CASE STUDY NO 1 EFFECTIVE SALES THROUGH SALES FORCE AUTOMATION (SFA) RAMBO PHARMACEUTICALS Name of the Company: Rambo

Pharmaceuticals Type of Company: Mid sized Pharmaceuticals Company The Business Case : Rambo Pharmaceutical is a mid-sized Pharmaceuticals company with Revenue in the low hundred of millions a niche playerthat had limited (or few) business processes in place and no best practices to speak of, despite having well over 200 salespeople. There was no formal sales process and no library of documented practices. Its world was compartmentalized sharply enough that the two wings of sales force 1) primary sales force 2) specialized sales force. Would often go to the same doctors to market product without sharing call notes between reps, irritating the hot docs as they called targeted prospects. Even more germane in the highly competitive Pharmaceutical industry, targeted client are essential for success. Why? The number of Pharmaceutical product virtually exceeds the number of physicians by uncountable multiples and physicians have limited time. Good target data delivered rapidly is an essential feature is an industry where competitive edge is pretty much everything. Imagine an average of two terabyte of target data being processed a month. Now, due to antiquate systems and limited processes for delivery and use of data, imagine a lag time of 90 days to receive the data and another month to deliver it to the sales force, Deadly bad staff.

The Solution: Looking at the above challenges it is clear that this case is of Sales Force Automation (SFA). SFA is designed to help salespersons acquire and retain customers, reduce administrative time, provide robust account management thus making salespeople and sales activity strong enough to achieve goals. It is necessary for Rambo pharmaceuticals to focus their efforts on restructuring many of the business processes as follows: Contact Management programme: It would be of great help. Basics like name, address, phone numbers, personal and business information, activity related to individual should be taken up and organisational charts should be created for sales people so that they can see whom they have to deal with at what level of hierarchy. Some user friendly applications are available which would help in giving the sales people the required information in quick manner. In addition, contact behaviour characteristics should be included so that each behaviour can be associated with behaviour templates useful for newly joined sales people. Data Information System: An up to date information system, is a must for this scenario as the salesmen going on round must have access to the latest up to date information history about the doctor he is visiting. Usage of mobiles devices like PDAs, laptops etc. should be considered for the sales teams. IT Based Business Applications: The company should gradually and strategically adopt undertaking IT technologies. It should phase-in IT-based business applications including Knowledge Management Systems (KMS), Business Intelligence (BI), Customer Relationship Management (CRM), and so on. Sales Force Automation: The company should start to operate Sales Force Automation, a business tool to help realize the maximization of sales efficiency. Sales power plays a crucial role in increasing the companys revenues particularly in the pharmaceuticals industry, and in the same way sales persons turnover and organizational structural changes are highly likely to wreak havoc on the companys overall sales performance. In most cases, each individual of both the sales team within the company should separately keep the information about the doctors due to the lack of proper doctor profile management, which increases the difficulties in executing the strategic management functionalities.

The company should start to develop and build SFA. It must form its own task forces with internal employees from sales, marketing and planning team and work together with CRM experts, to develop and deploy the system. Data Mining Techniques: Some data mining techniques can also be now used as the amount of data we are dealing with is huge and to reduce the time lag. Rambo pharmaceuticals should now seamlessly extract customer and after sales data from the system and easily capture sales information and activities by associating with internal groupware. Development of web server applications is also necessary so that sales workers can perform their tasks through the web including extracting customer information, planning and scheduling customer encounter, and providing daily sales records and information. Managers can come up with effective sales and services strategies based on the analyses of sales volume and reports provided by their sales person. This will ultimately result in enhancing sales power and systemizing the information management across the enterprise. The company should train and educate sales persons to take full advantages of the solution systems. It should also consider adopting Mobile CRM based SFA technologies and features. The company should plan to build officers linked with wires and wireless communications by combining all the IT assets in the organization into Web-based enterprise portal. With all these efforts, the company is now well positioned for an unparalleled leader in the pharmaceutical industry.

