How Customer Trends Impact CRM Technologies and the Vendor Landscape CRM Expo 2011, Sofia, 20.10.2011 On behalf of Ivan Maglić, Regional Director Gartner Adriatic / Calisto Janet Naidenova, Marketing Partner This presentation is built based on research and insights developed by Gartner analysts! This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2011 Gartner, Inc. and/or its affiliates. All rights reserved. www.gartner.com Gartner, Inc. is the world’s leading information technology research and advisory company. 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Ensure Success As technology propels business in new directions, we are the indispensable partner that turns complex information into insight that ultimately determines the difference between success and failure for our clients. CRM Trends Sales Marketing Customer Service CRM Trends and interest change... During 2010. changes in growth of three categories of CRM applications were changing due to: • rapid rise in use of social networks; • enterprises re-evaluating use of smartphones and tablets; • increase in access to information for customers – "shift of power"; Social CRM is the hottest area of interest in customer service and marketing departments, followed by related areas like digital marketing and e-commerce. CRM Trends and interest change... • Majority of spending on CRM is still concentrated in: traditional sales force automation (SFA), campaign management and customer care in contact center. • Software as a Service (SaaS) delivery represented approximately 26% of all CRM application spending in 2010. • In sales applications, almost 50% was delivered via SaaS • Mobile applications are priorities for sales in 2011 – interest has swung from the BlackBerry to the iPhone to Android, to the iPad and other tablets. • In the short term, the Chief Marketing Officer (CMO) is under pressure to support improved digital marketing and need for social media tools. • Social or community customer service became the hottest topic in customer service department in 2010. The interest is not uniform, but sectors such as high-tech, media, travel, telecommunications, retail and education are leading the way. CRM Vision and Strategy Putting the CRM Pieces Together to Generate Success As the World Gets Smaller, Customer-Centric Strategies Get Larger Mobile Devices Communications • Ubiquitous computing • Devices for life • Portable computing power • Convergence of communication • Broadband, Wi-Fi and WiMAX • Always accessible or online Security • Biometrics • Profiling or access Convergence of Corporate Systems and Data Collaborative Platforms • Outside four walls • Extend out to customer, back to suppliers Location Technology • Tagging • Proximity monitoring • • • • Real-time data Unified view of the customer Complete transaction history Noncorporate data (satisfaction) The challenge in customer-centric strategies will move from giving customer-facing employees better tools, to putting the tools directly in the hands of customers. CRM Applications Remain Fragmented: More Than 50 Submarkets Segmentation/Event Triggers MRM E-Marketing Field Marketing Field Sales Marketing Sales Promotions Mgmt. Location-Based Business Intelligence Performance Mgmt. Personal Productivity Customer Value Analysis Interactive Data Mining Order Management Configuration Social Networking Pricing Analytics In-Line, Event-Driven Dashboards/KPIs RFID/Telematics Warranty Mgmt. Parts Planning Wireless Mobility Contracts Product Life Cycle E-Commerce Inside Sales Partner Management CRM Application Value Chain Self-Service Analyzing Finding Knowledge Management Customer Service E-Learning Communicating Forming WFO Field Service Rewarding Norming Performing Trouble Ticketing/Case Mgmt. Managing Monitoring Fraud Detection Product Information Mgmt. RFID Inventory Logistics E-Commerce Information & Infrastructure The CRM market is too fragmented to start with a tools discussion. Strategy drives the decisions on tools and technologies. Customer Data Integration Information Mgmt. BPM App. Architecture Application Infrastructure Traditional Business Components of CRM Integration Among Front-Office Functions More-Effective Customer Interactions Customer-Satisfying Behaviors Greater Customer Access E-ERP Business Organized Around Customer Field Sales E-Business Retail Sales Telemarketing E-CRM Customer-Centric Processes Telesales Finance Partner Relationship Management Supplier Customer Service Extended Distribution CRM Enterprise & Logistics Integration With Back-Office Functions Acronym Key CRM = customer relationship management ERP = enterprise resource planning SCM = supply chain management