nextgen crm by sonali updated

7/28/2019 NextGen CRM by Sonali Updated

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June 26th , 2013

Going the extra mile :NextGen CRM


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NextGen CRM:What, Why

&How?

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The What of NextGen CRM

ExistingCRMSolutions

Mobile

devices Social

Media

Big Data

Cloud

CX

NextGenCRM


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The Why of NextGen CRM

Why existing CRM needs to evolve to NextGen CRM?

Sell Better

Serve Better

Market Better

Engage your customersbetter


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The How of NextGen CRM

DevelopmentProduction

Aftersales

ServiceProcurement

Customer

Collecting Customer

Feedback

Social

MediaTelematics CRM Data Surveys

Voicing Customer Opinion

Enhancing Customer Experience


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Leading CRMSolutions

forLarge Business

needs

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CRM Software for Large Business

Factors large business leaders should keep in mind

before adopting a CRM Solution:

Default Data Storage File Storage CRM Functionality

Price Deployment Model Security Features Channel management Features Customer services

Integration Sales Automation Features Analytics features


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An Insight into the Factors


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Oracle CRM on Demand

Sugar Enterprise

SalesForce SalesCLoud Unlimited Edition

SalesForce SalesCLoud Enterprise Edition Microsoft Dynamics CRM

Sugar Ultimate

Zoho CRM Enterprise Edition

Storm Post

Right Now CX


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Sales Automation Module-A comparative

analysis

Features Oracle CRMon Demand

Sales force-SalesCloud

MicrosoftDynamics

SAP Businessby Design

AccountManagement

Contactmanagement

DocumentLibrary

Multiplecurrencies

Qualify &convert lead

Activity tracking& history

ContractManagement


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Features Oracle CRMon DEmand

SalesForce-SalesCLoud

MicrosoftDynamics

SAP Businessby Design

LeadManagement

Opportunityalerts

QuotaManagement

Assets

Customizable

Sales Forecasting

Lead Routing

OpportunityTracking


analysis continued


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Features Oracle CRM

on Demand

SalesForce-

SalesCloud

Microsoft

Dynamics

SAP Business

by Design

Quotes

CompetitorTracking

Customizable Salesprocess

Lead Scoring

Product catalog

Sales forecating


analysis


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Service Automation Module-a comparative

analysis

Features Oracle CRM

on Demand

SalesForce-

Sales Cloud

Microsoft

Dynamics

SAP Business

by Design

CampaignActivities

Email-Templates

Campaigncloning

Mass-emailing

Campaign Wizard

Wed-to-leadforms

Campaigns


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Service Automation Module-a comparative

analysis continuedFeatures Oracle CRM

on DemandSalesforce-SalesCLoud

MicrosoftDynamics

SAPBusiness by

DesignCasemanagement

Self-servicesportals

Computertechnologyintegration

Service

ContractsEmail-to case

Solutions

Knowledge base


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SalesCloud Review

Smartly designedinterface with the userin mind.

Easy to create

customized apps. Access data on mobile

devices in real time. Nicely integrated social

CRM functionality. Company-wise

collaboration throughSalesforce Chatter.

Quality business dataoffered throughdata.com.

App Exchange for greatthird party integration.

Get support frommultiple sources.

Expensive. No service level

agreement.


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MS Dynamics CRM Review

Classic MS interface. Guided dialogue to

drive consistency &

efficiency. Powerful reportingcapabilities.

Good online support. Auditing feature for

tracking data changes. Easily accessible from

Outlook.

99.9% uptime servicelevel agreement

No Social CRM Features. Mediocre marketplace

for third party solution. Runs on Internet explorer

only.


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Oracle CRM on demand Review

Easy to navigateinterface.

Robust reporting

capabilities. Solid tools to manageyour sales processefficient.

Access data offline. Work with MS office

applications. Abundant online

resources. Monitored communities

with good service levelagreement.

No social mediaintegration.

Lacks third party plugin

solutions. Limited support for

mobile devices.


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SAP Business by design Review

Enterprise wide SaaSbusiness system.

Strong in businessprocess automation.

Support of SAP CloudApp Store.

SAPs database

attributable to Businessby Design.

Linked with SAPs Ideasby Design, an online

community and crowdsourcing destination.

Social CRM capabilitiesare absent.

