CRM Best Practices

Best Practices in Customer Relationship Management
Achieving a competitive advantage through the customer-driven
The Worlds Leading Provider of eBusiness Applications Software
enterprise
The CRM Market Leader

Todays organizations understand that their ability to deliver a superior customer experience defines the next frontier of competitive advantage. To acquire, retain, and grow customer wallet and mind share, organizations recognize that they must become customer-driven enterprises. They must continuously improve and optimize their customer-facing business processes that drive customer acquisition and retention. As a result, customer relationship management (CRM) is a top spending priority of organizations globally.
CRM Is a Top Priority
What will be the top three strategic, IT-driven priorities as we emerge from the recession?
Integrating systems and processes External customer service/ relationship management Enabling/enhancing eCommerce Knowledge management/ integrating intellectual assets Implementing data security and privacy measures Automating/optimizing the supply chain Implementing new technologies, such as wireless Extending systems globally Other Source: CIO Magazine, September 2002. 8% 39% 35% 33% 32% 26% 21% 49% 61%
Siebel Systems is a leading provider of CRM softwareand the only CRM software company to have consistently gained market share over the past five years. Siebel Systems share of the CRM software market has steadily grown from 49 percent in 1997 to 76 percent today. During this same period, other enterprise applications vendors have either lost share or failed to gain meaningful share in the CRM software market, which many leading industry analysts forecast to be the largest segment of the enterprise applications software market through the balance of this decade. Siebel Systems is by far the CRM market leader.
Worldwide CRM Applications Market Share
80% 70% 60%
Market Share
50% 40% 30% 20% 10% 0%
1997 Siebel Systems SAP Vantive/PeopleSoft Oracle Clarify/Amdocs Baan 38% 0% 27% 0% 22% 13%
1998 56% 0% 17% 0% 16% 11%
1999 57% 1% 9% 9% 15% 8%
2000 66% 5% 6% 13% 10% 0%
2001 76% 8% 9% 7% 0% 0%
Source: SEC Filings, analyst estimates, and Siebel estimates.
Table of Contents
The Customer-Driven Enterprise Barriers to Becoming a Customer-Driven Enterprise The Siebel Solution: Enabling the Customer-Driven Enterprise through CRM Best Practices Cross-Industry Best Practices Sales Best Practices Call Center Best Practices Service Best Practices Marketing Best Practices Customer Order Management Best Practices Partner Relationship Management Best Practices Employee Relationship Management Best Practices Industry-Specific Best Practices Best Practices in Automotive Best Practices in Communications and Media Best Practices in Consumer Goods Best Practices in Finance Best Practices in High Technology and Manufacturing Best Practices in Insurance and Healthcare Best Practices in Life Sciences Best Practices in the Public Sector Best Practices in Retail Best Practices in Travel and Transportation Best Practices in Utilities, Oil and Gas, and Chemicals Universal Application Network: Enabling Cross-Application Business Processes in Support of Best Practices Implementation Best Practices: Ensuring Customer Success Siebel 7.5: Best-in-Class CRM Solution
1 2 3
Best Practices in Customer Relationship Management
6 8 10 12 14 16 18 Achieving a competitive advantage through the customer-driven enterprise
20 22 24 26 28 30 32 34 36 38 40 42 43 45
The Customer-Driven Enterprise

Todays organizations increasingly recognize that to achieve a sustainable competitive advantage, they must become customer-driven enterprises. Their business processes must be designed with the customer in mind, making it easy for customers to do business with the organization. By becoming customer-driven enterprises, organizations more effectively acquire, retain, and grow customer wallet and mind share.
To consistently deliver an exceptional customer experience that drives customer acquisition and retention, organizations must apply best practices in every aspect of managing relationships with their customers. This means, for example, doing business in any way that customers want anytime, anywhere, and through any communication channel. It means personalizing every interaction and offering customers only those products and services that uniquely meet their needs. And it means delivering exceptional postsales support. The benefits of providing exceptional customer experiences are clear. Satisfied customers: Become more loyal customers Buy additional products and services Respond to cross-sell and up-sell offers Provide strong referrals Are generally less price-sensitive than other customers Recognizing the bottom-line benefits of being customer-driven, todays chief executives are focusing their IT investments on customer relationship management (CRM) applications the technology that enables organizations to deliver a superior customer experience. While best practices in customer-facing processessales, marketing, and serviceare essential to success, it takes extensive experience to identify and document best practices. The CRM applications that organizations select to support their customer-facing processes should reflect best practices and, therefore, must be based on a proven track record of experience and customer success.
Demand Ranking
1. Security Software 2. CRM Software 3. Storage Software 4. Security Hardware 5. Storage Networking Switches 6. Desktop OS Software 7. Server OS Software
8. Enterprise Portal Software 9. NT Servers 10. ERP

CRM is a top priority for organizations worldwide. Source: Goldman Sachs IT Spending Survey, July 2002.
Barriers to Becoming a Customer-Driven Enterprise

Most organizations recognize that they are not customer-driven and, as a consequence, are not operating at their full potential to acquire, retain, and grow customer wallet and mind share. They are keenly aware that their customers are not consistently having meaningful and satisfying experiences when doing business with them.
At most financial services companies, for example, a long-standing customer in one line of businesschecking accounts, for instanceis not recognized when she contacts the mortgagelending line of business to apply for a home loan. The bank is not able to provide the personalized, differentiated service that the customer expects. Instead, she has to explain who she is and how long she has done business with the bank and fill out multiple forms to provide information that she would expect the bank to already have. Four key factors prevent organizations from delivering an optimal customer experience: 1. Information Silos Customer data is scattered throughout the organization in information silos based on product, line of business, or communication channelleaving companies with a highly fragmented and incomplete view of their customers. Unable to coordinate customer interactions across these disconnected silos, companies cannot conduct personalized, ongoing dialogues with their customers.
2. Business Processes That Do Not Reflect Best Practices Processes have not been designed with customer needs and preferences in mind. For example, a telecommunications firm designed its billing cycle to optimize back-office efficiency rather than to maximize the customers ease of doing business with the company: Once the system had assigned a specific cyclebased on the customers phone numberthe companys service agents were unable to change the cycle in response to the customers request. 3. Inability to Deploy Cross-Application Business Processes Due to the cost and complexity of enterprise application integration, companies are unable to deploy business processes that seamlessly span multiple applications. This inability frequently causes problems such as service delays, incorrect orders, unavailable products, and billing inaccuracies, resulting in customer frustration. 4. Lack of Real-Time Intelligence Companies lack real-time intelligence about their operational performance, market conditions, and customer preferences and requirements. As a result, they are unable to respond swiftly to changes in customer behavior and market trends.
The Siebel Solution: Enabling the Customer-Driven Enterprise through CRM Best Practices
Siebel Systems offers best-in-class applications software for customer, partner, and employee relationship management. Derived from more than 3,500 customer deployments and nearly ten years of product development, Siebel Systems has documented hundreds of industry-specific best practices and embedded them directly into Siebel eBusiness Applications.
Siebel Systems has embedded business processes based on best practices into Siebel e Business Applications. A business process is a structured series of documented activities organized to achieve a specific business objective. An example is Sales Forecasting. A best practice is a proven methodology for consistently and effectively achieving a business objective. An example is Triangulated Forecasting.
Best Practices Embedded in Siebel eBusiness Applications
Siebel Systems has codified and incorporated hundreds of industry-specific best practices in customer-centric business processes, which are embedded in Siebel e Business Applications. Through cross-application integration via Universal Application Network, Siebel e Business Applications support complex multistep business processes that
Customer Master
Mfg.
Billing
OSS
HR
Legacy
Siebel eBusiness Applications enable organizations to apply a consistent set of best practices across the extended enterprise.
span multiple applications, such as service provisioning in communications, formulary management in pharmaceuticals, and trade promotions and funds management in consumer goods. In addition, Siebel Systems has built these business processes into the Siebel implementation planpart of Siebel Systems proven implementation methodologyfor faster and easier configuration, allowing organizations to take advantage of embedded best practices to quickly and cost-effectively deliver superior customer experiences.
Best Practices Based on Proven Customer Success
Best practices can be derived only from extensive experience in deploying CRM systems with proven success. Based on experience with more than 3,500 CRM deployments, Siebel Systems has a far deeper understanding of CRM best practices than any other software vendor. While vendors that have recently entered the CRM market from other areas such as ERP may claim to know CRM best practices, they do not have the proven, extensive experience required to identify and codify best practices in selling, marketing, and service.
Industry-Specific Best Practices Based on Experience with Industry Leaders
In addition to codifying best practices for sales, marketing, and service processes that are common across all industries, Siebel Systems has identified and modeled business processes, embedding best practices for more than 20 specific industries and industry segments. No other software provider approaches the depth and breadth of these business processes. Siebel Systems has derived these industryspecific best practices through extensive experience in providing CRM solutions to many of the worlds leading companies across multiple industries.
Best Practices Drive Maximum Return on Investment and Reduce Risk and Cost of Ownership
Siebel Production Users

1,000,000+
Organizations achieve maximum business impact from their CRM implementation only if the system enables them to apply best practices to their CRM processes. Otherwise, the organization will end up merely automating suboptimal processes. By embedding CRM best practices, Siebel e Business Applications enable organizations to deploy optimal CRM processes that reflect best practices, thereby ensuring a significant return on investment.
57,000
590,000
190,000
And by providing prebuilt business processes based on industry-specific best practices for more than 20 industries and industry segments, Siebel Industry Applications enable organizations to accelerate their deployment and reduce the total cost of ownership.
20,857
1997
1998
1999
2000
2001
Siebel Systems has more than 1 million production users of its CRM applications worldwide.
Sales Best Practices

Siebel Systems has codified best practices in every aspect of the sales functionfrom Sales Management and Sales Execution to Sales Fulfillmentand has embedded these best practices into a consistent set of integrated sales business processes.
Best Practice: Priority-Based Lead Qualification and Distribution

Additional Sales Best Practice Examples:
Integrated Customer Order ManagementAutomates the order management workflow, including designing a customer solution, developing a detailed product configuration, applying the correct pricing and contract terms, entering the order, and ultimately shipping the order. This increases the efficiency and effectiveness at each stage of the process, leading to reduced order processing time, decreased inventory carrying costs, and highly satisfied customers. Target Account Selling (TAS) A methodology that provides the tools for salespeople and sales management to identify, qualify, and create winning plans for closing critical sales opportunities. Supported by embedded analytics and powerful opportunity management functions in Siebel Sales, TAS creates the competitive difference that is imperative today. Enterprise Selling Process (ESP)A proven methodology
TeleAgent Contact Prospect Customer
Priority-Based Lead Qualification and Distribution drives efficiency, accuracy, and quality in the lead management process. Enhanced lead data and automated lead scoring enable companies to prioritize and focus on those leads that have the highest-potential immediate value, ensuring that organizations are continually improving all aspects of their lead management capabilities, from campaign execution to lead assignment and deal closure. Many companies today have a serious pipeline deficiency. However, at the same time, sales representatives are typically inundated with low-quality leads. In general, these leads are ignored by sales representatives because the vast majority of them are deemed to have little potential. As a result, even the solid leads created through well-conceived marketing campaigns frequently fall through the cracks. In addition, feedback on the quality of the leads and the associated campaigns is often not considered in marketing planning, leading to marketing
organizations communicating incorrect marketing messages to the wrong customers at the wrong time. In contrast, with Priority-Based Lead Qualification and Distribution, high-potential leads are distributed automatically to telesales representatives for further qualification and interest generation. Those leads that merit less immediate attention, but are deemed to still have potential, are routed to the lead nurturing process, which leverages email, the Web, and other technologies to provide lowcost follow-up marketing. All of this information is continuously fed into an analytics engine, allowing marketing departments to determine campaign success and sales departments to understand the effectiveness of the lead management process. The Priority-Based Lead Qualification and Distribution best practice is embedded in Siebel Sales. In turn, seamless integration between Siebel Marketing, Siebel Telesales, Siebel Sales, and Siebel Analytics allows departments to work collaboratively toward effective lead management through multiple channels, including the Web, telesales, telemarketing, field sales, and partners.
Share Information
Qualify Lead
Qualified Lead? No
Yes
Automated Lead Scoring
Send Collateral?
No
that offers robust account

Optimized Lead Distribution & Acceptance
Yes No Eliminate Lead
management and analytical capabilities to enable a proactive and coordinated approach to identifying white space opportunities, providing global account level visibility into critical information and dramatically increasing wallet share within complex global accounts.
Fulfillment Vendor Marketing Start Enriched Response Capture Automated Response Scoring/ Segmentation
No Qualified Lead? Yes Future Lead?
Provide Feedback to Marketing
Yes
Yes
Yes
Nurture Lead
Fulfill Collateral Request
Priority-Based Lead Qualification and Distribution provides scripted assessment guides that enable agents to qualify leads effectively, accurately, and consistently.
Analyze Campaign Results
High Potential?
No
Future Lead?
No
Eliminate Lead
Optimized Lead Distribution & Acceptance
Update Lead Profile
Sales Management
Triangulate Forecast
Commit Forecast
Sales
Generate Field Assessment
Generate Pipeline Assessment

Sales Operations
Start
Create/Revise Forecasting Methodology
Export Forecast Data
Generate Historical Assessment
Executives
Sales and Ops Planning Meeting
Driving Motivation and Focus

Disaggregate Consensus Forecast Publish Consensus Forecast
Finance/ Planning
through Multichannel Sales

End
CompensationAutomates the sales planning process of defining territories, quotas, and compensation, while providing management and sales representatives with clear visibility into past performance
Mfg.
Provide Auto Forecast
Perform Demand Planning
Universal Application Network
Third-Party Application
Create Forecast
and future potential. The integration of compensation tools and opportunity management provides immediate feedback to
Triangulated Forecasting generates more accurate forecasts through the use of multiple perspectives.
Best Practice: Triangulated Forecasting
Triangulated Forecasting utilizes multiple forecasting perspectives to increase forecast accuracy. This best practice enhances the typical bottom-up field assessment with two additional perspectives: the pipeline assessment, which summarizes the total pipeline at each sales stage, and the analytical assessment, which applies historical trend data against the field rollup and pipeline assessment to calculate a more accurate forecast. In contrast to Triangulated Forecasting, most companies use only a bottom-up field assessment to forecast revenue, relying solely on rollups of forecasts from each sales representative. This approach typically produces a forecast with relatively low accuracy, often resulting in product overruns or stock-outs.
Siebel Sales embeds Triangulated Forecasting in the Create Sales Forecast business process. Siebel Sales pipeline management functionality enables organizations to develop the pipeline assessment by monitoring the pipeline at any time and level, from the individual sales representative to the entire sales organization. Siebel Analytics can then draw data from any source and analyze trends to automatically generate the analytic assessment. Siebel Sales can also integrate the forecasting process with third-party applications via Universal Application Network. For example, a manufacturing organization can leverage the subprocess Export Forecast Data to send detailed, product-specific forecast data to a production planning system.
salespeople on the impact that various sales strategies will have on their compensation, thereby aligning sales representative behavior with corporate strategies. Results-Driven Sales Productivity Measurement and ManagementProvides an integrated set of analytical tools and execution strategies coupled with Managing Sales Productivity (MSP), a proven best-practice sales methodology, to maximize the effectiveness of both the sales manager and the sales representative.
Siebel Sales, the market-leading sales application suite, enables organizations to maximize revenue by focusing the right people on the right deals at the right time.
Call Center Best Practices

Siebel Systems has codified best practices in every aspect of the service function in the contact centerfrom Customer Interaction Management and Service Delivery to Customer Satisfaction Managementand has embedded these best practices into a consistent set of integrated service business processes.
Best Practice: Value-Based Service Coverage

