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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