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CRM Analytics

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CRM Analytics

  1. 1. CRM Analytics – Telecom sector Submitted by: Kumar Abhishek (A001) Prity Aggarwal (A004) Deeksha Aggarwal (A006) Govind Krishnan (A030) Mayank Kumar (A031) Apoorva Parikh (A043) Group 5
  2. 2. What is CRM??  Customer Relationship Management is a business strategy that aims to understand, anticipate and manage the needs of an organization’s current and potential customers.  It is a shift from traditional marketing as it focuses on the retention of customers in addition to the acquisition of new customers  The expression Customer Relationship Management(CRM) is becoming standard terminology, replacing what is widely perceived to be misleading narrow term, relationship management (RM).
  3. 3. CRM and Telecom Industry  Customer retention is more important than ever for companies in the Telecommunications Industry.  Rate wars, the influence of real-time social networks, and a constant inflow of new players into the market make it vital for Telecom companies to understand customers and respond quickly. • With the main goals to boost loyalty, reduce churn, improve operational efficiency, and support new business models, Telecom companies are doing the following:  Immediately identify cross-selling opportunities.  Prevent customer churn and detect up selling opportunities.  Send effective acquisition and retention campaigns that match the right customers with the right products.
  4. 4. The Challenge: Increase Customer Loyalty  Telecom companies need to leverage and integrate massive amounts of data from a range of sources -like Call Data Records (CDR), customer care, product/service portfolios, cost and billing, and network service quality— in a holistic way, minimizing the poor alignment between siloed departments.  To achieve a 360º approach to customer experience and build a sustainable, competitive advantage, Telecom companies must gain a deep understanding of customer attitudes, behaviors and actions. This is essential to improving customer acquisition and retention.
  5. 5. What is CRM Analytics?  Customer relationship management (CRM) analytics collect, organize and synthesize consumer data captured across the organization to help telecom payers solve customer-facing business problems through reporting tools, dashboards, portals and other methods.  It encompasses three critical business processes — marketing, sales and customer service — and pulls data from many sources to make it available to multiple users across a payer organization.
  6. 6. SALES ANALYTICS Increase Forecasting Accuracy and Sales Results Sales executives can receive alerts when territory performance drops below targets, enabling them to take appropriate action Increase Sales Force Effectiveness Best practice effectiveness metrics, enables sales managers to identify strengths and weaknesses and address them at the individual level Improve Responsiveness sales professionals receive timely information providing them the complete picture of the customer relationship, enabling them to take action to maintain customer satisfaction and derive revenue potential. Maximize Resource Utilization and Profitability Enables sales executives to understand their pipeline and identify critical opportunities. By identifying these critical opportunities, executives can assign the appropriate resources to increase the chance of winning and not waste them on less promising opportunities.
  7. 7. MARKETING ANALYTICS Retain Valuable Customers Provides information about customers, including the number of other products they own, current and predicted lifetime value, customer satisfaction levels, and a snapshot of recent transaction history to create a segment of high-value and at-risk customers Generate Quality Demand at Lower Cost Measuring the effectiveness of demand generation activities allows marketers to identify bottlenecks to improve the efficiency of campaigns Insights for Improving Customer Profitability Provides information on which products customers are likely to buy and insight into which products may make effective bundles. The nuances of customer behaviour information can be gleaned from transaction history and correlated with customer lifetime value, churn risk, and customer behavioural attributes to gain insight into customer clusters and better inform treatment strategies Reduce Wasted Spend provides information on all marketing expenditures. Department-level budgetary information and expenses on specific marketing programs can be tracked all the way down to the individual tactic.
  8. 8. How can SNA using CLA improve marketing? Acquisition • Attract influencer outside the network in the expectation that community will follow. • Induce T-Mobile influencer to pull in off network followers. Cross Up/Sell • Spread products throughout customer base by pushing to influencers. Retention • Reduce churn by holding on to influencers.
