step 7: Develop Business Case
Once the projects and requirements are defined, it is necessary to develop the business case to support or refute the criticality of a specific project. The business case seeks to justify the dollar investment needed and the ROI (return on investment) that will be realized over the course of the investment, usually three to five years.
For example, a typical CRM Software investment ranges from $10 to $25 million (or more) over a three to five year period. The amount is wholly dependent upon how many initiatives have been identified and how extensive those initiatives are. A Marketing Insight initiative is typically very expensive, and often requires the creation of an enterprise wide data warehouse with links to legacy systems dispersed throughout the organization. In addition, to perform the analysis necessary to glean insight requires specialized ERP software and training for the staff that will use it. Other initiatives can be quite simple. Manufacturing software automation initiatives often fall into this category and offer the additional benefit of introducing accounting software concepts and execution to an organization on a small scale with a high probability of success.
step 8: Develop a Roll-out strategy
Developing a roll-out strategy enables organizations to focus their resources, money and time on the most important projects that help them become customer driven.
Prioritization and phasing of projects is conducted with the executive team, a process in which they evaluate the results of the business cases, and consider for each project’s financial results, duration, level of effort required, and technical impact.
Critical Success Factors
In order to successfully develop a CRM Roadmap, there are several critical success factors that must be kept in mind:
- It is vital to have buy-in from top management.
- A strong sponsor is required (skilled, knowledgeable and politically savvy).
- It is essential to have buy-in and involvement from all process owners.
- It is critical to have a strong leader who can hold constructive, productive brainstorming sessions, and is good at maximizing participation from the client team. Also, it is helpful to hold brainstorming sessions during numerous steps within the development of the roadmap.
- Feedback from all affected internal and external parties (customer groups, other inter-dependent internal departments) must be obtained and considered.
- Do not lose sight of your customer’s
- Installing technology without revisions in supporting processes and people/organizational elements will not result in a comprehensive CRM Roadmap.
- Lack of communication can be life threatening to a CRM Roadmap project. You cannot over-communicate.
A Final Thought…
Achieving success in developing intimate and enduring relationships with customers begins with a holistic consideration of an organization’s functions and abilities that affect its consumer’s objectives. Developing an ERPNext Roadmap therefore, is a continuous process and not just a one-time exercise, because customers’ needs and preferences change constantly. The correct strategy can help your organization form deeper relationships with its consumers, and also obtain a competitive advantage in the marketplace.