CRM capability maturity evaluation model [2004-07-29 17:29] [Ye open] [AMT]
With the incentive competition in the industrial era, the company began to transfer core competitiveness from the product to customers and services. In today's e-commerce era, pay attention is true e-commerce rather than online business, and consumers' choices are greatly expanded, and the transfer cost is greatly reduced, and product and technology have been difficult to become a long-lasting core competitiveness. Therefore, companies have greatly improved their attention to customers and gradually become one of the cores.
This is the cause of domestic and foreign companies in recent years, began to favor the management of customer relationships and began to deploy CRM projects. However, it should also be seen that the process of deploying CRM is not a smooth sailing, and even a lot of sounds, especially for the CRM project failure rate.
Indeed, CRM is a management engineering, which has its unique complexity, especially in Chinese enterprise applications, and even more Chinese characteristics, making CRM applications more difficult to control and evaluate.
The current entire CRM market, most of the sound is software vendors, corporate users and other neutral sounds are very weak, based on the associations or similar organizations in the industry, this is no just standard, which is also All judgments are based on individual-based perspectives, and all publicity and speeches are generated based on the direction of their own advantages.
The role of the media here is to expand this phenomenon, regardless of this phenomenon is good. With the disorder of the market, it has caused great disorders for current e-commerce and CRM, especially for the psychological barriers of e-commerce and CRM, take a long time to eliminate.
Whether it is preparing to deploy CRM or enterprise users that have deployed CRM, it is strongly hope that there is a fair voice or method to assess the current and project risks, assess the effects of the project. This is a very critical scale because users have to have a software manufacturer to a fair horizontal line, must have standards.
It is difficult to do such a thing, involving participation and self-discipline throughout the industry, especially in such a unsuccessful industry that is still not called industries. However, we can't stop our footsteps because of hardship. Due to the complexity of CRM applications, the complexity of CRM applications, we can first simply look at the type of different angle refinement:
Different industries: finance, insurance, telecommunications, medicine, IT system integration, tourism, manufacturing, etc
Different sizes: large groups, medium-sized enterprises, small and medium-sized enterprises, etc .;
Different Organizational Architecture: Vocational Manager, Family System, State Care, Entrepreneurship, Private, etc .;
Different development stages: Import period, growth, development, maturity, recession, etc .;
Different sales models: transaction type, consumable type, project type, etc .;
Different plans: one in place, distributed implementation, central copy, etc .;
Different payments: customer resources, sales process, customer service, marketing strategy, etc .;
Different forms: growth sales, industrial manufacturing, professional services, project sales, promotion and sales, members and trade, etc.
As can be seen from the above, there is a lot of angles to know it, so an evaluation criterion also considers the various angles, which is based on practical standards rather than high standards.
CRM capability maturity model
For the current status of the current CRM deployment, there are several bottlenecks, how is it to assess the CRM product? Assess CRM project? Monitor the CRM process?
The market needs a standard, but a simple standard is unable to suit this complex application, and the market's maturity needs to establish a rich, comprehensive, scientific, demolurable, and evaluable system. I temporarily called: CRM capability maturity model CRM-CMM (Capability Maturity Model for CRM).
Different industries have different demands and requirements of CRM, and the demand and requirements of CRM applications at different stages are also different, and so on. We cannot simply say that this project is successful or failed to say that this product is good or bad. Some companies are based on the business scale, all over the country, and the management level is low, so the first phase of the CRM project first needs to complete the goal is the timely and effective collection of customer data. It means that this is successful, but this The goal is that some experts and other companies have failed. Therefore, it is necessary to evaluate it with its reflected and the CRM capability maturity, such as: a pilot phase of a group application, just the unity of customer resources, from the overall application, it is failed, but on the current project stage It is successful. We use the CRM capability maturity model to evaluate its extent to which the project is achieved, the project is resolved, and its maturity in the current phase is not simple success or failure.
It is irresponsible to kill a person or something, but the reality is too responsible. Who can point to Jiangshan. In fact, for corporate management, there is no success and fail, there is only constant progress and constant change.
The CRM capability maturity model will be conducted from three levels:
Corporate CRM Ability Maturity Model: Based on the corporate perspective, an evaluation of the overall CRM strategic planning and execution of the enterprise. Many companies and projects have ignored the problem of enterprise self before deploying CRM. If a comprehensive and meticulous capacity assessment is not performed, see the real demand and gap, not for specific needs and parts needed, how to be effective in deployment? If this company does not even perform the most basic customer data collection capability, how can project planning a perfect business intelligence goal?
CRM Product Capability Maturity Model: Based on software vendor's perspective, the system product of CRM software vendors is evaluated. Because the product belongs to different sizes, fields, and architectures, the evaluation system will be more complicated and comprehensive, based on the standards recognized by the industry to assess the product, which is conducive to software vendors' self-improvement and the selection of enterprise users. It should be noted that the CRM product capacity maturity model does not tell a product better than another product, not comparison, but based on independent analysis of each product.