The UI lacks an invitingand stimulating user

experience.


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CRM Packages-Vendor List


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CRM Packages-Some Buying Considerations


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Issues addressed by adopting a CRM Solution

Package

Marketing to streamline campaigns. Mobile-work force having real time access to customer data. Sales to access a single version of customer truth quickly. Sales can access up to date pricing, marketing and sales

information quickly Sales to spend less time finding sales collateral and more time

creating and closing opportunities Customer service to resolve problems faster and reduce the

time to service customers. Segmentation of customer database to provide focused

marketing campaigns.

Changing the lead generation tactics based on real timemeasurement.


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Gartner research on CRM Software Packages

Source-Gartner


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Gartners Hype cycle for CRM Sales,2012

Gartner estimates 35% of all CRM implementations today use SaaS, growing to over 50%by 2020 according to their projections.

Cloud adoption varies significantly across CRM software categories with Web analyticsachieving 95% adoption, Sales Force Automation achieving just over 50%, and ConfigurePrice Quote (CPQ) achieving 40%.

Sales, Customer Service, Social CRM and Marketing are the four fastest-growing areasof enterprise Sales applications on SaaS.

Gartner sees significant growth in Configure Price Quote (CPQ), projecting a market of

$300M in 2012, up from $240M in 2011. By 2017, 25% of companies adopting CRM will have extended their customer service

contact centers to include social media including Facebook, Twitter and other emergingonline communities

Price Optimization will experience transformational growth in two to five years. Social CRM (SCRM) for Sales is at the Peak of Inflated Expectations, with 90% of

spending for these applications being generated from B2C companies. SaaS-based CRM sales within enterprises are expected to reach $4.48B in 2013, growing

to $6.3B in 2015. Salesforce leads all CRM vendors in market share growth, advancing 2.8% from 2010 to

2011 according to Gartners global market share analysis


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Transformation of Sales Productivity with CRM

Technology for Nissan-Six Ways

1

65

4

3

2

These are a few exampleswhere the combination ofsound process withtechnology results in

productivity gains, butthere are a raft of otherpotential improvementsboth within the salesfunction and othercustomer-facing areas

such as marketing andsupport.


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Ensuring leads are qualified and salesready-Tools such as marketing automationapplications can help with this process by scoring leadsbased on the prospects interaction with the web site,

for example, leads which visited the pricing page andsigned up for a webinar might score more highly thanthose that visited the careers page. Robust leadmanagement processes, including nurturing campaignsdesigned to move a lead into a sales-ready state, canalso avoid wasted effort and have a huge impact onsales productivity.

1

Speeding up quote productionthegeneration of sales proposals can be a real chore forsales people. Having a range of predefined quote

templates integrated into the CRM system can helpspeed up the generation of quotations, while oftenimproving the quality of whats sent out. This approach

also allows companies to test different templateformats in order to optimize conversion rates

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Streamlining order management formany salespeople the down side of making a sale is thepaperwork that goes with it. Many order processes arelong-winded with the same details being recorded in arange of different documents, spread sheets, andsystems. Theres often scope to streamline these

processes to free up more selling time, and using theCRM system to support this can be an effective strategy

as details about the customer and the sales opportunitywill generally already be recorded there.

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Improving the quality of delivery tryingto sort out post-sales issues, where whats been deliveredhasnt worked or met the customers expectations, can

be a big drain on sales time, and this has become more of

an issue as the complexity of many products and serviceshas increased over time. Improving the quality of post-sales fulfillment can therefore have a big impact onmaking a sales person more productive. As problems canoften originate before the sale, improved controls overthe sales, quotation and order management process canoften help, as can tools such as configurationmanagement applications.

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Creating a 360 degree view thechallenge with managing the on-going relationship withthe customer is often getting access to the data requiredto do the job. Information held in ERP, finance, support,and other customer management systems, often isnt

readily accessible to the sales team. Moving customer-facing functions into the CRM system, or integrating withother key systems, can significantly reduce the time

involved in handling customer queries, and provide readyaccess to the information that sales need to better retainand develop the customer.

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Auto-generating sales reports salespeople can spend a lot of time creating reports for

their managers to review. In many cases this informationalready exists in the CRM system, or with modest changescan be tracked there. This not only streamlines thereporting function but also improves the depth andimmediacy of management information.

