group_4_-_kcrm_presentation_1-1.pdf

0 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha

KCRM │ Building an Implementation Team

Building an Implementation Team October 4th, 2012 │ Lars Baier, Matthias Dess, Guillaume Laban, Shashank Pradhan, Christophe R.-Ratrimo, Alistina Shrestha

Asian Institute of Technology

School of Management

Knowlegde-enabled Customer Relationship Management



Agenda

1 Tasks of the Team

2 Goals of KCRM System

3 Team Composition

4 Risk Assessment and Common Pitfalls

5 Case Study

6 Conclusion



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



Tasks of the Team

Main Tasks & Processes

Tools,

Training &

Awareness

Cultural

Motivators &

Rewards

Sales &

Marketing

Performance

measurement/

ROI

Technology

Design &

Development

Leadership

KCRM

Internal coordination

External coordination



Tasks of the Team

Example of Allianz France

- Problems + Solution

Mergers and alliances made the

customer relationship more difficult

Disparate pieces of information:

hard to care about claims in

a cost-efficient way,

hard to respond quickly and

in a relevant way to

customer needs.

Opening of a Teleclaims office for

customers

Building of an integrated customer

interaction platform :

Increasing the sales

Improving customer loyalty

Reducing costs

Everyone has now a quick access

to accurate information of any

customer



Tasks of the Team

Expertises potentially needed

Internal

information

technology

department

Internal

departmental

experts and

specialists

External

strategic

partners and

supply chain

allies

Technology

vendors and

deployment

contractors

Front office

marketing,

sales & CR

staff

Consultants

Internal expertises

External expertises



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



Key message

Goals of KCRM System

Balancing-act nature of implementation

Risk

Long-term

Fiscal ROI

Scope

Retention

Market Share

Payoff

Short-term

Strategic Impact

Functionality

Attraction

Customer Share

Balance

Balance

Balance

Balance

Balance

Balance

Time Horizon

Financial Feasibility

Expected Impact

Value-added

Customer Goals

KCRM Team

Many different participants in

the KCRM team

Counter-acting requirements

of the project to be balanced

A well-balanced deployment

team,

Key strength of a CRM

strategy,

Can lead to success



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



Team composition

The Chasm

Innovators

Early Adopters

The “Chasm”

Early Mainstream Late Mainstream

Laggards

Late Followers

Prechasm

KCRM Visionary

Project Leader

Departmental Enthusiasts & Experts

Sales, Marketing and Front-Office Staff

Supply chain allies

Postchasm

KCRM Visionary

External Consultants

Technology Vendors

Internal IT Department

Partners and Supply chain allies

Users demand technology

and performance

Users demand sure

solutions



Team composition

Laterality

Defining the knowledge

management project

leader’s role

Defining the team

composition and selection

criteria for team members

Leader must be credible, stable with sufficient authority

Facilitate collaborative teamwork

Selected from upper and middle management

Members from the various functional areas within your

business

Possess specialized expertise and experience

May either be dedicated to work full time on the KCRM

initiative or participate on a part time basis

Must have a clear vision of potential outcomes of

knowledge enablement that they are participating in



Team composition

Internal Information Technology staff

E-Commerce

Customer contact

channel integration

methods

Viability of solutions

proposed by specialized

domain experts

Limitations of

existing

infrastructures

Standardization

Integration of

Net technology

IT Staff



Ability to deal

creatively

Rational

Bridge between people

from different area

Bring value to the

overall team synergies

Team composition

Laterality Providers

Bridge &

Interpret

Promote

despecialization

Promote team

learning /

Collaboration

Create

Synergy

Faster than average

person

Not defensive about

lack of understanding



1

Team composition

External consultants

Level of trust and

confidence

Consulting firm’s

reputation for integrity

and confidentiality

Track record of the firm Contractual

agreements with your

business’ competitors

and possible conflicts of

interest

2 3 4

Senior Management & Buy in

Buy in and support

management from a senior

management executive or

CEO - essential to secure

before the beginning

Implementation

process

Senior or

middle manager



Leadership and Responsibilities for Team composition

Organizing a group of people to achieve a common goal

Unanimously accepted

Role-Facilitate supportive environment

Leadership

Managing internal dynamics

Translating need

Delegating tasks

Ensuring user participation

Arriving at customer classifications

Responsibilities



Assessing the KCRM team’s task structure fit

Structure fit 1/2 Start

Define project context

and goals

Identify constraints

Identify payoffs

Identify skill and resource

need

Financial

Time

Resource

Technology

Cultural

Strategic

Financial

Competitors?

