Master Thesis

M.Sc. in Industrial Engineering and Management

June 2011

ANALYSIS OF CUSTOMER RELATIONSHIP

MANAGEMENT SYSTEMS’ COMPLIANCE
WITH ORGANIZATIONAL NEEDS
An industrial case study in a Spanish organization

Michael Thorzén

School of Management
Blekinge Institute of Technology
Sweden
 ABSTRACT
In today’s competitive environment, organizations cannot afford to fail with their
customer relationship management (CRM) initiatives. There are plenty of
examples of vital consequences for failed CRM implementations. The purpose of
this study was to assist with the decision process for the organization Realsec in
their choice of a CRM system. The aim was to evaluate different CRM systems in
the market to find the most suited for Realsec. The study was performed within
the organization at their head office located in Madrid, Spain.

The evaluation is based on the mapping of the organization’s needs to

characteristics of a CRM system. Through a pragmatic approach, using a mixed
method research design, three qualitative interviews and a questionnaire covering
the organization was conducted. The qualitative interviews identified important
factors for Realsec from different stakeholders’ point of view. The questionnaire
was used to determine the importance of those factors, by grading them using
three different scales. Merged with best practices, identified from the literature,
the factors were translated into characteristics of a CRM system. Using a market
study of different CRM solutions, a performance score was calculated for each
CRM system to reflect how well each system fit Realsec’s needs.

The results from the research was analyzed with statistical methods and it shows a
wide spread in performance score differentiating from 19.44% to 86.42%. The top
performer was the Salesforce.com solution with a margin of 5.55% to the second
placing system, SugarCRM. The result recommends the preferable solution
without considering other aspects such as price. Therefore, the result from this
study should be used in consideration with other factors in the decision process. It
is concluded that the CRM industry is still a young sector where there is a lack of
consensus on the definition of a CRM system.

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 FOREWORD
This master thesis is submitted to the Department of Management at Blekinge Institute
of Technology (BTH) in partial fulfillment of the degree Master of Science in Industrial
Engineering and Management (Civilingenjör Industriell Ekonomi). The thesis has been
performed in Madrid, Spain during the spring of 2011 and equivalents to 20 weeks of
full time studies.

I would like to thank the host company Realsec. They provided assistance and gladly
participated in interviews and questionnaires.

Thanks go to my two supervisors Mohammad Hossein Tavassoli and Philippe Rouchy

at BTH for their help and guidance before and during the thesis period.

Finally I want to thank my family and friends for their suggestions and support. Special
thanks to my girlfriend Alina for her patience.

Michael Thorzén
[email protected]
June, 2011

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 TABLE OF CONTENTS
Abstract ............................................................................................................................. ii

Foreword .......................................................................................................................... iii

Table of Contents ............................................................................................................ iv

1 Introduction ............................................................................................................... 1

1.1 Problem ......................................................................................................................... 1

1.2 Scope and Purpose ........................................................................................................ 2
2 Description of Realsec .............................................................................................. 3

2.1 The People ..................................................................................................................... 4

2.2 The Clients .................................................................................................................... 5
2.3 The Solutions ................................................................................................................ 6
2.4 The Strategy .................................................................................................................. 9
3 Methodology ........................................................................................................... 11

3.1 Theoretical Perspective ............................................................................................... 11

3.2 Practical Perspective ................................................................................................... 12
3.3 Philosophical Worldview ............................................................................................ 13
3.4 Research Design .......................................................................................................... 14
3.4.1 Primary Data ....................................................................................................... 14
3.4.2 Secondary Data ................................................................................................... 17
4 Review of the Literature on CRM ........................................................................... 19

4.1 Introduction to CRM ................................................................................................... 20

4.1.1 Transaction Marketing to Relationship Marketing.............................................. 20
4.1.2 Information Management to Customer Knowledge Management ...................... 21
4.1.3 ERP and CRM Evolution .................................................................................... 21
4.2 Interpretation of CRM ................................................................................................. 22
4.2.1 The CRM Continuum .......................................................................................... 23
4.2.2 Examples of CRM Definitions ............................................................................ 24
4.2.3 Levels of CRM .................................................................................................... 25
4.3 The Technology........................................................................................................... 26
4.3.1 Operational CRM Technology ............................................................................ 28

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 4.3.2 Analytical CRM Technology .............................................................................. 29
4.3.3 Collaborative CRM ............................................................................................. 30
4.4 CRM Processes ........................................................................................................... 31
4.5 Factors for Successful Implementation ....................................................................... 33
4.5.1 Before Launching a CRM Initiative .................................................................... 34
4.5.2 Factors of Success ............................................................................................... 35
4.6 Emerging Areas Related to CRM ................................................................................ 38
4.7 Solutions on the Market .............................................................................................. 39
4.7.1 Commercial Software .......................................................................................... 40
4.7.2 Open Source Software ......................................................................................... 40
4.8 Relevance for Realsec ................................................................................................. 41
5 Results ..................................................................................................................... 42

5.1 Factors from Literature Review .................................................................................. 42

5.2 Factors Extracted from Interviews .............................................................................. 42
5.3 Factors Redefined with Market Research ................................................................... 44
5.4 Importance of Factors Determined .............................................................................. 51
6 Analysis ................................................................................................................... 56

6.1 Formulas ...................................................................................................................... 56

6.2 Calculation of Scores .................................................................................................. 56
6.3 Top 5 Performers ......................................................................................................... 59
7 Discussion ............................................................................................................... 61

7.1 Limits .......................................................................................................................... 62

7.2 Further Research ......................................................................................................... 62
8 Conclusion............................................................................................................... 64

9 Terms & Abbreviations ........................................................................................... 65

10 References ........................................................................................................... 67

11 Appendix A – Interview Questions ..................................................................... 70

12 Appendix B – Questionnaire ............................................................................... 71

13 Appendix C – Interview transcripts ..................................................................... 80

14 Appendix D - Questionnaire results .................................................................... 92

15 Appendix E – Calculations I.............................................................................. 102

16 Appendix F – Calculations II ............................................................................ 105

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17 Appendix G – Calculations III .......................................................................... 120

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 1 INTRODUCTION
Organizations are constantly striving to meet and exceed the needs of their customers.
Furthermore, it has become increasingly important to provide a good customer
experience in all interactions with the company. With the help of information
technology (IT), the organizations have started to use information systems (IS) to track
their customer data and interactions. The concept has been named customer relationship
management (CRM).

Even though many firms have received huge return on investment (ROI) from the
implementation of a CRM system, there are a big number of failures. Bligh and Turk
(2004) mention a few: Lexmark abandoned their CRM initiative in 2002 costing $15.8
million, Carsdirect.com estimated losses to $50 million due to problems with their
customer-tracking tools, the list with failures continues. These problems have forced the
industry to start looking for solutions to ensure the success of CRM initiatives and avoid
costly failures.

This paper takes a pragmatic approach to provide a mapping between the needs of an
organization and the characteristics of CRM systems. The structure of the thesis builds
on the methodology presented in chapter 2 which defines a three dimensional approach
to the research. The thesis is very dependent on the environment of the company which
is defined in chapter 2. The secondary data can be found in chapter 4, which is aimed to
identify best practices found in the literature of the CRM sector. The results of the
research, both primary and secondary, can be found in chapter 5. I maintain an objective
perspective while presenting and analyzing the results in chapter 6. In chapter 7 and 8, I
finish the thesis with a discussion about the results which leads to a conclusion.

1.1 PROBLEM
The problem, mentioned in short above, is for organizations to ensure the success of
their CRM initiatives. This study was performed in the Spanish organization Realsec,
who at the time, was in the process of deciding which CRM system to implement. There
was a necessity to determine the needs of the organization and map those needs to an
existing CRM system. This lead to the decision to take forward some type of measure of
how compliant a certain CRM system are to Realsec’s environment and needs. With
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this measure, the solutions on the market can be compared and ranked to facilitate the
decision process for Realsec.

The result of this study is going to be a report that presents the problem and builds up
the discussion and conclusion from an investigation of literature in the area, Realsec’s
environment and solutions on the market.

1.2 SCOPE AND PURPOSE

The appropriate size of the thesis can be fixed by determining the scope. To specify the
correct scope can be a challenging task. An underestimation would result in a thesis that
is not finished on time, while a narrow scope could let you without sufficient work. I
have tried to pinpoint the appropriate scope in collaboration with all parts.

The scope was decided by the three parts:

x Michael Thorzén (myself, or the student if you will),

x Realsec (the hosting company), and
x BTH (the student’s supervisors).

The primary goal of the study is to provide a recommendation to Realsec to assist in

their choice of a CRM system. The recommendation should be based on research and
investigation with academic level to give the necessary reliability. The scope can be
separated into three different parts:

x Research
x Evaluation
x Documentation

The research relates to a review of the literature on the subject, the primary research that
investigated the environment, and a market study.

An evaluation should be performed with the data collected during the research. The
evaluation can contain any type of analyze methods available to interpret the data. The
result from the evaluations will be part of the conclusion for the study.

After the evaluation, the results need to be documented into an official thesis document.
Upon completion of the documentation, the results will be presented to both BTH and
Realsec.

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 2 DESCRIPTION OF REALSEC
Realsec is an organization founded in 2001 that operates within the information security
industry. They provide cryptographic solutions based on a Hardware Security Module
(HSM). Their main solution areas are public key infrastructure (PKI), digital signature
and banking solutions. Their clients are usually banks, public organizations and
governments. Realsec operates internationally, having a presence in Europe, America
and Asia (see Figure 1). Their main office is located in Madrid, Spain and other offices
are: Silicon Valley USA, Mexico D.F. and Sao Paulo Brazil. They have business
partners in Mexico, USA, Colombia, Venezuela, Peru, Brazil, Chile, Argentina,
Uruguay, Panama, Costa Rica, Middle East and Asia. Realsec are in a time of rapid
development both in technology and business. In order to ensure stability and client
focus as they progress, Realsec has decided to implement a CRM system, which is the
base for this study.

Figure 1 – Realsec’s international presence.

Source: Realsec

Realsec has had positive earnings before interest, taxes, depreciation, and amortization
(EBITDA) since 2006. 50% of the company’s bills were from external markets in 2010,

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which relates to their strong international presence. During 2010, a total of 2.6 million
Euros were billed, of those 850 000 Euros were profit.

2.1 THE PEOPLE

Realsec has 20 employees which are divided into 7 areas (see Figure 2):

x Top Management: The two partners who started the company

x Administration: Financial and business administration
x Business Spain: Commercial activities in Spain
x International Business Development: Development of business opportunities in
an international context
x R&D: Research and development around cryptography
x Marketing: Marketing in the industry through different channels
x Support: Dedicated to provide international support

Top
Management; 2

R&D; 7
Administration;
3

Business Spain;
3

International
Business
Marketing; 1 Development; 3
Support; 1

Figure 2 – The people divided by work function

Source: Author

The organizational hierarchy can be seen in Figure 3. One of the top management is
handling the Chief Executive Officer (CEO) position and business management in
Spain, while the other is handling the international business and technical direction.

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There is also a financial manager which directs the administration. The R&D team is
lead by the R&D manager in collaboration with the technical manager.

CEO

International
Technical Business Financial
Business
Manager Manager Manager
Manager

Commercials in Commercials
R&D Manager Administration
Spain internationally

R&D Team

Figure 3 – The organization hierarchy

Source: Author

The employees are, in majority, located in Madrid, Spain. However, three are located in
the local offices in America. The employees have to travel to the various countries
where they operate to meet clients and partners even though the major presence remains
in Spain. For example, a business developer might travel to the U.S. and stay there for a
week, meeting up with potential partners and customers, but eventually he/she will
return to Spain.

The different functions within the company are communicating with the clients through
different channels (examples are telephone, email, Skype, etc.). It is therefore beneficial
to integrate all information related to the clients throughout the functions. This is
especially important when a business is growing to keep information valid and keep
customer service at a high level.

2.2 THE CLIENTS

Realsec has most of its clients within the banking and government sector. The clients
are usually big, and have to implement cryptographic solutions in order to operate

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within their segment. Usually laws of the country or other regulations trigger the need
of cryptographic solutions.

Examples of customers are: Santander, Banco de España, Caja Madrid, IBM, Repsol
YPF, and red.es, see more examples in Figure 4. These are all big players in their
industry, and are either banks or some type of organization that handles sensitive
information.

Figure 4 – An extract of Realsec’s clients

Source: Realsec

As of now, the clients are mostly located in Spanish speaking countries, but Realsec’s
goal is to increase that span to include English speaking countries.

2.3 THE SOLUTIONS

Realsec offer solutions for performing cryptographic operations in a secure
environment. Their core product is the HSM (see Figure 5), which are a module that
holds private or secret keys (cryptographic keys) securely and perform cryptographic
operations.

