Dynamics denken en doen* PwC Dynamics Rondetafelsessie 21 oktober *connectedthinking

Dynamics denken en doen* PwC Dynamics Rondetafelsessie 21 oktober 2008

*connectedthinking

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Agenda

Plenaire sessie Inleiding CRM Partners Microsoft Pauze Discussie Borrel

15.15 – 16.30

16.30 – 17.00 17.00 – 18.00 18.00 – 19.00

Dynamics denken en doen* Klanttevredenheid - CRM

*connectedthinking

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Agenda

1. 2. 3. 4.

Waarom? Marktontwikkelingen Kritieke succesfactoren Selectie en implementatie

Waarom?

• • • • •

Verbeteren van dienstverlening Vergroten van de loyaliteit Verbeteren van klantretentie Inzicht krijgen in de klant(gedrag) en zijn (koop)motieven Verbeteren van de merkbeleving

Generiek verkoopproces / ondersteuning CRM

CRM PricewaterhouseCoopers

oktober 2008 Slide 6

Marktontwikkelingen

• • • • • •

Consolidatie leveranciers Verticalizering van oplossingen Van leverancier naar platform provider CRM portals On-Demand (hosting) On-Site, On-Demand (webbased)

Binnenkort huurt elk bedrijf zijn eigen CRM-systeem, in plaats van die zelf te implementeren

CRM software: Midden segment

1. Gemiddelde CRM software investering vanaf € 40.000,2. Uitgebreide standaard CRM software voor met name marketing, verkoop, service en projecten 3. Middellange implementatietijd: doorlooptijd gemiddeld 2 tot 5 maanden 4. Verhouding tussen CRM softwarekosten en CRM consultancykosten ligt rond 50:50 5. CRM software voor middelgrote tot grote organisaties, vanaf 20 gebruikers



Kritieke succesfactoren

• • • •

CRM Alignment Pakketselectie Leverancierselectie Scope & Commitment



Pakketselectie

Kernfunctionaliteit: • Relatiebeheer • Agendabeheer • Marketing (e-mailings en campagnes) • Verkoop (leads, offertes, pijplijnanalyse, bezoeken) • Service (Service, support, klachten..) Overige: • Analyse en rapportage • Integratie / interfacing (ERP, PDA’s) • Buitendienst • Workflow



Leveranciersselectie

1. 2. 3. 4.

Referenties Proces- en branchekennis “Sparring partner” De klik



Scope & Commitment

• • • • •

Uitgangspunten en scope Draagvlak Mijlpalen en deliverables Maatwerk Data kwaliteit



Bedankt voor uw aandacht

© 2008 PricewaterhouseCoopers. All rights reserved. “PricewaterhouseCoopers” refers to the network of member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity. *connectedthinking is a trademark of PricewaterhouseCoopers LLP (US).

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Stellingen

Weet u welke 20% van uw klanten 80% van uw winst genereert? Zo niet, dan zult u serieus een CRM implementatie moeten overwegen.



Stellingen

De CRM functionaliteit in NAV of AX is voor mij meer dan voldoende, Dynamics CRM voegt daar niets aan toe



Stellingen

CRM gaat bij ons niet werken, onze verkopers houden hun informatie toch voor zichzelf.



Vraag

Hoeveel leveranciers heeft u zelf? Hoe loyaal bent u aan hen?



Algemeen

•

meest klantvriendelijke bedrijf van dit jaar, namelijk Albert Heijn, ANWB, Bol.com, C1000, Hema, Ikea, Jumbo, Plus, Rabobank en Wehkamp.nl.

• • •

http://www.itcommercie.nl/ http://www.computable.nl/overzicht/ict_topics/2333360/crm.html http://crm.startpagina.nl



Gartner’s Visie op ontwikkelingen in de CRM markt


De geïntegreerde CRM suite heeft geen toekomst. Om nieuwe CRM eisen te implementeren zijn verschillende routers mogelijk


CRM 1.0 v. CRM 2.0: The Customer Rules CRM 1.0 Features/Functions

CRM 2.0 Features/Functions

Customer facing features - sales, marketing & support. Still isolated from back office, supply chain

Fully integra ted into an en terprise value chain that includes the customer as part of it

Tools are associated with automating functions

Integrates social media tools into apps/services: blogs, wikis, podcasts, social networking tools, user communities Au tomate interaction history for lead nurturing and relationship building

Utilize knowledge in context to create meaningful conversations Models customer processes from the company point o f view

Models company processes from the customer point of view Recognizes that the customer relationship encompasses information-seeking and information-contributing behavior

Resided in a customer-focused corporate business ecosystem

Resides in a customer ecosystem

Utilitarian, functional, operational

All those plus style and design matter

Marketing focused on processes that sent improved, targeted, highly specific corporate messages to customer

Marketing is front line for crea ting con versation with customer - engaging customer in activi ty and discussion

Business produces products & creates services for customer

Business is an aggregator of products, services, tools and knowledge for the customer

Intellectual Property protected with all legal might available

Intellectual property pro vided when appropriate to customer, partner, supplier, problem solver

Business focus on products and services that satisfy customers

Business focus on environments & experiences that engage customer

Tactical and operational

Stra tegic

Customer strategy is part of corporate strateg y

Customer strategy IS corporate stra tegy

Inno vation from the designated

Inno vation from both internal and e xternal sources

Separation between work and personal life

Work a t home/personal things at work – work –personal integration



Source: CRM 2.0 Wiki (http://crm20.pbwiki.com)

Groeiverwachting CRM

2006 - $3.6 billion, CRM software licenses 2012 - $6.6 billion, CRM software licenses Source – Datamonitor “Economic Outlook:CRM

2007 - $6.8 billion, CRM software 2012 - $13.3 billion, CRM software Source: Gartner Group, CRM Outlook, April 2008



Leveranciers

• • • • • • • • •

Act! Afas Agresso Archie Exact e-Synergie Microsoft Dynamics CRM Salesforce Salesmanager Sage CRM



Toekomst: CRM 2.0 CRM 1.0 Features/Functions

CRM 2.0 Features/Functions

Customer facing features - sales, marketing & support. Still isolated from back office, supply chain

Fully integra ted into an en terprise value chain that includes the customer as part of it

Tools are associated with automating functions

Integrates social media tools into apps/services: blogs, wikis, podcasts, social networking tools, user communities Au tomate interaction history for lead nurturing and relationship building

Utilize knowledge in context to create meaningful conversations Models customer processes from the company point o f view

Models company processes from the customer point of view Recognizes that the customer relationship encompasses information-seeking and information-contributing behavior

Resided in a customer-focused corporate business ecosystem

Resides in a customer ecosystem

Utilitarian, functional, operational

All those plus style and design matter

Marketing focused on processes that sent improved, targeted, highly specific corporate messages to customer

Marketing is front line for crea ting con versation with customer - engaging customer in activi ty and discussion

Business produces products & creates services for customer

Business is an aggregator of products, services, tools and knowledge for the customer

Intellectual Property protected with all legal might available

Intellectual property pro vided when appropriate to customer, partner, supplier, problem solver

Business focus on products and services that satisfy customers

Business focus on environments & experiences that engage customer

Tactical and operational

Stra tegic

Customer strategy is part of corporate strateg y

Customer strategy IS corporate stra tegy

Inno vation from the designated

Inno vation from both internal and e xternal sources

Separation between work and personal life

Work a t home/personal things at work – work –personal integration

Dynamics denken en doen* PwC Dynamics Rondetafelsessie 21 oktober *connectedthinking

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