Implementing performance indicators in the CRM projects of ...essay.utwente.nl/71820/1/Report...

Implementingperformance

indicatorsintheCRMprojects

ofaCRMsoftwarecompanyHowtomeasuretheaddedvalueofintroducingCRMtoyourcompany?

JelleColijn

S1749838

ChangeManagement

15-Feb-17

ThisresearchpaperisanoverviewofhowtomeasuretheaddedvalueofimplementingSugarCRM

toyourcompany.

SupervisorUniversityofTwente:PROF.DR.M.Junger

PROF.DR.C.Wilderom

SupervisorCRMcompany:K.terBeek

E.Siebum

i

AbstractThisthesisfocusesonaCRMcompany.Itenables,customers(clients)toimprovetheircustomervalueby

implementingSugarCRM(Sugar)intheclientsorganizations.Tocontinuetodeliverthehighestserviceas

possible,theCRMcompanyisevaluatingtheirimplementationprocessandwonderswhetheritis

necessarytoadjustthisprocess.Thefinalgoalofthisresearchistoimplementperformance

measurementintheimplementationprocessofCRMthatisbasedonhowclientsoftheCRMcompany

experiencetherelativesuccessofCRMsoftware.Inresponsetothegoaloftheresearchthemain

questionisformulatedas:Whatare,forclientsoftheCRMcompany,thecriticalindicatorsofthesuccess

ofaCRMproject,andhowcantheseperformancemeasuresbeputintoeffectduringtheimplementation

processoftheCRMcompany?

Nextarethemostimportantresultsdiscussedthatwereobtainedduringthethesis.Duringthe

interviews,globalindicatorswerementionedbytheintervieweestoaddressthesuccessofthe

implementation:customersatisfaction,financialpayments,abilitytomonitortheusers,and

predeterminedfeedbackmoments.Theseindicatorsareimportantforthisresearchbecausetheyfocus

onglobalfactorsoftheimplementation.Besidesglobalfactors,thereareproject-specificindicators

mentioned.Theproject-specificindicatorstomeasurethesuccessoftheCRMsoftwarewere:costs,

speedofthesoftware,predictability,userfriendliness,time,accessibilityofthesoftware,adjustability,

andreliability.

TheabovementionedresultsshouldbeimplementedinthestandardimplementationplanoftheCRM

company.ThestepsthatareessentialforthenewplanoftheCRMcompanyarediscussedaswell.This

processshouldstartwithapreliminaryinvestigationinwhichonemustmeasurethegoalsthatwere

mentionedbytheclient.Thelastimportantaspectofthenewplanarefeedbacksessionsduringand

aftertheimplementation.Theinterpretationofthefeedbacksessionsisprojectdependentandshould

bediscussedduringtheinitialdiscussion.

AMulti-CriteriaDecisionMakinganalysisisusedtoindicatewhichKeyPerformanceIndicators(KPIs)are

themostcriticalfortheCRMcompany.ThebestscoringKPIsare:Salesmanagement,Customerservice

management,Customerloyalty,andCustomersatisfaction.ThethreelowestscoringKPIs,accordingto

thefocusgroup,are:Customershareofwallet,Campaignmanagement,Performanceofapplied

resources.

OneofthemostsignificantfindingstoemergefromthisstudyisthattheCRMcompanyalreadyusedthe

mostimportantKPIsofCRMsoftwareintheirimplementationprocess.TheproblemisthattheseKPIsare

nottranslatedinactivemeasuressoitisunclearwhattheaddedvalueoftheCRMcompanyis.Whenall

KPIsareintroduced(andappropriatelymeasured)inthesoftwareandtheimplementationplan,theCRM

companycanincreasethevaluetheycreatefortheirclients.Thiswillresultinhappiercustomersand

maximalcustomizedfulfilmentoftheclients’needs.

ii

Summary

Introduction

ThisthesisfocusesonaCRMcompany.Theyenablecustomers(clients)toimprovetheircustomervalue

byimplementingSugarCRM(Sugar)intheclients’organizations.Tocontinuetodeliverthehighest

serviceaspossible,theCRMcompanyisevaluatingtheirimplementationprocessandwonderswhetherit

isnecessarytoadjustthisprocess.Atthismoment,theaddedvalueofimplementingSugarisknownat

theCRMcompany,butthisisnotyetexplicitlymeasured.Thefinalgoalofthisresearchistoimplement

performancemeasurementintheimplementationprocessofCRMthatisbasedonhowclientsoftheCRM

companyexperiencetherelativesuccessofCRMsoftware.Inresponsetothegoaloftheresearchthe

nextmainquestionisformulated:Whatare,forclientsoftheCRMcompany,thecriticalindicatorsofthe

successofaCRMproject,andhowcantheseperformancemeasuresbeputintoeffectduringthe

implementationprocessoftheCRMcompany?

Methodology

Thethesisdescribesstepbystep,fromgeneraltospecific,howtheresearchquestioncanbeanswered.It

startswithaliteraturereview.TheliteraturereviewshowsthatthetoppriorityofCRMistoimprovethe

customerrelationship.ThisispossiblebecauseCRMisintegratedinallthedifferentfieldsofactivitythat

arerelatedtotheclient.Whenimplemented,CRMresultsinthemaximalcustomizedfulfilmentofthe

clients’needs.However,theproblemwithCRMinitiativesisthatmorethanhalfofalltheCRMinitiatives

fail.ToindicateifaCRMimplementationhasfailed,oronthecontraryissuccessful,KPIscanbeused.

KPIsareasetofmeasurementsfocusingonthoseaspectsoforganizationalperformancethatarethe

mostcriticalforthefutureandcurrentsuccessoftheorganization.TooperationalizetheKPIs,

organisationscanmakeuseofPerformanceIndicators(PIs).ThePIsindicatewhatneedstobemeasured

toimprovetheperformanceofthefirm.AdisadvantageofPIsisthatitisimpossibletodescribePIsthat

aregeneralizableforeverycompany.Thisisbecauseeverycompanyproject,teamandindustryneed

differentperformanceindicators.

Toexecutethisresearch,desk-researchfollowedbyeleveninterviewswithemployeesoftheCRM

companywasconducted.Theresultsweredoublecheckedbyhavingthreeinterviewswithclientsofthe

CRMcompany.ThiswasdonetogaininsightinwhatthesuccessoftheimplementationofSugaris.The

resultsoftheseinterviewswereusedtooperationalizetheKPIsthatwerementionedintheliterature.To

determinewhichindicatorsaremostimportantfortheCRMcompany,theMulti-CriteriaDecisionMaking

(MCDM)analysiswasused.Thisresultedinanoverviewofindicatorsthatarebestsuitableformeasuring

theaddedvalueofSugar.

TheresultsfromtheMCDManalyseweretheinputforthecustomerneedssegmentationmodel.This

modelfocusesonaddingextravaluefortheclient.Thisisbecausetheneedsoftheclientaretheinputon

howtheimplementationisorganisedandmeasured.

iii

Results

Duringtheinterviews,globalindicatorswerementionedbytheintervieweestoaddressthesuccessof

theimplementation:customersatisfaction,financialpayments,abilitytomonitortheusers,and

predeterminedfeedbackmoments.Theseindicatorsareimportantforthisresearchbecausetheyare

globalfactorsthatarealwaysofinfluenceonthesuccessoftheproject.Theprojectspecificindicatorsto

measuretherelativesuccessoftheCRMsoftwareare:costs,speedofthesoftware,predictability,user

friendliness,time,accessibilityofthesoftware,adjustability,andreliability.

Byusinginterviewsandaliteraturereview,multipleKPIsandcorrespondingPIswerefoundtomeasure

thesuccessoftheCRMsoftware.Theseindicatorswerecollectedtocomeupwithanoverviewofallthe

indicatorsthatwereapplicabletotheCRMcompany.Thiscollectionisplacedinalibrary.Inconsultation

withtheclients,managersoftheCRMcompanycanselectindicatorsfromthislibrarytomeasurethe

project’ssuccess.

TheabovementionedresultsshouldbeimplementedinthestandardimplementationplanoftheCRM

company.ThestepsthatareessentialforthenewplanoftheCRMcompanywillbediscussednext.The

implementationprocessshouldstartwithapreliminaryinvestigation.Byusingthisapproach,itbecomes

clearwhatthecriticalpointsareatthestartoftheimplementation.Thenextstepistomeasurethegoals

thatwerementionedbytheclient.Todothis,KPIsandPIscanbeused.Abaselinemeasurementisused

todefinewhatthestartingpointofthemeasurementis.Thelastimportantaspectofthenewplanare

feedbacksessionsduringandaftertheimplementation.

Asmentionedearlier,theMCDManalysisisusedtoindicatewhichKPIsarethemostcriticalfortheCRM

company.ThebestscoringKPIsare:Salesmanagement,Customerservicemanagement,Customer

loyalty,andCustomersatisfaction.ThethreelowestscoringKPIsaccordingtothefocusgroupare:

Customershareofwallet,Campaignmanagement,Performanceofappliedresources.

Conclusion

OneofthemoresignificantfindingstoemergefromthisstudyisthattheCRMcompanyalreadyused

someoftheKPIsintheirimplementationplan.TheproblemisthattheseKPIsareatthismomentnot

measuringtheaddedvalueoftheCRMcompany.WhenallKPIsareintroduced(andappropriately

measured)inthesoftwareandtheimplementationplan,theCRMcompanycanincreasethevaluethey

createfortheircustomers.Thiswillresultinhappiercustomersandmaximalcustomizedfulfilmentofthe

clients’needs.

iv

Contents..................................................................................................................................................................

Abstract...................................................................................................................................................i

Summary................................................................................................................................................ii

Glossary..................................................................................................................................................6

1. Introduction...................................................................................................................................7

1.1 Background...........................................................................................................................7

1.2 Objectiveofthisresearch.....................................................................................................7

1.3 Researchquestions...............................................................................................................7

1.4 Reportstructure....................................................................................................................8

1.5 Deliverables..........................................................................................................................8

1.6 CustomerexperiencewiththeCRMcompanyandSugar....................................................9

2. Casestudy....................................................................................................................................11

2.1 Introduction........................................................................................................................11

2.2 WhatdoestheCRMcompanyoffer?..................................................................................11

2.3 ImplementationplanofCRM..............................................................................................12

3. TheoreticalframeworkCRM........................................................................................................13

3.1 Customerrelationshipmanagement..................................................................................13

3.2 KeyPerformanceIndicators................................................................................................15

3.3 KeyPerformanceIndicatorsofCRM...................................................................................16

4. Researchmethodology.................................................................................................................18

4.1 Researchdesign..................................................................................................................18

4.2 Datacollectiontechniques..................................................................................................19

4.3 AnalysisandDiagnoses.......................................................................................................21

4.4 Reliabilityandvalidity.........................................................................................................22

5. Results..........................................................................................................................................24

5.1 IndicatorsoftheCRMcompany..........................................................................................24

5.2 MCDManalysis...................................................................................................................26

5.3 Libraryoftheacquireddata................................................................................................28

5.4 Customersegmentationmodel..........................................................................................28

5.5 Planofaction......................................................................................................................30

6. Conclusion....................................................................................................................................34

7. Recommendations.......................................................................................................................36

Appendix1:MCDM..............................................................................................................................38

v

Appendix2:CRMsoftwaresuccessindicators.....................................................................................41

Appendix3:KPIsintheliterature.........................................................................................................42

Appendix4:Customersegmentation...................................................................................................43

Appendix5:LibrarytheCRMcompany................................................................................................44

Appendix6:Focusgroupscores...........................................................................................................48

Bibliography.........................................................................................................................................51

Glossary

Term Definition

KeyPerformance

indicators(KPIs)

Areasetofmeasurementsfocusingonthoseaspectsoforganizationalperformancethatarethe

mostcriticalforthefutureandcurrentsuccessoftheorganization.

Performance

indicators(PIs)

Indicateswhatneedstobedonetoimprovetheperformanceofthefirm.PIsgiveanindicationof

theperformanceofabusinessunit,ortheorganization.ItalsooperationalizestheKPIs.

Client CustomeroftheCRMcompany

Customer Customersoftheclients

CRM CustomerRelationshipManagement

Library OverviewoftheKPIs,PIsandcorrespondingsourcestomeasuretheaddedvalueoftheCRM

software.

Focusgroup Thefocusgroupisagroupofexpertsthatareselectedbasedontheirexperienceandfunctionat

theCRMcompany.

Touchpoints Anywayaconsumercaninteractwithabusiness,whetheritbeperson-to-person,through

awebsite,anapporanyformofcommunication.

Containerconcept AreindicatorsthatareessentialforCRMtofunctioncorrectlyataclient.Examplesare:forCRMto

functionthesoftwareneedstobereliable,userfriendlyandoperatesatdecentspeed.

TheCRMcompany ThisresearchisdoneatanCRMsoftwarecompany.Becausetheoutcomesofthisresearchcan

givetheircompetitorsanadvantagetheirnameisanonymised.

