Microsoft SITO SUMMIT 07' The Connected Customer: SABC Case Study

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Microsoft SITO SUMMIT 07.The Connected
Customer SABC Case Study

• 15 May 2007

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Introduction
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.
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Agenda

• Introduction
• The CRM Concept.
• Key Drivers for Change.
• System Requirements.
• The Solution Maxxx
• User Adoption ABC of CRM.
• Business Metrics.
• Key Lessons Learnt.

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2. The CRM Concept.
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The quality and history of your relationships is
perhaps the only source of competitive advantage
that ultimately cannot be copied Moira Clarke
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CRM 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.
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CRM 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
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The 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
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Eating 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
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3. Key Drivers for Change
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What 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
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Key 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
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4. System Requirements
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Key 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.

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Framework 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
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5. The Solution Maxxx
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• 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

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The System
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6. User Adoption ABC of CRM.
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The Challenge
The good always gets in the way of the
better Carl Jung
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of CRM
A
B
C
Connect. Communicate. Collaborate.
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of CRM
A
B
C
Xcellerate. Xponential. Xpenditure.
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Xpectation 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 !
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Outline 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
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Are you switched on ?
It can only work if you do.
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Accountability 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.

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Behavioural Change and Training Grid
E.g. A Day in the life of an Account Executive
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CRM Roadmap for Sales Marketing Modules
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7. Business Metrics.
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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
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8. Key Lessons Learnt.
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Key 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.

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Profit is the applause you get for taking care
of your customers Ken Blanchard
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• Thank You !