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Figure 5 – Realsec’s HSM
Source: Realsec

Realsec also offer more specialized products, which are built around their core product.
These products mainly take the shape of a server containing a HSM, with software for
easier administration and use. Their purpose is to be more easily integrated in, for
example, a banking environment, see Figure 6 for a picture of a Cryptosec Banking
server.

Figure 6 – Cryptosec Banking server

Source: Realsec

Realsec’s solutions integrate two separate products. This means that customers that
usually had to deal with two suppliers can now receive this service from only one
supplier, easing the process of purchase, maintenance and support.

The differences between having one and two providers are several and Realsec has
gained a good position by solving these types of issues. The differences can be
understood from an example:

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 A bank would have to buy two products in order to comply with certain
regulations and requirements from e.g. VISA. They would need to buy an
HSM to store their or VISA’s private keys (in order to create VISA cards).
They would also need to buy software and possibly a server for that
software in order to interact properly with the HSM. This means that the
bank will have two or three suppliers for the service. If something goes
wrong, there are often difficulties to determine in which part of the solution
the error resides. Therefore, the bank must contact and retrieve support from
all parts.

Realsec’s solution provides all the parts necessary to fulfill the requirements. Having an
integrated solution, the bank only has to have one contact surface for support regarding
their product, which is easier. It is important to understand the communication with
clients and the company when designing a CRM initiative.

Currently, Realsec offers the following portfolio of products:

x CryptoSec: the core product (HSM), see above.

x Cryptosec-Lan: server for performing encoding services and digital signatures
applications.
x H3P: system for the personalization of chip or contact-less bank cards (VISA,
MasterCard).
x Cryptosec-Banking: server specially customized for cryptographic functions for
the banking and financial sector.
x CryptoSign Server: server made for the digital signing of documents.
x Cryptosec OpenKey: server that provides ability to create a PKI.
x Cryptosec-Mail: used for electronic signatures in e-mail.
x CryptoSign: application that allows the digital signing on X509 certificates
using ActiveX.
x CryptoLock: application that allows RSA encoding and decoding of files using
ActiveX.
x CryptoPista: HSM specially designed for handling toll highways.
x Cryptosec-RKL: multivendor system for loading ATMs initial keys remotely.

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 2.4 THE STRATEGY
After some years operating directly towards the customers, Realsec decided to change
their sale strategy. They are now moving towards an indirect model in the market in
order to increase their width and become the primary provider of cryptographic
solutions.

The new strategy is very different from the previous. Instead of targeting the customer
directly, they now want to reach the clients through partners (see Figure 7).

Production
Direct approach Indirect approach

Partnership
Direct customer contact

Agreement with customer

Sales through partners

Exchange with partners

Direct sale

Figure 7 – Realsec’s new strategy to reach the market

Source: Author

Realsec can, with the new approach, focus on their core competence, which is to
develop cryptographic solutions. Realsec can develop new products and solutions and
bring them to market through their partnership network. However, to be efficient
without direct interaction with clients Realsec has to work with the following:

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 x Network of business partners
x Image in the market
x Ease of use for partners and clients

Realsec has to increase and maintain their partnership network to be successful with the
new model. Realsec has created a 3-year strategy in order to grow and are in the process
of changing to the new method. In the beginning they still have to operate, in part,
directly on the market. Realsec will still develop opportunities on the market, but
instead of acting on that opportunity, they take it to a potential business partner to
facilitate new partnerships. Realsec introduce the opportunity to the partner and offer
them to be a reseller of Realsec’s products.

As Realsec is moving more and more away from the end client market, they have
realized the need to increase marketing focus. They need to market themselves to ensure
that their image is strong in the industry. Furthermore, they are acting on an
international market and have to reach out to many different audiences. This is, for sure,
a challenge that needs attention and further development if they want to penetrate
additional markets.

Realsec are thinking about the possible difficulties clients and partners could have with
their products. They want to further educate their business partners in their solutions
and provide sufficient information for understanding their products. A sale from a
business partner to a client should not need the involvement of Realsec, due to lack of
information.

The 3-year strategy also includes the introduction of a CRM system. The CRM system
should help them to ensure a stable foundation with their current customers and their
potential customers and partners. Realsec regards customer care with huge importance
and wants the CRM system to assist them in this area. The company wants the
implementation of the CRM system to go as smoothly as possible without disturbing
any of their normal operations. The desire to have good customer care while not
disturbing normal operations has lead to the decision of an investigation that will assist
in the decision process. This thesis will help them to select and implement the new
CRM system.

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 3 METHODOLOGY
I chose the methodology from analyzing what result I wanted to achieve,
recommendations and how I am as a researcher. The choice of methodology was very
important as it was to permeate the whole thesis and affect the outcome of it.
Furthermore, I wanted to have the environment and audience in mind as well.

I chose to view the research methodology from two perspectives:

x theoretical, and
x practical

The theoretical point of view is meant to give an overview of what different designs and
methods are used and how they relate to each other.

The practical view, on the other hand, provides a beginning-to-end workflow derived
from the methodology. Below is the two perspectives described in short while further
down the parts are described in more detail.

3.1 THEORETICAL PERSPECTIVE

From a theoretical point of view, it is possible to determine the general approach in the
form of a framework. In Figure 8 you can see the used methodology framework.

Figure 8 presents the methodology in a form that illustrates the whole view from the
pragmatic worldview that affects the whole methodology to the specific research
methods and techniques used. I have separated the design into two parts: primary data
and secondary data. The choices of worldview and research design are discussed below
in sections 3.3 and 3.4.

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Pragmatic Paradigm
Primary Data, Mixed Method

Sequential Mixed Method

Quantitative
Qualitative Interview
Questionnaires

Secondary Data

Literature Study Market Study

Figure 8 – The methodology framework

Source: Author

3.2 PRACTICAL PERSPECTIVE

The practical view defines the research like a roadmap that goes from the problem
towards the conclusion. This perspective is definitely supported by the pragmatic
worldview used during this thesis. Furthermore, the process gives a hint in which order
the tasks should be performed. Even though some of them might seem obvious, it gives
a preliminary vista of the work plan.

In Figure 9 you can find the practical, and hence more detailed, process that illustrates
the research in this thesis. The process starts with the problem defined in chapter 1,
which is separated into three different research perspectives. The three research paths
are the empirical research about the environment in Realsec, the research of the
literature and the investigation of the solutions on the market. The information gathered
during the research is analyzed and evaluated to reach the final conclusion and result.
The illustration lifts the fact that the analysis shall not begin until all the data is
available for review. This is important to abide to avoid possible miscalculations in the
analysis because of the introduction of novel information.

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 Factors
Fa
cto
n ts ? rs
e me Interviews Questionnaires
ev
alu
q uir ate
Re d

Problem How? Best practice Conclusion

Literature study
Analyze CRM System
So
lu tion te s
s? nd ida
Ca

Market study

Figure 9 – The practical perspective of the research process

Source: Author

3.3 PHILOSOPHICAL WORLDVIEW

Even though the philosophical worldview did not influence the research directly, it did
have an indirect affect. With this in mind I still decided to define my overarching
perspective. The world view is described to facilitate understanding of my reasoning
throughout the thesis. According to Creswell (2008) philosophical ideas are usually
hidden in research even though they influence the research, he propose that researchers
should explicitly declare their worldview. With the basis in engineering and always
being drawn towards the practical, the pragmatic worldview became an easy choice.

As stated by Wicks and Freeman (1998), pragmatism is made to serve human purposes
and should provide practical value. This statement reflects my approach towards this
task in an appropriate manner. I want to conduct reliable research and be able to provide
a result of practical value to Realsec’s purposes. Pragmatism provides practical value in
the moment, but the pragmatic view also restrict the possibilities available to some
extent by restricting to solutions that “solve this problem”. For a more general view, I
would recommend another perspective.

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 3.4 RESEARCH DESIGN
The research design concerns the collection of primary and secondary data. The primary
data solely refers to the research that was performed in Realsec. The secondary data
relates to the literature and market study.

3.4.1 PRIMARY DATA

With the world view in mind and the aim to discover and refine I chose to use a Mixed
Methods approach. I combined quantitative and qualitative methods to collect the data
needed for the analysis. As pointed out by Burke Johnson and Onwuegbuzie (2004), a
mixed method approach is a way for making use of several approaches in order to come
to an answer in contrast to having your choices restricted by the approach.

My intentions were to use qualitative research to explore what requirements and context
the system had to operate within. In other words, I needed to find out the factors that
would affect the choice of CRM system. I used a quantitative method for evaluating the
importance and overall support for different factors throughout the context of
implementation.

3.4.1.1 Strategies of Inquiry

To reach a conclusion it was necessary to understand the context, environment and
requirements set upon the candidate CRM solution. I used a sequential mixed
approach during the research, as Creswell (2008) put it, to elaborate the findings of one
method with another.

I investigated the factors affecting the conclusion regarding the CRM system through a
qualitative model. With the information retrieved with the qualitative model I continued
to use a quantitative approach to determine the importance of the factors in the
environment.

3.4.1.2 Research Methods

During the first phase of the research, which was of qualitative character, I chose to use
open-ended questions in one or more interviews with key personnel in the company.
I chose open-ended questions due to the nature of the information I needed. With open-
ended questioning I wanted to let the interviewee think freely and let him/her respond
with any answer that pops into his/hers mind.

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During the review of the data from the qualitative interview, I extracted relevant factors
regarding the CRM system. It was important to classify what types and how important
these factors were. Therefore, I used questionnaires to determine the priority and
impact of different factors. The questions in the questionnaires followed a strict
quantitative closed-ended approach, at most requiring the responder to rank factors
(Dawson 2002).

With both these methods bound together with a mixed method approach, I retrieved
enough information to move further towards drawing a conclusion.

3.4.1.3 Implementation Plan

Although I had defined what type of research methods I wanted to use in the thesis, I
wanted to elaborate further on each method that I was going to use. Below is a more
thorough description of how I performed each of the research methods.

3.4.1.3.1 Qualitative Interview

Qualitative research, according to Ambert, et al. (1995), tries to acquire in-depth and
intimate information about a smaller group of persons and is more meant for discovery
than verification. A qualitative approach was ideal for the goal of the first phase: the
discovery of factors regarding the CRM system from personnel in different areas.

As the CRM system was going to be integrated throughout the whole organization, I
needed to ensure that I captured factors from all perspectives. Therefore, I chose to
interview the following employees:

x Person A, Operation manager

x Person B, R&D
x Person C, Sales

With this mixture of personnel from different areas of the organization, I minimized the
risk of excluding factors due to function specific environments. I used the same
interview questions for all interviews, due to the fact that I used open-ended questions.

The interviews were performed in a semi-structured manner to have flexibility

throughout the interview process (Dawson 2002). It is important to let the interviewee
answer with his/her own words in the interview. From the interviewees answer it is
possible to form follow-up questions that might reveal further information.

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The interviews were all recorded. They contained a lot of information and it would have
taken too long time if I would have taken notes of everything that was said. I informed
every participant that the conversation was going to be recorded and they could choose
whether they wanted, under those circumstances, to participate.

3.4.1.3.2 Questionnaires
The quantitative part of the research was performed after the qualitative research
(interviews). Therefore, I had analyzed and extracted factors for the CRM which I could
use to construct the questionnaires.

The questionnaire investigated the importance of different factors from all the
employees regarding a CRM system. I used four methods of questioning:

x Importance of factor
x Necessity of factor, freely choice of multiple options
x Habits and preference, by using choices of option that best corresponds to the
subjects opinion
x Non-functional factors and habits, the agreement to statements regarding a
subject on a scale

To measure the importance of a factor I used an unbalanced scale. An unbalanced scale

was justified because most factors had some importance but I wanted to determine the
scale (Brace 2008). The scale started from no importance and went up in importance.

The scale used was (Brace 2008):

x Extremely important
x Very important
x Important
x Neither important nor unimportant
x Not important

There was no need to measure the scale of unimportance.

I identified if certain options were considered necessary at all. I did that by giving them
multiple choices and letting them choose all or none of the options with check boxes. If
an option were not chosen at all, it meant that it had no importance to the company at

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all. This type of method was used for the question regarding which software systems
they would like to integrate with the CRM.

To identify habits and preference I used the scale of agreement the responder had with a
parameter. I only used this scale for the question that investigated if the CRM should be
customer or product oriented.

To measure non-functional requirements I used an indirect questioning method. I made

questions about habits to understand how important certain non-functional factors were
to the responders. These types of factors can be difficult to measure with direct
questions because they are usually sensitive or hard to express in a clear way.

The questionnaires was performed online using Google Docs Form. The software eased
the process of responding to the questionnaire for the participants. I also gained the
benefit of receiving the data in a format that supports easy overview and statistical
operations.

