group_4_-_kcrm_presentation_1-1.pdf
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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
1 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
2 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
3 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
4 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
5 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
6 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
7 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
8 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
9 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
10 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
11 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
12 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
13 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
14 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
15 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
16 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
17 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
18 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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?
19 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
20 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
…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
21 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
22 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
23 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation 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
24 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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?
25 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
26 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
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
27 / 26 AIT-SOM │ October 4th, 2012 │ L. Baier, M. Dess, G. Laban, S. Pradhan, C. R.-Ratrimo, A. Shrestha
KCRM │ Building an Implementation Team
Thank you for your attention!
Asian Institute of Technology
School of Management