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Customer Relationship Management

CRM implementations continue to receive a "black eye" for failing to deliver the anticipated business value. CEO's and senior executives want what CRM can do for them to achieve their growth and strategic goals, but are reluctant to invest in CRM because it is often simply too hard to implement.
Another major concern is whether users i.e. sales, service and operations will use the system in the intended manner and enter the data that ultimately delivers business value.
CRM services offerings include:
For further information
Contact Practice Leader
Peter Hay

CRM Strategy

The need to define a CRM strategy typically emerges at three critical points in time:
     1. At the very beginning of a CRM implementation when determining the
         value and making substantial investment decisions.
     2.  When taking an initial CRM platform to the next level guided by
          business opportunities and/or overcoming current shortcomings.
     3.  When a current CRM implementation has stalled or failed and decisions
          need to be made about how to proceed.

Since every company is unique, TPP's approach to developing a Customer Care Strategy
is a balance of:

  • External drivers: Current and future Customer needs, Competitor CRM profiles and Customer Care best practices

  • Internal drivers: Overall Business Strategy, Customer Segmentation and Core Competencies.

  • Technology: Current and future Application architecture to establish an implementation road-map and align with the current and planned investment portfolio.

Anchor 1
Anchor 2

CRM Project Implementation Assessment

Frequently CRM project implementations stall or drag out. The question becomes "can the project get back on track?" (timeline and budget) and more to the point; "will it deliver the expected value?"

TPP will bring deep CRM project experience and external objectivity to conduct a rapid "health check" of the program to:

  • Determine if the goal of the project is clearly understood by all constituents and if the anticipated business value is quantified and credible.

  • Evaluate the effectiveness of the project structure and key project players from the business, IT and the solution provider.

  • Assess the anticipated implementation challenges to develop solutions or risk mitigation plans.

Anchor 3

CRM User Adoption

CRM implementations are often characterized by resistance and complaints from its user community, particularly from Sales, Sales operations, service and support centers. A lack of user adoption will significantly impact timeline and benefit realization.

TPP will develop a Change Management plan that is tailored to each organization's culture and utilizes best practices that:

  • Drive User Adoption through Training, Performance Management, Communication and User Readiness

  • Optimize business processes through BPM, Process Metrics, Staffing Analysis

  • Insure the delivery of business intelligence through Reporting and Data Integrity.

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