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O PTI M I Z I N G R ETU R N S O N C U STO M E R- C E NTR I C STR ATE G I E S

findings:
For the past four years, SAP
commissioned Peppers & Rogers
Group to conduct 23* mySAP
CRM ROI Reviews. These
assessments led to the strategic
insights outlined in this report:
Insight #1:
Customer data management
goes mainstream
Insight #2:
CRM adopts a more enterprisewide presence
Insight #3:
CRM matures beyond the
Interaction Center (IC)
Insight #4:
Change management becomes
more sophisticatedand essential
to ROI
Insight #5:
Customer-centricity is a brand
differentiator
Insight #6:
CRM is an ongoing journey

mySAP CRM Delivers

Actionable ROI Insight
f

rom designing customer strategies to implementing enabling technologies, firms

are still embracing CRM as the path to competitive differentiation. In all industries,
companies are looking to CRM investments as the means to greater business benefits within
an ever-evolving economy and marketplace.
The mySAP CRM ROI Review participants uniformly cite three specific drivers of ongoing business success: high productivity, low costs and ongoing innovation to drive revenue.
In order to sustain the strength of these drivers amidst market fluctuations, almost all ROI
Review participants chose CRM as a strategic business solution, rather than as a tactical fix.
While each participant faced unique business and implementation challenges, all agree that
in order to achieve ROI, establishing an initial business case is no longer enough. Companies
must continue to track benefits and return once initiatives have been implemented to ensure
that what gets measured gets done.

mySAP CRM Drives ROI Impact Ranging From 15% to 144%

adidas
Adobe
AMD
Audi
Avid Technology
BKW AG

contents
Insights Drive Results .........2

Brutl
C.H. Beck
Cardinal Health
Day & Zimmermann

Industries Adopt CRM

as a Differentiating
Business Strategy ...............4

CJ
Energie AG
IPSOA

By the Numbers....................5

Molex
Pacific Coast Feather

Beyond ROI...........................7
What Gets Measured .........8

Perdigo
Philips Consumer
Electronics
RWTV AG

Understanding Return
on Customer..........................9

Schering do Brasil
Sterling
Tallard
Tata Telecom
(Avaya GlobalConnect)
Villeroy & Boch
Waters

20%

40%

60%

80%

100%

120%

140%

ROI (%)
All companies reviewed faced unique business and implementation challenges, delivering
ROI by approaching CRM as a strategic solution.

160%

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24 mySAP CRM ROI
Reviews were conducted
over a 42-month period.
The profile of
participants includes:

Regions:
EMEA (11)
North America (9)
Asia (2)
South America (2)

Industries:
Consumer Products (5)
Wholesale/Distribution (1)
High Tech (6)
Utilities (2)
Automotive (1)
Pharmaceutical (1)
Professional Services (4)
Media (2)
Engineering & Construction (1)
Telecommunications (1)

CRM Capabilities:
Interaction Center/
Service (20)
Marketing Management (6)
Mobile Sales (3)
Internet Sales (5)
Opportunity Management (2)
Quotation Management (1)
Deduction Management (1)
Portal (2)
Activity Management (1)
Interactive Intelligent Agent (1)
Intellectual Property
Management (1)

Total Investment Amount:

(in USD)

Less than $249,999 (0)

$250,000-$499,999 (3)
$500,000-$999,999 (1)
$1.0 Million-$4.99 Million (11)
$5.0 Million-$9.99 Million (3)
Over $10 Million (6)

Insight #1: Customer data management goes mainstream

Without exception, the ROI Review participant companies are leveraging customer data for
increased profit, long-term growth and revenue gains. While managing customer data was once
a practice of firms on the fringe, it has today become a mainstream practice, evident among the
ROI Review participants.
Belgium-based telecommunications provider Brutl integrated its companys operations centers
not only to bring teams closer together, but to allow customer service representatives (CSRs) to
access a common, centralized customer database from which all customer interactions and
inquiries are tracked. With access to an integrated customer database, as well as advanced data
analysis and reporting tools, CSRs can better manage invoicing of and interactions with customers
that subscribe to multiple services, strengthening the relationship between customer and company.
Robust data management practices signified the start of C.H. Becks journey to becoming a
trusted service provider with the authors and customers it serves. The German publisher
integrated and centralized its database of authors, allowing the companys editors to better manage
author relationships through improved productivity and service. Next steps include implementing
SAP Business Information Warehouse (BW) to enhance data reporting capabilities and analysis.

