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Getting the Best value out of Oracle CRM on Demand
How Coloplast is implementing CRMOD
- Lone Bundgaard, Vice President
15.09.2014
Page 1
Agenda
• Facts about Coloplast
• CRM on Demand in numbers
• The importance of CRM on Demand within Coloplast
• How do we work?
• Results and Lessons learned
15.09.2014
Page 2
This is
Coloplast
Who are our typical users?
Ostomy
Care
Continence
Care
Urology
Care
Wound & Skin
Care
People who have had their
intestine redirected to an
opening in the abdominal wall
People in need of bladder
or bowel management
People with dysfunctional
urinary and reproductive
systems
People with difficult-to-heal
wounds
… And how do we help them?
SenSura® Mio
Launched
in 2011
15.09.2014
SpeediCath®
Compact Set
Launched in 2012
Altis®
Single Incision sling
Launched in 2012
New Biatain®
Silicone
Launched in 2013
Today we’re market leaders…
8,500
Represented in
40+ countries
Employees
ORGANIC
GROWTH
7%
35-40%
Global market share
in Ostomy Care
15.09.2014
2 BILLION
USD REVENUE
32%
40-45%
EBIT
margin
Global market share
in Continence Care
Products sold in
100+ countries
Coloplast by the numbers
Group revenue by segment
Continence Care
#1 worldwide
Ostomy Care
#1 worldwide
USD
2 billion
Full year
2012/13 sales
Urology Care
15.09.2014
Wound & Skin Care
#4 worldwide
Coloplast by the numbers
Group revenue by geography
Emerging
markets
Other developed
markets
USD
2 billion
Full year
2012/13 sales
European
markets
15.09.2014
Agenda
• Facts about Coloplast
• CRM on Demand in numbers
• The importance of CRM on Demand within Coloplast
• How do we work?
• Results and Lessons learned
15.09.2014
Page 8
CRM on Demand in Coloplast - facts
Roll out initiated in 2011 – now in 14 countries:
• US,CA,DK,NO,FI,SE,DE,AT,CH,BR,CN,RU,IN,CZ, AU
Languages:
• English, German, Russian, Chinese, BR Portuguese
• Upcoming: Italian, Spanish, Japanese
Around 1700 users today – increasing in the coming 2 years:
• Sales reps
• Customer service
• Marketing
15.09.2014
Agenda
• Facts about Coloplast
• CRM on Demand in numbers
• The importance of CRM on Demand within Coloplast
• How do we work?
• Results and Lessons learned
15.09.2014
Page 10
Three years ago, the purpose of our CRM platform was to
ensure one process and one set of numbers
Sales Reps
(registration)
HQ
(transparent
global data
set)
“Old global
CRM
rationale”
Country
Managers
(reporting)
15.09.2014
Sales
Managers
(tracking)
“Slim
model,
out fast”
Today, our company changes have called for new CRM
demands…
1 Coloplast® Care
2 Direct-to-Consumer
CARE is a
Direct-to-Consumer is a
retention programme
marketing channel
15.09.2014
We’ve made investments to engage with consumers…
Examples of our Direct-to-Consumer investments
New website
15.09.2014
Expertise
Call centers
Systems
Lead generation
IT and Sales & Marketing are becoming new best friends!
15.09.2014
Our CRM platform is key in order to drive our business
requirements
Requirements driven by subs with the global CRM platform
implemented
Requirements from business driven by our ambition and
agenda(s)
15.09.2014
The new objective for CRM is to create a
global structure to support…
- strategic initiatives,
- global processes and
- best practice sharing
…for continuous improvement.
Agenda
• Facts about Coloplast
• CRM on Demand in numbers
• The importance of CRM on Demand within Coloplast
• How do we work?
• Results and Lessons learned
15.09.2014
Page 16
CRM on Demand – governance
Requirements from Consumer Excellence, e.g.
•Coloplast Care
•Campaign management
Requirements from Sales Excellence, e.g.
