CRM Readiness Framework:
Pre-implementation Process Perspectives
Muhammad Naufal AviandaStudent number: 11364025
University of Amsterdam Faculty of Science
Thesis Master Information Studies: Business Information Systems Final version: August 22nd, 2017
Supervisor: Loek Stolwijk Examiner: Toon Abcouwer
Abstract. Customer Relationship Management (CRM) is one of the crucial functionality of the company especially in today’s globally competitive environment. The function aims to help the company to build and strengthen the loyalty of the customers which later translates in an increase of the company’s profitability. However, existing research shows that there is a considerably high failure rate in the implementation of the CRM project due to variety of reasons. In this paper, it is essential to evaluate the pre-implementation process of the CRM project as it will help the company to anticipate the risk and to minimize the failures in the futures. Semi-structured interviews, observation, secondary document analysis, and survey were the methodologies used to study the findings.
Keywords. Customer Relationship Management (CRM), readiness, assessment, pre-implementation, process.
Contents
1. Introduction ... 1
1.1. Customer Relationship Management (CRM)... 1
1.2. Case Context ... 1
1.2.1. Company Background ... 1
1.2.2. Danone ELN Global Team ... 2
1.2.3. Danone Information System (DanIS) Team ... 2
1.2.4. Quantiles IMS ... 2
1.2.5. Healthcare Professionals Advisor ... 2
1.3. Problem Statement ... 2
1.4. Research Scope and Goals ... 3
1.5. Research Question ... 3
2. State of Knowledge and Framework ... 3
2.1. Previous Research Synthesis ... 3
2.2. Conceptual Framework ... 4
3. Research Methodology ... 6
3.1. Methodology ... 6
3.1.1. Conduction of Literature Reviews ... 6
3.1.2. Data Collection... 6
4. Analysis Results ... 8
4.1. Results ... 8
4.1.1. Strategy Development Process ... 8
4.1.2. Value Creation Process ... 10
4.1.3. Multi-Channel Integration Process ... 11
4.1.4. Information Management Process ... 12
4.2. Results of the Survey ... 12
5. Limitation and Further Research ... 14
6. Conclusion ... 15
7. Advice to the Company ... 16
8. References ... 17
1. Introduction
1.1. Customer Relationship Management (CRM)
The Customer Relationship Management (CRM) has been widely recognized as one of the most crucial functionality especially by multi-national companies in today’s globally competitive business environment.
“The purpose of CRM is to efficiently and effectively increase the acquisition and retention of profitable customers by selectively initiating, building and maintaining appropriate relationship with them. Advances in information technology can assist with the development of improved customer relationships” (Payne and Frow, 2006).
However, previous research found that its implementation has a considerably high failure rate (Foss, Stone, and Ekinci, 2008; Rahimi and Berman, 2009) despite the fact that the popularity of the CRM implementation is increasing. It was estimated that CRM implementation initiatives resulted in a significant proportion of failure between 35 percent and 75 percent (Zablah, Bellenger, and Johnston, 2004; Iriana and Buttle, 2006). The reasons for failures studied by previous research varied from a lack of knowledge of the manager, unclearly defined CRM project objectives, to underestimating the CRM by simply calling it as a piece of software. However, most of the previous studies found these failures once the CRM project has already been implemented, which implies that it is too late for those companies who already suffered from the failures to re-evaluate their implementation strategy especially the ones that spent a huge amount of investment in the first place. Rababah, Mohd, & Ibrahim, (2011) argued that it is also important for a company to evaluate the process prior the implementation of CRM project in order to anticipate the risks and minimize the failures once the implementation is executed.
Thus, the aim of this research is to identify what are the readiness indicators in the pre-implementation process of CRM project in a company especially at a global scale. It is expected that through the new combination of indicators in the proposed model, the company would be able to identify what are the challenges that they need to take into account. CRM Readiness Assessment framework as part of the bigger model of CRM strategy and implementation by Payne and Frow (2006) will be used as the foundation of the final framework. In order to validate the framework, this research was conducted as part of the internship program of an on-going pre-implementation of CRM project at Danone Amsterdam, The Netherlands.
1.2. Case Context
1.2.1. Company Background
This research took place at Danone as one of the biggest Fast-Moving Consumer Goods (FMCG) companies in the world, specifically at the Early Life Nutrition (ELN) business division which is currently aiming to provide infants and breast-feeding mother a sufficient nutrition for the baby’s first 1000 days. To achieve this objective, there should be a strong connection between the Health Care Professionals (HCP) and Danone
themselves. Therefore, the global CRM project or the Nutrition Intelligence Connection Engine (NICE) project is built with the three main objectives; that is (1) to optimize the costs by having a centralized setup costs, (2) to have one view of compliance and to effectively cover the highest potential healthcare professionals who can provide the desired information through an integrated system, and (3) to increase the standards in their competencies through one e-learning program. In order to achieve this, every CBU is expected to migrate to the new global CRM functionality. During the time when this research was conducted, the project was in its pre-implementation process where all of the key stakeholders especially the top management levels gathered for the weekly meetings to discuss mainly about the governance, contracts, CRM channels and systems, and the deployment processes.
1.2.2. Danone ELN Global Team
The Danone ELN Global Team for the global CRM project is based in the Netherlands for the Europe and Middle East (EMEA) region and in Singapore for the Asia Pacific (ASPAC) region. The global team led the coordination with other key stakeholders to proceed with the planning process.
1.2.3. Danone Information System (DanIS) Team
Danone Information System (DanIS) Teams function to foster and enable the transformation and growth of Danone through process innovation and efficient business solutions. They ensure correct operation of all materials and systems in order to optimize solution and process (Danone, 2017).
1.2.4. Quantiles IMS
Quantiles IMS is an organization which delivers healthcare-related information and technology solutions (QuantilesIMS, 2017). In the CRM project of Danone ELN, Quantiles IMS functions as a provider who designs the CRM systems as well as database for the use of the global CRM project.
1.2.5. Healthcare Professionals Advisor
The healthcare professionals in this global CRM project include the doctors, researcher, and scientists who deal with the nutrition for infants and the breastfeeding mother. In this case, the healthcare professionals are the customers.
1.3. Problem Statement
There are different arguments on the failure of the CRM implementation. It was written in Foss et al., (2008) as cited in Jain et al., (2007) that “capturing the wrong customer information, unclear goals, inappropriate selection and use of technology, inability to integrate people and processes and use of misleading metrics or improper measurement approaches are the major barriers in implementing and managing CRM projects”. These issues should have been addressed since the pre-implementation of the CRM project.
