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- 1 - Discussion_Paper_SAG.ppt Roland Berger & Partner GmbH – International Management Consultants Barcelona – Beijing – Berlin – Brussels – Bucharest.

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Presentation on theme: "- 1 - Discussion_Paper_SAG.ppt Roland Berger & Partner GmbH – International Management Consultants Barcelona – Beijing – Berlin – Brussels – Bucharest."— Presentation transcript:

1 - 1 - Discussion_Paper_SAG.ppt Roland Berger & Partner GmbH – International Management Consultants Barcelona – Beijing – Berlin – Brussels – Bucharest – Budapest – Buenos Aires – Delhi – Detroit – Düsseldorf – Frankfurt – Hamburg – Kiev – Kuala Lumpur – Lisbon London – Madrid – Milan – Moscow – Munich – New York – Paris – Prague – Riga – Rome – São Paulo – Shanghai – Stuttgart – Tokyo – Vienna – Zurich Customer Relationship Management – Consulting approach – Munich, June 2000

2 - 2 - Discussion_Paper_SAG.ppt This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger & Partners. ContentPage A.Introduction3 B.Project objectives and scope12 C.Approach16 C.1CRM target setting19 C.2CRM strategy and technology concept34 C.3CRM implementation74 D.References77 E.Appendix: Supporting tools to implement CRM81 E.1The Internet as a supporting CRM tool82 E.2The call center as a supporting CRM tool93

3 - 3 - Discussion_Paper_SAG.ppt A. Introduction

4 - 4 - Discussion_Paper_SAG.ppt The importance of an integrated Customer Care approach receives increasing awareness at top management level all over the world Source: Forrester Research, basis: 50 Sales managers of Fortune 500 companies "Do you have a single, integrated view of the customer today?" "How important is a single, integrated view of the customer across your company" Very important Critical Somewhat important Not at all important Yes Somewhat Not really Not at all

5 - 5 - Discussion_Paper_SAG.ppt In the future, a company's value will increasingly depend on the value of its customer base Factors influencing corporate valuation Market value added method Market value added method Discounted cashflow method Discounted cashflow method Multiples method Multiples method Customer lifetime value method Customer lifetime value method Customer acquisi- tion cost method Industrial society Information society Traditional industrial companies, e.g. manufacturing industry Service companies, e.g. consulting firms, software companies Internet companies Assets Employee base Customer base Source: Roland Berger & Partners

6 - 6 - Discussion_Paper_SAG.ppt The value of the customer base is determined by the key factors individual customer value and size of the customer base Value of customer base – corporate value Increased corporate value Higher customer net present value Higher absolute number of customers Customer cashflows Number of customers Annual profit/ customer Price premiums Recommendations Cost savings Sales growth per customer Base profit Acquisition cost Customer retention rate New customer acquisition rate [%] t + +x% Source: Roland Berger & Partners

7 - 7 - Discussion_Paper_SAG.ppt The market value of the leading InfoCom companies clearly exceeds that of OEMs – the customer base is the key success factor Source: Roland Berger & Partners analysis Overview of customer ownership and market value Number of customers in millions (12/99) Market value in DM billions (12/99) DM 1,000/ customer DM 1,000/ customer DM 1,100/ customer DM 1,100/ customer DM 1,700/ customer DM 1,700/ customer DM 4,700/ customer DM 4,700/ customer DM 16,300/ customer DM 16,300/ customer DM 10,700/ customer DM 10,700/ customer DM 18,800/ customer DM 18,800/ customer DM 4,500/ customer DM 4,500/ customer DM 2,800/ customer DM 2,800/ customer Points of customer contact Shopping TV/media Telephone/mobile Banking Sport Car

8 - 8 - Discussion_Paper_SAG.ppt Managing the customer relationship is a key lever to increase shareholder value Market and customer value Example Managing the customer relationship Market value (bn Euro) Customer Value (Euro) Today / (Current) Potential Future (Microsoft) (AOL) Calculation basis: customers Source: Roland Berger & Partners

9 - 9 - Discussion_Paper_SAG.ppt CRM is a strategy designed to increase individual customer value by establishing a long-term and systematic customer relationship Learning relationship Generating/ recording customer data Ongoing customer relationship Identification Information analysis Customer profiles Forecasting buying behavior Monitoring success Initial contact with customer 0 0 Developing customer benefits, e.g. Value-added services Customized offers Increased customer retention Wider range of services Higher efficiency in contacting customers Source: Roland Berger & Partners

10 Discussion_Paper_SAG.ppt The „knowledge cycle“ is the key to successful CRM when dealing with customers Actions to support network effects Source: Hagel/Armstrong; Roland Berger & Partners Community-generated content Online discussions for members Create profiles Partnerships with other organisations Cross advertising Partnerships with road side assistance Creation of a market place/auction Shopping malls Partnership with auction provider Questionaires on the net Experience with a product Customer history/profile Need to log-in for each member For newsletters For membership Continous report of individual information Monitoring of web-usage (focus of interest) Promotions of member- to-member interaction Personalized system for members Personal web page Customized interaction Service reminders Conserving relationships Product updates Archive of chat contributions Bonus programmes (e.g. web miles based on after sales frequency) Increased content attractivity Better knowledge about the client Higher loyalty Examples Increasing return of marketing & Sales

11 Discussion_Paper_SAG.ppt The key lever for CRM success is the Internet  innovative options for individual customer contact Maximum customer potential Maximum volume Product/ service range addressed Current customer value Marketing/sales cost Enhanced loyalty: Changing occasional customers into loyal customers Internet as convenience channel Individual communication, e.g. sites Information-based value-added services 1 Opportunities offered by the Internet Broad-based customer communication: Cross selling The Internet is used to collect information other than the individual product/service range The Internet is used to address a wide range of products 2 More efficient contact: Cost savings The Internet is a low-cost sales channel Option to provide individualized information (example mail-order: Catalogues tailored to customer profiles) 3 Source: Roland Berger & Partners

12 Discussion_Paper_SAG.ppt B. Project objectives and scope

13 Discussion_Paper_SAG.ppt The strategic goals aim at sustainable growth and profitability Enhance identification, segmentation, conquest and loyalty of customers Strategic goals of CRM Having a clear idea of the customers’ current and future needs Reinforcing the awareness of the Group and of its service mix Increasing customer satisfaction Responding quickly and efficiently to the customer bearing in mind its economic value Source: Roland Berger & Partners

14 Discussion_Paper_SAG.ppt The project objectives aim at a seamless implementation of CRM from vision to systems integration CRM project objectives Create a strong CRM vision and focus areas with highest business potential Translate CRM vision into bold CRM strategy combined with a customized technology concept Ensure a sustainable implementation supported by reliable CRM processes and systems Source: Roland Berger & Partners