•Segmentation and targeting and other reporting
•Account specific action plans…
Ability for CRM team to lift
business requirements
Commercial
CRM team
(6 employees)
Country specific
requirements for
changes to CRM
15.09.2014
Page 17
Corporate IT (5 employees)
•Develops changes to the CRM platform based on
processed requirements from commercial organisation
•Able to adjust use of external resources based on
inflow and approved cost level (L&T and EC4U)
We have designed a country implementation in 8 steps –
and a duration of process…
1. Pre-preparation
Duration
1 week (2 months before)
2. Business preparation
3. IT preparation
1 week
• Initial process owner training
1 week
5 weeks
Key milestones
• Project plan sign off to include
resources
Local Resources
• Country manager (9%)
• Country manager (4%)
• Country manager (4%)
• Country manager (3%)
• Sales manager (9%)
• Receiving project manager (30%)
• Receiving project manager (30%)
• Receiving project manager (6%)
• Marketing manager (9%)
• Process owners (30%)
• Process owners (30%)
• Process owners (25%)
• Consumer care manager (9%)
• Local admin (60%)
• Local admin (60%)
• Local admin (50%)
• Process owners given system access
• Project KPIs agreed and signed off
• Documented local security
requirements
4. Data mapping
• Local data validated in test system
• All remaining template gaps closed
• Initial S&T process training complete
• Customer care manager (9%)
5. System verification
Duration
3 weeks
6. User training
7. Go-live
2 weeks
2 weeks
8. Post go-live*
4 weeks
• Global template changes signed off
• User training signed off
• System live
• Finalise local admin training
Key milestones
• System functionality signed off
• System testing signed off
• Handover to 1600
• Project debrief and close
Local Resources
• Country manager (3%)
• Country manager (3%)
• Country manager (3%)
• Country manager (1%)
• Receiving project manager (10%)
• Receiving project manager (14%)
• Receiving project manager (14%)
• Receiving project manager (7%)
• Process owners (40%)
• Process owners (50%)
• Process owners (30%)
• Process owners (10%)
• Local admin (50%)
• Local admin (50%)
• Local admin (30%)
• Local admin (25%)
15.09.2014
Page 18
Time to call a “roll-out time out” to meet new demands…
• Simplifying process
Sample order
review
Intuitive user
interface
& design
Reporting & data
mgmt
External user
access
(e.g. Nurses)
• Lowering maintenance
Coloplast CARE
• Improved reporting
• Documentation and standardization of business
processes to follow work flow
• More relevant system roles towards users
• Reduced number of clicks
• Development of operational reporting for CRMOD
users with special focus on sales users and a
“what's-in-it-for-me-factor”
Accounts to
contacts and
professional
contacts
Off-line demand
• Solving certain performance issues by indexing
database
• Solving legal constrains by creating a new CRM
user role
• Adding functionalities to support specific business
process
15.09.2014
• State of the art campaign tool “Eloqua”
Interfaces with CRM facilitating end-user
contacts and marketing agenda
• Segmentation & Targeting review and proposal
going from account to contact level
• Modification of processes that generate duplicate
records
• Solving current specific issues by adding a new
front end “off line” layer (Fellows Gadget2Go)
• Adding more revenue focused reporting and
planning capabilities
• Reinforcement of CRMOD setup “as is” for now
Account planning
• Potentially recreate current setup in off-line layer if
outcome of S+T review and SU pilot supports it (out
of budget)
Agenda
• Facts about Coloplast
• CRM on Demand in numbers
• The importance of CRM on Demand within Coloplast
• How do we work?
• Results and Lessons learned
15.09.2014
Page 20
Results
Common sales processes across countries
Single system to support global processes
One global CRM and campaign management system instead of locally owned and maintained platforms.
Full 360 degree view for accounts and contact info.
System supports following languages: English, Chinese, Russian, German and Brazilian
Roadmap contains additional 10 countries and 3 languages within the next year.
15.09.2014
Page 21
Lessons learned
• CRM is a business project, not an IT project
• Governance is key
• From local to global – change management takes time
• Being in the cloud both has advantages and disadvantages
• Significant benefits from engaging with Oracle
15.09.2014
Page 22
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