Case Study: ICD018: CRM Readiness Assessment
Drivers
- The ‘readiness’ of the voluntary sector for a CRM system that would ensure benefit and return on investment
- No mechanism for determining how customers view their relationship with the organisation
- Improve customer satisfaction through better relationships
The ICD Partnership approached the voluntary sector to discuss the introduction of a CRM system by performing a ‘readiness audit’ on the organisation. The organisation made it clear that to ensure the success of investing in a CRM system, a holistic Customer Relationship Management approach would be required to ensure benefits and return on investment. There is currently no mechanism for establishing how customers view their relationship with the organisation although there may well be a higher level of customer dissatisfaction than can be fully recognised by the number of direct complaints.
Inputs
- Face-to-face interviews with staff
- Reviewed all strategic and operational documents
- Met with a select number of customers to determine their perception of the organisation
ICD made use of a curtailed version of the CRM audit due to funding restrictions. They assessed the readiness of the organisation for a CRM system implementation. The methodology made use of face-to-face interviews with staff from key functional areas. A number of key documentation was reviewed to understand the stated aims, key objectives and targets for the organisation and to assess how CRM contributes to the achievement of these. Customer interviews were undertaken to supply the customer perspective on current relationship management practice.
Deliverables
- Report on assessment pinpointing priority areas to be discussed
- Gap analysis reported on supplementary action for CRM system implementation
- Implementation plan for senior managers
The interview process revealed a realistic picture of the internal culture in relation to customer management practice. ICD was also able to note the perceived barriers to introducing a CRM system and elements of good practice that should be preserved or even enhanced by better technology. A gap analysis resulted in recommendations for supplementary actions to prepare for CRM system implementation; short term tactics to improve key customer relationships; longer term strategic direction; baseline measures on which to assess progress and internal communication planning.
Outputs
- Improvement in customer service across the business
- CRM led by organisation’s needs and not constraints of the system
- Comprehensive staff training on new system
- Enhanced benefits and treatment strategies for customer groups
- Value creation for members
- Customers saw an improvement in the service from the very first action and even before the system was developed as the system was developed to support and complement customer management activities and not as an end in itself.
- CRM implementation was led by the needs of the organisation and not the capability imposed by a system
- More likelihood of the system being accepted, used and welcomed by staff whose requirements were acknowledged and whose buy in was secured
- Senior executives and management took ownership for the customer and improving the way that the organisation communicates and interacts with the membership
- Change was seen as beneficial and not something to fear
- The pilot succeeded in identifying the risks and benefits of CRM for other organisations
- More clarity over where ownership for customers lies within the organisation