CRM Strategy Dr. Elijah Ezendu FIMC, FCIM, FIIAN, FBDI, FAAFM, FCCM, MIMIS, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CMC
CRM Strategy
Dr. Elijah EzenduFIMC, FCIM, FIIAN, FBDI, FAAFM, FCCM, MIMIS, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CMC
Learning Objectives
At the end of this course, participants should be able to do the following:
i. Explain importance of CRM Strategyii. Explain CRM development and implementation iii.Identify methods for aligning CRM Strategy to
business modeliv.Explain Customer Value Added and Customer Loyaltyv. Conduct proper enterprise-wide implementation of
customer-centricity
“70% of CRM initiatives fail”Source: Cap Gemini Ernst & Young
“90% of enterprises cannot show a positive return on CRM”
Source: META Group
“75% of CRM initiatives fail to substantially impact the customer experience”
Source: Gartner
A CRM Strategy shows the intent of a firm concerning its customer base, pointing out how it shall acquire, maintain and retain customers through improvement in customer value deliverables as the way to enhance corporate performance.
CRM Strategy & Implementation Model
CRM Readiness Assessment
Process 1: Strategy Development
ENABLING PROCESSES
Employee Engagement
Process 5: Performance Assessment
Process 2:Value Creation
Process 3:Multi-Channel
Integration
Process 4:Information
Management
CRM
Pro
ject
Man
agem
ent
CRM
Cha
nge
Man
agem
ent
Source: Adrian Payne & Pennie Frow, Customer Relationship Management
Strategy Development
This involves development of CRM strategic options for achieving established CRM objectives for every targeted segment, thereafter the best option shall be adopted as the CRM strategy and the right measures for performance shall be established.
Strategy Development Process
Source: Elijah Ezendu, CRM Strategy
Review
Customer Asset Audit
Protect Position
Invest to Protect
Invest to Win Damage Limitation
Counter Competition
Invest to Build
Win the Opportunity
Careful Management
Manage Profitability
Build Selectively
Manage the Revenue
Manage for Revenue
Manage Profitability
Manage for Profitability
Manage the Revenue
Consider Divesting
Key
Large Share
of Wallet
Some potential
Transactional
HighlySecure
Secure Vulnerable Fragile
Strength of Relationship(Value to Customer)
Customer Potential(Value to Company)
Source: Gartner
CRM Investment Framework
Real Relevance
Clai
med
Impo
rtan
ce
Low High
Low
HighInvest
Study/ Invest
Maintain Efficiently
Trim
Adapted from Gartner
Interoperability of CRM Strategy
The CRM Strategy must have a high level of interoperability with the Corporate Strategy and Competitive Strategy of the Business Portfolio.
Using McKinsey 7S Framework for Testing CRM Strategy
Style
Staff
Shared Values/Subordinate Goals
StructureSystems
Strategy
Skills
Action Points for Testing CRM Strategy
• Examine each of the 7S.• Identify the key success factors of each ‘S’.• Ascertain the gap between the elements and
the strategic fit.• Solution should be either to amend the
elements accordingly or to alter the CRM strategy.
Aligning CRM Strategy to Business Model
It’s imperative to align CRM Strategy to a firm’s Business Model due to its role. Business Model is the logic behind value generation. The Business Model binds Business Strategy and Business Process together and functions as link between them. The focus of strategy is determination of position and codification of aims and objectives, while business process captures and implements the strategy.
Business Strategy
Business Model
Business Process
Planning Level
Architectural Level
Implementation Level
Business Logic Triangle
Customer Value Added
“Customer value added approach is based on providing products and services to customers that are a greater value than they could expect from purchases from competitive companies in similar markets.”
Source: John McKean, Customers Are People
The CVA Approach
Customer value added facilitates proper customer relationship management through identification the suitable value proposition which is superior to the whole bundle of offering from competitors, and ensuring effective communication of the standard to customers.
CVA = Perceived worth of a business’s offerPerceived worth of a competitive offer
Steps for Implementing CVA• Identify customer values• Identify competitors’ offers• Build customer values into firm’s offer to obtain
firm’s interim offer• Compare firm’s interim offer to competitors offer• Identify value gaps• Use problem analysis tools to identify root causes• Use quality improvement tools for quality
enhancement in order to set new standard of value proposition
Source: Elijah Ezendu, CRM Strategy
Branding to Breed Customer Value Proposition
Source: Elijah Ezendu, CRM Strategy
Customer Loyalty
Customer loyalty is aggregation of attitudes and emotional disposition developed in the course of interaction with value proposition either directly or indirectly, such that a customer would tend to purchase a particular product/service over and over again.
Ladder of Loyalty
Partner
Advocate
Supporter
Client
Purchaser
Prospect
Source: Christopher, Payne & Ballantyne, Relationship Marketing
Partner: Someone who has the relationship of partner with you.
Advocate: Someone who actively recommends you to others, who does your marketing for you.
