1. Logo client
Customer Process Management (CPM)
Increasing a company‟s competitiveness

2. – Draft –
Agenda
• Introduction
• Our CPM offering, approach & recent assignments
• The House of Marketing
Presentation1 2

3. – Draft –
Customer process management allows to tackle some
major marketing challenges marketers face today
Customer Process Management is about…
*
… understanding the voice of the customer
… increasing a firm‟s competitiveness by
reducing waste
… building competitive advantages
… aligning different channels
… understanding who does what
Based on the 2012 YMS, we see Marketing still needs to work on defining / reviewing processes
Source: Yearly Marketing Survey 2012 – The House of Marketing
* Indicating this challenge as one of their top 3 challenges
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4. – Draft –
Objective is to do things better with optimized processes
and to align the organization to deliver outstanding
customer experience in each customer touch point
Do things better with optimized processes … … and develop a customer-centric approach
Coming from …
• Weakly defined marketing processes
Touch
• Lack of clear roles & responsibilities Point Touch
• Time to market depends on goodwill Point
• Hard work leads to basic quality
Touch Customer
Point
… and going to Touch
• Processes are defined and shared Point
• Everybody know who does what & when Touch
• Time to market is shorter & more predictable Point
• Qualitative results in line with efforts
Strategy
Customer Experience is the competitive battleground of today‟s economy
Presentation1 4

5. – Draft –
Due to internal & external challenges, lots of companies
today need CPM in order to continue to be competitive
External challenges Internal challenges
• Mergers & Acquisitions
• Silo management
• Changing market conditions
• Lack of dialogue between BU
• Increasing competitive pressure
Competitive • Unclear „who does what‟
• Lack of customer loyalty Advantage
• Long time-to-market
• Negative brand perception
• Excessive costs
• Unprecedented budget cuts
• Repeated performance errors
Customer Process Management (CPM) projects are centered on marketing and extends to
surrounding sales, support and services organizations and aids firms in creating an organizational
structure with aligned roles, responsibilities and processes to stay competitive
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6. – Draft –
Processes are enablers to translate business objectives
into business results
Vision
Mission Business ambitions
Value proposition Value creation Value capturing
Environmental & competitive scan
Marketing Marketing Customer Equity Marketing value
Auditing
strategy drivers
Segmentation & Products / Technology
targetting Intention Behaviour
Services Acquisition
Business objectives
Business objectives
Business objectives
Awareness Price Premium
Engine
Business Paradigms Purchase Process &
Business results
Experience
Perception & Retention
Communication Reputation Commitment
Market share
Balance scorecard
Positioning Recommen-
Relationship building Preference
dation
Channel Management
Scope
Price Positioning
Marketiing Performance Management
Deep Channel & Customer Insights
Marketing plan
Return on Investment
Innovation
Enablers
Commercial Process
Employer Branding Technology & Systems
Management & Organization
Presentation1 6

7. – Draft –
Agenda
• Introduction
• Our CPM offering, approach & recent assignments
• The House of Marketing
Presentation1 7

8. – Draft –
The efficient customer centric organization is closely
aligned on 5 faces
1
Customer Insights • Understand Client
Journey
Strategy • Link measurable customer metrics
Commercial Strategy to stakeholder value
The Efficient Customer Centric
2
Tangible Business Results
Core
Commercial Organization
Processes
• Align the core and TO-BE process
TO-BE with customer expectations
Process
The Customer
Processes • Assess AS-IS process, identify
value gaps and improve
AS-IS
Processes
3 • Define and align roles &
Roles and
Responsibilities responsibilities along end-to-end
Organization processes
Structure • Ensure optimal organizational
structure
4
Culture and • Identify opportunities for training
People Capabilities and coaching
5
Business
Business • Ensure an enabling IT
Technology Requirements
Requirements infrastructure
Processes are a crucial part in building a customer centric organization
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9. – Draft –
THoM supports companies in developing efficient
processes and to define clear roles & responsibilities
Most CPM projects start with improving the core processes…
Core AS IS
TO BE process
Processes processes
Step 1 Step 2 Step 3 Step 4 Step 5
DISCOVER MAP ANALYZE IMPROVE CONTROL
Process
• Perform an • Map AS-IS • List pain points • Map TO BE • Define KPI‟s and
inventory of core • Gather SIPOC
processes based and identify processes and control
processes on interviews
• Model areas of validate during improvement
• Conduct an •AS-IS AS-IS
Confirm improvements workshop metrics.
analytical review processes during on AS IS process • Define detailed
to rank process processes
workshops • Propose, process
in terms of • Verify results evaluate and descriptions,
criticality prioritize RACI and tools
• Select most improvement specifications
critical processes opportunities • Implement new
for review processes
… followed by defining roles & responsibilities within the organization
Roles (departments, people) involved in the
process
Organization
R – Responsible
A – Accountable
C – Consulted
I – Informed
Presentation1 List of activities and decisions

