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Don’t Touch My Data!

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

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Don’t Touch My Data!

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  1. Don’t Touch My Data! Ensuring Professional Buy-Infor CRM Success Rick KlauInterface Software Peter LambOsler, Hoskin & Harcourt LLP

  2. 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

  3. Defining CRM ContactManagement RelationshipIntelligence Marketing CRM Aggregate internal competitive intelligence and deliver it to professionals on their platform of choice Enhance contact information and marketing functionality for departmental use Streamline communications via electronically stored contact information Centralize Relationship Information for firm-wide use Value 2002- 1990-1995 1996-2000

  4. CRM Myths & Realities

  5. 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

  6. “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.” “A recent Merrill Lynch survey of CIOs at large companies found that 45 percent of those surveyed were not satisfied with CRM installations.” Giga Information Group, meanwhile, believes that historic CRM failure rates of 60 to 70 percent will continue for 12 to 18 months. 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. META GROUP REPORTS that a staggering 55 percent to 75 percent of all CRM projects fail to meet their objectives. Failure?

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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?

  13. 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

  14. Thank You!

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