The document discusses putting the customer's voice at the center of a company's business agility framework. It emphasizes gathering customer data from across the enterprise to drive intelligent customer interactions. CRM is presented as the central system that can exploit customer insights and coordinate marketing campaigns across channels to increase sales and reduce churn.

1. Putting the Voice of the Customer
First in Your Enterprise-Wide
Business Agility Framework
Tony Compton
Director, CRM Product Marketing
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2. Greetings from Chicago…
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3. Greetings from Chicago!
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4. “CRM” is your best player!
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5. Framework for a Continuum of Care
Enterprise Resource Performance
Planning Management
(ERP) (PM)
Financial Customer Relationship
Management Management
(FM) (CRM)
Enterprise Asset Human Capital
Management Management
(EAM) (HCM)
Supply Chain Product Lifecycle
Management Management
(SCM) (PLM)
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6. Leading the “Influence Economy”
Coming out of the recession…
 The march toward Customer Experience Management
 Market-driven; Customer-driven
 Thrill ride: Simultaneously frightening and exciting
 The “Voice of the Customer” now lives in:
 Product lifecycle management
 Workforce management
 Supply chain management
 Demand and inventory management
 Distribution strategies
 Business “ecosystem” collaboration
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7. The Element of Trust
“When Did We Start Trusting Strangers?”
 17,000 global web users surveyed
 “New influencer landscape” developing
 Three trends:
 Rise in social media
 Importance of digital friends
 Proliferation of influencer channels
“(Companies) need to participate in an influence economy by
providing the tools and spaces for facilitating the creation
experiences consumers want to have.” Peppers and Rogers Group, October, 2008
Source:
Source: “When Did We Start Trusting Strangers,” Universal McCann, September 9, 2008
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8. The Element of Trust
Consumers trust
ratings and reviews
by one another more
than they trust
marketing campaigns.
Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels”
Suresh Vittal, Forrester, November, 2009
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9. CRM Viewpoints
What if you could…?
 Exploit intelligent customer interactions?
 Rely on an engine that doubled as the heart of your
enterprise-wide framework?
 Take pride in your contact center?
 Employ a workforce conducive to CRM success?
 Deliver the right messages to your customers?
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10. Organizational Structures Inhibit Marketers
Marketer Consumer
TV
Web
Phone
Store
Word of Mouth
Direct Web Store TV
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Source: “Best Practices - Using and Supporting Multiple Customer Interaction Channels”
Suresh Vittal, Forrester, November, 2009

