Vključitev komponente ekonomskih kazalnikov
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1 Vključitev komponente ekonomskih kazalnikov pri investiranju v CRM poslovne rešitve Uroš Beočanin SAP Slovenija DSI,
2 Agenda Why to invest in CRM in the Time of Economic Downturn? CRM ROI Case Studies How can SAP help in Proving CRM Benefits SAP 2010 / Page 2
3 Smart Corporations Adopt Best Practices To Reduce Impacts Of Current Economic Downturn The general who wins a battle makes many calculations in his temple before the battle is fought. The general who loses a battle makes but few calculations beforehand Sun Tzu, the Art of War Manage Cash Run Lean Operations Cash Costs Protect t and Nurture Brand Brand Lower COGS Lower SG&A Lower Inventory Lower DSO Lower Working Capital Higher Cash Flows Higher Margins Higher CAPEX Returns Lower Risks Compliance Customers Drive Superior Compliance People Improve Workforce Alignment Enhance Customer Focus SAP 2010 / Page 3
4 SAP Solutions in the CRM Area Deliver Numerous Business and Financial Benefits IT Strategy SAP Solutions Business Impact Benefits Financial Benefits CRM Sales/Service Differentiated sales and service process Increased customer loyalty Sales revenue increase Lower customer service cost CRM Marketing Targeted marketing campaigns Increased efficiency in campaign preparation and execution Sales revenue increase Measured ROI on marketing spend improved ROI IP-based Contact Increased service effectiveness and efficiency Lower TCO for contact center operations Center Increased customer retention and loyalty CRM Sales Force Automation Maximized Sales efficiency: Increased visibility and tracking of sales performance Improved sales force satisfaction, lower attrition rates Lower sales-related costs Higher margins E-commerce on ERP Increased customer loyalty Reduced cost of sales and operations Increased profitability Higher margins Customer Analytics (BOBJ) Improved customer service due to better segmentation (by risk, size, profitability, ) Predictive modeling for better customer insight Basis for effective analytical CRM and targeted marketing campaigns Multi-channel information dissemination Lower callbacks and complaints reduced call center costs Revenue increase due to better targeting of marketing campaigns Demand Planning and Forecasting Accurate customer demand forecasts at the best level of aggregation or detail Reduced inventory level improved cash flow Reduced unused inventory write-offs SAP 2010 / Page 4
5 Top 10 business and technology priorities in 2010 Top 10 BusinessPriorities Ranking Top 10 Technology Priorities Ranking Business process improvement 1 Virtualization 1 Reducing enterprise costs 2 Cloud computing 2 Increasing the use of information/analytics 3 Web Improving enterprise workforce effectiveness 4 Networking, voice and data communications 4 Attracting and retaining new customers 5 Business Intelligence 5 Managing change initiatives 6 Mobile technologies 6 Creating new products or services (innovation) 7 Data/document management and storage 7 Targeting customers and markets more effectively 8 Service oriented applications and architecture 8 Consolidating business operations 9 Security technologies 9 Expanding current customer relationships 10 IT management 10 (source: Gartner EXP, 2010) SAP 2010 / Page 5
6 Agenda Why to invest in CRM in the time of Economic Downturn? CRM ROI Case Studies How can SAP help in Proving CRM Benefits SAP 2010 / Page 6
7 IDC ROI Study The Financial Impact of CRM Shows Average ROI 190% and Payback Period 1,25 IDC Study shows that a CRM implementation can generate a median five-year return on investment t (ROI) of 190% with an average payback period of 1,25 years Source: IDC ROI Study The Financial Impact of CRM based on based on a balanced sample of geographic location, industry, and company size and to represent various types of applications within the sample
8 SAP CRM drives ROI impact (Internal Rate of Return) ranging from 15% to 144% 24 SAP CRM ROI Reviews were conducted over a 42- month period These assessments led to the following strategic insights: 1. Customer data management goes mainstream 2. CRM adopts a more enterprise-wide presence 3. CRM matures beyond the Interaction Center 4. Change management becomes more sophisticated and essential to to ROI 5. Customer-centricity is a brand differentiator 6. CRM is an ongoing journey SAP 2010 / Page 8
9 Agenda Why to invest in CRM in the time of Economic Downturn? CRM ROI Case Studies How can SAP help in Proving CRM Benefits SAP 2010 / Page 9
10 SAP Benchmarking - Designed to get Actionable Results Strategic free of charge service by ASUG and SAP, launched end of 2004 as a forum to exchange metrics and best practices Program with more than 20 processes, 1,800+ companies who leverage the program to: Build a business case for change Compare performance to leading companies and industry peers Assess value realization, year-over year Survey content relevant for business as well as IT audiences Available Benchmarking Surveys: Corporate Services Supply Chain Customer Lifecycle Best Run IT Human Capital Management SRM/Procurement Order-to-Cash Total Cost of Ownership (TCO) Talent Management Supply Chain Planning Customer Contact Centers Enterprise Data Management Finance Transportation Management Sales Effectiveness Centers of Excellence Financial Compliance Warehouse Management Consumer Products - Trade Promotion Management Business Intelligence/ Analytics Enterprise Health Check Manufacturing CRM Strategy (Best practice survey] Under Development: Shared Services Enterprise Asset Management EH&S Compliance CRM-related Benchmarking surveys SAP 2010 / Page 10
11 Sales Effectiveness: Sample Benchmarking Report SAP 2010 / Page 11
12 Value Lifecycle Manager (VLM): SAP Business Process Evaluation Platform Sub-Industry and Business Process Level Content t for: Value Discovery (creation of the initial business case) Value Realization (ongoing measurement of value) Value Optimization (validation of benefit achieved) Project-Based Structure with Full Business Case Building Flexibility Google Effect: Continuous re-cycling and update of content based on what is achieved and gathered in the field (benchmarking download, input from transformations studies) Drilldown Capabilities and Scenario Analysis SAP 2010 / Page 12
13 ABC sample estimated benefits: 12,1M 19,9M 19,9M Annual Potential Annual Benefits: 12,1M 19,9M Potential One-time Benefits: 0,0M 0,0M Conservative Estimate Likely Scenario One-time benefit Business Intelligence Increase Customer Retention/Loyalty (Revenue Preservation) Increase Cross-Sell & Up-Sell Effectiveness Through Better Customer Insight Reduce Marketing Cost due to Improved Customer Segmentation & Data Quality Reduce Time Spent by Sales Reps Verifying & Reconciling Sales Compensation Reports Reduce Time Spent by Marketing Staff Compiling & Generating Reports Sales, Marketing & Customer Service Increase Marketing Effectiveness Improve Promotion Leverage Improve Sales Productivity 8,2M 3,4M 2,9M 1,4M 0,5M 0,1M 3,9M 1,4M, 1,9M 0,6M 13,7M 5,7M 4,8M 2,4M 0,8M 0,1M 6,2M 2,4M, 2,9M 0,9M SAP 2010 / Page 13
14 Hvala!
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