3.4.2 SECONDARY DATA

My secondary data concern the data from the literature and market study. In the below
two sections I have described the methods used to perform the two studies.

3.4.2.1 Literature Study

To make a well founded conclusion I needed to know what the status were in the CRM
industry. Therefore, I researched articles and books regarding the CRM subject,
especially in terms of the implementation of CRM systems. The literature study was
meant to discover which best practices exists and look at success and failed cases. This
information was used to sort the solutions in the conclusion process.

In this thesis, I used the following keywords in search of resources (this regards all
resources, not only for CRM literature): CRM, Custom Relationship Management,
CRM Metrics, open-ended questions interview, interview techniques, mixed method
strategies of inquiry, pragmatism, pragmatism research, qualitative interviews,
qualitative research interview, quantitative research, questionnaires, questionnaires
quantitative, research design, research methods, strategies of inquiry, world view
research, worldview research.

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I used the following databases: Academic Search Elite (EBSCO), Emerald Fulltext,
SAGE Journals Online, Cambridge Journals Online, Business Source Premier, JSTOR,
and Wiley Interscience.

3.4.2.2 Market Study

I had to know which CRM systems existed to make a recommendation. To know the
market I had to study which solutions that exists on the market and what the difference
were between them. I wanted to match the factors found in the research to a solution.

I used internet for searching for CRM solutions in the market. All possible solutions
were likely to exist on internet, due to their technical character. To choose solutions on
the same grounds I only included solutions with the following characteristics:

x It is clearly visible who is the organization behind the product

x The organization has a official web page presenting the product
x It is clearly stated what type of license the product use

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 4 REVIEW OF THE LITERATURE ON CRM
It was a difficult task to review the whole span of CRM literature in my subject. The
widespread definition of CRM made it difficult, see 4.2. However, there are some
similar components that allowed me to perform a categorization. Ngai (2005) separated
the CRM literature according to the following main categories:

x CRM: General part of the literature

x Marketing: CRM is very related to marketing
x Sales: sales functions works through customer relationships
x Service and support: maintaining relationships with the customer
x IT and IS: enables the automation of CRM

The categories were further more elaborated into a total of 34 sub categories (Ngai
2005), but this thesis does not go down to that low level. According to his research
about the literature in CRM (Ngai 2005), the literature had the spread shown in Table 1.

Category Number of articles Percentage

CRM 65 31.7
Marketing 36 17.6
Sales 13 6.3
Service and support 15 7.3
IT and IS 76 37.1
Table 1 – CRM Literature and research spread divided by categories
Source: (Ngai 2005)

The categories CRM and IT and IS are covering the majority (68.8%) of the literature.
The results indicate that there are a great focus on the technology side of CRM research
and literature.

The different perspectives and definitions in the literature have made it harder for
organizations to adopt CRM (Payne and Frow 2005). Therefore I have tried to form an
understanding of CRM from the literature, and with that understanding, perform my
research.

19
 4.1 INTRODUCTION TO CRM
The CRM industry has grown dramatically in the recent years. According to Messner
(2005), the evolution of CRM has been affected by two independent developments. You
can see both in Figure 10, namely: transaction marketing to relationship marketing and
information management to customer knowledge management. Even though both of the
evolutions were separated, they had something in common. Both went from a generic
model, were the clients was regarded as one group, to a perspective where the customers
are considered as individuals.

Information Transaction
Management Marketing

Customer
Relationship
Knowledge
Marketing
Management

CRM

Figure 10 – CRM evolution affected by two independent developments

Source: Adapted from (Messner 2005)

4.1.1 TRANSACTION MARKETING TO RELATIONSHIP

MARKETING
When the 20th century was approaching its end, the meaning of the word marketing had
started to change. The traditional view of marketing had always been to attract new
customers while viewing each purchase as a unique transaction that would not repeat
itself.

Time went on, and organizations started to become more aware of their customers and
tried to customize their products and services according to their knowledge about the

20
client. Therefore, the knowledge about the customer became increasingly important.
The heightened importance of customer knowledge forced the focus to shift from
customer acquisition to customer retention. The evolution progressed and the
transaction marketing became more and more replaced by relationship marketing.

4.1.2 INFORMATION MANAGEMENT TO CUSTOMER KNOWLEDGE

MANAGEMENT
The development of the information management systems emerged from a
technological perspective. The systems, and its features, were the center of focus and
the requirements of the software had little connection with the end-user. By experiences
and increasing maturity of the IT sectors, software developers started to realize the
importance of connecting the user and the requirements.

As time passed, it was revealed to a bigger population how greatly the IT systems can
improve processes and reduce expenses. Organizations were quick to understand the
possible advantages IT systems can have in the connection with sales and different
solutions started to take shape.

In the 80s, database marketing and sales force automation (SFA) was beginning to win
ground. These two concepts introduced a change in the direction of the sector’s
evolution. Instead of centering on the masses, the organizations tried to provide
customer customization.

As Messner (2005) expresses, the CRM concept can be regarded as an advancement of

the SFA systems from a technical perspective. This means, more or less, that the current
solution providers of CRM systems usually have gone from providing SFA to CRM
solutions.

4.1.3 ERP AND CRM EVOLUTION

Apart from viewing the evolution from a philosophical point of view, it can be seen
from a technical perspective. As Chalmeta (2006) explains, the CRM was a way for
organizations to differentiate when Enterprise Resource Planning (ERP) had become the
standard. ERP is a computer system infrastructure that integrates the organizations
different business functions, such as finance. ERP and CRM evolution are illustrated
(Chalmeta 2006) in Figure 11.

21
Figure 11 – The evolution of ERP and CRM
Source: (Chalmeta 2006)

It is interesting that both ERP and CRM have similar developments. They are both
based on the need to improve and stay competitive. A question one might ask oneself is
if the CRM is going to experience the same development as the ERP did. That would
mean that when the majority of firms have adopted CRM, they are going to search for
new ways to differentiate. Although there is a good chance that this will happen, I still
believe that the main concept of CRM is going to remain in future developments.

However, for now, CRM are a hot subject. As stated by Nevin (1995), there is a lot of
fuzz around the concept even though it has so wide meaning. Researchers prefer to
regard the CRM concept with caution, while organizations hastily jump to
implementation in fear of falling behind.

4.2 INTERPRETATION OF CRM

There are many different definitions and perspectives regarding CRM. This
interpretation starts with presenting three perspectives of CRM to provide an overview.
Next, I present some examples of definitions of CRM that can be found in the literature.
For concluding I describe different levels of CRM and determine a definition that is
used in this thesis.

22
 4.2.1 THE CRM CONTINUUM
The CRM continuum defined by Payne and Frow (2005) gives an overview of ways to
approach CRM. The continuum has three perspectives which are illustrated in Figure
12.

Figure 12 – the CRM continuum which defines three perspectives on CRM

Source: (Payne and Frow 2005)

The three perspectives are defined shortly in the following manner, from left to right
(Payne and Frow 2005):

1. CRM is a technical solution

2. CRM is viewed as a set of customer-oriented IT and Internet solutions
3. CRM is the strategic and holistic approach to manage customer relationships in
order to create shareholder value

The authors Payne and Frow (2005) recommend organizations to reside at the third
perspective on the CRM continuum.

The CRM continuum can be used to objectively define the current situation or target of
organizations in their CRM initiatives. There is clear distinction on where the
organizations usually reside (to the left) and where the literature recommends you to
reside (to the right). It is easier for organizations to just try to purchase CRM and not
consider that it needs to be defined on a strategic level.

The CRM continuum tries to show organizations that IT systems and IS should be used
to assist in the achievement of strategic goals determined by management. Otherwise,

23
there is a risk that the technical functionality will control in what direction the
organization is going or processes are used without real purpose.

4.2.2 EXAMPLES OF CRM DEFINITIONS

Across the three perspectives defined in 4.2.1 there are a lot of definitions. I provide an
overview of how they might look by giving some examples of different definitions
below.

I start with a quite wide definition by Payne and Frow (2005) that has the focus of a
strategic approach to CRM. However, as the definition tries to cover a big area it is
quite big.

CRM is a strategic approach that is concerned with creating improved shareholder

value through the development of appropriate relationships with key customers and
customer segments. CRM unites the potential of relationship marketing strategies and
IT to create profitable, long-term relationships with customers and other key
stakeholders. CRM provides enhanced opportunities to use data and information to
both understand customers and cocreate value with them. This requires a cross-
functional integration of processes, people, operations, and marketing capabilities that
is enabled through information, technology, and applications. (Payne and Frow 2005)

This straightforward definition by Kumar and Reinartz (2006) goes on the core of CRM
without involving too much the things that lies around a CRM system.

CRM is the strategic process of selecting the customers a firm can most profitably serve
and of shaping the interactions between a company and these customers with the goal
of optimizing the current and future value of the customers for the company. (Kumar
and Reinartz 2006)

GCRM is the definition of CRM in a global context. It is interesting that by defining a

more specialized area within CRM they have skipped the exact definition of CRM and
instead focused on their interest: global application of CRM.

24
GCRM is the strategic application of the processes and practices of CRM by firms
operating in multiple countries, or by firms serving customers who span multiple
countries, which incorporates relevant differences in business practices, competition,
regulatory characteristics, country characteristics, and consumer characteristics to
CRM strategies to maximize customer value across the global customer portfolio of the
firm. (Ramaseshan, et al. 2006)

Sin, Tse and Yim (2005) focuses on the strategy side of CRM that relates to having
long-term relationship with them; however, they have left out the termination of
unprofitable customers.

A comprehensive strategy and process that enables an organization to identify, acquire,

retain, and nurture profitable customers by building and maintaining long-term
relationships with them. (Sin, Tse and Yim 2005)

The final definition shows an example of a definition that involves technology. Shanks,
Jagielska and Jayaganesh (2009) mean that without the “enabling technologies”, there
are no CRM.

Customer relationship management (CRM) is concerned with the business processes

and enabling technologies that focus on managing and improving relationships with
customers in the areas of sales, marketing, and customer support and service. (Shanks,
Jagielska and Jayaganesh 2009)

Even though the definitions are different, they are all starting to come closer to each
other when they are increasingly moving towards the right side of the CRM continuum.

4.2.3 LEVELS OF CRM

As presented by Reinartz, Krafft and Hoyer (2004) there are three levels, or grades, of
CRM. They are (Reinartz, Krafft and Hoyer 2004):

1. Functional

25
 2. Customer-facing
3. Companywide

The levels give a measure at what level an organization can reside from a CRM
perspective.

An organization that has implemented a CRM at a functional level uses it mainly as a

tool. The employees use the CRM’s functionality to assist in their daily work but it is
quite isolated from the organization in itself. An example of that kind of functionality
can be a tool for creating a customer proposal.

The customer-facing level, which is the focus of the work by Reinartz, Krafft and Hoyer
(2004), can be described by an organization that has a completely integrated view of the
customer throughout the organization. All the company’s functions should have the
same customer intelligence. At this level, the firm should also be able to have the same
view of the customer during customer interaction, independent of type.

The final level is when the CRM is the center of the organization. The company is
steered and controlled by the processes that are defined by the CRM. All parts of the
organizations are permeated by the CRM. At this level, the CRM is not viewed as a
single system but a strategy that defines the system the organization uses.

4.3 THE TECHNOLOGY

In today’s market, organizations are regarding CRM as a necessity to survive and stay
competitive. Although there are companies succeeding and receiving huge benefits from
the CRM implementation, there are more failed cases than succeeded. Many firms
invested huge amounts of money into a CRM system and instead of gaining benefits,
they received constant integration problems, bad adoption rate and complicated
processes. This has made the choice of CRM system very important for organizations.

Baltzan and Phillips (2008) make two distinctions to explain CRM systems.

The first distinction (Baltzan and Phillips 2008), regards the phases of the CRM
evolution, which consists of: CRM reporting technologies, CRM analysis technologies
and CRM predicting technologies. Reporting technologies is defined as technology that
supports the identification of customers across different applications and throughout the
organization. Analysis technologies assist the organization to categorize their customer

26
into segments that have common characteristics. The final technology, predicting,
supports organization in predicting specific customer actions. Baltzan and Phillips
(2008) illustrate the phases in Figure 13.

Figure 13 – phases in the CRM evolution

Source: (Baltzan and Phillips 2008)

The second categorization is the separation between Operational CRM and Analytical
CRM. The Operational CRM handles the traditional front-end operations, which
directly interacts with the customer. The Analytical CRM is the backend operations that
support, for example, analysis and strategy that does not come into contact with
customers directly.

In Figure 14, Baltzan and Phillips (2008) gives some examples how the distinction
between operational and analytical CRM can be made. As you can see in the figure,
operational CRM concerns the “front” of the organization while analytical belongs in
the “background”.