Additional Call Center Best Practice Examples:
Dynamic, Data-Driven Call ResolutionLeverages experienced agents knowledge and decision-making logic to enable service organizations to provide more consistent service. Improved service efficiency and quality are achieved by monitoring realtime statistics and making immediate changes to call scripts. Multidimensional Service Operations AnalysisEnables three-dimensional service business analysis, providing companies with holistic insight into their service operations, and drives positive, proactive behavior by facilitating analyses of employee performance and productivity, operational and process efficiency, and customer/channel interaction. Needs-Based Customer Service Request Routing Employs natural language categorization to analyze the customers underlying intent and to route the customers inquiry accordingly, enabling companies to increase customer satisfaction while generating new revenue opportunities.
Customer Service
Gather Customer Information Match with Existing Customer Data Customer Retrieved? Yes Access Customer Profile/History Score Customer
Value-Based Service Coverage optimizes the assignment of service agents and resources based on a customers long-term value to the company in order to maximize profitability across the customer base. Often, organizations do not have a clear picture of the current value of customers to their business. Even when customer value is understood, leveraging this information to optimize resource assignment and service delivery remains a challenge. Typically, interactions segregated by communication channel are routed and assigned through simple service queues. As a result, many companies are unable to offer premium service to their most valued customers, making each customers overall experience with the company across multiple channels disjointed and unsatisfying. With Value-Based Service Coverage, companies are able to minimize service costs while maximizing the level of service provided to customers. Siebel Call Center supports the best practice of
Value-Based Service Coverage through the Manage Inbound Call business process. With Siebel Call Center, service organizations have an accurate view of customer value based on real-time predictive analytic measures and data-driven rules. Customer value can be determined based on the rich customer profile and historical information that resides in the Siebel eBusiness repository, as well as information gleaned through integration with complementary systems throughout the enterprise via Universal Application Network. With Siebel Universal Queuing, service managers can readily model and define rules for customercentric routing strategies based on value, required skills, and real-time agent availability across all communication channels. Customer value information is instantly available, enabling customer requests to be routed to the agent best suited to address the specific needs and capable of providing a level of service commensurate with the companys value segmentation strategy. This ensures that high-value customers receive the appropriate service level while providing customers with a seamless and consistent overall experience across all channels and interactions.
Customer
Start
IVR, Web, Direct, Email Input
Conduct Personalized Self-Service
Assess Customer Value
Identify Service Task
Route to Self-Service?
Yes
Initiate IVR Session
Requires live assistance?
No
No
No
Yes
Verify Entitlement
Determine Value Tier (if Known)
Route Interaction to Best Agent
Notify Agent
End
Determine Agent Skills
Determine Agent Availability
Present Profile and Value Information to Agent
Match Customer
Retrieve Billing Information
Import Customer Score
Predictive Modeling Application
Generate Score
Billing Application
Retrieve Billing/collections info
Universal Customer Master
Customer Information
Value-Based Service Coverage ensures that an organizations highest-value customers are routed to the most-qualified agents.
Customer
Start
IVR, Web, Direct, Email Input
Interactive Offer Dialogue
Gather Customer Information
Match with Existing

Customer Data
Customer Retrieved?
Yes
Access Customer Profile/History
Score Customer
Assess Customer Value
Yes Determine and Potential Rank Loyalty Loyalty/Churn Offers Issue? No
Route to Loyalty Group?
Yes
Present Profile,
Value, and
Loyalty Scoring
Present Loyalty Offers to Agent
Execute Appropriate Loyalty Offer
to Agent No No
Customer Service
Resolve Service Issue
End
Match Customer
Retrieve Billing Information
Retrieve Value Score
Retrieve Churn Score
Predictive Modeling Application
Generate Value Score
Generate Loyalty/Churn Score
Billing Application
Retrieve Billing/Collections Information
Intelligent Issue Recognition and ResolutionProvides service agents with ranked solutions from previous customer requests as determined by natural language search interpretation. Agent feedback is captured and used to condition the knowledge base to provide even more accurate answers on subsequent evaluations. Value-Based Customer Engagement Modeling Enables organizations to proactively schedule and execute customer care activities based on customer value as measured by analytic scoring and/or transactional data. Activity plans are designed and automatically generated according to an organizations own customer engagement model, allowing companies to maximize service efficiency.
Query Customer
Real-Time Loyalty Management drives retention and long-term customer value.
Best Practice: Real-Time Loyalty Management
Real-Time Loyalty Management supplements direct customer interactions with intelligence regarding customer flight risk, allowing organizations to increase retention by taking corrective actions while they are engaged with the customer. In engaging in direct service interactions, organizations typically have an ideal opportunity to proactively manage customer retention. However, companies often fail to capitalize on these opportunities because they are not able to identify, in real time, any loyalty risk associated with the current customer. As a result, the service representative conducting the interaction cannot present and execute appropriate corrective action to prevent the customer from leaving the company. Siebel Call Center incorporates the best practice of Real-Time Loyalty Management in its Manage Customer Loyalty business process. Customer value and loyalty scoring is available for routing decisions, and the information can be used to augment service agent interactions with targeted retention offers. Value and loyalty scores as well as rich customer profile information can then be presented automatically to the service agent at the start of a direct interaction, facilitating a smooth,
valuable exchange. Targeted retention offers resulting either from formalized loyalty campaigns or from generally available offerscan be presented to the service agent in rank order based on customer attributes such as value, asset portfolio, or other considerations. These targeted and prioritized offers are typically provided to agents via dynamic scripts and are tailored to the customer to ensure consistent delivery and effective execution of the offer. By combining rich customer profile and interaction history data from multiple channels with real-time analytic capabilities available through Siebel Analytics, service organizations can intelligently drive customer satisfaction and loyalty. By employing Real-Time Loyalty Management, organizations can reduce costs associated with customer churn and drive increased revenue from loyal, satisfied customers.
Siebel Call Center enables agents to provide solutions that consistently meet customer needs, thereby dramatically improving service effectiveness and decreasing the operational costs of customer service and support operations.
Service Best Practices

Siebel Systems has codified best practices in every aspect of the service management functionfrom Managing Customer Calls and Dispatching and Scheduling Labor Resources to Handling Service Parts Logistics and Managing Install Base Product Qualityand has embedded these best practices into a consistent set of integrated service management business processes.
Best Practice: Rules-Based Order Fulfillment

Additional Service Best Practice Examples:
Proactive Contract Renewal Allows service organizations to target attractive service offerings to improve service contract renewal rates and customer retention, increase service revenues, lower service costs of sales, and improve installed base market share. Predefined Issue Resolution MethodologyCreates predefined step-by-step instructions with recommended parts, tools, and skills to help organizations drive service delivery consistency and higher utilization of best practices for simple and complex service jobs. Constraint-Defined Workforce SchedulingEnables service organizations to drive labor productivity by reducing inefficiencies such as travel time and unnecessary overtime from suboptimal scheduling. Employs address-based geocode information; local soft and hard workforce management rules; employee availability, skills, and workload; and customer time commitment windows. Real-Time, Process-Driven, Two-Way Wireless Dispatch Enables automated wireless
Contracts Warehouse Operations
Set Order Yes
The Rules-Based Order Fulfillment best practice ensures that service orders are fulfilled from the appropriate source location in the service chain a hierarchy of service-part stocking locations strategically located in relation to the installed baseand that orders are fulfilled based on order priority, due date, and requested parts. Most companies treat every service order in the same fashion. They fulfill service orders on a firstcome, first-served basis. Some companies do not even have the visibility across their service chain to determine if an alternate location may be able to ship the order. These companies struggle to manage customer expectations and often lose business to competitors. Siebel Field Service addresses these challenges by encapsulating Rules-Based Order Fulfillment in the Service Parts Logistics business process. Based on
customer lifetime value and the actual signed service agreement, each customer order is handled individually by the Siebel Field Service fulfillment engine. Each time a customer raises a service request, Siebel Field Service automatically checks the customer entitlements and sets the order priority and order due date. Based on the order priority, the fulfillment engine then traverses the service chain to check parts inventories and only allocates inventory from a stocking location if the available quantity at that location is above safety stock levels. Additionally, the Siebel Field Service fulfillment engine can automatically allocate substitute parts. This automatic substitution and service-chain traversing can be controlled at various levels based on user-defined rules. Taking advantage of Rules-Based Order Fulfillment, organizations are able to meet and exceed customer expectations, improving overall customer satisfaction levels and driving increased profitability.
Customer
Start Service Request
View/ Receive Invoice
End
Service Rep
Verify Entitlement/ Warranty Submit Order
Yes
Reserve Requested Quantity
Generate Pick Ticket
Order Routing
Priority (Entitlement / Due Date)
Identify Source
Based on Order
Parts Available?
Substitutes Yes Available? No
Priority No No
Substitution Allowed?
Identify Next Source in Service Chain Based on Order Priority
Pick Order
Pack and Ship
Order Billable?
No End
message dispatch and response

Yes
to and from field technicians, creating shorter service cycle repair times for customers.
Export Shipped Lines
Import Invoice
Accounts Receivable
Generate Final Invoice
Rules-Based Order Fulfillment executes differentiated service offerings based on customer lifetime value and specific service agreement details.
10
Request Service
Customer
Start Receive Notification Request Enhancement View Status Update Receive Updates End
Technical Support
Identify Product Gap
Initiate Change Request
Notify Customer
Product Management
Initiate Enhancement Request
Assess Change Proposal
Investigate Further?
No
Yes
Prioritize Change Approval
Target Change Proposal
Assign Based on Responsibility/ Expertise
Executive Analysis
Update Defect Analysis & Release Management Report
No
Update Primary Occurrence Field
Engineering
Initiate Change Request Primary Occurrence? Yes Check-In Target Fix Compile Fix for QA Approve Change Proposal
Update Secondary Occurrence(s)
Quality Assurance
Initiate Change Request Verify Change Proposal
Yes
Approve Change Proposal
Fixed? No
Technical Publications Universal Application Network Automated Testing Tool Product Life Cycle Management
Initiate Change Request
Update Product Documentation
Import Change Request
Send Documentation Updates
Continuous Contract
Load Test Script
Profitability TrackingEnables
Product Manual
service managers to assess the profitability of a contract, service marketing managers to assess service offering profitability by product or product line, and service sales representatives to quantify the customer cost benefits of purchasing a contract versus time-and-material alternatives. Multitriggered Proactive Service DeliveryAllows service organizations to extend proactive service to customers, reducing the probability of break/fix-type emergency repair calls. With the ability to create multitriggered preventive maintenance plans, service can be triggered not just at periodic date and time intervals, but also by usage, threshold, event, or any combination of these trigger types.
Closed-Loop Product Defects Tracking and Resolution improves installed base product quality and provides customers with superior customer service.
Best Practice: Closed-Loop Product Defects Tracking and Resolution
Closed-Loop Product Defects Tracking and Resolution ensures the clear quantification of the severity and occurrence frequency of a specific product defect within the installed base. This best practice enables product development organizations to better isolate root causes and track corrective actions for all reported defects and enhancement requests. Most organizations track product defects using internal systems that have no linkages to installed base service requests or suggestions. Moreover, these systems apply a single corrective action to each reported defect or enhancement request. In reality, however, multiple customers will experience any reported defect. As a result, most companies are unable to quickly assess the magnitude of a defects impact on the installed base. Closed-Loop Product Defects Tracking and Resolution addresses these issues by isolating the single corrective action required to fix similar reported defects. With this best practice in place, product development organizations can more effectively prioritize workloads and better estimate delivery schedules for the installed base fix. In turn, this information can be proactively provided to all affected customers, facilitating superior closed-loop customer service and driving higher customer retention and satisfaction levels.
Siebel Field Service incorporates the Closed-Loop Product Defects Tracking and Resolution best practice in the Installed Base Quality Management business process. Product defect complaints can come from multiple sources, including customers, technical support, product management, engineering, quality assurance, and technical publications. Each defect requires an investigation, and when the root cause is ultimately identified, multiple reported defects may be resolved. By focusing on reporting and analyzing the primary occurrence defect, product management and product development organizations can more accurately assess engineering workloads and overall program schedules. This eliminates the unproductive administration of defect updates, allowing organizations to rapidly notify impacted customers of the expected corrective action.
Siebel Field Service enables service organizations to effectively and profitably manage all aspects of their field service operations.
11
Marketing Best Practices

Siebel Systems has codified best practices in every aspect of the marketing functionfrom Marketing Planning and Budgeting to Campaign Management and Marketing Operationsand has embedded these best practices into a consistent set of integrated marketing business processes.
Best Practice: High-Velocity Collaborative Campaign Design

Additional Marketing Best Practice Examples:
Real-Time Return on Investment-Based Campaign AnalysisEnables real-time analysis of actual return on investment versus return on investment goals and facilitates corrective action midcampaign, increasing marketing performance and allowing marketing organizations to demonstrate the financial impact of their activities. Real-Time Offer Optimization Ensures that the optimal marketing offer is presented to a customer during any inbound interaction by determining the offer that best meets customer and organizational needs based on expressed interest, previous response behavior, likelihood to respond or churn, expected financial benefit, and inventory levels. Marketing organizations benefit from higher response rates, improved marketing return on investment, and satisfaction levels. Value-Based Customer SegmentationAllows marketing organizations to deliver differentiated offers and services based on current and potential customer value. Optimizes the allocation of marketing resources, helping to drive customer loyalty and improved profitability.
Sales
Feedback on Creative and Offer Plan Targeting & Data Acquisition Plan Develop Creative and Offer Plan Approve Creative & Offer Approve Targeting & Data Acquisition Plan Develop Test and Rollout Plan Develop Response Capture & Fulfillment Plan
High-Velocity Collaborative Campaign Design allows marketing organizations to work more effectively with field sales, distributors, partners, and creative agencies on campaign planning and design, thereby ensuring more targeted offers, shortened campaign development times, and improved execution while preserving brand equity. Most companies today rely on highly manual processes, such as email or fax, for sharing campaign plans, creative material, and target lists with field sales, distributors, partners, or agencies. This approach typically results in delays or poorly executed campaigns with low return on investment and often leads to conflict between marketing and sales or brand owners and partners. For example, field sales may want to prevent a contact from being targeted with an offer during a critical stage of an existing sales cycle. Similarly, auto manufacturers or insurance firms might choose to allow distributors to execute locally tailored marketing campaigns while preserving
control over branding. With traditional campaign design practices, field sales learns of corporate campaigns only after it is too late to provide input. In turn, partners are not granted the ability to tailor the creative content or target lists for their unique needs. Siebel Marketing incorporates High-Velocity Collaborative Campaign Design into the Campaign Design business process. Siebel Marketing allows marketing organizations to define campaign visibility and contact ownership rules for each campaign. Using Siebel Partner Portal, all objects related to a campaign, such as briefs, project plans, and campaign content, can be shared via the Web between the marketing organization and agencies or partners. Marketing can share target lists with field sales and partners and, if desired, allow them to add, change, or delete contacts from the target list prior to execution. By enabling marketing to more easily and effectively collaborate with groups both inside and outside of the enterprise on campaign design, offer development, and targeting strategies, High-Velocity Collaborative Campaign Design significantly improves the speed and quality of campaign execution.
Develop Campaign Measurement Plan
Collaborative Campaign?
No
Develop Supporting Content
Brief Campaign Execution Team
Approve Campaign for Launch
Yes Collaborative Contact Management Targeting & Data Acquisition Plan Define Inferred Response Methodology Build Campaign Elements & Program Flow
Marketing Analyst
Contact Center
Create Call Scripts
Review & Edit Targeted Contacts
Partner Manager/ Partner

