Vendor Landscape Plus: CRM Suites for Large
Enterprises
Select and deploy an enterprise-class CRM suite that provides a 360-degree view of your
customers across marketing, sales, and customer service processes.
Info-Tech Research Group
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Introduction
Customer Relationship Management (CRM) is a critical activity for acquiring,
retaining, and growing your customer base.
This Research Is Designed For:
This Research Will Help You:
 IT or business managers involved with crafting a
 Create a multi-channel strategy for Customer
strategy for customer interaction.
 IT managers involved with evaluating, selecting and
deploying a CRM suite.
Relationship Management that effectively joins
together marketing, sales and service.
 Understand the benefits of taking an integrated suite
approach to CRM.
 Marketing, sales, and customer service managers
interested in how to integrate their respective
business process domains.
 Evaluate and select a CRM vendor that meets your
 Senior executives responsible for IT and/or CRM
 Implement best practices for deploying a CRM suite.
unique business requirements.
steering committees.
 Optimize the CRM application ecosystem.
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Executive Summary
• For large enterprises, deploying a CRM suite is absolutely critical. Most organizations have adopted a CRM suite – if you
are still at the greenfield decision level, now is the time to select and implement. CRM suites provide a broad range of
capabilities for effectively integrating processes across channels and business domains (marketing, sales, and customer
service), creating a 360-degree view of the customer. This is essential for large enterprises that need to manage complex,
ongoing interactions with their customers.
• CRM suites provide myriad business benefits. At a broad level, they drive revenue and reduce costs. Common metrics
improved by leveraging a CRM suite include increased customer acquisition, satisfaction and retention, and decreased
cost-to-serve and duplication of effort.
• Augment the CRM suite with the best available point solutions where necessary. Strengthen the CRM ecosystem with
integrated point-solutions, such as a Social Media Management Platform or a Field Service Automation suite to
turbocharge functionality.
• The importance of social media integration and mobile access (either through HTML5 or a dedicated application) cannot be
overstated. However, the vast majority of CRM vendors evaluated by Info-Tech are lagging behind in both these areas.
While we anticipate that the market will improve over the next 18 months, current offerings are disappointing and
necessitate the use of third-party add-ons or point solutions to remedy the feature gap.
• Taking a structured approach to implementation is paramount. Assemble a deployment team with the right skills and
representation from stakeholders in the business.
• Due to the vast volume of data that needs to be pulled in from legacy systems and other enterprise applications, hiring a
system integrator is often desirable to ensure things are done right (unless your company has specific in-house expertise).
• Prior to going live across the organization, be sure to test the CRM suite with a group of pilot users first. In the large
enterprise context, a phased deployment approach is advisable.
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The Info-Tech CRM Research Agenda
Coverage of CRM suites for small-to-medium and large enterprises, as well
as point solutions in marketing, sales, and customer service.
Customer Relationship Management Suites
CRM VL+: Small-to-Medium Focus
CRM VL+: Large Enterprise Focus
Small-to-medium enterprises will realize significant
gains by having the right strategy and technology for
customer interaction. A variety of vendors now provide
CRM solutions aimed at meeting the needs of SMBs.
For large organizations, having a top-shelf CRM suite
is quickly becoming table stakes for interacting with
customers. Select a vendor whose feature set best
aligns with your organization’s unique business cases.
Vendor Landscapes for Marketing, sales, and customer Service Point Solutions
Marketing
• Vendor Landscape Plus: Social
Media Management Platforms
• Vendor Landscape Plus: E-Mail
Marketing Services
Sales
• Vendor Landscape Plus: Lead
Management Automation
Customer Service
• Vendor Landscape Plus:
Customer Service Management
Platforms
• Vendor Landscape Plus:
Customer Service Knowledge
Management Platforms
• Vendor Landscape Plus: Field
Service Automation Solution
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Customer expectations are rising: failing to meet them will
spell disaster for firms that silo customer touch points!
Firms are dependent on successfully managing relationships with their
customers. Failing to do so means your customers will defect to competitors.
determining factor in customer satisfaction: the customers of
today are more likely to factor in the quality of the overall
customer experience in making judgment calls about a
company.
Lifecycle Stage
Customers interact with your firm at touch points from
initial awareness to ongoing relationship. It costs
more to gain a customer than to keep an old one!
• Customers are demanding that organizations interact with them
in a coherent, unified manner. Companies that excel at customer
interaction management are approaching customers with a
single face. This doesn’t necessarily mean that customers
always interact with the same representative – but it does mean
that initiatives across marketing, sales and service are
harmonized with a focus on improving overall experience.
Customer
Service
• Product differentiation is important, but is not always the
Sales
Relationship Depth
activity. In a highly competitive marketplace, firms must
demonstrate proven competence at every customer touch point
– marketing, sales, and customer service. If they don’t, customer
acquisition and retention will quickly become a serious problem.
Marketing
• Managing interactions across the customer lifecycle is a critical
Getting a CRM suite is one of those things
where it’s almost a no-brainer: you have to get
something into play.
•
-Ryan Scullen, IT Director
•
Supporting a holistic customer lifecycle requires integration between marketing, sales and service. A CRM
suite enables this by providing a common toolset and customer database across the entire lifecycle.
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Leverage a CRM suite to create a seamless experience across
the customer lifecycle for both customers and employees
If your organization hasn’t already evaluated or deployed a CRM suite, do so
now or risk being at a considerable strategic disadvantage!
• A CRM suite is an enterprise application that provides a broad
Large organizations most likely to adopt CRM
feature set for supporting customer interaction processes. These
suites supplant more basic applications for customer interaction
management (such as the contact management module of an
ERP platform or office productivity suite).
• A common misconception is that CRM suites are primarily about
customer records: modern suites offer an exhaustive feature list,
from campaign management, to lead automation, to social
media monitoring and engagement tools.
• The last decade has seen a massive proliferation of CRM suite
adoption across a variety of organization sizes and industries.
This trend can be attributed to the falling cost of CRM solutions
(particularly from cloud-centric vendors) and the proven
competitive advantage these suites provide.
Info-Tech’s research shows that most organizations
have either deployed a CRM suite, or will be deploying
in the next 18 months. Adopt now!
CRM suites are a customer interaction mainstay of large enterprises, and are quickly penetrating the midmarket as well. If your company has not already adopted a CRM suite, now is the time to evaluate, select
and deploy.
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Build a CRM Strategy
What’s in this Section:
• Understand how CRM is both an organizational strategy and
set of enabling technologies.
• Appreciate how a CRM suite creates a 360-degree view of
the customer across multiple business domains and
customer interaction channels.
Sections:
Build a CRM Strategy
Create a Selection Roadmap
Select the Right Suite
Implement and Optimize
• Assess the appropriateness of a standalone CRM suite for
your organization, and when it should be augmented with
the best available point solutions.
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Seize market opportunities by using a CRM suite to support
multiple domains and customer interaction channels
CRM suites automate and synchronize processes that are essential for
managing customer interactions – from basic account management to
complex service resolution.
A CRM suite creates value across the three domains:
CRM Suite Ecosystem
• Assists marketing managers by identifying customer
buying trends and behavior, while providing tools for
managing campaigns. Email campaign management
and social media monitoring provide assistance in the
execution of a social marketing strategy.
• Supports sales agents through lead automation,
Customer
pipeline management, and advanced reporting. By
using a common suite, the sales process is kept in
sync with activities in marketing and service.
• Provides customer service representatives with the
tools to manage an integrated multi-channel customer
support system. Knowledgebase management and
self-service portals allow both service reps and
customers to find relevant solutions quickly and easily.
CRM is an organizational approach and set of
enabling technologies that support customer-centric
business processes (marketing, sales and service).
CRM suites unify information gathered by marketing, sales, and customer service and eliminate redundancy in customer
contact processes. Use a CRM suite to facilitate knowledge transfer across business domains: this will allow you to realize
internal cost efficiencies, while providing a consistent customer experience across different channels and lifecycle stages.
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Equip your organization with a CRM suite to improve
both drivers of profitability – revenue and operational costs!
Ensure that senior management understands the value of a CRM suite by
outlining how the suite will have a positive impact on the top line and
ongoing costs of operation.
Benefits of a Customer Relationship Management Suite:
Drives Revenue Growth
Decreases Costs/
Boosts Operational Efficiency
Increased customer acquisition due to enhanced
accuracy of segmentation and targeting, superior lead
qualification and pipeline management.
De-duplication of effort across business domains
as marketing, sales and service now have a common
repository of customer information and interaction tools.
Increased customer satisfaction and retention due to
targeted campaigns (i.e. customer-specific deals),
quicker service incident resolution, and longitudinal
relationship management.
Increased sales and service agent efficiency due to
their focus on selling and resolution, rather than
administrative tasks and overhead.
Increased revenue per customer due to comprehensive
lifecycle management tools, social engagement, and
targeted upselling of related products and services
(enabled by better reporting/analytics).
Info-Tech Research Group
Reduced cost-to-sell and cost-to-serve due to
automation of activities that were manually-intensive.
Reduced cost of accurate data due to embedded
reporting and analytics functionality.
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Determine if a CRM suite is right for your organization
A CRM suite increases revenue, lowers costs and improves the overall customer experience. However, there
are a few situations when a CRM suite may be inappropriate. Use the following guidelines to determine
whether your organization will benefit from a CRM suite, or if you should bypass adoption.
Adopt a CRM suite if:
• Your organization is a medium-to-large enterprise
that serves a large volume of customers (especially
with a high transaction value). While organizations of
all sizes are adopting CRM suites, they are particularly
indispensible at the large-enterprise level. Due to the
table stakes nature of CRM for large companies, if you
are a sizeable firm still at the greenfield decision stage,
don’t delay – adopt today.
• Your organization is actively pursuing a multichannel strategy that uses a wide variety of methods to
provide marketing, sales, and customer service. The
more channels your organization uses, the greater the
need for a powerful CRM suite to manage the complexity
inherent in multi-channel interactions.
Bypass a CRM suite if:
• Your organization has very few customers. B2B firms
that rely on only a few key clients are unlikely to require a
CRM suite over an existing ERP system or contact
management software, due to a lower volume of
customer interactions. Some firms are very large, but
rely on only a few key customers. In this instance, a full
CRM suite is unnecessary.
• Your organization has very narrow or specific needs
that only require the use of parts of a full CRM suite. A
typical example would be some government agencies:
though they may have a large headcount and the need to
serve multiple contacts, their needs can be better served
by dedicated contact management, or with Info-Tech’s
Vendor Landscape Plus: Help Desk Software Solutions.
For the vast majority of mid-market and large organizations, a CRM suite is a necessity to remain competitive. Those
organizations still at the greenfield decision stage need to move quickly and decisively to evaluate, select and deploy a
robust CRM suite.
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Adopt the best available point solutions for sales, marketing
and service to augment the CRM ecosystem when warranted
Managers are interested in replacing legacy CRM suites or an in-house solution. CRM
adoption includes the rise of the best available point solutions for specific marketing,
sales, and customer service functionality.
• When the CRM market first evolved, vendors took a heavy
“module-centric” approach – offering basic suites with the option
to add a number of individual modules. Over time, vendors began
to offer suites with a high degree of out-of-the-box functionality.
The market has now witnessed the rise of powerful point solutions
for the individual business domains.
Sales Automation
Field Sales
Sales Comp. Mgmt.
Customer Service Mgmt.
Service Knowledge Mgmt.
• Point solutions augment, rather than supplant, the
functionality of a CRM suite in the mid-market to large
enterprise context. Point solutions do not offer the necessary
spectrum of functionality to take the place of a unified CRM suite.
• Point solutions turbocharge aspects of customer relationship
management. For example, most CRM vendors have yet to
provide truly impressive social media capabilities. An organization
seeking to dominate the social space should consider purchasing
a Social Media Management Platform to address this deficit in
their CRM ecosystem.
Social Media Mgmt.
Email Marketing Bureau
Point solutions provide greater depth of
functionality in areas of the CRM environment.
