Dissertation

An investigation into Dutton Gregory’s 4 key components, for
their customer relationship management (CRM) system.
1204584 – (BA) Business and Marketing
Submission Date: DD/MM/YYYY
Business School at the
University of Chichester
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Executive Summary
Overall Findings ….
Acknowledgements
Dissertation Supervisor – Jennie White
Placement Supervisor – Sue Murphy
Placement Organiser – Julie Leseure
Dutton Gregory Chief Executive – Michelle Tatner
The entire Dutton Gregory Team
The entire SEMAL Staff Team
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Table of Contents
Table of Contents.................................................................................................................3
Chapter 1: Introduction........................................................................................................4
Chapter 2: Organisation background and context.............................................................11
Chapter 3: Methodology....................................................................................................27
Chapter 4: Results and Analysis........................................................................................40
Chapter 5: Conclusion and Recommendations..................................................................52
Reference List....................................................................................................................62
Appendix 1: Dutton Gregory’s aims and Objectives.........................................................75
Appendix 2: Dutton Gregory Background Research.........................................................77
Appendix 3: P.E.S.T.L.E analysis.....................................................................................77
Appendix 4: Top 5 CRM software features.......................................................................80
Appendix 5: The difference between a contact database and a CRM system ..................81
Appendix 6: Reasons for conducting a pilot Survey.........................................................82
Appendix 7: Economic Factors affecting loyalty .............................................................83
Appendix 8: Face-to-face, Unstructured and Formal Interview Transcript......................83
Appendix 9: Survey Template...........................................................................................85
Appendix 10: Ethics Form.................................................................................................86
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Chapter 1: Introduction
Background information to the author
As a Business and Marketing student, it is important the author finds a topic of
interest, in order to achieve his personal objectives which were created prior to
going to university. Saunders et al (2003a) suggests that “a research topic that is
interesting to the researcher and matches their career goals are two important
attributes of a good research topic.” The author also recognises that the
dissertation is a pivotal factor in the outcome of the author’s degree which will, in
turn, determine how successful the start of their career will be. The author is
considering a career as a market research analyst and is anticipating that this
research will help him in finding a career in that area of a marketing department.
A dissertation is an ideal way to express marketing enthusiasm because a
dissertation enables a person “a lot of freedom to pursue a particular interest, but
also enables you to put your own individual talents to their best use.” (Walliman,
2004)
1.1 Background to study company - Dutton Gregory
Dutton Gregory LLP (DG) is a small to medium sized enterprise (SME) located
regionally across the UK. A SME is defined by, as (2007) Macgregor, as “one
which is independently owned and operated and which is not dominant in its field
of operation.” Being a SME would usually benefit the individual who is doing the
research on the company because “the cooperation may allow activities, or
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access to knowledge/expertise that the firms on their own would never be able to
achieve” (Johnston, 2013). This is because large competitive firms will be aware
of the importance of confidentiality within its employees, so they may see a
dissertation on the firm as an invasion of the company’s privacy.
DG merged with RWPS Law in October 2014 to widen the firm’s customer base
which will result in expanding the companies CRM system, meeting [See
Appendices 1] DG’s objectives on expansion.
As DG’s key aim is to provide first rate client care and professional advice, whilst
maintaining a profitable business, it is important that they optimise their client
contacts to gain greater lifetime value (LTV) This related to chapter 2.2 stating
DG’s personal aims also linking to chapter 2.3, about providing quality customer
care to increase customer loyalty which results in improve profitability.
1.2 Explanation of the Problem
The client database current status is disorganised, with hundreds of duplicates of
clients and incomplete files which have resulted in a system with approximately
30,200 files. Statistics show that poor client databases are a common occurrence
in SME’s with IBM (2004) stating that “In America, Europe, and Asia 85 percent
of small and medium-sized companies are not feeling fully successful with their
implemented CRM solution. The IBM CRM global survey in the year 2004 asked
370 companies across industries it depicts their experiences” (Vogt, 2008)
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A Customer Relationship Management system (CRM), if implemented correctly,
can be an effective way of managing communication between DG and their
clients, Schmidt (1991a) explains the importance of CRM in a law firm by
elaborating that “relationships are the key to success, whether the lawyer’s
contacts are existing clients, prospective clients or referral sources, a firm’s effort
to organize and share information about its collective relationships will have a
significant impact on marketing effectiveness”.
CRM relates to DG because they emphasise on providing high standards of
customer service and client care (See appendix 1 on Dutton Gregory’s corporate
aims). With the improvements that are going to be made to their CRM system,
this will justify DG’s ‘Innovation in Law’ objective where they ensure “substantial
investment in quality assurance, communications, and IT systems ensures
continuing high levels of client care” (Dutton Gregory, 2015a). [Fig 1.1] This was
highlighted in ‘Progressive Trends In Knowledge And System-Based Science for’
Service Innovation
(Fig 1.1, Big Data, Michitaka and Shirahada, 2013, p.138).
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(Fig 1.2, comparing generations, Garvey, 2007, p.68)
[Fig 1.1] is a model with a correlation to [Appendix 5] explains how Big Data can
be implemented to segment DG market, therefore sending out relevant marketing
strategies to attract and retain clients. Big data can be used for online marketing
by “processing for targeting products and ads for their users based on the
information collected about users” (Marík, 2013) so DG could potentially use thě
system to do some niche target marketing which would be ideal for a business
which is aiming for their “prices to continue to be middle to higher range”
(DuttonGregory, 2014a)
The main problem with the CRM system is that application management has not
been enforced (See section 4.2.3), with more traditional employees working on
word and other sources of data storage rather than SOS. This quote explains
ways of changing a firms work culture to one of ‘best practice’. “Re-aligning staffs
work culture around the rolled out CRM plan and mapping accordingly with the
same is tantamount to success. This involves enabling customers and end users
to engage in day-to-day activities utilizing the CRM application non applicable by
default.” (Taylor, 2013) However a study conducted by (Garvey, 2007, p.68). Fig
1.2 explains that generation X are the least resistant to change.
(Fig 1.2, comparing generations, Garvey, 2007, p.68)
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A Likert scale was conducted using numbers 1-6, with, 1 being ‘strongly
disagree’ and 6 meaning ‘strongly agree.’ With most of the results being between
‘disagree’ and ‘incline to disagree’, a theory that a lack of training on the SOS
system must be the issue within DG, with employees not being confident with
using the software. Goldenberg (2008) justifies training in using the CRM “failed
CRM efforts, lack of training for other IT systems, and a corporate culture that
does not promote information sharing across customer-facing departments.”
(Goldenberg, 2008) The author suggest training and commitment strategies to
implement an effective CRM system (see section 5.5)
1.3 Research aim and scope
The aim of the project is to identify the 4 key components which are causing the
issue with the current CRM system relating to fig 2.1, then once they have been
identified, to see which features/departments of the software and/or firm can be
altered to find out why data is missing from the SOS software. This will conclude
in improving the databases efficiency, so departments such as the marketing
team can communicate with clients more effectively. Clients will be easier to
identify and reach either digitally e.g. email or traditionally e.g. newsletters. This
should conclude in raising brand awareness for DG, in relation to fig 2.5 a model
to a successful CRM system, the 3 compounds being to penetrate the market,
retaining of clientele and development of software.
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1.4 Research objectives
1.4.1 Placement Objectives
• To investigate best practice for CRM for small, to medium sized
enterprises (SME)
• To understand what compounds are required to improve efficiency with a
CRM database
• To make recommendations to DG for their client database
1.4.2 Personal Objective
• To reflect on the process and to identify transferable skills.
(Fig 1.3, Buttle, Strategic goals for CRM, 2009a)
These objectives have been chosen in relevance to Dutton Gregory’s aims and
objectives as shown in Appendix 1.
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[Fig 1.3] is a report taken from Gartner Inc. “Their Research shows that CRM
goals generally cluster into three broad areas:
• Enhancing customer satisfaction or loyalty
• Growing revenue
• Reducing cost.” (Buttle, 2009b)
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Chapter 2: Organisation background and context
2.1 Intro to the chapter
According to Kreinsen & Jacobson (2008) “Knowledge base does not exist in a
vacuum. It is developed, maintained and disseminated.” So it is important to
evaluate & research literature that already exists in the topic within the research
scope. The key components of CRM are defined by Peelen as (2005a):
1. “Customer knowledge
2. Relationships strategy
3. Communication”.
These components will be made to structure this chapter as shown in the
relevance tree, (See fig 2.1) the author has added training to Peelen’s
components because training will influence how the CRM system is used within
DG and the return on investment. In relation to DG’s market, and related back to
DG as a regional law firm, to justify how they can improve on their CRM
efficiencies. Buttle (2009c) suggests the influence CRM has on a customer
experience as:
• “customers will be recognized
• Their needs better understood
• Order fulfilment will be more accurate
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• Communications will be more relevant and timely
• Service will be more responsive and reliable.”
2.2 Background on Dutton Gregory
DG is a firm of solicitors formed in 1947, they are an experienced law firm and
over the past 15 – 20 years DG has “developed an enviable reputation as one of
the South’s leading commercially orientated law firms, delivering first-class
advice and ensuring a successful outcome are our primary objective.” (Dutton
Gregory, 2015b)
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(Fig 2.1, Relevance Tree, 2015)

