The ABC’s of Planning a CRM Project Whether you are planning net new CRM installation, or an upgrade to the latest release of your existing CRM products, our ABC’s of planning and executing your implementation/upgrade will apply.

In this installment of the ProfessionalCRM “Education through Experience” series, this discussion has fun with words and provides insight into core strategies and ongoing tactics required for CRM success. By no means is this intended to provide a cookie cutter approach to success, as that animal does not exist. This document is intended to challenge you to think deeply about how your firm is unique and to then craft a personalized plan for success.

So here we go, let’s get started from A – Z with word play, key definitions, their purpose and how concept application will help to define the strategy and tactical execution of a CRM project.

Altruism, Benevolence & Coercion:

al·tru·ism (noun): the principle or practice of unselfish concern for or devotion to the welfare of others (as opposed to egoism.)

For our purpose, the art of never losing sight of the main CRM requirement of the organization and addressing the ever critical “What About Me” question. All factors and factions should be considered unique opportunities to redefine adoption and the go-forward key use cases.

When planning, you must consider these tactics:

Re-evaluate your past goal achievement;o What worked, what did not

Align with current organization goals/requirements; Validate findings with leadership; Over-communicate outcomes to your constituent user

groups; and Be exhaustive in your evaluation of new functionality

which can provide your users support in achieving their individual goals.

be·nev·o·lence (noun): the desire to do good to others; goodwill; charitableness; an act of kindness; a charitable gift. To be filled with benevolence toward one's fellow creatures.

For our purpose, when dealing with your user community, “ Don’t be a Hater” , be their salvation. By definition, salvation is the act of saving or protecting

from harm, risk, loss, destruction, etc. We know most users are inherently bad when it comes to managing their data, committing to work in the CRM system, and in general, getting information off paper or out of their head, and into the system.

When planning your project, you must consider these tactics:

Enter Once, Use Many Times: in most organizations, the level of duplicate data review is one of the largest hurdles for users, and blocks effective CRM utilization as the users see themselves as data entry staff.

o Review internal data source integration opportunities: HR, Financial, Website, and any disparate silo of data being managed separately. Any source where people and company data is involved should be considered a potential CRM data source.

o Review external tools and information providers. The science behind data matching algorithms has improved dramatically and the cost of this data has come down in the recent past.

Evaluate the primary access point (hopefully MS Outlook) for user friendly screen design/layout: by applying fundamental design tricks and application logic, you can vastly improve the user experience. For most users, the first impression will leave an indelible mark of their overall perception of the system.

co·er·cion (noun ): the act of coercing; use of force or intimidation to obtain compliance; force or the power to use force in gaining compliance.

For our purpose, the ultimate “stick” in most organizations can be either peer pressure and/or compensation (or both in some cases). Look for opportunities for strategic support of any initiative that is backed by a powerful voice, and create a reward system for support personnel based on their participation in the execution of the strategy.

When planning, you must consider these tactics:

A strong voice will drive adoption: We are working with multiple clients that are using their CRM project as an opportunity to find new, powerful champions to drive strategic use of the system, typically in regards to supporting new business development initiatives, cross selling, client care initiatives, etc. Keep in mind, achieving CRM success does not need to be a firm-wide initiative, but can be very grass roots in its application. Little wins will build momentum.

Support personnel can be your greatest CRM ally : The most successful CRM initiatives have a strong support team outside the 4 walls of the marketing or IT departments. You need this sector of the constituency much more than they need you! However, in order to spark the interest of these teams, you must reward their support. Rewards can come in many different “colors.” Optimally, an organization can guarantee levels of success when they build support of the CRM initiative into the annual review process, with some additional “treats” sprinkled in along the way and distributed to top performers.

Deliverance, Evolution & the “F” word:

deliverance (noun ): an act or instance of delivering; to do or carry out as promised.

No we are not talking Burt Reynolds and Dueling Banjos here…

For our purpose, the act of managing expectations of your constituents, communicating the end-game for your CRM system and setting attainable milestones on an ongoing basis.