When the time comes to replace a legacy CRM suite, be sure to consider augmenting the new CRM
ecosystem with the best available point solutions. While these solutions cannot hope to match the breadth
of a CRM suite, they do offer depth on particular feature sets that are lacking from most CRM vendors.
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Don’t adopt multiple point solutions unless there is a genuine
need: choose domains most in need of additional functionality
Not all organizations will be satisfied with a CRM suite. Some may find that the capabilities of a CRM suite are not enough
to meet their specific requirements: supplementing a CRM suite with a targeted point solution can get the job done. A
variety of point solutions are designed to enhance your business processes and improve productivity.
Sales
Sales Force Automation:
Automatically generates, qualifies,
tracks and contacts leads for sales
representatives, minimizing time
wasted on administrative duties.
Field Sales: Allows field reps to go
through the entire sales cycle (from
quote to invoice), while offsite.
Sales Compensation Management:
Models, analyzes and dispenses
payouts to sales representatives.
Marketing
Service
Social Media Management Platforms
(SMMP): Manages and tracks multiple
social media services, extensive social
data analysis and insight capabilities.
Customer Service Management (CSM):
Manage the customer support lifecycle
with a comprehensive array of tools,
usually above and beyond what’s in a
CRM suite.
Email Marketing Bureaus: Conduct
email marketing campaigns and mine
results to effectively target customers.
Customer Service Knowledge
Management (CSKM): Advanced
knowledgebase and resolution tools.
Marketing Intelligence Systems:
Field Service Automation (FSA):
Perform in depth searches on various
data sources to create predictive models. Manage customer support tickets,
schedule work orders, track inventory
and fleets, all on-the-go.
CRM and point solution integration is critical. A best-of-breed product that poorly integrates with your
CRM suite compromises the value generated by the combined solution, such as a 360-degree customer
view. Challenge point solution vendors to demonstrate integration capabilities with CRM packages.
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Identify your use case(s) in order to decide whether to add a
high-end point solution alongside your CRM suite
Know your end-state and what kind of tool will get you there. Define use cases for
marketing, sales and service – then compare against CRM and point solution feature
sets.
Standalone CRM Suite
Environmental Conditions:
Medium-to-large enterprises that focus primarily
on the consumer marketplace should employ a
CRM to meet core requirements. A baseline of
approximately 50 customers with a few interactions
per customer would suffice to employ a CRM suite.
Sales Conditions: Need selling and lead management
capabilities for agents to perform the sales process,
along with sales dashboards and statistics.
Marketing Conditions: Need basic marketing campaign
management and ability to refresh contact records with
information from social networks.
Customer Service Conditions: Need to keep basic
customer records with multiple fields per record, basic
channels such email and telephony.
Add a Best of Breed or Point Solution
Environmental Conditions:
An extensive customer base beyond 50 customers
with many different interactions per customer along
with industry specific or “niche” needs. Point solutions
will benefit firms with deep needs in particular feature
areas (i.e. social media or field service).
Sales Conditions: Lengthy sales process and account
management requirements for assessing and managing
opportunities – technically complex sales process.
Marketing Conditions: Need social media functionality
for monitoring, and for social property management.
Customer Service Conditions: Need complex multichannel service processes, and/or need for best-of-breed
knowledgebase and service content management.
The volume and complexity of both customers and interactions have a direct effect on when to employ just
a CRM suite and when to supplement with a point solution. Check to see if your CRM suite can perform a
specific business requirement before deciding to evaluate potential point solutions. Ruling this out can save
money evaluating, purchasing, integrating and training for a best-of-breed product.
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Use Info-Tech’s opportunity assessment tool to identify
the optimal CRM environment for your organization
Every organization is unique. Use Info-Tech’s CRM Suite Opportunity Assessment Tool for Large Enterprises to determine
the specific CRM suite and best-of-breed point solution opportunities that apply to your organization.
Info-Tech Insight
1. Most large organizations should
adopt a CRM suite, but there is
uncertainty around when to
augment with point solutions. Make
this decision based on overall goals
and the complexity of needs in each
business domain (marketing, sales
and service).
2. Use Info-Tech’s Opportunity
Assessment Tool to gain an
understanding of when and where
to augment your overall CRM
ecosystem with point solutions.
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Decide which features are the most necessary out of the
wide variety of functionality provided by CRM suites
CRM suites provide a variety of feature
buckets for marketing, sales and service:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Account Management Features: Contact records –
demographic information, as well as account history.
Activity Management Features: Calendars, task
assignments, Outlook integration, etc.
Call Center Features: Computer-Telephony Integration
(CTI) and call management.
Collaboration: employee-to-employee and customer
collaboration (forums, activity feeds, chat, A/V).
Customer Service Features: Case/ticket management,
agent workflow tools, service resolution tools (i.e.
decision trees).
Event Management: Create events and manage
attendee information.
Knowledge Management: Knowledgebases for
customer service, external content indexing.
Marketing Management Features: Email (and other
channel) campaign and project management.
Mobile Support: Dedicated apps, HTML5
Reporting and Analytics: Real-time dashboards for
marketing, sales and service.
Sales Management Features: Lead generation,
qualification and pipeline management.
Sell Side E-Commerce Features: Customer portals,
quotes, order/shipment tracking.
Social Media Features: Social listening,
keyword/sentiment analysis, content creation.
Workflow Management: Building processes and visual
workflows across multiple domains.
Workflow
Mgmt.
Account
Mgmt.
Social
Media
Mgmt.
Activity
Mgmt.
Call Center
Mgmt.
Sell Side
E-Commerce
Collaboration
Customer
Service
Sales
Mgmt.
Event
Mgmt.
Reporting
&
Analytics
Mobile
Support
Marketing
Mgmt.
Knowledge
Mgmt.
Info-Tech Research Group
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Don’t lock your customers into a single channel! Adopt a
hybrid channel approach that is strengthened by a CRM suite
Customer interaction channels are the medium that connect you to your customers. Originally
centered around face-to-face, telephony and email, a host of new Web 2.0 channels have changed
the playing field. A sound CRM strategy reaches out to target customers through multiple channels.
• Understand your customers’ preferred channels when
deciding which ones to use. Market research should
gauge the channel affinity of your target market(s).
Customers prefer a choice of multiple interaction
channels – which will vary by domain. A customer
might reject telephony for marketing and sales
interactions, but prefer it for receiving service.
• As more customer interaction channels become
available, organizations must ensure that all channels
are aligned into a cohesive multi-channel strategy.
• A customer should be able to start in one channel and
seamlessly transition to another. Information should be
conveyed at each transition point. If a customer has to
reiterate the same information each time they switch
channels, the process is bound to be frustrating.
Social media should be added to an existing channel mix.
With social channels, the social cloud itself becomes a point of
interaction – conversations are not just “one to one”.
A CRM suite should enable – not impede – a multi-channel strategy. During vendor evaluation, challenge
vendors to demonstrate innovative support for the channels you use to interact with customers. For more
on a multi-channel customer service strategy, please see Info-Tech’s Design a Customer Service Strategy
that Serves the Social Customer.
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Choose the channels that will make your target customers
happy – and ensure they integrate well with your CRM suite
Web 1.0
Channels
Web 2.0
Channels
Face-Face is efficient and has a
positive personalized aspect that
many customers desire, be it for
sales or customer service.
Email is an asynchronous
interaction channel still preferred by
many customers. Email gives
organizations flexibility with queuing.
Social Media consists of many
individual services (like Facebook or
Twitter). Social channels are
exploding in consumer popularity.
Telephony (/IVR) has been a
mainstay of customer interaction for
decades. While not fading, it must
be used alongside newer channels.
Live Chat is a way for clients to
avoid long call center wait times and
receive a solution from a quick chat
with a service rep.
HTML/HTML5 Mobile Access
allows customers to access
resources from their personal device
through its integrated web browser.
Postal used to be employed
extensively for all domains, but is
now used predominantly for ecommerce order fulfillment.
Web Portals permit transactions for
sales and customer service from a
central interface. They are tablestakes for any large company.
Dedicated Mobile Apps allows
customers to access resources
through a dedicated mobile
application (i.e. iOS, BB & Android).
Traditional
Channels
Successful integration requires assessing a channel’s ability to deliver value for your business model.
Having effective access to multiple channels can increase your clientele base by catering to customers
who prefer to interact through a variety of channel methods. As your client base grows, continually assess
adding new interaction channels based on customer preferences.
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Enable channel switching within and between marketing,
sales, and customer service. Give your customers choices!
The integration of different channels through all business domains gives customers full flexibility when purchasing a product
or receiving service in any channel of their choice. Ensure all of your channels in marketing, sales and service can both
accept and send information regarding sales processes, service calls, and potential opportunities that stem from any
channel of the business. A large part of the CRM value proposition is dependent on using the suite to do this.
The customer is able to
choose any channel they
would like for any portion of
their experience with the
company. These channels are
fully integrated and able to
share information – thus the
customer gets what they want
faster!
The customer would like to
switch channels between
business domains – but no
integration is present. As a
result, the customer is forced
to select their second best
choice. Second best doesn’t
retain customers!
Sales
Service
Face to Face
Telephone
Impact of Good Channel Integration Between
Business Process Domains
•
•
•
Website
Social Media
Sales
Service
Face to Face
Telephone
Website
Social Media
Smooth and accurate flow of customer information between all
domains – prevent duplicate information keying or processing.
Satisfied customer due to expedient service resolution.
Increases customer retention due to effective service. Good
service is critical when customers can now broadcast
compliments (or complaints!) over social media.
Impact of Poor Channel Integration Between
Business Process Domains
•
•
•
Unhappy customers due to lack of information flow between
departments, as well as long wait times.
Reduction in customer loyalty.
Potential to create poor image of the company over social
media channels.
The customer needs to have easy access to channel switching and escalation processes within and
between business domains. It is up to your business to ensure a symmetric flow of accurate information
between these channels for greater customer satisfaction. Your CRM suite needs to have cross-channel
communication capabilities between marketing, sales and customer service.
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Consumers are now social, so integrate social media into your
hybrid channel CRM strategy
Consumers are heavily dependent on social networks at all stages of the customer
lifecycle. Savvy organizations are incorporating social channels to best serve their
target customers.
• Social media is not a fad: it’s here to stay. Consumers have
been adopting social media services at an extremely fast pace,
and organizations are struggling to keep up. Over half of the
organizations surveyed by Info-Tech are now using at least one
social media service for marketing, sales, or customer service.
The social cloud consists of a vast array of
individual sites and services.
• Social media services include popular social networking sites
like Facebook and LinkedIn, as well as microblogging services
such as Twitter. In addition to the services themselves, many
vendors now provide products for managing social channels.
TweetDeck is a “freemium” solution, while best-of-breed
providers include high-end services from vendors like Radian6
(an SMMP vendor recently acquired by Salesforce).
• Firms that have a target customer base actively involved with
social channels should be seeking a CRM solution that provides
tools for social monitoring and engagement.
“
As various means of communications
become more common, we must meet
the customers where they prefer.
-Business Engagement Specialist, Energy
Sector
”
Social media’s popularity is growing among all demographics; it is replacing more traditional
e-channels. As a result, many CRM vendors are putting social media integration at the forefront of their
solutions – often above and beyond traditional channels like email or telephony. If your organization is
heavily invested in a social media strategy, choose a vendor with innovative social integration.
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Interact with customers over social channels to build a strong
brand image and increase mindshare
• Social channels have a number of use cases across
marketing, sales, and customer service:
◦
Marketing: listening for feedback, conducting
sentiment analysis, executing social campaigns
through social property management
◦
Sales: Updating and refreshing leads and customer
information directly from public available social feeds,
such as LinkedIn, prospecting over professional social
networks.
◦
Service: Providing reactive (inbound) and proactive
(monitoring-enabled) customer service.
67% of organizations surveyed by Info-Tech succeeded in
using social media to enhance their brand image and
increase customer share of mind
• While the case for social media is strongest in businessto-consumer (B2C) centric firms, business-to-business
and government-to-constituent organizations are also
poised to realize benefits:
◦
◦
◦
B2C organizations can achieve gains across all
business process domains (marketing, sales, and
service).
