The CCM Connection - Pitney · PDF fileThe CCM Connection B o o sting Profits ... Customer...

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Customer Communication Management

May 2005

The CCM Connection

B o o sting Profits By Tying CRMTo Business Pro ce sses Thro u g hC u stomer Communication Management

Over the last decade, many businesses have invested inCustomer Relationship Management (CRM) initiatives toincrease customer satisfaction and loyalty to boost theirrevenue streams. At the heart of CRM is a set of activities thatcome under the heading “customer communications.” Theseactivities include everything from billing to direct mailmarketing to e-marketing to electronic bill presentment andpayment (EBPP) to customer call center operations.

To maximize the effe c t i ve n e ss of these customer co m m u n i ca t i o n sit is necessary to integrate them with the appropriate businessprocesses they connect with, however disparate thoseprocesses may seem to be. Businesses need to make theseprocesses talk to one another, then take those integratedinformation streams and plug them into their CRM effort. Thisallows the organization to benefit from examining all relevantcustomer information before reaching out to the customer.

It is this integration of key business processes and their relatedinformation streams into CRM that defines and drives CustomerCommunication Management (CCM).

CCM harnesses the power of specificbusinesses processes and ties them to the CRM initiative – in order to create, develop,manage, and maintain more effective customercommunications.

By approaching customer communication as this kind of catalystfor change, companies can create greater organizationalefficiency while optimizing the profit potential of every customercommunication. CCM can uncover opportunities for lower costsand higher revenues both by developing customer relationshipsthat are more rewarding in every sense and by streamliningbusiness processes so they are less costly, more integrated andmore effective.

To realize its full potential, CCM must be implementedenterprisewide. But this needn’t be done all at once. There areseven gateways – seven points of entry – to begin reaping theCCM benefits.

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Abstract

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Overview....................................................................................3Background...............................................................................3

The Situation Today...................................................................4

Driving the move to CCM (sidebar) ...........................................5

The Problem..............................................................................6

The Scope of CCM .....................................................................7

The Seven Gateways .................................................................8

Growing Your Business with CSS Adoption and EBPP............10

Unlocking the Potential...........................................................12

Concluding Thoughts .............................................................13

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Table of Contents

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Reducing customer acquisition costs, improving customerretention and maximizing the lifetime value of each customercontinue to be key objectives of all successful companies.However, the environment in which companies operate toachieve these goals has changed. Competition has intensifiedand customers are demanding to be served individually via anever-increasing number of channels. Companies therefore needto develop economical ways to provide all the services themarketplace demands. They need to use all the data, businessintelligence, business geographics and market analysisavailable, to create a range of effective physical and digitalcustomer communications.

While this might appear to be a daunting challenge, it alsopresents a significant opportunity. The successful companies oftoday and tomorrow will not only tap into new technologies toimprove their service offerings and achieve better operationaleffectiveness, they will also leverage those technologies tocreate new products, services and offerings that result in bettercommunications and enhanced marketing abilities.

Customer Communication Management (CCM) will be part ofthat strategy.

In the last 10 years or so, business has reengineered itsfundamental focus. The impetus for this change was born in the1980s, with the critical discovery that businesses derive morerevenue from sales to existing customers than from sales to newones. In fact, the American Management Association (AMA)reported that, on average, 65 percent of a company’s businesscomes from retained customers. In addition, the AMAdiscovered that it costs five times more to acquire a newcustomer than to make a sale to an existing one. Mostimportantly, over the lifetime of a customer relationship, theprofitability of each transaction rises, as the cost of sales goesdown. This, of course, is due to lower marketing costs, moreefficient transaction processing and reduced servicing needs.

By the mid-1990s, these insights – along with developments inIT and telecommunications – drove the creation of CustomerRelationship Management (CRM). CRM was the first strategythat could increase revenues and profits by concentratingexclusively on an existing asset – the customer base.

At almost exactly the same time, the Six Sigma phenomenonwas causing companies to begin looking at the things they coulddo to their business processes that could help measurablyimprove their bottom line. So they began designing andmonitoring everyday business activities to minimize waste,maximize resources and improve customer satisfaction.

These business process improvements helped companies do abetter job of cost control – and delivered a better customerexperience. Forward-thinking organizations began to focus ongetting each process to work as efficiently as possible on itsown, and then looking for ways to get related processes to worktogether more effectively.