15 Discussion_Paper_SAG.ppt The project covers the entire business-channel matrix with CRM applications to attract, penetrate and retain customers CRM applications Personalized customer dialogue Personalized offerings Customer retention module Direct Own concess SIVA INTERBANCO COMEPOR Channel Business Business-channel matrix 3rd party concess. MULTIRENT Tele- mktg. Promo- tors Inter- banco Multi- rent Inter- net Stores Inter- national LGA SIXT RETALHO                      Example Source: Roland Berger & Partners

16 Discussion_Paper_SAG.ppt C. Approach

17 Discussion_Paper_SAG.ppt Implementation The approach to define and implement Customer Relationship Management consists of three phases Objectives Target setting CRM strategy and technology concept 123 Analysis of customer requirements Benchmarking and Best Practice analysis Evaluation of existing CRM measures Development of CRM vision and target system Estimation of potentials Source: Roland Berger & Partners Development of a detailed CRM strategy within the overall sales & marketing strategy –Personal customer dialogue –Personalized offerings –Customer retention Designing a technology concept in co-operation with CRM systems providers Set up of detailed CRM business case Implementation of CRM strategy and technology concept (work program to be detailed during phase II)

18 Discussion_Paper_SAG.ppt The customer relationship management strategy can be ready for implementation in 4.5 months Project month Activity 12 1Target setting 2. CRM strategy –Personal customer dialogue –Personalized offerings –Customer retention program –Process and organizational implications –Pilot implementation 3. Technology concept –IT-Audit –Data-model and IT-infrastructure plan –Software and service provider selection 4. Implementation 34 Source: Roland Berger & Partners Timing 5

19 Discussion_Paper_SAG.ppt C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation

20 Discussion_Paper_SAG.ppt ? Key questions „target setting“ What customer segments are addressed by the CRM strategy and what are the segment-specific customer requirements? Which benchmarks and best practices can be derived from automotive and non- automotive CRM applications? How is current customer information deficit to be tackled? To what extent can the project build upon existing CRM measures in the Group? What is the vision as the guideline to define the CRM strategy? What are quantified and measurable targets to evaluate business options and to track the implementation process in a consistent way? What overall business potential (additional revenues and improved margins) is associated with the implementation of CRM? Source: Roland Berger & Partners

21 Discussion_Paper_SAG.ppt The „target setting“ phase can be completed within 4 weeks (1) Project week Activity 1234 Work schedule „target setting“ 1.Analysis of customer requirements –Definition of relevant customer segments for the CRM strategy –Identification of segment specific requirements with regard to CRM applications 2.Benchmarking and Best Practice Analysis –Identification of relevant benchmarking targets –Gathering of bechmarking data from RB&P databases and external sources –Definition of relevant benchmarks and best practices 3.Evaluation of existing CRM measures –Analysis of existing point-of-contact structure of customers –Documentation and evaluation of existing CRM activities Source: Roland Berger & Partners

22 Discussion_Paper_SAG.ppt The „target setting“ phase can be completed within 4 weeks (2) Project week Activity Work schedule „target setting“ 4.Development of the CRM vision and target system –Break down of CRM goals into detailed targets –Definition of target weights and measures –Set up of balanced score card for entire project 5.Estimation of potentials –Estimation of segment-specific revenue and margin improvements –Rough assessment of cost and investment requirements 1234 Source: Roland Berger & Partners

23 Discussion_Paper_SAG.ppt The analysis of customer requirements will deliver segment-specific CRM related needs Business to business Business to consumer Cost reduction Reduction of processing times Service degree/access to services Convenience Information "on demand" Individual problem solving Entertainment Price advantages Customer needs Quality of service Efficiency improvement Innovative business models Customer loyalty/penetration Reach new customers Brand image Objectives 1) Fleets/direct customers Source: Roland Berger & Partners

24 Discussion_Paper_SAG.ppt … Benchmarking and best practice analysis will reveal feasible and attractive CRM opportunities Example: CRM related content at Porsche Post cards Via Collects sender and recipient addresses Company links No data entry Personalization via cookies only Travel club Different travel offers Online application Total personalization Porsche newsletter Newsletter subscription Collects addresses Guest book No personalization since only entry of name required Games Simple little games Personal information entry required in order to be listed in high score tables Source: Roland Berger & Partners

25 Discussion_Paper_SAG.ppt Transferable best practices can also be derived from non-automotive benchmarking targets Bonus program Customer- specific Customer segment- specific No customiz- ation Own product/ service range Entire demand range Degree of individuality Degree of demand coverage Holistic CRM players Cross-selling No Yes Source: Roland Berger & Partners

26 Discussion_Paper_SAG.ppt Particularly the airline industry is leapfrogging the development in customer retention programs including personalized services for target segments American Airlines Internet market entry of in 1995 Objectives: Online bookings from US$ 1.7 m per day (max.) in 1998 up to US$ 500 m total in 1999, further expansion of one-to- one customer customer relations Earning miles: –Fly (AA, BA, Canadian Airlines, Cathay Pacific, Finnair, Iberia, Quantas Airlines, Japan Airlines, Swissair, etc.) Each Internet visitor receives an offer tailored to her/his history and individual profile At present, there are > 35 m AAdvantage-members, 1.7 m of which have already visited the Internet website General informationProduct/service range and partners Personalized Internet servicesSuccess –Hotels (Best Western, Holiday Inn, etc.) –Car rentals (Alamo, Avis, Hertz, etc.) –Shopping (Golf, Dining, etc.) Using miles: –Fly, hotels, car rentals, trips Top-tier Aadvantage members have access to a personalized AA page More than 35 % of the top-tier members use the online offer Record-booking day 1998: US$ 1.7 m Source: Roland Berger & Partners

27 Discussion_Paper_SAG.ppt The points-of-contact analysis is supported by specific tools and results in a rough estimate of how CRM functions can be optimally applied Segment-specific points-of-contact analysis supported by tools Transaction Channels Internet Call center Sales force Logistics services PresalesSalesAfter-sales Customer segment A Customer segment B Customer segment C Points-of-contact tool What are the points of contact? What information is generated at these points? How is this information aggregated/ evaluated/utilized? What additional information should be collected (cost orientation)? What further points of contact should be set up? What analysis results are to be expected from the future information base? How wide/detailed are future customer profiles? What is the presumed frequency/intensity of the points of contact? Etc. Source: Roland Berger & Partners

28 Discussion_Paper_SAG.ppt Life cycle managementInformation and complaint mangement Customer service conceptSegment-specific programs Source: Roland Berger & Partners Existing CRM activities will be evaluated in terms of their potential of being integrated into the overall CRM strategy Lack of strategic direction and process orientation Customer life cycle management Prospective customer service Customer service pre-sales Customer service after sales New customer program Reactivation/recovery programs Vehicle cycle management Service card (planned first upgrade) Service program Segment II/III Integrated customer life and vehicle cycle management Service card (planned second upgrade) Information management Prospective customer service Complaint management Definition of response times Catalog of rules for cooling off customers Proactive reactivation/recovery appeal Trade service program Customer retention Service coupons Service program New media/electronics Real-space worlds –Forum –Representation –Forum for technology/history A Plus expanded services –Tourism –Expansion of assistance Brand/oldtimer club Mobility guarantee Premium program VIP service Other customer groups Companies –Fleet management –Industrial customer service –Major customer service Taxi customers –Taxi customer program Age group program Youth –Youth program Project example: Analysis of existing CRM activities for premium OEM

