eCRM的導入策略與建置實務 b討論綱要企業e化之挑戰eCRM方案初探eCRM經驗分享問題與討論2企業e化之挑戰3The key characteristic of the “New Economy”War for talentGlobalizationTechnology revolutionIntangible drivers of value4PhysicalCustomerSupplierFinancialOrganizationalcustomers channelsalliancespropertyplantequipmentinventorycashinvestmentsaccounts receivabledebt & equityemployeessupplierspartnersreputationleadershipstrategyculturesystems & processesstructureknowledgeIPNew Economy Value Dynamics Model5l Physicall Scarce Industrial age Corp.lVerticallFully integratedlSupply-drivenlMass productionValue creation Resources A new business form for the digital economylExtendedlTightly coupledVirtual corporationlCustomerdrivenlServiceenhanced customizationlDigital knowledgelAbundanceInternetworked enterpriseE-businesscommunityIndustry environmentNew Economy TransformationSystemsIntegration(automation)BusinessIntegration(reengineering)Market Integration(web-enabledtransformation)ValueScope7New Economy Value Shift8Source: Gartner GroupIndustry RevolutionInvestmentby LeadersEC will impactMarketing, Sellingand Customer ServiceEC will impact Structure of Offerings and How DeliveredEC will Restructurethe Entire IndustryLogisticsGovernmentServicesConsumer Prod.ManufacturingTransportationOffice SuppliesHome ServicesAutomotiveManufacturingCards and GiftsEntertainmentTravelAdvertisingGamingBankingPublishingUtilitiesStock TradingHealthcareBook SellingRecreationand LeisureRetail Selling9Industry ConvergenceMedia OneNews CorpTime WarnerAT&TBTMediaComputingTelcosTelstraHPSonyCNetMicrosoft10Strategic GoalsBiz.ComBreakthrough.comE-InnovationStatus-QuoDominate Emerging MarketsCreate & Own New MarketsMaintain Market PositionEnhance Market Positionkey metric: Market Capkey metric: Bottom LineVirtualExisting (Legacy)New E-Physicalkey metric: Top LineContextkey metric: ROI11Strategic issues to be addressedStrategicGoalsTargetCustomersValuePropositionAlliancePartnersBusinessModelCompetencyInfrastructure12Top 50%ACSI FirmsMVABottom 50%ACSI FirmsSource: American Customer Satisfaction Index, 1994-8 Most importantly, to be customer-centric13Who is our customer?Cumulative Percent of Revenue vs. Percent of Dealers0%10%20%30%40%50%60%70%80%90%100%0%10%20%30%40%50%60%70%80%90%100%Cumulative Percent of DealersCumulative Percent of RevenueExample14Customer-centered growth and management 對關係的需求對關係的需求Need for Relationship 對資訊的需求對資訊的需求Need for InformationMore Interest inInformationMore Interest inRelationshipLess Interest inInformationLess Interest inRelationshipRelationship-Oriented關係導向關係導向 Advice Community Knowledge Problem Solving Close WorkingPartnership-Oriented夥伴導向夥伴導向 Long-term Mutually beneficial In-depth Well-managedInformation-Oriented資訊導向資訊導向 Trend education Business information Synthesis of complex info.Transaction-Oriented交易導向交易導向 Price Convenience Quality product Product knowledge?Source: Customer-Centered Growth15eCRM方案初探16Mental model of eBusiness design17Visioning: to be a customer-centric enterpriseWeb & Email/.com applicationsCall CenterField Sales & ServiceChannel Partners/ eChannelCustomersCustomer InformationMarketingBack Office/ERPCustomerSegmentation/ValuationMultipleChannelsIntegrated Sales,Marketing, Services, Customer CareUnifiedCustomerKnowledgeMaximized Valueof CRM+=18整合性互動關係整合性互動關係Make effective touch-point interaction with customers互動學習蒐取顧客情報互動學習蒐取顧客情報Obtain customer intelligence and fulfill customer demand via building learning relationship w/ customer最適資源配置最適資源配置Optimize resource allocation according to different customer valuation增加留客率增加留客率/擴張擴張Effectively increase retention/expansion and even acquisition of customer顧客生命價值極大化顧客生命價值極大化 Maximize customer life time value to the enterpriseHow to satisfy customers needs and maximize value?19 MarketingSalesCustomer ServiceCustomer Touch Points (Contact Center)AcquisitionRetentionExpansionPhoneInternetFaxMailOutlet整合性的互動關係.Touch-point interaction20Customer Intelligence Understand Customer Needs and WantsCreate Tailored Solution to Customers Provide Ways to Receive Customer Feedback Learning Relationship can increases customer retention simply by makingloyalty more convenient for the customer than none-loyalty. - “Enterprise One to One”互動學習蒐取顧客情報.Customer intelligence via learning relationship21Source: Focus on Customer Segmentation - Andersen Worldwide -A Leisure example“. . . not all customers require the same level of service or will generate the same revenue.” HBR Jan/Feb 1993, “Customer Intimacy and Other Value Disciplines”Number ofNetTotalCustomer SegmentsCustomersProfitCostsA: consumer, high income, high affinityA: 10%B: 20%C: 70%C: Consumer, low income, low affinity A: 75%B: 