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Overview Background

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The two major business issues that are top of mind forexecutives today are increasing revenues and holding downcosts. “Productivity” and “efficiency” are the watchwords;survival depends on creating new opportunities. Increasingcustomer satisfaction and building customer loyalty are a majorfocus, because they directly impact incremental revenues. Allthese issues are the drivers behind a strong and continuingcorporate interest – and investment – in CRM.

In spite of reports of its demise, global investment in CRM,according to Forrester Research, will rise from $42.8 billion in2002 to $73.8 billion in 2007, while IDC predicts the value willbe $101 billion by that year. This is backed up by a METAGroup survey showing that 75 percent of organizations plan tospend the same or more on CRM in the next 12 months.

It appears that CRM’s reported failures to deliver have been theresult of a number of things: exaggerated forecasts of its impact,inaccurate or missing benchmarks against which to gaugeimprovement, and, most important, a failure to change thecorporate culture to one that is genuinely customer-focused.

CCM functions at the point where business processes and CRMconverge. In fact, CCM integrates those business processes intoCRM systems and activities. The net effect of properly executedCCM is synchronization – the moment at which customercommunication processes, information, delivery channels andmessages are suddenly operating in sync, instead of in isolation.And this can be accomplished without companies having tochange the fundamental way they do business.

Synchronizing customer information processes and messagingchannels will also uncover opportunities for cost savings – from lower mailing costs to increased customer self-service.Synchronizing processes with CRM initiatives also boostsprofits by lowering operating costs; it also grows revenues byboth raising customer satisfaction and enabling better-targetedmarketing offers with a higher rate of return.

CRM is fundamentally customer facing and outwardly focused.CCM takes this external customer information and links it tointernal business processes to create a more comprehensivepicture of the customer’s behavior vis-a-vis the company.Customer information becomes customer knowledge. ThroughCCM, companies can better understand customers as individuals,as well as more accurately group them by category, or possiblyby trend category. Organizations can therefore make better-educated decisions about how to leverage their relationship witheach and every one of their customers.

Using CCM to integrate business processes and CRM at the pointof their convergence can be highly effective in helping top-levelexecutives reach their most challenging corporate goals.

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The Situation Today

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CRM is fundamentally customer facing and out-wardly focused. CCM takes this external customerinformation and links it to internal business processesto create a more comprehensive picture of the customer’sbehavior vis-a-vis the company. Customer informationbecomes customer knowledge.

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Driving The Move To CCM…

C u stomer self service is gaining acce p ta n ce : N e a r ly 47

p e rcent of co n s u m e rs want more self-service options –

a d va n ces in te c h n o logy, including vo i ce re co g n i t i o n

s o f t w a re, are opening new doors of opportunity. (Source :

G roup 1 Software, Inc.)

Pe rsonalization is the new pre re q u i s i te to custo m e r

loya l t y : Va r i a b le data printing – of both promotional and

t ransactional documents – has raised the bar. Rete n t i o n

and cro ss-selling remain top priorities, with custo m e rs

expecting co n s i stent, acc u ra te information acro ss all

At the point where CRM and business processes converge,CCM synchronizes all customer information, communicationchannels and messages.

channels. Research carried out in the U.K. during 2004 fo u n d

that 88 percent of co n s u m e rs pre fer to deal with co m p a n i e s

that treat them with a personal touch. (Source: The Henley

C e n t re, UK)

Rising co m m u n i cation co sts are impacting the bottom line:

Call ce n ter expenses have more than doubled in the past five

ye a rs, while declining mail volumes are thre a te n i n g

e conomies of sca le. (Source: Group 1 Software, Inc.)

Regulations are exerting pre ss u re on business pro ce ss e s :

S a r b a n e s - O x ley, Gra m m - L e a c h - B l i ley, HIPAA, Basel II and

the National Do Not Call Registry are re s h a p i n g

co m m u n i cation re q u i rements and re co rds re te n t i o n .