29 Discussion_Paper_SAG.ppt CRM player C The vision will define the future positioning towards the customer relationship Address attractive customer segments in many parts of the demand range Cover product/service range with the help of partners Establish and trade own currency (e.g. "Miles", "Buxx") Personalize offer and pricing based on customer behavior Use the Internet (via different access media) as main channel to reach the customer Cut other companies from customer access Customer retention vision 2005: “Total Customer Ownership” CRM player B CRM player A Financial Service Mobile telecom. Gro- ceries Ele- tronics Mobility CD/ books Personalized offer Illustrative Source: Roland Berger & Partners

30 Discussion_Paper_SAG.ppt The evaluation of the target system will allow the definition of a clear hierarchical order…. Illustrative Target system CRM strategy (1) Increase shareholder value Increase shareholder value Improve profitability Sustain growth Overall General Operating Product - specific Source: Roland Berger & Partners

31 Discussion_Paper_SAG.ppt … that will translate into a scorecard required in the first phase to evaluate business options Target system CRM strategy (2) Phase 1 ObjectiveWeight Objective Sub-objective 1 Operating objective … Sub-objective 2 Operating objective … 0,5 0,2 0,05 0,1 0,3 0,15 0,1 Evaluate business options Evaluate business options Phase 2 Phase 3 Monitoring … Performance measure … Today … Goal … When … Implementation milestones Implementation milestones Derive performance targets from selected business options Illustrative Source: Roland Berger & Partners

32 MUC a.ppt The individual weights of the targets will be defined interactively and represent their relative importance Project example: target system for e-commerce strategy Increase shareholder- value Improve profitability (31%) Strengthen brands (35%) Increase channel control (34%) Avoidance of lost sales (7%) Increase of sales (6%) ECOM ROI (6%) Channel cost reduction (6%) Improved planning (6%) Customer retention (8%) Conquest (7%) Image contribution (7%) Web-site fidelity (6%) Compliance with brand strategy (7%) Control of customer data/ prospects (9%) Service quality (7%) Group-coherent offering (6%) Top-3 competitive offer (5%) Time-to-market (7%) Source: Roland Berger & Partners Example

33 Discussion_Paper_SAG.ppt In the course of the actual potential estimation, parts of the customer strategy development have to be anticipated Segment-specific estimation of potential [Based on business plan] Prod./service range Segment A B C D Own product/ service range Spectrum to be addressed N Prod./serv. range Segment A B C D Result spectrum Spectrum to be addressed N Focus segments Trans- action Channels Internet Call center Sales force Logistics services PresalesSalesAfter-sales Expected sales (at optimum CRM use) Expected sales (at optimum CRM use) Cost Realistic CRM potential Estimating segment- specific potential Identifying focus segmentsEstimating CRM cost Etc. Frequency Degree of individualization etc. Source: Roland Berger & Partners

34 Discussion_Paper_SAG.ppt C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation

35 Discussion_Paper_SAG.ppt ? Key questions „CRM strategy and technology concept“ What are the opportunities to intensify the dialogue with the customer and improve customer knowledge to increase customer loyalty and cross-selling? What are the most promising business options to develop personalized customer benefits through customized offers and value added services? What are the most promising business options to establish an ongoing customer relationship through customer retention programs? What are the necessary adaptations in processes and organizational structure to implement CRM? What is the main impact on the existing IT-Infrastructure due to “translating” strategy definitions in IT-Logic? Which functionality could be implemented by choosing “best of bread” software components? What efforts have to be done to reach quick and lasting results in a stable IT- environment? Source: Roland Berger & Partners

36 Discussion_Paper_SAG.ppt D.2.1 CRM strategy

37 Discussion_Paper_SAG.ppt The CRM strategy can be completed within 14 weeks Work schedule "CRM strategy" Source: Roland Berger & Partners Project week Activity Personal customer dialogue –Concept –Pilot implementation 2. Personalized offerings –Concept –Pilot implementation 3.Customer retention program –Concept –Pilot implementation 4.Process and organizational implications

38 Discussion_Paper_SAG.ppt Personal customer dialogue Personal customer dialogue Personalized offerings Customer retention Process and organizatinal implications Develop business options per action field –Content –Contact frequency –Customer contact points Evaluate and select busi- ness options according to the target system Develop criteria catalogue for the technology concept Derive control measures Define core competencies/ make-or-buy Integrate external service providers Define processes/ process changes, clearly integrated into existing marketing & sales processes Derive organizational structure Change management/ transformation Develop business options per action field –Bonus programmes –Communities – sites –etc. Evaluate and select busi- ness options according to the target system Detail business options –Scope (customer seg- ments/ business units) –Content –Functions/processes –Partnering concept –Business plan Develop business options per action field –Products-/services range –Cross-selling –Degree of individualiza- tion Evaluate and select busi- ness options according to the target system Detail business options –Customer contact/ fore- casting –Partnering concept –Business plan Four steps will derive a winning CRM strategy Project approach CRM strategy development Source: Roland Berger & Partners

39 Discussion_Paper_SAG.ppt How to individualize customer contact: Personal customer dialogue

40 Discussion_Paper_SAG.ppt ? Key questions „Personal customer dialogue“ Based on the customer contact analysis of phase I: At which contact points should the customer dialogue be intensified? Are the current contact points sufficient? What are additional opportunities to contact the customer in the most efficient way to further increase customer loyalty and cross-selling? What are the data requirements for an efficient customer dialogue? Which techniques should be applied in order to forecast customer buying behavior? What are the necessary adaptations among the different companies within the Group in terms of customer contact points, content and contact frequency in order to ensure maximum efficiency of the customer dialogue? What are the appropriate control measures to safeguard the achievement of the targets set in phase I? Source: Roland Berger & Partners

41 Discussion_Paper_SAG.ppt The personal customer dialogue concept can be completed within 6 weeks Project week Activity Development of business options for personal customer dialogue –Assessment of the current personal dialogue activities among the Group’s companies based on the results of phase I –Selection of the relevant focus action fields –Development of business options per action field (across companies/ company-specific) –Evaluation and selection of the business options according to the target system 2.Development of a criteria catalogue for the technology concept –Define data requirements and layout customer database –Cross-check with data availability –Data aggregation/networking –Definition of analysis and forecasting routines 3. Definition of control measures –Definition of the appropriate control measures per business option –Establish reporting routines 4. Pilot implementation Source: Roland Berger & Partners Work schedule „Personal customer dialogue“

42 Discussion_Paper_SAG.ppt CRM business models will be defined for existing and new products and services New business models Current product services Personal dialogue Personalized offers Customer retention 1 23 Flexible leasing offers Service reminder Smart bonus card Source: Roland Berger & Partners

