After the CRM system project start, our first task is to check the address and data quality. The reason is simple: If, as in many cases, it turns out that the quality is not quite as good, then a cleanup of the addresses and data can easily take 3 to 6 months. This effort is always worthwhile. But time for this is notoriously short. The CRM system should be introduced as soon as possible. Therefore, we start the cleanup as early as possible to be ready in time with tool implementation or earlier.

Reason, very often the following happens: Either the CRM system introduction is delayed because the addresses and data are not yet clean enough. Or you import the bad addresses, then the employees are dissatisfied, even stinky, because the new tool (because of the bad addresses and data) is not usable.

Conclusion: This is not good for your own business. Classic false start and a high risk of a bad investment of the CRM software!

As a second step, we create the big picture with the management as well as the selected project members. Where should the company’s journey in terms of customer relationship management go? What is the corporate vision? What are already thought up or possible business models and service models? From a technical or CRM software point of view, what course must be set for the long term? How does a CRM system or a CRM solution fit into the current or future landscape? How must the operative CRM implement the strategy? How is the business changing due to general conditions such as competition, technology and foreseeable changes in customer behaviour?

An important component is the training and sensitization of the later users. We have found that the definition of requirements for a CRM system or CRM solutions are much more precise when the users are trained in advance.

There is training in these things: What can a CRM system do? What do others do? What is possible and what is pragmatic? We are not only concerned here with technology, but very often also with sales and marketing, campaigns or processes. What are the benefits of mobile sales, service or marketing? This view over the edge of the plate improves the later course of the project as well as the acceptance for the selected system enormously.

It is about competence and empowerment and “everyone understands the same thing and talks about the same thing”. At this point, strategic customer relationship management has reached an important part of the employees and users. And we do not want to select a CRM system in your company for yesterday’s requirements, but one for today and tomorrow.

target/actual analysis through workshops and live inspection of the processes

From this CRM training and the input from the big picture, the actual situation or the target situation, the target vision (processes, skills, communication, campaigns and KPIs) for a CRM system are now analysed. Afterwards, a comparison is made between the big picture of the company management and the requirements of the user or users. If there are inequalities in objectives and understanding, these are identified, balanced or refined. Nor do we distinguish here between large and small companies. Especially in small companies, the risk of a CRM software misinvestment usually has an even more dramatic effect.

In which degree of maturity of the customer orientation (CRM) is the company currently ?

Before the selection of CRM software is started, it is important to assess the current status of customer relationship management. What is the level of maturity of the company. To what extent is customer orientation established in the culture and processes. Where does Customer Relationship Management stand? Is the introduction of software the only thing that stands in the foreground? How do users currently think about this topic? What problems does he currently have with the tools? An online survey can be used to clarify the sensitivities, wishes and attitudes towards the CRM system in advance and to isolate pain points.

Workshops on IT framework conditions, IT system analysis and current processes

In the workshops, a process map is first created. Which processes are of more or less importance? Which ones should we do live, so that it is clear where the stumbling blocks, challenges or special features are? How do marketing and sales work together? How can Mobile Solutions support? Or is there still a silo thinking? Does marketing need a marketing automation solution or does sales need one? How deeply should the CRM system be wired into the company? What does the service look like in the technical department or in case of a complaint? What is important for creating value for the customer?

In subsequent IT workshops, we clarify the general conditions and current situation. What else is currently planned? What projects are currently underway? How will possible new projects be integrated into this context?

The whole thing is documented in detail, analysed and prepared for the management as well as the project team and discussed together with everyone. There must be no taboos between management and project team.

We discuss initial findings, conflicting goals, priority or capacity problems or quick wins. What are possible sticking points? Where would you have to drill deeper to get certainty or clarity?

If not available, a strategic IT roadmap is created from the findings. What should the target system look like? This then results in tasks that are independent of technology. E.g. How are the processes optimized? Who is doing this, until when, with what goal?

Once the IT roadmap or planned IT infrastructure has been defined and communicated, a special selection project can also begin.

Exciting question: CRM comparison: new software or train new software?

We experience quite often that CRM software is not accepted. In the analysis, however, we also find that the CRM software does not fit that badly. So we clarify whether it is already done with a training or continuous training. Because choosing a new software is often more expensive than training the existing one. And another large project places a greater burden on the organisation than training. That will have to be weighed up. If a project can be avoided, this would be a first great quick-win.
Parallel to the other activities, the company is setting up a project controlling system and an internal quality management system is being defined. If ISO certification is important, this topic will become mandatory anyway. How is it documented? What evidence must be provided and by whom? Where are these documents stored?

