Description
This is a presentation about customer relationship management system implementation at Avaya global connect limited.
CUSTOMER RELATIONSHIP MANAGEMENT
AT AVAYA GLOBAL CONNECT LIMITED
Presented ByRiddhima Agarwal(104) Harpreet Khandpur(127) Priyanka Kohli(129) Jubin pandey(139) Vidhi Patel(140) Devvya Sharma(146)
Company Snapshot- Avaya GlobalConnect
Ltd.
• Formerly TATA Telecom-leading providers of Enterprise Communication solutions • Market leader in Contact-centre solutions with 50% market share • More than 6000 customers (Wipro, EDS, ICICI Bank), over 500 associates and $87 million annual revenues
History
• Main focus on manufacturing, no focus on customers • Lost to competitors and international clients due to lack of end-to-end solutions • Need to change led to restructuring of the company?s operations • Enlarged product portfolio • Empowerment of employees
The System that was..
• Rudimentary self-developed ERP system • Oracle database with no integration at national level • System only supported operational mngt with no customer relationship mngt • No concept of pre-sales and lead management was regionalized • No central database for all leads • Very tedious, time-consuming and manual process relying on judgement of sales engineer • ONLY SOLUTION:an integrated CRM package
Need for CRM
• Optimize customer related activities • Cannot base leadership on product innovation and operational efficiency alone • Customer visibility must include enterprise-wide information about customers • Platform for business agility
What is CRM?
Modules of CRM
The New system arrives..
• Had to support pre-sales and lead mngt as well as campaign mngt • Post-sales process was also an issue • Old ERP system was scrapped in Oct.,2001 and new SAP R/3 was put into place by July 2002 • mySAP CRM capabilities for presales and lead management came online between October 2002 and March 2003 • Team members send to Germany for training • By fall of 2003, the company had implemented the full range of the mySAP CRM solution?s capabilities • Lately updated system with SAP Business Intelligence and SAP Enterprise Portal
Lead Management System
What is a Lead:
? Lead is a business transaction ? Describes, stores, updates, and manages the potential interest of (and interaction with) a business partner over a certain timeframe ? Both customers and prospects are leads
Lead Management System
Constituents of a Lead:
• Lead Origin
? Determines source from which lead arose ? May be analyzed to determine what proportion of sales revenue to be attributed to which sources
• Lead Group
? Classification of leads into different groups ? Used for reporting purposes
• Lead Priority
? Classification of leads on importance ? Determines order of processing
• Lead Qualification Level
? An iterative and interactive process by which a lead may be processed several times over a given period ? Lead assigned a status-”lost”, ”in-process”, ”won” or “cold”, “warm”,
“hot”
Lead Management System
Use of Leads:
?Used to qualify a business partner's interest in a particular product or in making a purchase ?To influence this interest ?Once lead reaches a given status-passed onto “Sales” as decision support for creating an Opportunity
Lead Management System
Functions in Lead Management:
• Create a Lead
? Role assigned to Call Centre agent or any employee like Sales Coordinator
• Assign a Lead
? Anybody in chain Agent? Sales Coordinator? Relationship Manager with authority to assign ? Only leads with from new accounts go to Relationship Manager
• Accept/Reject a Lead
? AMT accepts or rejects lead after qualification process ? Accepted lead creates an Opportunity
Opportunity Management System
What is an Opportunity:
?Leads which have been qualified and accepted by AMT for sales processing ?Recognized possibility for an enterprise ?The customers (sales prospects), their requested products and services, the total volume of the customer project, the potential sales volume, and an estimated sales probability
Opportunity Management System
Life cycle of an Opportunity:
? Goes through Sales cycle which is divided into phases ? The sales cycle is defined according to time, from the start date to the estimated end date of an opportunity ? A phase is a section of the sales process, in which specific activities are carried out. ? A phase could be, for example: "pre-selection", "first contact", "presentation", "quotation phase" or "contract phase". ? The sales process ends with a sales order or a rejection.