R&D Field Service Human Resources Manufacturing Customer Insight Marketing Info. Systems Database Marketing and Understanding Areas Covered Within CRM The Reality of Customer-Centric Strategies Integration Among Front-Office Functions More-Effective Customer Interactions Customer-Satisfying Behaviors Greater Customer Access E-ERP Business Organized Around Customer Field Sales E-Business Retail Sales Telemarketing E-CRM Customer-Centric Processes Telesales Finance Partner Relationship Management Supplier Customer Service Extended Distribution CRM Enterprise & Logistics Integration With Back-Office Functions The old designations of operational systems, ERP, SCM and CRM should be replaced by the concept of customer-centric strategies and other related strategies that will focus on process issues. R&D Field Service Human Resources Manufacturing Customer Insight Marketing Info. Systems Database Marketing and Understanding Areas Covered Within CRM The Eight Building Blocks of CRM 1. CRM Vision 2. CRM Strategy 3. Valued Customer Experience 4. Organizational Collaboration 5. CRM Processes 6. CRM Information 7. CRM Technology 8. CRM Metrics The Eight Building Blocks of CRM: Much-Loved, but Apparently Forgotten Building a market position against competitors with defined value propositions based on requirements, personified by the brand and communicated. 1. CRM vision Turning the customer base into an asset via delivery of customer value propositions. Provides objectives and how resources will be used in interaction. Constantly ensuring 2. CRM strategy that the propositions have value to customers and the enterprise, achieve the market position, and 3. Valued customer 4. Organizational are delivered experience collaboration consistently. Managing customer life cycle processes and processes in analysis and planning that build customer knowledge. 5. CRM processes 6. CRM information 7. CRM technology 8. CRM metrics Involving data and Information management, customer-facing applications, and supporting IT infrastructure and architecture. Involving the changing of culture, structures and behaviors to ensure that staff, partners and suppliers work together to deliver what is promised. Ensuring that the right data is collected and the right information goes to the right place. Involving internal and external measures of CRM success and failure. Customer-Centric Generational Framework First Second Third Fourth Fifth CRM Vision None Initial productivity and visibility Function or channel effectiveness Intracompany integration Value-networkenabled CRM Strategy None Company-level CRM program Value-based collaboration for mutual benefit Understanding and focus across lines of business Understanding of wider scope; collaboration Isolated projects; More "joined up" initiated from the thinking, but still bottom up silo-oriented Valued Customer Experience Unknown concept; designs itself Unknown concept; designs itself Organizational Collaboration Inward focus; silo structures First signs of customercentricity; silos Changing culture Customer-centric; Shared customerand incentives; reorganized by centricity; silos segment goal alignment CRM Processes Inward focus; silo-oriented Start optimizing for efficiency; silo-oriented Optimization at Company-level silo level for cost optimization for and value reasons cost and value CRM Information Basic and fragmented Team-based; fragmented; minimal insight Shared info. at silo level; insight developing Shared info. and insight across the company Shared info. and insight beyond the company CRM Technology Very fragmented; weak functionality Fragmented; limited functionality and focus Strong functionality within silos Strong functionality with companylevel integration Strong functionality; integrated beyond the company Few metrics; inward focus Fragmented and limited metrics; operational focus CRM Metrics Most organizations today: Understanding and focus at silo level End-to-end process optimization Focus on silo Company- and Shared objectives efficiency; lacks customer-focused and balanced customer focus balanced hierarchy metrics; aligned Which technology trends will dominate and shape the CRM application environment to 2014? How will CRM technology platforms, architectures, delivery methods and applications evolve to embrace these trends? How will the CRM application vendor landscape evolve in response to the new architectures and technologies? 