Lojalność Klienta: Customer Journey, Personalizacja, Big Data, Mobile Loyalty, NPS
Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
Transcript of Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 1/23
SAPPHIRE 2009
& ASUG Annual ConferenceHow SAP CRM 7.0 helps companies
balance customer loyalty and cost
Munish Gupta
Advisory Services
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 2/23
PricewaterhouseCoopers
May 2009
What we will cover
• The delicate balance between customer sustainability and cost
•The four pillars of customer sustainability
• How to achieve customer sustainability and manage cost
• Wrap up
Slide 2
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 3/23
PricewaterhouseCoopers
May 2009
The delicate balance
Slide 3
“ Some Great Companies in the passion to
drive down costs, have mangled theirrelationships with Customers”
- Business Week,2006
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 4/23PricewaterhouseCoopers
May 2009
Understand your customers to manage the balance
Slide 4
Companies must take positive actions with focus on revenue
and cost drivers
• Spend where it counts
• Stay relevant
• Continue to preserve trust
• Keep sight of growth
• Define a balanced
scorecard to manage
customer sustainabilitySource: PwC research
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 5/23PricewaterhouseCoopers
May 2009
What is customer sustainability?
Customer sustainability is all aboutmanaging and nourishing relationships
with the customers through“personalized customer experience”
or “differentiated offerings”
Slide 5
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 6/23PricewaterhouseCoopers
May 2009
Many forces are driving the increased focus on customer
sustainability
Slide 6
Current economic
situation
“ Me-too” products &offerings strategy
Absence of effective
infrastructure
support
Lack of intelligent
customer
interactions
Inconsistent
experience across
multi-channels
CustomerSustainability
Forestalling
revenue andmargin erosion
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 7/23
PricewaterhouseCoopers
May 2009
SAP CRM allows companies to manage the balance between
customer sustainability and cost
Slide 7
When business and IT executives jointly take an end-to-end look at business
processes, the resulting investments can have up to ten times the impact of traditional
IT cost reduction effortsSource: McKinsey & Company, 2008
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 8/23
PricewaterhouseCoopers
May 2009
The value proposition of improving customer loyalty and
delivering differentiated customer serviceCompanies must do more than tracking satisfaction and defection to measure customer
loyalty. The key now is understanding buying pattern and attitude to sustain customers.
Slide 8
Business Issues Business Benefits
The lack of understanding of customer needs drivescustomer defection
Customer loyalty rates are low due to perceptions of
poor service quality
Customer frustrations with channel inconsistency
High customer support costs
Disconnect between brand objective and actual
customer experience No reliable measurements of customer satisfaction
As a result of an improved customer loyalty and service: Customers stay with the company longer and lock-in
Customers recommend the company's products or
services to others
Customers spend more frequently with the company, and
in higher volumes
Customers demonstrate less price sensitivity
Customers require less frequent service and care
Key Metrics
Loyalty Program
Participation
Average Order Size
Customer Satisfaction
First Call Resolution
Customer Churn Rate
Customer Support
Costs
Customer Acquisition
Costs
Net Promoter Score
Conversion to PayingCustomer Sales Traffic/Volume
Statistics
It costs incrementally more to attract a new customer than
to keep an existing one
Companies can boost profits significantly by retainingmerely a small amount more of existing customers
Only a fraction of dissatisfied customers will express
dissatisfaction directly to the company
Happy customers tell others of their positive experience.
Dissatisfied customers tell even more how bad it was
Many customers do not feel valued by those serving them
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 9/23
PricewaterhouseCoopers
May 2009
Predictable
Experience
• Consistent
• Intentional
• Not differentiated
• Not valuable
Random
Experience
• Inconsistent
• Unintentional
Designed
Experience
Loyalty
• Customer centric• Intentional
• Consistent
• Differentiated
• Valuable
Time
& e
Loyalty
Reven
u
Customer Experience Management is the
application of deep customer knowledge to
deliver products, services and interactionsthat are consistent across channels,
differentiated by segment and valuable to
customers.
Co
sttoServe
&
Tim
etoDecision
Designed customer experience management assists in
improving customer loyalty
Slide 9
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 10/23
PricewaterhouseCoopers
May 2009
There is a lot of evidence to support the loyalty profiling to drive
customer spending and cost containment
Slide 10
Emotive interactions matter!