B2B organizations can particularly benefit from
customer acquisition and the ability to build more
meaningful relationships (social selling).
G2C health care, non-profit and education
organizations can leverage social media as an
integral channel for effectively reaching out to citizens,
particularly in younger demographics.
Info-Tech Research Group
N=64
“
There’s an awful lot of benefit [to using social
channels] for very little cost.
”
-Carol Voss, Marketing Director
Info-Tech Research Group
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Like social, mobile is on the rise: adopt a suite with robust
mobile capabilities
Users expect mobile access. Leverage mobile CRM to support this expectation.
Today’s workforce has matured alongside mobile devices;
their experience and familiarity with this technology has
led to demands for – and expectations of – access to all
kinds of information, wherever they are and whenever they
want it. Furthermore, in what is now a 24/7 business
environment, mobile is becoming increasingly important
for employees to effectively manage client relationships
while on the go.
Who should use mobile CRM?
Mobile CRM provides employees with the power to
manage people and processes while on the go. High
level sales and marketing managers can view
dashboard updates of sales goals and marketing
campaign progress. Field agents can record and access
client information while servicing offsite requests. The
flexibility and agility provided by this mobile access is
crucial in order to satisfy consumers who expect more
and more from all three business domains.
Organizations continue to turn to mobile as a
channel to reach customers across domains.
67%
62%
61%
39%
Sales
38%
Marketing
33%
Service
Use Mobile
Don’t Use Mobile
Source: Info-Tech Research Group Survey
N = 105
Use tablets as a complete work tool for high level management. A manager’s work day is rarely done once
they leave the workplace, so they should be able to resolve customer requests and have quick access for
escalation purposes at all times. These actions, while offsite save time – and more importantly – money.
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Evaluate your organization’s mobile environment to determine
the best deployment option: web, or dedicated application?
Native applications sacrifice multiplatform compatibility in favor of access to
more powerful mobile features, but HTML5 is now a robust alternative.
Dedicated Mobile Applications
HTML/HTML5
Pros
• Deeper integration with mobile
architecture – enabling the use of maps,
calling features, etc.
• Can access data while offline.
Pros
• Compatible with most devices that have
web browser functionality.
• Easily customized from existing content.
• HTML5 can replicate the “application feel”.
Cons
• Not all vendors will support multiple mobile
platforms, so all users must be using the
same type of device (e.g. iPhone, Android,
BlackBerry).
Cons
• Unable to access features available to
apps, like phone and geolocation.
• Requires online connectivity for access.
Mobile access comes in two flavors – employee-facing (for accessing CRM
functions such as contact management, etc.) and customer-facing (for ecommerce, customer self-service, etc.). These applications need to be tailored
to their respective audience to best drive user adoption.
Know your user base: use surveys to evaluate your employee and customer mobile preferences and
guide your development process. If your users are split between mobile platforms (e.g. iPhone & Android),
consider a mobile-agnostic option like HTML5.
Info-Tech Research Group
Info-Tech Research Group
‹#›
22
Tablet growth is on the rise, and employee productivity is
improving as a result– include tablets in your mobile strategy
Although smartphones are still the most popular mobile option, tablets are
becoming an influential force in the CRM market (and beyond).
Info-Tech expects to see widespread deployment of
tablets, especially within corporations. Tablets provide
an alternative to laptop and smartphone access –
they’re more portable than laptops, but more functional
than phones.
Unlike smartphones, tablet screens are large enough to
provide easy usage of productivity apps (e.g. word
processing, spreadsheets) and are also large enough to
use during presentations, making them ideal for working
while in transit or offsite with a client. Organizational
adoption and mobile support are maturing; consequently,
vendors are developing both touch- and tablet-optimized
applications that are tailored to corporate needs and
enhance the user experience.
CRM vendors – notably Salesforce.com with its
upcoming touch platform – are beginning to latch
onto the tablet trend.
31%
Smartphones
39%
7%
Tablets
Tablet use is
expected to
double in the
next year
+133%
17%
32%
Laptops
34%
0
5
10
15
20
25
30
35
40
% of employees with mobile devices
Current
In One Year
Source: Info-Tech Survey
N=68
Whether your organization provides its employees with corporate mobile devices or employees bring their
own, failing to provide them with the tools to do their job effectively is a costly mistake. As consumerization
trends increase, tablets are frequently finding their way into the enterprise. If tablets are inside your firm,
look for CRM vendors that provide convenient tablet access.
Info-Tech Research Group
Info-Tech Research Group
‹#›
23
The CRM suite must be integrated with other technology
services and applications to realize concrete business value
Points-of-integration are the junctions between the CRM suite and other enterprise applications. Most CRM suites offer
native points-of-integration with systems such as ERP, office productivity suites, and/or content management. When native
integration is unavailable, third-party add-ons or custom integration may be necessary. Custom development can become
an expensive proposition, so factor it into the total cost of ownership when selecting among different suites.
In the data-driven business, points-of-integration (POIs) are incredibly important. Before proceeding with CRM selection or
deployment, enumerate the enterprise applications that should integrate with your CRM suite. Other popular systems to
consider for POIs include billing, directory services, and collaboration tools.
Telephony
Systems
(IVR, CTI)
Directory
Services
Email (i.e.
Exchange)
C
R
M
ERP
(Commerce
Chain)
Point
Solutions (i.e.
SMMP)
Content
Management
(i.e. SharePoint)
Enabling points-of-integration will drive business value by enriching the quality of information that passes
through the CRM suite. Organizations must prioritize points-of-integration by targeting the applications and
systems that are most commonly used in daily workflows.
Info-Tech Research Group
Info-Tech Research Group
‹#›
24
Use Info-Tech’s business plan template to identify the
optimal CRM environment for your organization.
Use Info-Tech’s CRM Business Plan Template to build a central document containing the business justifications, goals,
risks, and required roles and resources.
Info-Tech Insight
1.
Include stakeholders from multiple
departments in the creation of the
business plan.
2.
Make sure to identify the potential
risks, as well as the gains of CRM,
and how you plan to mitigate
those risks.
3.
Assigning accountability and roles
for post-deployment is just as vital
to the project`s success as
organizing workflow predeployment.
Info-Tech Research Group
Info-Tech Research Group
‹#›
25
Case Study: Financial services company realized increased
customer satisfaction through CRM integration with CTI
Financial corporation had realized greater value from CRM
through establishing points of integration between the suite
and its Computerized Telephony Integration (CTI) systems.
Industry: Financial Services
Segment: Global Information Solution Provider
Source
Goals
• Needed to make better use of
their CRM as it pertained to
everyday call center duties.
• Wanted to make call centers
more efficient and allow agents
to up-sell and cross-sell
customers.
Solution
• A third-party CTI point solution,
that would work in conjunction
with their existing CRM and
architecture.
• Agents could make outbound
customer calls directly within the
CRM.
• The company found a method of
identifying problems, and
needed to establish best
practices such as case closure
and case confirmation emails.
• During calls, agents were able to
receive pop ups within the CRM
with relevant information that
both personalized calls and
resolved issues quickly.
• They needed to leverage
customer information to promote
a positive customer experience.
• Agents were able to review the
knowledgebase solutions while
researching a case.
Info-Tech Research Group
Results
• CTI lowered inbound calls by 60
seconds and eliminated costly
misdialing for outbound calls.
• Dashboards enable Client
Services Management to
monitor and measure the
performance of the call center
(types of calls, volume trends,
bottlenecks, etc.).
• Better customer insight allowed
for better targeted and more
cost-effective sales campaigns
• The knowledgebase allowed for
agents to publish their own
solutions as they closed cases.
Info-Tech Research Group
‹#›
26
Create a Selection Roadmap
What’s in this Section:
• Follow Info-Tech’s step-by-step model for selecting a CRM
suite.
• There are three pillars in the section process:
◦
◦
◦
Understanding your goals.
Sections:
Build a CRM Strategy
Create a Selection Roadmap
Select the Right Suite
Implement and Optimize
Knowing your users.
Selecting a suite that aligns business needs and technical
requirements.
Info-Tech Research Group
27
Follow Info-Tech’s Roadmap for Selecting a CRM Suite
Determine
business
requirements
Translate
into
functional
requirements
Determine
evaluation
criteria
Evaluate
vendors
against
criteria
Perform
vendor
review and
select a
vendor
Stop! Before beginning to evaluate and select vendors, set up a meeting with the
relevant stakeholders in the business (marketing, sales, service) to ensure you
identify the necessary business requirements that the suite must meet.
Even if IT holds the key role in CRM selection, the process must continually involve
consultation with different departmental stakeholders! Soliciting user feedback is
essential to the success of CRM adoption.
“
From my point of view, one of the biggest mistakes and dangers around this project is the fact that
CRM is never an IT project – the business has to be involved at every stage.
-Chief Information Officer, Sports Marketing Firm
Info-Tech Research Group
”
Info-Tech Research Group
‹#›
28
Decisions regarding CRM suites don’t affect IT alone: include
input from all relevant parties in the process, or risk failure
Role of IT
IT as advisor. IT must have a solid understanding of
business impact and the risks of new technologies
before they can explain them to the business. Focus
on the needs of your customers and employees first.
Act as an advisor: guide the process, provide insights,
but ultimately, it is not IT that leads the process, it
is the business.
I think that IT should be heavily
involved in both the selection and
implementation phases. When we
get to the implementation phase,
we plan to have the project
managed only by IT.
Role of the Business
Business as leader. The business should initiate – or
at least fully support – the process of selecting a CRM
suite. They must come to understand the value of the
suite from a business standpoint. Marketing, sales,
and service need to take the leadership role and
ensure that all relevant teams are involved in the
decision-making process.
It is very important to have
maximum buy-in from the people
who will actually be using the
application.
– Bob Smucker, Everence
Financial Services
– Andrew O’Brien, Manager, IT
Client Services,Trinity Wall Street
Take advantage of different perspectives of all your business processes through all end users and
stakeholders, to ensure business requirements are exhaustive. A steering committee that is carefully
chosen will make a difference in what kind of return your organization receives from its CRM.
Info-Tech Research Group
Info-Tech Research Group
‹#›
29
Leverage the IT Steering Committee for CRM adoption – if
one doesn’t exist, now is the time to build executive support!
Info-Tech’s Establish an Effective IT Steering Committee provides strategic direction to the organization, linking IT strategy
with business strategy. CRM is a major investment for most organizations: on the same level as (or greater than) an ERP
project. Given the cross-functional scope and budget of a CRM project, support from the IT Steering Committee is
essential for setting strategic objectives.
The IT Steering Committee
Composition: The team should consist of
departmental stakeholders and decision makers.
Ensuring broad participation from the executive
side is critical for success because large-scale
CRM projects typically cross many different
departments and business units. Key executives
include VPs of marketing and sales.
Goals of IT Steering Committee
1 2
Purpose: In addition to aligning the organization’s
strategic goals, the composition of the team serves
as an ideal channel to drive organizational buy-in.
Given the enterprise-wide scale of a CRM project,
it often takes multiple executives to successfully
champion the cause.
Focus: Focus on three CRM-related tasks:
strategic planning, project prioritization and project
approval. Other activities, such as resource
allocation and the implementation process, are
best left to designated deployment teams.
Info-Tech Research Group
4 3
Info-Tech Research Group
‹#›
30
Choose the right suite by having a thorough understanding
of user and business requirements
Understand your goals.
Know your users.
Define specific business goals (enduser requirements) and translate them
into functional criteria that will be
supported by the suite. Common
business goals that are encountered for
CRM deployments include:
CRM solutions need to make the job of
the marketing, sales, and customer
service departments easier.
Select a CRM suite that aligns with the
needs of your users, as well as with
your business goals and requirements.
Understanding user preferences is a
vital step, as end-user buy-in will be
critical during the deployment phase.
CRM evaluation criteria must be clearly
linked to an understanding of your
workforce dynamics and the goals of
the business process domains (both
individually and in concert).
