Customer Relationship

Management
 The Leadership-Profit Chain Model

Decreased revenue
Declining stock price
Increasing operating cost
Increased turnover

Difficulty retaining clients Low Employee Morale

Decreased profits Declining Productivity
Lack of referrals Poor Customer Service
High customer acquisition cost Absenteeism
Turnover

Source: The Leadership-Profit Chain Research, Employee Passion Survey

Ken Blanchard Companies, 2005, 2006, 2007, 2008, 2009, 2010
 The Leadership-Profit Chain Model

Customer Satisfaction Fairness

Customer Loyalty Recognition
Customer Advocacy Purpose
Growth
Collaboration
Autonomy
Connectedness

Source: The Leadership-Profit Chain Research, Employee Passion Survey

Ken Blanchard Companies, 2005, 2006, 2007, 2008, 2009, 2010
 An Organization’s Orientation

1. Product Oriented Company

2. Production Oriented Company
3. Sales Oriented Company
4. Customer / Market Oriented Company

Source: The Leadership-Profit Chain Research, Employee Passion Survey

Ken Blanchard Companies, 2005, 2006, 2007, 2008, 2009, 2010
What Is CRM?
Customer relationship management is a core business strategy that integrates
internal processes and functions, and external networks, to create and deliver value to
targeted customers at a profit. It is grounded on high quality customer related data and
enabled by information technology.

CRM, or Customer Relationship Management, is designed to reduce costs and increase

profitability by solidifying customer satisfaction, loyalty, and advocacy.

True CRM brings together information from all data sources within an organization (and
where appropriate, from outside the organization) to give one, holistic view of each
customer in real time.

This allows customer facing employees in such areas as sales, customer support, and
marketing to make quick yet informed decisions on everything from cross-selling and
upselling opportunities to target marketing strategies to competitive positioning tactics.
Misunderstandings about CRM
• CRM is database marketing
• CRM is marketing process
• CRM is IT issue
• CRM is about loyalty schemes
• CRM can be implemented by any
company
 Customer Satisfaction, Customer Loyalty &
Business Performance

The Satisfaction-Profit Chain

CUSTOMER CUSTOMER BUSINESS

SATISFACTION LOYALTY PERFORMANCE

• Understand • Behavioral • Revenue Growth

customer Loyalty
requirements • Share of
• Attitudinal customer
• Meet customer Loyalty
requirements • Customer tenure

• Deliver customer
value
 Customer Satisfaction

• Customer Satisfaction is the customer’s fulfillment response to a

customer experience, or some part thereof.

• Dissatisfaction is an unpleasurable fulfillment response.

• Can quantify satisfaction-dissatisfaction by comparing a customers

expectation with their perception of the experience.
 Customer Loyalty

1. Behavioral Loyalty – reference to customers purchasing

behavior

• R = Recency of purchase = time elapsed since last purchase

• F = Frequency of purchase = no. of purchases in a given period
• M = Monetary value of purchase = in a given time period

2. Attitudinal Loyalty
 A Customers Journey

S. Stage of a Key actionable of the stage

No. Customer
1 Suspect Does the potential customer fit your target market
profile?
2 Prospect The customer fits the target market profile and is being
approached for the first time.
3 First-time customer The customer makes a first purchase.

4 Repeat customer The customer makes additional purchases. Your offer

plays a minor role in the customer’s portfolio.
5 Majority customer The customer selects your company as supplier of
choice. You occupy a significant place in customer’s
portfolio.
6 Loyal customer The customer is resistant to switching suppliers and
has a strong positive attitude to your company or offer.
7 Advocate The customer generates additional referral revenues
through positive word-of-mouth.
 Customers Life Time Value (CLV)

CLV IS THE PRESENT DAY VALUE

OF ALL NET MARGIN’S EARNED
FROM A RELATIONSHIP WITH
AN INDIVIDUAL CUSTOMER,
OR CUSTOMER SEGMENT,
OR COHORT.

THIS IS THE CORE OF CRM.

