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Chapter 11
Making CRM a Success
Introduction
Learning Objectives
Success Factors for CRM
Business Process Reengineering (BPR) for CRM Implementation
Data Quality Management (DQM)
Securing Customer Data: Information Security Management System
Ethical issues in CRM
Recap
Chapter 11: Making CRM a Success
After going through this chapter, the students will be able to:
Identify various factors that are essential for successful implementation of CRM
Understand the concepts of BPR and its relationship with CRM
Appreciate the importance of Data Quality Management for CRM success and the methodology of the same
Comprehend the need of securing information and implementing Information Security Management System (ISMS)
Identify the crucial ethical issues and permission marketing and appreciate their importance for successful CRM
Learning Objectives
The effectiveness of CRM implementation is dependent not only on technical aspects like selection of appropriate IT solution, sufficient IT infrastructure and technical competence of employees, but a lot depends on commitment and involvement of top management, reengineering and realignment of business processes and successful transformation towards customer-centric culture within the organization.
A successful CRM requires a cultural change where activity of the organization is based on values and ethics, so that customer never loses the confidence in the organization.
Another important aspect of successful CRM is the quality of the data on which it operates.
Introduction
Success Factors for CRM
The critical success factor of gaining top management commitment is crucial to the successful implementation of CRM.
Bringing culture change through the organization is the prerequisite to CRM implementation and this cannot be brought about without involvement and commitment of top management.
Therefore, the first step towards a successful CRM plan is to get top management to mandate and support the initiative.
Since the scope of CRM implementation is enterprise-wide, it requires a full support by the top level of the organizational structure, so that goals of individual departments get aligned.
1. Top Management Commitment
CRM-driven culture needs to be created across the various hierarchical levels.
Each level owns and adopts the CRM initiatives in true spirit.
The frontline employees are the face of the organization and are more critical touch-points, they need to be supported by back-end support providing an integration between people, processes and technology.
2. Adoption of CRM Philosophy within an organization
It is important to focus on involvement, communication, training and other aspects as much as the technology involved.
It is essential to involve employees at several levels, focus on communication needs and conduct the sufficient training of the concerned employees throughout the organization.
Although, CRM is, first and foremost, concerned with Sales, Marketing and Customer Service functionalities, yet the role of other functional areas like production, quality control, product design, finance, logistics, supply chain management, HR and others cannot be undermined.
The functions and processes of all these areas also need to be integrated and associated with customer-centred approach, making CRM all-pervasive within the organization.
3. Organization- Wide Focus
CRM project can be executed only by a team of motivated, committed and skilled manpower.
Human resources from cross functional areas like marketing, sales and IT are required to be involved and trained accordingly.
The organizational structure, roles & responsibilities, delegation & authority need to be realigned for nurturing customer-centric culture within the organization.
The appraisal system, promotion policies and other HRD policies should start taking into consideration various parameters related to customer service by the employees.
4. CRM & HR Issues
For example, Balance Business Score Card (BBSC), Group Performance Measurement System (GPMS) and Individual Performance Score Card (IPMS) should include the KPIs which are directly or indirectly related to customer service.
KRAs which are related to CRM should be given more weight in the design of performance measurement system, which will ensure alignment of HR policies with CRM initiatives.
4. CRM & HR Issues (Contd.)
The implementation of CRM involves the change and there may be reluctance and resistance to this change.
This resistance can be overcome by appropriate change management strategies.
CRM involves technology, processes and people, so its implementation requires changes in all these three.
The adoption of technology can be encouraged by training.
The success of implementation requires that the organizational processes are customer centric.
5. Implement Change
The change management is to be implemented with the help of change leader.
The change leaders are to be carefully selected/appointed.
The foremost role of Change Leader is to integrate the change management plan with day to day operations.
The most important and difficult role of change leader is to steer, channelize and guide the people in the new direction.
The transition path will consist of competency enhancement programs and establishing a new organization & reporting structure.
The role of the change leader is to create an environment where the new structure can be implemented with the involvement and acceptance, for which effective communication, both formal and informal, is indispensable.
6. Role of Change Leader
The CRM solution as per the organizational requirements and objectives.
There will be many options available and there can be different implementation strategies.