Feedback on Creative and Offer Plan Approve Co-Branded Creative Targeting & Data Acquisition Plan
Review & Edit Targeted Contacts
Creative Department/ Agency Universal Application Network Fulfillment
Submit Design Concepts
Develop Creative
Issue Inventory Request
Confirm Adequate Inventory levels
High-Velocity Collaborative Campaign Design shortens campaign development times; improves alignment between marketing, sales, and partners; and increases marketing return on investment.
12
Launch Campaign
Marketing Manager
Create Campaign Plan
increased customer
Marketing Executives/ Legal
Approve Creative, Offer & Response Media
Customer
Start
Responds Directly to Offer
Web Response Interaction
Email Channel
Process Email Response
Call Center
Process Phone Response
Qualify Response Maybe
Load Responses/ Lead Source
Enriched Response Capture
Marketing/ Sales Operations
Update Permission Preferences
Fulfillment Required?
No
Automated Response Scoring
Qualified Lead?
No
Future Lead?
No
Yes Yes Yes
Optimized Lead Assignment & Acceptance
Lead Nurture Program
Marketing Analyst
Real-Time ROI-Based Campaign Analysis Capture Direct Mail Responses Submit Enhancement Request Submit Fulfillment Request
End
Universal Application Network Mail House
Consolidate Mail Responses & Returns
Third-Party Data Source
Third-Party Data
Fulfillment
Fulfill Request
Contact Strategy-Based TargetingEnables marketing organizations to define and consistently enforce across the enterprise policies governing the frequency and types of communications with customers. Ensures compliance with customer privacy and communication preferences, thereby improving response rates and customer satisfaction. Corporate Objectives-Driven Marketing Plan Development Ensures that marketing plans, tactics, and results are aligned with corporate goals and allows the tracking of results against plan to enable organizations to assess marketing efficacy and refine marketing tactics midstream.
Supply Chain
Update Inventory
Data-Enriched Score-Based Response Management produces faster and more effective follow-up, higher conversion rates, and better allocation of marketing resources.
Best Practice: Data-Enriched Score-Based Response Management
Data-Enriched Score-Based Response Management ensures that all responses to marketing activities are accurately captured, tracked, and acted upon quickly and appropriately by the best-suited sales representative or channel. Many organizations have inefficient response capture and lead-management processes for handling the complexities that result from operating across multiple channels of customer interaction and sales distribution. Traditional practices emphasize loading responses as quickly as possible with very little additional preprocessing. However, this approach typically results in the distribution of unqualified and duplicate leads to the sales organization. For example, if a lead is for a future period, it often becomes old as sales representatives choose to work on more imminent deals. Compounding the problem is a lack of feedback from sales to marketing on the quality and status of leads. This lack of feedback and real-time visibility into the process contributes to dropped leads, low conversion rates, and failure to adjust marketing tactics. Siebel Marketing incorporates Data-Enriched Score-Based Response Management, which enables organizations to dramatically improve response-toorder conversion rates, increase marketing return on investment, and enhance customer satisfaction, into its Response Management business process. This process applies data quality and data enhancement technology during response capture to ensure accurate, enriched response data and correct campaign attribution. Automated response
scoring can then leverage this enriched data to better determine lead quality, priority, and the most appropriate follow-up action. If the response creates a hot lead, it can be immediately routed to the optimal representative and channel using assignment management capabilities based on business rules. If a lead is for a future period, Siebel Marketing can incorporate rules to keep it warmfor example, by automatically sending periodic communications to the prospectuntil the lead is ready for follow-up. To eliminate dropped leads, organizations can define and enforce a time-limited lead acceptance policy, whereby sales or distributors must assess and act on a new opportunity within a specific time frame. In addition, Universal Application Network enables integration of third-party response channels and applications into the Response Management processes. In turn, Siebel Analytics provides realtime visibility into the entire process with welldefined metrics, ensuring that corrective action can be taken on a timely basis.
Siebel Marketing provides a complete closed-loop solution that enables organizations to better understand their customers and flawlessly execute personalized multichannel campaigns.
13
Customer Order Management Best Practices

Siebel Systems has codified best practices in every aspect of the customer order management functionfrom Product Selection and Needs Analysis to Product and Catalog Management and Pricing Managementand has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Real-Time Order Validation

Additional Customer Order Management Best Practice Examples:
Synchronized Global Product AdministrationEnsures that new product and pricing information is deployed rapidly and accurately across all geographies, currencies, languages, and channels. Needs-AnalysisBased Product RecommendationsCreates automated needs assessments and product recommendations across the enterprise to ensure that customers receive consistent, personalized solution advice regardless of the channel of interaction. Dynamic Demand-Chain AnalysisEnables organizations to understand quote-to-order conversion rates, product bundle effectiveness, product velocity, and price sensitivity through real-time product and order analytics.
No No Initiate Order Provide
Information
Real-Time Order Validation ensures that product options are valid and priced correctly before the order is processed. Companies that sell complex productsproducts with multiple options, some of which are incompatible with othersoftentimes do not have a systematic way to ensure that an order is accurate, valid, and complete at the point of sale. Invalid orders typically occur because a customers product preferences are not verified before the order is processed. As a result, companies learn of an order problem from back-office systems after the order has been placed, requiring expensive order follow-up to rework the order and manage customer expectations. Real-Time Order Validation ensures that all order components are presented to the customer up front, reducing order follow-up and decreasing time to revenue. Regardless of the channel of interaction, customers are presented with a readily
understandable bill of materials that describes the entire order, including tax and shipping costs, method of payment, and estimated delivery date. Siebel Interactive Selling incorporates the best practice of Real-Time Order Validation in the Order Creation business process. The product customization functionality in Siebel Configurator simplifies the process of selecting and configuring complex or customizable goods. In turn, Siebel Pricer and Siebel Customer Order Management provide personalized pricing, payment processing, and order status across all customer touchpoints. Through integration with multiple third-party systems via Universal Application Network, companies can present customers with additional ordering information from those systems. Overall, by leveraging the best practice of Real-Time Order Validation, companies are able to reduce costs by shortening configuration times and eliminating costly order follow-up.
Customer
Start
Choose Product(s)
Select Options
Select Remaining Options
Confirm Ship Dates
Agree? Yes
Receive Final Price
Proceed?
Provide Payment Method
Receive Order Summary
Proceed? Yes
Receive Order Number
Yes
Create Customer
Create Order Header
Validate/ Display Remaining Options
Yes Valid?
Add Items and Price
Check Product Availability
Apply Pricing Adjustments
Obtain Shipping Costs
Obtain Taxes
Communicate Final Price
Request Payment Method
Application required?
No
Check Credit/ Preauthorize Payment
Approve/ Validate Order
Communicate Order Summary
Submit Order
Yes
Call Center
Process Payment Method
SCM/WMS/ ERP
Provide Product Availability
Tax Vendors
Provide Taxes
Credit Bureau/Credit Card Vendors
Establish Payment Method
Authorize Payment
Shipping Companies
Provide Shipping Costs
Real-Time Order Validation ensures that orders are accurate, valid, and complete prior to order processing.
14
Process Customer Order
Customer
View Catalog Content
Catalog Manager
Start
Define Catalog
Define Visibility
Product Review
Catalog Review
Define Effective Dates
Publish Catalog
Release Catalog
End
Product Manager
Create Products
Add Products
Pricing Manager
Create Pricing
Create Partner-Specific Price Lists
ERP/CMS/ Legacy
Export Product Data
Export Price Data
Partners/ Third Parties
Enter Product Data
Enter Pricing Data
View Catalog
Role-Based Distributed Catalog Administration allows companies to publish new product information in multiple prices and multiple currencies.
Best Practice: Role-Based Distributed Catalog Administration
Role-Based Distributed Catalog Administration allows companies to more effectively create, publish, and maintain products across their life cycle. This best practice streamlines the content creation, approval, and publication process by designating the appropriate content owners, routing the content to the correct owner for approval, staging the content for quality checks, and publishing the content in multiple languages and channels simultaneously. Multinational enterprises frequently experience difficulty when introducing or updating new products to customers in multiple languages, multiple currencies, and across multiple channels. Often, there is no efficient way to collect new catalog content from various owners both inside and outside the organization. Revisions and additions are typically communicated via mail, fax, or phone; the material may not make it to the correct person for sign-off and publication; and the numerous iterations are time-intensive and expensive. Role-Based Distributed Catalog Administration ensures faster time to market and more effective introduction of new products. It also facilitates cost reduction by managing product and pricing information in a centralized repository and increases operational efficiency by delegating ownership and approvals to the appropriate
content experts. Siebel Interactive Selling incorporates the best practice of Role-Based Distributed Catalog Administration in the Create and Publish Catalog business process. In support of Role-Based Distributed Catalog Administration, Siebel Sales Catalog offers a sophisticated access control system that ensures users can access only that portion of the catalog for which they are authorized. While administrators can define their own products, create price lists, and categorize products under specific categories, they can also import supplemental catalog content from third-party systems via integration through Universal Application Network.
Siebel Interactive Selling addresses the entire customer order management process to ensure the delivery of the right products, at the right price, and at the right time.
15
Partner Relationship Management Best Practices

Siebel Systems has codified best practices in every aspect of partner relationship management (PRM)from Partner Program Management and Market Development Programs to Collaborative Sales and Commerceand has embedded these best practices into a comprehensive set of integrated PRM business processes.
Best Practice: Score-Based Partner Performance Management

Additional PRM Best Practice Examples:
Integrated Partner Segmentation and Program ManagementEnsures the optimization of resource allocation across multiple partner program tiers. By matching program entitlements and incentives to partner requirements and capabilities, enterprises increase partner loyalty while maximizing channel profitability and market coverage. Closed-Loop Collaborative Business PlanningAllows for the definition, direction, and measurement of partnership performance. This collaborative planning process is based on Siebel Systems CHAMP methodology, which involves holding joint business planning sessions with key partners to create high-impact, highly committed partnerships. Collaborative Campaign Planning and Execution Improves channel marketing effectiveness through the use of coordinated programs and co-branded content. By leveraging the unique competencies of brand owners (product and marketing expertise) and partners (customer relationships and complementary services), collaborative campaigns increase response rates and return on investment.
Channel Account Manager (Brand Owner)
Segment Partner Portfolio Plan Partner Engagement Approach Create Partner Performance Scorecards
Score-Based Partner Performance Management is a channel-management process that enables companies to clearly assess partner performance and effectively allocate field resources. Partnerperformance scorecards are used to gauge partner contributions across a variety of metrics (financial, operational, strategic, and relationship), providing insight into which partners are delivering targeted results. Most partner programs rely solely on historical sales data to evaluate partners. This approach has numerous shortcomings. First, revenue is only part of the storypricing practices, support costs, and poor customer satisfaction actually make some high-volume partners unprofitable. Further, simple ranking based only on sales ignores other valuable partner contributions and revenue precursors such as joint marketing, customer service, and technical expertise. Yet, without a metrics-based approach, channel field management is often subjective, expending disproportionate resources on demanding, but not necessarily effective, partners.
Score-Based Partner Performance Management enables companies to increase channel revenues by ensuring that the best partners receive the support they need to close more business, thereby improving their loyalty. Additionally, scaling back investments in marginal partners and programs significantly reduces costs. Finally, at a strategic level, gaining insight into the relative contribution of partner segments and programs enables channel executives to refine their strategies and optimize resource allocation. Siebel Partner Manager and Siebel Partner Analytics include key operational and analytical capabilities necessary to implement Score-Based Partner Performance Management. When combined with the Siebel MultiChannel Services Partner Portfolio Management methodology, performance scorecards enable field channel managers to spend their time and resources on the most effective partners, as well as on those with the greatest potential to improve their performance. By rolling up scorecards across products, territories, and tiers, enterprises gain visibility into overall partner program performance.
Channel Executive (Brand Owner)
Design Partner Program and Allocate Resources
Create Partner Advisory Council
Define Metrics for Program Elements
Create Program Performance Scorecards
Roll Partner Performance Results into Program Scorecard
Gather Feedback from Partner Advisory Council
Design Partner Program and Allocate Resources
Maintain Partner Relationship
Gather and Grade Performance Data
Review Performance Data
Evaluate Partner Satisfaction
Resegment Partner Portfolio and Plan Engagement Approach
Conduct Performance Review Sessions
Partner Relationship Manager (Partner)
Complete Partner Satisfaction Survey
Score-Based Partner Performance Management provides greater visibility into partner and program performance.
16
Customer
Start
Customer Inquiry
Call Center Agent (Brand Owner)

Create Lead Qualify Lead
Channel Manager (Brand Owner)

Assign Lead Update Opportunity Forecast Opportunity Update Opportunity End

Create Lead Update Lead Update Lead
Partner Sales Manager (Reseller)

Assign Lead
Partner Sales Rep (Reseller)

Manage Opportunity Update Opportunity Forecast Opportunity Create Order
Coordinated Lead
Order Management (Reseller)
Process Order
RegistrationEnables companies to mitigate channel conflict through a formal registration process for partneroriginated opportunities. Partner-registered leads are protected from poaching by direct sales staff and other partners, thereby driving increased partner adoption and collaboration. Collaborative Service Network ManagementEnables organizations to provide consistent, high-quality customer service through third-party dealer networks. By incorporating tools such as the online solutions repository, entitlement verification processes, and intelligent service-request routing, companies can reduce service costs while improving customer retention and satisfaction.
Real-Time Partner Lead Management drives sales collaboration and partner adoption.
Best Practice: Real-Time Partner Lead Management
Real-Time Partner Lead Management is a best practice that improves collaborative selling by integrating the brand owners and partners lead management systems. By deploying extended enterprise integration business processes that enable partners to use their native customer relationship management (CRM) systems, companies greatly simplify field sales follow-up and coordination. Traditionally, partners have collaborated on opportunities through the use of telephones, spreadsheets, and faxes. Some brand owners have taken a step forward by deploying a partner portal to transfer leads to partners. However, these manual approaches are too labor-intensive to support highvolume, strategic relationships. Larger partners have their own sales force automation (SFA) systems and processes, so they are understandably reluctant to manually maintain the leads in two systems. This extra effort slows partner adoption and process cycle time, significantly reducing the sales effectiveness of these key partnerships.
Real-Time Partner Lead Management eliminates these process inefficiencies, thereby driving collaboration, increasing pipeline visibility, and reducing operational costs. Siebel Partner Relationship Management (Siebel PRM) incorporates the Real-Time Partner Lead Management best practice in the Manage Sales Leads (Resale Model) business process. Through integration via Universal Application Network and by taking advantage of Web Services, brand owners can securely create leads, update leads, and query leads in their partners CRM systems and vice versaregardless of whether the partner is using Siebel e Business Applications or not. In turn, channel managers can track which leads have been sent to partners, the status of those leads in the partners systems, and the last time the leads were updated by a partner. This closed-loop approach enables both parties to seamlessly manage and forecast these joint leads.
Siebel PRM enables companies to clearly assess partner performance and effectively allocate resources across the channel to drive indirect revenue growth.
17
Employee Relationship Management Best Practices

Siebel Systems has codified best practices in every aspect of employee relationship management (ERM)from Setting Corporate Objectives and Managing Individual Performance to Providing Necessary Training and Supportand has embedded these best practices into a consistent set of integrated ERM business processes.
Best Practice: Integrated Employee Evaluation and Development Planning

