The CRM Roadmap

CRM Roadmap
SCENARIO ANALYSIS TECHNOLOGY AND VENDOR SELECTION
SOLUTION DEVELOPMENT

PURPOSE AND OBJECTIVES BUSINESS PLANNING

IMPLEMENTATION

PROCESS DESIGN

MEASUREMENT

Scenario Analysis

Business of the firm?

Customers?
Firm position w.r.t. to its competitors? Present business scenario? Evolution in short, medium & longterms?

Purpose & Objectives Definition

Efficiency

Effectiveness
Customer retention Objectives
Specific Time bound

Planning

Define CRMs over all objectives at the department and the enterprise level. Documentation of high-level CRM business goals in the form of a business document that becomes the focal point for strategy development.
What needs to be done? Who will be responsible?

Five inter-related areas that are subject to changes Business Focus Organisational Structure Business Metrics Marketing Focus Technology

Source: How To Get There From Here by Melinda Nykamp, President, Nykamp Consulting Group

Example - Components of a CRM Project

Elicit from the business heads not just business requirements but the dreams / wish list that needs to be delivered by the CRM program. Convert the business requirements into a set of processes and metrics that the CRM systems needs to deliver

Design, build and implement the CRM program that delivers on the metric / business objectives

Example - Components of a CRM Project

Action plan

A pre-planning strategy workshop for all the business heads conducted by a CRM consultant with case studies on CRM benefits
Follow-up by one-to-one meetings with business heads to discuss threadbare, business requirements & marry wish lists. Vendor evaluation phase with all stakeholders to select vendor that best suits our requirements Chosen technology company will then design, build and implement the CRM program that delivers on the metric / business objectives.

Process Design

Customer-centric Marketing
Assessing each customer on an individual basis.

Customer-centric Processes
Understanding customer requirements and then satisfying the same. Customisation of offerings, maximise efficiency and effectiveness. At the core of customer centric marketing is the development of the customer centric processes.

Development of customer-centric processes require the following steps1. Understanding the value (products and services) being currently delivered to the customers. 2. Scrutinising the current processes being employed to deliver products and services. 3. Determining customer needs, wants and convenience.

4. Inspecting whether the current processes are centred around customer needs, wants or convenience of the firm.
5. Estimating the gap in the current customer centricity and required customer centricity. 6. Analysing whteher the current processes can be designed around the customer with the customer being the centre around which everything can be focussed. 9 7. Testing technology and new delivery options that can be used to achieve the same.

Customer-centric organisations
Integrate activities around customers by better aligning activities of the firm around customer value adding activities Customer centric organisations integrate not only sales, marketing and customer service functions, but also non marketing functions through use of information Technology. For eg- current SFA systems allow sales to be tightly integrated with production. Marketing metrics and performance incentives are oriented toewrads customer share, customer processes, customer equity and CRm, rather than market share. The aim is to present a single face to the customer from all touch points rather than sell them products and serviecs.

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Technology and Vendor Selection

Technologies and vendors short listed & evaluated.

Alignment of technology with current systems,

Capability of CRM solutions in terms of their functionalities

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Solution Development

Customisation of features,

Development of new features that are not present in the product,

Process integration and prototype testing Database design

Integration of different CRM solutions & with the back-end systems

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Implementation

Deployment of the solution

Documentation.
Training & motivation of end-users

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Measurement

Metrics for measuring the performance of the CRM solution and comparing it with the desired performance. Shortfall
May result in refining CRM requirements.

Metrics enable the firm to measure the success of the CRM implementation
how well it has solved the business problem.

Improvements may be gradual as users become more familiar with the new technology and business processes.

Incorporate user feedback to improve CRM usability & business effectiveness.

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Relationship Orientation

Culture that enhances good services and customer orientation

Employees view their jobs as solving customer problems

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The Services Marketing Triangle

Company Management

Internal Marketing enabling the promise

External marketing setting the promise

Employees Interactive marketing delivering the promise

Customers

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Internal Marketing

Hire the right people

Compete for the best people Hire for service competencies & service inclination Be the preferred employer

Develop them to deliver service quality

Train for technical & interactive skills Empower employees Promote Teamwork

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Internal Marketing ..contd.

Provide the support systems

Measure internal service quality Provide supportive technology and equipment Develop service oriented internal processes

Retain the best people

Include employees in the companys vision Treat employees as customers Measure and reward strong service performers

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The Service Profit Chain

Employee Retention Internal Service Quality Employee Satisfaction Employee Productivity External Service Value Customer Satisfaction Customer Loyalty

Revenue Growth

Profitability

Heskett, et al.(1994), Putting the Service Profit Chain to Work, Harvard Business Review, March April, 166.

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