Update on CRM Initiatives & New Business Development TNPA Annual Customer Conference: 13 August 2014
Customer Relations Management (CRM) 2
Contents 1. Three Tier Approach 2. End State Customer Centric Organization 3. Towards Customer Centric Organization 3.1 Key Initiatives 3.2 Progress Update
Three Tier Approach A The following gaps were identified as critical in the recent Blueprint exercise: C TIA Maturity Assessment CRM Blueprint B Recent Integrated CS Survey Lack of efficient fulfillment and resolution of customer queries/ issues, Inconsistent customer experience across ports and channels, Lack of integrated view of the customer, Lack of multi-channel customer management. Areas of improvement: The internal CRM maturity assessment conducted by TIA identified the following risks: Customer promise is inconsistent with organisation s capability to deliver, Poor management of customer complaints Lack of customer insights, Inadequate key account and customer management. Queries and requests are responded to timeously, Clear and proactive communication, Committed to resolving customer queries, Availability of personnel when needed, Committed to understanding my business and requirements, Professionalism of employees, Understanding customer requirements. 4 4
End State Customer Centric Culture Fully documented and automated processes for customer service interactions (complaints, queries, service requests, etc.), Transparent and consistent management of customer issues, tracking and reporting, CRM system to manage customer data and activities. Systems & Processes Capabilities, mindsets and behavior Performance management Common understanding and appreciation of customers (CSI) Proactive communication (communiqués, newsletters, forums, roadshows, etc.) Adoption of the voice of the customer theme customer is king Creating customer centric culture Integrated Customer Management One customer, one company vision. Queries and requests attended to speedily (FCR % & MTTR), Calls answered promptly (80/20 Service Level), Reduced # of complaints (# complaints as % of # customers), Complaints resolved timeously (Resolution time in hours or days & Root Cause Analysis), Continuous Improvement on CSI scores, Daily, weekly, monthly and annual reports on Service Requests Management. 5
Towards Customer Centric Organization 6
Key Initiatives 3 Account Management Plans 2 Implementation of CRM Solution 4 Voice of the customer 1 Contact Centre Telephony Solution 5 Customer Centric Focus Improved Customer Experience 7
Progress Update on Key Initiatives Contact Centre Telephony Multi channel contact solution (Calls and e-mail management system) Service provider identified and in contract signing stage. Customer Service Agents appointed and currently in training. Implementation of CRM Solution Completed business processes to ensure alignment and efficiency. Service provider appointed and currently in development stage. Customer profile update has commenced. Go Live end September 2014. Account Management Plans Know the customer campaign. Integrated Customer Management with other OD s Completed key account plans and customer segmentation. Voice of the customer EXCO customer engagements and visits. Customer and Company driven feedback. (Annual and CRM System surveys) Multi disciplinary team focusing on customer developments and CSI. Customer Centric Focus Customer service training for all customer facing staff. CSI performance scores incorporated in EXCO BSC. Drafting of Customer Service Charter in progress. 8
New Business Development & s56 Projects 9
Contents 1. New Business Development (NBD): 1.1 Overview: Strategy & Planning, Go to Market Strategies, 1.2 Strategy Implementation Sector Approach. 2. Section 56 Projects Overview: 2.1 Current s56 Projects, 2.2 Upcoming s56 Projects, 2.3 s56 Challenges and Mitigation.