43 Discussion_Paper_SAG.ppt For the strategically most attractive action fields several business options will be developed Source: Roland Berger & Partners Illustrative Lifestyle-oriented newsletter with content partners Lifestyle-oriented newsletter without partners … Indirect customers captive Expected impact from changes Change effort Neither time nor resource intensive Either time or resource intensive Time and resource intensive Evolution Trans- formation Revolu- tion Front-office Newsletter with mainly product- oriented content 1 2 3

44 Discussion_Paper_SAG.ppt The business options developed are evaluated in qualitative terms in consideration of the target system Qualitative evaluation of business options Product-oriented newsletter … Lifestyle-oriented news- letter without partners Business options WeightingCriteria Sales potential 0.2 Efficiency increase 0.2 Customer retention 0.25 Potential to conquer new customers 0.3 Total Source: Roland Berger & Partners +o +o o++ o Illustrative

45 Discussion_Paper_SAG.ppt The evaluation according to the target system ensures stringent prioritization across all project modules Improve profitabilityStrengthen brandsIncrease channel control Positive impactNo impact Increase of sales ROI Channel cost reduction Improved planningCustomer retention Conquest Image contributionWeb- site fidelityCompliance with brand strategy Control of customer data/prospects Service quality Group coherent offering Top 3 competitive offer Time-to market Avoidance of lost sales E-fleet ordering On-line service appointments Priority 1 Priority 2 Evaluation of B2B options versus target system Σ 11.5 Flexible fleet 9 On-line test drive booking Project example Source: Roland Berger & Partners

46 Discussion_Paper_SAG.ppt A customer data model allows high-quality data analysis and enormously reduces data maintenance work Customer data model Value creation through customer data model Value creation through customer data model High-quality data analysis Reduce data maintenance CRM system country ACRM system country BCRM system country C Country-specific adaptation of data Basis for CRM processes Unique and minimal definition of persons/individuals, attributes, code structures, and relationships Project example Source: Roland Berger & Partners

47 Discussion_Paper_SAG.ppt The relationality of the customer database allows comprehensive data management Model Partner-vehicle relation Partner vehicle service Vehicle Company Exclusion flags Partner service Person Lifestyle Partner-dealer relation Contact Partner-address relation Address Dealer Case Contact case relation Campaign Project example Source: Roland Berger & Partners Database structure

48 Discussion_Paper_SAG.ppt How to maximize customer benefits: Personalized offerings

49 Discussion_Paper_SAG.ppt ? Key questions „Personalized offerings“ What are the most promising products and services for personalization to maximize customer benefits and thus increase customer loyalty and cross-selling? What is the optimum degree of personalization with regard to the requirements and potentials of the different customer segments? How can the input from personal customer dialogue be utilized to forecast customer buying behavior and thus optimize the efficiency of the product’s/services’ customization? To what extent should external partners be involved to complement the existing product/service range to further increase customer benefits? Source: Roland Berger & Partners

50 Discussion_Paper_SAG.ppt The module “Personalized offerings” can be completed within 6 weeks Project week Activity Development of business options for personalized offerings –Screening of current product and service range to determine the products and services with the highest potential for personalization –Development of business options for the defined products and services –Definition of the optimum degree of personalization with regard to the requirements and potentials of the different customer segments –Evaluation and selection of the business options according to the target system 2.Detailing selected business options for implementation –Synchronization with personal customer dialogue in terms of contacting customers and forecasting customer buying behavior –Partnering concept to complement offers and fulfillment –Development of a business plan per business option 3. Pilot implementation Source: Roland Berger & Partners Work schedule „Personalized offerings“

51 Discussion_Paper_SAG.ppt The Internet is a key lever for personalized offerings Source: Roland Berger & Partners ContentProcesses/functions Demarcating the field of application in terms of product/service range and focus segments Defining control ratios for the degree of individualization, e.g. –Status (sales) –Potential –Internet affinity –Contact frequency Designing the Internet points of contact, e.g. –IT-based value-added services –Pricing –Product/service range –Rewarding –Templates for site Detailed trigger definition (acting vs. reacting) Finding partners for external services and logistics requirements Processes –Integration into existing sales/marketing processes –If necessary, defining new processes (e.g. logistics, individualized production) IT infrastructure focusing on the Internet and database marketing Implementation within the organization

52 Discussion_Paper_SAG.ppt Dependant on the perceived customer benefit and the necessary change effort the most promising business options for personalized offers will be selected Selection criteria personalized offers high low Perceived customer benefit through level of differentiation lowhigh Change effort Processes Resources Time Your personal assistant Flexible leasing Personalized e- mail newsletter Recall & service bulletins Online vehicle history Source: Roland Berger & Partners Illustrative

53 Discussion_Paper_SAG.ppt The selected business options will be assessed in detail Overview of “Flexible fleet” process Leasing program with no predefined vehicle On-line functionality provides users with the opportunity of choosing cars from a car pool Strict data tracking provides insights into customer behavior and serves as input for a learning customer rela- tionship Company site Fleet manager Fleet user Leasing company Logs into NSC site Requests car Validation procedure Eligibility check Car availability Proposal for availability and “price” Choice Confirmation Forwarding For scheduling pick-up For records/admini- strative procedures Source: Roland Berger & Partners Project example

54 Discussion_Paper_SAG.ppt How to develop ongoing customer relationship: Customer retention

55 Discussion_Paper_SAG.ppt ? Key questions „Customer retention “ What are the most promising business options to establish an ongoing customer relationship through customer retention programs? What are the criteria to be applied for customer segmentation to release the maximum potential of the customer retention program? How does the ideal partnering concept look like to complement the companie’s program in terms of content, reach and fulfillment? What is the most promising branding concept? What are the requirements in terms of database structure to most efficiently support the retention program and leverage the additional data generated with regard to a learning customer relationship? Source: Roland Berger & Partners

56 Discussion_Paper_SAG.ppt The module “Customer retention” can be completed within 6 weeks Project week Activity Development of business options for customer retention programs –Screening of alternative customer retention concepts –Benchmarking of best practices from automotive and non-automotive companies –Description of feasible business options –Evaluation and selection of the business options according to the target system 2. Detailing selected business options for implementation –Define scope (customer segments/companies included) and content of the retention program –Detail underluying processes and functions –Partnering concept to complement the companie’s program in terms of content, reach and fulfillment –Definition of database requirements for data support and optimum utilization of data generated –Business plan development 3. Pilot implementation Source: Roland Berger & Partners Work schedule „Customer retention“

57 Discussion_Paper_SAG.ppt A successful customer retention program requires the use of smartcards Source: Roland Berger & Partners ContentProcesses/functions IT infrastructure Establishing the bonus program, incl. rewarding and status concept Cost-benefit check Database-marketing concept Defining card functions, e.g. –Identification –Payment function –etc. Specifying card processes, esp. –Processing of applications –Billing –Service centers Designing a card concept, incl. –Card type (chip, magnet, hybrid) –Reading/writing devices –Card management system IT infrastructure (safety, interface integration, etc.) Susan Sample Gold member