20%C: 5%A: 30%B:20%C: 50%B: consumer, medium income, medium affinity最適資源配置Optimal resource allocation22Source: Adapted from “Enterprise One to One”Customer-Driven CompetitionNeeds Satisfied(Share ofWallet)Customers Reached(Market Share)Customer Life Time Value Mass-Market CompetitionNeeds Satisfied(Share ofWallet)Customers Reached(Market Share)Customer Value增加留客率/擴張.Increase retention/expansion23Increased Purchases: American Express found that 43% of highly satisfied customers would use their credit card more often based upon their positive experience.Acquisition Cost: The U.S. Office of Consumer Affairs estimates it costs five times more to attract new customers than to retain a old customers.Price Premium: PIMS study found high customer satisfaction companies charge 9 percent more than poor customer satisfaction companies.Referrals: One leading U.S. home builder found over 60% of its sales result from referrals. Conversely, a TARP study found that the average dissatisfied customer will tell 9 to 10 others about the experience.Reduced Operating Costs: In the insurance industry, a 5% increase in customer retention lowers the cost per policy by 18%.Customer Experience CycleFirst TimeRepeatAdvocate顧客生命周期價值(較佳的收入/獲利性) Customer Life Time Value(better revenue/profitability)24Service EffectivenessCustomer Inquiry, Retention, Service and Information ManagementContact Center EffectivenessTrouble Analysis & ResolutionBilling & CollectionsSales EffectivenessSales Force Effectiveness Alignment, Training and ManagementSales/Contact Center Integration and ManagementCustomer ProfilingOpportunity, Account & Order ManagementProduct, Price, and Contract NegotiationMarket & Channel EffectivenessMarket Research and AssessmentMarket and Customer Alignment and SegmentationCustomer, Channel and Product ProfitabilityProduct Development & Lifecycle ManagementValue PropositionIncrease Revenue/ ProfitabilityImprove Customer Satisfaction/ RetentionImprove Time to MarketIncrease Operational EffectivenessClient OrientationMeasurement & ProfitabilityTechnology-Enabled SolutionseBusiness SolutionsData Warehouse Management and Decision SupportIntegrated Customer Relationship Management SystemsMarket and Product Lifecycle Management SolutionsIntegrated solutions to maximize customer value25Transactional SystemsCustomerModelingExternalsourcesChurnAnalysisCustomerServiceContact CenterMarketing/PromotionsCustomerValueCustomer Intelligence PlatformProduct ConfiguratorCRM SystemsCampaignManagementCustomer Interaction PlatformSales ForceeBusinessCustomer-centric solution architecture26Industry benchmarksMarket researchCompetitive intelligenceExternal Data Sources Operational data Marketing, sales, service data ERP dataInternal Data SourcesCustomerIntelligenceSystemData warehouseSupporting technology:data extraction, transportation, cleansing and transformationThe Customer Intelligence System holds the data which is used by the application software.27Data MiningCustomerIntelligenceSystemSupporting technology:On-Line Analytical Processing (OLAP), and various software packages. Score/ profile/ segment customers on behavior Sales and Marketing Performance measures Customer Equity Response tracking (direct and inferred responses) Analytical Model adjustments Update/ Enhance Data Analyze Data and Act Data mining/ analytical tools and software packages bring the data into life28Basic technology architecture29eBusiness application architecture - From Dr. Ravi Kalikotas eBusiness Roadmap for Success30Organisations need certain core capabilities to move to eBusiness/CRMData WarehousingCustomer contact softwareSales-Marketing automationDecision support toolsDatabase integration (front/back office) PDAs, iKiosks, iTVCustomer-centricEnd to endMulti-channelParameters-drivenOrganisation by customer segmentResponsivenessEmpowerment, Service cultureLifestyle skillsEmotion vs analyticsManagement commitmentBehaviour incentivesContinuous planningPersonalised offersStrategic alliancesNeeds-based segmentationClear value proposition31Empower Steering Committee With Customer Advocacy and Authority Align Enterprise Compensation on New MetricsLead With a Customer InvolvedCultureFund Asset Poolingfor eBusiness/CRM InfrastructureOrganize by CustomerSegments and KeyProcessesCustomers?Align EnterpriseCustomer-Centric Behaviors vs. the FunctionalHierarchies!FinancialMetricsTeamGoalsCustomerSat.SalaryCustomerSegmentsRemain Ever-Involved to Foment ChangeThe real challenges are from.32eCRM經驗分享33The Home Shopping Network (HSN.com)34HSN.com backgroundHome Shopping Network, a division of USA Networks, Inc. (NASDAQ:USAI), pioneered the electronic