Customer Relationship Management
IS 6800 Oral Group Presentation
Karen Craig
Anthony Cronin
Christine Murphy
1
What is CRM?

“Any application or initiative designed to help an
organization optimize interactions with customers,
suppliers, or prospects via one or more touch points –
such as a call center, salesperson, distributor, store,
branch office, Web, or e-mail – for the purpose of
acquiring, retaining, or cross-selling customers.”
Ability to leverage customer data creatively, effectively,
and efficiently to design and implement customerfocused strategies
Existed for approximately 10 years
(Ref. 1)
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(Ref. 2)

2
(Ref. 2)
What is CRM?


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3
Primarily based on marketing and analysis of
consumer behavior
Creating personalized, one-to-one products or services
for customers
Goal is to achieve increased customer satisfaction and
loyalty along with increased revenue
Gives companies the ability to “more effectively select,
attract, retain, and even grow customers.”
72% of 451 senior executives surveyed said they plan
to have CRM programs in place by the end of the year
(Ref. 3, 4, 5)
What is CRM?
4
(Ref. 6)
CRM Technologies
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5
Databases
Personalization Engines
Targeted Marketing
Response Function Analysis
Online Preference Surveys
Programs to track customer behavior
(Ref. 7, 8)
Components of CRM

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6
Applications – do the work
Infrastructure – mode to share the data across
applications
Transformation – organizational change to reap the
benefits
(Ref. 1)
Cost of CRM


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7
2001 spending = $9.4 billion
2005 estimate = $30.6 billion
Large businesses spend $30m-$90m over a three year
period
(Ref. 9)
Hidden Costs

40-75% of project costs are often underestimated
–
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8
Training
Maintaining Data
Software Integration
Project Management
(Ref. 9)
Success Rates
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9
12% of all CRM projects do not ever go live
Only 16% of CRM projects actually improved business
performance in a measurable way
CRM projects risk the highest rates of failure for
companies (32% -55% after one year)
Only 21% improved customer satisfaction
(Ref. 10, 11, 12)
CRM Leaders
10
CRM Leaders 
Company
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Strategy/Mission
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Siebel Analytics, Universal Application Network, MidMarket, ERM,
Siebel UCM
Most expensive in industry
Future
–
11
Add functionality by acquiring, merging, or signing strategic deals
Products
–

Market leaders
$93.4 billion in revenue in 2002
4500 employees in 28 countries
Primary targets are Global 2000
Repositioning themselves as an e-business company
Wireless
(Ref. 13)
CRM Leaders 
Company
–
–
–

Strategy/Mission
–
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mySAP Business Suite, SAP xApps, SAP Netweaver
Future
–
12
Pioneer and leader in the creation of delivery valued solutions
for strategic business processes that enables the customers’
realization of their business goals and objectives
Products
–

28,000 employees in 50 countries; headquartered in Germany
Provides collaborative business solutions for all types of
industries in every major market
2002 revenues = $8.7 billion
eLearning, Smart Items, Advanced Customer Interfaces,
Security, Interactive Application and Technology
(Ref. 14)
CRM Leaders 
Company
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–
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Strategy/Mission
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PeopleSoft & PeopleSoft CRM
Future
–
13
Best-of-breed solution for any given business process
Focus on back- and front-office and real-time interactions
between all parts of business
Products
–
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Acquired J.D. Edwards in July 2003
13,000 employees
$2.8 billion annual revenue 2002
Wireless & analytic
(Ref. 13)
CRM Leaders 
Company
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–

Strategy/Mission
–
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Unique in that it is completely web-based
Primarily works in government, financial issues, healthcare and hightech markets
$69 million in revenue in 2002
Help their customers win in the internet economy; highest customer
service satisfaction rating in the industry
Products
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Onyx Enterprise CRM
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Future
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14
Onyx Employee Portal
Onyx Partner Portal
Onyx Customer Portal
Expand wireless and international markets
(Ref. 13, 15)
CRM Leaders 
Company
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–
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Strategy/Mission
–
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Infinys, Atlys, ICOMS, WIZARD, customer care, contact
centers, employee care
Future
–
15
Provide billing, customer care, and transaction management
software and services that add value to our clients’ customer
and employee relationships
Products
–
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44,000 employees
$2.3 billion in revenue in 2002
Serves companies in communications, financial services, and
technology industries
Wireless
(Ref. 16)
Retaining Current Customers