58 Discussion_Paper_SAG.ppt Customer segmentationCustomer retention program SystemsPartnering Source: Roland Berger & Partners Lufthansa’s “Miles&More” is an example for a comprehensive and highly successful customer retention program Customer segmentation according to flight miles with Lufthansa or partnering airlines Differentiated customer contact concept: Communication budget –Frequent travellers: 43 DM p.a. –Basic customer: 6 DM/p.a. Miles & More loyalty program for frequent travellers 3.6 million members, thereof –1.6 million active members – frequent travellers Increase in frequent travellers ~20 % p.a. Database management and IT-systems as a core competence within the marketing & sales organization Continuous extension extension of the loyalty program through broad-scale partnering concept –Star Alliance –Hotels –Car rental companies –... Benchmark

59 Discussion_Paper_SAG.ppt Communities like the “BMW drivercircle” are innovative, target group-oriented customer retention programs using the interactive potential of the Internet BMW drivercircle community Live-chat with BMW managers Contact with other 7- series drivers ("Web-community") News and innovations concerning 7-series Personal account Direct connection to BMW Check vehicle-manu- facturing schedule Information about BMW employees, plants... (Access with password only for 7-series drivers) Source: Roland Berger & Partners Benchmark

60 Discussion_Paper_SAG.ppt A personalized portal is a powerful tool to increase customer loyalty as well as to attract and conquer new customers Source: Roland Berger & Partners Personalized portal My Link to Info-TerminalMy StocksAuctions Travel / TicketingDirect-Banking People & Chat My Chat ShoppingMy Weather My NewsMy Sports My TV Listings My Horoscope Yellow Pages Region City Communities TK & IT Flirt Search Engine / My Searches My Reminders / My Favorite Links Illustrative

61 Discussion_Paper_SAG.ppt Process and organizational implications

62 Discussion_Paper_SAG.ppt ? Key questions „Process and organizational implications“ What are current or future core competencies to be safeguarded respectively further extended? What are possible areas for integrating external service providers to complement the companie’s competencies, based on a make-or-buy decision? How do future CRM processes and their interlinkages with the existing marketing and sales processes look like? What are the necessary process adaptations? What are the implications on the organizational structure? What is the role of change management to ensure a smooth transformation towards the implementation of CRM? Source: Roland Berger & Partners

63 Discussion_Paper_SAG.ppt The module “Process and organizational implications” can be completed within 4 weeks Project week Activity Definition of the optimum degree of vertical integration –Definition of core competencies –Make-or-buy analysis –Screening potential external partners 2. Assessment of core CRM processes and process changes –Definition of core CRM processes in terms of information and transaction –Analysis of interlinkages with the existing marketing & sales processes –Derive necessary process adaptations 3. Implications on the organizational structure –Definition of necessary functional competencies and capacities –Integration of CRM into existing marketing & sales organizational structure Work schedule „Process and organizational implications“ Source: Roland Berger & Partners

64 Discussion_Paper_SAG.ppt CRM is a key process within marketing & sales Maximum value creation per customer for all products/services Maximize market value Zero-defect delivery Increase loyalty/ conquer target customers Minimum processing time with maximum demand satisfaction Brand management Product-/services lifecycle management Customer relationship management Sales planning/control and "order-to-delivery" Services ET/accessories... NSC, importer Retail New/pre-owned vehicles Sales + Service Fleet business Direct business (e-commerce) Area sales Project example Source: Roland Berger & Partners

65 Discussion_Paper_SAG.ppt The core processes will be mapped in detail with special regard to the customer data flow Pre-salesSales Monitor delivery Data flow E-fleet ordering Fleet manager Dealer Leasing company Leasing company NSC Provides access code Receives basic customer data, saves car request Receives customer data, car request Provides saved car configura- tion Receives customer information/ order details from order form Receives order form for approval Receives order form for approval Receives approval Receives order for records Receives order for delivery scheduling Receives order for records Provides deli- very data to customer Source: Roland Berger & Partners Project example

66 Discussion_Paper_SAG.ppt The necessary organizational structure will be derived in order to establish CRM Dimensioning sales initiation phase TaskCapacity General Manager ECOM Region / Market Manager Quality Manager ECOM (QME)/ ECOM Platform Manager Toolbox Concept Manager Partnership Manager ECOM-Technology / IT-Manager ECOM-Controller Secretary Total Dimensioning direct sales phase TaskCapacity General Manager ECOM Region / Market Manager ECOM Sales Manager Quality Manager ECOM (QME)/ ECOM Platform Manager Toolbox Concept Manager Partnership Manager ECOM-Technology / IT-Manager ECOM-Controller Secretary Total Source: Roland Berger & Partners Project example

67 Discussion_Paper_SAG.ppt C.2.2 Technology concept

68 Discussion_Paper_SAG.ppt ? Key questions „Technology concept“ Which existing IT-Systems are directly affected by implementing a CRM-Strategy? Are there any functionality concerning analysing consumer behaviour and transferring it into transaction oriented consumer response which could not be fulfilled by existing IT- infrastructure? Is there a fit between customizing effort / integration effort and profound benefit analysis? What additional IT-Systems should be implemented following a “best of bread” strategy? Source: Roland Berger & Partners

69 Discussion_Paper_SAG.ppt Three steps are required to combine the CRM strategy with a sustainable technology concept IT-Audit Data Model/ IT-Infrastructure Plan Data Model/ IT-Infrastructure Plan Software- / Service-Provider- Selection Pragmatic creation of transparency about –existing IT-Systems (Software) –Hardware –Network, communication protocols –etc. Identify all major stake holders who are responsible for implementation and operation of target IT-CRM solutions Translate defined tool-/provider demands into Request For Quotation (RFQ) Identify the best implementation partners based on Broadvision SW-platform Derive milestones / implementation plan Develop holistic data model regarding –actual customer profiles –defined target systems –future CRM-trends (e.g. internet as customer contact point) Identify relevant databases Define “data gap” and provide technical solution for closing the gap Derive target IT-infrastructure plan Source: Roland Berger & Partners

70 Discussion_Paper_SAG.ppt The technology concept can be completed in 14 weeks in parallel to the CRM strategy development Project week Activity IT-Audit –Development of standardized questionnaire –Focus interviews with major stakeholder –Description of existing Hard- and Software- Components (CRM-specific IT-Landscape) 2.Design Data-Model and IT-Infrastructure Plan –Identification of relevant data and databases (according to defined target systems) –Development of database model –Identification of data flows and participated IT-Systems –Definition Migration-Plan into a target IT-Infrastructure 3.Software and Service Provider selection –Development of Request For Quotation´s (RFQ´s) for potential SW-and Service providers –Provider/Tool selection –Development of implementation plan (in co-operation with SW-Partner) Source: Roland Berger & Partners Work schedule „Technology concept“

