Preparing Belgian Post for Liberalisation: CRM Program

1. Preparing
De Post/La Poste
for Liberalisation
Siebel CRM
Programme
Piet Schreurs
Manager Application Services

2. Agenda
Challenges for De Post / La Poste in liberalised postal market
Siebel CRM Implementation
Functional Domains
Implementation approach
Lessons learned
Q&A
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3. Belgian Post Group
Turnover 2008: €2262 million (2007: 2214)*
Operating profit 2008 (EBIT): €222 million (2007: 182)*
Net profit 2008: €179 million (2007: 117)*
Main subsidiaries:
►Bank van De Post/Banque de La Poste (Joint Venture with
BNP Paribas Fortis)
► Certipost
► Speos
► eXbo
► Eurosprinters
► Deltamedia
* Normalised result with comparable perimeter
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4. Present everywhere, every day
Mail
► 10,075 mail rounds per day
► 5 million letterboxes every day
► 12 million mail items per day
Retail
1,367 service points (post offices and
PostPoints)
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5. Liberalisation of the postal market
Liberalisation will be a fact in 2011
Principles of regulatory framework set by government
De Post-La Poste will have Universal Service obligations that
competitors do not have:
Whole territory
5x week
The competition is already there
>50% of turnover is generated in open
segments (international, parcels, unaddressed)
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6. Shrinking volumes
Email
Internet
Text messaging
► Postal operators factored in a structural fall in volume of 2-3% per year
► Even more now, given the financial and economic crisis
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7. 1000 customers = 65% of turnover
Number of % of mail and service
customers revenues
Top accounts 100 45%
Corporate accounts 900 20%
925,000 25%
SMEs, SOHOs
4,400,000 10%
Households
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8. Crisis situation 2001-2002
► Shrinking volumes - 3 % in 2002-2003
► Low quality: next-day Prior mail delivery = 79% in 2002
► Outmoded corporate culture
Absenteeism = 9.8% in 2002
► Heavy financial losses
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9. Our preparations
Since 2002, constant change aimed at:
► Growth
► Improved efficiency
► Better quality and customer satisfaction
► Modern corporate culture
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10. Siebel CRM implementation
RFP in 2006 to select CRM platform for Sales Force Automation
Siebel versus MS CRM
Integrator Cronos/iRelate
Fixed Price implementation project in 3 months for SFA in 2007
Subsequently, other business applications identified rolled-out to support
the objectives of operational excellence and customer satisfaction
Different business units (Retail, ETP, Mail)
Front-office, back-office, sales
+ 1000 users
Siebel 7.8.2.10, integrated with different other (master data) applications,
Genesys, reporting (SAP BO, Oracle BI only for Contact Centers)
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11. Functional CRM Domains
From Contact to Contract
I. Campaign Management
II. Sales Processes
III. Service Processes
IV. Contract Management
Contact Centers
V. RSS Mail & Parcels
VI. HR
Partner Relationship Management (PRM)
VII. PRM for Postal Points
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12. Siebel for our processes…
… is a common CRM Tool for many customer interactions
Sales Pipeline
Management
Sales Planning Opporty
and Follow up
Contract Mgt
June 2010
Activities Contract
1 CRM Tool
Siebel
Campaign Service
Sales campaign
& Contact Request
Account Enquiries & Complaints
Customer Data Contact Management
Management
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13. I. Campaign Management Process
Output / Input: Output / Input: Output:
•Marketing Calendar Orange Briefing •Campaign Features •KPI’s
•Tactic Approval (e.g. Marcom deliverables, •Campaign ROI
Target list, Sales scripts,…)
•COP Approval
CM 1 CM 2 CM 3 CM 4 CM 5
Intake Plan Design Execute Report and Monitor
Input: Output / Input: Output / Input:
•Marketing Plan •Full Briefing •Customer contacted
•Hotfixes •COP Approval (e.g. Marcom message delivered,
Opportunities created, Sales Visit conducted /
created,…)
31/03/2010
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14. II. Sales & Service Processes
from Contact to Contract
Contact Selling Contract
Customer service and data management
Customer data Service Request
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15. II. Sales & Service Processes
Integrated Account Team
Sales Management Service Management
…
Our Customers
Facing the customers
Sales Account Mgr Service Account Mgr
Expert Functions
Sales
Call Center Support Agent Expert Functions
Service
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16. II. Sales Process
Sales Process Framework - From Contact to Contract
Focus on customer
needs
Solutions
Account allocation
Account and segment plan
Focus
Contact Contract
Win
Win: Opportunity Grow & retain the
management customer
from identified to realized Coverage & follow up
Win / Lost / Abandoned Account and segment
Pipeline plan review
Grow & Retain
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17. II. Sales Process
Sales Force Automation (SFA) implementation in Siebel
Sales Force Automation tool to support
sales processes, share customer data and
enable KPI monitoring
Activities (visits)
Opportunities
Account
Contacts
Service Request
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18. III. Service Process
Complaint Handling Process
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19. III. Service Process
Siebel Service Application
The application Siebel Service has been implemented to the Service
Account Teams in order to support the Customer requests handling.
