1

IS 6800 Oral Group Presentation

Karen CraigAnthony Cronin

Christine Murphy

Customer Relationship Management

2

What is CRM?

“Any application or initiative designed to help an organization optimize interactions with customers, suppliers, or prospects via one or more touch points – such as a call center, salesperson, distributor, store, branch office, Web, or e-mail – for the purpose of acquiring, retaining, or cross-selling customers.”(Ref. 1)

Ability to leverage customer data creatively, effectively, and efficiently to design and implement customer-focused strategies(Ref. 2)

Existed for approximately 10 years(Ref. 2)

3

What is CRM?

Primarily based on marketing and analysis of consumer behavior

Creating personalized, one-to-one products or services for customers

Goal is to achieve increased customer satisfaction and loyalty along with increased revenue

Gives companies the ability to “more effectively select, attract, retain, and even grow customers.”

72% of 451 senior executives surveyed said they plan to have CRM programs in place by the end of the year

(Ref. 3, 4, 5)

4

What is CRM?

(Ref. 6)

5

CRM Technologies

Databases Personalization Engines Targeted Marketing Response Function Analysis Online Preference Surveys Programs to track customer behavior

(Ref. 7, 8)

6

Components of CRM

Applications – do the work Infrastructure – mode to share the data across

applications Transformation – organizational change to reap the

benefits

(Ref. 1)

7

Cost of CRM

2001 spending = $9.4 billion 2005 estimate = $30.6 billion Large businesses spend $30m-$90m over a three year

period

(Ref. 9)

8

Hidden Costs

40-75% of project costs are often underestimated– Training– Maintaining Data– Software Integration– Project Management

(Ref. 9)

9

Success Rates

12% of all CRM projects do not ever go live Only 16% of CRM projects actually improved business

performance in a measurable way CRM projects risk the highest rates of failure for

companies (32% -55% after one year) Only 21% improved customer satisfaction

(Ref. 10, 11, 12)

10

CRM Leaders

11

CRM Leaders -

Company– Market leaders– $93.4 billion in revenue in 2002– 4500 employees in 28 countries– Primary targets are Global 2000– Repositioning themselves as an e-business company

Strategy/Mission– Add functionality by acquiring, merging, or signing strategic deals

Products– Siebel Analytics, Universal Application Network, MidMarket, ERM,

Siebel UCM – Most expensive in industry

Future – Wireless

(Ref. 13)

12

CRM Leaders -

Company– 28,000 employees in 50 countries; headquartered in Germany– Provides collaborative business solutions for all types of

industries in every major market– 2002 revenues = $8.7 billion

Strategy/Mission– Pioneer and leader in the creation of delivery valued solutions

for strategic business processes that enables the customers’ realization of their business goals and objectives

Products– mySAP Business Suite, SAP xApps, SAP Netweaver

Future– eLearning, Smart Items, Advanced Customer Interfaces,

Security, Interactive Application and Technology

(Ref. 14)

13

Company– Acquired J.D. Edwards in July 2003– 13,000 employees– $2.8 billion annual revenue 2002

Strategy/Mission– Best-of-breed solution for any given business process– Focus on back- and front-office and real-time interactions

between all parts of business

Products– PeopleSoft & PeopleSoft CRM

Future– Wireless & analytic

CRM Leaders -

(Ref. 13)

14

CRM Leaders -

Company– Unique in that it is completely web-based– Primarily works in government, financial issues, healthcare and high-

tech markets– $69 million in revenue in 2002

Strategy/Mission– Help their customers win in the internet economy; highest customer

service satisfaction rating in the industry Products

– Onyx Enterprise CRM Onyx Employee Portal Onyx Partner Portal Onyx Customer Portal

Future– Expand wireless and international markets

(Ref. 13, 15)

15

CRM Leaders -

Company– 44,000 employees– $2.3 billion in revenue in 2002– Serves companies in communications, financial services, and

technology industries Strategy/Mission

– Provide billing, customer care, and transaction management software and services that add value to our clients’ customer and employee relationships

Products– Infinys, Atlys, ICOMS, WIZARD, customer care, contact

centers, employee care Future

– Wireless

(Ref. 16)

