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Announcement Of Top 10 Enterprises
Best CRM Practice In China 2002
www.g-cem.org
Best CRM Practice in China 2002 is organized by G-CEM. After more than 6 months voting process, the top 10 enterprises of the ?Best CRM Practice in China 2002? are as follows:
Best Local Enterprises
Legend
Haier
China Southern Airline
Sina.com
Pin?An Insurance
Best Foreign Enterprises
Dell
Roche Pharmaceuticals
Shanghai GM
Motorola
HP
The Award Presentation Of The Top 10 Enterprises Will Be Held At The ?China CRM Forum 2003? Jointly Organized By CRMGuru.com And G-CEM
Beijing Forum: March 19, 2003 at Beijing Hilton Hotel
Shanghai Forum: March 21, 2003 at Shanghai Hilton Hotel
Shenzhen Forum: March 24, 2003 at Shenzhen Shangri-La Hotel
Hong Kong Forum: March 26, 2003 at Hong Kong Convention & Exhibition Center
Panel Judges
48 CRM advisors who sit on the board of advisors at G-CEM are invited to be in the judging panel. They have played an important role in the voting due to their professional CRM knowledge.
China Advisors:
Mr Alex Wong, Chairman & CEO, 800 TeleServices Holding Ltd
Dr David Yuan, Director, Business Process Consulting, China Hewlett-Packard
Mr James Zhao, Vice-Chairman, The Committee of Call Center Occupation, Ministry of Information Industry
Mr Sampson Lee, President, G-CEM
Mr Dennis Xue, Board Director&CEO, TurboCRM LTD
Ms Kanet Chan, Informatics Director, Shanghai Roche Pharmaceuticals Ltd.
Mr Alex Hu, CEO & President, AKuP International Inc
Mr Wang Guang Yu, IT Specialist, Headquarter, The Industrial & Commercial Bank of China
Mr John Li, President, Zhong Sheng Info & Tech Co Ltd
Mr Sean Cao, Consultant, Accenture Consulting
Mr Joshua Zhang, Director of Solution Integration, Ion Global Inc.
Mr Deng Meng, President, SYNLEAD
Mr Vincent Tang, Regional Manager (Asia Region), Epicor Software (North Asia) Ltd
Mr Philip Young, Director, Omnitech Business Software Limited
Mr Alex Yung, VP, Business Development & China Operations, PCCW
Mr Bowell Shuai, Senior Consultant, Atos Origin China
Mr David Chung, Principal Consultant, Golix Solutions Ltd
Mr Grant Zhang, Marketing & Sales Manager, Shanghai eCaseSoft Co.,Ltd.
Dr Joan Lee, Managing Director, Eclipse Computing Pte Ltd
Mr John Chiu, Managing Director, AT Group Ltd
Mr Michael Qu, China Chief Consultant, One To One Management Consultants, Inc.
Mr Patrick Chan, General Manager, Management & Enterprise System Ltd
Mr Rayman Wong, General Manager for China and S.E. Asia, CosmoCom
Ms Sally Law, Managing Director, DCIVision Ltd
Global Advisors:
Ms Livian Soo, Channel Marketing & Programs Director, Japan & AP, Aspect Communications
Mr Paul Greenberg, CRM at the Speed of Light, Live Wire
Ms Mei Lin Fung, Chair, Core Planning Committee, Bootstrap Alliance
Mr Bill Brendler, Founder, Brendler Associates, Inc.
Dr Jim Barnes, Consultant, Bristol Group, Inc.
Mr Justin Hitt, Strategic Relations Consultant, Director, Center for Strategic Relations
Ms Wendy London, CEO, CMI Legal
Ms Samantha Koh, Regional Marketing Manager, Asia Pacific, Concerto Software
Mr Aris Pantazopoulos, Founder, CRM2Day.com
Mr Bob Thompson, Founder, CRMGuru.com
Mr Rob van der Ende, Executive Director, EDS
Mr Moaiyad Hoosenally, Industry Manager, Enterprise Communications, Frost & Sullivan
Mr Ivan Dubois, Managing Director, IMT Consult
Mr Dermot Lawton, Managing Director, Mukuda Call Centre & CRM Consultancy
Ms Janice Leong, Group General Manager, NCSI (HK) Ltd
Mr T.C. Gan, Director, Business Solutions, Onyx Software Asia Pte Ltd
Mr Bob Zukis, President, PricewaterhouseCoopers GHRS KK
Mr Andrew Templer, Managing Director Asia Pacific, RightNow Technologies
Mr Satyavrath Krishnaswamy, Director of Business Development, CRM, SAP Asia
Mr S.Premkumar, Founder & CEO,FUGEN Information Technology Ltd
Mr David Childs, Director, Tri Dynamics Ltd
Mr Jay Chang, Principal, Structured Chaos, Inc.