retailing industry in 1977.Its 24-hour programming reaches more than 74 million households through broadcast, cable and satellite dishes. In 1999, the network launched HSN.com, the Internet ultimate shopping experience that fully integrates content, community and commerce with HSN television programming. In 1999, the Company generated $1.2 billion in sales, received more than 68 million sales and customer service calls, shipped more than 34 million packages and currently services a growing customer base of more than 5 million.35HSN.com business objectivesMaintain Strong Broadcast Shopping GrowthDevelop Electronic Commerce ChannelExpand Third Party ServicingCreate Partnership Marketing OpportunitiesExpand InternationallyMaintain efficient operations36Business challengeFeatures:- Simple Product Ordering Technology:- Base System- Mainframe- ProprietaryAdditional Features:- Third Party Orders- Marketing CampaignTechnology:- System Upgrades- Mainframe- ProprietaryAdditional Features:- Initial E-Commerce- Enhanced User Interface- Partnership MktgTechnology:- Screen Scraper- MainframeAdditional Features:- Customer Integration- Supplier Integration- Electronic Commerce- Globalization- Advanced PersonalizationTechnology:- CRM- Open Systems- Client-Server/Browser1985Basic Broadcast1989Third-Party Provider1998-99InitialAlternateChannels2000 and beyondMulti-Channel,GlobalElectronic RetailerKnowledge of CustomerMinimalIntimateHSN transition through business models37Increasing complexityProduct Complexity/Level of ConfigurationCustomer Segments / Level of Sophistication38Architecture alignment approachBusiness ArchitectureApplication ArchitectureSystem Architecture39Refer to the Arthur Andersen Architected Solutions section of the appendix for a detailed description of this approach.Arthur Andersen Architected Solutions Methodology40Project management/role & responsibilityProject ManagementBusiness AnalysisProcess reviewSystem ArchitectureData modelingData conversion scriptsDetailed designScreen configurationReportsVB codingChange management leadQA & Systems TestingBusiness SponsorIS SponsorClient Project ManagerProject TeamUser Requirements LeadFocus User TeamMarketing AdministratorData conversions and Interfaces LeadData CleaningRep from other applicationsInterface Mgr & Territory AdministratorTechnical LeadDBASystem AdministratorConfigurations Development LeadRollout CoordinatorTechnical Account ManagerUser Requirements SpecialistInterface Manager/TA SpecialistDatabase SpecialistApplication Architecture SpecialistConfigurations SpecialistInfrastructure TeamTrainingDesktop ServicesSoftware DistributionOperations SupportBusinessConsultant rolesClient rolesCRMVendor rolesSupporting rolesNote: One individual may span multiple roles, especially in smaller Siebel engagements. Supporting roles often supplied by client IT team, 3rd party product supplier or specialistsExcludes: Major redesign of processes, applications integration, programme mgt, dedicated change management.41Business landscape/strategy articulation42Business architecture/requirementsCustomer Account Maintenance The ability to capture first time buyer segment informationThe ability to provide customer account security The ability to generate confirmation of customer account changesThe ability to create an audit trail of customer account updates / editsOrder EntryThe ability to prompt sales agent with name of sales channelThe ability to capture the source of an orderThe ability to customize scripts and screen flowThe ability to retrieve real-time inventory informationThe ability to process order without a final priceThe ability to view FlexPay payment schedule for each line itemThe ability to validate coupon discount on an orderThe ability to display customer credit rankingThe ability to convert pricing information for multiple currenciesThe ability to change shipping method for individual line item, and to determine the shipping method (single pack or multiple pack) based on item category and costsThe ability to provide detail shipping information; provide expected ship dates and delivery datesThe ability to provide up-sell and cross-sell intelligent logicThe ability to view item(s) domestic and international price breakdownService Request ManagementThe ability to retrieve detail warehouse manifest informationThe ability to view customer cancellation historyThe ability to capture reason for cancellations / returns / exchangesThe ability to retrieve drop ship informationThe ability to view customer return historyThe ability to update customers method of payment on individual line item(s)The ability to retrieve customer