Table1:Glossaryofdefinitionsandabbreviations

7

1. Introduction

1.1 BackgroundTheCRMcompanyhelpsorganisationsbuildlonglastingclientrelationshipswiththesupportof

SugarCRMsoftware(‘Sugar’)intheclients’organizations.Inthepastyears,theCRMcompanyhas

grownrapidlyintermsoforganizationalsize,projects,andprocesses.Tocontinuetodeliverthe

highestserviceaspossible,theCRMcompanyisevaluatingtheirimplementationprocessand

wonderswhetheritneedsadjustments.Atpresent,theaddedvalueofimplementingSugaris

known,butthisisnotexplicitlymeasured(Beek4,2016).Toresearchwhattheexplicitaddedvalue

ofimplementingSugaris,agraduatestudenthasbeenhired.

1.2 ObjectiveofthisresearchTheobjectiveofthisresearchistointroduceperformancemeasurementintheprojectsoftheCRM

company.Theseperformancemeasurementsareclientandprojectdependent,buttheCRM

companyneedsagenericsolutionthatisapplicableforeveryclientassignmentoftheCRM

company.Otherrequirementforthisresearcharethatitneedstomeasuretheaddedvaluebyusing

theCRMsoftwareandthatitshouldbecomeapartoftheactualimplementationplan.Whenthe

solutionsfortheserequirementsareimplementedcorrectly,theclientwillberemindedatthestart

oftheprojectwhattheendresultsoftheprojectwillbe.Thiswillincreasetheawarenessofthe

clients,henceincreasetheneedforaCRMstrategy.Altogetherthisresultsinthefinalgoalofthis

research:toimplementperformancemeasurementintheimplementationprocessofCRMthatis

basedonhowclientsoftheCRMcompanyexperiencesuccessofCRMsoftware.

1.3 ResearchquestionsInresponsetothegoaloftheresearch,thenextmainquestionisformulated:

Whatare,forclientsoftheCRMcompany,thecriticalindicatorsofthesuccessofaCRMproject,

andhowcantheseperformancemeasuresbeputintoeffectduringtheimplementationprocessof

theCRMcompany?

Inadditiontothemainquestion,thenextsub-questionsareformulatedtoanswerthemain

question:

Sub-question1:WhatisinexistingliteratureknownaboutCRMandwhataretheoutcomesfor

firmsthatimplementCRMtotheircompany?

Sub-question2:HowcantheCRMcompanymeasuretheKPIsofCRMsoftware?

Sub-question3:HowcantheoutcomeofmeasuringKPIsofCRMbeimplementedinthestandard

implementationplanoftheCRMcompany?

8

1.4 ReportstructureThisstudyconsistsofsevenchapters.

• Inthefirstchapterthebackground,objectives,andtheresearchquestionsaredescribed.

• Thesecondchapterdescribesthecasestudyofthisresearch.Itgivesanoverviewofthe

servicestheCRMcompanyprovidestotheirclientsandwhatthetypicalimplementation

planoftheCRMcompanyis.

• Thethirdchapteranalysesthetheoreticalframeworkofthisresearch.Thedefinition,

processandoutcomesofCRMareexplained.Afterwards,theperformancemeasurements

ofCRMsoftwarearediscussed.Theoutputofthethirdchapterisanoverviewofthe

literaturebasisofthisresearch.

• Thefourthchapterisanoverviewoftheresearchmethodology.Thischapterexplainshow

theresearchwasconductedandwhatthereliabilityandvalidityofthisresearchis.

• Chapterfivedescribestheresultsofthispaper.Thischapterdiscusseswhatthebestand

worstscoringindicatorsaretomeasuretheprojectsuccessattheclient.Theoutputofthis

chapterisabetaoftheperformancemeasurementtoolthatiscarriedoutinthe

implementationplanoftheCRMcompany.

• Inchaptersix,asummaryoftheresultsofthepreviouschaptersaregiven.Afterwards,the

answertotheresearchquestionisdiscussed.

• Chaptersevenisthelastchapterwiththerecommendationsofthisresearch.

1.5 DeliverablesForthisresearchtobeasuccess,thefollowingdeliverablesareformulated.Thedeliverablesare

answeredduringthisresearchandcanbeusedbyotherpractitionerswhodealwithsimilar

challenges.

• ApproachhowtoformulateCRMgoalsandhowtomeasurethem.Thisdeliverableis

answeredinsub-questionone.

• Apilotandevaluationoftheapplicationapproach.Thisdeliverableisansweredinsub-

questiontwo.

• ProposalembeddingapproachbasedoncurrentmethodologyoftheCRMcompany.This

deliverableisansweredinsub-questionthree.

Toanswertheresearchquestions,theregulativecycleofVanStrien(1997)isusedasguidancein

thisthesis(Figure1).Thisregulativecyclefocusesondesigningasolutionbasedonthebusiness

problemathand.Thestructureisfurtherelaboratedinchapter4.

9

• TheinitialproblemoftheCRMcompanyistheinputoftheproblemdefinition.Thisproblem

definitionisthebasisofthemainresearchquestion,relatedsub-questionsand

servesastheguidelineforthisresearch.�

• Toanalysetheproblem,interviewswiththesupervisoroftheCRMcompany,desk

review,andinformaltalkswithemployeesoftheCRMcompanywereused.

Duringthefivemonthsofthismasterthesis:aliteraturereviewonCRMis

conductedalongsidewitheleveninterviewswithemployeesoftheCRMcompany.

Basedonthis,theproblemisdiagnosedprovidinganoverviewofthedifferent

indicatorsandsuggestionsforimprovingthestandardimplementationplanthat

theCRMcompanyhas.UsingtheMCDMmethod,theindicatorsareprioritized

basedoncriteriaderivedfromliteratureandthebusinesscontextoftheCRMcompany.

• Basedontheoutcomes,aplanofactionisdesignedtoimplementtheindicatorssothatthe

addedvalueofimplementingCRMsoftwarecanbemeasured.�

Thelasttwophasesoftheregulativecyclearenotusedbasedonthetimeandresourceconstraints

ofthisresearch.TheselasttwostepsshouldbeimplementedbytheCRMcompany.Anoverviewof

theactionsthatarecompletedinthisthesisarediscussedintable2.

Question Deliverable Goals RegulativecycleVanStrien

Sub-question1 Approachhowtoformulate

CRMgoals.

Overviewoftheliteraturebasisofthis

research.

Analyse

Sub-question2 Apilotandevaluationofthe

applicationapproach

CreateanoverviewofwhattheKPIsof

clientsareandhowtomeasurethem.

Diagnose

Sub-question3 Proposalembeddingapproach

basedoncurrentmethodology

oftheCRMcompany

Buildanewimplementationplanbased

ontheliteratureanddemandsofthe

CRMcompany.

Planofaction

Table2:Overviewgoalsandactionsthesisandwherethesewillbediscussed.

1.6 CustomerexperiencewiththeCRMcompanyandSugar

Atthestartof2016,agraduatestudentdidresearchontheclientexperienceattheCRMcompany.

Thegraduatestudentconductedeightinterviewswithclientstofindoutwhattheirexperiencewith

theCRMcompanyandSugarwas(Entjes,2016).Resultsoftheresearchareusedinthisresearchas

startingpointofthisresearch.

Positiveoutcomesoftheresearchwere:

• Clearimplementationplan

• Flexibilityofthesoftware

Figure1:RegulativecycleofvanStrien(1997).

10

TheinstructionsoftheImplementationplanareclearandthedifferentphasesareexplicit.Another

significantpositiveaspectfortheclientswastheflexibilityofthesoftware.Inthiscontext,flexibility

meansthesoftwareanditscomponentsareeasilyadjustable.

PointsofimprovementfortheCRMcompanywere:

• Progressupdatesduringimplementation

• Blueprintdocument

• Evaluationmoment

ClientsoftheCRMcompanyneedastatusupdateabouttheprogressoftheimplementation.During

theimplementationofSugar,clientsarenotawarewhatisleftofthebudget,hoursandother

issues.Toinformtheclientsabouttheprogress,aprogressreportcanbemade.Thisreportcanbea

daily,weeklyormonthlyreportbasedontheclientdemands.

Someclientsexperiencedmiscommunicationwiththeblueprintdocument.Somepointsof

improvement,thattheclientfoundimportant,werenotincludedintheinitialblueprintdocument.

Theclientsexperiencedthisasupselling.Thatiswhyitisimportantthattheclientinvolvedinthe

developmentplanoftheproject.

Thelastpointofimprovementaretheevaluationmoments.Itisofaddedvaluefortheclientsthat

thereisanevaluationmomentaftertheimplementation.Duringtheevaluationmoment,theresults

ofimplementingthesoftwarewillbediscussed.

11

2. Casestudy

2.1 Introduction.TheCRMcompanyisaCRMservicesupplier,anelitepartnerofSugarCRM,aGoldpartnerofIBM

MarketingCloud,andapartnerofDrupal.ThemissionoftheCRMcompanyistocreatehappy

clientsbybuildinglastingandprofitableclientrelationships.Thecompanywasfoundedin2007and

currentlyhasapproximately40employees.ByworkingtogetherwithSugarCRM,IBMMarketing

CloudandDrupal,theCRMcompanycanofferCRMandMarketingAutomationsolutions.Eventually

thiswillleadtohelpingclientsbuildlonglastingrelationshipsthataremorein-depthandprofitable

withtheircustomers(CRM3,2016).TounderstandhowtheCRMcompanyhelpstheirclients,the

standardimplementationplanisdiscussedinthischapter.

2.2 WhatdoestheCRMcompanyoffer?

SugarCRMSugaristhelargestsoftwaretoolforopensourceCustomerRelationshipManagement(CRM).The

companywasfoundedin2004andhasapproximately7000clients.Sugarisused,forexample,to

executemarketingprograms,growsales,andretaincustomerstocreatecustombusiness

applications.Atthismoment,acompanycanchooseoutofmultipleprogramsforCRM,butthe

advantageofSugaristhatitisanopensourceapplication.Whenafirmpurchasesthesourcecodes,

itisopenforthepurchasertocustomizeandbuildtheprogramtotheirownwishes.Therefore,this

softwareisapplicabletomanydifferentorganizationsandmarkets(Safaribooks,2016).

IBMMarketingcloudTheCRMcompanyworkstogetherwithIBMMarketingCloud.Thisisacloud-basedmarketing

solutionfore-mailmarketingandleadmanagement.Byusingthiscloud-basedsoftware,onecanget

aninsightinthestepsacustomertakestobuysomething.IBMMarketingcloudofferscustomer

datafromdifferentsources,analyticalinsight,andautomatestheprocess.IBMmarketingClouduses

realtimedatafromSugarsoftware(CRM1,2016).

DrupalDrupalisusedtobuildmorethanamilliondifferentwebsites.Itisanopensourcecontent

managementframeworkandcanbeusedtomanagewebsitesandweblogs.WithDrupal,onecan

builddifferentapplications,eachforadifferentpurpose.Examplesofapplicationsare:acorporate

website,fora,andresourcedirectories.ByusingSugarandDrupal,onecanbuildafullyintegrated

webexperiencefortheclients(CRM2,2016).

12

2.3 ImplementationplanofCRM

TheCRMcompanyusesthreedifferentoptionsforintroducingtheirCRMsoftware:‘Quickstart’,

‘Hybrid’andthe‘CRMplusproject’.Quickstartisthestandardapproachoftenweeksforaproject.

Hybridisthestandardconfigurationaddedwithasmallcustombuildpart.CRMPlusprojectsare

thebiggestprojectswithaconsiderableamountofcustombuildworkfortheirorganizationand

project(CRM4,2016).AccordingtotheCRMcompany,thebestwaytoimplementperformance

measuresisintheQuickstart,becauseitiseasiertoimplementinthestandardapproach(Beek,

2016).

QuickstartQuickstartconsistsofsevenphasesthatareimplementedinapproximatelytenweeks.Thetotal

implementationtimeoftheCRMsoftwareisaroundsixtoeightweeks.Beforethestartof

implementingthesoftware,detailsoftheplanningarediscussedwiththeclient.

• Thefirstphaseisthe‘kick-off’.Inthisphasethegoals,planningandtheprocessoftheCRM

softwarearediscussedwiththeclient.

• Thesecondphaseisthe‘SugarWorkshop’.Thisworkshopisforthekey-usersandproject

members.InthisworkshopthebasicknowledgeofSugarisdiscussed.Basedonthis

knowledgetheclientsshoulddefinetheirdemandsfortheproject.Theresultisthatthe

CRMcompanycanusesomeSugarmodulesthatareimportantfortheclientandsupport

theCRMprocess.

• Thethirdphaseisthe‘Blueprint’.Duringtheblueprintworkshop,theCRMprocessesare

discussedandprojectedonthestandardSugarCRMfunctionality.Theoutputofthisphase

isablueprintdocument.Inthisdocument,thechangestothestandardSugarsoftwareare

mentioned.Thesechangesaregraphicallydisplayedusingmock-ups.Whentheblueprintis

approved,thenextphasebegins.

• Thefourthphaseisthe‘apparelofSugar’.Inthisphase,thedemandsoftheblueprintare

implementedinSugar.Duringthisimplementation,thedataisimportedandthemodules

arechangedtothedemandsoftheclient.Thisisaltogetherproducedinatestenvironment.

• Thefifthphaseisthe‘useracceptancetest’.Duringthisphase,thewholetestenvironment

istestedbythekeyusersoftheclient.

• Thesixthphaseisthe‘training’.Thetrainingisattheclients’location,andthedurationis

oneday.Agroupofapproximatelyeightkeyuserswillbeprovidedwiththeknowledgeand

meanstousethesysteminthebestwaypossible.