27
Figure 14 – the difference between Operational and Analytical CRM
Source: (Baltzan and Phillips 2008)

There is also something called Collaborative CRM, as can be seen in Figure 14.
Collaborative CRM is various technologies that facilitate the interaction with the
organizations customers (Thompson, Devadoss and Pan 2006). I will cover all three
areas of CRM technology below.

4.3.1 OPERATIONAL CRM TECHNOLOGY

To understand operational CRM technology it is good with some examples, Baltzan and
Phillips (2008) spells out 9 different types of operational CRM technologies divided
into three categories.

x Marketing
o List generator: creates list of customer and segments them.
o Campaign management: helps with the definition, planning, scheduling,
segmentation and success analysis for a campaign.
o Cross selling and up-selling: two concepts that can be used to cross sell
(selling additional products or services) or up-sell (trying to increase the
value of the sale) to the customer. The technology can assist in decisions

28
 whether to use cross selling or up-sale and with what products or
services.
x Sales
o Sales management: technology that handles the whole sales process,
from the opportunity to billing the customer.
o Contact management: organize customer contact information and help
organization to sort the customer in order to see potential customers.
o Opportunity management: assists in the process of locating new sales
opportunities.
x Customer Service
o Contact center: helps the organizations support to provide consistent and
quality support to their customers.
o Web-based self-service: technology that lets the customer use the web to
find answers or solve problems.
o Call scripting: find out information about customers in order to assist the
support service before the customer reaches the call center.

Operational CRM handle more traditional functions within an organization. It tries to

assist and enhance the organizations operational functions like support or sales.

Operational CRM technology is an area where organizations usually can see a direct
benefit. CRM providers usually focus their marketing using these functionalities. It is
speculated, that later on, when all these functionalities are regarded as “must-have” for a
CRM system, the providers will focus on other parts of the technology, see below.

4.3.2 ANALYTICAL CRM TECHNOLOGY

Baltzan and Phillips (2008) regard analytical CRM technologies as technology that
supports decision making. The technology identifies patterns in the data stored from the
different parts of the operational CRM systems. Baltzan and Phillips (2008) give several
examples of information that can be used with analytical CRM technology in Figure 15.

29
Figure 15 – examples of information to use in an analytical CRM system
Source: (Baltzan and Phillips 2008)

Analytical CRM technology normally requires a strategic perspective to exploit. It

requires that the organization continuously collect customer data and realize how to use
it. There is many ways to analyze data and conclusions derived from the data can result
in new innovative ways to serve the customer.

4.3.3 COLLABORATIVE CRM

As mentioned above Thompson, Devadoss and Pan (2006), collaborative CRM is
technology that facilitates interactions with customers. The collaborative CRM is
concerned with the channels that connect the customer directly with the organization
(e.g. face-to-face, phone, etc.) (Thompson, Devadoss and Pan 2006). In their case study,
Thompson, Devadoss and Pan (2006) mention some key technologies used by the
company:

30
 x Integrated IP-based voice and data infrastructure
x Voice response system
x Web portal
x Queue management system
x Correspondence management system
x Enquiry counter system
x Integrated CRM portal, gateway for customer and CSOs (Customer Service
Officer)

Collaborative CRM technologies usually ease or improve the processes of

communication with the customer. Collaborative technologies mainly focus on
increasing customer satisfaction or minimize customer dissatisfaction.

Collaborative CRM technologies can have huge impacts on customer’s experience, but
it can also be less successful. Most people that were present when organizations started
implementing voice response system probably can recollect the mistakes that were
made by the voice interpreter.

4.4 CRM PROCESSES

The processes related to CRM can be divided into the following stages (Reinartz, Krafft
and Hoyer 2004): initiation, maintenance and termination. The initiation process is more
or less what it sounds like, the process of gaining a new customer. The maintenance is
the care of existing customers. The termination process is the ending of customer
relationships.

Payne and Frow (2005) used six criteria in their research to find key generic CRM
processes, which are:

x The process should comprise a small set that addresses tasks critical to the
achievement of the organization’s goals
x The process should contribute to the value creation process
x The process should be at a strategic or macro level
x The process need to manifest clear interrelationships
x The process should be cross-functional in nature

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 x The process should be considered by experienced practitioners as being both
logical and beneficial to understanding and developing strategic CRM activities

With the help of the above criteria they proposed a conceptual framework. The
conceptual framework was built around the five generic processes that were found
(Payne and Frow 2005):

1. The strategy development process

2. The value creation process
3. The multichannel integration process
4. The information management process
5. The performance assessment process

The conceptual framework constructed by Payne and Frow (2005) can be seen in Figure
16.

Figure 16 – conceptual framework for CRM strategy with five generic CRM processes
Source: (Payne and Frow 2005)

As can be seen in this framework, the processes have its core within the information
management process. The information management process is responsible for

32
collecting, collating and take advantage of customer data to create insights and possible
course of actions (Payne and Frow 2005).

This framework gives a hint why the CRM research has been centered on technology.
The information management process is the only process that all other processes
communicate with. The amount of communication with the information management
process made it very important to have an able system to manage this process.

4.5 FACTORS FOR SUCCESSFUL IMPLEMENTATION

There are very different views on what actions to take to succeed with a CRM initiative.
However, there are some common nominators throughout the literature which provide
some guidance.

A CRM initiative are no longer viewed as solely introducing cost savings but perceived
to give other benefits as well, this is supported by Xu and Walton (2005) four year
survey which results can be seen in Figure 17.

Figure 17 – the reasons for implementing CRM, a four year survey

Source: (Xu and Walton 2005)

Cost savings are the least important reason and seem to decline. This trend follows the
literatures claim that CRM should be viewed as a strategic initiative.

Rigby and Ledingham (2004) write that during the evaluation and design of CRM
systems, the business needs in the organization must take priority over the different
functionalities that IT can provide. Xu and Walton (2005) state that organizations’
misunderstanding of CRM is one of the biggest reasons for failure, they claim that
organizations put too much focus on technology. Wilson, Daniel and McDonald (2002)
emphasize the creation of an understanding of the business side of what the CRM

33
system should provide. Mendoza, et al. (2007) points out the fact that CRM should be
defined as a business strategy based on research of the main causes of failures, when
implementing CRM. The list continues with literature pointing out the importance of
seeing CRM from a strategic point of view.

Besides the importance of having the correct perspective on CRM, I define some of the
literatures recommendations and identified factors below.

4.5.1 BEFORE LAUNCHING A CRM INITIATIVE

There are some things that should be taken into consideration before starting up a CRM
project at full force. Primarily, an organization need to realize that a CRM program
demands investments of time and money due to involvement of complicated business
and technology factors (Rigby and Ledingham 2004). It is also important that the
organization understand the differences that exist between their various customers, and
realize the need to segment them according to their importance (Xu and Walton 2005).
Furthermore, the organization should identify the reasons why customers might leave
them for competitors, or decline the service at all (Xu and Walton 2005).

Rigby and Ledingham (2004) constructed 4 questions for companies to ask themselves.
They came up with the questions with the help of experienced CRM leaders. The
questions are meant to be asked and answered before launching a CRM initiative. The
four questions are listed below.

1. Is it strategic?
2. Where does it hurt?
3. Do we need perfect data?
4. Where do we go from here?

The first question regards the fact that CRM should only be considered when the
expected benefits are of strategic character. It should give the organization something
valuable that will increase their competitiveness in their industry.

In the second question, the authors Rigby and Ledingham (2004) are referring to the
fact that it is usually not a good idea to implement CRM throughout the whole customer
relationship cycle. Instead, organizations shall focus on the areas where they need to
improve and gain benefits.

34
The third question lifts the topic of the cost related to the collection of real time
information. Organizations must wisely define what information that is necessary to
have in real time, and if the retrieval of that information is worth the price. At times,
ordinary opinion data can suffice and there is no need to introduce more complex
collection processes

The final question asks the organization if it is ready to start a process that is ever
continuing. The information that goes through the CRM must be continually evaluated
so the organization can improve and exploit new opportunities.

4.5.2 FACTORS OF SUCCESS

There are many suggestions of actions, factors and best practices to succeed with the
implementation of a CRM system. I collected the factors that are consistently found
throughout the CRM literature.

4.5.2.1 Senior management support and direction

There is a big agreement in the literature over the importance around senior
management. The main concept states that, in order to succeed, the project must have
senior management sponsorship (Rogers, Stone and Foss 2008). Furthermore, the senior
management must be committed to the project (Mendoza, et al. 2007). The literature
also supports the notion that a CRM project is more likely to succeed if it has a
champion (Rogers, Stone and Foss 2008) (Wilson, Daniel and McDonald 2002).

The senior management should define the objectives of the project (Mendoza, et al.
2007) and understand what business benefits it will provide (Wilson, Daniel and
McDonald 2002). The best approach according to Wilson, Daniel and McDonald
(2002), is to have a clear vision combined with some short-term benefits in the
beginning. That approach will help maintain management commitment and credibility
by proving that the project will generate wins.

In order to have senior management support, the board should be made aware of the
strategic potential that IT has (Wilson, Daniel and McDonald 2002). Board involvement
will make the senior management more engaged and hopefully make them take an
active role in the project. The senior management should push for customer focus (Xu
and Walton 2005) and a flexible design (Wilson, Daniel and McDonald 2002).
Furthermore, the management should let the CRM system have procedures which

35
approves actions that are of uncertain character (Wilson, Daniel and McDonald 2002).
These types of actions are necessary, but are usually difficult to measure. An example of
these types of actions can be processes done to improve the image of the company.

4.5.2.2 User participation and acceptance

The people that are going to use the system are very important for the success of a CRM
project. It is important to, early on, involve the users in the design of the system
(Wilson, Daniel and McDonald 2002) and create a team from different functions to
participate in the project (Mendoza, et al. 2007).

The users, who are going to use the system, should be aware of the CRM strategy
(Mendoza, et al. 2007) and should also belief in the benefits of using the system
(Rogers, Stone and Foss 2008). The company’s employees should be committed to the
project (Mendoza, et al. 2007) just as much as the senior management. Finally, to
ensure that the users accept and adapt to the new system, it is vital to provide the
necessary education and training (Rogers, Stone and Foss 2008).

4.5.2.3 Customer information and care

A CRM system’s main purpose, as the name suggests, is to manage relationships with
customers. Therefore, it is important that the system is centralized around the customer
(Wilson, Daniel and McDonald 2002). Equally important as for the user, the customer
needs to receive benefits from the system (Rogers, Stone and Foss 2008).

The key information about the customer should be kept and used in a good way
(Mendoza, et al. 2007). Examples of functions related with customer information are:
segment the customer base, profitability of customers, customer’s lifetime value,
customer satisfaction ratio, etc (Mendoza, et al. 2007).

The CRM system should also provide different channels of interaction with the
company to the client (Mendoza, et al. 2007). The customer should be able to choose
their preferred way of communication with the organization.

Finally, but not least, the organization should make sure that they will provide adequate
customer service. They must provide pre-sales and post-sales customer service on all
possible communication channels available to the customer (Mendoza, et al. 2007).

36
 4.5.2.4 Sales
Even though CRM not necessarily have to be focused on sales, it is important that the
sales department is involved in the process due to their frequent interactions with
customers (Rogers, Stone and Foss 2008). The sales department has excellent
possibilities to capture customer knowledge during their interactions (Rogers, Stone and
Foss 2008). One should take into account that it is the sales managers that are able to
identify key processes that can be analyzed to find information and improve decision
making (Rogers, Stone and Foss 2008).

Furthermore, a big part of a CRM implementation’s success is based on how well the
CRM system can automate different sales processes (Mendoza, et al. 2007).

4.5.2.5 Incremental and measurable implementation

The literature agrees that using an incremental and measurable approach increases the
probability of success. Organizations are increasingly turning to an incremental process
where the returns are reinvested in new small CRM initiatives (Foss, Stone and Ekinci
2008). Furthermore, organizations are viewing the technology implementation with
more caution, applying the IT step by step (Rogers, Stone and Foss 2008).

Besides the incremental implementation of CRM, there has also been pointed out that
persons driving CRM initiatives should define metrics to monitor the progress of the
project (Rogers, Stone and Foss 2008). Without sufficient monitoring, there is no way
to identify possible mistakes or development blocks.

4.5.2.6 Integration of IS and functions

Even though an “out-of-the-box” CRM solution might have plenty of functionality, an
organization needs to verify more than the mere existence of functionality.
Organizations should ensure that the CRM solution can be integrated throughout all the
departments of the company, and that each department’s CRM goals are fulfilled
(Mendoza, et al. 2007). Furthermore, organizations should validate that existing ISs can
be integrated with the new CRM system (Mendoza, et al. 2007). The adaption to the
new system will go down if the users have to redo work because of integration issues.

