Contents

1. Critical Success Factors of a CRM Implementation in the Real WorldBishop’s UniversityMarch 15 2002Hooman K. TaravatiProximi-Thooman.k.taravati@proximi-t.com(514) 270 8782

2. Contents • Review benefits of key CRM functionalities • Implementation pains and hurdles • CRM project critical success factors • Lessons learned from real life projects

3. CRM aligns business processes with customer strategies to build customer loyalty and increase profits over time. CRM Terminology Check Darrell K. Rigby - Bain & Co.

4. 3600 Internet 3300 E-mail 3000 Telephone 2700 2400 customer interaction growth (%) 2100 1800 1500 1200 900 600 300 0 1997 1998 1999 2000 2001 2002 2003 Customer Interactions - Forester Research

5. Enhancing Customer Interactivity

6. Key CRM Functionalities Enhancing Customer Interactivity through • 360° Client Intelligence • Campaign Management • Business Development Support • Client Support & Service management

7. Major CRM Benefits • Unified reporting • Client interactions tracking > Client Intelligence > Organisational readjustment > Intangible assets Identify Customize Interact Differentiate -Peppers & Rogers

8. 360° CRM Implications Sharing most recent & relevant client info • DB Centralisation and normalisation • Enterprise system integration • “Ownership” issues Enterprise

9. More than 75 % of enterprises engaged in CRM initiatives are incapable ofcombining a comprehensive view of the customer with actionable, personalized advice tocustomer or sales/service agents. Failure Rate - Gartner Group

10. Technology 4% Change Management 84% Bad Advice 1% Failure attributed to… - CRM Forum

11. CRM Hurdles People, process, technology: • Change enablement (risk mgmt) • Business process overhauls • Technology solution selection • Implementation team in tunewith client interactivityobjectives

12. Critical Success Factors • Need a clear CRM strategy derived from business objectives. • Facilitating its adoption across the extended enterprise. • CRM integrated to enterprise systems. • When it comes to technology,less is more!

13. Lessons learned • Sunguard EMS (Great Plains Siebel) • OLGC (Onyx) • Canadian Diabetes Association (Onyx) • The Royal Canadian Mint (CMS)

14. Sungard EMS • Siebel Service & Siebel.com Channel • Client Service Request Management • Multi-organisational Deployment • Channel management integration with Website (now) • Sales Force Automation (next)

15. Ontario Lottery Corporation • Retailer Relationship Management (7000) • Business Process Overhaul • CRM Telephony Integration • 1-800 number simplification: from14 to 2 • Competency-based call routing • Client data centralisation (dozens of databases were eliminated) • Next steps: Partner and Consumer Portals

16. Canadian Diabetes Association • Business Process overhaul • Customer Relationship Management • Effective management of relationships with 2,000,000 stakeholders (2002) • 4 types of stakeholders : • Diabetics • Donors • Volunteers • Researchers and scientific community • Employee portal followed by Customer Portal • Fund Development and Management

17. Clients, prospects and distributors InteractivityCenter Web site Customer Relationship Management (CRM) Personalisation Direct Marketing Content Management ProfileMgmt Commerce Solution ERP Royal Canadian Mint