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CRM Manufacturing - Birmingham 25th Jan 2012
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Transcript of CRM Manufacturing - Birmingham 25th Jan 2012
CRM in Manufacturing Companies
Antonio FerrínBirmingham, 25 Jan 2012
1. Introduction2. What is CRM?3. How does CRM help a manufacturing company?4. CRM Implementation Key Factors5. Questions
Agenda
Agronomist Engineer specialized in Economics (UCO, Spain)
12 years experience in CRM Consultancy in Europe and LatinAmerica, in different roles (consultant, project/service manager andsales & marketing manager) and sectors (manufacturing, utilities,telecommunications, travel & transportation, banking, chemicals,pharma,...).
6 years experience as CRM Instructor for Oracle University, deliveringSiebel training in Spain, Portugal, Peru, Netherlands and Sweden.
1 year experience as Marketing, Customer Service and CRM lecturerin UPC (Universidad Peruana de Ciencias Aplicadas) and IPAE (Peru).
Administrator of LinkedIn Group “CRM en Latinoamérica + España”
My Profile: Antonio Ferrin
http://www.linkedin.com/in/antonioferrin
What is CRM?
"CRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, designed to engage the customer in a
collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business
environment. It's the company's response to the customer's ownership of the conversation."
Paul Greenberg
"The company's response to the customer's control of the conversation."
CRM: Focus on customers
Who is our customer?
Pharmaceutical Company
Automotive Manufacturer
Explosives Manufacturer Clothing Retailer
Physician
Consumer Consumer
Car Dealer Mining Co.
Engineer He or She?
What are our customers looking for?
Do our customers really want what we think they want?
Do we offer products according to their specific needs?
How do we identify potential customers?
USA Cars Market
Europe Cars Market
Each customer has a value
Not all customers have the same value for the company, so thecompany resources dedicated to each one should be different.
Customer lifetime valueThink in long relationships, not only in punctual sales.
Customer Asset Matrix
Protect PositionInvest to Protect
Invest to Win Over
Damage Limitation
Counter Competition
Invest to BuildWin the
OpportunityCareful
Management
Manage for Profitability
Build Selectively
Manage for Revenue
Manage for Revenue
Manage for Profitability
Manage for Profitability
Manage for Revenue
Consider Divesting
Highly Secure VulnerableSecure Fragile
Key
Large Shareof Wallet
SomePotential
Transactional
CustomerPotential(Value to Company)
Low
High
Strength of Relationship(Value to Customer)
LowHigh
Source: Gartner
Manufacturing Company Flow
Suppliers
Products Storage
Raw MaterialsReception
ProductionManufacturing
Raw Materials Storage
TransportationCUSTOMERS DistributorsRetailers
Customer Life Cycle
STEP 1
CustomerAcquisition
STEP 2
CustomerDevelopment
STEP 4
CustomerRetention
STEP 3
CustomerCommitment
How does CRM help my company?
360º View
Support
Returns
Offers
Campaigns Events
Loyalty Programs
Orders
Custom Pricing
Sales AgendaSatisfaction
Surveys
Contracts Sales EffectivenessFocus on profitability
Know our customers
Claims reduction
Analytical CRM: The Knowledge Pyramid
Understand
Predict
Manage
Report
Goal
Transform the transactional information
into knowledge to take decisions and suit
customer expectations, predicting their behavior.
Success Key
Define clear and measurable indicators
CRM Implementation Roadmap: Key Success Factors
1. Leadership of the project in business areas, with support from IT. Scope management.
2. Implement in different short phases, starting on those with a higher ROI for the company.
3. Communication: Involve users in the project, identify benefits for them.
4. KPIs: Measure the success of the project.
Thanks