the
right product for them?
© 2004, Intelligent Solutions, Inc.
The Evolution of CRM
 The Past: Where did we start?
 The Present: What’s different?
 The Future: Where are we going?
© 2004, Intelligent Solutions, Inc.
The Present – Customer Focus
 Customer needs based sales and marketing
 Customer segment organization
 Customer care centers
 Focus on developing lasting relationships
 Customer satisfaction measured
 Retention key objective
Tailor
Products
to the
Customer
© 2004, Intelligent Solutions, Inc.
The Evolution of CRM
 The Past: Where did we start?
 The Present: What’s different?
 The Future: Where are we going?
And how do we get there
© 2004, Intelligent Solutions, Inc.
CRM Definition
 Customer Relationship Management . . .
Aligning business strategy, organization
structure and culture and customer
information and technology so all customer
interactions can be managed to the
satisfaction of the customer and to the
benefit and profit of the organization.1
From the book, Building the Customer-Centric Enterprise, by Imhoff, Loftis & Geiger,
John Wiley & Sons, 2001
1
© 2004, Intelligent Solutions, Inc.
CRM Strategy – Must Be Present
 Retention
•
Identify customers likely to leave & implement
sales and service policies to keep them
 Cross-sell
•
Determine profitable multi-product discounts
and actively promote them
 Satisfaction/Risk Management
•
Tailor credit and collection policies
to total customer value
© 2004, Intelligent Solutions, Inc.
Impact of Organization Structure
 What’s best for the customer - what’s best for
the business area
 Coordinating cross business area initiatives
•
•
•
Getting them off the ground
Arbitrating cost & profit allocations
Monitoring initiatives
 Rounding up business areas that don’t want to
play
© 2004, Intelligent Solutions, Inc.
Organization Structure Traditional
National
Communications
Cellular
Long
Distance
Cable
Marketing
Distribution
Systems
Customer
Care
Product
Product
Development
Product
Development
Development
Marketing
Distribution
Systems
Product
Product
Development
Product
Development
Development
Customer
Care
© 2004, Intelligent Solutions, Inc.
Organization Structure - Evolving
National
Communications
Cellular
Long
Distance
Cable
Customer
Management
Customer
Care
Customer
Portfolio
Distribution
Marketing
Customer
Management
Systems
Product
Product
Development
Product
Development
Development
Customer
Portfolio
Marketing
Customer
Care
Systems
Distribution
Product
Product
Development
Product
Development
Development
© 2004, Intelligent Solutions, Inc.
Organization Structure - Evolved
National Communications
Cellular
Cable
Strategic Operations
Long
Distance
Shared Systems
Customer
Care
Marketing
Customer
Care
Business
Management
Marketing
Systems
Distribution
Business
Intelligence
Business
Operations
Systems
Product
Product
Development
Product
Development
Development
Customer Management
Customer Portfolio
Distribution
Product
Product
Development
Product
Development
Development
© 2004, Intelligent Solutions, Inc.
Impact of Culture
 How is change originated in your
organization?
•
•
•
Top down
Bottom up
Somewhere in between
 Do you have CRM performance objectives and
incentives?
 Do your training programs provide CRM skills?
© 2004, Intelligent Solutions, Inc.
Culture Incentives and Objectives
Marketing
Objective 1
Objective 2
Objective 3
Increasing
share of
Movement of
customers
Prompting of
service and
wallet
across
segments
sales channels
Traditional
measures
adjusted – call
handle time
Service
Cross-sales
and
retention
saves
Customer
satisfaction
with service
process
Sales
Cross-sales
Customer
and share of
wallet
increases
satisfaction
with sales
process
Sales and deal
teams factored
into incentives
© 2004, Intelligent Solutions, Inc.