• Increasing the effectiveness of
marketing, sales, and customer
service (i.e. better targeting, more
leads, increased lead quality).
• Increasing customer interaction
efficiency (i.e. reduced sales cycle,
time-to-resolution and cost-to-serve).
• Increasing key growth and retention
metrics (i.e. customer churn and new
acquisitions).
“
Collect input from users in the
marketing, sales and service groups
via interviews and surveys. Points to
examine include:
• Current user workflow and process
• Desired functionality
• Desired user interface requirements
Select a suite.
An invaluable framework for aligning
business goals, users requirements and
selection criteria is to conduct User
Experience Engineering (UXE). See
the next slide for an explanation of this
methodology.
Start with requirements – both customer and agent – and not with the vendor, so you understand the
real business issues. That should drive your decision making process.
– CIO, Manufacturing Sector
Info-Tech Research Group
”
Info-Tech Research Group
‹#›
31
Gather end-user requirements through defining processes,
actual data, and each actor’s functional needs!
Businesses differ in terms of their day-to-day needs. Basing feature requirements on actual data collected through user
research reduces the risk of investing resources in unwanted features and increases the likelihood of adding useful ones.
A good requirements document understands each user group (actor) and defines the process, data, and
functional needs of that group. It is beneficial to formulate the end-user requirements through the three step User
Experience Engineering (UXE) process.
1. Define business
requirements
A good example of a
business requirement may
be to minimize the cost of
technical support. Make
sure your requirements are
Specific, Measureable,
Actionable, Realistic, and
Time-bound (SMART).
Watch users work and notice
pain points, time wasters, and
unmet needs. It is also useful
to interview targeted users to
fully understand their level of
proficiency with CRM
applications.
“
Have a clear understanding of your goals and
requirements before selecting your vendor. You can
buy a hammer and it will get the job done, but it
does not mean that it will do the cleanest job
possible.
”
- VP of Information Systems, Healthcare Services
Info-Tech Research Group
3. Identify where business objectives and
user needs overlap
2. Complete user research
to determine user needs
Example: the business goal is to decrease
technical support costs, and user research
shows that sales staff call technical support
when needing to add a new record in the
system. Therefore, a user requirement would
be to develop an intuitive new record feature
that sales staff can use without assistance.
Business
Objectives
User
Experience
Requirements
3.
User
Needs
from User
Research
Info-Tech Research Group
‹#›
32
Firms rate functionality as the most important criteria – don’t
focus on a low-cost vendor unless it has the right feature set
Overall Criteria Ranking
On average, without specifying company size, the
most important criteria for selecting a CRM suite was
functionality and integration capabilities.
Criteria Ranking by Company Size
On average, when controlling for company size, large
firms still placed the most emphasis on functionality,
but less on TCO, than their mid-market counterparts.
Functionality
Functionality
Integration Capabilities
Total Cost of Ownership
Total Cost of Ownership
Ease of Deployment
Ease of Deployment
Integration Capabilities
Vendor Reputation
Flexibility of Licensing and Vendor
Support
Flexibility of Licensing and
Vendor Support
Vendor Reputation
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00
Average Ranking Score (Out of 6)
Source: Info-Tech Research Group, N = 40
0
2
4
6
Average Ranking Score (Out of 6)
Source: Info-Tech Research Group, N = 29,
Small Medium Large
When evaluating vendors in preparing to select a CRM suite, create an ordered ranking of specified criteria
as seen above. Rank these criteria in order of business priorities. Having good judgment in this area will
help immensely when choosing from a shortlist of vendors.
Info-Tech Research Group
Info-Tech Research Group
‹#›
33
Identify your use cases in order to decide whether Softwareas-a-Service (SaaS) or On-Premise solutions are the right fit
Cloud solutions are commonplace in the CRM market, but don’t discount an
on-premise deployment if it’s warranted by security or customization needs.
On-Premise Solutions
SaaS Solutions
Benefits
• Deployments are highly customizable.
• Data is kept on premise – fewer compliance
headaches (a plus for firms with restrictions, i.e.
government or healthcare).
Benefits
• No physical hardware required.
• Rapid deployment.
• Requires less support personnel.
• Lower upfront costs.
Challenges
• Slower physical deployment.
• Physical hardware and software required.
• Higher upfront costs.
• On-system DBs pose a possible security risk.
Challenges
• Potentially higher TCO over time.
• Still security risks (or perceived risks).
• Service availability.
• Custom development is more difficult.
The CRM market was one of the first to embrace the cloud paradigm. Large organizations have typically
preferred on-premise deployments, but should not shy away from relevant SaaS-based products. Many
SaaS-only vendors have an incredibly strong track record – market leader Salesforce.com for instance.
Info-Tech Research Group
Info-Tech Research Group
‹#›
34
Turn the tables around and issue a Request-for-Proposal
(RFP) to ensure that the vendor fits your needs!
Use Info-Tech’s CRM Suite RFP Template for Large Enterprises to conduct
this critical step in your vendor selection process.
Info-Tech’s CRM RFP Template is populated with
critical elements including:
 The Statement of Work
 Proposal Preparation Instructions
 Scope of Work
 Basic Feature Requirements
 Advanced Feature Requirements
 Sizing and Implementation
 Vendor Qualifications and References
 Budget and Estimated Pricing
 Vendor Certification
 Approval Sign-Offs
Issue RFP
Info-Tech Research Group
Score RFP
Conduct
Vendor Demo
Info-Tech Research Group
‹#›
35
The RFP process involves more than collecting information,
use the RFP Scoring Tool as a benchmark for evaluation
Use Info-Tech’s CRM Suite Evaluation and RFP Scoring Tool for Large
Enterprises to standardize your process for scoring individual vendor RFP
responses in order to ensure minimal internal biases.
Use this tool to:
• Evaluate RFP Responses.
• The CRM RFP Scoring Tool is pre-built with
essential criteria complementing the CRM RFP
Template.
• Use the tool to drive the selection meeting with
your procurement department.
Issue RFP
Info-Tech Research Group
Score RFP
Conduct
Vendor Demo
Info-Tech Research Group
‹#›
36
Get the most out of vendor finalist demos with the
CRM Suite Vendor Demonstration Script
While words can deceive, a demo shows enterprise decision-makers a more
accurate view of the product’s capabilities and constraints.
This tool is designed to provide vendors
with a consistent set of instructions for
key scenarios from the perspective of IT
and departmental managers.
Info-Tech’s CRM Suite Vendor
Demonstration Script provides evaluators
with a consistent set of instructions for
examining different feature sets. The script is
segmented by multiple user groups,
including:
• Marketing users
• Sales users
• Customer service users
• IT personnel
Issue RFP
Info-Tech Research Group
Score RFP
Conduct
Vendor Demo
Info-Tech Research Group
‹#›
37
Select the Right Suite
What’s in this Section:
• Evaluation of the current CRM suite market, as well as
•
•
•
advice on where it is headed.
Review of major and emerging vendors in the CRM space,
highlighting their strengths and weaknesses.
Info-Tech’s Vendor LandscapeTM and evaluation of
individuals vendors.
Scenarios for selection (i.e. by domain and feature).
Sections:
Build a CRM Strategy
Create a Selection Roadmap
Select the Right Suite
Implement and Optimize
Info-Tech Research Group
38
Summary of the CRM Vendor Landscape
Info-Tech evaluated eight major vendors in the CRM space, including
the following notable performers:
Champions:
• Oracle Siebel offers an unparalleled level of feature complexity,
and the experience to back it.
• Dynamics CRM earned its place in the champion quadrant
through its strong vendor backing, primarily driven by Microsoft’s
reach and channel strength.
• Sage SalesLogix’s focus on the large enterprise, coupled with its
robust sales and marketing features, allow it to rise above its
competitors in this space.
• Salesforce.com has become the CRM standard against which
most companies compare other options.
Value Award:
• Dynamics CRM provides a balance of price and feature
complexity, remaining strong on features across the board.
Innovation Award:
• Salesforce.com touts strong overall mobile strategy and thought
leadership concerning mobile and touch devices. Their new
touch.salesforce.com designs around the mobile device instead of
treating mobile as an extension of desktop.
Info-Tech Research Group
Info-Tech Insight
1. The CRM market is mature. On
traditional feature sets such as account
and contact management, workflow tools,
and sales management, there is relatively
little product differentiation.
2. SaaS offerings are the norm, not the
exception. The majority of vendors
profiled by Info-Tech offer hosted
deployment models. Some prominent
vendors (such as Salesforce.com) forego
on-premise deployments altogether.
3. Social and mobile feature sets are
weak. Despite important social and mobile
trends in the consumer space, most CRM
vendors are struggling to keep up.
Info-Tech Research Group
‹#›
39
Market Overview
How it got here
• The CRM market began in the 1980s with software
designed for automating customer interactions in the call
center, as well as basic contact management products.
These products matured with sales force automation
(SFA) products in the 1990s.
• Eventually, vendors began adding customer service and
later marketing capabilities to their SFA offerings.
• During the late 1990s to mid-2000s, integrated CRM
suites with comprehensive feature sets were extremely
popular with a variety of enterprises.
• In the latter half of the 2000s, organizations began to
value integrated modules less, and put new emphasis
on a common suite with services that could be added.
SaaS also became a dominant deployment during this
time period.
• Recently, organizations have begun to leverage best-ofbreed solutions alongside more traditional CRM suites.
Where it’s going
•
•
Utilization of social media, both social sharing and
social listening and management, will increasingly
become a differentiator in the provision of marketing
and customer service. Most CRM vendors are making
major investments in this space. Info-Tech predicts that
over the next two years, the major CRM players will
either develop robust social capabilities in-house, or will
acquire best-of-breed social monitoring and
management vendors. For example, Salesforce
recently acquired the premium SMMP company,
Radian6.
Organizations are beginning to realize the value of
extending mobile technologies to sales reps,
marketers, and service agents. Vendors with advanced
mobile capabilities have already created interfaces that
mimic the CRM for their mobile applications, as well as
a dedicated CRM application for the specified mobile
device. We expect this trend to continue.
The CRM market evolved from traditional contact management and sales force automation suites. The recent
emphasis has been on the broader CRM ecosystem (such as best-of-breed point solutions), as well as a
surge in the number of hosted deployment options. Social media integration and mobile solutions will
dominate the CRM landscape over the coming years.
Info-Tech Research Group
Info-Tech Research Group
‹#›
40
Info-Tech reviewed the most dominant and well-positioned
vendors in the large-enterprise CRM suite market
• The CRM market has a large number of established vendors, as well as newer entrants (typically cloud-centric vendors).
Not all vendors made Info-Tech’s shortlist – those with insufficient feature sets, low visibility/presence or extremely high
vertical focus (i.e. exclusively designed for not-for-profit) were not included.
• For this Vendor Landscape, Info-Tech focused on those vendors that have a strong market presence and/or reputational
presence among many large enterprise customers.
Included in the Vendor Landscape:
•
Consona Onyx: A Microsoft .NET framework pioneer; first CRM to be built on the Microsoft stack.
•
Infor Epiphany: An excellent multifaceted marketing feature set puts Infor at the top in the marketing domain.
•
Dynamics CRM: A CRM mainstay, Dynamics CRM is well-known for interoperability with other MS products.
•
Oracle Siebel CRM: A high-quality vendor with an intense world-wide reach and a very extensive feature list.
•
Pivotal CRM: A market leader in social media CRM capabilities; offered as both cloud and on-premise.
•
Sage SalesLogix: Sage has extensive deployment offerings in on-premise, cloud, and Amazon EC2 hosting.
•
Salesforce.com: Along with Dynamics CRM, is a largely significant competitor in the CRM space; leader and
dominant cloud-centric CRM.
•
SAP CRM: A strong vendor with many products, while the CRM offers excellent ERP integrating capabilities.
Info-Tech Research Group
Info-Tech Research Group
‹#›
41
CRM Criteria & Weighting Factors
Product Evaluation
Features
Affordability
Usability
The solution provides basic
and advanced feature/functionality.
20%
Features 50%
Usability
10% Affordability
The three year TCO of the solution is
economical.
