INTERNATIONAL EXECUTIVE PROGRAM FOR CRM LEADERSHIP ... · the “art of customer-centricity”....

1International Executive Program for CRM Leadership

INTERNATIONAL EXECUTIVE PROGRAM FOR CRM LEADERSHIP building the customer centric organization

“The things we learn before doing them, we learn by doing them”.Aristotle

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2 International Executive Program for CRM Leadership

contents 3 Introduction

4 International Executive Program CRM Leadership

5 Benefits

6 Program Participant Information

7 Deliverables & Certification

8 Program Outline - Day by Day

10 Additional Program Details

11 About the Partners

There are many lessons learned in the CRM community, that have now come to the surface. It’s nice to see that there

are organizations, like Nyenrode, that have synthesized the lessons of CRM executives around the globe. This program helps

other CRM practitioners to dramatically accelerate and improve their own CRM programs.

Drs. Jilles Limburg, Director, KPN Customer Interaction Services

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One of the greatest challenges in delivering value from our CRM technology is in the “operationalising” of the

strategy. To do this successfully, it requires strong discipline, sound methodologies, clear plans and frequent

communications across a range of disciplines. Having the machinery in place is fine, but it will all just collect dust until

we really build the processes and get the people fully engaged in running those processes.

Hunter Albright, Phd, Chief Marketing Officer, Halifax Bank of Scotland - Card Services

“ “


introductionOver the last five years, many companies around the world have made massive investments in the area of Customer Relationship Management. CRM visions have been formulated and adopted; much of the infrastructure has been put in place, payback periods defined and many other CRM enablers have been rolled out. Accordingly, many companies are now entering the post- visionary stage -- they have learned a lot from their successes and failures, and have a far better understanding of the meaning and impact of customer-centricity for their

organization. Now the time has come to turn CRM into a major success. This requires us to tackle some very serious issues. We need a proper data strategy; what do we want to know of our customers and how we are to exploit this immaterial asset in a profitable way? We have to formulate a value proposition and related processes that match the way our customer operates; we should reflect the way they operate. We have to prepare ourselves for a new generation of consumers and their way of communicating. Relevant questions are: Are we ready to serve them? Do we have the channels

in place? We need to find out how to organize ourselves as a customer-centric organization and have to build the capabilities to manage our back office accordingly.A roadmap is needed to specify the route we should follow to address these questions in a sequential but profitable way. This executive program will help participants turn their organization into a customer-centric one. It will support them in how to make CRM a sustainable success.

Prof. dr. Ed PeelenDrs. Erwin Redeman


international executive program for crm leadershipExecutive ProgramIn today’s world of commoditized products and ever-faster product development, competing on products is no longer the way to break away from competitors. The victors in today’s market-place battles will be those who best understand how to optimize the value from each of their customer relationships – in short, those who have mastered the “art of customer-centricity”.Transforming the company from product-centricity to customer-centricity is complex and will require leadership and know-how. Consequently, seasoned executives around the globe are being selected to lead this transformation and to take their businesses to the next level of profitability and competitiveness. Today most organizations are still struggling to close the gap between the vision and today’s reality of becoming customer-centric. The CRM executives are inheriting this challenge and will have to manage through many unfinished initiatives, such as: • Creating a cross-division and cross-channel,

real-time technical infrastructure• Building a 360 degree view of the customer

that is leveraged across all channels in all operations

• Managing multi-channel customer acquisition, service, cross-sell and retention processes

• Coping with, and providing the leadership on, issues regarding customer ownership

• Managing the program office for the transformation from a product orientation towards a focus on the life-cycle of both the

customer and the product• Building organizational models that enable

customer-centric behavior and processes• Optimizing the compensation structures of

the employees to reward the right actions that lead to optimized value from the customer to the business and vice versa

The role of CRM executives is complex and multi-disciplinary – they are typically required to be part marketing, part sales, part customer service, part IT and part strategist. Thus, it may well be understood that people will not have depth in all these competences and, just like any profession, the skills must be learned. To assist CRM executives in moving further faster, Nyenrode Business University and her business partners have developed a best-in-class program for this purpose. This program is about learning the practical details of how to develop and lead an enterprise-wide or business-unit-level CRM program. The Nyenrode CRM Executive Leadership Program includes the organizational models, insights, approaches, case studies, IT architectures, and other tools needed to get the job done. The program is hands-on and highly practical – taught by CRM professionals, who have built and led CRM programs for some of the world’s leading customer-centric companies.