16
Why retain vs. acquire?
– Web-specific: customer acquisition in terms of
dollars is 1.5 –2.5 times the value of an average
sale
– 5-15 times more costly to acquire new customers
than to retain current ones
– “Marketing to current customers delivers an ROI
that is 10-50 times greater than with prospect
campaigns”
(Ref. 13, 17)
Retaining Current Customers
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
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Acquiring new customers is typically the goal of CRM
providers
43% of all CRM retail financial services marketing
departments primary focus was new customer
acquisition; 9% focused on customer retention
Average cost to find a new customer = $280, average
cost to keep one = $58
New license revenue is down 24.7% in 2002 from 2001
–
17
This is a global phenomenon
(Ref. 18)
Retaining Current Customers

It is Better to Retain because:
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18
Lifetime duration of a customer and profitability show a positive
relationship
Costs of serving customers decrease over time
Long-life customers pay higher prices
(Ref. 19)
Case Study
19
History:
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20
First store opened in 1929 in London and grew to over
100 stores by the end of the 1930s
Tesco was reformatted in 1947 based off of the
American-style supermarket (pile it high and sell it
cheap)
Original emphasis was on self-service with suppliers
receiving Tesco’s attention
1990s copycat merchandising resulting in loss of
satisfaction of Tesco’s customers - “Doing a Tesco”
(Ref. 20)
Recovery:


21
Recovery Strategy
– Stop copycat merchandise strategy
– Institutionalize listening to customers
– Build merchandising offers based on Tesco
customers
Bricks in the Wall - no sweeping innovations, just
patient responses to customer needs
(Ref. 20)
Domestic Locations
22
(Ref. 21)
International Locations
23
(Ref. 21)
Financials
24
(Ref. 21)
Profit and Sales
25
(Ref. 21)
Organization
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Board
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Key Governing Structures
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26
8 Executive Directors
6 Independent Non-Executive Directors
Executive Committee - day-to-day business management
controls
Nominations Committee - 3 year rotational reassignment and
re-election duties associated with executive directors
Remunerations Committee -determination of executive
directors’ salaries, bonuses and share options
Audit Committee - monitoring the systems of internal control
Compliance Committee - ensures compliance with laws and
regulations
(Ref. 21)
IT Organization
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200 internal systems
Links to hundreds of suppliers
Communications across 700 sites
Over 700 IT employees
More than 5,000 office-based IT users to support
IT areas:
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–
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27
Technology and Architecture
Strategic Development
Service Delivery
Outsource selectively to multiple suppliers
(Ref. 22)
IT
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~$334 million a year spent on IT
To minimize IT costs, Tesco has:
(Ref. 23)
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Non-technical executives
Centralized software developments at a single site and
delivered to stores by Tesco’s private data networks(Ref. 23)
Maintained a close relationship with customers
Established “international competence centers” for technology
development (Ref. 23)
Unix-based system was not flexible enough to handle
rapid creation of new applications
2001, Tesco board decided to develop a new
architecture for building and hosting web-based
software
(Ref. 24)
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(Ref. 24)
28
Web-Enabled Infrastructure
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Back-end hosting architecture as central platform for all
Tesco applications to plug into
Web enabled application infrastructure
Allowed Tesco to bring new tools to the market faster
Planning in 2001 – development was outsourced and
began in 2002
Microsoft.net based development environment
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29
Front end – Microsoft Internet Information Server
Development environment – Microsoft.net’s framework
Back-end database – Microsoft SQL Server
(Ref. 24)
Web-Enabled Results
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30
Flexible, scalable web-based environment for building
and hosting new applications
Enables greater capacity to rapidly adjust to business
change
Enables Tesco to develop new products in-house or
buy off-the-shelf software
Cut Tesco’s time to market significantly
Project completed on time and on budget (no budget
figures available)
(Ref. 24)
Notable IT Ventures

