Creating a Customer Centric Enterprise Track: Large

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Creating a Customer Centric Enterprise
Track Large Enterprise Deployments

• Mark Newhall, Corporate Express
• Randy Rodriguez, GMAC Mortgage
• Eric Gist, Accenture

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Mark Newhall
Vice President Customer Care / Quality Systems
m.newhall_at_cexp.com
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Corporate Express North America at a Glance

• Subsidiary of Buhrmann NV (NYSEBUH)
• Leading B2B supplier of essential office
  computer products and services
• 2005 sales of 4.6 billion (NA)
• Fully-integrated product offering
• Office Computer Supplies
• Desktop Software
• Promotional Products
• Office Furniture Design
• Janitorial / Sanitary Products
• Imaging Graphics Supplies
• Document Print Management
• 2,000 Sales Professionals 550 Customer Care
  Advisors

INDUSTRY Distribution of Business Products
Services
EMPLOYEES 20,000 (global)
GEOGRAPHY Global
USERS 4,600
PRODUCT(S) USED SFA, Service Support
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Definition of Customer Centricity

• Achieving an effective customer cadence across
  geography and channels
• Following integration of acquisitions (500), a
  need to consistently focus on, understand,
  respond and measure customer needs
• Differentiate the experience our customers have
  with CE versus our competition

• Deeper product line penetration
• Moving from satisfied to loyal
• Improve retention
• Measure channel activity develop joint action
  plans
• Achieve a multi-dimensional view of contacts and
  customers

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Overview of the Journey

• Introspective study of all contact channels
• Customer and salesperson focus groups
• Best-in-class engineering
• Delivery of a multi-year strategy and approach,
  including clear articulation of fundamental
  building blocks

DEPLOYMENT DETAILS

• SFA
• Customer Care
• Support (Case)
• Telephony Integration
• New approach to training
• Integrate sales channels
• Future Case Enhancements, Marketing, Self-Service

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Key Steps to Embark on this Journey

• Identify where core customer intelligence resides
  start there and build
• On-demand model critical to our success
• Requires the attention and direct support of
  senior management
• Creating a new culture not easy
• Sales Successes
• Case Management

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Roadblocks to Success

• Disciplined Program Management required
• Same business, change in process
• Driving the culture shift required
• Our mantra the destination is worth the journey

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Results

• SFA 94 compliance
• SAS 100 compliance
• Recognizing contacts (screen-pop) 47 and
  rising
• Focus on exceptions to first-call resolution
• Mining sharing data with strategic customers
  and internal functions
• Voice of our customer

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Randy Rodriguez
Vice President
randy.rodriguez_at_gmacm.com
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GMAC Mortgage at a Glance

• 6th Largest Mortgage Lender
• 1,200 certified reps in 300 branches nationwide
• Wholly-owned subsidiary of GMAC Financial Services

INDUSTRY Residential Mortgage Lending
EMPLOYEES 14,000
GEOGRAPHY U.S.
USERS 309
PRODUCT(S) USED SFA, S-Controls, 3
downloaded AppExchange applications
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Definition of Customer Centricity

• A centralized point from which each business unit
  can work to meet all of the customers home
  buying, selling, and financing needs
• In the Beginning The List of Opportunities
  Salesforce as the Data Repository
• GMAC needed a platform for focused sales
  management to grow the GM Family, GM Fleet, and
  GM Supplier relationships
• Required maximum data security way to drive
  conduct codes across entire sales organization
• Enhance professional unified face to GM's own
  employee key business associates' network
• Significant increase in sales lending volume

• Cost containment
• Increase revenue
• Become efficient
• Connect sales structure

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Overview of the Journey

• A Business Development System Thats Simple
• Receiving and Assigning Accounts
• Holding Our Sales Teams Accountable for Accounts
  Received and Assigned
• Our Retail Lending channelcascading from
  Divisional, Regional, Branch Management to
  individual specialized sales reps
• Executive VP buy-in to support accountability of
  the sales organization

DEPLOYMENT DETAILS

• Enterprise Edition 85 Users for Sales Support
• Limited Edition 224 Users for Account
  Assignments
• Integration points Future Home Buyers
  Marketing
• Field Management Training
• Adoption
• Continuously matching data for corporate linkage
  and our own production

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Key Steps to Embark on this Journey

• Evaluating the current sales process
• Envisioning the ability to distribute accounts
  via expanding the current sales process to
  self-service account assignments
• This was the first endeavor to build out a
  mechanism for field managers to receive and
  assign out accounts to their branch reps
• New executive leadership wanted tangible metrics
  of business development efforts with conversion
  to loan production

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Roadblocks to Success

• Adoption statistics and number of unassigned
  accounts assigned
• Performance was initially impacted by amount of
  data in S-controls. Integration Services
  delighted us with their escalation process and
  performance remedy
• External partners are continuously relied upon
  for data hygiene
• Conference calls before the rollout mass email
  communication regional rollouts
• This is a journey we continue to seek new
  levels of cascading deployment to the hierarchy
  of additional roles

