From simple user lists and Excel spreadsheets to a sophisticated CRM System User lists are of core value to Statistical Agencies

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From simple user lists and Excel spreadsheets
to a sophisticated CRM SystemUser lists are of
core value to Statistical Agencies

• Training Workshop on Disseminating MDG Indicators
  and Statistical Information
• Astana, Kazakhstan, 23-25 November 2009
• Petteri Baer, Regional Adviser, UNECE

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Why is it so important for official statistics to
build relationships? (1)

• Impartial and reliable statistical data are
  widely considered as a prerequisite for a
  democratic society and a necessary condition for
  the smooth running of a competitive market
  economy
• You will need more imagination to find truth
  than to get lost
• Lauri Viita, Finnish author

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Why is it so important for official statistics to
build relationships? (2)

• Statistics are important for policy making in a
  modern society
• Statistics are vital for monitoring the
  development and the effects of policies
• Statistics are crucial for understanding the
  society around us
• Comparable statistics across countries and
  regions are a necessity in a globalizing world

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Why is it so important for official statistics to
build relationships? (3)

• Evidence-based decision making needs facts and
  not beliefs or prejudges
• Certainly not only in politics
• This is crystal clear especially in the world of
• Business
• Research
• But also NGOs, Trade unions, Employers
  organizations, Lobbying, Local governments,
  Educational institutions you name it!

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How to find out customers needs? (1)

• Previous purchases of statistical information
• Focus groups
• Personal contacts (seminars, visits etc.)
• Interviews
• Comparing similar customers

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How to find out customers needs? (2)

• Business Intelligence
• Media
• Annual reports of customers
• gt Learning to understand core ideas of the
  value production of customers and the needs of
  statisticalinformation connected with these core
  ideas

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Tools assisting work for better satisfaction of
user needs

• Simple, but well structured MS Excel tables
• Use of MS Access structures
• Customer databases
• Information on regular and heavy users
• Customer Relationship Management system(CRM)
• For good and systematic follow-up and planning of
  interaction with regular and heavy users
• Example NSIs Canada, Finland, Estonia
• Business Intelligence systems

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What is CRM? (1)

• Customer Relationship Management
• Not marketing in general
• Theoretical roots Nordic School of Marketing
• Service marketing
• One to one marketing
• Relationship marketing
• Building relations to users
• Bulgaria!!

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Dialogue with customer and analysisof customer
behaviour
More information about
Growth of customer loyalty
present and forthcoming
and consolidation of the
needs of the customer
customer relationship

Willingness of both parties
A LEARNING CUSTOMER RELATIONSHIP
to invest both time and money
More efficient marketing
and money in building the
and service profile to customer
customer relationship
The value of the customer
More activities responding to
relationship grows for
real customer needs
both parties
More efficient customer contacting and a
decline of contact built in vain
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From product marketingto marketing activities
based oncustomer interaction plans
Customers needs
Key and Partnership Customers
Customerinteraction plan
Service providing andcustomer information
Customer analysis
Statistics Finland
The NSOs possibilities and goal settings
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What is CRM? (2)

• CRM stands for SYSTEMATIC work with existing and
  potential customers which are divided into
  different customer segments which are approached
  and interacted with in different ways because the
  need structures - and hence the service
  structures - for the customers in the different
  segments are different.
• Part of CRM is the building up of and existence
  of a Customer Database into which all contact
  information and communication information is put
  with the aim of making it possible to build up
  the relations with the customers SYSTEMATICALLY.
• This way of acting makes it possible to KNOW what
  has been done in building customer relations. It
  makes it possible to PLAN new interactions more
  effectively taking into account the accumulated
  experience.

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In Statistics Finland

• Both old and new challenges emphasised in the
  1990ies the need and importance of Customer
  Relationship Management
• In the mid 1990ies an understanding of the need
  for CRM emerged
• Not so much in the top management
• But in the practical work heading for clear user
  orientation
• In developing and disseminating mproved
  statistical products and services

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CRM A Technical Tool?