CRM project capability maturity model: Based on the project's perspective, the specific CRM project, especially project processes. Every project has the reason, because there are their own goals, whether they are dominant or hidden. For an assessment of a project, referring to a standard, the project-based target, especially the planning capabilities of the entire project, the ability to achieve power, and continuous optimization, etc. will be key indicators.
To establish a practical assessment model, it is necessary to combine successful factors and failure lessons in the CRM industry, learn from CRM success factors at home and abroad, and learn from the ability of software development process SW-CMM, providing a process improvement CRM capability maturity model ". We can refer to SW-CMM to distinguish between CRM capabilities with original level, repeatable, defined level, manageable level, and optimization level, in order to focus on CRM applications, CRM projects pay attention to CRM capabilities Evaluation, strengthen the quality control of key activities in key activities.
Through the CRM capability maturity model, the company's existing management capability assessment, the demand analysis of CRM systems, the quality of CRM software, the product management of CRM software suppliers, CRM implementation services and management consulting, the company's internal Many activities such as comprehensive management of CRM projects, project organizations established by enterprises and CRM suppliers have strictly followed the plan, so that project members can expect the implementation results of the CRM implementation and plan to promote enterprises to compeger For continuous process improvement, improve the quality of CRM capabilities, promote the renewal of enterprise management models, enabling companies to complete CRM management projects on time, according to budgets, and press effectively. Proposing the CRM capability maturity evaluation model is that affirmation of CRM capabilities can be achieved by mature implementation processes, verifiable efforts, and can grade CRM capabilities for deep-shades of process quality control.
The CRM capability maturity model is mainly used to assess CRM applications, CRM software vendors, and CRM consulting companies' CRM capabilities and management methods for improving CRM capabilities. The purpose is to help all parties to manage and quality improvements. The company's CRM capability maturity model can also divide the mature level of the CRM process into initial grades, reassecons, defined levels, manageable, and optimized levels, providing enterprises to spread from single CRM feature to comprehensive CRM functionality The improved path, also provides standard and quality control points for the control of the company CRM deployment. This assessment mode is not the definition of arbitrariness, a company's CRM is successful or failing, but a detailed assessment of different side focus on different stages, its evaluation results are comparative exhibited a business CRM state .
Ability There is a process of lifting from low to high, and CRM can be the same. Assess CRM capability maturity is performed according to three levels, namely: Enterprise CRM capabilities, CRM product capabilities, CRM project capabilities. Each level includes different domain combined in business, as well as different standards and assessment indicators. In each level, there is a key indicator, around key indicators, and corresponding specific processes and activities, the ability assessment is based on these key indicators and corresponding process combined. In the CRM capability maturity model, there is a detailed definition and description of the key indicators and activities of each level of different levels, and there is a measures to describe the measures.
The maturity of assessment ability is mainly divided according to the current capacity state to reach the requirements, and the ability is not up to the standard, and the ability to maturity is low, and vice versa is high. Therefore, it is possible to score the CRM capability maturity division level, and there is a detailed key indicator in the CRM capability maturity model of each level, there is a detailed standard process and activity indicators for each indicator's current capabilities. For example, it is divided into 5 levels, takes 5 points, there is no 0, there are few 1, some of them are 2, according to this type, from 1-5 to assess the current capability, then according to the level of the indicator And the key degree can set the weight and finally calculate the total score. Finally, the entire CRM capability maturity is performed on all critical scores of all criteria or all standard indicators.
The score evaluation result of the CRM capability maturity model can be manifested by radar chart, each indicator is a radar branch, which will indicate the current ability maturity evaluation map, and also indicate the ability to maturity standard map and planning Improved ability maturity prospects, of course, can also add the best practices in the same industry, even the ability to evaluate the competitor's ability to maturity, giving a complete comprehensive CRM capability maturity evaluation map .
CRM capability maturity assessment will take investigations, research, interviews, effect tracking, etc., and detailed interviews based on CRM capability maturity evaluation model will become the main tool. For a specific assessment item, the final CRM capability maturity assessment will form a capability maturity assessment report, including CRM capability maturity evaluation maps and text reports, will be currently status, best practices, optimization suggestions and prospects Detailed description of the planning, etc., is especially important that the report is not fixed, but dynamic, will continue to track assessments. As a standard model that promotes the entire CRM market, it must be involved in the entire industry. For example: CRM manufacturers, corporate users, consulting organizations, expert consultants, information industry and related ministries, related practitioners, etc., more sounds, especially from practical and user sound, can better enhance the effectiveness of the model and value.
The CRM capability maturity model can be used to assess the CRM maturity of corporate users, assess the maturity of manufacturers' CRM systems (rather than simple and poor difference), assess the maturity of CRM projects (rather than simple success and failure), I believe that its birth and improvement will continue to promote the orderly advancement of the CRM industry.
In summary, the ability to evaluate the ability of corporate CRM can conduct effective planning, organization, leadership, and control on the process of the project, can promote and assess the work of CRM applications, CRM software, CRM consulting companies, thereby promoting my country's large number of SMEs improve the success rate of deploying CRM. (Finish)
