CRM IMPLEMENTATION: CRITICAL SUCCESS FACTORS

Najmul HodaAssistant Professor

NIILM Centre for Management StudiesNew Delhi

ABSTRACT

Conceptually, customer relationship management (CRM) has beendeployed by many business houses worldwide, but in practice itssuccessful implementation has yet to bring about the desired customerintimacy for a greater accountability and customer satisfaction. CRMhas to be engrained more as a business philosophy and an appliedbusiness common sense to a process of ultimate customer value, bothfor the organization and the customer.

The current research is an attempt to identify the reasons for failure ofCRM projects. The parameters and indicators taken to identify the basicreasons of breakdown of this important and now unavoidable concepthave been issues like a) understanding goals b) retaining executivesupport c) motivating employees to make CRM work on front lines d)importing and migrating data e) actual user interface and relatedtraining f) understanding customer confusion, frustration anddissatisfaction g) employee resistance within the company towardsadoption of new technology h) initial fall in market share and increasedoperating cost i) failure to achieve business return or highimplementation and running cost, etc. CRM remains a vital yet riskyenterprise, with success riding on organizations correctly approachingits planning and implementation. The cost of CRM failure can bedramatic and can take its toll in many areas of the business such asfinancial performance, customer service quality, sales effectiveness andcultural impacts.

This paper intends to critically evaluate the cases of CRM failure andidentify the Critical Success Factors for the successful implementation of

CRM as a tool to enhance business performance and customersatisfaction. It is further intended to propose a model through thisresearch that would provide the best fit from the perspective of thecompany, customer and the competition.

CRM IMPLEMENTATION: CRITICAL SUCCESS FACTORS

INTRODUCTION

CRM is a business approachthat integrates People,Processes and Technology tomaximize the relations oforganizations with all typesof customers. The true valueof CRM is to transformstrategy, operationalprocesses and businessfunctions in order to retaincustomers and increasecustomer loyalty andprofitability, through salesand customer service, forthe entire customer lifecycle. CRM initiatives,typically, are built upon acentral customer databasethat integrates data fromevery form of interactionwith customers to sustainand enhance relationships.

Most companies expect CRM toadd stability throughincreased customer retentionand long-term profitabilitythrough increasedefficiencies in sales,higher conversion rates ofprospective customersthrough sustainablerelationship management.Industries that can benefitmost from investing in CRMtechnologies are industriesin which the customer hastwo characteristics: highvalue per client account,and high-level of available

information about thecustomer's needs, wants andbuying history.

The benefits of CRM arecountless and manifestdistinctly in diverseprototypes. It empowers theorganization with a realtime context and forecastingso they can build and focuson bouncy profit and costminimization with an assuredmarket share throughidentified and loyalcustomers and through a longterm sustainablerelationship. It alsoempowers employees/staffwith customer intelligenceand best practices toincrease their likelihood ofsuccessful transactions,customer acquisition,retention, loyalty andprofitability by integratingthe flow of informationacross the enterprisewithout obstacles.

CRM is now seen as an end-all strategy capable ofchanging a company’scompetitive advantage. Inreality, however, CRM shouldbe seen more as afacilitator, an encompassingstrategy and an integratorof the processes across thenetwork within and outsidethe firm that collaborate togenerate customer value. CRM

plays a prominent role inthe value creation byimproving customerexperience, deepening therelationship between theproduct/service and thecustomer, retaining andexpanding the share ofexisting customer base,increasing customeracquisition rates, managingcustomer migration anddeveloping new products andservices.

CRM implementation is aninteractive process andtherefore requires acomplete understanding ofthe organization’s goalsalong with existingcapabilities before thecommencement of the actualprocess of implementation.Restructuring theorganization may be aprerequisite for effectiveand result oriented CRMoperation. Utmost care mustbe taken to develop amodular approach inimplementing and resolvingCRM challenges. Whatconstitutes a completesolution today may createroadblocks to dynamic growthif the vision is notappropriately comprehendedat the on-set.

