CRM - October 2007 - (Page 18)

create targeted messages based on their old football franchise had built relationfans’ history of interactions with their ships with fans and sponsors based on the team instead of relying on a media out- team’s long and colorful history, but its online presence was not able to make the let to send a generic message.” Yet CRM is about more than just sell- most of its profit potential. Management ing tickets to the game. While teams are wanted to introduce interactive efforts to catching on to some areas of CRM, many deepen relationships with fans and venhaven’t yet cleared all the hurdles.“There’s dors alike, so every connection between a lot of stuff going on, but what [many consumers and the brand would be representative of the team. teams] perceive as CRM is The Eagles implemented only fan loyalty and marketing Teams have only just Epic Cycle’s SportsProducer programs,” Greenberg says. begun to learn the online marketing solution Some of the “other stuff ” and saw immediate results: hardly seems sports-specific, importance of The team’s redesigned Web such as the uproar over Janet extending their site experienced a 100 perJackson’s “wardrobe mal- brands and cent increase in user satisfunction” at the Super Bowl faction, traffic, and frehalftime show in 2004—but experiences beyond quency after a revision of Greenberg cites that moment the field. the site architecture. as an example of the fact that When it comes to selecting a vendor, fans aren’t the only customers of a sports business, and a reminder of just options range as far and as wide as the variety of catcalls Yankees fans have for how deeply sports pervades society. Other important factors off the field Red Sox players. Vendors such as Epic are agents, memorabilia vendors, and, Cycle or Nashville-based SmartDM can one of the biggest revenue sources of all, provide specific e-commerce or email the media. In fact, the media plays an marketing functionality, respectively, interesting role in sports that has no while some of the larger suite providers, corollary in the business world, Green- such as Microsoft, Onyx Software, and, berg says. Media entities are not only to a lesser extent, Oracle’s Siebel Syscustomers themselves, but customer- tems, have made progress, Greenberg influencers, as well—not only buying says. For vendors, “sports in CRM is a very interesting opportunity,” he adds. the product, but also helping to sell it. The Philadelphia Eagles understood “Now more than ever, sports teams are this value proposition and turned to San looking to keep an eye on the everDiego–based e-commerce provider Epic increasing number of fans that love Cycle Interactive for help. The 74-year- America’s pastimes.” —Colin Beasty Statistically Speaking Only 4 percent of organizations polled claim their CRM systems are very successful and deliver all the benefits sought, according to a study by PMP Research. The findings also show a clear split in the community: 37 percent of businesses claim to have seen some clear benefits from their CRM systems, while 42 percent said their CRM systems had achieved only partial success and provided limited business benefits. On the metrics side of the equation, only 30 percent of those interviewed said they regularly measure their CRM systems against agreed criteria to gauge expected benefits. The software-as-a-service (SaaS) market across the Asia-Pacific region (excluding Japan) grew 92.5 percent in 2006, to reach a market size of $154 million, according to a report by Springboard Research. Springboard forecasts that the Asian market outside of Japan for SaaS will reach $1.16 billion by 2010. CRM remains the largest segment of SaaS application revenue in Asia, representing 45 percent of the total pie in 2006. A study by JupiterResearch finds that 15 percent of teenagers ages 13 to 17 report being very concerned about the environment—a subgroup the study labeled Green Teens. Of these Green Teens, 29 percent reported making a purchase in a traditional store during the past 12 months and 19 percent made a purchase online, compared to 22 percent and 13 percent of online teenagers overall, respectively. The outsourced customer-care industry ended 2006 with $8.2 billion in total global M&A deal volume, including a record $7.4 billion domestically. The report by investment bank Robert W. Baird & Co. classifies the outsourced customercare industry into consulting services; customer interaction services (customer service, technical support, marketing services, and sales); CRM technology hosting; and fulfillment and logistics. Baird & Co. estimates that, by 2010, revenue produced by these outsourced services will account for $92 billion of an estimated $377 billion total global customer-care market. > > > The Pulse > 33% Solo: Well, the company doesn’t have any, but I’ve got a BlackBerry/ Treo/ iPhone of my own. 21% Mobility Gods: We all have them. WHAT LEVEL OF EXPERIENCE WOULD YOU SAY YOUR COMPANY HAS WITH ‘’SMARTPHONES’’? 25% Elite: Some execs have ‘em, but not frontline folks. 4% Service on the Fly: Servicepeople rely on ‘em. 17% Sales-Enabled: The entire sales force has them. Source: destinationCRM.com reader poll 18 CUSTOMER RELATIONSHIP MANAGEMENT | OCTOBER 2007 www.destinationCRM.com http://www.destinationCRM.com http://www.destinationCRM.com

Table of Contents Feed for the Digital Edition of CRM - October 2007

Contents Front Office Reality Check Customer Centricity Coupons Without the Clipping Something Special in the Air Oracle’s Name Game Market Focus: Sports & Entertainment: CRM Scores for Sports Franchises Statistically Speaking The Pulse Required Reading Are We There Yet? Help Them Help Themselves The Chain Gang Pay Day OutClick Media Gets a Second Opinion Best Kiteboarding Makes a Splash with NetSuite True-Blue Service Documentation Secret of My Success The Tipping Point Re:Tooling Pint of View

CRM - October 2007

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