• Theseventhandfinalphaseisthe‘golivephase’.Inthisphase,thesystemisreadytouse

andtheclienthasaCRMsystembasedontheirwishes.

13

3. TheoreticalframeworkCRM

Duringthemid-twentiethcentury,thereweretwoinnovationsthatchangedthecompetitivemarket

forgood.Theseinnovationsweremassproductionandmassmarketing.Beforethattime

shopkeepersandcustomerskneweachotherpersonallyandtheyhadapersonalrelationship.But

becauseofthosetwoinnovationstherelationshipbetweencustomersandshopkeepers

fundamentallychanged.Customersbecameanumberandshopkeepersdidnotknowwhatthe

individualneedsoftheircustomerswere(Chen&Popovich,2003).

Inrecentyearscompaniesaretryingtore-establishtheuniquerelationshipwiththeirclients(Alavi&

Leidner,2001).Theiraimistobuildalong-termrelationshipwiththeircustomers(Coussement&

Poel,2008;Gibbert,Leibold,&Probst,2002).Somecompaniesaremoresuccessfulthanothersin

achievingthis,andaccordingtoChen&PopovichthisisduetothecorrectimplementationofCRM

applications(Chen&Popovich,2003).

3.1 Customerrelationshipmanagement

TheCRMliteraturedescribesmultipledefinitions.Aselectionofthedefinitionsisdescribednext.

AccordingtoUrbanskienėetalCRMmeans:“thestartofadialoguewithacustomer.Itiseverything

whatisnecessarytosatisfythecustomers’needs”(Urbanskienė,Žostautienė,&Chreptavičienė,

2008,p.1).AnotherapproachisthatCRMisa“chainreaction”,causedbythenewpossibilitiesto

communicateabouttheclients’needstogetahigherqualityofservice.Thisisbecauseofthe

elevatedlevelofinformationtechnologydevelopment(Lee,2001,p.4).AnothersourcedefinesCRM

as:“thecomplexofsoftwareandtechnologies,automatingandperformingbusinessprocessesinthe

followingareas:sales,marketing,service,andclientsupport”(Thompson,2001,pp.1-2).The

softwareisatooltosupporttheinteractionbetweenmethodsinthedifferentdepartmentsofan

organization.

TosummarizethedefinitionsofCRM:

• ToppriorityofCRMisthedevelopmentoftheclientrelationship.Thisoptimizesthe

profitability,incomeandmeetstheneedsofclients.

• CRMisintegratedinalltechnologicalresourcesusedinacompanyandthedifferentfieldsof

activitythatarerelatedtothecustomer.

• CRMimpliesmaximalcustomizedfulfilmentofthecustomers’needs.

HowdoesCRMwork?CRMsystemsconsistmainlyoutof3categories:operationalsystems,analyticalsystemsand

collaborativesystems(Rose&Sugumaran,2003;Geib,Kolbe,&Brenner,2006;Ariana&Buttlel,

2007;Xu&Walton,2005).

14

• Operationalsystemsareusedfortheautomationoftheprocessandtoincreasethe

efficiencyoftheCRMprocess.

• Analyticalsystemsareusedtoanalysethedataoftheclients.

• Collaborativesystemsareusedtointegratecommunicationsystemsandmanagethe

interactiontouchpoints.Touchpointswithcustomerscaninclude:internet,e-mail,sales,

directmail,telemarketing,callcentre,advertisementandpapers(Eckerson&Watson,

2000).

OutcomesofCRMTheoutcomesofCRMhaveinfluenceontheactivities,offeredproductsandprovidedservicesofthe

client(Shaw,Subramaniam,Tan,&Welge,2001;Smith&McKeen,2005).Whenaclientwantsto

introduceCRMintheirorganization,itisimportanttochoosetheappropriatefirmand

correspondingsoftwaretodothat.Thisisbecausewhentheclientsmanagetheirclientrelationship

well,theyobtainprofitinanindirectway(Murillo&Anabi,2002;Garcia-Murillo&Annabi,2002).

Theprofitisobtainedthroughthecustomersoftheclient.Whenacustomerisunsatisfiedwiththe

serviceofaclient,awell-organizedandsuccessfulCRMstrategywillhelptosolvethisissue.Dueto

suchcooperation,itiseventuallyawin-winsituationfortheclientandtheircustomerbecause:

• Thecustomergetsaqualitativebetterservice/product.

• Aclientcanmoreeasilyservehercustomersbecauseoftheobtainedknowledgeintheir

database.

• Theclientcanincreasetheirincomebyhavingareliableandloyalcustomer(Urbanskienė,

Žostautienė,&Chreptavičienė,2008).

Theabove-mentionedoutcomesoftheenhancedcustomerrelationshipareelaboratedinmore

detailbelow.AtthismomentcompaniesareinvestingmoreandmoreinCRMtoanalysecustomer

valueandmodellingcustomerbehaviour(Winer,2001).Customervalueistheperceivedpreference

ofthecustomerwhenusingproductsandservicestoobtaintheirgoalsandpurposes(Woodruff,

1997).Whenthecustomervalueisknown,theclientcananticipatebyofferingproductsand

servicesbasedonthepreferencesoftheircustomer.Thiscanbethequalityoftheproductor

perhapsanotherapproachofservice.

TheotheradvantageofinvestinginCRMisgettingtoknowthecustomerbehaviour.Thecustomer

behaviouristheprocesswhereinactionsleadstosatisfactionofneedsanddemands.Whenthe

clientisawareoftheircustomer’sbehaviourtheycaninfluencetheprocess,customerneeds,

demandsandadaptthesatisfactions(Enis,1974).

ThelastoutcomeofCRMisanincreaseincustomerloyalty.Itisnotenoughtoonlyknowthe

demographicdataofyourcustomerstoretaincustomerloyalty(Greenberg,2008).Baseduponthe

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dataoftheircustomers,theclientscanofferanincreasinglycustomizedrelationshipwith

individualizedexperience.This,inturn,canincreasetheincomeofthefirm,becausecustomers

preferthefirmwheretheyhavehadapositiveexperience(Fox,2009).

3.2 KeyPerformanceIndicators

Two-thirdofalltheCRMinitiativesinorganizationsfail(Prezant,2013;Davids,1999).Everettetal.

indicatethatmorethan50%ofCRMprojectshavefailed,andthatmostcompaniesunderestimate

thecostsofCRMby40%to75%(Everett,2002,p.25;Davey,2014).Butwhencanonesaythata

projectissuccessfulornot?MeasuringthesuccessofCRMinanorganizationcanbedonebykey

performanceindicators(KPIs).KPIsareasetofmeasurementsfocusingonthoseaspectsof

organizationalperformancethatarethemostcriticalforthefutureandcurrentsuccessofthe

organization.TheproblemwithKPIsisthatveryfeworganizationsmeasuretheKPIsrelevanttothe

project.ThisisbecausetheorganizationsdidnotexplorewhatKPIsare,andtheyjusthaveamixof

performancemeasures(Parmenter,2007).

HowmanyKPIs?TherearemultipleviewsontheamountofKPIsacompanyshouldhave.KaplanandNortonsuggest

amaximumoftwentyKPIs(Kaplan&Norton,1996),butHopeandFrasersuggestfewerthanten

KPIs(Hope&Fraser,2003).Parmenter(2007)suggeststhatanorganizationshouldusethe10/80/10

rule.Thisruleindicatesthatinanorganizationthereareabout10KeyResultIndicators(KRI),upto

80Performanceindicators(PIs),and10KPIs.ThedefinitivenumberofKPIsdependsontheproject.

ThereareacoupleoffactorsthatinfluencethenumberofKPIs(Kerzner,2011):

• Thenumberofinformationsystemsusedintheorganization.

• Whoarethestakeholders?

• Istheinformationeasilymeasurable?

• Theorganizationalprocessassetsavailabletocollecttheinformationfrom.

• Whatarethecostsofmeasuringandcollectingthedata?

PIsversusKPIsEverycompanywantstoknowthestatusoftheirgoals.InthisresearchPIsandKPIsarethe

measurementinstruments.FirstthedefinitionofPIswillbegiven.Afterwardstherelationbetween

KPIsandPIswillbediscussed.

Everyactionafirmundertakeswillresultintheproductionofdata,andeveryproductionofdataisa

potentialmetric.Everyfirmhasthousandsofmetrics:howlongarethelightsonperday,whatare

thecostsofthecoffeemachineandhowmanycallsdoesacallcentreemployeemake?Manyof

thesedatapackagesaremetrics,anddonotindicateatallwhattheperformanceofthecompanyis.

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Whenmetricsgiveanindicationoftheperformanceofabusinessunit,ortheorganization;theyare

PIs.EffectivePIsaredevelopedandusedforregularmonitoringofthefirm(Carter,1989).The

managementcanalsoadjustthePIstobringperformancebackinlinewithexpectations(Parmenter,

2007).ThebiggestproblemwithPIsisthattherearehundredsofthemthatarefirmspecific.Thatis

whyitisdifficulttogeneralizethembasedontheliterature.Thewaytomakeadistinctionbetween

thesePIsistobasethemontheobjectivesofthefirm(Carter,1989).BydoingthisthePIscanbe

usedtooperationalizetheKPIs.ThisisadvisedbecauseKPIsareoftenabstractdefinitions.In

contrastPIsaremoreeasilytomeasureinpractice.Eventuallyitwillpreventadiscrepancybetween

differentmeasurementsbasedonthewrongunderstandingofthedefinition.

3.3 KeyPerformanceIndicatorsofCRM

HavingdefinedwhatismeantbyKPIs,thefollowingsectionwilldiscusswhatkindofKPIsthereare

(appendix3).Afterwards,isdiscussedwhattherightKPIsforyourCRMproject(appendix2)are.As

wasmentionedintheprevioussectionitisimpossibletodescribeuniversallygeneralizable

performanceindicators.Therefore,everycompany,projectandindustryneedsdifferent

measurementindicators(Kerzner,2011).

CRMsoftwaresuccessscaleThefollowingpartofthispapermovesontodescribehowtomeasurethesuccessofsoftwareof

CRM.AtechniquetomeasurethesuccessoftheCRMsoftwareisfromVenturini&Benito(2015).

TheyproposedaCRMsoftwaresuccessscalethatisbasedontheBalancedScoreCard(BSC).The

initialCRMsuccessscaleconsistsofthreedimensions.Thesedimensionsareoperationalbenefits,

benefitsinclientlifecycleandbenefitsinperformance(Venturini&Benito,2015).

1. Operationalbenefits.

Theoperationalbenefitsarerelatedtothegainsinproductivityandoperations.Thegainscanbe

achievedbyhavinganeffectivemanagementofsalescampaigns,customerserviceanddata

analysis.Thegainsinthisdimensioncanbemanagedbyreducingthecompanycostsandincreasing

theeffectivenessinrespondingtocustomers’requests,forexamplecustomerservice(Venturini&

Benito,2015).

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2. Customerlifecycle:thecustomerperspective

ThemostimportantbenefitsofthecustomerlifecyclewithCRMsoftwareisthatitimprovesthe

clients’abilitytocapture,retain,satisfy,recoverandsecuretheloyaltyofthecustomer(Croteau&

Li,2003;Kim&Kim,2007;Reinartz,krafft,&hoyer,2004).Thesebenefitscontributetoan

increasingcustomerlifetimevalueandthecustomerequity,whicharethepursuedoutcomesofthe

implementationofCRM(Kumar,Lemon,&parasuraman,2006).

3. Firmperformance:financialandinnovation/learningperspectives

AnotheroptiontomeasuretheperformanceoftheCRMsoftwareistomeasureitatanorganisation

thathasimplementedit.Agoodindicatorofthismeasurementiseffectiveness,efficiencyand

adaptabilitytowardsthecustomers’needsandthemarket(Walker&Ruekert,1987).The

effectivenessofthecompanyreferstothesuccessinthesaleseffortsandthemarketsharegains

comparedtothecompetition.Efficiencyisthecomparativemeasurehowthecompanyusestheir

availableresourcestocreatesuccessinthemarket.Adaptabilityisthecompany’sabilitytoadjustto

changingconditionsandnewopportunitieswithcustomers.

MostrelevantCRMindicatorsofsuccessVenturini&Benito(2015)didastudyonCRMsoftwaresuccessintheliterature.Theydiscoveredin

33articles167differentrecurrentmeasurementsofsuccess.Thesemeasurementsweredouble

checkedwithfiveacademicsandsixCRMindustryprofessionals.Basedonthefeedbackofthe

academicsandprofessionalstheyrevisedthescalesandvalidatedthefinalindicatorsofCRM

success.Theseindicatorsareinappendix3reviewed.Inthisframeworkaretheitemsdisplayedthat

werefoundatleastthreetimesintheliterature.Thegraduatestudentofthisstudyaddedmultiple

sourcestotheframeworktokeepituptodate.Theindicatorscanbegroupedbytheirinterrelated

dimensions:operationalbenefits(1,2,3,4),benefitsincustomerlifecycle(5,6,7,8)andbenefitsin

performance(effectively:9,10/adaptability:11,12/efficiency:13).

