CRM Maturity Assessment

CRM Maturity Assessment

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  G Current Goal CRM Success Drivers o CRM Maturity Index State State a Senior Management Commitment 4.0 4.5 Customer Centric-Organization 3.2 3.7 Senior Business 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 Goals Customer Strategy 3.0 3.5 Technology User Training & & Objectives Alignment Support 3.0 Knowledge Creation 4.6 5.0 2.0 Data Customer Management & Satisfaction Business Intelligence 3.0 3.5 Integration 1.0 Management CRM Analytics 3.8 4.3 0.0 Process Maturity & Customer Documentation Strategy Campaign Management 3.2 3.7 Level Performance Measurement 3.5 4.0 Touch Point Knowledge Integration Creation Touch Point Integration 4.0 4.5 Performance Business Process Maturity & Documentation Level 3.0 3.5 Measurement Intelligence Campaign CRM Analytics Management Data Management & Integration 3.0 3.5 Enabling Technology User Training & Support 3.3 3.8 Enabling Technology User Adoption 3.0 3.5 CRM Maturity Score (out of 100) 67
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  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 Technology Management Commitment 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%
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  CRM Maturity Assessment- Self Assessment Rank the organization's 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
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  Customer profiles havebeen developed, documented and distributed to sales, marketing, service and product management functions. 3 Customers that deal with multiple staff and/or departments do not have to repeat information to each department's staff members to have their issues resolved. 4 Service level agreements have been established with clear escalation protocols. 2 We have solid loyalty/reward/retention programs in place to increase customer retention rates. 3 Business Goals & Objectives Alignment Description of Best Practices Score Notes/Comments There is a general trend in our industry to adopt and implement CRM as a business philosophy, discipline and strategy. 5 CRM is a key strategic initiative that has been slated in our business strategic plan. 2 Achieving success through CRM will help to achieve future enterprise goals and objectives. 4 Senior management agrees that CRM is critical for meeting future business goals and objectives. 3 Each functional department has documented clear CRM goals, objectives and deliverables. 1 Senior management clearly understand CRM and how it can benefit the business. 3
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  Customer Satisfaction Management Descriptionof Best Practices Score Notes/Comments We have a continuous customer satisfaction survey program that monitors the health of our customer attitudes and relationships. 1 We understand the concept of Net Promoter Score and have implemented NPS to monitor "moment-of-truth" customer satisfaction. 1 We follow up on the results of our customer satisfaction surveys and implement feedback across the business where appropriate. 2 We have a tiered customer support system and effectively escalate and resolve customer issues in a timely manner. 2 Customer Strategy Description of Best Practices Score Notes/Comments We have a clearly articulated strategy for how to acquire, grow, retain and value our customers. 4 We believe that all customers are not created equal and should be treated differently. 4 Customers are identified and targeted for differentiated treatment based on behavioral, attitudinal and financial characteristics. 3 We make relationship investment decisions based on the customer's lifetime value. 1 Knowledge Creation
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  Description of BestPractices Score Notes/Comments The value of transforming data into actionable insights and knowledge is acknowledged and recognized within our company. 5 Insights-based knowledge is applied regularly to drive strategy, improve tactics and to support business decisions 5 Insight-driven action plans are tracked, monitored and evaluated for business impact. 5 We have the internal staff with the skills, competency and expertise to transform data into actionable insights and knowledge. 4 Customer knowledge is shared with key departments and functions to attain a holistic view and understanding of the customer across the business. 4 Business Intelligence Description of Best Practices Score Notes/Comments We have an enterprise business intelligence strategy and framework that is continually maturing and evolving. 3 Our enterprise business intelligence framework provides real/near-real time access to KPI's and information that is reliable and consistent over time. 3 Our enterprise business intelligence strategy is supported by an integrated architectural framework that enables data governance and an enabling technology platform that supports the transformation of data into information. 4 Data 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
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  CRM Analytics Description ofBest Practices Score Notes/Comments We view analytics as a competitive differentiator for our company in our industry. 4 Analytics enables us to better understand the past behavior of customers. 4 Analytics allows us to anticipate the future behavior of our customers. 3 We consistently leverage analytics to target the right customers, at the right time, with the right offer, through the right channel. 4 Campaign Management Description of Best Practices Score Notes/Comments We have a robust campaign management methodology and process within the Marketing department to plan, execute, track, measure, report and analyze marketing campaigns. 3 We use marketing automation technology to efficiently manage our internal customer marketing campaign workflow and processes. 4 Campaigns are continually tested and evaluated across a variety of dimensions including targeting, offer, creative and channel to determine which contributes the best performance. 3 Results of all marketing campaigns are tracked, measured, reported and analyzed immediately following the conclusion of every campaign. 4 Key learning's from campaign post analysis are reviewed and changes to marketing plans are implemented. 2
