A project was initiated to develop a CRM strategy, identify the changes required, select the appropriate applications, and build a high-level migration plan to allow the business to move forward.

This involved the following activities:

• A review of the organisations current customer facing processes, mapping the current systems, processes, data-flows, and organisations in order to build a picture of how the business functioned and to demonstrate where the problems were.
• An analysis of how the issues within the business were symptoms of a lack of people, processes, and technology integration.
• Showing how current IT projects were compounding the situation by adopting a point solution approach that was hindered by a lack of integration or a common architecture.
• Addressing misconceptions and cultural issues that were compounding current problems and preventing progress. This included demonstrating that CRM was not a ‘silver bullet’ solution, and that without significant re-engineering effort and cultural change any business benefit would be limited.
• Identification of cost savings, quick wins, and strategic goals that could be achieved
• Building a model of how the customer facing business process should function in the future, and identified which CRM solutions were required to enable this.
• Planning a change programme that would deliver new customer facing processes whilst addressing the organisational, cultural, and technology aspects of the required change.

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