Literature Review

According to one of thepioneers of modernmanagement, the principalpurpose of a business is tocreate satisfied customers.CRM is a philosophy of howthe business processes areorganized (Gosney and Boehm2000). CRM requires muchmore than installing any oneapplication, embracing a newtechnology or evencommitting to one vendor’sCRM suite. It provides newinsights into customerbehavior and enables newways of doing business(Mohamed and Sagadevan2005).

CRM applications affectcustomer satisfactionbecause of three reasons:first, CRM applicationsenable firms to customizetheir offerings for eachcustomer, second, CRMapplications enable firms toimprove the reliability ofconsumption experiences byfacilitating on- time,reliable, accurateprocessing of customerorder; quick response tocustomer queries andrequests and the ongoingmanagement of customeraccounts; third, CRMapplications also help firmsmanage customerrelationships effectively atdifferent stages of

relationship initiation,maintenance and termination.

The lifetime value ofcustomers can be thought ofas an intangible asset. Andthere are a number ofaccounting initiatives beingconsidered in variouscountries to do a better jobof reporting on the kind ofintangible value that thecustomer equity represents.(Peppers and Rogers, 2007).

CRM initiatives typicallyare built upon a centralcustomer database thatintegrates data from everyform of interaction withcustomers to enhancerelationships. (Ceonex2004). The tacticsassociated with Relationshipmarketing have beenclassified as Customerretention, data basemarketing, customer lock-inand partnering (Barnes1994). All these attributescollectively have to bepresent in any CRMinitiative. There is a needto understand factors thatmay affect the perceiveduncertainty about the sizeand scope of the initialimplementation.

Despite the fact CRM hasemerged as a powerfulconcept to align the

interests of a firm and itscustomers (Boulding et al2005), its success dependsupon both theappropriateness of thefirm’s CRM strategy and CRMimplementationeffectiveness. (Bohling etal 2006).

As per a study (Meta Group2001), the leading CRM riskfactors are the lack ofcross-functional co-ordination, absence of CRMbusiness strategy, lack ofprocess change, insufficientexecutive support, poorbusiness representation,deprived dynamics team andinappropriate ITinvestments.

Research from Ogilvyconcluded that companiesstruggle to identify how andwhere to invest in CustomerManagement within theirbusiness. A stunning 60-92%of Customer Managementprojects are seen to fail bythe sponsor. The cost of CRMfailure is dramatic and cantake its toll in many areasof the business (Bligh2004). Very fewimplementations havesucceeded in creatingunified views of customers,identified theirpreferences, rewarded themfor providing information

and marketed and interactedwith them in a way of theirchoice-making (Fair Isaac).Further studies have shownthat an estimated 12% of theprojects fail to go live atall (Preslan 2003).

Successful implementation ofCRM initiatives lean on thesuccessful integration ofprocesses, people,operations, and marketingcapabilities that is enabledthrough informationtechnology and itsapplications (Payne and Frow2005). To add usefulframework of CRMimplementation willencompass the importantprinciples of CustomerStrategy and Customerinsight (Mohamed andSagadevan 2005) with the aidof IT and marketingresearch. Marketing strategyformulation process shouldbe designed to ensure thatbusinesses are externallyfocused on customers andcompetitors (Kerin, Mahajanand Varadarajan 1990).Marketing managers may noteasily make the transitionfrom being responsible forall aspects of the marketingof a product or a brand tohandling functions spanningmultiple brands and productsthat are simultaneouslyrelevant to a firm’s

customers (Kumar, Ramani andBohling 2004). Hence,adequate measures must betaken. On the marketingside, the major issue liesin measuring ROI frommarketing activities.Without the numbers to backup their efforts, marketingprograms are often cut,leaving marketers tostruggle to justify adeclining budget.(Schnabel). Recent industryresearch shows that only 16%of CRM projects providereal, reportable businessreturn on investment(Preslan 2003).