16

Retaining Current Customers

Why retain vs. acquire?– Web-specific: customer acquisition in terms of

dollars is 1.5 –2.5 times the value of an average sale

– 5-15 times more costly to acquire new customers than to retain current ones

– “Marketing to current customers delivers an ROI that is 10-50 times greater than with prospect campaigns”

(Ref. 13, 17)

17

Retaining Current Customers

Acquiring new customers is typically the goal of CRM providers

43% of all CRM retail financial services marketing departments primary focus was new customer acquisition; 9% focused on customer retention

Average cost to find a new customer = $280, average cost to keep one = $58

New license revenue is down 24.7% in 2002 from 2001– This is a global phenomenon

(Ref. 18)

18

Retaining Current Customers

It is Better to Retain because:– Lifetime duration of a customer and profitability show a

positive relationship– Costs of serving customers decrease over time– Long-life customers pay higher prices

(Ref. 19)

19

Case Study

                                

       

20

History:

First store opened in 1929 in London and grew to over 100 stores by the end of the 1930s

Tesco was reformatted in 1947 based off of the American-style supermarket (pile it high and sell it cheap)

Original emphasis was on self-service with suppliers receiving Tesco’s attention

1990s copycat merchandising resulting in loss of satisfaction of Tesco’s customers - “Doing a Tesco”

(Ref. 20)

21

Recovery:

Recovery Strategy – Stop copycat merchandise strategy – Institutionalize listening to customers– Build merchandising offers based on Tesco

customers Bricks in the Wall - no sweeping innovations, just

patient responses to customer needs

(Ref. 20)

22

Domestic Locations

(Ref. 21)

23

International Locations

(Ref. 21)

24

Financials

(Ref. 21)

25

Profit and Sales

(Ref. 21)

26

Organization

Board– 8 Executive Directors– 6 Independent Non-Executive Directors

Key Governing Structures– Executive Committee - day-to-day business management

controls– Nominations Committee - 3 year rotational reassignment and

re-election duties associated with executive directors– Remunerations Committee -determination of executive

directors’ salaries, bonuses and share options– Audit Committee - monitoring the systems of internal control– Compliance Committee - ensures compliance with laws and

regulations

(Ref. 21)

27

IT Organization

200 internal systems Links to hundreds of suppliers Communications across 700 sites Over 700 IT employees More than 5,000 office-based IT users to support IT areas:

– Technology and Architecture– Strategic Development– Service Delivery

Outsource selectively to multiple suppliers

(Ref. 22)

28

IT

~$334 million a year spent on IT(Ref. 23)

To minimize IT costs, Tesco has:– Non-technical executives– Centralized software developments at a single site and

delivered to stores by Tesco’s private data networks(Ref. 23)

– Maintained a close relationship with customers– Established “international competence centers” for technology

development (Ref. 23)

Unix-based system was not flexible enough to handle rapid creation of new applications (Ref. 24)

2001, Tesco board decided to develop a new architecture for building and hosting web-based software (Ref. 24)

29

Web-Enabled Infrastructure

Back-end hosting architecture as central platform for all Tesco applications to plug into

Web enabled application infrastructure Allowed Tesco to bring new tools to the market faster Planning in 2001 – development was outsourced and

began in 2002 Microsoft.net based development environment

– Front end – Microsoft Internet Information Server– Development environment – Microsoft.net’s framework– Back-end database – Microsoft SQL Server

(Ref. 24)

30

Web-Enabled Results

Flexible, scalable web-based environment for building and hosting new applications

Enables greater capacity to rapidly adjust to business change

Enables Tesco to develop new products in-house or buy off-the-shelf software

Cut Tesco’s time to market significantly Project completed on time and on budget (no budget

figures available)

(Ref. 24)

31

Notable IT Ventures

Dunnhumby(Ref. 25)

– Database marketing company who masterminded the Clubcard

– Tesco purchased 53% of Dunnhumby in 2001

IT Support Center– Plans to create an offshore IT support center in India– Include transfer of 350 jobs to India

32

Grocery Products

Tesco Express– Convenience store usually found at gas stations– Aimed at local customers to “top up”

33

Grocery Products

Tesco Extra– Specializes in non-food items only

34

Grocery Products

Tesco Superstore– Food and non-food products– Comparable to SuperWalmart

35

Grocery Products

Tesco Metro– Urban convenience store (ready made meals)– Dedicated to retailers that want a small store environment

