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Customer Relationship

Management (CRM)Scott Hopper

Monica Brooks

Jessica Jetton

Case Studies:

United Parcel Service (UPS)

Royal Bank of Canada (RBC) Financial Group

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Agenda

CRM Background & Industry Information

CRM In Action: Case Studies United Parcel Service (UPS) Royal Bank of Canada (RBC) Financial Group

Lessons Learned

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Presentation Focus

Present overview information onCustomer Relationship Management(CRM) and its impact on the way peopleconduct business

Discuss real-life CRM implementations Discuss Successes

Discuss Areas of Opportunity forImprovement

Discuss industry leading CRM bestpractices

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CRM, or Customer Relationship Management isa company wide business strategy designedto reduce costs and increase profitability by

solidifying customer loyalty.

At its core, CRM is a simple, intuitively appealingconcept: attract new customers, know them

well, give them outstanding service, and

anticipate their wants and needs.

Source:

Goodhue, Dale L., Wixom, Barbara H., and Watson, Hugh., Realizing Business Benefits Through CRM: Hitting the Right

Target in the Right WayMIS Quarterly Executive Vol. 1, 2, 2002, pp.79-94.

www.destinationcrm.com/articles/, What is CRM?, viewed October 12 th, 2004.

What Is CRM?

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History

Mass Marketing All customers treated as if they had sameneeds and preferences

Target Marketing

Focused on market segments Relationship Marketing

Each customers individual needs aretargeted by building relationships

Source:



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What Does CRM Do?

Sales

Up-sell and cross sell products more effectively

Help sales staff close deals faster

Marketing

Simplify marketing and sales processes

Discover new customers

Customer Service

Provide better customer service

Make call centers more efficient

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Why Use CRM?

EnterprisesEnterprises

RevenuesRevenues

CostsCosts

CustomersCustomers

SatisfactionSatisfaction

LoyaltyLoyalty

VolumeVolume

EnterprisesEnterprises

RevenuesRevenues

CostsCosts

RevenuesRevenues

CostsCosts

CustomersCustomers


LoyaltyLoyalty

VolumeVolume


LoyaltyLoyalty

VolumeVolume

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Goals

Make it easy for customers to do business

Focus on the end customer

Redesign front office and examine informationflows between the front and back office

Foster customer loyalty by becoming proactivewith customers

Build in measurable checks and balances tocontinuously improve

Source:

Chen, Injazz J., and Popovich, Karen, Understanding customer relationship management (CRM) People, process andtechnology Business Process ManagementJournal, Vol. 9, 5, 2003; ABI/INFORM Global, pages 672-688.

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One survey of more than 1,500 companies byThe Data Warehousing Institute (TDWI) in 2000

found that 91 percent either have or plan to

deploy a CRM solution in the near future.

78 percent of companies said they were using

some form of CRM Bain & Company survey of

708 corporate executives 2002

Source:



www2.cio.com/metrics/2003/metric544.html, The Right Tool, viewed November 1st, 2004.

Who Uses CRM?

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Who uses CRM?

Cingular Wireless Improved sales productivity by providing a

comprehensive view of the customer, improvinglead generation, and providing a full-functionalwireless solution to sales force.

Honeywell Improved customer service by increasing after-

market spare parts revenue by 100%, improvingservice request closure rate from 45% to 83%, andimproved customer satisfaction by 38%.

DHL By providing a transparent view of the customer,Siebel will help DHL to achieve an estimated 1%increase in revenue by the end of 2005 Ulrik ToppGlobal Sales Development Director DHL

Source:www.siebel.com, customer case studies, viewed 11/9/04

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CRM Budget Change for 2003

Increase

53%

Decrease

16%

Stay the

Same

31%

Increase

Decrease

Stay the Same

Source:

Aberdeen Group, CRM Spending and Satisfaction Report, February 2003, pages 1 -18.

Companies surveyed by Aberdeen Group

in January 2003

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CRM Market

AMR Research estimates that theCustomer Relationship Management(CRM) market will grow to $10.8B in

2004, a $1B leap from 2003.

Source:

Preslan, Laura, Investment Priorities for CRM in 2004, AMR Research, Thursday, Jan. 8, 2004.