CRM implementation is aremarkably situated processand its success depends onseveral factors – whochampion it, what metricsare used to measure itssuccess, the differentcomponents of CRM beingimplemented, the orientationof the implementing team,and how managers perceiveCRM. For CRM to besuccessful, it will becritical to show how it cansimultaneously enhanceefficiency and revenue ofthe organization. (Bohlinget al 2006).

Top Management’s support iscritical to the success ofany organizational

imperative and so is thecase with CRM implementation(Jaworski and Kohli 1993;Kohli and Jaworski 1990).Expecting middle managementor lower management toeffectively lead such animportant and enterprise-wide project can be a recipefor failure (Zeitz, Mittaland McCauly 1999).

Several mistakes are boundto happen as firms designand implement CRM systems.In doing so, firms must beaccurately aware of emergingcapabilities such as theirinteraction orientation(Kumar and Ramani 2006),whereby the development ofappropriate CRM initiativesare guided by focusing onthe individual customer asthe unit of analysis for allmarketing actions andreactions. CRM requires aculture change that aligns acompany, its employees, andits systems towardscustomers and away fromtraditional product orprocess-centric models.(Mohamed and Sagadevan2005).

A Review of CRM failures

For successfulimplementation of CRM withinan organization, it isimportant that the CRM

failures in the past bereviewed. On a criticalevaluation of the recordedfailures, the prominentreasons can be categorizedunder the following heads.

Lack of properstrategy: This includespoor objective setting,confusing the CRMstrategy with atechnologyimplementation, lack ofclarity of goal, lackof senior leadership,failure to produce anycompetitive advantage

Inadequate planning andscope setting: Thecommon reasons forinadequate planning arelack of adequatemetrics to measure thesuccess or failure,lack of properlystaffed teams andimplementation missteps

Lack of properassessment of theexisting processes:Inadequate focus onexisting customerprocesses, lack of timeand attention tobusiness processes,automation of thecurrent practiceswithout addressing theredundancies andoutmoded practices aresome critical reasons

for the failure of CRMstrategy.

Lack of ChangeManagement: CRMinvolves the transitionof organization to adifferent orientationand mismanagement ofOrganizational Changeor bad transitionplanning resulting inits failure.

Inadequate postimplementationoperation: Postimplementationoperation and planningis as important as theinception andimplementation.Neglecting partnerrelationshipmanagement, notchecking for upgrades,lack of awareness ofthe vendor ecosystemfurther leads to CRMfailure.

Effects of CRM failure

The failure of any strategicinitiative does not justnegatively affect theorganization’s businessperformance but also hurtsthe employee’s morale and inthe process affects the foremost goal of customersatisfaction adversely.Moreover the negativerepercussions in different

areas of performance can beas follows.

1) Financial Performance: Theimpact on financialperformance isreflected in the marketshare and operatinglosses, failure toachieve a return oninvestment, budgetover-runs and highpost-implementationcosts.

2) Customer Service Quality: CRMfailure results incustomer confusion,frustration andnegative brandperception due to lowerservice levels and thedelays in request, areprocessing.

3) Sales Effectiveness: FailedCRM initiative alsoaffects the sales forceproductivity, increasedsales force cynicismtowards new systems andincreased sales forceturnover.

4) Cultural Impacts: It ends updepletingorganization’sconfidence in itsability to enact changeand makes theorganizations moreaverse to investmentsin strategicinitiatives.

Insight into initiatingsuccessful CRMimplementation

CRM is basically intended tomanage the customer churn.This can be done byidentifying the mostvaluable customers andunderstanding theirexpectations and deliveringthem the best.

There are two basicapproaches to managingcustomer churn. First,untargeted approaches relyon superior product and massadvertising to increasebrand loyalty and retaincustomers. Second, targetedapproaches rely onidentifying customers whoare likely to churn, andthen either provide themwith a direct incentive or

customize a service plan tostay. There are two types oftargeted approaches:reactive and proactive. Byadopting a reactiveapproach, a company waitsuntil customers contact thecompany to cancel their(service) relationship. Thecompany then offers thecustomer an incentive, forexample, a rebate or adiscount to stay on. On theother hand, a proactiveapproach constitutes acontinuous effort to retaincustomers.