According to Rababah et al., (2011), the assessment of pre-implementation process of CRM project is a crucial step as it will provide the company an ability to better understand the concept of the CRM project, to anticipate the risks in the future, and
hence, to minimize the failures once the CRM is implemented. While many scientific papers addressed the critical success factors of CRM project, there seems to be a lack of research on the pre-implementation readiness assessment both from theoretical and practical point of view.
1.4. Research Scope and Goals
The aim of this research is to identify a model which will be useful to assess readiness of CRM project during pre-implementation process. This model integrates several theories and concepts which were reviewed throughout this paper. The research was conducted at Danone ELN to see the applicability of the proposed model in the real- life setting that later can be applied to any case of the pre-implementation process of CRM project. Therefore, the scope of this research is to identify what are the readiness indicators in the pre-implementation process or the global CRM project as depicted in the appendix 1.
1.5. Research Question
The indicators were extracted from the previous scientific research and group them under the headings provided in the four processes of CRM audit model by Payne and Frow (2006). This will then be validated through semi-structured interview and verified or test the applicability through a survey conducted at Danone ELN at Schiphol which at the time of the research was in progress of transforming into a global CRM implementation. Therefore, the research question in this paper is “How to evaluate the framework of CRM readiness indicators in the pre-implementation process?”.
2. State of Knowledge and Framework
2.1. Previous Research Synthesis
Significant amount of research was done in regards to the Critical Success Factors (CSF) of the CRM implementation. A compilation of eight research papers from the year 2002 to 2011 which discussed about the CSF of the CRM implementation was used in this research paper. This was done with the aim to strengthen the external reliability of the research (Bryman, 2016).
The author subsequently grouped the indicators identified in the previous paper under the heading of CRM readiness assessment or CRM audit model designed by Paul and Frow (2006). They stated that one of the key implementation is readiness assessment which is measured through the five-core cross-functional processes described as follows:
Strategy Development Process – The first process is where the overall objectives and parameters are defined by the company especially by addressing the business strategy and customer strategy.
Value Creation Process – The output of the previous process will then need to be extracted and delivered interactively in this process, meaning that the CRM project should identify the value that the customer will receives from the company and vice versa.
Multi-Channels Integration Process – Following the value identification, the company needs to identify which are the right channels to be used in the CRM project that will suit the needs of the company to efficiently obtain the intended customers information.
Information Management Process – This is the process that is considered to be the ‘engine’ of the CRM activities which has the focus of collecting and collating the customer information from all points of customer contact and further develop insight that can be used to enhance the quality of the customer experience.
Performance Assessment Process – The process of identifying what needs to be assessed in order to improve the performance of the CRM project. According to Payne and Frow (2006) there are two focuses of this process including the (1) shareholder results to look at the macro-view of the CRM performance, and (2) performance measurement which is equal to the micro-view of the CRM performance. However, the author decided not to include this process because the performance assessment process will be more relevant for the post-implementation process rather than the pre-implementation process.
2.2. Conceptual Framework
Since the focus of this research is to identify the CRM readiness assessment model from the pre-implementation perspectives, the author decided to formulate conceptual framework which integrates different theories or indicators under the headings of the CRM readiness audit by Payne and Frow (2006) in the following paragraphs. The summary is also provided in the appendix 2.
Strategy Development Process
It has been widely recognized that a big project will not be successful without a strong support of top management who has the capability to lead and to direct the team to achieve the objectives, this is the reason why almost all of the scientific papers mentioned top management support and delivery of a clearly defined objectives to be on the first list of the indicators (Wilson et al., 2002; Croteau & Li, 2003; Mendoza et al., 2006; King & Burgess, 2007; Eid, 2007; Maleki & Anand, 2008; Rahimi & Berman, 2009). This is especially important when the project is run at a global scale where the message of the leader should be clearly delivered throughout all of the business units worldwide. It is also recognized that in order to have a successful project, a company needs to ensure the compliance of each key stakeholders - be it in the form of engagement activity that is conducted on a regular basis or documented procedures that are used as the standard guidance (Mendoza et al., 2006; Eid, 2007). Rahimi & Berman (2009) argued that once a new project is proposed, there is a resistance tendency of the employees to the new ways of working. This leads to a partial participation in the system design and thus, strong compliance needs to be evaluated in the projects’ pre-implementation stage. The third indicator to consider in this process is cross-functionality in the form of inter-departmental integration (Mendoza et al., 2006) as a successful CRM project needs to involve different fields mainly marketing and IT. This will ease the project delivery process and control by having a clear delegation of responsibilities.
The last but not least, the successful CRM project should be supported by a proper budgeting. The budgeting strategy should be carefully organized as it is considered to be the heart of the process. In this case, the global team or the project leader should create a budgeting strategy which convinces the CBUs that they will receive the benefits in
terms of the relationship with the customers but also in terms of the return-on-investment (ROI).
Value creation Process
The first indicator in the value creation process is the customer-oriented culture since the core idea of CRM is to build and strengthen the relationship with the customers, the decision and the strategy should be ensured that they are created based on the needs of the customers (Wilson et al., 2017). Thus, the customers should be interactively involved in the value creation of the CRM as they are the one who supply the information to the company (Croteau & Li, 2003). This does not necessarily mean that they should directly involve in the strategy formulation, but this can be done by taking into account the historical information about the needs of the customers in the decision making of the project.
The second indicator in this process is to ensure the flexibility of the change design, as this will have an impact on the transition process of the company. The term flexibility refers to the ability of the CBUs to modify the core model or the core system of the global CRM project in such a way that it can still suit their own needs. Wilson et al, (2001) and Rahimi and Berman (2003) stated that ensuring flexibility of the new system allows the new system to meet the future needs and to minimize the unnecessary investment.
Multi-Channel Integration Process
The procedure of selecting which channels or modules to use in the CRM project is highly important as mentioned in Wilson et al., (2010) and Mendoza et al., (2007). The chosen channels are the critical means to connect the company with their customers. This can be done through identification of the customers’ profiles in order to see what are the best combination of channels that are adequate to facilitate each CBUs to reach the targeted coverage. Therefore, different CBUs will have different needs depending on the type of the customers in which they operate.
The second indicator in this process is that the CRM channels themselves should possess a knowledge management capability in which they can capture, manage, and deliver accurate information about the customers (Croteau & Li, 2003). There are three aspects which are used to ensure the knowledge management capabilities of the channels including the quality of the technology or the channels, the people or the end users who are responsible of the operation, and processes evaluation once the project is run.
