Sage Accpac CRM Solutions Engineer IT Symposium. Build It & They Will Come. Keith Fenner Director Strategic Sales Softline Accpac Sage Group Plc

Transcription

1 Sage Accpac CRM Solutions Engineer IT Symposium Build It & They Will Come Keith Fenner Director Strategic Sales Softline Accpac Sage Group Plc

2 Does this sound familiar? Dialling a Call Centre 1. Hold and wait for minutes, even on premier lines 2. Press combination of 3, 6, 4, 7, 2 and then get cut off back to stage 1 3. Re Dial Anger levels rising follow same procedure 4. IVR kicks in and asks to key in pertinent data 5. Finally get through to agent and they never got the data so spend next 5 minutes confirming everything from age to address to what you ate yesterday for breakfast 6. Eventually through security and embark on asking what you need 7. Refer to previous conversation agent has no view 8. Repeat complaint / enquiry 9. Find out agent cannot assist and manager busy 10. You will have to call back is the request 11. Ask if they could contact me? Not possible no outbound allowed 12. Query what country these guys are in? 13. Realise that is why they wont call back 14. Ask if they know you spend R500,000 a year? 15. Ask if they know you are calling in response to their outbound marketing? 16. Decide to give up and take business elsewhere

3 Contact Centre A Definition A contact centre is a central point in an enterprise from which all customer contacts are managed. The contact centre typically includes one or more online call centres but may include other types of customer contact as well, including newsletters, postal mail catalogs, Web site inquiries and chats, and the collection of information from customers during in-store purchasing. A contact centre is generally part of an enterprise's overall customer relationship management. A contact centre would typically be provided with special software that would allow contact information to be routed to appropriate people, contacts to be tracked, and data to be gathered. A contact centre is considered to be an important element in multichannel marketing.

4 Contact Centres A Central View Process Automation Contact & Customer Management Service & Support Automation Salesforce & Marketing Automation Consider the following: Individuals or Enterprises Divisions of large businesses Integration to ERP Operational Systems Databases Marketing Functionally defined workgroups / profiles Customer Service Support and Automation

5 Businesses need a single view of their information

6 The Sales View Sales Director Views Sue as: A great customer! One of the original customers from when the company was first founded Entitled to an additional 10% discount Having recently moved to impressive new offices at a new office park

7 The Marketing View Marketing Director Views Sue as: Having received five promotional campaigns this month the only activity she responded to was the event at the racecourse which cost R 2,100 per person Only purchase this month was for R 3,150 which included a R 350 discount

8 The Support View Views Sue as: A nightmare!!! Having over 20 calls using more than 13 hours of support time Costing R 3,500 last month to support Support Manager

9 The Finance View Views Sue as: Costing too much to serve 90 days past due On Credit-hold Phone number is disconnected Cost Discount = R 350 Marketing = R 2,100 Service = R 3,500 Total = R 5,950 Revenue Sales = R 3,150 P/L = R (2,800) Finance Director

10 Benefits of Centralised Call Centre Data Benefits to Sales: Access current product information, pricing, discounts and inventory when creating quotes or taking orders View account credit status, terms, and account balance before placing order Service customers better with immediate access to invoice, payment, outstanding balance, and aging information Use processes to follow up with customers after they purchase Analyse past product purchasing information to plan future sales and marketing campaigns Benefits to Accounting: Ensure the sales orders are accurate and complete Drive product pricing and discounting into CRM from the back-office systems Eliminate need to respond to inquiries from Sales regarding product, orders, invoices, and outstanding balances Reduce duplicate data entry of orders and customer information

11 Benefits of Centralised Call Centre Data Benefits to Management: Increased efficiencies across the organisation and higher levels of customer service Orders get to accounting quicker Customers receive product sooner The company gets paid faster Salespeople get commission payments earlier Customers are serviced better Ability to view and report on Top Customer Lists, Customer Accounts, Receivable Aging List, Credit Hold List, Unprocessed Orders List, Collections Letters via Mail Merge, Credit Alerts/Notifications

