don’t touch my data!
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Don’t Touch My Data!. Ensuring Professional Buy-In for CRM Success. Rick Klau Interface Software. Peter Lamb Osler, Hoskin & Harcourt LLP. Ensuring CRM Success. CRM: What’s the Objective? Defining CRM Success Overview of CRM Industry Defining success and failure in legal profession - PowerPoint PPT PresentationTRANSCRIPT
Don’t Touch My Data!Ensuring Professional Buy-In
for CRM Success
Rick KlauInterface Software
Peter LambOsler, Hoskin & Harcourt LLP
Ensuring CRM Success
• CRM: What’s the Objective?• Defining CRM Success
– Overview of CRM Industry– Defining success and failure in legal profession
• Ensuring Success: Osler’s Story– Keys to Strong Foundation– Ensuring Professional Buy-In– Leveraging Investment
• Key Obstacles to Success• Resources for Help
1996-2000 2002-
ContactManagement
Streamline communications via electronically stored contact information
Marketing
Enhance contact information and marketing functionality for departmental use
CRM
Centralize Relationship Information for firm-wide use
RelationshipIntelligence
Aggregate internal competitive intelligence and deliver it to professionals on their platform of choice
Valu
e
1990-1995
Defining CRM
CRM Myths & Realities
Myth RealityCRM is a product CRM is a strategy
CRM is a marketing solution CRM is a firm wide business development solution
CRM does not need executive-level commitment
Involvement
CRM requires executive-level commitment
Professionals will contribute Professionals will only contribute if they see the benefit
Deployment is easy Deployment is not easy, it is a an ongoing process
CRM must be implemented firm-wide to get any benefit
CRM provides exponential benefits at a firm-wide level, and is best phased in over time
CRM Objectives
• Increase Revenue– Identify new business opportunities– Reduce lost opportunities– Decrease client defections
• Foster Client Loyalty– Improve client service– Enhance firm image
• Reduce Costs– Preserve institutional knowledge– Reduce intellectual re-work
Failure?
“44 percent of pharmaceutical CRM projects either fail to meet implementation timescales or result in total project failure, a trend that is set to continue.”
META GROUP REPORTS that a staggering 55 percent to 75 percent of all CRM projects fail to meet their objectives.
“A recent Merrill Lynch survey of CIOs at large companies found that 45 percent of those surveyed were not satisfied with CRM installations.”
According to research conducted by Gartner, the failure rate for some types of CRM projects currently stands at 65 percent – and this is predicted to rise to more than 80 percent by mid-2003.
Giga Information Group, meanwhile, believes that historic CRM failure rates of 60 to 70 percent will continue for 12 to 18 months.
Success or Failure?
• Reports of CRM Failures Have Been Greatly Exaggerated
• Success is a long-term objective– Defining success requires agreement on the goals
– Technology can serve the strategy, not vice versa
• Measuring ROI is possible!– But understand the limits
Not a Failure…On average, about 70 percent of all IT-related projects fail to meet their objectives, so CRM's failure rate -- is about as distressing as a 70-percent failure rate for a hitter in baseball.
… Any manager in baseball would be thrilled to have a team batting average of.300, and if CRM and SCM projects are succeeding as well or better than traditional IT projects, it is remarkable. Why? CRM and SCM aren't like traditional IT projects. They're the next stage in an ongoing shift in the role of IT -- from solution to enabler.
Bob Lewis, InfoWorld, 10/29/01
Ensuring Success: Osler’s Story
• Keys to Strong Foundation– Understand the business goals and objectives
– Clear connection to firm’s business strategy
– If you don’t have your marketing or business development group “own” it, you will not be effective
– In a large firm, it WILL require a dedicated individual
Ensuring Success: Osler’s Story
• Ensuring Professional Buy-In– Integrate, Integrate, Integrate
– Pay homage to the “thirty second rule”
– Culture is critical – be realistic about yours, a CRM implementation is not going to change your culture, it can only mirror it
– Populate the database BEFORE you present it for general use
– Clean and qualified data is critical
Ensuring Success: Osler’s Story
• Leveraging Investment– Integrate, Integrate, Integrate
• Accounting Systems
• HRIS Systems
– Demonstrate value at every opportunity
– Allow clients direct access to their own records
Key Obstacles to Success
• Firm Culture– How does the firm compensate professionals for business
generation?– How does the firm measure/track client-related expenses?– How does the firm track business development efforts?
• Management Commitment– Has Senior Management communicated commitment to the
rest of the firm?
• Processes– Has the firm built processes that ensure professional
participation and deliver value?
Resources That Can Help
• Use Your Vendor– Make us educate your firm
– Ask for evidence of successes to communicate internally
• Case studies, references
• Articles in the press
• Use Your Peers– LawNet SIG, Listserv
• Find Internal Champions– They will help evangelize to others
Thank You!Thank You!