outstanding balancesThe ability to issue a tracerThe ability to maintain audit trail of customer communicationCampaign ManagementThe ability to set up detailed information for each campaignThe ability to set up a campaign in a test database and copy to a production databaseThe ability to provide detail scripting of entire campaignThe ability to update campaign detail informationAbility to support loyalty programs (I.e. Frequent Shopper)Order ManagementThe ability to allocate inventory based on customer segmentThe ability to transmit orders to Move throughout the dayThe ability to capture the reason for returnThe ability to identify returns and allocate to fulfill backordersThe ability to automatically generate backorder notificationsPerformance MeasurementThe ability to set up key performance parametersThe ability to review on-line key performance metricsThe ability to analyze trendsThe ability to transmit commissions to PayrollCall Center TrainingThe ability to conduct on-line trainingThe ability to track Help screens accessed by employeesThe ability to access the test campaign set up to conduct ICOM trainingChannel ManagementThe ability to define features of a new sales channel (who, what, where, how and why)The ability to configure or establish business rules, application logic, user functionality, system interfaces, and process flows to support a new channel43Component prototyping/implementationUser InterfaceBusiness LogicData baseScreensViewsApplicationsObjectivesRulesComponentsTablesColumnsWHOWHATWHEREHOWOrganizationDataToolsProcessSponsorExecutiveDesignerBuilder44Customer Sales & Service Application (CRM)CustomerServiceRequestShowMerchandising (RETEK)ItemItemCRM ObjectsInformation WarehouseCustomerHistoryIVRCustomerOrder System(Edify)ChannelCampaignShipmentOrderShow Planning (SPT)ShowFulfillment(MOVE)ShipmentFinancial Systems(PeopleSoft)AccountsOrder Management (Custom)ICOMStores Customer historyProvides trend dataSource for O/B campaignsMaster database for ITEM dataMaintain inventory dataMaintain pricing, variants, etcMaintain Show dataStores Customer historyProvides trend dataSource for O/B campaignsCustomerLoyaltyTracks Financial dataAggregate Revenue dataCall Center User InterfaceAdd Customers/Place OrderPayments (CC, KA$H, Loyalty, etc)Customer ServiceMaintain Order StatesManage Order WorkflowUpdate Financial SystemsSubscription TriggersE-CommerceSystems (ISN,hsn.com, short shopping, etc)CustomersMarketing Functions (CRM)CampaignsLoyalty MgmtReportingCall Center Mgmt (CRM)Agent PerformanceReportingUser/AgentdataItemHistoryShowHistorySolution/component architecture45Integrated systems approachPlanograms:IRIIntactixACNielsenDecision Support:Business ObjectsBrioSagentSyndicated Data:IRIACNielsenMarket MetricsOrder Processing:IMIPromotion Simulation:Custom SolutionIRI ACNielsenTrade Trade InformationInformationProductProductInformation Information PromotionPromotionInformationInformationDemand Planning: I2 Technologies Manugistics SyncraERP:ERP:SAPSAPOracleOracleJDEJDECRM46User InterviewsFunctional RequirementsInitial Market Scan8 Vendors22 Vendors4 Vendors2 VendorsRFI distributedDetailed Functionality MatrixGap AnalysisVendor Scripts/DemosUser TestingFunctionality TestingPerformance TestingFinal selectionCRMVendoreBusiness/CRM package selection47Component prototyping/implementationBusinessRequirementsPrototypeSolution ArchitectureUser ReviewLabsConfigurationDiscoveryData MappingConfiguredPrototypeControl GroupEIMSetupConversionRoutinesFeedbackValidationFeedback48Lesson learnedSolution vendor commitment to E-Business productsEnterprise/Integrated Solution, not point solutionUser participation, buy-in & ownership/Change EnablementStart with strategy articulation/business requirementPartnership/Roles & Responsibilities clearly definedEffort = Interface2 + Conversions2 + Customizations249勤業的方式與特色50勤業/Arthur Andersen提供全球性的專業管理顧問服務To be the partner for success in the New EconomyPartner: Working with people rather than for them, door open to join venturing; partnering with our people as well as our clients.Success: Success as defined by the client rather than specifically defining the outcome as wealth creation, shareholder value, etc.New Economy: The new world of business that has evolved and the new community that works in it.51Refer to the Arthur Andersen Architected Solutions section of the appendix for a detailed description of this approach.Arthur Andersen Architected Solutions Methodology52人員轉型人員轉型未來未來現況現況組織轉型組織轉型目標釐清目標釐清設計規劃設計規劃落實執行落實執行擺脫舊習擺脫舊習自我建設自我建設全新出發全新出發組織文化與變革流程領導團隊的領導力與承諾個人與團隊能力變革促動結構溝通策略組織設計與績效管理變革願景變革準備度 and transformed by Change Enablement53問題與討論5455