2.3 Problems or issues that affect the research context
Problems within DG’s CRM system have resulted in them not reaching their
marketing potential. Relating to section 2.5.2 an impacting factor is the lack
employee training on the systems (SOS & SOLCASE). CRM is fundamental in a
law firm,
because as Davidson (2011) proposes the first option when choosing a lawyer is
“Once you’re ready to hire an attorney, your next step can be to ask family
members, friends, and other professionals you work with for recommendations.”
This was justified by a survey from Google as shown in [Fig 2.2].
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(Fig 2.2, public survey, Blumenthal, 2012)

As the statistics show, recommendations from friends is the most common
option, this intertwines in having a high quality CRM system. An efficient CRM
system can improve on customer retention as shown in [Fig 2.4] Buttle (2009d)
further justifies this by explaining that “satisfaction increases because customer
insight allows companies to understand their customers better, and create
improved customer value propositions and better customer experiences” [Fig 2.3]
is a model showing how CRM can improve performance. Relating to relationship
strategy as shown in [Fig 2.1], customer satisfaction is essential for clients as
“finding a trusted advisor to help you navigate legal terrain can be a daunting
task” (Williams & Anderson, 2006) the author recommends DG continue
prioritising client care [as shown in appendix 2].
(Fig 2.3, Customer Relationship Management The satisfaction profit chain,
Buttle, 2009e p.43).
(Fig 2.4, Customer Relationship Management (The effect of customer retention
on customer numbers, Buttle, 2009f p.31).
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2.4 Management Project appropriate for Dutton Gregory
Relating to customer knowledge [see Fig 2.1] and DG objectives [see Appendix
2], DG are a ‘customer-centric firm’ which Buttle (2009g) describes as “a learning
firm that constantly adapts to customer requirements and competitive conditions.”
[Fig 2.5] from Buttle (2009) model suggest using the QCI model which focuses
on penetration, retention and development to create a successful CRM system.
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(Fig 2.5, QCI customer management model, Buttle, 2009h, p19).
2.5 Research into the industry internally
In relation to [Fig 2.5] in order to develop a CRM Strategy, “an organisation must
first meet certain preconditions… CRM not only involves the marketing or the IT
function within a company, but has a way of becoming interwoven in all the
departments within the organisation.” (Peelen, 2005b) Customer experience and
proposition is vital for meeting the QCI model. The S.W.O.T analysis will be able
to develop a CRM strategy to analysis the business internally.
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2.5.1 Strengths
DG marketing strategy is a non-aggressive sales approach. In relation to IT
investment in section 2.5.3, a case study about a cruise company called ‘orange
line’ who used their CRM system to “build a customer database with names,
address, phone numbers … People on the prospects list are approached by mail,
phone or e-mail. Marketing is responsible for developing the campaigns” (Peelen,
2005c) Linking to DG and [see Fig 2.1] two way communications on an improved
CRM system will “Provide the sales force the analytics to measure product and
campaign performance. This information enables superior customer process
management and improved strategic customer decision making.” (Baran, Galka
& Strunk, 2008) This will follow [Fig 2.5] encouraging the CRM to penetrate,
retain and develop their clientele as well as formulating strategic idea.
2.5.2 Weaknesses
The current weaknesses DG has with their current CRM system, the author
suggest that most of their staff are not fully trained, have limited access to key
data areas, or are less than 100% confident using the software as shown in
section 3.4. [Fig 2.6] from CRMnext (2014) explains the difference in maturity
levels an organisation can produce. As Hossler & Bontrager, (2014) suggest “If
training and development are neglected, the results can be disastrous-delayed
implementations, unnecessary modifications, incorrect use of application of the
technology” (Hossler & Bontrager, 2014)
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(Fig 2.6, CRM maturity Model, CRMNEXT, 2014)
DG’s current maturity is at stage 2, as there’s no consistency throughout the firm
and the system as shown on the survey in section 3.4. The author would suggest
development of the CRM system should be a priority, so they can compete with
their competitors CRM systems as shown in appendix 4. Buttle (2009i) suggest
that firms should implement “End-user test will show whether further
customization is required. Final adjustments to marketing, selling, and service
processes are made at this stage, and further training needs are identified and
met.” This will improve DG’s development of the CRM system as shown in [Fig
2.5].
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In relation to [Fig 1.2] “CRM software's biggest disadvantage is the resentment
employees may feel toward the software, many employees disagree with
change.” (Marketingweekly, 2014) [Fig 2.7] by Finnegan & Willcocks (2007)
demonstrates the multiple issues to consider internally when implementing CRM
into a firm, with culture being the starting point to a successful CRM system, if all
elements in the cycle are in sync it can be the foundation of an efficient CRM
system.
(Fig 2.7, Culture Model, Finnegan & Willcocks, 2007a, p3)
[Figure 10] by Wikstrom, (2013) suggest “management must ensure that job
evaluations, compensation programs, and reward systems are modified on a
basis that facilitate and reward customer orientation. After all, how people are
measured will determine their behaviour.”
2.5.3 Opportunities
DG are aiming [See appendix 1] towards large investment in IT to improve
efficiency. This would recommend outsourcing to vendors who operate as B2B
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firms, to create suitable CRM systems, such examples like “LexisNexis software
division develops business management and litigation technologies that enable
law firms and legal departments to streamline workflow, improve collaboration,
reduce expenses, improve efficiencies, and drive better legal outcomes.”
(Raleigh, 2015) Development of the CRM data mining system, combined with
efficiently trained staff will benefit all departments, resulting in attracting more
clients. Buttle (2009j) suggest “Clustering ... to minimize the difference between
members of a cluster while also maximizing the difference between cluster” This
relates to the relevance tree [as shown in Fig 2.1] on the relationship strategy to
improve segmentation when target marketing and [Fig 2.5] in gathered customer
information.
2.5.4 Threats
“When data is deleted is it rarely removed entirely from the underlying storage
media unless some additional steps are taken“(ICO, 2012) Data input and
deletion at DG is inefficient, therefore DG is at risk because “The Data Protection
Act regulated the use of data about a living individual provided the individual can
be identified from that information or from the possession of the data user.”
(Kosta, 2013), If DG is holding client data which should have been deleted from
the CRM system they are breaching the Data Protection Act, they will be at risk
of reducing brand reputation as the media will brand DG as a solicitors firm that
do not abide by the law which will be ironic.
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An example of when the Data Protection Act has been breached is when “a large
UK insurance company … lost an unencrypted back-up tape with the personal
data on it … the Financial Services Authority said that there had been a failure of
risk management and control system.. This resulted in a fine of £2.275m.” (Hood,
2012) To avoid a situation like this DG will have to obtain express acceptance
from clients for their data to be used, or give clients and contacts the option to
‘opt out’ or unsubscribe from any future mailings or ‘marketing materials, an
example of a consent form, shown below Peelen (2005d).
2.6 Analysis on the constraints to Dutton Gregory Externally
2.6.1 Economic (Recession)
Buttle (2009k) suggest that “Providing the relationship is satisfactory, trust grows
while risk and uncertainty are reduced.” Customer retention should be pivotal in
times of a recession (See appendix 7) because clients will have lack of
disposable income, therefore taking legal action would be too much of a risk.
Consequently CRM will be seen as an avoidable cost as defined by Gupta
(2010a) “cost which can be eliminated if a particular product or department with
which it is directly related is discontinued.” This means that CRM development
will not be a priority for a struggling business, relating to [Fig 2.1] where cost and
21
Before we can accept your request and execute the contract, XXX Inc, will
require your personal dat. We will be able to use these data to inform you
about relevant services provided by XXX inc. and its subsidiaries. If you are
not interested in receiving this information, you may send written notification
of this to XXX Inc., PO Box . . .