Format of the International Executive ProgramThe program is designed to enable CRM Executives to make an immediate impact in the organizations they serve. The program has

three parts: the pre-training phase, the intense week-long training phase, and finally the follow-up phase, over the coming months, which can be supported by the program management if necessary.

The Pre-Training Phase -- One month before entering the program an assessment will be conducted, in which the participants are asked to provide a view of their company’s current CRM program capabilities and known gaps. A questionair will be provided by Nyenrode.

The Training Phase -- During a highly intense session of one week, the participants will develop a high-level CRM program plan for their organization, based on the topics covered during six sessions throughout the week. In the afternoons of each day, professionals will discuss how to develop a best-in-class CRM program, followed by an international business case. In the evenings, the participants will apply what they learned that day to their own organization, conduct a gap analysis and then develop plans for improvements. The improvement plan will be discussed in small groups the following morning, moderated by experts in the field of CRM. During the program, particular attention will be paid to performance management (KPI’s and dash-boarding), transformation and turn around issues, timing, the business case, calculating and mitigating risk, and contingency planning.

The Implementation Phase -- At the end of the week, participants will present and defend their


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overall plan before the certification board. Participants then return to their company to begin implementing their plan. Two quarterly follow-up sounding boards between attendees, their teams and the program instructors, will then be conducted over the following six months, where any appropriate advice or course corrections will be offered by the CRM executive instructors.

Benefits to the OrganizationWe understand it is no small investment for the organization to give up a week of time of one of its most highly-valued employees – the CRM executive. So, in return that executive will bring back the benefit of years of practical experience all summed up in a best-in-class plan of how to

improve and accelerate the process of “Building the Customer Centric Organization”. This “game-plan” will be crafted based on the collective knowledge of what worked and didn’t work, from other companies that have already successfully made this transformation. The plan will also be informed by the input from discussions with international colleagues at the program and it will be mapped against the company’s current capabilities outlined in the assessment. This will be a practical plan, a plan that is achievable, and one that will enable a step-change in profitability. Moreover, the implementation of the plan will be monitored and guided during a period of six months to ensure this does not end up as just another set of plans.

Benefits to the ParticipantsAs mentioned earlier, the attendee will be placed in a highly intensive week-long session, amongst a group of international peers. The international atmosphere created, the mix of the latest insights, business cases and the “hands-on” elements are just the ingredients needed to accelerate the learning process. In one week, all relevant CRM topics will be addressed in the context of the current position of the executive, and the status of the CRM program in their companies. In quoting Aristotle: “The things we learn before doing them, we learn by doing them”.

Most companies say they are focused on the customer. However, saying this in your advertising copy and

actually being focused on the customer are two entirely different things. Customers can see right through your

words if you are not backing them up with actions, and nowadays they are quick to get the word out over the internet

if you are not meeting expectations. In this transparent world, offering great products is the price of entry in the

market. Customers expect great products, but they want companies to listen, to learn and to adapt to their needs

and wants, in exchange for their loyalty. Some companies have recognized this shift in the “balance of power” and

are rapidly changing their processes, organizational structures, IT infrastructure and strategies to optimize their value

exchange with their customers. This is resulting in some relationships between companies and customers becoming far

more profitable than ever before, but more importantly – these relationships are becoming unbreakable.

Gerard Wolfs, Manager Marketing Research, Robeco Direct

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benefits


Profile of the participantsThe program is intended for CRM executives and high potentials with at least five years of relevant experience in the field of CRM or customer management programs at a managerial level. They come from customer oriented companies, where a belief that building towards a customer- centric business strategy is seen as the way forward. They will have a key position within the company that allows them to execute on the plans they produce, both upwards as well as downwards in the company’s hierarchy.A participant intake procedure is in place to prevent a mismatch between the program offered and the expectations of the individual participants.

Number of participantsTo get the utmost out of the program, the number of participants is restricted to twenty. Special care will be taken to prevent an over-participation of specific industries or companies.

