Professional Documents
Culture Documents
This presentation draws on original ideas, research with Professor Michael E. Porter, and from Professor Porters books and articles, in particular, Competitive Strategy (The Free Press, 1980), Competitive Advantage (The Free Press, 1985), On Competition (Harvard Business School Press, 1998), and Strategy and the Internet (Harvard Business Review, March 2001) where Darius Vaskelis was a contributor.
Firm Infrastructure
Support Activities
Human Resource Management Technology Development M Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales After-Sales Service a r g i n
Primary Activities
Value System
Firm Infrastructure Human Resource Management Technology Development M
Suppliers!
Inbound Logistics
Operations
a r g i n
Channels!
Customers!
Value System
Firm Infrastructure Human Resource Management Technology Development M
Suppliers!
Inbound Logistics
Operations
a r g i n
Channels!
Customers!
CRM activities
CRM activities are those that interact, optimize and collaborate with channels and customers
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Sales
Service
Sales Force Automation (SFA) Partner/Channel Relationship Management Quote/Order Management Incentive Compensation Management Prospect/Lead Management Proposal/Contract and Billing Management Incentive Compensation Management
Call Center Management Field Service Management Return and Depot Repair Management Service Contract Management Spare Part/ Inventory Logistics Management Warranty/Claims Management Bug Tracking/ Defect Management
Email Marketing
Segment/List Management Marketing Resource Management Trade Promotion Management Collateral and Digital Asset Management
customers 2. Automated previously manual processes 3. Made business processes consistent across the company 4. An improvement in the quality of data 5. The replacement of various systems/ databases by one system 6. Improved sales force efciency/complete view of customer information 7. Deploying CRM has enabled us to become more customer-centric in our business processes 8. Better user access to data and analytical tools 9. Improved communication among groups within sales and marketing organizations 10.Best practices are leveraged throughout the organization
source: Aberdeen Group
Data computation, tabulation, and recording to assist with clerical tasks Data Processing era - PIM, Contact Databases, Database Marketing
Enterprise view of departmental business IT - Client/Server era processes and decisions across functions - CRM
Larger competitors used to be able to out-market, out-sell, and out-service you with large CRM investments of money and time
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Using the Internet to deploy business processes and decisions to entire enterprise (self-service) and customers, channels, and suppliers
web, mobile, XML, DW & BI, MDM, chat, analytics, web services
Optimization of activities inside and outside Web 2.0 era the enterprise in collaboration with - CRM 2.0 customers, channels, and suppliers
SaaS, PaaS, smartphones, social networking, blogs, wikis, Web 2.0, open source, cloud, SOA
But now any rm can deploy a quick, tactical CRM implementation to solve a specic problem or try it out
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Data computation, tabulation, and recording to assist with clerical tasks Data Processing era - PIM, Contact Databases, Database Marketing
Enterprise view of departmental business IT - Client/Server era processes and decisions across functions - CRM
Using the Internet to deploy business processes and decisions to entire enterprise (self-service) and customers, channels, and suppliers
web, mobile, XML, DW & BI, MDM, chat, analytics, web services
Optimization of activities inside and outside Web 2.0 era the enterprise in collaboration with - CRM 2.0 customers, channels, and suppliers
SaaS, PaaS, smartphones, social networking, blogs, wikis, Web 2.0, open source, cloud, SOA
CRM 2.0
outside-in fast & iterative (days/weeks) turn it on, roll it out fast, learn, tweak, continuously improve try it out, open, modular, often cloud-based loosely couple inside and outside with internet data sources business-driven and IT-assisted system complies with empowered collaborating users and customers structured and unstructured (documents/blogs/wikis) buy/rent/build/open source outsourced CRM application team to scale up/down as needed
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While one size does not t all, most new implementations of CRM are cloud deployments, with most customers gladly giving up control of the system to a technology vendor If the CRM technology vendor has multiple deployment options, its much easier to move from the right (on-demand) to the left (enterprise software) than the other way around On-premise CRM deployment the most exible, at the price of maintenance "...I believe in power; but I believe that responsibility should go with power..." (Theodore Roosevelt, 1908) Sometimes, a hybrid CRM deployment may make the most sense, such as an enterprise software hub with ofces or departments running on-demand spokes
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They separate nearly a dozen Magic Quadrants for specic CRM functions Oracle-Siebel Systems tops many, but not all, of them Microsoft Dynamics CRM, salesforce.com and SAP often rank highly as well SugarCRM is the leading niche player in the SFA report, noted for its good cost/value ratio
source: Gartner
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Strategyspecic Fit
Congured/ Externally Integrated Tailored CRM Out of Box or Vanilla Integrated CRM Stand-Alone Departmental Point Solutions
Standard/Best Practice Unique to Firm
none
At some point, vanilla wont work for your business... CRM thats tailored to your rm is more strategically valuable
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(although not necessarily simple projects!) Closer to out-of-box or vanilla congurations Integration often limited to common supporting ERP systems (order history, customer account master, accounts receivable, general ledger, etc.) Potentially higher organizational change management costs if current processes need re-engineering Business case primarily driven by quantitative short- and mid-term universal measures (NPV, EVA, SVA, pro forma, etc.)
(with sustainable returns!) Tailored congurations to support unique activities Integration may include proprietary production or front-ofce systems (project management, product development, etc.) or social networks (Twitter, facebook, etc.) Potentially lower organizational change management costs if supporting current processes with less re-engineering Business case primarily driven by qualitative long-term support of unique cross-functional activities
Monitor/ Gather
Congure/ Integrate
Monitor the pilot/test, gather requirements for improvement Congure/integrate to support your needs and capture value
2-6 weeks
go live
4-16 weeks
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Target
Tweak
Monitor/ Gather
Congure/ Integrate
1-2 weeks
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Monitor/ Gather
Congure/ Integrate
Tailor the labels to your terms Severely limit the tabs/functions shown (Less is more!) Ensure at least one real problem of each target user group is solved
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1-4 weeks
Monitor/ Gather
Congure/ Integrate
What are the wishes? What could be done better? Whats too complicated?
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Target
Tweak
Monitor/ Gather
Congure/ Integrate
2-8 weeks
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Who We Are
Sakonent is a CRM consultancy for a 2.0 world Focused on the new generation of CRM: Rapid, deployed-anywhere collaborative CRM that delivers business value quickly and iteratively Onsite and offshore CRM consulting, implementation and outsourcing Ten years of technology experience with the leaders in CRM (Salesforce.com, Siebel, Oracle, SAP Microsoft Dynamics, SugarCRM, and others) Business process and user adoption rst, technology second Expertise and experience across sales, marketing and call centers
a CRM 2.0 consultancy
STRATEGIC PLANNING
Ariba
Global Sales and Service Implementation Global Process Standardization Multi-Language Support, incl Kanji 500 users Increased cross-sell revenue in support center
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2-6 weeks
go live
4-16 weeks
312.683.4000
info@sakonent.com
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