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GENERATIONACommunicationsIndustryPerspectiveAcommunicationsstudybyDeloitteConsultingandDeloitte&ToucheNEXTCRMIntroduction................................................................................2HowTraditionalCRMIgnorestheCustomer............................3TheEvolutionofCRM.................................................................6TheCompetitiveAdvantagesofNextGenerationCRM...........8ImplementingNextGenerationCRM........................................11NextGenerationCRMMarketImperatives...............................16NextGenerationCRMinAction:TheipulsysCaseStudy.........18WhyNextGenerationCRMWorks..............................................23Endnotes&Acknowledgements................................................24CONTENTSDeloitteResearch-NextGenerationCRM08:17:Chasereceivesane-mailalertfromthewebcenteratGlobalCom:networklatencybetweenSchillinger'sdesigncentersinBarcelona,Lyon,andSingaporehasincreasedduetohighertrafficvolume.08:19:ChaseaccessesthesecureextranetthatGlobalComhasdedicatedtoSchillinger'saccount.08:20:UsinganinteractivecustomerdashboardthatmonitorsSchillinger'sIP-VPN,Chaseconfirmsthatthisdiagnosisiscorrect.08:24:AreviewofoverallnetworkusagerevealsthatdesigncentersinSanDiego,London,andBonnhavebeenusinglessthan40%ofthebandwidthallocatedtothemforaboutthreeweeks.08:30:ChaseconfirmsthatthesecenterscompletedamajorredesignofSchillinger'smainproductamonthago,andareunlikelytousethiscapacityinthenearfuture.08:45:SophisticatedmodelingtoolsontheextranetallowChasetodeterminetheoptimalmixofre-allocatingbandwidthfromSanDiego,London,andBonntothenow-congestedroutesbetweenBarcelona,Lyon,andSingapore,andpurchasesofadditionalcapacityasacushionagainstshort-termspikesindemand.08:52:ThankstoGlobalCom'sintegratedbillingapplication,Chasecanallocatetheadditionalbandwidthcoststotherelevantdesigncenters,whichallowsSchillingertopriceitsdesignworkaccurately.ThefollowingfictionalizedvignettepresentsapictureofwhatisavailabletodayatanumberofcompaniesthatarepursuingNextGenerationCustomerRelationshipManagement(CRM)solutions.SchillingerInternational,anautomotivecomponentsmaker,maintainsdesignandproductionfacilitiesthroughoutNorthAmerica,Europe,andAsia.ThefirmusesanIP-basedvirtualprivatenetwork(VPN)toconnectitsdesignteams,andemployscomputer-assisteddesigntoolsinitsproductdevelopmentprocess.Thecompany'snetworkproviderisGlobalCom,aleadingcommunicationscompanythathasdeployednextgenerationCRMsoftware.WefollowSchillinger'sVicePresidentofCommunication,DarlaChase,asshecopeswiththecompany'sshiftingnetworkcapacitydemands.Inthisscenario,Schillingerhasdynamicallyself-provisionedinordertocopewithshiftingnetworkrequirements.NoneofthishasrequiredaninternalbureaucracyatSchillingerorcontactwithGlobalCom'scustomerservicepeople.Instead,ithasallbeendoneviasophisticatedmonitoringofnetworkusageandrealtimeresponsestoanticipateddemand.Itisthisleveloffunctionality-andultimatelycustomersatisfaction-thatisthepromiseofNextGenerationCustomerRelationshipManagementsoftwaretools.1NextGenerationCRMCompetitioninthecommunicationsindustryhasbecomethestrategist'snightmareofawarwagedonmanyfronts.BattlesovertechnologyrageasfirmsgrapplewiththedisruptiveeffectsofwirelessservicedemandsandInternet-basedtelephonyontheprivateswitchedtelephonenetwork.Aglobalraceforscalehasseennationalincumbentsinvestbillionsinforeignmarkets.TheperceivedneedtodiversifyserviceshascompaniessuchasAT&T,NTT,andVodafonemovingtowardcontentprovision,despitecapitalmarketpressurestostayfocusedontheirprofitablecorebusinesses.Andtheemergenceofnon-telcoentrantssuchasVirginintheUKandawidevarietyofelectricutilitycompaniesintheUSiscreatinganewclassofcompetitorssingle-mindedlyfocusedonwinningthehighest-valuecustomers.Despiteuncertaintyabouthowbesttocompeteintheevolvingcommunicationsmarketplace,mostcompaniesknowthatatleastoneaspectoftheirbusinessiscriticallyimportantnomatterhowothercompetitivequestionsareresolved:theyknowtheymustexcelatservingcustomers.That'swhy,acrosseveryindustry,CustomerRelationshipManagement(CRM)hasemergedasamanagementpriorityforfourofeveryfiveFortune1000companies.ThetotalmarketforCRMtechnologiesandservicesexplodedtoUS$39billionin1999,andisprojectedtoexceedUS$125billionby2004—apenetrationrateandlevelofinvestmentthatrivalsTotalQualityManagementinitsheyday,and,morerecently,EnterpriseResourcePlanning(ERP).Initsmostbasicform,CRMisanintegratedapproachtosales,customercareandservicequalitydesignedtolowersellingcosts,garnerwalletshare,andincreasecustomerretention.BasicCRMgenerallyinvolvesautomatedcallcenters,salesforceautomation,andintegratedcustomerinformationsystems.Foranincumbentcommunicationscompany,wherethekeytoshort-termprofitabilitymayinvolvedefendinganembattledfranchise,thisfirstgenerationCRMcanoftendeliverimmediatevalue.Thefuture,however,belongstoabroadervisionthatmovesfromsimplymanagingcustomerrelationshipstoenhancingcustomervalue—anapproachthatreflectstheneedforcommunicationsfirmstoprovideincreasedvaluetocustomerswhilesimultaneouslycapturingmorevalueforthemselves.Th