THAT A CUSTOMER IS NOT TRANSACTION/S,
BUT A LIFETIME INCOME STREAM.
 View how each
marketing method
performs in terms
Roll over each segment of the of leads generated
graph for instant box info, or and total sales
click on the segment to link to
more detailed data
Why Companies want relationships with customers?
CRM tools have been shown to help companies attain these objectives:

1. Reduced Marketing cost

2. Better profiling and targeting – customer insight
3. Streamlined sales and marketing processes
4. Higher sales productivity
5. Added cross-selling and up-selling
6. Improved service, loyalty, and retention
7. Increased call center efficiency
8. Higher close rates
9. Reduced expenses
10. Increased market share
11. Higher overall profitability
12. Marginal costing
Why Customers want relationships with companies?
In B2C Scenario:
1) Customer wants recognition
2) Customer wants personalization
3) Customer wants power
4) Customer wants perceived risk reduction
5) Customer wants status
6) Customer wants affiliation

In B2B Scenario: e.g. B2B customer – supplier relationship

1. When product is complex
2. When product has strategic significance
3. When service requirements are present
4. When financial risk is high
S. Types of CRM Characteristics
No.
1 Strategic CRM Strategic CRM is a core customer-centric
business strategy that aims at winning and
keeping profitable customers.
2 Operational CRM Operational CRM focuses on the automation of
the customer-facing & supporting processes such
as selling, marketing and customer service.
3 Analytical CRM Analytical CRM focuses on the intelligent mining
of customer related data for strategic or tactical
purposes.
4 Collaborative CRM Collaborative CRM applies technology across
organizational boundaries with a view to
optimizing company, partner and customer value.
Planning & Implementing
Customer Relationship
Management Project
5 Phases of CRM Implementation
1. Develop the CRM strategy
2. Build the CRM project foundations
3. Specify needs & Select partner
4. Implement the project
5. Evaluate the performance
 Phase 1: Develop CRM strategy
1. Situational Analysis – market segments, market offerings, channels
2. Commence CRM education – for all stakeholders
3. Develop the CRM vision – stakeholders perspective
4. Set CRM priorities
5. Establish goals & objectives – milestones on priorities
6. Identify people, process & technology req.
7. Develop the CRM business case
Situational Analysis
k et
to ma r
ne ls
a n
Ch
gs
Market offerin
X

Ma
rk
et
se
gm
se ents
rv
ed
 Customer Segments Served
• Which segments do we target?
• How much do we sell to this customer?
• What is our customer related mktg. & sales strategy?
• What is our share of this customers spending?
• Customer retention strategy & activities
• Customer development strategies
• Best technology for customer?
 Market Offerings
• Which products do we offer?
• Product benefits?
• Branding strategy?
• Offering competition
• Product – add-ons, etc?
 Channels to Market
• Channels used for customer segment?
• Channel penetration for customer segment
• More/less important channels
• Competitors channels to the customer seg
 Strategic goals for CRM
1. Increased customer satisfaction
2. Enhance cross/up sell opportunities
3. Increase customer retention
4. Increase customer loyalty
5. Increase sales revenue
6. Increase profit per customer
7. Acquire new customers
8. Increase marketing campaign response rate
9. Increase acquisition of new customers
10. Reduce costs of sales
11. Improve lead quality and conversion
12. Increase profit margins
13. Increase partner loyalty
14. Reduce cost of marketing Source: Gartner Inc.
5 Phases of CRM Implementation
1. Develop the CRM strategy
2. Build the CRM project foundations
3. Specify needs & Select partner
4. Implement the project
5. Evaluate the performance
Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
1.Identifying Key stakeholders
• Stake holders’ party that will be impacted
by the change- this could in management,
users of any new systems, marketing staff,
salespeople, customer service agents,
channel partners, customers and IT
specialists.
• System users are important stakeholders.
• Fred Davis theory of Technology
Acceptance Model.
 Perceive
d
usefulnes
s

Attitude Intension
External Actual
to use to use
variables use

Perceive
d ease
of use

Technology Accepted Model

Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
Establish governance structures

• Clear governance structure establishes

accountabilities, allocates resources, and
makes decisions .
CEO Exec.
CRM
Sponsor consultant
Program
director
External
resources
Sales Mktg. System
exec exec IS lead implemen
ter
Steering
committee Key Sales
users lead

