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COMPANY FACTS
Industry: ............ Document
Management
Annual Sales: .... $18.6 billion
Client: ................ Since 2000
Web Site: ........... www.xerox.com
CENTRALIZED CUSTOMER
A N A LY S I S D R I V E S K N O W L E D G E BASED MARKETING PROGRAMS
Xeroxs Challenge
Xeroxs sales force, which consists of 5500 sales representatives in
the U.S. and Canada, uses one central marketing database of 7.5
million records to feed prospect and customer information to their
in-house Sales Force Automation (SFA) system. The marketing
database is critical to driving sales coverage and revenue opportunities and has been in existence for over nine years.
Xerox typically either purchased and managed records from a supplier of business data or used a basic order entry method to enter
new customer information. Upon doing the former, software from
the data vendor would attempt to match the new customer information to existing records by name or address. In general, match rates
were poor, in the 50% range, and if the software could not generate a
match, it would create a new record. This caused the number of duplicate records to multiply and increase to an unacceptable level. The data vendor also made a business decision not
to enhance its software to help improve its matching facility. These two
issues created diff iculties for Xerox.
Xeroxs challenge was to enhance the matching process to ensure the accuracy and cleanliness of this critical data.
Our overall challenge was to clean up our database and put a
process in place to keep it accurate and up to date, says Alan Hughes,
Xeroxs implementation manager. Our database had an inordinate
amount of duplicates due to the poor matching and our sales staff
was not happy about it. We typically divide the database records
among the many sales representatives, with each person receiving
approximately 300-400 names per territory. If they
received an inordinate number of duplicate names in their group, it
became a bone of contention because our goal is to balance each
representatives sales territory to enable equal sales potential. Hughes
adds, Our colleagues in Canada had an even worse problem. Of
their 1.1 million records, they had a match rate of only about 20%.
Alan Hughes,
Implementation Manager,
Xerox
XEROX RESULTS
After carefully examining Xeroxs marketing database structure, HarteHanks CDM specialists worked closely with the Xerox implementation
team to process the databases 7.5 million records. Using the Harte-Hanks
built scripts, the overall process uncovered over one quarter million duplicate records of businesses in the marketing database. In addition, the process corrected close to
300,000 customer addresses that had a mix of incorrect city/ZIP code combinations, incorrect ZIP
codes, and often unreliable vanity addresses. The
software also extended a number of the records ZIP codes from five
digits to nine digits in support of more pinpoint-direct marketing.
Upon completing the process, the feedback we received from the sales
force was tremendous. The message came back loud and clear, Youve
done a great job; you eliminated lots of duplicates and created a much
more efficient database, states Hughes. The cost savings to Xerox
based on a cleaner, more relevant database is
huge, even when measured very conservatively.
Our sales members cut down dramatically on
wasted time wading through duplicate records,
searching for new customer information,
trying to match records and so on. And the
ripple effect of duplicates is far reaching,
as it negatively affects various tasks such
as the outlining of sales territories, the processing of compensation plans, and a number
of other marketing-related tasks. People now
trust the numbers.
In the final stage of the engagement, the Harte-Hanks CDM team performed a formal Knowledge Transfer with the Xerox team. The CDM
specialists reviewed, demonstrated, and documented the CDM application they had created with Xerox. They also trained the Xerox team
how to develop additional operation-specific processes for future use.
Through this close working relationship with the Harte-Hanks team
and the in-depth Knowledge Transfer, the Xerox team gained a production-quality deliverable in rapid fashion, invaluable experience in the
technical details of the process and ultimately took control of managing its CDM destiny.
Alan Hughes,
Implementation Manager,
Xerox
Harte-Hanks 2001.
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