Additional ERM Best Practice Examples:
Real-Time Workforce AnalyticsGives managers deep and timely insight into key business activities across the workforce, such as training activities, performance reviews, and employee compensation, and enables them to compare this information with overall business strategies and objectives. Skill- and Role-Based Career ManagementAllows employees to manage their skill and competency development to further their career goals. Enables employees to understand the skills required for specific roles in the organization and to develop training plans designed to close any existing skill gaps. Multitier Employee AssistanceProvides a unified support service for IT problems, HR issues, forms processing,
Manager Executive Management
Establish Corporate Objectives
Integrated Employee Evaluation and Development Planning is a performancemanagement best practice that integrates with corporate goal-setting activities to drive individual developmental planning. Many performance-management systems do not integrate with other corporate activities. Individual goals are often set without the proper context and do not relate to the goals of the business unit or the overall corporation. In addition, compensation rewards usually do not reflect individual performance. As a result, employees often fail to align their activities with corporate objectives, do not receive relevant and timely feedback to help them enhance their skills, and have little motivation to perform to their full potential.
Siebel ERM supports the best practice of Integrated Employee Evaluation and Development Planning in its Performance Management business processes. Companies can have employee objectives map to executive and departmental objectives, ensuring alignment across the entire workforce. In turn, employee reviews can incorporate feedback from multiple parties, ensuring an accurate and balanced perspective. Through Universal Application Network, Siebel ERM facilitates third-party application integration with human resource information systems that store employee performance scores. Developmental plans are then determined based on employee performance and skill gaps as identified by the competency management system. Finally, employee compensation is influenced by individual performance ratings, ensuring that incentives are in place to drive superior business results.
Employee
Set Individual Objectives Self-Assess Performance
Discuss Review
Create Development Plan
Take Training
End
Start
Counsel Employee Establish Department Objectives Assess Employee/ Team Performance
and other needs, helping individuals perform efficiently in their jobs. The service has three components: preemptive support for problems that can be identified and diagnosed automatically, self-service support for issues best handled by the employee with online support tools, and assisted support for issues requiring additional support through an escalation path.
Human Resources Partner Customer Other Employees
Plan Employee Compensation and Promotions
Establish Objectives
Complete 360-Degree Review
Submit Employee Data
HR System
Integrated Employee Evaluation and Development Planning drives high levels of employee productivity and corporate performance.
18
Partners/ Customers
Enroll in Courses
Take Training
Take Assessment
Update Skills
Assess Performance & Skills
Executive Team
Start
Establish Philosophy
Assess Business Impact
End
Human Resources Executives
Set Objectives
Assess Corporate Knowledge
Training Department
Courses & Learning Paths
Manage Enrollments & Orders
Assess Learning Impacts
Managers
Assist with Training Plan
Approval Needed?
Yes Approve Training
Assess Employee/Team Performance
No Update Skills Review Performance & Skills Assess Skills & Competencies Develop Training Plan Enroll in Courses Update Performance Management
Employees
Take Training
Take Assessment
Universal Corporate CommunicationsEnables all individuals in an organization to contribute to content-publishing activities and influence content creation within their respective functional areas. Allows employees to receive information in a targeted fashion and use the corporate portal as a vehicle for delivering news and information to the broader organization. Performance-Based Compensation Management Enables managers to plan compensation using a unified system encompassing all compensation types (fixed, variable, bonuses, stock grants, and so on) and to distribute compensation equitably, based on individual performance results and divisional allocations. Managers are provided with guidelines and suggested changes based on the most recent performance data.
Goal-Based Corporate Learning enables organizations to manage training activities as investments to optimize organizational impact.
Best Practice: Goal-Based Corporate Learning
Goal-Based Corporate Learning allows organizations to strategically deploy the optimal type and quantity of training activities to each employee while tracking the effectiveness of the training programs. This best practice ensures that training activities directly support corporate goals, enabling managers and executives to utilize training to increase both corporate performance and revenue growth. Traditionally, training activities in organizations are not directly tied to business goals. As a result, the impact of these training programs is difficult if not impossible to measure. Senior management often views training departments as tactical cost centers and is reluctant to develop a unified platform on which to deploy training to employees, customers, and partners. In turn, employees do not usually understand how training activities can help further their careers and contribute to individual performance, nor do they have access to quality training 24x7.
Siebel ERM incorporates the best practice of Goal-Based Corporate Learning, ensuring that all training types are supported on a single platform to optimize consumption and delivery of training activities across the organization. Siebel ERM leverages Siebel Analytics functionality to provide insight into how training activities result in improved individual and divisional performance. In addition, training departments are supported with tools to deliver training to partners and customers in a scalable manner. The integration of the Workforce Development process with other Siebel ERM processes such as Integrated Employee Evaluation and Development Planning and Integrated Career Management ensures that training activities are reflected in employee competency profiles as well as used to close skill gaps as identified by performance reviews. With Siebel ERM, training departments are able to play a more strategic role in driving organizational performance.
ERM is a new category of integrated applications designed to drive superior business execution by rapidly aligning organizations around key objectives while driving business unit and individual performance.
19
Best Practices in Automotive

Siebel Systems has codified best practices in every aspect of customer-facing processes in the automotive industryfrom Brand and Product Marketing to Dealer Collaboration and Captive Financeand has embedded these best practices into a consistent set of integrated automotive industry business processes.
Best Practice: Integrated Automotive Retail Marketing

Additional Examples of Best Practices in Automotive:
Collaborative Auto ManufacturerDealer Lead QualificationEnsures that data from auto manufacturers and dealers is integrated to provide the most complete lead and customer profile possible. Data acquired from existing databases or through leadqualification activities executed by either party can be utilized to enrich leads. Collaborative Auto ManufacturerDealer New-Sale Follow-UpEnables dealers and auto manufacturers to follow up jointly on the sale of a new vehicle to capture relevant customer and vehicle data, measure and reinforce customer satisfaction, and maintain ongoing contact with the customer. Coordinated Vehicle Lease Termination Management Facilitates lease termination information coordination between an auto manufacturers captive finance business unit and dealers to enable timely dealer follow-up and creation of an opportunity to resell or up-sell the lease customer on a new vehicle. Coordinated Dealer Event Planning and Registration Enables auto manufacturers to work with their dealers to plan and conduct local, regional, and national events as part of product introductions, incentive programs, or ongoing training.
Customer/ Prospect Data
Provided Contact/ Prospect/Vehicle Data
Integrated Automotive Retail Marketing enables auto manufacturers and their dealers to work together to ensure that the right message is sent to the right target audience via the right medium. This can be accomplished effectively only if the auto manufacturer and its dealers work together during the planning and execution of marketing campaigns. Auto manufacturers and their dealers are challenged by the need to share consistent messages with their mutual customers. Both have some knowledge of the customer, but rarely do either have a full picture of the customer, the customers value to the enterprise, and his or her preferences and requirements. This often results in:
Consumer confusion, as consumers are offered conflicting messages by the manufacturer and brand owner Customer dissatisfaction, as multiple individuals within a single household may be targeted with the same promotion
Dealer conflict, as consumers may be targeted by the manufacturer with references to a dealer who is not the customers preferred vendor Inefficiency, as consumers may be targeted with messages for vehicles they no longer own Missed opportunities, as current prospects known to the dealer are not included in corporate communications
Integrated Automotive Retail Marketing addresses these challenges by enabling auto manufacturers and their dealers to collaborate proactively on preparing a message, identifying the appropriate target customer groups, communicating with the target groups, and following up expeditiously on inquiries. Siebel eAutomotive incorporates this best practice in the Manage Collaborative Campaigns business process. With Siebel eAutomotive, auto manufacturers and dealers are able to successfully collaborate on the design, analysis, execution, and follow-up phases of a marketing program, improving the odds of achieving success for the joint initiative.
Customer
Respond to Promotion
Captive Finance Company
Verify Finance Role
Car Company Field Sales
Validate Value of Promotion
Train Field Personnel
Car Company Marketing
Start
Analyze Customer Data
Identify Candidate Promotion
Generate Prospect Lists
Execute Promotion
Capture and Share Response
Measure Results
Advertising Agency
Design Promotion
Dealer
Dealer Briefings
Edit and Approve Lists
Act On Response
Provide Data on Contacts, Prospects
Provide Data on Contacts, Prospects
Update DMS with Deal
Dealer DMS
Purchase Lists
Provided Contact/ Prospect/Vehicle Data
Dealer DMS
Dealer DMS
Integrated Automotive Retail Marketing enables auto manufacturers and dealers to successfully collaborate on the planning and execution of marketing programs.
20
Customer
Start
Inquire about Vehicle Purchase
Test Drive and Select
Offer Vehicle Trade In
Select and Apply for Financing
Evaluate Suggested Options
Take Delivery of Vehicle
Car Company Sales
Capture Lead
Qualify/ Enrich Lead
Assign Lead to Dealer
Car Company Marketing
Initiate Owner Loyalty
Dealer Sales Manager
Assign Lead to Sales Rep
Dealer Sales Rep
Follow Up on Lead
Demo Drive
Prepare Deal Jacket
Deliver Vehicle
Dealer F&I Manager
Verify Deal and Trade In
Finance Deal
Upsell Deal Add-Ons
Close Deal
Request Vehicle Inventory
Pass Deal Jacket to Desking
Vehicle Delivery Notification
Dealer Management System
Provide Vehicle Inventory
Update F&I Application
Create Vehicle Delivery Record
Closed-Loop Dealer Lead Management enables auto manufacturers and dealers to collaboratively manage leads, thereby increasing close rates and overall revenues.
Best Practice: Closed-Loop Dealer Lead Management
Closed-Loop Dealer Lead Management ensures high-quality leads are sent to the correct dealer, shared via channels that support timely follow-up, and updated during the sales process by the dealer, enabling both auto manufacturer and dealer personnel to track and improve close rates. Many auto manufacturers throw leads over the wall to their dealers: They forward leads that are often old, inaccurate, and not well-qualified, and they do little or no tracking of dealer follow-up on the leads. Consequently, dealers often view manufacturers leads as a low priority and deemphasize them relative to leads developed from other sources, resulting in lost sales opportunities and customer dissatisfaction due to their lack of response. Auto manufacturers can work to enhance the quality of leads distributed, but they must also receive greater cooperation from their dealers if both parties are to ensure timely and effective lead follow-up.
By implementing Closed-Loop Dealer Lead Management, auto manufacturers and dealers can ensure that leads are passed to dealers via the desired channel and provide a straightforward process to encourage and measure dealer follow-up activities. Closed-Loop Dealer Lead Management is encapsulated in the Lead Management process, which is embedded in Siebel eAutomotive and Siebel eDealer. Siebel eAutomotive and Siebel eDealer provide tools to route the lead to the appropriate dealer and share it via the Siebel eDealer portal. In turn, Siebel eDealer provides dealer personnel with tools to access leads, customer information, and dealership processes for working deals. Leveraging the Closed-Loop Dealer Management best practice, auto manufacturers are able to effectively manage leads originated via various marketing channels, enrich them with relevant information, and share them with the correct dealers, thereby increasing the close rates and driving increased revenues.
Siebel eAutomotive enables collaboration between vehicle manufacturers and dealers to enable these organizations to better understand and serve their mutual customers.
21
Best Practices in Communications and Media

Siebel Systems has codified best practices for managing customer, partner, and employee relationships across the communications and media industries and has embedded these best practices into a consistent set of integrated communications and media industry business processes.
Best Practice: Error-Free Order Entry and Validation

Additional Examples of Best Practices in Communications and Media:
Score-Based Partner Performance Management Enables service providers to quickly assess performance across the entire agent and reseller life cycle management process, including recruiting, training, marketing, revenue generation, and forecasting. Such channel optimization leads to higher close rates, increased campaign take rates, and successful new-service introductions. Real-Time Retail Channel Loyalty ManagementEnables service providers to provide channel partners with real-time information and training on new products, marketing promotions, sales tips, and incentive programs geared toward maximizing partner income. Service providers benefit from reduced acquisition costs, improved
Error-Free Order Entry and Validation ensures that communications and media customer service orders are accurately captured, validated, and monitored for timely and accurate service delivery. This best practice benefits providers by reducing order processing costs, service cycle times, order cancellations, and lost billing days. Many communications and media companies suffer from high order fallout rates, resulting in increased costs per order (up to 50 times the original cost), low customer satisfaction, extended processing cycles, canceled orders, and lost billing days. Often, order fallout is related directly to the point of order capture, where ill-equipped sales representatives create orders with incomplete or incorrect information and little or no validation. Lack of integration among selling, quoting, ordering, provisioning, and tracking systems is another source of concern for many companies within the industry.
Siebel e Communications addresses these challenges by embedding Error-Free Order Entry and Validation in the Communications Order Entry and Validation business process. Siebel Customer Order Management provides employees, customers, and partners with an easy-to-use, automated, and integrated system that ensures optimized orders, enables effective cross-sell and up-sell, and allows representation of product bundles and next-generation services. Service providers can generate service-delivery dates based on standard intervals and perform customer needs analysis, address validation, and service availability checks. Siebel Customer Order Management also enables service providers to improve customer satisfaction by proactively notifying customers of unforeseen provisioning delays and by more easily modifying and supplementing pending orders if the customers needs change. The value of Siebel Systems Error-Free Order Entry and Validation best practice has been validated by numerous customer implementations. For example, a broadband customer using Siebel e Communications reduced its overall order entry time by 50 to 80 percent and experienced significant increases in sales and service productivity.
No
channel effectiveness, and increased customer satisfaction. Proactive Churn Mitigation Provides proactive, real-time analysis of customer behavior and detects churn-triggering events such as repeated billing inquiries, service requests, and dramatic declines in usage. This information automatically triggers an outbound campaign, positioning personalized offers to promote customer retention.
Customer
Start
Request New Service
Receive Due Date
Order Accepted?
Yes
Schedule Installation
Call Center/ Sales
Collect Customer Information
Assess Credit
Validate Address
Create Order
Complete Sale
Complete Order
Order Management
Process Order
OSS
Provide Address Validation
Determine Service Feasibility
Calculate Due Date
Reserve Service IDs
Credit Scoring Vendor
Provide Credit Score
Error-Free Order Entry and Validation streamlines order cycle time and increases revenues for communications and media service providers.
22
Customer
Start
Inquire about Invoice
View Account Balance
View Account Balance
Make Payment
Billing Call Center
Query Invoice Header and Detail
Check Consistency of Bill
Create Adjustment Request
Validate Adjustment Request
Receive Payment
Finance/ Billing
Provide Invoice Data
Process Adjustment Request
Update Account Balance
Receive Payment
End
Financial Institution
Process Payment
Migrating Prepaid Customers to Postpaid Subscriptions through Multichannel Marketing CampaignsEnables service providers to identify and proactively migrate profitable prepaid customers to higherrevenue postpaid subscriptions through multichannel marketing campaigns. Service providers benefit from increased average revenue per customer and stronger relationships with their end customers. Value-Based Customer Service DifferentiationEnables service providers to deliver differentiated levels of service to end customers based on key metrics such as profitability, estimated customer lifetime value, and propensity to churn. Intelligent Client, Brand, and Agency Affiliation ManagementEnables media ad sales teams to intelligently map client, brand, and agency affiliate relationships of their advertisers as well as track the complete portfolio of advertising and products sold and available to sell.
Single Interaction Billing Inquiry Resolution increases operational efficiency and drives revenues for communications and media service providers.
Best Practice: Single Interaction Billing Inquiry Resolution
Single Interaction Billing Inquiry Resolution enables communications and media service providers to efficiently resolve all billing inquiries, adjustments, and payment requests in a single customer interaction, regardless of service type. As a result, service providers can reduce call-handling time and customer service representative (CSR) training expense, increase service representative efficiency, and create opportunities to up-sell and cross-sell additional services. Industry-wide, more than 50 percent of communications companies inbound call center traffic is generated by customers calling with billing questions. This interaction is often ineffective for the customer and inefficient for the provider, as call center agents struggle to navigate multiple billing systems to address callers inquiries, leaving them with little opportunity to effectively up-sell and cross-sell additional services. The result is lengthy call-handling times, a frequent need for follow-up calls, and low customer and employee satisfaction levels. Service providers that respond effectively to customer billing inquiries by applying the Single Interaction Billing Inquiry Resolution best practice enjoy shorter call-handling times, decreased customer churn, increased employee satisfaction, and reduced training expenses. Siebel e Communications embeds the Single Interaction Billing Inquiry Resolution best practice in the Billing Inquiry Resolution business process. It allows users to interact with one or more backoffice billing systems by displaying billing data and invoking action upon the appropriate billing system. When a customer calls with a billing-related
question, the customers invoice, usage, and account balance data can be automatically retrieved from billing systems, enabling the call center agent to query the invoice and make an adjustment or payment without having to launch the billing application or duplicate voluminous billing data in the Siebel application. Once the billing inquiry is addressed, the call center agent can leverage product and promotional information in the Siebel e Communications interface to proactively up-sell and cross-sell a wide range of add-on services. Leveraging the Single Interaction Billing Inquiry Resolution best practice, service providers are able to reduce call-handling time and training costs and increase up-sell and cross-sell revenues and employee satisfaction. One wireless company using Siebel e Communications as its unified call center interface reduced call-handling time by 55 percent and call center training costs by 50 percent. Another wireline service provider applying this best practice saw its revenue increase 20 percent and its call center agent satisfaction increase 15 percent.
Siebel eCommunications offers an easy-to-use, automated, and integrated system that ensures the perfect order and allows for the representation of next-generation services.
23
Best Practices in Consumer Goods

Siebel Systems has codified best practices in every aspect of the consumer goods industry trade marketing and account management functionsfrom Account Analysis, Account Planning, and Category Management to Trade Promotion Management, Trade Fund Management, and Order Managementand has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Integrated Trade Promotion and Sales Volume Forecasting