Essentials of CRMimplementationIt is imperative upon anyorganization deciding toadopt CRM to understand itsnuances. The following Fig.1 depicts some of itsessential features.

Fig. 1Strategic Framework for CRM Implementation

Any strategic initiativemust be able to project

results not just inqualitative terms but must

also have a sound businessproposition for theorganization. The businesscase must be quantifiable,

must propose a reduction inoperational costs and anestimation of increase inmargins.

Fig. 2 Strategic Framework for CRM implementation

Metric Development It is critical that thecompany developsobjectives that aremeasurable, and have keymetrics in place. Theremust be a single metricthat is quantifiable andcan be utilized in allparts of the organizationto measure their progressin enhancing customervalue. The metric should

be reflective of theorganization’s businessreasons for contemplatingCRM in the first place. Itcould be a measurerelative to product flow,customer service,production efficiencies,and the reversal of thenegative trends in profitper customer or lines ofbusiness per customeraccount.

Fig.3 MAPPING CRM FEATURES TO BUSINESS REQUIREMENTS

CRM Feature

Business Objective

Web based self service

Personalization

Contact center scripting

List generation (predictive)

Sales activity Management

Greater number of Web site return visitors

E-CommerceEfficiencies

Increase in marketshare for core products Higher customer satisfaction ratings Intelligent marketing campaigns Increased service and repair effectiveness

= Critical Path = Related = Unknown/low impact

An added list of possiblemetrics are given belowthat can be further usedsingly or in combinationfor assessment of theactual performance of theCRM implementation.

Repurchase rate Retention rate Cross-sell ratio Ratio of prospect to

client conversion Ratio of revenue growth Share of wallet Word of mouth activity Customer churn

Revenue per customer Cost to serve customer Local or project specific metrics Human Capital

Developing a Customer-centric Ecosystem- Acongenial approachIn order to create anddeliver superior customervalue, the enterprise needsto build an ecosystem aroundthe customer. New ways ofinteraction must be devisedas explained in the Fig 4.

Fig 4An End to End CRMInfrastructure

Suppliers and Channelpartners form the foundationof such an ecosystem and thesystem thrives on theirsupport. A customer centricenterprise primarily reliesinternally on its ownMarketing, Sales andServices and has the supportof external partners tosuccessfully implementCustomer care; and Marketingresearch related to customerpreferences, customerfeedback, customersatisfaction etc.

Partner Relationship Management

For companies that aremoving their products andservices through channelpartners, establishingrelationship with end usersand channel partners iscrucial. Partnerrelationship managementintroduces new challenge andopportunity for channelmarketers.

Delivery of the right information, right products and services at the right time requires an active support from the channel partners.

Fig. 5 elucidates the role of Channel Management and

other support for key business processes.

To deliver the desired valueto the customer, theenterprise must manage allthe required componentsoptimally. As a result ofthe changed orientation ofthe enterprise and inclusionof new partners in the

process of value delivery inthe customer interaction,new facets are added in acustomer-centric enterprise,which permit greater pointsof interactions, increasedand better quality ofinformation related to

specific customer’s needs,delivered at any time, andat any place, wheneverrequired.This calls for managing an extensive customer database.

Customer Database Management

CRM initiatives typicallyare built upon a centralcustomer database that

integrates data from everyform of interaction withcustomers to enhancerelationships and create adatabase for futureinteraction. A series ofnetworks are linked by arelationship managementsystem tied to severallevels and categories ofrelationships.