Information Management Process
The information management process is regarded as the ‘engine’ of the CRM project, there are certain indicators that need to be considered according to Payne and Frow (2006). Especially in the global case where multiple branches exist across the globe, information system integration from the local functionality to global functionality should be ensured (Mendoza et al., 2006; King & Burgess, 2007; Eid, 2007). This includes the importance of database or data repository management where all of the historical information from the customers are stored in one database with a standardized way to look at the information.
Followed by the IT infrastructure management including the hardware and the software to be used as the support to the project. The reason why a global project requires a newly set of standards of infrastructure is because all of the CBUs is expected to have the same way of doing things to serve the objectives. Additionally, there is a greater
control over the system especially when it comes to training the people who are using the channels.
The last important indicator in this process is the analytics that is a tool that allows the company to derive an important insight and meaningful pattern from such a large quantity of data (Payne & Frow, 2005). This is highly interconnected with the previous two indicators – the database management and the IT infrastructure. The analytics will provide an overview to all of the CBUs pertaining the performance of the project and can be used as the learning and evaluation process for the future improvement.
3. Research Methodology
3.1. Methodology
Since the aim of the research is to identify a framework which contains readiness indicators in the pre-implementation of CRM project, it is vital to understand how the data collection was done and how they were transformed into a reliable outcome.
The following sub-sections will explain how the indicators were selected from the previous literature reviews and how the data was collected through interview, observation, and secondary data in which the combination of them led to a state of saturation where the information provided will provide no more additional insight to the indicators of interest. In addition, a survey was conducted to test the applicability and to verify the proposed model.
3.1.1. Conduction of Literature Reviews
Firstly, an extensive scientific literature review was done mainly in the topic area of Critical Success Factors (CSF) of CRM to derive reliable indicators as the measurement of company readiness towards CRM implementation. These indicators were then selected based on its relevance to the case study and later grouped them into each process in the CRM readiness assessment model by Payne and Frow (2006) including (1) Strategy Development Process, (2) Value Creation Process, (3) Multi-Channel Process, and (4) Information Management Process. The author decided to exclude the last process namely performance assessment process due to its irrelevance to the scope of the research. The overview of the model is shown in the appendix 2.
3.1.2. Data Collection
As previously mentioned, the data collection was conducted at Danone which at that time was in their pre-implementation process of global CRM project. The summary of the methodology and its application is presented in the appendix 3 and its output is shown in the appendix 4.
Interviews
Semi-structured interviews were done with the people who directly involved in the project in order to validate the indicators that were derived from the previous literature reviews. The characters of the participants varied but mainly came from the two main key stakeholders – the DAN IS, and the Quintiles IMS. The total of 5 interviews were done. The information from the rest of the stakeholders were derived through observation and secondary documents analysis.
This will increase the diversity of information and provide a wider insight to the research. The participants and the set of interview questions or guidance will be presented in the appendix 5 and 6, respectively.
The transcript of the interviews will then be coded using pattern-coding as mentioned by Saldana (2009) where the words of the interviewees will be categorized to indicate the result of the interviews. According to Miles & Huberman (1994) as cited in Saldana (2009), “pattern-coding is a way of grouping those summaries into a smaller number of sets, themes, or constructs”. In this case, the aim of the pattern-coding is to ease the identification of the repetitive patterns and consistencies of the answers between participants on the same topics. The coding process was done openly through the entire interviews’ transcript, the codes will then be included in the sub-category and category according to the process. The transcript and its coding and categorizing will be presented in the appendix 7 and 8, respectively.
Observation
As part of the internship program, the author was directly involved in the weekly online meetings related to the project with all of the involved key stakeholders especially the global team of Danone in the office. This allowed the author to better grasp the progress or the journey towards the CRM implementation in the company and thus has provided a more detailed information to the research. A brief summary of how the observation was done in the company is shown in the appendix 9.
Secondary Documents Analysis
Analysis of secondary Documents was also conducted as it contributes to the validity of the research. The sources were derived from the key stakeholders who are directly involved in the project and were available in the form of presentations slides. According to Bryman (2016), official documents that are derived from the private sources are essential for researchers conducting case studies in organization using qualitative techniques such as interviews and observation. Furthermore, the secondary documents can further validate the statement made by the people regarding the project.
The presentation slides were newly updated in June 2017 and they contain the objectives of the project, the structure and the roles of the key stakeholders in the project, the working process of the project, and the technologies being deployed in the project. The summary of secondary data will be presented in the appendix 10.
Survey
The survey was conducted mainly to verify the applicability of the proposed framework in the real-life situation. The survey was spread to the key stakeholders in 9 different Country Business Units (CBU) including Australia-New Zealand (ANZ), Thailand, Egypt, Africa, India, Romania, Spain, Singapore and Turkey who were already in progress of transforming into the new CRM systems. In total, 14 respondents were gathered. However, since the number of the survey respondents and the data collection technique were restricted, one specific methodology called “The Cloverleaf Model” is one of the alternative that was used to cultivate the data of the survey.
The methodology was discovered by Heslop, McGregor, and Griffith (2001) in their topic on technology readiness assessment. There are two scorings for each indicator, the first is to see whether the respondent agree with the statement using 4-point scale (Yes = 3, Maybe = 2, No = 1, N/A =0) and the second scoring is to see the confidence of the answer using the 3-point scale (Fully confident = 3, Partially confident = 2, and Low
confident = 1). In order to indicates the readiness assessment, these two scorings will be multiplied with each other that produce a weighted score (WS). In their studies, the indicator(s) will be indicated as ready if only the total WS is above 2/3 of the maximum level. Since there are two scorings in this methodology, there may appear two possibilities of responses, for instance, person A’s answer may consider that the statement of an indicator is true (3) with low confidence (1), while person B’s answer may think that the statement is not true (1) with high confidence (3). These two outcomes will imply the same results after the multiplication, that is, 3. However, the number or the last results will reflect the weighted value it carries. The process being applied to this research has been made sure to be in line wi t h the methodology studied by Heslop et al., (2001). The result of the survey, its conversion, its calculation and its written feedback will be shown in appendix 11, 12, 13, 14, and 15 respectively.
4. Analysis Results
4.1. Results
The result of the different methodologies including the interviews, the secondary documents analysis, and the observation will be summarized in each of the sub-section to show the validity of the model. The result of the survey will be shown as a separate section as it aims to verify as well as to reflect the applicability of the model in the real- life case of the company.
