Kostojohn / Paulen / Johnson CRM Fundamentals

1. Auflage 2011
ISBN: 978-1-4302-3591-0
Verlag: APRESS
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 244 Seiten, eBook

CRM Fundamentals is a critical and comprehensive resource for executives and project leaders tasked with managing customer relationship management (CRM) initiatives. It provides an introduction to CRM and how it delivers value to organizations, and describes the process to build and execute a CRM roadmap successfully—including identifying goals, lining up the right people, planning projects, choosing software packages and consultants, managing the initial CRM implementation, and maintaining and evolving the program over time.  

Written by  senior CRM consultants, CRM Fundamentals includes plenty of detailed, useful advice to help you get the most value from your CRM investments and to avoid common pitfalls associated with CRM.

Zielgruppe

Popular/general

Autoren/Hrsg.

Kostojohn, Scott

Paulen, Brian

Johnson, Mathew

Inhaltsverzeichnis

1;Title Page;2
2;Copyright Page;3
3;Contents at a Glance;4
4;Table of Contents;5
5;About the Authors;10
6;About the Technical Reviewer;11
7;Acknowledgments;12
8;Introduction;13
9;CHAPTER 1 Introduction;15
9.1;Defining CRM;15
9.2;Purpose of this Book;16
9.3;Sources of CRM Value;16
9.3.1;Supporting a Data-Driven, Learning Organization;16
9.3.2;Wringing out Inefficiencies and Increasing Employee Productivity;17
9.4;Case Study: A Sales Process Enhanced by CRM;18
9.4.1;Providing a Better Customer Experience;19
9.4.2;Informing Business Decisions;20
9.4.2.1;Sales forecasting;20
9.4.2.2;Sales management;21
9.4.2.3;Product planning;21
9.4.2.4;Customer service staffing;21
9.4.2.5;Marketing campaign planning;21
9.5;Preparing for CRM;21
9.5.1;Preparing Your Organization for Change;21
9.5.2;Sales management;21
9.5.3;Product planning;21
9.5.4;Customer service staffing;21
9.5.5;Marketing campaign planning;21
9.6;Preparing for CRM;21
9.6.1;Preparing Your Organization for Change;21
9.6.2;Data-Driven Culture;22
9.6.3;Executive support;22
9.6.4;Communication;22
9.6.5;Training;23
9.6.6;Feedback;23
9.6.7;Recognition;23
9.7;Chapter Summary;24
10;CHAPTER 2 Components of CRM Success;25
10.1;People;25
10.2;Executive Sponsor;25
10.3;Steering Committee;26
10.4;Implementation Team;28
10.4.1;Executive Sponsor;28
10.4.2;Project Manager;28
10.4.3;Subject-Matter Experts;28
10.4.4;IT Representative;29
10.4.5;User Trainers;29
10.4.6;Departmental Champions;29
10.4.7;Consulting Partner Team;29
10.5;Departmental Champions;30
10.6;The CRM Administration Team;30
10.6.1;CRM Program Lead;31
10.6.2;CRM Business Analyst;32
10.6.3;CRM Administrator;32
10.6.4;CRM Developer;33
10.6.5;CRM Trainer;33
10.7;Tailoring the People to Your Organization;33
10.8;Process;35
10.9;Operational Processes;35
10.9.1;Provide Metrics and Visibility to Customer Operations;36
10.9.2;Improve Customer “Handoffs” Between Departments;37
10.9.3;Implement and Enforce Structured Sales Methodology;38
10.9.4;Focus Marketing Spending;38
10.9.5;Target Marketing Touches;38
10.9.6;Enable Customer Self-Service;38
10.9.7;Manage Service Escalations;39
10.9.8;Analytics;39
10.10;CRM Maintenance Processes;40
10.10.1;Support;40
10.10.2;Training;40
10.10.3;Technology Maintenance and Disaster Recovery;41
10.11;CRM Enhancement Processes;41
10.11.1;Change Control;41
10.11.2;Roadmap Development and Execution;42
10.11.3;Sample CRM Roadmap: ABC Industries;42
10.12;Technology;43
10.13;CRM Application Infrastructure Overview;43
10.14;Production, Development, and Testing Environments;45
10.15;Source Control;46
10.16;Common CRM Application Functionality;47
10.16.1;Customers;47
10.16.2;Marketing;48
10.16.3;Sales;48
10.16.4;Service;49
