Akzo Nobel Microsoft CRM Reference Visit to AVEBE

Report
1
Dynamiek in
Marketing en Sales aansturing
bij AVEBE
MARKETING & SALES INNOVATION 2006
Dinsdag 17 oktober 2006 - Reehorst te Ede
Agenda
2
1. Introduction to AVEBE
2. Business case & Tool selection
3. Program Overview
4. Implementation
5. Lessons learnt
1 Introduction to AVEBE
3
2004/2005
• Gross turnover
662.1
• Number of employees
2407
• Number of shareholders
4030
Factory in Ter Apelkanaal (NL)
4
Factory in China
5
Applications
6
• Food: soups & sauces, snacks, fish & meat, dairy, noodles
• Paper: wet-end, surface treatment, coating
• Specialties: textile, adhesives, building
• Feed: cattle, pet food, aqua culture
Gap analysis: How do we run our business today?
8
Pain sheet for account manager
Pain sheet for sales manager
No. 1 Pain
Disconnected and inaccessible account
information e.g. call reports, contact details,
emails and service history.
No. 1 Pain
There is no system to manage sales process
for a given sales territory.
No. 2 Pain
There is no system to manage and route
account related tasks, post-sale action items
and customer requests.
No. 2 Pain
Sales team does not have access to right
customer information e.g. brochures, manuals,
presentations at the right time.
No. 3 Pain
There is no system to manage sales leads
and opportunities.
No. 3 Pain
Ineffective follow-up of sales leads/
opportunities & customer related tasks and
communication of customer needs & threats.
In short, current environment results in lower performance
10
Customer
contact details
Customer
interface
Sales leads,
Complaints & sales
opportunities & customer
transactions
related tasks
Lack of integrated and complete customer information
Leading to:
1. Poor sales productivity and slow response
2. Low sales lead & opportunity conversion rates
3. Communication of indifference towards target customers
4. Poor coordination of sales activities
Gap analysis: How should we run our business tomorrow?
11
Pain sheet for account manager
Pain sheet for sales manager
No. 1 Pain
Unconnected and inaccessible account
information e.g. call reports, contact details,
emails and service history.
No. 1 Pain
There is no system to manage sales process
for a given sales territory.
No. 1 Solution
Link critical account information in a single
database integrated with SAP customer
information & make it available off-line.
No. 1 Solution
Organise sales activities into stages e.g.
relating, discovery, supporting and advocating
and monitor using special reports.
No. 2 Pain
There is no system to manage and route
account related tasks, post-sale action items
and customer requests.
No. 2 Pain
Sales team does not have access to right
customer information e.g. brochures, manuals,
presentations at the right time.
No. 2 Solution
“Assign” all tasks, action items & requests to
designated owners, alert them through their inbox and then monitor using special reports.
No. 2. Solution
Place and then manage the above information
on an accessible (24x7) IT system.
No. 3 Pain
There is no system to manage sales leads and
opportunities.
No. 3 Pain
Ineffective follow-up of sales leads/
opportunities & customer related tasks and
communication of customer needs & threats.
No. 3 Solution
“Assign” sales leads & opportunities to
designated owners through their in-box and
then monitor using special reports.
No. 3 Solution
Organise sales lead/opportunity pipeline
report; alert threats through in-box; monitor
customer needs via call report database
CRM solution met key selection criteria
14
Selection criteria for CRM
software tool
Why Microsoft CRM?
1
Strategic fit
Consistent with company-wide standardisation on Microsoft platform
2
Cost
One of the lowest total cost of ownership
3
Functional fit
Optimal matching of business requirements & key functionality
4
Simplicity
Tight integration with Microsoft Outlook increases user adoption rate
5
Industry usage
Fast rate of adoption of Microsoft CRM by mid-size business ensures
longevity of support & maintenance
6
Ease of deployment
We can get by with lightweight training, technical support & low level
customisation
… the right fit for our business
CRM vision is aligned with top level strategy & KPIs
16
Publication Date: _______ ; Approved by: _______
AVEBE Commerce One-Pager
Mission
Vision
Strategy
Strategy:
Focusing on most
important customers
with core product
range in a limited
number of countries
Mega Themes
Key Performance
Areas (KPAs)
Customer Relationship Management
(CRM) vision
To become acknowledged leader in
attracting, retaining and serving target customers
in chosen markets
…productivity gains for sales teams will be the initial focus
Value of CRM to AVEBE
18
Innovation
Growth
Productivity
05-06
Development of customer
knowledge & insight leading to
creation of new products
Real value of CRM begins here
e.g. better opportunity management
Improved sales performance
06-07
Phase I of CRM program focuses on improving sales performance…
Value of CRM to AVEBE
19
Innovation
… by getting the fundamentals right:
Growth
•
Productivity
05-06
- account information
- contact information
Improved sales performance
06-07
Accurate & complete
•
Standardised & actionable
- call reporting
- action tracking
Key features of CRM system
20
• Tight integration with Outlook
• Ease of use
• Offline access
• Synchronisation with SAP (primary data source)
• Ease of customisation
Phase I configuration of Microsoft CRM
21
ERP
Add
• Call report
• Account Overview
• Product List
• Sales Tools
Off
• Invoices
• Pricing
• Customer Service
• Services Management
• Quotations
• Marketing Campaigns
CRM
Synchronisation of SAP:
•Account
•Product list
•Ownership
Structure and competency of implementation team is critical…
22
Program Ownership
Implementation
Team
  