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  Key learning's fromcampaign post analysis are reviewed and changes to marketing plans are implemented. 2 Performance Measurement Description of Best Practices Score Notes/Comments Performance measurement was originally introduced, and is continually championed and promoted, by our senior executive. 3 Performance measurement succeeds when our company's strategic and business performance measures are in alignment with overall organizational goals. 3 Multi-directional and cross-functional communication consistently takes place within our organization which is crucial for establishing and maintaining a successful performance measurement framework. 4 We have implemented a disciplined and rigorous performance measurement methodology and system that consistently tracks, measures and reports business, customer and campaign KPI's. 4 Touch-Point Integration Description of Best Practices Score Notes/Comments Touch points are important because customers form perceptions of our company and brand based on their cumulative touch point experiences. 5 We consistently fulfill our brand value proposition across all touch-points to ensure an exceptional and repeatable customer experience. 4 All "push" and "pull" customer interactions and touch points are mapped across our business. 4 The customer experience is mapped across all touch points as they move through their lifecycle (suspect, prospect, customer, advocate). 3 Process Maturity & Documentation Level
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  Description of BestPractices Score Notes/Comments We have defined and documented repeatable and measureable processes for Sales. 3 We have defined and documented repeatable and measureable processes for Marketing. 3 We have defined and documented repeatable and measureable processes for Customer Service Operations. 3 We have defined and documented repeatable and measureable processes for Product Management. 3 We have defined and documented repeatable and measureable processes for Billing Operations. 3 Clear metrics exist in each functional department to evaluate their performance & productivity. 3 Data Management & Integration Description of Best Practices Score Notes/Comments Customer reference data (name/address/city/province/postal code/phone/email) across the enterprise is synchronized, integrated and safely stored in a central data warehouse. 2 Customer activity data (transactional/behavioral/financial) across the enterprise is synchronized, integrated and safely stored in a central data warehouse. 4 A unique customer identifier, i.e., customer account #, is used across all enterprise systems and databases. 3 IT/IS has taken responsibility for master data management stewardship across all departments/systems/databases; each functional department has committed to keep data as clean as possible and free from errors. 2
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  IT/IS has takenresponsibility for master data management stewardship across all departments/systems/databases; each functional department has committed to keep data as clean as possible and free from errors. 2 All key customer interaction groups have direct access to an intuitive graphical user interface and enabling CRM system that contains a single view of our customer. 4 Enabling Technology User Training & Support Description of Best Practices Score Notes/Comments We have allocated budget and resources to CRM enabling technology end-user training & support. 3 There is adequate time for all user groups to be trained well in advance of a planned CRM enabling technology roll out. 3 There are experienced staff in place to provide CRM enabling technology training, support, and administration. 2 Clearly defined job descriptions for CRM staff have been created and all essential positions are filled. 4 There is a clear knowledge transfer plan from the CRM implementation consultants to the front-line managers who will be responsible for training post-implementation. 4 Our CRM enabling technology vendor/partner has a service level agreement for application support. 4 Enabling Technology User Adoption Description of Best Practices Score Notes/Comments Senior management has mandated that end users adopt and use the CRM enabling technology system. 3 User adoption reports are generated and distributed to senior management. 3
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  User adoption reportsare generated and distributed to senior management. 3 Post-training job aids and support tools are provided to all CRM enabling technology end users (FAQs, etc.) 2 On-going end user coaching and quality assurance processes are in place and are measurable. 4
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  CRM Maturity Assessment- Recommendations CRM Success Drivers Scores Recommendations Senior Management Commitment Senior management understand CRM is a complex, long-term initiative 5 0 Senior management has committed to provide resources to ensure success 4 0 If you are planning to implement an on-premise solution, consult your CIO to CRM 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 0 Senior management is dedicated to improving customer service & support 4 0 Customer Centric-Organization Customers are strongly focused on by all enterprise departments 4 0 Ensure marketing has a seat at the board room table and adequately Customer needs drive business planning & decision-making 3 represents customer needs & interests. Use our Customer Profile tool to identify demographics, psychographics, and Customer 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 issue Service level agreements have been established with escalation protocols 2 escalation protocols/timeframes. Develop loyalty programs that reward long term customers and promote We have solid loyalty/retention programs to increase retention rates 3 referrals. Business Goals & Objectives Alignment There 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 are CRM 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