CASE STUDY NO 2 LEVERAGING CUSTOMER FEEDBACK TO BUILD LOYALTY MEGAPATHS NETWORKS This case study is based on a presentation by Adrienne Dale at CRM Gurus Annual Conference, the Customer Think Executive Summit 2003. Name of the Company: Megapaths Networks Type of the Company: Network Solutions The Business Case: MegaPath Networks delivers secure access and managed network solutions that enable business of all sizes to cost-effectively connect branch officers, mobile workers and home-based workers to centralized corporate resources. MegaPath wanted to get a solid fix on customer feedback and find a way to translate it into loyalty. When Adrienne Dale joined the company, she brought with her a great deal of experience about establishing a formal survey process for gaining customer satisfaction data as well as processes for analysing and acting upon the data. As a result, MegaPath has been able to tie customer satisfaction levels to things such as response time to queries and number of interactions with support then take appropriate action. In her previous job, Adrienne Dale worked at a company that religiously captured customer satisfaction data but did absolutely nothing with it, said Dale, who is now senior vice president at MegaPath Networks, Inc. and who brought the lessons learned and programs established in her prior employment to her current work environment. Before she started at MegaPath, Dale devoted considerable effort to marrying the customer satisfaction data with transactions and other data that we had to make actionable, get actionable data and get results, Dale said. When she got to MegaPath, the company didnt have a format customer satisfaction program in place, but instead got feedback from customers in a more random fashion. Because it was only random customers or those customers who felt so strongly that they proactively were going to contact us, either the feedback was diminished or it was inflated beyond its significance where we were jumping through hoops because of what one customer thought, she explained.

The Solution: Develop a Formal Customer Satisfaction Survey

One of her first moves was to implement a formal customer satisfaction survey program that allows the company to put the information in context so the company response could be appropriate to the feedback. First and foremost, she developed a survey that focused on the customers of the company as a whole, sort of resist the pressure or were being seduced, and were just going to survey this little bit. She needed to see how the sales operation was doing, so Im just going to survey the sales operations piece, When a customers giving you feedback, get the whole picture, understand as much as you can, she advised. But, she cautioned, the information had to be linked up to transactions so it has meaning and is traceable (See graphics below). Frequency of data collection is critical, too. Something thats once a month just feels glacial and if its slower than that, gosh.. attain, in contrast, if you have very large accounts with really big relationships, once a quarter, twice a year is probably enough, and you need a little time for your changes, because youve got now your ocean liner, are going to be slower. Dale said. Time to Resolution Finding: Overall satisfaction generally falls as the number of interactions with support rises. Action: Analysing why issues remain unsolved at first and second contact; develop training to increase early contact resolution.

Time to Resolution
100 90 80 Number of Contacts 70 60 50 40 30 20 10 0 1 Times 2 Times 3 Times 4 Times More than 5 Times Very Satisfied (%) 80 70 60 50 40 30 20 10 0 Very Satisfied (%)

Source: MegaPathCustomer Satisfaction Survey

Number of Contacts

Response Time Impact Finding: Overall satisfaction falls as response time lengthens. Action: Focus on response time management to drive down response time.
Response Time Impact
45 40 35 Number of Contacts 30 25 20 15 10 5 0 Less than 5 minutes 5-10 minutes 11-20 minutes 21-30 minutes 31-40 minutes 90 80 70 60 50 40 30 20 10 0 Very Satisfied (%)

Source: MegaPathCustomer Satisfaction Survey

Number of Incidents

Very Satisfied (%)

Dale noted that when designing a survey, a company must keep its end objectives in mind. Really key for your designing your survey program is to identify what are your end objectives? What do you want to be able to measure, and build that in? If you havent designed that up front, youre going to find yourself frustrated. I want to answer this question but I cant connect all the dots, and very simple stuff, but map the data sources, She contended. And companies should ensure that the length and tone of a survey doesnt turn customers off. Its not just what you Do, But the Way You Do It The mechanism, too, has an impact. Online surveys are fine though it doesnt work for every industry, but when it does, its the best way to go. The intention is important. How do you solicit customers to participate? she said. And, it should be a very personal message over the signature of the highest level involved executive. Currently, MegaPath is using RightNow Technology Metrics and, Dale noted, There are a lot of great companies out there. This is a really cost effective way to go. No matter what vendor solution is selected. Dale urged companies to look for certain features. You want to look for are build-it-yourself questionnaires so that youre not having to stand in line to get somebody to build it for you plus pay them for it, she said. Online statistical and graphical reports, you should be able to get that out of whatever product youre using, and the ability to download that data so you can do more with it, because youll find that once you get gong, there is more you want to do. While granular data can let companies drill down to individual situations, it can be overwhelming. Its real easy to just get lost in those details, so an important balance is to look for patterns and rise up to say, 30,000 feet. Analyze the Data Once collected a company can scrimp on analysis. You have to commit resources to this, said Dale. What is the point of saying, Oh our customer satisfaction is X, or customer loyalty factor is Y, if you are not trying it to things that you can then do something about. And Dale cautioned that CVM is a continual thing. With any kind of satisfaction or loyal improvement effort, it is continuous; it takes relentless effort and sustained focus. said Dale. There is no joke here, its just a lot of hard work, and you have to be ready for that. OK, we are going to look at the data every other week, we are going to look at the data once a week, were going to look at the data every other week, were going to look at the data once a week, were going to roll things up. And when these kinds of issues come to us, we need to develop knowledge so were handling it better, so that regardless who fields that call, who interacts with that customer, were telling them the best answer, the best solution, the first time, that may be a knowledge issue, so if you have a knowledge development team, that would be their baby. Dale encouraged 7