AssessmentOne month before the start of the program, you will receive document templates for you to fill in that will outline the current state of your company’s customer-centricity initiatives (CRM program) at a high level. This period of preparation will enable you to record the key information needed so you can conduct a gap analysis between your company’s current state and the best-practices you learn about in the program. The information you will be required to collect is broken into six categories:• Your vision, strategy and roadmap for

customer-centricity• Your customer information infrastructure

and capabilities• Your CRM and channel management processes• How you leverage your human resources

– organizational structure, compensation, training, etc.

• How your company positions itself in the

marketplace – your advertising, investor relations, etc.

• How you measure performance and currently manage your CRM program

During this assessment, support by the program management is available.

Pre-requisitesTo enter the program, the attendees are subject to an intake procedure with the program management. During this intake, both parties will make clear that the program will exactly match the participant’s expectations. This regarding the objectives, approach, methodology, required efforts and so on. Also, the overall requirements will be checked to prevent the group being too divers. In general, the attendees are at MBA level, have at least three to five years experience in the field of CRM, are high potential, motivated and willing to invest time upfront. Also, the commitment and cooperation of the organization will be discussed.

program participant information

Let’s face it, customers don’t care about your new CRM initiatives. They just want to be treated as if you know

who they are, you understand their needs and you value their business. But on your side you need to get value

from your CRM investments. You need to do things like work out how to create a single view of the customer, how

to understand and manage customer value and how to leverage analytics in customer interactions. Gartner analysis

shows that substantial customer-facing initiatives need the kind of organization-wide momentum, collaboration and

investment that only strong commitment from top executives can provide.

Drs. Arnoud Klerkx, Associate Director, Gartner Consulting

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DeliverablesBefore the program begins -- As stated earlier, to get the utmost out of the Executive Program on CRM” to “to get the utmost out of the program, the participant must conduct a comprehensive assessment of the state of his/her company’s customer-centricity initiatives and metrics. The format and templates for this document will be provided to the attendee, and some assistance with the information collection will be provided.

At the end of the program, a comprehensive, high-level improvement plan will be put in place by the CRM executive including key initiatives, timing, resource plans and a means of monitoring progress throughout the implementation phase. All elements of the proposed improvements will be defined in measurable, concrete and feasible terms.

CertificationAt the end of the program, each participant will present and defend their plan to the certifica-tion board, which is comprised of the program directors. Preferably the senior sponsor of the attendee from his/her organization will preside on the certification board also. On the final evening of the program, an award ceremony and dinner will be held at the castle. The instructors and senior internal sponsors will also be invited to this function.

The problem is not the vision and the strategy as we know what we want. The issue is the implementation.

Laying down a profound infrastructure when you miss the organization and marketing capabilities to utilize them

simply does not work. What is needed is a roadmap that entangles all aspects of implementation: People, behaviour,

structures, processes, (marketing) communications, technology and product development. Only the collaboration

between all these components can make a Customer Centric implementation succesfull.

Remco Meeuwsen, Vice President, ABN AMRO Business Unit Netherlands

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deliverables & certification


“When in charge, take charge”. This is advice given by leaders to prospective leaders, the world-over, for many generations. This simple statement speaks volumes. Taking charge means communicating the destination for your organization, and laying out the plan for how you will get there. If you are asked to lead your company’s or business unit’s CRM program and the transformation to a more customer-centric business strategy, you will undoubtedly be expected to say which direction you should point the ship and how you intend to get to the destination. This is your vision for the future and your roadmap, and it must inspire not just everyone in your company, but also your customers and your investors. It must satisfy the board of directors and the investors that it is necessary, and fi nancially advantageous to become customer-centric. It must motivate the front-line and back-offi ce employees of the company to want to be a part of the change. It must be something that piques the interest of your customers and creates a buzz in the marketplace. In short, your vision must be inspirational, fi nancially sound, believable and achievable, as seen by all parties involved. This is a tough challenge, and it’s not easy to meet all those objectives.

