The Business Case for CRM
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CIM Sussex branch CRM conference presentation - March 2007
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The Business Case for CRM
- 1. The business case for CRM How can you get the investment for CRM? Thom Poole Managing Consultant February 2007
- 2. Paths to competitive advantage Customer satisfaction Operational excellence Revenue & margin enhancement New Customer Acquisition New & More Personalised Products & Services Customer Profitability Return on Customer & Partner Investments Cross-Selling & Up-Selling to enhance margins & deal size Streamline & Automate Administrative Processes Lower Operational Costs Reduce inventory Integrate “Stove Piped” Systems & Relationships Reduce Cycle-time Determine Unique Requirements of Customer Segments Adapt to changing customer needs and market trends New products & services Provide Customers with Excellent Service, even when components come from partners
- 9. CRM justification key Linked decision factors Strategic factors Tangible factors Infrastructure Strategic Competition Market Increased revenue Cost savings Clark, M; Smith, B & McDonald, M. 2003
- 10. A CRM results measurement system The primary building blocks of CRM results measurement
- 14. CRM implementation Planning Construction Deployment Business planning Archi- tecture/ design Technology selection Develop- ment Delivery Measure- ment Time Phases Steps Tasks CRM Strategy CRM Business Plan Process planning/ Identification ROI (optional) Project prioritisation Staff planning Pre-implementation checklist Vendor evaluation Technology alignment Product installation Customisation/ development Process integration Prototyping Database design Deployment Documentation User training Internal PR Evaluate metrics
- 17. CRM checklist Prioritised higher than competing projects Risk factors considered Leverage (i.e., ‘use’) existing IT assets ‘ Quick wins’ in first 6-12 months Financial payback within 2-3 years (max) Assumptions validated and supported Financially justified and ROI driven Incorporates people, process and technology Connected to company strategy Project Approval Requirement
Editor's Notes
- Team member selection Strong team members - don’t let managers offload weak team members to the project Needs some technical competency and non-technical ‘boundary-spanning’ skills Political lubrication Cross-functional project, so there are many touchpoints Identify the barriers in advance, or work on them Dedicated resources Dedication and focus - could also be incentivised Problem of ‘ivory tower’ syndrome Less chance of redeployment Dedicated resource = project is focused, skilled Task delimitation Break the project down into clear, achievable milestones Removes functional boundary constraints
- Looking at a purely financial case is misleading, and does not reflect the reality of the complex strategic decisions. Build the management concensus
- Tangible factors Customer retention Market penetration Cross-selling opportunities Strategic factors Competitive pressures Loss of core product differentiation Strategic fit Linked decision factors Resource allocation Salesforce automation Finance system integration or replacement