Volume Six, Number 3 June 2002 the ROI Report the ROI Report Featured Organization: Brother International Corporation Case Studies Analyzing the Return On Investment of Customer Relationship Management (CRM) Initiatives Brother Pursues Fully Integrated CRM Strategy to Develop Customer Loyalty, Projected 129% ROI. Benefits Reduce Returns. Each 0.25% reduction in returns Saves More than $1.6 Million Per Year Consider Customer’s Lifetime Value (LTV) not just transaction value. Anticipate Customer Needs for new product or software upgrades. Maximize Customer Experience: increase accessory sales & revenue growth. Reduce Servicing Time for end users, 40%; & dealers, 50%. Consistently Improve Quality of Service. Share knowledge across the organization through the Solution Database. Campaign to Tightly Focused Target Groups within hours. The ROI Report is published by Hill|Holliday, 200 Clarendon Street, Boston, MA 02116. Copyright 2002, The ROI Report. Reproduction prohibited. For more information, please call 1-800-283-1SAP. Please refer to material No. 50 056 102. Introduction and Company Profile . . . . . . . 4 Business Context, Mission and Driver, Strategy, Business Case . . . . . . . . 6 Business Transformation . . . . . . . . 8 Proceeding with SAP CRM . . . . . . . . . . . 11 CRM: Strategy, Defining Key Performance Indicators . . . . . . . . . . 13 Implementation . . . . . 15 Implementation Costs . . . . . . . . . . . . . . 16 Benefits . . . . . . . . . . . . 17 ROI . . . . . . . . . . . . . . . . 19 The Future . . . . . . . . . . 19 Lessons Learned . . . . . 21 About the ROI Report . . 22 Tài liệu tham khảo - www.marketingchienluoc.com 20 G lo ver Avenue Norwalk, CT 06850 V 203.642.5121 F203.642.5126 www.1t o1.c om  At Peppers and Rogers Group, we believe that the goal of Customer Relationship Management (CRM) initiatives is the development of Learning Relationships with customers. CRM practitioners leverage deep understanding of individual customers to make their products or services increasingly smarter over time relative to each customer’s needs. Customers are hesitant to reinvent this relationship with another firm. Building these types of relationships require a company to make difficult changes in their firms. So why invest in CRM at all? Dr. Martha Rogers and I have always considered CRM to be, first and fore- most, a solid financial concept. CRM builds on the axiom that it is more cost-effective to keep and grow an existing customer than to acquire a new one. We were honored to be asked by SAP and Hill Holliday to review the design and execution of this ROI Report. Our firm is often asked to conduct similar studies for clients. And we are pleased to report that the processes used to uncover the financial benefits and derive the financial formula for Brother’s CRM initiative were fully-consis- tent with our own rigorous approach to measuring ROI. In fact, we think the final ROI calculation is probably conservative. This is due to the fact that most companies don’t yet measure baseline customer lifetime value (LTV)—the sum total of expected future profit flows from a customer. Effective CRM increases LTV. But without a baseline measure of LTV, we can’t compare the changes from CRM to the baseline. So, we use existing metrics to measure the short-term impact of CRM. Despite this conservatism, Brother still reports ROI in excess of 100%. After learning about the Brother initiative, we are not surprised by this result. Brother addresses customer needs that extend beyond the product itself, assisting cus- tomers on issues of interoperability with other devices. In combination with the compa- ny’s intelligent approach to collecting and storing the right customer data, Brother is positioning itself to be able to deliver "smarter" service than its competitors over time. Now that Brother has increased the percentage of the Kings that they can identify, they might gain further benefit from ranking customers according to their growth potential. This would help Brother allocate more resources to invest in such accounts, perhaps providing even more proactive and regular support—ensuring that these customers continue to choose Brother as they grow. Brother is making huge steps towards becoming a trusted advisor to their cus- tomers. Many customers are willing to pay a premium for products and services where they can count on a company to "pick up the conversation where it last left off." As Brother continues to turn customer data into powerful business strategies, they assure themselves of continued CRM success! Sincerely Don Peppers Founding Partner, Peppers and Rogers Group Tài liệu tham khảo - www.marketingchienluoc.com Brother is a growing global brand, recognized worldwide for providing high quality value added products in the office and home. With the growth of the Small office and Home Office (SOHO) market as well as corporate cost cuttings, Brother has established itself as the value supplier. Brother International Corporation of USA (BIC, hereinafter referred to as Brother) generated approximately $1 billion in revenues for 2001, more than 70% coming from its Business Machine Group which sells office equipment such as printers, fax machines, Multi-function Devices (MFDs), and Ptouch Electronic