37
 4.6 EMERGING AREAS RELATED TO CRM
There are several emerging areas related to CRM. Their focus is more or less of the
same nature. These emerging systems are sometimes integrated into the CRM system,
or used as a completely separate system. Even though they might not affect Realsec’s
case, they can have effects on the future evolution of CRM technologies.

Baltzan and Phillips (2008) identified three trends currently on the market which are
Employee Relationship Management (ERM), Partner Relationship Management (PRM)
and Supplier Relationship Management (SRM).

ERM provides employees with support, such as information about the organization’s
products, technologies and processes. ERM assist the employees in their daily work
towards the customer.

PRM helps organizations to sort and optimize their partnership network. PRM tries to
assist with the relationship with partners and their customers in order to maximize the
value over long-term. PRM technology can include applications such as real-time
product information, marketing materials and inventory.

SRM helps organizations to select and organize their network of suppliers. SRM helps
to eliminate unnecessary suppliers, evaluate suppliers and maintain relationships with
suppliers.

Two additional areas that have received attention is the combination of CRM with
social functions and innovative aspects. Woodcock, Green and Starkey (2011) states
that Social Customer Relationship Management (SCRM) deliver financial benefits and
drive innovation with focus on the customer. Faase, Helms and Spruit (2011) presents a
model, and states that social aspects add value to CRM environments, especially in the
marketing domain of the CRM. Ernst, et al. (2011) tested their conceptual framework
on 115 R&D and 112 marketing managers and concluded that CRM positively affect
new product performance. Battor and Battor (2010) investigated the role of innovation
between CRM and performance, the investigation supports the view that developing
close customer relationship increases the organizations innovative abilities.

Besides the above examples, there are plenty more research in the areas. CRM has been
on the rise now for some time. But as the research in the area suggests, there are more

38
facets to CRM that has to be developed and industrialized. The CRM concept has to
cooperate with the social aspects of the company as well as any innovation process the
company might use. From my point of view: CRM is establishing its place in the
organization’s portfolio of necessary processes to stay in business. For CRM to take a
permanent place, it must of course be integrated with the organization’s other processes.

4.7 SOLUTIONS ON THE MARKET

The organizations that provide CRM solutions claim that they provide a complete
solution for the client; however, there are few that can provide the functionality that a
complete CRM business strategy demand (Payne and Frow 2005). In my list of vendors,
I made a basic categorization between commercial and open source (OS) software.

Further categorizations have been done by Gartner which Payne and Frow (2005)
recites as:

x Integrated CRM and ERP Suite

x CRM Suite
x CRM Framework
x CRM Best of Breed
x Build it Yourself

The organizations that provide implementation support and services around CRM are
categorized accordingly (Payne and Frow 2005):

x Corporate strategy
x CRM strategy
x Change management, organization design, training, human resources, etc.
x Business transformation
x Infrastructure building and systems integration
x Infrastructure outsourcing
x Business insight, research, etc.
x Business process outsourcing

In my case, it is not very important what categorization each solutions falls within. But
it is good to see what categorizations exist. The important part is how they fare
compared to the factors identified as important to the company and defined as best

39
practice by the literature. Therefore, I only list which candidates that I compared and
into which categorization of commercial or OS they fall within. The OS solutions
usually have a commercial version as well, which has further functionality than the OS
version. I used the commercial version of the OS provider if that solution provided more
functionality than the OS version, which in general is the case.

4.7.1 COMMERCIAL SOFTWARE

x Amdocs
x Aplicor
x Atollon Lagoon CRM
x Microsoft Dynamics CRM
x Netsuite
x Oracle On Demand
x RightNow
x SageCRM
x Salesforce.com
x SAP
x Zoho CRM

4.7.2 OPEN SOURCE SOFTWARE

x ADempiere
x CiviCRM
x EpesiBIM
x GNU Enterprise
x Hipergate
x JunariCRM
x OpenCRX
x SugarCRM
x Tryton
x Vtiger CRM

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 4.8 RELEVANCE FOR REALSEC
Although some of the topics above are theoretical and can lack practical value, they
provide value in other forms:

x introductory for readers without knowledge in the CRM subject,

x background and definition for CRM for this study, and
x current best practices in the industry for evaluation in the study.

The literature study helped to clarify the scope for the investigation. I could determine
in what areas Realsec resided on different models and scales, and using that getting a
deeper understanding.

Considering the topics discussed above, there are some aspects to evaluate when
determining the definition you want to use throughout the research. There are the
perspectives on the CRM continuum, definitions in the literature, level of the CRM and,
of course, the environment of the organization.

In Realsec’s environment, it was appropriate to set the perspective between perspective

2 and perspective 3 on the CRM continuum. This means, somewhere in between
integrating different solutions and providing a complete holistic approach to CRM.

The level of CRM will be at a customer-facing level. This ensures that the organization
has a single view of the customer from all angles.

The fact that Realsec is operating in an international context should be taken into
consideration. By reviewing the different definitions that exist in the literature I have
come to the conclusion to use the following definition:

CRM is the system that provides the organization with the

components necessary to coordinate a customer relationship
program that permeates the organization. CRM shall provide the
information necessary, at all functions in the organization, to make
informed decisions, to customize offers and to obtain the knowledge
to be able to communicate efficiently.

The definition is highly influenced by the definitions defined in the works of Kumar and
Reinartz (2006) and Ramaseshan, et al. (2006).

41
 5 RESULTS
The results are derived from the interview transcripts, the literature review, the
questionnaire results and the market study results. In this chapter I go through each of
the results trying to present them without analyzing them. I try to keep the presentation
of the results and the analysis of the results separate, but as the interviews and the
questionnaires are related to each other it was hard to keep their independence.

5.1 FACTORS FROM LITERATURE REVIEW

The result of the literature study was six factors that were repeatedly identified as
factors for success in the implementation of a CRM system. The six factors, more
deeply covered in 4.5.2, are the following:

x Senior management support and direction

x User participation and acceptance
x Customer information and care
x Sales
x Incremental and measurable implementation
x Integration of ISs and functions

There are no very big surprises in the above list. The support of the management can
seem like a given factor, but not all managers support the initiatives set out by the
company. The users’ participation and acceptance is for sure related with the senior
management support. If the management does not support it, why would the users?

The third and fourth factors emphasize the customer and the sales process, which are
two of the main benefits that organizations usually look for in a CRM system. The fifth
factor, to have an incremental and measurable implementation, can help avoid a failed
project and assist in the user acceptance. The last factor regards the integration of the
CRM system with current systems and practices. Integration has been proven to be vital
in the acceptance of the CRM system.

5.2 FACTORS EXTRACTED FROM INTERVIEWS

With knowledge gained from the literature review, it was possible to direct my
questions into an appropriate direction. With the help of the literature, I started by

42
brainstorming questions. I simply sat down and wrote as many questions as possible
that I wanted to answer. Once finished, I had a total of 32 questions.

I continued with a categorization of the questions, dividing the questions into the
following categories:

x The customer
x Customer information
x Customer termination
x CRM interaction
x CRM functionalities and benefits
x CRM integration
x CRM adaptation

By categorizing them, it was easier to process the questions. I started with the
elimination of duplicate questions. After the elimination, I ordered the remaining
questions into a sequence appropriate for each category. The result was a list with 28
questions divided into 7 categories. That amount is too much for an interview, so I
began examining the questions more closely. I evaluated their importance and
eliminated more questions that were not very important or relevant. Finally, I had a list
of 16 interview questions. Before the actual interview, I terminated the preparation by
improving the phrasing of each question to make sure it was structured in a good way.

The interviews were an average of 30 minutes each, which I recorded. After each
interview, I listened through the recording and wrote down the interview in a document.
The complete transcripts of the interviews can be found in Appendix C – Interview
transcripts.

After all the interviews were finished, I had to extract the factors that the persons had
revealed. I read and listened to each of the interviews, and wrote a list for each one with
factors they had mentioned. I came up to a total of 83 factors which I divided into 10
categories. With the help of the categorization of the questions, I could easily extract
factors for each category. Finally I ended up with a list of 20 factors divided into six
categories. The categorization is the following:

x CF: Customer Focus

43
 x II: Incremental Implementation
x In: Integration
x O: Other
x SFS: Sale Functions Support
x UF: User Friendliness

This categorization was the result of the factors extracted from the literature review and
the factors I received from the interviews. Therefore, I have one category that has no
factors from the interviews which is II. In Table 2 you can see the resulting factors from
the interviews.

Description Sector
Product oriented O
Access everywhere O
Conference call In
Business cards UF
Document management SFS
MS Exchange integration In
Alerts O
Customer support CF
User hierarchy O
MS Outlook integration In
Sales management SFS
Sales forecasts SFS
Easy input process UF
Customer management SFS
Customer organization hierarchy SFS
Upsell SFS
Cross-selling SFS
iPhone In
Blackberry In
Risk management O
Table 2 – Extracted factors categorized from the interviews
Source: Author

5.3 FACTORS REDEFINED WITH MARKET RESEARCH

In parallel with the primary research, I was studying the solutions that exist on the
market. I could predict that I would have to include and exclude certain factors. This
was due to the fact that I had to map the factors I had identified into measurable metrics
for the CRM solutions. My reasoning was that, even though I might add a factor that I
44
did not discover during my interviews, they will be ruled unimportant if they have no
significance during the questionnaire. Therefore, I took the liberty and added the
factors. Some of the factors I discovered in the interviews were too extensive to map to
something real in the CRM solutions. That meant that I had to exclude those factors.
This was the case with ‘Easy input process’, that factor is not included in the scope of
this thesis to determine.

At the beginning, when I was to research the CRM solutions, I had some primary
restrictions. The restrictions forced me to eliminate solutions from the research process.
The restrictions are the following:

x The solution can be used in Spanish

x There is activity
x There is similar companies that have implemented the solution

Out of the 21 CRM solutions I chose in the beginning of the research, see 4.7, I
eliminated 8 of them. They were eliminated for the reasons specified in Table 3.

CRM solution Reason for elimination

Amdocs No answer to inquiry about Spanish support and lack
of information on website.
Atollon Lagoon CRM No Spanish support.
Adempiere Inactivity and seems old.
CiviCRM Targeted for non-profits organizations.
EpesiBIM No Spanish support.
GNU Enterprise Only a planned project, therefore eliminated.
Hipergate No activity and website is down.
JunariCRM No Spanish support.
Table 3 – CRM solutions eliminated before the evaluation
Source: Author

I ended up with the factors presented below, which I used in the evaluation of the CRM
solutions. I start with presenting all the factors for the categories with their
corresponding metrics. The metrics was used to be consistent in the evaluation of the

45
CRM solutions. The category of each factor can be seen in the beginning of the ID
column, where the ID starts with the abbreviation of the category.

Factor ID Metric
Customer portal CF1 Whether the CRM solution provides a portal for
the customers to log into (1 or 0 value).
Customer support CF2 Communication integration: 0.3
Case/Incident management: 0.4
Case escalation: 0.3
Cheap startup II1 Whether the first installation require a lot of
investment.
Below 100€: 1
100-400€: 0.75
400-700€: 0.5
700-1000€: 0.25
Above 1000€: 0
Customizable II2 Evaluated through judgment. Either test the
program or make a judgment according to the
information available. However, without testing
for real or screenshots: take off 0.2 from the total
points evaluated.
Several editions II3 1 edition = 0
2 editions = 0.25
3 editions = 0.5
4 editions = 0.75
5 or above editions = 1
Try-out available II4 All functions & 1 month: 1
Inquire pilot: 0.75
Inquire product demo:0.5
Inquire product tour: 0.25
No try-out: 0
Android In1 Whether I can find that the application is

46
 supported by the CRM system on their website.
Blackberry In2 The same as for In1, see above.
Google apps In3 The same as for In1, see above.
iPhone In4 The same as for In1, see above.
LotusLive In5 The same as for In1, see above.
Lotus Notes In6 The same as for In1, see above.
Microsoft Office In7 The same as for In1, see above.
Microsoft Outlook In8 The same as for In1, see above.
Microsoft Exchange In9 The same as for In1, see above.
Palm In10 The same as for In1, see above.
Skype In11 The same as for In1, see above.
Social media In12 The same as for In1, see above.
Symbian In13 The same as for In1, see above.
Web service In14 The same as for In1, see above.
Windows mobile In15 The same as for In1, see above.
Alerts O1 Connected to sales: +0.5
Connected to support: +0.5
Product oriented* O2 Products have clients: 1
Products in sales or library: -1
No info: 0
**
Risk management O3 The CRM system should manage risks related to
certain business opportunities: 1
One risk module: 0.5
Nothing mentioned: 0
User hierarchy*** O4 Values to 1 if either “The CRM system should be
customized and provide access to only the
functions that I need” or “Functions should be
defined by categories, e.g. the sales department
only have access to sales functionality”.
Any other user hierarchy functionality: 0.5
Nothing mentioned: 0
Communication SFS1 Judgment based determination how completely
services the CRM solution covers the factor.

