Alexandre - Directeur de projet SIEBEL

- An Enterprise Customer Repository to support a new front office and services for agents and brokers in order to gain in business effectiveness.
- Cost killing on direct marketing campaign (mailing vs. e-mailing)
- Different and personalized one to one approach in operational business units depending on marketing scores
- Share marketing leads on the agents/broker front office and measure sales forecasts and effective sales

Project Director 25 months
E-mailing channel implementation for direct marketing
PAIN: Non industrialized e-mailing campaigns, lack in efficiency
GAIN: Cost killing on direct marketing campaign (mailing vs. e-mailing)
My ROLE ON PROJECT/RESPONSABILITIES:
o Business requirement and project framework
o Project ownership and management (about 15 persons involved)
o Workshops animation with business and IT stakeholders
o RFI and RFP for an e-mailing campaign solution integrated with Affinium (Plan, Collaborate, Campaign)
o Data catalogue, target processes, deliverability
o Project plan & Change management addressed to the Campaign Management Team (CMT)
o E-mail addresses collection and data quality
o E-mailing campaigns results follow-up (KPIs)

Customer Data Collection and Customer Scoring Broadcasting
PAIN: Data collected from customer lost or partially undertaken: risk on contracts warranties. Any industrialized communication (except from e-mails) from central (Marketing) to local agents, brokers and employees to share customer information
GAIN: Propose a different and personalized one to one approach in operational business units depending on marketing scores

My ROLE ON PROJECT/RESPONSABILITIES:
o Business requirement and project framework
o Project ownership and management (about 45 persons involved)
o Workshops animation with business and IT stakeholders
o Target Business process analysis and solution design
o Data collection from GENERALI website, from specific marketing campaigns and from external data files.
o Data spreading module into Information System (IS) from central to local desktops, to share four scores: Segment, Value, Product to propose, Churn risk
o Budget consolidation and follow-up

Enterprise Customer Repository
PAIN: Enterprise Customer Repository is not the data master for agents / brokers network. Applications connected to the repository can only be accessed in read only to customer information.
GAIN: Propose a new front office and services for agents and brokers, fully integrated to back office in order to gain in business process effectiveness. Quick wins to significantly improve existing business procedure.

MY ROLE ON PROJECT/RESPONSIBILITIES:
o Concerns 1000 agencies, 200 brokers
o Business requirement and project framework
o CRM Program ownership and management (about 75 persons involved)
o Workshops animation with business and IT stakeholders
o Impact studies on each functional domain (Front Office, Back office, Marketing, Billing, Assignment)
o Target Business process analysis and solutions design
o Data quality: address normalization, doubles shooting
o Project roadmap and milestones definition
o Deployment and acceptance strategy definition and running management
o Budget consolidation and follow-up (5 million Euros)




Opportunity management
PAIN: Difficulties to correctly share marketing leads with networks and follow local related tasks
GAIN: Share marketing leads on the agents/broker front office and measure sales forecasts and effective sales
My ROLE ON PROJECT/RESONSABILITIES:
o Business requirement and project framework
o Target Business process analysis
o Workshops animation with business and IT stakeholders
o Opportunity concept definition and solution design
o Project roadmap and milestones definition

CRM ADVISE (Paris, France) Customers: GENERALI, La MAIF, La POSTE, Le PRINTEMPS, La FNAC, EUROMASTER, SIEMENS, MANPOWER.

Project Director 36 months
PAIN: Difficulty to get a clear overall view of the customer, independently of contracts or claims information. Significant loss due to the lack of information sharing between operational units. No Customer Strategy and no customer personalized approaches.
GAIN: Sharing valuable customer information to enhance cross selling and improve sales efficiency.

My ROLE ON PROJECTS/RESPONSIBILITIES:
Customer Strategy - « Customer Relationship Business Model »:
o Customer Relationship Strategy, validated by business head office.
o Customer Relationship approach definition: customer loyalty and business development.
o Pilot « Test & Learn » to validate expected gains (3 business units, 1 call center and 1 service center) and prioritize actions to deploy on the entire network. Successful results : profit from claim contact flow to enhance contracts selling
o Key Performance Indicators definition, measurement and adjustment
o Change management accompanying the Pilot project Team

CRM Solution: Person repository, integrated to back office
o Assistance to Project Owner for the implementation of a CRM Solution (SIEBEL) “Person repository”, integrated to back office, for all business lines : Fire / Damages / Accidents, Saving and Banking
o Project ownership and management
o 5500 users and project team of 170 persons (45 under direct responsibility)
o Business requirement and project framework
o Animation of business stakeholders and coordination of business deliverables
o Target Business process analysis and solution design
o Risk management and follow-up, in regard to business requirements
o Functional Design Phase methodology and follow-up
o Deployment strategy and detailed rollout planning

- Share valuable customer information to enhance cross selling and improve sales efficiency.
- Pilot « Test & Learn » to validate expected gains and prioritize actions to deploy on the network. Results: profit from claim contact flow to enhance contracts selling.

Customers: EUROCOPTER, 9 TELECOM, La MAIF, La POSTE, WALLSTREET System.

- Customer segmentation: Sales effort adapted to customer value and expected revenue. Results: New call center set-up for small and medium customer and marketing campaign for up and cross selling.
- Key Performance Indicators to measure sales effectiveness

- From a product culture to a Customer Centric Organization, Multi Channels efficient strategy and approach: Sales, Call Center, Marketing, Service, Self care.

UNILOG MANAGEMENT (LOGICA) (Paris, France)
Internships/Placements:

1999
(6 months): CAPSIDE, Consulting Company (Grenoble, France)


1997
(6 months): Cinémas GAUMONT (Paris, France)


1996
(6 months): Reader’s Digest Europe (London, England)