Labeling Systems. Other businesses of Brother are personal and home products, and industrial machinery and solutions. The Business Machine Group operates in a hyper- competitive market with fragile margins. It is extremely sensitive to customer loyalty, and is therefore a major focus for CRM. Brother sells its information and document products predominantly thought retailers, resellers, and distributors, but takes sole responsibility for all after sale customer contacts. The National Service Division of Brother is organized to provide service to its Customers, and resellers as well as manage Brother’s Parts Distribution, Return Center, and Customer Contact Centers. Information and document products nowadays have to offer a dazzling array of features, as well as interoperate with complementary products such as personal computers. Users who become frustrated with products that don’t operate with their personal computers right out of the box will either call for help and/or return the product. The vulnerability is manifested by a high percentage of product returns in excess of 12% throughout the information and document products industry. EXECUTIVE SUMMARY Brother Pursues Fully Integrated CRM Strategy to Develop Customer Loyalty, Projected 129% ROI. Volume Six, Number 3 June 2002 the ROI Report the ROI Report Featured Organization: Brother International Corporation Case Studies Analyzing the Return On Investment of Customer Relationship Management (CRM) Initiatives The ROI Report is published by Hill|Holliday, 200 Clarendon Street, Boston, MA 02116. Copyright 2002, The ROI Report. Reproduction prohibited. For more information, please call 1-800-283-1SAP. Please refer to material No. 50 056 102. Introduction and Company Profile . . . . . . . 4 Business Context, Mission and Driver, Strategy, Business Case . . . . . . . . 6 Business Transformation . . . . . . . . 8 Proceeding with SAP CRM . . . . . . . . . . . 11 CRM: Strategy, Defining Key Performance Indicators . . . . . . . . . . 13 Implementation . . . . . 15 Implementation Costs . . . . . . . . . . . . . . 16 Benefits . . . . . . . . . . . . 17 ROI . . . . . . . . . . . . . . . . 19 The Future . . . . . . . . . . 19 Lessons Learned . . . . . 21 About the ROI Report . . 22 Tài liệu tham khảo - www.marketingchienluoc.com Introduction and Company Profile Brother is a continually growing global brand, recognized worldwide for providing high quality value added products in the office and home. Brother International Corporation of USA (BIC, hereinafter referred to as Brother) the subject of this study, was established in 1954 and is the fully owned US subsidiary of Brother Industries, Ltd. of Nagoya, Japan. Brother in turn has several subsidiaries including those in Canada, Mexico, Brazil, Chile and Argentina. Brother recorded $1 bil- lion in revenues, constituting 37% of Brother Industries’ total revenues of $2.7 billion for 2001. Brother Industries, Ltd. as a group consists of close to 60 subsidiaries world- wide. Hence Brother’s top-level vision is summed by the “Four Gs” of Group, Global, Growth, and Green. Brother Industries started in 1928 by manufacturing sewing machines and is a world leader in sewing machines for home and indus- try, however sewing machines constitute a rel- atively small portion of the business nowadays. Brother Industries is now concentrated in four major areas consisting of the information and document business, the personal and home business, the machinery and solution busi- ness, and the retail and real estate business. 4 Reproduction Prohibited. Copyright 2002, The ROI Report. Brother International Corporation the ROI Report the ROI Report Ⅲ Reduce returns. Each 0.25% reduction in returns saves more than $1.6 million per year. Ⅲ Enable viewing the lifetime value rather than just one time transaction value of a customer. Ⅲ Identify customers when they come close to needing a new product or need software upgrades. Ⅲ Maximize customer experience during each call, increasing accessory sales, revenue growth. Ⅲ Reduce time for servicing end users by 40%, $1.8 per customer call. Ⅲ Reduce times for servicing dealers by 50%, $3.5 per work order, and up to $10 per swap. Ⅲ Achieve consistent improved quality of service by spreading the knowledge that was in the customer service reps’ mind through the Solution Database. Ⅲ Lower database maintenance costs by business users as well as by MIS. Ⅲ Campaign to tightly focused target groups within hours. Ⅲ Eliminate multiple systems; use one common software solution to support the growth of the business and its processes. Identify and disseminate best practices. Brother had chosen SAP in 1994 as its ERP system to replace all other mis- sion critical legacy systems. In 2000 Brother proceeded with mySAP.com as its CRM solution to continue with a fully integrated strategy. The new measure of business success going forward would be the “Return on Relationship” requiring the ability to turn customer data into business strategies and thereby customer rela- tionships into equity. The National Service Division’s service center solution would be the gateway for realizing the strategy. Further reduction in returns and increased sales would be the end games. The ROI Report has projected the internal