Overview: Strategy & Planning Develop Market Strategies & Value Propositions Market demand & capacity alignment, Market value proposition development ( What to take to market ). Go to Market Strategies HOW: Who we will target and what we will offer them, Channels to use to connect with customer. Develop Sector and Market Plans (CRM) Industry planning, Account planning, Marketing objectives aligned with strategic plans, Identification & Management of key projects. Manage the Market Planning Programme Market Plan monitoring (intelligence), Origination(New Business), Client Returns, Optimal Utilization of capacity at the ports, Market share and share of wallet. Account Plan Implementation (CRM) 11
Overview: Go to Market Strategies Targeted Markets/Regional & Global): Shipping Lines, Terminal Operators, Cargo Owners, Rail Operators, Etc. Segmentation Dimensions: Products & Service Offering, Customers in the Port Industry, Customers Needs & Expectations, Value for the Customer. Value Proposition/Success Factors: Connectivity to Markets - Regional & Global, Infrastructure/capacity, Efficient Operations, Commercial & Business Incentives. Segmentation: Containers & Transshipments, Dry Bulk (Coal, Iron-Ore, Manganese), Automotive, Non Cargo Segments (Cruise liners, Oil Rig Repair, Dry Dock, LNG). Marketing Mix: Product (terminal capacity/infrastructure, maritime services, transshipment services), Place (Maritime Industry, Global Investors, East-West Africa, Sub Saharan Regions, BRICS), Price (enhanced transparency, support & drive beneficiation), Promotion (port brochures, sales book, DVD s, Website, conferences & exhibitions). 12
Strategy Implementation Sector Approach SECTOR ACTION PLAN METRICS WHEN Coal Create short term capacity in Richards bay to facilitate trade for small coal miners. Manganese Identify alternate use of under utilized break-bulk capacity, e.g. Skiptainers. Collaborate with container operators to use empty container leg for manganese exports (port of PE). Seamless & structured service offering (customer measure). Increased berth utilisation & export throughput. Increased volume throughput in the port of PE. 2014/15 2014/15 2014/15 Iron-Ore Design & implement an access strategy for new emerging miners. Market analysis, engagement & visitation to new emerging mines. 2014/15 13
Strategy Implementation Sector Approach SECTOR ACTION PLAN METRICS WHEN Break-Bulk Analyze available break-bulk capacity & utilization thereof (berth & land) and identify alternative use for under utilized break-bulk capacity. Agriculture Engage with industry stakeholders for alignment & collaboration, e.g. National Agricultural Marketing Council, Agrimark SA, SASE, etc. Identify new fruit export markets in middle East & Africa for contracts. Increased berth utilisation & productive use of existing infrastructure. Joint planning & direction of market trends. New reefer calls into the port system. 2014/15 2014/15 2014/15 14
Strategy Implementation Sector Approach SECTOR ACTION PLAN METRICS WHEN Liquid Bulk Benchmark the liquid bulk models (operational & commercial) with a view to implementing similar services in SA, e.g. Mozambique (Beira & Matola). Implementation for improved productivity & efficiency. 2014/15 Automotive Implement an automotive transhipment strategy. Identify hand car importers into SA for storage & transshipment facility. Create logistics park for value added services (PE automotive terminal). Increased volume throughput. Increased volume throughput. 2014/15 2016/17 15
Section 56 Projects Overview 16
Current s56 Projects S56 Project Sector Current Status Western Cape Port of Saldanha LNG Facility Terminal Operator Agreement (TOA) implementation underway. Port of Cape Town Liquid Bulk TOA implementation awaiting ROD. Eastern Cape Port of Ngqura Liquid Bulk TOA finalization awaiting conclusion on tariffs from NERSA. KZN Port of Richards Bay Liquid Bulk TOA is on development phase. Outstanding resolution of environmental issues. Operational phase planned
Upcoming s56 Projects s56 Projects Western Cape Rig Repair Facility- (Saldanah) Offshore Supply Base - (Saldanah) Cruise Terminal ( Cape Town) Eastern Cape HFO (East London) Manganese (Ngqura) Shed 10,11 & 12 (PE) KZN Cruise Terminal (Durban) South Dunes (Richards Bay) Lot 100 (Durban) Sector Oil & Gas Oil & Gas Cruise Liner Liquid Bulk Dry Bulk Break-Bulk Cruise Liner Liquid Bulk Liquid Bulk 18
s56 Challenges & Mitigations Challenges Mitigation Long lead times & process turn around Commence to obtain applicable statutory/regulatory approvals prior going on public process, e.g. EIA application, Early engagements and alignment with Industry bodies, e.g. NERSA. Address other internal challenges, i.e. resourcing the portfolio with specialized skills & enhance current governance processes. Statutory precedent requirements and conditions Uncontrollable risks impacting on s56 implementation Thorough listing & analysis of all statutory requirements per projects and addressing these prior project commencement. Identify these and have mitigation measures, e.g. funding guarantees, 19 transformation certifications, etc.
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