As leaders of your CRM initiative, your ears and eyes should always be keenly tuned to user feedback and publishing results when you deliver against a milestone. This deliverance will become expected and potentially give rise to higher level and vocal support of your CRM initiatives. Incorporating user feedback is also critical, as end user provided milestone achievement goes a long way to engender future support.

evolution (noun): any process of formation or growth; development. Synonyms: change, progression, metamorphosis. Antonyms: stasis, inactivity, changelessness.

No we are not getting into the Creation vs. Evolution debate…

For our purpose, a truly successful CRM implementation is undergoing constant evolution. When providing deliverance of attainable milestones, the end game continues to evolve and change. As simple as being able to send a targeted communication to a segment of your database based upon search terms, or as advanced as tying business development plan execution to wins and providing matter level ROI of the effort.

Change and Progression are required to continue to advance any CRM initiative. Unfortunately, most firms that have faltered with CRM initiatives, have experienced product based issues, and their only available progression was to stasis.

Which leads us to the “F” word…

fine (Adverb, informal): in an excellent manner; very well. He did fine on the exams. She sings fine.

For our purpose, the reality of the how the word “Fine” is used today to describe something, is typically related to words like: OK, moderately successful, marginal, other less demonstrative

terms depicting a version of success. Think about asking someone close to you how they are doing? Does their answer “Fine”…. elicit a positive, or potentially negative emotion from you?

Well, I am taking the negative emotion stance. If your CRM system is doing Fine, I take it to mean one or more of the following:

Your users don’t use the system; You put up with the product

clunkiness, because you have to; Your communications get out, but

with a lot of manual effort; You wish you could send more

targeted communications, but with limited use and resources, you just do not have the ability; or

You were sold a CRM system that has become a rolodex.

Most legacy CRM products used today in law firms and other professional service firms have placed firms in the “Fine” position due to lack of innovation and a lack of understanding of what the businesses require from a CRM system in today’s competitive economy.

On the positive side in our business, we are seeing a renewed focus by IT & Marketing departments to reevaluate existing products and rethink whether they are satisfied with legacy product “fine”ness.

(Parenthetical Comment Alert… I have always drilled into my children to never settle in life. I challenge those firms that have a “Fine” CRM system to explore product alternatives and remove the “F” word from their CRM vocabulary.)

Gargantuan, Humongous, (achieved) Incremental(ly)

gargantuan ( adjective ): gigantic; enormous; colossal: a gargantuan result/task.

humongous, also humungous ( adjective, slang ): extraordinarily large.

For our purpose, the definitions of these two words and the application of them to a CRM project should not be used in terms of the project tasks themselves, but in terms of the results of a successful CRM initiative relative to: business process enhancements, realignment of resource utilization, and direct return on investment through cost savings and increased revenue.

incremental(ly) ( adjective ): increasing or adding on, especially in a regular series: small, incremental process improvements.

For our purpose, there is a common thread to many of the ABC’s and “incremental” is a constant for a successful CRM project. We have talked evolution, benevolence, and deleting the “F” word, all of this pertains to a persistence to take an approach of a “regular series” of events, tasks, milestones which all further the adoption, everyday use and the benefits, tangible and intangible, that are achieved with CRM success.

Incremental milestone achievements, step-by-step progress will lead to tangible gargantuan, humongous benefit achievement. Just hang in there and stay true to the CRM success path. Nobody ever said it was easy!

Jocular, Kinetic, and (cursed) Lethargy

jocular ( adjective ): given to, characterized by, intended for, or suited to joking or jesting; waggish; facetious: jocular remarks about reality TV “stars.”

For our purpose, let’s face it many of today’s professional service CRM systems, if you define them on true CRM system terms, are a joke. What started out as a strategic purchase intended for: solving contact management issues, providing relationship intelligence and supporting business development activities, has devolved into an overly expensive, manually staffed rolodex/contact database with out of date data, poor utilization and as one of our clients characterized her prior system as “an expensive label maker.” If this characterization fits for your firm, don’t be the butt of the CRM joke. There is a path to success with the right product, a viable plan and supporting CRM success tactics. “Yes Virginia1, there is a successful professional service firm CRM installation.”

kinetic ( adjective ): pertaining to motion, caused by motion, characterized by movement. Leaving your failed CRM product behind would be a kinetic activity.