10.16.5;Security;50
10.16.6;Configuration and Customization;50
10.16.7;Reporting;51
10.16.8;Workflow Automation;51
10.17;Social Media and CRM Applications;53
10.18;Expectations;54
10.18.1;Setting Expectations for Customer-Facing Employees;55
10.19;Pitfalls;55
10.19.1;Poor Executive Sponsorship;56
10.19.2;Not Engaging “Doers” As Stakeholders;56
10.19.3;Implementing a CRM Program Without a Clear Roadmap;57
10.19.4;Providing Inadequate Training;57
10.19.5;Skipping Data Migration or Data Cleanup;58
10.19.6;Not Providing Value to All Stakeholders;58
10.19.7;Extreme, Flawed Approach #1;58
10.19.8;Extreme, Flawed Approach #2;59
10.19.9;Trying to Do Too Much at Once;60
10.20;Summary;60
11;CHAPTER 3 Building a CRM Roadmap;62
11.1;Why a Phased Approach to Your CRM Program?;62
11.1.1;It Takes Too Long;63
11.1.2;There Are No Opportunities to Incorporate Feedback;63
11.2;Building Your Initial Roadmap;63
11.2.1;Assess Your Current Situation;63
11.2.1.1;Current Business Processes;64
11.2.1.2;Current Customer Information Applications;64
11.2.1.3;Find the Pain;64
11.2.1.4;Strategic Goals;65
11.2.1.5;Technology Issues;65
11.2.1.6;Red Flags;65
11.2.2;Split Your CRM Vision into Projects;66
11.2.3;Line Up the People;68
11.2.4;Pilots and the “Proof-of-Concept” Project;69
11.2.5;A Sample Roadmap Exercise;70
11.2.5.1;CRM Assessment Results;71
11.2.5.1.1;Sales;71
11.2.5.1.2;Marketing;71
11.2.5.1.3;Customer Service;72
11.2.5.1.4;Information Technology;72
11.2.5.1.5;Customers and Prospective Customers;72
11.2.5.2;Preliminary Roadmap;73
11.2.5.2.1;Sales;73
11.2.5.2.2;Marketing;73
11.2.5.2.3;Customer Service;73
11.2.5.2.4;Information Technology;74
11.3;Developing a Roadmap Midstream;76
11.4;Summary;76
12;CHAPTER 4 Evaluating Software and Consultants;78
12.1;The CRM Software Market;78
12.1.1;Functional Scope: Full CRM Suites and Specialty Applications;78
12.1.2;Deployment Models;79
12.1.2.1;On-Premises;79
12.1.2.2;Application Hosting and Server Colocation;80
12.1.2.3;Software-as-a-Service;80
12.1.3;Application Access;81
12.1.4;Licensing Models;82
12.1.4.1;What Gets Licensed: Named User, Device, Connection…;82
12.1.4.2;For How Long: Perpetual Licenses vs. Subscription Licensing;82
12.1.4.3;Other Licensing Scenarios to Consider;83
12.1.4.4;Selecting the Right CRM Software;84
12.1.5;Evaluation Criteria for CRM Applications;84
12.1.5.1;Alignment with Your Organization and Objectives;84
12.1.5.2;Customization Flexibility;85
12.1.5.3;Alignment with Your Existing Infrastructure;86
12.1.5.4;The User Experience;86
12.1.5.5;Technology Standards;88
12.1.5.6;Vendor Viability and Ecosystem;88
12.1.5.7;Cost;89
12.1.6;The Software Evaluation Process;90
12.1.6.1;Preparing for the Evaluation;91
12.1.6.1.1;Identify Evaluation Team;91
12.1.6.1.2;Develop Evaluation Assessment Guide;91
12.1.6.1.3;Cost Assessment;95
12.1.6.1.4;Identify and Research Potential Vendors;96
12.1.6.2;The Discovery Phase;97
12.1.6.3;Vendor Presentations;98
12.1.6.4;The Follow-up Phase;99
12.1.6.5;Selection;100
12.1.6.6;Variation: Site Visit;100
12.1.6.7;Variation: Pilots and Proof-of-Concept Projects;100
12.2;Selecting the Right Consultants;101
12.2.1;Evaluation Criteria;102
12.2.1.1;Experience Implementing the CRM Application;102
12.2.1.2;Experience with Your Industry;102
12.2.1.3;Experience with Your Organization Scale;102
12.2.1.4;Staffing Plan and Project Management Methodology;103
12.2.1.5;Location;103
12.2.1.6;Cost;104
12.2.1.7;Reference Checks for Consulting Partners;104
12.3;Final Thoughts;105
13;CHAPTER 5 Planning the Initial CRM Implementation;106
13.1;Managing CRM Projects;108
13.1.1;Understanding the Phases of a Project;108
13.1.1.1;The Software Development Life Cycle (SDLC);108
13.1.1.2;Waterfall Methodology;109
