Customer Relationship Management. Annie POSTIC - Program Manager SAS Institute Europe
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1 Customer Relationship Management Annie POSTIC - Program Manager SAS Institute Europe
2 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
3 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
4 What is the goal of CRM? Build long term and profitable relationships with chosen customers Get closer to those customers at every point of contact with them
5 Where does CRM come from? First generation of Database Marketing (70-80s) Direct marketing activities Predict response rate / reduce cost, generate target flat files Tactical Second generation of Database Marketing (90s) All marketing activities Reduce acquisition cost and improve retention Technology : Relational database, analytical tools, data warehousing Strategic Source: Modified from Gartner group
6 Where does CRM come from? Customer relationship Management (y2000) Touch the entire organization Ensure customer profitability Additional technology : Scalable hardware, Data Mining Data used : All customer interactions (all operational data) Competitive advantage Source: Modified from Gartner group
7 Business situation Market reaching saturation increasing competition deregulation, diversification, worldwide market new communication / distribution channels decreasing product life cycles Customer decreasing natural loyalty better informed increased expectations/needs Resources increasing costs decreasing resources available
8 What is CRM? Customer Relationship Management is an automated and continuous process of better understanding and anticipating customer needs, behavior and profitability to : define your customer strategy optimize resources provide a superior service at every point of contact with the customer A re-engineering of the business to focus all its resources on chosen customers.
9 The need : Customer Oriented Strategy Differentiated Customer strategy Technology / implementation Customer oriented business process Goal : Define the differentiated customers strategies Need : Understand and optimize a customer oriented business process Mean : Technology implementation
10 Differentiated Customer Strategy Prospects Winback Acquisition Retention Churn Customer Lifetime profitability Loyalty Aim : Select the right strategy for chosen customers
11 Differentiated Customer Strategy Customer expectations Profitability Risk identify optimum balance
12 Why is understanding customer profitability important? Studies by First Manhattan Group have indicated that : while 20% of a bank s customers contribute 150% of the profits, 40-50% of customers eliminate 50% of the profits Source: First Manhattan Consulting Group
13 Why is customer retention and loyalty important? Annual customer profit Price premium Referrals Cost savings Revenue growth Base profit Acquisition cost Year Adapted from The Loyalty Effect Frederick F. Reichheld 1996
14 Customer Oriented Business Process Customer service Management MEASURE MONITOR Marketing CUSTOMER KNOWLEDGE Customer Marketing TARGET Call centers Direct marketing ACTIVATE AFTER SALES SUPPORT Logistics DELIVERY Call centers, Sales QUALIFY / SELL Aim : Manage and optimize this process!
15 Customer Oriented Business Process Manage and optimize this process! Ensure consistency between different points of contact Increase communication between departments Facilitate flows of information Deliver complete view of the customer
16 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
17 The SAS solution for CRM The SAS CRM Solution delivers a process for identifying, targeting, and responding to the needs of your most profitable customers.
18 Customer Oriented Business Process Manage and optimize this process! 2 Strategic 3 Tactical Marketing Gain Customer Knowledge Marketing Target Optimize campaigns 5 Measure Monitor Follow up Management 1 Customer View 4 Operational Campaigns management Call centres Sales Logistics Customer service WEB
19 Enterprise wide Customer view Strategic Tactical Customer Measure Operation Integrate data from many sources Transaction Data Loyalty data Market research Customer service Web Sites Custome r View Enterprise Data Warehouse Surveys Call centres Campaigns data Life style data
20 Enterprise wide Customer view Strategic Customer Tactical Data Warehouse Composition Measure Operation Scores 20% Responses 2% Segments 10% Transactions 35% Contacts 10% Accounts 3% Demographics 20% Source: Patricia Seybold Group
21 Enterprise wide Customer view Strategic Measure Customer Tactical Operation Loyalty data Transaction Data Customer service Web Sites Call centres Campaigns data Life style data Market research Surveys Ensure consistency Add valuable information Clean Consistency De-duplicate Validate Summarize Quality Profitability factors Householding Predictive Models Custome r View Enterprise Data Warehouse
22 Enterprise wide Customer view Strategic Tactical Customer Measure Operation Get the complete picture of the customer Enabling technologies Data Warehousing Access to all types of data Integrate data Data cleaning Data enhancement Data calculation Document data flows Metadata management... SAS/Warehouse Administrator
23 Strategic Strategic Customer Tactical Gain customer knowledge Measure Operation What are my key customer groups? On which group should I concentrate my actions and investments? What is the profile of customer that have left? Which product customer needs? How can I optimize point of sales? What the value of our products / services to our customers compared to competition?