For our purpose, Ok, guilty of a bit of creative license here… but (and it’s a big but) I talk to firms every day that although they completely understand Einstein’s definition of insanity, they continue investing in the failed product, the human resources required to maintain it, the drag it places on staying current with other technologies, et al all based on the excuse of the past

1 I was informed by my proofreader that I am showing my age, for context you may get a history lesson here… http://www.newseum.org/exhibits/online/yes-virginia/

investment in said product(s) and the undertone in the firm regarding their CRM system and the “F” word (not talking Fine here.)

As leaders in our firms, we must challenge the status quo and in that challenge take the time to truly make a business case that includes not just the cost of software and services to implement, but ALL the associated costs, real $$$ and also human resource waste. Human resource waste, referring to the person, or in many cases people, who are paid well to do mind numbing tasks that any CRM worth its salt will have automated. These folks would give their right arm to actually perform strategic marketing tasks. It is your revenue generators (partners and associates and their support staff as well. Just ask them!)

Getting off my soap box now… Probably 80% of the firms with existing CRM system should be evaluating the market to understand if there are better systems available. The past is the past. Sunk costs, are just that; forget about them. Focus on your needs and available ROI in current marketing/business development technology.

Lethargy (noun): the quality or state of being drowsy and dull, listless and unenergetic, or indifferent and lazy; apathetic or sluggish inactivity.

For our purpose, diametrically opposed to kinetic energy, lethargy is rampant in professional service firms CRM projects, where apathy abounds. Mentioned above and throughout this document are many discussion points about the energy required and the need to be active the user base, not settling for the lack of success. You will get out of your CRM project what you put into it. Too many firms simply refer to CRM success in professional services as a locution that produces an incongruous, seemingly self-contradictory effect.

So get out in the lead and make it happen!

Minutia, Neanderthal, Ornate

minutia ( noun, plural minutiae ): small or trifling matters, precise details: the minutiae of his craft was not only the questions asked, but in the listening to the answers.

For our purpose, the devil is in the details! Understanding the needs of your constituents is critical to success. How do you get these details? Well, you get out of your office and talk to the various groups. Most forms will hire an outside consultant to handle these interviews and

in many cases this is a very good idea, but you as the leader of the initiative need to be there every step of the way.

Not only do you gather important information in these discussions, but you also have the opportunity to lay the groundwork for developing your needed management support network, identify potential champions that you can provide quick wins for, and probably most importantly to develop am understanding in the constituents that this is not a marketing or IT initiative, it is a firm wide business driven project that requires support throughout the organization.

Yes, it may seem like minutia(e), but it is in those details the rich rewards will be found!

neanderthal ( adjective, noun, informal, often lowercase ): of or relating to Neanderthal man; primitive, unenlightened, or reactionary; (technically) culturally or intellectually backward.

For our purpose, Neanderthals litter the landscape in every professional service firm, across all constituents, aligned with a variety of the definitions above. As you look to build consensus for your CRM initiative and align needs with goals, you may run into groups that just are not interested in participating. If their lack of interest has no bearing on your ability to succeed, leave them behind without a second glance. However, there will undoubtedly be some that you desperately need from a cultural basis, or other criticality factors for the initiative to succeed (fill in the blank… Managing Partner, CEO, CIO, CMO, et al.) For these folks, you need to apply the “Fire” test.

The Fire Test: When fire was first harnessed, you gotta believe the first to do it burned the S*^# out of themselves, but they persisted and soon found warmth, protection and the Joy of Cooking. Harnessing fire was power, power beget tribute and in return, they (must have) then trained others to keep the fire burning, safely.

When you run into a Neanderthal in your midst, apply the fire test and gently take them through the process, quietly, without making a big deal out of it. Your Neanderthal will appreciate the new found skill, understand the “what about me” value proposition and potentially share with their neighboring Neanderthal how they passed the fire test.

Ornate ( adjective ): elaborately or sumptuously adorned, often excessively or showily so: Beyond the ornate gate, only a few outbuildings and the charred corner of his mansion survive.

For our purpose, you can get too ornate with your CRM design. From experience, the KISS principle prevails. You do need some bells and whistles as users do love shiny things, but they will quickly see through pretty graphs that do not have value other making the system look attractive. Ensure the shiny things are valuable, rather than just shiny.

