The changing face of CRM
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Social media and mobile technologies are changing customer and employee expectations. Over 1.7 billion people use social media and people check their phones on average 150 times per day. Companies can use social technologies to gain insights into customers and improve value. Toll implemented a CRM system incrementally using a hosted solution and agile methodology to replace business processes across multiple business units. Key success factors included keeping the initial release simple, standardizing usage, and replacing entire workflows during training.
The changing face of CRM
- 4. Social and mobile are changing client and employee expectations >1.7 billion social users >400 million tweets per day about product, services, and brands 150 average number of times a person checks their phone each day >6.8 billion on mobile McKinsey Global Institute The social economy: Unlocking value and productivity through social technologies "With social technologies, firms will build up knowledge of their clients' processes, working styles, and industries. All of this information contributes significantly to the total amount of value a firm can create for its clients. “
- 5. Security & Identity Management Platform Data & Process Integration Configuration & Extensibility Customer engagement in a mobile-social world Cloud On-Premises Customers Employees Partners in
- 6. Toll & CRM Phillipa Smyth 3rdDecember 2014
- 7. 10 Toll’s Growth –90+ acquisitions in 25 years 1989 Merricks Transport 2002 BHP Transport and Logistics (New Zealand) 2008 Golden Riverland Express 1990 BarrettsTransport 2002 SDC New Zealand 2008 Courier Australia 1991 Tasmania Express 2002 AUSDOC DX Businesses 2008 Gluck Forwarding 1992 MBCV / Recycling 2002 Brambles Shipping 2008 Helijet 1993 Railor 2002 Mayne Express 2008 United Carriers 1993 West Bros 2003 Zari Haulage 2008 Extra Transport Group 1994 Freshmark 2003 Tranz Rail 2008 Quality Solutions International 1994 Sibcot 2004 Leonard & Dingley 2008 Cargo Services Far East (25%) 1995 Brambles (North Queensland FF) 2004 Aust Transport Network (ATN) 2008 United Asia Terminals (Yantian) (60%) 1995 Interlink 2004 Freight Australia 2009 Toll Global Forwarding (South Africa) (82%) 1996 Brambles Industries 2004 Western Stevedores Group 2009 Toll Global Forwarding (Canada) (100%) 1996 CompackPackaging 2004 Owens 2009 BIC Logistics India (40%) 1997 Fruitexpress 2005 Cendant (Australia) 2009 Deltec 1997 John Nash Transport 2005 JD Lyons 2009 Kwikmail 1997 TNT 2005 Korn Bulk Haulage 2009 SkyNetWorldwide Express (Hong Kong) 1998 UTO / MIM 2006 SembCorp Logistics 2009 Perkins Shipping 1998 IPEC / Jetsroad 2006 Patrick Corporation 2009 Toll Kukbo(100%) 1999 MalleysTransport 2007 Cargo Services Far East (22%) 2009 Footwork Express (100%) 2000 Removals Australia 2007 SembawangKimtrans 2009 Express Logistics Group 2000 AWX (20%) 2007 ARC Strang 2009 Logistic Distribution Systems 2000 movinghome.com.au 2007 KPN (Thailand) 2010 Summit Logistics International 2000 HileCarrying Company 2007 Victoria Express 2010 ST-AndaLogistics 2001 Inter’lCorporate Relocations 2007 Virgin Blue Freight 2010 Australian Armoured Express 2001 ARN Logistics 2007 Stream Solutions 2010 Image Technology Centre 2001 FinemoreHoldings 2007 Toll New Zealand 2010 Concord Park 2001 StrangStevedoring 2007 Westrans 2010 DPEX 2001 Autotrans 2007 Rush Couriers 2010 WT Sea Air Group 2001 Wesfarmers Transport 2008 BALtrans Holdings 2010 Genesis Forwarding Group 2002 NRC & FC (50%) 2008 SkyNetWorldwide Express (Australia) 2002 BHP Stevedoring 2008 JetcraftAviation
- 8. 11 Toll Group Key Facts Annual Revenue $8.2 billion ($AU) Employees 40,000 Business Units 28 Acquisitions 96 Sites 1,200 globally Countries 55
- 9. 12 Integrated Supply Chains Core To Our Strategy Seamless End-to-end Management of Goods & Information Objective Rationale Evolution Own or control / coordinate critical value points along the supply chain Customers want transparency & control(1) across complex supply chains Change in focus from single country to cross-border and multi product (1) Over physical assets and information in relation to those assets Warehousing Suppliers Land Transport Consolidation hub & value added processing EXPORT Activities Ports, stevedoring & freight forwarding IMPORT Activities Ports, stevedoring & customs clearance International Transportation Sea & Air Freight De/consolidation hubs, cross dock & value added processing End Customers Warehousing/ Local manufacturing Primary/ Secondary Distribution Land Transport Order (Origin services) (Cross-border services) (Destination services) Delivery
- 10. 13 CRM Implementation approach •Start small. Pilot included <30 users, all in Melbourne. •Keep first functional release simple –replacing some existing processes and reporting. •Use a hosted solution. Allows for a relatively low up-front cost and no need to create new infrastructure and capability. •Use the system as designed. Instructions to Intergen“if we’re going down a development path, tell us and we’ll stop”. •Agile implementation –workshop requirements, low documentation, avoid traditional “requirements gathering” process. •IT involved for vendor engagement and management, not to create functionality.
- 11. 14 Rollout 1888 1983 2006 2007 Microsoft selected Intergenselected Create basic functionality Pipeline management Centraliseaccount reporting 2008 Go live of GBD June July June October August Jan 2014 Incremental functionality release 1st& 2ndBusiness unit rollout Incremental functionality release 3rd, 4th, 5thbusiness units rollout 12 Business unit rollouts in progress Current 2015 1stFeb 2015: 350-400 BD and account management users live 17 business units live All other businesses evaluating the system 2013
- 12. 15 Critical Success Factors •Keep it simple. Be prepared to launch a product that is not yet “perfect”. Keep data capture / entry to a minimum. •Standardiseusage. Avoid workflow or multiple forms. Use the reporting tools. •Replace entire business processes as you train users, so they do not continue with other tools. •Launch the product with an up-front function that makes life easier for your users. Otherwise this is just another admin step for them. •Prepare to say no to some business “requirements”. •Create a structure that allows your businesses to adopt the product with a low up-front cost. Our businesses have a 100% Op-Ex model.
- 13. 16 What’s Next? •Increase the offering: •Mobile usage •Additional functionality in account management and support •Introduction of new functions ieService Management •Reviewing integration with business systems & Sharepoint •Considering plug-ins for improving intelligence •Centralisingand formalisingsupport, bringing product in line with existing help-desk procedures •Creating a power-user community
- 14. Questions
- 16. Microsoft’s solution for sales productivity 19
- 17. (*) Net promotional prices after discounts applied. Shown per user per month in USD. Actual pricing might vary by geography and by channel. Other fees may apply for add-on services such as additional storage, testing and production instances. Prices are exclusive of any fees you may incur to procure Internetconnectivity. Prices subject to change without notice.
- 18. Contacts: tony.sparks@intergen.com.au -Tel: +61 448 169 413 greg.modra@intergen.com.au -Tel: +61 411 113 170 Thank you