2011: CIO Business Priorities Reimagining IT: The 2011 CIO Agenda 1 January 2011, ID: G00210688 2011: CIO Technology Priorities Reimagining IT: The 2011 CIO Agenda 1 January 2011; ID: G00210688 What's Hot in 2011: CRM Priorities in Recovery Sales Mobility — tablets/ smartphones SaaS SFA Customer Service Marketing Social CRM/community Social media for marketing SaaS CSS Digital marketing E-Commerce/Web 2.0/B2B Web self-service Loyalty management Lead management Knowledge management for service resolution Lead management Social CRM sales Mobile support Marketing resource mgmt. Price optimization Real-time decisioning Marketing perf. measurement Sales performance mgmt. Feedback management Predictive analytics Configure, price, quote Multichannel service BPM Inbound marketing Sales incentive comp. Web chat for service Partner, distributed and field marketing Forecasting and pipeline Workforce optimization Mobile marketing Sales training Unified communications and collaboration Text mining Multichannel selling VOIP and presence Sales effectiveness content Web analytics & advert mgmt. Event-triggered marketing Integrated marketing mgmt. Cross-CRM Master data management Business process mgmt. Customer-centric Web How will CRM technology platforms, architectures, delivery methods and applications evolve to embrace these trends? Top 5 Technology Trends for CRM Social and Interaction BPM and SOA Cloud and SaaS ECommerce and Mobile BI and Analytics 1. Social and Interaction: More Than "Spare-Time Activity" Listen and Learn Evaluate and Shop Changing Business and Opinions Giffgaff is a mobile phone service in the United Kingdom. It operates as a mobile virtual network operator using the O2 network and launched on 25 November 2009. Giffgaff differs from conventional mobile phone operators in that the users of the service may also participate in certain aspects of the company's operation, e.g. sales, customer service and marketing. In return for this activity, the user receives remuneration. Customer service The customer service works by relying on members of the network to provide answers to questions raised by others, and the company's small customer service team provides support for those issues that cannot be dealt with in this way, for example credit card issues. A forum on the website has an active community to answer routine issues, and integration with facebook and twitter was introduced in October 2010. Participate and Communicate Play and Interact Share and Broadcast Social and Interaction: Digital Marketing Focus Digital Advertising Digital Video Digital Signage Digital Branding In-Game Advertising Podcasts Social Monitoring Ideation Management Social Campaigns Social Engineering Forums Word of Mouth Social Event Networking Reputation Management Digital Branding Addressable Advertising Social Marketing Contextual Marketing Transactional Marketing Search Marketing (SEO) Mobile Marketing Digital Recommendation Engines Digital Analytics Event-Triggered/ Inbound Augmented Reality Marketing E-Mail Marketing Digital Campaigns E-Commerce Product Reviews Gift Registry Cross-Selling, Upselling Loyalty Marketing 2. E-Commerce and Mobile: iPad, Android, and the rest… • iPhone/iPad (and others): applications are easy, simple and fun. • B2C and B2B customers are hungry for these innovations. • Consumer-driven impact on enterprises. By 2015, companies will generate 50% of Web sales via their social presence and mobile applications. • • • • E-commerce continues to grow; B2B and B2C. Website style, innovation and ease of use drives adoption. Mobile accelerates the trend. Do you need an app store? 2. E-Commerce and Mobile: Context-Aware Computing By 2015, context will be as influential to mobile consumer services and relationships as search engines are to the Web. Organization s Providers Users Context-Aware 3. Business Intelligence and Analytics: Data Sources Will Shift From Demographic Data • Income • Gender • Socioeconomic status Response of Choice Customer • Name • Marital status Geographic Country Region Address Climate Marketing and Service Mix Unique Four "Ps" Personal • • • • New Media Chosen To Psychographic Data Purchase Decision Custom Segmentation Developed Database Updated Behavioral Data Collected Those responsible for the "customer" will need to shift from collecting personal data about individual customers toward collecting more complete and more relevant data around online persons and interactions: the analytics to make sense of this data will be a hot area for many years to come. • • • • • • • • Lifestyle Personality Attitude Belief Reputation Actions Implicit behavior Explicit behavior Behavioral • Brand loyalty • Product use • Personalongevity 3. Business Intelligence and Analytics: Social CRM and MDM and Data Social Networks Upstream/Operational Systems Marketing Systems Analysis and Campaign Management Channels Call Center Trusted External