If you’re planning a change programme to manage customer relationships it is important to have a clear business case. These are the things your business case should cover:
- Identify the problem you’re trying to fix – this could be an unrealised business opporutnity, improvements to efficiency or productivity, improved control and governance or increasing customer lifetime value, etc
- Tell a story to describe the future state both within the organisation and for customers when the goal is reached
- The implications of doing nothing, and an alternative option (other than a CRM programme) to solve the challange
- Quantified benefits of delivering the change
- A handful of key metrics that can be monitoried throughout the change programme
It seems as if the mantra of People, Process & Technology (PPT) have been ubiquitous as the elements for sucessful organisational transformation for many years. I think however that it’s missing one vital element that binds them together – Content.
By content I mean the data and information held within the technology of our CRM applications, and with the appropriate culture is used to inform our everyday decision making processes.
In my experience, and that of many others, it has been problems with content that have plagued CRM programmes and been their downfall. The effort to understand our legacy customer data, to make it a useable and valuable asset for managing customer relationships, may be left until too late and can easily become more time consuming than hoped for.
My recommendation is to start the analysis of the data within your legacy systems early in your programme. Don’t just rely on technocrats but engage with those business users who have a deep understanding of the data they work with everyday. You will find them across your organisation – in sales, service, finance, marketing and IT of course. They will point the way to the pitfalls ahead, and will tell you about the implied information within the datasets.
If you truly understand the content that your CRM programme requires, how you’re going to make it accessible through your CRM solution, and how you’re going work with it, then you’re one step closer to understanding the value of your data assets, which in turn can help with further process optimisation.
A wise man once told me the formula to sucessful enterprise architecture.
OP + NT = VEOP
Old Processes + New Technology = Very Expensive Old Processes.
Following feedback from two groups on LinkedIn (CRM Professionals UK and CRM-Professionals) I have made small changes to items 7, 10 and 12 to make them clearer.