Going the extra mile : NextGen CRM

June 26th , 2013

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NextGen CRM: What, Why & How?

The What of NextGen CRM

Existing CRM Solutions

Mobile devices Social Media Big Data Cloud CX

NextGen CRM

The Why of NextGen CRM

Why existing CRM needs to evolve to NextGen CRM?

Sell Better

Serve Better

Market Better Engage your customers better

The How of NextGen CRM

Enhancing Customer Experience

Development

Production

Customer
Collecting Customer Feedback

Procurement

Aftersales Service

Social Media

Telematics

CRM Data

Surveys

Voicing Customer Opinion

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Leading CRM Solutions for Large Business needs

CRM Software for Large Business

Factors large business leaders should keep in mind before adopting a CRM Solution:
Default Data Storage File Storage CRM Functionality Price Deployment Model Security Features Channel management Features Customer services Integration Sales Automation Features Analytics features

An Insight into the Factors

Oracle CRM on Demand Sugar Enterprise SalesForce SalesCLoud Unlimited Edition SalesForce SalesCLoud Enterprise Edition Microsoft Dynamics CRM Sugar Ultimate Zoho CRM Enterprise Edition Storm Post Right Now CX

Sales Automation Module-A comparative analysis

Features
Account Management Contact management Document Library

Oracle CRM on Demand

Sales forceSalesCloud

Microsoft Dynamics

SAP Business by Design

Multiple currencies
Qualify & convert lead Activity tracking & history Contract Management

Sales Automation Module-A comparative analysis continued

Features
Lead Management Opportunity alerts Quota Management Assets Customizable Sales Forecasting Lead Routing Opportunity Tracking

Oracle CRM on DEmand

SalesForceSalesCLoud

Microsoft Dynamics

SAP Business by Design

Sales Automation Module-A comparative analysis

Features Oracle CRM on Demand SalesForceSalesCloud Microsoft Dynamics SAP Business by Design

Quotes Competitor Tracking Customizable Sales process

Lead Scoring Product catalog

Sales forecating

Service Automation Module-a comparative analysis

Features Oracle CRM on Demand SalesForceSales Cloud Microsoft Dynamics SAP Business by Design

Campaign Activities Email-Templates Campaign cloning Mass-emailing Campaign Wizard Wed-to-lead forms Campaigns

Service Automation Module-a comparative analysis continued

Features Oracle CRM on Demand SalesforceSalesCLoud Microsoft Dynamics SAP Business by Design

Case management

Self-services portals
Computer technology integration

Service Contracts Email-to case Solutions Knowledge base

SalesCloud Review

Smartly designed interface with the user in mind. Easy to create customized apps. Access data on mobile devices in real time. Nicely integrated social CRM functionality. Company-wise collaboration through Salesforce Chatter. Quality business data offered through data.com. App Exchange for great third party integration. Get support from multiple sources.

Expensive. No service level agreement.

MS Dynamics CRM Review

Classic MS interface. Guided dialogue to drive consistency & efficiency. Powerful reporting capabilities. Good online support. Auditing feature for tracking data changes. Easily accessible from Outlook. 99.9% uptime service level agreement

No Social CRM Features. Mediocre marketplace for third party solution. Runs on Internet explorer only.

Oracle CRM on demand Review

Easy to navigate interface. Robust reporting capabilities. Solid tools to manage your sales process efficient. Access data offline. Work with MS office applications. Abundant online resources. Monitored communities with good service level agreement.

No social media integration. Lacks third party plugin solutions. Limited support for mobile devices.

SAP Business by design Review

Enterprise wide SaaS business system. Strong in business process automation. Support of SAP Cloud App Store. SAPs database attributable to Business by Design. Linked with SAPs Ideas by Design, an online community and crowd sourcing destination.

Social CRM capabilities are absent. The UI lacks an inviting and stimulating user experience.

