These days, organisations are taking a close look at the projected return on their IT investments. Unfortunately, most customer relationship management (CRM) systems are extremely expensive, leading their supporters to project unrealistic returns that will never be met, particularly during a downturn. This is a set up for disappointment and "failure", and the higher the investment, the more likely the disappointment. The good news is that CRM systems can, in fact, deliver a healthy ROI in a reasonable amount of time, no matter what the economy. In order to reap such a benefit, however, organisations must choose their CRM systems with the utmost care, setting clear objectives for what they want to achieve through CRM and finding a vendor that can be flexible to business requirements. |
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The total cost of ownership of a CRM solution includes licenses, implementation costs, support costs and most importantly, the costs of changing the system on a regular basis to meet changing business conditions. In each of these areas, it is a system's underlying technology – the foundation on which everything else is built – that is the most significant factor in containing the total cost of ownership.
Reducing Implementation Costs The first common pitfall is to say, "Let's implement a system right off the shelf, and if we have to, we can fix it later." This is actually the most costly way to go about things. Everyone who interacts with such a system will want to make changes to it, and if the system does not have the strong foundation of a very flexible software architecture, changes will be time consuming and costly. Of course, every off-the-shelf solution touts itself as "flexible", but many are not. Organisations that choose inflexible solutions will be faced with the prospect of scrapping them and starting over or changing their business processes to try to fit the software, in the process losing any possibility of the competitive advantages that flexible CRM architectures can offer. The second common pitfall is that customers are attracted to software that has the most perceived functionality – on the premise that if one blankets the entire area, one will cover the function points that are actually needed. Bloatware (or shelfware as many CRM vendors call it because the majority of the functions or modules never get taken off the shelf) makes software more complex, more difficult to use and train, and in the end, more expensive because the additional, un-needed bells and whistles must all be maintained and modified during the product's life. If you buy a tractor-trailer, instead of a pickup truck, expect to pay more for petrol. The third common pitfall is buying into "best practices" CRM software touted by vendors and consultants. "Best practices" is really a vendor's way of selling inflexible software and making an organisation change its business processes to match the ones already defined in the software, rather than the more difficult (from the vendor's point of view) path of creating a solid architecture that can be fit exactly to the organisation's business. Lets face it: software companies haven't worked out how the software industry works. Why should anyone think they could tell a company how to run its business? The better approach is to collaborate with a vendor that has the most flexible architecture, paired with solid foundation functionality that can get customers started on the process of designing a CRM solution specific to their business. No one should be fooled by "user defined fields" or "switches" to turn functionality on and off – these are superficial changes that will not alter the way the software works. It's necessary to ensure that the data model can be defined from the ground up, if necessary. Better still, ensure that the architecture supports an Object Oriented Data Model (OODM) design tool, which is inherently more flexible than traditional design methods. Buyers should make certain that the business processes and logic can be changed, and that the interface is not only flexible, but can also be personalized by individual users. By employing these standards to judge CRM software, purchasers will end up with a product that will fit their business better – and therefore, will be more cost effective to implement and support. Such a product has a real chance of making a positive effect on one's business. When this approach is taken, a CRM system can be implemented at a ratio of one dollar in licenses to one to two dollars in implementation costs. That is an astonishing advantage, given that typical large vendors take one dollar in licenses to up to four to ten dollars in implementation fees.
Containing Training and Support Costs As for support issues, organisations with up-to-speed users will save themselves large amounts on the hidden or unforeseen costs of such features as Help Desk, not to mention the communications costs of connecting with that Help Desk. Now the total cost of ownership is reduced even further. Money will also be saved on the cost of data-cleansing activities – yet another hidden cost of CRM systems. The more users intuitively understand the workings of the system, the less garbage goes in – and the less garbage comes out. Finally, support costs will be driven down substantially by choosing a vendor whose software has underlying architecture which allows it to control, monitor and maintain systems in the field without taking them out of production for repair. Central synchronisation of core technology can enable a vendor to do anything it needs to on a software basis remotely, without touching the machine. Organisations should look for a vendor who internally develops all the building blocks of its core technology – the application itself, Command Center, Analytics, Call Center and the various add-ons that go with it. That will allow more control over the product, rather than being at the mercy of a second tier vendor, which translates into savings, both on a straight dollar level and on a productivity level.
A House Built on Rock ROI can only be gained from a CRM solution that is actually used by the people that it is meant to help. A great person once said that no great salesperson was ever fired because they did not use a computer system. If you sell, you're hired. The road to user adoption is to create a solution that provides real value. The only way to achieve this is to use technology that is flexible enough to be molded around existing business processes and culture. Don't try to use a computer system to change the culture of the organisation – a system can support and reinforce a cultural change – but it can't make one. The truth is that no house will stand if built upon sand. Build your house upon rock, and all things are possible. About the Author About the Company |
Published: Monday, June 2, 2003
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