companies to coach and train employees so they are all on the same page when it comes to dealing with information and different scenarios. What Ive done and at MegaPath and at companies before, is that this is something that once a week, a group of people cross-functional looking at the data, with everyone coming back. Look heres my action. And doing something where theyre putting that into action fast enough like tomorrow or the next day, so that by the time we meet next week or maybe if youre in a slightly slower cycle, in two weeks, we can see, did what you do make a difference? Do we need to fine tune it? You know thats why Im talking about that rapid response, rapid action, and fast rapid feedback so you actually can make some changes. Without rapid response, parts of the company can become frustrated. They will feel like operations is dragging down all our efforts to increase customer loyalty and to increase our stickiness with our customers, why are they moving so slow, so its a real big imperative that you are getting the data fast enough, acting fast, and then getting that feedback on the impact of the actions that you were taking, she said. Overall, though, relentless focus is critical. It is just never ending, it cant be OK, this quarter were going to do customer satisfaction, its week after week, and really, for your frontline people, its day after day, hour after hour. It has to be something thats in their brains, that constant feedback, and its feedback as fast as possible, heres what you heard, this is what customers are saying about you, really important for people to have that. Sidebar: Step by Step Turn measurement into results 1. Cost-effective and easy to use: web-based surveys 2. E-mail invitation over signature of highest-level involved executive (VP or above) a. Affirm commitment to customer satisfaction and ask for feedback b. Include link to on-line survey and opt-out link. 3. Ensure completed surveys are tied to customer contact record ID for tracking and analysis. Establish a continuous process 1. Establish a continuous quality improvement process 2. On an on-going basis, consolidate and present current results and trends. 3. Identify correlations between satisfaction and loyalty to other factors - Product - Issue type - Response time 4. Search for patterns -30,000 ft view 5. Seek actionable data- ground-level view details.

CASE STUDY NO 3 TECHNOLOGY AS AN EFFECTIVE INGREDIENT OF CRM GLOBAL KNOWLEDGE Name of the Company: Global Knowledge Type of Company: IT Education The Business Case: Global Knowledge, a worldwide leader in IT education and enterprise training solutions, needed a solid and scalable platform for delivering its virtual classroom e-Learning training programs. The company currently offers over 700 courses in 21 countries and in 13 languages every day for such leading companies as Cisco, Microsoft, Nortel, Oracle, Legato, Enterasys and Compaq in addition to a broad array of industry curriculum and certifications. Over the last 2 years, Global Knowledge has begun offering a broad menu of these classes as instructor-led, virtual e-Learning courses but needed a technology platform to effectively address their customers virtual training needs around the world. Global Knowledge customers, located throughout the world, attend virtual classes through various connections dial up modem, DSL, cable modem and corporate LANs behind firewalls. The courses are equivalent to traditional instructor-led classroom courses complete with subject matter experts as instructors; live hardware and software practice labs, discussion groups and live teacher/student interaction. The rigorous training needs of their customers, combined with widely dispersed geographical locations, required that Global Knowledge have a training platform that could: Offer high quality Global Knowledge content and instruction consistent with the in-class experience; Reduce travel time and training-related expenses; Eliminate the need for extra phone lines and conference call fees; Consistently and effectively penetrate corporate firewalls and proxy gateways; Scale to support any number of students per day; Efficiently support, and not drain, existing network capacity; and Provide the highest quality classroom audio interaction between students and instructors.