CRM Packages-Vendor List

CRM Packages-Some Buying Considerations

Issues addressed by adopting a CRM Solution Package

Marketing to streamline campaigns. Mobile-work force having real time access to customer data. Sales to access a single version of customer truth quickly. Sales can access up to date pricing, marketing and sales information quickly Sales to spend less time finding sales collateral and more time creating and closing opportunities Customer service to resolve problems faster and reduce the time to service customers. Segmentation of customer database to provide focused marketing campaigns. Changing the lead generation tactics based on real time measurement.

Gartner research on CRM Software Packages

Source-Gartner

Gartners Hype cycle for CRM Sales,2012

Gartner estimates 35% of all CRM implementations today use SaaS, growing to over 50% by 2020 according to their projections. Cloud adoption varies significantly across CRM software categories with Web analytics achieving 95% adoption, Sales Force Automation achieving just over 50%, and Configure Price Quote (CPQ) achieving 40%. Sales, Customer Service, Social CRM and Marketing are the four fastest-growing areas of enterprise Sales applications on SaaS. Gartner sees significant growth in Configure Price Quote (CPQ), projecting a market of $300M in 2012, up from $240M in 2011. By 2017, 25% of companies adopting CRM will have extended their customer service contact centers to include social media including Facebook, Twitter and other emerging online communities Price Optimization will experience transformational growth in two to five years. Social CRM (SCRM) for Sales is at the Peak of Inflated Expectations, with 90% of spending for these applications being generated from B2C companies. SaaS-based CRM sales within enterprises are expected to reach $4.48B in 2013, growing to $6.3B in 2015. Salesforce leads all CRM vendors in market share growth, advancing 2.8% from 2010 to 2011 according to Gartners global market share analysis

Transformation of Sales Productivity with CRM Technology for Nissan-Six Ways

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These are a few examples where the combination of sound process with technology results in productivity gains, but there are a raft of other potential improvements both within the sales function and other customer-facing areas such as marketing and support.

Ensuring leads are qualified and sales ready-Tools such as marketing automation
applications can help with this process by scoring leads based on the prospects interaction with the web site, for example, leads which visited the pricing page and signed up for a webinar might score more highly than those that visited the careers page. Robust lead management processes, including nurturing campaigns designed to move a lead into a sales-ready state, can also avoid wasted effort and have a huge impact on sales productivity.

Speeding up quote production the

generation of sales proposals can be a real chore for sales people. Having a range of predefined quote templates integrated into the CRM system can help speed up the generation of quotations, while often improving the quality of whats sent out. This approach also allows companies to test different template formats in order to optimize conversion rates

for many salespeople the down side of making a sale is the paperwork that goes with it. Many order processes are long-winded with the same details being recorded in a range of different documents, spread sheets, and systems. Theres often scope to streamline these processes to free up more selling time, and using the CRM system to support this can be an effective strategy as details about the customer and the sales opportunity will generally already be recorded there. trying to sort out post-sales issues, where whats been delivered hasnt worked or met the customers expectations, can be a big drain on sales time, and this has become more of an issue as the complexity of many products and services has increased over time. Improving the quality of postsales fulfillment can therefore have a big impact on making a sales person more productive. As problems can often originate before the sale, improved controls over the sales, quotation and order management process can often help, as can tools such as configuration management applications.

Streamlining order management

Improving the quality of delivery

 the challenge with managing the on-going relationship with the customer is often getting access to the data required to do the job. Information held in ERP, finance, support, and other customer management systems, often isnt readily accessible to the sales team. Moving customerfacing functions into the CRM system, or integrating with other key systems, can significantly reduce the time involved in handling customer queries, and provide ready access to the information that sales need to better retain and develop the customer.

Creating a 360 degree view

salespeople can spend a lot of time creating reports for their managers to review. In many cases this information already exists in the CRM system, or with modest changes can be tracked there. This not only streamlines the reporting function but also improves the depth and immediacy of management information.