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4. Researchmethodology

Inthischaptertheresearchapproachofthisstudyiselaboratedinmoredetail.Thedatacollection

technique,dataanalysisandthereliabilityandvalidityaredescribed(Westrik,2012).The

methodologychapterofthispaperdescribesthespecificprocedureandtechniquesusedtoidentify

andanalysetheinformationappliedtocarryouttheempiricalstudyofthisproject(Libguides,2016).

4.1 ResearchdesignThisempiricalstudyabouttheintroductionofperformancemeasurementsinaCRMsoftware

environmentismainlyfollowinganinductiveapproach,althoughitcontainsdeductiveelementsas

well.TheresearchisinductivebecauseexplorationofenablersandbarriersintheCRMsoftwareis

notlimitedtoexistingtheory.Thisstudyisalsoexploratory,becauseitexplorestheareaofKPIsfor

CRMsoftware(Dooley,2009).Anexploratorystudyisausefulapproachtodiscoverwhatisgoing

on,findnewinsights,askquestionsandtofindinformationthatwasnotdiscoveredearlier

(Saunders,Lewis,&Thornhill,2009).Apartofthestudyisalsodescriptive,becausetoanswerthe

researchquestions;thesituationofKPIsandCRMareillustrated(Dooley,2009).

Researchapproach

TheresearchapproachisbasedontheregulativecycleofVanStrien(1997).Forthisapproachischosenbecauseitfocusesondesigningasolutionbased�ontheorythatisspecificfora

business�case,allowingforacompletefocuson�thebusinessproblemathand.�Theapproach

consistsoffivesteps:identificationoftheproblem,analysis&diagnosisphase,planofaction,

interventionandevaluation.Thelasttwostepsarenotimplementedinthisresearchbasedonthe

tighttimescheduleforthisproject.

1. Identificationoftheproblem:itisthebasisoftheprojectplanandhowthesubsequent

analysis,diagnosisanddesignareapproached.

FortheemployeesoftheCRMcompanytheaddedvalueofSugarisknown,buttheaddedvalueis

notmeasured.Thisisaproblem,becauseitisdifficulttolettheclientsknowwhattheaddedvalue

ofSugariswithoutthecorrespondingdetails.Theidentificationoftheproblemisdefinedthrougha

thoroughunderstandingofthefieldofwork.Thisisdoneby:conductinginterviewswiththeproject

coordinatorinthefirstweeks,deskreviewandinformaltalkswithemployeesoftheCRMcompany.

Theproblemdefinitionforthisresearchis:whatare,forclientsoftheCRMcompany,theobjectives

andperformanceindicatorsthatmeasuretheeffectivenessofSugar?

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2. Analysisanddiagnosisphase:Producesspecificknowledgeonthecontextandnatureoftheproblem.

Toanalysetheproblem,theliteratureisexaminedinchapter3.Aftercriticallyreviewingthe

literature,multipleinterviewswithemployeesoftheCRMcompanywereconducted.These

interviewswereheldtoseekforinformationbasedupontheirexperienceduringprojects.Thedata

fromtheinterviewsandliteratureareusedinthediagnosephase.

TodiagnosetheproblemtheMCDManalyseisused.Thismethodinvolvestheuseofdifferent

weightedcriteriathatcreatesaprioritizedlistofKPIs.WhentheprioritizedlistofKPIsisknown,

thereisanoverviewofwhatthemosteffectiveindicatorsaretomeasuretheaddedvalueofSugar.

AftertheMCDManalysistheKPIsareputinalibrary.ThelibraryconsistsofalltheKPIsand

correspondingPIs.ThiswilleventuallyresultinanoverviewofPIsthatoperationalizetheKPIs.These

PIsarebasedonacombinationoftheoretical(literature)andpracticalsources(interviews).

Thelastdiagnosephaseistovisualisewhatisimportantduringtheimplementationinradarcharts.

ThismodelisusedtovisuallyshowhowtoapproachthedifferentclientsoftheCRMcompanybased

ontheirdemands.Eventuallythiswillcreateanoverviewofhowthedifferentcustomersegments

shouldbeapproachedduringtheimplementationbasedontheirpreferences.

AfterwardsthreeinterviewswithclientsoftheCRMcompanywereheldtotestiftheresultsare

applicabletotheircompany.

3. Planofaction:

Inthefinalphaseofthisresearchaplanofactionisdevelopedtoapplytheoutcomesofthis

researchintothestandardimplementationplanoftheCRMcompany.Theplanofactionconsists

outofthestepsthattheCRMcompanyshouldtaketoimplementtheproposedoutcomesintheir

projects.TheplanofactiongivestheCRMcompanyastartingpointhowthelasttwostagesofthe

problem-solvingcycleshouldbeintroduced.Thelasttwophasesofthiscycleare:interventionand

theevaluation.ThesetwostepsmustbeundertakenbytheCRMcompanytofindoutiftheresults

ofthisresearchareapplicableinpractice.

4.2 DatacollectiontechniquesTheprimarydataofthisstudyisgeneratedfromobservationandinterviewswithemployeesand

clientsoftheCRMcompany.Thesecondarydatacomesfromdifferentsources,onlinedatabases,

reportsandbooks.

Forthisresearch,multipledatacollectiontechniqueswillbeused.Thedatacollectiontechniques

arediscussedbelow(Saunders,Lewis,&Thornhill,2009).

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ParticipantobservationObservationofhowtheemployeesinteractwithclientsoftheCRMcompanyisthefirsttechnique.

DuringtheperiodfromNovemberuntilFebruarytheresearcherwastheobserver,becausethe

employeeswerefamiliarwiththeroleoftheresearcher.Theresearcherwaspartoftheteamand

participatedinmeetingsanddiscussions.Beingclosetothesituationisanadvantage,becausericher

dataisacquired(Saunders,Lewis,&Thornhill,2009).

Semi–structuredinterviewsTogatherthepracticalinformation;interviewswereheldwiththeemployeesoftheCRMcompany

(Table3).Theinterviewsweresemi–structured.Thisisbecausethequestionsweredeterminedin

advance,buttheywereopenquestions.Forthisapproachischosentodiscussalsosubjectsthatare

notdirectlyananswertothequestion.Hence,thedataisofhigherquality,becausetheinterviewee

cangivetheiropinionmoreeasily(Dooley,2009).Duringtheinterviewstheinterviewermade

notes,andtheinterviewwasrecorded.Aftertheinterviewtherecordingwasusedtoelaboratethe

notes.

Theinterviewquestionswerebaseduponthegapsintheresearchthatarosefromtheliterature

review.Toanswerthequestions,intervieweeswerechosenbasedonalistgivenbythesupervisor.

Theintervieweesweredividedindifferentstakeholdergroupstodiscoverwhattheirinvolvement

andexperiencewiththeCRMcompanywas.Therewereatotalofeleveninterviewsconducted

withinatimeframeofonemonth.Aftertheseeleveninterviewstheusedempiricalanalysiswas

consideredsaturated,asadditionalinterviewswouldnotyieldanynewinformation(Glasser&

Strauss,2009).

Interview Who Function Department Yearsinfirm1 (D1,2016) Director Delivery 10(founder)2 (D2,2016) Director Sales,Marketing,Finance 10(founder)3 (AM1,2016) Accountmanager Sales 54 (C1,2016) Consultant Pre-sales/businessconsultant 45 (C2,2016) Consultant SolutionConsultant 26 (C3,2016) Consultant Operationaldelivery 77 (C4,2016) Consultant Applicationconsultant 68 (C5,2016) Consultant Application,solutionconsultant/PM 29 (PM1,2016) Projectmanager Projectmanager 110 (C6,2016) Consultant Solutionconsultant 211 (C7,2016) Consultant Solutionconsultant 7Table3:OverviewInterviewsemployeestheCRMcompany

AsmentionedearliertherewerethreeinterviewsheldwithclientsoftheCRMcompany.These

interviewswereconductedtodoublecheckiftheresultsfromthethesiswererepresentativeand

achievablefortheirfirms.Theseinterviewsweredonepermail.Forthisapproachwaschosento

obtainthedataquickly,becauseofthedeadlineofthisthesis.Thethreeclientswerechosenbased

uponthattheyhadSugarCRMalreadyimplementedformultipleyearsandthattheywerewillingto

cooperateonashortnotice.

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SecondarydataThesecondarydataforthisresearchcamefromwrittensources:papers,scientificwebsites,reports

fromgraduationstudentsandbooks.Thispaperusedmultiplewaysofdatacollection,alsoknownas

triangulation.Triangulateisthe:“Useofdifferentdatacollectiontechniqueswithinonestudyin

ordertoensurethatthedataaretellingyouwhatyouthinktheyaretellingyou(Dooley,2009,p.

146)”.Anotherreasonthesecondarydataisusedtogetaknowledgebasisfortheresearcherand

thisreport.

4.3 AnalysisandDiagnosesThedatafromtheinterviewsisanalysedbyusingtheMCDMmethod.Usingthismethod,the

indicatorsthatarebestsuitableformeasuringtheaddedvalueofSugarareidentified.Themodel

willbeexplainedbelow(Turskis&Zavadskas,2011).

Multi-CriteriaDecisionModelTodeterminewhichindicatorsarebestsuitableformeasuringtheaddedvalueofSugartheMCDM

methodisapplied(Turskis&Zavadskas,2011).Thistoolisusedtosolveproblemsthatare

characterizedasachoiceamongalternatives.Thetoolhelpstosimplifydecisionsmakingbyrating

thealternativeoptions.Forthispaperthedifferentperformanceindicatorsgetaratingbasedonthe

criteria/characteristicsthatitneedstofulfil.Thismodelisknownforitssimplicity;itiseasytousein

practiceandthemethodrequiresrelativelylowamountoftimeperparticipant.Themodelconsists

ofafive-stepevaluationprocess(appendix1):

1. Checkforexclusioncriteria

2. Assignweightstocriteriabasedontheirimportance

3. Checkforevaluationcriteriaandassignpoints

4. Calculatefinalpointsforeachsolution(Weightmultipliedbyassignedpoints)

5. Choosethebestsolution

InthefirststeptheexclusioncriteriaoftheCRMcompanyarediscussed.Thisisnecessarytofindout

whatcriteriaareofsuchimportancefortheCRMcompany,sothatwhenaKPImatchesanexclusion

criteriontheywillbeexcludedfromtheanalysis.Theseexclusioncriteriawillbediscussedwiththe

focusgroup.Thefocusgroupisagroupofexpertswhoareselectedbecauseoftheirexperienceand

functionattheCRMcompany.Anexampleofanexclusioncriterionis:theKPIshouldbecompliant

withtheCRMcompanyway,rulesandlegalaspects.WhentheKPIisnotcomplianttheyare

excludedfromtheanalysis.

Thesecondstepistoassignweightstothecriteriabasedontheirimportance.Thecriteriaare

obtainedfromtheinterviewsandarethemostimportantaspectfortheclientduringthe

implementation.Thefocusgroupwilldiscusswhichweightsshouldbeassignedtothesecriteria.The

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weightsdistributedbetweentheevaluationcriteriavarybetweenveryimportant(weight:20),

important(weight:15)andrelevant(weight:10).

ThethirdstepistoevaluatethedifferentKPIs.Thisisdonebythefocusgroup.Theygivescoresfrom

0to100pointstothedifferentcriteria.Whenacriterionisthebestinacategoryitgets100points,

whenitperformstheworstitgetszeropoints.Thescoresthatarein-betweenreceiveascoreto

equalweightdistribution.

Thefourthstepistocalculatethefinalpointsforeachsolution.Wheneveryfocusgroupmember

hasgiventheirscores,thescoresareaveragedtocometoasingleconclusionperKPI.Whenthe

scoresbetweenthefocusgroupsaredistinct,thiswillbefurtheranalysed.

ThefifthandfinalstepistoanalysethedatathatisobtainedfromtheMCDManalyse.Itbecomes

clearwhatthebestscoringKPIsareandwhicharetheworstscoringKPIs.

ApproachingthedifferentclientsegmentsTheresultsfromtheMCDManalysearetheinputforthenextmodel:thecustomersegmentation

model.TodefinewhichclientsegmentstheCRMcompanyhas,theclientneedssegmentation

modelwasused(Simkin,2008).Thismodelfocusesonaddingextravaluefortheclient.Itlinksthe

goalsofthecustomertothewaytheyshouldbeapproached.Duringtheinitialmeetingwiththe

client,theCRMcompanycandiscusswhatthegoalsoftheclientare.Withthisinformation,it

becomesclearhowthespecificcustomershouldbeapproached.Byusingthisapproach,itwilladd

valuefortheclientbecausetheCRMcompanyisawareofwhatthefocuspointsareduringthe

wholeproject.

Whenthecustomersegmentsareknown,thedifferentsegmentationaxesaredescribed.Theseaxes

havethesamecriteriaastheMCDManalysis.Bydoingso,themodelvisuallyexplainswhichKPIscan

beusedforthedifferentcustomersegments.Thedatafortheclientsegmentsandtheindicatorsof

howthecustomershouldbeapproached,areobtainedfromtheinterviews.

4.4 ReliabilityandvalidityAccomplishingthestudybyusingtheabove-mentionedapproachhasiteffectsonthevalidityand

thereliability.Forexample,thestudyisinanaturalenvironment.Thismeansthatthereislow

externalvalidity,becausetheresultsarenoteasytogeneralize.Anotherimportantthreattothe

validityisthematuration.Maturationmeansthateventshappeningatthesametimeofthestudy

haveeffectontheoutcomes.ThisisofimportancebecausethisstudystartedinJuneuntilAugustof

theyear2016andthensetonholduntilNovember2016.Duringthepauseoftwomonths,things

couldhavechangedattheCRMcompany.Testingisthelastfactorthatinfluencesthevalidity.

