CRM Maturity Assessment

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CRM Maturity Assessment

  1. 1. G Current GoalCRM Success Drivers o CRM Maturity Index State State aSenior Management Commitment 4.0 4.5Customer Centric-Organization 3.2 3.7 SeniorBusiness Goals & Objectives Alignment 3.0 3.5 Management Commitment Enabling 5.0 Customer Technology Centric-Customer Satisfaction Management 1.5 2.0 User Adoption Organization 4.0 Enabling Business GoalsCustomer Strategy 3.0 3.5 Technology User Training & & Objectives Alignment Support 3.0Knowledge Creation 4.6 5.0 2.0 Data Customer Management & SatisfactionBusiness Intelligence 3.0 3.5 Integration 1.0 ManagementCRM Analytics 3.8 4.3 0.0 Process Maturity & Customer Documentation StrategyCampaign Management 3.2 3.7 LevelPerformance Measurement 3.5 4.0 Touch Point Knowledge Integration CreationTouch Point Integration 4.0 4.5 Performance BusinessProcess Maturity & Documentation Level 3.0 3.5 Measurement Intelligence Campaign CRM Analytics ManagementData Management & Integration 3.0 3.5Enabling Technology User Training & Support 3.3 3.8Enabling Technology User Adoption 3.0 3.5CRM Maturity Score (out of 100) 67
  2. 2. CRM Maturity Assessment Customize this tool by changing the weighting scale for each assessment category. Weighting Scale Business Enabling Senior Customer- Customer Process Maturity Data Enabling Goals & Customer Knowledge Business Campaign Performance Touch-Point TechnologyManagementCommitment Centric Organization Objectives Satisfaction Management Strategy Creation Intelligence CRM Analytics Management Management Integration & Documentation Management Level & Integration User Training Technology User Adoption Total Alignment & Support 20% 15% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 100%
  3. 3. CRM Maturity Assessment - Self AssessmentRank the organizations compliance with each best practice by assessment category using the drop-down box in the Score column. Senior Management Commitment Description of Best Practices Score Notes/Comments Senior management understand CRM is a business philosophy and complex, long-term strategic initiative and not a technology implementation. 5 Senior management has committed to providing adequate financial, human, and technical resources to ensure the success of CRM across the enterprise. 4 Senior management is prepared to enhance current CRM enabling technology and infrastructure to ensure that it is stable, reliable, and has been incorporated into disaster recovery plans. 3 Senior management have set a clear CRM vision, mandate, objectives, and roadmap with milestones and delivery dates. 4 Senior management is dedicated to improving customer service and support across the enterprise. 4 Customer-Centric Orientation Description of Best Practices Score Notes/Comments Customers are strongly focused on by all functional departments within our business. 4 Customer needs drive our business planning, decision-making and strategy. 3 Customer profiles have been developed, documented and distributed to sales, marketing, service and product management functions. 3
  4. 4. Customer profiles have been developed, documented and distributed to sales, marketing, service and product managementfunctions. 3Customers that deal with multiple staff and/or departments do not have to repeat information to each departments staff members tohave their issues resolved. 4Service level agreements have been established with clear escalation protocols. 2We have solid loyalty/reward/retention programs in place to increase customer retention rates. 3Business Goals & Objectives AlignmentDescription of Best Practices Score Notes/CommentsThere is a general trend in our industry to adopt and implement CRM as a business philosophy, discipline and strategy. 5CRM is a key strategic initiative that has been slated in our business strategic plan. 2Achieving success through CRM will help to achieve future enterprise goals and objectives. 4Senior management agrees that CRM is critical for meeting future business goals and objectives. 3Each functional department has documented clear CRM goals, objectives and deliverables. 1Senior management clearly understand CRM and how it can benefit the business. 3
  5. 5. Customer Satisfaction ManagementDescription of Best Practices Score Notes/CommentsWe have a continuous customer satisfaction survey program that monitors the health of our customer attitudes and relationships. 1We understand the concept of Net Promoter Score and have implemented NPS to monitor "moment-of-truth" customer satisfaction. 1We follow up on the results of our customer satisfaction surveys and implement feedback across the business where appropriate. 2We have a tiered customer support system and effectively escalate and resolve customer issues in a timely manner. 2Customer StrategyDescription of Best Practices Score Notes/CommentsWe have a clearly articulated strategy for how to acquire, grow, retain and value our customers. 4We believe that all customers are not created equal and should be treated differently. 4Customers are identified and targeted for differentiated treatment based on behavioral, attitudinal and financial characteristics. 3We make relationship investment decisions based on the customers lifetime value. 1Knowledge Creation