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Outside-InPerspectiveOn

CRM

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Outside-in Perspective: The NextGen CRM

Next Generation Strategic CRM is a new paradigm shift from traditionalSMS-based (Sales, Marketing, Support) CRM. Next Generation StrategicCRM encompasses all parts of the business, from traditional sales,marketing, and support, to engineering, manufacturing, operations, tosupply and sales channels, to the customer.


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C ti l C t b i S i l


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Conventional Customers becoming Social

Customers

Wants information from multiple sources, the majority outside theenterprise's control.

Looks forward to learning about new products and brands primarilythrough social media and networks first and traditional media second,engaging the business last.

Expects an organization's products and brand to be present and activein the same social channels where the customer operates, not in aseparate, centrally managed, and disconnected sphere.

Demands the organization with which he engages listen and respondrapidly without regard to the channel or department the customeruses to interact.

B ki th B i t C t R l ti hi


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Breaking the Barriers to Customer Relationship

Success

Developing a customer experience strategy that defines theintended experience-specify the kinds of activities, processes, andresources required to meet or exceed customers expectations across theselevels.

Developing a customer experience strategy that definesthe intended-experience-specify the kinds of activities, processes,and resources required to meet or exceed customers expectations

across these levels.

Understanding customers and their processes-Knowing theirperceptions, aspirations, behaviors, and the journeys they take with acompany to achieve their goals. Experience design tools like personas,journey maps, and voice of the customer (VoC) programs create this

shared understanding of what matters to customers and how they wantto interact with a firm across business process silos

Having a technology and data ecosystem that enables desiredexperiences-To orchestrate the data ecosystem required for key customerinteractions, leaders need to use their journey maps to align data andsystems to moments of truth, scout for and resolve conflicts that occuracross departmental silos, and include IT and data architecture at thecustomer experience governance table.


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What Vendors are still lacking in CRM Packages?


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Obstacles to CRM Innovations

CRM has historically been seen as a software tool, rather than asystematic approach to understanding and managing successful customeroutcomes (as defined by the customer), and vendors perpetuate themyth.

CRM is delivered through sets of features attractive to functional siloswithin organizations with no guaranteed integration, interdependencies

and change management built in CRM product development is iterated around an existing product or

platform, and thus is restricted from seeing opportunities that mayrequire something different, or completely new

CRM is designed through a process of what can we buildand not what setof inter-related jobs can we help a customer do better

CRM is seen by organizations as a technology to hire; and not as acustomer strategy with complimentary capabilities enabled by selecttechnology


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The Road to Reinventing CRM

The Artificial Barrier between front and back officeApplications and

platforms supporting silos make it difficult to get jobs done when users must jugglemultiple interfaces and cannot contextually collaborate across the organizationand/or with customers. We also need to break down the barrier between ourinternal process (delivering CRM) and our customers process (consuming CRM) inorder to better create value with them and not simply for them.

The Job CRM is really hired to do- CRM will have to do much more thancentralize opportunitydata and automate one-size-fits-all marketing campaigns. CRMshould strive to help its customers achieve their desired outcomes (including ourcustomers customers). The Front-End-of-CRM offers many promises and a new,broader and disruptive definition of the CRM market. Maybe theres a hidden back

end as well. There are certainly many gaps in the middle.

CRM la Carte While maintaining integrated rules, data and workflow at its core,user interfaces will be designed to get specific jobs done, regardless of where thedata resides, and do so within the proper context. A one-size-fits-all CRM applicationis no longer a proper context. Throwing one-size-fits-all accounting andcommunication systems into the mix just makes the problem worse.


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Continuously monitor what CRM customers value Customers value solutions

that help them get jobs done in specific situations and they will measure the successor failure to that end. The job is to learn how they measure it in each customergroup. Understanding these measures will be a key building block in a companyscompetitive advantage. An innovation framework such as this is also something acompany can share with its customers.

Disruption of existing business models- In the experience economy, and withtechnology changing so rapidly, it has become a required capability to understandwhere future value will exist, even at the expense of slowly disrupting the businessmodel built over years. CRM vendors (existing or new) that embrace this will remainrelevant.