time will be implemented on training, however as shown in [Fig 2.5] efficient CRM
will create a latent loyal customer base, which Buttle (2009l) describes as,
existing “when a strong relative attitude is not accompanied by repeat buying”.
This is related to DG clients as legal action usually is not a regular occurrence.
(Fig 2.8, 5-year Pattern for Demand Growth, Hurley, 2013a)
CRM is an expensive procedure with cost included to staff, training and initial set
up cost. If the UK economy is in a recession this may result in redundancies in
law firms. Aldridge (2011) refers back to the 2008 recession as “work generated
by the crash started to dry up, and the redundancies finally began” This is
evident to [Fig 2.8] by Hurly (2013) where it shows the correlation between
growth in the industry and times of economic downturn.
Discontinuing CRM is a cost cutting option to a firm because “the set-up and
maintenance of a database with customer data require spending and investment”
(Peelen, 2005e) This can occur from what is deemed as small cost campaigns
such as sending newsletters to a client’s address, however sending out 1000s of
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newsletters can be a costly to a firm, especially if the CRM is filled with
unresponsive cold contacts, “sometimes known as cold calls. This can be a very
wasteful use of an expensive asset: the salesperson.” (Buttle, 2009m) This
suggests a negative effect on DG marking and business development activity as
the company’s CRM is their only real source of customer knowledge [See fig
2.1], as Finnegan & Willcocks (2007b) suggest “If CRM systems can be
successfully implemented, with all the complexity that involves, they could
represent a key technology for the… knowledge-based organization of the 21st
century”. This will have an impact on, DG’s competitiveness in their market.
2.6.2 The Social Consumer
Linking to [Fig 2.1] on the relationship strategy, B2C communication has
changed dramatically, becoming more complex in lines of communication as [Fig
2.9] explains by Acker, O. Grpme, F. Yazbek, R & Akkad, F (2010)
(Fig 2.9, Change in the enterprise mind-set, Acker, O. Grpme, F. Yazbek, R &
Akkad, F, 2010.)
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DG are struggling internally with their relationship strategy, they are “aiming for
2:1 ratio of fee earners to secretaries” (Dutton Gregory, 2015a) the purpose will
be to create efficiencies in their lines of communication. Acker (2010) suggest
“one-to-one relationship between companies and their customers is rapidly
evolving. Consumers now have a wide variety of new technologies at their
disposal” With DG solicitors on busy schedules the problem can arise”. Relating
to [Fig 2.9] DG are looking to update their two-way communication as advertised
on their website “At the same time, substantial investment in quality assurance,
communications, and IT systems ensures continuing high levels of client care”
(DuttonGregory, 2015b) If implemented correctly as [Fig 2.5] suggest on
acquisition (development) it can create a “positive, two sided relationship in
which both partners respect and are committed to one another have the potential
to lead to a long term competitive advantage” (Peelen, 2005f) If inefficiencies are
corrected doors can be opened for DG client retention objectives [see Appendix
1] this is all included by Hurley (2013b) in [Fig 2.10] which shows what clients
demand from their solicitors.
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(Fig 2.10, what is at stake for law firms, Hurley, 2013b)
2.6.3 Technological
The constraints towards DG’s CRM system externally, is using a basic CRM
system which only proposes features as explained on SOSLEGAL (2015)
website “Makes it easy to create custom screens that display information
particularly relevant to your firm’s activities, giving you a clear marketing focus.
• SOS software includes built-in CRM (client relationship management)
• Maximise referrals and income potential by building closer relationships
• Manage your opportunities and gain visibility of your prospect pipeline.”
As shown in {appendix 4] there are a number of features that DG are missing out
on, because they are not updating or changing to an advanced CRM system
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consequently losing out on marketing techniques and strategies to improve
efficiencies. Johnston (2012) suggests “development of services, achieving this
through the collaboration and sharing of knowledge, efficient interactions, and
improvements in the quality of service.” This relates to DG objectives as shown in
[appendix 2] with looking to update SOS however a change in a CRM system
could be beneficial. A Manager (2015) from DG said “It’s more of a contact
database rather than a CRM system” The difference between a contact database
and a CRM system is explained in [Appendix 5]. [Fig 2.11] looks at DG
competitor’s point of view on technology in their firms, knowing what they have to
do technological to improve efficiencies.
(Fig 2.11, Technology is part of the solution, Hurley, 2013c)
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Chapter 3: Methodology
3.1 Introduction to this chapter
Fig 3.1 from Saunders et al (2003b) details the ‘Research Onion’ which the
author has used to structure his approach to this chapter in a methodical way, to
give an outline of appropriate methods and justification of the selected methods
(Interviews, surveys and observations) for the data collection.
(Fig 3.1 Research Onion, Saunders et al, 2003b)
With Samuel et al (1997) defining the fig 3.1 as “onion model illustrated the
relationship between a core organisational identity, deep beliefs and shared
meanings with the outwardly visible aspects of an organisation existence.”
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3.2 Research Philosophy
As with an onion, Saunders et al (2003c) suggest that “the model can be used to
peel away the layixers which form the components of a successful research
approach to the questions. The outer layer offers the research philosophies for
which the author will follow a mix of realism and interpretivism.” Interpretivism
relates to research strategies such as action research. Hilary (2010) explains
“Unlike positivism Interpretivism believes that being able to generalise is not
important, but that it is the context within which the phenomena occurs that
demonstrates reality pertinent to each specific situation” This relates to the DG
CRM system because it needs specific direction as to what improvements need
to made, to match the company and departmental objectives (see appendix 1) for
use the I.T and equipment.
The aspect of the realism philosophy related to the author’s methodology is
“based on the belief that a reality exists that is independent of human thoughts
and beliefs.” (Saunders et al, 2003d) This is because survey and interviews have
taken place, so the use of qualitative data is enforced throughout the research.
Qualitative data is well matched to the research question because as Eriksson
(2008a) explains “This is due to the differences in the epistemological and, more
generally, philosophical positions of research settings” which is a compelling
argument, as the topic needs an intense thought process with a clear direction to
gather any conclusion.
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3.3 Research Approach
The author has taken an inductive research approach. An example of when an
inductive approach will be most effective by Saunders et al (2003e) is in
“conducting research on DIY store employee absenteeism would be to go on the
shop floor and interview a sample of the employees and their supervisors about
the experience of working at the store”. This would be similar to the author’s
relationship with the DG staff because the author was in the office with staff daily,
and has conducted face-to-face interview with an employee, (As shown in
appendix 9).
The author gained first-hand experience between staff relationship and the CRM
system, as Saunders et al (2003f) then justifies gaining first-hand experience with
research as “The purpose here would be to get a feel of what was going on, so
as to understand better the nature of the problem”.
(Fig 3.2, what is Induction and why study it, Feeney, 2007a)
29