  6. 6. Description of Best Practices Score Notes/CommentsThe value of transforming data into actionable insights and knowledge is acknowledged and recognized within our company. 5Insights-based knowledge is applied regularly to drive strategy, improve tactics and to support business decisions 5Insight-driven action plans are tracked, monitored and evaluated for business impact. 5We have the internal staff with the skills, competency and expertise to transform data into actionable insights and knowledge. 4Customer knowledge is shared with key departments and functions to attain a holistic view and understanding of the customeracross the business. 4Business IntelligenceDescription of Best Practices Score Notes/CommentsWe have an enterprise business intelligence strategy and framework that is continually maturing and evolving. 3Our enterprise business intelligence framework provides real/near-real time access to KPIs and information that is reliable andconsistent over time. 3Our enterprise business intelligence strategy is supported by an integrated architectural framework that enables data governanceand an enabling technology platform that supports the transformation of data into information. 4Data quality and integrity is the foundation of our enterprise business intelligence strategy; data is governed as to the source,accuracy, quality, and speed of availability. 2
  7. 7. CRM AnalyticsDescription of Best Practices Score Notes/CommentsWe view analytics as a competitive differentiator for our company in our industry. 4Analytics enables us to better understand the past behavior of customers. 4Analytics allows us to anticipate the future behavior of our customers. 3We consistently leverage analytics to target the right customers, at the right time, with the right offer, through the right channel. 4Campaign ManagementDescription of Best Practices Score Notes/CommentsWe have a robust campaign management methodology and process within the Marketing department to plan, execute, track,measure, report and analyze marketing campaigns. 3We use marketing automation technology to efficiently manage our internal customer marketing campaign workflow and processes. 4Campaigns are continually tested and evaluated across a variety of dimensions including targeting, offer, creative and channel todetermine which contributes the best performance. 3Results of all marketing campaigns are tracked, measured, reported and analyzed immediately following the conclusion of everycampaign. 4Key learnings from campaign post analysis are reviewed and changes to marketing plans are implemented. 2
  8. 8. Key learnings from campaign post analysis are reviewed and changes to marketing plans are implemented. 2Performance MeasurementDescription of Best Practices Score Notes/CommentsPerformance measurement was originally introduced, and is continually championed and promoted, by our senior executive. 3Performance measurement succeeds when our companys strategic and business performance measures are in alignment withoverall organizational goals. 3Multi-directional and cross-functional communication consistently takes place within our organization which is crucial for establishingand maintaining a successful performance measurement framework. 4We have implemented a disciplined and rigorous performance measurement methodology and system that consistently tracks,measures and reports business, customer and campaign KPIs. 4Touch-Point IntegrationDescription of Best Practices Score Notes/CommentsTouch points are important because customers form perceptions of our company and brand based on their cumulative touch pointexperiences. 5We consistently fulfill our brand value proposition across all touch-points to ensure an exceptional and repeatable customerexperience. 4All "push" and "pull" customer interactions and touch points are mapped across our business. 4The customer experience is mapped across all touch points as they move through their lifecycle (suspect, prospect, customer,advocate). 3Process Maturity & Documentation Level
  9. 9. Description of Best Practices Score Notes/CommentsWe have defined and documented repeatable and measureable processes for Sales. 3We have defined and documented repeatable and measureable processes for Marketing. 3We have defined and documented repeatable and measureable processes for Customer Service Operations. 3We have defined and documented repeatable and measureable processes for Product Management. 3We have defined and documented repeatable and measureable processes for Billing Operations. 3Clear metrics exist in each functional department to evaluate their performance & productivity. 3Data Management & IntegrationDescription of Best Practices Score Notes/CommentsCustomer reference data (name/address/city/province/postal code/phone/email) across the enterprise is synchronized, integratedand safely stored in a central data warehouse. 2Customer activity data (transactional/behavioral/financial) across the enterprise is synchronized, integrated and safely stored in acentral data warehouse. 4A unique customer identifier, i.e., customer account #, is used across all enterprise systems and databases. 3IT/IS has taken responsibility for master data management stewardship across all departments/systems/databases; each functionaldepartment has committed to keep data as clean as possible and free from errors. 2
