STRATEGIC INFORMATION GROUP QAD Reseller & Consulting Partner QAD CAUG MEETING Are You Taking Advantage of CRM? March 9, 2009 Santa Barbara Amy Maceda, Strategic Information Group Scott Gaines, TherOx, Inc.

Agenda Introductions –Scott Gaines –Amy Maceda CRM Overview CRM Demo Success Stories –Medical Device Company using CRM –Medical Device Company using SSM tools Gartner Data on CRM Implementations

Customers – Kind of Like Exploring Space Space, the final frontier. These are the voyages of the starship Enterprise. Its mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before. Customers, the final frontier. New mission of any organization to explore strange new customers, seek out new sales and new markets, to boldly go where no sales team has gone before

Strategic Information Group Slide 4 Copyright © 2007 Market Definition: CRM Customer relationship management –“A broad term that covers concepts used by companies to manage their relationships with customers, including collecting, storing and analyzing customer information –“CRM is not just a technology, but rather a holistic approach to an organization's philosophy in dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management.

QAD CRM - Customer Mgt. Solutions QAD’s Customer Management solutions enable you to give your customers the best possible experience Customer Management delivers:  Visibility and control throughout the customer lifecycle  Deep integration with your ERP systems  A thorough 360° view of your customers  Global capabilities  Low TCO Improved profitability, customer satisfaction and brand value

Why Use QAD CRM Software? Take the mystery out of communication with customers –This is a mystery, and I don't like mysteries. They give me a bellyache, and I've got a beauty right now. Capt. Kirk Integration with QAD ERP –Customers –Quotes –Sales Orders –Products –Installed Base –Call Management Information when analyzing sales information –Capt. Kirk: Spock, give me an update on the dark area ahead. Spock: No analysis due to insufficient information. Capt. Kirk: No speculation, no information, nothing? I've asked you three times for information on that thing and you've been unable to supply it. Insufficient information is not sufficient, Mr Spock! You're the science officer. You're supposed to have sufficient data all the time.Capt. Kirk Spock Capt. Kirk

STRATEGIC INFORMATION GROUP QAD Reseller & Consulting Partner CRM Demo - Taking you on board the Enterprise Bridge for 360 degree view

Meet the Team Capt. CEO Kirk VP Sales Mr. Spock VP of Marketing– Lt. Uhura Technical Director Doctor McCoy

Field CRM – With QAD Customer Relationship Management Case story - IntraLase Corp.

Customer Success Stories Sales are Up Scotty Dental Alloy Company –Needed to view extensive notes during SO entry –Visibility of Technical Calls Medical Device/Imaging Company –Visibility to Service Dept of all communication with customers –Tracking Activities Custom Home Manufacture –Tracking all information from Lead on website to moving into the new home Implantable Device Company –Tracking Surgeries –Tracking surgeons feedback after surgery

IntraLase Corporate Background Development, Sales & Marketing, Service and Manufacturer of Femto Second Laser technology for Ophthalmic applications (Lasik). Installed base in 24 countries with 1,100 lasers installed. Revenue (run-rate) of $180M, 5 year aggressive ramp 400 employees world wide. Acquired by Advanced Medical Optics (AMO) for $808M in April Product line moved to Milpitas December, world wide field support positions servicing installed base.

“Current State” Challenges No single point of dispatch for FSE’s. –Can not track dispatch activity to allow for higher visibility of resources required to service region. No real-time collection of data or metric collection. –Data collection is sometimes delayed up to 90 days, limited visibility of real-time problems as seen by the field. No visibility of current activity in the field. –Location of FSE’s unknown for the purpose of scheduling unless a phone call is made. Cumbersome data collection. –Excel spreadsheet collected vitals and system parameters as well as work performed, then ed to corporate for review and manual data entry. FSReports difficult to navigate by FSE’s. –25% of all FSReports have to be edited relating to customer master data (serial number, customer name, date, etc). Data not easily accessible by field staff on customer Call/Complaint history. RMA ordering requires a phone call to CS, no tracking information, or real-time status of the order. 40% of Parts received back from the field are held at the receiving dock caused by incorrect part numbers recorded on the return tag not matching QAD.