Figure 3.2 shows the ‘Criterion shift account’ which gives details on the
similarities between induction and deduction. With Criterion 1 linking to the CRM
system because there are multiple improvements needed to be made on the
system. As Feeney (2007b) explains the model “assessing the strength of an
argument involves finding its place on a one dimensional scale ranging from
minimum argument strength (the most unconvincing argument possible) to
maximum strength (an utterly and completely compelling argument).” To assess
whether an argument should be considered inductively strong, would be
identified in the employees surveys and questionnaire (As shown in appendix 8 &
9) the author conducted at the firm, correlating in issues and problems the staff
have towards the CRM system.
Using the inductive approach does not wholly rule out deductive research as
Saunders et al (2003) suggest that most research studies have elements of both
in them.
3.4 Research Strategies
3.4.1 Survey
Pilot data collection instruments, in the form of surveys, were sent out to one
person from DG in two main locations (Southampton & Winchester) Due to the
small population size for the surveys, it was felt that this was a sufficient number
to receive feedback which would influence any adjustments that were needed to
the survey. Finnegan (2007c) justifies the use of conducting a pilot as a “Pilot
intends to secure an improved understanding of the micro mechanisms and
30

patterns of the implementation processes of CRM systems at both sites, in order
to develop sense-making before the main study” This comes into context in
discussion with the Survey pilot the author produced (section 3.6). However the
use of small scale pilots can be useful for the author as Snijkers (2013) explains
“to refer to any such field test with respondents where the data collection is
intended to mimic the realistic setting of the response process... Small-scales
pilots may draw on convenience or purposive samples”
In the email (See Fig 3.3) the author informed the staff involved it will be
confidential and if they have any questions they should feel free to contact the
author as soon as possible, including possible improvements to the survey.
[Fig 3.3, image of email sent to Winchester Staff]
31

The email was not sent to everyone as it was only for the pilot survey, the
response from the pilot was that there were no issues reported back about the
survey, the pilot met the criteria for all the questions (as seen in appendix 6)
which were required to be asked before sending out the final version. Efficiency
will be a beneficial reason for conducting a pilot survey for the CRM system, as
Cargan (2007a) explains the benefits “A pre-test or pilot study is a means of
checking whether the survey can be administered and provide accurate data”.
3.4.2 Grounded Theory
Qualitative research, in general terms is categorised into grounded theory. The
relation between grounded theory and the authors chosen methods is to do with
open and axial coding of data. Strauss (1987) explains the effects of open coding
on qualitative data by “Initially they are likely to be crude, so they will need much
modification. Anyhow they are provisional so will end up considerably modified,
elaborated,” The shorter answers from the survey, will be open coded to get a
closer understanding, so then axial coding can be implemented. The author
suggest that axial coding can then “Indicates a process of theoretical
development. As relationships between categories are recognised, they are
rearranged into a hierarchical form, with the emergence of subcategories”
(Saunders et al, 2003g) Answers from the survey (See section 4.2) will be
categorised, facilitate analysis what is influencing the results.
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3.4.3 Ethnography
Saunders et al (2003h) consider ethnography as a “firmly rooted in the inductive
approach … This deals in some detail with participant’s observation, the research
method that dominates ethnography.” Ethnography integrates in to the author’s
methodology because as shown in section 3.6 and as Gooberman-hill (2014)
explains “Current ethnographic research usually comprises multiple methods of
data collection methods and recording. These include participant observation...
Interviews, audio, video recording, collection of documentary, visual materials
and surveys.” This relates to the authors methodology using a range of
techniques. The author justifies using ethnography as it “Will develop a “cross-
disciplinary move of ethnographic methods may help to refine these methods buy
putting them into wider perspectives” (Melhuus, Mitchell & Wuiff, 2012)
3.4.4 Action Research
(Fig 3.4, action Research Spiral, Saunders et al, 2003i)
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Figure 3.4 is a model which explains how the author was learning ‘on the job’
while on placement, (Saunders et al, 2003j) suggest that “reconnaissance,
monitoring and evaluation and involvement of employees (practitioners)
throughout the process” Is self-conducted. This is an appropriate method relating
to fig 3.4 ‘planning and reviewing the task at hand’, a recommended way to
identify problems and rectify them for the present and future. Schein (1995)
suggest “Once employees have identified a need for change and have widely
shared this need becomes difficult to ignore, and the pressure for change comes
from within the organisation.” In relation to the CRM system at DG the author can
then “reflect in this subpart on our journeys as nascent participatory action
researchers by identifying specific challenges that we experienced, and that
might, at first, seem daunting to others interested in doing legal action research.”
(Houh, 2015)
3.5 Time Horizons
Cross section
“Cross-sectional studies often employ the survey strategy. They may be seeking
to describe the incidence of a phenomenon (for example a survey of the IT skills
possessed by managers in one organisation at a given point in time) or to
compare factors in different organisations.” (Saunders et al, 2003k) Saunders
justifies cross sectional perspective relating back to section 3.4.1, as the author
has time restrictions to the research project, therefore longitudinal would not fit
the criteria for the project. “In a longitudinal study, subjects are followed over time
with continuous or repeated monitoring of risk factors or health outcomes, or
34

both.” (TheBMJ, 2015) On the other hand there are some aspects of longitudinal
data in the author’s research with Hedeker (2006) explaining the complications of
“longitudinal data is the invariable presence of missing data. In some cases, a
subject may be missing one of the several measurement occasions; however, it
is more likely that there are missing data due to attrition”. This narrates back to
section 3.6.3 with the author not receiving back all the surveys he sent out.
3.6 Research Methods
3.6.1 Qualitative research
Throughout the methodology to keep a consistency of reliability and validity a
framework will have to be implemented as Hennink et al (2010) explains “The
circle around the conceptual framework suggest that these concepts are all
thought to be embedded within a specific cultural meaning system”. A semi
structured and exploratory research method was influenced in the research
methods with the surveys and interviews. Generally this type of research is the
most common as Fig 3.5 shows.
(Fig 3.5, Uses of different types of interview in each of the main research
category, Saunders et al, 2003l)
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The research methods were structured around exploratory because “Exploratory
research typically seeks to create hypotheses rather than test them” (Sage,
2014) this is shown in appendices 8 & 9 with both interviews and surveys
enquiring open questions to identify the problems. Justification for the method is
because of the intertwining research the author conducted between interviews
and the survey. Saunders et al (2003m) reiterates this explaining that “a semi
structured qualitative approach may be used to explore [responses]’… the point
that interviews, presumably semi-structured or in depth ones, may be used as a
mean to validate finding from the use of questionnaires”
3.6.2 Interview
As shown in appendix 8, the author has conducted an interview with a member of
the marketing department. The objective of the interview is to collect qualitative
data internally about the CRM system. An interview was conducted because as
Gill et al (2008) explains “Qualitative methods, such as interviews, are believed
to provide a 'deeper' understanding of social phenomena than would be obtained
from purely quantitative methods, such as questionnaires.” If conducted
efficiently the author should gain this ‘deeper understanding’ about employee’s
attitudes towards the companies CRM system. However Gill et al (2008) then
explains that interviews can carry risk, when conducted in an organisational
environment where employees will be sensitive about certain criticism about their
own firm. “Interviews are, therefore, most appropriate where little is already
known about the study phenomenon or where detailed insights are required from
individual participants. They are also particularly appropriate for exploring
36