The Solution: For Global Knowledge to provide an Effective Virtual Classroom e-Learning platform, it should work a vendor that: Provides top-notch, consistent worldwide customer support; Showcases an immediate, real-time response rate to questions or problems; Demonstrates the technical ability to scale alongside the growth of Global Knowledges business. Is bale to effectively penetrate corporate firewalls and proxy gateways; Provides high-quality 2-way Voice over IP audio capabilities for student and instructor learning and collaboration; and Provides an Enterprise class, high-availability delivery and support infrastructure. Global Knowledge should choose Interwises ECP (http://www.interwise.com) because it addresses communications, collaboration and learning in a single, integrated Web-based platform. The company should choose to use a hosted solution, allowing it to focus on excellence of curriculum and instructional design. Its internal infrastructure should not be affected by the change. To offer over 700 courses in 21 countries and in 13 languages every day for leading companies like Cisco, Microsoft etc in addition to a broad array of industrial curriculum & certifications, a very responsive technology technical support team along with the above mentioned characteristics of a vendor eases the process. To reduce the technical problem, Global Knowledge should stabilize the platform used for its Virtual Classroom e-Learning through vendor support that assists them in effectively penetrating corporate firewalls and maintaining system performance levels regardless of a students location, various connections like dial-up, cable, modem and firewall restrictions. Thus Global Knowledge can allow all learners to become life-long learners, expanding both professional and personal interest areas and knowledge bases.

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CASE STUDY NO 4 INCREASING CUSTOMER-CENTRICITY THROUGH EFFECTIVE LIFECYCLE MANAGEMENT T-MOBILE Name of the Company: T-Mobile Type of Company: Telecom The Business Case: Facing a maturing and competitive market in Europe, T-Mobile International began to see the importance of nurturing ongoing customer relationships to ensure higher retention rates and boost revenues. As it is a maturing market and saturated, we have to get our revenue growth from our current customers, and thats how CRM got more and more important, Andras Kondor, Vice President of CRM at T-Mobile International, told CustomerThink Executive Summit attendees last November in Monterey. T-Mobile is the second largest international mobile operator in the world with around 50 million customers worldwide 40 million of which are in Europe doing business with the five operators the company manages. They represent around 16 billion Euros or dollars revenue, so its quite a large company, said Kondor. Two years age the company had to start differentiating itself through customer centricity, brand and the one-company approach, Kondor said, because we were beaten up by trying to differentiate in products and innovation. It didnt work. In some cases T-Mobile was more innovative than the competitors, bringing products out two or three months before competitors but quickly found out no one cared, said Kondor. We asked the customers, and they said they dont choose or switch mobile operator because of product, because they assume [competitors] either have very similar ones, or will have very similar ones, so we found out we cant differentiate in product. T-Mobile also wasnt price leader. So what that left are three thingscustomer-centricity, brand, and one company, said Kondor. The company set a goal to be at the most highly regarded service company in the industry. They defined new brand messages, soon to be made public. We want to have the same brand message across the world, he explained. T-Mobile also wanted to bring its various European operating companies together under one umbrella. We believe that one company in mobile can be the only winning strategy. Now the marketing directors of the different countries dont report to their managing directors, they report to the CMO of T-Mobile International. It was, as you can imagine, a difficult transition, not a very popular one, said Kondor. But we believe that even 11

large operators like Germany with something like 20 million customers, still cant compete alone. Kondor works closely with these companies regarding CRM for consumers, who make up 80 percent of T-Mobiles customer base. The countries are responsible still for the implementation.

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The Solution: Seven points toward actionable customer centricity: 1. Create vision and lead toward it I think this is very important to have a vision, said Kondor, particularly for an international company with numerous units used to operating independently in different countries. Round Ltd. helped T-Mobile develop its vision. Kondor noted that Rounds involvement was a key because T-Mobile basically created this whole CRM thing, CRM department 2 years ago. There was no CRM internationally two years ago. Part of the problem was that senior management thought there was no synergy, so we dont need international CRM, said Kondor. They were half right, theres no synergy. Its not about synergy, its about direction. Kondor has a small team 8 people and rely on a lot of countries. How can I possible run CRM in 5 different countries? said Kondor. So, we focus on the vision. And that is, I think, extremely important that to be aligned, all these 5 countries behind this vision. 2. Plan and measure capability development We believe that it is only through capabilities that we can achieve our results, said Kondor. These customer management capabilities are complex and therefore, they need to be planned and measured on a regular basis. That means company will not focus on product or even on customer satisfaction, but rather on customer value. Rounds methodology uses a baseball metaphor to determine where a company is on the path to customer-centricity (first base, second base, etc.). TMobile has now set this so-called third base vision for all its subsidiaries, and we regularly plan and measure customer management capabilities, how they get here, because to set a vision is nice, but what is important, that we plan and measure, said Kondor. 3. Segment your customer base by need and value Why are need and value so important? According to Kondor, T-Mobile had to determine what the customer wanted so it could know how valuable they are for us, what we can afford. One of the companys projects was segmentation because we said we want to go to a customer value focus, but we realized we didnt know how valuable each of our customers is in each country. Value doesnt equal billed revenue. We analyzed that billed revenue explains roughly 70% of value, which is, by far, not good enough.