Key Mktg.
lead Customer
users advocate

Key Suppor
users t lead

Prog. Team
 Governance Structure
• Programme Director (PD)
• The responsibility :
• To ensure that project deliverables are achieved.
• Project costs are controlled.
• PD will be full time appointment.
 Governance Structure
EXECUTIVE SPONSOR:
• The responsibilty:
• Commits real time to project and ensures
that resources are made available.
 Governance Structure
Programme Team:
• It is composed of representatives from
major stakeholders namely: LEAD.
• Leads may have the responsibility of
implementing the project successfully.
• The main responsibility of Lead is to
ensure that right people are brought for
specific project activities.
 Governance Structure
CRM consultant.
System Integrator:
• Responsibility:
• Aligning and combining system components
such as people, process technology and data for
the achievements of defined outcomes.
• Governance charts shows that the voice of the
customer has to be heard in the project team
Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
What is Change Management
• Change management is a structured
process and set of tools for leading the
people side of change.
• Effective change management is when a
structured process and set of tools results
in moving the organization and individuals
through the phases of CHANGE such that
the business results are achieved.
 Why Change Management?

• Speed of adoption- how quickly the change is adopted

into the organization and how well the project stays on
schedule.
• Utilization rate- the overall level of participation and
ultimate utilization of the new processes, tools and job
changes
• Proficiency- how employees perform in the new
environment – are they achieving the expected
performance levels?
 Change is a process
Where you want to be

Where you are today

Successful Change management requires

• effective communication,
• full and active executive support,
• employee involvement,
• organizational planning and analysis and
widespread perceived need for the change
 John Kotler’s approach
• Create Urgency
• Build the Guiding Team
• Get the Vision Right
• Communicate for Buy-in
• Empower Action
• Create Short-term Wins
• Don’t Let up
• Make Change stick
Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
4.Identify project management
needs
Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
5.Identifying critical success
factors
• Critical Success Factors (CSF’s)
are the crucial factors or
parameters required for ensuring
the success in any firm.
 
• Top management Commitment
• Strategy and Scope
• Data Quality and Migration
• Requirements Definition
• Adherence to Plan
• Acceptance by Users
• Communication
• Benefit Realization
• Risk Management
• Structured Methodology and
Approach
Phase 2: Build CRM foundations
1. Identify stakeholders
2. Establish governance structures
3. Identify change management needs
4. Identify project management needs
5. Identify critical success factors
6. Develop risk management plan
6.Developing a risk management
plan

1.  Define what risk looks like for your

organization.
2.  Identify specific risks.
3.  Categorize each risk.
4.  Rank each risk according to severity or
significance.
5.  Develop strategies for reducing or
eliminating each risk.
6.  Write your plan.
7.  Test some of those strategies in your
plan for viability.
Gartner’s CRM Model
Benefits of CRM
These tools have been shown to help companies attain these objectives:
1. Streamlined sales and marketing processes
2. Higher sales productivity
3. Added cross-selling and up-selling
4. Improved service, loyalty, and retention
5. Increased call center efficiency
6. Higher close rates
7. Better profiling and targeting
8. Reduced expenses
9. Increased market share
10. Higher overall profitability
11. Marginal costing
Types of CRM Systems

Sales force automation

The sales force automation (SFA) system provides an array of capabilities to streamline all phases of
the sales process, minimizing the time that sales representatives need to spend on manual data entry
and administration. This allows them to successfully pursue more clients in a shorter amount of time
than would otherwise be possible. At the heart of SFA is a Content management system for tracking
and recording every stage in the sales process for each prospective client, from initial contact to final
disposition. Many SFA applications also include insights into opportunities, territories, sales forecasts
and workflow automation, quote generation, and product knowledge.

Marketing
Systems for marketing (also known as marketing automation) help the enterprise identify and target
its
best clients and generate qualified leads for the sales team. A key marketing capability is tracking and
measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics
monitored include clicks, responses, leads, deals, and revenue.