24 Strategic Strategic Customer Tactical Gain customer knowledge Measure Operation Enabling technologies Reporting Standard reporting WEB Data Mining Customer segmentation Customer profiling Profitability analysis Market research Competition analysis
25 Tactical Strategic Tactical Customer Measure Predict customer behaviour Which customers are likely to leave? Which customers are good candidates for cross or up selling activities? What is the customer potential? How can I optimize campaigns? Which customer are more likely to respond? Which communication channel? What s the expected response rate?
26 Tactical Strategic Tactical Customer Measure Predict customer behaviour Enabling technologies Data Mining Behavioral modeling Potential analysis Cross selling analysis Retention / Churn analysis Queries Target selections
27 Operational Strategic Tactical Customer Measure Operation Optimize operations / channel to market efficiency Campaigns management Call centres Sales Logistics Customer service WEB...
28 Operational Strategic Tactical Customer Measure Operation Optimize operations / channel to market efficiency Operations / Channel to market How to increase business units efficiency? How to make the customer feel recognized? What is the optimal number of people? How to increase E-commerce performance? Which additional strategic information do they need to be more efficient?
29 Operational Strategic Tactical Customer Measure Operation Optimize operations / channel to market efficiency Enabling technologies Queries/Reporting Performance indicators Exception reporting WEB Deliver customer information to business units Data Mining Sales analysis Web analysis Call behavior analysis Campaign analysis Traffic analysis and prediction
30 Measure / Monitor Strategic Customer Tactical Monitor performance Measure Operation How satisfied are our customers our product/service? What is the rate of customer defection? What is the campaign s impact? Is target reached?
31 Measure / Monitor Strategic Customer Tactical Monitor performance Measure Operation Enabling technologies Reporting Performance monitoring Key performance indicators Exception reporting Customer satisfaction measures Service process monitoring
32 The SAS solution for CRM Enables companies to : À build a customer centric view À define comprehensive and consistent customer profiles to better understand customer needs, behavior and profitability À assess customer lifetime value À predict selected customers behavior À act on and share the relevant information through your organization
33 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
34 SAS CRM Methodology What is it? A structured process that defines how the SAS solution for CRM can support definition, planning and execution of CRM programs. Provide a best practice guide for Customer Relationship Target audience: CRM Project Managers CRM Solution Architects
35 SAS CRM methodology topics Methodology contains : CRM overview Technology and architecture Project role descriptions For each step Activities Roles involved Techniques Inputs & Outputs Reference Templates and questionnaires
36 SAS CRM methodology Process flow Assessment Establish Goal Determine Readiness Develop Project Plan Review Review Awareness Create Customer View Report on Customers Execute Take Corporate Actions Feedback The Results Analyze Results Understanding Define Strategy Build Build Business Program Components Design Create Business Plan Segment & Profile Design Business Program Gain Additional Understand Build Predictive Model Build IT Systems Create IT Plans Design IT Systems
37 SAS CRM methodology Phase deliverables Phase Assessment Awareness Understanding Design Build Execution Review Deliverables Project proposal Customer view data warehouse Customer reports Customer segments Strategy definition Business plan IT plan Program and IT designs Predictive models IT systems Program components Test implementation Program execution and follow-up Return on investment analysis Strategy review
38 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
39 Stakis Stakis, with over 2 million guests and members of 22 casinos, 55 hotels and more than 70 leisure clubs, has chosen the SAS System to develop a data warehouse used as the basis for its customer relationship management activities. Mr Mike Ashton, Stakis marketing director explains : We have strengthened brand awareness and loyalty while reaping fairly significant increases in productivity and profitability within 12 months - through targeting of direct mail and other promotional activities, areas which were already highly effective.