Culture – Cooperation and Sharing
Objective 1
Objective 2
Objective 3
Marketing
Current campaign
information actively
communicated to all
contact channels
Provides
understanding of
customer base to all
distribution points
Maintains central
solicitation
mechanism –
prevents over
solicitation
Service
Common customer
information shared
across all service
channels
Service processes
coordinated across
channels
Customer
complaint
information
provided to
marketing and
sales
Sales
Sales and deal teams
dynamic – product
specialists available
as needed
Customer contacts
recorded and
shared across all
sales channels
Processes and
pricing
coordinated
across all sales
channels
© 2004, Intelligent Solutions, Inc.
Technology - Customer Information
 Customer information should be:
•
•
•
Elevated to the level of a strategic corporate asset
Integrated
Shared throughout the enterprise
© 2004, Intelligent Solutions, Inc.
We Need To Get From Here…
Operating Data
Customer
Customer File
THE REALITY
Product
Marketing Database
?
Product
Customer
Sales Force
Automation
Product
Customer
Customer
Product
Call Center/Telephony
Product
Customer
Management
Profitability
Customer
Product
© 2004, Intelligent Solutions, Inc.
Information Workshop
Library & Toolbox
Workbench
Information Feedback
External
API
Data
Warehouse
ERP
Internet
API
API
Legacy
API
Other
Operational
Systems
Systems
Management
Data
Acquisition
CIF Data
Management
Data
Delivery
Operational
Data Store
TrI
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Oper Mart
DSI
Meta Data Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Change
Management
Operational
CRM
Applications
Meta Data Management
Strategic
CRM
Applications
Data Acquisition
© 2004, Intelligent Solutions, Inc.
API
API
API
API
Operational
Systems
API
API
API
Operational
Systems
Data Acquisition
API
Exploration
Warehouse
Data
Warehouse
Data Delivery Data Mining
Warehouse
Data
Mart
DSI
DSI
DSI
Operational
Data Store
TrI
© 2004, Intelligent Solutions, Inc.
Information Workshop
Library & Toolbox
Workbench
Information Feedback
Business Intelligence
External
Business
Data
Operation Acquisition
API
ERP
Internal
API
API
Legacy
API
Other
Operational
Systems
Systems
Management
Data
Warehouse
CIF Data
Management
Data
Delivery
Operational
Data Store
TrI
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Business Management
Oper Mart
TrI
Meta Data Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Change
Management
© 2004, Intelligent Solutions, Inc.
Information Workshop
Library & Toolbox
Workbench
Information Feedback
External
API
ERP
API
Internal
API
Legacy
API
Other
Operational
Systems
Systems
Management
Operational Systems are the internal and
external core systems that run the day-toExploration
DSI
day business operations. TheyWarehouse
are accessed
Data
through application
program interfaces
Warehouse
Data Mining
DSI
(APIs) and are the source of data
for the
Warehouse
Data
CIF Data
Data
data warehouse
and operational
data store.
Acquisition
Management
Delivery
Business Intelligence
OLAP Data
Mart
Operational
Data Store
TrI
DSI
Business Management
Oper Mart
TrI
Meta Data Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Change
Management
© 2004, Intelligent Solutions, Inc.
CRM System Issues
 Customer component - CIF/customer profile
•
•
Replacement or integrated component
Where do updates to customer information take place
 Transaction systems – CRM account screens
•
•
•
Amount of customization
Degree of integration
Currency of information
 Integration with other systems
•
•
Investment systems
Other workflow systems
 Target users and processes
•
•
•
Branches, call center or both
Tellers, desk staff, other departments
Contact tracking, workflow, sales prompts
© 2004, Intelligent Solutions, Inc.
Front-Line Requirements
 Ensuring effective and successful Front Line
utilization of customer information requires:
•
•
Requires accurate data
•
Assumes clearly presented information with
intuitive meanings and uses that deliver noticeable
value
•
Demands current data – refreshed daily or
immediately if possible
Expects minimal additional screens - single screen
view preferred, sized appropriately
© 2004, Intelligent Solutions, Inc.
Front-Line Requirements
 Effective delivery of customer knowledge to
Front Line is a significant effort
•
Requires cross organizational team with adequate
participation – appropriate ownership
 Training, delivery, marketing, IT
•
Pre-deployment planning must measure impacts of
new information
 Information utility and clarity
 Policies and standards for new information
 Positioning of screens and required behavior into
transaction flow - processes
•
Clear and effective training programs vital
© 2004, Intelligent Solutions, Inc.