Additional Examples of Best Practices in Consumer Goods:
Real-Time Trade Fund Liability Recognition and Tracking Facilitates the immediate recognition of trade fund liabilitieswhen customers accept the associated trade promotionsand tracking of liabilities through payment or commitment release, ensuring greater visibility and control over trade fund balances and usage. Objectives-Driven Account Activity ManagementEnsures that account objectives and planned retail execution activities are linked, enabling consumer goods sales agents to execute and track tactics, including retail audits, retail assessments, and promotion compliance checks in accordance with established account objectives and in a highly mobile environment. Multitactic Promotion SimulationEnables brand and account managers to simulate trade promotion results and projected return on investment by taking into account multiple tactics (for example, feature display, TPR, and discount percentage) and lift coefficient drivers in a single promotion simulation.
Universal Application Network Import Consumption Data Sales Operations Start Review Historical Actuals Establish Baseline Forecast Distribute Baseline Forecast Sales Sales Management Update Baseline Forecast Customer
Integrated Trade Promotion and Sales Volume Forecasting incorporates estimated incremental volume from trade promotions into adjusted historical baseline volume. The resulting sales volume plans more accurately project sales volumes, based on historical as well as planned sales and marketing activities. Most companies today rely on manually estimated promotion volumes based on rollups of forecasts from their sales representatives to supplement their analyses of adjusted historical shipments in their sales volume plans. This approach typically leads to reduced forecast accuracy, often results in excessive inventory or stock-outs (especially during promotions), and leads to lower customer and consumer satisfaction levels. By ensuring that demand forecasts reflect both adjusted baseline volumes and estimated incremental demand from actual and planned trade promotions, consumer goods organizations
can benefit from improved forecast accuracy and fewer instances of promotion-driven stock-outs. Siebel e Consumer Goods incorporates Integrated Trade Promotion and Sales Volume Forecasting into the Consumer Goods Account Management business process. The sales volume planning functionality in Siebel e Consumer Goods enables organizations to develop forecast assessments by monitoring demand at any time and level within the organization/ accountproduct hierarchy. In turn, estimated incremental promotion volumes can be derived from the integrated trade promotion application. Siebel Analytics can be used to extract data from any source and analyze trends to automatically generate an analytic assessment. With Universal Application Network, the sales volume forecasting process can be integrated with third-party demand-planning systems through the subprocess Export Forecast Data, providing manufacturing organizations and distribution centers with detailed, product-specific forecast data down to the ship-to level.
Discuss Plan
Confirm Plan
Capture Planned Incremental Volume
Discuss Plan
Update Planned Incremental Volume
End
Manufacturing
Perform Demand Plannning
Syndicated Data Provider
Consumption Data
Integrated Trade Promotion and Sales Volume Forecasting generates accurate forecasts for use by the entire organization.
24
Customer
Evaluate Promotion ROI
Approve Promotions?
Yes
No
Sales
Conduct Promotion Simulation
Revise Promotions?
No
Create/ Modify Promotions
Execute Promotion Details
Review Payments/ Deductions
Perform PostPromotion Analysis
End
Yes
Sales Administration
Evaluate Past Determine Baseline and Sales Targets
Start
Promotion Performance
Allocate Funds
Create Account Promotions
Funds Manager Analyze Trade Spending Budget/ Allocate Funds
Multidimensional Assortment PlanningEnables organizations to generate a comprehensive product assortment plan for individual or groups of store doors by style, assorted over a given period of time. By improving this process, companies can better manage inventory, improve the presentation of merchandise, and maintain brand management goals. Attribute-Based Account TargetingEnables account managers to use advanced queries to create and reuse account target lists based on multiple attributes, including account demographics, account assessments, orders, and/or store conditions. Through improved account targeting, organizations benefit from increased sales representative productivity.
Return on Investment-Driven Trade Promotions balances the goal of incremental sales with promotion spending efficiencies.
Best Practice: Return on Investment-Driven Trade Promotions
Return on Investment-Driven Trade Promotions focuses on helping companies increase trade promotion efficiency and effectiveness. This best practice enhances the trade promotion planning process by synthesizing volume with trade fund expenditures into a single metric, aiding in the estimation of the cost of achieving incremental volume over and above the anticipated baseline volume for a promotion. Most companies use only volume or funding-based assessments to estimate trade promotion efficiency, relying solely on one of these metrics. This approach typically leads to unprofitable sales volumes or suboptimal promotion volumes. The ability to base projected return on investment on incremental volume achieved is a critical, although difficult, objective in practice. In contrast, basing return on investment on any other metric, such as total volume, is often misleading. Consumer goods companies that can assess and plan trade promotions based on projected return on investment, incorporating both volume and funding input, are better able to select and implement trade promotions that can consistently deliver improved returns. The projected return on investment can then be evaluated against a company-defined hurdle rate for trade investment
and used to adjust and refine new trade promotion plans. Ultimately, this enables organizations to optimize their trade promotion spending efficiency and improve their trade promotion profitability. In Siebel e Consumer Goods, Siebel Systems has modeled an out-of-the-box business process, Consumer Goods Trade Promotion Management, that supports this best practice. Return on Investment-Driven Trade Promotions enables organizations to develop cost-efficient and effective trade promotions. During the trade promotion planning process, managers are able to review and analyze past promotion performance, identify successful promotions, and plan new promotions based on past successes and projected promotion return on investment.
Siebel eConsumer Goods enables key account managers to perform post-promotional analyses, which can be used to drive more efficient and effective future promotions.
25
Best Practices in Finance

Siebel Systems has codified best practices in every aspect of customer-facing processes in the finance industryfrom Sales Management to Advisory Services to Customer Loyalty Managementand has embedded these best practices into a consistent set of integrated finance business processes.
Best Practice: Consistent Credit Policy Enforcement

Additional Examples of Best Practices in Finance:
Universal Account OriginationEnables customers to simultaneously apply for multiple banking products via their preferred channel (Web, call center, or branch). The agent or customer is guided through a single, universal application, resulting in one or more account openings and significant reductions in costs and cycle times for account origination. Cross-Channel Mortgage ApplicationEnables customers to initiate a mortgage application on the Web, follow up with the call center to complete it, and/or visit the branch to finish the application process, providing mortgage companies the ability to provide a consistent, continuous customer experience across multiple channels. Targeted Cross-Selling for Credit Card Servicing Facilitates the conversion of a credit card account status inquiry into a revenuegeneration opportunity by enabling the agent to make targeted offers that are driven by the customers profile as well as the customers overall relationship with the financial institution.
Loan Pricing and Risk Systems Loan Pricing Engine Third-Party Customer Profile Systems Credit Committee Syndication Desk Relationship Manager Start Create Loan Request Record Borrower Details Record Request and Facility Details Price Loan
Consistent Credit Policy Enforcement ensures the consistent application of credit policies to commercial loan generation, administration, and approval by capturing and intelligently routing all loan requests to appropriate credit decisionmakers, resulting in reduced credit risk and increased employee productivity. The traditional process for credit policy enforcement is manual, time-consuming, and prone to inconsistencies and errors. Each individual interprets the process differently, resulting in inaccurate data and increased credit risk for the bank. The process is often paper-based, making it difficult to track the status of an application or to get a holistic view of all interactions with a client. By deploying Consistent Credit Policy Enforcement, financial firms can better manage and control their risk while dramatically reducing the time it
takes to process commercial credit applications. Siebel eFinance incorporates Consistent Credit Policy Enforcement in the Credit Management business processes. The functionality required to support Consistent Credit Policy Enforcement is built into Siebel eFinance and the Siebel Commercial Banking Loan Approval module. The loan approval module collects and manages the entire set of data related to a commercial loan, including borrower details, covenants, guarantors, collateral, and syndication. Relationship managers and credit officers can automatically generate loan documents and work plans. Through Universal Application Network, the process can be seamlessly integrated with third-party applications such as loan rating and pricing systems. Intelligent workflow enforces the appropriate approvals for the loan to ensure that the right people approve the loan at the right times.
No Collect Covenant, Collateral, and Guarantor Information Generate Credit Summary Approve Loan Yes Approved? End
Syndicate Loan
Credit Committee Review
D&B, Moody's, etc.
Consistent Credit Policy Enforcement results in reduced credit risk and increased productivity.
26
Customer
Start
Request Trade
Receive Order Status
Receive Portfolio Information
End
Financial Advisor/ Broker
Create Call List
Create Order
Review Portfolio Process Order
Trade Order Management
Portfolio Accounting
Provide Portfolio Holdings
Customer Profile-Driven Financial Plan Generation

Universal Application Network Receive Market Event
Ensures that customer household and profile information is captured within the financial planning tool and that planning results are captured in the customer profile, enabling advisors to significantly reduce planning preparation time and target the appropriate plan for the customer. Profitability and Risk-Driven Corporate Account ManagementDrives commercial banking relationship managers toward segmenting customers and implementing action plans based on customer profitability and credit risk. This enables the creation and execution of programs to retain high-value customers and drives increased cross-selling of noninterest products, resulting in a significant increase in overall customer profitability. Targeted Multichannel Financial Research DistributionEnables targeted distribution of financial research to customers and prospects via their preferred communication channel by aligning research with customer profiles, interests, and holdings. The result is timely, relevant advice, ultimately increasing the institutions share of wallet.
Market Data Provider
Send Market Event
Market Events-Driven Investment Advice enables financial advisors to contact the right clients with timely, contextual investment advice.
Best Practice: Market Events-Driven Investment Advice
Market Events-Driven Investment Advice enables financial advisors to call clients in a timely fashion with highly relevant investment advice. Financial advisors have great capability for monitoring financial market events and alerts, but are typically at a loss in converting information into investment advice for those clients that are most affected by any specific event. In addition, as advisors provide advice and generate trade orders for clients, they must navigate through multiple desktop applications, rendering the process highly inefficient and inconsistent across a firm. Siebel eFinance incorporates the Market EventsDriven Investment Advice best practice in the Relationship Management and Advisory Services business process. Siebel eFinances integration with market-data systems and call-list generation functionality combines to automatically generate an advisors call listthe subset of the advisors clients who are most impacted by a particular market event or alert. In addition, through integration
via Universal Application Network, Siebel eFinance facilitates the seamless flow of data across multiple applications such as portfolio management and trade order management, relieving advisors from having to re-enter data multiple times and remembering the exact customer context as they move from application to application. By standardizing on the Market Events-Driven Investment Advice best practice, financial institutions can provide their advisors with a highly productive desktop experience that enables them to offer timely, contextual financial counseling to those clients who will most benefit from such advice.
Siebel eFinance helps financial institutions maximize profitability by enabling them to acquire new customers, increase their share of wallet, and improve customer satisfaction and retention through personalized multichannel service.
27
Best Practices in High Technology and Manufacturing

Siebel Systems has codified best practices in every aspect of customer-facing processes in the high technology and manufacturing industriesfrom Service Life Cycle Management and Demand-Chain Management to Product Life Cycle Managementand has embedded these best practices into a consistent set of integrated high technology and manufacturing business processes.
Best Practice: Closed-Loop Design Registration Management

Additional Examples of Best Practices in High Technology and Manufacturing:
Synchronized Global Product LaunchCompresses the cycle time required for a new high technology or industrial product introduction by synchronizing product data management base data with the product master to create the product catalog, configuration rules, and technical schematics. These materials are then instantaneously published across all channels, geographies, languages, and currencies, driving increased revenues and profitability by extending the products sales shelf life through compressing the up-front introduction cycle time. Real-Time Distributor Lead ManagementIncreases channel sales visibility and facilitates collaboration across the demand chain by integrating the manufacturers and distributors leadmanagement systems. Distributors are thereby able to leverage their native CRM system to track product-specific sales opportunities, thus increasing adoption and reducing lead follow-up latency.
Review Customer Information Access Internal Solutions Repository Research and Resolve Service Request Initiate Service Request
Closed-Loop Design Registration Management allows component suppliers to effectively manage an inherently complex, multistage sales cycle and reconcile initial design registrations with ultimate sell-through orders to original equipment manufacturers (OEMs). In addition to improving sales efficiency, this best practice gives component suppliers better visibility into their selling ecosystem, enabling them to drive customer loyalty. Suppliers typically find it increasingly challenging to correlate design registrations and design wins with the ultimate sell-through orders to OEMs. As a result, it is difficult for suppliers to determine the contribution and effectiveness of the many players in the sales process, understand which design wins are resulting in the most revenue, properly pay and manage commission splits, and measure sales and channel effectiveness. Closed-Loop Design Registration Management addresses these challenges by automating and integrating these processes into a consistent set of integrated design-registration business
processes from initial design registration and opportunity management to design win and sell-through management. The functionality required to support Closed-Loop Design Registration Management is built into Siebel High Technology and Manufacturing. For example, design registration opportunity management functionality enables organizations to support initial design registration, including design registration ID, project description, components required, projected quantities, required delivery date, price level, and involved representatives and partners. Additionally, opportunities can be tracked through multiple stages of activity, from initial design registration, approval, and design win to sell-through orders to OEMs. Furthermore, cross-application integration via Universal Application Network ensures seamless order execution with the order management system of choice and facilitates the closed-loop integration and mapping of sales data to initial design registrations and OEM orders.
Customer
Service Manager
Identify Customer
Check Entitlements & Warranty
Assign Service Request to Service Rep
Research and Resolve Service Request
Complete Service Request
Yes
Request Resolved? No
Field Visit Required? No Yes
Escalate Brand Owner
Service Representative
Parts Required? No
Yes Locate Part
Identify Agent with Appropriate Expertise
Optimize Workload & Routing
Dispatch Field Engineer
Field Engineer
Visit Customer Site
Diagnose and Resolve Problem
Complete Service Request
Customer Feedback and Analysis
Closed-Loop Design Registration Management increases visibility for sell-through and design wins and improves accuracy of distributor performance measurement.
28
Sales Operations
Receive Sales -Out Data
Match Customer
Universal Design Reg. ID?
No
Reconcile Sales-Out Data
Attach SalesOut to Design Reg.
Update Design Reg. SellThrough
Calculate Compensation Splits
Aggregate Compensation
Yes
Debit Reconciliation (Ship & Debit)
Process Sales Data
Match Customer
Send Compensation Information
Distributor
Fullfill Order
Transfer Sales-Out (EDI/ RosettaNet)
OEM/Contract Manufacturer
Start
Place Order
Accounts Payable
Pay Compensation
End
Coordinated Inventory
Query Customer
Planning and Sales Volume ForecastingEnsures more accurate revenue and manufactured product quantity forecasts by incorporating fieldbased opportunity assessments into a model-driven forecast and reconciling the resulting demand forecast with a historical trend-based analytic assessment, thus optimizing manufacturing capacity and inventory planning. Multitiered Return Materials Authorization (RMA) HandlingIncreases service levels and customer satisfaction and reduces service costs through highly optimized processes for handling RMA orders at multiple levels (from advanced exchange to repair exchange), tracking and recovering lost parts in the channel, and providing recommended equipment parts information.
Parameter-Driven Workforce Scheduling enables a manufacturer to exceed customer service expectations while minimizing service costs.
Best Practice: Parameter-Driven Workforce Scheduling
Parameter-Driven Workforce Scheduling optimizes and automates the scheduling and dispatch of field technicians for high technology and industrial-equipment service delivery against multiple parameters, including product skill set and workload. In contrast, most companies use manual processes or simplified algorithms, which often lead to inefficiencies and inaccuracies in service assignment. For example, an assigned technician may show up on-site without the right skills or the right parts to fix the equipment the first time, resulting in lower productivity and customer dissatisfaction. Additionally, most companies do not use entitlements as a constraint in scheduling, often resulting in revenue leakage by overdelivering on service (for example, response time and level) relative to what was agreed upon in the service contract. Parameter-Driven Workforce Scheduling enhances workforce scheduling by ensuring that service delivery is automated and managed against multiple parameters, such as product expertise and certification, workload, availability, route efficiency, and parts inventory, thus improving productivity, increasing customer satisfaction, and enhancing the lifetime value of the customer.
Parameter-Driven Workforce Scheduling is encapsulated within the Workforce Scheduling business process, and the functionality required to support Parameter-Driven Workforce Scheduling is built into Siebel High Technology and Manufacturing. For example, the assignment management functionality optimizes the distribution and assignment of service issues based on parameter-defined rules, such as ensuring that only technicians with the right parts are assigned to a service issue. Entitlements are integrated with service delivery to ensure that technicians meet specific commitments without overdelivering on them. Additionally, the scheduler management functionality optimizes the schedule and route to meet priority service commitments while minimizing service labor and travel costs.
Siebel High Technology and Manufacturing enables manufacturers to maximize customer profitability and after-market sales through holistic, proactive service life cycle management and analytics.
29
Best Practices in Insurance and Healthcare