This module of the program will help you develop three work products and necessary components of your overall CRM Program Plan:• The business case for becoming customer-

centric• Your customer-centric vision, strategy and

roadmap• Your communications plan for the vision and

roadmap to get the “buy-in” from all parties involved

Now you roll up your sleeves and start getting into the nitty-gritty details. At the heart of all CRM programs is the use of your information technology environment and the various sources of customer and prospect information your company has amassed. Your plans must lay out what customer information you need and how you will collect, store, maintain and use it. At the center of this plan is your partner – the IT department! The relationship your organization has with your IT department is therefore something into which signifi cant thinking and planning must go. You must defi ne how you will collaborate with them around crucial projects like building the customer information repository (Single View of the Customer), implementing call center and web technology, campaign management and other key systems. You must understand what the IT team’s objectives are, how their compensation is aligned with those objectives and how their objectives relate to the goals of your plan, and whether there are misalignments between the objectives of the departments involved.

This module of the program will help you develop the following work products for your plan:• Your data strategy: What Customer

Information is relevant for you in relation to your strategy?

• Your plan to identify, collect, maintain and use Customer Information• Your customer information sourcing

map and usage matrix• Your Key Performance Indicator (KPI)

defi nitions and development plan• Your plan to develop and manage your

Data Stewardship Program: how you plan to control the quality, and therefore, the value of your customer information

• Your plan to maximize the use of your Information Technology environment• Your plan to raise the cooperation

between database management, marketing and IT to a new level

• Your systems requirements documentation – specifying, in the language of your IT and database management department, the key systems and functionality required to enable your customer-centricity transformation (including the Single View of the Customer, customer communications and customer service technologies)

Getting your arms around the systems you need to enable your program are key, but those systems will not deliver the value you need unless you are executing the processes that use the customer information to deliver profi t. Companies are profi table only when both the company and the customer feel they are getting value from the relationship – i.e. if the “Value Exchange” between the two parties is rewarding on both sides. If customers feel it is worth it to remain a customer of a company, then they tend to stay. Consequently, if they stay, and they are profi table, then the company achieves the value it is looking for. This profi table “Value Exchange” is enabled by thoroughly understanding and capitalizing on the things that drive value for both sides.

This module of the program will help you defi ne the plans needed to put the critical processes and analytics in place to optimize this ongoing value exchange.

• Your plan and ideas regarding your core CRM processes: • The development of the Voice of the

Customer Program • Key initiatives to balance the Value

Exchange between the Customer and Company

• Establishing and running the Customer Retention Program Offi ce

• Building your Event Triggered Campaign Library and “operationalizing” it

• Building your Offer Factory and Test & Learn Program

• Your plan and ideas to leverage your processes in a Multi-Channel environment • Making your processes maximize the use

of your Inbound Channels • Making your processes maximize the use

of your Outbound Channels • Making it all work across channels

– channel synchronization

program outline day 1:

“when in charge, take charge”


sourcing and exploiting customer information


show me the money - optimizing your value exchange


Even with the best technology and processes in place, it still takes motivated, well-managed and coordinated employees to make everything work. In some cases customer-centricity is counter to the culture of the company, and often is not reflected in the compensation of the employees, including those in senior management. These issues do not resolve themselves simply because we declare we are going to be customer-centric. There is significant work to be done in organizational design to ensure the right functions are resourced at the right level, that the right goals are laid out and agreed to across departments and that the compensation plans are aligned to promote the right behaviour. This module is all about the “People” part of the equation and will help you define your plans for getting this area of the work underway in your program.

• Your plan to develop the people, teams, training & collaboration

• Your organizational design and change plan -- building the enterprise CRM team

• Your plan for executive management of the program -- building the executive customer management council

• Your plan for equipping, training and motivating the customer facing employees

Many of today’s most competitive companies have concluded that trying to beat the competition by delivering a better product has not been working as well as it used to. With lightening-fast product development cycles, any lead you get in the marketplace is fleeting. What if you can create customer relationships that are immune to tempting offers from the competition? What if the bonds of your relationship with your customer are so deep-rooted, and secret, that the competition cannot find the right “formula” to take that customer away? These are a few of the intriguing questions that have led companies to focus their attention on differentiating themselves by customer, versus by product. By finding the right formula for each customer, companies are maximizing the value of the relationship for the customer and the company. As you roll out your CRM program and achieve successes, your success can be fuelled by using this information to communicate to your customers, employees, your investors and the public.