CustomerRelationshipManagement(outwardly focused)

• S t ronger custo m e rre l a t i o n s h i p s

• G re a ter custo m e rloya l t y

• M a ssp e rs o n a l i z a t i o n

• C u stomer datab e comes custo m e rk n ow ledge enablingm o re info r m e db u s i n e ssd e c i s i o n s / st ra te g i e s

BusinessProcessManagement(internally focused)

CCM infuses CRM with BPM

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The Problem

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To put it bluntly, most businesses have significant amounts of customer information but very little customer knowledge.That lack of knowledge is at the root of customercommunication challenges.

Credit card companies, insurance companies, banks andmortgage companies, for example, all hold detailed, in-depthinformation on their customers. Yet rarely do they make offersrelating to the specific interests, age, job or even gender of thesecustomers. The reasons are simple. These companies typicallyhave serious internal issues with data accuracy, data integrationand data access. They seem to have no way of applying businessrules, no way of “mass customizing” messages, no way to puteveryone in the organization on the same page. Synchronizationsimply doesn’t exist at these companies. Yet all this lack ofcoordination negatively impacts process efficiency, processcosts, customer satisfaction – and, eventually, the organization’soverall revenue stream.

With the CCM approach, however, information inputs andoutputs are orchestrated, and – every new piece of customerdata that is received by the company is automatically updated atevery point along the communication chain. That’s why CCMcan make communications and revenue streams run morequickly and efficiently

But CCM doesn’t just create opportunities for cost savings.There are even bigger opportunities for revenue enhancement:CCM makes it possible for businesses to take everything theyknow about its customers – and then turn that knowledge into amicro-marketing opportunity.

“To differentiate products and services and meetcustomer demands, information-based businessesare using mass customization to wrap transactiondata with value-added information in oneconsolidated single view in all customercommunications and service points.”

– Richard K. Crone, Director, Edgar, Dunn & Company,a leading analyst firm specializing in document management

To put it bluntly, most businesses have significantamounts of customer information but very littlecustomer knowledge. That lack of knowledge is atthe root of customer communication challenges.


From the mailroom to the mailbox, from the web visit to thephone call, the challenge for CCM is to embrace the entirescope of an enterprise’s customer communications and target amessage for that enterprise consistently across different media.Increasing automation is a key goal, but, paradoxically, so isimproving human contact.

Four critical elements are nece ssary fo rs u cce ssful enterprise CC M :

1. System synchronization for information accessibility.Developing effective customer communications requires anenterprise CCM solution that provides access to all relevantcustomer information – information typically housed inmyriad back-end systems. Furthermore, the solution mustalso provide the tools and processes necessary to locate andextract the high-quality, clean data necessary to createpowerful and effective output.

2. Breadth of solution…as wide or as targeted as it needs tobe. To meet enterprisewide customer communications needs,an enterprise CCM solution must have extensivefunctionality. It should support interactive documentcreation, dynamic messaging and data modeling. It must beable to output to multiple channels, including the web foronline presentment and bill payment, printing for paper-basedcommunications, and in-house archives for high-fidelitydocument storage.

3. Scalability. An enterprise CCM solution must scale acrossapplication types and volume requirements – from one-offinteractive documents to high-volume, industrial-strengthbatch applications like end-of-month financial statements.

4. Flexibility. An enterprise CCM solution should be easy to use, yet robust enough to be handled by everyone frombusiness analysts to editors to designers. And for easierintegration and administration within an existing environmentthe solution should be able to run on any platform.

“Information accessibility, breadth of extensivefunctionality, and flexibility are several criticalaspects of enterprise customer communications.”

– Kemal Carr, President, Madison Advisors(consultants to the enterprise output management industry)

“End-to-end customer communicationsmanagement (CCM) solutions offer tremendousROI potential. Businesses can increase revenue by reducing churn and using analytics-drivencross-selling campaigns while lowering their costsby streamlining call center and documentdistribution operations. Taken together, these addup to a significant return on investment forforward-thinking companies.”

– Toby Bell, Research Director, Gartner, Inc.

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The Scope Of CCM

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There are seven points of entry to an enterprise CCM solution,and a business can begin the implementation process at any oneof these points. In order for a comprehensive solution to bedeveloped organically over time, a true enterprise CCMapproach is one that not only will work with the systems alreadyin place but that will be scalable at every stage and across theentire organization.

Let’s take a closer look at these seven gateways, with an eye tounderstanding the advantages gained at each phase.