Opportunity Management System
Structure of an Opportunity:
? Partner information ? Customer (sales prospect), contact person ? Sales employee responsible, further sales employees including internal and external partners ? Information about the sales cycle ? Sales cycle ? Start date and estimated end date of the sales project ? Current phase within the sales cycle and date on which this phase began
Opportunity Management System
Structure of an Opportunity:
? Estimated sales probability within the current phase ? Status of the opportunity and the date since the opportunity has had this status ? Reason for status (won …, lost …) ? Forecast Data ? Expected (estimated) sales volume for opportunity ? Expected net value of products or services (this is the cumulated, expected product value from the items) ? Budget, which the customer (sales prospect) has access to for the project
Opportunity Management System
Use of an Opportunity:
An opportunity provides the frame for presenting sales projects from the very start, and tracking their progress
Types of Opportunities:
Depending upon the complexity of case: ? TTL Sales Opportunity: small opportunities ? TTL Sales Methodology: large opportunities ? TTL Tender Opportunity: tender opportunities
Opportunity Management System
Sales Methodology:
Consists of the following elements:
?Sales assistant ?Project goals ?Buying center ?Competitor analysis ?Opportunity assessment ?Opportunity plan
Opportunity Management System
• Sales Assistant:
?Leads the sales employee through a structured sales process, and supports him in planning his sales activities, without restricting his freedom. ?Provides the sales employee with a checklist of recommended activities and tasks that he should execute in this phase
• Project Goals:
?Helps to define both the short and long-term customer and company objectives ?Recorded in predefined formulas and accessible to all involved in sales process
Opportunity Management System
• Buying Centre:
? Understanding the customer?s organization and all contact people ? Recognize and fill gaps ? "Who makes the final decision?" "On whom does the approval of the project depend?" "Who benefits from your solution?" "What does the relationship network look like?
• Competitor Analysis:
? “Who are your competitors?” “ Their strengths and weaknesses” “Solutions they offer” “Customers view of them” ? Helps define an effective counter strategy
Opportunity Management System
• Opportunity assessment:
? Assessment of potential sales volume and chance of winning vs the investment ? Identification of risks and corrective actions to be taken ? Forecasting of chance of success
• Opportunity Plan:
? combines all the key information about a sales opportunity ? provides an extensive overview of the current status of the project
Opportunity Management System
• Opportunity Plan-Structure:
? Project overview (Expected sales volume, customer budget, chance of success, phase in sales cycle, closing date, sales team, customer objectives and sales objective) ? Product overview (Products, quantities, expected product value and net value) ? Buying center (Buying center of the customer or prospect and roles with described attributes, such as influence, opinion, decision criteria and value proposition) ? Competitor analysis (strengths, weaknesses and strategy) ? Opportunity assessment (An estimate of the sales employee and the chance of winning calculated by system) ? Activity plan (An overview of all activities, the employee responsible, and the degree of completion)
Campaign Management System
• One can use this business scenario to cover the complete process for running a campaign starting with market analysis, continuing with execution of the campaign, and ending with the closure of the campaign and analysis of the results. Process flow
– – – – – – Marketing Planning and Budgeting Campaign Development in CRM Campaign Planning in CRM Segmentation in CRM Campaign Execution Campaign Analysis
•
Marketing Planning and Budgeting
Campaign Development in CRM
• Create campaign collaterals according to execution channel • Create and maintain campaigns and campaign elements • Model campaign process
Campaign Planning in CRM
Interaction Centre for Better Service Delivery
• The mySAP CRM interaction center capabilities enable call takers to log calls, allocate them to the appropriate service engineer, and escalate the call as necessary • The following steps in CRM ensure that service levels are continuously met.
? Information Help Desk ? Complaints Processing with Interaction Center
Various Business Documents and Reports
Business Documents
“Customer PO”
• •
•
First SAP transaction after a PO is received SO cannot be created without the presence of a corresponding „Customer PO? There can be more than one SO which can be linked to one „Customer PO?
“Customer PO”
“Customer PO”
“Create Quotation”
• A firm quote is created only once a deal is concluded • Contains the following information:
? The deal was through channel partners or was it directly concluded through the company?s sales representative? ? What were the products sold and at what price? ? Who was the customer and where were the goods agreed to be delivered? ? The price listing, price discounts if any, terms of trade agreed upon like credit or even the type of sales if it?s to be domestically sourced or was it high seas?