4.1.1. Strategy Development Process
Defined objectives and top management support
Based on the interviews, the main objective of the global CRM project is to increase their high potential HCPs coverage effectively. It was also clearly stated in the blueprint of the project that there are three main purposes of why the global CRM project is built: (1) Cost optimization – where the costs of the CRM activity will be centralized, (2) Visibility – to gain one picture of compliance and to have a clear segment of potential HCPs all around the globe through an integrated platform and interface technologies in the CRM project, and (3) Growth – to increase the HCPs competencies across the globe.
An interviewee stated that in order to attain a successful global CRM project, the process needs to be structured in the form of a business plan. Prior selecting and deciding to implement the CRM, the top management and the HCPs need to have a common understanding on what value they will both achieve and to track the performance in achieving it. In this particular case study, however, the HCPs have no direct contact with either Danone as the business and the IMS as the supplier. Thus, the representatives of Danone in each of the CBUs are the ones who bridge the communication line between the HCPs and the business as well as the supplier. On the one hand, the CBUs first need to create a business plan which includes the strategy, the value, the benefits, and particular business needs. On the other hand, the business and the supplier side should create a strategy to support their needs with the global CRM project.
Based on the observation of the author, there are two major meetings worth to mention in this research. The first meeting was conducted on a weekly basis to discuss about the progress of the project ranging from the governance, the contracts and the budgets, the core systems, and the deployments process of different CBUs. While the
second meeting was conducted rather less frequently where the top managers have an online meeting with different CBUs representatives all around the world to introduce the objectives and the benefits of the global CRM project. Therefore, based on these result, it can be speculated that the objectives have been clearly delivered and the manager has been supportive to the project.
Organizational compliance
An intensive coordination is required for such a global CRM project, organizational compliance should be managed in such a way to make sure that every stakeholder contribute according to the desired performance and goal.
The result of the interviews indicates that to ensure the compliance of the key stakeholders, the Danone team and the Quintiles IMS team agreed to put in place a delegation of authority in the first place so that specific target of the project can be met within an agreed time. From both sides – the Danone and the Quintiles IMS – there is one regional team who handles the CBUs in Europe and another one who handles the Asian Pacific region. Monitoring of the progress is conducted on a weekly basis where the changes in any process will have to be reported and approved by the project director of the Danone and the IMS to ensure that the process meet the requirements.
Furthermore, one interviewee stated that prior the pre-implementation of the project, there is one document being shared by the top management levels and that is used by every key stakeholder to guide the execution of the pre-implementation process.
Cross-functional integration
CRM project that is implemented on a global scale needs to have a clear governance of the role of each key stakeholder. Most of the interviewees explained that the key stakeholders that are involved in the project are mainly the marketing (Danone ELN), IT/IS (Dan IS), and the supplier (Quintiles IMS).
One of the interviewee explained how the coordination works prior the kick-off of the project in one country through the pre-assessment process where the Dan IS and the IMS at the regional level shows a video introduction and a document to the CBUs to explain the benefits of the project and to identify the critical gap in the requirements of the CBU in order to implement the global CRM project. Once the gap has been identified, the result will then be reported to the director level where the cost and the contracts will be fully assessed. As the result, it is important to have a two-ways of interactive communication between and within key stakeholders. Thus, cross-functional integration is one of the indicator to be considered for a successful CRM project implementation. Budgeting management
Budgeting management is one of the key driver of the transformation process especially for the project at a global scale where it involves different CBU around the globe with different currency and different resources. The interviewees stated that the budgeting model for the global CRM project was made very specific, where the budget for the set up was handled by the global level, while the rest of the budget was handled by the country level. This indicates the budgeting strategy was centralized during the initialization process allowing a smooth transition of each CBUs. Y stated that “It is easy to come to the countries saying we will deliver the system to you, but you don’t need to spend money to initialize it”.
However, this has risen a challenge where the global team needs to get the approval of the project from the CBUs and to make sure that they are still on board until the project
is implemented, otherwise the money invested will be at risk. The way the company ensures that the CBUs are ready to implement the system, they first need to go through a pre-assessment process where the gap in the requirements are evaluated. Once the gap is fulfilled, the budget and cost estimation will then be approved and validated. This indicates that budgeting management should be seen as an indicator to determine readiness of the CRM project in a company as it affects the operation of the entire process.
4.1.2. Value Creation Process Customer-oriented culture
In the value creation process of building a CRM project, it is imperative to think that all of the decision being made is based on the customers. Furthermore, culture is playing an important role in facilitating organizational change and to attain the objectives of the project (Finey & Corbett, 2007).
According to the secondary document analysis, it is shown that the global CRM project is the journey to real customer-centric organization where they intend to develop an integrated customer channels (MCM) and to have customer-triggered response, thus future decision can be made based on the information gained from the HCPs. As the top management has addressed and all of the interviewees indicated that once the CBUs migrate to the global CRM project, they will be able to reach higher percentage of effectiveness capturing the right healthcare professionals to provide the desired information.
While the previous studies explicitly stated the importance of the customers’ involvement in the value creation process, most of the interviewees including the top management itself stated that in this case the customers are not directly involved in the solution design or the value creation and are not bound by any contracts to supply the information to the global CRM project at Danone. However, there are healthcare solution advisors or representatives from the Danone side who are responsible to connect the business and the HCPs by analyzing their profiles and historical data as the input to the company. From this, the project team will be able to create a strategy especially the CRM channels selection to build the relationship between the business and the HCPs that will be mentioned in the multi-channel integration process.
Design change flexibility
Wilson et al., (2010) stated that flexibility of the new system should be ensured to meet future requirements, while Rahimi and Berman (2009) stated that the flexibility allows adaptation of the current working processes with the new ones. It aims to minimize the risk of spending unnecessary efforts and investments.
Secondary document analysis was done to validate this indicator where the information was provided in the form of power point slides called “the ELN Global Core – Blueprint” and was updated on June 2017 by the program director of Quintiles IMS. From this, the author can speculate that the change management process or change request (CR) process is prepared to provide flexibility for the CBU to implement the CRM project in the future. There can be two processes or CR. The first is to send the customization request into the administration CR where the local or the regional leader will coordinate with the local or regional IMS, and the second option is to send it to the configuration CR where the local leader and the Danone CRM coordinator evaluate the request that later push them into the IMS where they will provide the solution.