36

Grocery Products

Tesco Direct – Online shopping– Home delivery service

37

Other Products

Financial Services (venture with RB of Scotland) (Ref. 20)

Tesco telecommunications– Tesco Talk– Tesco Mobile– Tesco.net

Tesco online travel service

38

Customer Base

Value Line Groceries – low-price/no frills aimed at the lower economy

Tesco Finest – high end products for the upmarket customers

Tesco Metro – aimed at office workers More than 14 million customers in loyalty program

(Ref. 20)

39

CRM Strategy

Balance the business in favor of the customer Maintain customer loyalty DATA, DATA, DATA Qualitative research to understand customers Develop specialty programs that meet customers’

interests Know which markets and marketing strategies are the

most profitable

Ref. 26

40

CRM Initiatives

Grocery Related– Loyalty Card– Tesco Direct– Company Service Desk– Mobile Shopper– POS Till

Financial Services

41

42

43

Use of Clubcard enables Tesco to maintain a database on customers:

– Demographic data– Lifestyle data– Total dollars spent on food items– Customer response to promotions(Ref. 27)

Developed customer “needs segments with each segment receiving personalized coupons(Ref. 27)

– Resulting in 90% redemption of promotional coupons (Ref. 28, 29)

Creation of up to 150,000 variations of promotion and reward statements each quarter(Ref. 27, 29)

Clubcard magazine sent to members designed and produced to fit their life with 80,000 variations(Ref. 28)

44

Offers points on purchases for customers Gives small rebates to loyal customers Customizes coupon offers to customers 85% of revenue and 62% of sales through Clubcard

(Ref. 26)

45

Direct

46

Direct

Originally launched through phone and fax Relauched for web - Microsoft developed website

– Reduced flexibility of delivery window– improved the order-picking process

Special software developed to manage the picking operation, including routing and substitution

(Ref. 20)

47

Direct

$56 million investment to implement online business nationwide(Ref. 30)

Tesco.com became a wholly owned subsidiary of Tesco plc in 1998(Ref. 30)

As of 2002: (Ref. 20)

– Covered 95% of UK– Filled 100,000 orders per week– Worth 2% of Tesco’s total sales (nearly £10M)

Remembers previous shopping lists (Ref. 20)

Online orders are 2-3% more profitable than in-store(Ref.

31)

Total profit margin between 10-12% after operational costs(Ref. 31)

48

Direct - How it works

Register online Place orders online - remembers previous shopping

lists Pickers use specially designed shopping carts with a

touch screen to provide a set shopping path to fill orders

Select 2-hour delivery window Small delivery fee

49

50

51

52

Direct Benefits

Raised the odds that all products ordered would be available (Ref. 31)

Each store’s server could save a history of each customer’s favorite product (Ref. 31)

Stores could fine-tune wholesale orders (Ref. 31)

Allowed Tesco to maintain regional variations in pricing, boosting its overall profits(Ref. 31)

Results in an annual $7M in profit(Ref. 32)

53

Financial Services

Joint venture with Royal Bank of Scotland Includes loans, insurance, credit cards, mortgages Using information from loyalty card profiles are

produced of customers Results in Tesco acquiring financial services for less

than half what it costs a bank Clubcard vouchers can be used to buy motor insurance

54

Personal Finance Success

Profit of £96M in 5 years Over 1.4 million new accounts opened 3.4 million customers One of the UK’s top 10 providers for credit cards and

motor insurance

55

.net

Part of Tesco’s expansion into retail Free ISP Ranked as the forth largest ISP in Britain (Ref. 30)

Enabled users to access internet to order goods from Tesco.com (Ref. 30)

56

Customer Service Desk

New web-based application Till-based application for customer service issues Electronically records dissatisfaction Eliminates previous inefficient paper system Improves process for both customers and store staff

(Ref. 24)

57

Mobile Shopper

Microsoft® Windows® Powered Pocket PC 2002 based

Allows Tesco customers to log on and place orders from anywhere

Orders will be ready for pickup or delivery Allows Tesco.com to keep customers up-to-date with

product information and services

(Ref. 33)

58

POS Tills

Replaced 16-bit applications for MS-DOS Based off of Windows NT® Embedded solutions Better service for customers Give customer “single experience” shopping