13.1.1.3;Scrum Methodology;110
13.1.1.4;Iterative Development Methodology;111
13.1.1.5;Calculating ROI;114
13.1.1.6;Project Planning;114
13.1.1.7;Project Scheduling;114
13.1.1.8;Big Bang vs. Phased Approach;117
13.1.1.9;Identifying Resource Requirements;118
13.1.1.10;Identifying Critical Team Skills;118
13.1.2;Change Management;120
13.1.2.1;Change Requests;120
13.1.2.2;Project Impacts;120
13.1.3;Project Communication;121
13.1.3.1;Portals as Project Management Tools;122
13.1.3.2;Expectations Setting;123
13.1.4;Ongoing Project Management;123
13.1.4.1;Status Management;124
13.1.4.2;Importance of Process Definition;127
13.1.4.3;Tracking “Parking Lot” Items;127
13.1.4.3.1;The Challenges with Over-customization;128
13.1.4.4;Budget Management;129
13.1.4.5;Issue Management;131
13.1.5;Resource/Vendor Management;132
13.1.6;Executive Support;139
13.2;Summary;141
14;CHAPTER 6 Executing the Initial CRM Implementation;143
14.1;The Design Stage;143
14.1.1;“As Is” Process Definition;143
14.1.2;“To Be” Process Definition;145
14.1.3;Rules and Escalations;146
14.1.4;Use Case Definition;147
14.1.5;Functional Specification Development;152
14.2;Custom Development;154
14.2.1;Managing Custom Development As Part of Your CRM Project;155
14.2.2;Technical Specification Documentation;156
14.3;Integration;157
14.3.1;Provide a More Complete Customer Picture;158
14.3.2;Automate Business Processes;158
14.3.3;Types of Integration;159
14.3.3.1;Data-Level Integration;159
14.3.3.2;User Interface Integration;159
14.3.4;Integration Tools;160
14.3.5;Managing Data-Level Integration in CRM Projects;160
14.3.5.1;Identify Integration Scenarios and Applications Involved;160
14.3.5.2;Map Data;161
14.3.6;Developing the Integration;162
14.3.7;Integration Testing;162
14.3.8;Managing User Interface Integration in CRM Projects;162
14.3.9;Linking Data Between Systems;163
14.4;Reporting;164
14.4.1;What Makes an Effective Report?;164
14.4.2;The Metric Is Specific;166
14.4.3;The Metric Is Clearly Owned by a Given Department or Group;166
14.4.4;The Metric Is Measurable;167
14.4.5;The Metric Can Be Produced in a Timely Manner;167
14.4.6;The Quantity of KPIs Must Be Limited to a Manageable Few Itemsfor a Given Scorecard;167
14.4.7;KPIs Must Have Targets;168
14.4.8;KPIs Must Be Aligned with Overall Organizational Goals;168
14.4.9;Report Sources;169
14.4.10;Reporting Tools;170
14.4.10.1;Presentation Reporting Tools;170
14.4.10.2;Data Analysis Tools;170
14.4.11;Designing Reports;170
14.4.12;Report Training;171
14.5;Data Migration;172
14.5.1;Do You Need Data Migration for Your Project?;173
14.5.2;Assessing Data Sources;174
14.5.2.1;Data Access;174
14.5.2.2;Understanding the Schema;174
14.5.2.3;Data Quality;175
14.5.3;Designing the Data Migration;175
14.5.3.1;Functional Design: Which Data to Migrate?;176
14.5.3.2;Functional Design: Which Records of Each Type?;176
14.5.3.3;Functional Design: Mapping;176
14.5.3.3.1;Entity Mapping;176
14.5.3.3.2;Field Mapping;177
14.5.3.3.3;Value Mapping;178
14.5.3.3.3.1;Pick-List Mapping;178
14.5.3.3.3.2;Data Lookups;180
14.5.3.3.3.3;Data Parsing;180
14.5.4;Data Migration Tools;181
14.5.4.1;Purpose-Built Application Data Migration Tools;181
14.5.4.2;Custom Data Migration Tools;181
14.5.5;Testing the Data Migration: The Mock Migration;182
14.5.6;Planning the Actual Data Migration;183
14.5.6.1;The Data Migration Schedule;183
14.5.6.2;The Script;184
14.5.7;Data Migration Summary and Key Lessons;184
14.6;Implementation Testing;184
14.6.1;Types of CRM Application Testing;185
14.6.1.1;Unit Testing;185
14.6.1.2;System Testing;185
14.6.1.3;Integration Testing;186
14.6.1.4;Performance Testing;186
14.6.1.5;User Acceptance Testing (UAT);186
14.6.2;Developing Test Plans;187