Fig. 6CRITICAL ANALYSIS & PROCESS

Knowing the best Customers

Identifying Customers

Knowledge of What they won’t buy

Predicting what they

will buy in

future

Defining the characteristics for making up a profitablecustomer

Mapping the results with future goals for better payoffs

Integrating work flow automation for customer retention through IT

Stimulate What they

will buy

Post implementation Operation

CRM is an ongoing processnot an event. It must becarefully managed over time,even after a successfulrollout. The results of thenew approaches and toolusage must be tracked andreviewed regularly bymanagement. The company mustinvest over time in upgradesto process the technology.This requires focusing on: Up-gradation: Deliver

unique customerexperiences via optimizedcustomer-facingprocesses. Specificenhancements to create acompetitive edge, forexample, new capabilitiesin the areas of e-service, analytics andreporting, industry-specific business processmanagement solutions andbetter UIs to increaseuser adoption.

Customer-process optimization: CRM-oriented solutions areoffered primarily in fourcategories of functionalcapabilities: marketing,sales, service, andcustomer data andanalytics, forming thetraditional basis forsoftware vendorfeature/functioncomparisons. CRM solutionbuyers should evaluateCRM capabilities using acustomer processmanagement perspective.Companies shopping forCRM software shoulddetermine which vendorbest supports thebusiness processes beingaddressed and how wellthe vendor solution cansupport business processimprovements anticipatedfor the future.

New deployment options: Organization adopting CRMinitiatives shouldexplore hybrid deployment

DataIntegration

Data Mapping

Process

Mapping

Process

Analysis

Inter functional integration of all departments involved

in CRM

models that provide abetter solution tailoredfor all parts of thebusiness.

Strategic Framework for CRM

To gain a sustainablecompetitive advantage andmake the most ofrelationships withcustomers, organizationsshould consider a basic setof strategic principles thatwe have identified based onthe successful strategies ofbest-run companies. Theseprinciples constitute astrategic framework for thecustomer-centric enterpriseand can help organizationsto distance themselves fromtheir competition and securelong-term success.

1) Balancing Efficiency andEffectiveness

A good CRM strategy needs tobalance efficiency andeffectiveness. Manyorganizations tend to focuslargely on efficiency andoften ignore the impact oftheir actions oneffectiveness. This mayalienate customers and erodeprofits. Improvingefficiency doesn’t matterunless you do the rightthing in the first place.That’s why effectivenessmust take precedence over

efficiency – withoutneglecting to identifycritical processes and areasfor efficiency gains.

2) Capitalize on CustomerInsight

To stay ahead of thecompetition, organizationsneed to develop proprietaryinformation about customersbeyond common industrywisdom and embed thiscustomer insight intocritical planning anddecision-making processessuch as sales planning, newproduct development,marketing investments, andresource alignment andsupply chain planning.Successful organizationsbuild a customerintelligence network, makecustomer insight accessiblethroughout the organizationand translate this knowledgeinto frontline actions.

3) Align Marketing, Salesand Service with theCustomer in Mind

Operational excellence andconsistent customerexperience can’t be achievedwhen departments makeindependent decisions and

take isolated actions toachieve their numbers.Organizations need to giveup their internal,departmental views andrevise their frontlinebusiness processes andinformation sharingpractices across marketing,sales and service. They needto align their customer-facing operations, break thesilos, link discrete systemsor even better – create asingle instance, so they canfrequently share valuablemarketing, sales or serviceinformation with the rightpeople.

4) Manage CustomerExperience across TouchPoints

Today customers demandmultiple channels that theycan use to get information,purchase goods, and paytheir bills, requestservices or get supportbased on their specificneeds and preferences. Theyexpect convenience, choiceand operational reliability,and a consistent experienceacross all touch points.Companies can differentiatethemselves by successfullymanaging the complexity ofcustomer interactions acrossmultiple channels in aproliferating environment,

while synchronizing off-lineand online channels andtaking advantage of theefficiencies of automation.

5) Guide Customers to theRight Channel

Many organizations fail totailor the channels to meetthe touch-point needs oftheir customers and don’tguide them to the mostappropriate channel. Forexample, a common strategyis to simply push as manycustomers as possible tolow-cost self-servicechannels. This can, in fact,increase costs and churnrates and destroy marketshare. It’s important tounderstand the channeleconomics, strengths andweaknesses of each channel,and carefully evaluate howto reach out to customers.To yield the best resultsyou must optimize yourentire channel mix, aligningyour channel strategy withcustomer segments (based oninteraction needs andcustomer value) and businessgoals.