71 Discussion_Paper_SAG.ppt C.2.3 Business Case

72 Discussion_Paper_SAG.ppt All revenue, margin improvement, cost and investment effects are consolidated in to business plan based on different scenarios Business plan Realistic case Worst case Best case Aggregated cashflow DM m Sales increase –Penetration of existing customers –Acquisition of new customers –… Efficiency increase –Improvement of margin –Reduction of process costs –Reduction of process times –Increased hit-rates –… Total cash-in Investment –Planning/restructuring –EDP (hardware/software) –Network –Dealer training –… Current expenditures –Personnel –Leasing hardware –Software licenses –Software updates –External providers –… Total cash-out Cashflow … Source: Roland Berger & Partners 2000 Illustrative

73 Discussion_Paper_SAG.ppt Cost effects and investments are recorded in detail 1.2.1Shipping channel Extract Parameter Q 1/00Q 2/00Q 3/00 2.1E-Com phase II 2.1.1Planning Internal project management Concept development IT-logic DP concept External integration planning Internal integration planning Development environment Hardware Server Network adapter Fast Ethernet DAT streamer/accessories Development clients Software Scoring tool Application server Performance pack Designer client Visual Age for Java DB2 license Version system PVCS Case tool Paradigm Plus Data warehouse... MAK 2 MAK 3 MAK 4 EX- MAK 2 MAK , , , Detailed planning Investments, IT, marketing, operations... Source : Roland Berger & Partners

74 Discussion_Paper_SAG.ppt C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation

75 Discussion_Paper_SAG.ppt For each business model seven internal and external tasks need to be performed for implementation Project management/ controlling Managing external service providers Management of internal tasks Content management 1 Implement IT plan 3 Marketing planning and implementation 2 Operations support/ hot line 4 Select/management content partners 6 Management of systems integrators 7 Select implementation partners 5 Business model A Business model B Source: Roland Berger & Partners

76 Discussion_Paper_SAG.ppt e-partnering is the approach of Roland Berger & Partners to provide you with an effective partner management framework in Electronic Commerce e-partnering framework Definition e-partnering is a framework to manage partners and partnership processes effectively in the field of Electronic Commerce Portfolio of partnerships Company profile Name: Field of business: Contact person: Company profile Name: Field of business: Contact person: Strategic partnersOperational partners Process of partner management EvaluationScreening/selection CoachingIntegration process Mutual evaluation of set targets Identification of weaknesses Continuing/closing partnership Regular meetings Open/continuos exchange of experience ideas Built-up trust Definition of required partner profile Market screening Close partner contracts Definition of interface with partners (contact person, IT etc.) Integration of business processes Identification of latent problems Source: Roland Berger & Partners

77 Discussion_Paper_SAG.ppt D. References

78 Discussion_Paper_SAG.ppt Roland Berger & Partners have successfully completed numerous project in related issues Selected clients Selected projects Realignment of key marketing processes including CRM at a vehicle manufacturer e-commerce and CRM strategy for a premium manufacturer Organizational realignment of a car rental company Strategic repositioning of a telematics service provider Evaluation of strategic opportunities for the business model of a telematics service provider Marketing concept for automatic toll collection Development of a business model for e-services/telematics Design and implementation of a partnering concept for a telematics service provider Pan-European market study (potential until 2010) for traffic telematics services and systems Selection of a telematics service operator for an OEM ACB/Dürkop (Retailer Group) ALD Audi Auto-By-Tel BMW DaimlerChrysler debis Europcar GEFA General Motors Infos Telematica Johnson Controls Mannesmann Autocom Retailer Groups Sixt Volkswagen No direct matching Source: Roland Berger & Partners

79 Discussion_Paper_SAG.ppt Strong internal teaming and external partnering provides one-stop-solutions to our clients Example: Joint acquisition with CC InfoCom and Lisbon office Automotive expertise Business models Customer segment requirements Sales channel management Know-how from other industries Airlines Banking Healthcare Broad VisionLucent TechnologiesSiebel Customer relationship management External partners Ongoing customer relationship 3 4 Developing customer benefits, e.g. Value-added services Customized offers Information analysis Customer profiles Forecasting buying behavior Monitoring success Generating/ recording customer data 2 1 Identification Initial contact with customer 0 External partners

80 Discussion_Paper_SAG.ppt Due to its technical expertise, e-commerce experience and business view, the InfoCom CC provides indispensable support for CRM and e-commerce projects Company-specific, successful CRM and/or e-commerce project Concept for the integration of CRM into the IT environment Utilizing technological benefits of data mining for trigger design Integrating Internet functions and decentralized data storage for data provision concepts Selecting data warehouse and data mining tools and CRM software Designing e-services, value-added Internet services Designing corporate webpages on the Internet Pricing for e-commerce transactions Integrating existing pools into an e-commerce platform Evaluating the significance of value- added services Calculating business plans Drawing up CRM structures and processes Benchmarking of CRM concepts (also from competitors' point of view) Technological competence Knowledge of basic technologies and their application Knowledge of the essential products available and their derivatives (gained from projects in the IT industry) E-commerce competence More than 50 e-commerce projects E-commerce studies Continuous dialog with top e-commerce companies worldwide Business view Focus on economic benefits of applied technologies Competent development of business concepts and analysis of competitors' strategies Roland Berger & Partners InfoCom Competence Center Project experience in CRM and e-commerce Source: Roland Berger & Partners

81 Discussion_Paper_SAG.ppt E. Appendix: Supporting tools to implement CRM

82 Discussion_Paper_SAG.ppt E.1. The Internet as a supporting CRM tool

83 Discussion_Paper_SAG.ppt A group wide website will be used as a new sales channel and CRM portal Work package objectives Determine the technical requirements and specifications and a business plan for the various partners Coordinate the work of the web agency, the IT platform providers,...) Integrate the legal and technical constraints for the evolution of the concept and offer Build the initial content in coordination with the internal branches, the potential partners, and the web design and technical solutions providers Build a requirements and specifications document to provide to web designers and/or technical solution providers Screen and select short list of bidders Establish briefs and provide them to the short list Select web designers and solution providers Regular coordination meetings with the various actors Activities to be performed Building sites and technical solutions Source: Roland Berger & Partners

84 Discussion_Paper_SAG.ppt The overall objective for the technologies of the portal is to provide a state-of- the-art system that meets all functional requirements - Objective for an Internet platform technology - Open, flexible and modular architecture Real time connection to the companie’s ERP system State of the art technology e.g. Java based programs Open and flexible interfaces (group companies, logistic providers and selected customers) Sophisticated security system (access authority, fire walls) Ensure that all requirements concerning functionality can be met Internet platform Source. Roland Berger & Partners Scalability

85 Discussion_Paper_SAG.ppt Various IT applications are required in order to set up an Internet portal Schematic Internet Group companies Customer Internet Browser; perhaps additional software for a connection to ERP systems Group companies Connection directly to the companie’s ERP system Required technology infrastructure Source: Roland Berger & Partners Web Design (e.g. site design; interactive effects; special features,...) additional software applications (e.g. content management software, log file analysis tools,...) E-commerce software Procurement software Market place software E-commerce software IT system integration (data migration, interfaces management,...) IT infrastructure and Internet access (hardware, databases, web hosting,...) Connection via interface database