14.6.2.1;System Test Plans;187
14.6.2.2;User Acceptance Test Plans;189
14.6.3;Implementation Training;190
14.6.3.1;Goals of Training;191
14.6.3.2;Elements of a Successful Training Plan;191
14.6.3.2.1;Address Both Process and Application;191
14.6.3.2.2;Define Your Terms;192
14.6.3.2.3;Multiple Training Exposures;192
14.6.3.2.4;Tailor Training for the Audience;192
14.6.3.2.5;Include Exercises and Examples;192
14.6.3.2.6;Executive Participation;193
14.6.3.2.7;Don’t Forget Help;193
14.6.3.3;Training Approaches;193
14.6.3.3.1;Classroom Training;193
14.6.3.3.2;Web Training;194
14.6.3.4;Training Resources;194
14.6.3.4.1;Guides;194
14.6.3.4.2;Recorded Demonstrations;196
14.6.3.4.3;CRM Team Meetings;197
14.6.3.5;Ongoing Training;197
14.7;Launching the Solution;197
14.7.1;Cutover;197
14.7.1.1;Final Data Migration;198
14.7.1.2;Client Application Installation;199
14.7.1.3;Communications;200
14.7.1.4;Post-deployment Support;201
14.8;Initial Application Management;202
14.8.1;Driving Adoption;202
14.8.1.1;The Carrot vs. Stick Approach;202
14.8.1.2;Tying KPIs and Compensation to CRM Usage;203
14.8.2;Change Management;203
14.8.3;People Management: New Job Functions;203
14.9;Pulling It All Together: Sample CRM Implementation Project Plan;204
14.10;Common Project Issues and How to Avoid Them;204
14.10.1;Over-scoping;205
14.10.2;Overly Complicated Design;205
14.10.3;Software-Driven Projects;206
14.10.4;Lack of Executive Support;206
14.10.5;Managing Differing Priorities;206
14.10.6;Application Adoption;207
14.11;Summary;207
15;CHAPTER 7 Maintaining and Evolving CRM;209
15.1;Role of the Steering Committee;209
15.1.1;Meeting Frequency;211
15.1.2;Meeting Agenda;211
15.1.3;Meeting Attendees and Ownership;213
15.2;Maintaining CRM;213
15.2.1;Supporting Employees and Gathering Feedback;213
15.2.1.1;Identifying Issues;214
15.2.1.2;Providing Ongoing Support;215
15.2.1.2.1;E-mail Feedback;215
15.2.1.2.2;Centralized Feedback Capture;216
15.2.1.2.3;Office Hours and Help Sessions;217
15.2.1.3;Updated Documentation;217
15.2.1.4;Tracking Feedback and Estimating Effort;219
15.3;Enhancing CRM;219
15.3.1;Change Control Process;219
15.3.2;Roadmap Development and Execution;224
15.3.3;Managing Large Application Enhancements;225
15.3.3.1;Scheduling Deployments;226
15.3.3.2;Resources: Vendor vs. Internal;227
15.3.3.3;Testing;228
15.3.3.4;Internal Release Management;228
15.3.4;New Application Versions and Upgrades;230
15.3.4.1;Cloud-Based Applications;231
15.3.4.2;On-Premises Applications;231
15.3.4.3;Application Betas;232
15.4;Monitoring the Vendor Ecosystem;232
15.4.1;Conferences;233
15.4.2;New Independent Software Vendors (ISVs);233
15.4.3;User Groups;233
15.4.4;Blogs and Newsletters;234
15.4.5;Consultants;234
15.5;Final Thoughts on Maintaining and Evolving CRM;235
15.6;Conclusion;235
15.6.1;Communication;235
15.6.2;Be a Cheerleader for CRM;235
15.6.3;Monitor CRM Application Usage;236
15.6.4;Use Technology to Solve Real Problems;236
15.6.5;Tailor Our Guidance to Your Organization;236
16;Index;237

Über Autor(innen)

Scott Kostojohn acts as sales director and CRM architect for Madrona Solutions Group, a leading Seattle-based customer relations management consulting firm. Scott leverages his significant experience with various CRM platforms to support Madrona s clients during complex implementations. Prior to joining Madrona, Scott worked for Microsoft in a variety of roles, including product strategy with the Microsoft Dynamics CRM product development team. Previously, he was a CRM consultant at Equarius (now EMC), helping clients around the country implement CRM software solutions. Scott holds a bachelor of science degree in mechanical engineering from Cornell University.