Often forgotten: New software means new processes and new demands on employees

If, for example, a BI solution is to be introduced, you need employees who can operate the tool. If nobody can do it yet, a search query should be started. Or who is suitable to develop into this position?

Processes also change with the introduction of a CRM system. What new requirements for users will result from this?

Another, unpopular topic: Organizational Development and Change Management

When working on processes, the question also arises as to what new skills the employees need. How do we reposition ourselves? Because if you think CRM consistently, you can no longer keep your functional organization. This company should align its organization with target and customer groups. Sometimes a big step. But it’s worth it. We’re helping.

And without mentioning it, it is clear to every reader: The topic of support in change management naturally plays a major role.

But these 14 points are roughly enumerated the strategic level. Quasi the superstructure or frame. All this is based on the foundations of the corporate vision or corporate strategy.

We have collected a lot of criteria and CRM functions for this purpose?

For the current status (08.06.2020) we select some of the more than 150 criteria:

functions around the customer service:

e.g. integration of an ACD system possible, service mails are sent via a general or personal e-mail address. How does cross-selling from the CRM system work?

E-Mail integration and e-mail tools:

Which e-mail program can be fully integrated? How well do CRM system and e-mail program harmonize in marketing or sales campaigns? How clever can email marketing be? Personalisation and individualisation should be considered. Are mass e-mails sent via the Outlook Exchange Server, Is the personal e-mail client integrated directly in the CRM or via Outlook? How far can email tracking in CRM be used for campaigns? (If DSGVO or other laws or opt-ins allow this)

Who has multiple connections to email marketing tools? Most CRM providers usually integrate an e-mail program completely. A second or third one usually does not have the full functionalities yet or is only uni-directional and not bi-directional connected.

Connection of content management systems

Usually, content modules are used for personalization and individualization. I.e. for e-mail campaigns, serial letters or offer modules on the phone (these are shown in the guide during the conversation – depending on the process and response – as information for the agent or inside sales employee.

Content can be text, image, video etc. Documents can also be integrated directly into the Customer Relationship Management system. These are then e-mail templates or letter templates. Each of the CRM tools has its own philosophy here.

The ERP software is usually the first to arrive. This often means that CRM must be aligned with the ERP solution. Which is the wrong approach. The ERP system is usually less flexible in the address and data model. For this reason alone, the CRM system is the leader in the field of addresses.

Providers like Zoho CRM or Hubspot CRM have some features (e.g. email marketing tools, email tracking) already integrated, some not. Salesforce or Microsoft Dynamics CRM, the all-in-one solutions, have either modules or apps or add-ons for almost everything.

For sales, the mapping of the sales pipeline or lead pipeline is usually the most important. The more leads, the happier. Is the CRM for the field service a web app or a “real” app from the app store? How does Mobile CRM work? Are all functionalities available on the Mobile Client? Is it possible to edit all leads on the mobile device? Or what restrictions are there?

What special features does key account management require? Group displays, summations for branch operations. Contracts which, depending on the rule, immediately make the n best price visible when the price is determined.
Marketing wants social CRM to be integrated with social media. Whereby the work within social networks should not be reserved for marketing alone. Sales can also have a lot of fun using the various social media channels. LinkedIn or XING are the best known.

On the basis of the requirement criteria, specifications and our market expertise, we now go into our database and check who might be a suitable candidate. We also ask ourselves further questions. FOR EXAMPLE.

Do you need a provider who has sound expertise for your specific industry? Or does an industry-neutral provider cover your requirements? In other words: Which CRM software best addresses both the individual requirements and the processes of your company or your employees? And: How is it also ensured that the CRM software can be implemented without major problems and that it harmonizes both with the technical possibilities and with the other systems? What support does the supplier offer, what support does the service provider offer?

For the first assessment we have created a database with all important manufacturers. Our CRM Landscape provides initial information and classification of the CRM tools: Which solution is more suitable for small companies (TecArt, Wice CRM, Julitec, Act!), which for medium companies (Zoho CRM, Bitrix24, CAS, Adito, Cursor), which for large ones (Hubspot CRM, Microsoft Dynamics, Salesforce, Adobe etc.)?

Yes, not only the product, but also the right service provider is just as important. Especially the big providers such as Salesforce, Microsoft, SugarCRM, Oracle, Adobe have partners who then implement the product. And in this partner landscape, as everywhere else, there are major differences. differences in size, competence and experience.

We present the long list – usually with 2-3 additional strike candidates – to the client. In this way, he can get an initial assessment of the market and the selected products. The presentation is made transparent on the basis of selected criteria. This enables the customer to understand this proposal.