This module addresses the ideas and plans you will have to produce to make your customer-centricity message count with these interested parties and produce a buzz that can develop a life of its own: It will cover your:• Plans to make your customer-centric message

count in the market• Ideas for collaboration with your

advertising team• Ideas for collaboration with your Public

Relations team• Ideas for collaboration with your Investor

Relations team• Plans to make your customer-centric message

count in the organization

You have developed your plans, built up the excitement, and launched an aggressive and far-reaching enterprise-wide program. Now comes the real challenge – managing a complex program across a number of departments and business units, with many personalities, perspectives and lots of politics.

This module is designed to help you set things up right from the start so that the program is run with high-intensity, a high degree of discipline and collaboration across departments that has never been seen before. At the end all plans come together in one plan, the CRM Game Plan and this includes:• Your plans for Performance Measurement &

managing your CRM Program• Your plan for goal setting & co-

accountability/interlock agreements• Your operations plan for running the

Customer Management Council• Your plan for ongoing Performance

Measurement• Your contingency management plans:

Implementation Strategy Redefinition Plans

This day is reserved for the certification of the attendees. Participants have to defend their “CRM Game Plan” that they have conducted over the week in front of the certification committee. The opportunity is provided for the internal sponsor of the attendee to take place in the committee as well. The program will be closed with a certification event at the end of day seven.

CRM at a professional service organization as PricewaterhouseCoopers is quite exceptional. They made good

progress to make a success of CRM. Their philosophy was to show the internal users the benefits of CRM and

to win, not force them to adapt CRM. CRM is more than a technology; it is a customer-centric organization that is

enabled by technology and aims to build mutually rewarding relations with the right customers. The organization

knows its individual clients, communicates with them and provides them with customized offerings.

Gerard Struijf RM, Senior manager Chief Information Office, PricewaterhouseCoopers

“ “program outline day 4:

organizing the enterprise crm team


communicating the message


performance and progress management

program outline day 7:certification and closing event


additional program detailsProgram informationProgram management• Prof. dr. Ed Peelen

(Nyenrode Business Universiteit)• Drs. Erwin Redeman

(Nyenrode Business Universiteit)

With contributions of:• Prof. Dipak C. Jain (Dean of the J.L. Kellogg

School of Management, Northwestern University)• Vince Bowey (Wells Fargo Bank & AT&T)• Prof. dr. Ed Peelen (Nyenrode Business

Universiteit)• Drs. Patrick Ruijs (VODW Marketing)• Cristina Zanchi (KLM Royal Dutch Airlines)• Atique Shaw (National Basketball Association)• Fernando Morillo (BankInter) • Cindy Beckwith

(AAA: Californian State Automobile Association)

The International Executive Progam for CRM Leadership is one of the programs (CRM Business Programs) organized by Nyenrode about achieving customer-centricity in organizations. For more information about these programs, please visit www.nyenrode.nl/crm.

Information and subscriptionTo subscribe, please fill in enclosed form. Questions regarding the program can be addressed to Maricken Cirkel, tel: +31(0)6 24812256 or drs. Karin Rigterink, tel: +31(0)6 54334080, E-mail: [email protected],

InvestmentThe overall investment in time will be 150 hours, including preparation and two follow-up meetings, where progression and implementation issues will be discussed.

Facilities and serviceThe college will be held at the premises of Nyenrode Business University, Breukelen, the Netherlands. All class rooms are fully equipped with multimedia facilities.

Hotel and accommodationDuring the week’s course, participants will stay overnight at the Carlton President Hotel in Utrecht where next day’s session will be prepared and diner and breakfast are served. The hotel has email facilities. Lunch will be provided at the Nyenrode premises.

LocationThe Nyenrode Business Universiteit is located in Breukelen, 25 kilometers south east of Amsterdam, between the Amsterdam Rhine channel and the river Vecht. The 13th century Castle is the landmark in the area. In the middle of the woods, the Nyenrode estate has proven to be an inspiring environment.

Sports facilitiesAt Nyenrode, sports and fitness facilities are present to charge the batteries after a long and extensive day.