– Access to product and promotional information– Access from supermarket, gas station, e-store– Allows employees to automatically receive messages

regarding pending tasks, schedule changes, product information and break times

Overall lower costs for Tesco

(Ref. 34)

59

Benefits of CRM

CRM enables Tesco to:– Build mutual relationship with customers – providing rewards

in exchange for information– Find new customers more easily– Increase sales per customer– Save on the cost of promotions by promoting to loyal

customers as opposed to cherry pickers– Keep prices down on familiar/staple pricelines– Hold customer evenings to gather more information, bring in

new customers through referrals and improve their relationship

(Ref. 35)

60

Lessons Learned

When in doubt, balance the business in the customer’s favor

Get executives personally involved in customer service Deliver a branded customer experience, regardless of

channel Use low prices selectively, not as the primary value

proposition Make customers partners in data collection activities Mine loyalty program data for customer insight, then

act

(Ref. 26)

61

CRM Best Practices

62

CRM Best Practices

Gartner’s Eight Building Blocks of CRM1. CRM Vision

2. CRM Strategy

3. Valued Customer Experience

4. Organizational Collaboration

5. CRM Processes

6. CRM Information

7. CRM Technology

8. CRM Metrics

(Ref. 36, 37, 38)

63

1.CRM Vision

The CRM Vision should be:– Created in the boardroom– Lead by a CEO who provides inspirational leadership and

created vision– Well-known and widely accepted by company and customers– Owned by the CEO

The Vision should describe what the customer-centric enterprise should look like and provide a clear idea of:

– The Company’s value proposition– The desired customers– The benefits of CRM to enterprise strategy– The customer’s experience when dealing with the company

(Ref. 36, 37, 38)

64

Vision

CEO and Board responsible for CRM initiatives

CRM initiatives are managed by non-technical executives

The CRM Vision is the backbone of Tesco

The CRM Vision is accredited with obtaining over 14 million new customers

65

2. CRM Strategy

CRM Strategy is created by:– Auditing customers’ value, loyalty and satisfaction– Segmenting customers in focal groups– Setting customer objectives, acquisitions, retention and

development– Defining metrics for monitoring the execution of strategy,

satisfaction, loyalty and cost to serve– Outlining the strategy for the customization by-product

segment, pricing, communication and contact, channel, customer service and segment management

– Specifying the customer infrastructure required to direct the other operational strategies

(Ref. 36, 37, 38)

66

Strategy

Perform qualitative research to understand their customers

Balance the business in favor of the customer Learn which markets and marketing strategies are the

most profitable while maintaining customer loyalty Develop specialty-customer centered-programs Collect and analyze :

67

3. Valued Customer Experience

Ensure Customer’s view point is heard at the highest point

Appoint Chief CRM Officer:– Ensures process developed for customer research and

collaboration– Informs customers about developments– Monitors customer satisfaction levels

(Ref. 36, 37, 38)

68

Customer Experience

Tesco Week in Store Together

All corporate managers spend 1 week a year in a store:– Performing standard store activities e.g.,:

Stocking Shelves Working the Till Bagging Groceries Getting One-On-One with Customers

Allows managers to stay in touch with customers’ needs

69

4. Organizational Collaboration

Implementing CRM Normally Results in Changing:– Internal processes– Organizational structures– Compensation incentives– Employees’ skills and behaviors

Top management must drive changes through a formal program that integrates changes gradually

May take years to achieve changes from CRM

(Ref. 36, 37, 38)

70

Collaboration

Executive management made the decision to launch Microsoft.net technology

Microsoft.net was integrated into all aspects of the Tesco corporation

71

5.CRM Processes

Fresh approach to business processes– Rethink appearance to customer– Re-engineer to be customer-centric– Deliver greater customer value

View and manage customer relationship in terms of the customer life cycle

Formalize a process to manage the customer life cycle Establish process for creating and leveraging customer

insight Manage and leverage enterprise’s intellectual assets

(Ref. 36, 37, 38)

72

CRM Processes

Tesco processes that affect customers– Customer Service Desk– Mobile Shopper– POS Till

Customer service desk and customer evenings allow for customer input

73

6. CRM Information

Customer information is corner stone of CRM Timely acquisition and processing of customer data

throughout the enterprise is critical Customer data should be

– Stored– Analyzed– Distributed as quickly as possible

The application of customer information and the consideration of customer data must be used to support and analysis the company’s operational processes