10. – Draft –
Companies face some important challenges to implement
an efficient customer-centric approach
Give a „central‟ role to your marketing Optimize processes to improve overall
department to ensure consistency across all marketing department performance and
touch points. This can be synonym of reviewing efficiency and also guarantee a better
the company‟s organizational structure, or at communication and collaboration amongst
least the roles and responsibilities. different departments.
1 2
Review Marketing Optimize marketing
organization processes
4 3
Integrate customer Integrate online &
insights offline channels
Integrate customer insights in the decision The integration of online and offline. Reinforce
making-process and follow impact of consistency at all touch points to improve
marketing actions through well defined KPI‟s. customer experience.
This can only be possible if you start mastering
data internally.
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11. 1 Review Marketing
– Draft – organization
Optimize marketing
processes
Integrate customer Integrate online &
Review Marketing Organization
insights offline channels
Central role of marketing Our approach
To implement a customer-centric approach across the whole company,
marketers will need to play a central role :
• Screen marketing department
CPM Strategy
• coordinate and oversee customer-focused functions including R&D, customer internal organization to
service, market research, and CRM assess efficiency
• ensure consistency at all touch points • Review the role of Marketing
• remove obstacles to the flow and quality of customer information department within the
• use KPIs to measure (by metrics such as customer lifetime value and customer company
equity) company‟s overall performance • Set-up a revised
organizational design
The design of the new organizational structure should be based on 6 main • Map or define business
principles in order to: processes where marketing
should be collaborating with
Processes
• gain consistency and flexibility
other departments to ensure
• convey a positive message to all people working within the company
customer-centric activities at
all levels of the company
1 4
Empowerment enforced with end-to- Design of a customized structure in • Define validation and
end responsibility, increased which quality, expertise, added- reporting processes
autonomy and accountability value and creativity can be • Implement and follow up KPIs
demonstrated
2 5
Simplicity through the reduction of Integration of „Brand building‟ and • Review roles and
hierarchy levels and assessment of „Positioning‟ activities and new responsibilities to empower
Organization
department size initiatives to reinforce the brand marketing department
identity • Review organizational
3 6 structure and define which
Efficiency & Performance gains due activities should be
to improved processes, tools and Improved internal and external supervised by Marketing
overall time to market (automation & collaboration
outsourcing)
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12. 2 Optimize marketing
– Draft – Review Marketing
organization processes
Integrate customer Integrate online &
Optimize Marketing Processes
insights offline channels
Marketing process optimization Our approach
The reason for launching a Marketing process improvement (MPI) project
is mostly to improve the day-to-day work of marketing team by tackling all • Performing an inventory of
CPM Strategy
pain points they face. core processes to scope the
most critical processes and
• Some processes are inefficient and can be optimized prioritize their review
• Processes are often not documented • Map the AS IS processes to
• Roles and responsibilities of the marketing sub-departments are not always clear understand the current
and not properly communicated internally nor towards other departments situation
• Understanding of detailed job description and content may disappear when a
person leaves the company
• Analyzing pain points to
identify areas of improvement
and propose action plans
Processes
• Proposing „TO BE‟
In that perspective, we conduct in-depth review of your marketing processes that contain the
processes to understand AS IS situation, identify pain points and propose improvements
customized TO BE processes as well as clarified roles & responsibilities.
Our objective is mainly to help your department achieve performance:
• Propose realistic solutions with regards to the company‟s culture
• Analyze interdependencies to reinforce roles & responsibilities of the department
• Defining KPIs to control
• Focus on improving lead times and efficiency
Organization
proper implementation and
• Propose changes as well as quick wins & prepare the transition with good change improvement matrix
management tips to acquire the internal buy-in
• Define KPIs to monitor and share progress made on efficiency & performance
Presentation1