Number of Users:
1-49 (3)
50-99 (7)
100-249 (4)
250-499 (1)
500-999 (4)
Over 1000 (2)

Insights Drive Results

Insight #2: CRM adopts a more enterprise-wide presence

While each of the industries reviewed faces distinctive business challenges, each also is
working to strengthen end customers experiences throughout the customer lifecycle. By
enrolling all departments in the companys customer strategy, ROI Review participants are
successfully transforming customer relationships by improving data sharing practices and
process improvements.
Molex needed a global platform from which to manage its worldwide business, as it lacked
an integrated view of the various regions activities with customers. To this end, Molex held a
formal executive committee meeting to reengineer sales and marketing processes, identify new
markets and target lead generation activities globally. Molex sought to improve communication across customer service lines, as no common processes existed for capturing and
recording customer interactions.
From there, Molex adopted a customer-based strategy in order to better manage its demand
pipeline and overall customer interactions. The plan was to differentiate the company from its
competitors through opportunity management and customer service optimization. The choice
was natural for Molex, for which customer-centricity is a way of life.
Insight #3: CRM matures beyond the Interaction Center (IC)
Among the ROI Review companies, 20 of the 24 implemented mySAP CRM Interaction Center
(IC). Certainly, the number of IC implementations among the ROI Review participants emphasizes that the IC continues to be a strategic hub of customer interactions. However, from opportunity management to internet sales, companies are moving beyond the IC, looking to other
customer-facing touchpoints that can deliver measurable value.
Value-added distributor and integrated service provider Tallard recognized the need to grow
sales with its channel partners, developing a high-touch customer-centric sales model that
involved sharing sales information with resellers. Enabling the model with mySAP CRM Mobile
Sales will help stimulate profitable sales growth for both the channel partner and Tallard, while
strengthening Tallards position as a trusted advisor with its resellers.

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Thanks to the mySAP

CRM ROI Review
Program, we have been

Insight #4: Change management becomes more sophisticated

and essentialto ROI
100% of all ROI Review participants recognize that change management is critical to generating return. To ensure that the transformation to a customer-focused enterprise delivered
ROI, 22 of the 24 firms implemented significant change management initiatives alongside
their CRM strategy deployment.
The 2005 participants, however, demonstrated distinct change management approaches
that went beyond a class-based or Web-based training. Molex, for example, devised a comprehensive communications plan designed to raise global awareness of the CRM initiative. In
addition, the communications tactics were designed to assist over 1000 employees worldwide
in understanding the benefits of CRM and their roles in achieving these benefits.
Molexs communications plan was a combination of formalized methods and feedback
mechanisms. Communications included a bi-weekly e-mail with content derived from
weekly status meetings, including responses to questions sent from the regions through
established feedback mechanisms. In addition, Molex created a project newsletter published
to coincide with project milestones.

able to prove the possibility

to achieve both objectives.
This program and its final
report should help Brutl

mySAP CRM Drives ROI Impact Across Vertical Industries

to consolidate its leading

HIGH-TECH

position as multimedia
CONSUMER PRODUCTS

operator active in the

PROFESSIONAL SERVICES

southern part of Belgium.

UTILITIES

Jean-Michel Adant
General Manager, Brutl

MEDIA
PHARMACEUTICAL
ENGINEERING & CONSTRUCTION
WHOLESALE/DISTRIBUTION
AUTOMOTIVE
TELECOMMUNICATIONS
0

Number of Participants
mySAP CRM is delivering ROI across vertical industries. Among companies reviewed, CRM is a
catalyst for creating improved customer experiences throughout the customer lifecycle.

Insight #5: Customer-centricity is a brand differentiator

In the past, many organizations competed by organizing resources around the products and systems that supported them. Yet, more often, companies are adopting customer-centric strategies
to stimulate profitable growth. For many of the ROI Review participants, however, customercentricity is more than just a claimit is a brand differentiator in competitive marketplaces.
For AMD, getting closer to customers means becoming more knowledgeable about
their overall business needs and not just how many microprocessors they need to order.
3

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Customers are actively involved with AMD in designing more effective and efficient solutions and processes. By creating these initiatives from the customers perspective, AMD is
analyzing the types of customers that are buying, what they are buying and what they will
need capabilities-wise to improve their business. This type of systematized foresight has
given way to an enterprise-wide customer focus that frames the DNA of AMDs brand.