rate of return on the investment of $1.7 million by Brother International Corp. into CRM to gen- erate an estimated ROI of 129%. EXECUTIVE SUMMARY continued Tài liệu tham khảo - www.marketingchienluoc.com Over 70% of all revenue is generated from the Business Machine Group which produces office equipment such as print- ers, fax machines, Multi-Function Devices, and Ptouch Electronic Labeling Systems, based on Brother’s deep competency in printing technologies. The Business Machine Group operates in a hyper-com- petitive market with relatively fragile mar- gins, and is extremely dependent on technological innovation in electronics for remaining competitive. Steady sale of sup- plies provides some stability for ongoing profits. Hyper-competition also means that the information and document business is extremely sensitive to fickle customer loyalty, and is therefore a major focus for CRM and this study. Personal and home products include embroidery and sewing machines. Personal and home products share some similarities with the information and document business in terms of customer relationships and service. These products too have become more sophis- ticated and interdependent with advances in information technology. The machinery and solutions business may perhaps be considered as being the direct descendent of Brother’s original sewing machine business. This business consists of highly sophisticated indus- trial sewing machines and machine tools serving indus- trial customers in the appar- el, automotive and IT industries among others. In line with the general trend in manufacturing industries this business has redefined itself as a solutions business focusing on the customers’ production line and productivity. More recent- ly with reduced product cycle times of the cus- tomers, the machine tools have evolved from being specialized to being general purpose and configurable in order to support flexible pro- duction cells and lines. Brother sells its product line through various dealers, resellers, retailers, office superstores, and distributors. Reproduction Prohibited. Copyright 2002, The ROI Report. 5 Brother International Corporation the ROI Report the ROI Report BROTHER INTERNATIONAL CORP. USA AT A GLANCE Fig. 1 Sales: $1 billion in 2001. Employees: 1,200 in Americas, of which approximately 200+ in National Service Organization. Headquarters: Bridgewater, New Jersey. Operations: American subsidiaries in Canada, Mexico, Brazil, Chile and Argentina. US R&D center in Tennessee. US Distribution Centers in California and Tennessee, US Customer Contact Centers in California and Tennessee. Businesses and products: Information and document business producing office equipment including printers, fax machines, Multi-Function Devices (MFDs), and Ptouch Electronic Labeling Systems. Manufacture and sale of supplies for same; Personal and home products business producing sewing and embroidery machines; Machinery and solutions business producing industrial sewing machines and machine tool solutions serving chiefly apparel, automotive and IT industries. Key Executives in CRM Initiative: Terry Koike, President Dean Shulman, Sr. Vice President Charles H. Stadler, Vice President National Service Joy Applebaum, Director, National Service CRM Project Leader Dennis Upton, Chief Information Officer Tony Serignese, Director, MIS CRM Project Leader Terry Koike, President, Brother International Corporation “ It’s critical to have an end game for implementing CRM. One has to think ahead and ask ‘How will we know we did better with CRM?’ ” Tài liệu tham khảo - www.marketingchienluoc.com 6 Reproduction Prohibited. Copyright 2002, The ROI Report. Brother International Corporation the ROI Report the ROI Report Business Context, Mission and Driver, Strategy, Business Case The National Service Division of Brother USA was formed in 1980 and has more than 200 employees most of whom are customer service agents working at customer contact centers. The charter of the division can be summarized as Customer Satisfaction. Deceptively simple as it may sound, defin- ing customer satisfaction and defining the customer relationship took many years, and is a never-ending quest for Brother. The National Service Division is organized into four groups. These groups are King (Customer Service,) Queen (Technical Support,) Parts Distribution, and Returns. The King is the ultimate end user and is extremely demanding and must be serviced at all times. The Queen is the dealer/reseller who sells the ultimate end user Brother products and also needs to be supported. Having a Queen sell the end user meant that Brother had to consistently produce value-oriented product with high functionality. Brother was committed to serving the right features to the right customers by providing the richest set of features when compared against competitors at every critical price point. Brother was always well known for being the best value provider in the information and document sector, especially appealing to small office and home office (SOHO) users, because these users tended to be more value conscious than corporate purchasing bureaucracies. The SOHO market was a niche until the recession and corporate downsizing in 1991 created a boom of formerly employed workers who now became self-employed. Having a home office or being a consultant was no longer a stigma. Brother was per- fectly positioned for this market segment and further established itself as the value supplier. Dean Shulman, Sr. Vice President explains, “During difficult times even the CUSTOMER CALLS Fig. 2 0 500 1000 1500 2000 1996 1997 1998 1999 2000 800 1400 1545 1770 1844 Telephone Calls Answered 0.1 0.3 0.5 .28 .43 .48 .48 .48 Calls Per Units Sold Calls per unit sold are stable. Source: Brother International “ Brother recognized that it was time to focus on retaining and developing its customer base. ” Tài liệu tham khảo - www.marketingchienluoc.com Reproduction Prohibited. Copyright 2002, The ROI Report. 