4.1.3. Multi-Channel Integration Process The CRM Channels Selection
The choice of CRM channels is critical for the future implementation of global CRM project. The selection process begins by having a clear segmentation strategy from each CBUs which they call it as commitment ladder. All of the interviewees said that there is no direct communication between the Danone and the HCPs pertaining which CRM channels to be used as the means to connect with each other. However, through the commitment ladder, they will be able to identify the profile of the highly potential HCPs including their knowledge of expertise, association with pharmacy industry, location, and hence their accessibility. This information will help the CBUs to identify the list of adequate channels for them to connect with the HCPs and further help the global team to organize the strategy to fulfill the needs.
An example can be taken from a CBU in France where the HCPs are wide spread in the rural area, which makes remote detailing much more convenient to use compared to face to face. Another case is the CBU in Africa where the HCPs are located dispersedly in which an internet access is not fully facilitated. Therefore, they prefer to have a regular SMS or campaign that is held weekly or monthly to get an update from the HCPs. It indicates that different CBUs has different requirements of the channels selection, however, an interviewee stated that these channels are not to replace the traditional way that is the face to face interview, rather to add value to it.
Knowledge Management Capabilities Assurance
Although every interviewee believes that face to face method is still the most favorable way to get in contact with the HCPs, it is unlikely to have a wide coverage of HCPs for the global CRM project due to the constraint in time and proximity. This is one of the reason why the CRM systems are implemented, because the technology helps the company to get in contact with the HCPs regardless of the aforementioned barriers. However, deploying the technology alone is not enough, but the company needs to ensure that it has the capability of managing the knowledge of the HCPs.
According to Croteau & Li (2003), The knowledge management capability is regarded as the ability of the new functionality to capture, store, and deliver the data into a meaningful information. In order to ensure this quality, the project team has to evaluate three aspects including; (1) technology, (2) people, and (3) process. In the case of Danone, the way the project team evaluates the technology is through a process called User Acceptance Test (UAT). This is where the global team and the supplier test the applicability and the quality of the technology and application before running it. T stated that “every time a module or a channel is about to be implemented or launched by the CBUs, the global team will first make sure that the tools meet the acceptable standards of use, so that the objectives of the project will be achieved”. Furthermore, the result of the interviews shows that the IMS as the channels and systems provider have had years of experience deploying the same technologies in different companies within the healthcare industries.
In terms of the people aspect, a training to the company representative will be provided. In this case study, there are two steps when it comes to the training program. The first one is to provide the knowledge to the Danone representatives on how to operate the tools, followed by the delivery of the business vision and mission by the global team to set a standard goal of the project. The main idea of the training is to provide the people the right knowledge and the right tools to operate the global CRM project.
The last point is the process evaluation. This is where the global team closely monitors the implementation of the project. Constant supervision will be allocated to each CBUs who deploy the global CRM project. Based on the result of the interview, in order to see the applicability and the effectiveness of the technology and the application, both the global and the local team will evaluate and compare the number of HCPs coverage through the global CRM project with the previous functionality. Any deviation to the standard will be immediately taken into account and solved. The knowledge management capabilities assurance shows that the people, quality of technology, and the process are important elements to support the channels being used in the CRM project. 4.1.4. Information Management Process
Information management and database integration
The customers’ database is the tool which stores all of the data and information about the HCPs. Those CBUs who decide to implement the global CRM project has to transform their previous database system into the centralized global database system. This helps the company specifically the project team to have a standardized data about the customers, to have a greater control over the data management to reach the objective, to be used as the e-learning resources that is accessible for the rest of the companies, and to easily integrate the system with the analytical tools which depicts the standardized and the global key performance indicators of the project.
Prior the initiation of the global CRM project, the CBUs can be grouped into either of the two theorems regarding the information systems and database integration. The first group refers to the CBUs who already deployed the database system provided by the IMS which allows them to have easier transition to the global CRM database. While the latter is the CBUs who deployed their own database provided by their own local provider as well as the CBUs who have not yet implemented a CRM functionality. This gives a challenge to the project team since they will need to take additional time and investment to lead this group transitioning from their local system to the global system. Once the global CRM project is implemented, it was expected that each CBUs who is involved can migrate all of their data into the central database called “OneKey” which is handled by the Quintiles IMS.
However, after conducting the observation of the discussion with the top management regarding the database integration, it is found that they have an issue with the data migration into the OneKey database. This is due to the restriction on the data and information retrieval where the CBUs cannot directly retrieve the data and information from the OneKey before there is a permission from the data owner or the HCPs. The top management mentioned that “The CBUs can choose whether they want to use OneKey as their database, if they think that their own database will give more benefits, then they will not need to use OneKey because as you know OneKey has a weakness”. This brings a problem to the company especially to the global CRM project where the aim is to have a global and standardized view for looking on the data and information.
IT infrastructure
New CRM project is usually supported by the new set of IT infrastructure especially for the global project. In this case, there are two important changes concerning the change in the IT infrastructure. The first is the team who will be responsible for the hosting of the systems which is the IMS. This requires the CBU to have a contract with the IMS
and decommission the previous provider when they want to implement the global CRM project. The second point is the change in the Mobile Device Management (MDM) where the CBUs are required to have an updated iOS and windows 8 application as the software to store the information and a compatible iPad and windows tablet. The CBUs need to have these changes as it allows greater control to integrate and connect their data to the analytics or the KPI platform which reflects the overall performance of the whole CBUs in performing the customer relationship management activities as mentioned in the following indicator.
However, according to G, one of the challenging part is to convince all of the countries to migrate to the new system as it requires an adaptation to the new process and change their way of thinking which could take considerably high investment both timely and financially. A further added that “most of the CBUs sometimes think that they have familiarity already with the infrastructure being deployed, but once the project was run, they could not operate it because they are unfamiliar with the application”. Therefore, coordination in IT infrastructure is considered important as the one of the success indicators of the CRM project.
Analytics
The analytics functions as a platform that display the key performance indicators of the global CRM project. It has to be highly integrated with the database management and has to be facilitated with supportive IT infrastructures including the software and the hardware as mentioned in previous two indicators. In the case of Danone, the tool is specifically called as Healthcare Business Intelligence (BI) platform. According to the observation of the author, the coordination in building the analytics was done together between the Quintiles IMS who specialized in the analytics, the project director, the finance department within the company that updates the information related to sales as well as the external company (Nielsen) which also stores the data on market share. The outcome from each of the stakeholders will then be imported to the Healthcare BI platform where every key stakeholder can examine and analyze the performance of the global CRM project.