The process of measuring

ROI shed a significant
amount of light on metrics
and industry best practices,
as well as tools and
resources we could
capitalize on to enhance
the results measurement
of our mySAP CRM
implementation.
Jim Lanzalotto
VP, Strategy & Marketing
Yoh (a Day & Zimmermann Co.)

Insight #6: CRM is an ongoing journey

The ROI Review participants are evidence of how customer strategyand optimizing
enabling technologyis an ongoing process. These organizations have stayed adaptable
amidst market fluctuations, adjusting strategies appropriately. Recognizing that CRM is an
evolving discipline, participants have garnered results over a three to five year time horizon.
For Schering do Brasil, competition was continuously emerging, requiring the company to
constantly adapt. For example, five years ago, there were 20 brands of contraceptives while
today, there are 98 brands with which Schering do Brasil must compete. Combined with a
more informed consumer, these market pressures required Schering do Brasil to take a new
approach to reaching the physicians and institutions it considers customers.
Strategizing for long-term success, Schering do Brasil created an adaptable customer strategy that can evolve with the inevitable changes of the pharmaceutical market. In 2003,
Schering do Brasil made the decision to adopt a two-phase customer service excellence
approach as a differentiating strategy among its competitors. Phase 1 involved equipping its
sales force with mobile sales processes and tools and phase 2 enabled the customer service
center to become the hub of customer interactions, tracking inquiries from consumers
whether via phone or Internet.

Industries Adopt CRM as a Differentiating Business Strategy

Across industries, companies are making headway with their CRM efforts, particularly
as best practices are shared across industries. Here are some examples of how
different industries are using CRM to gain competitive advantage:

Utilities: As deregulation proliferates, utility companies are using customer-based

strategies to stand out by delivering superior customer service to businesses and
consumers

Financial Services: From insurance to retail banking, financial services companies

are finding ways to use CRM as the cornerstone for gathering and mining customer
data, using it to customize customer communications and offers
Consumer Products: Manufacturers across sectors are implementing CRM
strategies to improve relationships across the supply and demand chains, ensuring
seamless interactions to improve the customer experience
High Tech: Companies are developing a 360-degree view of the customer to
integrate and improve sales, marketing and service delivery

Automotive: Auto manufacturers are using CRM to improve relationships with

dealers by sharing customer data, which in turn, strengthens the consumer experience
Healthcare and Pharmaceutical: Firms are adopting customer-driven strategies
to consolidate consumer information in order to more efficiently deliver services,
education and consumer care programs

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By the Numbers
Snapshot: mySAP CRM ROI Review Program Participants
The 24 mySAP CRM ROI Review participants span industries, regions and capabilities.
All companies mySAP CRM implementations were 100% on time and within budget,
helping them realize return faster.

INDUSTRY

REVENUE
(approx. in
USD millions)

# of mySAP
CRM USERS

mySAP CRM
CAPABILITIES

TOTAL
INVESTMENT
(USD millions)

ATTRIBUTABLE
BENEFITS
(USD millions)

INTERNAL RATE
OF RETURN
(ROI %)

adidas
EMEA

Consumer Products

8,836

160

Interaction Center/Service

1.18

1.21

37%

Adobe
N. AMER

High Tech

1,970

60

Interaction Center/Service

9.90

15.57

16%

AMD
N. AMER

High Tech

5,000

75

Interaction Center/Service
(Customer Service &
Support), Complaints &
Returns Mgt., Internet
Customer Self-Service,
Marketing Mgt., Analytics,
Channel Mgt.