Auto-generating sales reports

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Outside-In Perspective On CRM

Outside-in Perspective: The NextGen CRM

Next Generation Strategic CRM is a new paradigm shift from traditional SMS-based (Sales, Marketing, Support) CRM. Next Generation Strategic CRM encompasses all parts of the business, from traditional sales, marketing, and support, to engineering, manufacturing, operations, to supply and sales channels, to the customer.

Conventional Customers becoming Social Customers

Wants information from multiple sources, the majority outside the enterprise's control. Looks forward to learning about new products and brands primarily through social media and networks first and traditional media second, engaging the business last. Expects an organization's products and brand to be present and active in the same social channels where the customer operates, not in a separate, centrally managed, and disconnected sphere. Demands the organization with which he engages listen and respond rapidly without regard to the channel or department the customer uses to interact.

Breaking the Barriers to Customer Relationship Success

Developing a customer experience strategy that defines the intended experience-specify the kinds of activities, processes, and
resources required to meet or exceed customers expectations across these levels.

Understanding customers and their processes-Knowing their

perceptions, aspirations, behaviors, and the journeys they take with a company to achieve their goals. Experience design tools like personas, journey maps, and voice of the customer (VoC) programs create this shared understanding of what matters to customers and how they want to interact with a firm across business process silos

Developing a customer experience strategy that defines the intended-experience-specify the kinds of activities, processes,
and resources required to meet or exceed customers expectations across these levels.

Having a technology and data ecosystem that enables desired

experiences-To orchestrate the data ecosystem required for key customer interactions, leaders need to use their journey maps to align data and systems to moments of truth, scout for and resolve conflicts that occur across departmental silos, and include IT and data architecture at the customer experience governance table.

What Vendors are still lacking in CRM Packages?

Obstacles to CRM Innovations

CRM has historically been seen as a software tool, rather than a systematic approach to understanding and managing successful customer outcomes (as defined by the customer), and vendors perpetuate the myth. CRM is delivered through sets of features attractive to functional silos within organizations with no guaranteed integration, interdependencies and change management built in CRM product development is iterated around an existing product or platform, and thus is restricted from seeing opportunities that may require something different, or completely new CRM is designed through a process of what can we build and not what set of inter-related jobs can we help a customer do better CRM is seen by organizations as a technology to hire; and not as a customer strategy with complimentary capabilities enabled by select technology

The Road to Reinventing CRM

The Artificial Barrier between front and back office Applications and
platforms supporting silos make it difficult to get jobs done when users must juggle multiple interfaces and cannot contextually collaborate across the organization and/or with customers. We also need to break down the barrier between our internal process (delivering CRM) and our customers process (consuming CRM) in order to better create value with them and not simply for them.

The Job CRM is really hired to do- CRM will have to do much more than
centralize opportunity data and automate one-size-fits-all marketing campaigns. CRM should strive to help its customers achieve their desired outcomes (including our customers customers). The Front-End-of-CRM offers many promises and a new, broader and disruptive definition of the CRM market. Maybe theres a hidden back end as well. There are certainly many gaps in the middle.

CRM la Carte While maintaining integrated rules, data and workflow at its core,
user interfaces will be designed to get specific jobs done, regardless of where the data resides, and do so within the proper context. A one-size-fits-all CRM application is no longer a proper context. Throwing one-size-fits-all accounting and communication systems into the mix just makes the problem worse.

Continuously monitor what CRM customers value Customers value solutions

that help them get jobs done in specific situations and they will measure the success or failure to that end. The job is to learn how they measure it in each customer group. Understanding these measures will be a key building block in a companys competitive advantage. An innovation framework such as this is also something a company can share with its customers.

Disruption of existing business models- In the experience economy, and with

technology changing so rapidly, it has become a required capability to understand where future value will exist, even at the expense of slowly disrupting the business model built over years. CRM vendors (existing or new) that embrace this will remain relevant.