sensitive topics, where participants may not want to talk about such issues in a
group environment.”
This is referred to citation bias as explained by Pannucci & Wilkins (2011)
“Citation bias refers to the fact that researchers and trial sponsors may be
unwilling to publish unfavourable results, believing that such findings may
negatively reflect on their personal abilities or on the efficiency of their product.”
To avoid citation bias, informing the interviewer that the whole interview was
confidential, therefore the interview will be conducted anonymously.
3.6.3 Survey
(Figure 3.5, DG survey Timeline)
The author followed a framework created as a Gantt chart personally. The Gantt
chart will be used essentially so the author can keep to schedule, knowing what
to do at each stage of survey methodology.
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The author gained a sample size of fifteen from their supervisor because the
sample was pre chosen that means the author used probability sampling
(Representative sample). Probability sampling is best suited for the research
topic as probability sampling as Babbie (2009) explains “To probed useful
description of the total population, a sample of individuals from a population must
contain essentially the same variations that exist in the population.”
The author collected twelve out of fifteen responses. The problem about being
given such a small sample size is that it can result in generalisability of the
findings as Saunders et al (2003n) clarifies “There is likely to be an issue about
the generalisability of the findings from qualitatively based interview studies,
although the validity of such studies is not raised as an issue… However
qualitative research using semi-structured or in-depth interviews will not be able
to be used to make generalisations about the entire population”. Therefore in
relating to section 3.6.1 with reference to conducting a semi structured interview.
A pilot was first conducted as shown in section 3.4.1 and appendices 9. A pilot
study has a significant difference on the final draft of the surveys handed out, as
explained by Woken (2014) “It often provides the researcher with ideas,
approaches, and clues you may not have foreseen before conducting the pilot
study. Such ideas and clues increase the chances of getting clearer findings in
the main study.”
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3.6.4 Observation
Observations were conducted by the author while working at the organisation,
the author participated in many formal conversations about the CRM system and
employees frame of mind about the system. This resulted in understanding
internally about the system and different opinions and feelings towards the
system. The use of naturalistic observations was implemented as you would
expect, with the author working at the organisation. Naturalistic observation does
not affect the validity of the results as White & McBurney (2012) explains
“Naturalistic observation is often called unobtrusive research. The term
unobtrusive simple refers to the effort that researchers make not to influence, or
obtrude on, the behaviour being studied.”
3.7 Ethics
As shown in Appendices 10, ethical issues were considered towards the
organisation, as the organisations were content with how the author was
conducting the research. The only change the author made was to make the
research confidential, to make participants feel comfortable and secure with their
answers. “Confidentiality and anonymity have also been shown to be important in
terms of gaining access to organisations and individuals. Once promises about
confidentiality and anonymity have been given it is of great importance to make
sure that these are maintained”. (Saunders et al, 2003o)
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Chapter 4: Results and Analysis
4.1 Introduction
This chapter aims to analyse the data collected via the data collection methods
detailed in the previous chapter, In summary this was through using qualitative
methods including a face to face interview with one of the marketing members
(See appendix 8) and by sending out surveys via email to the client support
member at the firm (see appendix 9). The author has gathered data from the
methods to originate a conclusion on DG’s CRM system effectiveness and then
relating to chapter 5 on what recommendations the author has for DG to improve
on their CRM system correlating in also improving on the 3 key component of a
CRM system.
When involved with the organisation the author attempted to collect as much
data as possible whilst bearing in mind, as discussed in section 1.1 that the firm
is classified as a SME. At first though, the author believed that this would have
been a positive, as the firm would not be hesitant to providing the author with
research previously conducted by the organisation or previous external
researchers. However this was not the case, because DG are at a premature
stage in their marketing department, they did not have any market research
previously done, as their priority was addressing the firm’s internal problems
rather than external. This problem did not have an immense effect on the
author’s research as the problems with the CRM system are an internal concern.
40

The reason why the research is conducted on a small scale is because of the
resources available. Relating to section 3.6.2 and section 5.4 DG only had 15
employees that the author could send the surveys to, resulting to a limitation in
results. In comparison to other research where the topic may include the use of
data collected by students or a certain demographic, where the sample
population would be much larger than in a SME.
4.2 Themes/Trends
4.2.1 Concept 1 – Initial topic
Relating back to section 2.1 where Peelen (2005a) defines the components of a
CRM system, the author’s objective for the research topic, is to find out if DG
CRM system is aiming towards the generic strategic goals as shown in fig 1.3.
Buttle (2009n) defines a CRM system as “CRM is the core business strategy that
integrates internal processes and functions, and external networks, to create and
deliver value to targeted customers at a profit. It is grounded on high quality
customer related data and enabled by information technology”. If DG’s SOS
system can be improved this will benefit DG resulting in DG meeting their
objectives, specifically “To provide first rate client care and professional advice”,
as shown in appendix 1.
From the data collected the author has decided in taking a thematic analysis
approach to the research. Eriksson & Kovalainen (2010b) describes a thematic
analysis as “You can examine any empirical data for themes and then develop a
41

storyline to integrate themes into meaningful stories. Here, the narratives are
clearly constructed by the researcher and their construction is a central part of
the analysis.” A development of a storyline is what the author is looking to collect
from the data, as shown in fig 4.3 and 4.6 where the author has highlighted all
the surveyors’ answers on a certain question and put the answers in a wordle for
some analysis. Using thematic analysis to highlight key words from the surveys
and interview to create a wordle. The author main aim at the beginning of the
research was to identify changes using qualitative data on what can be added to
improve the CRM system, as Peelen (2005g) justifies “The system can only be
successful if we have qualitatively good data to develop customer knowledge and
are capable of exploiting this during the development of the mutually profitable
relationships with customers.” Relating back to fig 2.5 on customer penetration,
retention and development, to increase client loyalty and brand awareness (see
section 1.3) to encourage new customers to inquire for the free 30 minute
consultation, producing a higher level of client care as shown in appendix 1 on
“DG objectives”.
However as experience and knowledge escalated and the more in depth the
work became, it converted clear that culture and training was the main issue
effecting the development of the companies CRM system. Using thematic
analysis the author was able to identify certain trends from the surveys
conducted. Thematic coding can be implemented with the use of colour coding
42

