Reaptransform

Reaptransform

• 1.
  retention . efficiency. acquisition . penetration Successful CRM From the outside in and inside out
• 2.
  2 About REAP Consulting Our primary purpose is to increase your business performance CRM methodologies that work. We have 20 years‟ know-how to help Ahmed Seddiqi identify, plan and implement improvements to create and accelerate your CRM capability, delivering financial bottom line improvement.  We offer unparalled access to CRM I.P. developed by us and our best of breed global consulting partners, providing you with access to thought leadership and cutting edge solutions  Our people are highly experienced and have blue chip backgrounds with both industry and consulting firms Put simply we are in business to enhance yours….
• 3.
  3 Who have weworked with internationally?
• 4.
  4 Selected Middle EastClients
• 5.
  5 CRM Projects arestill littered with failure • “66% of all CRM projects fail” - KPMG • “80% of all CRM initiatives fail, less than 1% achieve predicted benefits” - Gartner Group • “20% of CRM systems purchased in the last two years have never been installed; 30% have gone no further than the first stage of deployment a year after acquisition” - Yankee Group • Whichever statistics you go with, CRM still does not have a good track record After nearly 20 years does this make sense?
• 6.
  6 Why is CRMso difficult? • No commitment from Senior Executives • Lack of CRM understanding among employees • Lack of CRM training and skills development • Flawed execution • Non-alignment of internal processes • Non-integration of communication channels • Inconsistent data quality • Projects often I.T. led/technology driven • No assessment of organizational requirements and capabilities We typically see:
• 7.
  7 What‟s wrong withthe typical approach to CRM ? Typical current approach Focus Capability building: Technology | processes Techniques | skills Mindset What do I need to implement to be „Good at CRM‟? Underlying Beliefs Put lots of CRM „stuff‟ in place, and the value will fall out Being good at CRM will lead to financial impact
• 8.
  8 What‟s wrong withthe typical approach to CRM ? Typical current approach REAP CRM Value based approach Focus Capability building: Technology | processes Techniques | skills Sources of value and what we have to do to realize them Mindset What do I need to implement to be „Good at CRM‟? How can we use CRM best practice to improve our bottom line? Underlying Beliefs Put lots of CRM „stuff‟ in place, and the value will fall out Being good at CRM will lead to financial impact CRM is a business model that focuses on financial returns – not warm, fuzzy measures Focus on financial impact will produce financial impact – begin with the end in mind
• 9.
  9 This is absolutelykey “There is only one profit centre and that is the customer.” “The purpose of a business is to create and keep a customer” AND
• 10.
  10 CRM Definitions “The keyis to identify and attract those customers who will value your products or service and then retain them as a customer and win the largest possible share of their lifetime business.” – Sir Colin Marshall, Ex Chairman, British Airways The Business View
• 11.
  11 The 4 Customerand Business Levers that are at the core of our approach to delivering Customer Value The 4 Customer Levers
• 12.
  12 We focus oncreating… Value • Externally from Customers and their interactions, delivered via designed experiences • Internally from optimized processes with near zero defects • Internally from engaged, aligned employees • Internally from management & innovation
• 13.
  13 Acquire new andmore profitable customers Increase revenue and profitablity from existing customers Increase customer loyalty and increase relationship durations Increase brand value and align with customer experience Unify customer experience across touchpoints Match experience promised with experience received Improve productivity and ROI in marketing, sales and service Reduce overall costs of customer acquisition and retention Simplify processes and technology infrastructure Decrease time to market for new products and services Reduce frictional costs of transactions Reduce fulfilment errors Return on Customer Relationships ($) Investment in Customer Relationships ($) Increase Revenues Direct Revenue Impact Indirect Revenue Impact Reduce Costs Direct Cost Reduction Indirect Cost Reduction Increase Profitability Typical Value Approach Map
• 14.
  14 CRM Balanced Scorecard ValueCreation Value – Efficiency & Effectiveness Value – Knowledge & Knowledge Application Value Propositions & Brand Equity
• 15.
  15 Strategy Framework  Topdown  Purpose – what business are you really in?  Vision – the big WHY and WHAT is to be achieved  5 year view of performance and growth  Values to be communicated
• 16.
  16 Capabilities to beassessed Where value is being created and lost in the organization Analysis & Planning Value Propositions Customer Activities People & Organization Information & Technology Processes KPI‟s
• 17.
  17 3 Critical Dimensions Beginner Maturing Mature Expert Master 0 25 50 100 75 0 25 50 100 75
• 18.
  18 Typical inputs Interviews Value Segments - Customer s Win Keep Develop Manage Costs Strategic Dimension s Workshop Strategic Priorities Workshop Change Feasibility Resource Allocation
• 19.
  19 Future state mapping Current ValueState Aligned to Capability, Utilization and Competence feasibility Capabilities & how well are they utilized with current competencies? Roadmap with milestones and priorities Future Value State ROI realization is an integral part of the planning & forecasting of the future state + resources required (internally & externally)
• 20.
  20 Focus on thefinancial returns from CRM  CRM is a business system  Considers full 360° view  Enabling capabilities visibly linked to financial contribution “Line of Sight”
• 21.
  21 Case Study –Islamic Bank, UAE  From rigorous assessment of their Customer Engagement and CRM capability we identified some immediate “win areas” that would provide financial and business benefit PRIOR to installing their preferred CRM solution  We identified revenue uplift through improving their REAP lever performance of more than $50 million  We were able to re-segment their customer base, working closely with the finance team that clearly showed:  Which customer relationships were profitable  The volume and value of non profitable customers  The massive potential in what had previously been described as “mass” segment  The true level of account dormancy and the impact that was having on the bank‟s cost structures  We provided a clear roadmap to the desired future capability  Throughout the process we established our credentials to the bank in terms of being “trusted advisors” where we were asked to input and help decide issues over and above the original project scope.