12 The Four Facets of CRM Must be Accessible Customer Service Case management Knowledgebase and solutions Service level agreements Web self service Return Sales Materials & Marketing Authorisations Automation Process Automation Process Automation Workflow Alerts Contact and notifications & Customer Management System access and user administration Customisability New entities (e.g. Project ) New screens, tables and fields Integration & Web services Improving customer facing processes to get more customers and sell more Lead, opportunity and pipeline management Sales force management and forecasting Marketing campaign and budget management Order entry and quotations Service & Support Automation Salesforce & Marketing Automation Customer & Contact Management Calendar, activity and time management Customer details Notes & history Activity reporting Documents & attachments

13 The Functional View Four facets of customer information

14 Integrated CRM Automates Sales Force Customer Care Call Centre Marketing Accounts information

15 Sage CRM an Integrated Solution Marketing Campaign Management Management List Management Key Attribute Profiling Outbound Call Management Marketing Evaluation Tools Sales Force Sales Forecasting Account and Activity Management Sales Cycle Management Time Management Sales Force Automation Solo Server Graphical Analysis and Reporting Customer Care Contact Management Workflow Integration Service Level Agreements Call Centre Accuracy Knowledge Base Enhanced Reporting Web Self Service

16 Marketing Telemarketing/telesales Campaign management Lead management Better targeting Multiple channel campaigns Synchronised campaigns Complete sales integration Transparent rules If the Call Centre has no view of marketing, how do we accurately manage our customers demographics and profiles or indeed any call to action

17 From Mass Marketing to 1 to 1 Marketing Complexity of Marketing Mass Marketing Segmented Marketing 1 to 1 Marketing Source Reference: Sean Kelly, Comhra Ltd Level of Targeting Required

18 Its also about channel preferences Which customers are on-line? Would they prefer to be spoken to on-line? Have you asked them? They re probably a hybrid Read a bit of direct mail Use the phone now and again Happy to get the odd How many of your clients can be reached on and off-line?

19 Sales Contact management Time management tools Lead management Sales management Account management Complete sales force automation Instant status reporting & forecasting Increased time efficiency Increased sales force integration If you don t know what is sold how can you service them?

20 Useful Accounting Information Account History Sales Balance Aged Debt Credit Status Credit Limit Product File Stock Availability Sales Quote/Order Contact Address Synchronisation Crucial Pass On data for the rest of the company stakeholders

21 Customer Care Customer service Field force automation Multiple channels Knowledge management Reduced response times Improved corporate intelligence Web Self Service With no view of existing cases locally and remotely how can we effectively service our customers

22 Section Summary Centralised Call Centres are important to the future of your business: Track and analyse all your marketing campaigns Accurately track and personalise future data for marketing React real time to your customers needs workflow / alert Own your data and ALL interactions Manage expectations here and now Improve sales performance as information is live Provide immediate access to information for improved customer service and increased customer retention UNERSTAND YOUR CUSTOMER

23 Managing and Measuring Change

24 Managing Change / User Adoption People generally resist change Focus on instilling awareness & desire across the user community Board level involvement and consistent visibility of the board sponsor throughout Regular, inclusive communication and feedback Well planned education program training!!

25 Choosing The Enabling Technology Functional Fit Marketing - profiling, targeting, segmentation, campaigns Sales contact management, forecasting Customer Care helpdesk, call centre Self Service Layer Consider integration to existing systems Over the next 5 years, marketing automation, self service and mobility will be the drivers for CRM in Africa CRM Growth ( ) SFA MA CSS Finance, ERP, Operational (eg. Finance ability to integrate summarised transaction or financial information) Marketing Business Analytics and Business Intelligence Source: Gartner, 2006

26 Technical Fit No solution is a 100% fit Can you easily make changes to the system with no painful upgrade / maintenance issues? Can you adapt the system yourself with minimum recourse to the supplier? Does it have proven integration capabilities? Are the hardware requirements onerous? Multi-currency and multi lingual support?