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Becausetheresearchisconductedinatestenvironment,theoutcomesofthisresearchareperhaps

notapplicabletosomeclients(Dooley,2009).

Thebiggestimpactofreliabilitycomesfromenvironmentalchanges.Becausetheresearchtakes

placeinafast-changingenvironment.Therecouldbesmallenvironmentalchanges,duringthetime

betweenmeasurements,whichcouldcreateerrorsintheresults.Thisinfluencestheobjectivityof

thedata(Dooley,2009).

Thereasonsthatwerementionedarenotofmajorinfluenceontheresultsofthisresearch.Thisis

becausethesupervisorsandresearcherwereawareoftheseproblems,andthetimeinfluencewas

minimal.Thevaliditywasnotinfluencedbytesting,becausetheresultsfromthetestenvironment

werecheckedwiththreeclients.Becauseofthistheimpactofthereliabilityandvaliditywas

minimalandhadlittletonoeffectontheendresults.

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5. ResultsInchapterfivetheresultsofthisresearcharediscussed.Firstisdiscussedwhattheglobalindicators

ofthesuccessoftheimplementationare.Afterwardsaretheprojectspecificindicatorsintroduced.

Theseprojectspecificindicatorsaretheinputformultiplemodelsandanalysisinthischapter.The

outputofthischapterisanoverviewofhowthesuccessofSugarcanbemeasured.

5.1 IndicatorsoftheCRMcompany

Duringtheinterviews,globalindicatorswerementionedbytheintervieweestoaddressthesuccess

oftheimplementation.Globalindicatorsareforthisresearchindicatorsthatareapplicableforevery

projecttomeasurethesuccessoftheimplementation.Theseindicatorsareimportantduringthe

implementation,becauseonlymeasuringtheKPIsandPIsgivesaone-sidedviewoftheproblem.

Theseglobalindicatorsare:customersatisfaction,financialpayments,abilitytomonitortheusers

andpredeterminedfeedbackmoments.

• Customersatisfaction

CustomersatisfactionistoppriorityfortheCRMcompany.ItisofsuchimportancefortheCRM

companythatitisincorporatedintotheirslogan:“Createhappycustomers”.Thisbecameclear

duringtheinterviews;thesoftwareshouldbeimplementedinsuchamannerthatitcreatesvalue

fortheclient.

Creatingvalueisdifferentforeveryprojectandemployeeoftheclient.Thatiswhytheinterviewees

advisedtomeasurethecustomersatisfactionbyconductingaresearchwiththekeyusersofthe

client.Thisshouldnotbeaformalresearch,butshouldbeaninformalphonecallormeeting.During

thisinformaltalk,theCRMcompanymustfindoutifthekeyuserissatisfied.Withthisindicator,the

CRMcompanycanmeasureiftheKPIsthataresetatthestartofaprojectareachievedamongstthe

keyusersoftheclient(C3;AM1;D2;C1).Whenthecustomer’sgoalsareachieved,itisassumedthat

customersarehappy(C5).

• Financialpayments

WhenthereisnodiscussionaboutthemonetarycompensationoftheimplementationofSugaritis

aglobalindicatorthattheimplementationissuccessful.Whenacustomerissatisfiedwiththe

implementationofthesoftware,theclientisnotgoingtodiscussthepaymentrequest.Thisis

becausetheclientissatisfiedwiththeextravaluethesoftwarecreatesfortheirfirm.Whenvaluefor

theclientiscreated,therequestofpaymentisnotanissue(D2;C3).

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• Abilitytomonitortheusers

Thethirdglobalindicatoristomonitortheusageofthesoftware.Theusersmakeorbreakthe

successoftheimplementation.Key–usersreceiveatraininghowthesystemshouldbeused

accordingtotheCRMcompany.The“normal”usersdonotgetthistraining.ForCRMsoftwaretobe

successfulallusersshouldusethesoftwarecorrectly.TomeasurewhichusersareusingCRM

softwarecorrectly,Sugarcanbeused:whattime-periodaretheusersonlineinthesystem,which

modulesdotheyuse,whichfieldsdotheyuseandwhatisthequalityofthedatainthecompulsory

fields(C3;PM1;C2;C6).

• Predeterminedfeedbackmoments

Thelastapproacharepredeterminedfeedbackmomentswiththeclient.Thesefeedbacksessions

shouldbeatscheduledtimes(C2;C6;AM1).Byhavingapredeterminedfeedbacksessionafterthe

implementation,theemployeescanmentionwhatdifficultiestheyarefacingwithSugar(C6;AM1).

Thiscanbedonebysendingareporttotheclientaftertheimplementationisfinished.Inthisreport

themonitoredusageoftheusersareanalysed.Thisreportcanbeusedasstartingpointofa

discussionwhereinisdiscussedwhatthefindingsoftheclientare(C3;C5;C6).

Projectspecificpointsofinterest

Nexttotheglobalindicatorsthatwerediscussedabove,thefollowingsectiondiscusseswhatthe

projectspecificindicatorsforthesuccessoftheimplementation.Theprojectspecificindicatorsare

usedasinputfortheMCDManalysis,customersegmentationmodelandtheplanofaction.Thisis

becausetheydetermineiftheprojectissuccessfulfortheclient.

• Costsoftheprojectarealwaysimportantfortheclients(C3;C5;D1;AM1;D2).

• Thespeedofthesoftwareiscritical,butthatisself-evident.Thatthesystemworksata

decentspeedisessentialfortheclients’satisfaction(C3;PM1;C2;C6).

• Forclients,itisimportantthattheprojectispredictable.Predictabilityoftheprojectarises

fromclarityofthecosts,planning,quality,functionality.Theprojectmustbeontimeandon

budget(C5;PM1;AM1;D2).

• Forclients,itisimportantthattheemployeesoftheclientcaneasilyworkwiththe

software.Theusabilityiskeyfortheemployeesoftheclient.Thishasasaresultthatevery

employeeoftheclientcancompletelyrelyonthesoftwareinsteadofseeingconstraintsby

usingthesoftware(C4;D1;C7;C2;C6).

• Timeisanotherindicatorofthesuccessoftheimplementation.Inwhatperiod,canthe

softwarebesuccessfullyimplementedinthefirm(C3;AM1)?

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• Anewindicatorthatisgettingmoreandmoreessentialistheaccessibilityofthesoftware.

Thatthesoftwareisavailableonyourpersonalmobileandthatthedatacanbeaccessed

whereverandwhenever.Afactorthatcorrelateswiththisindicatoristhelocationofwhere

thedataisstored.Isitstoredlocally,attheCRMcompanyorabroad(C4;C2)?

• Thesoftwarethatisdevelopedshouldbeeasilyadjustable.Whentheclientwantssome

changes,itshouldbeeasytoadjustthesoftwaretotheclientswishes(C4;AM1).

• Reliabilityisalsocriticaltotheclient.Thesystemshouldbeconsistentwiththeresultsthat

areshown.Thesystemshouldbeofaddedvaluebybeingsupportiveanduserfriendly(C2).

5.2 MCDManalysisTodeterminewhichKPIsaremostsuitableforclientsoftheCRMcompanytheMCDManalysisis

used.ThisanalysisusesthethirteenKPIsfromVenturini&Benito(2015)andtheeightindicators

(projectspecific)thatwereintroducedearlierinchapter5.1.

TheMCDManalysisisexecutedbyusingexclusioncriteriaandevaluationcriteria.Inthefirststepis

checkediftheKPIsmatcheswiththeexclusioncriteria.Ifacriterionisansweredwith‘No’,theKPI

willbeexcludedfromthelist.TheexclusioncriteriaarecompliancewiththeCRMcompanyway/

rules/legalaspects,degreeofcorporateculturefitandcontainerconcept.Somescoresreceived,at

theexclusioncriteria,"Future”asanswerfromthefocusgroup(Customerloyalty,customershareof

wallet,customerrecovery,marketshare,salesfromtargetmarket,launchofproductsandservices,

performanceofappliedresources).Withfutureismeantthattheseindicatorsarenot(orlimited)

usedduringprojectsofTheCRMcompany.Thisisimportantforthisresearch,becauseallthirteen

KPIs(includingthosewhomreceivedafutureasexclusioncriteria)werementionedintheliterature

asimportantforthesuccessoftheCRMsoftware.So,itisinthebestinterestofTheCRMcompany

whentheseKPIsareaddedtotheimplementationplan.Inaddition,thefocusgroupmemberswere

enthusiasticabouttheaddedvalueofintroducingthemattheCRMcompany.

Theevaluationcriteriaaretheeightprojectspecificindicators.Byusingtheseevaluationcriteria,the

KPIsareassessedfromaprojectpointofview.Thefocusgroupdiscussedandassignedweightsto

theprojectspecificindicatorsbasedupontheirimportance.Theydidtheirassessmentbasedupon

howtheythinktheclientwouldevaluatetheaverageproject.Theweightsdistributedbetweenthe

evaluationcriteriavarybetweenveryimportant(weight:20),important(weight:15)andrelevant

(weight:10).Theweightswereassignedbythefocusgroupandjustifiedinappendix1.Nowthatthe

criteria(exclusionandevaluation)andweightsareclear,thefocusgroupisusedtodeterminewhat

scoreanindicatorgets.Thefocusgroupgavescoresfrom0to100points(Figure2).Whenan

indicatoristhebestinthatcategoryitgets100points,whenitperformstheworstitgetszero

points.

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Figure2:DistributionpointsperevaluationcriteriaoftheMCDManalysis

Basedontheweightsmultipliedbythescoreoftheevaluationcriteria,theKPIreceivesafinal

overallscore.Anexampleofthecalculationis:costsgottheweightof15(important),andtheKPI

salesmanagementscored100points(veryhigh)=15*100=1500.Thisprocessisdoneforall

projectspecificindicatorandthenisthesalesmanagementKPIfinished.ThefinalscoreofeveryKPI

iscalculatedperfocusgroupmember(table4).Theseoverallscoresareaveragedtogetanoverall

scoreperKPI.Basedontheseaverages,anoverviewofthebestandworstscoringKPIsiscreated.

ThethreebestscoringKPIsaccordingtothefocusgroupare:

• Salesmanagement(9042)• Customerservicemanagement(8958)• Customerloyalty&satisfaction(Samescore:8458).

ThethreelowestscoringKPIsaccordingtothefocusgroupare:• Customershareofwallet(5500)• Campaignmanagement(5792)• Performanceofappliedresources(6125)

ThescoresoftheMCDManalysewereanalysedbylookingatthedifferencesbetweenthescoresof

thefocusgroupmembersinTable4.Thisisdonebyusingacalculation:focusgroupmemberscore

percriteriadividedbytheaveragefocusgroupscore.Thisresultedinthreeindividualdifference

scoresperfocusgroupmember.

Toaddresswhatthedifferencesinscoringbetweenthefocusmembersis,thestandarddeviationis

used.Whenthestandarddeviationissmall,thefocusgroupmembersaremoresimilarminded

aboutthescore.Thefocusgroupmembersweresimilarmindedaboutthesalesmanagement

(0,013),Marketshare(0,087)andtheanalysisofthecustomerdatabase(0,063).Thereisthebiggest

differenceinscoreswiththecustomershareofwallet(0,505).Baseduponthis,isitdifficultto

discoverapatterninthestandarddeviation.Thiscanberelatedtothedepartment(Sales&

Consultancy)andexperiencewithdifferentprojectsofthefocusgroupmembers.

TheaveragescoresoftheMCDMareanoverviewofhowtheKPIsscoreontheindicatorsthatwere

mentionedduringtheinterviews.Thefocusgroupmembersgavetheirscoresbasedonhowthe

theybelievethattheclientsoftheCRMcompanythink.Thisisaguess,andbasedonlyontheir

experienceandgutfeeling.Furthermore,thescoresarebasedontheaverageprojectoftheCRM

company.EverynewprojectoftheCRMcompanycanhaveotherweightsandscoresbasedonthe

demandsoftheclient.Thisanalyseisonlyabaselinemeasurementthatistryingtodistinguish

whichKPIsscorebetteronaverage.Thus,whichKPIsarethecriticalindicatorstomeasurethe

successoftheimplementationofCRMsoftware.

28

5.3 LibraryoftheacquireddataDuringtheinterviewswithemployeesoftheCRMcompanyandtheliteraturereview,multipleKPIs

andcorrespondingPIswerefoundtomeasurethesuccessoftheCRMsoftware.Theseindicators

werecollectedtocomeupwithanoverviewofalltheindicatorsthatwereapplicablefortheCRM

company.Thiscollectionisplacedinalibrary(Appendix5).Fromthislibraryprojectmanagersofthe

CRMcompanycanchoose,inconsultationwiththeclients,indicatorstomeasuretheproject

success.Forthisapproachischosenbecauseperformancemeasurementsareprojectdependent

(C7;C6;AM1).Thereasonthatthereisameetingwiththeclientistomanagetheexpectationsof

theclient(C3;C2;AM1).Duringthismeetingarethegoalsoftheprojectdiscussed.Ifthesegoalsare

met,theimplementationphaseissuccessful(C5;C2;D2).