Exist in

team?

Enough

authority?

yes

yes

no

no



Assessing the KCRM team’s task structure fit

Structure fit 2/2

Assemble preliminary

KCRM team

Define customer criteria

MVCs

MGCs

BZCs

Customer

Differentiation

Identify key steps

Strategic Technical

Define preliminary metrics

Strategic Financial

Short-term

Long-term

Final team

Cost

Quality

Price

Premium



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



Various risks account for the fact that many teams fail in their

KCRM implementation activities

Project risks can be classified according to two dimensions

- The level of control the manager has over it

- The relative importance to the team

Lack of top management buy-in is primary reason for failure

Users need to be convinced of the value added to them

All risks need to be evaluated taking interrelationships into account

Comparing initial project goals and stakeholder expectations is a first step towards

mitigating potential problems before they arise

Continuous reevaluation is needed as the environment changes constantly

How to Effectively Manage the Risks?



Along the dimensions controllability and importance, different

issues are concerned

Framework for Risk Classification

Customer

Mandate

Environment Execution

Project Scope

and Accurately

Determined

Requirements

High

Moderate

Low High

Technology

Development Method

Strategy

Implementation

Fills Needs Perceived

by Management?

Fills Needs Perceived

by Sale?

Marketing / Sales

Buy-in

Management

Buy-in

Level of

manager

control

Rel.

Importance

of the risk



…have to be prevented Major obstacles…

KCRM implementation teams face a variety of general difficulties

Why do so many implementation projects go so wrong?

Team repport

Role clarity

Poor planning and scheduling of activities

Inflexible attitude

Inadequate guidelines on dealing with cross-cultural issues

KCRM project fails due to poor

team management

Strong leadership is crucial!

Source: http://www.teambuildingportal.com/articles/team-failure/implementation-teams



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



In a CRM implementation team, responsibilities change

Case Study: Major bank in Singapur

In order to meet customer needs, a 2-year CRM

project was initiated in 2002

Goals were increasing cross-sales, customer

satisfaction and better service

A variety of interfaces had to be covered by one

integrated CRM package

CRM implementation was regarded as successful

by the authors

Internal IT staff and employees from various departments

were part of the team

External consultants, from both technical and functional

background, were added to the team Technical as well as

domain know-how was included in the team

The consultants immediately took charge of the project

The users felt unsure about their knowledge in initial

project stages

Meetings were held multiple times per week

Later in the project, users were relocated to the IT

department in order to work fulltime on the project

Through heavy interacting during the test phase, users

realized the value added by the system

The Project The Team



Through interaction in a diverse team, all members profit in terms

of gained expertise

The Knowledge Flow

Functional Design Stage

Leader

Supporter

Follower

Build Stage

Leader (de facto)

Leader

Follower

System Integration Testing Stage

Leader

Supporter

Supporter

User Acceptance Testing Stage

Leader (de facto)

Leader

Follower

Roles

l

l

l

l

IT Group

l

l

l

l

Users

l

l

l

l

Consultants

Best practice, walkthroughs

Translated business requirements an technical feedback

Business requirements and rules

Internal system knowledge, testing instructions, feedback

Technical CRM knowledge

Progress reports

Task delegation, technical issues

Technical help, advice

Technical problems and queries

Hands-on demonstration of CRM system, bug fixes

Business rules, system issues

Technical help

Type of Knowledge Flow



Different parts of the team took different roles during the steps in

the implementation project

The Roles during each Stage

IT Group

Leader

Supporter

Follower

Users

Leader

Supporter

Follower

Consultants

Leader

Supporter

Follower

Roles

l

l

l

Functional

design

l

l

l

Build

l

l

l

SIT

l

l

l

UAT

Do you see any

Problem in this

distribution of

roles? Could they

be optimized?



Agenda

1 Tasks of the Team


3 Team Composition


5 Case Study

6 Conclusion



Lessons learned: A well-designed team is necessary in order to

successfully implement KCRM

KCRM initiatives are necessarily collaborative

Teams must be boundary spanning

Balancing conflicting requirements is an art

Leadership must be unanimously accepted by all participants

Risks must be prioritized jointly



Thank you for your attention!

Asian Institute of Technology

School of Management

group_4_-_kcrm_presentation_1-1.pdf

Documents

implementation team

shrestha kcrm

team expertises

team composition

implementation team

guillaume laban

matthias dess

shashank pradhan