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CRM Market

$10,000$11,000

$12,000

$13,000

$14,000$15,000

$16,000

$17,000

$18,000

US$million

2001 2002 2003 2004 2005 2006

Source:

Aberdeen Group, Worldwide CRM Spending, Market Analysis Service, June 2003,

pages 1-57.

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CRM Spending by Region

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

US$millio

n

2001 2002 2003 2004 2005 2006

NorthAmericaEurope

LatinAmericaAsia/PacificRim

MiddleEast/Africa

Source:

Aberdeen Group, Worldwide CRM Spending, Market Analysis Service, June 2003,pages 1-57.

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US CRM Spending by Industry

$0

$500

$1,000

$1,500

$2,000

$2,500

US$million

2001 2002 2003 2004 2005 2006

Manufacturing

FinancialServices

Retail andDistribution

BusinessServices

Governmentand Education

Source:


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Reasons for CRMs Increased Popularity

Easier to retain customers than attract new

customers

CRM has become more affordable and thetechnology is more advanced

The definition of CRM is being expanded to

include initiatives like loyalty programs

Source:

www2.cio.com/metrics/2003/metric544.html, The Right Tool, viewed November 1st, 2004.

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CRM Software Leaders

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Top CRM Software Suppliers in 2002

Siebel 21.6%

SAP 12.4%

Oracle 5.7%

PeopleSoft 4.9%

Peregrine Systems 3.0%

Others 52.4%

Source:


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Siebel

Market Cap - $4.86B

Revenue - $1.31B

NASDAQ: SEBL - $9.56 (11-13-04)

5000 employees

Founded: 1993

2.8 million employees at more than 4,000organizations use Siebel products

Siebel Systems is the worlds leading providerof customer relationship management (CRM)

solutions and a leading provider ofapplications for business intelligence andstandards-based integration.

Source:

www.siebel.com, viewed 11/9/04

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Market Cap - $56.32B

Revenue - $9.28B

NYSE: SAP - $45.23 (11-13-04)

30,942 employees

Founded: 1972 mySAP Customer Relationship Management

is the only CRM solution that connects youremployees, partners, processes, andtechnology in a closed-loop customerinteraction cycle.

Source:

www.sap.com, viewed 11/9/04

SAP

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Market Cap 68.67B

Revenue 10.30B

NASDAQ: ORCL 13.39 (11-13-04)

41,658 employees

Founded: 1977

Oracle's integrated CRM applications giveyou information-driven sales, service, andmarketing because they're built on an open,standards-based architecture that

streamlines business processes, improvesdata quality, and allows all your key divisionsto draw from the same source of data.

Source:

www.oracle.com, viewed 11/9/04

Oracle

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Benefits Summary

CRM creates value through three key

levers:

Acquire increase number of profitablecustomers

Develop increase profit from existingcustomers

Retain extend duration of customer

relationship

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Existing Customers #1 Priority

Cheaper to retain customers than to add new

customers

Retain customers mean sales volumesincrease per customer

Up-sell and cross-sell

It costs about five times more to gain a customer than to

keep one. And it is estimated to cost 10 times more to getcustomers back if they are dissatisfied.

Source:

Massnick, Forler, Customer Service Can Kill You...ManagementReview, Mar 1997; 86, 3; ABI/INFORM Global

pages 33-35.

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2.2%

1.6%

1.4% 1.4%1.3%

1.2%

1.0%

0.6%

2.8%

0.0%

1.0%

2.0%

3.0%

4.0%

1992 1993 1994 1995 1996 1997 1998 1999 2000

Percent Response to Credit Card Direct Mail Offers

Source: BAI Global, Inc., Mail Monitor, $Q02, Synovate.

Annual Credit Card Acquisition Mail Volume (in Billions)

Difficult to Acquire New Customers

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Top Management Commitment

Project Teams with representatives from alldepartments

Project Champion

Company data must be shared enterprise-wide

Vision and communication

Keys to Success

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Reasons for Failure

Not understanding the needs of the end user

Considered an IT project rather than abusiness strategy

Accessibility - Not training users to effectivelyuse the solution

Inability to integrate different data sources into a single system

Understanding expectations

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Some 80% of the responding marketing,

customer-service and sales execs at 96companies characterize their organizations CRMefforts as very successful or somewhatsuccessful.

Fifty-five percent of all customer relationshipmanagement (CRM) programs fail, according toStamford, Conn.-based Gartner Inc.