31.80

60.80

32%

Audi
EMEA

Automotive

33,426

391

Interaction Center/Service;
Marketing Campaign
Management

11.45

19.55

22%

Avid Technology
N. AMER

High Tech

775.4

105

Interaction Center/Service;
Marketing Campaign
Management

3.30

5.37

68%

BKW
EMEA

Utilities

2,300

50

Interaction Center/Service;
Interactive Intelligent Agent,
Activity Management

6.20

7.88

15%

Brutele
EMEA

Telecommunications

60.50

70

Interaction Center/Service,
(Information Helpdesk,
Complaint Mgt., Customer
Service & Support), Service
Order Mgt., Service Contract
& Entitlement Mgt., Planned
Services, Resource Planning
Tool, Appointment Scheduling

3.75

6.63

26%

Cardinal Health
N. AMER

Wholesale/
Distribution

74,910

615

Interaction Center/Service,
Deduction Management,
Portal

16.30

32.90

70%

C.H. Beck
EMEA

Media

N/A

26

Intellectual Property
Management

0.57

1.02

56%

COMPANY
REGION

(Chart continues on next page >)

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Snapshot: mySAP CRM ROI Review Program Participants (contd)

INDUSTRY

REVENUE
(approx. in
USD millions)

# of mySAP
CRM USERS

mySAP CRM
CAPABILITIES

CJ
ASIA

Consumer Products

2,600

2,350

Day & Zimmermann

N. AMER

Professional
Services

1,300

Energie AG
EMEA

Utilities

IPSOA
EMEA
Molex
N. AMER

COMPANY
REGION

TOTAL
INVESTMENT
(USD millions)

ATTRIBUTABLE
BENEFITS
(USD millions)

INTERNAL RATE
OF RETURN
(ROI %)

Interaction Center/Service,
Marketing Campaign
Management

3.80

5.80

15%

N/A

Internet Sales, Portal

11.55

14.15

56%

792

500

Interaction Center/Service

2.10

1.15

23%

Media

N/A

40

Interaction Center/Service

2.18

3.87

30%

High Tech

2,500

600

Interaction Center/Service,
Opportunity Management

20.00

115.00

97%

N/A

N/A

Internet Sales

1.44

1.87

20%

Pacific Coast Feather* Consumer Products

N. AMER
Perdigo
S. AMER

Consumer Products

1,839

< 200

Interaction Center/Service

0.54

1.19

52%

Philips Consumer
Electronics EMEA

Consumer Products

41,070

< 100

Interaction Center/Service;
Internet Sales

16.65

20.13

26%

RWTV AG
EMEA

Professional
Services

462

< 100

Interaction Center/Service

6.50

9.64

23%

Schering do Brasil
S. AMER

Pharmaceutical

5,932

80

Interaction Center/Service,
Mobile Sales

3.63

4.83

15%

Sterling
EMEA

Professional
Services

N/A

33

Opportunity Management

0.29

0.38

74%

Tallard*
N. AMER

High Tech

100

N/A

Interaction Center/Service,
Mobile Sales

0.26

0.35

144%

Tata Telecom (Avaya

GlobalConnect)
ASIA

High Tech

87

525

Interaction Center/Service,
Internet Sales

1.85

4.69

129%

Villeroy & Boch

EMEA

Engineering &
Construction

1,309.3

Over 200

Interaction Center/Service;
Marketing Campaign
Management

1.98

2.46

30%

Waters
N. AMER

Professional
Services

1,104

Over 1,000

Interaction Center/Service,
Marketing Campaign
Management, Mobile Sales,
Internet Sales

5.00

7.80

35%

* A look forward.

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Beyond ROI
Critical to the ROI success for all of these enterprises has been a comprehensive strategic plan
that assesses the current and future customer experience and how mySAP CRM enables that
vision. The plan provides answers to the questions: What is the impact of CRM to the business? What does it mean to individuals within the organization? How will it affect our customers? Not only did this type of planning help ROI Review participants achieve a measurable
return on mySAP CRM, it positioned them well to continue maximizing their investments by
strengthening customer relationships throughout the customer lifecycle.

10 Best Practices for Realizing ROI with mySAP CRM

By analyzing our metrics
and business processes
the program drew out
the best of the best, and
came up with a conservative result of a 68% ROI
over three years. Even
though the metrics and
benefits were there, we
would not have been able
to identify them in the
same way that the ROI
Review program helped
us do.
Trish Conley, Director,
Global Applications,
Information Systems
Avid Technology

CUSTOMER STRATEGY
Become a trusted partner. Across service and product offerings, companies have the opportunity
to strengthen the trusted partnership it seeks to create with customers. Proactive communication
facilitates a conversation that automatically lends itself to improved customer collaboration and
stronger relationships.
Build a business case. Align technology to business requirements by building a thorough
business case outlining project scope, budget and deliverable targets with quantitative and qualitative benefits prior to implementation. Continue to track benefits to make sure what gets measured
gets done.
Connect customer insight with product innovation. By creating direct relationships with end customers, companies can collect, analyze and incorporate valuable customer feedback in the product
development process. Cultivating a continuous customer feedback loop demonstrates customer
focus, and increases customer satisfaction.
Proactively seek customer feedback. When developing products or services designed
to meet customer needs, successful companies look to the source their customers for valuable
insight. Before and after implementation, customers can provide constructive feedback on required
operational processes and functionality.