  9. 9. CONTACT CENTER TELEPHONY ANALYTICS Achieve Greater Process Efficiency and Maximize Service Effectiveness Helps contact center managers gain control of the many factors that affect customer satisfaction. Through the benefit of powerful analytic information, the contact center manager was able to identify the root causes of problems and take rapid action to prevent customer defections. Increase Customer Satisfaction and Retention Enables contact center managers to track top KPIs for service initiatives, including first and final resolution, average speed of answer, average handle time, call abandonment rate, and service levels. By understanding the key reasons behind operating trends, managers and CSRs are able to improve service, increase customer satisfaction, and drive higher profitability Monitor Channel Usage and Migration integrated view of key metrics across all channels, including IVR, email, and the Web. Supervisors can analyze trends and usage of each channel and determine where customers abandon lower-cost channels, like an IVR menu or Web page, in favour of talking to a CSR Improve CSR Effectiveness and Reduce Turnover Metrics such as CSR transfer rates, revenue per CSR, average handle time, and time spent by a CSR on after- call work help supervisors identify high-performing CSRs as well as those in need of additional training.
  10. 10. Social Networks Analysis at T-Mobile Data Acquisition • Call detail records aggregation • One record per interaction between two phone numbers monthly summarized (50M Nodes+1B lines) Pre Processing • Exclude nodes with low volume, no reciprocity • Combine usage data to create link weights Customer Link Analysis • Detect communities • Calculate individual metrics Customer Scoring • Score subscribers as influencers/followers
  11. 11. PRICE ANALYTICS Understand Customer and Product Line Profitability Provides organizations with valuable insight into product demand, customer price sensitivity, and overall pricing effectiveness. Helps understand important information on product velocity, the impact of discounting on margins, price promotion effectiveness, and product profitability across channels. Identify Pricing Improvement Opportunities BT group , a UK telecom company wanted to estimate the potential impact of reduced outgoing mobile rates on revenues and margins. Two comparisons were used to estimate usage at different price points (for each time of day bucket) Client’s usage for outgoing landline and mobile calls Client with BT on mobile usage and pricing Usage at various price points and the optimal price points (for maximizing margins) were estimated They adopted the recommendations and lowered their outgoing mobile prices during the week and increase their rates during weekends
  12. 12. CRM Analytics by T-Mobile Reduced churn rate by 50% in just one quarter Customer Data Zone Product and Services Zone Business Operations Zone Supply Chain Zone Network Zone Customer Experience Zone  T-Mobile USA has approximately 33 million customers and it collects massive amounts of data from various channels.  It confronts with the customer churn by using a tribal customer model.  This model is based on the fact that there are people who have high influence on others due to their social networks.  T-Mobile determines the most valuable customers. Data collection is done from various sources
  13. 13. CRM Analytics : Airtel  Bharti Airtel had the vision that its customers experienced the same quality of service irrespective of the call centre he or she contacts.  To achieve this objective Airtel opted for the centralised application like CRM
  14. 14. AIRTEL : CRM BEGINNINGS  Installed a WAN  Multiple leased lines on all major locations  Initiated the process of setting up an extranet to reach out to vendors and dealers  Storage area network was put in place  The main data centre is located in Gurugram
  15. 15. ORACLE CRM  The Oracle CRM went live in the first quarter of 2004  Managed to overcome many technical problems  Technology partners like SUN Microsystems, Oracle, IBM and HP  Voice services (IVR) was provided by Nortel which was integrated with Oracle CRM
  16. 16. CRM : Functional Domains Operational CRM a. Workflow b. Day to day activities Analytical CRM a. Customer information b. Business development
  17. 17. MODULES USED AT AIRTEL  Marketing  Planning  Campaign Management  Lead Management  Sales  Activity Management  Knowledge Management  Call Centre Support  Opportunity Management
  18. 18. e-CRM Initiatives  After implementing Oracle CRM, Airtel is now working on e-CRM  e-CRM implementation partner is IBM  Would provide a host of services now running on ORACLE CRM a) Online customer support b) Customer profiling c) Web interface d) Sales management for vendors and partners
  19. 19. References  CRM Search: http://www.crmsearch.com/best-crm-analytics.php  Oracle: http://www.oracle.com/us/products/bi-applications-crm-analytics- 1373603.pdf  Gartner: http://www.gartner.com/it-glossary/crm-analytics/  CRM Switch: https://www.crmswitch.com/crm-industry/crm-and-big-data/  MWD Advisors: https://www.google.co.in/url?sa=t&source=web&rct=j&url=http://www.globalte lecomsbusiness.com/pdf/T- Mobile_Austria_case%2520study_%2520MWD%2520advisors_exp062012.pdf &ved=0ahUKEwjnvqrdvIrQAhUeTI8KHQr6BjMQFggZMAA&usg=AFQjCNE ZynGl3WFtNlylnfC7yOAKjtezkg&sig2=8eRaIefvGzF_Myd2G3_q3A

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