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August 2011

How predictive analytics adds value during & after selection of your CRM system – Part 2

Yesterday we posted the first tip of how to use predictive analytics to make your CRM system even more valuable. Today we share several more tips … Retain focus on business objectives The excitement of implementing a tool that solves basic operational problems is understandable. The front-end responsibility of reliability, inter-operability and security is clearly with IT. These challenges are significant. But it is important to go beyond the technology’s bells and whistles. By establishing a vision for analytics – metrics, measurement methods, forward-looking indicators and performance management – and incorporating these in the design, the rationale for the CRM system and its ROI can be validated. Through predictive analytics, business processes can be mapped and modeled, and benchmarks created for delivering quantifiable goals to the enterprise via the CRM system. For example, is the primary objective of your CRM to support lead generation, product penetration or customer retention?  Based on your needs, predictive analytics can help develop appropriate forward-looking indicators, expected results and diagnostics of the results at all levels of activity – customer, sales people, products and operational areas. This will allow ongoing correction and calibration of your activity within the CRM system that maintains the focus on the business outcomes, not …Read More

How predictive analytics adds value during & after selection of your CRM system – Part 1

Customer Relationship Management (CRM) systems are the currency of customer-sales interactions. Effective, simple CRM software helps sales reps to focus on content of conversations rather than the mechanics of conversations, resulting in sales empowerment and productivity gains. A CRM system can be a boon to sales people. CRM helps overcome the technology hurdle of accessing information over disparate systems. CRM systems help improve collaboration within, above and across the entire organization, allowing the company to speak with one voice. And from a governance perspective, these systems help elevate the customer relationship from individual dependencies to an enterprise-wide strategic asset. When you add the potency of predictive analytics, a CRM system can be even more valuable. Leaders in analytics, sales operations and technology can fulfill their obligation towards sales empowerment by creating a cohesive approach that brings these disciplines together. How well we achieve this determines if a CRM system just gains basic acceptance, or whether it is fully adopted and even embraced by sales people who realize its benefits for themselves as well as for their customers. Here are guidelines to help make that happen: Consider a multi-stage deployment In the first stage of CRM implementation, deliver base functionality to the users so that their immediate, tactical pain points are addressed. This often …Read More

Unsubscribing from email campaigns: Relevance in the eye of the beholder

Nearly all of our focus is on driving incremental revenues through predictive analytics via sales. That’s all good, but what prospects and customers see and use, interact with and judge are the actual sales and marketing communication vehicles. No matter how precise the analytics and the lead scoring in marketing automation systems, there needs to be an option for the recipient to “just take a break.” We call it correcting for outliers. We faced one such moment on an overseas trip. When I powered up the Blackberry, a message popped up from the carrier: INTERNATIONAL ROAMING: Calls $2.50/min, Data $0.008/KB. Internet use and emails can really put a shocking dent in your Euro budget (or Rupee or Yen).  Like my finding out later it cost $40 per hour of connectivity via the satellite card. Sure, I could limit how many minutes I’d spend on calls, but with email it’s not easy to keep track of data in KB units. I really liked the convenience of getting emails on my Blackberry without messing with new devices or sim cards. Determined not to be taken in by my carrier for all the non-work email communications, I wanted to “opt-out” for a limited …Read More

Customer life stages, predicting customer outcomes and applying corrective actions: Three metrics to measure ROI

Customer life stage is the standard bearer of segmentation. Customer stages like “new,” “active,” “lapsed” and “lost” serve an important purpose by grouping customers into homogenous, manageable clusters for marketing, value measurement and investment decisioning. However, these definitions have limitations that you should consider and correct prior to sales applications. Here are key limitations and how to overcome them. Measurement windows are too broad: Most of these segments have a 6- or 12-month horizon for comparison. A “new” customer stays in that segment for 6 months, often regardless of spend or activity, whether based on total spend or number of orders. Similarly, a “lost” customer is usually defined as any spend in the past 13–24 months, but zero spend over the past 12 months. As you can see both the time and revenue windows are very large, and that dilutes usefulness. Regarding time, this can be a few weeks or up to 24 months, and regarding revenue, the measure can be a few hundred dollars to several thousand. Corrections: Create smaller segments for sales applications with sub-definitions. These can be arbitrary to follow a business threshold (i.e.,  6 months or $2,000) or they can segment eligible customers into equal percentages, like 50-50 or 33-33-33 percent. Another option is to create “run-rates” based on …Read More