86 Discussion_Paper_SAG.ppt E-commerce at the "front-end" means marketing, selling, and interactive customer relationship management 1) Depending on country regulations "front end" e-commerce Selling Marketing CRM OTC-commerce Internet pharmacies Claim management with health insurance and HMOs 1) New organization of sales force E-detailing of drugs to doctors in practice and hospital Electronic prescription writing Online product information (e.g. epocrates) Ads on other webpages "Link mangement" on the web Increase of patient compliance –Doctors (practices, hospital) –Patients (severe, chronic, OTC, prevention) –Hospital purchasers/pharmacist –Paymasters, healthcare officials Indirect product marketing through content sites Info sites, electornic brochures, permission marketing Cost reduction in medicalcommunication Bi-directional flow of information/steady marketing effort toward clients Build up relationship to: “Build your community" Source: Roland Berger & Partners Project example

87 Discussion_Paper_SAG.ppt Source: Roland Berger & Partners Questionnaires filled out by other web page providers as well as call centers help identify the best practice in homepage maintenance Questionnaire for homepage providers Questionnaire for call centers

88 Discussion_Paper_SAG.ppt Specification for the various modules will need to be informed Illustration Topics covered Key questions answered Product catalogue/product description How does the product catalogue look like? How are the products features described? Stakeholder focus Which segments should be focused overtime? Content provisioning process to portal users How is process of content exchange organized? Content range Which content should be offered? Pricing/Access to content How does the access to content work; to which conditions? Content sources and management Where does the content come from and how is it managed/updated? Source: Roland Berger & Partners

89 Discussion_Paper_SAG.ppt Content presentation is also an essential part of the concept definition Illustration Content category Functions Contact Portal Virtual "3D" tour through portal Online help with bookmark functionality, keyword and full text search functionality Call center available on a 24/7 basis Communication/chat Chat rooms for professionals/private individuals Virtual project databases for workgroups Free addresses and homepages for professionals Product-related content Product video for downloading Sample ordering function News-related content Niew ticker with important newsNew groups News calendar with memory effect newsletter (push) General content "Emergency button" for how to deal in emergencies; direct contact to call center - Portal content features - Source: Roland Berger & Partners

90 Discussion_Paper_SAG.ppt The business concept represents the basis for a concrete IT-concept Business concept Know-how  IT concept 1.Total architecture 1.1Development platform 1.2Runtime environment 1.3Web- and application server 1.4Security/firewall 1.5Mail server and API 1.6Relevant legacy systems 1.7Host/mainframe 2.Data model 2.1Relevant legacy systems 2.2Platforms, formats 2.3Data model specifications 2.4Extraction components 2.5Persistence 3.Provider concept 3.1Administration 3.2Access administration 3.3Training/train the trainer 4.Proof of concept 4.1Functional blocks and extent CRM-Strategy Strategy  Source: Roland Berger & Partners

91 Discussion_Paper_SAG.ppt The Internet platform needs to have different kinds of interfaces in order to connect its partners and customers Schematic Source: Roland Berger & Partners Homepage Internet WebserverDatabase Interfaces to partners and customers Firewalls Interface 1 Interface 2 Interface 3 Logistics provider: Exchange of order data Content provider: Set up and main- tenance of content Key customers: Electronic product ordering, billing etc., connection to ERP systems

92 Discussion_Paper_SAG.ppt Several technological success factors have been identified and shall be obeyed Source: Roland Berger & Partners Technological success factors Security Firewalls need to be installed A sophisticated access authority concept with various security levels is required Each customer needs only one password Intuitive and simple structure of the pages in order to make navigation more easily and to increase speed of page loading Various interfaces (between group companies, customers, logistics providers) need to be installed – data exchange should be possible in both directions Platform architecture needs to be modular in order to be able to connect further applications/modules in the future Systems should be available on a 100% basis Scale of the system needs to be set up to cope with extensive growth of the amount of data User friendliness Scalability Interconnectivity Architecture Reliability

93 Discussion_Paper_SAG.ppt E.2. The call-center as a supporting CRM tool

94 Discussion_Paper_SAG.ppt The call center solution to be implemented must be oriented towards the cross-corporation, call center-specific demands of suppliers Call center solution Cross-corporation demands Call center- specific demands Supplier demands Strategic objectives Securing/expanding the market position Increasing the revolving ratio Expanding new business Raising productivity Securing/enhancing profitability Reducing internal cost structures Source: Roland Berger & Partners

95 Discussion_Paper_SAG.ppt The cross-corporation demands are clarified by means of qualitative and quantitative targets Cross-corporation demands Qualitative objectives Quantitative objectives Motivated staff Longer opening times Attaining maximum availability levels Quick and uncom- plicated processing Controlling via stan- dardized reports Process optimization More efficient processing Image advantages Raising customer satisfaction Raising customer retention (revolving) Raising productivity Cutting costs Retaining/increasing market share Retaining/increasing sales Source: Roland Berger & Partners

96 Discussion_Paper_SAG.ppt Several requirements for technology solution and supplier must be taken into account Source: Roland Berger & Partners-analysis Call center-specific demands Customer Account & Contact Manage- ment Market research tools Sales force control Workflow-/Messaging Services Servicemanagement ERP-integration 24h support/remote diagnosis Power Dealing connection/CTI connectivity Skill based routing Reliability Supplier-specific demands Broad experience and competence in telecommunications Excellent reference cases Integrated solutions/one-stop-shopping Individual taylorized concepts Innovative technology and outstanding market position Safety of investments Good price-cost-ratio

97 Discussion_Paper_SAG.ppt Having a powerful, high-tech telephone system is one of the prerequisites for a professional service center Customers ALD Technical imperatives Customer in Hamburg Customer in Munich Customer in Leipzig ALD Team North Customer advice IT CT/support Contact, usually with the name of a specific person AllocatedCall/request is processed ACD Equipment (Automatic Call Distribution) CTI (Computer Telephone Integration Voice mail , Internet suitability Fax on demand Optional: Interactive Voice Response Unit Project example Source: Roland Berger & Partners

98 Discussion_Paper_SAG.ppt Roland Berger & Partners have broad experience in preparing the client management's decision through a comprehensive evaluation process Evalua- tion process Prelimin- ary infor- mation and informal visit to CC 1) (e.g.Deut- scher Inkasso- dienst, Deutsche Bauspar) Initial rough selection from among all suppliers active on the market Evaluation of support possibili- ties for selection via tele- data Generation of a catalog of criteria for evaluating suppliers Grading of suppliers according to a uniform catalog of criteria Evaluation of suppliers via the documents submitted, the pres- entation, and the individual price list RB&P provides manage- ment with a paper to aid the decision- making process Suppliers involved Compila- tion and request for tenders Alcatel Dt. Telekom Lucent Tech. Nortel Dasa Micrologica Siemens Alcatel Lucent Tech. Nortel Dasa Three suppliers are invited to give their presenta- tion Proposals submitted Presentation Parti- cipants ALD, RB&P RB&P ALD, RB&P RB&P 1) CC = Call center ? Project example Source: Roland Berger & Partners

