CRM i virksomhetsarkitekturen: Fra støttesystem til verdiskapning

Transcription

1 CRM i virksomhetsarkitekturen: Fra støttesystem til verdiskapning Geir Egil Myhre Bluegarden Contents Goals What we had - What we wanted - The Benefits - How we approached it - Key lessons learnt Current approach Best practises in Cathedral Building Status and Conclusions - 2-1

2 Goals Support sales process and customer center Be part of the value proposition towards customers Be the primary tool for executing 1st and 2nd line customer support What we had CRM CRM was a marketing and sales support system, typically used for planning and tracking customer contact by sales and marketing The «customer» was handled by Sales&Marketing while value generation was handled by the Development&Delivery - 4-2

3 What we wanted CRM CRM CRM CRM CRM CRM What we wanted: The benefits Bridging the «Product Roadmap» communication gap between Sales&Market and Delivery&Development Ability to experiment and measure product ideas - 6-3

4 What we wanted: The benefits Ability to understand what the user actually does not what the customer says he does Ability to dynamically segment customers into markets per product Ability to do automated targeting based on usage behavior What we wanted: The benefits Ability to offer the customer highly informed 2nd line support that dramatically increase the value of support agreements Ability to fix many 2nd line support questions in the 1st line, reducing response time - 8-4

5 How we approached it Sales&Marketing got Microsoft Dynamics and quickly realized that our ambitions were not a question of system choise Key lessons learnt We needed to turn to Enterprise Architecture to understand what our ambitions really require and to make a realistic plan Key findings An «Augumented CRM system» cannot be «an island» - it should be one of the primary system in a of systems Having well thought-out strategies on core Enterprise Architecture concepts like Master Data Management are crucial to success The whole has to participate not a Sales&Marketing project Processes and need to be changed in order to reap benefits implementing the system itself is the easy part we quickly realized that our ambitions required something dramatic

6 Current approach: «Learn from the cathedral builders» The Reihms cathedral took 67 years to build..but it was in full operation 12 months after building started It provides the ultimate user experience within cathedrals and has provided consistent value to its users since the year 1211 Built by 3 different architects but with a consistent design Best-practises on cathedral building It never finishes Reihms took 67 years to «finish» but has been under constant upgrading and modification for 800 years It requires a well-thought out blueprint Reihms had 3 different Master Builders but all 3 adhered to the same consistent architectral design. After 800 years of maintenance the building still preserves its integrity. It must be usable and valuable while building Reihms was used after 1 year into the building process Only the main details need to be worked out the individual builders at Rehims added many features on their own, within the constraints of the overall master plan