  10. 10. IT/IS has taken responsibility for master data management stewardship across all departments/systems/databases; each functionaldepartment has committed to keep data as clean as possible and free from errors. 2All key customer interaction groups have direct access to an intuitive graphical user interface and enabling CRM system thatcontains a single view of our customer. 4Enabling Technology User Training & SupportDescription of Best Practices Score Notes/CommentsWe have allocated budget and resources to CRM enabling technology end-user training & support. 3There is adequate time for all user groups to be trained well in advance of a planned CRM enabling technology roll out. 3There are experienced staff in place to provide CRM enabling technology training, support, and administration. 2Clearly defined job descriptions for CRM staff have been created and all essential positions are filled. 4There is a clear knowledge transfer plan from the CRM implementation consultants to the front-line managers who will beresponsible for training post-implementation. 4Our CRM enabling technology vendor/partner has a service level agreement for application support. 4Enabling Technology User AdoptionDescription of Best Practices Score Notes/CommentsSenior management has mandated that end users adopt and use the CRM enabling technology system. 3User adoption reports are generated and distributed to senior management. 3
  11. 11. User adoption reports are generated and distributed to senior management. 3Post-training job aids and support tools are provided to all CRM enabling technology end users (FAQs, etc.) 2On-going end user coaching and quality assurance processes are in place and are measurable. 4
  12. 12. CRM Maturity Assessment - RecommendationsCRM Success Drivers Scores RecommendationsSenior Management CommitmentSenior management understand CRM is a complex, long-term initiative 5 0Senior management has committed to provide resources to ensure success 4 0 If you are planning to implement an on-premise solution, consult your CIO toCRM system is stable, reliable, and has been incorporated into DR plans 3 determine IT requirements.Senior management have set clear project milestones and delivery dates 4 0Senior management is dedicated to improving customer service & support 4 0Customer Centric-OrganizationCustomers are strongly focused on by all enterprise departments 4 0 Ensure marketing has a seat at the board room table and adequatelyCustomer needs drive business planning & decision-making 3 represents customer needs & interests. Use our Customer Profile tool to identify demographics, psychographics, andCustomer Profiles have been distributed to sales & service staff 3 behaviors of key segments.Customers do not have to repeat information to multiple staff 4 0 Use our Service Level Agreement tool to document your support and issueService level agreements have been established with escalation protocols 2 escalation protocols/timeframes. Develop loyalty programs that reward long term customers and promoteWe have solid loyalty/retention programs to increase retention rates 3 referrals.Business Goals & Objectives AlignmentThere is a general trend in your industry to add or improve CRM systems 5 0 Consult your strategic plan to determine if your organizational objectives areCRM is an initiative that has been slated in your enterprise strategic plan 2 related to CRM programs.Achieving success with CRM will help to achieve future enterprise goals 4 0
  13. 13. Speak with senior leaders to determine which future initiatives they have slatedSenior management agrees that CRM is critical for meeting future goals 3 require CRM functionality. Interview department heads to identify and document clear goals andDepts have documented clear goals & deliverables for a CRM system 1 expectations from your CRM program. Provide whitepapers and case studies to senior executives to ensure theySenior management understand CRM and how it can benefit the business 3 understand the impact of CRM.Customer Satisfaction Management Use our Customer Satisfaction Survey to gauge customer loyalty and identifyWe conduct a customer satisfaction survey at least one per year 1 areas for improvement. Research the "Net Promoter Score" concept and determine how many of yourWe understand the Net Promoter Score & The Ultimate Question 1 clients would refer a friend. Write a follow up report that highlights action items taken based on customerWe follow up on results of customer surveys and implement feedback 2 satisfaction survey results. Set up a tiered customer support process and measure the number/type ofWe have a tiered support system & effectively resolve customer issues 2 tickets that are escalated.Customer StrategyEvery company has a clearly articulated strategy 4 0Not all customers are created equal and should be treated differently 4 0 Assess the performance of customer marketing campaigns based on currentCustomers are identified & targeted based on key common characteristics 3 targeting criteria Review and assess the current customer information on which decisions areRelationship investment decisions are based on the CLV 1 based on richness of offerKnowledge CreationTransforming data into insights & knowledge is acknowledged & recognized 5 0Insights-based knowledge is applied regularly to drive strategy 5 0Insight-driven action plans are tracked, monitored and evaluated 5 0We have the internal skill-based competency & expertise 4 0Customer knowledge is shared with key departments and functions 4 0Business Intelligence
