The document discusses the role of CFOs in leveraging CRM systems to enhance business outcomes, emphasizing the need for alignment between technology and organizational objectives. It highlights key trends and common pitfalls in CRM adoption, outlining the critical importance of change management and internal buy-in to drive success. Case studies are presented to illustrate the potential advantages of CRM implementation in various organizational challenges.

1. TALKING CRM
TO YOUR CFO
Presented by

2. W E L C O M E !
The CFO Agenda – Harnessing CRM to Drive Results
• CFO as Chief Empowerment Officer – Perceptions of CRM
• Key Trends in Driving Value from CRM
• Aligning Technology to Vision and Objectives
• The Risk of Inaction and Common Pitfalls
• Questions & Conclusion
mario.pompeo@cohnreznick.com
Mario Pompeo
Partner
Practice Leader
CFO Advisory
CohnReznick LLP
bpowers@growthplay.com
Brian Powers
Director Business
Development
GrowthPlay
tim.enright@cohnreznick.com
Tim Enright
Managing
Director
Practice Leader
MSFT & Cloud
CohnReznick LLP
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3. CFO’s empower initiatives that
• Enable corporate strategy
• Create economic value
• Mitigate risk
C F O A S C H I E F E M P O W E R M E N T
O F F I C E R
Business must
communicate how CRM
accelerates success to
earn a seat at the table
Transform company from today’s results to tomorrow’s success
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4. C F O P E R C E P T I O N V S . R E A L I T Y
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CFO’s perception of CRM
• Forecast reporting
• Electronic Rolodex
Modern CRM Reality
• Forecast reporting
• Account, contact
opportunity management
• Smarter Customer
Engagement
• Drive customer experience
• Intercompany collaboration
• Marketing Automation

5. K E Y T R E N D S I N D R I V I N G VA L U E
5
The CRM
Land Grab
Analytics
Improve
Targeting1 2
CRM
Integrated to
Internet of
Things
CRM Impacts
Lead Scoring
to Prioritize
Marketing and
Sales Focus
3 4

6. Key CRM Trend Mario CFO Brian VP of Sales
1. CRM integrated to IoT
2. CRM for Social
Engagement
3. CRM for Customer
Targeting
4. CRM for Lead Scoring
L E A D I N G E D G E O R B L E E D I N G E D G E ?
LEADING
LEADING
LEADING
LEADING
BLEEDING
LEADING
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BLEEDING
LEADING

7. T E C H N O L O G Y T O A C H I E V E B U S I N E S S
O B J E C T I V E S
Chief Executive Officer (CEO)
Gain competitive advantage, increase profits.
• Can I achieve my goals
with my current
technology investments?
• Can I leverage the cloud
to more efficiently support
the business?
Chief Financial Officer (CFO)
Plan for the future, manage financial assets.
• How profitable are my
individual product lines?
• How profitable are we
with specific customers?
• Are my assets
protected?
Chief Information Officer (CIO)
Increase operational efficiency, manage
information assets.
• Am I providing an
innovative environment
to create business
advantage?
• Can my company’s
systems quickly react to
opportunities?
Chief Marketing Officer (CMO)
Grow and retain customer base.
• How can I engage my
customer and develop
opportunities more
efficiently?
• Are we targeting the
right customers and
markets?
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8. A L I G N I N G T E C H N O L O G Y T O V I S I O N A N D
G O A L S
Business
Vision &
Goals
Technology
People &
Process
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9. I N T E R N A L B U Y- I N I S C R I T I C A L T O
S U C C E S S
• Enabling strategy requires
change
• Companies typically resistant
to change
• Change management that
factors in people, process, and
technology leads to increased
adoption and commitment
of executives say silos within the organization and lack of senior
management vision are the biggest hurdles to better customer
service.
60%
The Economist – Intelligence Unit Report
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10. T H E C O M M I T M E N T C U R V E
Efficiency and productivity gains are not realized on day one
10

11. 11
Gartner CRM Maturity Profile
TA K E A N H O N E S T L O O K I N T H E
M I R R O R
Aware: An enterprise that exhibits few customer-
centric capabilities
Developing: An enterprise that has a rudimentary,
loosely woven set of customer-centric capabilities in
place
Practicing: An enterprise that has implemented basic
customer-centric capabilities
Optimizing: An enterprise that has not only
developed customer-centric capabilities, but has
actively integrated them into its daily operations
Leading: An enterprise that has differentiated itself
based on customer-centric capabilities and has
simultaneously redefined those capabilities

12. T H E R I S K O F I N A C T I O N
While initial costs for CRM can be substantial – risk of inaction is being
left at the starting gate.
• Competitive Disadvantage
• Lost customers / diminished market share
• Disorganized sales approach
• Inefficient sales and marketing efforts
• Poor visibility = poor decision making
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13. P I T F A L L S T O AV O I D W H E N S E L L I N G
T H E C R M S T R AT E G Y
1. Aligning to last years corporate strategy
2. Selling your CFO on what matters to you
3. Not aware of your CFO’s pain points
4. Departmental blinders
5. Politics
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14. C A S E S T U D Y # 1 – D E F E N D T U R F
A G A I N S T N E W C O M P E T I T O R
Major food service manufacturer, outdated business
systems, with a new competitor entering the market.
CHALLENGE: In-ability to launch a nurture campaign, no budget.
OPPORTUNITY: Cloud implementation.
APPROACH: Cannot afford the status quo.
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15. C A S E S T U D Y # 2 – S O C I A L M E D I A
S T O R M
Major consumer brand, outdated business systems, no social
strategy.
CHALLENGE: Social media crisis hits company, lacks technology
to firmly respond.
OPPORTUNITY: Create economic value with CRM implementation
APPROACH: pilot small implementation,
demonstrate ROI -> obtain additional spend
58% of customer service teams view managing social media
inquiries as their top challenge.
Forrester
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16. C A S E S T U D Y # 3 - D R I V I N G C O S T
F R O M P R O P E R T Y M A N A G E M E N T
CFO property management company
CHALLENGE: sell internet of things solution that will save
maintenance cost to BoD
OPPORTUNITY: demonstrate long-term benefits and company savings
APPROACH: pilot small implementation,
demonstrate ROI -> obtain additional spend
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17. Tim Enright
Managing Director-MSFT/Cloud
Tel: 857-264-3868
tim.enright@cohnreznick.com
Mario Pompeo
Partner – CFO Advisory
Tel: 862-245-5097
mario.pompeo@cohnreznick.com
Brian Powers
GrowthPlay
Tel: 603.401.7830
bpowers@growthplay.com