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RE: Process and Resource Alignment

Craig_Morrison — Tue, 13 Feb 2007 22:58:00 GMT

Hi JB

I guess it depends on the level of sophistication and capability of the business user, however this is what i see most often where the advanced analytics is handled by a team in IT-

The business user is able to do rudimentary analysis on counts, product holdings etc. however they are unable to complete additional analysis that may or may not be possible within their environment.

They will typically submit a request for more detailed analysis to the analytics team in IT. The IT team will have a SLA to respond within X time however the issue is that an IT person may interpret the written request for analysis differently to a business person. As such, both parties end up in a cycle where requests are resubmitted, work is continually redone and both parties get frustrated at the process. Eventually, the business people decide that it is easier not to request anything and the company suffers. The same would apply where the IT team manages the CRM application with requests for such changes/ additions as you have mentioned, although that is probably a bit easier to manage.

In the structure that we advocate, the advanced analytics capability is within the marketing/ CRM team and as such they are involved in the analysis/ campaign design process. This minimizes the potential for misunderstanding between the parties because they are all participants in the same meetings and have a consistent view of the requirements. The same applies to CRM application changes. Ideally, this capability exists within the Marketing/ CRM team. In this case, there are two specific roles- a CRM Administrator role (in Marketing/ CRM) and a CRM Technical support role (in IT). The administrator is responsible for setting the user privileges, building new legends, putting the campaigns into production and the technical support role is responsible for tuning the system, developing channel interfaces, sourcing new data etc.

Hope that helps. I should mention again, there is no single model that applies to all organizations, however the above model is generally present at organizations that have been able to contribute to business growth. The result of having the right people in the right places allows the CRM team to execute many more effective campaigns resulting in a high ROI.

Craig

RE: Process and Resource Alignment

jcb — Tue, 13 Feb 2007 11:57:38 GMT

Hi Craig,

Great feedback...can you explain what you mean by this statement?
"The alternative is to have a separate team (usually in IT) to which the business users would submit requests etc., however that model is rarely successful (it depends on which party you talk to, but I generally feel that all parties are unhappy in this model)."

What kind of requests are submitted? Is this requests to change the data or add a legend? I'm trying to figure out if this is how our org is setup.

RE: Process and Resource Alignment

Craig_Morrison — Fri, 09 Feb 2007 23:21:56 GMT

Hi CRM'r

The model you have mentioned appears to be what we advocate as best practice. It is a model that is followed by many of the leading banks worldwide and more specifically, a model that is followed by the financial institutions that are recognized as best practice in CRM.

Here is a breakdown the structure we see most often-

Head of the CRM Team

 CRM Strategy Team
 Objectives -To develop an ongoing CRM strategy that maximises profitability through acquisition, development and retention and continuous improvement. Take ownership to drive and communicate the CRM strategy across the organization.

 Segment Managers
 Objectives- Develop the segment strategies for each segment and manage the P&L for each segment.

 Campaign managers
 Objectives- Interface to the rest of the business and co-ordinate all campaigns

 Business Intelligence Unit
 Objectives- To promote the intelligent interpretation and use of customer information throughout the organization
 The BIU should contain the following roles
o General purpose business analysts
o Statistical data mining analysts
o A data quality steward
o The CRM application administrator

All resources in the team should have sufficient analysis capabilities available on their desktop. The BIU is utilized for more complex analysis to assist the business users. Most advanced organizations have found that it is necessary to maintain the business analytics capability within the CRM/ Marketing team. The alternative is to have a separate team (usually in IT) to which the business users would submit requests etc., however that model is rarely successful (it depends on which party you talk to, but I generally feel that all parties are unhappy in this model).

The right model depends very much on the current organization model and an analysis of the existing processes and requirements as well as the role of the CRM Team within the organization.

Process and Resource Alignment

Charm City CRMer — Fri, 26 Jan 2007 11:13:37 GMT

While working on a financial customer's implementation, I discovered they combined the advanced analytics team with the campaign management team. How are other organizations set up? Is this unique for the financial services industry? What are some of the benefits you've found by sharing the resources?