Slideshare crm
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The document discusses a value proposition for successful customer relationship management (CRM). It summarizes that the company's primary purpose is to increase business performance across the customer lifecycle using proven tools and processes. The company offers access to CRM intellectual property and experienced consultants. It asserts that the typical CRM approach focuses too much on capabilities and not enough on financial impact, while the company's approach emphasizes sources of value and realizing financial returns through CRM.
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Slideshare crm
- 1. Successful CRM From the outside in and inside out retention . efficiency . acquisition . penetration
- 2. Our Value Proposition Our primary purpose is to increase your business performance throughout the customer acquisition and customer development lifecycles. Using innovative, proven tools, processes, Intellectual Property (I.P.) and 20 years‟ know-how we clearly identify, plan and implement improvements to accelerate your customer management capability, delivering financial bottom line improvement. We are fully committed to enhancing your ability to be a leader in the sectors you choose to compete. We offer unparalled access to Customer Management I.P. developed by us and our best of breed global consulting partners, providing you with access to thought leadership and cutting edge solutions Our people are highly experienced and have blue chip backgrounds with both industry and consulting firms Put simply we are in business to enhance yours…. retention . efficiency . acquisition . penetration
- 3. What‟s wrong with the typical approach to CRM/CM ? Typical approach Focus: Capability building - technology - processes - techniques - skills Mindset: What do I need to implement to be „Good at CRM‟? Underlying Put lots of CRM „stuff‟ in place, beliefs: and the value will fall out Being good at CRM will lead to financial impact retention . efficiency . acquisition . penetration
- 4. What‟s wrong with the typical approach to CRM ? Typical current approach REAP CRM Value based approach Focus: Capability building Sources of value and what I have - technology to do to realise them - processes - techniques - skills Mindset: What do I need to How can I use CRM best implement to be practice to improve my bottom „Good at CRM‟? line? Underlying Put lots of CRM „stuff‟ in place, CRM is a business model that beliefs: and the value will fall out focuses on financial returns –not warm, fuzzy measures Being good at CRM will lead to Focus on financial impact will financial impact produce financial impact – begin with the end in mind retention . efficiency . acquisition . penetration
- 5. Can we firstly agree on simple truth….. “There is only one profit centre and that is the customer.” ………… Peter Drucker • Sustainable long term growth/shareholder value can only come from how you manage your customer relationships, deal with competitive threats and optimize cost to serve retention . efficiency . acquisition . penetration
- 6. A definition of Customer Management The Business System by which companies designwhat they do so that theydeliverthe right customer experience toacquire, retain anddeveloptheirtargetcustomers, efficiently, in a way which is mutually rewarding to their customers, theiremployeesand their shareholders Neil Woodcock - 2003 retention . efficiency . acquisition . penetration
- 7. The formula for CRM Success (Knowledge + Skills + Process) x Mindset = Exceptional Performance retention . efficiency . acquisition . penetration
- 8. We helpclientsbecome efficient & effective at the Customer Level Acquire new and more profitable customers Direct Increase revenue and profitability from existing customers Advantage Sustained Competitive Competitive Revenue Impact Increase customer loyalty and increase relationship durations Increase Return on Revenues Increase brand value and align with customer experience Customer Relationships Indirect Unify customer experience across touchpoints Revenue Impact ($) Match experience promised with experience received Increase Profitability Improve productivity and ROI in marketing, sales and service Investment in Direct Cost Customer Reduce overall costs of customer acquisition and retention Relationships Reduction Simplify processes and technology infrastructure ($) Reduce Costs Decrease time to market for new products and services Indirect Cost Reduce frictional costs of transactions Reduction Reduce fulfilment errors retention . efficiency . acquisition . penetration
- 9. Embed CRM Process retention . efficiency . acquisition . penetration
- 10. The “onion” model Knowledge management & sustained improvement Measuring the Progress Managing the Change Assessing the Impact of Vision on Customer & Organization Modeling the financials Checking Feasibility of the Vision Creating The steps to deliver the Vision value within the organization
- 11. FRAME process - Underpinning our approach “Line of Sight” Customer Management is a business system Considers full 360° view Enabling capabilities visibly linked to financial contribution retention . efficiency . acquisition . penetration
- 12. The 4 Customer and Business Levers that are at the core of our approach retention . efficiency . acquisition . penetration
- 13. Inputs from Client Win Strategic Strategic Value Change Resource Interviews Keep Dimensions Priorities Segments Feasibility Allocation Develop Workshop Workshop Cost retention . efficiency . acquisition . penetration
- 14. Our view of strategic CRM provides.. retention . efficiency . acquisition . penetration
- 15. Thank you REAP Consulting – for further information contact info@reapconsulting.net Or visit www.reapconsulting.net retention . efficiency . acquisition . penetration
Notas do Editor
- We talk about inside out and outside in – Need to take into account how you are organized internally for customer, but equally you need to represent Voice of Customer (VOC) in your planning and capabilities
- Message here is that you are in safe hands. Many years’ experience dictates that we know what we are doing and have partners who believe in exactly the same things. The bottom line statement is that we do what we do to enhance clients’ business, not provide solutions that cannot be tied directly to financial success
- Given our focus on REAP measures, we need to align the Customer Management model with the generation of trading profit. In this way the financial benefits of CM are always measured and tracked demonstrating ROI for the programme
- Firstly we have a model that is more than 15 years old that shows all of the components that constitute good Customer Management Practice. We believe there are only 4 business levers that nay business can manipulate for results – they are Retain more profitable customers, apply appropriate costs to serve relative to customer contribution or value, acquire more profitable customers at an optimized acquisition cost and cross sell to existing customers – hence our name
- We interview key stakeholders – against a structured questionnaire, but it is in a conversational style. We do however seek evidence to prove and stated claims.Understanding where value is being generated from customers is extremely important. Once we have this we can then work with a client in applying different strategies – e.g. Increase market share and model the impacts and benefits that this would have for the Business.The strategic dimensions (there are 20) are directly related to over 350 key CM practices, which are the basis for the audit and scoring part to address “where are we now” in terms of capability. The strategic dimensions are used to indicate the future state that the organization wishes to attain. We facilitate the feasibility of that change – is the client trying to be too ambitious. Finally we can work out from the desired future state what are the resources required to deliver the blue print to the future.