According to an interviewee, the main challenge of building the analytics is to ensure that every CBUs deployed the same IT infrastructure especially with the Master Data Management (MDM) as it strongly relates to the analytics and that directly reflects and measures the performance of the project. The analytics is part of the indicator as it allows the CBUs and the company in overall to evaluate the performance of the project and use it as the means of learning for future improvement.
4.2. The results of the Survey
The result of the survey and its written feedback is presented on the appendix 11 to appendix 15 respectively. The survey was done by the CBUs as the respondents. It is indicated that amongst all of the process, the strategy development process is the only one that has fulfilled the readiness criteria by 82%, followed by value creation process (62%), multi-channel integration process (56%), and information management process (61%).
These processes will be broken down into and seen from individual indicators. In the strategy development process, it can be seen that 100% of the respondents understand the objective of the global CRM project, followed by 94% of the respondents who believe that the top management has supported the project, and 91% respondents understand the
migration process to the global CRM project. However, only 66% of the respondents believe that working cross-functionally has been enforced in the project, and only 60% who believe that the budgeting strategy for the global CRM project has been well organized. According to the written feedback of the survey, there is still a lack of communication and governance clarification for any new improvement in the system as well as a lack in defining roles and responsibilities. Furthermore, one respondent stated that the Quintiles IMS should not charge the CBU if they only have small changes, and one suggested that the costing model should have been shared before the migration discussion. On one hand, this indicates that the pre-implementation process of the global CRM project at Danone still has some weaknesses in the compliance as well as the cross- functional integration between the key stakeholders. On the other hand, the budgeting model should be once again re-evaluated.
In the value creation process, there are two processes that fell below the readiness criteria, that is only 60% of the respondents believe that the goals of the NICE project are aligned with the goals of the local team, and only 44% of the respondents believe that the global CRM project offers some flexibility that allows the CBU to customize the way they reach the HCPs. Based on the written feedback, it is shown that there is still an unclear defined integration between the CBUs and the local Dan IS, and there is still a lack of flexibility in terms of the localization despite the change request process of the project. This implies that the alignment between the global and the local team as well as the flexibility of localization needs to be further examined.
The third process is the multi-channels integration process where it is found that only a small percentage of the respondents by 44% believe the selected CRM channels of the NICE project offer promising opportunity to effectively reach the targeted HCPs. While only 49% of the respondents know that the training procedure has been designed to facilitate the training procedure has been designed to facilitate the transformation to the global CRM project. Based on the feedback, the main reasons why these two indicators contribute the lowest number of percentage are due to a lack of demonstration and further explanation of the channels specification and how it would benefit the CBUs. Hence, it can be speculated that CBUs were provided only with the limited information since the beginning of the project.
The last one is the information management process, where it can be seen that only 48% of the respondents know the procedure or the guideline to migrate their data into the new database. According to the feedback, this can be due to the standards guidance that is not shared in details. This is especially the problem for the group of CBUs who have existing system with different provider or the CBUs who have not yet implemented CRM systems. On the other hand, only 59% believe that the KPI will provide better understanding of the performance and create a learning process for the future improvement. Based on the feedback, this might be due to unclear assessment to compare the business KPI before the creating the analytics tool where different CBUs have different standards of performance yet there is a lack of explanation on the integration.
5. Limitation and Further Research
Although all of the indicators from the previous scientific papers have used empirical techniques and quantitative analysis, the author believes that quantitative research using statistical-sound techniques should have also been done in this research paper to explain
a more precise relationship between different variables and measuring the importance of each selected indicators in each of the four processes to achieve a more reliable model.
Additionally, as the result of a restriction imposed by the case owner where the survey was only allowed to be taken to limited number of CBUs, the conclusion can only be applied to these particular groups and cannot be generalized to the rest of the CBUs. Thus, further research where all of the stakeholders are involved is required to further see the applicability of the model in real-life settings.
6. Conclusion
This research paper has focused on the CRM readiness indicators evaluation to answer the research question of “how to evaluate CRM readiness indicators in the planning process?”. This attention has been put on the indicators for each of the first four processes by Payne and Frow (2006) including the strategy development process, value creation process, multi-channel integration process, and the information management process. Therefore, the aim of this research is to figure out the model which reflects readiness indicators of the pre-implementation process in the CRM project. From this model, the company will then be able to identify what are the important indicators to consider and later they will be able to evaluate their readiness and to identify what are the indicators that need some improvements.
While many existing scientific papers have addressed the Critical Success Factors (CSF) as the readiness and success indicators of CRM project in a company, most addressed it from the implementation and post-implementation point of view, while there is only a few studies to view the readiness of CRM system from the pre-implementation perspectives. Moreover, most CSF which described the readiness evaluation do not clearly address the processes and indicators in details which identify the strategy development, value creation, channels integration, and information management.
In this research paper, CRM readiness assessment model by Payne and Frow (2006) is used as the foundation since it provides companies a clear direction on what to be considered when it comes to assessing the readiness indicators. While this model originally looking at the implementation process, this research will adapt the model to fit the planning or the pre-implementation process, which as the result excluding one last process called the performance assessment process as it only fits during the implementation and post-implementation. The indicators in each of the processes were obtained through an extensive literature reviews that later validated through semi- structured interviews, observation during the internship program, as well as the secondary document analysis conducted at Danone in which during that time was in the process of pre-implementation of CRM systems. The survey was also conducted with the aim to test or verify the applicability of the model.
The result of the interviews confirmed that the model is relevant to the real-life scenario in the case of Danone. This model shows some important indicators to consider when a company is in the process of transforming their CRM systems. This also helps the companies to identify the problems and use them as the learning process for the future improvement. The overall conclusion to the survey will be presented in the following section as an advice to Danone.
7. Advice to the Company
In overall, the result of the survey shows that Danone needs to severely pay attention to the multichannel integration process especially on the clarification of the selected CRM channels and further explain the procedure of the training to utilize those channels. This can be done by providing physical documents such as manuals along with a clear and detail demonstration.
The second one is to allocate more effort to examine the value creation process specifically on the alignment between the global and the local team, and to provide some flexibilities for the CBUs to customize the tools and the process to reach the HCPs. This can be possibly done by decreasing the budget and reducing some strict requirements for customization. The last point in which the company needs to pay attention to is the information management process where the procedures of migrating the existing database to the new database and the explanation of the KPI should be provided in details.
For the last point, the company is advised to create a summary on the standard requirements for data migration and KPI integration which later can be followed by all of the CBUs especially those who have the existing functionality from different provider and those CBUs who have not implemented the functionality yet. This will improve the readiness indicators by a significant percentage and it will eliminate the risk of failures once the CRM is implemented.
