1. Customer Relationship Management
Lessons In Change Management
By
Banafsheh Ghassemi
@Banafshehgh
VP, eCRM and Customer Experience
Presented at
CRM Evolution 2012

2. The Evolution

3. 1980s
The all-knowing database

5. 1990s – Early 2000s
Plug in the machines!

6. 6

7. …and watch magic happen!
Customer Survey:
Excellent:
Very Good:
Good:
Fair:
Poor:
7

8. Billions Spent. An Abysmal Track Record.
70% Of CRM Initiatives Fail
- Cap Gemini
75% Fail To Impact The Customer Experience
- Gartner

9. Mid 2000 – Today
It s a business strategy!

10. The Building Blocks Of The Strategy
Business Brand
Strategy Experience
Vision
Voice of the Customer Wants, Needs,
Customer and Expectations
Capabilities
People,
Process,
Enablers
Policy &
System
Initiatives

11. And Just As We Began To Get
The Hang Of It…
The social brand

12. Follow User
Like Friend Generated
Crowdsource Content
Fan
Aggregation
Viral
Marketing Social
Graph
Social Social Your Customer
CRM Marketing Sentiment
Word Brand Online
Community
Of
Mouth
Colaborate
Share
Mayor Check In Influence
Gamification Badge Listen
Engage

13. What is a
Like/ What s
Follow/ the ROI?
Fan
worth?
Where do Why is
we start? Everybody
doing it!

14. Even today we will find most organizations
somewhere on this maturity continuum
The all-knowing database Plug in the machines It s a business strategy The social brand
What is a
Like/
Follow/
Fan What s
Busine
Brand
ss worth? the ROI?
Strate Experien
gy Why is
ce Where do
Vision we start? Everybody
doing it!
Voice of Customer Wants,
the
Customer Needs, and
Expectations
Capabilities
People,
Process
, Enablers
Policy
&
System
Initiatives
Least Mature Most Mature

15. Change Management:
The Foundations

16. Evolve From A CRM Mindset To A Customer Experience
Strategy Or a Brand Experience Strategy Mindset
Customer Relationship Management Customer Experience Management
Strategy Strategy
Who § Lead by line of business leaders § Lead by CEO with strategic focus on brand
(CSO, CMO, CCO) with tactical focus value proposition (outward looking).
on operational efficiencies &
priorities (inward looking).
What § Captures what you know about a § Captures what a customer thinks about you
customer with an interest on the and the value you bring to them.
value of the donor to the enterprise
When § Generally focused on acquisition § More holistic lifecycle focus that includes
cycle (sales, revenue, profits) both acquisition & retention (sales,
revenue, profits AND churn, Net Promoter
Score)

17. In The Absence Of A CEM Strategy, Even The Best CRM
Technology Can Make Life More (Not Less) Difficult

18. Postpone The Technology Investment
Until You Have a Strategy
But our …they all have
The strategy has customers expectations, needs
to be customer are not the & wants…they each
centric… same… have diff life-time
values
CRM technology will facilitate a business strategy
designed to learn about, select, optimize and
manage the most valuable customer relationships
…whatever the …do our
Are their needs, they need data,
expectations them to be met internal
aligned with their across the touch- processes,
life-time value? points. orgs,
policies,
rules of
engagement
support
their
expectation
s?

19. Developing The Strategy: An Approach
Voice of the Customer Ini;a;ves
Business Strategy  Stakeholder Interviews
CEM  Inside‐Out Workshops
Vision  Focus Groups
CRM • Business Requirements for
Voice of the Customer Wants, Needs, and  Primary Research CRM PlaEorm
Expecta;ons  Best Prac?ces
Moves • Moves Management
Capabili;es Management Framework
People, Process,
Policy & System Enablers
• Donor Communica?ons
Other Ini?a?ves • Cross / Up‐sell
Ini;a;ves
CRM/CEM Strategy & Roadmap
Define CE Vision and Strategy Statement Develop guidelines for operational direction
Prioritize Top Donor Wants / Needs Show prioritized list of initiatives against goals
Align with Enterprise and Brand Strategies Determine key loyalty and touch-point metrics

20. This Is Not About You, The Management Team,
And Your Insatiable Appetite For Their Data!

21. Make It Clear From The Onset Why
You Are Doing This…
 More successful front-line employees
 Train better customer engagement, not how to use
the system
 Communicating Effectively
 Identifying Opportunities
 Building Relationships
 More engaged and loyal customers who will also be
your advocates

22. To Be Effective Your Strategy Must Span The Entire
Customer Lifecycle And High-Value Touchpoints
Learning how
donation was used Aware/
Learn Ease of donation
(Stewardship)
Renew Donate
Acknowledgement
Request information and appreciation of
regarding specific
Confirm/ donation
issue Seek Help
Appreciate

23. CRM Investments Are Not Cheap & Cutting
Corners Can Lead To Costly Write-Offs…

24. Don t Skimp on Necessary Steps
 Voice Of The Customer
 Continuously assess customer sentiment, needs & wants and refine
organizational capabilities and enablers to satisfy the ever changing
landscape
 Requires investment in structures that are focused on VOC
 Make investments in
 Process definition Ongoing Customer Feedback Methods
 Data migration/management Customer Feedback
*Welcome Calls *Transac;onal Surveys
 Training *Customer Panels *Rela;onship Surveys
 Communications *Call/Inquiries Into Frontline Orgs *Social Media
 Post implementation user & system Employee Feedback
*Employee Panels
support *Front‐line Surveys
*Rep Quality Monitoring
*Execu;ve Immersion
*Employee Engagement Survey

25. Change Management:
Social CRM
Take It To The Next Level

26. Don t Be Intimidated
It s Just Evolu?on!

27. CRM, It s A Bigger World Than It s
Ever Been!

28. Social Media & Customer Experience
Disconnects
 43% of consumers consider direct response to their
inquiries on social media most important
 31% expect direct access to customer service reps or
product experts
- Oracle, March 2012
 60% of companies don t respond to customers via social
media
- Capgemini
 55% of customers call their experience of communicating
with brands via social media disappointing or mediocre.
-Conversocial

29. Organize as you always did
 Do you have a letter, email or phone
department? So why a social media
department?
 Think channel strategy and channel operations
 Sales, marketing, customer support
 If you don’t know where to start, customer
support is a good bet.

30. Operationalize
 Red Cross
 Social Specialist across the organization serving as SMEs
offering insights, expert advice, engaging on behalf of the
brand.
 DigiDoc monitoring mentions during disasters using heat
maps to determine response needs
 Best Buy TwelpForce
 ~3000 on retail team responding to customers
 South West Airlines
 Experts across functions serving customers during flight
hours.

31. But Strategize & Operate Differently
 Can t sell or market as you always did
 Peer to peer
 Nurture advocates and evangelists
 Empathetic, high value content
 Can t service as you always did
 Real-time
 Nurture support communities

32. Thank you & Let s Connect
Email:
Banafsheh.Ghassemi@redcross.org
Twitter: @Banafshehgh