13. – Draft – Review Marketing
organization
Optimize marketing
processes
Integrate customer 3 Integrate online &
Integrate online & offline channels
insights offline channels
Cross-channel approach Our approach
Our hyper-fragmented world with numerous communication channels
explains easily the importance of a cross-channel approach • Reinforce consistency at all
CPM Strategy
touch points to improve
• The modern customer is a cross-channel customer customer experience
• Different messages are launched via different channels • Leverage customer insights
• Lack of understanding across online and offline
- When an online message is relevant or when mass media will do the job • Analyze how various media
- Of the cross-channel interactions of the customers tactics are performing
- Of the importance of the integration of online and offline
• Lack of data quality & KPI‟s to measure ROMI
• Organization isn‟t adapted to the integration challenge of online & offline
• Develop a process to
integrate online and offline
marketing efforts
Processes
In that perspective, we want to develop a structural marketing • Define KPIs to measure ROMI
reorganization as well as a process adaptation to obtain the integration of of offline, online and their
online and offline channels. interdependency (cross-
channel measurement
Our objective is mainly to obtain a strategy of online and offline synergy : framework)
• Identify ideal media mix
• Understand cross-channel causality
(impact online research on offline sales; online content on offline sales; store
visits on online sales; online marketing activities on offline sales and vice versa) • Define an organizational
• Develop a cross-channel measurement framework structure to integrate online
Organization
(metrics & data points to analyze the performance of various media) and offline departments
• Integrate online and offline customer intelligence to make better decisions • Define RACI for the
• Define the ideal media mix collaboration of online and
• Provide consistent branding throughout the different channels offline
Presentation1 13

14. – Draft – Review Marketing
organization
Optimize marketing
processes
4 Integrate customer Integrate online &
Integrate Customer Insights
insights offline channels
Understanding customer data Our approach
Companies are today confronted with a mass of data but often don‟t know
how to understand this data and to translate the data to customer insights. • Mapping of Marketing &
CPM Strategy
Business needs related to
• Increasing amount of information available. What should be measured? customer intelligence
• Lack of measurement is an issue to deliver strong customer experience • Identify potential data
• How and who should derive customer insights? sources within the company
and analyse usability
1
2
Define what to • Develop a data quality
measure Gather process
• Define KPI‟s to manage &
Processes
customer
measure data quality
data
• Define processes to share
customer insights internally
Evaluate
& fine-
tune
Derive
5
customer
• Define roles & resp. related to
insights 3 data management
Organization
• Define organizational
structure to optimize usage of
Define action
customer data / intelligence
& roles
4
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15. – Draft –
THoM develops a tailor made approach for your specific
CPM challenges ...
Analyze current Define pain points Implement the TO- Control & monitor
situation & and the TO-BE BE processes & TO- (KPI‟s)
understand AS-IS processes & BE organization
processes & organization
organization
Deliverables: Deliverables: Deliverables: Deliverables:
• Analysis of existing • Workshop to discuss • Internal communication • KPI‟s to manage
info on processes & the current pain points of the To-Be processes efficiency of To-Be
organization • To-Be processes and and roles & processes and roles &
• Internal interviews to roles & responsibilities responsibilities responsibilities are
understand AS-IS are clearly mapped • Professional Change defined & measured
• All stakeholders are Management plan to • Action plan to react on
involved as from the implement successfully evolution of KPI‟s
start
Project duration & budget depend on company needs & scope.
(high level budget estimation: 80 k – 120 k EUR)
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16. – Draft –
... and offers the possibility to perform a CPM quick scan in
6 weeks to identify pain points within the organization
FROM: Chaos TO: Efficiency
Scan the surface
(internal interviews)
2 weeks
THoM CPM Quick Scan High level analysis of AS-IS
processes & organization
3 weeks
Discuss identified pain points &
how to improve (workshop)
1 week
Deliverable: high-level analysis of the AS-IS processes & organization and identification of the pain points.
Development of the To-Be processes & organization and implementation aren‟t included in the CPM quick scan.
A CPM quick scan can be performed in 6 weeks to identify process & organization pain points.
Budget estimation: approximately 45 k EUR (budget varies according to company needs)
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17. – Draft –
CPM projects are a long-term investment. More efficient &
customer-oriented processes will generate a positive ROI.
Increase
efficiency
Reduce costs
Competitive advantage
& client satisfaction
Improve quality
Customer
oriented
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18. – Draft –
THoM CPM Credentials
• HR Services Company – Defining the sales & • Waste Management Company – Improvement of lead
marketing organization to support the customer generation processes and optimization of
oriented strategy and more efficient commercial relationship management
activities
• Pharmaceutical Company – Analyze the current
• Financial Software Developer – Redefinition of innovation approach and formalize the innovation
Marketing Organization to enable the client to reach process into a market driven innovation approach
its growth objectives
• Retailer – Develop customer centric marketing
• Manufacturing Sector – Implement a customer processes
centric approach & define roles & responsibilities of
product managers
1 2
Review Marketing Optimize marketing
organization processes
4 3
Integrate customer Integrate online &
insights offline channels
• HR Services Company – Define processes and • Utilities Industry – Formalize process to align online
segment-oriented marketing dashboard to increase & offline channels
usage of market & business intelligence in daily
marketing activities
Presentation1 18