Siebel Systems has codified best practices in every aspect of customer-facing processes in the insurance and healthcare industriesfrom Marketing and Channel Management to Policy Sales and Service to Claims Managementand has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Profitability-Driven Policy Renewal Processing

Additional Examples of Best Practices in Insurance and Healthcare:
Integrated Expiration Date MarketingLeverages customer information to develop products based on decision issues, to create marketing prospect lists from lost customers whose competitor policies are ready to expire, and to proactively manage related leads. Household-Based Policy ManagementReduces costs and improves customer perception of carrier knowledge by grouping individual consumers into households; capturing profile information at the household level; and marketing to, selling to, and serving the household as a unit. Value-Based Customer ConservationEnhances retention and maximizes profitability by identifying high-value customers when they call to cancel their policy and routing them to a specially trained customer conservation unit. Predictive At-Risk Renewal ProcessingEnables organizations to improve retention and profitability by identifying at-risk customers and generating proactive service touchpoints to improve customer satisfaction levels. One-Stop Claim Handling Enables organizations to simplify the claims process from the customer perspective by managing interactions with third-party service providers on behalf of the customer.
Back Office Call Center
Perfom Outbound Campaign: Courtesy Call & Mail Piece No
Profitability-Driven Policy Renewal Processing integrates customer profitability analysis into the renewal process, leveraging it in the design and execution of segment-based retention strategies to proactively manage renewal opportunities. In contrast, many insurance organizations either target all customers for renewal or do not adopt a proactive renewal effort at all. The former approach involves pursuing unprofitable customers in addition to profitable ones, effectively throwing good resources after bad. The latter approach increases the probability that a competitor will lure away a companys most profitable customers, leaving that company with an undesirable customer mix.
Profitability-Driven Policy Renewal Processing enhances the renewal process by segmenting customers into multiple segments that can be targeted effectively. As a result, retention strategies can be defined and executed to retain high-value and at-risk customers, improve the profitability of borderline customers (for example, by selling new products or migrating them to a different product set), and effectively manage unprofitable customer segments. The functionality required to support ProfitabilityDriven Renewal Processing is encapsulated in the Policy Renewal Management business process, which is embedded in Siebel e Insurance. By leveraging the marketing, analytics, call center, and agent portal applications in Siebel e Insurance, insurance organizations can execute coordinated retention campaigns across multiple channels including the agent channelto retain high-value customers.
Marketing
Start Identify Customers Up for Renewal Profitable? Yes Yes At Risk? Retarget at Future Date End
No
No
Lead & Quote
Agent
Review Coverage
Coverage Sufficient?
No
Analyze Needs
Recommend Products
Yes Accepted?
Yes
Renew Policy
Profitability-Driven Policy Renewal Processing improves retention of an insurance organizations most profitable customers.
30
Management
Policyholder
Start
Report Loss
Notified of Next Steps
Call Center/ Service
Collect Loss Information
Verify Policy Coverage
Segment Claim
Assign Based on Score
Generate Segment-Based Task Plan
Initial Triage
Produce Optimized Dispatch Schedule
Notify Producer
Adjuster
Receive Assignment
Service Providers
Receive Assignment
Producer
Export Claim Data
Request Coverage Information
Update Claim Data
Claims Management System
Claim Data
Claim Data
Policy Management System
Policy Data
Intelligent Claim Segmentation and Routing improves productivity and reduces claim settlement time.
Best Practice: Intelligent Claim Segmentation and Routing
Intelligent Claim Segmentation and Routing flexibly decomposes a claim into segments while optimizing the assignment of these claim segments to claims adjusters and service providers. A component of this best practice, Score-Based Assignment, is used to automate and optimize the assignment of the claim to the claim adjuster and service providers based on a broad range of criteria, including skills or expertise, region, language, workload, and so on. Although many companies today have automated segmentation and assignment processes, the required flexibility and intelligence to support complex and changing business needs are frequently lacking, resulting in suboptimal claim assignments and delays that increase loss costs and expenses. Intelligent Claim Segmentation and Routing provides flexibility in segmenting claims by offering the ability to segment by claim, claim coverage
type, and claim/claim coverage combinations. This granular segmentation improves the matching flexibility during the assignment process, resulting in faster, more accurate claims handling. Overall, automated task plans based on claim segment improve policy adherence, task follow-up, and appropriate management escalation. The functionality required to support Intelligent Claim Segmentation and Routing is built into the Claims Settlement business process, which is embedded in Siebel eInsurance. Additionally, through Universal Application Network, Siebel eInsurance facilitates the seamless integration of third-party applications into the claims process, providing organizations with the ability to share claim data with other systems as it relates to recording the claim, verifying coverage, and updating assignments.
Siebel eInsurance enables insurance organizations to seamlessly manage customer-centric business processes across multiple channels, business functions, and lines of business.
Claims Adjustment Process

Receive Notification
31
Best Practices in Life Sciences

Siebel Systems has codified best practices in every aspect of the pharmaceutical and medical products industries sales, marketing, clinical, and service functions and has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Physician-Engaged Direct-to-Consumer Campaign Management

Additional Examples of Best Practices in Life Sciences:
Integrated Managed Care Pull-Through Planning and ExecutionEnsures that pullthrough plans created by managed care account managers are validated by brand managers and executed by field sales with precise physician targeting and consistent delivery of the pullthrough message. Holistic Medical Education Event ManagementEnables the robust planning and execution of medical education events as part of a broad-based physician relationship management process. Event return on investment analysis facilitates the optimal use of promotional resources. Affiliation-Driven Strategic Account PlanningFacilitates a comprehensive understanding of complex account affiliations for improved analysis, targeting, communication, and planning using industry-accepted bestpractice sales techniques and resulting in increased sales performance.
Care Provider Call Center Agent Customer
Physician-Engaged Direct-to-Consumer (DTC) Campaign Management ensures that physicians and sales representatives are informed and included in DTC campaigns aimed at enhancing the overall effectiveness of marketing communications and improving coordination between marketing and sales organizations. In general, this best practice engages the physician to improve the effectiveness of DTC marketing campaigns. In contrast, most pharmaceutical companies conduct DTC campaigns without the involvement of the physician, often creating confusion and dissatisfaction among customers. This approach also leaves the sales representative uninformed, contributing further to a lack of coordination between marketing and sales. The results are suboptimal marketing execution and ineffective campaigns that fail to achieve their objectives. Physician-Engaged DTC Campaign Management enhances the effectiveness of DTC marketing primarily by involving physicians in campaigns.
For example, a DTC campaign designed to improve prescription compliance and persistence targeted at only consumers is unlikely to succeed. Physicians can play an important role in such campaigns. Similarly, sales representatives can reach out to physicians with the relevant campaign information and solicit their help in recruiting patients for the campaign. Patients, for their part, will have the support of the physician to participate in the promotional program. This results in a positive outcome for patients, physicians, and pharmaceutical companies alike. Siebel ePharma embeds the Physician-Engaged DTC Campaign Management best practice in the Marketing Campaign, Design, and Execution business process. The campaign management functionality in Siebel Marketing enables companies to design, create, and execute multichannel DTC marketing campaigns. In turn, the integration of Siebel Marketing with Siebel ePharma Sales enables sales representatives to target physicians to gain their support in recruiting patients for campaigns. Functionality in Siebel ePharma Call Center and Siebel Consumer Portal enables consumers to interact with the company as they participate in the
Enroll in Campaign through Web Site or Toll Free Number
Participate in Compliance Program
Respond to Patient Queries and Enroll Patients
Encourage Patients to Enroll in Campaign
Sales Representative
Educate Physician about Compliance Program
Brand Manager/ Agency
Design Multichannel DTP Campaign Focused on Patient Compliance
Execute Campaign through Sales, Media, Call Center and Web
Collect and Analyze Campaign Performance
End
Medical Affairs
Approve DTP Campaign
Market Research
Start
Discover and Report Compliance Issue
Physician-Engaged Direct-to-Consumer Campaign Management enhances the effectiveness of DTC campaigns by engaging physicians throughout each marketing campaign.
32
Customer
Start
Request Product Support
Receive Complaint Status
End
Initiate Service Request
Assess if Potentially Reportable?
Yes Create Product Issue
Capture Product Issue Details
Perform First-Level Diagnosis
On-Site Service?
No
Generate RMA Order
Notify Customer of Investigation
Customer Service
No
Yes
Fulfill Service
Assign Product Issue
Dispatch Field Service
Manage Investigation
Yes Reportable?
Manage Customer Communication Content
Manage Regulatory Reporting
Quality Management
Close Complaint
No
Field Service
Update Product Issue
Process Order
Billing Management
Fulfill Field Service
Real-Time Contract
Manufacturing
Manage Product Analysis
Compliance Monitoring and ManagementProvides an efficient process for managing complex contract terms and conditions with insight into customer compliance over time, enabling the automated execution of rebates, fees, and penalties and resulting in highly differentiated offerings and increased return on investment. Expedited Clinical Investigator Payment GenerationEnsures that clinical payments are automatically generated with minimal human intervention and managed in an efficient fashion, resulting in quicker investigator payments and greater investigator satisfaction.
Traceable Capture and Escalation of Product Complaints ensures efficiency while helping companies comply with FDA regulations.
campaign. Additionally, through integration with third-party applications via Universal Application Network, the campaign can be executed through external community and consumer portals.
Best Practice: Traceable Capture and Escalation of Product Complaints
In contrast, Traceable Capture and Escalation of Product Complaints offers medical products companies a traceable process for handling product complaints. The audit trail on complaints from customers enables companies to better track product complaints, leading to a more efficient investigation process while enabling organizations to comply with regulatory guidelines. Siebel eMedical incorporates Traceable Capture and Escalation of Product Complaints in the Customer Service business process. Siebel eMedicals features for tracking field-level changes, complaint assessments, decision tree-based evaluations, automated assignment and escalation, and activity and analysis minimize the effort required to maintain traceability while allowing users to focus on quickly finding a resolution regarding the complaint.
Traceable Capture and Escalation of Product Complaints ensures that companies are able to seamlessly capture product issues and efficiently escalate product complaints for investigation and regulatory reporting while maintaining a complete audit trail. This approach maintains efficiency and helps companies comply with stringent FDA regulations. Traditional methods of complaint management fail to retain the context of the investigation as the product complaint flows through various stages of the complaints management process, making it difficult to trace the history and rationale behind certain decisions. Regulatory agencies require each company to maintain a traceable process that retains the context of the product complaint as it was captured, escalated, and investigated for a resolution. Without the proper processes and systems in place, regulatory compliance can lead to highly restrictive and inefficient processes, significantly increasing the cost of serving the customer.
Siebel Life Sciences enables pharmaceutical, biotechnology, and medical products companies to improve the effectiveness of their sales, marketing, service, and clinical processes.
33
Best Practices in the Public Sector

Siebel Systems has codified best practices in every aspect of managing constituent relationships in the public sectorfrom Program Management and Service Delivery to Case Managementand has embedded these best practices into a consistent set of integrated business processes for government, educational institutions, and nonprofits.
Best Practice: Single Application Filing

Additional Examples of Best Practices in the Public Sector:
Self-Service Online Eligibility Determination and Matching Provides citizens with information and online selfservice tools to help them with government programs and benefits. Facilitates the submission of applications and questions via the Internet. Multichannel Government Campaign Management Enables agencies to consistently and effectively promote government programs and interact with citizens across multiple channels of communication. Performance-Based Government Benefits PlanningProvides government service agents with tools to improve individual citizen service plans and to track performance toward desired service outcomes. Data-Driven Agency Call ResolutionEnables government agencies to improve efficiency and citizen satisfaction by capturing the knowledge of expert employees and analyzing real-time statistics to make immediate changes to service call scripts.
Verify Citizenship & Residency Deny Service Identify Citizen
Single Application Filing enables citizens to submit a single form to apply for various government programs and benefits. This best practice also enables case managers to easily and accurately verify citizen data against legacy systems and prescreen applicants for benefits available from multiple agencies. Currently, citizens frequently have to fill out separate applications for every program in which they are interestedwhether the programs are available from one or multiple agencies. Agencies conduct overlapping investigations of applicants, as each program works separately to verify information and assess citizens needs. This results in a lack of coordinated services for citizens, prolonged and error-prone service processes, and redundant case management activities.
Siebel e Government offers functionality that enables Single Application Filing by providing agencies with a single view of the citizen and the ability to track all interactions in a single case record. Government service agents can capture citizen data during the initial interaction and use eligibility tools to prescreen applicants for multiple, distinct programs. Through integration via Universal Application Network, agencies can verify citizen information against multiple third-party applications and systems to confirm data such as citizenship, residency, and criminal records. The results are simplified service experience for the citizen, improved employee productivity, and greater accuracy and efficiency in managing cases.
Citizen
Start Request Service
Notification of Denied Service
Notification of Case Initiation
Citizen Interview & Data
Receive Seamless Services
Case Manager
Meet Initial Criteria? Yes Provide Service or Benefit? Yes Provide All Relevant Services Follow-Up & Evaluation
No
No Coordinate Delivery of Services w/ Other Agencies
Deny Service, Close Case
Deliver Service
Third-Party Applications
Validate Citizen Data
Service Systems
Single Application Filing enables agencies to have a single view of the citizen and to track all interactions in a single case record.
34
Refer for Other Services
Continue Services
Close Case
Prescreen Citizen for Eligibility
Assign Case for Investigation
Field Assessment
Citizen
Provide Additional Data
Receive Notification of Case Assessment
End
Start
Assign Case for Investigation
Select Case Manager
Has Right Expertise for Case?
Yes
Check Case Manager Workload
Yes
Available
Assign Case
Review Citizen/Family Needs
No
Determine Citizen/Family Groups Needing Service
Prescreen Citizen/Family to Program Criteria
Meet Prescreening Criteria?
Yes
Case Manager
No No No
Go to Next Case Manager
Deny Service
Request Group Data
Request Validation
Third-Party Application
Assistance Group Determination Systems
Validate Criteria & Program Rules
Intelligent Case Routing and Investigation enables agencies to automatically assign cases and allows employees to focus on matching citizens and members of their households with appropriate government services.
Best Practice: Intelligent Case Routing and Investigation
Intelligent Case Routing and Investigation enables agencies to streamline case management activities and employee deployment. Intelligent Case Routing and Investigation is a crucial component of the Single Application Filing process. In general, it enables government case workers to automatically receive cases based on agency-established criteria and to quickly match a citizen or household with the appropriate services. Currently, agencies spend valuable time and resources on assigning cases to employees with the right skills, knowledge of government programs, and availability. Case managers must then initiate a complicated administrative process in order to verify which citizens are eligible for a variety of government programs. As a result, it often takes a long time for agencies to assess a citizens needs and recommend appropriate government services. Many government programs also conduct investigations within silos that can inhibit a holistic view of a citizens needs, prevent collaboration within and among agencies, and result in over- and underserved citizens.
Siebel e Government offers functionality allowing agencies to implement Intelligent Case Routing and Investigation. For example, Siebel e Government enables agencies to automatically assign and route cases to employees based on their skills, experience, and workload. Siebel e Government also easily and quickly helps government service agents review citizen information stored in an electronic case record and verify whether applicants meet initial service criteria. In turn, employees can access internal and third-party knowledge bases and eligibility engines to determine and recommend all relevant government services to citizens. For law enforcement agencies, the Intelligent Case Routing and Investigation best practice can be leveraged to improve investigative case work, resulting in a more citizen-centric service organization characterized by increased operational efficiency.
Siebel eGovernment enables citizens to use online self-service tools to obtain critical information and services.
Next Step: Field Assessment
35
Best Practices in Retail

Siebel Systems has codified best practices in every aspect of customer-facing processes in the retail industryfrom Marketing and Sales Operations to Customer Serviceand has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Synchronized Retail Sales and Marketing