Very often we are asked why one or the other large provider is missing in the Long List. These are of course questions that we always answer clearly. From time to time the customer wishes that e.g. SAP is still present. The supervisory or advisory board might ask why Salesforce, Microsoft or SAP is/was not involved. That is why they get a wild card. And 95% of these big players will not reach the final. This is one reason why we often receive logs, because without our research “who can do what” many companies would not have found the one or other better fitting candidate.

Thereupon the managing directors can then say in good conscience: But big players in customer relationship were there, but were e.g. more expensive, weaker or even better. But, if this chance exists, they are with us from the beginning. Of course.

Therefore, traceability is also important to us in the selection process. It is about the possibility of revision. We are 100% neutral. Everything must be done correctly and with the right things.

All long list candidates receive a briefing with tasks for about 1 hour. This 1 h is conducted either as a web conference or personal presentation.

We will present this one hour tightly. Care is taken to ensure that all tasks have been shown and that the project participants can also evaluate them. All Long List participants present one after the other on one day or at most on the following day. This ensures comparability: On the one hand, they all present the same thing, on the other hand, they have all been one after the other – in one piece for evaluation.

In the breaks between the presentations the evaluation forms are filled in. In the end, the project team selects its short list. This is then usually 3 or 4 candidates.

Before the short list candidates compete in the next Beauty Contest, they will receive a detailed briefing. Included in this are specifications for the evaluation of the requirements, the use cases, which should be shown live in the CRM tools. And a form for an initial 5-year cost estimate.

The 2 to 3-hour presentation will again follow a previously agreed pattern. After all, comparability should again be guaranteed. We moderate the time slots tightly. Small pauses for discussion and follow-up are always built in. The general information on a provider is submitted in advance or made available afterwards. The “blah, blah, blah” only takes time.

Participants also receive regular feedback on the evaluation. So that at the end of the 2-3 h the evaluation forms are collected again.

Subsequently, we receive the feedback from the specifications as well as the cost estimates of the suppliers.

We analyse these and ask questions so that unclear information does not affect comparability. We bring this cost estimate into a standardized overview. This makes it clear for which of the 10 cost blocks which provider/service provider is more expensive/cheaper than the others.

Both the cost overview and the functional evaluation are used to select the finalists. An assessment through reference discussions or evaluation of the service provider completes the picture.
If the two winners do not exactly exceed the cost framework after functional evaluation, then the functional evaluation takes precedence. Because a good product may also cost a little more.
We will inform the finalists. The finalists may be available for another day for topics of all kinds, depending on the client’s wishes. A further half to full day is planned for questions about technology and interfaces.

The cost notes and specifications will be updated. The assessment complements and updates the existing one.

In the last few years we introduced – because of the agile methods – an alternative: Instead of the two days for the heart&kidney as well as the technique exams, we did a proof of concept program for 3-4 days.

Each supplier and the team sit together in a laboratory room. On the first day provider 1 is in the morning, provider 2 in the afternoon, the next day vice versa, etc. Then the use cases are implemented “live and in colour” with the participants in the test system. At the same time, IT and data center specialists clarify the technical issues.

Also from this phase there is an evaluation as well as an update of the cost estimate.

We then sit down with the management and the project team presents the pros and cons, the advantages and disadvantages and the costs in comparison. And then the winner is usually chosen very quickly. The team gets the desired CRM system, a good CRM system

When I started my own company 17 years ago, the topic of cloud was still in its infancy. Salesforce advertised with the slogan “No Software” on posters, stickers, and trade shows. Salesforce began its triumphant advance in the USA with Cloud CRM. Only much later did the wave spill over to Europe. The medium-sized companies and large enterprises had all invested in expensive data centers. They were also afraid of the cloud. Your own data is not in “my data center”, but with strangers. Will that work?

12 to 15 years later, the triumphant advance of the cloud began. Today, this type of storage and data use is indispensable. A SaaS solution from the cloud made it easy for users. One logged on in the browser and immediately had a fully functional CRM solution.

Almost every CRM provider favors cloud computing. The advantages for the provider are obvious. He has a current income at a stable level. The monthly rent is much easier to calculate for cash flow than when selling a bundle of licenses.

An old argument, what’s better. On Wikipedia you can read a study from 2015 or 2016 that the market for Open Source in the area of CRM does not seem to be very big. In the ERP sector it is even smaller.

There are, however, some success stories for open source software in the CRM field: SugarCRM started as an open source solution (today the open source base v.6X is an independent product within Suite CRM), Wice CRM and vTiger (also a spin-off of SugarCRM) or products from Acquia (here e.g. Mautic) are also open source.