6) Beyond the Touch Point:Connect the Front Office andthe Back Office

Synchronizing front-office,back-office and supply chainactivities is absolutely

critical to attract andretain customers, fulfilldemand and deliver onservice promises. Manyorganizations are losingrevenue simply because theyfail to connect their frontand back offices. Withoutseamless, real-timeintegration, customersatisfaction declines, andcustomer attrition rises asonline transactions fail,products aren’t available atthe time and places needed,orders can’t be changed,service technicians don’thave the right spare parts,returns aren’t correctlypassed through to accountspayable and customer issuescan’t be resolvedimmediately at the firstcall.

7) Create a Customer-drivenValue Network

As companies focusincreasingly on their corecompetencies, they will beever-more dependent on anecosystem of suppliers andpartners to meet customerdemand and generate newgrowth. To be successful,partners need to become anintegral part of a value

network, providingcomplementary capabilitiesto promote the brand, sellproducts and offer value-added services. It iscritical to define the roleof these partners, managethe relationships with themand integrate them in a waythat enables seamless end-to-end business processesacross the entire network.

8) Adopt a TechnologyFramework for Adaptabilityand Integration

As adaptability,collaboration and speedbecome winning elements ofcorporate success,organizations need an openand flexible IT architectureproviding a platform thatseamlessly integrates andprocesses information fromdisparate applications,enables intra-enterprise andinter-enterprisecollaboration and quicklymaps business processes tochanging business needs.

SUCCESS ORIENTED CRM MODELS COMPILATION

Stage : I Customer Stage : II Customer

Orientation Interaction

Stage : III Partnership Management & CRM infrastructure

For the successfulimplementation of CRM, athree stage iterativeprocess is arrived at basedon the various researchmodels and analysis of thereported failures of CRMimplementation.

Stage I Customer Orientation

The primary role of any CRMinitiative must be tointegrate various customer

needs for balancing customerefficiency andeffectiveness. The CRM beingimplemented must capitalizeon the customer insightgained through interactionsand the customers must beguided to the right channelpartners for greatersatisfaction. Additionally,the customer experience mustbe managed across touchpoints. A value network with

partners must be created andthe front and back officemust be connected. Theresulting iteration wouldexhibit the desired customerorientation in the CRMinitiative of theorganization.

Stage II CustomerInteraction

This stage requires theselection and adoption ofsound technologyapplications to migrate thecall centre into a corporatewide customer care centreusing customer informationto personalize contacts andencourahe customer loyalty.

Stage III PartnershipManagement and CRMinfrastructure

Finally, a comprehensive endto end CRM infrastructure isproposed after taking intoaccount the various elementscritical for the success ofCRM. The proposedinfrastructure wouldcomprise of business systemsthat would allow the inflowof data from various sourcesinto an integrated databasefor effective businessintelligence and customerfeedback for processimprovement. The systemwould help in attainingimproved business actionsthereby resulting inincreased customersatisfaction and retention.

Conclusion

CRM should be seen as an allencompassing strategy andnot just a departmentspecific activity.Implementing CRM requirescareful planning and mustfollow definite iteration.Companies should develop andintroduce CustomerManagement systems tosupport the integratedbusiness (CustomerManagement) model, enablegood people, including thecustomers themselves, to

carry out CustomerManagement activities,manage the customers theyneed to manage, provide themeasures to show whetherpro table customer behaviourfiis being influenced.

This paper hascomprehensively dealt in thevarious factors to beconsidered at various stagesof CRM implementation. Itprovides a guideline forpractitioners as well asacademicians on the criticalfactors for the successful

implementation of CRM. Thereis ample scope for furtherresearch on differentcritical factors discussedin the current paper.Further deliberations andresearch is required onseveral areas viz,quantifiable standard for

business returns and othermetrices for differentindustries, changemanagement strategy,customer databasemanagement, parameters forvendor selection to name afew.

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