ThelibrarystartswiththethreemainreasonswhycustomerscometotheCRMcompanyaccording

tothesupervisorofthisresearch:sales,marketingandservicesupport(Beek4,2016).Thenextstep

istoimplementthethirteenKPIsofCRMsoftwarefromVenturini&Benito(2015)inthelibrary.

ThesethirteenindicatorsaremeasuredbythePIs.Whenanindicatorwasfound,itwasplacedinthe

library.Ifanindicatorwasmentioned,newsourcesofthesameindicatorwerenotwrittendown.

Thereasonforthiswastokeepthelibraryorderly.

5.4 Customersegmentationmodel

TheemployeesoftheCRMcompanymentionedfivereasonsforintroducingCRMintheir

organization.TomeasurehowthedifferentcustomersegmentscanbemeasuredtheKPIscanbe

used.TheseKPIsarelinkedtothecustomersegmentsbaseduponthescoresthatthefocusgroup

gavetotheindicatorsintheradarcharts.Thisisdonebylookingatthebestscoringindicatorsinthe

radarchartsinappendix6.

Table4:Finalaveragepointsgivenandstandarddeviationoftheresults

29

PersegmentthreeKPIsareselectedaccordingtothescoresofthefocusgroupapplicableto

measurethesegment.

• Centralisation.ClientschoosetoimplementCRMintheirorganizationtocentralizetheir

dataaspartoftheCRMsoftware.Intheoldsituation,thedataisstoredatmultiple

locations.Forexample,theselocationscanbe:Excel,OutlookandWord(C3;C4;D2).The

KPIstomeasurethissegmentare:Salesmanagement,adaptionofproducts&servicesand

launchofproductsandservices.

• Salesimprovement.AninsightinthesalesisanotherreasonforclienttointroduceCRM.

Withinsightinsalesismeant;moreinsightinopportunitiesandtoguaranteethatthesales

departmentarefocusingontherightprospects.Bydoingthis,thesalesprocesswillbecome

moreefficientandeffective(C5;C3;PM1;D1;C2;AM1).TheKPIstomeasurethissegment

are:Customerloyalty,salesfromtargetmarketandsalesmanagement.

• Costs.ToimplementacompletenewCRMsystemfortheclients’organizationisexpensive.

ThatiswhyorganizationspickSugar.Bydoingthis,theclientshavearunningstartby

implementingCRMsoftwareintheirorganization.TheclientscanuseSugarasabasisfor

theirupcomingprojects.TheadvantageofusingSugar,inrelationtostandardbuildsystems,

isthatSugarissoflexiblethatyoucanputnewadditionsinthesoftware(C3;C6).TheKPIs

tomeasurethissegmentare:Salesmanagement,customerloyaltyandcampaign

management.

• Insightownprocess.ExtrafocusonyourownprocessisanotherreasonforintroducingCRM.

Mostclientshaveextendedknowledgeabouttheircustomers,butthisisnotcomplete,orit

isstoredinmultiplesystems.Theclientswanta360-degreeviewbasedontheircustomer

(C3;C4;C5;PM1;D1;D2;C7;AM1).TheKPIstomeasurethissegmentare:Customerservice

management,analysisofcustomerdatabaseandsalesfromtargetmarket.

• Professionalizing.Theprofessionalizingoftheclientappearanceisthelastreasonto

implementCRMintheclients’organisation.Tobecomemoreprofessional,aCRMsystemis

thekeytostandardizetheirprocess.Thestandardizedprocesshasinfluenceonthe

professionalapproachofcustomersandtheprocessesoftheclient(C2).TheKPIsto

measurethissegmentare:Analysisofcustomerdatabase,performanceofappliedresources

andadaptionofproductsandservices.

Basedupontheabove-mentionedcustomersegmentsfiveradarchartswerebuild.Itshowswhat

influencetheprojectspecificindicatorshaveofthecustomersegments.Baseduponthiscancreate

anoverviewatthestartofaprojectwheretheCRMcompanyshouldfocusupon.Inappendix4are

thefivedifferentcustomersegmentsvisualisedintheradarcharts.Oneexampleofthisoverviewis

30

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Costs

createdindisplayedinfigure3.Thesefiveradarchartsareexampleshowthedifferentcustomer

segmentscanbeapproached.ItshouldbeusedbytheCRMcompanyatthestartofaprojectto

visualizewhatthefocuspointsofthatspecificprojectare.

5.5 PlanofactionInthissub-chapterthethirdstepoftheregulativecycle(Strien,1997)isdiscussed:theplanof

action.Theresultoftheplanofactionistheimplementationoftheoutcomesofthisresearchinthe

standardimplementationplan.ToimplementtheperformancemeasurementsattheCRMprojects

oftheCRMcompany,aroadmapissetuptoimplementitsuccessfully.Thisroadmapisbasedupon

theliteraturestudyandinterviewswithemployeesoftheCRMcompany.Theimplementationofthe

outcomesiskeytothesuccessoftheperformancemeasurement.Whenitisimplemented

successfully;thesystemwillbeobtainedandusedproperlybytheemployeesoftheCRMcompany

(C2;C3).Theplanofactionwiththecorrespondingstepsarevisuallydisplayedinfigure4.

Planofaction

Firstisdiscussedwhattheissuesatthestartoftheimplementationare.Thefirstissueisthatclients

oftheCRMcompanyoftendonothaveCRMgoalswhentheystatethattheywanttointroduceCRM

intheirfirm(Beek,2016).TheclientsdohavegoalsduringtheCRMsoftwareimplementation,but

theseareglobalandnotCRMspecific.Anotherissueisthattheperformanceindicatorsmustbe

choseninthefirstorsecondweekofintroducingKPIs(Parmenter,2007).So,thereislimitedtimeto

choosetherightperformancemeasurements.Allinall,atthestartofaprojecttheCRMcompany

shouldtakealeadingandactiveroleinsettinguptheCRMgoalsoftheproject(Beek,2016).Thisis

donebecause,whentheclienthastheleadingrole,theprojectcanencounterunnecessarydelays.

Figure3:Overviewspecificprojectindicatorsthatinfluencecustomersegments

31

1. Thenewimplementationplanshouldstartwithanewstep:apreliminaryinvestigationof

theclient.Duringthisinvestigation,anemployeeoftheCRMcompanycanworktogether

withtheclientonacase.Basedonhowtheclientsolvesthiscase,importantfocuspointsof

theimplementationarechosen(C4;PM1;D1;AM1).Forexample,thecaseisa

questionnairewheretheclientmustchoosebetweentwoPIs.Thiswillresultinanoverview

ofwhichKPIsareimportantfortheclient.Anexampleofthiswasdiscussedinthecustomer

segmentationmodelinchapter5.4.

2. Afterapreliminaryinvestigation,theclientgoalsforimplementingCRMsoftwareshouldbe

discussedwiththeCRMcompany.OftenthosegoalsarenotCRMrelatedandshouldbe

translatedduringthediscussionintoCRMgoals.Duringthismeeting,thegoalsof

implementingCRMsoftwareshouldbecomeclearforbothparties.

3. Afterthegoalsarediscussed,theCRMcompanyshouldtakealeadingroletolinkthese

goalstotheKPIsofVenturini&Benito(2015).Thiscanbedonebyintroducinganewstepin

theoriginalimplementationplan(beforetheSugarWorkshop(chapter2.3)).Inthisstepare

thegoals,inconsultationwiththeclient,linkedtotheKPIs.

4. WhenthegoalsoftheclientarelinkedtotheKPIs,anoverviewofKPIsthatneedtobe

measuredforthatspecificprojectiscreated.ThefourthstepdefineshowtheseKPIscanbe

measured.TomeasuretheKPIs,theCRMcompanycanusethedifferentPIsthatare

compiledinthelibrary(appendix6).Theseindicatorsdonotcoverallthepossibilitieshowto

measuretheKPIs,butareanoverviewofhowthedifferentKPIscanbemeasured.

Figure4:StepsofimplementingKPIsinTheCRMcompanyprocess

32

5. DuringanewmeetingwiththeclientthedifferentKPIsandthecorrespondingPIsshouldbe

discussed.Bydoingthisthemeasurementsindicatorsareclearforbothparties,andif

necessary,adjustmentscanbemade.Thiscanbedoneduringthethirdphase(blueprint

phase)oftheoriginalimplementationplanoftheCRMcompany.Bydoingthis,theCRM

companytakestheleadingroleinsettinguptheperformancemeasurement,buthavethe

clientsinvolvedintheprocessandreflectupon.

6. Toindicatewhattheaddedvalueoftheimplementationis,abaselinemeasurementshould

bedonetomeasurewhatthestartingpointoftheperformanceindicatorsis.Bydoingthis,

theCRMcompanycanfocusonthesecriticalperformanceindicatorsduringthe

implementation(PM1;D1;C1).

7. Approximatelyhalfwaythroughtheimplementationanewstepshouldbeintroduced.Inthis

step,thestatusofthePIsshouldbediscussedwiththeclient.Bydoingthisitbecomesclear

ifthereshouldbeputmoreeffortinthePIs,orthattheyareprogressingaccordingtoplan.

DuringthischeckemployeesoftheCRMcompanyshouldasktheclientswhattheir

experienceswiththesoftwareisandifthereareanyproblems(AM1;D2).

8. Attheendoftheimplementationprocessitbecomesclearifthedifferentgoalsare

achievedbycheckingthePIs(C3;C1;D2).Whentheresultsareknown,theoutcomesmust

bediscussedwiththeclient.Thisisofimportance,becauseinmostprojectsthereareno

officialsupportsessionsaftertheimplementationplanoftheCRMcompany.Thisisbecause

thereisnobudgetaddressedtoit.Duringtheimplementation,theclientisimportant,but

afterthe“Golive”momentclientsareside-lined.Afterwards,employeesoftheCRM

companywouldliketodiscusswhattheproblemsoftheclientsare,andiftheyhaveany

suggestions(C4;D2;AM1).

ByimplementingSugar,clientsoftheCRMcompanycanmakeafreshstart,buttheclientistheonly

onethatcanmakeitasuccess.

InterviewsclientsoftheCRMcompany

DuringtheinterviewswiththreeclientsoftheCRMcompanytheabove-mentionedresultswere

discussed.Thiswasdonetocheckiftheresultswererepresentativeandachievablefortheirfirms.

Atthismoment,someclientsmeasuredthesuccessoftheimplementation(Client1,2017).Theydid

thisbyhavinganevaluationwiththeusers.ItisofaddedvaluefortheclientswhentheCRM

companydidtheseevaluations(Client1,2017)(Client2,2017)(3,2017).Theevaluationhadasa

resultthatisbecameclearwhichprojectswerecurrentlyactiveattheclient,whattheirstatuswas

andhowtheclientwascommunicatingwithintheproject.

33

Theextraevaluationmomentsintheplanofactionshouldhappenduringandafterthe

implementationoftheCRMcompany,butitmustbeclearwhatisgoingtobemeasuredandwhat

thebaselinemeasurementis.

Asuggestionthattheclientsgave,wasthatatthestartoftheprojecttherealintentionsoftheclient

mustbediscussed.Thisinformationshouldbeobtainedbyusingmultipleinterviewswiththeclient

(Client1,2017)(Client2,2017).

34

6. ConclusionInthischaptertheresearchquestionisanswered.Thisconclusionisbasedonthefindingsfromthe

previouschapters,especiallyfromchapterfive,introducingtheresultsandtheactionplan.To

answertheresearchquestion,thedifferentsub-questionsareanalysedfirst.

Sub-question1:WhatisinexistingliteratureknownaboutCRMandwhataretheoutcomesfor

firmsthatimplementCRMtotheircompany?

CRMcanbedefinedasthedevelopmentoftherelationwithyourcustomer.Itisintegratedinall

technologicalresourcesusedinacompanyandthedifferentfieldsofactivitythatarerelatedtothe

client.Thus,CRMimpliesthemaximalcustomizedfulfilmentoftheclients’needs.

ByimplementingCRMtothecompany,thiswilleventuallyleadtoprofitinanindirectway.The

profitcanarisefromeffectivemarketingthatisbasedonthedataofthecustomer.Thisis,becausea

clientcanservehercustomersmoreeasilybasedupontheobtainedknowledgeintheirdatabase.

Eventuallythiswillleadtoanincreaseoftheirincome,basedonareliableandloyalcustomer.The

lastmajoroutcomeofintroducingCRMtoyourfirm,isthatthefirmgetsaqualitativebetterservice

/productthatisbasedonthewishesanddemandsofthecustomer.

Sub-question2:HowcantheCRMcompanymeasuretheKPIsofCRM?

TheKPIsofCRMarebroadtermsthatarehardtodefine.ThishasasdifficultythattheseKPIscanbe

understoodincorrectly.Thatiswhy,formeasurementsoftheKPIs,thePIsareusedinthisresearch.

Thesemeasurementsarecollectedinalibrary(Appendix5).FortheCRMcompany,thislibrarycan

assisttheconsultantoftheprojecttoformthegoalsoftheclient.Thislibraryshouldbeusedasa

referencebook,notasthemainsolution.Becauseofthis,thelibraryisnevercomplete;inthe

constantchangingITenvironment,itshouldbeupdatedbynewindicatorsregularly.