“Create Quotation”
“Create Quotation”
“Create Quotation”
“Create Quotation”
“Sales Order” (ODF)
• Sales order can only be created as a follow-up transaction to a Quotation • Sales Order can be of 3 types:
?AGCL Standard order ?AGCL B2B/High Sea Sales ?AGCL NSG Order
“Sales Order” (ODF)
Selected items – Order List
“Sales Order” (ODF)
“Sales Order” (ODF)
“Sales Order” (ODF)
“Changing Role of Prospect”
• After the Quotation is created and entered into the system and before a Sales Order is created for a first time customer, the role for TTL Prospect has to be extended to „Sold to Party? • Done by the Data Management team
“Changing Role of Prospect”
“Changing Role of Prospect”
MIS Reports
“List of Sales Orders Report”
“List of Sales Orders Report”
“Opportunity Plan”
DSS Reports
“Sales Performance Review Sheet”
WIN/LOSS Sheet
EIS Reports
“Competitor Analysis”
“Competitor Analysis”
“Management’s Report on Year End Forecast for Sales”
Conclusion
Key benefits • Enhanced customer service/greater customer satisfaction because of better customer management • Sharper competitive edge through increased business intelligence generated through collated business knowledge collected out of the business experience that company as a whole generates • None of the knowledge and insights that are generated are lost but stored and used for future business processes leading to a better company • All access to various points of customer interactions be it channel partners or tele-marketers is available to every person in the organization • The system is well integrated with the ERP of the company leading to less redundancy, savings of time and cost, backward linkages to track an order and seamless flow of information. • The system allows for a comprehensive and unified view of company?s customers, so that they can understand them better and support them in a more effective manner • Improved service for channel partners
What the Future holds…
• Business Intelligence Expansion • Focus on dedicated staff and training • Create effective channel to communicate business requirement and identify the processes that can be changed
doc_729252330.pptx
This is a presentation about customer relationship management system implementation at Avaya global connect limited.
CUSTOMER RELATIONSHIP MANAGEMENT
AT AVAYA GLOBAL CONNECT LIMITED
Presented ByRiddhima Agarwal(104) Harpreet Khandpur(127) Priyanka Kohli(129) Jubin pandey(139) Vidhi Patel(140) Devvya Sharma(146)
Company Snapshot- Avaya GlobalConnect
Ltd.
• Formerly TATA Telecom-leading providers of Enterprise Communication solutions • Market leader in Contact-centre solutions with 50% market share • More than 6000 customers (Wipro, EDS, ICICI Bank), over 500 associates and $87 million annual revenues
History
• Main focus on manufacturing, no focus on customers • Lost to competitors and international clients due to lack of end-to-end solutions • Need to change led to restructuring of the company?s operations • Enlarged product portfolio • Empowerment of employees
The System that was..
• Rudimentary self-developed ERP system • Oracle database with no integration at national level • System only supported operational mngt with no customer relationship mngt • No concept of pre-sales and lead management was regionalized • No central database for all leads • Very tedious, time-consuming and manual process relying on judgement of sales engineer • ONLY SOLUTION:an integrated CRM package
Need for CRM
• Optimize customer related activities • Cannot base leadership on product innovation and operational efficiency alone • Customer visibility must include enterprise-wide information about customers • Platform for business agility
What is CRM?
Modules of CRM
The New system arrives..
