[精选]经典客户关管理（英文PPT105页）(1).pptx 104页

RolandBerger&PartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–LisbonLondon–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–ZurichCustomerRelationshipManagement–Consultingapproach–Munich,June2000Discussion_Paper_SAG.ppt Thisdocumentwascreatedfortheexclusiveuseofourclients.Itisnotcompleteunlesssupportedbytheunderlyingdetailedanalysesandoralpresentation.ItmustnotbepassedontothirdpartiesexceptwiththeexplicitpriorconsentofRolandBerger&Partners.ContentPageA.Introduction3B.Projectobjectivesandscope12C.Approach16C.1CRMtargetsetting19C.2CRMstrategyandtechnologyconcept34C.3CRMimplementation74D.References77E.Appendix:SupportingtoolstoimplementCRM81E.1TheInternetasasupportingCRMtool82E.2ThecallcenterasasupportingCRMtool93Discussion_Paper_SAG.ppt A.IntroductionDiscussion_Paper_SAG.ppt TheimportanceofanintegratedCustomerCareapproachreceivesincreasingawarenessattopmanagementlevelallovertheworldSource:ForresterResearch,basis:50SalesmanagersofFortune500companies"Doyouhaveasingle,integratedviewofthecustomertoday?""Howimportantisasingle,integratedviewofthecustomeracrossyourcompany"VeryimportantCriticalSomewhatimportantNotatallimportantYesSomewhatNotreallyNotatallDiscussion_Paper_SAG.ppt Inthefuture,acompany"svaluewillincreasinglydependonthevalueofitscustomerbaseFactorsinfluencingcorporatevaluationMarketvalueaddedmethodDiscountedcashflowmethodMultiplesmethodCustomerlifetimevaluemethodCustomeracquisi-tioncostmethodIndustrialsocietyInformationsocietyTraditionalindustrialcompanies,e.g.manufacturingindustryServicecompanies,e.g.consultingfirms,softwarecompaniesInternetcompaniesAssetsEmployeebaseCustomerbaseSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThevalueofthecustomerbaseisdeterminedbythekeyfactorsindividualcustomervalueandsizeofthecustomerbaseValueofcustomerbase–corporatevalueIncreasedcorporatevalueHighercustomernetpresentvalueHigherabsolutenumberofcustomersCustomercashflowsNumberofcustomersAnnualprofit/customer12345678PricepremiumsRecommendationsCostsavingsSalesgrowthpercustomerBaseprofitAcquisitioncostCustomerretentionrateNewcustomeracquisitionrate[%]t++x%Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThemarketvalueoftheleadingInfoComcompaniesclearlyexceedsthatofOEMs–thecustomerbaseisthekeysuccessfactorSource:RolandBerger&PartnersanalysisOverviewofcustomerownershipandmarketvalueNumberofcustomersinmillions(12/99)MarketvalueinDMbillions(12/99)DM1,000/customerDM1,100/customerDM1,700/customerDM4,700/customerDM16,300/customerDM10,700/customerDM18,800/customerDM4,500/customerDM2,800/customerPointsofcustomercontactShoppingTV/mediaTelephone/mobileBankingSportCarDiscussion_Paper_SAG.ppt ManagingthecustomerrelationshipisakeylevertoincreaseshareholdervalueMarketandcustomervalueExampleManagingthecustomerrelationshipMarketvalue(bnEuro)CustomerValue(Euro)Today0.412/991.000(Current)0.63.6PotentialFuture1.500(Microsoft)-9.000(AOL)Calculationbasis:400.000customersSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt CRMisastrategydesignedtoincreaseindividualcustomervaluebyestablishingalong-termandsystematiccustomerrelationshipLearningrelationshipGenerating/recordingcustomerdataOngoingcustomerrelationship2341IdentificationInformationanalysisCustomerprofilesForecastingbuyingbehaviorMonitoringsuccessInitialcontactwithcustomer0Developingcustomerbenefits,e.g.Value-addedservicesCustomizedoffersIncreasedcustomerretentionWiderrangeofservicesHigherefficiencyincontactingcustomersSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt The„knowledgecycle“isthekeytosuccessfulCRMwhendealingwithcustomersActionstosupportnetworkeffectsSource:Hagel/Armstrong;RolandBerger&PartnersCommunity-generatedcontentOnlinediscussionsformembersCreateprofilesPartnershipswithotherorganisationsCrossadvertisingPartnershipswithroadsideassistanceCreationofamarketplace/auctionShoppingmallsPartnershipwithauctionproviderQuestionairesonthenetExperiencewithaproductCustomerhistory/profileNeedtolog-inforeachmemberFornewslettersFormembershipContinousreportofindividualinformationMonitoringofweb-usage(focusofinterest)Promotionsofmember-to-memberinteractionPersonalizede-mailsystemformembersPersonalwebpageCustomizedinteractionServiceremindersConservingrelationshipsProductupdatesArchiveofchatcontributionsBonusprogrammes(e.g.webmilesbasedonaftersalesfrequency)IncreasedcontentattractivityBetterknowledgeabouttheclientHigherloyaltyExamplesExamplesExamplesIncreasingreturnofmarketing&Sales1.2.3.Discussion_Paper_SAG.ppt ThekeyleverforCRMsuccessistheInternetinnovativeoptionsforindividualcustomercontact312MaximumcustomerpotentialMaximumvolumeProduct/servicerangeaddressedCurrentcustomervalueMarketing/salescostEnhancedloyalty:ChangingoccasionalcustomersintoloyalcustomersInternetasconveniencechannelIndividualcommunication,e.g.my.comsitesInformation-basedvalue-addedservices1OpportunitiesofferedbytheInternetBroad-basedcustomercommunication:CrosssellingTheInternetisusedtocollectinformationotherthantheindividualproduct/servicerangeTheInternetisusedtoaddressawiderangeofproducts2Moreefficientcontact:CostsavingsTheInternetisalow-costsaleschannelOptiontoprovideindividualizedinformation(examplemail-order:Cataloguestailoredtocustomerprofiles)3Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt B.ProjectobjectivesandscopeDiscussion_Paper_SAG.ppt ThestrategicgoalsaimatsustainablegrowthandprofitabilityEnhanceidentification,segmentation,conquestandloyaltyofcustomersStrategicgoalsofCRMHavingaclearideaofthecustomers’currentandfutureneedsReinforcingtheawarenessoftheGroupandofitsservicemixIncreasingcustomersatisfactionRespondingquicklyandefficientlytothecustomerbearinginminditseconomicvalueSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt TheprojectobjectivesaimataseamlessimplementationofCRMfromvisiontosystemsintegrationCRMprojectobjectivesCreateastrongCRMvisionandfocusareaswithhighestbusinesspotentialTranslateCRMvisionintoboldCRMstrategycombinedwithacustomizedtechnologyconceptEnsureasustainableimplementationsupportedbyreliableCRMprocessesandsystemsSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Theprojectcoverstheentirebusiness-channelmatrixwithCRMapplicationstoattract,penetrateandretaincustomersCRMapplicationsPersonalizedcustomerdialoguePersonalizedofferingsCustomerretentionmoduleDirectOwnconcessSIVAINTERBANCOCOMEPORChannelBusinessBusiness-channelmatrix3rdpartyconcess.MULTIRENTTele-mktg.Promo-torsInter-bancoMulti-rentInter-netStoresInter-nationalLGASIXTRETALHOExampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt C.ApproachDiscussion_Paper_SAG.ppt ImplementationTheapproachtodefineandimplementCustomerRelationshipManagementconsistsofthreephasesObjectivesTargetsettingCRMstrategyandtechnologyconcept123AnalysisofcustomerrequirementsBenchmarkingandBestPracticeanalysisEvaluationofexistingCRMmeasuresDevelopmentofCRMvisionandtargetsystemEstimationofpotentialsSource:RolandBerger&PartnersDevelopmentofadetailedCRMstrategywithintheoverallsales&marketingstrategyPersonalcustomerdialoguePersonalizedofferingsCustomerretentionDesigningatechnologyconceptinco-operationwithCRMsystemsprovidersSetupofdetailedCRMbusinesscaseImplementationofCRMstrategyandtechnologyconcept(workprogramtobedetailedduringphaseII)Discussion_Paper_SAG.ppt Thecustomerrelationshipmanagementstrategycanbereadyforimplementationin4.5monthsProjectmonthActivity121Targetsetting2.CRMstrategyPersonalcustomerdialoguePersonalizedofferingsCustomerretentionprogramProcessandorganizationalimplicationsPilotimplementation3.TechnologyconceptIT-AuditData-modelandIT-infrastructureplanSoftwareandserviceproviderselection4.Implementation34Source:RolandBerger&PartnersTiming5Discussion_Paper_SAG.ppt C.ApproachC.1TargetsettingC.2CRMstrategyandtechnologyconceptC.3ImplementationDiscussion_Paper_SAG.ppt ?Keyquestions„targetsetting“WhatcustomersegmentsareaddressedbytheCRMstrategyandwhatarethesegment-specificcustomerrequirements?Whichbenchmarksandbestpracticescanbederivedfromautomotiveandnon-automotiveCRMapplications?Howiscurrentcustomerinformationdeficittobetackled?TowhatextentcantheprojectbuilduponexistingCRMmeasuresintheGroup?WhatisthevisionastheguidelinetodefinetheCRMstrategy?Whatarequantifiedandmeasurabletargetstoevaluatebusinessoptionsandtotracktheimplementationprocessinaconsistentway?Whatoverallbusinesspotential(additionalrevenuesandimprovedmargins)isassociatedwiththeimplementationofCRM?