20%
The solution’s dashboard and reporting tools
are intuitive and easy to use.
Architecture
Product
50%
Architecture
The delivery method of the solution aligns with
what is expected within the space.
Vendor Evaluation
50%
Vendor is profitable, knowledgeable, and will
Viability be around for the long-term.
Vendor is committed to the space and has a
Strategy future product and portfolio roadmap.
Reach
Channel
Info-Tech Research Group
Vendor offers global coverage and is able to
sell and provide post-sales support.
Vendor channel strategy is appropriate and the
channels themselves are strong.
Vendor
Viability
25%
40% Strategy
Channel
15%
20%
Reach
Info-Tech Research Group
‹#›
42
Info-Tech evaluated a range of features: basic points were
awarded for table stakes, more for advanced functionality*
Feature
Basic/Adv.
What we looked for:
Basic
Comprehensive customer records with demographic information, transaction history, and
billing information. Ability to add user-defined fields.
Account Management
Advanced
Basic
Activity Management
Advanced
Basic
Call Center Management
Advanced
Basic
Collaboration
Advanced
Basic
Customer Service Features
Advanced
Basic
Event Management
Advanced
Basic
Knowledge Management
Marketing Management
Advanced
Data management tools for contact de-duplication. Advanced field management tools.
Calendars, reminders, task management and assignment.
Integration with office productivity tools like Microsoft Outlook.
Computer-Telephony Integration for bringing call information into the CRM suite.
Call recording, call scripting, interactive voice response.
Team selling, email integration and management.
Live chat, employee activity feeds, video/audio/web conferencing.
Case and ticket management; escalation assignment, agent management.
Automatic escalation rules, advanced service resolution tools, warranty management.
Ability to set up and host events – automatic email distribution and RSVP tracking.
Social media event integration; budgeting and event project management tools.
Basic knowledgebase and search capabilities.
Ability to index and search external content, wikis, customer content ratings and sharing.
Basic
Marketing campaign management and tracking; email campaigns with lead targeting.
Advanced
Multi-channel marketing management, budget and tracking; “click to lead” capabilities.
*See appendix for scoring methodology
Info-Tech Research Group
Info-Tech Research Group
‹#›
43
Info-Tech evaluated a range of features: basic points were
awarded for table stakes, more for advanced functionality*
Feature
Basic/Adv.
Basic
Mobile Support
Advanced
Basic
Reporting and Analytics
Advanced
Basic
Sales Management
Advanced
Sell-Side E-Commerce
Features
Basic
Advanced
Basic
Social Media Integration
Advanced
Basic
Workflow Management
Advanced
What we looked for:
Access to suite over mobile-optimized HTML.
Access to suite via HTML5 or dedicated mobile applications (iOS, Android, BB).
User-configurable dashboards for basic metrics.
In-depth reports and predictive modelling.
Lead generation and pipeline management, team-based and geography-based
assignment.
Sales compensation management, contract management.
Web portals, quoting capabilities.
Order tracking and fulfillment.
Ability to pull information from social channels into customer contact records.
Ability to conduct social cloud monitoring and management; in-band response abilities.
Text or code-based workflow designer.
Visual workflow designer for multiple business process domains.
*See appendix for scoring methodology
Info-Tech Research Group
Info-Tech Research Group
‹#›
44
The Info-Tech CRM Vendor Landscape
Champions receive high scores for most
evaluation criteria and offer excellent value.
They have a strong market presence and
are usually the trend setters for the industry.
Dynamics
CRM
Innovators have demonstrated innovative
product strengths that act as their
competitive advantage in appealing to niche
segments of the market.
Market Pillars are established players with
very strong vendor credentials, but with
more average product scores.
SAP
Sage
SalesLogix
Oracle Siebel
Pivotal CRM
Salesforce.com
Infor CRM
Emerging players are newer vendors who
are starting to gain a foothold in the
marketplace. They balance product and
vendor attributes, though score lower
relative to market Champions.
Consona
Onyx
For an explanation of how the Info-Tech Vendor Landscape is created, please see the slide entitled Vendor Evaluation Methodology in the appendices.
Info-Tech Research Group
Info-Tech Research Group
‹#›
45
Every vendor has its strengths & weaknesses;
Choose the one that works best for you
Product
Overall
Features
Usability
Vendor
Affordability
Architect
-ure
Overall
Viability
Strategy
Reach
Channel
Consona Onyx*
Infor CRM*
Dynamics CRM
Oracle Siebel CRM
Pivotal CRM*
Sage SalesLogix
Salesforce.com
SAP CRM
Legend
= Exemplary
= Good
= Adequate
= Inadequate
= Poor
*Vendor declined pricing requests
For an explanation of how the Info-Tech Harvey Balls are calculated, please see the slide entitled Vendor Evaluation Methodology in the appendices.
Info-Tech Research Group
Info-Tech Research Group
‹#›
46
Value Score Slide
What is a Value Score?
On a relative basis, Microsoft Dynamics
maintained the highest Info-Tech Value
ScoreTM of the vendor group. Vendors
were indexed against Microsoft
Dynamics’s performance to provide a
complete, relative view of their product
offerings.
Champion
The Value Score indexes each vendor’s product
offering and business strength relative to their price
point. It does not indicate vendor ranking.
Vendors that score high offer greater value for your
dollar (e.g. features, usability, stability, etc.) than
the average vendor, while the inverse is true for
those that score lower.
Price-conscious enterprises may wish to give the
Value Score more consideration than those who
are more focused on specific vendor/product
attributes.
Average Score: 38.6
100
96
89
11
10
0
0
0
For an explanation of how the Info-Tech Value Index is calculated, please see the slide entitled Value Index Ranking Methodology in the appendices.
For an explanation of how normalized pricing is determined, please see the slide entitled Product Pricing Scenario & Methodology in the appendices.
Info-Tech Research Group
Info-Tech Research Group
‹#›
47
Each vendor offers a different feature set;
concentrate on what you need
Account
Mgmt
Workflow
Mgmt
Sales
Mgmt
Marketing
Mgmt
Event
Mgmt
Social
Media
Customer
Service
Consona Onyx
Infor CRM
Dynamics CRM
Oracle Siebel CRM
Pivotal CRM
Sage SalesLogix
Salesforce.com
SAP CRM
Legend
Info-Tech Research Group
= Fully Satisfactory
= Partially Satisfactory
= Unsatisfactory
Info-Tech Research Group
‹#›
48
Each vendor offers a different feature set;
concentrate on what you need
Knowledge
Mgmt
Call Center
Sell Side
E-Comm.
Activity
Mgmt
Reporting&
Analytics
Collaboration
Mobile
Support
Consona Onyx
Infor CRM
Dynamics CRM
Oracle Siebel CRM
Pivotal CRM
Sage SalesLogix
Salesforce.com
SAP CRM
Legend
Info-Tech Research Group
= Fully Satisfactory
= Partially Satisfactory
= Unsatisfactory
Info-Tech Research Group
‹#›
49
Oracle’s Siebel CRM has everything your organization needs, a
lot it doesn’t need, and a steep price
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Siebel CRM
108,400
Redwood Shores, CA
oracle.com
1977
NASDAQ GS: ORCL
FY11 Revenue: $31.637B
• Siebel CRM helped define the CRM suite market, and holds a
wealth of experience serving large enterprises.
• Oracle has top vendor credentials, with 380,000 customers in
145 countries.
Strengths
• Siebel’s account management features are elite, and possess
both the breadth and the depth that will satisfy every
company’s day-to-day work processes.
• Siebel’s E-Support customer service functionality provides
great customer care value, and can integrate with third-party
knowledge management applications.
Challenges
$1
$1M+
• Relative to competitors in the space, Siebel CRM’s user
interface leaves something to be desired.
• Provides a very well-rounded CRM suite, but not all IT
departments can afford such an expensive product.
3 Year TCO: Tier 10; between over $ 1M
Info-Tech Recommends:
Siebel CRM is extremely advanced – however, only organizations with complex and well-defined domain processes
will be able to justify its cost.
Info-Tech Research Group
Info-Tech Research Group
‹#›
50
Microsoft’s global reach and large-firm focus appeal to many
organizations, especially those who are “Microsoft shops”
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
MS Dynamics CRM
90,000
Redmond, WA
dynamics.com
1975
MSFT, FY11 $62.484 B
• Microsoft’s global reach, large enterprise focus, and the onpremise deployment option make it a good alternative to
Salesforce.com.
• Microsoft has recently placed a renewed focus on CRM.
Strengths
• The offering ranks high on its sales management capabilities,
including strong lead and opportunity management features,
as well as escalation features.
• Dynamics CRM is a popular choice for shops heavily invested
in MS Office products, e.g. Outlook, Exchange, SharePoint.
The clean ribbon-based interface will be familiar to Office
users.
Challenges
$1
$1M+
3 Year TCO: Tier 10; Over $1 million
• The most recent release, R8, brings significant enhancements
to mobile capabilities and internal social collaboration.
However, the ability to monitor, analyze, and engage with
external-facing social contacts is still relatively weak, requiring
third-party software to augment native capabilities.
Info-Tech Recommends:
Choose Dynamics CRM if you are looking to address most CRM needs, but it is noteworthy that the product has
limited innovative capability for managing external social media.
Info-Tech Research Group
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51
SalesLogix provides strong sales management features, as well
as good self-service and defect tracking abilities
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Sage SalesLogix
13,600
Newcastle upon Tyne, UK
sage.com
1981
LSE: SGE
FY10 Revenue: £1.435B
• Sage is known for its proven reliability in the ERP and CRM
markets and a vast network of channel partners.
• SalesLogix is a popular choice in the financial services,
insurance, technology, and manufacturing industries.
Strengths
• The product offers an exhaustive range of deployment options,
including on-premise, regular cloud, and Amazon EC2 hosting.
• Offer an impressive web services integration layer (REST).
• SalesLogix offers strong account management, and meets
expectations on customer service features, offering the
convenience of self-service and defect tracking.
Challenges
$1
$1M+
3 Year TCO: Tier 10; Over $1 million
• The product offers minimal workflow and knowledge
management features, and virtually no event management.
• Although Sage offers strong baseline analytics, advanced
analytics is licensed separately.
Info-Tech Recommends:
SalesLogix is especially flexible for companies with complex, but smaller sales organizations, such as small
pharmaceutical companies with small customer bases, but complex sales processes.
Info-Tech Research Group
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‹#›
52
Salesforce.com is the new CRM standard against which other
CRM products are compared
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Sales Cloud/Service Cloud
6,000
San Francisco, CA
salesforce.com
1999
CRM, FY11 $1.65 billion
• Salesforce.com was the first company in the CRM space to focus
only on cloud solutions. The firm has grown rapidly since its
inception, with strong performances in a variety of different
organizational sizes and verticals.
Strengths
• Salesforce.com Sales Cloud has best of breed sales management
capabilities. Service Cloud is equally strong on the customer service
front with powerful case management features.
• Salesforce.com is one of the few vendors evaluated that is
executing well on its advanced mobile strategy.
• Salesforce.com is also the CRM vendor with the best internal and
social collaboration a la Chatter.
Challenges
$1
$1M+
3 Year TCO: Tier 10; Over $1 million
• All vendors scored below Info-Tech expectations in social media.
However, the recent acquisition of Radian6 provides
Salesforce.com with opportunities to embed more social features
into their products.
• Salesforce.com’s cloud-only deployment is popular, but poses a
challenge for the remaining organizations that prefer on-premise.
Info-Tech Recommends:
Choose Salesforce.com if you want a proven cloud-based solution that is exceptionally strong on the sales
management, customer service, and mobile aspects of the CRM equation.
Info-Tech Research Group
Info-Tech Research Group
‹#›
53
SAP CRM has a robust feature set, but its dependency upon
the broader SAP ecosystem can be a challenge
Overview
Innovator
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
SAP CRM
53,513
Walldorf, Germany
sap.com
1972
NYSE: SAP
FY10 Revenue: $12.464B
• SAP is the third largest independent software manufacturer in
the world, with a presence in over 120 countries.
