By: Ciopages Staff Writer
Updated on: Nov 02, 2021
A CRM Transformation Roadmap, an integral part of an overall CRM transformation framework, is a step-by-step navigation to get your enterprise from the point of departure to the point of arrival, by taking a set of actions, implementing some activities and achieving some outcomes, in a planned sequential manner. CRM Transformation, as the word “transformation” implies, is more than just a band-aid to fix a process or a system issue. A true CRM transformation needs to be based on strategic and operating model considerations. And, in today’s dynamic environment – where technology advances are driving business model changes, customers are demanding ever more, and the pace of change is accelerating – it is imperative that CRM functions leapfrog from keepers of customer contact information records to a holistic, client-centric, relationship management function. CIOPages.com offers a variety of CRM Transformation Resources, including a fully customizable enterprise CRM Transformation Toolkit.
CRM is a conglomeration of many functions including:
The functional areas that are a part of CRM transformation typically include:
There are several internal factors and external events that make a CRM Transformation a strategic imperative. Common external drivers for CRM transformation tend to be a new wave of competitors, rising customer expectations, technology advances, and changing business/revenue/channel strategies. And internal drivers for a CRM transformation could be factors like lack of client 360-degree view, gaps in customer experience, high attrition, and diminishing sales productivity.
Before one can build a viable CRM transformation roadmap, it is essential that the CCO (Chief Customer officer), CSO (Chief Sales Officer), CMO (Chief Marketing Officer) and their compatriots realize and acknowledge the need for CRM transformation. It is important for the top management to distinguish ongoing operational and process improvements from the fundamental need to rethink. For example, ongoing improvements, such as Kaizen, are normal evolution of the CRM function. However, a reimagination of the operating model, the re-engineering of core processes, and the major re-architecting of the systems are when a CRM transformation roadmap is warranted.
Once there is a realization that a CRM transformation is warranted, the next step is to establish a core team and fund the initial efforts for creating the transformation roadmap. At this stage, what is needed are strategic thinkers and operational experts who can envision what’s “Next”. The transformation program is still at a conceptualization phase, not an execution phase.
Based on the strategic imperative and internal drivers, document what are the key goals, objectives and desired outcomes you are striving for. Knowing these high-level objectives will help frame the context for the CRM transformation roadmap.
Documenting the current state can be a multi-dimensional effort. The important thing to understand here is what depth do you need to go? If there is a consensus that the transformation is not about a step function improvement, but a leapfrog, then the current state may not be a material factor. In such a case, one can get away with anecdotes and interviews to summarize the current state.
Or on the other hand, if the goal is to not to repeat the history and understanding the details and depth of the current state are valuable, it may require documenting current state processes, the inefficiencies, and bottlenecks. This exercise, while valuable, also will be time consuming and expensive.
Future state envisioning is an important step in setting a marker way into the future. The future state process should be unencumbered by the current state systems, processes, and people. It should be a blue-sky picture of an ideal state. (Of course, this will be tempered later in terms of cost-benefit analysis and realization realities.)
The ideal target state defines your point of arrival and the current is your point of departure. The gap analysis shows how much of a chasm do you need to cross before you can reach your desired state.
Understanding that there are alternative approaches to transformation and evaluating the options dispassionately is a key step in crafting a CRM transformation roadmap. In addition to discussing the approach, a high-level ROM (rough order of magnitude) estimates of cost, effort, and complexity would be valuable. Similarly, a high-level listing of potential benefit streams – qualitative and quantitative will provide a balance to the costs.
The recommendation from the project team should be based on several considerations – cost, effort, complexity, and the end result. The recommended path should ideally comprise of a target operating model. A target operating model is a blueprint of the future state functions, processes, people and information as levers to accomplish the new business state. Much of this is based on high-level estimates and several assumptions, but that is what is typically the case in real life – decision making with a lot of ambiguity.
The detailed transformation roadmap will typically consist of a detailed quarter by quarter activities, outcomes and milestones for the first 24 months, and then for subsequent years an annual phased roadmap items. Typically, the transformation roadmap will comprise of high-level work streams and phases so that incremental delivery is possible.
A business case – both qualitative and quantitative – may be necessary in three stages. Stage one can be at the initial funding to evaluate the value and viability of a transformation. Stage 2 business case is during the recommendation of the transformation approach. Stage 3 business case can be at a work stream level.
Of course, a transformation roadmap is a strategic deliverable. The real work will start soon thereafter in various projects and work streams. That is out of the scope of this article.
Individual License: Where we offer an individual license, you can use the deliverable for personal use. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.
Enterprise License: If you are representing a company, irrespective of size, and intend to use the deliverables as a part of your enterprise transformation, the enterprise license is applicable in your situation. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.
Consultancy License: A consulting or professional services or IT services company that intends to use the deliverables for their client work need to pay the consultancy license fee. You pay only once for using the deliverable forever. You are entitled any new updates within 12 months.
We are sorry, but we cannot send or show sample deliverables. There are two reasons: A) The deliverables are our intellectual property, and we cannot share the same. B) While you may be a genuine buyer, our experience in the past has not been great with too many browsers and not many buyers. We believe the depth of the information in the product description and the snippets we provide are sufficient to understand the scope and quality of our products.
We process each transaction manually and hence, processing a deliverable may take anywhere from a few minutes to up to a day. The reason is to ensure appropriate licensing and also validating the deliverables.
Your best bet is to log in to the portal and download the products from the included links. The links do not expire.
Yes. You can only download the products three times. We believe that is sufficient for any genuine usage situation. Of course, once you download, you can save electronic copies to your computer or a cloud drive.
You can share the deliverables within a company for proper use. You cannot share the deliverables outside your company. Selling or giving away free is prohibited, as well.
Not generally. Compared to our professional services fee, the price of our products is a fraction of what we charge for custom work. Hence, our business model does not support pre-sales support.
Yes, for a separate fee. You can hire our consultants for remote help and in some cases for onsite assistance. Please Contact Us.