27 Key Steps To Successful Call Centre Delivery

28 Project Delivery Concept Development Develop a CRM Strategy for your business ROI Benchmarks Cultural diagnosis people! Requirements Complete the scoping user & tech workshops Define reporting needs Design Understand the current / future technical infrastructure Plan the integration of existing / legacy systems ID Task Name Duration Start 1 CRM Strategy 1 mon Mon 12/06/06 2 Requirements 2 mons Mon 10/07/06 3 Design 1 mon Mon 04/09/06 Move beyond the requirement list to a detailed specification 4 Implementation 3.5 mons Mon 02/10/06 5 Testing 1.75 mons Mon 08/01/07 6 Training 2 wks Mon 12/02/07 Implementation Statement of Work Document Agreed milestones Agreed approach to change control Configure, install, integrate and manage er 3rd Quarter 4th Quarter 1st Quarter 2nd Q Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Testing UAT and system testing Understand IT environment (VOIP) Training and documentation Go-live support 7 Launch 1 day Mon 26/02/07 26/02

29 Warning: Be Careful About Excessive process automation workflow overload! Data readiness data cleansing & migration Not phasing the project Not fully scoping the integration needs Poor reporting definition Underestimating training needs Cultural readiness of end users System Administrator skill sets companies are taking a much more modular approach that is easier to control and measure returns Mary Wardley, Vice President for IDC's CRM Applications Research in destinationcrm.com Dirty data is the number one reason CRM projects fail and poor data quality can lower project ROI by 20% -Gartner, 2005

30 Customer Success Stories: Call Centres In The Real World

31 Case Study: Micros Fidelio

32 Case Study: Micros Fidelio Company Market Leader in Hospitality Systems 80% African Market Southern Sun, Sun International, Protea, Legacy KFC, News Café, McDonalds Provide Customers with a level of service envied by our competitors 100 s Technicians on PDA s 50 Call Centre Staff Integrated to Inventory and Billing Problem We needed a CRM solution that integrated all areas of the business from the call centre to the technicians on the road and the accounting engine. With over 100 technicians on PDA, wireless access and mobility was the key requirement along with bi-directional integration for SLA management.

33 Case Study: Micros Fidelio The Solution Call Centre and Service Jobs integrated in one CRM layer Web based solution allowing for information to be retrieved and processed live from the PDA including stock and sales information Instant access to relevant up to date customer information for forecasting and call centre service statistics More efficient customer service and better control of stock and service requests.

34 Case Study: Micros Fidelio Key Achievements Improved Call Centre Management Sage CRM gives them real time information in the call centre pertaining to every job as well as performance against SLA. Improved Billing Process Sage CRM integrates seamlessly so as a job is completed on the PDA either a bill is created or a cost allocated to an SLA. Improved Service By utilising the workflow engine and employee portal, jobs are managed and allocated directly from the call centre where all data relevant to a job is available live, real time. Integration, Integration, Integration By delivering an true end to end integrated CRM layer, all information and analytics are easy to access anywhere and at anytime.

35 Why Web Based CRM Solutions?: Our Product Strategy & Portfolio

36 Why Web Based CRM? Fully integrated management either insource or outsource Proper architecture makes no difference Enhanced security to allow call centre to see only what you wish React immediately to boost sales and reduce churn Review and react to marketing immediately and successfully Simple roll out and deployment Minimal training its just a web browser Open architecture any integration / customisation Little or no infrastructure costs Compliance with CTI, switches, soft phones and VOIP

37 Introducing Sage CRM Solutions 25 years of experience 5.5 million customers 2.6 million CRM users 50,000 corporate CRM business customers 23,000 application solution business providers US$1.4bn turnover and 14% revenue growth in 2005

38 Many Thanks Sage Accpac CRM Solutions Strategic Customer Service Forum Keith Fenner Director Strategic Sales Softline Accpac Sage Group Plc