Dunnhumby
(Ref. 25)
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IT Support Center
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31
Database marketing company who masterminded the
Clubcard
Tesco purchased 53% of Dunnhumby in 2001
Plans to create an offshore IT support center in India
Include transfer of 350 jobs to India
Grocery Products
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Tesco Express
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32
Convenience store usually found at gas stations
Aimed at local customers to “top up”
Grocery Products
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Tesco Extra
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33
Specializes in non-food items only
Grocery Products
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Tesco Superstore
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34
Food and non-food products
Comparable to SuperWalmart
Grocery Products
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Tesco Metro
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35
Urban convenience store (ready made meals)
Dedicated to retailers that want a small store environment
Grocery Products
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Tesco Direct
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36
Online shopping
Home delivery service
Other Products
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Financial Services (venture with RB of Scotland)
Tesco telecommunications
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–
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37
Tesco Talk
Tesco Mobile
Tesco.net
Tesco online travel service
(Ref. 20)
Customer Base
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Value Line Groceries – low-price/no frills aimed at the
lower economy
Tesco Finest – high end products for the upmarket
customers
Tesco Metro – aimed at office workers
More than 14 million customers in loyalty program
(Ref. 20)
CRM Strategy
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39
Balance the business in favor of the customer
Maintain customer loyalty
DATA, DATA, DATA
Qualitative research to understand customers
Develop specialty programs that meet customers’
interests
Know which markets and marketing strategies are the
most profitable
Ref. 26
CRM Initiatives
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Grocery Related
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40
Loyalty Card
Tesco Direct
Company Service Desk
Mobile Shopper
POS Till
Financial Services
41
42
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Use of Clubcard enables Tesco to maintain a database
on customers:
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–
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Demographic data
Lifestyle data
Total dollars spent on food items
Customer response to promotions(Ref. 27)
Developed customer “needs segments with each
segment receiving personalized coupons
(Ref. 27)
–
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Resulting in 90% redemption of promotional coupons (Ref. 28, 29)
Creation of up to 150,000 variations of promotion and
reward statements each quarter
Clubcard magazine sent to members designed and
produced to fit their life with 80,000 variations
(Ref. 27, 29)
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(Ref. 28)
43
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44
Offers points on purchases for customers
Gives small rebates to loyal customers
Customizes coupon offers to customers
85% of revenue and 62% of sales through Clubcard
(Ref. 26)
Direct
45
Direct
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Originally launched through phone and fax
Relauched for web - Microsoft developed website
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46
Reduced flexibility of delivery window
improved the order-picking process
Special software developed to manage the picking
operation, including routing and substitution
(Ref. 20)
Direct
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$56 million investment to implement online business
nationwide
Tesco.com became a wholly owned subsidiary of Tesco
plc in 1998
As of 2002:
(Ref. 30)
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(Ref. 30)
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(Ref. 20)
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Covered 95% of UK
Filled 100,000 orders per week
Worth 2% of Tesco’s total sales (nearly £10M)
Remembers previous shopping lists
Online orders are 2-3% more profitable than in-store
(Ref. 20)
(Ref.
31)
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Total profit margin between 10-12% after operational
costs
(Ref. 31)
47
Direct - How it works
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48
Register online
Place orders online - remembers previous shopping
lists
Pickers use specially designed shopping carts with a
touch screen to provide a set shopping path to fill
orders
Select 2-hour delivery window
Small delivery fee
49
50
51
Direct Benefits

Raised the odds that all products ordered would be
available
Each store’s server could save a history of each
customer’s favorite product
Stores could fine-tune wholesale orders
Allowed Tesco to maintain regional variations in
pricing, boosting its overall profits
Results in an annual $7M in profit
(Ref. 31)
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(Ref. 31)
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(Ref. 31)
(Ref. 31)
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52
(Ref. 32)
Financial Services
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53
Joint venture with Royal Bank of Scotland
Includes loans, insurance, credit cards, mortgages
Using information from loyalty card profiles are
produced of customers
Results in Tesco acquiring financial services for less
than half what it costs a bank
Clubcard vouchers can be used to buy motor
insurance
Personal Finance Success
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Profit of £96M in 5 years
Over 1.4 million new accounts opened
3.4 million customers
One of the UK’s top 10 providers for credit cards and
motor insurance
.net
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Part of Tesco’s expansion into retail
Free ISP
Ranked as the forth largest ISP in Britain
Enabled users to access internet to order goods from
Tesco.com
(Ref. 30)
(Ref. 30)
55
Customer Service Desk
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56
New web-based application
Till-based application for customer service issues
Electronically records dissatisfaction
Eliminates previous inefficient paper system
Improves process for both customers and store staff
(Ref. 24)
Mobile Shopper
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57
Microsoft® Windows® Powered Pocket PC 2002
based
Allows Tesco customers to log on and place orders
from anywhere
Orders will be ready for pickup or delivery
Allows Tesco.com to keep customers up-to-date with
product information and services
(Ref. 33)
POS Tills
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Replaced 16-bit applications for MS-DOS
Based off of Windows NT® Embedded solutions
Better service for customers
Give customer “single experience” shopping
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58
Access to product and promotional information
Access from supermarket, gas station, e-store
Allows employees to automatically receive messages
regarding pending tasks, schedule changes, product
information and break times
Overall lower costs for Tesco
(Ref. 34)
Benefits of CRM
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CRM enables Tesco to:
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Build mutual relationship with customers – providing rewards
in exchange for information
Find new customers more easily
Increase sales per customer
Save on the cost of promotions by promoting to loyal
customers as opposed to cherry pickers
Keep prices down on familiar/staple pricelines
Hold customer evenings to gather more information, bring in
new customers through referrals and improve their relationship
(Ref. 35)
Lessons Learned
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60
When in doubt, balance the business in the customer’s
favor
Get executives personally involved in customer service
Deliver a branded customer experience, regardless of
channel
Use low prices selectively, not as the primary value
proposition
Make customers partners in data collection activities
Mine loyalty program data for customer insight, then
act
(Ref. 26)
CRM Best Practices
61
CRM Best Practices

