Whitepaper
Thinking CRM - how to ensure success of your implementation
CRM projects by their very essence are ambitious initiatives,
yet statistics show that most of them fail to obtain the desired
results. The reasons may be varied. Also, failures can be
interpreted in more than one way by different stakeholders-
- Time/ cost overrun, negative ROI
- Low user adoption
- Process automations that deliver no strategic benefits
- Non-futuristic design, unable to integrate, poor data quality/
Not scalable
Unfortunately, there is no magic formula that ensures success
just by choosing a CRM! Success depends on employing the best
practices throughout the lifecycle.
CRM Lifecycle
Once you have embarked on the CRM journey, it's crucial to keep
the customers at the core - to become truly customer-centric.
Conceptualize
CRMnext vision: For ensuring success, the very first step is to
chart a customer vision. Set-up a CRM steering committee that will
have sponsorship from top management. This is essential for giving
vision and continuous direction to initiatives. It will also give
the CRM an organisational perspective rather than a departmental
solution.
Set tangible goals: Do an analysis to benchmark existing
processes so that you can set measurable goals that will tangibly
justify your success post implementation.
Discover
CRM core team: Set-up a CRM team that has representation from
all LOBs, departments, major geographies, user groups and even
vendors. These members of the core team, will ensure process
completeness, align departmental boundaries and also be responsible
for user buy-ins/ sign-offs. Thus, the core team will act as CRM
champions to drive implementation.
User adoption: Think of user adoption at an early stage rather
than pushing it later, by early user involvement that will drive
the sense of ownership and avert them from viewing CRM as a
management tool.
Implement
Phased manner: Typically, CRM initiatives are of a futurist
characteristic, yet everything is required 'as on yesterday.' The
ideal way is to understand the ground realities, readiness of other
systems/ stakeholders and go in a phased manner instead of going
'big-bang' to get an early benefit and also incorporate feedbacks
in subsequent development.
Manage change: A good CRM implementation is one that brings
process efficiency that necessarily translate into change. This
change could be in terms of getting rid of redundant processes,
systems, roles, positions etc. Hence, it is important to understand
the impact areas before 'going live'. Set a change management
process that will help you sail smoothly into newer
implementations.
Go-live
Training: Use a 'train the trainer' approach wherein trainers
are not an external entity but champion users who are part of the
team. The trainer understands the business plus its technology
aspect and is therefore able to bear the torch for the team.
Hand holding: Set-up a dedicated point of contact who will help
users familiarise themselves with the system as and when required,
so as to pre-empt any usage issue plus boost user adoption. Initial
teething problems can be easily handled this way and will set the
right pace for the future.
Enhance
Measure: Without measurement, one cannot improve performance.
Measure important KPIs applicable to your business process - they
will not only justify your investments but also bring
improvements.
Benchmarking: Learning processes that benchmark performance
should be set-up. Constantly seek ways to set higher standards -
this will enhance process efficiency.
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