Developing an Enterprise Level Customer Relationship Management (CRM) Strategy & Road-map
May 11, 2018 2 Comments
The chart above is a CRM Strategy framework I have used to guide the development and future operational model of a customer relationship management (CRM) strategy and roadmap for a large multi-national company. This framework is comprised of the following major components that must be taken into account in developing a customer strategy & roadmap (from bottom to top) :
Major customer segments that exist comprise the foundation of the framework. These need to be taken into consideration as the major customer stakeholders that either are in place, or need to be defined as part of the future-state strategy.
The customer channel content that exists and will be needed moving forward once the major customer segments have been determined.
The partner matrix and partner relationship model that exists and will be needed – types of partners, partner distribution model, partner communications methods, partner acquisition model, etc.
The current and future customer touch-points specifications – usage, volume, delivery method, cost structure, etc.
Major customer, partner and market insights that exist and that are needed in the future.
The current and needed future state model for customer facing operations and capabilities that exist within each functional area.
The existing and future engagement model that will operate through the customer channels, utilizing the information/insights and channel and customer specific content, etc. – cost structure, automation, key strategies in each (sell in service, one and done customer service, etc.)
Finally the top of the pyramid, the customer and CRM strategy that drives all other structure capabilities and operating models as defined through a series of workshops shown later in this article.
The chart above is a depiction of the transformation approach I have used to guide the development of the actual CRM strategy shown on the top of the pyramid from the last chart. In this chart we have the following:
Left side, “Synthesize Insights” – Depicts sample insights that need to be gathered and synthesized on the left in order to determine a realistic future state customer strategy and roadmap.
Top, under “CRM Transformation Approach” – The delivery, governance and oversight structures that must oversee and manage the delivery of a final customer strategy and 5+ year roadmap.
Middle, under “CRM Transformation Approach” – The major program phases in the delivery of the future state customer strategy and roadmap as well as the major goals and deliverables from each phase.
Right side, under “Net Positive Impact” – The major positive impacts from the development of a customer strategy and 5+ year roadmap stated in both quantitative measures (via a business case) and qualitative dimensions.
The chart above is the high level process (level 0) I have used to assess the CRM (future-state) opportunities at a large multi-national company. While I start with this CRM process flow to accelerate the delivery of a customer strategy and roadmap, each is tailored to each client situation and set of requirements. This also includes a detailed approach and plan for conducting a series of “CRM Opportunity Assessment Workshops” attended by key executives and stakeholders whereby many of the components listed in the above flowchart are actually defined.
The chart above details a small sample of the steps details that exist within the “CRM Opportunity Assessment” processes step. In this particular example, we must define the major customer strategies we want moving forward as well as the supporting details to successfully deliver the strategy:
Performance metrics that will be put in place to monitor the success of the overall program once the customer/CRM strategy is implemented
Budget & governance structure that will manage both the implementation of the strategy as well its ongoing operation of the program
Program success criteria for the strategy to be considered a success
Specific programs and projects to deliver the strategy
The stated strategic goals for each defined customer strategy
The chart above is the high level process (level 0) I have used to develop a future operational model of a customer relationship management (CRM) strategy and roadmap for a large multi-national company. I full project plan that includes task dependencies, project critical path, logical sequencing of project tasks, resourcing plan, etc. accompanies the above chart during an actual client project. This also includes a detailed approach and plan for conducting a series of “CRM Definition Workshops” attended by key executives and stakeholders that provide direct input into the future-state CRM strategy & road-map.
The chart above highlights the details associated with developing the specific and measurable objectives for a future state CRM & customer strategy. These details are highly variable and need to be tailored based on the specifics associated with the client’s market & requirements, budget, competition, market/customer gaps, etc.
This is just one article of 60+ total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.
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