• Having been in the industry for nearly 40 years, SAP is
perhaps best known for its ERP application, SAP ERP.
Strengths
• Offers excellent tools for workflow management, including
visual workflows and workflow wizards across all domains.
• Comprehensive sales management capabilities, with contract,
performance, and lead management features.
• Marketing features are equally strong; campaign and loyalty
management tools are very extensive.
Challenges
$1
$1M+
3 Year TCO: Tier 10; Over $1 million
• Although SAP integrates Facebook and Twitter, there is still
room for improvement on the social media front.
• Event management is limited within the SAP suite, but
additional functionality can be obtained with SAP Supply Chain
Management (SCM).
• Sybase mobile applications require additional licensing fees.
Info-Tech Recommends:
Organizations already utilizing SAP enterprise applications should strongly consider SAP CRM; those without a firm
understanding of organizational processes will find themselves overwhelmed.
Info-Tech Research Group
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54
Exceptional marketing management functionality makes Infor
the ideal choice for a marketing-driven organization
Overview
Market Pillar
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Infor (formerly Epiphany)
8,000
Alpharetta, GA
infor.com
2002
Private
FY10 Revenue: $1.8B
• Infor’s CRM product has made vast improvements since past
evaluations, showing a dedicated commitment to the product.
• Infor offers managed hosting with licensing, but is mainly an
on-premise offering with no multi-tenant architecture.
Strengths
• Infor has top marketing management functionality; Interaction
Advisor allows for full multi-channel campaign management,
closed loop reporting, real-time self-learning analytics,
proactive event launching for up-sell and cross-sell
opportunities, and integrates with order tracking.
• Exhibits a great multi-channel customer service focus as well.
Challenges
$1
$1M+
Vendor declined to provide pricing.
• Infor lacks in workflow management – but can integrate with a
common service layer called Ion, which can extend workflow
between enterprise applications.
• The vendor has basic mobile and social CRM capabilities. No
ability to use social media to proactively engage with
customers is available at this time, but it is on Infor’s roadmap.
Info-Tech Recommends:
Infor’s CRM suite is perfect for organizations with complex marketing needs; however, some waiting will be necessary
for Infor’s social and mobile tools to fully mature.
Info-Tech Research Group
Info-Tech Research Group
‹#›
55
CDC offers complex sales, marketing, and service management
features – and leads the way in social media
Overview
Emerging Player
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Pivotal CRM
1,300
Atlanta, GA
cdcsoftware.com
2002
NASDAQ GM: CDCS
FY10 Revenue: $212.88M
• CDC operates internationally with their partner network, and
offers both SaaS and on-premise deployments.
• Built on Microsoft.NET Framework, including heavy integration
with MS productivity applications.
Strengths
• The product includes Facebook integration with event
management, and the linking of social media requests to
support queue and in-band response is on the roadmap.
• Extensive SharePoint integration for dashboards.
• Includes advanced contact center features, such as call
scripting, call scheduling, and CTI support.
Challenges
$1
$1M+
Vendor declined to provide pricing.
• Although basic collaboration features are included (e.g. team
selling), employee-to-employee collaboration is a bit lacking.
• Mobile access options are limited to browser access (HTML
4.0) with no dedicated mobile applications, but HTML 5.0 is on
the roadmap.
Info-Tech Recommends:
CDC CRM is particularly favored by companies in the finance, manufacturing, and business services industries, and
any business with a strong focus on social media will be impressed with this product.
Info-Tech Research Group
Info-Tech Research Group
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56
Consona offers an adequate feature set, but has fallen behind
other competitors; new investment is required
Overview
Emerging Player
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
• Consona was founded in 1986, but only recently entered the
CRM market with its acquisition of Onyx in 2006.
• Prior to its purchase by Consona, Onyx was a player in the
CRM market since the late-90s.
Onyx
700+
Indianapolis, IN
consona.com
1986
Private
Strengths
• Consona is relatively strong in the customer service
management space. Historically, the suite has excelled at
case/ticket management, as well as multi-channel escalation.
• Consona has demonstrated a renewed commitment to
investment in the Onyx suite. The company’s roadmap
includes augmenting the suite with social and mobile features.
Challenges
$1
$1M+
Vendor declined to provide pricing.
• Due to switching hands multiple times, Onyx stagnated relative
to other large-enterprise focused CRM vendors. In particular,
lack of multi-channel management for marketing and sales, as
well as no visual workflow designer, has hurt the offering.
• The product is also weak on reporting and analytics tools,
particularly on the visualization side.
Info-Tech Recommends:
Companies considering Consona will likely want to supplement its features with point solutions or additional Consona
solutions. Renewed investment in CRM will enhance the suite over time.
Info-Tech Research Group
Info-Tech Research Group
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57
Identify leading candidates with the CRM Vendor
Shortlist Tool
The Info-Tech CRM Suite Vendor Shortlist Tool for Large Enterprises is
designed to generate a customized shortlist of vendors based on your key
priorities.
This tool offers the ability to modify:
• Overall Vendor vs. Product Weightings
• Top-level weighting of product vs. vendor
criteria.
• Individual product criteria weightings:
 Features
 Usability
 Affordability
 Architecture
• Individual vendor criteria weightings:
 Viability
 Strategy
 Reach
 Channel
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58
Scenario: Industry Focus
SAP fronts financial services, governments can rely on Siebel’s CRM Public
Sector, and Infor’s marketing power rules consumer packaged goods.
1
2
3
444
Industry Focus
Domain Focus
Financial Services
Governmental
Social Media Integration
Consumer Packaged Goods
Mobile Support
Info-Tech Research Group
Info-Tech Research Group
‹#›
59
Scenario: Business Process Domain Focus
Infor meets marketing needs best, Salesforce.com is perfect for sales
requirements, and Pivotal boasts multi-channel customer service support.
1
2
3
444
Marketing
Industry Focus
Domain Focus
Social Media Integration
Sales
Customer Service
Mobile Support
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Info-Tech Research Group
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60
Scenario: Social Media Integration Focus
No product scored higher than 50% on Info-Tech’s Social CRM scale.
Augmentation with point solutions or a Social Media Platform is a necessity!
1
2
3
4
Adequate Performers
Industry Focus
Domain Focus
Social Media Integration
Mobile Support
Info-Tech Research Group
Info-Tech Research Group
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61
Scenario: Mobile Support Focus
Only Salesforce.com scored higher than 50% on Info-Tech’s Mobile CRM
scale. Most vendors are behind, making investment in third parties common.
1
2
3
4
Exemplary Performers
Industry Focus
Domain Focus
Viable Performers
Social Media Integration
Mobile Support
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62
Implement and Optimize
What’s in this Section:
• Build a cross-functional team for CRM deployment.
• Successfully navigate the deployment, integration, and pilot
phases of the CRM project.
• Manage CRM data quality.
• Ensure successful adoption with user-targeted training
Sections:
Build a CRM Strategy
Create a Selection Roadmap
Select the Right Suite
Implement and Optimize
programs.
Info-Tech Research Group
Info-Tech Research Group
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63
A CRM suite is only as good as its implementation: take a
structured approach to roll-out across the firm
Selecting a suite is only the beginning of your CRM project. With your new application in hand, it’s time to get your money’s
worth. Unfortunately, that’s going to require a bit more work:
1.
2.
3.
Establish the roles and resources that will support the system. Some resources will likely already be in place from your
previous system, but now is the perfect time to re-evaluate and adjust.
Prepare in anticipation of deployment. Manage goals, integration, and training efforts.
Deploy and optimize. Like most applications, your CRM suite will require monitoring, maintenance, and modification.
1. Resource
Planning
2. Preparing for
Deployment
3. Deploy and
Optimize
Designate an
applications manager
Create a formal
communication plan
Conduct user
acceptance testing
and pilot projects
Build a CRM
selection and
deployment team
Conduct end-user
training
Establish metrics
and maintenance
policies
Determine
customization and
synchronization
needs
Establish data quality
procedures
Develop an upgrade
strategy
Info-Tech Research Group
Info-Tech Research Group
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64
The first step on your agenda should be designating an
applications manager to oversee, select, deploy, and maintain
• Select an individual who can understand the
business needs of the organization to lead
the CRM deployment project. Ensure the
candidate has hands-on marketing, sales, or
service experience and can serve as the
resident subject matter expert on the suite
once it has been rolled out.
The CRM Manager Role Includes the Following Responsibilities:
Strategy and
Planning
Acquisition and
Deployment
Operational
Management
• The perfect candidate has experience in
direction, development, and implementation
of software solutions; ideally, he or she has
previously managed applications in the
marketing, sales, and/or customer service
domains.
Ensure that the
suite meets
business and enduser requirements
Evaluate, install,
configure, and
deploy a suitable
CRM suite
Manage and
provide direction
for the CRM team
in support of
business
operations
• This individual will apply proven
communication and problem-solving skills to
guide and assist the user groups on issues
related to the strategy and planning,
acquisitions, deployment, and operational
management of the CRM system.
Cultivate and
disseminate
knowledge of
CRM best
practices
Collaborate with
analysts and end
users in the
testing of the
new suite
Develop and
communicate
training and
documentation for
end users
For more information
For a full role description of an Applications Manager, refer to Info-Tech’s job description, Applications Manager.
Info-Tech Research Group
Info-Tech Research Group
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65
Build a cross-functional CRM project team to ensure a variety
of stakeholder and user needs are fully represented
Adoption is strengthened when end users have a say in
the selection and implementation process – bring them
on board.
The CRM selection and implementation team must be
small enough to make effective decisions, but it should
encompass representatives from key user groups
(namely, from marketing, sales, and the customer service
department). For large enterprises, choose a team of
approximately 10 to 14 people.
•
A diverse team provides different perspectives on how
employees will be using the suite as well as how
customers will use it.
•
Securing user involvement in the early stages will help
with adoption in the later implementation stages.
Participatory selection fosters user investment.
•
Don’t forget that customers are an important stakeholder as well. Conducting surveys on current gaps in
self-service and assisted-service can be very valuable
information for both selection and implementation:
prioritize those features customers find deficient.
Sales
Agents and
Managers
Call Center
and Field
Service
Agents and
Managers
Marketing
Staff
CRM
Suite
Selection
Team
Customers
(via surveys
and focus
groups)
IT Staff and
Managers
The end-users need to want it at the end of the project; if they
are not involved in the selection process, they will just feel like
it’s been pushed down their throat.
- Mike Kelly, Director of Enterprise Applications
Info-Tech Research Group
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66
Make use of in-suite customization whenever possible: move
to extension and custom development only if necessary
There are three pillars of CRM suite development: customization,
extension, and custom development.
Overview of development options:
Customization
• Customization refers to carrying out in-suite tweaks in order to
meet business requirements. This usually involves making
changes to suite control panels. Most suites give administrators
the ability to make a large number of customizations natively;
take advantage of easy-to-use customization by training team
leads to make their own tweaks.
• Extension uses third-party software to augment the capabilities
of the CRM suite: for example, Microsoft Outlook or social media
plug-ins.
• Custom development involves writing specialized code to
enable required suite functionality. Custom development can be
used to permit special integration between the suite and
applications that do not have a native (or third party) integration
bridge. Custom development is expensive and labor-intensive:
use it only as a last resort when required functionality can’t
be achieved via customization or extension.
• What it is: modifiable, in-suite
functionality.
• Use case: customize team sites
and customer portals; administrator
access.
Extension
• What it is: Third-party software that
augments suite capabilities.
• Use case: easy method to plug
requirement gaps.
Custom Development
What it is: suite-specific solutions
involving new coding.
Use case: Legacy data loading, ERP
integration, industry-specific niche
functionality.
Avoid custom development whenever possible. If the required functionality can be achieved in-suite,
custom development is a waste of time and money. Select a CRM suite which includes many out-of-thebox functions that suit your business needs. In those cases where custom development or large amounts
of data loading are necessary, strongly consider hiring a system integrator.
Info-Tech Research Group
Info-Tech Research Group
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67
Hire a system integrator to work alongside IT; overseeing all
touch-points of the CRM necessitates smooth integration
Who Is a System Integrator?
