This action might not be possible to undo. Are you sure you want to continue?
Joe McCall – Regional Vice President David Gwinup – Project Manager
Eagle Creek Software Services
• • • • •
225 Siebel CRM/Analytics Consultants 100% Dedicated to Siebel Largest Dedicated Siebel Integrator Experience in 300+ Engagements 2+ Million Hours on Siebel Implementations
Agenda • • • • • Business Case Vision & Goals Functional Capabilities Risks & Challenges Benefits 3 3 .
Background • Global Communications Products company $30B+ revenues 3 Business Units Siebel CRM for partner management Already deployed to 1 Business Unit • Oracle/Siebel Software Strategy Corporate directive for marketing platform 4 4 .
Business Case • Current Situation in B2B Marketing No centralized customer database & inconsistent profile information Limited targeted campaign & preference management capabilities Inability for strategic communication to Customers/Prospects across the businesses and verticals Inefficient ability to track leads from marketing through to sales Accountability/visibility issues for campaign/lead management (No lessons learned) Global email opt-out and preference management capabilities are limited • Opportunities Incremental revenue opportunities derived from better targeted marketing campaigns and personalized communications Marketing investment dollars can be better targeted with improved capability to measure campaign effectiveness and return on objectives/investment Improved marketing efficiencies can be realized by standard processes and tools Reduced liability and risk through the deployment of a global opt-out/opt-in capability 5 5 .
permission-based campaigns across different channels of customer interaction Single Data Repository and Customer Insight Goal Aligned Planning/Budget and Global Marketing Calendar Segmentation and Campaign Management Closing The Loop and Measuring Real Time Return on Objectives Lead Management Permission-based Marketing & Personalized Customer Experience 6 6 .Long Term Vision • Have a comprehensive solution for the complete design. execution. and management of personalized.
g. sales force automation. campaign management.) Enable the capability to measure campaign effectiveness and return on objectives / investment Enable the capability to globally track email opt-outs & opt-ins 7 7 . lead management and outbound email that accommodates required regional variations with minimal customization Deploy a global toolset to support the above capabilities that can be integrated with other relationship marketing tools (e. etc. Partner Relationship Management.Phase 1 Goals Establish a global process framework for database management.
etc. at global and regional levels • Limited opportunity to leverage each others work Tomorrow – Phase 1 • Consistent marketing plans and goals (within Phase 1 user set) which are aligned with executive objectives • One marketing calendar in Siebel for global and regional campaigns • Ability to leverage or reuse creative assets and templates developed by other users (Produce for Reuse) Future Phases • Consistent marketing plans and goals across B2B Organization which are aligned with executive objectives • Total view of all marketing activities across B2B organization • Continue to drive non-working dollars into working dollars • Optimize allocation of marketing dollars Changes: • Siebel CRM will allow client to design & automate targeted marketing campaigns & programs • Set program and campaign goals that tie to a marketing plan • Coordinate timeline & budget • Share documents and templates for reuse • Institutionalize key performance metrics 8 8 . product marketing teams.Marketing Planning Today • Marketing planning done inconsistently across organization • Many marketing calendars across Mktg Comm teams.
or previously existing segments) • Marketing Return on Objectives Future Phases • Siebel-hosted microsites using Web Marketing • Real-time response reporting • Global Lead management tool and process • Closed loop from lead generation to closed sale • Marketing ROI & dashboard across B2B marketing organization • Leverage organizational best practices 9 Changes: • Marketers will deliver segment requirements to segmentation manager to obtain distribution list • Agencies can work within Siebel to upload/tweak creative for eDM (Direct Marketing) • Marketers can access campaign reports via analytics tool • Track and manage campaign expenses • Enable preference-based marketing 9 . with varying data • Agency/marketer reports on campaign performance Tomorrow – Phase 1 • Segmentation manager assists with lists based on marketers requirements • Guaranteed privacy compliance through automated tool • Send eDM from Siebel • Unified data/formats for campaign responses • Dashboard and real-time reporting for Phase 1 Users • Easy access to pre-existing subscription lists (newsletters. collect responses/leads via web forms direct to agency • Store campaign response data in various formats.Campaign & List Management Today • Manually compile lists • Work with Global Suppression Tool for email opt-out • Agency executes • Drive recipients to web/micro site. at various agencies.
Lead Management Today • Call Center manages Campaign Responses/Leads through legacy application • Web inquiries direct to agency • Different Lead Management processes/tools • Direct Sales Leads exported from legacy system and manually loaded into SFDC (Batch weekly job) • Inability to see status on direct sales leads • Partners access 2 systems to manage relationship/leads • Agency reports on call center Tomorrow – Phase 1 • Call Center manages Campaign Responses/Leads within Siebel • Web forms direct to Siebel • Different Lead Management tools. but global process • Direct sales leads exported from Siebel and manually loaded into Salesforce.com (Batch weekly job) • Status of direct sales leads exported from SFDC and uploaded into Siebel • Partners will be accessing 1 system to manage relationship/leads • Real-time reporting Future Phases • Global Call Center manages Campaign Response/ Leads within Siebel • Global access to web inquiries within Siebel • Global Lead management tool and process • Bi-directional link with Siebel & SFDC for direct sales leads • Closed loop with sales • Data Quality to ensure data integrity Changes: • Global process for lead management within one tool • Marketers will have visibility to leads associated to their campaigns within Siebel • Common reporting tools for closed loop marketing & lead performance • Visibility and accountability for direct sales leads 10 and lead performance 10 .