• CRM is NOT only or mainly a technical tool BUT
• as a sophisticated system, where customers and
  potential customers can be dealt with according
  to
• their own customer behaviour
• the CSOs own definitions of customer
  relationship levels and -policies
• the self-expressed wishes of customers

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Customer-oriented services and products by means
of CRM

• The goal of CRM is to
• Understand the needs of different user groups
• Segment customers into groups with similar need
  structures
• Keep the information on interaction with
  customers in good shape and order

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Customer-oriented services and products by means
of CRM

• Set goals for meeting customer requirements
• advance the use of statistics
• develop profitable activities and public services
• encourage new product development ideas and
  innovations
• create new co-operation modes or partnerships
  with customers and stakeholders
• and to do this work systematically

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Systematic contact building has given good
results in Statistics Finland

• More than 100 000 individual internet users
  monthly on the web site
• In the CRM system (end of 2005)
• 15 000 principal customers,
• 24 400 customers,
• 29 000 contact persons
• 50 customers were in 2004 nominated to be
  strategic or key customers of Statistics Finland
• Many customers are in contact with the NSO in a
  number of different roles

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Development of Customer Relations Management
(CRM)Steps taken in 1992-2002
Customer Relationship Management Education
Project 2001-2002
Customer service standards from 2001 -
Customer Database from 2000 -
Customer Feedback Channel on the Internet from
1999 -
Systematic and persistent work Part of
the strategy of Statistics Finland
Balance Scorecard Strategy Dissemination
Strategy 1998
Customer core process analysis
1997 Customer Database definition work
group 1996 Customer Surveys 1992 -
1997
1999
1998
2000
2002
2001
2004
2005 ..
..
2003
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User needs are specific not general

• All user needs are specific
• Their satisfaction should be developed in
  communication and cooperation with the users
• When the number of contacts grows, you must
  create a syste-matic way to keep track

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Wise Words of Dr. Samuel Johnson (1709-1784)

• Knowledge is of two kinds. We know a subject
  ourselves, or we know where we can find
  information upon it
• What does this mean in the world of today?

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But thats once again another story

• Thank you for your attention
• Remember
• You cannot learn to swim if you dont go into the
  water
• petteri.baer_at_unece.org
• www.unece.org/stats

A learningCustomerRelationship
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Attachment An example of the benefits of having
both chargeable and non-chargeable statistical
services

Building Relationships with Users as a Strategic
Concept
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Systematic customer contact building has given
good results in Statistics Finland

• More than 100 000 individual internet users
  monthly (with a population of 5 Million)
• 15 000 principal customers, 24 400 customers, 29
  000 contact persons accumulated in the CRM system
• 1 customers bring 60 of the income
• 50 customers were in 2004 nominated to be
  strategic or key customers of Statistics Finland
• Customers have several ways of being in contact
• Many customers are in contact with the NSO in a
  number of different roles

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Responsibilities of customer carein Statistics
Finland
1. Central government 2. Local government 3.
Corporations and enterprises 4. Research
Institutions 5. Educational Institutions 6.
Others
Centralised customer process customer database
Strategic customers - 15 organisations Key
customers - 33 organisations
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Number of customers according to Segments in
Statistics Finland, End of 2005

• Corporations and enterprises
• Educational Institutions
• Local Government Bodies
• Organisations
• Foreign customers
• Central Government
• Libraries
• Research Institutions
• Others
• Without segment value (in 2005)

• 13 466
• 2 344
• 2 258
• 1 464
• 802
• 681
• 657
• 520
• 35
• 1 433

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Different users prefer different services
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Customer Relationship Management Systems used in
modern organizations are useful because

• The entire organisation benefits from the
  information the system provides
• It helps to analyse the customer structures and
  developments
• Direct- and telemarketing campaigns are much more
  effective
• Helps to monitor the success (or non-success) of
  different relation building activities taken
• Provides a good basis for customer surveys and
  customer relations

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Main steps in organising CRM-work
...to organise customer segment teams and
nominate the people in charge of relations with
customers
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Basic statistics - an infrastructure of modern
society

• Basic statistical information is a tool for
  safeguarding democracy
• In order to participate in decisions of society,
  citizens should have access to basic information
  on structures, development
• Statistics serves decision making
• This infrastructural service of basic statistical
  information, often generates demand for more
  sophisticated and customized statistical
  information on additional topics and phenomena
• More labour- and/or investment-intensive
  statistical services and service products are
  usually chargeable

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In a world with growing information overflow a
tough question is

• Will Official Statistical Agencies in the future
  have the role of a key provider of
• correct, objective, non-partial, non-biased,
  understandable, comparable and easily accessible
  information, relevant to stakeholder and user
  needs?
• Or will they degenerate into
• under-funded producers of historical data,
• having a limited role as a background source for
  users mainly in public administration and in
  institutions of economic and social history?