Acknowledgement
I would like to say that I am very grateful to be part of the Master of Business Information Systems 2016/2017 at the University of Amsterdam for the one full of academic year. I have had an amazing opportunity to meet new people, to learn new set of life-time experiences, and to live in a multi-cultural and livable city of Amsterdam, The Netherlands.
Special thanks to my parents back in Indonesia for their endless support and their sacrifice which allow me to be who I am today. I acknowledge this work to Mr. Loek Stolwijk for his kind supervision and guidance for the past 4 months of writing this thesis which I highly appreciate.
Lastly, Danone Place Schiphol for giving me the chance to gain additional knowledge, practical skills and experiences and for providing the opportunity to finalize my thesis.
8. References
Bryman, A. (2016). Social research methods. Oxford university press.
Croteau, A., & Li, P. (2009). Critical Success Factors of CRM Technological Initiatives. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, 20(1), 21-34. doi:10.1111/j.1936-4490.2003.tb00303.x Eid, R. (2007). Towards a Successful CRM Implementation in Banks: An Integrated
Model. The Service Industries Journal, 27(8), 1021-1039. doi:10.1080/02642060701673703
Finney, S., & Corbett, M. (2007). ERP implementation: a compilation and analysis of critical success factors. Business Process Management Journal, 13(3), 329- 347. doi:10.1108/14637150710752272
Foss, B., Stone, M., & Ekinci, Y. (2008). What makes for CRM system success — Or failure? Journal of Database Marketing & Customer Strategy Management, 15(2), 68-78. doi:10.1057/dbm.2008.5
Garrido-Moreno, A., & Padilla-Meléndez, A. (2011). Analyzing the impact of knowledge management on CRM success: The mediating effects of organizational factors. International Journal of Information Management, 31(5), 437-444. doi:10.1016/j.ijinfomgt.2011.01.002
Heslop, L. A., McGregor, E., & Griffith, M. (2001). Development of a Technology Readiness Assessment Measure: The Cloverleaf Model of Technology Transfer. Journal of Technology Transfer, 26, 369-284. Retrieved from https://rd.springer.com/article/10.1023/A%3A1011139021356
Iriana, Reiny., & Buttle, Francis (2008). Does organizational culture influence CRM outcomes?. Australia and New Zealand Marketing Academy Conference 2008 : marketing : shifting the focus from mainstream to offbeat (1– 3 December 2008: Sydney).
Jain, R., Jain, S. and Dhar, U. (2007) ‘ CUREL: A scale for measuring customer relationship management effectiveness in service sector ’ , Journal of Services Research, Vol. 7 , No. 1 , pp. 37 – 58 .
King, S. F., & Burgess, T. F. (2008). Understanding success and failure in customer relationship management. Industrial Marketing Management, 37(4), 421-431. doi:10.1016/j.indmarman.2007.02.005
Maleki, M., & Anand, D. (2008). The Critical Success Factors in Customer Relationship Management (CRM) (ERP) Implementation. Journal of Marketing & Communication, 4(2), 67-80.
Massey, A. P., Montoya-Weiss, M. M., & Holcom, K. (2001). Re-engineering the customer relationship: leveraging knowledge assets at IBM. Decision Support Systems, 32(2), 155-170. doi:10.1016/s0167-9236(01)00108-7
Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913-945. doi:10.1016/j.infsof.2006.10.003
Miles, M.B. & Huberman, A.M. (1994) Qualitative data analysis: an expanded sourcebook (2nd. Ed). London: Sage
Payne, A., & Frow, P. (2005). A Strategic Framework for Customer Relationship Management. Journal of Marketing, 69(4), 167-176. doi:10.1509/jmkg.2005.69.4.16
Payne, A., & Frow, P. (2006). Customer Relationship Management: from Strategy to Implementation. Journal of Marketing Management, 135-168. doi:10.1362/026725706776022272
Rababah, K., Mohd, H., & Ibrahim, H. (2011). Customer Relationship Management (CRM) Processesfrom Theory to Practice: The Pre-implementation Plan ofCRM System. International Journal of e-Education, e-Business, e- Management and e-Learning, 1(1), 22-27. doi:10.7763/ijeeee.2011.v1.4 Rahimi, I., & Berman, U. (2009). Building a CSF framework for CRM implementation.
Journal of Database Marketing & Customer Strategy Management, 16(4), 253-265. doi:10.1057/dbm.2009.29
Saldana, J. (2009). The Coding Manual for Qualitative Researchers. Thousand Oaks, CA: SAGE Publication Inc.
Wilson, H., Daniel, E., & McDonald, M. (2002). Factors for Success in Customer Relationship Management (CRM) Systems. Journal of Marketing Management, 18(1-2), 193-219. doi:10.1362/0267257022775918
Zablah, A. R., Bellenger, D. N., & Johnston, W. J. (2004). Customer Relationship Management Implementation Gap. Taylor & Francis Group, 279-295. Retrieved from http://www.jstor.org/stable/40471970
9. Appendices
Inf or m at io n m ana ge m e n t pr oc ess M u lt i-ch an n el in te gr at io n p ro ce ss V al u e cr ea ti on pr oc ess Str at eg y d e ve lo p m ent pr oc ess
Process Indicators Descriptions Supporting Scientific Papers
Clearly defined objectives and top management support
A clearly defined objective needs to be delivered by the top managements which include the benefits and the procedures of the CRM project especially in the case of the global project where there is a substantial change of work process and functional activities.
(Mendoza et al., 2006; King and Burgess, 2007; Eid, 2007; Maleki and Anand, 2008; Rahimi and Berman, 2009; Wilson et al., 2010; Zablah et al., 2004; Croteau and Li, 2003)
Organization commitment and compliance
Since transforming into the global project results in a substantial change in the working process, the company needs to convince and ensure the commitment and the compliance of the entire team to contribute and to meet the objectives within the agreed deadline.
(Mendoza et al., 2006; King and Burgess, 2007; Eid, 2007; Maleki and Anand, 2008; Rahimi and Berman, 2009; Wilson et al., 2010; Zablah et al., 2004; Croteau and Li, 2003; Garrido-Moreno and Padilla-Melendez, 2011)
Cross-functional integration The governance and the structure of the business process between and within the key stakeholders
should be clearly addressed. When an integration is achieved, the company will be able to optimize the process of project delivery and lower the risks of failures in the future.
(Mendoza et al., 2006; Garrido-Moreno and Padilla-Melendez, 2011)
Budgeting Management Budgeting or costing of the CRM project deployment should be clearly organized. This is the backbone
of the entire process. The budgeting should be managed in such a way to ease the transition process from the old functionality to the new functionality.