19. – Draft –
Agenda
• Introduction
• Our CPM offering, approach & recent assignments
• The House of Marketing
Presentation1 19

20. – Draft –
CPM is closely related to our other marketing expertise's
• Market Intelligence • Business & Marketing Planning
I. Strategic • Segmentation • Employer Branding
Marketing • Branding & Positioning • Sustainability
• Pricing • Social Media
• Product/ Brand/ Category • Shopper Marketing
II. Go-to-Market Management • Customer Relationship Management
• Communication (offline & online)
• Customer Process Management • Marketing Audit
• Organization & Change Management • Marketing Coaching & Training
III. Organization
• Customer Expectations
capabilities
• Marketing Dashboards
IV. Performance • Marketing Performance Management
Management • Customer Lifetime Value & ROMI
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21. – Draft –
We are delivering tangible value by bridging the
knowing doing gap…
CLTV
Targeting
ROMI
Segmentation
Industry Analysis
Positioning
Strategic excellence
Competitive Analysis Marketing Strategy
Market Branding
Intelligence Strategy
Customer & Product &
Brand Equity Channel Mgt
Marketing Mix Evaluation Communication Mgt
Customer Satisfaction Marketing Planning Operational pragmatism
Marketing Audit Organization Mgt
Coaching CPM
& Training CRM
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22. – Draft –
… and combine strategic excellence and operational
pragmatism in a unique way
Strategic excellence Operational pragmatism
Our marketing consultants Our marketing consultants
• Have proven track record in • Have demonstrated capacity to make
strategic marketing advice things happen within complex
companies as well as in local action-
• Team up with your “best in class” driven business units
high potentials
• Apply practical knowledge of
• Create relevant insights in the successful corporate sales &
business marketing organizations
• Identify the true leverages for • Turn initiatives into tangible action
significant improvements plans
• Turn opportunities into structured • Help you to implement successfully
and prioritized business initiatives strategic recommendations
We help you building & transforming strategic objectives into well-
considered and successful business initiatives
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23. – Draft –
We are testing, challenging & consulting the marketing
community for more than 15 years…
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24. – Draft –
… and have a clear vision on how marketing has to evolve
• Strategic consistency
• Prioritize & choose the right target group
• Consistent brand across all channels
• Seek leadership in specific category
• Customer centricity
• Detect trends & act
• Early warning systems & processes
• Willingness to change
• Flexibility & Speed
• Innovative company culture
• Diversity of profiles
• Idea generation process
• Idea valuation
• Porosity & open-mindedness
• KPI‟s & dashboards
• Scenario analysis & ROMI
• Connect with marketing intelligence
• Analytical culture & skills
• People: yours & every stakeholder
• Planet: ACT on innovation, packaging, promotion...
• Profit: business-minded marketers
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25. – Draft –
Contact The House of Marketing
Grégory Delens
Mobile: +32 (0) 479 749 746
E-Mail: gregory.delens@thom.be
The House of Marketing
Kardinaal Mercierplein, 2
B-2800 Mechelen
Belgium
Office +32 (0)15 444 000
Fax +32 (0)15 444 044
www.thehouseofmarketing.be
Join us on LinkedIn
Follow us on Twitter
Presentation1 25