Also for those of you responsible for the CRM selection process, beware “Demo Fever”! Stick to your requirements, see with your own eyes and check the (Blank) out of those references. The “gate” reference above relates to one of the market leading installed CRM systems. One of their clients that have since left that platform referred to the solution as “putting lipstick on a pig.”

Parabola, Quiver, Realization (ROI)

Parabola ( noun, geometry ): a plane curve formed by the intersection of a right circular cone with a plane parallel to a generator of the cone; the set of points in a plane that are equidistant from a fixed line and a fixed point in the same plane or in a parallel plane.

For our purpose, No Virginia , we have not lost our mind. CRM life would be grand if there was a “one-size fits all” formula for success. There ARE DEFINITELY best practices for success, but each firm needs to understand their own unique needs and not be surprised if they are presented with a change to their “equation” in the midst of CRM execution. These “formula variations” happen all the time: leadership changes, budget crunch, mergers, acquisitions, or your CRM system success just enlightened management to measurement (hallelujah), etc.

Remaining flexible is key, while maintaining order is essential. As an example, don’t change the entire system for one practice group that may have their own idiosyncrasies that other practices find irrelevant, and DO NOT allow your design to inorganically grow into a Frankenstein!

Quiver ( noun ): a case for holding or carrying a variety of weapons, primarily arrows.

For our purpose, we are talking a variety of weapons or tools at your beckon, not quivering toes, although CRM success does kind of do it for me (Yes, I did just say that!!)

As in the definition above, you must have: an Outlook based system which is easy-to-use, different “solutions” for different members of your constituency, and cast a wide net in order to satisfy each group’s unique requirements. In particular, ‘Hot Buttons” for each are usually:

For partners and associates: it’s all about data protection, relationship intelligence and MOBILITY;

For admin staff: it’s all about productivity; For the business developers: MOBILITY, activity management, relationship intelligence

and reporting; For marketers: It’s all about data quality, segmenting, targeting and reporting; and For management: It’s all about not hearing complaints (tongue firmly in cheek, sorta)

Realization ( noun ): the making or being made real of something imagined, planned, etc.; the result of such a process; the act of realizing or the state of being realized; or an instance or result of realizing.

For our purpose, realization for partners has very different meaning. High realization GOOD, low realization BAD! Whether it be related to billable hours, collections, whatever financial indicator you wish to apply. Realization equates directly to profit, and in turn, return on investment (ROI) in the hearts and minds and wallets of your shareholders.

So, as you develop and execute your CRM roadmap and implement to your constituents the solutions required for their specific needs, keep your eye on how your shareholders envision success, adjusting your milestones accordingly. In other words, each time you announce a success, put it in terms of $$$. Your shareholders speak that language.

Sales, Trust, Utilitarian

Sales ( noun ): the act of selling; a quantity sold; opportunity to sell; a special disposal of goods, as at reduced prices; transfer of property for money or credit; an auction.

For our purpose, sales is a misnomer for professional service firms, and sometimes a dirty word actually. Partners, even though they carry the burden of making it rain, do not consider themselves sales people. It is critical, when approaching this constituent with a CRM solution, to support these individuals to drive home the point the capability is there to “enable” their efforts from activity tracking/reminders to core intelligence about the client/prospects needs, without imposing a methodology that “feels” like a sales process. There are also cultural issues in many firms where partners feel their efforts are being measured vs. others in the firm, and therefore are resistant to adopting the CRM solution, which leads to “Trust.”

Trust (noun ): reliance on the integrity, strength, ability, surety, etc., of a person or thing; confident expectation of something; a person on whom or thing on which one relies; the obligation or responsibility imposed on a person in whom confidence or authority is placed.

For our purpose, although this cultural impediment is diminishing in many firms, trust issues still abound in many professional service firms, especially with the trend of mergers, acquisitions and lateral movement of partners/practices coming full circle yet again.

If trust issues exist in your firm, it will be critical to adopt what we refer to as “Rules of Engagement.” The rules will set the framework for what a firm contact is. As an example, if a contact is employed by an existing client, or is known by “x” number of firm colleagues, these rules would set the context for what a firm contact is.