The Siebel Service Welcome
Page
Open SR list, with priority colors
Open activity list
The Service Request Home
Page
Predefined queries:
My open SR’s
My team’s unassigned SR’s
…
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20. III. Service Process
Siebel Service Application
The application Siebel Service has been implemented to the Service
Account Teams in order to support the Customer requests handling.
A Service Request form applet
SR infos (Customer name, Contact…)
Qualifications
Prioritiy and Deadline
…
The “Activities” sub view
Different possible activities:
3rd line experts activation
Letters and E-mails
…
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21. IV. Contract Management
Objectives
Decrease lead time
Reduce average lead time on contract creation and renewal
Decrease workload
Reduce yearly workload of contracts renewal
Differentiate process for simple agreement
10
10
Accelerate the sales 10
g
Generalize a simplified contract concept f thinkin
Way o
Simplify access and signature of agreement
Make the administrative work for salesmen easier
Through simplification of the contract documents & processes
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22. IV. Contract Management
Contract Processes
Sales Contract team
Qualify, Propose Register Implement
Sign Renew**
and Win and Send and Archive
Roles and responsibilities of sales community have been reinforced
The sales will register contract and client data
Produce the contract document in PDF or paper format (excluding
convention)
Send to customer and potentially sign
Send back the signed contract to Service Centre
Monitoring
Increased contract responsibilities will be monitored
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23. IV. Contract Management
Electronic & Paper to simplify creation and signature of contracts
Three possibilities will be provided
Priority
E E
E P
By Client or AM
P P
Emergency
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24. IV. Contract Management
Digital contract signing with Certipost
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25. V. RSS Mail, Parcels & Bank DP/LP
Objectives
Departments using Siebel Service
ETP (Enterprise Customers)
RSS (Retail & SME Customers
Retail Contact Center
Parcels Pick-up and Dispatching
Bank van De Post/Banque de La Poste
Objectives
Improve customer satisfaction and customer loyalty
Ensure visibility and transparency in the handling of requests and complaints
Use customer input as a source of information and performance indicator
Reduce costs in delivering customer service
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26. V. RSS Mail, Parcels & Bank DP/LP
Multi-channel Strategy
Sales
Contact Physical Physical
@
Center network network
Transaction
complexity
Contact Contact Physical
@
Center Center network
Service
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27. V. RSS Mail, Parcels & Bank DP/LP
Customer Call Flow
UNIQUE NUMBER:
022/012345
8 – 19 hrs (+ Sa AM) IVR - menu
Contact Center FRONT OFFICE:
Skill based routing
of call to right
experts
ETP &
+ Press
Bank van Parcels Mail
De Post
@
Complaints Webform
Administrative cases
Complex questions
BACK OFFICE:
+ Case based routing
PB 5000 to experts
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28. V. RSS Mail, Parcels & Bank DP/LP
Documenting Complaints
The set up
Q1
4 levels of Siebel Product and sub-product specification
Q2
qualification C ustom er Experience
/
M andatory fields R oot cause indication
Q3
Solution
Q4
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29. V. RSS Mail, Parcels & Bank DP/LP
Evolution of Implementation
11/09: Start Planningstool
01-10/09: Redirect
12/08: Integration
Call/CRM systems
10/08: 03/09: Hybrid functions
Call platform (front-back)
12/08: Workflow/
07/08: Workflow/ CRM system
CRM system
10/08: Commercial outbound
03/08: Integration Taxipost
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30. VI. HR Shared Service Centre
Indicatief
Siebel Genesys
Siebel Genesys
CENTRE OF EXPERTISE /
CLIENTS 1st LINE 2nd LINE BUSINESS PARTNER
MALADIE &
ACCIDENTS CLEANING
CONGES eHR BUS. ANALYSTS
PREVENTION
MOBILITE INTERNE SELECTION &
HR SERVICE CNTR ORIENTATION
SERV.CENTR
RECRUTEMENTS
STAT & CB overflow REPORTING HR ADMIN TALENT MGNT
MALADIE & ACCIDENTS
CNB COMP & BEN
HR-CC FRONT CONGES
CLEANING OFF. MOBILITE INTERNE TRAINING &
DEVELOPMENT
EXTERNES RECRUTEMENTS
overflow*
SORTIE FIELD HR
EX-COLL. SORTIE
COORDINATION CNB
COORDINATION CNB HR BP
HR SERVICE CENTER
RESEAU
HR SERVICE CENTER
2nd LINE
RESEAU If ticket can’t be ACCESS RIGHTS
remains case
closed on call
ACCESS RIGHTS PAYROLL ADM. OWNER
HR-CC FRONT OFF.