1. CCM Data Access and IngestionLearn everything there is to know about the customer

The first step to more effective customer communications isfinding out just who the customer is. CCM data access andingestion tools give instant, seamless access to customerinformation wherever it lies. Companies can then consolidateand integrate this data across the variety of systems in whichit may reside.

CCM data access and ingestion tools also give marketers theability to generate business intelligence reports, marketingcampaign analyses, customer segmentations and customeraudits. This gives them the means to consolidate statements,target-market to key customer segments and produce “laser-focused” customer documents. Perhaps most importantly,with this kind of information access, managers can makemore timely business decisions.

2. CCM Data ManipulationTake dead aim at the right customer targets

Companies employ CCM data manipulation tools to put theirnewly accessible customer information to use moreprofitably. These tools perform address cleansing and mailcoding tasks to avoid duplication and reduce printing andmailing costs, ensure prompt delivery, improve response ratesand, ultimately, increase cash flow.

Other CCM data manipulation tools perform address-levelgeographic analysis and enrichment to ensure compliancewith ever-shifting jurisdictional boundaries. These tools c a nalso target offers based on specific business geographics andeven create customer profiles defined by householddemographics and buying patterns. As a result, companiescan predict response rates for a range of offers and morereadily identify up-sell and cross-sell opportunities.

3. CCM Document CreationC a p t u re the customer’s attention in entirely new ways

CCM document creation tools provide a single, easy-to-useapproach to creating multichannel one-to-one communicationsquickly and easily. The tools make possible a wide range ofdocument types – letters, direct mail, contracts and complexstatements, even elaborate packages consisting of multipledocuments. Users can save time and reduce errors bycollaborating on refining designs prior to production.

CCM document creation tools also help speed the documentdevelopment process, while facilitating consistency across theorganization. A design can be created once, then repurposedacross applications and multiple delivery channels forbusiness rules, templates, text and other content, fordistribution via the web, faxes, e-mail and print. The levelof integration possible in CCM document creation alsosimplifies and reduces costs of ongoing maintenance, whichcan represent up to 80 percent of total application expenses.

4. CCM Production/DistributionProcess digital and physical communications withspeed, accuracy and agility

CCM production/distribution tools streamline both high-volume and on-demand production of all forms of customercommunication. They let users distribute and proof d o c u m e n t s over the web prior to giving a final production

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The Seven Gateways To CCM

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OK. These tools also generate multiple data streams in asingle pass to reduce CPU costs. And they let users reformatand add content (such as barcodes or OMR marks) to theprint stream without touching the original-compositionapplications.

On the distribution side, CCM Production/distribution toolspresort and commingle mail classes to optimize postaldiscounts. They can dramatically reduce return-mailprocessing costs by tracking documents and mail frominception through delivery.

5. CCM Data VaultSecure all customer data and documents in one place

Data storage costs are mounting; companies are worriedabout the security and scalability of their customer archives;and multiple repositories for customer data and documentsmake for inefficient internal business processes and poorcustomer service. In addition, there are new legal andregulatory record-keeping requirements to contend with, likeHIPAA, Sarbanes-Oxley and the USA Patriot Act.

CCM data vault places all customer data into a single, secureyet accessible electronic environment. It integrates print anddigital files without the high costs of PDF- and HTML-basedsolutions. Storage costs are dramatically reduced and allcustomer data can be instantly accessed for, say, trendanalysis. The modular architecture of a CCM data vault candeploy call center, customer self-care, and electronic billpresentment and payment (EBPP) applications quickly. AndCSRs can easily navigate archives from remote locations formore responsive customer service.

6. CCM Customer and Call Center SupportDeliver better customer service; facilitate morecustomer self-service

With the availability of centralized CCM data vaults, CCMcustomer and call center support tools can help achieve a farhigher level of customer service. Call centers can reduce callhandling times and callbacks by instantly retrieving exactreplicas of all customer documents.

In addition, CCM gives customers 24/7 web access to theiraccounts, enabling them quickly to get information and makeonline payments. Since 80 percent of all customer calls areabout account information, increasing customer self-service(CSS) activity can make a huge reduction in call centervolume. And expanding the use of EBPP reduces customerchurn rates, deflects calls, improves payment processing andincreases revenue.