Supporter: Someone who likes your organisation, but only supports you passively.
Client: Someone who has done business with you on a repeat basis but may be negative, or at best neutral, towards your organisation.
Purchaser: Someone who has done business just once with your organisation.
Prospect: Someone whom you believe may be persuaded to do business with you.
"There are ducks, and there are eagles. The ducks run around the ground quacking all the time, stating rules, following orders, doing what they are told and often pecking at other ducks. Eagles soar high above to get the best perspective and decide what is best for the customer."
- Ken Blanchard, Leading at a Higher Level
“Customer-centricity involves aligning organizational resources for effectively responding to the ever-changing needs of customers, while building mutually profitable relationships.”
- Craig Bailey & Kurt Jensen
What is Customer-Centricity?
Personnel Operating practices and procedures Systems (internal and external) Products and services
Aligning Organizational Resources
• Recognizing and rewarding customer-centric behaviour.
• Training every staff on customer-centricity. • Ensuring that decision-making hinges on
customers. • Using communication tools and techniques
for highlighting the firm’s progress in customer-centricity
Aligning Personnel
Customer-centricity can be embedded on organizational processes through adequate training and modeling of interdepartmental transactions as depiction of customer relationships that require optimization.
Entrenching Customer-Centricity via Training cum Internalization
• Communicating effectively and building rapport.
• Identifying and exploiting opportunities.
• Managing complex and taxing conversations.
• People and communication styles
Focus of Training
Ascertainment of customer’s requestEnsuring ProfitabilityFind out repeatability of transactionDetermination of feasible term of
relationship.
Requirements for Building Mutually Profitable Relationships
• Obtain customer’s pulse• Involve the customer• Analyze information• Socialize results• Implement customer-focused
changes• Respond to the Customer
Voice of The Customer Process
Survey the CustomerInterview the CustomerGet information from customer-facing
personnelObserve actions and behaviours of
customersEmbark on mystery shopping
How to Obtain Customer’s Pulse
• Business decision-maker• End-user of product or service• Procurement function
Three Different Faces of a Customer
Customer Survey
Transactional Surveys Relationship SurveysFocuses on measuring customer satisfaction with individual or collection of Interaction with firm.
Focuses on all aspects of the firm such as• Marketing• Product Management• Service and Support• Sales/Account Management• Engineering/Development• Professional Services• Training and Education• Accounting/FinanceSurvey on many individuals incustomer’s firm.
• Environment of trust • Establishing expectations with
personnel• Managing anecdotes
Factors that Aid Collection of Inputs from Customer-Facing Personnel
This can be done by means of the following:1. Focus Group: For obtaining information through
discussion with a group of participants, taking cognizance of commonality in demographics, attitudes or purchase patterns.
2. Customer Board of Advisors: For holding periodic meetings with selected number of senior executives from firm’s customer database. Factors that determine selection of customers include strategic importance, level of complexity/sophistication in use of products or service, diversity of industries which the firm represents.
Involving Customers
Analyzing information
Analyze customer feedback and information obtained
Output:i. Positive trendsii. Challenging trendsiii. Issues raised by customers
Compare to other information held by the firm
Such information include the following:
i. Customer demographicsii. Transactional history
This gives rise to development of customer segmentation strategy
Top-level reporting for general awareness
Comprehensivereport for sectional,
departmental and project
action-planning
Socialize Result
• Getting management commitment • Conducting cross-functional reviews• Voice of customer tracking and reviews• Forecasting
Steps for Implementing Customer-Focused Changes
• Customer Satisfaction• Customer Retention• Churn• Revenue and Profitability
-Overall -By Customer Segment -By Customer
• Product/Service Diversity By Customer
Key Performance Indicators Targeted for Improvement
1. Immediate Responsei. Establishment of criteria for ‘immediacy’.ii. Implementing ‘immediacy’ team.iii. Management reporting.
2. Responding with Account StrategiesThe six steps for implementing Account Strategies:i. Record account-specific resultsii. Involve senior management in customer experience.iii. Prepare for customer review meetingiv. Engage customer in meetingv. Inform the organization and respond resourcefully.vi. Continue the process
Responding to Customers
Newsletter E-mail Website E-zine Instituting the update as a component of firm’s
account management practices Using interactive sessions of forum or board of
advisors. Responding immediately to participants during
survey.