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Instead, T-Mobile was looking for outdoing, which is billed revenue, and terminated revenue. You know, in Europe, you dont pay for the terminated calls, so you dont see it on your bill if you receive a call, so thats an important factor. It was important to identify and distinguish among customer-driven costs and companydriven costs. The distinction is very different and very important. If you throw out stupid things on the good customer that cost us money, we shouldnt disadvantage the customer before that, said Kondor. The company had to determine acquisition and retention costs because we consider them investments into the customer, because of this contract life cycle, said Kondor. So, now we have for each customer a value, and then we segment these customers, based on their value. While thats a step in the right directions, T-Mobile still didnt know what customers want. We know what we get out of them, but we dont know what they want, and then we try to implement a need-based segmentation at the moment. What we managed to do is to look at what needs, what group of needs the customers have on the market. We define four need segments, and we translated them into usage. Is it right? No. Thats inherently wrong because needs are for about future, whereas usage is about past. The company has CRM data for each customer in the data warehouse and needed to say which segment they belonged to. Its extremely and prohibitively expensive to do market research on each of 40 million customers, said Kondor. So what we did, we went for usage. We tried to replicate usage, usage clusters. Statistically significant usage clusters, based on voice usage, SMS usage, MMS usage, data content usage, hand-set type, very, very sophisticated, and then we found the need segments, and we implemented in all the countries for the need. Id rather call them usage, and four value segments, and they are harmonized across the group. 4. Develop segment focus and priorities As soon as customers are segmented, the company tried to develop segment focus and priorities, Kondor said. The company set four value segments. You have to manageable, said Kondor, noting that the company actually has 10 segments but focuses on four. The top is the top 2%, the high is the either a 10 or 20, usually, we use 20, then the next 30% and the low is the 50% of customers by delivering value, he said. TMobiles marketing plan, for example, segment four low value. What do we do with that? Nothing, because segment, for instance, is low, theyre low value, theyre trying to get rid of them, give it to the competition. So, while the companys goal is to be the most highly regarded service company, we should align service levels, based on value, and this value segmentation is the key for that, said Kondor. And, also, look at customer needs because customers have different needs in servicing them, as well.

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5.

Apply customer information and segment priorities at each stage of the contract life cycle

Kondor believes that as soon as the company has segment focus and priorities, we should apply this information. We have the segments, we have the need and value segments, and we set the priorities, and then apply these customer information segment priorities at each stage of the contract life cycle. Kondor noted that there are three questions that must be addressed in the contract life cycle: How to manage retention, how to manage acquisition And for me, probably the most important and mostly neglected, is how to increase the gap between T-Mobile and its competitors. At acquisition, we have an advantage, we have a gap between us and the competitors because the customer, for some reason, we sometimes dont know, have joined us, said Kondor. We are very happy that we have a gap, but then we tend to forget and realize that at retention, here we dont do anything basically, and then at retention, we realize that this gap is either smaller, same or larger, and that means that we are losing a great opportunity to manage the increase of this gap between acquisition and retention. 6. Align acquisition, customer life-cycle management and retention

The company then has a contract life cycle and we should increase loyalty along this life cycle. Then, this life cycle is our life cycle. Its a contract life cycle. We should look at what the customer life cycle is, like teenagers, students and so on, and align acquisition, customer life style co-management and retention, and manage the value of the whole customer life cycle. While managing contract life cycle is the most important task the company must implement in the coming year, the company has to look beyond the contract as well. TMobile wants to retain the customer not only for the contract life cycle, but longer. Were nowhere near here, though, said Kondor. Our expected customer lifetime is between 30 and 50 months, again, depending on need and value segment. He pointed out that South Korea telecom has had success on building brands around customer life cycle, a best practice that Kondor called very interesting. 7. Leverage the Group

Kondor noted that there is a company contribution, how much a company contributes to the whole, and there is a strategic importance. Strategic importance encompasses size and importance of market for each of T-Mobiles operating companies. What we do is we dont want to let anyone become a black hole, thats disastrous, he said. A large company with no contribution, thats very bad. And we dont want to have implementers, either. We want to have contributors and strategic leaders and common directions, shared targets and focus areas, best practice and knowledge sharing, and involvement and co-operation through international projects.