Source:

Yu, Larry, Successful Customer-Relationship ManagementMIT Sloan Management Review, Vol. 42, No. 4, pp18-19.

Melymuka, Kathleen, You Can Avoid CRMs Pitfalls Computerworld, Feb 11, 2002; 36, 7; ABI/INFORM, page 30.

Success and Failure Rate of CRM Projects

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CRM In Action: Case Studies

United Parcel Service (UPS)
http://www.ups.com/content/us/en/index.jsxhttp://www.ups.com/content/us/en/index.jsx

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UPS

Worlds Largest PackageDelivery Company

Leading global providerof specializedtransportation andlogistics services

Founded in 1907 inWashington

$33.5 billion in revenuein 2003

357,000 employeesworldwide

Source:

http://www.ups.com/content/us/en/about/history/index.html, viewed 10/28/04

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UPS Products and Services

SonicAir

Next Day Air

2nd Day Air

3 Day Select

Ground Worldwide Express

Worldwide Expedited

Standard to Canada

Source:

http://ups.com/content/us/en/resources/select/index.html , viewed 10/28/04

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UPS IT Environment

Kenneth W Lacy- Senior Vice President and

CIO

$1 billion a year on technology infrastructure

4,700 technology employees

14 mainframes, 6100 servers, 120000 PCs

115 million hits and 9.1 million trackingrequests per business day

Source:

http://ups.com/content/us/en/about/facts/technology.html, viewed 10/28

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UPS Technology Awards

Winters Corp. 2003 Top Ten Grand Prize

Winner

Computerworld100 Best Places to Work in IT,2003

CIO 20/20 Vision Award, 2002

CIO 100 Enterprise Integration Award, 2002

ComputerworldPremier 100 IT Leaders, 2002

Source:

http://.ups.com/pressroom/us/awards/ecommerce
http://www.cio.com/archive/100102/http://www.ups.com/content/us/en/index.jsxhttp://www.ups.com/content/us/en/index.jsx

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UPS Financial Performance

Source:

http://finance.yahoo.com/q?s=UPS, viewed 11/3/04/

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UPS TEAMS - Seibel Implementation

Next generation in UPS sales force automation

Total enterprise account management system Provides integrated tools to help the sales

force do the job more effectively andefficiently

Supports opportunity and account

management with increased capabilities forplanning and documenting sales calls

Source:

UPS, Overview of UPS TEAMS, 2004

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Why UPS Changed from Link to Teams

UPS deployed Link in 1999- technology has

improved dramatically since then TEAMS can be used across the entire UPS

sales enterprise Future phases of TEAMS will have increased

flexibility to enable UPS to integrate the core

UPS sales force with the sales forces fromother business units in order to establish onecoordinated sales effort

TEAMS has the flexibility to supportenhancements such as wireless capability

Source:


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UPS Sales Enterprise

UPS Sales Enterprise

Domestic and

InternationalCore UPS Additional Business Units

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Other Sales Business Units

Other Sales Business Units

E-Commerce Supply Chain Solutions UPS Capital

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UPS TEAMS

Interacted with

Michael Carey,Project Manager CRMTechnology, October14,2004

Time and Budget

Challenges

Advantages

Lessons Learned

Ti d B d

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Time and Budget

Project was on time and on budget- not at

liberty to share the specific budget

Beta Test in Central Pennsylvania, Swedenand Austria, May 2004

Project Roll Out: June 15th September 17th,

2004 for US, Sweden and Austria employees

Future releases will cover additional countries

and the rest of the UPS sales force (i.e. E-Commerce, Supply Chain Solutions, UPS

Professional Services, etc.)

Ch ll

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Challenges

Aligning the arrival of new Laptops, new Sales

Applications, new Operating System, newwireless cards, and new training documents

Seibel Application Training

Coordinating the trainers

Gathering the right training resources (e.g. ability tospeak multiple languages, etc.)