• Had to support pre-sales and lead mngt as well as campaign mngt • Post-sales process was also an issue • Old ERP system was scrapped in Oct.,2001 and new SAP R/3 was put into place by July 2002 • mySAP CRM capabilities for presales and lead management came online between October 2002 and March 2003 • Team members send to Germany for training • By fall of 2003, the company had implemented the full range of the mySAP CRM solution?s capabilities • Lately updated system with SAP Business Intelligence and SAP Enterprise Portal
Lead Management System
What is a Lead:
? Lead is a business transaction ? Describes, stores, updates, and manages the potential interest of (and interaction with) a business partner over a certain timeframe ? Both customers and prospects are leads
Lead Management System
Constituents of a Lead:
• Lead Origin
? Determines source from which lead arose ? May be analyzed to determine what proportion of sales revenue to be attributed to which sources
• Lead Group
? Classification of leads into different groups ? Used for reporting purposes
• Lead Priority
? Classification of leads on importance ? Determines order of processing
• Lead Qualification Level
? An iterative and interactive process by which a lead may be processed several times over a given period ? Lead assigned a status-”lost”, ”in-process”, ”won” or “cold”, “warm”,
“hot”
Lead Management System
Use of Leads:
?Used to qualify a business partner's interest in a particular product or in making a purchase ?To influence this interest ?Once lead reaches a given status-passed onto “Sales” as decision support for creating an Opportunity
Lead Management System
Functions in Lead Management:
• Create a Lead
? Role assigned to Call Centre agent or any employee like Sales Coordinator
• Assign a Lead
? Anybody in chain Agent? Sales Coordinator? Relationship Manager with authority to assign ? Only leads with from new accounts go to Relationship Manager
• Accept/Reject a Lead
? AMT accepts or rejects lead after qualification process ? Accepted lead creates an Opportunity
Opportunity Management System
What is an Opportunity:
?Leads which have been qualified and accepted by AMT for sales processing ?Recognized possibility for an enterprise ?The customers (sales prospects), their requested products and services, the total volume of the customer project, the potential sales volume, and an estimated sales probability
Opportunity Management System
Life cycle of an Opportunity:
? Goes through Sales cycle which is divided into phases ? The sales cycle is defined according to time, from the start date to the estimated end date of an opportunity ? A phase is a section of the sales process, in which specific activities are carried out. ? A phase could be, for example: "pre-selection", "first contact", "presentation", "quotation phase" or "contract phase". ? The sales process ends with a sales order or a rejection.
Opportunity Management System
Structure of an Opportunity:
? Partner information ? Customer (sales prospect), contact person ? Sales employee responsible, further sales employees including internal and external partners ? Information about the sales cycle ? Sales cycle ? Start date and estimated end date of the sales project ? Current phase within the sales cycle and date on which this phase began
Opportunity Management System
Structure of an Opportunity:
? Estimated sales probability within the current phase ? Status of the opportunity and the date since the opportunity has had this status ? Reason for status (won …, lost …) ? Forecast Data ? Expected (estimated) sales volume for opportunity ? Expected net value of products or services (this is the cumulated, expected product value from the items) ? Budget, which the customer (sales prospect) has access to for the project
Opportunity Management System
Use of an Opportunity:
An opportunity provides the frame for presenting sales projects from the very start, and tracking their progress
Types of Opportunities:
Depending upon the complexity of case: ? TTL Sales Opportunity: small opportunities ? TTL Sales Methodology: large opportunities ? TTL Tender Opportunity: tender opportunities
Opportunity Management System
Sales Methodology:
Consists of the following elements:
?Sales assistant ?Project goals ?Buying center ?Competitor analysis ?Opportunity assessment ?Opportunity plan
Opportunity Management System
• Sales Assistant:
?Leads the sales employee through a structured sales process, and supports him in planning his sales activities, without restricting his freedom. ?Provides the sales employee with a checklist of recommended activities and tasks that he should execute in this phase
• Project Goals:
?Helps to define both the short and long-term customer and company objectives ?Recorded in predefined formulas and accessible to all involved in sales process
Opportunity Management System
• Buying Centre:
? Understanding the customer?s organization and all contact people ? Recognize and fill gaps ? "Who makes the final decision?" "On whom does the approval of the project depend?" "Who benefits from your solution?" "What does the relationship network look like?