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt The„targetsetting“phasecanbecompletedwithin4weeks(1)ProjectweekActivity1234Workschedule„targetsetting“1.AnalysisofcustomerrequirementsDefinitionofrelevantcustomersegmentsfortheCRMstrategyIdentificationofsegmentspecificrequirementswithregardtoCRMapplications2.BenchmarkingandBestPracticeAnalysisIdentificationofrelevantbenchmarkingtargetsGatheringofbechmarkingdatafromRB&PdatabasesandexternalsourcesDefinitionofrelevantbenchmarksandbestpractices3.EvaluationofexistingCRMmeasuresAnalysisofexistingpoint-of-contactstructureofcustomersDocumentationandevaluationofexistingCRMactivitiesSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt The„targetsetting“phasecanbecompletedwithin4weeks(2)ProjectweekActivityWorkschedule„targetsetting“4.DevelopmentoftheCRMvisionandtargetsystemBreakdownofCRMgoalsintodetailedtargetsDefinitionoftargetweightsandmeasuresSetupofbalancedscorecardforentireproject5.EstimationofpotentialsEstimationofsegment-specificrevenueandmarginimprovementsRoughassessmentofcostandinvestmentrequirements1234Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Theanalysisofcustomerrequirementswilldeliversegment-specificCRMrelatedneedsBusinesstobusinessBusinesstoconsumerCostreductionReductionofprocessingtimesServicedegree/accesstoservicesConvenienceInformation"ondemand"IndividualproblemsolvingEntertainmentPriceadvantagesCustomerneedsQualityofserviceEfficiencyimprovementInnovativebusinessmodelsCustomerloyalty/penetrationReachnewcustomersBrandimageObjectives1)Fleets/directcustomersSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt …BenchmarkingandbestpracticeanalysiswillrevealfeasibleandattractiveCRMopportunitiesExample:CRMrelatedcontentatPorschePostcardsViae-mailCollectssenderandrecipientaddressesCompanylinksNodataentryPersonalizationviacookiesonlyTravelclubDifferenttraveloffersOnlineapplicationTotalpersonalizationPorschenewsletterNewslettersubscriptionCollectse-mailaddressesGuestbookNopersonalizationsinceonlyentryofnamerequiredGamesSimplelittlegamesPersonalinformationentryrequiredinordertobelistedinhighscoretablesSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Transferablebestpracticescanalsobederivedfromnon-automotivebenchmarkingtargetsBonusprogramCustomer-specificCustomersegment-specificNocustomiz-ationOwnproduct/servicerangeEntiredemandrangeDegreeofindividualityDegreeofdemandcoverageHolisticCRMplayersCross-sellingNoYesSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ParticularlytheairlineindustryisleapfroggingthedevelopmentincustomerretentionprogramsincludingpersonalizedservicesfortargetsegmentsEarningmiles:Fly(AA,BA,CanadianAirlines,CathayPacific,Finnair,Iberia,QuantasAirlines,JapanAirlines,Swissair,etc.)EachInternetvisitorreceivesanoffertailoredtoher/hishistoryandindividualprofileAtpresent,thereare>35mAAdvantage-members,1.7mofwhichhavealreadyvisitedtheInternetwebsiteGeneralinformationProduct/servicerangeandpartnersPersonalizedInternetservicesSuccessHotels(BestWestern,HolidayInn,etc.)Carrentals(Alamo,Avis,Hertz,etc.)Shopping(Golf,Dining,etc.)Usingmiles:Fly,hotels,carrentals,tripsTop-tierAadvantagemembershaveaccesstoapersonalizedAApageMorethan35%ofthetop-tiermembersusetheonlineofferRecord-bookingday1998:US$1.7mSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Thepoints-of-contactanalysisissupportedbyspecifictoolsandresultsinaroughestimateofhowCRMfunctionscanbeoptimallyappliedSegment-specificpoints-of-contactanalysissupportedbytoolsTransactionChannelsInternetCallcenterSalesforceLogisticsservicesPresalesSalesAfter-salesCustomersegmentACustomersegmentBCustomersegmentCPoints-of-contacttoolWhatarethepointsofcontact?Whatinformationisgeneratedatthesepoints?Howisthisinformationaggregated/evaluated/utilized?Whatadditionalinformationshouldbecollected(costorientation)?Whatfurtherpointsofcontactshouldbesetup?Whatanalysisresultsaretobeexpectedfromthefutureinformationbase?Howwide/detailedarefuturecustomerprofiles?Whatisthepresumedfrequency/intensityofthepointsofcontact?Etc.Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt LifecyclemanagementInformationandcomplaintmangementCustomerserviceconceptSegment-specificprogramsSource:RolandBerger&PartnersExistingCRMactivitieswillbeevaluatedintermsoftheirpotentialofbeingintegratedintotheoverallCRMstrategyLackofstrategicdirectionandprocessorientationCustomerlifecyclemanagementProspectivecustomerserviceCustomerservicepre-salesCustomerserviceaftersalesNewcustomerprogramReactivation/recoveryprogramsVehiclecyclemanagementServicecard(plannedfirstupgrade)ServiceprogramSegmentII/IIIIntegratedcustomerlifeandvehiclecyclemanagementServicecard(plannedsecondupgrade)InformationmanagementProspectivecustomerserviceComplaintmanagementDefinitionofresponsetimesCatalogofrulesforcoolingoffcustomersProactivereactivation/recoveryappealTradeserviceprogramCustomerretentionServicecouponsServiceprogramNewmedia/electronicsReal-spaceworlds–Forum–Representation–Forumfortechnology/historyAPlusexpandedservices–Tourism–ExpansionofassistanceBrand/oldtimerclubMobilityguaranteePremiumprogramVIPserviceOthercustomergroupsCompanies–Fleetmanagement–Industrialcustomerservice–MajorcustomerserviceTaxicustomers–TaxicustomerprogramAgegroupprogramYouthYouthprogramProjectexample:AnalysisofexistingCRMactivitiesforpremiumOEMDiscussion_Paper_SAG.ppt CRMplayerCThevisionwilldefinethefuturepositioningtowardsthecustomerrelationshipAddressattractivecustomersegmentsinmanypartsofthedemandrangeCoverproduct/servicerangewiththehelpofpartnersEstablishandtradeowncurrency(e.g."Miles","Buxx")PersonalizeofferandpricingbasedoncustomerbehaviorUsetheInternet(viadifferentaccessmedia)asmainchanneltoreachthecustomerCutothercompaniesfromcustomeraccessCustomerretentionvision2005:“TotalCustomerOwnership”CRMplayerBCRMplayerAFinancialServiceMobiletelecom.Gro-ceriesEle-tronicsMobilityCD/booksPersonalizedofferIllustrativeSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Theevaluationofthetargetsystemwillallowthedefinitionofaclearhierarchicalorder….IllustrativeTargetsystemCRMstrategy(1)IncreaseshareholdervalueImproveprofitabilitySustaingrowthOverallGeneralOperatingProduct-specificSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt …thatwilltranslateintoascorecardrequiredinthefirstphasetoevaluatebusinessoptionsTargetsystemCRMstrategy(2)Phase1ObjectiveWeightObjectiveSub-objective1OperatingobjectiveOperatingobjective…Sub-objective2OperatingobjectiveOperatingobjective…0,50,20,050,10,30,150,1EvaluatebusinessoptionsPhase2Phase3Monitoring…Performancemeasure…Today…Goal…When…ImplementationmilestonesDeriveperformancetargetsfromselectedbusinessoptionsIllustrativeSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt TheindividualweightsofthetargetswillbedefinedinteractivelyandrepresenttheirrelativeimportanceProjectexample:targetsystemfore-commercestrategyIncreaseshareholder-valueImproveprofitability(31%)Strengthenbrands(35%)Increasechannelcontrol(34%)Avoidanceoflostsales(7%)Increaseofsales(6%)ECOMROI(6%)Channelcostreduction(6%)Improvedplanning(6%)Customerretention(8%)Conquest(7%)Imagecontribution(7%)Web-sitefidelity(6%)Compliancewithbrandstrategy(7%)Controlofcustomerdata/prospects(9%)Servicequality(7%)Group-coherentoffering(6%)Top-3competitiveoffer(5%)Time-to-market(7%)Source:RolandBerger&PartnersExampleMUC-0260-90099-02-72a.ppt Inthecourseoftheactualpotentialestimation,partsofthecustomerstrategydevelopmenthavetobeanticipatedSegment-specificestimationofpotential[Basedonbusinessplan]Prod./servicerangeSegmentABCDOwnproduct/servicerangeSpectrumtobeaddressedNProd./serv.rangeSegmentABCDResultspectrumSpectrumtobeaddressedNFocussegmentsTrans-actionChannelsInternetCallcenterSalesforceLogisticsservicesPresalesSalesAfter-salesExpectedsales(atoptimumCRMuse)CostRealisticCRMpotentialEstimatingsegment-specificpotentialIdentifyingfocussegmentsEstimatingCRMcostEtc.FrequencyDegreeofindividualizationetc.Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt C.ApproachC.1TargetsettingC.2CRMstrategyandtechnologyconceptC.3ImplementationDiscussion_Paper_SAG.ppt ?Keyquestions„CRMstrategyandtechnologyconcept“Whataretheopportunitiestointensifythedialoguewiththecustomerandimprovecustomerknowledgetoincreasecustomerloyaltyandcross-selling?Whatarethemostpromisingbusinessoptionstodeveloppersonalizedcustomerbenefitsthroughcustomizedoffersandvalueaddedservices?Whatarethemostpromisingbusinessoptionstoestablishanongoingcustomerrelationshipthroughcustomerretentionprograms?WhatarethenecessaryadaptationsinprocessesandorganizationalstructuretoimplementCRM?WhatisthemainimpactontheexistingIT-Infrastructuredueto“translating”strategydefinitionsinIT-Logic?Whichfunctionalitycouldbeimplementedbychoosing“bestofbread”softwarecomponents?WhateffortshavetobedonetoreachquickandlastingresultsinastableIT-environment?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt D.2.1CRMstrategyDiscussion_Paper_SAG.ppt TheCRMstrategycanbecompletedwithin14weeksWorkschedule"CRMstrategy"Source:RolandBerger&PartnersProjectweekActivity12345678910111213141.PersonalcustomerdialogueConceptPilotimplementation2.PersonalizedofferingsConceptPilotimplementation3.CustomerretentionprogramConceptPilotimplementation4.ProcessandorganizationalimplicationsDiscussion_Paper_SAG.ppt PersonalcustomerdialoguePersonalizedofferingsCustomerretentionProcessandorganizatinalimplicationsDevelopbusinessoptionsperactionfieldContentContactfrequencyCustomercontactpointsEvaluateandselectbusi-nessoptionsaccordingtothetargetsystemDevelopcriteriacatalogueforthetechnologyconceptDerivecontrolmeasuresDefinecorecompetencies/make-or-buyIntegrateexternalserviceprovidersDefineprocesses/processchanges,clearlyintegratedintoexistingmarketing&salesprocessesDeriveorganizationalstructureChangemanagement/transformationDevelopbusinessoptionsperactionfieldBonusprogrammesCommunitiesMy.comsitesetc.Evaluateandselectbusi-nessoptionsaccordingtothetargetsystemDetailbusinessoptionsScope(customerseg-ments/businessunits)ContentFunctions/processesPartneringconceptBusinessplanDevelopbusinessoptionsperactionfieldProducts-/servicesrangeCross-sellingDegreeofindividualiza-tionEvaluateandselectbusi-nessoptionsaccordingtothetargetsystemDetailbusinessoptionsCustomercontact/fore-castingPartneringconceptBusinessplanFourstepswillderiveawinningCRMstrategyProjectapproachCRMstrategydevelopmentSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Howtoindividualizecustomercontact:PersonalcustomerdialogueDiscussion_Paper_SAG.ppt ?Keyquestions„Personalcustomerdialogue“BasedonthecustomercontactanalysisofphaseI:Atwhichcontactpointsshouldthecustomerdialoguebeintensified?Arethecurrentcontactpointssufficient?Whatareadditionalopportunitiestocontactthecustomerinthemostefficientwaytofurtherincreasecustomerloyaltyandcross-selling?Whatarethedatarequirementsforanefficientcustomerdialogue?Whichtechniquesshouldbeappliedinordertoforecastcustomerbuyingbehavior?WhatarethenecessaryadaptationsamongthedifferentcompanieswithintheGroupintermsofcustomercontactpoints,contentandcontactfrequencyinordertoensuremaximumefficiencyofthecustomerdialogue?WhataretheappropriatecontrolmeasurestosafeguardtheachievementofthetargetssetinphaseI?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Thepersonalcustomerdialogueconceptcanbecompletedwithin6weeksProjectweekActivity1234561.DevelopmentofbusinessoptionsforpersonalcustomerdialogueAssessmentofthecurrentpersonaldialogueactivitiesamongtheGroup’scompaniesbasedontheresultsofphaseISelectionoftherelevantfocusactionfieldsDevelopmentofbusinessoptionsperactionfield(acrosscompanies/company-specific)Evaluationandselectionofthebusinessoptionsaccordingtothetargetsystem2.DevelopmentofacriteriacatalogueforthetechnologyconceptDefinedatarequirementsandlayoutcustomerdatabaseCross-checkwithdataavailabilityDataaggregation/networkingDefinitionofanalysisandforecastingroutines3.DefinitionofcontrolmeasuresDefinitionoftheappropriatecontrolmeasuresperbusinessoptionEstablishreportingroutines4.PilotimplementationSource:RolandBerger&PartnersWorkschedule„Personalcustomerdialogue“Discussion_Paper_SAG.ppt CRMbusinessmodelswillbedefinedforexistingandnewproductsandservicesNewbusinessmodelsCurrentproductservicesPersonaldialoguePersonalizedoffersCustomerretention123FlexibleleasingoffersServicereminderSmartbonuscardSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ForthestrategicallymostattractiveactionfieldsseveralbusinessoptionswillbedevelopedSource:RolandBerger&PartnersIllustrativeLifestyle-orientednewsletterwithcontentpartnersLifestyle-orientednewsletterwithoutpartners…IndirectcustomerscaptiveExpectedimpactfromchangesChangeeffortNeithertimenorresourceintensiveEithertimeorresourceintensiveTimeandresourceintensiveEvolutionTrans-formationRevolu-tionFront-officeNewsletterwithmainlyproduct-orientedcontent123Discussion_Paper_SAG.ppt ThebusinessoptionsdevelopedareevaluatedinqualitativetermsinconsiderationofthetargetsystemQualitativeevaluationofbusinessoptionsProduct-orientednewsletter…Lifestyle-orientednews-letterwithoutpartnersBusinessoptionsWeightingCriteriaSalespotential0.2Efficiencyincrease0.2Customerretention0.25Potentialtoconquernewcustomers0.3TotalSource:RolandBerger&Partners+o+oo++o++IllustrativeDiscussion_Paper_SAG.ppt TheevaluationaccordingtothetargetsystemensuresstringentprioritizationacrossallprojectmodulesImproveprofitabilityStrengthenbrandsIncreasechannelcontrolPositiveimpactNoimpactIncreaseofsalesROIChannelcostreductionImprovedplanningCustomerretentionConquestImagecontributionWeb-sitefidelityCompliancewithbrandstrategyControlofcustomerdata/prospectsServicequalityGroupcoherentofferingTop3competitiveofferTime-tomarketAvoidanceoflostsalesE-fleetorderingOn-lineserviceappointmentsPriority1Priority2EvaluationofB2BoptionsversustargetsystemΣ11.5Flexiblefleet9On-linetestdrivebooking9.59ProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Acustomerdatamodelallowshigh-qualitydataanalysisandenormouslyreducesdatamaintenanceworkCustomerdatamodelValuecreationthroughcustomerdatamodelHigh-qualitydataanalysisReducedatamaintenanceCRMsystemcountryACRMsystemcountryBCRMsystemcountryCCountry-specificadaptationofdataBasisforCRMprocessesUniqueandminimaldefinitionofpersons/individuals,attributes,codestructures,andrelationshipsProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt TherelationalityofthecustomerdatabaseallowscomprehensivedatamanagementModelPartner-vehiclerelationPartnervehicleserviceVehicleCompanyExclusionflagsPartnerservicePersonLifestylePartner-dealerrelationContactPartner-addressrelationAddressDealerCaseContactcaserelationCampaignProjectexampleSource:RolandBerger&PartnersDatabasestructureDiscussion_Paper_SAG.ppt Howtomaximizecustomerbenefits:PersonalizedofferingsDiscussion_Paper_SAG.ppt ?Keyquestions„Personalizedofferings“Whatarethemostpromisingproductsandservicesforpersonalizationtomaximizecustomerbenefitsandthusincreasecustomerloyaltyandcross-selling?Whatistheoptimumdegreeofpersonalizationwithregardtotherequirementsandpotentialsofthedifferentcustomersegments?Howcantheinputfrompersonalcustomerdialoguebeutilizedtoforecastcustomerbuyingbehaviorandthusoptimizetheefficiencyoftheproduct’s/services’customization?Towhatextentshouldexternalpartnersbeinvolvedtocomplementtheexistingproduct/servicerangetofurtherincreasecustomerbenefits?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Themodule“Personalizedofferings”canbecompletedwithin6weeksProjectweekActivity4567891.DevelopmentofbusinessoptionsforpersonalizedofferingsScreeningofcurrentproductandservicerangetodeterminetheproductsandserviceswiththehighestpotentialforpersonalizationDevelopmentofbusinessoptionsforthedefinedproductsandservicesDefinitionoftheoptimumdegreeofpersonalizationwithregardtotherequirementsandpotentialsofthedifferentcustomersegmentsEvaluationandselectionofthebusinessoptionsaccordingtothetargetsystem2.DetailingselectedbusinessoptionsforimplementationSynchronizationwithpersonalcustomerdialogueintermsofcontactingcustomersandforecastingcustomerbuyingbehaviorPartneringconcepttocomplementoffersandfulfillmentDevelopmentofabusinessplanperbusinessoption3.PilotimplementationSource:RolandBerger&PartnersWorkschedule„Personalizedofferings“Discussion_Paper_SAG.ppt TheInternetisakeyleverforpersonalizedofferingsSource:RolandBerger&PartnersContentProcesses/functionsDemarcatingthefieldofapplicationintermsofproduct/servicerangeandfocussegmentsDefiningcontrolratiosforthedegreeofindividualization,e.g.Status(sales)PotentialInternetaffinityContactfrequencyDesigningtheInternetpointsofcontact,e.g.IT-basedvalue-addedservicesPricingProduct/servicerangeRewardingTemplatesformy.comsiteDetailedtriggerdefinition(actingvs.reacting)FindingpartnersforexternalservicesandlogisticsrequirementsProcessesIntegrationintoexistingsales/marketingprocessesIfnecessary,definingnewprocesses(e.g.logistics,individualizedproduction)ITinfrastructurefocusingontheInternetanddatabasemarketingImplementationwithintheorganizationDiscussion_Paper_SAG.ppt DependantontheperceivedcustomerbenefitandthenecessarychangeeffortthemostpromisingbusinessoptionsforpersonalizedofferswillbeselectedSelectioncriteriapersonalizedoffershighlowPerceivedcustomerbenefitthroughlevelofdifferentiationlowhighChangeeffortProcessesResourcesTimeYourpersonalassistantFlexibleleasingPersonalizede-mailnewsletterRecall&servicebulletinsOnlinevehiclehistorySource:RolandBerger&PartnersIllustrativeDiscussion_Paper_SAG.ppt TheselectedbusinessoptionswillbeassessedindetailOverviewof“Flexiblefleet”processLeasingprogramwithnopredefinedvehicleOn-linefunctionalityprovidesuserswiththeopportunityofchoosingcarsfromacarpoolStrictdatatrackingprovidesinsightsintocustomerbehaviorandservesasinputforalearningcustomerrela-tionshipCompanysiteFleetmanagerFleetuserLeasingcompanyLogsintoNSCsiteRequestscarValidationprocedureEligibilitycheckCaravailabilityProposalforavailabilityand“price”ChoiceConfirmationForwardingForschedulingpick-upForrecords/admini-strativeproceduresSource:RolandBerger&PartnersProjectexampleDiscussion_Paper_SAG.ppt Howtodevelopongoingcustomerrelationship:CustomerretentionDiscussion_Paper_SAG.ppt ?Keyquestions„Customerretention“Whatarethemostpromisingbusinessoptionstoestablishanongoingcustomerrelationshipthroughcustomerretentionprograms?Whatarethecriteriatobeappliedforcustomersegmentationtoreleasethemaximumpotentialofthecustomerretentionprogram?Howdoestheidealpartneringconceptlookliketocomplementthecompanie’sprogramintermsofcontent,reachandfulfillment?Whatisthemostpromisingbrandingconcept?Whataretherequirementsintermsofdatabasestructuretomostefficientlysupporttheretentionprogramandleveragetheadditionaldatageneratedwithregardtoalearningcustomerrelationship?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Themodule“Customerretention”canbecompletedwithin6weeksProjectweekActivity7891011121.DevelopmentofbusinessoptionsforcustomerretentionprogramsScreeningofalternativecustomerretentionconceptsBenchmarkingofbestpracticesfromautomotiveandnon-automotivecompaniesDescriptionoffeasiblebusinessoptionsEvaluationandselectionofthebusinessoptionsaccordingtothetargetsystem2.DetailingselectedbusinessoptionsforimplementationDefinescope(customersegments/companiesincluded)andcontentoftheretentionprogramDetailunderluyingprocessesandfunctionsPartneringconcepttocomplementthecompanie’sprogramintermsofcontent,reachandfulfillmentDefinitionofdatabaserequirementsfordatasupportandoptimumutilizationofdatageneratedBusinessplandevelopment3.PilotimplementationSource:RolandBerger&PartnersWorkschedule„Customerretention“Discussion_Paper_SAG.ppt AsuccessfulcustomerretentionprogramrequirestheuseofsmartcardsSource:RolandBerger&PartnersContentProcesses/functionsITinfrastructureEstablishingthebonusprogram,incl.rewardingandstatusconceptCost-benefitcheckDatabase-marketingconceptDefiningcardfunctions,e.g.IdentificationPaymentfunctionetc.Specifyingcardprocesses,esp.ProcessingofapplicationsBillingServicecentersDesigningacardconcept,incl.Cardtype(chip,magnet,hybrid)Reading/writingdevicesCardmanagementsystemITinfrastructure(safety,interfaceintegration,etc.)SusanSampleGoldmember665312393976Discussion_Paper_SAG.ppt CustomersegmentationCustomerretentionprogramSystemsPartneringSource:RolandBerger&PartnersLufthansa’s“Miles&More”isanexampleforacomprehensiveandhighlysuccessfulcustomerretentionprogramCustomersegmentationaccordingtoflightmileswithLufthansaorpartneringairlinesDifferentiatedcustomercontactconcept:CommunicationbudgetFrequenttravellers:43DMp.a.Basiccustomer:6DM/p.a.Miles&Moreloyaltyprogramforfrequenttravellers3.6millionmembers,thereof1.6millionactivemembers220.000frequenttravellersIncreaseinfrequenttravellers~20%p.a.DatabasemanagementandIT-systemsasacorecompetencewithinthemarketing&salesorganizationContinuousextensionextensionoftheloyaltyprogramthroughbroad-scalepartneringconceptStarAllianceHotelsCarrentalcompanies...BenchmarkDiscussion_Paper_SAG.ppt Communitieslikethe“BMWdrivercircle”areinnovative,targetgroup-orientedcustomerretentionprogramsusingtheinteractivepotentialoftheInternetBMWdrivercirclecommunityLive-chatwithBMWmanagersContactwithother7-seriesdrivers("Web-community")Newsandinnovationsconcerning7-seriesPersonale-mailaccountDirectconnectiontoBMWCheckvehicle-manu-facturingscheduleInformationaboutBMWemployees,plants...