Effective communication across enterprise(Ref. 36, 37, 38)

74

CRM Information

Tesco’s information strategy is centered around:– Clubcard– Tesco.net

Information from the Clubcard is used to:– Successfully and economically market products– Determine success of promotions– Fine tune wholesale orders

Information from internet is used to:– Make marketing decisions– Set product pricing– Manage warehouse stock and supply

Information available to all aspects of the corporation

75

7.CRM Technology

Essential to a corporation that wants to successfully integrate across corporate channels and business units

It requires:– Architectural approach– Policies and standards for sourcing applications– Performance– Security– Availability standards– Interoperation processes

Consistency between:– Underlying hardware– Software– Networking and telephony infrastructure

(Ref. 36, 37, 38)

76

CRM Technology

77

8.CRM Metrics

Enterprises must set measurable, specific CRM objectives and monitor indicators

Metrics gage level of success and provide feedback Challenges in developing metrics:

– Understanding the linkage points between the levels– Avoiding over-complex and over-simplified internal and

external measures of CRM success and failure

(Ref. 36, 37, 38)

78

Metrics

Examples of Tesco metrics– 90% redemption of promotional coupons– 85% of revenue through Clubcard– 62% of sales through Clubcard

Finance– Profit of £96M in 5 years– Over 1.4 million new accounts opened– 3.4 million customers

79

References

1. Goodhue, D. L., Wixon B. H., and Watson, H. J., “Realizing Business Benefits Through CRM: Hitting the Right Target In The Right Way” MIS Quarterly Exectuive, Vol. 1, 2, 2002, pp. 79-96.

2. Hansotia, B., “Gearing up for CRM: Antecedents to Successful Implementation” Journal of Database Marketing, Vol. 10, 2, 2002, pp.121-132.

3. Bose, R., “Customer Relationship Management: Key Components for IT Success” Industrial Management & Data Systems, Vol. 102, 2002, pp. 89-97.

4. Fayerman, M., “Customer Relationship Management” New Directions for Institutional Research, Vol. 113, 2002, pp. 57-67. 

5. Gillies, C., Rigby, D., and Reichheld, F., “The Story Behind Successful Customer Relations Management” European Business Journal, Vol. 14, 2, 2002, pp. 73-77. 

6. Plakoyiannaki, E., and Tzokas, N., “Customer Relationship Management: A Capabilities Portfolio” Journal of Database Marketing, Vol. 9, 3, 2002, pp. 228-237.

7.  Dorio, Stephen, “Beyond e: 12 Ways Technology Is Transforming Sales and Marketing Strategy” The McGraw-Hill Companies, Inc., 2002.

8. “Capuring Customers By Computer” International Journal of Retail and Distribution Management, Vol. 27, 5, 1999, pp. 198-199.

9. Mello, A., “Watch out for CRM’s hidden costs” October 17, 2001; http://techupdate.zdnet.com/techupdate/stories/main/0,14179,2818263,00.html; last accessed on October 20, 2003.

10. Croteau, A.-M., and Li, P., “Critical Success Factors of CRM Technological Initiatives” Canadian Journal of Administrative Sciences, Vol. 20, 2003, pp. 21-34.

11. Nairn, A. “CRM: Helpful or Full of Hype? Journal Of Database Marketing, Vol 9, 4, 2002, pp.376-382.

12. Krass, P., “CRM: Once More, Without Reeling” March 17, 2003; http://www.cfo.com/article/1,5309,8948/BS/12/4,00.html; last accessed October 20, 2003.

13. Greenburg, Paul, “CRM At The Speed Of Light” Osborne/McGraw-Hill, Berkeley, 2001.

14. http://www.sap.com; last accessed October 25, 2003. 

15. http://www.onyx.com; last accessed October 25, 2003. 

16. http://www.convergys.com; last accessed October 25, 2003. 

17. http://searchcio.techtarget.com; last accessed October 25, 2003.

18. “Worldwide CRM Software New License Revenue Forecast”; http://www.dataquest.com/press_gartner/quickstats/crm.html; last accessed on October 25, 2003.

19. Fryer, B. “Don’t Spend A Penny More on CRM Until You’ve Read This Article”; http://www.billfryer.com; last accessed on October 20, 2003.