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 11/23
PricewaterhouseCoopers
May 2009
Unified
customer
experience
Finding Solutions• Know the customer and what
customer owns• Show the customer solutions relevant
to customer’s business / industryvertical
• Propose “End to End” solutions• Help customer sell the software within
the company
Buying Solution
• Simplified quoting process• Bundle products for a solution and offerstandard bundles
• Know customer’s discount scheduleand default values into the forms
• Recommend purchasing on-linetraining with the products
• Optimize customers tax liability• Provide flexibility of selecting channel
of choice
Implementing• Seamlessly tie into customers Asset
Management system• Provide various choices on the
delivery media
Learning• Provide training on products and
customer’s business processes• Provide customer an enterprise
visibility of customer’s training
investments• Provide metrics on people who have
completed training
Using
• Support should be accessible via theweb and contact center • Provide a global view of all support
requests and resolutions• Help customer track software usage
across the enterprise
Upgrading• Provide an easy and manageable
process for renewals• Usage, Upgrade Plans and Support
should be coterminous• Tie into customers software asset
management system
A case for how SAP CRM enables customer experience
management during a closed software customer lifecycle
Slide 11
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 12/23
PricewaterhouseCoopers
May 2009
A major “service centric” business evolution is in progress to
increase revenue and decrease cost
Slide 12
• Our research and industry
experience indicates that service
organizations must broaden theirservice portfolios and offerings to
sustain customers and drive
profitability.
• The key to success is to move
from “product support” to “service
centric” organization
• Service centric business mustincrease their value and
influence to their customers to
differentiate
Product Support• OEM product support
Customer Support• Additional service beyond
product sales
• Compatible and competitive
product support
Service Centric
• Service as a profit center • Service marketing
organization
• All inclusive support
V a l u e
a n d P
r o f i t a b i l i t y
Maturity
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 13/23
PricewaterhouseCoopers
May 2009
Getting the pricing right is key to staying relevant to customers
Slide 13
Companies need to manage the profitability of individual customers and
transactions with greater precision, better customer insights and price
sensitivities.
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 14/23
PricewaterhouseCoopers
May 2009
A thoughtful closed-loop revenue management process paves
the way to profitability and manage cost• Revenue management analysis
- Identify revenue leakage areas.
- Quantify and prioritize opportunity areas.
- Profitability improvement through price strategy
and settings.
• Revenue management improvement- Establish pricing policies and link to pricing
decision processes.- Setup auditable tracking of policy maintenance &
enforcement.
- An integrated technology platform decreases the
number of manual touches, reduce cost and
provide better information to the organization.
• Revenue management insights- Drive pricing decisions based on product, market
and customer insights.
- Understand the true profitability of the customer
for better business decisions.
Slide 14
Price to
Profitability
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 15/23
PricewaterhouseCoopers
May 2009
A comprehensive customer insights approach is fundamental to
the success of customer sustainability
• Improve the knowledge of
customer behaviors in order to
improve their buying relationshipexperience
• Enabling organizations to tailor
their interactions with the customerover multiple channels based on
what they now know
• Improve processes within the
enterprise driving better customerservice and retention
+
Transactional
Data
Master
Data
+
Intelligence/
Warehouse
Slide 15
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 16/23
PricewaterhouseCoopers
May 2009
Insight Driven Marketing analyst study
Key Findings
• Analytics drivenmarketing efforts yield
higher success rates
• Inbound customer
initiated interactions aregreat opportunity to
market
• Increase customer
satisfaction rates withintelligent offers
Source: SAP Executive Insight – Best Practices of the Best-Run Sales Organizations
Slide 16
“Intrusive”
3% Success
CampaignEnterprise Initiated,
Marketing Driven
“Intrusive”
3% Success
“Convenient”
20% Success
Event DrivenCustomer
Triggered,Product as Service
“Convenient”
20% Success
Real TimeCustomer Initiated,
Relationship Driven
“ Appropriate”
40% Success
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 17/23
PricewaterhouseCoopers
May 2009
Closing thoughts
We are in an unprecedented economic times, but do not take
your eye off of what is most important to your business
CUSTOMERS
Slide 17
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 18/23
PricewaterhouseCoopers
May 2009
What this means for your CRM initiative
Maximize CRM effectiveness during lean times by identifying
quick wins and get ready for when the economy turns around• Increase sales effectiveness
• Improve forecast accuracy
• Engender customer loyalty• Drive impactful marketing results
• Increase customer service flexibility while reducing costs
Slide 18
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 19/23
PricewaterhouseCoopers
May 2009
Slide 19
Questions?
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 20/23
PricewaterhouseCoopers
May 2009
Slide 20
To learn more…
• Visit PwC at Booth #736
• For more information on this topic (and other related topics),
visit our website at: www.pwc.com/us/SAP
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 21/23
PricewaterhouseCoopers
May 2009
Slide 21
How to contact today’s speaker
Munish Gupta
Advisory Services
PricewaterhouseCoopers LLP
(214) 405 6490
Change creates opportunity
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 22/23
© 2009 PricewaterhouseCoopers LLP. All rights reserved. "PricewaterhouseCoopers" refersto PricewaterhouseCoopers LLP or, as the context requires, the PricewaterhouseCoopers
global network or other member firms of the network, each of which is a separate and
independent legal entity. This document is for general information purposes only, and should
not be used as a substitute for consultation with professional advisors.
Change creates opportunity.
7/26/2019 Sapphire_online_2009_SAP CRM7 Balance Customer Loyalty
http://slidepdf.com/reader/full/sapphireonline2009sap-crm7-balance-customer-loyalty 23/23