Gartner’s Eight Building Blocks of CRM
1.
2.
3.
4.
5.
6.
7.
8.
62
CRM Vision
CRM Strategy
Valued Customer Experience
Organizational Collaboration
CRM Processes
CRM Information
CRM Technology
CRM Metrics
(Ref. 36, 37, 38)
1.CRM Vision
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The CRM Vision should be:
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The Vision should describe what the customer-centric
enterprise should look like and provide a clear idea of:
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63
Created in the boardroom
Lead by a CEO who provides inspirational leadership and
created vision
Well-known and widely accepted by company and customers
Owned by the CEO
The Company’s value proposition
The desired customers
The benefits of CRM to enterprise strategy
The customer’s experience when dealing with the company
(Ref. 36, 37, 38)
Vision
64

CEO and Board responsible for CRM initiatives

CRM initiatives are managed by non-technical
executives
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The CRM Vision is the backbone of Tesco

The CRM Vision is accredited with obtaining over 14
million new customers
2. CRM Strategy
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CRM Strategy is created by:
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65
Auditing customers’ value, loyalty and satisfaction
Segmenting customers in focal groups
Setting customer objectives, acquisitions, retention and
development
Defining metrics for monitoring the execution of strategy,
satisfaction, loyalty and cost to serve
Outlining the strategy for the customization by-product
segment, pricing, communication and contact, channel,
customer service and segment management
Specifying the customer infrastructure required to direct the
other operational strategies
(Ref. 36, 37, 38)
Strategy

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66
Perform qualitative research to understand their
customers
Balance the business in favor of the customer
Learn which markets and marketing strategies are the
most profitable while maintaining customer loyalty
Develop specialty-customer centered-programs
Collect and analyze :
3. Valued Customer Experience

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Ensure Customer’s view point is heard at the highest
point
Appoint Chief CRM Officer:
–
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67
Ensures process developed for customer research and
collaboration
Informs customers about developments
Monitors customer satisfaction levels
(Ref. 36, 37, 38)
Customer Experience

Tesco Week in Store Together

All corporate managers spend 1 week a year in a
store:
–
Performing standard store activities e.g.,:
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68
Stocking Shelves
Working the Till
Bagging Groceries
Getting One-On-One with Customers
Allows managers to stay in touch with customers’
needs
4. Organizational Collaboration
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Implementing CRM Normally Results in Changing:
–
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69
Internal processes
Organizational structures
Compensation incentives
Employees’ skills and behaviors

Top management must drive changes through a formal
program that integrates changes gradually

May take years to achieve changes from CRM
(Ref. 36, 37, 38)
Collaboration
70

Executive management made the decision to launch
Microsoft.net technology
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Microsoft.net was integrated into all aspects of the
Tesco corporation
5.CRM Processes

Fresh approach to business processes
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71
Rethink appearance to customer
Re-engineer to be customer-centric
Deliver greater customer value
View and manage customer relationship in terms of the
customer life cycle
Formalize a process to manage the customer life cycle
Establish process for creating and leveraging customer
insight
Manage and leverage enterprise’s intellectual assets
(Ref. 36, 37, 38)
CRM Processes