Sub-question3:HowcantheperformancetoolofmeasuringKPIsofCRMbeimplementedinthe

standardimplementationplanoftheCRMcompany?

Thebestwaytoimplementtheoutcomesofthisresearchintheimplementationplan,istoadjust

theoriginalplan.Thebiggestadjustmentsare:apreliminaryinvestigation,determiningthe

measurementindicatorsandafeedbacksession.

Beforethestartofanimplementationplan,theCRMcompanyshouldorganizeapreliminary

investigationwheretheyusecases.Thesecasesarediscussedafterwardswiththeclienttoaddress

thecriticalpointsoftheimplementation.Thesecondadjustmentaretheintroducingmeasurement

indicators.Thesearediscussedinthesecondsub-question.Aftertheimplementation,the

performancetoolshouldbeevaluatedbasedontheresultsthatareachievedattheclient.

35

Themainresearchquestionis:

Whatare,forclientsoftheCRMcompany,thecriticalindicatorsofaCRMproject,andhowcan

theseperformancemeasuresbeputintoeffectduringtheimplementationprocessoftheCRM

company?

Inthenextsection,theprincipalfindingsofthecurrentinvestigationwillbepresented.Duringthe

research,multipleanalyseswereusedtofindanswersforthemainresearchquestion.TheMCDM

analyseisthefirstmethodused.ThemodelofVenturini&Benito(2015)wasthebasisforthis

analysis.ThereareaccordingtothismodelthirteenKPIsthatarecriticalforthesuccessofthe

implementation.Fromthisanalysis,anaverageprojectoftheCRMcompanywasusedasinput.

Baseduponthisanalysis;therearefourKPIscriticalforthesuccessoftheimplementation:Sales

management,Customerservicemanagement,Customerloyalty&Customersatisfaction.

ToputtheKPIsintoeffectduringtheimplementationPIsareused.ThesePIscanbeusedto

operationalizetheKPIs,becausePIsareeasiertomeasureinpractice.Thisresultedinalibrary

whereinalltheKPIsareelaboratedbythePIs.FromthislibraryprojectmanagersoftheCRM

companycanchoose,inconsultationwiththeclients,indicatorstomeasurethesuccessofthe

project.ImplementingKPIsandPIsintheprojectsoftheCRMcompanyisoneoftheessentialsteps

inthenewimplementationplan.Themostimportantstepsofthisimplementationplanareto

introduce:apreliminaryinvestigation,theabove-mentionedindicatorsandmultiplefeedback

sessionswiththeclient.

Toimplementtheindicatorsandimplementationplansuccessfully,theCRMcompanyshouldfocus

onwhatisexperiencedasimportantforthedifferentclientsegments.Duringtheresearchthe

differentclientsegmentswerediscovered.Thesesegmentswerebasedupontheneedsof

implementingCRMintheirorganisation:Centralisation,costs,salesimprovement,insightintheir

ownprocessandreliability.

OneofthemoresignificantfindingstoemergefromthisstudyisthattheCRMcompanyalready

usedsomeoftheKPIsintheirimplementationplan.TheproblemisthattheseKPIsarenot

measuredtoassurewhattheaddedvalueoftheCRMcompanyis.WhenallthirteenKPIsare

introduced(andappropriatelymeasured)inthesoftwareandtheimplementationplan,theCRM

companycanincreasethevaluetheycreatefortheircustomers.Thiswillresultinanincreaseof

happycustomersandmaximalcustomizedfulfilmentoftheclients’needs.

36

7. Recommendations

Chaptersevenisthelastchapterwiththerecommendationsofthisresearch.Whatcanfurther

researchaddtothisresearch?WhatareimportanttipsfortheCRMcompany?

ThefirstrecommendationistointroducethelasttwostepsofVanStrien(1997)regulativecycle:

interventionandtheevaluation.Thesetwostepswerenotachievedduringthisresearch.Butthey

arenecessarytosuccessfullyimplementtheoutcomesofthisresearch.Thisshouldbedoneby

introducingthenewimplementationplanatanewproject.Thestepsthatshouldbeimplemented

arediscussedintheplanofaction.Bydoingthis,itbecomesclearfortheCRMcompanyifthe

outcomesoftheresearchareimplementableinpractise.Theresultsfromthisinterventionshould

bediscussedwiththewholeteamtoevaluateitproperly.

AnotherrecommendationistheIntroductionofanocure,nopaysolution.Itisarisky

recommendation,becausewhentheCRMcompanydoesnotachievetheirpromises,itcanbea

costlyapproach.ButwhentheCRMcompanyisconfidentinthegoalsthattheyprescribeitcan

resultinmoreclients.Thisapproachshouldbeimplementedafterthesoftwareismeasuredfora

yearinmultipleprojects.Themeasurementscoresoftheseprojectscanbecombinedandaveraged.

WhenanewpotentialclientthencomestotheCRMcompany,youcanintroducethenocure,no

paysolution.Anexampleofacureis:byintroducingSugar,saleswillincreaseby10%.Whenthisis

notobtainedin1yearItisnotnecessarytopay.Itisimportantthattheconditionsneedtobe

defined.Thisisbecausemultiplefactorsinfluencethesalesimprovement.

BasedupontheinterviewswiththeclientsoftheCRMcompany,theno-cureno-payapproachwas

notareasontochooseearlierfortheCRMcompany(Client1,2017;Client2,2017;Client3,2017).

BasedupontheresultsfromtheMCDManalysisthethreelowestscoringKPIsaretheCustomer

shareofwallet,campaignmanagement,andperformanceofappliedresources.Thescoresarean

overviewofwhatclientsoftheCRMcompanyfindimportantfortheirCRMsoftware

implementation.Theliteraturehasidentifiedthesethree,amongtheotherthirteen,asmost

importantforimplementingCRMsoftwareinyourorganisation.Baseduponthesefigures,theCRM

companyshouldfocusonthesethreeKPIstoguaranteethesuccessfulimplementation.

WhentheCRMcompanychoosestofocusonlyonofferingthebestKPIstotheircustomersthenext

fourKPIsscoredthebest:Salesmanagement,Customerservicemanagement,Customerloyalty,and

satisfaction.ButaccordingtotheliteratureallthirteenKPIsareessentialforthesuccessofthe

software(Venturini&Benito,2015).

37

Sevenscoresreceived,intheMCDManalysis,"Future”asanswer(Customerloyalty,customershare

ofwallet,customerrecovery,marketshare,salesfromtargetmarket,launchofproductsand

services,performanceofappliedresources).Withfutureismeantthattheseindicatorsarenot(or

limited)usedduringprojectsoftheCRMcompany.Thisisimportantforthisresearch,becauseall

thirteenKPIs(includingthosewhomreceivedafutureasexclusioncriteria)werementionedinthe

literatureasimportantforthesuccessoftheCRMsoftware(Venturini&Benito,2015).Inaddition,

thefocusgroupmemberswereenthusiasticabouttheaddedvalueofintroducingtheminthe

software.ByfocusingontheseKPIstheCRMcompanycangivetheclientsabroadersoftware

package.

ByusingthecustomersegmentationmodelthedifferentclientsegmentsoftheCRMcompanywere

defined.Baseduponthesegments,radarchartswerebuiltwiththecriteria(Projectspecificcriteria)

assegments.Theseradarchartsshouldbeused,duringallthenewimplementations,tofigureout

whatthemostimportantaspectsforthatspecificprojectare.Baseduponthatspecificapproach,a

companygetsacustomizedapproachbasedupontheirneeds.Thiswillresultinthegoalsof

implementingCRMintheclients’organisation:increaseofhappyclientsandmaximalcustomized

fulfilmentoftheclients’needs.

38

Appendix1:MCDM

1. Exclusioncriteria

• Compliance:isthecriterioncomplianttotheCRMcompanyway/rules/legalaspects?

Measurement:ifoneormoreaspectsisansweredwithno;thesolutionisexcludedfromfurther

evaluationsteps.

• Degreeofcorporateculturefit:doesthesolutionfitthecorporateculture?

Measurement:ifoneormoreaspectsisansweredwithno;thesolutionisexcludedfromfurther

evaluationsteps.Corporateculturefitisaprerequisitefortheimplementationofanindicator.Ifthe

fitdoesnotexist,theindicatorisexcluded.

• Containerconcept:itisofsuchimportancethatitisnecessarytohaveintheCRMbusiness.Itneeds

tobereliable,itneedstobesafeanditshouldbeuserfriendlyetcetera.

2. Assignweights

Theweightsdistributedbetweentheevaluationcriteriavarybetweenveryimportant(weight:20),important

(weight:15)andrelevant(weight:10).Theassignedweightsarejustifiedintable4.

Criteria Weight Justification

Costs 15 Foracustomer,thecostsareimportant,butneverthemainreasonaprojectfailsoris

successful.Whenthecostsarethemainreasonforanimplementation,thedepartmentsales

disqualifiesthemandtheyarenottreated.

Speedofthesoftware 20 Thesoftwareneedstobequick,sothatthecustomerenjoysworkingwithit.

Predictability 20 Itneedstobeclearforthecustomerwhathecanexpectfromthesoftware,nosurprises.

Userfriendliness 10 Itisimportant,butitisnotofsuchimportancethatafirmisnotchosenbasedontheuser

friendlinessofthesoftware.Otherfactorsgetthepriorityabovethefriendlinessofthe

software.

Time 15 Timeisveryimportantforthecustomersatthestartofaproject,butduringtheproject,itis

lessimportant.

Accessibilityofthe

software

15 abroaditisimportant,butintheNetherlands,itislessimportant.Butitisgettingmoreand

moreessential.

Adjustability 20 Veryimportant,clientschoosetheCRMcompanybasedupontheirflexibilitytoimplementnew

toolsatalaterstage.

Reliability 10 Itisnecessaryforaproject;thisshouldbetackledbytheexclusioncriteria:containerconcept.

Table5:CriteriaoftheMCDManalysisandtheirappointedweights

Nowthatthecriteriaandweightsareclear,thefocusgroupisusedtodeterminewhatscoreanindicatorgets.

Thefocusgroupgivesscoresfrom0to100points(Figure3).Whenanindicatoristhebestinthatcategoryit

gets100points,whenitperformstheworstitgetszeropoints.

Figure4:assignedscorestothecriteriaoftheMCDManalysis

39

Fromtheinterviews,theindicatorsintable5areidentified.Theseindicatorsareimportantfactorstomeasure

thesuccessofCRMsoftware.ThebestandworstindicatorsareidentifiedbyusingtheMCDManalysis.The

indicatorscanbegroupedbytheirinterrelateddimensions:operationalbenefits(1,2,3,4),benefitsin

customerlifecycle(5,6,7,8)andbenefitsinperformance(effectively:9,10/adaptability:11,12/efficiency:

13).

KPI Explanation Keyareaofimprovement

1.Sales

management

Salesmanagementfocusesonthepracticalapplication

ofsalestechniquesandthemanagementofafirm'ssales

operations.Itwilldeliverastandardforthesalesprocess.

Toimprovethisareaacompanyshouldpursuita

reductionofcompanycostsandanincreased

effectivenessinrespondingtoclientrequest.Thiscan

beachievedbycustomerservice.Theresponsiveness

tocustomerinquiriesandtheefficiencyoftheCRM

implementationcanmeasurethesuccessofCRM.

Anotherinfluencerofasuccessfulimplementationis

amoreeffectivemarketing.Thiscanbedonebyusing

thedetailedcustomerprofileandagoodprediction

oftypeandtimingofthepurchases.

2.Campaign

management

Supportstheeffectiveplanning,creationandexecutionof

campaigndetails.

3.Customer

service

management

CRMofferscustomersservicesupportbecauseitrecordsall

transactionsandinteractionsandissuesrapid,appropriate

responsestocustomer’srequestacrossmultiplecontactpoints

4.Analysisof

client’s

database

Analysestheclientdatabase.Itrecordshistoricalcustomer

behaviour,anditsanalyticaltoolsofferhelpfulinsightsinto

customerpreferencesandbuyingintentions.

5.Customer

loyalty

Loyaltyisthebeliefofthecustomerthatyourorganization’s

productorserviceofferistheirbestoption.Itbestfulfilstheir

valueproposition.

CRMsoftwareproducesbenefitsbyimprovingthe

firm’sabilitytocapture,retain,satisfy,ensurethe

loyaltyof,attracttheshareofwalletofandrecover

customers.Thesebenefitscontributetoincreasing

customerlifetimevalueandcustomerequity.

6.Customer

satisfaction

Customersatisfactionmeasureshowproductsorservices

suppliedbyacompanymeetorsurpassacustomer’s

expectation.

7.Customer

shareofwallet

Share-of-walletisasurveymethodusedinperformance

managementthathelpsmanagersunderstandtheamountof

businessacompanygetsfromspecificcustomers.

8.Customer

recovery

Policiesorstrategiesusedbyacompanytoattract

previouscustomerswhohavestoppeddoingbusinesswiththe

company.

9.Market

share

Marketsharerepresentsthepercentageofanindustryor

market'stotalsalesthatisearnedbyacompanyoveraspecified

period.

