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{ CRM | Analytics: Corporate Strategy

                            Mihir Mistry, MBA
                            CRM Consultant
                            TxGAP 2012
Agenda
   Enterprise System?
   CRM
       CRM Strategy
       Benefits
   Analytics
   Reports
Enterprise Systems
   Problem:

       Information systems growing over time
       Lack of integration
            Different computing platforms
            Difficult to integrate
            Data must be reentered from one system to another
            Same pieces of data stored in several versions
Legacy System Approach
Enterprise System Approach
Customer Relationship Management
Customer Relationship Management
   Web has changed the business
     Customers have the power
     Transactions vs. relationships

     Keeping customers satisfied is key



   CRM
     Corporate-level strategy
     Concentrates on the downstream information flow
           To attract potential customers
           Creation of customer loyalty
       Managers need to be able to monitor and analyze
        factors driving customer satisfaction
Key Benefits of CRM
1.   Enables 24/7/365 operations
2.   Individualized service
3.   Improved information
4.   Speeds up problem
     identification/resolution
5.   Speeds up processes
6.   Improved integration
7.   Improved product development
8.   Improved planning
Developing a CRM Strategy




   More than just software
    purchase and installation
   Enterprise-wide changes
Changes …
   Policies and procedures need to reflect customer-focused
    culture
 Customer-focused measures of quality
 Process changes to enhance customer experience

 Employees from all business areas must value customer

  service and satisfaction
 All aspects of customer experience must be tracked,

  analyzed and shared
 Consider ethical concerns
Architecture of a CRM
Advantages of CRM
Advantages of CRM
CRM Provides Improved Understanding of
Market Conditions
 1. Improved understanding of markets, segments
     and customers
2.   Improved understanding of competitors
3.   Enhanced understanding of organization’s
     strengths and weaknesses
4.   Better understanding of economic structure of the
     industry
5.   Enhanced product development
6.   Improved strategy development and
     coordination with the sales function
Analytical CRM
 Analysis of customer behavior and perceptions
 Customized marketing
     Up-selling
     Retaining customers

   Key technologies used to create predictive
    models
     Data mining
     Decision support systems

   Continuous data collection and analysis is
    necessary
Accepting analytics
Customer Focused Business Processes
 Addressed by Analytical CRM

1.    Marketing campaign management and analysis
2.    Customer campaign customization
3.    Customer communication optimization
4.    Customer segmentation and sales coverage optimization
5.    Pricing optimization and risk assessment and management
6.    Price, quality and satisfaction analysis of competitors
7.    Customer acquisition and retention analysis
8.    Customer satisfaction and management
9.    Product usage, life cycle analysis, and product development
10.   Product and service quality tracking and management
Reports
Examples of reports from CRM

1. Revenue per sales person, per territory, or as a
   percentage of sales quota
2. Margins by product category, customer
   segment, or customer
3. Number of calls per day, time spent per
   contract, revenue per call, cost per call, ratio of
   orders to calls
4. Number of lost customers per period or cost of
   customer acquisition
Operational Level
 Day-to-day business processes
 Interactions with customers

 Information systems used to:
     Automate repetitive tasks
     Improve efficiency

   Decisions:
     Structured
     Recurring

     Can often be automated using IS

   Reports
       Scheduled reports
Managerial Level
   Functional managers
       Monitoring and controlling operational-level activities
       Providing information to executive level
       Midlevel managers
           Focus on effectively utilizing and deploying resources
           Goal of achieving strategic objectives
   Managers’ decisions
       Semi structured
       Contained within business function
       Moderately complex
       Time horizon of few days to few months
   Reports
       Key indicator reports
       Exception reports
       Drill down reports
Executive Level
   The president, CEO, vice presidents, board of directors
   Decisions
       Long-term strategic issues
       Complex and non routine problems
       Unstructured decisions
       Long-term ramifications
   Reports
       Dashboards
   Thank you. Q&A
   References