A system integrator is a consultant (person or company)
that is responsible for identifying, loading, and
integrating information and data from other enterprise
systems (for example, an ERP or billing application).
A system integrator will:
 Identify and enumerate sources of data. This data
should be linked into the CRM suite. System
integrators can help managers select which
information will be ported in the suite during
deployment. Select systems that will contribute to
business goals, and leave out systems that are
superfluous.
 Load information from legacy systems. System
integrators typically have specialized experience in
using third-party connectors - or where necessary,
providing custom development frameworks for
porting information between otherwise incompatible
systems.
 Provide practical guidance. Ask the system
integrator to recall previous projects that are very
similar in nature to your own organization’s size or
vertical. Apply this knowledge to your project.
Info-Tech Research Group
Info-Tech Insight
Hire a specialist, not a jack-of-all-trades employee. Any
money saved in hiring or assigning the task of system
integrator to a less-qualified individual will create more
problems later on, and it may even compromise the
functionality of the CRM system.
Info-Tech Research Group
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68
Assess usage patterns before enabling offline synchronization
Many CRM suites support offline account synchronization. However, offline sync can sink the database
by overloading transaction logs if enabled for the wrong usage patterns.
Account Manager: Deep/Narrow Pattern
Service Professional: Broad/Shallow Pattern
Account managers usually only handle a subset of
customers at a time, having an assigned group or territory.
However, they need a complete record for that group. So,
while they don’t manipulate a lot of records, they need the
ability to manipulate many fields within each record.
Service professionals may have to service all customers,
not knowing at any time which customer will be next. So,
they may need access to all records. However, they usually
need to manipulate only a few data fields within a customer
record. If they don’t sync often, they will overload
transaction logs, due to the breadth of records they require.
Synchronization can have drawbacks, especially when
unjustified by user needs:
•
•
Cost: Infrequent users of synchronization can cause
backlogging in the transaction logs, which can only be
addressed by forcing the infrequent users off the
system to flush the log. This then means the user
needs to install a new local database extract, creating
costs in the form of operational inefficiencies.
Security: Offline synchronization means multiple
devices are entering the world with all of your customer
information. This can be a major security concern if any
such device is lost. Minimizing the number of users with
offline synchronization capabilities helps to minimize
this risk.
Offline CRM synchronization should only be enabled for
roles with a deep/narrow usage pattern, to prevent
overloading transaction logs. Users with a broad/shallow
usage pattern should only be allowed live access, such as
browser access, with no offline sync capability.
broad and shallow access
Number of
fields in
the
customer
record
(depth)
deep
and
narrow
access
Number of customer
records (breadth)
Info-Tech Research Group
Info-Tech Research Group
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69
Create a formal communication process to keep departments
in the loop throughout selection and implementation
The team heading the suite’s implementation will need to establish a communication process around the CRM roll-out. The
team must solicit input from the various departments in order to create a comprehensive communication plan.
Network groups should take the lead and implement a process for:
 Scheduling business application kick-off meetings
 Soliciting preliminary input from the attending IT groups to develop the discussion agenda
 Establishing communication paths and the key communication agents from each department who is responsible for
keeping lines open moving forward
The overall objective for the inter-department meeting is to confirm that all parties agree on certain key points,
such as goals and metrics that gauge success.
Target
business-user
requirements
Target Quality
of Service
(QoS) metrics
Other IT
department
needs
Info-Tech Research Group
The meeting
should
encompass:
Special
consideration
needs
The high-level
application
overview
Tangible
business
benefits of
application
The kick-off process will significantly
improve internal communications by
inviting all affected internal IT groups,
including business units, to work
together to address significant issues
before the application process is
formally activated.
In many cases, subsequent meetings
will also be required to finalize and
resolve some of the open issues.
Once top stakeholders agree on the
major points, establish a training plan
for end users.
The next slide will shed more light on
best practices in training.
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70
Create a plan for end-user training: the CRM suite will be of
no value if end users can’t use it properly
All training modules will be different, but some will have overlapping areas of interest.
PE
A
- Assign Project Evangelists
Customer
Service
PE
A
M
PE
Focus CRM training on:
• What to do with inbound tickets
• Routing and escalation features
• How to use knowledge management
features effectively
• Call center capabilities
Marketing
PE
A
M
- Analytics Training
A
- Mobile Training
M
Sales
Focus CRM training on:
• Recording of opportunities, leads, and deals
• How to maximize sales with sales support
decision tree
Training
Focus CRM training on:
• Campaign management features
• Social media monitoring and
engagement capabilities
Customers
IT
Focus CRM training on:
• Familiarization with the software
• Software integration with other enterprise
applications
• The technical support needed to maintain
the system in the future
Focus CRM training on:
• Keeping the customer-facing web portals simple and intuitive, have clear explanations/instructions under important
functions (i.e. brief directions on how to initiate service inquiries), and provide examples of proper uses (i.e. effective
searches). Make sure they’re aware of escalation options available to them if self-service falls short.
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71
Profile your data, eliminate dead weight, and enforce
minimum standards & policies to protect data quality
Preemptively take steps to ensure data quality. Going forward, this data will be the base for
measuring performance and driving strategic decisions. Ensure it is of the utmost quality.
Poor data can originate in the firm’s CRM system. Custom queries, stored procedures, or profiling tools
can be used to assess the key problem areas.
Identify
and
Eliminate
Dead
Weight
Loose rules in the CRM system lead to records of no significant value in the database. Those rules need
to be fixed, but if changes are made before the data is fixed, users could encounter database or
application errors, which will reduce user confidence in the system.
 Conduct a data flow analysis: map the path that data takes through the organization.
 Use a mass cleanup to identify and destroy dead weight data. Merge duplicates either manually or
with the aid of software tools. Delete incomplete data, taking care to reassign related data in other
tables.
 COTS packages typically allow power users to merge records without creating orphaned records in
related tables, but custom-built applications typically require IT expertise.
Now that the data has been cleaned, it’s important to protect the system from hygiene problems.
Create
and
Enforce
Standards
& Policies
Work with business users to find out what types of data require validation and which fields should have
changes audited. Whenever possible, implement drop-down lists to standardize values and make
programming changes to ensure that truncation ceases.
 Truncated data is usually caused by mismatches in data structures during either one-time data loads
or ongoing data integrations.
 Don’t go overboard on assigning required fields; users will just put key data in note fields.
 Discourage the use of unstructured note fields: the data is effectively lost except if it gets subpoenaed.
 To specify policies, use Info-Tech’s Master Data Record Tool.
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Create data stewards in the business with accountability for
ensuring that CRM (and other) data remains clean
•
Data stewards are designated full-time
employees who serve as the go-to
resource for all issues pertaining to
data quality. Stewards are tasked with
keeping a particular data silo clean and
free of errors, and are formally evaluated
on their competence in this role.
•
Data stewards are typically mid-level
managers in the business, preferably with
an interest in improving data quality and a
relatively high degree of tech-savvy.
•
Data stewards can sometimes be created
as a new role with a dedicated FTE, but
this is not usually cost effective for small
and mid-sized firms. Instead, diffuse the
steward role across several existing
positions, including one for CRM and
other marketing, sales, and service
applications.
Example of data steward structure
Department
A
Data Steward
(CRM)
Data Steward
(ERP)
Department
B
Department
C
Data Steward
(All)
Data Steward
(All)
We have appointed an employee to the role of data
steward, who now has full accountability for
managing data quality initiatives.
-Roland Blaettler, CIO, T.E.A.M. AG
For more information
For a full role description of the Data Steward role, refer to Info-Tech’s job description, Data Steward.
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Meet end-user requirements with user acceptance testing
User Acceptance Testing (UAT) is a test procedure that helps to validate that end-user
requirements are met. Test cases can reveal bugs before the suite is implemented.
FIVE SECRETS OF UAT SUCCESS
1. Create the plan. With the information collected
from requirements gathering, create the plan.
Make sure this information is added to the main
project plan documentation.
3. Determine who will participate. Work
with the relevant stakeholders to identify the
people who can best contribute to system
testing. Look for experienced power users
who have been involved in earlier decision
making about the system.
2. Set the agenda. Agree on the agenda for each
UAT with business sponsors and users. The time
allotted will vary depending on the functionality
being tested. Ensure that the test schedule allows
for the resolution of issues and discussion.
4. Highlight acceptance criteria. Together
with the UAT group, pinpoint the criteria to
determine system acceptability. Refer back
to requirements specified in use cases in the
initial requirements gathering stages of the
project.
5. Collecting end-user feedback from both customers and agents is essential. Weaknesses in resolution workflow
design, technical architecture, and existing customer service processes can be highlighted and improved by with
ongoing surveys and targeted interviews with staff from persistent teams.
A pilot project is an essential component of UAT.
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Troubleshoot possible issues by piloting the CRM suite with a
small team before full deployment
The ideal pilot project introduces CRM functionality to a focused marketing,
sales, or service team.
Avoid:
Consider:
Most customer interaction organizations are segmented
by marketing, sales, and customer service. These teams
then tend to be sub-segmented by brand or product line.
Test the CRM suite with a small team like a brand
portfolio management group.
Identify Suite
Issues
Suite
Selection
Pilot projects mapped to interaction channels are not a
good way to pilot because it can cause maximum
disruption in customer experience. Don’t pilot solely by
telephony, email, or web chat.
Find
Resolutions
CompanyWide
Deployment
Pilot
Project
Track Common
Questions and
Popular
Functions
Develop EndUser Training
around Results
Choose a sub-group that already has a significant volume of customer interactions or high-level needs so the suite can be
truly tested. After you choose a pilot group, define the goals of the project, decide what metrics to measure, how they will be
tracked, and what is intended for the results. Next, train the relevant agents, product specialists, and/or target customers and
begin the pilot project. When you begin full deployment, roll-out one customer segment or product line/brand group at a time
to minimize disruption during implementation.
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Do not neglect updating business processes within CRM as
changes occur in the company
Any time a process changes, evaluate how the process is reflected in the CRM system. Following the sequence below
leads to the greatest benefits in process improvement. But Business Process Management doesn’t always end at the control
stage. Those tasked with continuous improvement in the organization will repeat these stages when needs change or issues
are identified through control mechanisms.
1
Identify
List the current business processes that exist in the organization and determine
which provide the most opportunity for improvement.
2
Document
Describe the processes using a graphical model. This may be through a diagram
or by using consultants to capture processes.
3
Refine
Find improvements in the existing processes, by simulating process changes
(also known as business process reengineering).
4
Automate
Replace manual processes with technology-enabled steps. For example,
updating data in another system, or escalating an issue to a manager.
5
Control
Monitor the state of process instances, both individually and as a whole to detect
issues, which may trigger continuous improvement activities.
For more information
Refer to Info Tech’s, Develop a Business Process Management (BPM) Strategy.
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Create a secure environment for the CRM suite that
emphasizes access privileges as a primary safeguard
CRM
Security
Access
Restrictions
Security
Environment
Patches and
Hot Fixes
Implement policies and set up access permissions that prevent users from accessing sensitive information
unless they have the appropriate credentials. There are many security risks that come with the suite. For
example, due to offline database synchronization, confidential customer information can be misused if an
employee’s PC or laptop is left unattended.
• Establish user access privileges to safeguard confidential information and prevent service disruptions.
• Keep a roster of active, authorized users: when employees leave the company, promptly remove their
access to the internal system. Integration with directory services can speed this up.
• Consider if access to the system should only be allowed via Virtual Private Network (VPN).
• Guard against phishing attacks by training users never to disseminate their CRM access credentials
over email.
• An on-premise CRM suite should be secured behind the firewall in order to reduce the suite’s vulnerability
to external threats. Cloud-based solutions must meet necessary compliance requirements; for example, if
your organization is in government or healthcare, there may be restrictions on what vendors you can
select based on where the solution is hosted.
• Secure the software from external threats by keeping it up-to-date with current hot fixes. For more
information on security strategy, see Info-Tech’s Storyboard: Build a Security Architecture & Roadmap.
