As most companies do, Owens Corning’s businesses across the globe use ERP, CRM, BI and other systems to run their operations and service customers. Data about customers and opportunities are captured in a CRM, while millions of transactions flow through ERP systems to plan and satisfy customer demand with reporting in BI. Much of the analysis from ERP to BI is focused on financial metrics such as profitability and working capital. CRM has data on sales targets and conversions. But all of this analysis does not get to the heart of understanding customers better. The power of information is not fully leveraged.
The answer was the Customer 360. A simple, easy-to-use dashboard providing a 360-degree view of the customer – financials, service performance, misses, opportunities, net promoter score, voice of customer feedback and interactions over the years. After using 360 for one week, the demand for it grew across one major global business, across regions of the world. It created a common language and context to talk about customers, their needs, and opportunities and enabled a data-driven way to collaborate within the organization, getting to the heart of customers’ needs to improve their experiences.
- Turning knowledge into value for customers: 3000+ hours of differentiated services through customer innovation work and best practice sharing
- Margin expansion in one product line by 12% increase – and volume growth by converting opportunities in additional demand of 7MM pounds of a specific product
- Shortened time for analysis: From 4-5 hours of running disparate reports to under 15 minutes to review any exceptions
- Speed to action: From weeks to minutes to obtain focus on customer issues
- Differentiation: Knowing more about customer segmentation to improve net promotor score
- Productivity of commercial teams with tools for rapid onboarding and consistent, actionable information