7 Brother International Corporation the ROI Report the ROI Report richest King’s look to save money and enhance their bottom line, but most refuse to sacrifice quality. Brother products thrive in this type of market.” This scenario was repeated after the Internet bubble burst in 2000, further strengthened by the trend for businesses to increasingly make use of flex- ible telecommuting type work practices. Brother, once again with its value philosophy was best positioned to penetrate medium to large businesses and corporations. As the economy recovered after 1991, Brother recognized it was time to hold on to and to develop all these customers. It would be necessary to somehow view the lifetime value rather than just one time transaction value of a customer. Everybody knew that it was far less costly to keep an existing customer and sell them something else, but it wasn’t clear who these cus- tomers actually were, or how they would continue to be “Brother customers.” The first step would have to be collect all the important information about the customers in one place. At the time it was very difficult and expensive to do the required type of data collection and database management. Brother struggled for several years with the tradi- tional “warranty cards in the box” approach, which yielded only marginal results. It was apparent that the customer information was in the hands of the Queen, the dealers, so Brother opted for a strategy strongly sup- porting the Queen. Brother assumed most of the burden from the retailers by taking responsibility for after sales related activi- ties and calls. This worked well enough but still did not close the loop and answer the burning question for Brother, who was the King and what did the King think? In addition to the long-standing strate- gic marketing requirements above, additional factors conspired to make CRM a burning need for Brother in the new millennium. Information technology had become ubiq- uitous among non-technical users such as in the SOHO market. Information and docu- ment products increasingly had to interoperate with a great variety of personal computers, TOTAL CUSTOMER SATISFACTION Fig. 3 Who is the Customer? What has Customer Purchased? When has Customer Purchased? How is it Used? Has Customer Called? What were the Issues? Has Customer had Service? Customer satisfaction is a continuous feedback process. Source: Brother International “ During difficult times, customers work to enhance their bottom line without sacrificing quality. Brother thrives in this environment. ” Tài liệu tham khảo - www.marketingchienluoc.com operating systems, and application programs. Brother’s products had become highly inter- dependent with, and indeed vulnerable to weaknesses in complementary products such as personal computers and applications. Users were becoming frustrated with products that wouldn’t operate with their personal computers without significant con- figuring and troubleshooting effort on their part, even when Brother was not really at fault. In addition to heavy usage of auto- matic fax-back and e-mail systems, calls were avalanching into Brother’s five cus- tomer contact centers. Brother was spend- ing millions annually on customer service and was not able to keep up with all the calls. The vulnerability was manifesting itself very painfully, in a high percentage of product returns, typically in excess of 12% throughout the information and doc- ument products industry. Business Transformation The immediately identified need was to do something to reduce the product returns. Brother had determined as far back as 1996, that simply answering more calls from the approximately 1.8 million distinct callers would address a significant portion of the product returns. Of the calls, only 46% were being answered, and those in turn were not being serviced using anything other than a rudimentary database. The database appli- 8 Reproduction Prohibited. Copyright 2002, The ROI Report. Brother International Corporation the ROI Report the ROI Report BROTHER KEY PERFORMANCE INDICATORS Fig. 4 Source: Brother International Critical Success Factor: Error-free Order Processing Critical Success Factor: Speed of Order Processing Strategic Objective: Total Customer Satisfaction General Performance Indicator: On time deliveries Measurable Performance Indicator: Orders with Deliveries On Time (%) Measurable Performance Indicator: Orders with Correct Volumes (%) General Performance Indicator: Volume accuracy General Performance Indicator: Sales order cycle