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  Speak with seniorleaders to determine which future initiatives they have slated Senior management agrees that CRM is critical for meeting future goals 3 require CRM functionality. Interview department heads to identify and document clear goals and Depts 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 they Senior 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 identify We 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 your We 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 customer We 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 of We have a tiered support system & effectively resolve customer issues 2 tickets that are escalated. Customer Strategy Every company has a clearly articulated strategy 4 0 Not all customers are created equal and should be treated differently 4 0 Assess the performance of customer marketing campaigns based on current Customers are identified & targeted based on key common characteristics 3 targeting criteria Review and assess the current customer information on which decisions are Relationship investment decisions are based on the CLV 1 based on richness of offer Knowledge Creation Transforming data into insights & knowledge is acknowledged & recognized 5 0 Insights-based knowledge is applied regularly to drive strategy 5 0 Insight-driven action plans are tracked, monitored and evaluated 5 0 We have the internal skill-based competency & expertise 4 0 Customer knowledge is shared with key departments and functions 4 0 Business Intelligence
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  Interview senior managementto determine if business intelligence is a priority Our 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 reliable Data quality & integrity is the foundation of our BI strategy 2 information in a timely manner CRM Analytics Analytics is viewed as a competitive differentiator in our industry 4 0 Analytics enables better understanding of the past behaviors of customers 4 0 Address the benefits of having the ability to predict or anticipate future We deploy analytics to allow us to anticipate customers future behaviors 3 customer behavior Analytics supports targeting customers, at the right time, offer, & channel 4 0 Campaign Management Assess current campaign management processes & capabilities for activities, A robust campaign management methodology & process is implemented 3 tasks, hand-offs and level of effort Marketing automation technology is used to efficiently 4 0 Consider adopting a test and learn methodology in order to maximize response Campaigns are tested across a variety of dimensions 3 and optimize marketing spend Results of all campaigns are tracked, measured and reported 4 0 Key learning's from campaign post analysis are reviewed 2 Adopt a "what get's measured, gets managed" mentality Performance Measurement Interview senior management to determine if performance measurement is a PM was originally introduced is continually championed by Sr. Mgnmt. 3 priority in the organization Review company's current strategic plan to determine if performance measures PM succeeds when strategic & business performance measures are aligned 3 are aligned with corporate goals Multi-directional, cross-functional communication is critical for Successful PM 4 0 Disciplined & rigorous PM methodology is implemented, measured, tracked 4 0
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  Touch Point Integration Touchpoints are important because of customers perceptions 5 0 We consistently fulfill our brand value proposition across all touch-points 4 0 All "push" & "pull" customer touch points are mapped across the enterprise 4 0 Perform an audit of all customer touch-points and map them across the The customer experience is mapped across all touch points 3 customer lifecycle Process Maturity & Documentation Level Define your sales process and identify where the CRM system will automate Processes are documented for Sales 3 workflows. Define your marketing processes and identify where the CRM system will Processes are documented for Marketing 3 automate workflows. Define your customer service processes and identify where the CRM system Processes are documented for Customer Service 3 will automate workflows. Define your order taking process and identify where the CRM system will Processes are documented for Order Management 3 automate workflows. Define your billing process and identify where the CRM system will automate Processes are documented for Billing 3 workflows. Define metrics for performance & productivity for each department and create Clear 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 hosting Customer 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 easy We have one unique customer identifier used across all departments 3 information retrieval. Work with your IT department to create a data management policy and ensure I/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 0 Enabling Technology User Training & Support Determine the cost of training programs and the staff hours required to set a Budget and resources have been put aside for end-user training & support 3 clear budget for CRM training.
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  Consider taking aphased approach to training and rolling out the CRM There is enough time for all groups to be trained well in advance 3 application. If you haven't already, dedicate a CRM power user or system administrator who There 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 0 There is a clear knowledge transfer plan from consultants to managers 4 0 Our CRM system provides a clear service level agreement 4 0 Enabling Technology User Adoption As user adoption is critical for the success of the application, have senior Senior management has mandated that end users adopt the system 3 leaders mandate usage. Create a monthly report to demonstrate what percentage of users are regularly User Adoption reports are generated and fed back to senior management 3 using the system. Develop cut-sheets and paper based training documents to reinforce Post-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