26. – Draft – Back-up
Agenda
• Introduction
• Our CPM offering, approach & recent assignments
• The House of Marketing
• Credentrials
Presentation1 26

27. – Draft – Back-up
Optimize commercial processes and organization to recover
sales increase
French player in the services industry
C
H Due to increasing competition and the shift to a volume BENEFITS FOR THE CUSTOMER
A
L
based strategy in the market, customer had to reinforce
L the structure and processes of its commercial
E
N department. • Starting the new year with a reinforced commercial
G
E
structure at national level, clear objectives for each
commercial and a more attractive commissioning
 Analysis of the French‟s market‟s full sales potential system
 Overview on current sales ratios (per commercial, • New segmentation of client‟s portfolio with specific
geographical area, sector, transformation rates for commercial approach for each segment
opportunities into sales…) • Strong adhesion of directors and commercials in the
 Development of a new client segmentation changes involved by the project
 Redefinition of commercial sectors based on the
quantification of the potential and identification of the • Reduction of sales force by 5 FTP (using current
optimal sales force to reach. Match between these two vacancies while optimizing the coverage of sales
M criteria to reallocate accordingly the commercial force potential)
E among the country. • Increase of sales objectives by 21 M€
T  Review of the data bases to ensure the good
H reallocation of new client portfolio to each commercial
O Benefit of THoM assignment:
 Development of sales plans at national and local levels
D +7%
O  Mapping of the optimal commercial processes and the
roles and responsibilities involved at each step
 Assessment of the management team and
recommendations on the ideal structure to reach
 Setting up of new objectives for the coming year per +7%
commercial and review of the commissioning system 100% 107%
 Establishment of clear missions for both sales and
marketing teams with the objective to ensure effective
communication between both departments
S • Duration: 1,5 FTE for 5 months
C
O • Function: Consultant Actual Setting up of Targeted
P • Role of THoM: Project management; development of revenues new new
E revenues
tools; planning and conduct of workshops; analyses commercial
objectives
Presentation1 27

28. – Draft –
Process Management: Decreasing marketing project lead- Back-up
times by 50 %
B2B Marketing Department, Utilities Sector
C Implement business processes in B2B Marketing
H
BENEFITS FOR THE CUSTOMER
Department Belgium in order to:
A
L • Decrease costs of marketing campaigns/ projects
L • Decrease lead-times of marketing campaigns/ • All core Marketing processes on paper (11): a platform to
E projects not only question what they are doing but also how they are
N • Improve collaboration between internal doing things. A continuous improvement mindset across the
G departments: M&S, Legal, Comm., HR department.
E • A Marketer toolbox was created with all relevant tools, or
documents that needed to be used throughout marketing
1. Map the TO BE processes
processes/ projects.
Analysis of core tasks within the marketing team lead to the
creation of optimal core “To Be” processes: from planning, to
• Proposal made wrt a consistent project management
product development, to launch and KIR. 11 processes in total. approach to use during all Marketing projects.
2. Map the AS IS processes • A clear roles & responsibilities charter with all interacting
Analysis of the current way of working in the form of departments: consensus on key tasks
workshops and interviews. Identification made of pain points,
gain points and improvement opportunities
M 3. Gap Analysis and Implementation Plan
E
• Decrease in lead time by 50% and in some cases 70%
- Gap analysis made of the TO BE and AS IS processes.
T - Action plan definition to realize improvement opportunities
H 4. Implementation and testing of processes
O - Allocation of process owners within the organization.
D - Trainings conducted.
O - All processes were tested through pilots to ensure the optimal
results could be reached.
5. Meeting charter and Project Management method
- Design meeting charters to be used in key meetings.
- Validation process created with key tollgates and quality
KPI‟s.
6. Inventory of Marketing Tools: 56 tools were provided in
total
S • Duration: 1 FTE during 18 months
C • Function: Project manager
O • THoM‟s role: Project coordination, project management,
P design of process related, validation meeting, tool
E developments, KPIs definition, training material development
Presentation1 28

