WCS CRM Consultancy CRM Business Case Template & Example Benefits
CRM Business Case Template and Example Benefits This document is intended to provide an overview for discussion of a CRM business case and benefits as part of the World Class Skills programme consultancy support. It is intended to be used as an illustrative example for providers to support strategy and supporting system development discussions. Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 2
CRM Why? Employer Responsiveness provides a joined up approach to employer engagement e.g. management of hierarchy of contacts within an organisation e.g. structures contact with customers Enables targeted marketing Measurement of key strategic targets e.g. growth, conversions, sales pipeline Demonstrates formal customer management process and can support evidence base e.g. can support TQS employer survey and assessor visit. Provides critical management information throughout the organisation e.g. Governors, Senior Management Team Establishes and develops employer networks OFSTED Supports external funding Increase sales Reduce operational costs Improve business performance Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 3
Developing a Business Case Reasons Why should we purchase a CRM System? Options List all the options, always include do-nothing as an option High Level Requirements Identify current problems for company, high level requirements of system & quality criteria Benefits What are the tangible and intangible benefits? Risks Identify each risk, likelihood and impact and action to mitigate Costs What is the total cost, capital & revenue of the project How do costs relate to benefits? Timescales Establish a realistic timetable and project plan Recommendation Based on the evidence what is your recommendation? Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 4
Indicative benefits delivered by a Customer Relationship Management quantified examples (most desirable) Consider key performance targets and indicative costs over a 3 year period, for example key performance targets for 2009/10, for example: Number of T2G Learners: 800 ( 1.2m) Number of Apprenticeships: 100 ( 100k) Number of Full Cost Training Learners: 200 ( 100k) size of employer engagement team: Employer Engagement Sales (e.g. Advisors) in BDU: 5 FTE Employer Engagement Sales (e.g. Advisors) in Curriculum areas: 10 FTE Employer Engagement Service Delivery (e.g. Assessors, IV, EV): 15 FTE other Employer Engagement costs, for example: Postage & Stamps: 10k Brochures: 20k Travel & Subsistence: 15k Activity Based Costing, e.g. for Enquiry, ONA, TNA, Opportunity Mgt, Proposal, Evaluation, etc.. (measure in person hours/unit and convert to FTE, if possible) and then consider potential benefits the CRMS will deliver, for example Improve employer retention due to effective resource alignment to activity/demand: 5% increase year on year repeat business Reduce lost opportunities due to no service provision being offered, poor responsiveness (e.g. quotes from curriculum areas to BDU), lack of product/service knowledge across Provider (e.g. curriculum area unaware of other areas product/ service), service delivery capacity constraints, e.g. Assessor: 1% of?? Improved marketing campaign effectiveness, e.g. targeted mailshots due to better data quality, improved understanding of customer base thus reduced admin effort: 10% of?? Improved conversion rates from enquiry to opportunities: 5% of?? Improved utilisation of Provider capacity, e.g.: facilities (classroom, equipment, IT): 90% pa People (assessors, trainers, IV, curriculum managers): 80% pa Improved cross-selling & up-selling of services, e.g. all employers have IT or Mgt courses: 20% of new business Improved pull-through selling, e.g. from L1>L2>L3: 15% of employers been on L1 and L2 Improved employer satisfaction scores on surveys: 10% improvement from previous year Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 5
Indicative benefits delivered by a Customer Relationship Management qualitative examples Employer Responsiveness provides a joined up approach to employer engagement e.g. management of hierarchy of contacts within an organisation e.g. structures contact with customers Enables targeted marketing Measurement of key strategic targets e.g. growth, conversions, sales pipeline Demonstrates formal customer management process and can support evidence base e.g. can support TQS employer survey and assessor visit. Provides critical management information throughout the organisation e.g. Governors, Senior Management Team Establishes and develops employer networks OFSTED Supports external funding Sales and marketing opportunities can be identified more effectively and efficiently Enquiries can be more easily measured and evaluated, and reacted to appropriately There can be more consistent communications with customers delivered, and all channels can be integrated (telephone, e-mail, direct mail, website links, person-to-person contact) Customer data, such as demographics, sector information, sales histories, preferences, can be used more used more intelligently Employer feedback and data can be accumulated and used to develop product and.service offerings Different parts of your organisation can be linked, people know what is happening across different disciplines Reporting, including real time reporting, can be disseminated throughout the organization Seamlessly sharing people knowledge and know-how through transparent user access Develop profitable employer relationships Enable employer engagement culture change in terms or people, process and/or technology Develop and maintain 360 view of employers Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 6
CRMS can also enable performance management through delivering improved management information, for example: Standard Reports with drill down, e.g. by employer segmentation, turnover, size, T2G, FCT, active vs inactive Trend analysis - Employer training impact measure reporting, demonstrate progression from one solution to the next: by sector, qualification by customer behaviour, basket analysis by Employer's learners success rates by improvements in performance against employer strategy, e.g. agreed training impact measure scores (e.g. 0-10), course delivery, sales (leads conversion into opportunities, repeat business by sector/qual/employer), employer satisfaction by sector/qual/employer, etc.. by channel effectiveness Routes/channels through which employers enquire with your organisation about services, lost opportunities due to no product/service supported General MI on number of employer enquiries/leads/opportunities/ Opportunity outcome, employers, relationship types and development Sales MI: Full Cost Training, T2G, Apprenticeships, Sales Force Agent performance (no of leads followed-up, no of sales, /sales channel) Adhoc end-user reporting (created by a super user and used by a crm user) Management Dashboards: operational & strategic Reports which enable internal progress monitoring of employer aims & objectives & sales targets Marketing campaign effectiveness Reports which enable regular employer feedback on training delivery and outstanding actions List of enrolment & work placement learners by employers, e.g. basic details: course, start date, funding and. Source: Salesforce.com Eight CRM Essentials 2009 Learning and Skills Improvement Service (LSIS) 2010. Draft for the purpose of explaining the principles of a CRM business case 7