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CASE STUDY NO 5 BREATHING NEW LIFE INTO CRM WHILE INVESTING FOR THE FUTURE JANUS CAPITAL Name of the Company: JANUS CAPITAL Type of the Company: Financial The Business Case : Janus Capital Group is a global financial firm that realized customer retention is critical to its livelihood. To diversify its product line the company went public and formed a set of subsidiaries that ultimately need to plug into its CRM solution. Management buy-in took some time and the job still isnt completed, but Janus feels its on the right track. Over the past few years, the financial market has taken a huge beating as the economy limped along. Like other financial firms, Janus knew it had to hang on to its customers and generate new assets. While we are always struggling on building the lasting relationships and loyalty, said Jon Leonard, director of marketing at Janus, client retention became even more critical as the company saw the assets kind of going out the door or depleting. And the company realized that it was no longer good enough to be a stock picker, because picking high tech stocks is no longer the best thing to do these days, said Leonard. Instead the company needed to diversify its product offerings. Thats why we got into the business of bringing in subsidiaries, he said. But that posture thrust Janus into somewhat of a quandary. Weve kind of gone from very basic products to mini products, and how to sell these products, as well as gather information on your customers? said Leonard. Global sales proved to be a particularly thorny area for the company. We cant afford to grow that sales force, so they need to cover a wide territory, but we cant hire more people, said Leonard. Thats been a huge challenge for us and weve had to build efficiencies in. So, to track sales activities, so its a range of pipeline management, all the way down to did I play golf with that customer? Whats the customers wife name? Theres a lot of profiling in there to kind of make your next visit with that customer a more personal one.

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The Solution: Segmenting its client base became a big objective as did efficient communications. Leonard admits that when he signed on at Janus, there were really no CRM objectives. We had all these sales objectives before I inherited this thing, which we were using and we still use, Onyx is the system, but I inherited all of the business processes, a system that has been built and customized through the years by IT and sales, so there were no objectives in place from a CRM perspective to support the sales initiatives, he said, making things a little bit kind of chaotic. His first order of business was to set some objectives and then work on getting measurable pieces against the objectives. Right now, its been an evolving process, said Leonard. He has put tremendous effort into educating the sales force on relationship management, with the idea of updating CRM to the next generation then leverage the heck out of it to make their businesses grow, and then adoption, he said. So I made my own personal objective in there, how can I get more users to use the system, and really adopt the business processes that they have in place and improve upon them, and thus, the next part of adoption. Along with that, Leonard placed a premium on more effective communication. The effective communication is being intelligent about who youre sending things to, and the reasons why youre sending them to them, and then the outcome of that is lets save some money, he said. So the company devised an e-mail strategy that ties back to its Website. Another critical element is actionable reporting. Some of the units are basically taking all of the profiling information, and a lot of all of the other kind of regular contact management information, and were turning those into reports, but reports that they can take action on, said Leonard. The Onyx solution has been really providing us that kind of reporting system, said Leonard. Users can run the reports, view them online, and then take action. There are reports that map out and reprioritize which clients sales reps work with, based on the segmentation theyve talked about of client tiering. And the company has integrated ADP with internal legacy systems to build its fulfillment engine. We integrate with two external e-mail companies and we e-mail with another vendor that facilitates and hosts our Janus.com website, he said. But it hasnt been an easy task. It took Leonard 9 months to get an audience to listen to his plans and it took another 4 or 5 months to get management to bless it, so an early buy-in is huge, he said. And he basically played the ROI card to finally capture the sales forces attention. He basically pushed his way onto their radar screen. Ultimately, he told them that their needs could not be met, explaining I can do whatever I wanted to this application. You guys could work within your processes. Youre not going to get to where you need to go next year, period, Leonard noted. So, that was kind of the first bullet point. No numbers involved there. No, its going to call us X to upgrade, and its going to yield you Y on time savings or revenue in the door, and profitability. Janus has made great strides but has a ways to go. Leonard keeps the communications channels open, among other things, hosting brown bag lunches every other week to talk things out. And hes plotting a road map that will hopefully lead the company into the future. Im kind of working on a 12 to 18 month sketch right now of where were going to go, said Leonard. There are 3 things Ive in 17

my roadmap. I look at 2 quarters back, I look at 12 to 18 months forward, and then I look at what Im doing on an ongoing basis. In the future, the company wants to expand its subsidiaries and partner firms to share its client base with them. Thats huge, theyre working off of different systems today, said Leonard. Janus is also exploring how wireless technology might make it easier for them. These highly paid professionals, theyre using Blackberry devices now, so we are talking about delivering a solution wirelessly to them so they can put their notes in after a meeting and move on, so we get them off of the laptop, and onto a smaller device, which is what they want to use, said Leonard, who also wants to up management involvement and usage rates.