as explained by Lacey & Luff (2009) “using separate colours for each code or
category… this method would not be suitable for complex analyses”
This justifies the author using the thematic coding techniques, as the author did
not collect any quantitative data or use a large population of surveyors or
interviewees, by means of complex analyses the thematic approach does not
participate in the complex analyses category. From the results collected from the
surveys the author then conducted thematic coding analysis on the results.
4.2.2 Trends established from the interview – Thematic Analysis
Exactly how Lacey & Luff (2009) explained the theory in the previous page the
author used colour coding to separate the difference between the interviewers
answers. Separating the importance towards answers directing towards mailing
list which are highlighted in yellow and possible improvements and criticism on
the CRM system highlighted in blue. Linking back to chapter 2 section 2.1 on
Peelen (2005a) components and fig 2.1 with the research completed the author
can identify, how improvements can be made to the mailing list which will
contribute to the key components of a successful CRM system.
Referring back to section 2.1 Buttle (2009c) suggest the influence CRM has on
customer experience, concerning all 3 components. From the research
conducted by interview the author came to a conclusion that, the interviewee did
not consider that any features needed to be added to the SOS CRM system,
except of just adding the field of ‘previous employer’. Instead the interviewee
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thought that efficiencies were the main issue with SOS stating “the intro field can
be misleading and take a long time to search through to find the right one for that
particular client”. The interviewee already identified the problem with the SOS
system from previously experience at the firm. With the research conducted by
interview the author looked to detect a more profound approach, to identify a
conclusion to why the firm had such a negative opinion on the CRM system and
what could be done to change certain employee’s views on the system.
4.2.3 Trends establish from surveys Concept 2 – improving efficiencies
Dr.Soliman (2011a) justifies the interviewee’s views on improving efficiencies
rather than adding features by stating “There is a significant correlation between
marketing performance and focus on the main customers, organizational
efficiency and customer knowledge management, as the Pearson correlation
coefficient was 0.649, 0,733 and 0.592 respectively at a level of significance less
than 0.01, relating back to fig 4.1.
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(Fig 4.1, correlation between organisational efficiency and customer knowledge
management, Soliaman, 2011b)
In relation to Fig 4.4 on question 9 “Do you regularly go back into SOS to update
contact details for people you know or to add information you may have missed?”
and to the previous paragraph about time efficiencies. Words like rarely and
occasionally show that a few employee’s are reluctant to go back complete client
data on SOS, which relates to Peelen (2003h) model on CRM relationship life
cycle, where employees would use the system at first when it is first initiated into
the firm.
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(Fig 4.2, the relationship cycle, Peelen, 2003h)
However as Fig 4.2 shows as time goes on the novelty of the new firm changing
technology wares off, having a negative effect on Peelen (2003a) CRM
component on customer knowledge as shown in section 2.1. The author suggest
the firm implement a strategy to enforce employees to obligate a “moral
commitment, people feel a sense of obligation; they feel that they are supposed
to continue the relationship.” (Peelen, 2005i) A moral commitment to the CRM
system would suit DG as they are a SME as explained in section 1.1 referring to
background research on DG, implementing intrinsic motivation strategy to
encourage employees as “Intrinsic motivation occurs when we act without any
obvious external rewards. We simply enjoy an activity or see it as an opportunity
to explore, learn, and actualize our potentials." (Coon & Mitterer, 2010)
Suggesting employees will take the initiative on customer knowledge
components more efficient at the firm.
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(Fig 4.3, Wordle to question 9 - Do you regularly go back into SOS to update
contact details for people you know or to add information you may have missed?,
2015)
Relating back to section 1.2 about efficiency problems occurred from duplicate
data being inputted by staff due to a lack of communication internally within the
firm. Relating back to section 2.1 on Peelen’s (2003a) key components of CRM,
where communication being one of the three components. Relating to fig 4.3
specific words can be highlighted from the wordle, that can be analysed, words
such as occasionally and rarely which is the employees describing how often
they input or alter data on SOS. On placement the author realised from
observation that most fee earners in the firm don’t have their own secretary, the
research from the survey also identifies the use of secretaries with fig 4.4 row ‘N’,
where the secretaries are shared around groups of about 3-5 fee earners. The
author suggest that this may be too much fee earners from the paralegals to
handle, as just one fee earner brings in a lot of workload for a secretary, which
can result in confusion and mistakes being made consequently meaning
duplicate data being inputted into the SOS system. Relating back to section 2.6.2
47

on line of communication internally to the firm as shown in (DuttonGregory,
2015c) objectives where they are looking to create a more equal ratio of fee
earners to secretaries, however the author has to take into context there may be
bias from the results, as Saunders et al (2003p) explains “Interviewee may
choose not to reveal and discuss an aspect of the topic that you wish to explore.”
secretaries at the firm where given the questionnaire so relating back to fig 4.4
row ‘G’ where the surveyor replies “Yes I have to do this” meaning that person is
most likely a secretary and just stating what their job title is, without actually
enforcing efficiencies.
(Fig 4.4, Excel sheet on question 9 - Do you regularly go back into SOS to
update contact details for people you know or to add information you may have
missed?, 2015)
4.2.4 Concept 3 Training efficiency
Relating back to chapter 2, section 2.5.2 the author describes the problems with
training within the company. The surveys justify the author’s hypothesis that
there is a lack of training on the companies SOS system. As shown in fig 4.5 only
48

2 staff member give positive results on their personal opinion, on how well they
believe they have been trained on the system. With one of the positive
responses being “Yes I believe so” with that noticeably not a confident yes, as
there is some personal doubt in their personal skills on SOS, contradicting the
results with the question being “100% confidence in using the system.”
(Fig 4.5, Excel sheet on results to question 10 – Are you 100% confident and
fully trained in SOS, 2015)
As Fig 4.5 show there is not much self confidence in their training to the CRM
system, with only 2 respondents out of the 12 who believe they are in a well-
trained position to use SOS. With only 16.6% (2÷12×100=16.6%) of employee’s
stating they well trained on the system, relating back to section 2.5.2 where
Hossler & Bontrager (2014) suggest that if inefficient CRM can have a negative
consequence on time efficiencies when using the system. The fact that most
employees have not been efficiently trained using the system relates back to fig
2.7 on Finnegan & Willcocks culture model, colliding with Mareketingweekly
(2014) quote that CRM’s biggest disadvantage is resentment to technological
49

change, this is because most employees are in the category of generation X, so
were not born around technology and computers.
The author suggest that the lack of training originates from the lack of motivation
to learn about the system as Fig 4.6 shows, with the word onerous being used by
one of the employees to describe utilizing the SOS system. With the employee
stating “…It has seemed onerous in the past to fill some form out and pass the
whole thing over to someone who then puts it in. If I understood its purpose and
was shown how and it did not take long I would put details on.” This response
relates to section 4.2.2 on duplication of data, with fee earners handling the same
client data as the secretaries. Then the response justifies the lack of training and
understanding with the surveyor honestly stating “If I understood its purpose”
suggesting that employees are not efficiently trained working on the system
therefore not recognising certain features of the SOS system. If training is
efficiently implemented this will aim towards DG client care objectives as shown
in appendix one, reducing the percentage of customer churn, where in fig 2.4
justifies how important the lower the percentage is to the amount of clients the
company has in contact with the firm, resulting in a consistent cash inflow into the
firm relating back to section 2.6.1 explain the cost of implementing CRM to firm,
as CRM is an expensive procedure to an SME.
However relating to column ‘I’ and fig 4.6 the surveyor has given evidence about
the marketing section being invisible to people other than the marketing
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department, so this concludes in certain employees not necessarily needing to
be 100% trained in using the SOS system. As fig 2.11 shows having modern
technology has a significant difference to client’s opinions on the firm with 79% of
surveyors agreeing with this statement, this will then conclude in relation to fig
2.5 on the customer management model to increase the firm’s customer base, as
well as improving client retention and improving the development of client care.
(Fig 4.6, Wordle to question 10 Are you 100% confident and fully trained in SOS,
2015)
4.3 Evidence of analysis
The author suggest that the results collected give sufficient evidence assisting
his thesis that improving efficiencies and training, can both be improved to some
extent in both sections.
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Improving efficiencies can be implemented with the use of increase employee’s
attitude towards the system, implementing a moral commitment strategy to
possibly change the culture of the firm.
Training efficiencies can also be improved, which will contribute to improving
efficiencies in data input and modification, however because certain employees
are limited to what features of the SOS system they can access because of
administration policies, this therefore limits the amount of training necessary
depending on the individual.
Chapter 5: Conclusion and Recommendations
5.1 Objective 1 - What did the author find out?
• To investigate best practice for CRM for small, to medium sized
enterprises (SME)
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Relating back to section 1.2, Taylor explained (2010) the importance of
identifying the best practice of implementation to a CRM system, altering the best
practice depending on the culture of the firm. The author established through the
research at the firm, because of the firms already originated culture of being quite
old fashioned using hard copies while simultaneously utilizing modern uses of file
storage (computers) that adding to the CRM system to improve efficiency, was
not the correct way to improve on Peelen’s (2003a) 3 key components of a CRM
system as shown in 2.1. Relating back to section 1.1 on CRM in SME, the author
has concluded that continuing adopting a small scale CRM system is equivalent
to the firm’s financial matters as shown in in section 2.6.3, size and culture as
shown in section 2.5.2.
(Fig 5.1, the power of the mind and the ability to think freely, Berkley, 2014)
5.2 Objective 2 – Reflection on the process, limitations to the process.
• To understand what compounds are required to improve efficiency with a
CRM database
Relating back to fig 2.1 on the relevance tree to the 4 key components on DG
CRM system, the author has concluded, relating back to section 4.2.3 and 4.2.4
53