Thiscanbemeasuredbythefirmsthathave

implementedCRM.Goodindicatorscanexistoutof:

effectiveness,efficiencyandadaptabilitytoward

customerneedsandthemarket.Effectivenessrefers

tosuccessinsaleseffortsandmarketsharegains

comparedwithcompetitors.Efficiencyisthe

differencebetweeneffectivenessoftheresourcesto

acquiresuccess.Adaptabilityrepresentsthe

10.Salesfrom

thetarget

market

AtargetmarketIsthegroupofcustomerswherethefirmhas

decidedtofocusupontheirmarketingeffortsandfocusontheir

marketingstrategy.

40

11.Adaptation

ofproducts

andservices

Adaptationofproductistheprocessofadjustinganotherwise

standardizedproductorserviceoffering.Thisisdonetomeetthe

needsandpreferencesofamarketorsetofconsumers.

successfulabilitytorespondovertimetochanging

conditionsandnewopportunitieswithcustomers.

12.Launchof

productsand

services

Introduceanewproductorservicetothemarket.

13.

Performanceof

applied

resources

Howefficientandwelldotheappliedresourcesperformatthe

firm.

Table6:overviewKPIsandexplanationfortheMCDManalysis

Tomeasurewhatscoresanindicatorgetsatoolisdevelopedtocalculatethescores(figure5).Thistoolis

availableinExcel.

Whenthescoresarecalculatedthebestandworstindicatorsarediscoveredbythefocusgroup.Withthis

conclusion,wecandecidetoleavetheindicatorfromthetestwhentheirscoresarebelowacertainlevel.

Figure5:Exceltooltocalculatethescoresperindicator

41

Appendix2:CRMsoftwaresuccessindicatorsCRMSoftwaresuccessindicators

Reference

1.Salesmanagem

ent

2.Campaignm

anagement

3.Customerservicem

anagement

4.Analysisofcustomerdatabase

5.Customerloyalty

6.Customersatisfaction

7.Customershareofw

allet

8.Customerrecovery

9.Marketshare

10.Salesfromthetargetm

arket

11.Adaptionofproductsand

services

12.Launchofproductsandservices

13.Performanceofapplied

resources

(Ahearne,Hughes,&Schillewaert,2007) X X X X X

(Al-Refaie,Tahat,&Bata,2014) X X X X

(Ang&Buttle,2006) X X

(Arman,2014) X X X X X X

(Buttle,2004) X X X

(Chang,Wong,&Fang,2014) X X X

(Chen&Chen,2004) X X X X X X X X

(Chen&Popovich,2003) X X X X

(Croteau&Li,2003) X X X

(Gustaffson,Johnson,&Roos,2005) X

(Hart,Hogg,&Banerjee,2004) X X X X X X

(Jalvagi,Martin,&Young,2006) X X X

(Jayachandran,Sharma,&Kaufman,2005) X

(Kim&Kim,2007) X X X X X X

(Kim,Suh,&Hwang,2003) X X X

(King&Burgess,2007) X X X X X

(Ko,Kim,&Woo,2008) X X X X X X X X X X X

(Lemon,White,&Winer,2002) X X X X

(Li&Mao,2012) X X X

(Lin,Su,&Chien,2006) X X X X

(McKim&Hughes,2001) X X

(McNally,2007) X

(Mithas,Krishnan,&Fornell,2005) X X X

(Mohammad,Mohammad,Vahedi,&Pournader,2011) X X

(Park&Kim,2003) X X X X X

(Parvatiyar&Sheth,2001) X X

(Reinartz,krafft,&hoyer,2004) X

(Rigby&Ledingham,CRMdoneright,2002) X X X X

(Rigby,reichfeld,&Schefter,AvoidhefourperilsofCRM,2002) X

(Ryals,2005)

(Verhoef,2003) X

(Wilson,Daniel,&McDonald,2002)

(Winer,2001) X

(zikmund,Mcleod,&Gilbert,2003) X X X

(Wang&Feng,2012) X X X X X X X X

Table8:MostrelevantindicatorsofCRMsuccessbasedonacopiedtablefromVenturini&Benito+newsourcesadded

42

Appendix3:KPIsintheliteratureReferenceKPI

(Kap

lan&Norton,200

1)

(Bau

er,200

4)

(CAtechno

logies,201

5)

(Intrafocus,201

4)

(StateofV

ictoria,201

0)

(Sha

rma,20

16)

(associates,20

07)

(Alwaer,20

10)

(Marr,20

14)

(Peterson,200

6)

(Kerzner,201

1)

(Marcus&

Dam

,200

9)

(Kerzner,201

1)

(Eckerson,Perform

ance

man

agem

entstrategies,

2009

)

Non-financialmeasures X X X

Measuredfrequently

X X X X X X X X

ActedonbytheCEOandseniormanagementteam

X X X X X X X

Understandingofthemeasurementandthecorrectiveactionrequiredbyallstaff

X X X X X X X X X

Tiesresponsibilitytotheindividualorteam

X X X

Significantimpact X X X X X X X X X X Xpositiveimpactonotherperformances

X X X X X

Basedoncompany’sstrategy,visionandmission

X X X X X X X X

Basedonvaliddata X X X X X XAgreeduponbeforehandandreflectcriticalsuccessfactorsontheproject

X X X X X

Table9:MatrixofKeyPerformanceIndicators(KPIs)intheliterature

43

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Centralization

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Reliability

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Salesimprovement

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Costs

0

1

2

3Reliability

Speedofthesoftware

Costs

Userfriendliness

Predictability

Time

Mobilitysoftware

Adjustability

Insightownprocess

Appendix4:Customersegmentation

Figure6:Overviewsegmentsandcorrespondingcriteriaandwhatthefocuspointsforsegmentcanbe.

Appendix5:LibrarytheCRMcompany

KeyperformanceindicatorsKPIsarea

setofmeasurementsfocusingon

thoseaspectsoforganizational

performancethatarethemostcritical

forthefutureandcurrentsuccessof

theorganization.Theseindicatorsare

obtainedfromthemodelofVenturini

&Benito(2015).

Performanceindicators(PIs)indicateswhatneedstobedonetoimprovethe

performanceofthefirm.PIsgiveanindicationoftheperformanceofabusiness

unit,ortheorganization.

Source(ofPIs)thatindicates

whichPIoperationalizetheKPI.

Sales

Salesfromthetargetmarket Howmanyproductsaresoldtocustomersinasalesperson'sterritoryascompared

withatargetquotathatissetatthebeginningoftheyear?

Ahearne,Hughes&Schillewaert

Arethedifferentcustomersegmentsapproacheddifferently? Siebum,30-11-2016

Whatisthecrossupsellingrateofproductsandservices? Hart,Hogg&Banerjee

Howmuchtimedidyouspendonaprojectversusthesuccessrate? Lubbers,30-11-2016

Marketshare Whatistheshareofcustomer?Referstothepercentageofanindividual

customer'spurchaseofaproductthatisasinglebrand.

Buttle

Whatisthecompetitorscore? Dannenberg,30-11-2016

Howmanycontactmomentsdotheemployeeshave? Siebum,30-11-2016

Hastheleadconversionimproved? Voortman,05-12-2016

Whataretheearningspershare? Buttle

Whichsalesemployeesattractnewcustomers? Claase,30-11-2016

Customershareofwallet Havewemaintainedourshareofcustomerspending? Chang,Wong&Fang

Whatistotalcostofownershipofthesoftware? Kunst,02-12-2016

Whatisthecustomerlifetime? AliShafia,Mazdeh,Vahedi,

Pournader

Whatiscustomerconversion?ConversionRatesarethepercentageof

prospectivecustomerswhotakeaspecificactionyouwant.

Siebum,30-11-2016

Salesmanagement Theproductivitymeasureisexpressedasthenumberofcallsmadeinanaverage

weekdividedbythenumberofhoursasalesrepresentativeworksinanaverage

week?

Ahearne,Hughes&schillewaert

Whatarethesalespercustomer? Ahearne,Hughes&schillewaert

CanthecustomersbedividedinA:best,B:Ok,C:notinterestingcustomers? Kunst,02-12-2016

Howarethedifferentcustomersegmentsapproached:A:directcontact,B:Phone Kunst,02-12-2016

45

call,C:E-mail.

Howmanycustomermomentsarethereattheendoftheorder? Siebum,30-11-2016

Howmanyloss-makingcustomersaredropped? TerBeek,29-11-2016

Whatarethemarketingcosts? Chen&Chen

Whatisthenumberofcustomers? Buttle

Whatarethenetsalesperemployee Ahearne,Hughes&schillewaert

Whatisthefrequencyofthecontentupdates? Kim,Suh&Hwang

Launchofproductsandservices Whatisthetotalcostofpromotioncampaigns? Chang,Wong&Fang

Whichtouchpointsaremostapplicabletothecustomers? Dannenberg,30-11-2016

Whatpercentageofcustomersopenthee-mailofthenewproduct? Dannenberg,30-11-2016

Aretheremorequestionsaboutnewproducts? Dannenberg,30-11-2016

Customerrecovery Howmanycustomersareacquired? Chang,Wong&Fang

Marketing Howmanycustomersareblockedbasedontheirbusinessandhistory? Claase,30-11-2016

Whatisthecostperacquiredcustomer? Chang,Wong&Fang

Reducedcostofnewcustomeracquisition? Chang,Wong&Fang

Whatisthevalueoftheacquiredcustomer? Chang,Wong&Fang

Customersatisfaction(organization

wide)

Themostcommonwayofquantifyingsatisfactionistocomparethecustomer’s

perceptionofanexperience,orsomepartofit,withtheirexpectations.Thisis

knownastheexpectations–disconfirmationmodelofcustomersatisfaction.

Buttle

WhatistheNetPromotorScore? Siebum,30-11-2016

Whatistheservicelevelagreement? Voortman,05-12-2016

Howhappyarethecustomers?(survey) Dannenberg,30-11-2016

Whatisthereliabilityoftheservice? Chen&Chen

Whatistheresponsivenessoftheservice?Providingaccesstoupdatedand

integratedcustomerinformationtotherelevantemployees.

Jayachadra,Sharma&Kaufman

Customerloyalty Behavioralloyaltyismeasuredbyreferencetocustomerpurchasingbehavior.

Loyaltyisexpressedincontinuedpatronageandbuying.

Buttle

Isthecustomerstillactive? Lemon,White&Winer

Monetaryvalueofcustomerpurchases? Kim,Kim

Whatisthechurnofthecustomer? Terbeek,29-11-2016

Upsellingofproductsandservices? Terbeek,29-11-2016

Crosssellingofproductsandservices Terbeek,29-11-2016

46

Numberofpurchasesinthegivenperiod Chang,Wong&Fang

Timeelapsedsincelastpurchase? Buttle

Campaignmanagement Whatarethecustomersatisfactionlevels? Chang,Wong&Fang

Whatistheaveragecustomertenure? Buttle

Howmanynewcustomersareacquired? Buttle

Whatistherevenuegrowth? Buttle

Whatistheleadsource? Siebum,30-11-2016

Whatarethecustomerretentionrates? Buttle

Whatarethecustomeracquisitioncosts? Buttle

Performanceofappliedresources WhatistherateofreturnbyusingCRMsoftware? Kim,Suh&Hwang

Aretheinternalcostsreduced? Chen&Chen

Averagetimespendonacustomer? Claase,30-11-2016

Howlongisacaseonaverageopen? TerBeek29-11-2016

Whichemployeeclosesthemostcases? TerBeek29-11-2016

Averagedeliverytimeafterorderfulfilment? Kim,Kim

Adaptionofproductsandservices

(sales&marketing)

Hastheproductdiversitychanged? Chen&popovich

Whatistheacceptationgradeofthesoftware? Siebum,30-11-2016

Whatisthecompletenessofthedatabase?Whichmandatoryfieldsarefilled? Kunst,02-12-2016

ServiceSupport

whatistheintegrityofthedatabase?Inthedropdownmenu;Whichfieldsare

displayed?

Kunst,02-12-2016

Whatisthevalidityofthedatabase?Whomofthecontactsareactiveand

available?

Kunst,02-12-2016

Howdetailedistheproductinformation? Kim,Suh&Hwang

Timelinesssalesinpopularproduct? Kim,Suh&Hwang

Analysisofcustomerdatabase(sales&

marketing)

Whatisthedataquality?Andisthereafilteringoptiontoeliminatebadand

duplicatedata?

Chen&popovich

HowmuchdataisenteredinSugar? Pierweijer,06-12-2016

Isthecustomertargetingimproved?Acutetargetingandprofilingofcustomerto

betteraddresscustomerrequirements

King&Burgess

Whichproductsareboughtbywhichcustomers? TerBeek29-11-2016

Ishistoricalbehavioravailable? TerBeek29-11-2016

47

Customerservicemanagement Howdothevariouselementsoftheproductandservicedeliverysystemwork

together?

Buttle

Responsetimetocustomerinquiry? Chang,Wong&Fangprod

Whatistheeffectivityofthecustomerservicedepartment?What%ofcasesis

solved?

Kunst,02-12-2016

Numberofdailycustomerinquiries? Hart,Hogg&Banerjee

Numberofresponsechanneltocustomerinquiry? Hart,Hogg&Banerjee

Table10:LibrarytheCRMcompany:KPIsandPIsthatelaboratesthemplustheirsources.

48

Appendix6:Focusgroupscores

50

Figure7:CombinedscoresofthefocusgroupoftheMCDManalysis

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