47
Competitors tracking SFS2 The same as SFS1, see above.
Cross selling SFS3 The same as SFS1, see above.
Customer management SFS4 The same as SFS1, see above.
Customer organization SFS5 The same as SFS1, see above.
hierarchy
Documents storage SFS6 The same as SFS1, see above.
Opportunity SFS7 The same as SFS1, see above.
management
Partner management SFS8 The same as SFS1, see above.
Sales forecast SFS9 The same as SFS1, see above.
Sales management SFS10 The same as SFS1, see above.
Shared calendar SFS11 The same as SFS1, see above.
Up selling SFS12 The same as SFS1, see above.
Business cards UF1 Search “Business card reader CRM”
Featured solution: 1
Integration cases: 0.5
Nothing found: 0
Education available UF2 The amount of education they provide, the
services must be available in Spanish.
Online help classes: +0.3
On-site education: +0.35
Education through partner: +0.35
Online help UF3 Fully fledged community: 1
Help section by company: 0.5
No information: 0
Table 4 – The factors with their corresponding metrics definition
Source: Author
*
Special metric in order to perform valid calculations with the result. The measure is of the type that if it
is not product oriented it is client oriented. Therefore it can have negative value.

**
The metric is defined by the result from the questionnaire where the preference was asked how the
CRM should handle risks, see O3 results in 5.4.

***
The metric is defined by the result from the questionnaire where the preference with certain sentences
with relation to user hierarchy, see O4 results in 5.4.

48
The results of the factors are presented according to their category and each category
has a table that displays the results from the market research. The table states the points
each factor for each CRM solution.

CF (Customer Focus):

CRM System CF1 CF2

Aplicor 0 1
Microsoft Dynamics CRM 0 0,7
Netsuite 1 1
Oracle On Demand 0 0,7
RightNow 0 1
SageCRM 1 0,7
Salesforce.com 1 0,8
SAP 1 0,7
Zoho CRM 1 0,7
OpenCRX 0 0,7
SugarCRM 1 0,7
Tryton 0 0
Vtiger CRM 1 0,4
Table 5 – Market research results for the CF category
Source: Author

II (Incremental Implementation):

CRM System II1 II2 II3 II4

Aplicor 0,5 0,7 0 1
Microsoft Dynamics CRM 1 0,1 0 1
Netsuite 0 0,4 0 0,25
Oracle On Demand 0,25 0,3 0 1
RightNow 0 0 0 0,75
SageCRM 0 0,6 0 1
Salesforce.com 1 0,6 1 1
SAP 0 0 0 0,5
Zoho CRM 1 1 0,5 1
OpenCRX 0,5 0 0 1
SugarCRM 0 0,7 0,5 1
Tryton 0,5 0 0 1
Vtiger CRM 0,5 0,7 0 1
Table 6 – Market research results for the II category
Source: Author

49
In (Integration):

CRM System In1 In2 In3 In4 In5 In6 In7 In8 In9 In10 In11 In12 In13 In14 In15
Aplicor 1 1 1 1 1 1 1 1
Microsoft 1 1 1 1
Dynamics CRM
Netsuite 1 1 1 1 1
Oracle On 1 1 1 1 1
Demand
RightNow 1 1 1
SageCRM 1 1 1 1 1
Salesforce.com 1 1 1 1 1 1 1 1 1 1 1 1
SAP
Zoho CRM 1 1 1 1
OpenCRX 1 1 1 1
SugarCRM 1 1 1 1 1 1 1 1 1 1 1
Tryton
Vtiger CRM 1 1 1 1 1 1

Table 7 – Market research results for the In category

Source: Author

O (Other):

CRM System O1 O2 O3 O4
Aplicor 1 -1 0,5 0
Microsoft Dynamics CRM 0,5 -1 0 1
Netsuite 0 0 0 0,5
Oracle On Demand 0,5 0 0 0
RightNow 0 0 0 0,5
SageCRM 1 0 0 0,5
Salesforce.com 1 -1 0 1
SAP 0,5 -1 0 0
Zoho CRM 1 -1 0 1
OpenCRX 1 -1 0 1
SugarCRM 1 -1 0 1
Tryton 0 1 0 0
Vtiger CRM 1 -1 0 1
Table 8 – Market research results for the O category
Source: Author

50
SFS (Sale Functions Support):

CRM System SFS1 SFS2 SFS3 SFS4 SFS5 SFS6 SFS7 SFS8 SFS9 SFS10 SFS11 SFS12
Aplicor 0 1 1 1 0,5 0,5 1 0 1 1 0,5 1
Microsoft 1 1 1 1 1 0 1 0 1 1 0,5 1
Dynamics CRM
Netsuite 0 0,5 1 1 0 1 1 1 1 1 0 1
Oracle On 0,8 0 1 0,8 0 0 1 1 1 1 0,3 1
Demand
RightNow 1 0 1 0,2 0 0 1 0 0 1 0 1
SageCRM 0 0 1 1 0 0 1 0 1 1 1 1
Salesforce.com 0,9 1 0 1 1 0,8 1 0,9 1 1 0 0
SAP 0,5 1 1 1 1 0 1 1 1 1 0 1
Zoho CRM 0,1 0,2 1 0,7 0 0,5 1 0 1 1 1 1
OpenCRX 0,5 1 0 1 0,3 1 1 0 1 1 1 0
SugarCRM 0,8 0 1 1 0,5 1 1 0 1 1 1 1
Tryton 0 0 0 0,6 0 0 0,4 0 0 0,3 0,9 0
Vtiger CRM 0 0 1 1 1 0 1 0 1 1 1 1
Table 9 – Market research results for the SFS category
Source: Author

UF (User Friendliness):

CRM System UF1 UF2 UF3

Aplicor 0 0 0
Microsoft Dynamics CRM 0,5 1 1
Netsuite 0 0 0,5
Oracle On Demand 0,5 1 0,5
RightNow 0 0,7 1
SageCRM 0 0 1
Salesforce.com 0,5 1 1
SAP 0 1 1
Zoho CRM 0,5 0,7 0,5
OpenCRX 0 0,7 1
SugarCRM 0,5 1 1
Tryton 0 0,7 1
Vtiger CRM 1 0,35 1
Table 10 – Market research results for the UF category
Source: Author

5.4 IMPORTANCE OF FACTORS DETERMINED

I determined the importance, and which factors to include in my analysis, by sending
out a questionnaire to Realsec’s personnel. I structured the questionnaire primarily

51
based on the six categories defined during the interview progress. I created the
questionnaire by combining these categories and the knowledge of what factors the
solution providers usually provide about a CRM solution. The questionnaire determined
the importance of factors which I later used in combination with the score to judge the
different CRM solutions.

The questionnaire was created in Google Docs to facilitate the distribution. There were
employees who did not work in the Madrid office. I collected all the email addresses
and sent out the questionnaire on a Monday. I let the questionnaire stay open until
Friday afternoon. All of the participants answered within the time period. The results of
the questionnaire can be seen in Appendix D - Questionnaire results.

The questionnaire in itself cannot discover the grade of importance for the factors. I had
to use statistical calculations to determine the importance. The statistical operations are
separated into three classes, because there were different types of questions in the
questionnaire. The classes have the following usages:

Class A. Used for questions with a grade scale

Class B. Used for paired comparative 10-grade scale
Class C. Used for questions which has descriptive choices, the option or options
with above 40% were considered

Below are the three formulas.

∑ =0  
ak: A value of an answer
Class A:  = 100 ×  

Ix: Importance value for a class X
k: The index in for example sums
∑ =0  

− 5
Class B:  = 100 ×  l: The maximum points that can be given to that
5 question, e.g. 5 or 10
n: The number of answers to the question
Class C: Ic = Majority option(s)

The results are presented in the tables below which are ordered by category. The full
calculations can be viewed in Appendix E – Calculations I.

52
CF (Customer Focus):

Factor Class Importance

Customer portal A 87.7%
Customer support A 88.5%
Table 11 – Importance for the category CF
Source: Author

II (Incremental Implementation):

Factor Class Importance

Cheap startup A 83.1%
Customizable A 86.2%
Several editions A 70.8%
Try-out available A 72.3%
Table 12 – Importance for the category II
Source: Author

In (Integration):

As the integration part is about which applications and software that should be
integrated with the CRM there were some software that was not desired to be integrated.
I will not include them further as there is nobody that desires their inclusion, they are
the following:

x LotusLive
x Lotus Notes
x Symbian

Factor Class Importance

Android A 37.1%
Blackberry A 60.0%
Google apps A 50.0%
iPhone A 40.0%

53
Microsoft Office A 68.3%
Microsoft Outlook A 80.0%
Microsoft Exchange A 51.4%
Palm A 25.0%
Skype A 57.5%
Social media A 42.5%
Web service A 50.0%
Windows mobile A 40.0%
Table 13 – Importance for the category In
Source: Author

O (Other):

Factor Class Importance

Alerts A 88.5%
Product oriented B -27,7%
Risk management C Choice 1* with 54%
User hierarchy C Choice 2** with 46%
and
Choice 3*** with 54%
Table 14 – Importance for the category O
Source: Author
*
“El sistema CRM debería mantener los riesgos relacionados con ciertas oportunidades de negocio”
which means “The CRM system should manage risks related to certain business opportunities”.

**
“El sistema CRM debería estar personalizado y tener acceso sólo a las funciones que necesito” which
means “The CRM system should be customized and provide access to only the functions that I need”.

***
“Funciones deberían estar definido por categorías, p. ej. el departamento de ventas tiene acceso sólo a
las funciones de ventas” which means “Functions should be defined by categories, e.g. the sales
department only have access to sales functionality”.

SFS (Sale Functions Support):

Factor Class Importance

Communication services A&C 83.8% with the method:

54
 Choice 1* (54% majority)
Competitors tracking A 84.6%
Cross selling A 79.2%
Customer management A 90.8%
Customer organization A 89.2%
hierarchy
Documents storage A&C 92.3% with the method:
Choice 1** (92% majority)
Opportunity management A 82.3%
Partner management A 80.8%
Sales forecast A 66.9%
Sales management A 74.6%
Shared calendar A 90.8%
Up selling A 79.2%
Table 15 – Importance for the category SFS
Source: Author
*
“Dentro del sistema CRM” which means “Inside the CRM system”.

**
“Uso MS word y guardo los ficheros en mi ordenador, si necesito compartir un fichero yo lo adjunto en
un correo” which means “I use MS Word and save my files in my computer, if I need to share a file I
attach it in an e-mail”.

UF (User Friendliness):

Factor Class Importance

Business cards - -
Education available A 70.8%
Online help A 61.5%
Table 16 – Importance for the category UF
Source: Author

55
 6 ANALYSIS
The results presented in chapter 5 needed to be merged during the analysis. I decided to
continue to work with the categories defined in 5.2, during the calculations. I began by
calculating a score for each category, using the factors defined for that category. Once
every CRM system had a score for every category, the scores needed to be combined.
The final score was a single mark that could represent the CRM system’s
appropriateness for Realsec.

6.1 FORMULAS
The formulas used for the calculations are the following:

Sc: Score for a category c



 = ( ×  ) nSc: Normalized score for category c

=0
Smaxc: Maximum possible score for category c

 St : Total score for a CRM system

 =
 x: Total number of factors in a category
y: Total number of categories
∑=0  ( )
 = Ii: Importance for the factor i in category c

vi: Value for a factor i in category c

Explanations of the variables in the formulas can be viewed in the box to the right. The
calculations were performed in three phases. The three phases were performed with the
help of the formulas above in the order: Sc, nSc, St.

6.2 CALCULATION OF SCORES

The calculations for the categories CF, II and SFS were straight forward. The scores,
with the importance factor included, went up to a maximum of 1.762, 3.124 and 9.945
respectively.

In the In category, I excluded the three factors that were not picked by anyone in the
questionnaire, i.e. there were no interest. I eliminated them through setting the
importance level to 0, which means the score was multiplied by 0 resulting in a zero
score. The maximum score of In went up to of 6.018.

56
The calculation of the O category was different than the others. The difference came
from some special factors that were determined in a different manner through the
questionnaire. The “product oriented” factor became negative which is unique by itself.
I realized afterwards that I should have measured the grade of client orientation instead
of product orientation in order to avoid negative numbers. The “user hierarchy” factor
did not have any question to measure its importance. However, it had a question to
determine what way to measure it, and I gave it a neutral importance value of 0.75
(compared to the importance level of the other factors). Finally, the “risk management”
factor became totally excluded as none of the CRM solutions provided any information
that might be compared to the functionality requested by the answer from the
questionnaire. The maximum score for the O category went up to 1.358.

