CRMmatrix® is a management tool and a registered brand name owned by Due & Partners © 1992-2007 Due & Partners. All rights reserved. KONTINEO CRMmatrix®

CRMmatrix® is a management tool and a registered brand name owned by Due & Partners © 1992-2007 Due & Partners. All rights reserved.KONTINEO CRMmatrix® © 2004-2007 Due & Partners. © 2006-2007 KONTINEO. All rights reserved.

CRM Inspirationbased on the CRMmatrix® Mindset

… about working as efficient as possibly in the daily work, and about spending the energy so it yields the highest possible return.

Organisational Process


Str

ateg

ic M

anag

em

ent

Strategic Decisions

Sa

les

Sa

les

Man

age

men

t

Strategic Analysis

On which customer segments do we/can we make the highest earning?

On which customer segments do we spend our ressources?

Can we increase earning by more effective ressource target plannng?

Set/Change sales visit frequency target on focus customer segments

Set/Change salesvisit % share targets on focus customer segments

(Re)plan ressource light retention actions for non-focus segments.

Departmental Targets



Individual Targets



Visit planning and completion

Plan meetings according to targets

Strategic Level• Identify where ressources are currently spent

•Identify where energy is best spent• Set decisions in strategic KPI targets

• KPI follow up

Strategic Level processes

Division Management Level• Set Division KPI Targets

• Operational action planning• KPI follow up

Tactical Level processes

Sales force• Set Personal KPI Targets

• Operational actions to fullfill KPI's• Personal KPI follow up

Operational level processes

Main Process

• Targeted salesvisit planning towards the "right" customers"• Geographically targeted meeting planning

Meeting Planning

CRM Output• Which customers represent the highest/easieat

growth potential•Which High Growth customers needs attention

Personal Overview

CRM inspiration key objectivesOperational Perspective visulization example

Operational Result Higher average order amount

• More sales visits• (Less transportation cost)

Strategic KPI: Sales Increase

Process Illustration

Requirements

• Whom are the high growth potential customers• Which customers are in same region as planned meetings

Input

Input specification Customer potential and sales

• Customer country and zipcode• Planned and completed Meetings

Core Data Quality Planning


The CRMmatrix® Management model

A common sense Mindset

CRMmatrix® er en managementmodel og et varemærke ejet af Due & Partners © 1992-2007 Due & Partners. Alle rettigheder forbeholdes.Kontineo CRMmatrix® © 2004-2007 Due & Partners. © 2006-2007 Kontineo:Due. Alle rettigheder forbeholdes.

”CRM is as such a question about treating your customers well - but at the same time about using the energy where it pays off”

- Claus Due, 2003

”treating customers well”

” using the energy where it pays off”

Daily usage of CRM systems

CRM at strategic, tactical CRM at strategic, tactical and operational levelsand operational levels:

► Customer segmentation

► Knowing where energy pays off

► ensuring that energy is spent where it pays off (Behaviour)

CRMmatrix® customer segmentation mindset

CRM Definitionstatement

Statement: "1/3 of our results comes from how we spend our ressources. 2/3 comes from where we spend our ressources"

Loyalty

Potential Value


Grow o

r dis

engag

e

Grow o

r dis

engag

e

Increase loyaltyIncrease loyalty

Incr

ease

Val

ue

Incr

ease

Val

ue

RetainRetainThe good customer:

● has high value for the company

● is a loyal customer

The target is as many "good customers" as possible


We want to know:

● … whom our good customers are.

● … whom we want to grow to become good customers

● … on whom our energy does not pay well off

We should be able to plan customer appropriate action

Potential turnover

C3

A3

B3

C2

B2

A2

C1

B1

A1


Customer Market share

Large Potential = Gold segment

Medium segment = Silver segment

Small Potential = Bronze segment

Small share Medium Share Large Share

Loyalty

Potential Value

C3

A3

B3

C2

B2

A2

C1

B1

A1


C4

B4

A4

Customer Prospects

Proactive Key Account

Management

Reactive Account

Management

Qualitative Account

Management

Move

energ

y tow

ards

hig

hest e

arnin

g


KONTINEO CRMmatrix®

Management Model supporting software


Organisational Level Process Alignment


Str

ate

gic

Man

ag

em

ent

Strategic Decisions

Sal

es

Sal

es

Ma

nag

em

en

t

Strategic Analysis

On which customer segments do we/can we make the highest earning?

On which customer segments do we spend our ressources?

Can we increase earning by more effective ressource target plannng?



(Re)plan ressource light retention actions for non-focus segments.