Scheduling employees for training classes

Ad t f UPS TEAMS
http://www.ups.com/content/us/en/index.jsx

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Advantages of UPS TEAMS

Home Page

Calendar

Opportunities

Queries Data Synchronization

Team Selling

Ad t f UPS TEAMS

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Home Page Quick look atdaily calendar,Slim leads andopportunities

Helps prioritizethe sales personstime and keep thefocus on accountsthat needattention

Source:


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Ad t f UPS TEAMS

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Calendar

Automaticallyintegrated withactivities

Immediatelypopulates events such

as adding and/orupdating activities,eliminating dual entry

Source:


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Ad t t UPS TEAMS

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Advantages to UPS TEAMS

Opportunities

Provides flexibility tocreate a singleproduct opportunityor a multi-product(portfolio) opportunity

Provides the ability tolink an opportunity tomore than onemarketing initiative

Source:


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Queries

Query Assistantallows for filteringdata quickly andeasily

Provides capabilities

for pre-definedqueries andpersonalized queries

Source:


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Data Synchronization

Occurs automatically and instantaneously each timethe sales person accesses the system and isconnected to the LAN

No need to remember to exchange data daily inorder to send changes from the sales persons laptop

and receive up-to-date information from the UPSmainframe

Source:



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Team Selling

Provides information for all of the salespeople associated with a particularopportunity or account

Enables a cohesive, unified sales effort

and contributes to sales success

Source:


Areas of Improvement

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Areas of Improvement

Duplicate data entry still required on some

screens (i.e. Time & date of activities, etc.) Non-optimal Account Name retrieval

Account search capability is exact match

Insufficient back-end integration

Appropriate databases not synched

UPS TEAMS Successful?

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UPS TEAMS Successful?

Best ProjectManagementPractices

YES NO

Business Solutions DriveTechnology Selection

X

Secure Top ManagementACTIVE Support

X

Involve KnowledgeableUsers

X

Buy-in Outside Expertiseto Transfer Learning X

Implement Incrementally XDont Judge SuccessSolely Based on Time toBudget

X

Customer-Oriented Focus X

Source:

Lacity,M,Management of IT- Enabled Business Projects, 2004

St ndi h G o p CHAOS Repo t

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Standish Group CHAOS Report -IT Projects Classification

Type I: Success: on time, on budget,promised functionality

Type II: Challenged: over-budget, over-time

and or missing functionality

Type III: Failed: Severely impaired projects;cancelled projects

Source:

Lacity,M,Management of ITEnabled Business Projects, 2004

Standish Group CHAOS Report

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Standish Group CHAOS Report IT Projects Classification

UPS TEAMS Project: Type I- Success

On time

On Budget

Promised Functionality


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Royal Bank of Canada (RBC)Financial Group

RBC Financial Group

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RBC Financial Group

Largest Canadian financial institution

12 million clients worldwide

700 products

60,000 employees

C$270 billion in assets

1.6 billion spent on IT in 2003

CIO: Marty Lippert

Source:

www.rbc.com/aboutus/fastfacts.html

5 Major Business Lines

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5 Major Business Lines

RBC Banking personal and commercial

banking RBC Insurance insurance

RBC Investments wealth management

RBC Capital Markets corporate and

investment banking

RBC Global Services transactionprocessing

Source:

Brem, Lisa, and Narayanan V.G., Customer Profitability and Customer Relationship Management at RBC Financial Group, Harvard Business

School Case #9-102-043. March 25, 2002.

RBC Banking

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54% of Net

income 1300 branches

4800 ABMs

1.4 milliononline

customers 300 offices in 30

countries

Greatestopportunity for

improvement

Insurance

8%

Investment

15%

Capital

Markets

17% Global

Services

6%

Banking54%

Banking

Insurance

Investment

Capital Markets

Global Se rvices

Source:



RBC Banking

Change in the Industry

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Change in the Industry

Pre-1990s 6 largest Banks enjoyed friendly

competition Internet banking

Lowering of domestic protections

Oligopoly ended increased competition

How to stay competitive?

1997 study to determine image perceptions

Source:



1997 Study

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1997 Study

Major FindingCUSTOMER INTIMACY-MOST important FACTOR to thecustomer.

Definition - trust, reassurance, a feeling that the bank knowsthem, understands their needs, recognizes who they are and

value their business

This finding identified a whole new era for RBC

- A shift to differentiation based on customer needs

Source:



1997 Study Results

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Importance toClient

Financial Institutions

Proficiency at Delivering

HIGH

LOW HIGH

Mutual benefits

ReciprocityTrust

Reassurance

Comfort

Understanding

Convenient Hours

ATM access1-800 Number

Internet Banking

Short Lines

Source:



1997 Study Results

Focus on Customer: CRM

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CRM Vision: Bring together in one place a view

of all contacts, transactions, accounts, andinteractions with each customer.