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CASE STUDY NO 6 USE OF OPERATION SUPPORT SYSTEM TO BOOST SALES TELTECH Name of the Company: TelTech Type of the Company: Telecom The Business Case : TelTech is a telecom company with around 16 product and service lines. The various divisions of the company operate independently. The Challenge: Maintaining decent customers service levels, due to decentralized data. The same decentralization of the information is affecting the sales process also. Lack of standard process like billing, order management or provisioning.

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The Solution: We consider a number of different CRM solutions to meet the companys unique needs and its ability to support changing needs over time. The requirement is clear in this case, that of centralized information system or what in the real market is known as Operations support system to provide the necessities. Here we can look at integrating a good Sales solution and a CRM Suite with operations support system to enable a unified customer relationship management and support system. The employees from different divisions operating independently can use these solutions to manage customer account information or whatever information that is relevant to them. The solutions can also be used to streamline the customer newsletter process, enabling TelTech to send newsletter electronically. Developing these solutions will enable TelTech to automate customer support process and streamline support operations, delivering greater customer satisfaction and lower administrative overhead. It would help increase the sales by maintaining systematic and organized sales records as valuable source of information. All the standard functions like billing, order management and provisioning will be taken care of by these solutions, as they will be a module in themselves in these solutions. Key benefit areas include: Special Staffing costs can be avoided as it is totally software driven. Automating responses to customer support requests will enable TelTech to improve the effectiveness of its customers service department, supporting broader business growth without the need to hire additional resources. Increased cross-selling revenues. Because different employees from different departments can access detailed information about products and services related to customer, they can respond to customer requests with recommendations for appropriate additional products or services. Increased customer satisfaction.

Future Learning: Using technology to support customer support operation will enable TelTech to dramatically improve its service to customers and leverage its positioning as a telecommunications service provider that has a customer-centric view. Planning its deployment to ensure that employees from different divisions would be effectively trained will be the key to success of this project. TelTech should also recognize that improving CRM and Sales functionalities is not just a one phase process: it will need to continue to evolve its customer support and service functions to meet changing customer 20

needs. When selecting its CRM/Sales solution, TelTech should focus not just on the initial project but on the solutions ability to grow and support changing needs over time, to leverage even more returns in the future.

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CASE STUDY NO 7 INFORMATION PROCESSING THROUGH WEB INTEGRATION PING AN Name of the Company: Ping An Type of the Company: Insurance The Business Case : Ping An is China based Insurance company offering the services to customers that covers not just claims filling but insurance consultation, specify policy enquiries, sales opportunities and general policy issues among other services. Ping An wants to offer 24*7 services for the company.

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The Solution: The Virtual Service Factory: In order to maintain its position long-term in the fiercely-contested insurance market, Ping An should create a cross-division (among different divisions of a branch) and cross location (among different locations) service center. With this project, the insurance company can optimize its customer relationship management activities, support sales and marketing processes improve cross-selling initiatives and cut its administrative costs. Cross-division Processing of Customer and Policy Information: Employees at Ping An should be able to process customer and policy information across divisions, with the help of heterogeneous IT infrastructure. Web integration: Computing provides rapid relief: Customer Relation Management (CRM) not only promises better customer service, but also optimization of business processes, resulting in an increase in competitiveness and in cost saving and higher earning. However, this requires end-to-end integration of the backend systems with the CRM solution. Ping An can use a Web-to-host application for this very purpose. The software should enable the necessary integration without any modification to the existing host application if any. A solution where there is very low manual programming work involves. It should be able to convert definitions and functions of the host applications automatically into formats that support browsers. Everything under One Interface: Claims filling insurance consultation, specific policy inquiries, sales opportunities, and general policy issues at Ping An can now be pooled at the new service center. In order to obtain information and change data, the agent can now access the operation host systems in the backend using the graphical web interface of the application. The main web-to-host application software can run in the background, ensuring that the data entered in the front-end of the CRM system is transferred over the secured company network to the relevant host applications, including possible error message. Data can be exchanged via the host adapters integrated in the application. The service center means that Ping An will not only be able to improve its availability to its

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customers as compared to the pre-software installation phase, but also optimize organization significantly thanks to transparent customer histories. We can introduce and enable even more synergy effects. Incoming e-mails and faxes could soon be able to be processed automatically using the application eliminating the need to distribute correspondence manually. Work can be done on interface to data warehouse in order to extract the data obtained there to the CRM system.