Another rule to incorporate is to have the users understand that just because a contact exists in the CRM system does not provide carte blanche rights to reach out and make a pitch. We always recommend firms create a criteria of “Relationship Manager” for companies and key contacts, and a business process that promotes engaging with the Relationship Manager and collaborating together before making the pitch, strengthening the concept of team selling.

Sometimes trust concerns are simply about if “I share my data, how can I be sure it does not get messed up.” Well with a strong CRM system, this will not be an issue, but a critical aspect of functionality that needs to be reviewed closely, because as we have seen for years, you mess up users data, they will not participate.

Ultimately, a foundational key to CRM success is to create the framework of trust in your organization and the system supporting your efforts.

utilitarian ( adjective ): pertaining to or consisting in utility; having regard to utility or usefulness rather than beauty, ornamentation, etc.

For our purpose, usefulness is one of the keys to supporting adoption of the CRM system by the users. When implementing a CRM system you will be asking the users to change how they work within the framework of your core applications. Obviously, some CRM systems require significant change, while others provide a level of integration that the “change” in user’s normal usage is very subtle, an extra click here and there.

However, some users will balk at that extra click, or business process change, so it very important to provide users with more than they provide you in the process. For example, sharing a contact provides unique access to previously unknown relationships (Who Knows Whom, or Relationship Intelligence); sharing a calendar appointment creates knowledge; generating activities enables insight into the newsletters contacts receive, their attendance at events, and overall broadening of your institutional

knowledge.

Mentioned before in this document, but worth stating again, the system must address each constituent’s personal “what about me” idiosyncrasies.

Veracity, Willingness

Veracity (noun): habitual observance of truth in speech or statement; truthfulness; fact; accuracy; correctness or accuracy, as of the senses or of a scientific instrument.

For our purpose, accuracy, reliability, legitimacy, exactness, integrity are all words that historically, for professional service firms, have rarely been associated with their CRM systems. The answer for most firms has been to throw bodies at the CRM system in terms of data: Stewards to ensure the integrity of the data, and likewise the reliability of the system. As a company ethos, we do not feel this level of investment in your systems has ever reaped the results of enhancing user adoption, and in fact has had the reverse consequence, impeding successful adoption.

Obviously, someone has to have oversight of the system to ensure standards are met, (typically this is a person in the marketing team) but the death knell for any firm is to propagate the concept and “feeling” that the Marketing department “owns” the data. Sure there are certain data points this “custodian” should own, primarily company level data used in research and segmentation, but the users need to own the contact data.

Why??? Because they know the contacts, it’s not just about accuracy of the data, but how they know the contact and providing knowledge about why this contact is important to the firm. Data Stewards have no clue about much of this type of information. BTW - It’s not their fault! So, how do they get this info? Well they go back to the users for it and unless you have a fleet of data stewards, you will never gain the valuable knowledge you want in the system, all the while the firm is investing big dollars in relatively valueless effort.

In short to maximize the “veracity” of your CRM system, core processes need to support the users to own their part of the solution!

Willingness ( adjective ): disposed or consenting; inclined; willing to go along. Consenting, or ready.

For our purpose, developing willingness to participate is the Holy Grail. If you have willingness to participate and continue to validate and perpetuate through your CRM evolution, you will achieve user adoption of the CRM system. However, it is a virtuous cycle and therefore you may never “rest on your laurels”, but continually focus on the next milestone and the next success story.

Xanthan, Youthful, Zeal

xanthan ( noun, nutrition ): a water-soluble natural gum produced by the fermentation of sugar with certain microorganisms and used as a binder, extender, or stabilizer in foods and other products.

For our purpose, each firm needs to find that binder, extender, or stabilizer that is the secret sauce that clicks within your firm culture, drives adoption and allows you to pave your unique path to CRM success. Too many have tried a cookie cutter approach to success. After being involved in 250+ CRM implementations and upgrades, I know without a doubt that what works for Firm A, may fail at Firm B.

Beware the snake oil selling consultant that has the, all-encompassing, roadmap to CRM success, and know that yes there is a framework of a roadmap or guideline to follow, but for true success, it must be YOUR map, designed and executed by your organization.

Youthful ( adjective ): characterized by youth; young; of, relating to, or befitting youth; having the appearance, freshness, vigor, etc., of youth.

