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Home > CRM Implementation, Strategy > The CRM implementation: Selecting the EA Product

The CRM implementation: Selecting the EA Product


The selection of the product for implementation plays a major part in the success or the failure of the implementation. The success or the failure of the implementation is measured in terms of the extent to which the set targets/ goals have been achieved by the implementation. The product selection again depends on a number of factors or constraints that the organization may be facing. I have listed a few of these factors below. The list is an indicative list and does not contain all the factors that might affect the product selection:

  1. Budget: The CRM implementation can cost an enterprise from a few thousand dollars to a few hundred million dollars. The budget allocated for the product alone can be from a 5% to 70% of this cost. There are some open source CRMs available for free downloads (Sugar CRM) where one does not have to pay a single penny for the product. Then there are products by SAP and Oracle which may cost a bomb for the vanilla product alone. Midway the two are some mid range CRMs. Though most of the CRMs claim to address most of the industry requirements, not many (read “none”) are able to meet all the requirements of the organization.
  2. Scale: The Scale also plays an equally important part in the product selection. Some company may just require managing the contacts or the interaction with the contacts form the MS Outlook. There are some small packages available which can be downloaded and easily laid on the existing MS Outlook framework. They help manage the schedules, inquiries etc. Then there may be some organizations which require just managing the sales team or the marketing team or the Call Centre operations. Most of the modern day CRMs have 20-25 modules. The Organization may require a few or all of these modules. The cost and the selection of the product depend on the need for the modules required by the organization from this list.
  3. Complexity: The processes of two industries can be vastly different from each other. Though no industry processes can be called easy to manage, but my experience says that telecom industry processes are most complex and difficult to manage. Add to this the dynamic nature of the telecom industry where new products are launched daily and new functionalities are added daily. Thus the products for telecom industry contain more functionalities than for any other industry. These products, no doubt, are costlier than their peers form other industries.
  4. Deviation from the Industry Practices: Even in the same industry, one organization may have processes very different from other organization. Every organization tries to follow the “differentiation” path to move ahead of the competition. In this quest of differentiation, these organizations have processes which are vastly different from other similar organizations in the same industry. If your organization is different from the others, the CRM product to be chosen will depend upon the extent to which you are willing to sacrifice the uniqueness of your processes and the money you are willing to pay for the customizations required in the generic product for maintaining the existing processes.
  5. Model of implementation: The CRM products differ in genre which is dictated by the mode of implementation.  For example, if the implementation on-premise, the costs may be different, than when it is a SaaS. Similarly comparing it with PaaS implementation may give different commercials. The products for SaaS, On Premise, PaaS may also be different in costs based on the vendor selected.
  6. Existing Systems: If one is looking for compatibility of the CRM to be implemented with the existing legacy systems (such as Inventory, Billing, Financials etc.), one has to be very careful while choosing the product. If proper precautions are not taken care of, the new product may pose difficulties in the integration of existing systems. The cost of the selected product again depends on the vendor who offer the most compatible product.
  7. Human Factor: The human factor comes into play at a number of instances in the selection of the product. The team or the person authorized to make the final say on the purchase may have some pre notions for some product. The employees or the implementation team also may count in the ease of use for the product. Some CRMs are more user friendly than the others and hence are favoured by the implementation teams or the advisors for product selection.

All the above factors and some more influence the selection of the EA product to be implemented by the organization. Nonetheless, the product selection is a very important and a crucial aspect for the implementation to deliver the desired results.

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  1. Srija
    December 5, 2009 at 10:52 am

    Complex thing put down very lucidly….nice read

  2. harshie
    December 5, 2009 at 3:32 pm

    Thx a lot Srija.

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