(Accesswithpasswordonlyfor7-seriesdrivers)Source:RolandBerger&PartnersBenchmarkDiscussion_Paper_SAG.ppt ApersonalizedportalisapowerfultooltoincreasecustomerloyaltyaswellastoattractandconquernewcustomersSource:RolandBerger&PartnersPersonalizedportalMyLinktoInfo-TerminalMyStocksAuctionsTravel/TicketingDirect-BankingPeople&ChatMyChatShoppingMyWeatherMyNewsMySportsMyTVListingsMyHoroscopeYellowPagesRegionCityCommunitiesTK&ITFlirtSearchEngine/MySearchesMyReminders/MyFavoriteLinksIllustrativeDiscussion_Paper_SAG.ppt ProcessandorganizationalimplicationsDiscussion_Paper_SAG.ppt ?Keyquestions„Processandorganizationalimplications“Whatarecurrentorfuturecorecompetenciestobesafeguardedrespectivelyfurtherextended?Whatarepossibleareasforintegratingexternalserviceproviderstocomplementthecompanie’scompetencies,basedonamake-or-buydecision?HowdofutureCRMprocessesandtheirinterlinkageswiththeexistingmarketingandsalesprocesseslooklike?Whatarethenecessaryprocessadaptations?Whataretheimplicationsontheorganizationalstructure?WhatistheroleofchangemanagementtoensureasmoothtransformationtowardstheimplementationofCRM?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Themodule“Processandorganizationalimplications”canbecompletedwithin4weeksProjectweekActivity111213141.DefinitionoftheoptimumdegreeofverticalintegrationDefinitionofcorecompetenciesMake-or-buyanalysisScreeningpotentialexternalpartners2.AssessmentofcoreCRMprocessesandprocesschangesDefinitionofcoreCRMprocessesintermsofinformationandtransactionAnalysisofinterlinkageswiththeexistingmarketing&salesprocessesDerivenecessaryprocessadaptations3.ImplicationsontheorganizationalstructureDefinitionofnecessaryfunctionalcompetenciesandcapacitiesIntegrationofCRMintoexistingmarketing&salesorganizationalstructureWorkschedule„Processandorganizationalimplications“Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt CRMisakeyprocesswithinmarketing&salesMaximumvaluecreationpercustomerforallproducts/servicesMaximizemarketvalueZero-defectdeliveryIncreaseloyalty/conquertargetcustomersMinimumprocessingtimewithmaximumdemandsatisfactionBrandmanagementProduct-/serviceslifecyclemanagementCustomerrelationshipmanagementSalesplanning/controland"order-to-delivery"ServicesET/accessories...NSC,importerRetailNew/pre-ownedvehiclesSales+ServiceFleetbusinessDirectbusiness(e-commerce)AreasalesProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThecoreprocesseswillbemappedindetailwithspecialregardtothecustomerdataflowPre-salesSalesMonitordeliveryDataflowE-fleetorderingFleetmanagerDealerLeasingcompanyNSCProvidesaccesscodeReceivesbasiccustomerdata,savescarrequestReceivescustomerdata,carrequestProvidessavedcarconfigura-tionReceivescustomerinformation/orderdetailsfromorderformReceivesorderformforapprovalReceivesorderformforapprovalReceivesapprovalReceivesorderforrecordsReceivesorderfordeliveryschedulingReceivesorderforrecordsProvidesdeli-verydatatocustomerSource:RolandBerger&PartnersProjectexampleDiscussion_Paper_SAG.ppt ThenecessaryorganizationalstructurewillbederivedinordertoestablishCRMDimensioningsalesinitiationphaseTaskCapacityGeneralManagerECOMRegion/MarketManagerQualityManagerECOM(QME)/ECOMPlatformManagerToolboxConceptManagerPartnershipManagerECOM-Technology/IT-ManagerECOM-ControllerSecretaryTotal1512121114DimensioningdirectsalesphaseTaskCapacityGeneralManagerECOMRegion/MarketManagerECOMSalesManagerQualityManagerECOM(QME)/ECOMPlatformManagerToolboxConceptManagerPartnershipManagerECOM-Technology/IT-ManagerECOM-ControllerSecretaryTotal15532341226Source:RolandBerger&PartnersProjectexampleDiscussion_Paper_SAG.ppt C.2.2TechnologyconceptDiscussion_Paper_SAG.ppt ?Keyquestions„Technologyconcept“WhichexistingIT-SystemsaredirectlyaffectedbyimplementingaCRM-Strategy?ArethereanyfunctionalityconcerninganalysingconsumerbehaviourandtransferringitintotransactionorientedconsumerresponsewhichcouldnotbefulfilledbyexistingIT-infrastructure?Isthereafitbetweencustomizingeffort/integrationeffortandprofoundbenefitanalysis?WhatadditionalIT-Systemsshouldbeimplementedfollowinga“bestofbread”strategy?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThreestepsarerequiredtocombinetheCRMstrategywithasustainabletechnologyconceptIT-AuditDataModel/IT-InfrastructurePlanSoftware-/Service-Provider-SelectionPragmaticcreationoftransparencyaboutexistingIT-Systems(Software)HardwareNetwork,communicationprotocolsetc.IdentifyallmajorstakeholderswhoareresponsibleforimplementationandoperationoftargetIT-CRMsolutionsTranslatedefinedtool-/providerdemandsintoRequestForQuotation(RFQ)IdentifythebestimplementationpartnersbasedonBroadvisionSW-platformDerivemilestones/implementationplanDevelopholisticdatamodelregardingactualcustomerprofilesdefinedtargetsystemsfutureCRM-trends(e.g.internetascustomercontactpoint)IdentifyrelevantdatabasesDefine“datagap”andprovidetechnicalsolutionforclosingthegapDerivetargetIT-infrastructureplanSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Thetechnologyconceptcanbecompletedin14weeksinparalleltotheCRMstrategydevelopmentProjectweekActivity1234561.IT-AuditDevelopmentofstandardizedquestionnaireFocusinterviewswithmajorstakeholderDescriptionofexistingHard-andSoftware-Components(CRM-specificIT-Landscape)2.DesignData-ModelandIT-InfrastructurePlanIdentificationofrelevantdataanddatabases(accordingtodefinedtargetsystems)DevelopmentofdatabasemodelIdentificationofdataflowsandparticipatedIT-SystemsDefinitionMigration-PlanintoatargetIT-Infrastructure3.SoftwareandServiceProviderselectionDevelopmentofRequestForQuotation´s(RFQ´s)forpotentialSW-andServiceprovidersProvider/ToolselectionDevelopmentofimplementationplan(inco-operationwithSW-Partner)7891011Source:RolandBerger&PartnersWorkschedule„Technologyconcept“121314Discussion_Paper_SAG.ppt C.2.3BusinessCaseDiscussion_Paper_SAG.ppt Allrevenue,marginimprovement,costandinvestmenteffectsareconsolidatedintobusinessplanbasedondifferentscenariosBusinessplanRealisticcaseWorstcaseBestcaseAggregatedcashflowDMm20012002SalesincreasePenetrationofexistingcustomersAcquisitionofnewcustomers…EfficiencyincreaseImprovementofmarginReductionofprocesscostsReductionofprocesstimesIncreasedhit-rates…Totalcash-inInvestmentPlanning/restructuringEDP(hardware/software)NetworkDealertraining…CurrentexpendituresPersonnelLeasinghardwareSoftwarelicensesSoftwareupdatesExternalproviders…Totalcash-outCashflow20002001…Source:RolandBerger&Partners2000IllustrativeDiscussion_Paper_SAG.ppt Costeffectsandinvestmentsarerecordedindetail1.2.1ShippingchannelExtractParameterQ1/00Q2/00Q3/002.1E-ComphaseII2.1.1Planning2.1.1.1Internalprojectmanagement2.1.1.2Conceptdevelopment2.1.1.3IT-logic2.1.1.4DPconcept2.1.1.5Externalintegrationplanning2.1.1.6Internalintegrationplanning2.1.1.2Developmentenvironment2.1.1.2.1Hardware2.1.1.2.1.1Server2.1.1.2.1.2NetworkadapterFastEthernet2.1.1.2.1.3DATstreamer/accessories2.1.1.2.1.4Developmentclients...2.1.1.2.2Software2.1.1.2.2.1Scoringtool2.1.1.2.2.2Applicationserver2.1.1.2.2.3Performancepack2.1.1.2.2.4Designerclient2.1.1.2.2.5VisualAgeforJava2.1.1.2.2.6DB2license2.1.1.2.2.7VersionsystemPVCS2.1.1.2.2.8CasetoolParadigmPlus2.1.1.2.2.9Datawarehouse...MAK2MAK3MAK3MAK4EX-MAK2MAK217215111515151112253425,400.-4,000.-3,000.-122554100DetailedplanningInvestments,IT,marketing,operations...Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt C.ApproachC.1TargetsettingC.2CRMstrategyandtechnologyconceptC.3ImplementationDiscussion_Paper_SAG.ppt ForeachbusinessmodelseveninternalandexternaltasksneedtobeperformedforimplementationProjectmanagement/controllingManagingexternalserviceprovidersManagementofinternaltasksContentmanagement1ImplementITplan3Marketingplanningandimplementation2Operationssupport/hotline4Select/managementcontentpartners6Managementofsystemsintegrators7Selectimplementationpartners5BusinessmodelABusinessmodelBSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt e-partneringistheapproachofRolandBerger&PartnerstoprovideyouwithaneffectivepartnermanagementframeworkinElectronicCommercee-partneringframeworkDefinitione-partneringisaframeworktomanagepartnersandpartnershipprocesseseffectivelyinthefieldofElectronicCommercePortfolioofpartnershipsCompanyprofileName:Fieldofbusiness:Contactperson:CompanyprofileName:Fieldofbusiness:Contactperson:StrategicpartnersOperationalpartnersProcessofpartnermanagementEvaluationScreening/selectionCoachingIntegrationprocessMutualevaluationofsettargetsIdentificationofweaknessesContinuing/closingpartnershipRegularmeetingsOpen/continuosexchangeofexperienceideasBuilt-uptrustDefinitionofrequiredpartnerprofileMarketscreeningClosepartnercontractsDefinitionofinterfacewithpartners(contactperson,ITetc.)IntegrationofbusinessprocessesIdentificationoflatentproblems1234Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt D.ReferencesDiscussion_Paper_SAG.ppt RolandBerger&PartnershavesuccessfullycompletednumerousprojectinrelatedissuesSelectedclientsSelectedprojectsRealignmentofkeymarketingprocessesincludingCRMatavehiclemanufacturere-commerceandCRMstrategyforapremiummanufacturerOrganizationalrealignmentofacarrentalcompanyStrategicrepositioningofatelematicsserviceproviderEvaluationofstrategicopportunitiesforthebusinessmodelofatelematicsserviceproviderMarketingconceptforautomatictollcollectionDevelopmentofabusinessmodelfore-services/telematicsDesignandimplementationofapartneringconceptforatelematicsserviceproviderPan-Europeanmarketstudy(potentialuntil2010)fortraffictelematicsservicesandsystemsSelectionofatelematicsserviceoperatorforanOEMACB/Dürkop(RetailerGroup)ALDAudiAuto-By-TelBMWDaimlerChryslerdebisEuropcarGEFAGeneralMotorsInfosTelematicaJohnsonControlsMannesmannAutocomRetailerGroupsSixtVolkswagenNodirectmatchingSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Stronginternalteamingandexternalpartneringprovidesone-stop-solutionstoourclientsExample:JointacquisitionwithCCInfoComandLisbonofficeAutomotiveexpertiseBusinessmodelsCustomersegmentrequirementsSaleschannelmanagementKnow-howfromotherindustriesAirlinesBankingHealthcareBroadVisionLucentTechnologiesSiebelCustomerrelationshipmanagementExternalpartnersOngoingcustomerrelationship34Developingcustomerbenefits,e.g.Value-addedservicesCustomizedoffersInformationanalysisCustomerprofilesForecastingbuyingbehaviorMonitoringsuccessGenerating/recordingcustomerdata21IdentificationInitialcontactwithcustomer0ExternalpartnersDiscussion_Paper_SAG.ppt Duetoitstechnicalexpertise,e-commerceexperienceandbusinessview,theInfoComCCprovidesindispensablesupportforCRMande-commerceprojectsCompany-specific,successfulCRMand/ore-commerceprojectConceptfortheintegrationofCRMintotheITenvironmentUtilizingtechnologicalbenefitsofdataminingfortriggerdesignIntegratingInternetfunctionsanddecentralizeddatastoragefordataprovisionconceptsSelectingdatawarehouseanddataminingtoolsandCRMsoftwareDesigninge-services,value-addedInternetservicesDesigningcorporatewebpagesontheInternetPricingfore-commercetransactionsIntegratingexistingpoolsintoane-commerceplatformEvaluatingthesignificanceofvalue-addedservicesCalculatingbusinessplansDrawingupCRMstructuresandprocessesBenchmarkingofCRMconcepts(alsofromcompetitors"pointofview)TechnologicalcompetenceKnowledgeofbasictechnologiesandtheirapplicationKnowledgeoftheessentialproductsavailableandtheirderivatives(gainedfromprojectsintheITindustry)E-commercecompetenceMorethan50e-commerceprojectsE-commercestudiesContinuousdialogwithtope-commercecompaniesworldwideBusinessviewFocusoneconomicbenefitsofappliedtechnologiesCompetentdevelopmentofbusinessconceptsandanalysisofcompetitors"strategiesRolandBerger&PartnersInfoComCompetenceCenterProjectexperienceinCRMande-commerceSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt E.Appendix:SupportingtoolstoimplementCRMDiscussion_Paper_SAG.ppt E.1.TheInternetasasupportingCRMtoolDiscussion_Paper_SAG.ppt AgroupwidewebsitewillbeusedasanewsaleschannelandCRMportalWorkpackageobjectivesDeterminethetechnicalrequirementsandspecificationsandabusinessplanforthevariouspartnersCoordinatetheworkofthewebagency,theITplatformproviders,...)IntegratethelegalandtechnicalconstraintsfortheevolutionoftheconceptandofferBuildtheinitialcontentincoordinationwiththeinternalbranches,thepotentialpartners,andthewebdesignandtechnicalsolutionsprovidersBuildarequirementsandspecificationsdocumenttoprovidetowebdesignersand/ortechnicalsolutionprovidersScreenandselectshortlistofbiddersEstablishbriefsandprovidethemtotheshortlistSelectwebdesignersandsolutionprovidersRegularcoordinationmeetingswiththevariousactorsActivitiestobeperformedBuildingsitesandtechnicalsolutionsSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Theoverallobjectiveforthetechnologiesoftheportalistoprovideastate-of-the-artsystemthatmeetsallfunctionalrequirements-ObjectiveforanInternetplatformtechnology-Open,flexibleandmodulararchitectureRealtimeconnectiontothecompanie’sERPsystemStateofthearttechnologye.g.JavabasedprogramsOpenandflexibleinterfaces(groupcompanies,logisticprovidersandselectedcustomers)Sophisticatedsecuritysystem(accessauthority,firewalls)EnsurethatallrequirementsconcerningfunctionalitycanbemetInternetplatformSource.RolandBerger&PartnersScalabilityMultirent.ptDiscussion_Paper_SAG.ppt VariousITapplicationsarerequiredinordertosetupanInternetportalSchematicInternetGroupcompaniesCustomerInternetBrowser;perhapsadditionalsoftwareforaconnectiontoERPsystemsGroupcompaniesConnectiondirectlytothecompanie’sERPsystemRequiredtechnologyinfrastructureSource:RolandBerger&PartnersWebDesign(e.g.sitedesign;interactiveeffects;specialfeatures,...)additionalsoftwareapplications(e.g.contentmanagementsoftware,logfileanalysistools,...)E-commercesoftwareProcurementsoftwareMarketplacesoftwareE-commercesoftwareITsystemintegration(datamigration,interfacesmanagement,...)ITinfrastructureandInternetaccess(hardware,databases,webhosting,...)ConnectionviainterfacedatabaseDiscussion_Paper_SAG.ppt E-commerceatthe"front-end"meansmarketing,selling,andinteractivecustomerrelationshipmanagement1)Dependingoncountryregulations"frontend"e-commerceSellingMarketingCRMOTC-commerceInternetpharmaciesClaimmanagementwithhealthinsuranceandHMOs1)NeworganizationofsalesforceE-detailingofdrugstodoctorsinpracticeandhospitalElectronicprescriptionwritingOnlineproductinformation(e.g.epocrates)Adsonotherwebpages"Linkmangement"onthewebIncreaseofpatientcomplianceDoctors(practices,hospital)Patients(severe,chronic,OTC,prevention)Hospitalpurchasers/pharmacistPaymasters,healthcareofficialsIndirectproductmarketingthroughcontentsitesInfosites,electornicbrochures,permissionmarketingCostreductioninmedicalcommunicationBi-directionalflowofinformation/steadymarketingefforttowardclientsBuilduprelationshipto:“Buildyourcommunity"Source:RolandBerger&PartnersProjectexampleDiscussion_Paper_SAG.ppt Source:RolandBerger&PartnersQuestionnairesfilledoutbyotherwebpageprovidersaswellascallcentershelpidentifythebestpracticeinhomepagemaintenanceQuestionnaireforhomepageprovidersQuestionnaireforcallcentersDiscussion_Paper_SAG.ppt SpecificationforthevariousmoduleswillneedtobeinformedIllustrationTopicscoveredKeyquestionsansweredProductcatalogue/productdescriptionHowdoestheproductcataloguelooklike?Howaretheproductsfeaturesdescribed?StakeholderfocusWhichsegmentsshouldbefocusedovertime?ContentprovisioningprocesstoportalusersHowisprocessofcontentexchangeorganized?ContentrangeWhichcontentshouldbeoffered?Pricing/AccesstocontentHowdoestheaccesstocontentwork;towhichconditions?ContentsourcesandmanagementWheredoesthecontentcomefromandhowisitmanaged/updated?Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ContentpresentationisalsoanessentialpartoftheconceptdefinitionIllustrationContentcategoryFunctionsContactPortalVirtual"3D"tourthroughportalOnlinehelpwithbookmarkfunctionality,keywordandfulltextsearchfunctionalityCallcenteravailableona24/7basisCommunication/chatChatroomsforprofessionals/privateindividualsVirtualprojectdatabasesforworkgroupsFreee-mailaddressesandhomepagesforprofessionalsProduct-relatedcontentProductvideofordownloadingSampleorderingfunctionNews-relatedcontentNiewtickerwithimportantnewsNewgroupsNewscalendarwithmemoryeffectE-mailnewsletter(push)Generalcontent"Emergencybutton"forhowtodealinemergencies;directcontacttocallcenter-Portalcontentfeatures-Source:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThebusinessconceptrepresentsthebasisforaconcreteIT-conceptBusinessconceptKnow-howITconcept1.Totalarchitecture1.1Developmentplatform1.2Runtimeenvironment1.3Web-andapplicationserver1.4Security/firewall1.5MailserverandAPI1.6Relevantlegacysystems1.7Host/mainframe2.Datamodel2.1Relevantlegacysystems2.2Platforms,formats2.3Datamodelspecifications2.4Extractioncomponents2.5Persistence3.Providerconcept3.1Administration3.2Accessadministration3.3Training/trainthetrainer4.Proofofconcept4.1Functionalblocksandextent5....CRM-StrategyStrategySource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt TheInternetplatformneedstohavedifferentkindsofinterfacesinordertoconnectitspartnersandcustomersSchematicSource:RolandBerger&PartnersHomepageInternetWebserverDatabaseInterfacestopartnersandcustomersFirewallsInterface1Interface2Interface3Logisticsprovider:ExchangeoforderdataContentprovider:Setupandmain-tenanceofcontentKeycustomers:Electronicproductordering,billingetc.,connectiontoERPsystemsDiscussion_Paper_SAG.ppt SeveraltechnologicalsuccessfactorshavebeenidentifiedandshallbeobeyedSource:RolandBerger&PartnersTechnologicalsuccessfactorsSecurityFirewallsneedtobeinstalledAsophisticatedaccessauthorityconceptwithvarioussecuritylevelsisrequiredEachcustomerneedsonlyonepasswordIntuitiveandsimplestructureofthepagesinordertomakenavigationmoreeasilyandtoincreasespeedofpageloadingVariousinterfaces(betweengroupcompanies,customers,logisticsproviders)needtobeinstalled–dataexchangeshouldbepossibleinbothdirectionsPlatformarchitectureneedstobemodularinordertobeabletoconnectfurtherapplications/modulesinthefutureSystemsshouldbeavailableona100%basisScaleofthesystemneedstobesetuptocopewithextensivegrowthoftheamountofdataUserfriendlinessScalabilityInterconnectivityArchitectureReliabilityDiscussion_Paper_SAG.ppt E.2.Thecall-centerasasupportingCRMtoolDiscussion_Paper_SAG.ppt Thecallcentersolutiontobeimplementedmustbeorientedtowardsthecross-corporation,callcenter-specificdemandsofsuppliersCallcentersolutionCross-corporationdemandsCallcenter-specificdemandsSupplierdemandsStrategicobjectivesSecuring/expandingthemarketpositionIncreasingtherevolvingratioExpandingnewbusinessRaisingproductivitySecuring/enhancingprofitabilityReducinginternalcoststructuresSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt Thecross-corporationdemandsareclarifiedbymeansofqualitativeandquantitativetargetsCross-corporationdemandsQualitativeobjectivesQuantitativeobjectivesMotivatedstaffLongeropeningtimesAttainingmaximumavailabilitylevelsQuickanduncom-plicatedprocessingControllingviastan-dardizedreportsProcessoptimizationMoreefficientprocessingImageadvantagesRaisingcustomersatisfactionRaisingcustomerretention(revolving)RaisingproductivityCuttingcostsRetaining/increasingmarketshareRetaining/increasingsalesSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt SeveralrequirementsfortechnologysolutionandsuppliermustbetakenintoaccountSource:RolandBerger&Partners-analysisCallcenter-specificdemandsCustomerAccount&ContactManage-mentMarketresearchtoolsSalesforcecontrolWorkflow-/MessagingServicesServicemanagementERP-integration24hsupport/remotediagnosisPowerDealingconnection/CTIconnectivitySkillbasedroutingReliabilitySupplier-specificdemandsBroadexperienceandcompetenceintelecommunicationsExcellentreferencecasesIntegratedsolutions/one-stop-shoppingIndividualtaylorizedconceptsInnovativetechnologyandoutstandingmarketpositionSafetyofinvestmentsGoodprice-cost-ratioDiscussion_Paper_SAG.ppt Havingapowerful,high-techtelephonesystemisoneoftheprerequisitesforaprofessionalservicecenterCustomersALDTechnicalimperativesCustomerinHamburgCustomerinMunichCustomerinLeipzigALDTeamNorthTeamNorthTeamNorthTeamNorthCustomeradviceITCT/supportContact,usuallywiththenameofaspecificpersonAllocatedCall/requestisprocessedACDEquipment(AutomaticCallDistribution)CTI(ComputerTelephoneIntegrationVoicemailE-mail,InternetsuitabilityFaxondemandOptional:InteractiveVoiceResponseUnitProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt RolandBerger&Partnershavebroadexperienceinpreparingtheclientmanagement"sdecisionthroughacomprehensiveevaluationprocessEvalua-tionprocessPrelimin-aryinfor-mationandinformalvisittoCC1)(e.g.Deut-scherInkasso-dienst,DeutscheBauspar)InitialroughselectionfromamongallsuppliersactiveonthemarketEvaluationofsupportpossibili-tiesforselectionviatele-dataGenerationofacatalogofcriteriaforevaluatingsuppliersGradingofsuppliersaccordingtoauniformcatalogofcriteriaEvaluationofsuppliersviathedocumentssubmitted,thepres-entation,andtheindividualpricelistRB&Pprovidesmanage-mentwithapapertoaidthedecision-makingprocessSuppliersinvolvedCompila-tionandrequestfortendersAlcatelDt.TelekomLucentTech.NortelDasaMicrologicaSiemensAlcatelLucentTech.NortelDasaThreesuppliersareinvitedtogivetheirpresenta-tionProposalssubmittedPresentationParti-cipantsALD,RB&PRB&PALD,RB&PALD,RB&PRB&P1)CC=Callcenter?ProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt ThedualselectionprocedureallowedRolandBerger&PartnerstorecommendcooperationwithLucentTechnologiesforimplementationofALD"sCCsolutionProposalssubmittedInitialselectionprocessInvitationtopresentationSecondaryselectionprocessAlcatelLucentTechnologiesSiemensDeutscheTelekomNortelDasaMicrologicaInteractivelydevelopedcatalogofcriteriaAlcatelLucentTechnologiesNortelDasaPresentationLucentTechnologiesRB&PrecommendationIndividualpricelistsIndividualinterviewsAssumptionsInteractivelydevelopedcatalogofcriteriaCriteriaaregivendifferentweightingunderconsiderationsofALD-specificaspectsConsiderationofcriticalsystemsrequirements,ofcompanyprofileandofthetechnicaland/orrealizationconceptGradingofthedifferentsuppliersSubsequentanalysisofsuppliers"strengthsandweaknessesAnalysisofpresentationdocumentsAnalysisofindividualpricelistsEvaluationofindividualinterviewsPreconditions:Reductionofsoftware/hardwareandmaintenancecostsProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt AboardrangeofsoftwaresolutionscouldbeusedfortechnologyenabledsellingExamplesSource:RolandBerger&Partners-analysisAbalonBroadway&SeymorClarityChordiantCorepointPegasystemsOnyxSiebelAllegisPartnerwareChannelWareWebridgeChannelPartnerSystemsContactSW,Telesales,TelemarketingVantiveClarityChadiantCorepointQuintusSiebelVantiveNaturalMicrosystemsCallCenterApplicationsMicrologicaBendataTetelBroadvisionMicrosoftArtTechnologyEngageTechnologyInteractiveMarketingSoftwareGenesysAptexAditiBrightwareE-MailResponseManagementE-QueueErgotechGeneralInteractiveKanaMustangDiscussion_Paper_SAG.ppt TherequirementsoftheservicepersonnelarederivedfromthetargetstandardssetfortheservicecenterRequirementsforservicepersonnelTargetsDefinitionofservicelevelsandproductivitystandardsBasisforstaff/teamtargetdiscussionsTransferofstaff/teamtargetstooperativebusinessProductivitytargets,etc.ServicetargetsMeasuringtargetachievementlevelsComputer-basedevaluationCustomersurveyBenchmarksFeedbackloopforannualinterviewstodiscusstargetsExcellentspecialistknowledgethrough:ExperienceinvehicleleasingTrainingandqualificationasleasingclerkTraininginbusinessadministrationStrongcommunicationskills(especiallytelephoneskills)StressresistanceHighfrustrationthresholdIndependenceandgoodorganizationalskillsAbilitytocopewithpressureTeamspirit"Goodpeopleskills"Customerorientationisattheheartofthebusiness15432ProjectexampleSource:RolandBerger&PartnersDiscussion_Paper_SAG.ppt InternetCallCenterasCustomerCareSolutionintegratescommunicationflowfromcustomertothecompanyviaphone,fax,mailandInternetCustomerCompaniesInternetCallCenterInternet/E-MailFaxPhonePostRoutingCenter•AMD(AutomaticMessageDistribution)•ACD(AutomaticCallDistribution•PredictiveDialingMailCenterDataWare-houseResponseCTI-AgentCompaniesIntegrationinBack-Office-OutcallofemployeesIWR(InteractiveWebResponse)Computer-Telephony-IntegrationIVR(InteractiveVoiceResponse)AgentSource:RolandBerger&PartnersVisionDiscussion_Paper_SAG.ppt rbaddressesARGENTINARolandBergeryAsociadosS.A.InternationalManagementConsultantsTte.Gral.J.D.Peron346-Piso5°1038BuenosAiresPhone++54-11-43421498Fax++54-11-43455758AUSTRIARolandBerger&PartnerGes.m.b.HInternationalManagementConsultantsFreyung3/2/10A-1010ViennaPhone++43-1-536020Fax++43-1-5360260BELGIUMRolandBergerInternationalManagementConsultantsS.A.100,BoulevardduSouverainB-1170BrusselsPhone++32-2-6790170Fax++32-2-6729222or51812501BRAZILRolandBerger&PartnersS/CLtda.RuaAlexandreDumas,2220-5°andar04717-004SãoPaulo/S.P.Phone++55-11-51818366Fax++55-11-51816919CHINARolandBerger(Shanghai)InternationalManagementConsultantsLtd.6/F.EastLakeVillasOfficeBuilding35DongzhimenwaiStreetBeijing100027,P.R.C.Phone++86-10-64677069or7093or7094Fax++86-10-6467762872XingGuoRoad3FBusinessBuildingShanghai200052,P.R.C.Phone++86-21-62126411Fax/Phone++86-21-62127471CZECHREPUBLICRolandBerger&PartnerGmbHInternationalManagementConsultantsVsehrdova2/560CS-11000Prague1-MaláStranaPhone++420-2-57311161Fax++420-2-57311163FRANCERolandBerger&PartnerGmbHInternationalManagementConsultants16,avenueGeorgeVF-75008ParisPhone++33-1-53670320Fax++33-1-53670375GERMANYRolandBerger&PartnerGmbHInternationalManagementConsultantsAltMoabit101bD-10559BerlinPhone++49-30-3992750Fax++49-30-39927303Georg-Glock-Straße3D-40474DüsseldorfPhone++49-211-438901Fax++49-211-4389140BockenheimerLandstraße42D-60323FrankfurtPhone++49-69-170030Fax++49-69-17003502Stadthausbrücke7D-20355HamburgPhone++49-40-376310Fax++49-40-37631102Arabellastr.33D-81925MunichPhone++49-89-92230Fax++49-89-9223202Löffelstraße40D-70597StuttgartPhone++49-711-76730Fax++49-711-7673401GREATBRITAINRolandBerger&PartnersLtd.InternationalManagementConsultants12StratfordPlaceGB-LondonW1N9AFPhone++44-171-2904800Fax++44-171-4999938HUNGARYRolandBerger&PartnerKft.InternationalManagementConsultantsAndrássyút64H-1062BudapestPhone++36-1-3530229Fax++36-1-3532434INDIARolandBergerInternationalManagementConsultantsPvt.Ltd.HyattRegencyHotel,RoomNo.487BhikajiCamaPlace,RingRoadDelhi-110066Phone++91-11-6791147or1148Fax++91-11-6791048ITALYRolandBerger&PartnerS.R.L.InternationalManagementConsultantsViaSirtori,32I-20129MilanPhone++39-02-295011Fax++39-02-29524837ViaLudovisi,35I-00187RomePhone++39-06-4882119Fax++39-06-48919483JAPANRolandBerger&PartnerLtd.InternationalManagementConsultantsARKMoriBuilding22ndFloor1-12-32,AkasakaMinato-ku,Tokyo107-6022Phone++81-3-35876660Fax++81-3-35876670LATVIARolandBerger&PartnerGmbHInternationalManagementConsultantsBastejaBlvd.12LV-1050RigaPhone++371-7212068Fax++371-7216938MALAYSIARolandBerger&PartnerSDN.BHD.InternationalManagementConsultantsLetterBox81,Level17MenaraIMCNo8JalanSultanIsmail50250KualaLumpurPhone++60-3-2065713Fax++60-3-2065714PORTUGALRolandBerger&PartnerLda.InternationalManagementConsultantsEdificioMonumentalAv.FontesPereiradeMelo,51-4°EP-1050LisbonPhone++351-1-3567600Fax++351-1-3524360ROMANIARolandBerger&PartnerSRLInternationalManagementConsultantsStr.EmanoilPorumbaru10,Sect.1RO-71263BucharestPhone++40-1-2221905Fax++40-1-2226271RUSSIARolandBerger&PartnerGmbHInternationalManagementConsultants1.Tverskaja-Jamskajaul.23RF-125047MoscowPhone++7-095-7211951Fax++7-095-7211954SPAINRolandBergerS.A.InternationalManagementConsultantsAvda.Diagonal,567,3rdFloorE-Barcelona08029Phone++34-93-4947440Fax++34-93-4947420PaseodelaCastellana,140,3rdFloorE-Madrid28046Phone++34-91-5647361Fax++34-91-5647275SWITZERLANDRolandBergerAGInternationalManagementConsultantsDufourstr.56CH-8008ZurichPhone++41-1-2674111Fax++41-1-2674119UKRAINERolandBerger&PartnerGmbHInternationalManagementConsultants19PanasaMymogoStr.252011KievPhone++380-44-2904330Fax++380-44-2904346USARolandBerger&Partner,LLCInternationalManagementConsultants100WestBigBeaverRoad,Suite200Troy,MI48084Phone++1-248-6806730Fax++1-248-6806731350,ParkAvenue,27thFloorNewYork,N.Y.10022Phone++1-212-6519660Fax++1-212-7568750Discussion_Paper_SAG.ppt 9、静夜四无邻，荒居旧业贫。。八月-21八月-21Tuesday,August03,202110、雨中黄叶树，灯下白头人。。12:27:2612:27:2612:278/3/202112:27:26PM11、以我独沈久，愧君相见频。。八月-2112:27:2612:27Aug-2103-Aug-2112、故人江海别，几度隔山川。。12:27:2612:27:2612:27Tuesday,August03,202113、乍见翻疑梦，相悲各问年。。八月-21八月-2112:27:2612:27:26August03,202114、他乡生白发，旧国见青山。。03八月202112:27:26下午12:27:26八月-2115、比不了得就不比，得不到的就不要。。。八月2112:27下午八月-2112:27August03,202116、行动出成果，工作出财富。。2021/8/312:27:2612:27:2603August202117、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。。12:27:26下午12:27下午12:27:26八月-219、没有失败，只有暂时停止成功！。八月-21八月-21Tuesday,August03,202110、很多事情努力了未必有结果，但是不努力却什么改变也没有。。12:27:2612:27:2612:278/3/202112:27:26PM11、成功就是日复一日那一点点小小努力的积累。。八月-2112:27:2612:27Aug-2103-Aug-2112、世间成事，不求其绝对圆满，留一份不足，可得无限完美。。12:27:2612:27:2612:27Tuesday,August03,202113、不知香积寺，数里入云峰。。八月-21八月-2112:27:2612:27:26August03,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。03八月202112:27:26下午12:27:26八月-2115、楚塞三湘接，荆门九派通。。。八月2112:27下午八月-2112:27August03,202116、少年十五二十时，步行夺得胡马骑。。2021/8/312:27:2612:27:2603August202117、空山新雨后，天气晚来秋。。12:27:26下午12:27下午12:27:26八月-219、杨柳散和风，青山澹吾虑。。八月-21八月-21Tuesday,August03,202110、阅读一切好书如同和过去最杰出的人谈话。12:27:2612:27:2612:278/3/202112:27:26PM11、越是没有本领的就越加自命不凡。八月-2112:27:2612:27Aug-2103-Aug-2112、越是无能的人，越喜欢挑剔别人的错儿。12:27:2612:27:2612:27Tuesday,August03,202113、知人者智，自知者明。胜人者有力，自胜者强。八月-21八月-2112:27:2612:27:26August03,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。03八月202112:27:26下午12:27:26八月-2115、最具挑战性的挑战莫过于提升自我。。八月2112:27下午八月-2112:27August03,202116、业余生活要有意义，不要越轨。2021/8/312:27:2612:27:2603August202117、一个人即使已登上顶峰，也仍要自强不息。12:27:26下午12:27下午12:27:26八月-21MOMODAPOWERPOINTLoremipsumdolorsitamet,consecteturadipiscingelit.Fusceidurnablandit,eleifendnullaac,fringillapurus.Nullaiaculistemporfelisutcursus.感谢您的下载观看专家告诉