(Rahimi and Berman, 2009)
Customer orientation The core objective of the CRM is to build and strengthen the relationship with the customers. (Wilson et al., 2010; Mendoza et al., 2006; King and Burgess, 2007; Eid, 2007;
Therefore, the customer-oriented culture refers to the notion that the decision taken for the project is based on the customers’ data and information.
Maleki and Anand, 2008; Rahimi and Berman, 2009; Zablah et al., 2004; Garrido- Moreno and Padilla-Melendez, 2011)
Design for flexibility Although a global CRM project is proposed with the objective of achieving a standardized and a global
view of looking at the customers, each CBU has their own local targets and needs. Therefore, flexibility should be designed to allow the CBU to still fulfill their targets and needs (e.g. through customization)
(Wilson et al., 2010; Rahimi and Berman., 2009)
Channels Selection Previous scientific papers stated that there are several conditions when it comes to selecting the (Wilson et al., 2010; Mendoza et al., 2006; Maleki and Anand, 2008)
right channels. Channels are selected based on the needs of the CBUs on how are they willing to approach their customers, which subsequently done by understanding the customer needs from their historical data.
Knowledge management According to Croteau and Li, (2008), knowledge management capability refers to the ability of (King and Burgess, 2007; Garrido-Moreno and Padilla-Melendez, 2011; Croteau and
capabilities companies to capture, manage, and deliver real time information about customers which allows Li, 2008)
them have a faster and efficient decision making. In CRM project of a global scale, it is crucial to have a combination of channels which facilitate the company to manage the customers’ information. The quality of the technology, the people who operates the channels, as well as the process of using the channels are considered by this indicator.
Information System and Database A company that transforms their CRM project into a global scale needs to have a clear strategy to (Payne and Frow, 2006; Mendoza et al., 2006; King and Burgess, 2007; Maleki and
Integration integrate the customers’ data across different offices in different nations in order to achieve the Anand, 2008, Wilson et al., 2010; Zablah et al., 2004)
main objective which is to achieve a standard strategy across the globe.
IT infrastructures Newly IT infrastructures are deployed to support the CRM project specifically to integrate the (Payne and Frow, 2006; Wilson et al., 2010; Mendoza et al., 2006; King and Burgess,
data of the customers, to facilitate the cross-functional team in the coordination, and to integrate 2007; Eid, 2007; Zablah et al., 2004)
the interface platforms with the database. This can include software and hardware. This helps the company to have a greater control especially when it comes to the training program.
Analytics The analytics is the tool to reflect the performance of the project. The depiction of performance
measurements or the KPIs such as sales, profitability, loyalty, market share, etc through the analytics will help the company or specifically the CBUs to learn and to re-evaluate their strategy in the future based on the performance indicated. This is strongly connected with the information and database as
(Payne and Frow, 2006; Garrido-Moreno and Padilla-Melendez; 2011; Eid, 2007)
well as the IT infrastructures.
Appendix 3. Summary of methodology and its application Methodology Application R elia b il it y Extensive literature reviews
Extensive literature reviews were done mainly on the topic of Critical Success Factors (CSF) of Customer Relationship Management (CRM) to derive reliable indicators that later grouped into each of the process in CRM audit model by Payne and Frow (2006).
Valid
ity
Semi-structured interviews
The semi-structured interviews were done with the expert / key stakeholders involved in the project to validate the indicators derived from the previous research. Observation in
the form of an internship
Direct involvement in the weekly meeting has helped the author to understand the actual situation of the project and hence to validate the indicators.
Secondary Documentation
The latest documents mainly in the form of slides help the author to understand the flow of the process which has also strengthen the validity of the research.
Ver
if
icatio
n
Survey
A survey containing questionnaires was aimed to verify the applicability of the model on the CRM readiness assessment to implementation.
Defined objectives and top management support Sub-category 1 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Organizational compliance Sub-category 2 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Cross-functional integration Sub-category 3 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Budgeting management Sub-category 4 Weekly meetings NICE program – 2017 IS Budget
presentation
Appendix. Table 11, 12, 13, and 14
Value Creation Process
Customer-oriented culture Sub-category 5 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Design change flexibility Sub-category 6 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Multi-channel Integration Process
CRM channels selection Sub-category 7 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Knowledge Management Capabilities Sub-category 8 Weekly meetings - Appendix. Table 11, 12, 13, and
14
Information Management Process
Information Management and Database Integration Sub-category 9 Weekly meetings - Appendix. Table 11, 12, 13, and
14
IT infrastructure Sub-category 10 Weekly meetings Blueprint of the project as per June 2017 Appendix. Table 11, 12, 13, and 14
Analytics Sub-category 11 Weekly meetings KPI’s kick-off March 2017 Appendix. Table 11, 12, 13, and
14
Appendix 5. Survey Participants
DAN IS – Project Manager (Asia Pacific) June, 2017
DAN IS – Project Manager 1 (Europe and Middle East) June, 2017 DAN IS – Project Manager 2 (Europe and Middle East) June, 2017
Quintiles IMS – Global Program Director June, 2017
Quintiles IMS – Project Manager June, 2017
Appendix 6. Semi-structured Interview Guidance Introduction
Could you briefly introduce yourself in relation to the global CRM project?
1. Strategy Development Process
- How do you explain the objectives of the global CRM project in your perspectives and how was it delivered by the top management?
- How to ensure that all of the key stakeholders including the CBUs comply to the global rules when they decided to be involved in the global CRM project? - How do you explain the cross-functional process between different key
stakeholders in relation to the global CRM project?
- How do you see the budgeting strategy in relation to the global CRM project being managed?
2. Value Creation Process
- How was the process of value creation as the foundation of the global CRM project?
- Were the HCPs needs and preferences taken into account during the value creation process? If so, how?
- How flexible is the process global CRM projects which allows a smooth transition from the old to the new and global scale?
3. Multi-channel Integration Process
- Were the HCPs needs and preferences taken into account during the global CRM channels selection? If so, how?
- How to ensure that the global CRM channels will be able to better capture, manage, and deliver the more accurate information from the targeted HCPs? - Is there any training given to the end users? If so, how does it work?
4. Information Management Process
- How the integration of the information system and database works for the global CRM project?
- Is there any change in the IT infrastructure that facilitate the global CRM project? If so, please elaborate.
- How was the process of integrating the analytics or the tool which reflects the KPI of the global CRM project?