29. – Draft – Back-up
From product to customer focus: Increase client and market
dimension within product management & into mkt processes?
Belgian market leader in switches and socket outlets in the sector of manufacturing
C Today the marketing department lacks clear definition of the
H roles & responsibilities within the team. Also the efficiency can be BENEFITS FOR THE CUSTOMER
A optimized in the team since no sufficient procedures and
L processes exist with clear defined ownership which leads to
L • Defined clear roles & responsibilities of different Product
inefficiency since team members developed different ways of
E working. Further the product mgmt (PM) department focuses too Managers (junior PM, PM, Senior PM) within the Marketing
N much on the product solutions instead of the customer needs and team. The „good‟ practice helps to create focus in the team
G expectations. and facilitates decision taking on which projects to be done
E and when they can be done (resource planning).
Project Purpose: Clarify roles and responsibilities within the
marketing team and increase process driven working to increase • Developed a process for each of the defined process in
efficiency and market & customer orientation within the scope which will enhance the efficiency within the Marketing
marketing department by optimizing following processes: department and which clearly states and identifies ownerhip of
− Roadmap process defined actions with with clear roles & responsibilities
− Commercial planning Process (Yearly Budget Cycle & Marketing Plan)
− Roadmap process
− New Product Launch
− Detail the role of product mgmt within new product development − Commercial planning Process (Yearly Budget Cycle &
− Marketing communication: Promotion process, product catalog process, Marketing Plan)
collateral process − New Product Launch
M To define the roles & responsibilities within PM following method − Detail the role of product mgmt within new product
E was used: development
T − Performed several interviews to gather input on all tasks performed
− Marketing communication: Promotion process, product catalog
H − Performed a 1 day training with all pm to list consolidate all tasks and
established list of all day-to-day product management tasks – with RACI process, collateral process
O model
D − Performed a refreshment workshop with all pm‟s
− Established „good‟ practice time spending on day-to-day PM tasks
Performed interviews and workshops to develop the optimized • With the defined processes developed templates (e.g.
processes for the Marketing department. For each process a 4 Briefing document between PM & communication to
step approach was followed develop collateral or promotion action, e.g. Marketing
− Analyze AS-IS situation: perform desk research & interviews
− Workshops to describe the AS-IS & identify improvement area‟s plan,...) to facilate and support the developed processes to
− Workshops to define the TO-BE process decrease time to perform the process (e.g. Develop a
In total 60 interviews were performed and 29 workshops (3h) promotion or collateral will be facilitated and shortened by
were conducted. introduction of a clear briefing template).
• 1 MC for 7months 38 md‟s & 1 senior consultant 50% during 7
months - 90md‟s => total # md‟s = 128 day‟s • Increased customer orientation with the Marketing
S
C • Function: Consultant project within Mkt department department.
O • Role of THoM: desk research, perform interviews, prepare and
P execute workshops, consolidate findings into finalized • Defined an internal responsible for each established
E processes with clear ownership & timelines, develop process in order to assure follow-up and continuous
templates, feedback to marketing director and management improvement of each of the defined processes.
Presentation1Team of Niko.

30. – Draft – Back-up
Aligning an organization towards a B2B operational excellence
A leading mobile operator
• Agree upon a Group strategy for a newly created BENEFITS FOR THE CUSTOMER
C
business unit
H
A • Agree upon the value proposition (commercial offer)
L we can commercialize today • Definition of the possible business models
L • Agree upon core processes, macro-processes & • Alignment of 3 organizations on the same processes
E
detailed processes with clear organization and Roles & Responsibilities
N
G • Agree upon the detailed RACI model • Clear communication flows towards B2B customers
E • Align 3 group entities that were recently integrated
• Identification of
into the Group on the same way of working
• Open strategic questions
• Key gaps in organization
• Core team definition; 1-2-1 meetings
M • BPM Super system definition "The structured, tested approach THoM took in working
E with our team delivered clean, documented results
T • MVNO Strategy validation
bought into by all parties. The precise basis we needed
H • “MVNO” offering definition
O
for taking the business further. An exceptional result.“
D • Core processes identification, definition & design – Lead Manager, Belgacom Mobile
O • Detailed processes & RACI definition
• Validation
• 1 FTE during 5 months
S • Function: Project manager
C • THoM‟s role: Project coordination, project management,
O
P design of process related to product innovation,
E development & management, coaching of customer‟s
team
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