AlumniParticipants who complete the program will be invited to several alumni activities. Not only is this the way to stay involved and informed, it is also a great opportunity to keep in touch with all the other alumni and exchange experiences.


additional program details about the partnersThe Executive Progam for CRM Leadership is sponsored by KPN and set up in cooperation with Nyenrode Business Universiteit, The Allard Institute, VODW Marketing and SSA/Epiphany.

Nyenrode Business Universiteit prepares people with talent and ambition for entrepreneurship in an international setting. Amongst others, the university offers master’s programs in business and accountancy. Founded in 1946 by and for business, Nyenrode is a leading knowledge and experience center for managers and entrepreneurs. Nyenrode is to celebrate its sixtieth anniversary with sixty scholarships, mostly provided by business. By Dutch standards, this represents a more than unique number. www.nyenrode.nl

KPNKPN provides telephone, internet and television services to personal customers through its fixed network in the Netherlands. For business customers, KPN provides a range of services, from voice, internet and data services to fully-managed outsourced ICT solutions, in the Netherlands and internationally. For both personal and business customers, KPN offers mobile services in the Netherlands, Germany, Belgium and Western Europe. On December 31, 2005, KPN served 6.9 mln fixed-line subscribers and 2.2 mln Internet customers in the Netherlands as well as 20.8 mln mobile customers in Germany, the Netherlands and Belgium and employed 29,286 individuals. www.kpn.com.

The Allard InstituteTM is a recruiting, consulting and training organization focused on helping companies in the art of data-driven decisioning. The Institute offers a 25,000+ practitioner network, comprised of many of the world’s most skilled CRM, credit risk management, collections, fraud, marketing, decision sciences and information technology practitioners. The Institute’s clients include companies of all sizes in financial services, telecommunications, health care, retail, government, education and other industries. They have offices in New York, San Francisco, and Taipei, and the Institute Headquarters are located in Davis, California. www.allardinstitute.com

VODW Marketing is the biggest independent marketing consultancy agency in the Netherlands. They realize growth for top firms in the Netherlands - and increasingly often internationally - through market strategic innovations. In the Netherlands, for example, they not only work for half the AEX companies, but also for smaller, ambitious organizations. VODW have experienced specialists in the area of market strategy, product innovation, database marketing and customer contact management. VODW was established in 1983 by Ad Verdonk, Rob Otten, Maarten Dik and Herman Wiegerinck and today they have 120 specialists. www.vodw.com

SSA Global, with the acquisition of Epiphany, is one of the leaders in Customer Relationship Management. The Epiphany acquisition completed the ‘suite of solutions’ and made SSA Global a recognized leading provider of extended ERP solutions for manufacturing, distribution, retail, services and public organizations worldwide. With Epiphany it got also a strong foothold in Finance, Telco, Travel & Leisure and Consumer Electronics. In addition to core ERP applications, SSA Global offers now a full range of integrated solutions including for example Corporate Performance Management, Customer Relationship Management, Product Lifecycle Management, Supply Chain Management and Supplier Relationship Management.Headquartered in Chicago, SSA Global has 63 locations worldwide and its product offerings are used by approximately 13,000 active customers in over 90 countries. www.ssaglobal.com


Nyenrode Business Universiteit

Straatweg 25Postbus 130, 3620 AC BREUKELENThe Netherlands

t +31 346 291 259f +31 346 291 300e [email protected] e www.nyenrode.nl

KPN

Maanplein 55Postbus 30000, 2500 GA DEN HAAGThe Netherlands

t +31 70 343 43 43f +31 70 451 29 04 e www.kpn.com

The Allard Institute

425 Market StreetSuite 2200SAN FRANCISCO, CA 94105USA

t +1 530 304 3088

e www.allardinstitute.com

SSA Global/Epiphany

Baron van Nagellstraat 893771 LK BARNEVELDThe Netherlands

t +31 342 428396f +31 342 428846 e www.ssaglobal.com

VODW Marketing

Dodeweg 63832 RC LEUSDENThe Netherlands

t +31 33 432 6432f +31 33 432 6433 e www.vodw.com

INTERNATIONAL EXECUTIVE PROGRAM FOR CRM LEADERSHIP ... · the “art of customer-centricity”....

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