Customer Service / Call Centre

Recognizing that service is an important differentiator, organizations are increasingly turning to
technology platforms to help them improve their clients’ experience while aiming to increase
efficiency
and minimize costs. Even so, a 2009 study revealed that only 39% of corporate executives believe
their employees have the right tools and authority to solve client problems.“. The core for these
applications has been and still is comprehensive call center solutions, including such features as
Types of CRM Systems

Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and
service. These features can be complemented and augmented with links to separate, purpose-
built applications for analytics and business intelligence. Sales analytics let companies monitor
and understand client actions and preferences, through sales forecasting, data quality, and
dashboards that graphically display
Marketing applications generally come with predictive analytics to improve segmentation and
targeting, and features for measuring the effectiveness of online, offline, and search marketing
campaign.
Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on
Web sites. By evaluating “buy signals,” marketers can see which prospects are most likely to
transact and also identify those who are bogged down in a sales process and need assistance.
Marketing and finance personnel also use analytics to assess the value of multi-faceted
programs as a whole.
Social Media CRM
Social media sites like Twitter and Facebook are greatly amplifying the voice of people in the
marketplace and are predicted to have profound and far-reaching effects on the ways companies
manage their clients. This is because people are using these social media sites to share opinions
and experiences on companies, products, and services. As social media isn’t moderated or
censored, individuals can say anything they want about a company or brand, whether pro or con.
Increasingly, companies are looking to gain access to these conversations and take part in the
dialogue. More than a few systems are now integrating to social networking sites. Social media
promoters cite a number of business advantages, such as using online communities as a source
of high-quality leads and a vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to personalize and even
Types of CRM Systems

Enterprise CRM - Integrated/Collaborative

Departments within enterprises—especially large enterprises—tend to function in their own little
worlds. Traditionally, inter-departmental interaction and collaboration have been infrequent and
rivalries not uncommon. More recently, the development and adoption of the tools and services
has fostered greater fluidity and cooperation among sales, service, and marketing. This finds
expression in the concept of collaborative systems which uses technology to build bridges
between departments.
For example, feedback from a technical support center can enlighten marketers about specific
services and product features clients are asking for. Reps, in their turn, want to be able to pursue
these opportunities without the time-wasting burden of re-entering records and contact data into a
separate SFA system. Conversely, lack of integration can have negative consequences: system
isn’t adopted and integrated among all departments, several sources might contact the same
clients for an identical purpose. [citation needed] Owing to these factors, many of the top-rated and most
popular products come as integrated suites.
• Small & Medium Business CRM
• Basic client service can be accomplished by a contact manager system, an integrated solution
that lets organizations and individuals efficiently track and record interactions, including emails,
documents, jobs, faxes, scheduling, and more. This kind of solution is gaining traction with even
very small businesses, thanks to the ease and time savings of handling client contact through a
centralized application rather than several different pieces of software, each with its own data
collection system. [citation needed] In contrast these tools usually focus on accounts rather than
individual contacts. They also generally include opportunity insight for tracking sales pipelines
plus added functionality for marketing and service. As with larger enterprises, small businesses
are finding value in online solutions, especially for mobile and telecommuting workers.
• The types of data CRM projects collect
• Responses to campaigns
• Shipping and fulfillment dates
• Sales and purchase data
• Account information
• Web registration data
• Service and support records
• Demographic data
• Web sales data
• Strategy
• Choosing and implementing a system is a major undertaking. For enterprises of any appreciable size, a complete
and detailed plan is required to obtain the funding, resources, and company-wide support that can make the
initiative successful. Benefits must be defined, risks assessed, and cost quantified in three general areas:
• Processes: Though these systems have many technological components, business processes lie at its core. It
can be seen as a more client-centric way of doing business, enabled by technology that consolidates and
intelligently distributes pertinent information about clients, sales, marketing effectiveness, responsiveness, and
market trends. Therefore, before choosing a technology platform, a company needs to analyze its business
workflows and processes; some will likely need re-engineering to better serve the overall goal of winning and
satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and
how best to employ them.[2]
• People: For an initiative to be effective, an organization must convince its staff that change is good and that the
new technology and workflows will benefit employees as well as clients. Senior executives need to be strong and
visible advocates who can clearly state and support the case for change. Collaboration, teamwork, and two-way
communication should be encouraged across hierarchical boundaries, especially with respect to process
improvement.[9]
• Technology: In evaluating technology, key factors include alignment with the company’s business process
strategy and goals; the ability to deliver the right data to the right employees; and sufficient ease of use that users
won’t balk. Platform selection is best undertaken by a carefully chosen group of executives who understand the
business processes to be automated as well as the various software issues. Depending upon the size of the
company and the breadth of data, choosing an application can take anywhere from a few weeks to a year or
more.[2]
• Implementation Issues
• Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are
some of the benefits to an enterprise. Proponents emphasize that technology should be implemented only in the
context of careful strategic and operational planning. [10] Implementations almost invariably fall short when one or
more facets of this prescription are ignored:
• Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an
accompanying rationale, context, and support for the workforce. [11] In other instances, enterprises simply automate
flawed client-facing processes rather than redesign them according to best practices. [3]
• Poor integration: For many companies, integrations are piecemeal initiatives that address a glaring need:
improving a particular client-facing process or two or automating a favored sales or client support channel. [3] Such
“point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than
complete client view and often lead to unsatisfactory user experiences. [3]
• Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize the immense value of
integrating their client-facing operations. In this view, internally-focused, department-centric views should be
discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service. [3] For
example, sales representatives need to know about current issues and relevant marketing promotions before
attempting to cross-sell to a specific client. Marketing staff should be able to leverage client information from sales
and service to better target campaigns and offers. And support agents require quick and complete access to a
client’s sales and service history.[3]
 Eight Building Blocks for CRM
• 1 Vision:
Success
The board must take leadership in creating a CRM vision for the enterprise. The CRM vision should be used as
the guide to the creation of a CRM 
strategy.