Data Sources Branches Internet Marketing and Data Mining Database(s) MDM Hub Downstream/Analytical Business Applications Voice of the Customer Business Rules Engine An accurate, consistent and timely view is key to improved business processes and decision making Data Warehouse and Data Marts BI and Performance Management 4. Cloud and SaaS: The Role of SaaS With Cloud Computing PaaS Business Services V-Cloud Information Services Application Services IaaS App. Infrastructure Services System Infrastructure Services Vendor names are samples; this is not an exhaustive list. Cloud Enablers Mgmt. and Security SaaS 4. Cloud and SaaS: Integrating SaaS Into Existing Applications SaaS Provider A SaaS Provider B Customer Data Sales Force Automation Opportunity Incentive Compensation Two-Way Data Synchronization Sales Forecast Customer Data Opportunity Info. Quote Info. (Web Service) Enterprise Firewall Browse and Search Products Product Quoting (one-way data integration) Performance Management SaaS ERP On-Premises Sales Configuration Best-of-Breed On-Premises Custom Application Order Management Account Receivables 75% of large-enterprise SaaS deployments will have at least five integration or interoperable points to on-premises applications. Customer Master Data 5. BPM (Business Process Management) and SOA: Gartner's Pace Layers Facebook, Twitter, YouTube, Communities, Portal, etc. People are talking about us; what do we do? Sentiment Analysis Service iPhone App Open Innovation Submission Box Droid App Product Review Service Facebook Presence Recommendation Engine Systems of Innovation Customer Service Processes & Systems R&D & Product Development Systems & Processes Configurator Systems of Differentiation Customer Product Supplier Systems of Record Order How will the CRM application vendor landscape evolve in response to the new architectures and technologies? Megavendors Continue to Dominate 1999 2011 2002 H Megasuite Vendors Megasuite Vendors No-Man's Land Breadth Focused Vendors L L Depth H L Depth Ecosystem H L Depth • Megavendors continue to extend their functional footprints into the "front office" • End-to-end process integration being their differentiator • Analytics, performance management, compliance being their lead reasons to buy H Sales, Marketing and Customer Service • E-commerce, Customer Experience Suite and Project Northstar drive a focus on marketing. • Acquisition focus: Unica, Coremetrics and SPSS. • Microsoft Dynamics CRM: sound technology for multiple delivery models — SaaS, on-premises, partner-hosted; current version 5.0. • SFA or customer service play first; CRM suite plays second. • App platform; needs better segmentation messaging as there is confusion in the installed base regarding most appropriate choice. • Legacy CRM applications covered by Applications Unlimited. • Oracle Fusion Applications announced for sales and marketing. • Siebel CRM — campaign management, loyalty management and analytics are now the primary revenue drivers. • SAP CRM 7.0 doubled live end users in the past 18 months. • First 7.1 innovation pack delivered for flexible upgrades. • Largely considered as an enterprise apps play, not a stand-alone. • Momentum gaining in marketing. And… Cool Vendors Will Continue to Emerge 2007 • 5square.com* • Accept Software • Eloqua • Enkata • Exploria* • Hitwise • Infonis • InsideView • KXEN • Landslide • Loyalty Lab • NearbyNow* • OpenQ* • PowerReviews • RLPTechnologies* • Swivel* • TOA Technologies • Vistaar • XpertUniverse *Industry specialists 2008 • Advizor Solutions • Aggregate Knowledge • Cvent • EveryScape • The Fizzback Group • GetAbby • LandSonar • Lemonade • Orchestra Networks • Saepio Technologies • SalesCentric • SupportSpace • TopQuadrant • Vitrium Systems • Xmonic • Ydilo • Zoomix 2009 2010 Sales Sales • Cloud9 Analytics • Artesian Solutions • Digby • Jigsaw • Makana Solutions • Prolifiq • Silent Edge Marketing and Analytics Marketing and Analytics • Thunderhead • dna13 • Balihoo • MuseWorx • NextStage Evolution • Pontis • Siri • Visible Measures Customer Service Customer Service • Transera • NexJ Systems • QuickSeach • Helpstream • The Selfservice Company • Reimage • Synthetix • Vi-Clone Case study PHOTOBOX Gartner EMEA CRM Excellence Award 2010 PhotoBox won the Gartner EMEA CRM Excellence Award 2010 in the customer experience management category. Founded in 2000, PhotoBox aimed to help its customers transition to digital photography by providing an online service they could use to create personalized merchandise using their own images. In 2006, PhotoBox merged with its French equivalent, Photoways, to create a European market leader with 32% market