Page 22 - DMGT308_CUSTOMER_RELATIONSHIP_MANAGEMENT

Unit 1: Introduction to Customer Relationship Management

Notes
In 2010, BDO asked for requests for proposal from CRM product finalists, and Clark
pointed out that what stood out about Dynamics CRM was that it “looked and felt much
like Outlook.”
The product was piloted in a few offices in Octotber 2010, after which a firm-wide rollout
occurred between May and August 2011, but there was much more work outside of just
product installation.
“There is massive change management involved with something like this, and I can’t
underscore enough the importance of executive buy-in and partner involvement in decision-
making that leads up to it,” said Yesko.
“Once we set our objectives, it was clear who needed to be involved. From there we put
together an adoption strategy, set expectations, then a communication and training
strategy,” Clark added. “We would go in an office, spend two days going through business
process training, then system training, and followed up with the offices several weeks
later with a shorter session to see where everyone was at. Then monthly calls with users
who wanted to learn about specific topics.”

The firm also has ongoing training sessions every month for anyone who wants to learn,
as well as a CRM newsletter that goes out to update everyone.
Results/Lessons Learned: While it is still too soon to see specific financial results from
using the system, approximately 800 employees — including all partners, business
development staff and select admins — currently use Dynamics CRM, and that number is
expected to grow. It is expected that by this time next year, some return on investment will
be seen. “What we are seeing is an enhanced ability in making sure we are growing our
client base and being more collaborative in doing so. We also built out additional processes
so there is structure and accountability, and hired people who can support the process that
the system represents,” said Clark. “The investment doesn’t end with licensing and
consulting costs; you need to have the right people to support the system effectively and
a growing understanding and willingness to work with the system.”
Next Steps: At press time, the firm was using Dynamics Version 4.0, but looking into using
Dynamics CRM 2011, which has added mobility features, among many others. Clark,
Yesko and their teams are also identifying what reports partners need.
“This is a multi-year effort; we planned for 24 to 36 months of realizing the full potential
of this investment,” said Clark. “If CRM is just another initiative brought to you by IT, it
will fail miserably.”

Questions:
1. Analyse the given case.
2. What is your learning out of the case?
Source: http://www.accountingtoday.com/ato_issues/26_5/CRM-Case-studies-BDO-Hughes-Zoho-
Dynamics-WebsterRogers-62476-1.html

1.5 Summary

 CRM is a comprehensive approach which provides seamless integration of every area of
business that touches the customer namely – marketing; sales, customer service and field
support – through the integration of people, process and technology, taking advantage of
the revolutionary impact of the Internet.

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