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Results

• We are able to self-manage our channel sales
  force one repository for data makes for cleaner
  and more consistent reporting
• 78 of endorsed opportunities are being managed
• Our internal customers (field managers) are more
  focused on managing accounts they are being held
  accountable for
• Nextdeployment to sales reps in the branch
  network (our loan officers)

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Results

• Other strategic business units are now embarking
  upon launching the application

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Eric Gist
Sales Enablement Practice Lead
eric.p.gist_at_accenture.com
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Accenture at a Glance

• Leading Professional Services Firm
• 1 CRM Practice Global Scale
• Dedicated Practice - Salesforce for the
  Enterprise
• 450M Investment in SOA/ Commercial Solutions

INDUSTRY Professional Services
EMPLOYEES 130,000
GEOGRAPHY Global
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Customer loyalty - The sad facts

• Flat and dropping customer satisfaction levels
• Fixed line telephony 1.4
• Wireless telephony 3.2
• Electronic appliances 1.2
• Speciality retail 1.3
• Banks 0
• Life Insurance 0
• Defection levels increased from 16.9 average in
  2003 growing to 19.1 in 2005

• Demanding Consumers
• Access to more information
• More choice than ever before
• Harder to reach and harder to impress
• Nominal cost of leaving

• Increasing Market Pressure
• Commoditization
• Brand fragmentation
• Convergence
• Superbrand power

• Company Challenges
• Difficult to get a holistic view of the customer
• Difficult to create relevant messages and offers
• Struggle to strategically balance acquisition and
  retention

American Customer Satisfaction Index Q1 2005
compared with Q1 2004 American Customer
Satisfaction Index Q4 2005 compared with Q4 2004
Group 1 Software a division of Pitney Bowes
Company
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Loyal customers are a key enabler of top line
business growth

• Customer loyalty is important because value can
  be created more easily from customers who are
  loyal
• it typically costs less to retain than acquire
• It provides pricing power in the marketplace and
  protection from competitive threat
• It provides a platform for stronger, deeper
  relationships with customers
• Our High Performance research highlighted that 5
  key marketing capabilities have a central and
  direct impact on a companys ability to achieve
  high customer loyalty.
• Customer loyalty in turn has a direct impact on
  value generation -gtgt High performers increased
  revenues by 40 and profits by 38 leading to an
  increase in shareholder value of 38

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Many organizations have adopted highly successful
differentiating capabilities to become
customer-centric
Branded Customer Experience
Services Bundling
Deep Customer Insight
Building a superior offer with deep data insights
from a Rewards Program
Delivering an innovative branded customer
experience
People with bundles are 10 less likely to switch
carriers in search of a better deal.
Value
Excellence in Employees
Brand Re-Invention
Imprinting a culture and value system. Starbucks
achieved employee turnover of 60 compared to
industry average of 150
Reinventing the brand by focusing on quality
despite decades of poor customer perception
Focusing relentlessly on value for customers
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Our study revealed the strongest factors that
customers say will drive them to be more
loyalBut what do companies have to do to meet
those needs?
Create differentiation
Innovate
Understand Customers Needs Better
Excel on core competence
Surprise and Delight
Listen and understand
Recognize and Reward
Source Accentures 2005 Loyalty Study of 2010
consumers in the US and UK
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Customer Centricity is established at many points
across the organization
Human Resources
Product and Pricing
Operations
Marketing
Sales and Service

• Does the leadership value loyalty?
• Is the company culture customer centric?
• Are employees seen as assets that can drive
  loyalty?

• Are the products/ services what the markets needs
  and wants?
• Is the quality good enough?
• Are the products/ services desirable?
• Do customers perceive value for money?

• Is the business able to cope with demand?
• Are operational measures for productivity and
  quality driving loyalty?

• Do we acquire customers in a targeted way?
• Do we retain customers with higher propensity for
  loyalty?
• Is value growth targeted to customer segments?
• Do we measure, manage and improve loyalty?

• Are we responding to customers appropriately?
• Do we win back lost customers?
• Do we know why customers leave?
• Are Moments of Truth understood?
• Is next best part of our service?

Loyalty Considerations
Consideration list is not exhaustive
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Customer Centricity Framework
to drive
Strategy
Insight
Customer Advocacy
Customer Loyalty
Customer Satisfaction
right customer
right action
Compelling Value Proposition
Enablers right tools
Customer Experience
Employee Engagement
Employee Satisfaction
Execution
Measurement
right delivery
right measure
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QUESTION ANSWER SESSION
Moderated By
CINDY WARNER
Senior Vice President Global Integration Services
Salesforce.com
MARK NEWHALL
Vice President Customer Care/Quality Systems
RANDY RODRIGUEZ
Vice President
ERIC GIST
Sales Enablement Practice Lead
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