Tài liệu E-business 2.0: Roadmap for Success - Chapter 6 docx

Introduetion Ch de Customer dissatisfaction with service widespread — Expectations of customers higher than ever — “Does your company deserve my patronage and loyalty?” — Starting po

Foreword by Don Tapscott

know why all business will soon be e-business.”

From the Foreword by Don Lapscom

Dr Ravi Kalakota

Author of Frontiers of Electronic Commerce and Hectronic Commerce: A Manager's Guide

Marcia Robinson

Ì Introduetion

Ch de

Customer dissatisfaction with service widespread

— Expectations of customers higher than ever

— “Does your company deserve my patronage and loyalty?”

— Starting point today: What was exceptional yesterday

Organizations with long-standing customer bases find they

lack the info and data to make good service decisions

— 90% companies don't have sales and service integration

Companies must view their service encounter through the eyes of their customers

— To maintain ongoing relationships strong

— Acquisition and selling costs of new customer very high

— Dissatisfied customers primarily due to lack of customer service

— 70% of complaining customers will do business again if

VỆ "- their complaint quickly addressed

i

Ú Timely delivery of excellent service

Combination of business process and technology

When competition is fierce, companies go back to basics: create value for customer

Execs must ask

— Can their companies’ infrastructures allow value creation?

— Can their companies’ existing CRM infrastructures support doing business in the e-world

| Only by integrating sales and service infrastructure with

all aspects of operations can management see change in

a } Top Demand Drivers in CRM Verticals

‘a Telecommunications — Primary CRM applications

a Include:

) — Multi-channel contact centers

— Business intelligence

— Customer data integration and analysis

— Web-based billing systems

— Marketing automation/campaign management systems

— Mobile CRM

i | 4% Banking and Financial Services — Primary CRM

_@e) applications include:

| Retail — Primary CRM applications use e-

7 commerce transaction and point-of-sale data to

Few retailers are providing improved interaction but many

customers are demanding it - this is an opportunity for companies to distinguish themselves

Strategic Business Drivers

i Are these “hot buttons” that influence your

— Shrinking margins due to product commoditization

— Scattered global customers

These are strategic level questions aimed at CxO

and other senior level executives to uncover CRM opportunities

fae This chapter

business model

— Discuss how marketing practices and systems

nr must be reworked to support ecommerce

Lae environment

aff #) Service levels on the Web today often leave a

fai lot to be desired As buyers jump from site to

ST site only to ultimately abandon the shopping

i938 cart without buying anything from anyone

Roh ae ñ) © e-Business Strategies, -7.- wwwebstrategy.com

) Def hing CRM

Mh ú | Integrated sales, marketing, and service strategy

— depends on coordinated enterprise-wide actions

CRM software suite

— Helps better manage customer relationships by tracking customer interactions of all types

— Automates selling and customer service cycle

¢ direct-mail marketing campaigns, telemarketing,

telesales, lead qualification, response mgmt,

lead tracking, opportunity mgmt, quotes and order configuration

— Using existing relationships to grow revenue

— Using integrated information for excellent service

— Introducing consistent, replicable channel processes and procedures

im tis la

bon A@ 1s aa 1a CRM is an

tin Managing the Customer Life Cycle:

KO The Three Phases of CRM

* Reduce Cost * Listening

s > g CÓ

s

1 eLifetime value eTangible and intangible benefits

a eShare of wallet eBrand equity gains

N * is © e-Business Strategies, -10- www.ebstrategy.com

vain 8

tousiness’ The New CRM Architecture: Organizing

vệ 0: around the Customer

| To determine how CRM and supporting tech will work

MA together for your firm, ask these questions

— Are most of company’s apps designed simple to automate existing departmental processes?

— Are these apps capable of identifying and targeting best customers, those who are the most profitable?

— Are these apps capable of real-time customization of

products and services?

— Do these apps track when the customer contacts the company, regardless of the contact point?

— Are these apps capable of creating a consistent user experience across all contact points the customer chooses?

If answers to each is no, seriously consider CRM

Complete Integrated

Solutions

0 around the Customer

Direct Cross-Sell & Proactive

www.ebstrategy.com

¢ Personalization and one-to-one marketing

"an *° Customer analytics and business intelligence

Ề A => “YU =~ © €2 (

Customer Service and Billing

Marketing and Fulfillment

* Up-sell Field Sales

| How it Fits Together

Front Cưstomer on Marketing Sales § 5 CN Cưstomer Product

Office Service Automation Automation Š 2 T \ Data Mart Data Mart Data Mart

WY

ss) What Capabilities Make Up Leading Edge

— Sales planning and forecasting

— Analyzing, predicting and driving customer value and behaviour

— Identifying the right time to make the right offer to the right market

— Consistently enhancing the customer

Vĩ

— Involving customers to better accommodate their needs

— Demand driven supply chain and fulfillment integration

- «| Pe 1.

- 18-

Front Office

Marketing and Fulfillment

Call Center

Xu | Multi-channel shopping behavior has become

im Mainstream; yet widespread retailer excellence

mi) remains elusive ( some catalog retailers are

"8 exceptional)

' 4) shoppers

a ) The role of the catalog has never been more

*/ © capabilities are becoming more critical

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rt a ñ © e-Business Strategies, -19-

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A eae ¢ Tri-Channel Shoppers are demanding (well-informed) consumers;

So | * Servicing Tri-Channel Shoppers is very challenging-requires high-

levels of coordination!

‘ W& : Late delivery

-Poor product information

¢Product out-of stock

, | *Product misrepresentation

9) *Website performance issues

4 *High shipping and handling charges

Eine M ° Define a vision of integrated CRM

¢ Establish the CRM strategy and specify its objectives

,

` s Understand the customer

11 - Review cultural changes that will need to occur

R lu ¢ Evaluate appropriate applications with an

| uncompromising focus on ease of doing business

¢ Identify and target quick wins

¢ Put ownership of the end-to-end project in the hands of a single manager

marketing File arKeting

ý } Anticipate Organizational Changes

ai : Organizational resistance to CRM inevitable

— Current incentive systems work against CRM as they reward performance that deals with only part

of the customer's relationship with organization

— Requires careful transition from existing silo- centric infrastructure to an integrated customer- centric infrastructure

— Organizations with global operations must manage customer interactions in different languages, time

zones, currencies, and regulatory environments

im th Impact on corporation’s front line staff

en

{

: | | CRM Key Benefits

i) > Deeper understanding of customers

Increased marketing and selling opportunities

¢ Identifying the most profitable customers

¢ Making it easier for sales and channel partners to sell

¢ Faster response to customer inquiries

| | - Increased efficiency through automation

¢ Receiving customer feedback that leads to new and

improved products or services

¢ Obtaining information that can be shared with business partners

if " aes 7

eo aps

2:0) Measuring Success or RO!

0` - Fewer product returns

° lncreased sales conversion per sales channel (the ratio of leads to customer sales)

w¢ @ ° Reduced cost per customer order

¢ Increased profit per sales person

How much do your customers know about the products and services you offer?

i) Are your employees equipped with thi

information they need to understand your customers’ preferences, needs

) Tel Us More

Ú Are your product life cycles shrinking and are you

yy getting new products to market faster?

Can you provide real-time customer data to your sales

force?

Have you found a cost-effective method of converting

prospects into profitable customers?

| | How do your customers prefer to be contacted?

Are you prepared to support your customers if your

_ customer base doubles?

* Is your sales force prepared to scale effectively as

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