The final category, UF, only had one special factor which is the “business cards” factor.
The “business cards” factor was not measured in the questionnaire. As it were regarded
as add-on functionality and nothing critical, I gave it the importance 0.5. The total score
of UF went up to 1.823.

The scores (Sc) of the categories are presented in Table 17.

CRM System SCF SII SIn SO SSFS SUF

Aplicor 0,885 1,742 3,747 1,162 6,938 0,000
Microsoft Dynamics CRM 0,620 1,640 2,497 1,470 7,760 1,573
Netsuite 1,762 0,526 2,450 0,375 6,884 0,308
Oracle On Demand 0,620 1,189 2,239 0,443 6,299 1,266
RightNow 0,885 0,542 1,725 0,375 4,173 1,111
SageCRM 1,497 1,240 2,739 1,260 5,638 0,615
Salesforce.com 1,585 2,779 4,929 1,912 7,104 1,573
SAP 1,497 0,362 0,000 0,720 7,695 1,323
Zoho CRM 1,497 2,770 2,483 1,912 6,080 1,053
OpenCRX 0,620 1,139 1,785 1,912 6,510 1,111
SugarCRM 1,497 1,680 4,997 1,912 7,677 1,573
Tryton 0,000 1,139 0,000 -0,277 1,915 1,111
Vtiger CRM 1,231 1,742 3,354 1,912 6,530 1,363
Table 17 – Category score Sc for all CRM solutions
Source: Author

With the values presented in Table 17 I had to continue with the normalization of the
values. I used the nSc formula, presented in 6.1, to normalize the values. I converted the

57
normalized values into percentage for improved presentation. The values can be viewed
in Table 18.

CRM System nSCF nSII nSIn nSO nSSFS nSUF

Aplicor 50,23% 55,76% 62,26% 60,77% 69,76% 0,00%
Microsoft Dynamics CRM 35,16% 52,50% 41,49% 76,86% 78,03% 86,29%
Netsuite 100,00% 16,82% 40,71% 19,61% 69,22% 16,87%
Oracle On Demand 35,16% 38,07% 37,21% 23,14% 63,34% 69,42%
RightNow 50,23% 17,36% 28,66% 19,61% 41,96% 60,92%
SageCRM 84,93% 39,70% 45,51% 65,90% 56,69% 33,74%
Salesforce.com 89,95% 88,96% 81,90% 100,00% 71,43% 86,29%
SAP 84,93% 11,57% 0,00% 37,63% 77,38% 72,57%
Zoho CRM 84,93% 88,67% 41,26% 100,00% 61,14% 57,77%
OpenCRX 35,16% 36,44% 29,66% 100,00% 65,46% 60,92%
SugarCRM 84,93% 53,79% 83,03% 100,00% 77,20% 86,29%
Tryton 0,00% 36,44% 0,00% 0,00%* 19,26% 60,92%
Vtiger CRM 69,86% 55,76% 55,73% 100,00% 65,66% 74,76%
Table 18 – Category score normalized (nSc) in percentage for all CRM solutions
Source: Author
*
The score was negative but in converting to percentage I do not allow negative values.

See Appendix F – Calculations II for the full calculations of the values that is shown in
Table 17 and Table 18.

The final calculation, is to determine the total score (St) of each CRM system. The
results can be seen in Table 19 and the calculations can be found in Appendix G –
Calculations III.

CRM System St %
Aplicor 49,80%
Microsoft Dynamics CRM 61,72%
Netsuite 43,87%
Oracle On Demand 44,39%
RightNow 36,46%
SageCRM 54,41%
Salesforce.com 86,42%
SAP 47,35%
Zoho CRM 72,29%
OpenCRX 54,61%
SugarCRM 80,87%
Tryton 19,44%
Vtiger CRM 70,30%
Table 19 – The results from the final calculation
Source: Author

58
 6.3 TOP 5 PERFORMERS
In this topic I present the top performers to provide an easy overview of the results and
metrics. I compare them according to their category scores and price. The top five CRM
systems can be seen in Table 20.

CRM System St %
Salesforce.com 86,42%
SugarCRM 80,87%
Zoho CRM 72,29%
Vtiger CRM 70,30%
Microsoft Dynamics CRM 61,72%
Table 20 – The top five performers according to St
Source: Author

The total score (St) consist of the normalized scores (nSc) for the 6 categories. Even
though the total score reflects all the categories, it is interesting for Realsec to
investigate in which areas the different CRM systems have their weaknesses and
strengths. The score results for the categories can be viewed in Figure 18.

Figure 18 – The category scores for the five best performing CRM systems
Source: Author

The price is an important factor to consider in the decision process. I include a price
summary of the five top performing CRM systems to facilitate the process for Realsec.
However, the price estimations are sometimes hard to determine due to lack of

59
information or difficulties to find the relevant information. Approximate price
estimation can be seen in Figure 19.

Figure 19 – The approximate prices for the best performing CRM systems
Source: Author, price information taken from the vendors’ official web page

I retrieved the prices by taking the price that would be charged to retrieve the features
that the CRM system received score for. But it should be noted that it is just an
approximation and further fees or changes might occur. The prices were retrieved from
each CRM systems web page during the date 2011-04-19. To convert the price from
USD to EUR I used the exchange rate of the day 2011-04-19 (0.701311452).

60
 7 DISCUSSION
The results are quite evenly distributed among commercial and OS alternatives.
However, the commercial versions must be bought from the OS providers in order to
compete with the features of the commercial versions. The free OS alternatives do not
deliver sufficient features to compete with their commercial competitors. The
commercial versions from the OS providers, on the other hand, appear to position
themselves with lower price in comparison to the commercial providers.

It is surprising that some of the big players in the CRM industry scored low, for
example Oracle and SAP. A possible explanation for this can be the lack of information
about the products these organizations provides in their respective web pages. These
vendors seem to operate in a more close collaboration with their clients, almost as
consultants. Therefore, the results are somewhat biased because these vendors did not
get the chance to present their products in the way they prefer.

The score of Microsoft’s solutions was unexpected. As Realsec are an organization that
has a strong base in Microsoft products, I imagined it would be reflected in the score of
their product. If we look at the category scores it is evident that Microsoft are strong in
the SFS and UF categories but loses ground in the others, especially CF. This indicates
that Microsoft’s solution is more of a tool for the organization than an integrated system
focused on the customer.

The spread in the results are eminent and have clusters in the 40%-50% and 70%-80%
areas. These clusters indicate that the CRM products focus on some type of target
audience. I can speculate that the focus is likely to be the size of the company even
though I have not included that type of research in the scope.

Although the results differed, the biggest difference can be seen in the price
comparison. The high price of Salesforce.com can be explained by the fact that they
have separated sales and service features into two products. To get the features that
Salesforce.com received score for, a company has to buy both products. Even though,
the difference is enormous. If we exclude Salesforce.com and compare the others, we
see a difference up to a ratio of 6, approximately.

The difference in price indicates two things in my opinion:

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 x The sector is young and have not yet been fully established
x The definition of the concept CRM varies and it is unclear what should be
included in a CRM product

7.1 LIMITS
The scope of this study does not include generalization or support for a direct transfer of
the results to another context. The research is specific to Realsec’s environment and this
unique case.

The market study was limited due to time and/or resource constraints. The market
research has only included information that exists on the providers’ respective web
page. Any difference between the features advertised on the internet and the reality will
have affected the result.

Another factor that can have limited the research is the world view and possible
perceptions that have been affected by it. It would be interesting to see if research
performed from another perspective would gain the same result.

Lastly, there are some limitations to the structure of my interception of the results. The
six categories used are not differentiated, for example the SFS category might be more
important than the II category. The factors do not have an individual importance but
only an importance within their category. This is because the final score are calculated
by the category scores, not any individual factors.

7.2 FURTHER RESEARCH

There are many possible research areas in the world of CRM. I would like to emphasis
some areas that I have noticed during this thesis.

The first thing I noticed during my literature review was the absence of a wide spread
definition of CRM. There is a great need for a definition that can be accepted
throughout the community. The different opinions and definitions split the community,
complicate and sometimes diminish the impact of research. Also the different parts of
CRM has a wide meaning, it is a big difference in how solution providers interpret the
definitions of the categories used in the community, for example SFA. A clear
definition of CRM and its elements would greatly facilitate the evolution of CRM.

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Another weakness, from my point of view, is that there are few models to facilitate the
decision process of a CRM system. It would be interesting with a model to evaluate a
CRM system. Furthermore, it would be interesting with a model for how to map the
organizations needs to clearly defined CRM characteristics. In other words, what I did
in this thesis but in a more generic fashion.

As my work has been implemented into one single organization it cannot be generalized
to a wider population. A generalization of the needs of SMEs (small and medium
enterprises) in this context could be interesting not only for the sector, but also for the
solution providers. Usually, the focus of CRM is within big organizations.

CRM is an interesting subject that is still in a time of change and I would recommend
anyone interesting in organization improvement and change to choose this as their topic
of research.

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 8 CONCLUSION
The purpose of this study has been to investigate and propose a CRM system to fit the
organization Realsec. The proposal is based on a study of the market, a literature review
and research at Realsec using qualitative interviews and a questionnaire. The analysis
shows that the Salesforce.com solution should be chosen with 86.42% in total score.

The study used a methodology which dictates an approach with three perspectives to
develop the bases for proposing a CRM system. In my analysis and results, I define
categories to define CRM by mapping organizational needs to CRM system
characteristics. However, I only perform this mapping for the organization Realsec. The
CRM community and other firms in the industry seeking for a CRM solution might
regard this study as case-specific. However, future studies can use the approach used in
this paper to abstract and refine a model of choosing a CRM system.

The results and the proposed CRM system should serve as a suggestion to Realsec.
Realsec should perform a final analysis to determine the CRM system with the results
as basis. There are more factors to take into account than what was included in my
study. I give price as example, as it is the most obvious one.

Organizations are always striving to find the perfect fit between their organization and
their IT systems. However, that is not the only factor that should be considered. The
success of an IT system is often reflected by its adaption and use in the organization
itself. With that said, it is clear that the organization has to take responsibility if they
want their IT initiatives to receive maximum benefits.

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 9 TERMS & ABBREVIATIONS
Term or Abbreviation Description
BTH (Blekinge Tekniska Högskola/Blekinge Institute of
Technology) is the university at which this thesis was
performed.
CEO (Chief Executive Officer) is the highest person managing the
company, in Spain titled Director General.
CF (Customer Focus) is a category to group factors in this thesis.
CRM Customer Relationship Management
CSO (Customer Service Officer) is a position in an organization
that involves activities related with customer service.
EBITDA Earnings before interest, taxes, depreciation, and
amortization
ERM Employee Relationship Management
ERP (Enterprise Resource Planning) is systems that integrate
information across the entire organization.
HSM (Hardware Security Module) is a device built for managing
keys and performing cryptographic operations.
II (Incremental Implementation) is a category to group factors
in this thesis.
In (Integration) is a category to group factors in this thesis.
IS (Information System) is IT and processes to set in place to
support company operations.
IT (Information Technology) is “anything that renders data,
information or perceived knowledge in any visual format
whatsoever, via any multimedia distribution mechanism”1.
O (Other) is a category to group factors in this thesis.
OS (Open Source) is software that has its program code released
under an open source license.
PCI (Peripheral Component Interconnect) is a slot for connecting
hardware devices in a computer.

1
Retrieved from http://en.wikipedia.org/wiki/Information_technology 2011-05-04

65
PKI (Public Key Infrastructure) is a framework that is built to
manage the lifecycle of digital certificates.
PRM Partner Relationship Management
ROI (Return On Investment) is a rate to measure the profit or loss
of an investment.
RSA (Rivest, Shamir and Adleman) is an algorithm for public key
cryptography.
SFA Sales Force Automation
SFS (Sale Functions Support) is a category to group factors in this
thesis.
SCRM Social Customer Relationship Management
SRM Supplier Relationship Management
UF (User Friendliness) is a category to group factors in this
thesis.
Table 21 – Terms and abbreviations and their explanation

66
 10 REFERENCES
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"Understanding and Evaluating Qualitative Research." Journal of Marriage and Family,
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Baltzan, Paige, and Amy Phillips. Business Driven Information Systems. 2nd Edition.
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Battor, Moustafa, and Mohamed Battor. "The impact of customer relationship

management capability on innovation and performance advantages: testing a mediated
model." Journal of Marketing Management, 2010: 842-857.

