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Unilever Organizational Change on CRM

Unilever Organizational Change on CRM. Organizational Change Management Hanoi, 16 August 2003. 1. Table of Contents. 1. Team Members 2. Vision 3. Critical Success Factors 4. Bold Actions, Strategic Levers, Participation Approach 5. Impacts and Magnitude 6. Milestone Events

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Unilever Organizational Change on CRM

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  1. UnileverOrganizational Change on CRM Organizational Change Management Hanoi, 16 August 2003 1

  2. Table of Contents 1. Team Members 2. Vision 3. Critical Success Factors 4. Bold Actions, Strategic Levers, Participation Approach 5. Impacts and Magnitude 6. Milestone Events 7. Critical Change Process 8. Best Practice & Lessons Learnt 2

  3. Team Members Trieu Hong Phu Vision Nguyen Manh Ha Critical Success Factors Nguyen Thanh Ha Bold Actions, Levers, Participation Uong Minh Nam Impacts and Magnitude Tran Viet Dung Milestone Events Nguyen Anh Tuan Critical Change Process Tran Lan Anh Best Practice & Lessons Learnt 3

  4. Vision Unilever VN’s Vision: Fulfilling the Health and Beauty Aspirations of Every Vietnamese Family Vision: “Customer Satisfaction through CRM” Balanced scorecard: - Financial Measures - Customer Measures - Business Measures - HR Resource Measures Communication: - What: Project vision - Who: Stakeholders - How: Meeting, contacts Feedback: - Monitoring - Evaluating - Correction Planning: - Resources - Milestones: 12 months - Targets: Efficient CRM, revenue increase 4

  5. Vision Perspective Success factors Measurement Follow up Critical Success Factors Customer Satisfaction through CRM Finance Customer Employees Process Learning Profitability Customer satisfaction Commitment CRM Innovation, Skillful Revenue Profit Cost Growth Customer complaint Customer satisfaction index Employee satisfaction, Employee performance Rev/distributor Rev/ brand Rev/staff Number of suggestion for improvement Monthly Immediately Daily Daily Daily 5

  6. Bold Actions, Levers, Participation Bold actions To develop a program focusing on high value distributors/ customers Strategic levers - To restructure distributor network for selected distributors/ customers. - To develop CRM for better services to distributors/ customers. - To make distributors to become customer service centers. - To provide training on network using, team work, customer service skills. Participation strategies - To set up change project team, including top management, IT, sale, finance, marketing and distribution departments; consultants and distributors. - Daily working and frequent meeting of change project team. 6

  7. Impacts & Magnitude - Customer service: relation w. customer - Technology: system to collect input - Communication: internal&external link Business aspects - People skills - Motivation commitment Personal & cultural aspects - Structural and mobilized team to support the change - Determined drivers of change - Strategy for building organization’s level of readiness - Ability to lead the transformation effectively and work well together Task deliverables 7

  8. Impact Analysis Measurable criteria & ranging: Revenue/ brand 100bil/yr/brand 120bil/yr/brand Revenue/ distributor 36bil/yr 50bil/yr Revenue/ employee 700mil/staff/yr 750mil/staff/yr Order to delivery 2 days 1 days Unintended impact: Unauthorized access to the system Poor skills of users Corrupted network Commitment of distributors 8

  9. Milestone Events/ Phases Design and Develop Monitor and Improve Visioning and Planning SelectSoftware Implement Pilot 1/2 month 1/2 month 4 months 2 month 4 months 1 month 9

  10. Mrkg Dist. Fince IT Top mngt Sales Critical Change Process • Commitment/ team effectiveness to CRM from key stakeholders • CRM cuts across all top management, sales, marketing, distribution, finance, IT. • Distributors/ Customers • Commitment for approval & implementation • Awareness of benefits to all stakeholders Scope of Customer Relationship Management Distributors/ Customers 10

  11. SHAREHOLDER VALUE CUSTOMER SATISFACTION Data capture Data warehouse MARKETING & SALES CAPABILITIES CUSTOMER SERVICE CAPABILITIES PRODUCT QUALITY CAPABILITIES PRICING CAPABILITIES CRM ORGANIZATIONAL INTEGRATION KM Call centre STRATEGIC VISION TECHNOLOGY PEOPLE METRICS Organizational Integration • Consistent strategy across channels, functions, departments, & business units • Investment in tools for CRM • Satisfied employees who are informed, motivated, and experienced • Measurements and rewards aligned with customer loyalty 11

  12. Best Practice & Lessons Learnt Best Practice: Responsiveness to the needs of organization: Review output: Objectives/ Target/ Measurements Commitment of stakeholders: Capabilities of “change” leaders & its team/ Partnership: How it’s created, managed Balancing: Benefits of stakeholders: Win - win approach Integration: Technology, skills, process, scope of work Lessons Learnt: Communication effectiveness: Transparent, 2 ways Learning: Increase learning capabilities of project community Review & reward: Effectiveness of project implementation/ motivation for stakeholders 12

  13. Thanks for your attention! 13

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