Other Methods of Updating Customers
Accepted as a technical instead of business problem Using a top-down approach Non-involvement of senior management Lack of focus on areas of high adoption Driven by IT department instead of Sales, Marketing
and Service. Absence of a cross-functional implementation team Biting more than one can chew Organizational unpreparedness
Common Pitfalls of CRM
Feature Product-Focused Customer-Centric
Customer Orientation Discrete transaction at a point in time Event-oriented marketing Narrow Focus
Customer life-cycle orientation Work with customer to solve both immediate and long term issuesBuild customer understanding at each interaction
Solution Mindset Narrow distribution of customer value proposition Off-the-shelf products Top-down design
Broad definition of customer value proposition Bundles that combines products, services and knowledge Bottom-up, designed on the front lines
Advice Orientation Perceived as outsider selling in Push product Transactional relationship Individual to individual
Working as an insider Solutions focus Advisory relationship Team-based selling
Customer Interface Centrally driven Limited decision-making power in field Incentives based on product economics and individual performance
Innovation and authority at the front line with customerIncentives based on customer economics and team performance
Business Processes “One size fits all” processes Customization adds complexity
Tailored business streams Balance between customization and complexityComplexity isolated within the system
Organizational Linkages & Metrics
Rigid organizational boundaries Organizational silos control resources Limited trust across organizational boundaries
Cross-organizational teaming Joint creditHigh degree of organizational trust
From Product-Focused to Customer Centric Firm
Source: Booz Allen Hamilton
Solutions Advance Customer Value Proposition
Source: Booz Allen Hamilton
Industry
Traditional
Traditional = Value
Product Proposition
Truck Manufacturing
Trucks “We sell and service trucks”
Aerospace Components
Aerospace Fasteners
“We sell high-performance fasteners”
Utilities Electricity “We provide electricity reliability”
Chemicals Lubricants “We sell a wide range of lubricants”
Pharmaceuticals Drugs “We sell pharmaceuticals”
Value-Added Customer-Centric
+ Services = Value Proposition
Financing Service
“We can help you reduce life-cycle transportation costs”
Application/Design support
“We can reduce your operational costs”
Energy asset maintenance
“We can help you reduce total energy costs”
Usage and application design Lubricant analysis
“We can increase your machine performance and up-time”
Product support Outcomes-driven information database
“We can help you better manage your patient base”
Put employees in the customers’ shoesPut employees in the shoes of a particular
colleagueReview your habits and attitudeBe evaluated in a 360-degree approach by
colleagues you frequently deal with (through a random selection).
Developing Customer-Centric Culture
It’s a cross-functional role empowered to marshal organizational resources to resolve troublesome customer issues and identify root cause while balancing the financial realities and strategic goals of the company.
What is Customer Advocacy?
To steer customers away from veiled gaps, inefficiencies and organizational complexities that perturb perception, thereby managing “customer experience” effectively.
The Need for Customer Advocacy Function
Straight-forward and honestInterpersonal management and
communicationGood business sense and judgmentOrganizational navigationExecutive PresenceTime managementProject management
Key Skills for Customer Advocates
Customer segmentationEngagement processEscalation processResponse planning, analysis and executionManaging customer experience through
resolutionInternal management review
Customer Advocacy Process Framework
Ensure your communication stands aloneConsider the audienceRead it “as if” you were the recipientAcknowledge the “bigger picture”Special handling procedures when
emotionally charged
Factors to Consider When Crafting Message
Do’s of Customer Centricity Don’ts of Customer Centricity1. Adjust your mission and vision statement Expect a brand new mission statement to make
you a customer-centric company
2. Segment your customer base Overcomplicate the segmentation
3. Align your organization structure with the segmented customer view
Reorganize too often and for the sake of it
4. Make good use of technology Expect technology to build customer relationships for you
5. Create new performance measures Throw out the old performance measures
6. Study the behaviours, attitudes and demographics of your customers
Confuse behaviours and attitudes with needs
7. Try to understand the true value of your customers
Rely on the customers past buying patterns
8. Empower employees, particularly customer-facing staff for proactive relationship-building
Allow anyone in the company to say (or think) “this is not my job/responsibility”
9. Set clear goals for achieving a defined state of customer centricity by a certain point in time
Assume that your project/ programme were completed, you ‘got there’
10. Encourage and seek to create customer loyalty
Think of loyalty as the tenure of a customer (duration of the relationship)
11. Communicate and engage all stakeholders in the process
Limit your change management efforts to the marketing, sales and customer service functions
The Seven Characteristics of Customer-Centric Companiesi. They conceive of themselves not as a group of products, services, territories, or
functions, but as a portfolio of customers.ii. They know how much money they make or lose with each of their customers or
customer segments, and they understand why.iii. They understand the different needs of different customers and group them into
operational customer segments and sub-segments based on common needs. They thrill their customers by delivering knockout value propositions that competitors cannot match.
iv. They continually innovate by evolving their customer segments and sub-segments, and improve their value propositions as customer needs change.
v. They organize their businesses into customer segment business units to establish clear ownership of the customer experience and accountability for the financial performance of each customer business unit.
vi. They create a competitively unassailable customer innovation advantage based on a customer R&D model grounded in continual experimentation at key customer touch points.
vii. They understand in precise analytic terms exactly how their different customer relationships contribute to or subtract from the total value of the firm; because they manage their customer portfolio on this basis, they know what to manage and where to invest in order to create sustainable, profitable growth and drive outstanding share price performance over time.
Source: Wharton Business School
Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.
Thank You
Dr. Elijah [email protected], 234 8033024596, 234 8058835237