You have to know what the business model is in order to dictate what you restrict and what you don’t,
along with knowing what the risk[s] to IT and the infrastructure environment are.
- Thomas Uyehara, IT Director, Independence First
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Keep your pulse on the suite by tracking relevant metrics
The metrics you want to track depend upon your departmental goals.
Consider tracking the following:
Marketing
Sales
Customer Service
Increase
revenues
▲ Leads attributed to campaign
▲ Sales attributed to campaign
▲ ROI on opportunities
▲ Average deal size
▲ Sales per agent
▲ Share of wallet
▲ Customer retention percent
▲ Up-selling opportunities
Decrease
costs
▼ Costs of campaigns
▼ Agents per campaign
▼ Average time to resolution
▼ Cost of data inaccuracy
▼ Channel escalation rate
▼ Assisted-service: selfservice ratio
▼ Cost to serve
Post-Deployment CRM Metrics
Most organizations have some sort of contact management solution already in place. After
transitioning to a new solution, it is often beneficial to track incremental results gained through
changes in functionality.
Be sure to track:
• The use of new features
• Sales attached to new features
Leverage the reporting and analytics built into your CRM to maintain effectiveness of your solutions as well
as look for potential product defects. Take a proactive stance toward problems – don’t wait for them to get
worse. If a performance metric is lagging, conduct a root-cause analysis to find out why.
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Establish a plan for ongoing upkeep of the CRM suite
After deployment, don’t neglect to conduct periodic maintenance. Create a
plan that delegates aspects of suite maintenance to various components of
the business.
End-User Skill Development
(keeping users up-to-speed)
Responsibility:
Marketing, sales and service
Physical Maintenance
(infrastructure and storage upkeep, if
applicable)
Responsibility: IT
Cover all the
Bases of
Maintenance
Ongoing Solution Maintenance
(upkeep of web pages, articles, content
pruning, taxonomy)
Responsibility: Marketing and service
Technical Maintenance
(troubleshooting of suite bugs/glitches)
Responsibility: IT
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Establish an iterative and annual review process to set CRM
upgrade (or suite transition) strategy
The CRM marketspace moves quickly, and organizations must have an
approach in place for deciding when, where, and how to upgrade their suites.
• After the organization has fully deployed a CRM suite, a strategy
must be put in place for when to evaluate and implement
upgrades to the suite.
• There are two points at which applications managers should
assess upgrade potential: an iterative checkpoint whenever a
major new release of the CRM suite occurs, and an annual
assessment that asks the question, “is our current suite
meeting the needs of business users?” The former evaluates
incremental feature sets included in product upgrades, while the
latter is a deep-dive assessment of any gaps that have emerged
in the strategic intent of the CRM suite.
There are two paths that lead to
an upgrade decision.
Vendor Updates
Product
Annual
Assessment
Iterative
Checkpoint
• If major strategic gaps open between desired and actual
functionality, consider moving to another vendor. Don’t continue
to invest in a solution if it’s not proving useful or valuable.
• Upgrade complexity is determined in large part by the degree of
customization of the suite: the more custom coding and data
integration that is done, the more challenges you can expect in
transitioning suites.
Business Requirements Analysis
Don’t
Upgrade
Upgrade
The strong point of the agility solution turned into its weak point because upgrades of this nature were
extremely complex because of the customization we asked for.
–IT Manager
•
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Concluding Recommendations
• Assess your organization’s need for a new CRM suite by reviewing the volume and complexity of your customer
interactions, as well as the functionality provided by your current solution(s). When your needs exceed the capabilities
provided by a CRM suite, consider augmenting it with best-of-breed point solutions.
• Evaluate your organization’s CRM integration strategy. Don’t overlook the importance of other integration needs, such as
telephony systems, ERP, email, and content management. Channel integration between business process domains is
critical. Do not underestimate integration with social media and mobile support when shopping for a CRM suite.
• Assemble a cross-functional selection and deployment team consisting of sales agents, marketing staff, call center and
field service managers, IT managers and staff, and possibly customers. Leverage the executive support of the steering
committee as well.
• Gather specific business goals and end-user requirements, and then use them to shortlist products.
• Issue a Request-for-Proposal (RFP), evaluate RFP responses, create a shortlist of the most appropriate vendors, conduct
vendor demonstrations with shortlisted vendors, and then make your decision. After selection, designate an Applications
Manager to oversee the implementation and maintenance stages.
• Make sure to pilot the CRM suite of choice with a small team before full deployment. Create a formal process for
introducing the CRM suite – both through kick-off meetings and through end-user training.
• If possible, always use out-of-the-box customization; if significant custom development is required, hire a system integrator.
• Assign data stewardship responsibilities to ensure that data remains clean.
• Create a secure environment by establishing access rights, creating authorized users, and protecting against breaches.
• Create metrics to gauge the suite’s effectiveness, and establish a plan for ongoing suite maintenance and upkeep.
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Need Additional Support?
Info-Tech goes beyond research: Speak directly to an analyst and/or engage
onsite consulting services to help your team achieve results.
Trigger Point:
Understanding
CRM
Defining Customer and
Organizational Focus
Making the Business Case
Our Advisory &
Consulting
Services
Definition of preliminary CRM requirements
across the organization
Identification of primary drivers for CRM
and business case development
Understanding the Current State
Defining Functional and Technology
Requirements for CRM
Definition of existing CRM business
processes; assessment of existing policies
and technologies
Identification of process, policy, and
technology areas that can benefit from
CRM and documentation of requirements
Reviewing the Vendor Landscape
Identifying and Selecting Solutions that
Meet your Needs
Preliminary vendor shortlisting, based on
established functional and
technology requirements
Request for Proposal (RFP) development
and vendor response evaluation
Trigger Point:
Developing a
Strategy for CRM
Selection
Our Advisory &
Consulting
Services
Trigger Point:
Comparing CRM
Vendor Offerings
Our Advisory &
Consulting
Services
Email our Advisory Team to discover how we have helped other clients. Get your CRM initiative started today!
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Appendix A: Survey Responses
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Survey Respondents - Industry
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Survey Respondents - Country
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Survey Respondents - # of FTEs
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Survey Respondents - # of IT Employees
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Survey Respondents - Revenue
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Survey Respondents – By Job Title
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Survey Respondents – By Location
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Survey Respondents – By Department
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Responses: Number of CRM Suite Features
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Responses: Overall Importance of CRM Suite
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Responses: Frequency of Using CRM Suite Features
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Responses: Marketing Channels
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Responses: State of Adoption of CRM Suites and Point
Solutions
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Responses: Primary Vendors for CRM Suites
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Responses: Criteria for Selecting a CRM Suite
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Responses: Frequency of Feature Usage
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Responses: Importance of Different Features for a CRM Suite
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Appendix B: Vendor Landscape Methodology
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Vendor Evaluation Methodology
Info-Tech Research Group’s Vendor Landscape market evaluations are a part of a larger program of vendor evaluations which includes
Solution Sets that provide both Vendor Landscapes and broader Selection Advice.
From the domain experience of our analysts as well as through consultation with our clients, a vendor/product shortlist is established. Product
briefings are requested from each of these vendors, asking for information on the company, products, technology, customers, partners, sales
models and pricing.
Our analysts then score each vendor and product across a variety of categories, on a scale of 0-10 points. The raw scores for each vendor are
then normalized to the other vendors’ scores to provide a sufficient degree of separation for a meaningful comparison. These scores are then
weighted according to weighting factors that our analysts believe represent the weight that an average client should apply to each criteria. The
weighted scores are then averaged for each of two high level categories: vendor score and product score. A plot of these two resulting scores
is generated to place vendors in one of four categories: Champion, Innovator, Market Pillar, and Emerging Player.
For a more granular category by category comparison, analysts convert the individual scores (absolute, non-normalized) for each
vendor/product in each evaluated category to a scale of zero to four whereby exceptional performance receives a score of four and poor
performance receives a score of zero. These scores are represented with “Harvey Balls,” ranging from an open circle for a score of zero to a
filled in circle for a score of four. Harvey Ball scores are indicative of absolute performance by category but are not an exact correlation to
overall performance.
Individual scorecards are then sent to the vendors for factual review, and to ensure no information is under embargo. We will make corrections
where factual errors exist (e.g. pricing, features, technical specifications). We will consider suggestions concerning benefits, functional quality,
value, etc.; however, these suggestions must be validated by feedback from our customers. We do not accept changes that are not
corroborated by actual client experience or wording changes that are purely part of a vendor’s market messaging or positioning. Any resulting
changes to final scores are then made as needed, before publishing the results to Info-Tech clients.
Vendor Landscapes are refreshed every 12 to 24 months, depending upon the dynamics of each individual market.
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Value Index Ranking Methodology
Info-Tech Research Group’s Value Index is part of a larger program of vendor evaluations which includes Solution Sets that provide both
Vendor Landscapes and broader Selection Advice.
The Value Index is an indexed ranking of value per dollar as determined by the raw scores given to each vendor by analysts. To perform the
calculation, Affordability is removed from the Product score and the entire Product category is reweighted to represent the same proportions.
The Product and Vendor scores are then summed, and multiplied by the Affordability raw score to come up with a Value Score. Vendors are
then indexed to the highest performing vendor by dividing their score into that of the highest scorer, resulting in an indexed ranking with a top
score of 100 assigned to the leading vendor.
The Value Index calculation is then repeated on the raw score of each category against Affordability, creating a series of indexes for Features,
Usability, Viability, Strategy, and Support, with each being indexed against the highest score in that category. The results for each vendor are
displayed in tandem with the average score in each category to provide an idea of over and under performance.
The Value Index, where applicable, is refreshed every 12 to 24 months, depending upon the dynamics of each individual market.
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Product Pricing Scenario & Methodology
Info-Tech Research Group provided each vendor with a common pricing scenario to enable normalized scoring of Affordability, calculation of Value Index rankings,
and identification of the appropriate solution pricing tier as displayed on each vendor scorecard.
For this set, vendors were provided with the following scenario and asked to provide a 3-year TCO:
•
Enterprise Name: Mushu Dynamics
•
Enterprise Size: Mid-Sized
•
Enterprise Vertical: Consumer Electronics
•
Total Number of Sites: One Customer Service Call Center
•
Total Number of End Users: 150 call center agents, split into three shifts (50/shift – please specify per-user or per-device licensing). 15 customer service managers (5 per shift).
•
Operating System Environment: Windows 7
•
Office Productivity Suite Environment: Office 2010 Enterprise Edition
Functional Requirements and Additional Information:
•
Mushu Dynamics is a global provider of specialized consumer electronics. The firm provides 24/7 customer support via self-service portals and assisted-service channels
(telephony, email, and chat). It has a single call center, with 50 agents working per shift (150 over three shifts). The organization has a CRM solution in place, but is specifically
looking for a best-of-breed option for Customer Relationship Management (CRM). In particular, the organization needs a solution that provides the following functionality:
◦
Case management (i.e. ticketing system)
◦
Automated assignment and escalation rules
◦
Agent-facing and customer-facing portals
◦
Service resolution tools (i.e. decision trees and wizards)
◦
Reporting and analytics (i.e. data on first-contact resolution, average time to resolution) Please specify if an external reporting vendor is necessary.
◦
Social functionality (ability to offer solutions through social channels; basic monitoring and response capabilities)
◦
Integration with other relevant technologies: CRM, call center telephony/IVR etc.
•
Mobile support is highly desirable (either through a dedicated app or mobile browser)
•
Please provide an accurate 3-year TCO for this organization. Please be sure to include all costs (licensing, maintenance plus hardware and implementation costs if applicable).
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Pricing Tiers
We do not list price on vendor slides, instead we indicate a price bracket – we have defined ten pricing tiers, listed below.
•
•
•
•
•
•
•
•
•
•
Under $1,000
$1,000 to $2,500
$2,500 to $10,000
$10,000 to $25,000
$25,000 to $50,000
$50,000 to $100,000
$100,000 to $250,000
$250,000 to $500,000
$500,000 to $1 Million
Over $1 Million
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