IMPLEMENTATION
Implement incrementally. Implement each core piece of the technological infrastructure
and the support processes one step at a time. This allows companies to track results, measure
performance, apply key takeaways to subsequent phases and achieve ROI sooner.
Capitalize on existing systems. Maximize previous IT investment dollars by building on and
integrating technology systems already in use. This allows for more integration cost reductions and
provides a middle step on the road to enterprise-wide customer focus.
Consolidate to reap rewards. Eliminating disparate legacy systems and consolidating infrastructures
lowers the cost of ownership while bringing cost savings throughout the enterprise.
Enable a unified customer view. Centralize customer data to create a foundation of unified
customer profiles accessible across the enterprise. Siloed information, the absence of inter-departmental collaboration and sparse customer data impede growth and invite inefficiency.

CHANGE MANAGEMENT
Incorporate change management efforts early. While process and technology are two pillars to
effective CRM, forward-thinking organizations understand that people represent the third pillar of the
success triumvirate. Incorporate customer-focused, change management initiatives into strategic
planning so cultural transformation will align IT and process transformation.
Manage and communicate expectations. ROI Review participants attribute much of their mySAP
CRM implementation success to ongoing employee communication. Ensure that all employees are
educated on the scope of the initiative to guarantee cooperation and encourage employee feedback.

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What Gets Measured Gets Done:
A Review of CRM Metrics
The following is a sampling of the metrics used by the mySAP CRM ROI Review
participants to generate results across the most prevalent customer touchpointssales,
marketing and service. From increased response rates to reduced inquiry handling time,
these companies established the right metrics to achieve their business objectives.
Sales

The methodical ROI

measurement process
helped us to prove the
effects of our mySAP
CRM implementation from
another point of view. We
were able to really prove the
saved time: in-sourcing of
training, reduction of chronic
overtime, doing more with
less, etc. It was a great
experience and showed us
new ways to value our
CRM initiatives from a customer-focused perspective.
Roger Schmid
Head, Applications and Services
BKW FMB Energy Ltd

mySAP CRM opportunity management functionality has helped Molex develop its
military and medical market segments in the Americas region, increasing revenue by
over $10 million through 2007
From increased order size and frequency to acquisition of new B2B customers in all of
its channels, Pacific Coast Feather will see over $900,000 in revenue contribution
through 2007
Better opportunity management processes will boost revenue contribution for
Tallard by more than $268,000 through 2006
Better access to physician and institution data enables Schering do Brasils sales
representatives to sell more, contributing over $3.5 million through 2009
Marketing
By cleaning its customer lists with mySAP CRMs campaign management functionality, Waters chemistry operations saw a 50% increase in its direct mail response rate
For Audi, increased targeting of direct marketing campaigns will result in more
qualified lead generationUSD $2.8 million increase in revenue contribution
through 2005
With mySAP CRM, CJ now executes its 94 annual marketing campaigns in-house,
resulting in a total cost reduction of USD $839,000
Philips Consumer Electronics continues to collect information about consumers
needs and preferences, resulting in increased marketing campaign response rates,
contributing $3.5 million to the bottom line
Service
As Brutls customer service center now works with a single customer view, the
average cost per case has decreased, increasing productivity by 3.54 million
through 2008
AMD projects that using mySAP CRM to enable the global warranty claims process
will result in revenue contribution by over $60 million through 2010
Adobe will reduce costs by $1 million a year through 2008 from higher productivity
due to revamped processes in its North American Customer Care Center
C.H. Beck will save over 60,000 from access to author master data, intellectual
properties, contracts and royalties from mySAP CRM-enabled service processes

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Enhancing Metrics:
Understanding Return on Customer