• 22.
  22 Our Consulting TeamBrief Profiles Michael Walters Managing Director, REAP Consulting • Michael commenced a career in Retail Banking that involved working for a number of well known financial institutions such as Royal Bank of Canada, The Mortgage Corporation and Chase Manhattan Bank. • From Branch Management he moved into Marketing & Strategic Product Development both in the UK and across Europe. • Increasingly through the use of customer data – he deployed direct marketing with highly successful results. • In the early 90‟s he moved into Consulting and began to specialize in what became known as CRM. • He was involved in many pioneering CRM Projects in the UK, Europe and eventually SE Asia and the US. • Came to the Middle East in 1999 and worked for a number of organizations, including Saatchi & Saatchi, bringing his customer insight and strategic marketing skills to many clients. • Since 2004 he has been working consistently with clients on CRM and formed REAP Consulting in 2009. • Michael is frequently quoted on CRM issues across the Region and is a frequent choice of speaker for CRM Events. Lakshmi Krishnakumar Lead CRM Consultant - UAE, REAP Consulting • Lakshmi Krishnakumar is one of the leading CRM Strategy/ Process consultants in the region. • In the region for over 17 years with cross-industry, multi-market CRM experience that spans the best CRM programs. • Portfolio includes General Motors, Philip Morris, Nutricia and Cartier amongst others. • Core strength creating strategy and detailing processes – and in overseeing a CRM project across partners - until it reaches fruition. • A Computer Science Engineer with a specialization in International Business. Also certified by DMA North America. • Career span… Ogilvy One India, Jacobsons Direct where she setup the CRM Consulting unit and Fulcrm part of Arab Media Group before setting up STEROID in 2009 • Lakshmi is also CEO of Steroid Integrated Marketing LLC.
• 23.
  23 Our Team BriefProfiles Paul J Maryan Senior Consultant Neil Weston Clarity Consulting and The Customer Framework • Highly focused and experienced senior executive skilled in managing people, mixed cultures, critical stakeholders and key resources to achieve targeted growth in revenues, profit, and customer retention in aggressive and highly competitive industries. Key Skills • Strategy formulation around Vision and Mission. • Business Modeling aligned to V&M and Strategy • Financial Management and KPI Modeling around KRA‟s and Business Model. • Formulation of Marketing Strategies • Modeling, Implementation/Monitoring Systems for Customer Service Programs • In-depth Market Analysis & Brand Awareness Programs aimed to deliver maximum revenue opportunity in local, regional or global markets • Leadership Development Program strategy and implementation • Sales Organization Strategy creation and implementation • Performance Management linked to SMART goals attainment • Balanced Score Card – from intention, implementation and monitoring • ERP Implementation • Change Management • Analysis, planning and implementation of Turnaround requirements • Neil’s strong skills in the technology and process of multi-channel, relationship marketing gives clients the confidence they need to make key improvements in their Customer ManagementHis current interests include the evolution of digital and social marketing and how the customer experience will change over the coming years as mobile technologies grow. • Neil has more than 15 years of experience at the sharp end of customer facing functions in both blue chip companies like Hewlett-Packard and BT along with a number of SMEs.. • He was previously an associate of QCi and a licensed CMAT assessor and is passionate about helping organisations improve their customer facing activities and seeing the realisation that this is a profit increasing exercise! • Neil is a Physics graduate and has an MBA from Warwick Business School. He is a Member of the IDM.
• 24.
  TRANSFORMANCE International Performance throughTransformance
• 25.
  Performance through Transformance Somecompanies and individuals are prospering like never before. To prosper, you need Performance that transcends the competition. You need a combination of the latest business practices with cutting edge personal development. The alchemy of Performance and Transformation is the only way ahead. We call this potent combination TRANSFORMANCE.
• 26.
  Intangibles are increasinglyimportant
• 27.
  Finding value internally
• 28.
  Intangibles Conceptually
• 29.
  Rating and reportingintangibles
• 30.
  Online tools tomeasure team performance We also have other online diagnostics to highlight trust levels within the organization. They facilitate the change process
• 31.
  Creating New ExperiencesCreatingNew Experiences -- Virgin AtlanticVirgin Atlantic • Chauffeured delivery to destination • Comfortable ride door-to-door • Know ledgeable local driver • Arrival valet • 18 show ers • Makeup & shave • Heated floors • Clothes pressed • Hot & Cold Breakfast • Full-sleeper seats • Mood lighting • Gradual daw n • Bar • You decide meals • Clubhouse w ith Internet access, fax, library • Salon, messages, beauty • Sound room, driving range, skiing machine • “Drive-though” check-in • Airline know s w here you are • Transport to airport provided • Driver handles luggage Service Solution C u s t o m e r E x p e r i e n ce • Traffic • Unfamiliar place • Unkempt • Unshow ered • Clothes a mess • Planes are uncomfortable by nature • Long-time spent in a seat • Boredom • Want/need to w ork • Want/need to relax • Long, frustrating lines • Unnecessary (only necessary to the airline) • Stressful • Complicate • Parking • Lugging Feelings Getting to Destination ArrivalIn-Flight ComfortComfort until Flight Check-InGetting to the airport Moments of Truth We have moments of truth mapping
• 32.
  Customer Journey Mapping
• 33.
  Dashboards to measurewhat is important
• 34.
  The outcomes fromfocusing on the intangibles
• 35.
  Bottom line forCRM and Intangibles “Our clients typically see an improvement in profit or margin of between 10% - 30%. In other instances we have been measured at providing ROI return on our fees of between 3:1 to 8:1, depending on the client situation” - Michael Walters, CEO