11. Marketing and CRM Vision: Across All Touchpoints
Direct Mail Telesales E-Mail SMS Branch ATM IVR Call Center Online/TV
Centralized Marketing Planning and Decisioning
OUTBOUND Marketing Resource INBOUND
Management
Segmentation Strategy JIT Targeting
Permissions Planning Virtual Profiling
Optimization Budgeting Context Tracking
Events/Execution Orchestration Real-Time Analytics
Enterprise Offer Management
Customer Insight and Closed Loop Reporting
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12. What do we know?
Senior Marketers “Miss the Boat” on Customer Data
450 Senior Marketers Surveyed Worldwide:
 Only 15% rate themselves as extremely good or effective at
integrating disparate customer data sources and repositories
 Only 6% say they have excellent knowledge of their customers when it
comes to demographic, behavioral, psychographic and transactional
data
 More than 31% have churn rates above 10% and 32% report having
customer turnover of 5% to 10%
 31% say they don't do data mining at all, and 63% say they are doing
only moderate levels of data mining for intelligence and insight
Source: CMO Council; “Marketers Missing the Boat on Customer Data”
Barney Beal, SearchCRM.com News Director; SeachCRM.com eBook, September, 2009
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13. To Achieve Success…
Interaction Management Holds the Key to Success
Customer History Sales Reps Increase ARPU
Current Activity Decrease Churn
Past Purchases Analytical Intel
Service Items Calculate Loyalty
Order Status Span Multichannel
Service Reps
Products Used Commoditize
Limited CRM Vision
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14. To Achieve Success…
Utilize All Customer Data to Drive Intelligent Interactions
Customer History Increase ARPU
Current Activity Decrease Churn
Past Purchases Interaction
Analytical Intel
Management
Service Items Calculate Loyalty
Order Status Span Multichannel
Products Used Commoditize
Intelligent Interaction Management Delivers
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15. Analytical CRM Problem Solving
Easy-to-use Integrated solution Coordinated outbound
segmentation and for analyzing and inbound campaign
campaign planning customers execution across
multiple touchpoints
 Outbound Marketing  Interaction Management  Closed Loop Solution
 Direct Mail  Real-Time Analytics  Campaign Awareness
 E-Mail Marketing  Self-Learning Engine  Channel Awareness
 Reporting and Analytics  Multi-Channel  Offer Optimization
 Increase Acceptance
 Reduce Churn
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16. Workforce Optimization
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17. CRM+WFO
 Leading talent issues for management:
 Contact center staff across multiple sites
 Staff proficiencies and personality preferences
 Matching and surpassing customer expectations
 Forecasting and scheduling
 Customer Relationship Metrics 2008 survey:
 Contact center management emphasized accessibility metrics
(service level, average speed of answer, % calls abandoned)…
 VS. efficiency metrics (agent occupancy, agent utilization) and
workforce management effectiveness (agent adherence, forecast
accuracy, schedule accuracy) metrics
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18. Cause and Effect
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19. Bell Canada
Multi-Channel Marketing Excellence
Profile Business Challenges
 Problems with disparate applications and databases
 No standardized practice for cross- and up-selling
 One of North America’s
largest communications  Difficult to craft interactions and drive revenue from
providers existing customers
 Over 20 million customers
Solution
 Infor CRM Epiphany Interaction Advisor
Results
 Average 50% offer response; 18% rise in CSR sales
per hour
 15% uptake in ARPU, with users tallying $1.04 higher
ARPU than nonuser
 Increased the ability to distribute promotional
campaigns by 75%, lowering time to execute
campaigns from four days to four hours
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20. Bell Canada Performance – Correlation Analysis
76-100% 51-75% 26-50% 0-25%
Rank Recommend Recommend Recommend Recommend Overall
Rate Rate Rate Rate
Average RPH
$26.18 $24.80 $21.10 $19.48 $22.89
by Quartile
Average RPC
$4.13 $4.12 $3.48 $3.04 $3.69
by Quartile
Average
Recommend 76.38 61.43 48.03 24.41 52.58
Rate (%)
Total number of
425 425 425 424 1699
Agents
• Revenue per hour is 34.5% higher in the top quartile compared to the bottom quartile
• Revenue per call is 36% higher in the top quartile compared to the bottom quartile
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21. For Your Consideration: New USA Statistics
US Department of Labor/ US Department of Commerce/
Bureau of Labor Statistics Bureau of Economic Analysis
Productivity Unemployment US GDP
Rate Rate
Q3 2009
2.8%
9.5% 10.2% (revised)
Q3 2009 Q3 2009 Q2 2009
– 0.7%
"While the recovery has been jobless so far, that should soon change.
Within the next few months, companies should be adding instead of cutting jobs."
…National Association of Business Economists President Lynn Reaser*
Source: Wall Street Journal, “Weighing Jobs and Deficit,” November 24, 2009
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22. Create an Economic Checklist
Back time your “Recession Clock” to December,
2007
Average recession lasts 16 months (but this one is “not
average”)
Analyze industry CRM spending in 2009-2010
Traditional CRM spending lag when compared to GDP
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23. CRM Investment Correlates With Economic
Growth (With a Lag)
5.0% Worldwide CRM license and 8000
maintenance revenue (Gartner)
4.5%
7000
4.0%
6000
3.5%
% Change
3.0%
U.S. GDP 5000
$m
%
2.5% Change 4000
2.0%
3000
1.5%
2000
1.0%
1000
0.5%
0.0 0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: Gartner, “Innovation and the Next Generation of CRM,” Ed Thompson and Michael Maoz, September, 2008.
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24. Create an Economic Checklist
Back time your “Recession Clock” to December,
2007
Average recession lasts 16 months (but this one is “not
average”)
Analyze industry CRM spending in 2009-2010
Traditional CRM spending lag when compared to GDP
Key industries to watch
Banking/Financial Services
Consumer Products/Manufacturing
Communications, Media & Entertainment
Travel/Hospitality
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25. Transforming Environments
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26. Framework for a Continuum of Care
Enterprise Resource Performance
Planning Management
(ERP) (PM)
Financial Customer Relationship
Management Management
(FM) (CRM)
Enterprise Asset Human Capital
Management Management
(EAM) (HCM)
Supply Chain Product Lifecycle
Management Management
(SCM) (PLM)
26 Copyright © 2009 Infor. All rights reserved. www.infor.com.

27. Top 25 Most Influential Technology Vendors for 2009
1. Microsoft
1. Microsoft
2. IBM
2. IBM
3. Oracle Corp.
3. Oracle Corp.
4. Hewlett Packard
4. Hewlett Packard
5. SAP
5. SAP
6. Dell Inc.
6. Dell Inc.
7. Cisco Systems
7. Cisco Systems
8. Salesforce.com
8. Salesforce.com
9. Google
9. Google
10. EMC
10. EMC
11. Sun Microsystems
11. Sun Microsystems
12. Apple
12. Apple
13. Infor
13. Infor
14. Sage
14. Sage
15. Siemens
15. Siemens
16. RIM
16. RIM
17. Adobe
17. Adobe
18. AT&T
18. AT&T
19. Intel
19. Intel
20. Lenovo
20. Lenovo
21. Accenture
21. Accenture
22. TATA Consultancy
22. TATA Consultancy
23. Lawson
23. Lawson
24. Motorola
24. Motorola
25. ADP
25. ADP
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28. Happy Customers…
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29. Questions, Please!
Thank you!
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