Using a business case to secure the gestation of an analytical CRM project
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Abstract In the author’s experience few analytical customer relationship management (CRM) projects ever see light of the day. One of the key causes is that the project advocates do not understand the central role of a solid business case and senior management engagement in the gestation process. This paper describes how a solid business case was used to drive the creation of a successful analytical CRM project and facilitate senior management engagement. As an added benefit the business case development process enabled the project team to identify key capabilities that could be used to materially differentiate the technology vendors. Journal of Database Marketing & Customer Strategy Management (2007) 14, 258–262. doi:10.1057/palgrave.dbm.3250053
Shaun Doyle Sams Barn The Greenway West Hendred Wantage Oxon OX12 8RD, UK Tel: + 44 7831 427 905; e-mail: Shaun.doyle@ cognitivebox.com
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INTRODUCTION I often get asked how you drive an analytical customer relationship management (CRM) project to gestation in a typical slow moving organisation. My first reply is often — move to another more dynamic organisation. If that is not an option, then building a solid business case and using that as a tool to build senior management commitment to the project is probably the next best thing. The following paper illustrates how a business case can be developed and used to secure the deployment of an analytical CRM project. It is based on a US telecommunications company. The client has asked that we modify the details to prevent any
confidential information from being released.
BACKGROUND The original opportunity surfaced as a need for a CRM solution. With little real understanding of the potential costs the client decided to issue an RFI (Request for Information) for a comprehensive CRM solution. This RFI was completed by a number of vendors and high-level capabilities and costs determined. The project outline was then surfaced at the board level and rejected on the grounds of overall costs. The CIO agreed with the board that a smaller focused analytical CRM project should be initiated.
Database Marketing & Customer Strategy Management Vol. 14, 3, 258–262 www.palgrave-journals.com/dbm
2007 Palgrave Macmillan Ltd 1741-2439 $30.00
Software review
The analytical CRM project covered the following: — Design and build of a marketing data mart. — The deployment of an analytical CRM technology covering • Data mining • Campaign management • Reporting. — Integration of this environment with the appropriate communication delivery channels, these included: • Direct mail • Email • Statement inserting • Statement messaging • Telemarketing (Outbound). — Process changes required to exploit the environment. DEVELOPMENT PROCESS The information gathered from the original RFI was used to define business and technical requirements for the analytical CRM solution. An RFP (Request for Proposal) was then issued to five vendors after initial screening using data from the CRM RFI. VALIDATE PROJECT VIABILITY After the aborted CRM project started the
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