Information Workshop
Workbench
The Operational Data Store is a
subject-oriented, integrated, current,
Information
volatile collection of data
usedFeedback
to
support the tactical decision-making
process External
for the enterprise.
Library & Toolbox
Business Intelligence
Business
Data
Operation Acquisition
API
ERP
Internal
API
API
Legacy
API
Other
Operational
Systems
Systems
Management
Data
Warehouse
CIF Data
Management
Data
Delivery
Operational
Data Store
TrI
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Oper Mart
TrI
Meta Data Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Change
Management
© 2004, Intelligent Solutions, Inc.
Brick & Mortar
Distribution
User Interfaces Centers
Contact Centers Web Access
Rules
Functions
Sales
ODS
Service
Campaign Contact
•
•
•
•
•
Information
Contact History
Customer Relationship
Customer Needs
Customer Behavior
Customer Preferences
•
•
•
•
Prompts
Intelligent Sales
Recommendations
Help
 Supports
comprehensive
enterprise wide
contact information
from all Lob's
 Provides client,
household and
extended
relationship views
 Provides
information at
account/product
level
 Provides or
integrates with
sales, service and
business analysis
and management
functions
© 2004, Intelligent Solutions, Inc.
Library & Toolbox
Information Workshop
Workbench
Information Feedback
External
Business
Data
Operation Acquisition
API
API
ERP
Internal
Data
Warehouse
CIF Data
Management
Data
Delivery
The Data Warehouse
TrI
oriented,
integrated, time-variant,
nonOther
API
volatile
collection of data used to
Operational
Systemsthe strategic
Meta Data
Management
support
decision-making
process for the enterprise.
API
is Operational
a subjectData Store
Legacy
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Business Management
Systems
Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Oper Mart
TrI
Change
Management
© 2004, Intelligent Solutions, Inc.
Library & Toolbox
Information Workshop
Workbench
Information Feedback
External
Data
Warehouse
Business
Data
CIF Data
Data
The
OLAP (online
analytical
processing) Delivery
Data
Acquisition
Management
Operation
API
API
ERP
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Internal
Mart is
aggregated
and/or summarized
data
Legacy
Operational
API
Store
that is derived from the dataData
warehouse
and
TrI
API toOther
tailored
support the multidimensional
Operationalof a given business unit or
requirements
Systems
Meta Data Management
business function.
Business Management
Systems
Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Oper Mart
TrI
Change
Management
© 2004, Intelligent Solutions, Inc.
Information Workshop
Library & Toolbox
Workbench
Information Feedback
External
API
Data
Warehouse
ERP
Internal
API
API
Legacy
API
Other
Operational
Systems
Systems
Management
Data
Acquisition
CIF Data
Management
Data
Delivery
Operational
Data Store
TrI
Exploration
Warehouse
DSI
Data Mining
Warehouse
DSI
OLAP Data
Mart
DSI
Oper Mart
TrI
Meta Data Management
Data Acquisition
Management
Operation &
Administration
Service
Management
Change
Management
© 2004, Intelligent Solutions, Inc.
Executive Mandate Manager Buy-In
 Influence IT approach and structure
 Reorganize or establish coordination
function
 Set performance objectives
 Top-down communication
 Directives endorsed and carried out
 Cooperation and information sharing
© 2004, Intelligent Solutions, Inc.
Leadership Ability - Required
 Active executive sponsor for CRM imperative
 Accountability for CRM is Essential
 Ability to migrate organization is required
•
•
•
Must influence management team
Must inspire line organization
Must communicate CRM intentions
 To organization
 To business community
 To public
© 2004, Intelligent Solutions, Inc.
Conclusion
It must be considered that there is
nothing more difficult to carry out,
nor more doubtful of success, nor
more dangerous to handle, than to
initiate a new order of things.
Niccolo Machiavelli
The Prince (1513)
© 2004, Intelligent Solutions, Inc.
Questions