marketing & data in the adoption of crm

www.dmcounsel.co.uk

© Michael Collins 2005-2012

Michael Collins BA (Hons), DipM, MCIM, FIDM

Managing Consultant

Database Marketing Counsel

Marketing & Data in the Marketing & Data in the adoption of CRMadoption of CRM

www.dmcounsel.co.uk

Database Marketing CounselDatabase Marketing Counsel• Specialist consultancy in data-driven marketing & CRM

– Requirements specification and scoping of projects

– CRM & data strategy

– Analytics

– Data quality

– Business case development & implementation

– Business process and workflows

– Leverage of existing systems and impartial technology selection

– Training & mentoring

• Established over 21 years

• Managing Consultant – Michael Collins– 30 years experience

– Internationally recognised consultant, lecturer, author and trainer

– Providing actionable strategy and direction

– Taught database and CRM in UK university business schools – Workshops delivered in marketing symposia in the UK, France,

Scandinavia, North America and the Far East.

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CRM CRM –– Any SuggestionsAny Suggestions

Opens the floodgates for every software vendor to pitch their wares.

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CRM CRM –– Any SuggestionsAny Suggestions

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What is CRM?What is CRM?

• The idea is that all of a customer’s data can be amalgamated to provide a single customer view

• It is not software, it is not a business culture

• CRM is a customer-focused business strategy, normally supported by a computer system for operations, analysis and interaction

• Relies on

—corporate culture that focuses on the customer; and

—a data culture that ensures the right information is available to all

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What we will coverWhat we will cover……..

• How a CRM strategy can be used to support marketing

• The benefits that a marketer can expect from the implementation

• Why the data an organisation collects is

so vital to the success of the ongoing

relationship

• Opportunities a marketer has to acquire

the data needed to achieve commercial

objectives

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CRM helps support the CRM helps support the

2121stst Century Marketing MixCentury Marketing Mix

• Product

• Price

• Promotion

• Place

• People

• Process

• Planet

• Performance

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Not a Substitute for Traditional Marketing Not a Substitute for Traditional Marketing A Performance Improver!A Performance Improver!

• Understanding members & customers

• Managing member & customer service

• Managing experience and engagement

• Understanding the market

• Understanding competitors

• Managing sales operations

• Managing marketing campaigns

• Communications

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Product & price

• Product development through evaluation of product preferences or requirement—e.g. CPD interests

• Identification of ‘holes’ in the offering—What do we NOT offer

• Opportunities for packaged offerings—What combinations or sequences are

followed

• Geographical/demographic trends

• Pricing policies

How should CRM assist?How should CRM assist?

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Promotion

• Segmentation & clustering

• Modelling

• Proposition - up-sell/cross-sell/retention marketing

• Strategic communications

• Management of touch points and engagement

• Relationship building

• Segmented research – a constant finger on the pulse

• Greater targeting and relevance means more efficient use of resources – hence addressing ‘green’ issues

(& Planet)

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Place

• Where is business NOT coming from?

—Geography

—Profile

• Direction for investment in marketing

• Direction for ‘acquisitions’or partnerships


Positive Representation

Negative Representation

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People

• Much of how members rate the experience hinges on the person delivering it

—Staff will need to (appear to) have a good level of knowledge of the member in order to fully engage

—Access to information about the member improves professionalism, courtesy, empathy, discretion and tact

• Your people are key in the collection of valid, quality data

—Training

—Skills


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Process

Marketing process and workflows to manage:

• Membership journeys

• Nurturing of prospective members

• Members getting the same answer to an enquiry from anyone in the organisation

• Performance driven tactics

• Response handling

• Renewals

Enquiry

New ContactLook upCapture qualifying

data into databaseYES

Look at Customer

Information on

database

NO

Fulfill enquiryPrepare and send

information

Follow up +3 days

Iterative

Create survey letter

to investigate why

BUY/

NO BUYNO

Produce and send

documentationYES

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Performance

• Setting and measuring achievement of goals and KPIs

• ‘Potted’ and ad hoc reporting

• Tailored views of performance by department, user, interest


• Dashboards

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Applications and DataApplications and Data

Member/Customer Data

Prospect Data

An

aly

tica

l C

RM

Op

era

tio

na

l C

RM

Inte

ractive

CR

M

Bill

ing

Subs,

Purc

hase &

Tra

inin

g P

roce

ssin

g

Market Data

Fu

lfilm

en

t

Se

rvic

es

Research Data

Sta

tuto

ry &

ma

ss c

om

ms

Management SystemCRM

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Touchpoints Touchpoints -- Sources of DataSources of Data

Opportunities for for acquiring new data, qualifying & verifying or

updating data from business processes

RENEWALS

DATABASE

MEMBERSHIP

EVENTS

BRANCHES & SIGsACCOUNTS

TRAININGSALES

OTHER TOUCH POINTS

SURVEYS

CPD RETURNS

WEBSITE

MAGAZINE /NEWSLETTER RESPONSES

ENQUIRIES/HELP LINE

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Touchpoints Touchpoints -- Sources of DataSources of Data

Opportunities for for acquiring new data, qualifying & verifying or

updating data from business processes

RENEWALS

DATABASE

MEMBERSHIP

EVENTS

BRANCHES & SIGsACCOUNTS

TRAININGSALES

OTHER TOUCH POINTS

SURVEYS

CPD RETURNS

WEBSITE

MAGAZINE /NEWSLETTER RESPONSES

ENQUIRIES/HELP LINE

Data strategy

Business Rules

Governance

Stewardship

}= Data

Quality

60% of the CRM initiatives that fail globally do so because of management’s lack of confidence in the data

PWC Global Data Survey & others

Automation & integration requires reliability.Reliability requires data quality & integrity.

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Too many organisations have failed to focus

on the need for strategy, the business

process requirements, the data,

commercial and cultural aspects

Relationship ManagementRelationship Management

A properly constructed CRM strategy that is

based on a solid, defined business

requirement that has been bought into by

all stakeholders can deliver the ROI

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Thank youThank you

For a free copy of my e-book “The Marketing Database”

www.dmcounsel.co.uk

email me at [email protected]

or give me your card

marketing & data in the adoption of crm

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