that the best way for DG to gain the best outcome of the CRM system is to
concentrate on improving efficiencies by implementing a moral commitment
strategy to avoid employee commitment to working on the CRM system as
shown in fig 4.2.
Secondly for DG to improve efficiency internally towards the SOS system,
employees are trained efficiently increasing their capability within in the CRM
system that means relating back to fig 2.5, they can use the features necessary
to penetrate, retain and develop their client base, utilizing all benefits that come
with implementing a CRM system to a firm as stated in section 2.5.1.
The limitations to the research process is considering the author had to change
the research project half way into the research as shown in section 1.3, because
the original research project to add features to the system was not the best
approach to resolve the firms problems with the CRM system. This concluded in
the author having time constraints as there was only a certain allocated time for
the researcher to complete investigation before analysis of the findings had to be
concluded and written up.
5.3 Personal learning to the authors personal objectives
• To reflect on the process and to identify transferable skills.
5.3.1 What has the author leant?
In contrast to the authors own personal learning while conducting the research
for the topic, the author believes he has learned important and transferable skills
54

for the future. From the extensive research conducted on Customer relationship
management systems, the author has gained a wide spread of knowledge and
experience dealing with these systems.
Researches into a successful CRM and the limitations which can occur to a CRM
system when implemented to SME have become obvious to the research. This
became obvious from observations done while on the work placement gaining a
first-hand experience insight in to the firm, which created opportunities such as
conducting his own primary research as shown in chapter 4 to construct
conclusions and recommendations.
5.3.2 What has the author gained from the study?
From the study the author has gained such insights being in a learning
environment while in the workplace. Kolb (2014a) explains action research and
observations as “Personal learning experience is the focal point for learning,
giving life, texture, and subjective personal meaning to abstract concepts and at
the same time providing a concrete, publicly shared reference point for testing
the implications and validity of ideas created during the learning process.” This
statement from Kolb reflects on the authors personal objective, as the author has
reflected on the process as shown in section 5.1 and 5.2, which is vital to the
learning experience as self-reflections on the research is way of knowing
improvements for future reference. Transferable skills have also been identified
as shown later on in this section, the importance of identifying transferable skills
55

is so the author can distinguish between tasks he knows he can now complete
efficiently, because of past experience results, where the individual task has
been completed to a high quality standard.
Firstly the author has identified that by completing the research project, where at
first they had limited knowledge about, that he can motivate himself to do the
research on the topic, experiencing new knowledge necessary to complete his
objectives and to come to a respectable conclusion, which has concluded in the
author having a positive sense of achievement.
Secondly, the author has expanded on their organisational skills, completing a
dissertation requires a lot of planning and organisation techniques, to complete
efficiently, especially when confronted by time constraints as explained in section
5.2.
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5.3.3 Kolb’s learning cycle as a Model
(Fig 5.2, The Process of Experimental Learning, Kolb, 2014b, p25)
Kolb’s learning cycle is a technique to analyse reflection of the learning process,
‘Concrete Phenomenalism’ defines the learning experience of action research,
relating back to section 3.4.4, where the author was in a learning environment
everyday while on placement. Internalized reflection is reviewing on the process
where every day the author reviewed via writing down his task and objectives
completed for the day and what possible improvements which could be made for
next time. The author then participated in abstract conceptualisation in a module
centred on the 10 week work placement where he had to complete 5500 word
assignment reflecting on the placement. Active egocentrism is putting what has
been learnt into practice, relating to section 5.3.2 the author has identified what
he has learnt what has been learned and is prepared to put them into practice
when necessary.
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5.4 Key Implications of findings on a Professional level
On a contextual level the author was limited to the amount of research that was
available, as there was a fixed sample size given to the author; this collided with
the research topic with it involving employees at DG, which meant that after the
placement, no more research on the population could be taken. In comparison to
other research topics, for example topics relating to other students, the author
will always be available to contact other students via email and personal contact
to collect more research. The author believed the findings of the results were
acceptable to answer the question of the research topic relating to answers given
from the questions chosen (appendix 8 and 9). The research gives an underlining
qualitative opinion, on how the support staff and marketing department,
impression towards the CRM system. The use of qualitative data in the interview
and the open questioned survey, gave the author a more detailed insight
internally of what can be improved to match the components of a successful
CRM system as shown by Peelen (2003a) in section 2.1.
On the other hand, the author is still contradictory towards the amount of
response he was allowed to collect, thinking that data collection with a larger
sample size would have been more reliable and valid source of data, as
Saunders et al (2003q) explains “The larger your sample size the lower the likely
error in generalising to the population”. Quantitative data as explained by
Bamberger (2000) “provided a logical explanation for those observations in a
58

form that could be communicated effectively to others. This strengthened the
researcher’s confidence in the results and helped them to understand why they
turned out as they did.” For this reason the author was not confident in only
conducting qualitative research, as analysing the data will be limited because
there is a much wider range of data analysing tools to gather results with
quantitative data, this suggest the reliability of data may be limited however
Saunders et al (2003r) counteracts the authors concerns by stating “The is also
likely to be an issue about the generalisability of the findings from qualitatively
based interview studies, although the validity of such studies is not raised as an
issue.”
The author was also limited to the amount of relevant literature which was
available; this is because while on placement there were no books or journals on
CRM in the vicinity, where otherwise if the author was conducting the dissertation
and research in a library, the author would have had more literature available.
The author was only able to use the few books available that were collected prior
to the placement and the internet, applying such sources as google books and
online journals for sources of literature. The author had to be careful when
search the internet for literature as Saunders et al (2003s) explains “Each search
engine uses an automated computer process to index and search, often resulting
in a very larger number of sites being found. As these sites have not been
evaluated by people, many are usually inappropriate or unreliable”. The main
reason this factor affected the authors literature range is because relating back to
59