  14. 14. Interview senior management to determine if business intelligence is a priorityOur business intelligence strategy that is continually maturing and evolving 3 in the organization Assess the current "speed to business" relative to easy access to meaningful &Our BI framework provides real time access to reliable & consistent info 3 reliable information across the org.Our BI strategy is supported by an integrated architectural framework 4 0 Interview senior management about their need for accurate and reliableData quality & integrity is the foundation of our BI strategy 2 information in a timely mannerCRM AnalyticsAnalytics is viewed as a competitive differentiator in our industry 4 0Analytics enables better understanding of the past behaviors of customers 4 0 Address the benefits of having the ability to predict or anticipate futureWe deploy analytics to allow us to anticipate customers future behaviors 3 customer behaviorAnalytics supports targeting customers, at the right time, offer, & channel 4 0Campaign Management Assess current campaign management processes & capabilities for activities,A robust campaign management methodology & process is implemented 3 tasks, hand-offs and level of effortMarketing automation technology is used to efficiently 4 0 Consider adopting a test and learn methodology in order to maximize responseCampaigns are tested across a variety of dimensions 3 and optimize marketing spendResults of all campaigns are tracked, measured and reported 4 0Key learnings from campaign post analysis are reviewed 2 Adopt a "what gets measured, gets managed" mentalityPerformance Measurement Interview senior management to determine if performance measurement is aPM was originally introduced is continually championed by Sr. Mgnmt. 3 priority in the organization Review companys current strategic plan to determine if performance measuresPM succeeds when strategic & business performance measures are aligned 3 are aligned with corporate goalsMulti-directional, cross-functional communication is critical for Successful PM 4 0Disciplined & rigorous PM methodology is implemented, measured, tracked 4 0
  15. 15. Touch Point IntegrationTouch points are important because of customers perceptions 5 0We consistently fulfill our brand value proposition across all touch-points 4 0All "push" & "pull" customer touch points are mapped across the enterprise 4 0 Perform an audit of all customer touch-points and map them across theThe customer experience is mapped across all touch points 3 customer lifecycleProcess Maturity & Documentation Level Define your sales process and identify where the CRM system will automateProcesses are documented for Sales 3 workflows. Define your marketing processes and identify where the CRM system willProcesses are documented for Marketing 3 automate workflows. Define your customer service processes and identify where the CRM systemProcesses are documented for Customer Service 3 will automate workflows. Define your order taking process and identify where the CRM system willProcesses are documented for Order Management 3 automate workflows. Define your billing process and identify where the CRM system will automateProcesses are documented for Billing 3 workflows. Define metrics for performance & productivity for each department and createClear metrics exist in each dept to evaluate performance & productivity 3 standard reports in CRM.Data Management & Integration Develop a disaster recovery plan for your CRM data by backing up and hostingCustomer information is safely stored in a warehouse or online 2 offsite or online.Product information is safely stored in a warehouse or online 4 0 Standardize on a unique identifier for all departments to promote easyWe have one unique customer identifier used across all departments 3 information retrieval. Work with your IT department to create a data management policy and ensureI/T has taken responsibility for data management across all departments 2 data stays accurate.The Sales dept has direct access to an order-management interface 4 0Enabling Technology User Training & Support Determine the cost of training programs and the staff hours required to set aBudget and resources have been put aside for end-user training & support 3 clear budget for CRM training.
  16. 16. Consider taking a phased approach to training and rolling out the CRMThere is enough time for all groups to be trained well in advance 3 application. If you havent already, dedicate a CRM power user or system administrator whoThere is staff in place to provide training, support, & system administration 2 will "own" the system.Job descriptions for Sales Support staff have been created & positions filled 4 0There is a clear knowledge transfer plan from consultants to managers 4 0Our CRM system provides a clear service level agreement 4 0Enabling Technology User Adoption As user adoption is critical for the success of the application, have seniorSenior management has mandated that end users adopt the system 3 leaders mandate usage. Create a monthly report to demonstrate what percentage of users are regularlyUser Adoption reports are generated and fed back to senior management 3 using the system. Develop cut-sheets and paper based training documents to reinforcePost-training job aids and support tools are provided to all end users 2 classroom training on the job.Coaching and quality assurance processes are in place & are measurable 4 0

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