Auto Telematics & CRM: Revolutionizing


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Auto-Telematics & CRM: Revolutionizing

Customer Experience(CX)


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CRM-Some Case Studies

&Research Work

2


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Customer Relationship Management of

Toyotas Customer Retention Strategy-The Lean CRM Process

Customer Pull

Requesting information is anexample of "customer pull," Itis the first point at which thecustomer becomes known to

Toyota, and it triggers acheck to see if Toyota already

knows the customer. Whatthe company already knowsabout the customer guideshow future touch-points to

that customer are delivered.

Customer Push

Toyota uses everyopportunity to sense

customer pull and to respondto itand to push exactly

what it thinks the customerwants, exactly where it's

wanted, exactly when it'swanted. It might send out a

customized offer, maybeeven a pre-approved credit

offer if the customer's creditrecord with Toyota is good

It defines each touch-pointmost likely a contact or a

campaignthat a customeris likely to have with Toyota.The touch-point trigger, thetouch-point delivery process,

previous or subsequenttouch-points, the roles andresponsibilities involved and

the business rules thatcontrol how the touch-point

is executed

Customer DNA

Toyota implements the touch-points through the Unica Affinium campaign management

system (CMS). A regular process automatically reviews what is known about each

customer and decides whether a touch-point should be triggered. If more than one

touch-point is appropriate at the same time, it also decides which one has priority and

what happens to the other. if the customer requests information about a new model, the

request will automatically trigger a review process to identify the best touch-point and

which touch-points should be triggered as a follow-up.

Touch Point Implementation



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Continued

Toyota-SFDC partnership

Toyota and salesforce.com launched Toyota friend, a private social network usingSalesforce Chatter with electric and plug-in hybrid vehicles.

"This is a network in which customers can talk to other owners and dealers, and Toyota can nowcapture all of that internally as opposed to having to go externally to get it." ForresterResearch

Send consumers a

variety of productand service

information

Consumers can

extend interaction to

other socialnetworks also.

Real time customer

feedback includingdriver seeking

advice on some issue

Access TF through

smartphones and

other mobile devices


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GM has recently consolidated its aftermarket division. It focuses on driving customerloyalty to increase incremental revenue once the customer has purchased a vehicle. It

also focuses on tracking customer behavior that drives targeted campaigns.

General Motors' OnStar navigation andconnectivity system

OnStar Turn-by-Turn Navigation, full GPSnavigation.

OnStar Vehicle Diagnostics is a service thatchecks some of your vehicle's operatingsystems, collects maintenance and serviceinformation and summarizes the data

OnStar's Advanced Automatic CrashNotification calls the communicationscenter for you if your vehicle is involved in afrontal, rear or side-impact crash

OnStar Hands-Free Calling is a voice-

activated system that's integrated into yourvehicle.

OnStar's Stolen Vehicles service kicks in tohelp pinpoint your car or truck's location ifit's stolen.

With the Door Unlocking feature an OnStaradvisor can send a remote signal to opendoors in vehicles equipped with power locks

OnStar wasrewardedfor itsexcellentservicewith theCustomerServiceInstitute ofAmericas

(CSIA)

award forInternational ServiceExcellencein 2011


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Customer Acquisition & Retention Cycle


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CX Research by Oracle


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Improvements to introduce

Capegeminis 14th Annual Global Automotive


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Capegemini s 14 Annual Global Automotive

Study, Cars online 12/13

The study surveyed more than 8,000 consumers in Brazil, China, France, Germany, India, Russia, the UKand US, and provides a detailed analysis of consumer vehicle buying and ownership behavior around theworld, including research and buying patterns, social media usage, online buying, green vehicles, smart

phone applications, connected car services and aftersales.

Loyalty to brands and dealers is on the rise. Despite the digital transformation that is occurring in the automotive and

other industries, the dealer is still an integral part of car buying. Shoppers increasingly expect the showroom to be informative, interactive

and entertaining. The best dealers seamlessly connect the virtual and thephysical.

The buying cycle continues to shorten with an increasingly demandingcustomer.

Connect me technology enhances the ownership experience. Social media continues to influence consumers, especially in developing

markets and among younger buyers. Alternative mobility solutions are seen as a viable alternative for

purchasing.

Key Findings


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NissanIn theCurrent Car Market

3


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Thank You

Our Business Knowledge,

Your Winning Edge.

nextgen crm by sonali updated

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