section 3.5 about time constrictions the author was only allowed to work three
days a week on the topic.
5.5 Recommendations
The recommendations are supported by the research conducted (as shown in
section 4.2), in relation to the authors objectives and aims (as shown in section
1.3 and 1.4) to benefit the key components of DG CRM system (as shown in fig
2.1)
5.5.1 Training
Relating to section 4.2.4 the author recommends DG implementing an efficient
training strategy to employee’s so that employees are trained to certain features
that are relevant to them. The author experienced the SOS training procedure,
while at the firm, after the training the author asked if everyone new gets the
identical training procedure, the training manager confirmed that the authors
presumption were correct. This justifies the use of an inefficient training
procedure being implemented, when DG are at the stage of appointing a new
employee the author suggest creating a unique training procedure for that
individual depending on their job role, so for example a lawyer at the firm would
just need to know how to add client data such as client details and contact
details, whereas marketing or events department will need to know such features
such as client details, mailing list and identifying client segments.
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5.5.2 Develop a change in Culture
The CRM system will be unable to develop unless a significant alter to executive
and partners perception on the firms individual CRM system, this is because as
they have a larger impact then the solicitors, paralegals and support employees,
however this is the natural culture of the law industry as explain in appendix 3 via
a PESTLE analysis, so changing the culture will have to be implemented
carefully and at a steady process to satisfy the employees motivational needs.
The author recommends the recruitment of a CRM specialist who is highly skilled
with the use of CRM system, an individual who can provide knowledge, relating
to section 5.5.1. They will participate in influence the culture of the fir giving out a
user friendly skilled development training guide to improve efficiencies, by means
of development which DG are equipped for, relating back to fig 2.7 on how the
development of CRM has to be identical and in sync to create synergies in a firm
relating back to the authors aims for the research. (See section 1.3) However
relating back to fig 2.6 DG need to adopt a moral commitment strategy to get
from stage 2 to stage 4 which is a realistic objective for DG being a SME in
relation to section 5.1 on what the author concluded. With a SOS expert
employed that will increase employee knowledge of the CRM system that will
simultaneously develop with experience, therefore DG can aim towards the three
key components of a CRM system relating back to Peelen (2003a) in section 2.1.
With the 4 key components identified it will contribute considerably to develop
DG’s physical and cultural attitude towards a CRM system as shown in fig 2.1.
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Appendix 1: Dutton Gregory’s aims and Objectives
Dutton Gregory’s Objectives:-
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• Maintain and enhance their reputation for traditional excellence, highest
service delivery and exception client retention.
• Increase the size of the practice significantly over the next 3 years to
achieve an annual fee income of £15m by the 30 April 2017.
Aims:-
• To provide first rate client care and professional advice.
• To ensure that all partners and staff are respected, motivated and fairly
rewarded, whilst marinating a healthy work life balance and a good
working environment.
I.T & Equipment aims
• The provision of up to date software utilising office wide efficiencies for the
benefit of client and staff. This will include voice recognition software and
case management implementation in departments which do not currently
have use it.
• Improve staff training to take full advantage of the technology and
efficiencies available to us by the system we have and will have in the
future.
• Improve internal communications by developing the intranet
• Exploration of new technology and software coming on the market which
will benefit the firm by way of increased efficiencies, new ways of
delivering our services and improved customer experience.
Marketing and Sales
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• Brand, Logo, Website, and marketing plans are under detailed review to
produce a firm wide focused approach.
• The management team recognise that each department must develop and
deliver its own effective business development plan.
• Price competition remains strong but relationships of trusty continue to
define who clients choose to use for legal advice
Appendix 2: Dutton Gregory Background Research
Background Research
DG aim to provide the highest level of customer service to their clients, however
a study shows that in majority of law firms, customer service is not a priority,
meaning DG offer a unique selling point in their services “a recent study of the
London Times top 1000 companies revealed a gap between the commitment to
customer service training. While 70% of the business executives polled place
customer focus as the company’s first or second priority, only 34% feel it is
important to train the staff in customer service skills”. (Schmidt, 2004a) offering a
quality service is a priority to DG as stated in their business plan relating to their
CRM system “SOLCASE will be updated and workflows amended to allow the
standardised work to be produced more efficiently so time can be invested in
providing hands on quality service to clients.” (Great Britain, Dutton Gregory,
2014c)
Appendix 3: P.E.S.T.L.E analysis
Political
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Individual governments have different policies which can effect how a business
can conduct its business in a specific region, as explained by Harris (2008)
“Organisations also need to consider not only the national political issues but
also regional and local ones.” A most recent example of local politicians making
rash decisions which can effect a business drastically is when “Winchester
Council acted ‘unlawfully’ over £165 million Silver Hill regeneration scheme”
(Forster, 2015) justifying that Winchester council can be branded as
unpredictable compared to other councils such as Southampton where else
Dutton is based.
Economic
CRM will have a substantial change dependant on the economy of the country
the business is in, this is because of the cost of CRM, and if the expenses of
marketing a campaign will be underneath the potential earnings the firm can gain
from the campaign. “CRM is a fundamental shift in the way a company does
business with its customers, rather than just a one-time e-business initiative, it
requires continuous leadership support over multiple years. This type of long-
term senior management support can only be achieved and maintained if a long-
term strategic plan is developed.” (Destinationcrm, 2002)
Social
With the population ever growing in the UK, this will result in the demand of
solicitor firms increasing, as there will be more people who will need litigation
advice. However with so many price comparison sites “this provides perspective
not only when it comes to attracting new customers, but also in the calculation of
penetration percentage and even ‘shares of wallet’ (Peelen, 2005) Shares of
wallet is to show the consumer that their own product is specific for the client
compared to competitors in the market.
Technological
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There are many technological factors which affect a company’s CRM Systems
and determine how well they are run” since success in the initiative will depend
on creating the right synergy between technological systems, processes, and
people (Gupta, 2014b) The technology which is brought externally into the firm
needs to be compatible to the culture of the firm, meaning that technology isn’t
an individual factor, as August (2012) explains that “If a technology does not
have sufficient motivating factors for its use, it cannot be a success.” This takes
into context the amount of training which has been given to employees on the
CRM system, which can be done from outsourcing vendor. “Once the CRM
software vendor has properly trained your IT personnel-do not cut corners here-
you can look forward to substantial cost savings in the long run” (Goldenberg,
2008)
Legal
When the CRM system has been put into place and has reached its needs for
targeted marketing, this means DG will have to be aware of the term “red lining –
has been used to describe the process of excluding people who live in particular
areas from receiving credit or other financial services. These exclusion often
occurred because of racial makeup of the excluded neighbourhoods.”
(Pendharkar, 2003) This relates back to 2.5.4 (threats) about the legal
implications which can be taken such as a signed document protecting the firm
from legal issues which can avoid “Over the past decade, a number of financial
services companies have been fined because of improper selection techniques
for the marketing.” (Pendharkar, 2003)
Environmental
The project will have to look at all certain aspects to reach its aim of scope
(chapter 1.3) to improve efficiencies in the CRM system to improve DG marketing
techniques, because the successful CRM system will “provide emphasise for the
management of a specific aspect of stakeholder relations such as social
79

investment, local employment, local business development, land management
and land access, environmental monitoring, biodiversity and compliance
management” (Gregoire, 2013)
Appendix 4: Top 5 CRM software features
80

(BUSINESS-SOFTWARE, 2015)
Appendix 5: The difference between a contact database and a CRM system
A database is just that – a base full of data. You can drill down into it, you can
extract items of data, you can create pivot tables and that’s about it.
81

A CRM is more of a process than a piece of software. It takes the database as its
foundation and lets you collect, interpret and use the data for business
improvement.
Let’s create an example: you are collecting data on customers. You have all of
their personal information, all of their product information, they spend, their
interactions with you, their level of satisfaction with you… you name it, and
you’ve collected it. That’s in your database.
A CRM is what allows you to collate that data in one simple view – a dashboard,
if you like. It allows you to create processes around the data. For example, you
may want to know when a specific customer spends more than £1,000, and
create an alert that says “get in touch”. You may want to create an alert around
customers who stop spending, so that you can get in touch and revive their
engagement with you. You’ve taken the manual deep-dive into a database and
made it automatic, intelligent and business-driven. (Cartman, 2013).
Appendix 6: Reasons for conducting a pilot Survey
“A pilot study is designed to answer the following questions:
• Are there enough directions for those conducting the survey to administer
it, collect it, code it, and report it?
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• Are the procedures standardized?
• Is the necessary information being provided?
• Are the questions being asked appropriate for the people being surveyed?
• Is the information being obtained consistent – are items included that can
be assessed for internal consistency?” (Cargan, 2007b)
Appendix 7: Economic Factors affecting loyalty
(Hennig-Thurau & Hansen, 2008)
Appendix 8: Face-to-face, Unstructured and Formal Interview Transcript
8.1: Original structure
How useful is SOS to you?
Do SOS functions meet client’s satisfaction demands?
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When it comes to CRM does DG value price over quality?
What would you change to improve SOS?
How difficult was it for you to get a grip with SOS?
How many hours of training do you think it will take for someone new to SOS to
become comfortable with the system.
Due to inefficiencies do you think you spend too much time on SOS for simple
task?
What would you remove from SOS if you could take anything out and how would
you improve on what’s been taken out?
What features of SOS lets you gain a relationship with your clients?
What Customer Knowledge would you add to SOS that isn’t there already?
Would DG benefit from a more advanced CRM system? Why?
Would you recommend SOS to other SME law firms? Why?
What impression from other employees do you get about SOS?
What level of advanced technology do you believe other law firms use?
What stage is SOS on at DG?
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Appendix 9: Survey Template
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