CRM Implementation - 9 Jan 11

8/7/2019 CRM Implementation - 9 Jan 11

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Managing

a CRM ImplementationA People, Process, and Technology Approach

09-Jan-11


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CRM Implementation


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CRM project design and planning process


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Measurable objectives created at this time will later serve to

evaluate the performance of the CRM implementation

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Strategic Goals of CRM


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Implementation PlanImplementation Plan

Creating the implementation strategyIdentifying the implementation team

Creating a schedule

Analyzing your business processes

Identifying hardware and software requirements in addition to currentorganizational resources and how any new resources are to be integratedinto existing systems

Determining customization needs and data import requirementsIdentifying reporting requirements

Identifying training and ongoing support requirements

Creating the implementation strategyIdentifying the implementation team

Creating a schedule

Analyzing your business processes

Identifying hardware and software requirements in addition to currentorganizational resources and how any new resources are to be integratedinto existing systems

Determining customization needs and data import requirementsIdentifying reporting requirements

Identifying training and ongoing support requirements


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How CRM projects are initiated

Assign Project Manager Form Steering Committee

Write Business Case

objectives ,problem statement, critical assumptions and constraints

Circulate case among stakeholders for input


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How a CRM vendor is selected

CIO will choose a cross selection of key specialists from affectedareas

They will

set a protocol for collection of vendor information

Develop a set of evaluation criteria

Collect information for evaluation Make list of potential vendors


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The CRM analysis and design phase

Analysis of AS-IS CRM Processes

Perform Inventory of Existing Hardware and Software

Designing the New CRM System


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The CRM building and testing phase

Program all interfaces needed to move data between systems Clean old data before populating new system

Write and test potential reports

Testing

Load and Stress testing

Back up and recovery testing


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The CRM implementation phase

Pre-planning Keep necessary infrastructure and training ready

Cut over plan to determine how the switch to the new system will take

place

Temporary help desk /online support

Networks, hardware, software and user access in place

Back up all information


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Common reasons that IT systems fail

Lack of Top Management Commitment Inadequate Requirements Definition

Poor CRM Package Selection

Inadequate Resources

Resistance to Change

Miscalculation of Time and Effort Misfit of Application Software with Business Processes

Unrealistic Expectation of Benefits and ROI

Inadequate Training and Education

Poor Project Design and Management

Poor Communications Ill-advised Cost Cutting


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The CRM implementation phase


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The Operation and Evaluation Phase

Evaluating the performance of the CRM system falls into three basiccategories

user satisfaction

technical performance

financial payback


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The Importance of change management for CRM

Involve end users early Offer incentives based on quality and quantity of data entered

Senior management involvement and commitment

Inform users repeatedly on the why, how, and when of the new CRM

system


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Integration steps to other systemsIntegration steps to other systems

Setting up hardware and installing software

Installing CRM in a limited use and test environment

Testing CRM

Importing or migrating data

Customizing the application and the reporting features

Integrating CRM into existing systems

Identify a group of users who can use and evaluate the product

installation

Perform the common activities

Address difficulties during training

Setting up hardware and installing software

Installing CRM in a limited use and test environment

Testing CRM

Importing or migrating data

Customizing the application and the reporting features

Integrating CRM into existing systems

Identify a group of users who can use and evaluate the product

installation

Perform the common activities

Address difficulties during training


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Post DevelopmentPost Development

Organization must develop processes and tools that will add long-term

customer value

Initial deployment period will affect productivity in the beginning

Customer relationships are owned by the organization, not the individual

Users must see CRM as a tool to help them

Organization must develop processes and tools that will add long-term

customer value

Initial deployment period will affect productivity in the beginning

Customer relationships are owned by the organization, not the individual

Users must see CRM as a tool to help them


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Critical Success Factors in

CRM Implementation

Strong customer focus, management and attention during

planning and implementation

Alignment of CRM objectives to organisational strategy

Selection of 'best in class' specialists who can work together

and who embrace the supplier's objectives and understand

the culture of the supplier and its customers

Committed, visible and 'hands on' involvement by senior

supplier management

Segmenting the project into discrete, reasonable smallmodules which can be tightly managed to ensure effective

implementation against time, cost and benefit

Identification of 'global' best in class processes, systems and

lessons learned


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Understanding of current capabilities e.g. people, systems

and processes

Appropriate balance between 'back office' and 'customer

management' systems The business case firmly grounded in a current and objective

knowledge of customer needs, appropriate systems and

technology platforms and clear, measurable deliverables

Project management and rigorous 'milestone' reviews

Critical Success Factors in

CRM Implementation


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Critical success factors (CSF) for CRM systems

Top management support Let business requirements be the driver

Train and motivate users

Automate the right things

Start small

Communicate

Keep a focus on the customer

Treat it as a program not just a project


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Volkswagen ofSouthAfrica


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At a Glance


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Key Challenges

Inefficient service processes hurt customer satisfaction Lack of 360-degree view of customers caused delays in answering

customer questions

Inconsistent data meant that customers could not be segmented for

targeted marketing campaigns

Lack of good processes hindered managing sales leads IT systems were not scalable, limiting competitiveness

International competition catalyzes customer focus

Staying ahead of competition

Boosting marketing programs with centralised, consistent data


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Why SAP was selected

Provides flexibility in key SAP Customer RelationshipManagement (SAP CRM) application functionality

Addresses requirements to reduce campaign management costs

and enable end-to-end lead management

Offers solid experience in the automotive industry

Provides strong integration of SAP CRM with existing SAP ERPapplication

The Need for an Integrated Customer Service and Marketing

Solution

SAP Software Meets Business Requirements for Automotive

Companies


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Implementation Best Practices

Engaged key stakeholders in project planning and execution Revamped customer-facing processes, automating key steps and

eliminating manual tasks

Created a single view of customer data to be used by call center

agents, marketing teams, and dealerships

Enabling effective marketing and sales Involving the dealers

Establishing new processes based on a unified view of the

customer

Effective project organisation with senior leadership guidance


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Low total cost of ownership

Stayed within budget and scope Rapidly implemented multiple SAP CRM functions

Enabled low ongoing support costs

Replaced many systems with a single SAP solution


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Financial and Strategic Benefits

Complete 360-degree view of customers for employees anddealerships

Greater motivation by dealers to improve performance through

establishment of service level agreements

Lead-to-sales conversion rate at 9% and improving

Improved customer retention rates Positioned to improve brand value and scale for ongoing growth


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Operational Benefits

Enhanced customer satisfaction Reduced average complaint resolution time from 6 to 2.8 days

Enabled call center to handle 50% more calls per month

Reduced the cost of marketing campaigns

Improved dealer data accuracy from 40% to 90%

CRM Implementation - 9 Jan 11

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