2 Strategy:
The CRM strategy is all about how to build and develop a valuable asset: the customer base. It must set
objectives and metrics for attaining that goal. It directs the objectives of other operational strategies and the CRM
implementation strategy.

3 Customer experience: 
The customer experience must be designed in line with the CRM vision and must be constantly refined, based on
actively sought customer feedback.

4 Organizational collaboration: 
Changes to organizational structures, processes, metrics, incentives, skills, and even the enterprise culture must
be made to deliver the required external customer experience. Ongoing change management will be key.

5 Process: 
Successful customer process reengineering should create processes that not only meet customers' expectations
and support the customer value proposal, but also provide competitive differentiation and contribute to a designed
customer experience.

6 Information: 
Successful CRM demands the creation of a customer-information blood supply that flows around the
organization, as well as tight integration between operational and analytical systems.
 Understanding 5 Phases of Customer-Seller Relationships

5 Phases of Customer-Seller Relationship Trust:

1. Awareness 1. Benevolence – act in others interest
2. Exploration 2. Honesty – belief in other party’s word
3. Expansion 3. Competence – belief of other party’s
4. Commitment expertise
5. Dissolution
Commitment = f (Trust + Shared values +
Belief of partner being diff. to replace)
5 Phases of CRM Implementation
1. Develop the CRM strategy
2. Build the CRM project foundations
3. Specify needs & Select partner
4. Implement the project
5. Evaluate the performance
Phase 3: Specify needs & Select partner
1. Process Mapping and refinements
2. Data review and gap analysis
3. Initial technology needs specification, and
research alternative solutions
4. Write RFP (Request For Proposal)
5. Call for proposals
6. Revise technology needs
7. Assessment and partner selection
 Process Mapping & Refinement.

Making business processes more

efficient.
• Vertical.
• Horizontal.
• Front-office.
• Back-office.
• Primary.
• Secondary.
 Data review & Gap analysis.