7. CCM ReplenishmentKeep everyone on the same page

CCM replenishment tools create closed transaction loops, providing automated updates and connecting allc o m m u n i c a t i o n s back to the related business processes. Forinstance, these tools link to accounts receivable for round-tripprocessing; they mine data from dynamic documents; theycontinuously refine business intelligence, reduce remittanceprocessing errors and costs, and generate timely and accuratefinancial reporting.

CCM replenishment tools also track documents in the mailevery step of the way; they audit print and mail facilities; andthey integrate electronic payment options into the entireprocess. Most importantly, these updating processes can beautomated across disparate business systems

“There are many reasons why customers c o n t a c tcall centers, but it’s usually in response to either apaper or digital message. CCM manages the printand digital mix, so the appropriate media can beused for the response back. Our CCM customersrealize an increase in revenues by caring for theircustomers this way. We call it expedited processing.”

– Jeff Cohen, Vice President, Global Marketing & Product Management, Group 1 Software

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Growing Your Business with CustomerSelf-Service Adoption and ElectronicBill Presentment and Payment

by Richard K. Crone, Director, Edgar, Dunn & Company

Today, recurring bille rs, including utilities, financial inst i t u t i o n s ,and telecommunications companies, are increasingly facedwith rising competition, mounting fixed costs and numerousother market factors affecting profitability. To meet thedemands of both customers and billers, customer self-service (CSS) and electronic bill presentment and payment(EBPP) have recently emerged as a strategic “silver bullet.”Gartner Group Research reports that the top 200 U.S. utilitycompanies could each save at least $10 million annually byimplementing customer self-service offerings through theirweb- and telephone-based interactive response units.

Currently, up to 100,000 consumers each day enroll directlywith billers to access their statements, initiate electronicpayments and manage their accounts online. Recent marketstudies show that nearly 75 percent of all customer servicerequests are related to billing and payments.

Offering CSS and EBPP to customers is a winning strategy,because these innovations help recurring billers differentiatetheir brands, streamline billing operations by deflecting callcenter volume, and dramatically reduce payment float andprocessing costs. By enabling earlier payment collection,opening opportunities for new fee offerings, and promotingthe cross-selling of existing and related services, CSS andEBPP also impact earnings.

As a rule, 80 percent or more of the calls to a biller’s contactcenter are able to be resolved with online account access.

Migrating customer service phone calls to a web self-servicechannel can save the average recurring biller as much as $7per call – a 59 percent reduction. Sometimes, the benefit iss i g n i f i ca n t ly gre a te r. For ex a m p le, automating invo i ce dispute scan save recurring billers $25 per incident, almost half the$55 per-incident average for manual resolution. Automationalso accelerates collections and reduces receivables’financing costs.

Adoption Curve and Critical Succe ss Fa c to rs for CSS Simply offering customers service online or via the phonethrough IVR (inte ra c t i ve vo i ce re cognition) will not guara n te ea u to m a t i c adoption. A biller must invest in a robust, state-of-the-art, second-generation CSS infrastructure and promoteits CSS functionality to customers in the early stages. Mostrecurring billers, concerned about new technology costs, arelikely to find that they already have many of the requiredelements in place. An inventory of current capabilities oftenreveals the only additional technology needed is an integratedcustomer database or an upgrade to second-generation CSSplatforms. The annual savings of $5-10 million from the holyg rail of “paper turnoff” is more than enough to justify the co st .

Strategic Impact of CSS for Recurring Billers and ConsumersBest-in-class recurring billers are realizing that theimmediate, tangible cost reduction benefits of CSS and EBPPadoption is only the tip of an iceberg. Beyond billing andpayment, CSS and EBPP are strategic initiatives that canimpact a company’s ability to manage fixed cost variables,including procuring or generating a product or service, andinfrastructure outlays for service delivery, labor costs andc u sto m e r - facing activities. Implementing CSS offe rs manage-m e n t more substantive opportunities for improvement thanany other business variable – clearly, a strategic silver bulletworthy of the investment.

