BU I L DI NG F OR SUC C E S S

2014 CRM STRATEGY

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

A CRM STRATEGY MUST LOOK HOLISTICALLY AT ALL THE BUSINESS PROCESSES AND SYSTEMS THAT DEAL WITH CUSTOMERS.

THIS INCLUDES MARKETING, SALES, ORDERING, CUSTOMER CARE, TECHNICAL SUPPORT, CUSTOMER ANALYTICS, AND OTHER DEPARTMENTS. AND AS IT IS IMPLEMENTED, IT’S IMPORTANT TO SPAN ALL INTERACTION CHANNELS , INCLUDING CALL CENTERS, RETAIL, WEB, MOBILE, ETC.

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STRATEGY: FOCUS ON THE CUSTOMERONCE YOUR PROGRAM IS UP AND RUNNING, THIS IS WHERE THE HARD WORK WILL BEGIN. FOCUS ON LISTENING TO YOUR PROGRAM, MEASURE, AND CHANGE TO ADAPT TO THE EVER EXPANDING LANDSCAPE.

ST R AT E G I C P R I O R I T I E S I N C L U D E :

•RELATIONSHIP OBJECTIVES, CUSTOMER NEED STATES, USER JOURNEYS, DATA STRATEGY PLAN, CDM SYSTEM PLAN, CONTENT STRATEGY & PROCESS

CREATING A CRM STRATEGY

EXECUTIVE SUMMARY

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

A CRM STRATEGY MUST LOOK HOLISTICALLY AT ALL THE BUSINESS PROCESSES &

SYSTEMS THAT DEAL WITH…

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

CUSTOMERS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

MARKETING

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

SALES

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

ORDERING

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

CUSTOMER CARE

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

CUSTOMER SUPPORT

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

CUSTOMER ANALYTICS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

TECHNICAL SUPPORT

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

WHERE DO I START?

AND ONCE CREATED, IT’S CRUCIAL TO MAKE SURE IT’S IMPLEMENTED TO SPAN ACROSS ALL INTERACTION CHANNELS, CALL CENTER, RETAIL,

WEB & MOBILE - WORKING WITH ALL CONSUMER TOUCHPOINTS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

WHERE DO I START?

ALWAYS REMEMBER THAT THE CUSTOMER SHOULD BE AT THE HEART

OF YOUR STRATEGY, NOT YOUR PRODUCT OR SERVICE

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

ESTABLISH WHAT SOME OF YOUR CRITICAL BUSINESS DATES OR MILESTONES WILL BE, THIS WILL HELP YOU IDENTIFY CLEAR TIMING AND NEEDS

IDENTIFY HOW YOU WILL MEASURE SUCCESS, WHAT WILL YOUR KPIS BE, ETC. ONCE YOU HAVE IDENTIFIED THEM, MEASURE YOUR CURRENT STATE TO ESTABLISH A WORKING BENCHMARK YOU CAN DETERMINE GOALS FOR SUCCESS OF

CLEARLY MAP OUT HOW THE CUSTOMER INTERACTS WITH YOUR BUSINESS, PURCHASES A PRODUCT, REPORTS AN ISSUE - EVALUATE HOW EASY OR DIFFICULT IT IS TO DO BUSINESS WITH YOU

WHAT ARE MY MILESTONES?

HOW WILL I MEASURE SUCCESS?

WHAT ARE MY CONSUMER JOURNEYS?

IT’S IMPORTANT TO HAVE A CLEAR UNDERSTANDING FOR ALL THE ISSUES AND CHALLENGES THAT YOU AND YOUR TEAM CURRENTLY FACE WHEN INTERACTING WITH THE CUSTOMERS

HOW DO I INTERACT WITH THE CUSTOMER?

FOUNDATION FOR YOUR CRM STRATEGY

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

FOCUS ON THE CUSTOMER

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

1. Once your program is running, that’s where the hard work will begin

2. Crucial to continuously listen, measure, change

3. Focus on A/B tests, multivariate tests, segmented communications

4. All are important for driving & maintaining a successful program, ensure you align priorities as followed…

CREATING A CRM STRATEGY

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

WHAT ARE YOUR KEY PROGRAM OBJECTIVES, WHAT IS THE BRAND’S ULTIMATE VISIONS AND MISSION IN THE RELATIONSHIP WITH THE CUSTOMER AND PROSPECTS?

RELATIONSHIP OBJECTIVES

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

BY UTILIZING CUSTOMER/PROSPECT RESEARCH, DETERMINE THE NEEDS OF CUSTOMERS THROUGH THEIR PURCHASE JOURNEY, AND AFTER AS A CUSTOMER.

DETERMINE THE PRIORITIES AND IDENTITFY THE GAPS THAT SHOULD BE MET.