 Data Requirement.
 Strategic CRM.
 Operational CRM.
 Analytical CRM.
 Collaborative CRM.
 Need to know.
 Good to know.
Initial technology needs specification, and
research alternative solutions

• There are a huge number of software

applications that fall under the heading of
CRM.
• We need to decide what applications will
deliver our CRM vision and meet the
business case requirements.
• We can also learn about these applications
by visiting vendor website’s, joining online
communities or attending physical or
virtual exhibitions.
 Sales Force Automation,
Sales Lead Management, Sales
Segmentation, Campaign Configuration, Order
Management, E-marketing, Lead Management, Pricing
Marketing
management, Loyalty Management, Management, Sales
Marketing Resource Management, Compensation, Sales
Enterprise Marketing Management, Performance Management.
Marketing performance
Management, Partner Marketing. Customer
Analytics Community Management,
Service Service Analytics, Desktop
Data Mining, Performance CRM
Management, Dashboards/ KPI’s, Productivity, Contact
Applicatio Centre/Call Centre Work
personal productivity, customer n
value analysis, sales, service, Force Optimization(E-
Mind Map Learning, Workforce mgt, Q/A
web, field service analytics, IN-
line, Event Driven Monitoring),Self Service/E-
Service(knowledge mgt, E-
mail Response, Surveys)
Field Force Optimization, Unified Communication,
Wireless Mobility, Parts Planning, Trouble Ticketing/Case Mgt,
Contract/Warranty, Remote Enterprise Feedback Mgt
Monitoring, Fleet Management, Field
Dispatch & Repair Service
Customer Data Integration
(CDI), Product Information
Web Storefront, Catalog, Mgt (PIM), Business Process
Pricing, Inventory, Sales Information/ Management, Master Data
Partner Management. Management (MIDM),
E- Infrastructur
Enterprise Information
Commerce e
Management.
Options to build a CRM application is:-

• From the scratch

• To buy an on-premise site license

• Pay a monthly per-user charge for an

on-demand solution
Hosted or on-premise CRM

Example:-

Salesforce
Seibel
Red crm
Sugar crm
Saleslogic
Oracle
RFP: Definition
A Request For Proposal (RFP) is a
document that an organization posts to
elicit bids from potential vendors for a
product or service. For example, a new
business or a business moving from a
paper-based system to a computer-based
system might request proposals for all
the hardware, software, and user training
required to establish and integrate the
new system into the organization.
Another business might draft an RFP for
a custom-written computer application
they wanted to outsource.
An RFP should include:
• Specification of the product or service required, in as much detail as
possible.

• Information required about the bidder, including the amount bid,

information about the proposed project leader, the responsibilities
agreed to, a timeframe for developmental stages, and an overview of
the vendor's company and prior experience in the area.

• Any criteria for vendor eligibility or disqualification.

• Relevant dates, including the deadline for application, the deadline

for submission of supplemental information, dates for any associated
interviews or open meetings, the date when the decision will be
made, and the desired timeframe for the project.

• Any requirements of confidentiality.

• Stipulation of any legally binding commitments, such as adherence to

dates or criteria on which the final decision will be based.
Why do you need an RFP?
• It is a formal and systematic approach of
sourcing that requires an organization to define
its needs first and then start the selection
process.

• It creates a level playing field to measure the

offerings and cost effectiveness of various
vendors, thus providing a cost advantage to the
buyer.
What an RFP must have:

1. Introduction
2. RFP process: Proposal Instructions and
Conditions
3. Evaluation and Selection Criteria
4. Proposal Response Format
5. Requirements
6. Appendix
CRM Vendor Proposals:
1. A project plan focused on user adoption. 

2. Incremental delivery.

3. Adaptive pricing.

4. Domain knowledge.

5. References in the industry.

6. Integration with email and phone systems.

7. Data quality, data conversion, appropriate history.

8. Social Media Integration.

REVISE TECHNOLOGICAL NEEDS
1. INVENTORY MANAGEMENT
2. INTERACTIVE VOICE RESPONSE
3. COLLECTIION OF DATABASE
ASSESSMENT AND PARTNER SELECTION

Three main factors:

1. Cost

2. Time

3. Quality
Other factors include:
• A good track record
• Reasonable Standing / Respect within their own
sector
• Skills and competencies that complement those of
your organization and / or other partners
• Sticking power when things get tough
• Successful at mobilizing and managing resources
Phase 4: Project Implementation
1. Refine project plan
2. Identify technology customisation needs
3. Prototype design, test, modify and roll-out