Auto-Telematics & CRM: Revolutionizing Customer Experience(CX)

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CRMSome Case Studies & Research Work

Customer Relationship Management of

Toyotas Customer Retention Strategy-The Lean CRM Process
Customer Pull Requesting information is an example of "customer pull," It is the first point at which the customer becomes known to Toyota, and it triggers a check to see if Toyota already knows the customer. What the company already knows about the customer guides how future touch-points to that customer are delivered. Customer Push Toyota uses every opportunity to sense customer pull and to respond to itand to push exactly what it thinks the customer wants, exactly where it's wanted, exactly when it's wanted. It might send out a customized offer, maybe even a pre-approved credit offer if the customer's credit record with Toyota is good Customer DNA It defines each touch-point most likely a contact or a campaignthat a customer is likely to have with Toyota. The touch-point trigger, the touch-point delivery process, previous or subsequent touch-points, the roles and responsibilities involved and the business rules that control how the touch-point is executed

Touch Point Implementation

Toyota implements the touch-points through the Unica Affinium campaign management system (CMS). A regular process automatically reviews what is known about each customer and decides whether a touch-point should be triggered. If more than one touch-point is appropriate at the same time, it also decides which one has priority and what happens to the other. if the customer requests information about a new model, the request will automatically trigger a review process to identify the best touch-point and which touch-points should be triggered as a follow-up.

Customer Relationship Management of Continued

Toyota-SFDC partnership
Toyota and salesforce.com launched Toyota friend, a private social network using Salesforce Chatter with electric and plug-in hybrid vehicles.

Real time customer feedback including driver seeking advice on some issue

Send consumers a variety of product and service information

Access TF through smartphones and other mobile devices

Consumers can extend interaction to other social networks also.

"This is a network in which customers can talk to other owners and dealers, and Toyota can now capture all of that internally as opposed to having to go externally to get it." Forrester Research

Customer Relationship Management of

GM has recently consolidated its aftermarket division. It focuses on driving customer loyalty to increase incremental revenue once the customer has purchased a vehicle. It also focuses on tracking customer behavior that drives targeted campaigns .
General Motors' OnStar navigation and connectivity system
OnStar Turn-by-Turn Navigation, full GPS navigation. OnStar Vehicle Diagnostics is a service that checks some of your vehicle's operating systems, collects maintenance and service information and summarizes the data OnStar's Advanced Automatic Crash Notification calls the communications center for you if your vehicle is involved in a frontal, rear or side-impact crash OnStar Hands-Free Calling is a voiceactivated system that's integrated into your vehicle. OnStar's Stolen Vehicles service kicks in to help pinpoint your car or truck's location if it's stolen. With the Door Unlocking feature an OnStar advisor can send a remote signal to open doors in vehicles equipped with power locks

OnStar was rewarded for its excellent service with the Customer Service Institute of Americas (CSIA) award for Internation al Service Excellence in 2011

Customer Acquisition & Retention Cycle

CX Research by Oracle

Improvements to introduce

Capegeminis 14th Annual Global Automotive Study, Cars online 12/13

The study surveyed more than 8,000 consumers in Brazil, China, France, Germany, India, Russia, the UK and US, and provides a detailed analysis of consumer vehicle buying and ownership behavior around the world, including research and buying patterns, social media usage, online buying, green vehicles, smart phone applications, connected car services and aftersales.

Key Findings Loyalty to brands and dealers is on the rise. Despite the digital transformation that is occurring in the automotive and other industries, the dealer is still an integral part of car buying. Shoppers increasingly expect the showroom to be informative, interactive and entertaining. The best dealers seamlessly connect the virtual and the physical. The buying cycle continues to shorten with an increasingly demanding customer. Connect me technology enhances the ownership experience. Social media continues to influence consumers, especially in developing markets and among younger buyers. Alternative mobility solutions are seen as a viable alternative for purchasing.

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Nissan In the Current Car Market

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