• Competitor Analysis:
? “Who are your competitors?” “ Their strengths and weaknesses” “Solutions they offer” “Customers view of them” ? Helps define an effective counter strategy
Opportunity Management System
• Opportunity assessment:
? Assessment of potential sales volume and chance of winning vs the investment ? Identification of risks and corrective actions to be taken ? Forecasting of chance of success
• Opportunity Plan:
? combines all the key information about a sales opportunity ? provides an extensive overview of the current status of the project
Opportunity Management System
• Opportunity Plan-Structure:
? Project overview (Expected sales volume, customer budget, chance of success, phase in sales cycle, closing date, sales team, customer objectives and sales objective) ? Product overview (Products, quantities, expected product value and net value) ? Buying center (Buying center of the customer or prospect and roles with described attributes, such as influence, opinion, decision criteria and value proposition) ? Competitor analysis (strengths, weaknesses and strategy) ? Opportunity assessment (An estimate of the sales employee and the chance of winning calculated by system) ? Activity plan (An overview of all activities, the employee responsible, and the degree of completion)
Campaign Management System
• One can use this business scenario to cover the complete process for running a campaign starting with market analysis, continuing with execution of the campaign, and ending with the closure of the campaign and analysis of the results. Process flow
– – – – – – Marketing Planning and Budgeting Campaign Development in CRM Campaign Planning in CRM Segmentation in CRM Campaign Execution Campaign Analysis
•
Marketing Planning and Budgeting
Campaign Development in CRM
• Create campaign collaterals according to execution channel • Create and maintain campaigns and campaign elements • Model campaign process
Campaign Planning in CRM
Interaction Centre for Better Service Delivery
• The mySAP CRM interaction center capabilities enable call takers to log calls, allocate them to the appropriate service engineer, and escalate the call as necessary • The following steps in CRM ensure that service levels are continuously met.
? Information Help Desk ? Complaints Processing with Interaction Center
Various Business Documents and Reports
Business Documents
“Customer PO”
• •
•
First SAP transaction after a PO is received SO cannot be created without the presence of a corresponding „Customer PO? There can be more than one SO which can be linked to one „Customer PO?
“Customer PO”
“Customer PO”
“Create Quotation”
• A firm quote is created only once a deal is concluded • Contains the following information:
? The deal was through channel partners or was it directly concluded through the company?s sales representative? ? What were the products sold and at what price? ? Who was the customer and where were the goods agreed to be delivered? ? The price listing, price discounts if any, terms of trade agreed upon like credit or even the type of sales if it?s to be domestically sourced or was it high seas?
“Create Quotation”
“Create Quotation”
“Create Quotation”
“Create Quotation”
“Sales Order” (ODF)
• Sales order can only be created as a follow-up transaction to a Quotation • Sales Order can be of 3 types:
?AGCL Standard order ?AGCL B2B/High Sea Sales ?AGCL NSG Order
“Sales Order” (ODF)
Selected items – Order List
“Sales Order” (ODF)
“Sales Order” (ODF)
“Sales Order” (ODF)
“Changing Role of Prospect”
• After the Quotation is created and entered into the system and before a Sales Order is created for a first time customer, the role for TTL Prospect has to be extended to „Sold to Party? • Done by the Data Management team
“Changing Role of Prospect”
“Changing Role of Prospect”
MIS Reports
“List of Sales Orders Report”
“List of Sales Orders Report”
“Opportunity Plan”
DSS Reports
“Sales Performance Review Sheet”
WIN/LOSS Sheet
EIS Reports
“Competitor Analysis”
“Competitor Analysis”
“Management’s Report on Year End Forecast for Sales”
Conclusion
Key benefits • Enhanced customer service/greater customer satisfaction because of better customer management • Sharper competitive edge through increased business intelligence generated through collated business knowledge collected out of the business experience that company as a whole generates • None of the knowledge and insights that are generated are lost but stored and used for future business processes leading to a better company • All access to various points of customer interactions be it channel partners or tele-marketers is available to every person in the organization • The system is well integrated with the ERP of the company leading to less redundancy, savings of time and cost, backward linkages to track an order and seamless flow of information. • The system allows for a comprehensive and unified view of company?s customers, so that they can understand them better and support them in a more effective manner • Improved service for channel partners
What the Future holds…
• Business Intelligence Expansion • Focus on dedicated staff and training • Create effective channel to communicate business requirement and identify the processes that can be changed
doc_729252330.pptx