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CASE STUDY NO 8 EFFECTIVE SALES THROUGH DATA SYNCHRONISATION PROCESS SAMTECH Name of the Company: Samtech Type of the Company: Computer Hardware/Software Solution The Business Case : Samtech is a computer hardware and software solution company that deals with the delivery, maintenance and project customizations. They want to manage their customer details, history and support for the customer queries. The company wants to use IT more effectively to synchronize all their process including the sales representatives and the technical staff.

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The Solution: Samtech is computer hardware and Software Company. It uses project customization i.e. it enables the user to create their own environment for usage. It is based on h/w and s/w solution. Company wants to keep customers details, history and all the required stuff. Hence it has huge amount of data. To maintain this, Company can develop a data warehouse where it can store their huge amount of data. Data warehouse provides an integrated and total view of other enterprise. It makes the enterprises current and historical information easily available for decision-making. It presents flexible and interactive information consistent. It also makes decision-support transaction possible without hindering operational systems. Defining features of data warehouse are: separate, subject oriented, integrated, time variant and nonvolatile. To synchronize all the processes, the Company can make use of Data Synchronization Technique. It is a process if updating information among unconnected computers like Laptop, mobile devices. This involves integration of database maintained by different sales people & technical staff. Company uses various mobile devices like PDA, laptops so that anyone can be in touch with each other and company. To provide best service to the customers it can develop a CIC (Customer Interaction Center) where Customer can call anytime, ask queries & get them solved without any wastage of time. Customers can also register complaints if any which would be taken care of by the respective authorities in a timely manner.

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CASE STUDY NO 9 PRODUCT PROMOTION PORTAL Name of the Company: Anagha Group Type of the Company: Marketing The Business Case : Anagha group is a large US based organization-distributing fiberglass based building materials such as insulation, roofing, and siding and composites uses the distribution channel to reach their end customers. The number of dealers reselling the materials is over 10,000. Since these dealers procure the materials from the distributors ( and not directly from the organization), the companys marketing team does not have the full visibility to their transactions. Also, the marketing funds assigned to the dealers ( based on their purchases) remained unused, since they dont have direct access to the funding availability and utilization reports.

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The Solution: The data available from the Customer Programs database was used to generate detailed reports of products purchased and marketing funds used for the program. The companys sales team (regional managers, area sales managers and sales support personnel) were provided with a centralized web based reporting portal. The online reports available include periodic summary and details reports with drill downs. Slice and dice functionality was provided to analyze the purchase invoices, fund approvals, products purchased and claims made. The dealers were also provided with quarterly activity statements to enhance the marketing and co-op funding availability for their sales efforts. Technology : This application was developed based on the existing instances of other applications within the organization, leveraging the hardware, software and hosting platform. Microsoft SQL Server 2000 and ASP was used as the developing platform to coexist with the current technology, though the application was developed recently. This approach was necessary to use the Single Sign-On concept used by the end users to login to the applications in order to avoid multiple logins. Methodology: Anagha Group used an on-site off-shore hybrid model to develop this application in a short span of time reducing the total cost of the project by over 30%. The customer team had access to the development web server of Anagha Group and reviewed the contents on continuous basis, apart from weekly reviews. The changes necessary were incorporated immediately without waiting for the formal review and testing sessions. This resulted in immense end user satisfaction, as they owned the process throughout the project. Results: The sales team got full visibility to the end customers and hence can direct their marketing efforts to the appropriate customers. The effective usage of marketing fund increased considerably resulting in significant customer value addition.

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CASE STUDY NO 10 PROMOTIONAL MARKETING PROGRAMS MANAGEMENT APPLICATION Name of the Company: Itech Type of the Company: Ad-hoc Program Management The Business Case : Itech is a promotional marketing program management. An application was required for managing ad-hoc and regional promotional programs for a large US based organization.

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The Solution : Several promotional programs are used in a year to market specific product groups or geographical areas. Employees also can refer their friends for eligible products. Each program will funded by separate funding sources. An application module was developed to define and manage these ad-hoc promo programs, process the rebate claims from the consumers and retailers and provide detailed reporting to the sales managers. Several checks and balances were established in the process and enforces by the system. Technology : Microsoft SQL Server 2000 and ASP was used as the developing platform ro coexist with the current technology, though the application was developed recently. This approach was necessary to use the single sign-on concept used by the end users to login to the applications in order to avoid multiple logins. An interface was established with the corporate ERP (SAP) system to process the payments and mail the checks to the customers. Methodology : Itech used an on-site - off-shore hybrid delivery model to develop this application. Results : The sales team got full visibility to the rebates claimed by the customers using detailed reports (such as sales and rebates by products, product groups, sales regions, and promo programs). This helped the team focus promotional efforts in required product groups and geographical areas.

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