share. Spurred by the merger and other planned expansions, PhotoBox migrated to a single Web platform that went live in early 2008. The migration included the launch of a new website. However, insufficient customer input into the site planning led to poor customer feedback for the new site. PhotoBox acted quickly to turn the situation around and put the customer at the center of the business. PhotoBox now has more than 11 million members. Case study: Photobox Key Findings •It is impossible to provide exceptional customer service without understanding customer wants and needs. •Don't underestimate the time and effort needed to set up analytics applications that can sort, validate and present customer information in an easy-to-digest format. •Change management starts with improved employee cross-department collaboration — in this case, they were facilitated by "huddle meetings." Case study: Photobox The Challenge • Customers felt confused and disoriented by the new website. • Consumer activity on the new site declined by about 30%, compared with the prior year. • In the week post-launch, Web issues drove an unprecedented and unforecast 29% increase in inquiries (about 6,000 more contacts within a month of the migration). • The customer service operation became swamped. • Customers using the new website became frustrated because they couldn't get through to customer support. • PhotoBox had difficulty managing customers with multiple accounts. The company could link the accounts only if the inquiry included the incident number. Case study: Photobox Approach •PhotoBox developed a customer experience strategy aimed at providing "spotless" customer experiences, thus reducing costs and increasing sales revenue. •The initial strategy had four goals and three principles. Goals: •Reduce inbound contacts. •Reduce the number of customer contacts received as a percentage of the number of dispatched orders. •Increase customer advocacy and acquisitions via a "refer a friend" incentive. •Increase sales among existing customers Principles: •Engage and listen — Consolidate customer data, make better use of customer surveys, cocreate products with customers, and use additional beta and focus groups to test new ideas. •Learn and act — Institute a 30-minute post order "cooling off" period to allow customers to self-help with regards to any required order amends, simplify photo uploads and increase communications with customers. •Be accountable — Have one unifying metric for the team and weekly "huddles" to discuss issues and answers. Case study: Photobox Results - PhotoBox's results from 2008 to 2009 included: • Customer base grew by 44.5% • Market share increased to 37.4% (from 32%) • 40% customer growth per year • Increased overall sales among existing customers by 15% (not including new customers) • £240,000 in savings in cost-to-serve in 2009 • Customer care operational efficiencies enabled the company to reallocate two to three FTEs to other areas of the business. • Consistent, branded customer experience delivered in nine languages In 2009, the "refer a friend" program delivered: • 24% increase in new customers registered via refer a friend • 45% increase (£260,184) in new referred customers placing their first order • 15% increase in sales from existing customers • £260,184 in new orders • 57,432 new registrations • 39,534 first orders placed • 81,092 unique people who referred a friend Related Gartner Research • How to Profit From Social CRM (G00206168) • What's 'Hot' in CRM Applications in 2011 (G00211657 ) • Essential SaaS Overview and 2010 Guide to SaaS Research (G00200890) • Reimagining IT: The 2011 CIO Agenda (G00210688) • Case Study: Digital Photo Personal Publisher Improves Its Reputation With Customer Experience Management (G00212893 ) • Predicts 2011: CRM Enters a Three-Year Shake-Up (G00208813) Find them at: www.gartner.com Gartner Adriatic – contacts Gartner Adriatic /Calisto Executive Programs team Calisto Adriatic / Gartner Bulgaria Koranska 1b/I 10000 Zagreb Tel: +385 1 6171 431 Fax: +385 1 6171 431 Mr. Boris Vrabec Executive Partner Gartner Adriatic/Calisto email@example.com Mobile: +385 98 4416 896 Tel: +385 1 6176 416 6, Hubavka Str. 1111 Sofia Tel: +359 2 971 14 01 Fax: +359 2 971 14 02 Alexander Zahariev Country Manager Mr. Awi Lifshitz firstname.lastname@example.org Executive Client Manager (EXP) Mobile: +359 87 7677113 Gartner Austria Awi.Lifshitz@gartner.com Mrs. Nataša Glavović Mobile: +43 664 8851 2035 Sales and Marketing Executive Tel: +43 1 5332 3500 email@example.com Mobile: +385 98 678 972 Mr. Ivan Maglić Regional Manager firstname.lastname@example.org Mobile: +385 98 416 896 Gartner Thank you!