CRM system would provide the following info to

personal bankers (PBs):-Address, age, account balances-Contacts customer has had with company

-Level of service customer qualified for based oncurrent and future profitability

-What products customer was targeted and approvedfor

-How customer responded to direct marketing

Source:



Focus on Customer: CRM

Reorganization Around CRM

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VP of Marketing and Info Management-

Richard McLaughlin-Responsible for CRM infrastructure, infomanagement, alliance banking, internetbanking, and privacy

Source:



Reorganization Around CRM

Customer Segments

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Customer Segments

3 Primary Customer Segments & 9 Total SegmentsA. Key markets:

1. Youth2. Nexus3. Small business4. Farming and lifestyle agriculture

B. Growth markets:5. Building6. Business7. Agriculture

C. Prime markets:

8. Accumulating9. Preserving

Lockie, Anne, RBC Banking: The Customer Experience, powerpoint slides at rbc.com

Product & Segment Management

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Product

Structured to sell aspecific product toeveryone

Multiple people selling

to same customer

Segment

Structured to satisfy allneeds with all products

- Employees concernedwith meeting needs

not selling a specificproduct

CUSTOMERS

SEGMENT

Source:



PRODUCTSC

B D

A E

CUSTOMER

Product & Segment Management

Timeline: CRM Capabilities

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1997 1998 1999 2000

McLaughlin

hired as VP of

Marketing andInfo

Management

Software

selection to

facilitateCRM

1997 study

creates a

platform forCRM

CRM

software and

practices

continue to be

modified

based on

internal &

external

customerfeedback

Info changes

focus to

profitable/potentially

profitable

customers

Source:



Timeline: CRM Capabilities

CRM: The Results

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CRM: The Results

Satisfying customer needs Important to stay competitive and keep current

customers

Creating efficiencies Not only invest in satisfying customer needs but

also save money while doing it

Source:



Satisfying Customer Needs

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Satisfying Customer Needs

Focus on customer needs: ensures right

products at right time

More efficient use of customer data-Customized marketing

-Levels of service

-Product design and pricing

Increased profitability

Source:



RBC Financial Group Net Income

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$2,898

$2,435

$2,208$1,725$1,772

1998 1999 2000 2002 2003

Source:

www.rbc.com/investorrelations/ar_03.html

Net Income by Year(in millions)

RBC Financial Group Net Income

Creating Efficiencies

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Creating Efficiencies

Better Customer Identification

Before CRM:

A, B, or C customers

Vague and not beneficial

After CRM:

Customers can both be profitable and havethe potential to be profitable

Source:



More Efficiencies

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Centrally Generated Sales Leads

Before CRM:

Every branch had a different way ofgenerating sales leads

Low quality, not consistent

After CRM:

Generated centrally

Accessible to everyoneReminder to call and offer products

Source:

Brem, Lisa, and Narayanan V.G., Customer Profitability and Customer Relationship Management at RBC Financial Group, Harvard BusinessSchool Case #9-102-043. March 25, 2002.

More Efficiencies

Future Plans for CRM

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utu e a s o C

Preference and Choice:

Use info about customers preferences to designpackages of services at certain points in theirlife

Source:

Brem, Lisa, and Narayanan V.G., Customer Profitability and Customer Relationship Management at RBC Financial Group, Harvard BusinessSchool Case #9-102-043. March 25, 2002.

Life Stages and Segments

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Life Stages and Segments

Getting Started Building Accumulating Preserving

Graduation

Saving to

bu a home

Saving for

Retirement

Buying a home

Retirement

Transfer of

Wealth/Succession

Planning Planning

KEY GROWTH PRIME

Source:

Sutherland, Anne, How RBC is taking its CRM strategy to the next level to accelerate profitable revenue growth, presented t o AmericanBankers Association. 2004.

Summary of Lessons Learned

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y

Identify the keystakeholders who touchthe application directlyand/or indirectly at thevery beginning of theproject

Gain buy-in from these keystakeholders that that theirinput and support is criticalto the overall success of

the project More robust Beta Test

Always keep client frontand center-

through process and

implementation

Manage change withcommunication and vision

Integrate CRM intobusiness strategy

Continually reevaluate,test, learn, and improvestrategies

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Documents