In no case, there should be an effort to adjust the organizational requirements as per the CRM solution and its focus.
The user base, existing technology & IT infrastructure, integration requirements and business requirements will determine the best fit CRM application and technology.
7. Selection of appropriate CRM Solution
The objective of CRM system will be defeated if the CRM solution is complicated and difficult to use.
The balance between features and ease of usage of the system is the key to successful system.
The ease to usage of the system ensures better acceptance and adoption of the system.
8. Ease of Usage
Selecting the right solution is important for CRM, however the success of implementation hinges on the right vendor.
Depending on the scope and implementation strategy of the project, CRM Project involves number of vendors like application provider, system integrator, hardware vendors and software service providers.
The success of the project depends on reliability, commitment and capability of these vendors. Therefore appropriate vendor selection and contract management is the key to success.
9. Choose the Right Vendors/Service-Provider
CRM system does not work in isolation.
It has to be integrated with business processes for its seamless operation. This is most important and complex aspect of implementation.
CRM’s API helps the solution provider by defining a protocol for requesting data from that application. Using APIs, application can be integrated seamlessly, without extraordinary development effort, with the rest of their business processes.
Solutions without API support can be difficult to integrate with existing systems if automated information exchange across applications is required.
10. CRM & its Integration within the Organization
Technical and managerial competency enhancement, as per the requirement, may be highly time consuming and expensive option, which the management may not be willing to adopt.
Under such circumstances, the organization should hire the experts who can help in customization, deployment, integration and/or change management.
These external experts, besides providing technical capability, can also serve as the change catalysts resulting into reduction of time required for CRM Implementation.
11. Outsource the experts
BPR is “the analysis and design of workflows and processes within and between organizations” (Davenport, 1990).
Teng (1994) defines BPR as “the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures”.
Business Process Reengineering (BPR) for CRM Implementation
BPR Approach
BPR v/s Continuous Improvement
Similarities between BPR and Continuous Improvement Continuous Improvement BPR
Focus Process Process
Performance Improvement Yes Yes
Organization Change Yes Yes
Behaviour Change Yes Yes
Time Investment High High
BPR v/s Continuous Improvement
Differences between BPR and Continuous Improvement Continuous Improvement BPR
Level of Change Incremental Quantum Jump
Starting Point Starting Process Clean Slate
Participation Bottom-Up Top-Down
Scope Enterprise wide Narrow
Enabler Statistical Control Visionary Leadership
Change Slow Drastic
BPR Implementation
The accurate information in the form of data is the pre-requisite for successful implementation of CRM.
Ensuring accuracy and integrity of customer data is not so easy, as Customers are changing and so is their information. They keep on hopping between various competing organizations, and as if this is not sufficient to add to the complexities pertaining to customer data management, their personal profiles and contact information also keep on changing.
The preferences, likings, disliking and needs of the customers with respect to products and services are highly dynamic and dependent on their life cycle stages. And on top of all these, they have expectations from the organizations for highly customised and personalized services and offerings.
Data Quality Management (DQM)
DQM Process
Information Security ensures:
Availability,
Integrity and
Confidentially of information
Securing Customer Data: ISMS
ISMS
ISMS Implementation
Ethical issues in CRM
Pillars of Customer Relationship
Privacy and data protection standards.
Misuse of data for commercial purposes
Physiographic profiles of people’s behaviours and habits
Ethics in Customer Data Management
Permission Marketing is "turning strangers into friends, and friends into customers.“
Permission Marketing will come as a relief to the customer resulting into deeper and stronger relationships.
The prior permission ensures that the message is relevant and not imposed, resulting into precision targeting by the marketers, tapping the set of customers who are genuinely and willingly interested in receiving the company’s information.
Permission Marketing
The organizations which have successfully implemented CRM solutions know that the core purpose of CRM is to build relationships - between employees, stakeholders and customers.
Organizations that are committed to ensure productive relationships will find that the appropriate CRM results in enhancing customer satisfaction, employee efficiency, and improving top-line & bottom-line.
Success factors – Leadership, Culture Change, BPR, Integration.
The role and system framework for securing the customer information and maintaining its quality, Business Process Reengineering and its relevance to CRM.
The significance of ethical values and the concept of permission marketing.
Recap

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