Mr Jay Curry, Chairman, The Customer Marketing Institute BV
Mr Tom Humbarger, Founder, The Humbarger Consulting Group
Selecting The Final 10 Winners According To The Measurement Metrics
At the final stage, the China Advisors of G-CEM have selected the final winners from the small list of 30 enterprises with reference to the case study report and measurement metrics, which were weighted by the Global Advisors.
Strategies
CRM Objectives
What do you want to achieve for your CRM implementation? It could be to reduce the churn rate, to increase cross-selling rates with existing customers, increase the repeated purchase rate, increase the profitability of each customer, segment the ?good? customers from the ?bad? ones to dig out the 20% of customer who contribute more than 100% of the profits to your company, etc. Remember, the objective(s) should be set with a timeframe, are able to be quantified, or finally rated by management.
b. Profitability
Profits are the ultimate aim for every business entity. So how profitable the CRM implementation is for you, with planned versus actual results. How much more revenue you have obtained and how much more in costs you have saved due to the implementation should also be taken into account. The profitability should be set out with a time frame and concrete numbers. Though it may be affected by some other uncontrollable factors, it still worthwhile to have some benchmarking for comparison and measurement.
c.Change Management
One of the aspects that has been overlooked with most CRM implementations is ?change management?. Since CRM demands so many changes across the whole enterprise, the ability to successfully conduct change management is one of decisive factors in having a successful implementation. A well planned change management should cover people, culture, organizational structure, resistance-handling, motivation and rewarding, crisis management, etc. The actual results should be rated by management, through comparison with the planned factors. In some cases, the parameters could be set and rated also by employees, but this depends on the company?s situation and culture.
People
a. User-acceptance
How willing the employees are to adopt the new CRM system and process is one of the keys to either success or failure. It is the employees who execute the company?s strategy on CRM to the end customers. Motivation, training and user-friendliness are the key components for a well received CRM implementation, i.e. good user-acceptance. This should be rated by employees before (the key areas should be included in the rating), during (for improvements and enhancements) and after the implementation, phase by phase.
b. Training
This includes the basic training with the software/system interface and operation. But more important are skill-set and mind-set training. This is especially so of mind-set training, as it is the change of mind-set which can drive the customer-centered behavior, but not the reverse. After having changed to a customer-centered mind-set, the proper skills by which to serve customers are then needed. The actual performance could be rated by employees, management and even customers.
c. Motivation
After employees are equipped with a good mind-set, skill-set and user training, it comes down to ?why? they should serve customers the way that the company wants them to. The answer is to provide ?motivation?, to reward their customer-centered behavior during their interactions with the customers. Tools for motivation not only include monetary rewards, but also extend to spiritual ones as well, e.g. more delegation and empowerment. It should be rated by employees before, during and after the implementation, phase by phase.
Process
a. Internal
After a company have decided the strategy, and have gotten the people ready, we come to ?process?. The internal process means the work flow between and amongst colleagues, and departments, within an organization. It should be rated how ?customer-centered? it is (both in the sense of internal and external customers) by employees and management before, during and after the implementation, phase by phase.
b. External
External process means the work flow and contacts with external parties, including customers, partners, channels, and suppliers. This should be rated by employees and external customers (end customers, partners, channels, suppliers), an evaluation of how customer-centered it is being made before, during and after the implementation, again by phase.
c. Organizational Change
To impose such a customer-centric strategy, there should be changes in the organizational structure, e.g. reduce the layers of management and decision makers, divide the organization by customers but not by products, improve and create more touch points facing external customers, etc, all this will lead to changes in the organizational structure. This could be rated by both management and employees, before, during and after the implementation, phase by phase.
Technologies
a. ROI
What is the Return on investment for your spending (or TCO, total costs of ownership) on CRM, i.e. on software, implementation, system integration, training, manpower, opportunity costs, etc., compared with what you could get, i.e. increase in revenues, a decrease in costs, as well as the opportunity costs for not deploying CRM.
b. Implementation Time
Time is the crucial element in the current business environment. A years long implementation is no longer accepted by most of the enterprises, even the larger ones. To have a short (planned and actual) implementation is one of the measurements for the vendors? performance, though we cannot blame vendors alone for most of the delay in implementation. It should be rated by the difference between the planned time and the actual implementation time incurred.
c. User-friendliness
No software or system could be a success without taking into consideration the user-friendliness. This factor is important not only for the initial period and for existing employees, but also for later maintenance, upgrades, and for the new comers due to the company?s staff turnover. This should be rated 100% by those who use and operate the software and the system.
d. Problem-solving Capabilities
Back to what is your CRM objective(s), whether software/system really can help you to deliver the desired results, e.g. increase revenues, reduce churns, increase cross-selling, etc. This should be rated against the actual results compared with the original plan by management.
