UnileverOrganizational Change on CRM

Organizational Change Management

Hanoi, 16 August 2003

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Table of Contents

1. Team Members

2. Vision

3. Critical Success Factors

4. Bold Actions, Strategic Levers, Participation Approach

5. Impacts and Magnitude

6. Milestone Events

7. Critical Change Process

8. Best Practice & Lessons Learnt

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Team Members

Trieu Hong Phu Vision

Nguyen Manh Ha Critical Success Factors

Nguyen Thanh Ha Bold Actions, Levers, Participation

Uong Minh Nam Impacts and Magnitude

Tran Viet Dung Milestone Events

Nguyen Anh Tuan Critical Change Process

Tran Lan Anh Best Practice & Lessons Learnt

3

Vision

Vision: “Customer Satisfaction through CRM”

Communication:- What: Project vision- Who: Stakeholders- How: Meeting, contacts

Planning: - Resources- Milestones: 12 months- Targets: Efficient CRM, revenue increase

Feedback:- Monitoring- Evaluating- Correction

Balanced scorecard:- Financial Measures- Customer Measures- Business Measures- HR Resource Measures

Unilever VN’s Vision: Fulfilling the Health and Beauty Aspirations of Every Vietnamese Family

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Vision

Perspective

Success

factors

Measurement

Follow up

Finance Customer Employees Process Learning

ProfitabilityCustomer

satisfaction CommitmentInnovation,

SkillfulCRM

RevenueProfit CostGrowth

Customer complaintCustomer satisfactionindex

Employee satisfaction,Employee performance

Number ofsuggestion for improvement

Rev/distributorRev/ brandRev/staff

Monthly Immediately Daily DailyDaily

Customer Satisfaction through CRM

Critical Success Factors

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Bold Actions, Levers, Participation

Participation strategies

- To set up change project team, including top management, IT, sale, finance, marketing and distribution departments; consultants and distributors.

- Daily working and frequent meeting of change project team.

Strategic levers

- To restructure distributor network for selected distributors/ customers.

- To develop CRM for better services to distributors/ customers.

- To make distributors to become customer service centers.

- To provide training on network using, team work, customer service skills.

Bold actions

To develop a program focusing on high value distributors/ customers

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Impacts & Magnitude

Business aspects

Task deliverables

Personal & cultural aspects

- Customer service: relation w. customer- Technology: system to collect input - Communication: internal&external link

- People skills- Motivation commitment

- Structural and mobilized team to support the change- Determined drivers of change - Strategy for building organization’s level of readiness - Ability to lead the transformation effectively and work well together

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Impact Analysis

Measurable criteria & ranging:

Revenue/ brand 100bil/yr/brand 120bil/yr/brand

Revenue/ distributor36bil/yr 50bil/yr

Revenue/ employee700mil/staff/yr 750mil/staff/yr

Order to delivery 2 days 1 days

Unintended impact:

Unauthorized access to the system

Poor skills of users

Corrupted network

Commitment of distributors

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Milestone Events/ Phases

Visioning andPlanning

Monitor and

ImproveImplementPilot

SelectSoftware

Designand

Develop

1/2 month 1/2 month 4 months 2 month 4 months 1 month

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Commitment/ team effectiveness to CRM from key stakeholders

CRM cuts across all top management, sales, marketing, distribution, finance, IT.

Distributors/ Customers

Commitment for approval & implementation

Awareness of benefits to all stakeholders

Top mngtTop mngt MrkgMrkg

Distributors/ CustomersDistributors/ Customers

Scope of Customer Relationship ManagementScope of Customer Relationship Management

Critical Change Process

SalesSales Dist.Dist. FinceFince ITIT

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Organizational Integration

SHAREHOLDER VALUE

CUSTOMER SATISFACTION

ORGANIZATIONAL INTEGRATION

STRATEGIC VISION

TECHNOLOGY

PEOPLE

METRICS

PRICING CAPABILITIES

PRODUCT QUALITY

CAPABILITIES

MARKETING & SALES

CAPABILITIES

CUSTOMER SERVICE

CAPABILITIES

Consistent strategy across channels, functions, departments, & business units

Investment in tools for CRM

Satisfied employees who are informed, motivated, and experienced

Measurements and rewards aligned with customer loyalty

Call centre

CRM

Data warehouse

Data capture

KM

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Best Practice & Lessons Learnt

Best Practice:

Responsiveness to the needs of organization:

Review output: Objectives/ Target/ Measurements

Commitment of stakeholders: Capabilities of “change” leaders & its team/ Partnership: How it’s created, managed

Balancing:

Benefits of stakeholders: Win - win approach

Integration: Technology, skills, process, scope of work

Lessons Learnt:

Communication effectiveness: Transparent, 2 ways

Learning: Increase learning capabilities of project community

Review & reward: Effectiveness of project implementation/ motivation for stakeholders

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Thanks for your attention!

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