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CRM ROI: Fact or FictionGetting a read on the ROI of customer relationship management today from analysts is near impossible. Several 2003 reports claimed the ROI from CRM implementations was dismal, with 8 out of 10 projects failing to deliver on ROI promises, and 50-70 percent typical project failure rates.[1] Other reports are more optimistic, with about 70 percent of companies responding that their CRM initiatives have exceeded their original expectations of ROI and value.[2]. Why the big difference in the results? Some have blamed the analyst researchers for the lack of clarity.[3] But the biggest issue is that only about 20 percent of the companies surveyed are able to demonstrate ROI on their CRM investments, since most companies indicate that non-financial metrics (often called intangible benefits) outweigh financial metrics as gauges of technology investment value.[4] In addition, those that use either financial or non-financial metrics are not quantifying key performance indicators, which would provide clear guidance and proof of success. Companies need to implement serious yardstick work when seeking to evaluate CRM-software investments. Metrics are essential, with a formal business-case in place before the project begins, and an evaluation that quantifies the expected costs, tangible financial benefits, intangible strategic benefits and risks. According to a February 2003 survey by CAP Ventures Inc., nearly 90 percent of organizations that have measured ROI-based CRM objectives found that CRM solutions are meeting their goals, with about 70 percent responding that their CRM initiatives exceeded their original expectations. In the survey, the implementation cost these companies one-quarter of planned project budget and deployments were completed in 5 weeks or less, yielding $1.2 million in cost avoidance, simply by moving more customers to customer self-service. The business case for CRM should include: 1) Tangible Net Benefits - a clear and precise cost-benefit analysis which tallies all of the planned project costs, quantifies each of the tangible benefits and calculates key financial performance metrics such as ROI, NPV, IRR and payback period. Costs should be less than 50 percent of the benefits (because of inevitable cost overruns and typical benefit adoption schedules) and the payback period shouldn’t exceed 12 months. 2) Intangible Benefits - a total of the expected intangible benefits including KPIs that will be used to measure success or shortfalls. 3) Risk Assessment – a listing of the people, process and technology risks in order to proactively mitigate their probability and manage its impact on project success. Creating a Cost-Benefit AnalysisAssessing three categories – implementation costs, benefits and risk –helps establish a business case for pre-project planning, and post-project success measurement. Implementation CostsImplementation costs are often split between IT costs and business unit costs, where the business unit costs are typically equal to the IT costs. Implementation costs include: IT Costs include:
Business Unit Costs:
Tangible and Intangible BenefitsBenefits typically include increases in staff productivity, cost avoidance, increased revenue and margin, and reduced inventory through the elimination of errors. These are a handful of areas of improvement that should be considered:
RisksBiting off more than you can chew - Instead, start with smaller, more focused CRM solutions, targeting a specific sales or services business function or group of users. Over Budget and Behind Schedule - According to CIO magazine, 49 percent of CRM projects are now targeted for completion in less than 12 months, and 70 percent within 18 months. Companies are significantly reducing project scope and implementing projects with tighter schedules and more reasonable budgets.[5] Poor user adoption - Ease of use and training are essential for users to understand and adopt the solution. Too-High Maintenance and Support - Maintaining CRM applications can be 40 percent of the original implementation’s labor and services. Weak or incomplete training almost always raises support costs. Isolation - Failure to use CRM data across multiple groups can severely hamper the achievement of key benefits. Garbage In/Garbage Out - Because CRM systems require so much data entry, users often put in placeholders, misguided estimates or inaccurate information – leading to poor analytical results and decision-making errors. Who needs tangible results? - Lack of measurement is one of the clear ROI killers for CRM. Measurement of pre-project estimates and post-project standings is essential for success. The Bottom Line
Pre-project and post-project ROI analysis including net tangible benefits, intangible benefits and risk measurement is essential to assure success [1] Popping Bubbles - Maximizing CRM ROI, CRM Today [2] CRM magazine with CAP Ventures Inc., (CRM, February 2003) [3] The Blueprint for CRM Success, CRMGuru.com, December 2002 [4] CRM Quiz: Where's the ROI?, CFO Research Services and Saugatuck Technology – May 2003 [5] May 2002 CIO magazine Is There a Business Case for Accelerating PC Upgrades?PC shipments to businesses are expected to be
substantial in 2004, a projected 12.7 percent increase from 2003
according to IDC[1] When IT budgets tightened, one of the easiest ways to save was to extend the lifecycle of PCs. Until recently, companies were replacing PCs every 36 months and laptops every 24 months. Frugal corporations extended lifecycles from three to four years, and in some cases, to five years, to avoid large capital expenditures. With the advent of Internet applications, many realized excess capacity in these purchases and were no longer forced to upgrade as often to support operating system or application upgrades. Now, a wealth of Y2K PC’s are fueling much of the upgrade action. As the economy recovers, and with corporate IT spending expected to increase 5 to 8 percent this year, replacing aging PCs is again becoming a priority. Many corporations are quickly realizing that extending PCs’ lifecycles did not result in the expected savings, and that there’s a strong business case for making upgrades today, which includes four major benefits: Lower Technology Costs.