Departmental Targets



Individual Targets



Visit planning and completion

Plan meetings according to targets

Analysis & KPI follow up Priority visualisation

Daily customer serviceEffect

PlanPlan

ActAct

MeasureMeasure

EvaluateEvaluate

Performance target:

Mapping of customer

By using the KONTINEO CRMmatrix® Statistik dimension a company have realized :

1) 23,8% of the income comes from 0,8% of the customers, that receive 4,6% of the sales visits. 2) 74,7 % of all sales visits is placed at customers that have a small growth potential and only 29,6% of the income. 3) If 3 average Gold Bubblers with 10% customer market share, is developed into Gold Sailors with 50% customer market share, then the sale to these customers will be 4’th dubbled with a total increase value of 119.733 euro

1)

2)

Increase effort towards Gold Bubble

The target is to increase sale by 120t euro by turning 3 Gold

Bubbles into Gold Sailors

A part of the sales resources is removed from the Bronze

segment

3)

Performance target:

Performance prioritize

By using the KONTINEO CRMmatrix® Visit dimension the same company has realized that a considerably amount of customers with a large growth potential has not been visited for a long time .

All companies in the Gold segment has to be in the

green field

All customers in the Silver segment has to be in the

green or yellow field

Marketing generate sales oppornities that should be

contacted

2)

3)

1)

2)

3)

1)

Direct action:

From customer overview to action

Everything that is underlined is a link to a Drill Down customer list

A click in the Matrix leads to a drill down

list

Click on the customer and it will take you to

the Contact card

One click sends all to selection

Transfer all on the list to a selection

Consequences:All employee immediately know the customer categoty that they are dealing with.

Every day Customer Service

By using KONTINEO CRMmatrix® SAINT the placement of the customer will be shown grafically directly on the Contact card in SuperOffice ensuring priority aligned behaviour in all customer service functions.

Action:Click on the customer card, and the employee can immediately see how to treat the customer

Click ’Creat follow up’ and the system suggest an specific action.

Customer movement

By using the KONTINEO CRMmatrix® Customer Walk dimension a company has realized the following customer movements after a personal sales effort towards Gold- and Silver segment at the expence of the Bronze segment, where marketing was used.

Movements:S: Sale last yearT: Budget

S: BudgetT: forecast

S: Sale last yearT: Sale this year

Result:

Net + walks in Gold and Silver segments

Net – walks in Bronze segment

Marketing are screening good customers and leads in the Bronze segment

Performance target:

Mapping of customer

By using the KONTINEO CRMmatrix® Statistics dimension the company periodically follows up on KPI targets as fixed items in meeting agendas at all levels.

- Have operational/strategic targets been achieved?- Do we need to make corrective action planning?

Increase effort towards Gold Bubble

The target is to increase sale by 120t euro by turning 3 Gold

Bubbles into Gold Sailors

A part of the sales resources is removed from the Bronze

segment

Pilotuser education• Practical training in the use of

CRMmatrix®

½ dayGuide for userorganisationen

KONTINEO CRMmatrix® implementation processCustomer Perspective

Business Analysis workshop• Mindset and model

• Segmentation requirements• Information requirements

• Succes criteria

1 day

Initial technicalpreconditions analysis

• technical preconditions calarification• Data accessibility clarification

½ day (Phone/Remote)

CRMmatrix® design document

• Describes initial matrix design• Describes segmentation possibilities

and information requirements

1 dayBusiness Analysis report

Configuration specification document

Technical test project • Data accessibility (customer)• CRMmatrix® configuration on

production data in in test environment

2 daysIntegrations specifikations document

Work process document• Describes choosen processes

• Describes related information input and output requirements

1 dayBusiness Analysis Report

Configuration specification document

Proces workshop• Role and process identification

• Proces and role design related to the use of CRMmatrix®

1 day

Technical implementation for additional users• Technical rollout

• User and role configuration

1 day

Evaluation• Evaluation of solution• Evaluation of usage

• Adjustment Evaluation• Decision

½ day

Solution Safeguarding• Technical Administrations documentation

• Administrator education

1 day

Users IT- responsibleManagement

Technical implementation • Data accessibility (customer)

• CRMmatrix® konfiguration adjustment and implementation in

production environment

2 days (SAINT + 1 day)Integrations specifikations document

Kick Off and User training

• Mindset & Motivation• Practical CRMmatrix® training

1 dayGuide for userorganisationen

Internal projectmanager

Project Management

2 days

Duration time are estimates

Customer involved roles

Documents

CRMmatrix® is a management tool and a registered brand name owned by Due & Partners © 1992-2007 Due & Partners. All rights reserved. KONTINEO CRMmatrix®