80

References

20. Bell, David E., “Tesco Plc” Harvard Business School, 9-503-036, March 6, 2003. 

21. Tesco plc, “Tesco 2003 Annual Report” 

22. http://www.tesco.com/careers; last accessed October 24, 2003. 

23. “When less is more for Tesco” International Journal of Retail & Distribution Management; Vol. 26, Number 7, 1998, pp. 276-277. 

24. Watson, James, “Project of the Year Awards: Tesco” July 23, 2003; http://www.vnunet.com/Analysis/1142526; last accessed October 22, 2003. 

25. http://www.optimizemag.com/issue/022/leadership_p2.htm; last accessed October 15, 2003. 

26. Cannon, Jeff, “How a Supermarket Can be a Corner Shop” CRM Guru, January 23, 2003; http://www.crmguru.com/features/203a/0123jc.html; last accessed October 15, 2003. 

27. Lowenstein, Michael, “Tesco: A Retail Customer Divisibility Champion” CRM Guru http://crmguru.custhelp.com/cgi-bin/crmguru.cfg/php/enduser/std_adp.php?p_sid=2fy8x-Vg&p_lva=&p_faqid=774&p_created=1035126996&p_sp=cF9zcmNoPTEmcF9ncmlkc29ydD0mcF9yb3dfY250PTM4JnBfc2VhcmNoX3RleHQ9JnBfc2VhcmNoX3R5cGU9MyZwX2NhdF9sdmwxPTUwJnBfY2F0X2x2bDI9fmFueX4mcF9zb3J0X2J5PWRmbHQmcF9wYWdlPTE*&p_li=; last accessed October 15, 2003 

28. Peppers, Don and Rogers, Martha, “Why Tesco Clicks (and Bricks) with U.K. Customers” CRM Guru, March 14, 2001; http://www.crmguru.com/content/features/1to1/2001_03_14.html; last accessed October 15, 2003. 

29. “CRM – how to do it right” http://www.pharmafile.com/pharmafocus/Features/feature.asp?fID=357&m=7; last accessed October 15, 2003 

30. Hoyt, David, “Tesco Delivers” Stanford University Graduate School of Business, September 2001, EC-32. 

31. Seybold, Patricia B., “Get Inside the Lives of Your Customers” Harvard Business Review, May 2001. 

32. http://business.cisco.com/prod/tree.taf%3Fasset_id=74389&MagID=74275&public_view=true&kbns=1.html; last accessed October 17, 2003.

33. Microsoft, “Tesco.com Provides Mobile Shopping” March 3, 2001; http://www.microsoft.com/resources/casestudies/CaseStudy.asp?CaseStudyID=13792; last accessed October 15, 2003. 

34. Microsoft, “Tesco Stores Ltd. Upgrades the Functionality of Its Point of Sale Tills and Lowers Total Cost of Ownership with Windows NT Embedded” July 2002 http://www.microsoft.com/resources/casestudies/CaseStudy.asp?CaseStudyID=13263; last accessed October 15, 2003. 

35. Cram, Tony, “Customers that count – How to build living relationships with your most valuable customers” 3/21/02; http://www.cimcroydon.co.uk/meetings_downloads/march2002/Customers%20that%20count%20Tony%20Cram%20March%202002V2.htm; last accessed October 17, 2003.

81

References

36. Radcliffe, J., Kirkby, J, and Thompson, E. “The Eight Building Blocks of CRM” August 17, 2001. 

37. Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003; http://www2.cio.com/analyst/report1483.html; last accessed October 17, 2003. 

38. Radcliffer, John, “Eight Building Blocks of CRM: A Framework for Success” Gartner Group, December 13, 2001. 

39. Fletcher, Keith, “The Role of CRM in Changing and Facilitating Competitive Advantage” Journal of Database Marketing, March 2002. 

40. “Capturing Customers by Computer” International Journal of Retail and Distribution Management, 1999. 

41. Abbot, Julie; Stone, Merlin; and Buttle, Francis, “Customer Relationship Management in Practice – A Qualitative Study” Journal of Database Marketing, Vol. 9, January 11, 01.  

42. Hansotia, Behram, “Gearing up for CRM: Antecedents to Successful Implementation” Journal of Database Marketing, Vol. 10, 2, 121-132, July 31, 2002.