time Measurable Performance Indicator: Cycle Time Goods Issue Measurable Performance Indicator: Cycle Time Invoicing General Performance Indicator: Return Rate Measurable Performance Indicator: Returns Among Sales Order Lines (%) Tài liệu tham khảo - www.marketingchienluoc.com cation was unable to keep up with the grow- ing customer base, unable to refer to the ser- vice history of a caller, unable to place customer orders, and unable to provide essen- tial information about inventory availability or the status of an order. The number of telephone calls answered was increased by 131% from 1996 to 2000, resulting in a steady decline that more than halved the total dollar value of returned items. In addition some information and a FAQ system was made available on the Internet. The apparent calls per unit sold went up from 0.28 in 1996 and stabilized at 0.48 from 1998 onward even though call volume grew continuously throughout this time period. In other words, almost half of all units sold intrinsically result in a customer ser- vice call from the customer. (Fig.2) It was recognized that while reducing returns by answering more calls was crucial, and progress was being made, it was not nec- essarily the same as providing customer sat- isfaction. Brother started from the premise that a customer relationship supported by specif- ically associated core processes would be the foundation for customer satisfaction. CRM was defined as having one face to the customer regardless of the contact medi- um, and providing a complete customer his- tory at the push of a button to everyone facing the customer. Total Customer Satisfaction was then formulated as a continuous infor- mation process as depicted in fig. 3, starting with information on who purchased what and when, continuing with how the prod- uct was being used, and whether the cus- tomer had contacted Brother and if so, what the issues or service requests were. Only after coming full-circle as many times as necessary, would there be complete knowledge of the customer and total customer satisfaction, with any hope of keeping and growing a cus- tomer with Brother forever. Supporting the total customer satisfac- tion information loop would require a Business Warehouse. This could be partial- ly populated by converting some of the exist- ing data, however the final content requirements would not be known until at least some of the CRM processes were in place and generating data. Capturing irrele- vant information would be worthless. Five process areas were identified as critical for generating data as well as pro- viding service. These were, answering of a call through CRM, logging the call and retriev- ing the customer information, accessing and populating the solution database on an ongo- ing basis for consistent answers, e-mailing or faxing solutions, and finally maximizing cus- tomer experience to be able to sell acces- Reproduction Prohibited. Copyright 2002, The ROI Report. 9 Brother International Corporation the ROI Report the ROI Report BROTHER ENJOYS NEAR-ZERO EMPLOYEE TURNOVER IN SERVICE CENTERS Brother’s National Service Division has achieved what may be an unprecedented feat in the service center industry and has been doing so for many years since 1989. In the call center industry high employee turnover rates are the norm. At Brother’s in-house customer contact centers the employee turnover rate is virtually nil even while growth has been moderate. Employees attribute this to Brother being a good company to work for with genuine concern for employees as evidenced by their benefits and working environment and continuous training. Furthermore the customer service job remains interesting with a wide variety of products being sup- ported allowing the development of expertise and associated pride by the employees over time. Joy Applebaum, Director at National Service and the CRM Project Leader explains, that during the CRM project “we realized that it was important to let them know what was happening. We did presentations and let our employees know that the management was not just ‘trying to do something to them’ but there were business drivers and achiev- ing total customer satisfaction was our common purpose. CRM functionality was presented to each group which increased their feedback, their buy-in, and got their ideas integrated.” Joy Applebaum, Director, National Service CRM Project Leader “ Brother understood that a customer relationship supported by specific core processes would be the foundation for customer satisfaction. ” Tài liệu tham khảo - www.marketingchienluoc.com 10 Reproduction Prohibited. Copyright 2002, The ROI Report. Brother International Corporation the ROI Report the ROI Report BROTHER KEY PERFORMANCE INDICATORS Fig. 5 King (customers) Service: MEASURE CURRENT TARGET CHANGE Work order cycle time 5.3 minutes 3.5 minutes 40% Outsourced employee turnover 90% 72% 20 % points First Call Resolution 89% 94% 5 % points Fax and Printer phone call time 7 minutes 6.5 minutes 60% of calls by 10% Unique callers answered 64% 74% 10% of all callers Accessory sales ratio - - +1% of all calls Uniformity or responses - - Qualitative Training time 3 days 2 days 400 hours/year Queen (retailers) Service – Administrative: MEASURE CURRENT TARGET CHANGE