Zeal ( noun ): fervor for a person, cause, or object; eager desire or endeavor; enthusiastic diligence; ardor; passion.

For our purpose, (cheating on this one and combining these words for dramatic impact) you must approach the planning and execution of your CRM project with youthful zeal; with the exuberance and freshness of youth and the zeal of knowing your cause is righteous in spite of the roadblocks you face, and the arrows you take (typically in the back.)

Approach each milestone with vigor and passion, take your champions with you and leave your detractors behind. Remember success is not only about the results achieved, but also the lessons learned and actions taken throughout the CRM journey.

And… So what if you have failed in the past!!!

Ask yourself and your firm leaders this question: Did you quit trying to ride a bike on your first attempt? second? third?

(Well unless you are like my 3rd child that was basically like, “that sucked, I have road rash and am not doing that again.” True story… took like nearly 2 years to teach him to ride a bike without training wheels. Picture the kid riding down the street leaning sideways on the training wheels, yep that was my kid…

As I said, 3rd child, so no photo, had to search the internet, yes that was him but much older…)

But back to the business at hand… No you did not quit. You kept it up until you were able to ride, and ride you did!

So, why do you treat your CRM project/solution differently???

With rare exception, most professional services firms are:

uUnderutilizing the CRM systems they have invested in; Some of those firms accept the failure; Others truly believe they are making the most of the system based on comparisons to

other firm’s usage; Others place the bar for success extremely low, h“Hey, we are getting our

communications out, so if it is not broken, why fix it”; There are also many firms that are in the process of analyzing CRM systems for a first

time investment; and A handful of firms that are truly on a path to achieve overall CRM success, where the

system is considered a core application, on par with other key productivity tools.

In whichever bucket your firm may fall, our strong recommendation is to challenge your current situation and continue to push forward to achieve your firm’s goals, as an effective CRM implementation will be a “game-changer” delivering many tangible returns, from business process improvements to directly influenced revenue.

From our perspective (with veracity and youthful-zeal) CRM leadership must always:

Evaluate successes and failures Build on that knowledge; Clearly formulate the plan for the next step in your CRM journey; Foster executive sponsorship; Continually evaluate your selected technology; and Of course, follow your ABC’s.

And remember… If you have fallen off the CRM bike, get yourself up, throw some dirt on the road rash and keep riding towards success!

God Speed on your CRM Journey!

About the author: Michael D. White is a principal with Consulting4CRM LLC, a Microsoft product and services company, and one the chief architects of their innovative Microsoft ProfessionalCRM™ product.

With over 25 years in the professional services vertical, he has been involved in over 250+ CRM implementations across the globe. With a passion for CRM, he proselytizes frequently on achieving CRM Success in a Professional Services environment. Michael’s primary position covers three principal areas: Client Acquisition, Client Satisfaction and Operations. Michael’s role in client engagements includes leading executive strategy sessions related to long-term CRM goal development with focus on individual and practice area business development efforts.

Michael’s unique experience and perspective on the inner workings of professional service firms, combined with his solid record of accomplishment for successfully guiding the application of technology to solve business process issues, equips him to provide value to clients as they embark on critical relationship management implementations.

With a background in Finance and Economics, Michael started his career in professional services as Regional Controller for the Northern California offices of Baker & McKenzie. Thereafter, he became Chief Financial Officer for the law firm of Littler Mendelson and held a similar role for Crosby Heafey, where he was also directly responsible for the Information Technology and Marketing/Business Development departments.

Prior to launching Consulting4CRM, Michael was shareholder in Client Profiles Dynamics Corporation, responsible for the Microsoft CRM4Legal business unit, the CRM Division of Client Profiles Inc. He also co-led the Lynch Marks CRM Consulting team from March 1999 until their acquisition by Client Profiles Inc. in 2007. He was the primary resource at Lynch Marks for conducting in-depth analysis of Firm needs related to the product selection and implementation processes, assisting firms to define their unique goals and establish a benchmark for CRM utilization.

When working inside law firms as an employee, Michael pushed the boundaries of how law firms look at themselves as a business and developed many innovative internal processes to review the profitability of the firm, each practice and individual lawyers. This, in conjunction with his natural acumen for business development, provided his employers with a unique view of the intersection of profitability analysis in the context of business development initiatives.