Key Users
• Function=Business @ Management Team level
• Shared project management (Business & ICT)
− Customisation; Training; Communication;
Coaching
• CRM Technology partner
• ICT & SAP team members – as needed basis
• Marketing and sales personnel
Release Scope
24
Rel.
No.
Release Theme
1
Account, Contact, Call Report Man.
Sales, Marketing
1b
Opportunity Management
Sales, Marketing
2
Technical Service
Innovation
3
Customer Requests
Customer
Service
4
Marketing Campaigns
Marketing
05-06
Target Group
F
M
A
M
X
X
X
X
06-07
J
J
A
X
X
X
S
O
X
X
Phased introduction of functionality
across Commerce teams
N
D
X
X
J
F
X
X
M
A
M
J
J
Key elements of Microsoft CRM training plan
25
Key elements of CRM training plan
Driver
1
Train in the region
Minimisation of travel costs and optimisation of group
learning through common knowledge and skill base
2
Limit training groups to maximum 10 people
Smaller training classes lead to faster, in-depth
learning
3
Core trainers are members of CRM team
Minimise cost and value-up internal knowledge of
CRM; core trainers have a major stake in success of
CRM initiative
4
Function specific Hands-On Labs
Customised training materials accelerate learning
process
5
Training groups = Commerce functions
Optimisation of group learning through sharing of
common knowledge and skill
6
Super-users or “Champions”
Super-users or “Champions” will advocate and act as
resource in use of CRM
One-day training program based on Hands-On Lab (HOL)
26
• HOLs designed from the perspective of
“day-in-the-life-of-CRM user (e.g. sales,
desk sales, marketing teams)
• HOLs can be used outside training
program
• For sales teams, three HOLs make up
the one-day training session:
- Interface & Navigation
- Preparing for customer visit
- Communicating customer visit &
Context
opportunity
Stepwise
instructions
Elements of CRM communication
27
CRM
Comm.
Plan

CRM
SharePoint

Outlook
Email

CRM 3.0
Announcements
(Daily or Weekly)
User Manuals
Feature-of-the-day
email
Training Manuals
Training Schedule
Feature-of-the-week
email
FAQ
Support
Personnel
Contact Details
Strategy
User
Surveys
Announcements
With Links to
SharePoint
(Daily/Weekly)

e-CRM
Newsletter
Post-Training
Survey
& Feedback via
SharePoint
Quarterly User
Survey
& Feedback via
SharePoint
CRM Digital
OnePager
Monthly
e-Newsletter
Reference
Card
Strategy & KPIs
Monthly
Zmail &
Starch Mail
Certificate
and
Tokens
SharePoint is one of the key mediums for communication
28
Document library
(HOLs)
Announcements
Events
(training dates)
Support
FAQ
Monthly CRM e-Newsletter (2 pages) is another…
29
Actual
Goal
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jan P6
Dec P5
No. Contacts (cumulative)
Good
Actual
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jan P6
Dec P5
Nov P4
Oct P3
Sep P2
Aug P1
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jan P6
Dec P5
Nov P4
Oct P3
Sep P2
Aug P1
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jan P6
No. Call Reports (cumulative)
No. Opportunities* (cumulative)
Goal
Jan P6
Actual
Nov P4
Oct P3
Sep P2
Aug P1
Jul P12
Jun P11
May P10
Apr P9
Mar P8
Feb P7
Jan P6
Call reports, opportunities & contacts
CRM KPI 4: Call Reports
31
Good
CRM KPI 6: Opportunities
Good
CRM KPI 3: Contacts
Lessons learnt
32
• Start simple
• Manage data (especially before roll-out…)
• Conduct pilot study
• Hit deadlines (whilst being sensitive to users’ business goals)
• Select right business and ICT personnel (internal/external) for CRM team
-
Business experience
Process thinking
Action oriented
Infrastructure and programming expertise
Questions ?
33
Appendices
34
• Pilot Study
• CRM Infrastructure
• Support Model
A pilot study was initiated to evaluate Microsoft CRM in two ways
35
Pilot Study Objectives
Technical evaluation
Test usability e.g. intuitive interface, response time
Test CRM application on and off-line
Test SAP connectivity
Functional evaluation
Use & build customer contact data
•
•
•
•
Pilot study began on 3 May 2005 (CRM V1.2)
Pilot territory covered Central & Eastern Europe
Participants included 3 account managers, 1 area
sales manager and 1 sales desk assistant
Account managers and area sales manager are
home-based
Create & share call reports
Create appointments
Assign activities (tasks)
Create and share opportunities
Use product database
Technical performance 
Functional Performance 
Use sales literature database
Sales activity monitoring and performance
Investment approved
Microsoft CRM architecture
36
Laptop or Desktop
Business
Warehouse
Replication
Every 15 min
Microsoft
CRM
Replication of Accounts,
Ownership & Sales Performance
Replication
(Laptops by
going Offline)
Every night
Microsoft
Outlook
Replication
Replication
of Sold-To Accounts,
Ownership, Customer
Classification & Products
Every night
SAP
CRM
Server
Exchange
Server
Functional, technical & application support teams
37
Back Office
Functional… How do I?
Responsibility:
Kocak, Stulp, Takens, Laan
CRM Users
CRM
Problem
Front Office
Technical… Server/OS
Responsibility: Getronics
PinkRoccade (GPR)
Application… CRM Application
Responsibility: GPR CRM Support

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