Swap cycle time 20 minutes 10 minutes 50% Work order cycle time 7 minutes 3.5 minutes 50% Research time per problem - - -20% Vendor inquiries to on-line help 0% 75% 75% of total Outbound calls 42 per day 6 per day 85% Uniformity or responses - - Qualitative Queen (retailers) Service – Tech Support: MEASURE CURRENT TARGET CHANGE Research time per problem - - -20% Incorrect referrals 100% 0% Eliminate Dispatch efficiency - - 75% Uniformity or responses - - Qualitative Parts Department: MEASURE CURRENT TARGET CHANGE Customer order cycle time - - - 1 hour Returns - - -10% Consumer inquiries - - -15% Average talk time 3.25 minutes 3 minutes 8% Service level (calls answered) - - +15% Consumer Sales: MEASURE CURRENT TARGET CHANGE Accessory order ratio 27% 30% 3% of calls Callbacks - - -50% Outbound mail and fax - - -30% Kana response time 29 hours 18 hours 38% Time assisting other customer contact centers - - -75% Order entry - - 50% Tài liệu tham khảo - www.marketingchienluoc.com [...]... users who in turn can lead and train the other users Reproduction Prohibited Copyright 2002, The ROI Report 21 theROI Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation About the ROI Report This publication is a periodic report on the implementation of enterprise-wide client server applications, such as R/3 and CRM from SAP R/3 The ROI Report is written for senior managers... once all the information being generated by the processes is condensed and analyzed to seek larger trends and shifts in the market for Brother to proactively take advantage of Reproduction Prohibited Copyright 2002, The ROI Report 19 theROI Report Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation Then CRM will become a part of higher-level strategy processes within the company... Warehouse CRM Call Center Operation (Consumers) Brother Mail Reporting Interner Functionality www Source: Brother International 12 Reproduction Prohibited Copyright 2002, The ROI Report theROI Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation CRM MODULES AT BROTHER Report Fig 7 Online Product Registration registermybrother.com Service Solutions ASC Search Swaps or Work... University of Paris For More Information The telephone number for The ROI Report is 800283-1SAP The electronic mail address is SAP.COM We look forward to hearing and reading your comments on how we can make The ROI Report more valuable to you Reproduction Prohibited Copyright 2002, The ROI Report 22 Tài liệu tham khảo - www.marketingchienluoc.com Tài liệu tham khảo - www.marketingchienluoc.com ... during the SAP implementations Dennis Upton, CIO, Dean Shulman, Sr Vice President recalls having to be patient, “with a disciplined Reproduction Prohibited Copyright 2002, The ROI Report 11 theROI Report Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation approach, future development could be done more economically.” The appearance of mySAP prompted Brother to re-evaluate the. .. business practices Process measurements would then be among the lead indicators for total customer satisfaction The process improvements would feed into lowered transaction costs, in terms of Reproduction Prohibited Copyright 2002, The ROI Report 13 theROI Report Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation REMEMBER THE ABC’S Fig 8 A wareness Communications Business... factor.” the SAP consultants while building the competency of Brother’s own MIS Brother insisted on veteran consultants for the project All SAP consultants were released before starting to roll out the system in June 2001, and Brother took over the entire proIMPLEMENTATION COSTS ject thereafter The technical team consisted of veterans from previous R/3 projects Project Costs The ability of the MIS staff... and stored in CRM and the Business Warehouse for company reporting require- Reproduction Prohibited Copyright 2002, The ROI Report 15 theROI Report Tài liệu tham khảo - www.marketingchienluoc.com Brother International Corporation ments A custom screen for position throughout differdata gather ing was ent phases depending on designed Custom enhancethe focus and more daily ments consisting of ABAP tasks... Copyright 2002, The ROI Report 17 theROI Tài liệu tham khảo - www.marketingchienluoc.com Report Brother International Corporation paign processed from CRM Ad hoc scenarios can be performed for estimating campaign size Data integrity is assured thanks to the CRM data entry points where inputs are validated during entry Duplicate records are eliminated using the search logic within CRM Reports are generated... and Brother’s cost of capital Financial projections for future years were based upon The ROI Report s analysis of internal company documents and comparative industry analyses The investment analysis included the estimated cost of both external and internal Brother implementation expenses The ROI was calculated by determining the Internal Rate of Return (IRR) using the time-value-basis of money The IRR . database. The database appli- 8 Reproduction Prohibited. Copyright 2002, The ROI Report. Brother International Corporation the ROI Report the ROI Report BROTHER. 2002, The ROI Report. 9 Brother International Corporation the ROI Report the ROI Report BROTHER ENJOYS NEAR-ZERO EMPLOYEE TURNOVER IN SERVICE CENTERS Brother’s