Additional Examples of Best Practices in Retail:
Corporate Request Prioritization and ImplementationEnables store operations to effectively manage multiple requests from headquarters groups wanting stores to execute programs. Tasks are managed through a central coordination point and routed to the stores after approval by store operations management. Retailers benefit from minimized overtime expense and improved control over in-store activities. Individualized Retail Customer Service ManagementEnables retailers to deliver differentiated customer service based on key customer metrics such as profitability, estimated customer lifetime value, and other factors. Through the use of customerservice metrics, retailers can gain control over customer compensation, respond to service issues in a way that reinforces brand equity, and ensure that the response actually addresses the customers issue.
Stores Customer
Synchronized Retail Sales and Marketing enables the alignment of external demand-creation events with internal sales education efforts to maximize the conversion rate of customers who respond to marketing programs. Providing sales associates with just-in-time product knowledge and sales tools significantly boosts employee morale and effectiveness, enabling employees to provide greater value to customers. Traditional marketing efforts reflect a spray-andpray approach, with little thought given to either targeting the message to prospects or synchronizing efforts with store-based sales associates. Without the involvement and support of the associates who actually engage the customer, traditional demand-generation efforts are virtually guaranteed to produce low response rates. In contrast, Synchronized Retail Sales and Marketing integrates internal education and awareness efforts into the overall marketing program. Managed as one of the key activities in a comprehensive marketing project, sales
alignment activities include product knowledge training, online testing, and access to sales tools, which are then used to engage customers and help close business. Retailers can compound the impact of these tools by tying such efforts into overall performance management activities, including goal setting and incentive compensation tracking. Siebel eRetail offers synchronized retail sales and marketing functionality through the Retail Campaign Development business process. Siebel eRetail Marketing facilitates activity management, allowing marketing managers and executives to create, assign, and track activities through integrated workflow functionality. Siebel eRetail Employee Relationship Management includes tools such as Distance Learning, Performance Management, and Incentive Compensation. Siebel eRetail Analytics can extract data from any source and analyze performance (such as the impact of product knowledge training on store-level sales). In addition, third-party data-mining tools can easily be integrated into the Siebel Marketing toolset using Siebel Analytic Adapter.
Respond to Offer
Visit Store, Web Site
Complete Training
Sell Product
Store Ops
Assign Training Task to Stores Report Training Impact on Sales
Training
Create JIT Education Program
Marketing
Create Program to Drive Demand
Deploy Marketing Program
Merchandising
Negotiate Terms, Funds
Evaluate for Further Programs
End
Vendor
Start
Create Agreement
Publish Marketing Collateral
Develop Training Collateral
Provide Training Funds
Provide Financing Vehicle
Provide Vendor Spiff
Synchronized Retail Sales and Marketing ensures higher sales conversion rates.
36
Customer
Start
Place Call to Store
Knowledge Base
Access Knowledge Base
Consolidated Contact Center
Receive Call
Product Available? Yes
No
Answer Question
Log Response
(Optional) Follow Up to Ensure Resolution
End
Physical Check Required? No
Yes
Create Store Activity
Store
Assign to Store Associate
Answer Question
Query Inventory Data
Score-Based Cross-Selling and

Inventory Mgmt System
Inventory Data Query
Up-SellingEnables retailers to quickly access scoring models to drive dynamic sales scripts or offer presentations. Matching customers to the most appropriate offer results in higher response rates and associated revenues. Intelligent, Adaptive Retail MarketingEnables marketers to deploy multistage, multichannel marketing programs that are tailored based on responses made in earlier stages. Intelligent campaigns use rules to generate the next most appropriate offer either to reinforce desired responses or to further stimulate the customer to take action.
Chain-Wide Consolidated Contact Center improves customer service while reducing expenses.
Best Practice: Chain-Wide Consolidated Contact Center
Chain-Wide Consolidated Contact Center ensures that retail sales associates can focus on their primary task of selling to customers. By keeping in-store employees engaged with in-store customers, retailers can minimize distractions and maximize sales revenue. Frequently, retailers find that store-based sales associates spend an inordinate amount of time on the phone, answering the same questions repeatedly: store location, store hours, merchandise availability, price, and so on. Few of these questions require the store-based sales associate to physically be in the store in order to answer the question. To make matters worse, time spent on the phone is time not spent with customers, many of whom are looking to make purchases. In contrast, Chain-Wide Consolidated Contact Center allows customers to continue dialing their local store, but then routes calls to a centralized contact center. Call center representatives can access external data sources to answer common questions such as product availability and size, color, and style questions. By concentrating the customer contact function into one contact center, retailers can reduce the expense of communicating with customers and improve the accuracy, consistency, and professionalism of service responses.
Siebel eRetail encapsulates Chain-Wide Consolidated Contact Center in the Retail Customer Service business process. Routing rules built into Siebel Universal Queuing ensure that service requests are sent to the service representative who is best equipped to answer the customers question. Siebel eRetail Contact Center consolidates customer communications from multiple sources such as telephone, email, Internetbased chat requests, faxes, and postal mail. Through Universal Application Network, Siebel applications can seamlessly integrate with back-office data sources, including merchandising and inventory control, to provide the most accurate information to the customer. The results are improved customer service and reduced operating expenses.
Siebel eRetail synchronizes sales associate product knowledge with corporate marketing events to maximize return on marketing spend.
37
Best Practices in Travel and Transportation

Siebel Systems has codified sales, marketing, and service best practices in the travel, hospitality, and transportation industries and has embedded these best practices into a consistent set of integrated business processes.
Best Practice: Centralized Group Sales Management

Additional Examples of Best Practices in Travel and Transportation:
Personalized Inventory-Based Marketing ExecutionEnables hospitality, travel, and transportation companies to execute personalized campaigns based on available inventory levels, targeted customer purchasing patterns, and estimated customer lifetime value. These campaigns deliver relevant and compelling offers to the customer while maximizing revenue from perishable inventory such as hotel room nights, airline seats, or cargo space. Score-Based Customer Experience DeliveryEnables companies to deliver a differentiated service experience to customers based on their
Customer
Start
Centralized Group Sales Management is a best practice that ensures group sales leads are assigned to the most appropriate properties within a hospitality organization. It also facilitates the tracking of property lead responses to ensure timely delivery of feedback to customers. Traditionally, hospitality companies have been unable to respond to up to 30 percent of their incoming group sales leads due to the inefficient distribution and tracking of leads among their properties and franchisees. Often, leads that are generated from disparate sources are not shared among relevant sister properties, and as a result, they cannot be effectively tracked. In addition, leads generated by national sales organizations that are passed on to regional properties are frequently left idle due to poor lead matching or limited sales capacity.
In contrast, Centralized Group Sales Management enables hospitality organizations to implement a closed-loop sales process that results in increased response rates to group sales leads, translating into fewer missed revenue opportunities and significantly enhanced sales results. Centralized Group Sales Management is supported by the Hospitality Lead Management business process, which is embedded in Siebel eHospitality Sales. Using assignment rules, qualified leads are routed automatically to the most appropriate property. Properties can then choose to accept, reject, or reroute leads, after which their marketing departments can analyze campaign results. In this closed-loop process, both managers and sales representatives are able to analyze the effectiveness of the lead management process during all phases, from campaign execution and lead acceptance to deal closure, ensuring improved lead response rates and driving increased revenues.
profitability, estimated customer lifetime value, loyalty, and other factors.

National Sales
Request Event Booking
Evaluate Proposals
Accept?
Yes
No
Capture Property Requirements
Capture Event Agenda, Room Block, Revenue Estimate
Develop Property List
Assign Leads/ RFP to Property
Record Lead Assignment
Receive Proposals
Generate Contract
Property/Event Booking Centers
Received Lead/RFP
Review Event Agenda, Room Block, Catering
Check/ Hold Inventory Available
Yes Available?
Price and Up-Sell
Generate Quote/ Proposal
Record Turndown
End
No
Request Inventory
Request Pricing Information
Yes
Inventory Management
Function Space Inventory
Room Block Inventory
Pricing Information
Profitable?
No
Centralized Group Sales Management ensures that group sales leads are assigned to the most appropriate properties within a hospitality organization.
38
No
Customer
Provide Event Details
Yes Approve?
Customer Action
End
Sales
Start Transfer Event Validate Event Transfer Details
Event Management
No Yes Adjust Function Space & Room Blocks Develop Menus, Reserve A/V Equipment Generate/ Present SOE, BEO, Proposals Event Preparation SOE, BEO, Resume Product Ordering and Staff Scheduling Manage Execution of Event Update Checks with Actual Numbers
Accept Event?
Detail Event and Up-Sell
Finalize Attendance
Close Checks
Reserve Room
Reserve Equipment
Export Invoice Data
Accounting
Bill Customer
Inventory Management
Function Space/Room Block Inventory
Resource Inventory
Integrated Event Planning and Execution enables event and operations managers to more easily and rapidly detail planned events.
Best Practice: Integrated Event Planning and Execution
Integrated Event Planning and Execution enables event and operations managers to more easily and rapidly detail planned events, identify products and services required for an event, manage owned and leased inventory, and book assets. Most hospitality companies face two critical challenges in planning and executing events. First, event planning and execution is a complex process that entails the coordination of a number of assets and internal teams as well as frequent scheduled interactions with the customer. Second, it is often difficult for hospitality companies to provide a consistent set of services and products for events across multiple propertiesa fact that often negatively impacts brand equity. Integrated Event Planning and Execution addresses these issues by enabling employees to focus on revenue-enhancing activities such as up-selling,
cross-selling, and frequent direct customer interaction. This best practice is embedded in Siebel eEvents Execution, a solution that addresses all aspects of the event planning and execution process, including asset management, menu design, room setup, and internal and external communications. Siebel eEvents Execution also enables companies to expedite operational procedures by centralizing product definitions and pricing information, automatically generating operational details, and linking property inventory to event operations. This integrated approach leads to a streamlined event management process, helping hospitality companies manage complex events within a single property or across multiple properties in a consistent, efficient manner.
The Siebel Travel and Transportation suiteSiebel eHospitality, Siebel eTravel, and Siebel eTransportationis designed to help travel, transportation, and hospitality organizations measure customer value, increase revenues, and build brand loyalty.
39
Best Practices in Utilities, Oil and Gas, and Chemicals

Siebel Systems has codified best practices in every aspect of customer-facing processes in the utilities, oil and gas, and chemicals industriesfrom Customer Care and Field Operations to Field Sales and Service Managementand has embedded these best practices into a consistent set of integrated industry-specific business processes.
Best Practice: Single Interface Billing Inquiry Resolution

Additional Examples of Best Practices in Utilities, Oil and Gas, and Chemicals:
Centralized Commercial and Industrial Deal Structuring and ManagementFacilitates a unified view of all risk book elements to appropriately build, price, approve, and contract energy deals. A comprehensive interface to the pricing and billing systems provides aggregated load and usage information, appropriate risk elements, and personalized customer deal components. Personalized Mass-Market Energy Plan Evaluation and EnrollmentAllows customers and CSRs to evaluate current and prospective energy costs under various plans by utilizing simple and easily obtained usage and billing statistics. Using a simple advisor process to answer questions, the benefits of new massmarket plans and services can be displayed. Tailored Product Bundle ManagementEnables utilities to manage and offer multiservice product bundles (including energy, telecommunication, insurance, appliances, security, and other services) and promotional packages through a rich product catalog. The sale is closed through an end-to-end sales process from quote to order to provisioning and installation.
Financial Institution Billing Engine
Provide Invoice Data Provide Usage Data Upgrade Usage Data
Single Interface Billing Inquiry Resolution streamlines the billing resolution process, driving increased productivity, reduced cost, and improved customer satisfaction. It allows customer service representatives (CSRs) to interact with one or more back-office billing systems by displaying billing data and invoking action upon the appropriate billing system. When a customer calls with a billing-related question, the customers invoice, usage, and account balance data is retrieved from the billing system. Although none of this information is actually stored within the Siebel application, the user can query the invoice, make an adjustment, or enter a payment without having to exit the Siebel application. Traditionally, CSRs have had to access separate applications to obtain billing data; at best, some screens were embedded in the CRM application. Requiring CSRs to use multiple systems is inefficient for the customer, often entailing follow-up actions and transfers to other
departments. This practice also hinders CSRs from proactively positioning new services or products to the customer. Because more than 50 percent of the call volume to a utility call center is related to issues requiring interaction with billing systems, streamlining this process is crucial. With Single Interface Billing Inquiry Resolution, which is encapsulated in the Streamlined Customer Care business process and embedded in Siebel eEnergy, no billing data is duplicated, actions are taken in the Siebel application, and the focus remains strictly upon the customer interaction. Because the data is retrieved from the billing system and not stored in the Siebel application, the service provider avoids costly duplication of data across multiple systems. In turn, ability to perform these tasks from within the Siebel application reduces call-handling time and training costs, as users need to learn and interact with only one system. Finally, providers can increase opportunities to up-sell and cross-sell other services, helping drive increased revenues.
Customer
Start
Inquire about Bill
Verify Meter Read
Make Payment
Yes
Call Center/ Sales
Query Bill Header and Detail
Check Consistency of Bill
Check Meter/Usage Data
Create Adjustment Request
Payment Due?
No
Submit Payment
End
Field Service
Field Investigation
Request Invoice Data
Request Usage Data
Provide Usage Data
Submit Payment
Request Account Balance Update
Process Payment
Receive Payment
Process Payment
Single Interface Billing Inquiry Resolution streamlines customer care.
40
Customer
Call Ahead
Sign Invoice
Field Engineer
Start
Update Job Status Check Parts/ Equipment
Get Debrief
Yard Manager
Transfer Equipment and Inventory
Check in Parts/ Equipment End
Crew
Arrive at Well Site
Examine Job Activity Step, with Safety Information
Yes Perform Step Done? Capture Time & Expenses Update Job & Well Data Create Invoice
No
Purchasing
Purchase Parts to Replenish
Wireless-Enabled Oil Field

External Systems
Service OperationsProvides
Procurement System Inventory Master System
field service engineers real-time data on time-critical information, including receiving new jobs, tracking job status, capturing well data, and invoicing in the field through wireless data solutions. Having timely information leads to higher levels of operational efficiency and elevates customer satisfaction levels. Customer-Focused Oil Well Service DashboardExposes well service information such as jobs, work tickets, well readings, and invoices to customers through an Internet portal designed to help customers analyze and understand their well performance. Automated Asset Scheduling and DispatchProvides automated dispatching to create a daily schedule for trucks and trailers, reducing drive time for trucks and scheduling time for dispatchers while optimizing operational efficiencies and maximizing return on capital equipment.
Automated Job Safety Prompting improves safety procedure compliance at the job site.
Best Practice: Automated Job Safety Prompting
Automated Job Safety Prompting tailors safety procedures and checklists to each job and work ticket type, making these procedures available with the work ticket. This best practice enables each safety step to be automatically displayed and validated as the job is being performed, thereby ensuring that proper procedures are being followed. Safety is paramount in any well services organization. Field workers must often administer hazardous chemicals and operate high-powered machinery to develop and maintain wells. While oil field services companies typically meet the requirements of providing safety information, it is often done through meetings and the administration of a large paper-based system. As a result, when crews are at a job site, they often have to sift through procedures to find information relevant to their particular jobs. Safety steps may be forgotten or neglected.
With Automated Job Safety Prompting, which is implemented through activity templates and embedded in Siebel Field Service and Siebel Service Handheld applications, OSHA safety statistics can be captured at the job or work-ticket level, enabling accurate, uniform analyses of safety statistics across regions. With Siebel Field Service, previously defined safety procedures are associated with the job as it is created by the dispatcher and are based on the job type. In the field, crews can use Siebel Service Handheld to update the job status and complete the safety steps as prompted by the handheld device.
Siebel eEnergy provides utilities, oil and gas, and chemicals companies with comprehensive demand-chain management functionality that facilitates the sales, service, marketing, customer retention, partner relationship, and workforce management business functions across all channelsanytime, anywhere, and in any language.
41
Universal Application Network: Enabling Cross-Application Business Processes in Support of Best Practices
Application integration has represented a major challenge and expense for organizations, accounting for up to 35 percent of the overall cost of a typical IT implementation. Universal Application Network is a customer-centric solution that solves the complex multiapplication integration problem within and across the enterprise in a highly cost-effective way.
End-to-End, Extensible Business Processes
Reusable Business Processes
Universal Application Network enables organizations to quickly deploy prepackaged, end-to-end business processes that span multiple applications. It provides organizations with the flexibility to modify processes in real time in response to fast-changing market, competitive, and customer dynamics.
Based on Industry Standards
Universal Application Network business processes can be created once and deployed anywhere, since they can run with any standards-compliant applications and integration servers. This minimizes implementation cost and complexity.
Proven Integration Technology
Universal Application Network is based on industry XML and Web Services standards, including WSFL, WSDL, BPEL, and SOAP. Siebel Systems has partnered with the leading vendors of integration server solutions including IBM, Mercator, SeeBeyond, TIBCO, Vitria, and webMethodsto develop the Universal Application Network architecture.
Industry-Specific Business Processes
Universal Application Network business processes take advantage of the proven technology developed over the past 15 years by leading integration server vendorsIBM, Mercator, SeeBeyond, TIBCO, Vitria, and webMethods.
Maximum Flexibility to Choose Best-in-Class Solutions
By enabling deployment of end-to-end processes tailored for specific industries, Universal Application Network speeds implementation, leading to reduced cost and risk.
With Universal Application Network, organizations are not locked into the proprietary and inflexible architecture of a single vendor. Instead, they have the flexibility to choose bestin-class applications and technology, and they can easily remove or replace applications to better suit their needs.
CRM
Integration Server
Business Process Controller
ERP
Transformation
Common Object Model
Transformation
CRM Data Model