40 Statoil Statoil use the SAS System for campaign management to help sales and product managers design a campaign so that it reaches the right people with the right message. Mr Per Ostergaard Jacobsen, the database marketing manager says : Managers now have the information they need to make decision on new campaigns. This is all about effectively use of marketing money. Previously, for example, if a mailshot was sent to 100,000 people, we were satisfied with a response of 2% (2,000 customers). Now, we reduce the number of mailshots sent out to 20,000, but we achieve a response rate of 20 % (4,000 customers).
41 Generale de Bank Yves Ronsse, Director of Marketing Support Systems: "Access to information is not enough; you have to be able to use it and transform it into actions which have an impact on profits. A successful data warehouse questions the existing structures and relationships and introduces a new dynamic into an organisation. Every day, the SAS Data Warehouse enables our Marketing specialists to augment the quality of their decisions."
42 Savacentre From the Managing Director down through the organisation we are expecting many levels of user for the system. It will help us to develop customer loyalty, optimise our product sales and, we hope to increase our market penetration
43 European SAS CRM successes include : 3 Suisses, Belgium Banca Popolare di Lodi, Italy Generale de Banque, Belgium G.B., Belgium Halifax, UK L.C.M., Belgium Savacentre, UK Fiat, Italy Royal Bank of Scotland, UK Commercial Italia, Italy Reader s Digest, UK Credit Italiano, Italy Telia, Sweden Good Year, Belgium C_link, France Belgacom, Belgium Postbank, Netherlands Luftansa, Germany Neckermann Versandhaus, Germany Sofinco, France UBS / Swiss Life, Switzerland Valio, Finland Mediapost, France KLM, Holland Mondadori, Italy CACI, UK ABB & CERA, Belgium Colruyt, Belgium Deutsche Sparkassenverlag, Germany
44 US SAS CRM successes include :... Fist union MNBA Williams Sonoma Mellon Bank First card Sara Lee US West CitiBank Revlon Federal Express Munich Reinsurance Company of Canada Calgon Philip Morris
45 Agenda Customer Relationship Management The SAS Solution for CRM The SAS CRM Methodology Real-Life Examples The Route to Successful CRM
46 Benefits of the SAS solution for CRM Decision support integration Scalability Flexibility Distributed processing Data integration Operational system feedback Experience Services / implementation
47 S uccess factors for C R M projects Decision support solution Build the customer information database Enhance customer knowledge Integrated software Increase communication between departments Increase communication between software Project team Business experts IT experts Data miners Architects Company strategic decision CEO implication increase communication potential re-engineering Identify the priority Start focused Rapid return on investment
48 Conclusion Managing relationships with customers is a key issue for most business areas CRM is a strategic enterprise goal, not an individual initiative SAS Institute and its partners are providing solutions to make these customer relationships more effective and profitable CRM is an area where close cooperation of the IT and business units is key
49 Thank you for S your attention! SAS Institute SAS is a registered trademark of SAS Institute Inc., Cary, North Carolina, USA Other brand or product names are trademarks or registered trademarks of their respective holders
50 SQuestions? SAS Institute SAS is a registered trademark of SAS Institute Inc., Cary, North Carolina, USA Other brand or product names are trademarks or registered trademarks of their respective holders
51 Software Solutions for Successful Decision Making SAS Institute SAS is a registered trademark of SAS Institute Inc., Cary, North Carolina, USA Other brand or product names are trademarks or registered trademarks of their respective holders
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