Database Management & Reporting Today • Multiple data sources • Inconsistent customer profiles • Data mining and segmentation impossible across organization Tomorrow – Phase 1 • First step toward unified global marketing database • Segmentation enabled for phase 1 users • Database visibility rules to ensure data security and appropriate access across the organization Future Phases • One Global B2B Marketing Database • Segmentation enabled across all verticals and markets in B2B space • Optimize database to take advantage of cross-sell and upsell opportunities across B2B organization Changes: • Single marketing data repository across business units with permission-based data visibility • Marketers will work with segmentation manager to identify ideal segments • Optimize campaigns through access to existing & ‘new’ data through segmentation manager • Ability to measure real-time return on objectives • Common reporting capabilities and dashboards across B2B marketing organization 11 11 .
• Project Resource Management • Possible impact on ability to deploy Willingness to adopt/utilize tool Risk: Possible change in functionality Due to gaps and higher than expected complexity – budget for Siebel BA resources limited Solutions Load balance existing resources Additional budget request for training resources Solutions Engaged users early & often to ensure effective change management Completeness and cleanliness of all data records from legacy system Solutions Additional dedicated integration developers Engaged agency to provide data cleansing • Processes inconsistent across business units Stakeholders had difficult time agreeing on requirements Solutions Business process re-engineering Compromise 12 12 .Risks & Issues • Database Management “Start fresh”: Original scope had no historical data conversion for marketing responses Asked to bring in contacts & accounts from prior database consolidation project Solutions Working with external agency to ensure • Lead Management – automated capabilities Risk: Lead Management Automation in existing system more complex than initially stated Solutions Working through gaps Some manual processes for several months after initial deployment Additional resources to configure basic automation Automated capabilities planned post deployment contact data can be transferred smoothly Historical campaign responses held by data cleansing agency for the interim period.
improve customer data analysis » Improving customer experience: tailor marketing efforts.Project planning. communication .Project funding and approval » Fully dedicated core CRM team . automate campaign measurement. reporting and dashboard. rollout. personalize Web interactions.Challenges Engage the necessary parties and achieve buy-in » Cross-functional senior management direction . training » Frequent end-user input . engage customer in dialogue Challenge #1 Defining CRM Initiative Objectives & Capabilities 13 13 . Six months plan for quick-win projects » Technological limitation vs.Establish recommendations for ongoing system and process improvements Ensure a manageable project scope » Three-year CRM implementation vs. boost marketing response rates. Call center management.System testing.integrating the data we already have. improve needs identification. eliminate ineffective campaigns » Boosting Revenues: leverage best practices. improve needs identification. increase cross-sell ratio. Segmentation & analytics Defining CRM initiative objectives / Project success factors » Reducing costs: automate campaign execution. Lower investment. greater focus . automate lead generation. data and application integration . No pre-packaged.Process. holistic solutions » High up-front costs vs.
large accounts. high qualified leads » Front-End IT solutions all funnel to central Siebel database Engage key project stakeholders » Regular update meetings with representatives of all the functional teams » Establishing a process to capture feedback/concerns » Engaging representatives in the testing/training processes Challenge #3 Driving User Adoption Encourage CRM system use » Communicate benefits of use Support user queries on system use » Train people on how to use the system & provide access to in-the-field super users Ensure marketing managers utilize system throughout marketing management cycle » Create tools to facilitate job functions » Global compliance with privacy regulations » Ensure data integrity over time » Ensure analysis supports decision making and change marketing activities in Challenge #4 Supporting Decision Making Over Time 14 progress to maximize marketing return on investment » Track benefits of CRM initiative over time 14 . small business. Email campaign management » Leads Management : Leads management automation.Challenges Challenge #2 Aligning Key Stakeholders Behind a Customer Focus Organize around a customer centric strategy » Avoid incomplete new prospect data. brand management. inconsistent data standards » Marketing: market research.
Project – Overall Capabilities/Scope. launch schedule Common goals and metrics for all marketing activities • Lead Management Marketing leads managed through to opportunity Accountability and visibility for direct leads Optimize partner lead engagement • Opportunity Management Direct leads will tie into SalesForce.com Partner leads managed within Siebel • Campaign Management Coordinate campaign activities Segment the audience and distribute personalized eDM Leverage organizational best practices and preapproved templates Optimize campaign tactics mid-stream Store and analyze campaign response data. report results • Database Management/Measurements Global compliance with privacy regulations Single data repository with permission-based data visibility Ability to govern communication to contacts Common prospect. Phase 1 • Marketing Planning Integrated processes and collaboration capabilities Global view of marketing calendars Marketing budget. contact and account records across all divisions Common reporting capabilities and dashboard Common and consistent measurement of results and return on marketing investment 15 15 . plan and program goals and details.
Benefits delivered Use of product. Appropriate user of the product Relative to competitors Price charged.Future Phases – Targeting & Positioning Targeting determines which groups client should try to serve • Evaluating the attractiveness of each segment • Selecting the most attractive segments to serve • Determine the level of resources to allocate to those segments • Finding customers and prospects in targeted segments Positioning addresses how client’s products and solutions will compete with others in the targeted segment • Positioning identifies how a brand is viewed relative to competing brands • Defines a point of differentiation that is to be communicated • Becomes the foundation for all communications both inside and outside an organization • Products may be positioned on several dimensions Attribute of a product. Availability/delivery time or place 16 16 . Quality of the product.
The Application 17 17 .
Web Marketing Home 18 18 .
Marketing Calendar 19 19 .
Campaign Execution 20 20 .
Campaign Scorecard 21 21 .
Marketing Analytics 22 22 .
Responses 23 23 .
Opportunities from Marketing Activities 24 24 .
Sales Alignment 25 25 .
Q&A 26 26 .
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.