Title: Microsoft SITO SUMMIT 07' The Connected Customer: SABC Case Study
1Microsoft SITO SUMMIT 07.The Connected
Customer SABC Case Study
2Introduction
Presenter Ettiene van den Berg SABC Group Sales
and Marketing
Case Study SABC Commercial Enterprises The
SABC is South Africas national public
broadcaster. More than 24 million adults tune
into the SABC network of 18 radio stations every
day and 19 million adults watch its three
free-to-air television channels. SABC Commercial
Enterprises, comprising commercial airtime sales
across radio and television, programme, sport and
education sponsorships and interactive media
sales, currently accounts for 76 per cent of the
companys revenue.
3Agenda
- Introduction
- The CRM Concept.
- Key Drivers for Change.
- System Requirements.
- The Solution Maxxx
- User Adoption ABC of CRM.
- Business Metrics.
- Key Lessons Learnt.
42. The CRM Concept.
5The quality and history of your relationships is
perhaps the only source of competitive advantage
that ultimately cannot be copied Moira Clarke
6CRM in a Nutshell
1. Purpose of Business To create, maintain and
grow a customer. 2. Assumption Customers will
buy from the company they perceive as offering
the highest value. 3. Enabling
Deliverable Design align processes,
communication, technology people in support of
customer value. 4. Desired Outcome Long-term
mutually trusting and profitable relationships
with customers. 5. Constant Business
Rule Customer centricity.
What you think doesnt matter all that counts
is what your customers perceive.
7CRM Strategies extend beyond the four Ps
- Product
- Price
- Place
- Promotion
Once you have defined the target market an AR
is a commodity. There is absolutely no difference
between an AR on e-TV, SABC or M-net. Paul
Wilkins CEO MediaCompete
Source Payne, A.F.T. The Strategy of
Relationship Marketing
8The Learning Relationship
To enhance our customer relationships, we need
to acquire knowledge about the customer and be
able to develop insight into this knowledge. A
learning relationship between a customer and a
organisation gets smarter and smarter with every
single interaction
9Eating the Elephant
Retention Growth
Customer Value
Acquisition
Nr. of Customers
Source Adapted from various models
First do whats necessary, then whats possible
and soon youre doing the impossible Avalon Do
Santos
103. Key Drivers for Change
11What are the most significant challenges
marketers face today?
- Getting better financial measures of the impact
of marketing programs. (Metrics) - Developing more integrated information about
important customers. (360 degree CRM) - Getting marketing to be the company designer and
driver of market strategy. (Client Centricity)
Phillip Kotler 27/07/2006
12Key Business Challenges
- Single view of client interaction across business
units. - Consistent, sales process across departments.
- Centralised industry brand decision chains.
- Manage SLAs between departments.
- Understand and improve sales effectiveness.
- Decrease time spent on non sales activities.
- Improved sales forecasting ability.
- ROI of trade marketing efforts in supporting
sales. - Leverage an integrated SABC product offering.
- Implementation tool and metrics for sales
strategy.
Remember that CRM is a journey not a
destination
134. System Requirements
14Key System Requirements
- A flexible system that could easily adapt to our
ever-changing business requirements. - The high risk of user rejection placed the
emphasis on simplicity and usability. - Integration with existing data warehousing and
business management solutions. - Development and maintenance costs as well as
solution delivery time were major considerations. - The system had to adapt to our processes and not
force workarounds.
15Framework for System Assessment
- Business Continuity
- - Single view of client, Intellectual capital
etc. - Sales Effectiveness
- - Revenue growth, productivity etc.
- Customer Satisfaction
- - Increased efficiencies, turnaround time etc.
- Share of Process
- - Processes done via the system ? SABC Way
- Workflow Alignment
- - Alignment with daily activities?
- Linkage to Performance
- - Closing the Loop with KPAs Incentives ?
- Share of Team
- - How many people use it ?
- Share of Participation
- - Individual Transactions Captured ?
- Share of Risk
- - Did we capture all High Risk Info? If AE leaves
can we still mng. the portfolio ?
Adapted from KnowHouse
165. The Solution Maxxx
17- A CRM program is typically 45 percent dependant
on the right leadership, 40 percent on project
management implementation, and 15 percent on
technology. - Edmond Thompson of the Gartner Group
18The System
196. User Adoption ABC of CRM.
20The Challenge
The good always gets in the way of the
better Carl Jung
21 of CRM
A
B
C
Connect. Communicate. Collaborate.
22 of CRM
A
B
C
Xcellerate. Xponential. Xpenditure.
23Xpectation from Users
A
- ctivities
- - Record all business activities client
interaction. - rand chain
- - Take ownership of changes within portfolio
brand chains. - ommit collaborate
- - Commit to consistent business processes
SLAs across business units.
B
C
Never ask the same thing twice !
24Outline for Change Plan
"If you don't like change, you're going to like
irrelevance even less." General Eric Shinseki,
retired COS, US Army.
Adapted from KnowHouse
25Are you switched on ?
It can only work if you do.
26Accountability Matrix
User Participation
Business Process
Business Case / Deliverables
- Drives participation in training and change
management engagement sessions. - Drives monitors system usage.
- Enforces the new CRM process as the single SABC
way. - Drives CRM through governance, management
reporting and meetings. - Supports UAT / Mgt. teams to drive adoption of
templates, SLAs and standard processes.
- Takes ownership for the realisation of the
validated business case in terms of cost savings
and revenue generation. - Drives need for the CRM project in each business
unit. - Drives integration into performance management
and incentive structure.
- Provides opportunities for UAT, process
template creation. - Supports internal SLA negotiation adoption.
- Provides outlook and CRM training and access to
the system. - Provides super- end user training user
support. - Provides an intuitive and effective CRM
application.
- Maps processes and presents to UAT / Mgt. teams.
- Proposes standard format SLAs, Content
templates. - Offers an intuitive process flow reporting
structure.
- Develops a benchmarked business
case opportunity statement. - Proposes performance management incentive
integration approach. - Engages with stakeholders on steercoms behalf
for this integration.
27Behavioural Change and Training Grid
E.g. A Day in the life of an Account Executive
28CRM Roadmap for Sales Marketing Modules
297. Business Metrics.
30 If you cannot measure it if you cannot
express it in quantitative terms then your
knowledge is of a meager and insignificant kind
Lord Kelvin
318. Key Lessons Learnt.
32Key Lessons Learnt
- Establish a solid governance structure and
effective escalation procedures. Steering
Committees should solve problems, not create
them. - Concur on success metrics before embarking on
CRM. Quantify your goals for both hard and soft
metrics. - It is crucial to transfer ownership and
accountability to executive and especially line
management. - Do not rush the planning phase. Insist on
detailed blueprint specifications with screen
shots, as well as a prototype. - User and management behaviour can only be
influenced if there is consequence for
non-compliance. Positive or negative
reinforcement. - Remain focused on end-user functionality, they
ultimately determine the success of the project.
Keep it as simple as possible. - Purposely manage and mitigate risk factors. If
you see a snake kill it! - Confront the men and women of sin. 20
Resistors in most teams. - Ensure your implementation partners have the
relevant skills, knowledge, manpower and
experience to implement successfully. - Data integrity is the lifeblood of an effective
CRM solution.
33Profit is the applause you get for taking care
of your customers Ken Blanchard
34