Crm Planning Process

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THE

C.R.M. POCKETBOOK

By David Alexander and Charles TurnerDrawings by Phil Hailstone

Brilliant and inspiring even for an organisation that has focused on building long-termprofitable customer relationships, this book sets the context for the next Millennium.

Mike Norris, Chief Executive, Computacenter plc

Concise but comprehensive. This book will help you capture the imagination

and support of all parts of your organisation. A must for any disciple of CRM.Nigel Grimes, Director of Customer Strategy, Centrica


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CONTENTS

WHAT IS CRM? vi

An overview of CRM - what itdelivers, what knowledge itprovides and what benefitsit brings.

DRIVERS FOR CRM 1Looks at the main issues affectingcustomer relationships and provides

a checklist of questions to addressand points to consider.

FRAMEWORK FOR CRM 13

Understanding your customers, theirneeds and relative values, is central toimplementing a CRM strategy, as is theneed to align business processes,technology and marketing initiatives.This chapter explains.

DIFFERING CRM THEMES 25AND START POINTSHighlights the differences and revealsthe common ground between businessto business (B2B) CRM and businessto consumer (B2C) CRM.


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CONTENTS

THE DIFFERENT ROLES 45

PLAYED IN A CRMPROGRAMMEExplains each departmentscontribution to the CRM initiative,with particular emphasis on the rolesof marketing and IT services - thegraveyard of so many CRMprogrammes!

PLANNING A CRM 77PROGRAMME

A step-by-step guide through thefive key stages of CRM planning:auditing, valuing customers,establishing a vision, scoping CRMand developing a business case.

IMPLEMENTING A CRM 99

PROGRAMMEDescribes the different elements of theCRM programme plan and the rolesof the team and programme managerwho will implement it. Lists the criticalsuccess factors and provides a usefulchecklist.

AN EXAMPLE PROJECT 111METHOD

A generic template for effectivedelivery of a CRM programme.


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PLANNING A CRM PROGRAMME

NOW START PLANNING

The previous sections have provided answers to questions such as:

G What is customer relationship management?G Why is it important in todays environment?G What different models and themes are there?G What are the different roles played within an organisation?

With this knowledge you are now in a position to develop aCRM programme plan and business case.

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CRM PLANNING PROCESS

There are five key stages to the CRM planning process:

1. Undertake a CRM audit - Identify how feasible it is to undertake CRM within yourorganisation and compare your position within your own market.

2. Identify customer financial value - How valuable are different groups of

customers? What money should you invest? What return will you get?

3. Establish the CRM vision - Visualise the long-term picture of the future, what youwant your relationship to be with your customers in the years ahead.

4. Define the scope of CRM - Determine how broadly you can employ CRM withinyour organisation. What are the individual projects that contribute to the CRMprogramme, that deliver the vision?

5. Develop the business case - Gain sign off from your board.

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AUDIT - THE RATIONALE

How can you know where you are going if you dont know where you are or came from?

An audit will help you understand the status quo and answerkey questions:

G What is the current understanding of CRM?G What is the current level of customer focus across

the organisation?G How important is it?G What are the barriers to CRM being implemented?G How will you get buy in and support?G How can you drive CRM forward?

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INTERNAL AUDIT - APPROACH

G Provide a clear definition and rationale for CRM

G Identify highly experienced representatives from Sales, Marketing, Service,Finance & Administration, Information Technology Services, Human Resources andResearch & Development

G Conduct a series of one to one interviews using questionnaires and topic guides

G Gain insights from key people in the organisation, taking your total market intoaccount (eg: UK, Europe, World)

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INTERNAL AUDIT - OUTPUTS

Gain an understanding in each area:

G The processes around the customers

G The way of working

G The culture, mindset and attitude

G The systemsG The pain and stress points

G The parts of the process that are bureaucraticrather than customer focused

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EXTERNAL AUDIT - IDENTIFY CUSTOMER

TOUCH POINTS

How many different ways can a customer touch your organisation? There are:

G Buying touch points

G Communication touch points

G Customer service touch points

G

Customer generated touch points - informal routes into an organisation(eg: complaints)

Consider duplication and distribution of touch points (eg: four call centres, two internetsites). Assess usage and importance of each.

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EXTERNAL AUDIT - OUTPUTS

G Identify the customer experience at each touch point(Mystery experience exercise by touch point).

G Grade by:- ability to handle query- level of customer sensitivity- how customers are moved to another

part of the organisation.

G Assess what improvements can be madeshort-term and longer-term. What impactwill this have on other departments?

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About the Authors

David Alexander

David is a senior business professional and strategy consultantwho has operated in a board capacity in a number of roles.His expertise across business functions, balanced with

meeting the City, shareholder and customer needs, has ledto thought leadership, clear vision and strategy development.

David currently mentors board directors, lectures and authorsbooks on key business issues. He is passionate aboutputting customers at the centre of business strategy anddelivering value to the business.

ContactDavid can be contacted at:E-mail: [email protected]


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About the Author

Charles Turner

Charles is a management consultant and leading authorityin customer relationship management. He writes many articlesand lectures on the subject across Europe.

His approach enables him to help organisations create aCRM vision and translate this into a clear programmefor delivery.

In conjunction with David Alexander, he developed anddelivers the highly successful 'CRM for Marketers' course

at the Institute of Direct Marketing - a world renowned body.

ContactCharles can be contacted at:

E-mail: [email protected]

Crm Planning Process

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