CUSTOMER NEED STATES

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

AS WE SPOKE ABOUT ABOVE, MAP OUT EXAMPLE USER JOURNEYS OF THE CUSTOMER INTERACTING WITH THE BUSINESS TO DETERMINE WHEN, HOW AND WHAT THE CRM SYSTEM SHOULD PROVIDE

USER JOURNEYS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

DATA IS THE CORE OF THE PLATFORM, MAKE SURE YOU ENFORCE A STRICT DATA GOVERNANCE POLICY THAT FORMALIZES HOW DATA IS PASSED BACK TO THE CRM FROM ANY ADDITIONAL PLATFORMS, AND ALSO HOW DATA FLOW OUT OF THE CRM TO RELEVANT PLATFORMS

DATA STRATEGY PLAN

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

DETERMINE THE STAGES OF THE RELATIONSHIP WITH THE PROSPECTS / CUSTOMERS, MAP OUT THE MOMENTS FOR CONTACT INTERACTION, AND IDENTIFY ANY NECESSARY WORKFLOWS REQUIRED BY EMPLOYEES TO MAKE IT HAPPEN

CRM SYSTEM PLAN

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

THIS IS THE HEART OF YOUR CRM, A CONTENT STRATEGY MUST BE DEVELOPED TO DETERMINE THE TOPICAL THEMES, FORMS, CHANNELS, TONE AND CADENCE OF THE RELATIONSHIP WITH YOUR CONTACTS.

EQUALLY IMPORTANT IS THE NEED TO IDENTIFY A PROCESS FOR CREATING CONTENT (INTERNAL / EXTERNAL), HOW IT’S CREATED (PRODUCTION, DESIGN, APPROVALS), AND WHEN IT WILL BE PUBLISHED (EDITORIAL CALENDAR).

CONTENT STRATEGY & PROCESS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

IT MIGHT BE A GOOD IDEA TO INTERVIEW END USERS OF THE SYSTEM TO DETERMINE THE MOST IMPORTANT FEATURES AND USE CASES SO THAT THE SYSTEM IS SELECTED AND BUILT IN A WAY THAT IT MEETS THE MOST PRIORITIZED NEEDS

FEATURE REQUIREMENTS

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

THIS PROCESS CAN BE TIRING, BUT RESEARCH AND DEMO A VARIETY OF SYSTEMS TO DETERMINE WIHCH ONES MEETS YOUR CRM OBJECTIVES, CUSTOMER NEEDS, FEATURE REQUIREMENTS AND BUDGET

SYSTEM SELECTION

N I C K C I F U E N T E S B U I L D I N G A C U ST O M E R R E L AT I O N S H I P ST R AT E G Y 7 - 1 6 - 2 0 1 4

THIS IS A KEY ELEMENT TO DETERMINE ADOPTION, INVESTING IN ONE-TO-ONE, GROUP AND CONTINUED SUPPORT TRAINING TO ESTABLISH ADOPTION AND UNLOCK THE VALUE OF THE SYSTEM AMONG YOUR EMPLOYEES

TRAINING

M A R K E T I N G & ST R AT E G I C B R A N D C O M M U N I C AT I O N S P R O F E S S I O N A L W I T H A M AST E R ' S D E G R E E I N M A R K E T I N G & C R E AT I V E W R I T I N G A N D A B. A . I N J O U R N A L I S M . O V E R 1 0 Y E A R S O F P R O G R E S S I V E E X P E R I E N C E - - L E A D I N G G LO BA L C R O S S - F U N C T I O N A L T E A M S I N T H E C O N C E P T U A L I Z AT I O N A N D I M P L E M E N TAT I O N O F DATA - D R I V E N M A R K E T I N G P R O G R A M S & ST R AT E G Y AC R O S S D I G I TA L A N D T R A D I T I O N A L M E D I A P L AT F O R M S .

K E Y B R A N D E X P E R I E N C E AC R O S S AT H L E T I C , R E TA I L , A U T O M OT I V E , M E D I A , E N T E RTA I N M E N T A N D C P G S E G M E N T S , I N C L U D I N G K E Y L E A D E R S H I P R O L E S I N ST R AT E G Y , A N A LY T I C S A N D S O C I A L M E D I A . ST R O N G T R AC K R E C O R D O F S E T T I N G ST R AT E G I C D I R E C T I O N F O R T H E D E V E LO P M E N T A N D E X E C U T I O N O F TA R G E T E D M A R K E T I N G P R O G R A M S T O A F F E C T B R A N D AWA R E N E S S , B U Y I N G D E C I S I O N S A N D A U D I E N C E B E H AV I O R S . E X T E N S I V E K N OW L E D G E O F M A R K E T I N G B E ST P R AC T I C E S A N D P R O G R A M E VA L U AT I O N A N D ST R O N G A B I L I T Y T O F O ST E R I N T E R N A L A N D E X T E R N A L R E L AT I O N S H I P S .

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