SM

SAPs most successful

marketing has been its return
on investment (ROI) program,
including case studies showing total cost of ownership
and ROI calculations from
production customers. These
calculations are winning new
CRM projects for SAP, and
they make compelling reading.
Ed Thompson, Gartner,
June 23, 2004

Customers are companies most important business asset. However, increases or decreases in
the value of a companys customer base are rarely taken into account when a company
calculates its own success and reports it to the world at large.
A new concept in measuring the value of a company is the idea that companies should measure their Return on Customersm, (ROCsm). Return On Customer can be used as an internal
benchmark for progress in centering a management teams efforts around
customers. It takes account of the firms current profits as well as any changes in the level
of a firms customer equity (the sum of all the lifetime values of a firms current and future
customers). Fundamentally, ROC serves as a speedometer for organic growth.
ROC can be calculated as the rate at which a business creates value from any given amount
of customer equity. Mathematically, ROC is the sum of a firms current-period profit from its
customers, plus any changes in customer equity, divided by the total customer equity at the
beginning of the period.
Benefits of ROC measurements
At the first level, ROC is a kind of go/no-go indicator, describing a companys yes-or-no effectiveness at growing its business organically, from the value proposition it offers to
customers. A positive ROC implies value creation, while a negative ROC implies value
destruction. An ROC of zero indicates that value is neither being created nor destroyed, but
simply is converted from customer equity to current-period profit.
At a second level, Return On Customer is a speedometer for organic growth. It is a
quantitative measure of the efficiency with which a company is able to create value. An ROCefficient company will tend to conserve and replenish that value through investments in
customer service, relationship building, customer prioritization and new customer acquisition, among other things. Moreover, a company is likely to experience different ROC levels
with different groups of customers, so understanding which customers can produce the most
value will allow the firm to be more efficient in prioritizing all its efforts.
At a third level, ROC gives us a way to think more clearly about the true economic cost of
interruptive marketing, including telemarketing, direct mail, e-mail and other forms of proactive, outbound messaging. The more a firm solicits business from a customer without success,
the less valuable that company will be to that customer, and vice versa. The result is not just a
decline in marketing efficiency; it is a destruction of customer equity.
ROC is simply a quantitative lens for viewing the results of your companys mission more
accurately, and for managing it more responsibly and effectively. ROC and customer
relationship management (CRM) practices go hand in hand: Doing the right thing for
customers, delivering better value for customers, making business a safer, more hospitable
place for customers as the fundamental way to build enterprise value is the mission of customer-focused firms. Return On Customer is a useful tool with which companies can better
drive that mission home to the organization, teaching everyone how to make daily decisions
that not only serve customers well, but also create genuine, long-term value for the business.

Return on Customer is a registered service mark of Peppers & Rogers Group.

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Peppers & Rogers Groups Approach to Return on Investment (ROI)

ROI is an analysis of assessing the overall financial impact of an implementation,
specifically mySAP CRM. ROI goes beyond realizing benefits by also considering
total cost of ownership.
Peppers & Rogers Group uses its proprietary ValueMap methodology and Internal
Rate of Return (IRR) to determine the ROI of companies implementations. IRR is the
chosen ROI methodology because it is the most conservative and explicit approach.
The IRR methodology is applied to net cash flows generated over the relevant time
horizon measured in accordance with the Cash Flow Return on Investment (CFROI).
This methodology has the advantage of eliminating the impact of company specific
taxation circumstances and policies, as well as national corporate taxation conditions
in the various countries in which the ROI Reviews take place.

About the mySAP CRM ROI Reviews:

Please note that this report

covers the 23 mySAP CRM ROI
Reviews conducted by
Peppers & Rogers Group and
1 mySAP CRM ROI Review
conducted by IDS Scheer AG.

From 2002 into 2006, SAP commissioned Peppers & Rogers Group to conduct 23
mySAP CRM ROI Reviews among enterprises that had purchased and implemented
the mySAP CRM suite. Two other third party evaluators conducted three additional
ROI Reviews. Combined, the ROI Review participants report findings from a variety
of mySAP CRM business process implementations, worldwide regions, industries
and company types. This report notes critical insights for companies looking to maximize the value of their mySAP CRM investment and supporting customer strategy.

To read complete mySAP CRM ROI Reviews,

visit www.sap.com/solutions/crm/customersuccess/roi.asp