Customers
a. Loyalty
Customer satisfaction does not equal customer loyalty. Satisfaction is a necessary but not sufficient element for loyalty. Loyalty is more important and complex than satisfaction. There are many cases where customers could be very satisfied but not loyal, or where customers are very loyal but not satisfied at all. There are many parameters to measure the loyalty of customers, e.g. how likely they would be to refer your products, whether they make repeated purchases, the customer share, price elasticity, etc. This should be evaluated by interviewing your customers (existing and prospective), on a regularly basis, for measurement and benchmarking.
b. Satisfaction
But one should not think that satisfaction is not important. In most of the cases, satisfaction is still the most important factor in bringing about loyalty. How is the satisfaction level of customers with your basic products, services and value-added services, how you interact and serve them, etc. This should also be evaluate by interviews with your customers (existing and prospective), on a regularl basis, for measurement and benchmarking.
c. Customer Share
You have to know your share of your customers? wallets before you can decide what strategy you should adopt to reap the largest benefits from them. In order to know the customer share, you would have to know their total budget for that particular area, and then you could know the % you have now and how much more you could get from them. This should again be evaluated by interviews with your customers (existing and prospective), on a regularl basis, for measurement and benchmarking.
d. Customer Profitability
This is not easy for most companies. But it is crucial to segment your customer database, and to focus on the good 20% and maximize their profitability. The costs of sales, marketing, the costs of goods sold, company overheads, have to be allocated differently at least by different customer segments. By segment on costs, you could get the same costs but different revenues for customers in the same segment, thus different profitability for each customer in that particular segment. It is OK here not to be absolutely accurate. The point is; if it is wrong, let it be wrong consistently. It has to be done with the assistance of accounting/finance people, do it and you will find their support after you talk to them with numbers.
6 Phases
Phase 1 (Sep-Oct 02): Gather the Raw List (268).
Phase 2 (Nov 02): Filter the Raw List into Big List (100).
Phase 3 (Dec 02~Jan 03): Vote (50% by members, 50% by China Advisors) from Big List (100) to Small List (30).
Phase 4 (Jan 03): Weight the measurement metrics (100% by Global Advisors).
Phase 5 (Feb 03): Rate the Small List (100% by China Advisors).
Phase 6 (Mar 03): Award announcement & presentation.
Voting Mechanism
?Best CRM Practice In China? has several different stages, i.e. since the first launch in September 2002, from a raw list being gathered into a big list, then to public online voting to determine the small list, then the final stage when the 10 winners are selected.
The brief stages and mechanisms are listed as below:
From the Raw List (268) to the Big List (100)
- Subjective judgment by G-CEM.
From the Big List (100) to the Small List (30)
- Online vote by our members (50%).
- Offline vote by our China Advisors (50%).
From the Small List (30) to the Final 10
- 100% rated by our China Advisors using our Measurement Metrics.
- The weight of each metric will be decided by our Global Advisors (100%).
- When we combine the weight x the rate, then we will get top 10 highest marked enterprises (5 local and 5 foreign).
About G-CEM
Founded in 2001, G-CEM focus on providing ?World Class CRM Knowledge?. She is composed of G-CEM.org ? the only bilingual CRM portal in the world; G-CEM Consulting Associates ? formed by 14 vendor-neutral CRM elites from US, Europe and Asia Pacific, provides ?World Class CRM Training? to enterprises in China; and G-CEM Research Institute renders independent and leading reports, researches and studies. For more information, please visit http://www.greaterchinacrm.org
About CRMGuru.com
Founded in 2000, CRMGuru.com has grown rapidly to become the world?s largest CRM community. She covers CRM strategies, solutions, and best practices by publishing email newsletters and feature articles with original CRM content; moderating an email-based CRM discussion group; conducting quarterly webcasts featuring industry experts, and offering a free ?guru? Q&A service. For more information, please visit http://www.crmguru.com
About China CRM Forum 2003
China CRM Forum 2003 is jointly organized by CRMGuru.com and G-CEM in March 2003. 400 Chinese business executives are expected to attend this seminar series, at Beijing, Shanghai, Shenzhen and Hong Kong. Awards of the ?Best CRM Practice In China 2002? will be presented at the forum. For more details, please visit http://www.greaterchinacrm.org/eng/forum2003
Contact Us - G-CEM
Shanghai
Tel: +86 21 6351 2506
Fax: +86 21 6351 2501
Email: shanghai@greaterchinacrm.org
Suite 918, 400 Zhejiang (C) Road, Shanghai Postal code: 200001
Hong Kong
Tel: +852 2851 0356
Fax: +852 3078 1881
Email: hongkong@greaterchinacrm.org
Unit 1604, Causeway Bay Plaza II, 463-483 Lockhart Road, Causeway Bay, Hong Kong
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