PAYROLL ADM.
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31. VI. HR Shared Service Centre
Supported Processes
User Management: using positions, responsibilities & skills
Employee Management: including the integration with eHR application
Call Handling: Routing logic, Priority, Ownership and triggering of Smart scripts
Service Requests
Record, track and address customer requests for information or assistance
Procedures for creating and assigning a service request, associating activities, closing a request
Activity Management: coordinate, plan and record actions realized linked to an Account
Correspondance
Allows users to generate correspondence, making use of templates
It also makes it easy for them to direct correspondence to fulfillment centres that print and mail it
Inbound and outbound emails
Smartscripts: to capture data in a structured way
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32. VI. Partner Relationship Management
Post Point Lifecycle Management from the moment a Partner is attributed
until the Post Point is closed
Operational management
Activity management, complaints handling, document storage, master data
management, etc.
Contractual management
Create, approve and manage contracts and annexes
Financial Management
Create, approve and manage remunerations, accounts receivable, accounts
payable, direct debits
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33. Implementation Approach
Architectural choice: Single Instance (single SRF, single DB)
Pro’s
Integrated customer view and reporting
Standardisation across BU
Drive for maximum vanilla
Lower infrastructure cost
Con’s
Does not work without strong governance
CCommon release schedule
Time-To-Market ?
Regression testing impact & cost for BU’s
Governance model
Cross-BU steering committee
Stakeholders at N-2 level from S&M, Retail, Mail, ICT
Chairman = Application Owner
Objective: ensure common alignment and De Post/La Poste viewpoint
Responsibilities
Decide on release schedule and priorities
Decide on release scope
Decide on architectural choices
Decide on data conflicts
Assign business resources
GO/NO GO for PROD
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34. Implementation Approach
ETP RSS Mail
ICT Delivery Model PM PM PM
Siebel Architect
Release Mgmt
ETP RSSl Mail
Central ICT Delivery Team Functional Analysts
Technical Team Lead
Attention to S&G and architectural choices
Developers
Release Management
Corporate Release Calendar
Balance TMM with delivery cycle requirements
3 Major Releases /Year
Extensive Regression Testing
Involvement of each impacted application/BU
Vendor Management
Oracle Account Management with participation from Application Services,
Infrastructure Services and Purchasing departments
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35. Lessons Learned
Siebel CRM = right fit for De Post/La Poste
Broad functional coverage
Single instance right choice, but requires constant management involvement
However, some issues related to Oracle
Server to Server Siebel SSSE – MS Outlook integration
Long resolution times for blocking bugs -> critical account escalation required
Strong integrator skills required to make the right choices, both at ICT and Business side
‘Close to vanilla’ remains a challenge, mainly due to business users pressure
Projects delivered are perceived as a success, not only due to technology
Communication to key stakeholders is ‘key’ at all levels
BU management -> steering involvement
Projects -> involve constantly and demo early (‘agile process’)
Users -> attention to change management, process/procedures, end user training and support
Testing Automation was not a success (yet)
Regression Testing effort increases with each additional application, but testing time should remain
constant
Automation has a significant set-up and maintenance cost (application in itself) but doesn’t cover all
test cases -> ROI ?
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36. ? Questions ?
Thanks & Good Luck !
Piet Schreurs
Application Services Manager
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