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For Larger Recurring Billers, Most Calls Into The Contact Center Deal With Account,Billing And Payment Issues

% Of Calls To Contact Centers

Source: Edgar, Dunn & Company & Selected Industry Firms

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Unlocking The Potential

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A c ro ss Europe and the United Sta tes, 40 percent ofcompanies in the high-tech, re tailing, utilities and aero s p a cea renas have inve sted in CRM systems. This grows to morethan half of financial services prov i d e rs and two - t h i rds ofte le co m m u n i cations companies. Inve stment in CRM softwarea lone is pegged glo b a l ly at around $3.5 billion a ye a r.( S o u rce: AMR.) Allowing for the fact that software typica l lyre p resents only 20 percent of to tal CRM project co sts, it isp ro b a b le that the final annual bill is around $17.5 billionwo r l d w i d e .

Yet there are plenty of findings that give companies pausewhen it comes to continuing to spend on CRM. Gartnerp redicts that by 2006, more than half of all CRM projects willh a ve fa i led to meet their goals. Gartner also notes that themajority of companies will have undere st i m a ted co sts byb e t ween 40 and 75 percent. In the U.S., among re tail banksthat inve sted in CRM, only 20 percent have increased their

p ro f i tability as a result. The benchmark for succe ss orfa i l u re of a CRM project is usually that within year one, atle a st 50 percent of the fo re ca sted return on inve stment isd e l i ve red. (It must be noted, however, that measuringo u tcomes acro ss all areas remains a significant challe n g efor many companies, and payback may also be mid- andlo n g - term, especially in the area of customer satisfa c t i o n . )

Still, the fact remains that there is still no alte r n a t i vest ra tegy ava i l a b le with the potential to deliver as muchp e r fo r m a n ce improvement as CRM. In the economic climateof the 21st century, custo m e rs will continue to be harder tofind and more difficult to please, and companies will need towork more diligently than ever to ensure that the custo m e rex p e r i e n ce is positive, co n s i stent and we l l - co n s i d e re d .

That is why CCM’s ability to unlock the full potential of CRMis so importa n t .

The idea of merging marketing and billing in the samedocument is beginning to interest major companies who investheavily in these channels. Research shows that bills andstatements garner 42.5 seconds of customer attention, comparedto 19 seconds for a TV commercial. A bank, for instance, cancreate a billion items of direct mail annually and send 100million items to existing customers at a cost of 25 cents peritem. If it leveraged existing communications channels, it wouldcost only around $2 million rather than $25 million to distributethese messages. Yet at the moment, only 23 percent ofcompanies on average include ads, personalized messages, orcross-sell and up-sell marketing in their transactional mailings.(Source: Group 1 Software.)

And transactional mailings are just one opportunity CustomerCommunication Management can uncover. Overall, CCM actsto synchronize every link in the communication chain. WithCCM, the flow of data, documents and messages across theorganization and out to customers and prospects emerges from anew, streamlined infrastructure. Being able to more effectivelycapture responses creates a new level of sophistication incustomer profiling. Finally, legacy databases and datawarehouses, ERP systems and CRM applications can be linkedto print/mail production components, e-mail software and callcenter operations.

All this serves to illustrate how CCM exists at the point wherebusiness processes and CRM converge. CCM integrates theseactivities while adding sophisticated capabilities that letcompanies capitalize on the many opportunities inherent in theircustomer relationships. At the same time, CCM simplifiesmanaging those opportunities. It is engineered as an integrated,scalable solution, eliminating the difficulties – and costs –involved in managing multiple, single-point solutions. WithCCM allowing everyone in an organization to access and shareall customer data all the time, everyone can interact witheveryone else more efficiently and effectively, in a perfectlysynchronized way.

CCM is about stronger, more profitable customer relationships;the result is increased revenues, greater customer loyalty andgrowing market share. At the same time, CCM is about beingmore human and tactile in the customer communicationsexperience – reaching out to establish and develop a meaningfulcustomer relationship.

With corporations making major strategic shifts towardcustomer management, realigning their marketing toward one-to-one communications, and rebalancing their prospecting-retention ratio of investment, CCM provides the key componentthat’s been missing up to now – a consistent, coherent andcoordinated customer experience in every channel and at everytouchpoint. CCM can do this because it finally brings criticalbusiness processes into the management of the customerrelationship.

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Concluding Thoughts

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CCM is about stronger, more profitable customerrelationships; the result is increased revenues,greater customer loyalty and growing market share.

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Ask the Expert:Interested in finding out more on Customer Communication Management?Call Jeff Cohen, Vice President, Group 1 Software, Inc. a Pitney Bowescompany, at 770.933.2075 or e-mail: [email protected]

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