1. Unilever Organizational Change on CRM Organizational Change Management Hanoi, 16 August 2003 1

2. Table of Contents 1.Team Members 2.Vision 3. Critical Success Factors 4.Bold Actions, Strategic Levers, Participation Approach 5.Impacts and Magnitude 6.Milestone Events 7. Critical Change Process 8.Best Practice & Lessons Learnt 2

3. Team Members Trieu Hong Phu Vision Nguyen Manh Ha Critical Success Factors Nguyen Thanh HaBold Actions, Levers, Participation Uong Minh NamImpacts and Magnitude Tran Viet DungMilestone Events Nguyen Anh Tuan Critical Change Process Tran Lan AnhBest Practice & Lessons Learnt 3

4. Vision Vision: “Customer Satisfaction through CRM” Communication: - What: Project vision - Who: Stakeholders - How: Meeting, contacts Planning: - Resources - Milestones: 12 months - Targets: Efficient CRM, revenue increase Feedback: - Monitoring - Evaluating - Correction Balanced scorecard: - Financial Measures - Customer Measures - Business Measures - HR Resource Measures Unilever VN’s Vision: Fulfilling the Health and Beauty Aspirations of Every Vietnamese Family 4

5. Vision Perspective Success factors Measurement Follow up FinanceCustomerEmployeesProcessLearning Profitability Customer satisfactionCommitment Innovation, Skillful CRM Revenue Profit Cost Growth Customer complaint Customer satisfaction index Employee satisfaction, Employee performance Number of suggestion for improvement Rev/distributor Rev/ brand Rev/staff MonthlyImmediatelyDaily Customer Satisfaction through CRM Critical Success Factors 5

6. Bold Actions, Levers, Participation Participation strategies - To set up change project team, including top management, IT, sale, finance, marketing and distribution departments; consultants and distributors. - Daily working and frequent meeting of change project team. Strategic levers - To restructure distributor network for selected distributors/ customers. - To develop CRM for better services to distributors/ customers. - To make distributors to become customer service centers. - To provide training on network using, team work, customer service skills. Bold actions To develop a program focusing on high value distributors/ customers 6

7. Impacts & Magnitude Business aspects Task deliverables Personal & cultural aspects - Customer service: relation w. customer - Technology: system to collect input - Communication: internal&external link - People skills - Motivation commitment - Structural and mobilized team to support the change - Determined drivers of change - Strategy for building organization’s level of readiness - Ability to lead the transformation effectively and work well together 7

8. Impact Analysis Measurable criteria & ranging: Revenue/ brand100bil/yr/brand 120bil/yr/brand Revenue/ distributor36bil/yr 50bil/yr Revenue/ employee700mil/staff/yr750mil/staff/yr Order to delivery2 days1 days Unintended impact: Unauthorized access to the system Poor skills of users Corrupted network Commitment of distributors 8

9. Milestone Events/ Phases Visioning and Planning Monitor and Improve Implement Pilot Select Software Design and Develop 1/2 month 1/2 month 4 months 2 month 4 months 1 month 9

10. n Commitment/ team effectiveness to CRM from key stakeholders l CRM cuts across all top management, sales, marketing, distribution, finance, IT. l Distributors/ Customers n Commitment for approval & implementation n Awareness of benefits to all stakeholders Top mngt Mrkg Distributors/ Customers Scope of Customer Relationship Management Critical Change ProcessSales Dist. Fince IT 10

11. Organizational Integration SHAREHOLDER VALUE CUSTOMER SATISFACTION ORGANIZATIONAL INTEGRATION STRATEGIC VISION TECHNOLOGY PEOPLE METRICS PRICING CAPABILITIES PRODUCT QUALITY CAPABILITIES MARKETING & SALES CAPABILITIES CUSTOMER SERVICE CAPABILITIES è Consistent strategy across channels, functions, departments, & business units è Investment in tools for CRM è Satisfied employees who are informed, motivated, and experienced è Measurements and rewards aligned with customer loyalty Call centre CRM Data warehouse Data capture KM 11

12. Best Practice & Lessons Learnt Best Practice: Responsiveness to the needs of organization: Review output: Objectives/ Target/ Measurements Commitment of stakeholders: Capabilities of “change” leaders & its team/ Partnership: How it’s created, managed Balancing: Benefits of stakeholders: Win - win approach Integration: Technology, skills, process, scope of work Lessons Learnt: Communication effectiveness: Transparent, 2 ways Learning: Increase learning capabilities of project community Review & reward: Effectiveness of project implementation/ motivation for stakeholders 12

13. Thanks for your attention! 13