Tesco processes that affect customers
–
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–

72
Customer Service Desk
Mobile Shopper
POS Till
Customer service desk and customer evenings allow
for customer input
6. CRM Information
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Customer information is corner stone of CRM
Timely acquisition and processing of customer data
throughout the enterprise is critical
Customer data should be
–
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–
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73
Stored
Analyzed
Distributed as quickly as possible
The application of customer information and the
consideration of customer data must be used to
support and analysis the company’s operational
processes
Effective communication across enterprise
(Ref. 36, 37, 38)
CRM Information

Tesco’s information strategy is centered around:
–
–
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Information from the Clubcard is used to:
–
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–
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–
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74
Successfully and economically market products
Determine success of promotions
Fine tune wholesale orders
Information from internet is used to:
–

Clubcard
Tesco.net
Make marketing decisions
Set product pricing
Manage warehouse stock and supply
Information available to all aspects of the corporation
7.CRM Technology

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Essential to a corporation that wants to successfully
integrate across corporate channels and business units
It requires:
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–
–
–
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Consistency between:
–
–
–
75
Architectural approach
Policies and standards for sourcing applications
Performance
Security
Availability standards
Interoperation processes
Underlying hardware
Software
Networking and telephony infrastructure
(Ref. 36, 37, 38)
CRM Technology
76
8.CRM Metrics

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Enterprises must set measurable, specific CRM
objectives and monitor indicators
Metrics gage level of success and provide feedback
Challenges in developing metrics:
–
–
77
Understanding the linkage points between the levels
Avoiding over-complex and over-simplified internal and
external measures of CRM success and failure
(Ref. 36, 37, 38)
Metrics

Examples of Tesco metrics
–
–
–

Finance
–
–
–
78
90% redemption of promotional coupons
85% of revenue through Clubcard
62% of sales through Clubcard
Profit of £96M in 5 years
Over 1.4 million new accounts opened
3.4 million customers
References
79
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Goodhue, D. L., Wixon B. H., and Watson, H. J., “Realizing Business Benefits Through CRM: Hitting the Right Target In The Right Way” MIS Quarterly
Exectuive, Vol. 1, 2, 2002, pp. 79-96.
2.
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3.
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4.
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5.
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6.
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7.
Dorio, Stephen, “Beyond e: 12 Ways Technology Is Transforming Sales and Marketing Strategy” The McGraw-Hill Companies, Inc., 2002.
8.
“Capuring Customers By Computer” International Journal of Retail and Distribution Management, Vol. 27, 5, 1999, pp. 198-199.
9.
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on October 20, 2003.
10.
Croteau, A.-M., and Li, P., “Critical Success Factors of CRM Technological Initiatives” Canadian Journal of Administrative Sciences, Vol. 20, 2003, pp. 21-34.
11.
Nairn, A. “CRM: Helpful or Full of Hype? Journal Of Database Marketing, Vol 9, 4, 2002, pp.376-382.
12.
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13.
Greenburg, Paul, “CRM At The Speed Of Light” Osborne/McGraw-Hill, Berkeley, 2001.
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http://www.sap.com; last accessed October 25, 2003.
15.
http://www.onyx.com; last accessed October 25, 2003.
16.
http://www.convergys.com; last accessed October 25, 2003.
17.
http://searchcio.techtarget.com; last accessed October 25, 2003.
18.
“Worldwide CRM Software New License Revenue Forecast”; http://www.dataquest.com/press_gartner/quickstats/crm.html; last accessed on October 25, 2003.
19.
Fryer, B. “Don’t Spend A Penny More on CRM Until You’ve Read This Article”; http://www.billfryer.com; last accessed on October 20, 2003.
References
80
20.
Bell, David E., “Tesco Plc” Harvard Business School, 9-503-036, March 6, 2003.
21.
Tesco plc, “Tesco 2003 Annual Report”
22.
http://www.tesco.com/careers; last accessed October 24, 2003.
23.
“When less is more for Tesco” International Journal of Retail & Distribution Management; Vol. 26, Number 7, 1998, pp. 276-277.
24.
Watson, James, “Project of the Year Awards: Tesco” July 23, 2003; http://www.vnunet.com/Analysis/1142526; last accessed October 22, 2003.
25.
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