Empower a Mobile Workforce. With new mobile and wireless PCs, users can have access to valuable business resources, such as e-mail and the Internet, from meetings, at conferences, while traveling, and at home. With these upgraded platforms, productivity is likely to increase as users extend their day by working at home, stay connected while traveling, and collaborate during meetings. In a study by Gartner Consulting, professional wireless
users with notebooks reported 41 percent higher productivity gains and
efficiency savings – an additional 7.5 hours per week – than wired
professionals with notebooks.[2] The mobile and wireless empowered worker often provides
a quick and conservative payback. According to Gartner, it takes as little
as one to three hours per week of additional work being performed (such as
checking e-mail from home or processing orders from the road) to justify the
additional cost associated with the purchase of a notebook.[3] Do More in Less Time. Upgrading to the latest PCs can deliver significant performance improvements, leading to more productive employees. Industry-standard studies (SYSmark 2002) show that a new PC based on the Intel Pentium 4 processor at 2.80 GHz delivers six times the productivity performance gain of commonly installed systems that use the Pentium III processor at 500 MHz. By deploying the Pentium 4 processor with HT technology, users see an immediate performance impact and increased system responsiveness in today's multitasking environments – up to 25 percent. Upgrading a group of 50 users who spend 40 percent of their time using PCs for critical job functions can lead to conservative productivity gains of $40,000 per year. Secure the Enterprise. Rising rates and increased severity of viruses, worms and Trojan attacks are forcing corporations to rethink security strategies and increase budgets to prevent such attacks. One of the weak links in today’s enterprise security is the older PC. It’s particularly vulnerable to virus attacks because the latest security measures cannot be implemented without degrading performance and damaging productivity. Today’s operating systems and business software contain great new security features, but you need PC performance to run them like you want to, without disrupting your business. Consider Microsoft’s Encryption File System. It’s a powerful feature that can greatly improve data security by locking down files on your hard drive in real time. But it can cause a 300 MHz degradation in performance – that’s tough for an older PC to handle, especially if there’s just 500 MHz or 733 MHz to begin with. Real-time virus checks require similar performance capabilities. The typical 2,000-person organization experiences 2.1 virus attacks per year, resulting in $20,000 in respond-and-resolve labor costs and $150,000 in downtime costs. Overall, the business case for PC upgrades and reducing the extended PC lifecycle back to three years for PCs and two years for laptops is compelling. For a typical 50-user workgroup, empowering the mobile workforce can mean more than $300,000 in annual TCO and security savings, and $350,000 in productivity enhancements. The risk-adjusted business case generates paybacks of less than six months and a 200 percent ROI in three years for most organizations, making it a priority in 2004 for many CIOs.
Did You Know?According to IDC's report, "The Financial Impact of CRM, " the biggest savings CRM investments generated came from increased productivity (41%) and business-process enhancements (51%.) Technology-related savings accounted for only seven percent of the ROI. |