       Davenport, T & Harris, J, “Competing on Analytics”
       Valacich, J & Schneider, C, “Information 4e Systems Technology”
       TED Conference

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Analytics and Business Intelligence

  • 1. { CRM | Analytics: Corporate Strategy Mihir Mistry, MBA CRM Consultant TxGAP 2012
  • 2. Agenda  Enterprise System?  CRM  CRM Strategy  Benefits  Analytics  Reports
  • 3. Enterprise Systems  Problem:  Information systems growing over time  Lack of integration  Different computing platforms  Difficult to integrate  Data must be reentered from one system to another  Same pieces of data stored in several versions
  • 7. Customer Relationship Management  Web has changed the business  Customers have the power  Transactions vs. relationships  Keeping customers satisfied is key  CRM  Corporate-level strategy  Concentrates on the downstream information flow  To attract potential customers  Creation of customer loyalty  Managers need to be able to monitor and analyze factors driving customer satisfaction
  • 8. Key Benefits of CRM 1. Enables 24/7/365 operations 2. Individualized service 3. Improved information 4. Speeds up problem identification/resolution 5. Speeds up processes 6. Improved integration 7. Improved product development 8. Improved planning
  • 9. Developing a CRM Strategy  More than just software purchase and installation  Enterprise-wide changes
  • 10. Changes …  Policies and procedures need to reflect customer-focused culture  Customer-focused measures of quality  Process changes to enhance customer experience  Employees from all business areas must value customer service and satisfaction  All aspects of customer experience must be tracked, analyzed and shared  Consider ethical concerns
  • 14. CRM Provides Improved Understanding of Market Conditions 1. Improved understanding of markets, segments and customers 2. Improved understanding of competitors 3. Enhanced understanding of organization’s strengths and weaknesses 4. Better understanding of economic structure of the industry 5. Enhanced product development 6. Improved strategy development and coordination with the sales function
  • 15. Analytical CRM  Analysis of customer behavior and perceptions  Customized marketing  Up-selling  Retaining customers  Key technologies used to create predictive models  Data mining  Decision support systems  Continuous data collection and analysis is necessary
  • 17. Customer Focused Business Processes Addressed by Analytical CRM 1. Marketing campaign management and analysis 2. Customer campaign customization 3. Customer communication optimization 4. Customer segmentation and sales coverage optimization 5. Pricing optimization and risk assessment and management 6. Price, quality and satisfaction analysis of competitors 7. Customer acquisition and retention analysis 8. Customer satisfaction and management 9. Product usage, life cycle analysis, and product development 10. Product and service quality tracking and management
  • 19. Examples of reports from CRM 1. Revenue per sales person, per territory, or as a percentage of sales quota 2. Margins by product category, customer segment, or customer 3. Number of calls per day, time spent per contract, revenue per call, cost per call, ratio of orders to calls 4. Number of lost customers per period or cost of customer acquisition
  • 20. Operational Level  Day-to-day business processes  Interactions with customers  Information systems used to:  Automate repetitive tasks  Improve efficiency  Decisions:  Structured  Recurring  Can often be automated using IS  Reports  Scheduled reports
  • 21. Managerial Level  Functional managers  Monitoring and controlling operational-level activities  Providing information to executive level  Midlevel managers  Focus on effectively utilizing and deploying resources  Goal of achieving strategic objectives  Managers’ decisions  Semi structured  Contained within business function  Moderately complex  Time horizon of few days to few months  Reports  Key indicator reports  Exception reports  Drill down reports
  • 22. Executive Level  The president, CEO, vice presidents, board of directors  Decisions  Long-term strategic issues  Complex and non routine problems  Unstructured decisions  Long-term ramifications  Reports  Dashboards
  • 23. Thank you. Q&A
  • 24. References  Davenport, T & Harris, J, “Competing on Analytics”  Valacich, J & Schneider, C, “Information 4e Systems Technology”  TED Conference