Adapter Transport Layer Adapter
ERP Data Model
Adapter Adapter
Adapter Adapter
Customer Master
Adapter
Legacy
SCM
Web Apps.
Universal Application Network is a standards-based, vendor-independent solution that enables organizations to deploy seamlessly integrated cross-application business processes within and beyond the enterprise.
42
Adapter Adapter
Implementation Best Practices: Ensuring Customer Success

Siebel Systems domain expertise is also reflected in its proven customer engagement model. With experience in more than 3,500 CRM deploymentsfar more than any other vendorSiebel Systems has developed a tried and tested implementation methodology as well as a complete array of customizable professional services to ensure customer success through every phase of designing, deploying, and using Siebel eBusiness Applications.
CRM Assessment
Custom Solutions Map
Industry Best Practices
Mapped to Siebel Functionality
Phased Implementation Plan
Siebel Systems enables organizations to apply best practices in designing and deploying CRM solutions, from initial CRM assessment through the entire phased implementation process, resulting in successful deployments that yield measurable business benefits.
Establish Measurable Objectives
CRM initiatives should be designed to drive and support significant objectives that produce quantifiable benefits. The Siebel CRM Strategy Group helps organizations establish measurable business objectives and develop an effective CRM strategy across channels and lines of business.
Align the Organization
Successful deployments require alignment of the organization with the CRM initiative and support of the changes it will entail. Key best practices include securing executive sponsorship, ensuring that managers support the intended business change, and ensuring that stakeholders understand the capabilities and impact of the CRM system. Through several service offerings including Getting Started, Executive Alignment, and Management Alignment WorkshopsSiebel Systems helps organizations apply these best practices to achieve organizational alignment.
Define Best-Practice Processes and Map to Application Functionality
plans. In addition, Siebel MultiChannel Services has proven best practices in sales methodologies, channel management, and other CRM processes. Through these and other Siebel service offerings, organizations can prioritize processes by business impact and ease of implementation, leverage the standard functionality of Siebel e Business Applications, and minimize customizationsresulting in reduced deployment risk and faster return on investment.
Use a Phased Implementation Plan
CRM Implementation Best Practices

Establish measurable business objectives Align the organization with the CRM initiative Define best practices and map them to application functionality Use a phased implementation plan Staff trained, experienced consultants to implement the CRM solution Train, reinforce, and reward for 100 percent user adoption Monitor progress and measure results
With the Siebel e Plan methodology and tools, Siebel Systems leverages a library of documented best practices, business models, and task estimates to build recommendations for appropriate Siebel functionality and implementation
By planning and executing the implementation in phases, the organization can more effectively determine each phases goals and ensure quick wins. Each phase should involve end users in the implementation design and should include expert quality control reviews and testing. To help organizations apply these CRM implementation best practices, Siebel Systems provides Siebel e Roadmapa proven, six-stage methodology for rapidly implementing a Siebel eBusiness solutionand Siebel Professional Services, including Implementation Services as well as functional and industry competency practices. Implementation Services cover every phase of the implementation, from scoping analysis to metrics and measurement.
43
Industry Best Practices

High
Mapped to Siebel Functionality

High-Quality Lead
Default Start
Assign Lead Error
Low Quality
Low-Quality Lead
End
Assign Error Activity
Unknown
Create Opportunity Note
Siebel Systems provides a proven methodology for mapping best practices and business processes to application functionality.
Siebel Global Competency Practices offer consulting services on individual Siebel e Business Applications and specific industries. Siebel Systems also supports phased implementations through Siebel Expert Services for quality assurance; Technical Account Management for ongoing technical guidance; and Siebel Technical Support, which offers 24x7 worldwide technical support.
Staff Trained, Experienced Consultants to Implement the Solution
and Strategy, Siebel Change Communication Services, Siebel User Training, Siebel Custom Online Help, and Siebel Simulations (an interactive learning system that simulates the Siebel application environment).
Monitor Progress and Measure Results
The Siebel Certified Professional program and Siebel Technical Training offerings enable organizations to follow best practices in establishing and managing the implementation project teamswhich include only personnel who have been certified and have proven industry experience. Siebel Technical Training provides consultants with the skills to successfully install, configure, and administer Siebel e Business Applications. And, through a rigorous certification process, the Siebel Certified Professional program establishes standards of technical excellence, ensuring that all certified consultants possess these skills.
Train, Reinforce, and Reward for 100 Percent User Adoption
To manage and continuously improve the effectiveness of a CRM strategy, an organization must define and monitor performance metrics, assess end user adoption, and regularly measure and analyze business impact. Siebel Systems assists organizations in applying these best practices through offerings such as the Implementation Effectiveness Review and Siebel Satmetrix e Surveys, which are Web-based surveys that track the satisfaction levels of customers, employees, and partners.
Siebel Systems Partners with Leading Systems Integrators to Ensure Customer Success
End user adoption is perhaps the most critical success factor in a CRM implementation. Best practices to ensure user adoption include developing an adoption strategy up front, implementing a communication plan, training end users, providing end user support, and aligning compensation and rewards to reinforce desired behaviors. Siebel Systems offers a comprehensive set of training and change management services to meet these requirements, including Siebel User Adoption Workshop
Through the award-winning Siebel Alliance Program, Siebel Systems partners with the worlds leading systems integrators to ensure the successful implementation of Siebel e Business Applications. Most implementation teams include members from the customers IT staff, the systems integrator, and Siebel Global Services, enabling organizations to leverage the skills, knowledge, and expert resources of these blended teams.
44
Siebel 7.5: Best-in-Class CRM Solution

Siebel Systems redefined the standard for CRM with the delivery of hundreds of business processes embedded in Siebel 7.5, the latest release of Siebel eBusiness Applications. Featuring best practices and new functionality for multichannel sales, marketing, service, and partner and employee relationship management across 20 industries, Siebel 7.5 delivers faster, more cost-effective, and more successful deployments.
Siebel Smart Web Architecture
Comprehensive Multichannel Capabilities
The Siebel Smart Web Architecture sets the industry standard for application performance and sophistication. This unique technology combines a zero-footprint, browser-based Web clientmeaning there is no software to separately install and administer on the desktopwith levels of interactivity traditionally available only in Windows applications. The results are a higher level of user acceptance and increased satisfaction and productivity for both employees and customers.
Depth and Breadth of Functionality
Siebel e Business Applications provide the only true multichannel solution that allows organizations to manage, synchronize, and coordinate customer interactions at all touchpoints across all channelsover the Web, in the call center, by field sales and service personnel, and through channel partners. This integrated approach allows organizations to establish a common view of the customer, leverage all customer interactions, dramatically increase productivity, maximize revenue and profit, and significantly enhance customer satisfaction.
Industry-Specific Applications
Industry analysts widely acknowledge that Siebel 7.5 is the most functionally complete suite of applications on the market. The breadth and depth of functionality of Siebel 7.5 are results of continued investment in cutting-edge research and development. Siebel 7.5 is finely tuned to support industry-specific business processes, enabling organizations to leverage best practices for sales, marketing, and service. As a result of this rich functionality and industry expertise, end users can rapidly adopt Siebel 7.5, accelerating deployment and an organizations return on investment.
Siebel Industry Applications leverage the breadth and depth of the Siebel platform, providing organizations with comprehensive out-of-the-box functionality that minimizes the need for customization and development, resulting in a significantly lower total cost of ownership. Recognizing that each industry has different business processes, competitive challenges, and IT requirements that cannot be addressed with one size fits all CRM, all Siebel Industry Applications provide a tailored suite of packaged applications that encompass industry-specific functionality, analytics, and business processes that reflect best practices.
45
Analytics Everywhere
Siebel 7.5 applications incorporate powerful analytics capabilities to provide organizations with real-time customer intelligence. Siebel Analytics 7.5 provides personalized, role-based analytic applications that deliver relevant, actionable, and just-in-time intelligence to employees, partners, and customers. With Siebel Analytics 7.5, organizations can access volumes of data from multiple sources and deliver fact-based, personalized intelligence to thousands of decision-makers, both inside and outside the organization.
Siebel ERM Drives Superior Business Execution
Organizations can easily integrate data and business processes across multiple applications with dramatically lower cost and complexity.
Global Deployment Support
Siebel 7.5 includes the industrys broadest and most comprehensive suite of packaged employee relationship management (ERM) applications for executives, managers, and employees. Siebel ERM embeds best-in-class business processes such as performance management; training; employee self-service; and corporate-wide access to resources, news, and other information. With Siebel ERM, companies can adjust the corporate operating plan and quickly realign the organization to execute the plan based on changing market needs.
Universal Application Network and Web Services Support
Siebel 7.5 expands the global deployment capabilities of previous releases with significant enhancements in the areas of Unicode support, multilingual data, installation, and localization for global deployments. A Unicode environment supports the uniform storage of and access to data that spans multiple code pages in a single database and can be managed by a single set of application components. Siebel 7.5 provides robust Unicode support, resulting in dramatic lowering of the deployment and maintenance costs for global organizations.
Automated Upgrades
Incorporating best practices from several thousand previous customer upgrades, the upgrade to Siebel 7.5 is automated, comprehensive, and proven to work. The process includes automated upgrades of data and customizations; complete scripting support; complete desktop integration; and a broad array of upgrade services and training, including reviews, workshops, and on-site migration assistance.
Lowest Total Cost of Ownership
Recognizing that customer-centric business processes involve data from multiple applications and systems, Siebel Systems has ensured interoperability by supporting Web Services and standards-based integration through Universal Application Network. Universal Application Network takes a standards-based approach to the design and development of cross-application business processes while leveraging the proven integration server technology of leading vendors.
46
Organizations that invest in eBusiness technology must carefully scrutinize not just the initial cost of the software, but also the solutions total cost of ownership over its lifetime. Siebel 7.5 dramatically trims total cost of ownership by reducing costs in several critical areas, including customization, configuration, integration, maintenance, upgrades, training, and deployment risk.
Proven Customer Success

Siebel Systems was founded in 1993 to address the growing need of organizations of all sizes to acquire, retain, and better serve their customers. Today, Siebel Systems is a leading provider of eBusiness applications software, with offices located in more than 28 countries. Its marketleading, integrated suite of Siebel e Business Applications enables organizations to deploy sales, marketing, and customer service systems across all channelsincluding the Web, call centers, field, resellers, and dealer networks at the lowest total cost of ownership.
With more than 3,500 customers worldwide across a broad range of industries, Siebel Systems has developed deep domain expertise in CRM and industry-specific best practices, which are embedded throughout the entire suite of Siebel eBusiness Applications. The result is proven customer success. According to an independent audit, Siebel customers have realized significant benefits from their deployment of Siebel eBusiness Applications: On average, they reported increases of 8 percent in revenue, 13 percent in customer retention, and 23 percent in customer satisfaction and employee productivity, and a 13 percent decrease in operating costswith a return on investment in 12 months.
23%
23%
13% 8%
13%
Revenue Growth
Customer Retention Increase
Customer Satisfaction Increase
Employee Productivity Gains
Operating Cost Decrease
Return on Siebel investment: 12 months

Source: Satmetrix Systems, survey of customers, September 2002.
World Headquarters
Siebel Systems, Inc. 2207 Bridgepointe Parkway San Mateo, CA 94404 United States Tel: +1-800-647-4300 Tel: +1-650-295-5000 Fax: +1-650-295-5 1 1 1
Asia Pacific
Siebel Systems Australia Level 1, 80 Pacific Highway North Sydney, NSW 2060 Australia Tel: +61-2-9012-3100 Fax: +61-2-9012-3333
Latin America
Siebel Systems Brasil Ltda Av. Naes Unidas, 12.901 20 andar - Torre Norte 04578-903 - So Paulo - SP Brazil Tel: +55-11-3444-0450 Fax: +55-11-3444-0666
www.siebel.com
Europe
Siebel Systems UK Limited Siebel Centre The Glanty Egham, Surrey TW20 9DW United Kingdom Tel: +44-0-1784-494900 Fax: +44-0-1784-494901
Japan
Siebel Systems Japan K.K. Ebisu Prime Square 1-1-39 Hiroo, Shibuya-Ku Tokyo 150-0012 Japan Tel: +81-3-5464-7700 Fax: +81-3-5464-7702
19902002 Siebel Systems, Inc. All rights reserved. Siebel and the Siebel Systems logo are trademarks of Siebel Systems, Inc. and may be registered in certain jurisdictions. All other product names, marks, logos, and symbols may be trademarks of their respective owners.
10P10-BR045-05625 (10/02)

CRM Best Practices

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Best Practices in Customer Relationship Management

Achieving a competitive advantage through the customer-driven

The Worlds Leading Provider of eBusiness Applications Software

The CRM Market Leader

50% 40% 30% 20% 10% 0%

1998 56% 0% 17% 0% 16% 11%

1999 57% 1% 9% 9% 15% 8%

2000 66% 5% 6% 13% 10% 0%

Source: SEC Filings, analyst estimates, and Siebel estimates.

Best Practices in Customer Relationship Management

6 8 10 12 14 16 18 Achieving a competitive advantage through the customer-driven enterprise

The Customer-Driven Enterprise

8. Enterprise Portal Software 9. NT Servers 10. ERP

Barriers to Becoming a Customer-Driven Enterprise

Best Practices Embedded in Siebel eBusiness Applications

Best Practices Based on Proven Customer Success

Siebel Production Users

Sales Best Practices

Best Practice: Priority-Based Lead Qualification and Distribution

Automated Lead Scoring

that offers robust account

Yes No Eliminate Lead

No Qualified Lead? Yes Future Lead?

Provide Feedback to Marketing

Fulfill Collateral Request

Analyze Campaign Results

Optimized Lead Distribution & Acceptance

Update Lead Profile

Generate Field Assessment

Generate Pipeline Assessment

Create/Revise Forecasting Methodology

Export Forecast Data

Generate Historical Assessment

Sales and Ops Planning Meeting

Driving Motivation and Focus

through Multichannel Sales

Provide Auto Forecast

Perform Demand Planning

Universal Application Network

Export Forecast Data

Best Practice: Triangulated Forecasting

Call Center Best Practices

Best Practice: Value-Based Service Coverage

IVR, Web, Direct, Email Input

Conduct Personalized Self-Service

Assess Customer Value

Identify Service Task

Initiate IVR Session

Requires live assistance?

Determine Value Tier (if Known)

Route Interaction to Best Agent

Determine Agent Skills

Determine Agent Availability

Present Profile and Value Information to Agent

Universal Application Network

Retrieve Billing Information

Import Customer Score

Predictive Modeling Application

Retrieve Billing/collections info

Universal Customer Master

IVR, Web, Direct, Email Input

Interactive Offer Dialogue

Gather Customer Information

Match with Existing