99 Discussion_Paper_SAG.ppt The dual selection procedure allowed Roland Berger & Partners to recommend cooperation with Lucent Technologies for implementation of ALD's CC solution Proposals submitted Initial selection process Invitation to presentation Secondary selection process Alcatel Lucent Technologies Siemens Deutsche Telekom Nortel Dasa Micrologica Interactively developed catalog of criteria Alcatel Lucent Technologies Nortel Dasa Presentation Lucent Technologies RB&P recommendation Individual price lists Individual interviews Assumptions Interactively developed catalog of criteria Criteria are given different weighting under considerations of ALD-specific aspects Consideration of critical systems requirements, of company profile and of the technical and/or realization concept Grading of the different suppliers Subsequent analysis of suppliers' strengths and weaknesses Analysis of presentation documents Analysis of individual price lists Evaluation of individual interviews Preconditions: Reduction of software/hardware and maintenance costs Project example Source: Roland Berger & Partners

100 Discussion_Paper_SAG.ppt A board range of software solutions could be used for technology enabled selling Examples Source: Roland Berger & Partners-analysis Abalon Broadway & Seymor Clarity Chordiant Corepoint Pegasystems Onyx Siebel Allegis Partnerware Channel Ware Webridge Channel Partner Systems Contact SW, Telesales, Telemarketing Vantive Clarity Chadiant Corepoint Quintus Siebel Vantive Natural Microsystems Call Center Applications Micrologica Bendata Tetel Broadvision Microsoft Art Technology Engage Technology Interactive Marketing Software Genesys Aptex Aditi Brightware Response Management E-Queue Ergotech General Interactive Kana Mustang

101 Discussion_Paper_SAG.ppt The requirements of the service personnel are derived from the target standards set for the service center Requirements for service personnel Targets Definition of service levels and productivity standards Basis for staff/ team target discussions Transfer of staff/team targets to operative business Productivity targets, etc. Service targets Measuring target achievement levels Computer-based evaluation Customer survey Benchmarks Feedback loop for annual interviews to discuss targets Excellent specialist knowledge through: Experience in vehicle leasing Training and qualification as leasing clerk Training in business administration Strong communication skills (especially telephone skills) Stress resistance High frustration threshold Independence and good organizational skills Ability to cope with pressure Team spirit "Good people skills" Customer orientation is at the heart of the business Project example Source: Roland Berger & Partners

102 Discussion_Paper_SAG.ppt Internet Call Center as Customer Care Solution integrates communication flow from customer to the company via phone, fax, mail and Internet CustomerCompaniesInternet Call Center Internet/ Fax Phone Post Routing Center AMD (Automatic Message Distribution) ACD (Automatic Call Distribution Predictive Dialing Mail Center Data Ware- house Response CTI-Agent Companies Integration in Back- Office- Outcall of employees IWR (Interactive Web Response) Computer-Telephony- Integration IVR (Interactive Voice Response) Agent Source: Roland Berger & Partners Vision

103 Discussion_Paper_SAG.ppt rb addresses ARGENTINA Roland Berger y Asociados S.A. International Management Consultants Tte. Gral. J.D. Peron Piso 5° 1038 Buenos Aires Phone Fax AUSTRIA Roland Berger & Partner Ges.m.b.H International Management Consultants Freyung 3/2/10 A-1010 Vienna Phone Fax BELGIUM Roland Berger International Management Consultants S.A. 100, Boulevard du Souverain B-1170 Brussels Phone Fax or BRAZIL Roland Berger & Partners S/C Ltda. Rua Alexandre Dumas, ° andar São Paulo / S.P. Phone Fax CHINA Roland Berger (Shanghai) International Management Consultants Ltd. 6/F. East Lake Villas Office Building 35 Dongzhimenwai Street Beijing , P.R.C. Phone or or Fax Xing Guo Road 3F Business Building Shanghai , P.R.C. Phone Fax/Phone CZECH REPUBLIC Roland Berger & Partner GmbH International Management Consultants Vsehrdova 2/ 560 CS Prague 1 - Malá Strana Phone Fax FRANCE Roland Berger & Partner GmbH International Management Consultants 16, avenue George V F Paris Phone Fax GERMANY Roland Berger & Partner GmbH International Management Consultants Alt Moabit 101b D Berlin Phone Fax Georg-Glock-Straße 3 D Düsseldorf Phone Fax Bockenheimer Landstraße 42 D Frankfurt Phone Fax Stadthausbrücke 7 D Hamburg Phone Fax Arabellastr. 33 D Munich Phone Fax Löffelstraße 40 D Stuttgart Phone Fax GREAT BRITAIN Roland Berger & Partners Ltd. International Management Consultants 12 Stratford Place GB-London W1N 9AF Phone Fax HUNGARY Roland Berger & Partner Kft. International Management Consultants Andrássy út 64 H-1062 Budapest Phone Fax INDIA Roland Berger International Management Consultants Pvt. Ltd. Hyatt Regency Hotel, Room No. 487 Bhikaji Cama Place, Ring Road Delhi Phone or Fax ITALY Roland Berger & Partner S.R.L. International Management Consultants Via Sirtori, 32 I Milan Phone Fax Via Ludovisi, 35 I Rome Phone Fax JAPAN Roland Berger & Partner Ltd. International Management Consultants ARK Mori Building 22nd Floor , Akasaka Minato-ku, Tokyo Phone Fax LATVIA Roland Berger & Partner GmbH International Management Consultants Basteja Blvd. 12 LV-1050 Riga Phone Fax MALAYSIA Roland Berger & Partner SDN. BHD. International Management Consultants Letter Box 81, Level 17 Menara IMC No 8 Jalan Sultan Ismail Kuala Lumpur Phone Fax PORTUGAL Roland Berger & Partner Lda. International Management Consultants Edificio Monumental Av. Fontes Pereira de Melo, 51-4° E P-1050 Lisbon Phone Fax ROMANIA Roland Berger & Partner SRL International Management Consultants Str. Emanoil Porumbaru 10, Sect. 1 RO Bucharest Phone Fax RUSSIA Roland Berger & Partner GmbH International Management Consultants 1. Tverskaja - Jamskaja ul. 23 RF Moscow Phone Fax SPAIN Roland Berger S.A. International Management Consultants Avda. Diagonal, 567, 3rd Floor E-Barcelona Phone Fax Paseo de la Castellana, 140, 3rd Floor E-Madrid Phone Fax SWITZERLAND Roland Berger AG International Management Consultants Dufourstr. 56 CH-8008 Zurich Phone Fax UKRAINE Roland Berger & Partner GmbH International Management Consultants 19 Panasa Mymogo Str Kiev Phone Fax USA Roland Berger & Partner, LLC International Management Consultants 100 West Big Beaver Road, Suite 200 Troy, MI Phone Fax , Park Avenue, 27th Floor New York, N.Y Phone Fax

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