Four main objectives were selected for immediate consideration Interactive Field Communications –Tracking Parts/Status – Field Report automation –Parts Ordering – Real Time Query –Scheduling – Service history –Elevation to Management (Escalation Scheme) Centralized view of data – Also viewable for Sales in CRM –Technical FSR –Call/RMA –Clinical settings/results –Customer Details Reporting Tools –Failure Statistics / MTBF-MTBR/MTTR –QAD Call and Complaint Volume – Also viewable in CRM –Manager call dispatch real-time dashboard. Processes –Complaint & Failure Codes standardized –Single doctor, multiple location and multiple doctors, single location –Dispatch – Single point of contact

Accepting/Rejecting Calls Main Calls/Complaints === Awaiting Confirmation === * 13:20 Customer, Call #,Call Type, Status, Laser Model, Serial # ===== Schedule 5/20 ===== A 10:20 Customer, Call #,Call Type, Status, Laser Model, Serial # ===== Schedule 5/21 ===== R 14:20 Customer, Call #,Call Type, Status, Laser Model, Serial # Detail Remove Closed Calls Refresh Cancel Call/Complaint Detail Escalation Status Accept Reject Back When a Call comes in to the device it must be accepted or rejected before any other transactions can be run. Notification is sent to a regional group until a call is accepted (Regional Manager) an * will represent that this record is editable. Call #: FSE/CAS Customer Mandalay Description Address 555 Main St City, State Weston, CT Zip Contact Bill Smith Phone Call Type Complaint Laser Serial # r100 Call Date 1/2/06 Call Time 12:00 AM Status Good Item Number (Laser) Laser Model Type Comments?: stuff Accept/Reject w/Comments Accept/Reject Done Cancel Call #: FSE/CAS Date/Time: 5/18/05 11:34 AM Comments*: I am too far away

Part Order List & Part Order Details RMA Order List Part Orders Status Call# RMA# Customer Status ====== ===== ========= ==== Acme New CJ Shipping New Ace System APP Wilson and IP Edit Detail Remove Refresh Cancel Menu Main RMA Order Details Order DetailsReq. Line Items Return Line Items Save Cancel Menu Refreshes the list of RMA Orders. Return/Req. Line Items Detail Edit Save Cancel Menu Line Item Details Back Cancel Menu Call # RMA # FSE MKULBERG Customer dropdown RMA Status Pending Ship To Address Line 1* Location Address Line 2 Address Line 3 City, State Zip Priority P2 Attention Mr Jones Comments notes Request Parts Ship Method FedEx, UPS,etc Ship Date 1/3/06 Tracking # 2342 Return Parts Ship Method FedEx, UPS,etc Ship Date 1/3/06 Tracking # Part # Description Roller Quantity 4 Status Shipped TSB # Failure Mode dropdown Used on Patient Y/N Part# Desc. Qty Status ===== ======= === ====== C20 Laser 5 Shipped 501 Paper 4 Pending Date 1/3/06 Tracking #

Results Capt. KirkCapt. Kirk: A dream that became a reality and spread throughout the stars (Company). 1.Reduced time-to-act on data from 30 days, to 3 days – 90% reduction, as measured by time. 2.Resulted in addition of various key Customer Support metrics, MTTR, Response time, etc. 3.Reduced future requirements for FTE in the area of Customer Support. 4.Increased Overall Customer Satisfaction for Field Customer Support from 81% to 95.9%.One year after deployment.

17 Nearly 70% of all CRM implementations fail; some common reasons: Lack of Executive Commitment Focus on CRM technology rather than business results No road-map to achieve business results CRM Building Blocks – A common approach for CRM project management Customer Relationship Management CRM VisionCRM Processes CRM StrategyCRM Information Valued Customer ExperienceCRM Technology Organizational CollaborationCRM Metrics

18 1.Current State – “Where are we today” 2.Desired State – “Where do we want to be” (User requirements) 3.Select a cross-functional diverse team, find passionate people that understand the importance of CRM. 4.Prioritize requirements based on your business strategy, Vision, and Mission. 5.Approval & sign-off from the “C” suite. 6.Communicate CRM Plan to organization (repeat often), what will it mean to individuals, how will it impact functions within the organization, speak with candor. 7.Watch for scope creep 8.Plan and develop an action plan to combat change resistance, it will be there. 9.Implement & Execute 10.Recycle, fix what didn’t work, continue with an active team Recommended steps to a successful CRM program

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