Bligh, Philip, and Douglas Turk. CRM Unplugged : Releasing CRM's Strategic Value.
Hoboken: John Wiley & Sons, Inc., 2004.

Brace, Ian. Questionnaire Design : How to Plan, Structure and Write Survey Material
for Effective Market Research. 2nd Edition. Kogan Page Ltd, 2008.

Burke Johnson, R., and Anthony J. Onwuegbuzie. "Mixed Methods Research: A

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Chalmeta, Ricardo. "Methodology for customer relationship management." The Journal

of Systems and Software, 2006: 1015-1024.

Creswell, John W. Research Design: Qualitative, Quantitative, and Mixed Methods

Approaches. 3rd edition. Thousand Oaks: Sage Publications Inc, 2008.

Dawson, Catherine. Practical Research Methods: A User-Friendly Guide to Mastering

Research Techniques and Projects. How To Books Ltd, 2002.

Ernst, Holger, Wayne D. Hoyer, Manfred Krafft, and Katrin Krieger. "Customer
relationship management and company performance - the mediating role of new product
performance." Journal of the Academy of Marketing Science, 2011: 290-306.

Faase, Robbert, Remko Helms, and Marco Spruit. "Web 2.0 in the CRM domain:
defining social CRM." International Journal of Electronic Customer Relationship
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Kumar, V, and Werner Reinartz. Customer Relationship Management: A Databased

Approach. 1st edition. Hoboken, New Jersey: John Wiley And Sons Ltd, 2006.

Mendoza, Luis E., Alejandro Marius, Maria Pérez, and Anna C. Grimán. "Critical
success factors for a customer relationship management strategy." Information and
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Messner, Wolfgang. "Customer relationship management technology - A commodity or

distinguishing factor." Business Information Review, December 2005: 253-262.

Nevin, John R. "Relationship Marketing and Distribution Channels: Exploring

Fundamental Issues." Journal of the Academy of Marketing Science, 1995: 327-334.

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Payne, Adrian, and Pennie Frow. "A Strategic Framework for Customer Relationship
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Ramaseshan, B., David Bejou, Subhash C. Jain, Charlotte Mason, and Joseph Pancras.
"Issues and Perspectives in Global Customer Relationship Management." Journal of
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Reinartz, Werner, Manfred Krafft, and Wayne D. Hoyer. "The Customer Relationship
Management Process: Its Measurement and Impact on Performance." Journal of
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Rigby, Darrell K., and Dianne Ledingham. "CRM Done Right." Harward Business
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Rogers, Beth, Merlin Stone, and Bryan Foss. "Integrating the value of salespeople and
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 11 APPENDIX A – INTERVIEW QUESTIONS
1. How often do Realsec communicate with a typical customer?
2. In what way do you work with Realsec’s customers?
3. Where are you physically usually when in contact with a customer?
4. What customer information is vital for your work?
5. During customer contact, do you normally have all the information you need?
6. Are there existing information system(s) to store customer information?
7. Can a colleague take over a client contact without your presence?
8. Do you think all Realsec’s customers are profitable?
9. Have Realsec terminated a customer for economical reasons?
10. What is the main purpose of a CRM system according to you?
11. How do you think you will interact with the CRM system?
12. What functionality should the CRM provide?
13. What information system(s) do you use?
14. Are there any information systems you cannot work without?
15. What drawbacks of CRM would make you not use it?
16. Would you attend a course for understanding the CRM system?

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 12 APPENDIX B – QUESTIONNAIRE
El objetivo de esta encuesta es identificar los factores importantes para un sistema
CRM. Tus respuestas son totalmente anónimas y no pueden identificarte. Intenta
contestar de la mejor manera.

Un saludo,
Michael

El uso de aplicaciones

Esta sección es sobre las aplicaciones que utilizas en tu trabajo. En la primera pregunta,
deberías marcar las aplicaciones que estás utilizando y quieres integrar con el sistema
CRM. Después, deberías valorar la importancia de las aplicaciones que has elegido.

Que aplicaciones quieres integrar con el sistema CRM?

MS Office (p. ej. Word y Excel)

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MS Outlook

MS Exchange

Lotus Notes

Windows Mobile

Blackberry

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Palm

Web servicio interfaz (Para hacer integraciones especiales)

iPhone

Los redes sociales (p. ej. LinkedIn, Facebook)

Symbian

73
Google Apps (p. ej. Gmail, Google Calendar)

Android

LotusLive

Skype

Otro

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Preguntas sobre ventas

En esta sección hay preguntas sobre las funcionalidades de ventas. Intenta dar tu
opinión aunque quizás no estás participando en los procesos de ventas.

Cuánto de importante es que el sistema CRM maneja todo la información de los

clientes?

Cuánto de importante es que el sistema CRM provee un calendario compartido?

Qué método de comunicación con clientes prefieres?

Cuánto de importante es que el sistema CRM provee herramientas de

comunicación, p. ej. correo electrónico?

Cómo sueles manejar los documentos?

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Cuánto de importante es que el sistema CRM mantiene información actualizada de
los clientes potenciales (oportunidades)?

Cuánto de importante es que el sistema CRM provee gestión de la competencia?

Cuánto de importante es que el sistema CRM provee un portal para socios?

Crees que las funciones para up-sell y cross-sell son importantes?

Te gustaría tener una vista de la estructura de organización de los clientes?

Crees que un sistema CRM debería gestionar el proceso de ventas?

Crees que el sistema CRM debería proveer pronósticos de ventas?

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Como eliges un producto
Esta sección relata que factores valoras cuando eliges un producto.

Cuánto de importante es lo siguiente cuando tienes en cuenta un producto?

Hábitos de aplicaciones
Esta sección es sobre cómo usas tus aplicaciones.

Cómo se ajustan a tus preferencias, las siguientes afirmaciones?

77
Sobre el cliente
Cuánto de importante es que el sistema CRM es involucrado en el proceso de
soporte de los clientes?

Cuánto de importante es que el sistema CRM provee un portal de servicios para

los clientes?

Otras preguntas
Qué orientación debería tener el sistema CRM según tu opinión?
Izquierda es más relacionada con clientes y derecha es más relacionada con productos

Qué opción se ajusta más a tu opinión?

Cuánto de importante es que el sistema CRM provee una herramienta para alertas

Qué opción se ajusta más a tu opinión?

Qué opción se ajusta más a tu opinión sobre la gestión de riesgos en un sistema

CRM?

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Cuánto de importante es que el sistema CRM provee la funcionalidad de guardar
documentos?

79
 13 APPENDIX C – INTERVIEW TRANSCRIPTS
Interviewee function: Operation Manager

Duration: 39 min 32 sec

1. How often do Realsec communicate with a typical customer?

I would say that for the first 3 months after the acquisition the communication is quite
fluent and it is very likely that you talk to them two or three times per week. Once the
product is installed and in production then the communication decreases. I would say
typically, depending on the product, we would talk to them once every three months.

- This depends of course on the customer and the product?

Yes, it depends on how qualified they are and how easily they accept all the knowledge
about the product. It also depends on how independent they are and how laze they are
regarding the documentation. It also differs between products, for example Cryptosec
Banking requires a lot of interaction the first month but once installed it only requires
assistance if a serious problem occurs. H3P, on the other hand, requires assistance every
time they want to change the production batch. This includes adding a new attribute,
which would mean that we have to create a new profile for them. So, in those cases,
even though it is in production, they will call quite often, maybe every 2 or 3 weeks.

2. In what way do you work with Realsec’s customers?

I’m mostly in sales, so I’m not usually involved in post-sales activities. My interaction
with the customer usually ends when the purchase order arrives. I might become
involved in the actual implementation itself, but usually only if there is a real problem.
From that point on, if no new requirements arrive, most interactions will be with the
support and the technical team.

3. Where are you physically usually when in contact with a customer?

Usually I’m abroad. Most of the time, I have to answer any requests with the Blackberry
or organize a conference call at the hotel where I would be staying.

- So it’s not very easy to get hold of you?

It’s easy to contact me if it’s by email. If it is voice contact, things become more
complicated because of the difference of time zone. For example, they might call you at
80
10AM but it is 3AM for you, this creates some problems. Normally I will put the phone
on silence, otherwise I would never sleep at night. When the customer realizes they
cannot reach me through voice call they will send me an email.

4. What customer information is vital for your work?

In my case, most of the time they will be prospects, which means they are not a real
customer yet. Usually when I’m in contact with an end-user, a partner is involved in the
communication process.

My main problem is to have accurate and updated information on all the contacts. Every
time I return from a trip I have a lot of new business cards and I’m not always able to
update so I can have them on my Blackberry, so I can remotely have access to the
information.

In most cases, the problems relate to lack of contact information to individuals

responsible, such as phone numbers, addresses and so on. For example, sometimes
when I receive an email with the address but I don’t record it at that time for some
reason it gets quite complicated for me to reach that information. Because once the
email is received here, it gets deleted from the server. I would love to have an online
remotely accessible repository with all this information that I could access from
anywhere in the world.

5. During customer contact, do you normally have all the information you need?

Most cases, yes. I try to prepare for every trip. Sometimes I can rely on the resources
and infrastructure of the partner or in those countries where we have a person working
for us. In those cases I get more relaxes as the responsibility will be on that person in
regards to the contact information and such.

In those cases, I only bring some USB pins with presentations and some information
more precisely related to the cases being discussed. Usually, I use general purpose
presentations.

6. Are there existing information system(s) to store customer information?

Yes, we do have different databases that are normally managed by Laura. But I don’t
know how accurate and how updated they are. What I normally do when I return from a
trip is that I give her all the business cards so that she can introduce that information to

81
the customer database. We are able to differentiate whether it is a partner, end-user,
prospect or customer.

- Do you know which system she is using?

I’m not sure, normally I ask her for the information. But I would say, probably it is an
excel database.

7. Can a colleague take over a client contact without your presence?

Probably not. I would need to spend some time with that person so he/she can transfer
all the information in order for me to take care of that client. Usually the information is
not recorded anywhere, but in some cases we issue a summary document after a
meeting with a specific customer. The summary documents the purpose of the visit,
which actions to do afterwards, but that is only in the best cases. Usually all the
information exists in the head of the sales representative.

8. Do you think all Realsec’s customers are profitable?

Not all of them, but I would say most of them. There are especially two cases: when you
have developed a brand new product and need the references for that product or
penetrating a new country.

In these two specific cases it takes more to gain the customer, we need to make an
effort, for example with special discounts. In the first case, when the product is new, we
will be using the customers as beta testers, this would mean that they would detect a lot
of errors that we could not detect in house, that will need a lot of technical effort. In
those cases, the project is not profitable. But of course, both of these two cases have
other purposes.

- Do you have for example customers that only bought one HSM but call a lot
require a lot of support and time?

We had a lot of these cases in the beginning, because when you are new in the market
you have to provide a much better service. In some cases there was hard to define the
border between a technical problem and a consultancy service for free, it wasn’t very
clear. As we have been progressing, we are trying to limit the number of hours that we
assign to every project that is not directly related to a problem.

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With that said, I would say that when we sell only the HSM, not always we receive the
profit we expect because of the efforts the technical department have to spend. What we
now try to offer is a number of consultancy hours the customer can buy with the HSM,
if they don’t, I have the excuse to say “I’m sorry, but I cannot give for free what you
choose not to contract. If you have a problem, come to me you are very welcome, but if
it is a consultancy service, you have to contract some hours.”

9. Have Realsec terminated a customer for economical reasons?

No. One of the differentiation for us is the service provide. We try to keep all of our
clients happy in that sense, even though sometimes it might feel like it is not worth it.

10. What is the main purpose of a CRM system according to you?

I think, first of all, having a common accessible information repository for the whole
company. I know that a lot of the people here use different solutions for storing the
information.

It would also be very interesting to have the possibility to look at sales processes and
sales forecasts from a sales management point of view. We have weekly meetings
where we analyze the progress of the sales activities by analyzing the summary reports.
It would be good if the people involved could have access to those documents before
the meeting in order to prepare themselves. This would mean some type of reporting
tool for the sales reps.

11. How do you think you will interact with the CRM system?

For me it would mostly be a consulting tool that I can access and read and see how
things are progressing. I think someone else would perform the data entry for me. I
could give that person the customer information and summary report which that person
could introduce into the CRM system.

A good thing would be to be able to show alerts when there are some pending actions
from the sales or technical point of view and send it to the person in charge. For
example, if the alert is not fixed it would be reported to the management the second
time.

12. So, what functionalities should the CRM provide?

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Besides the features we discussed earlier. I think it would be good that if we could
extend the CRM to the technical team, for example with the customer support. CRM not
only refers to sales but all customer relations, which include the technical and
administration departments.

We should try to find a way to link the information and make everyone aware of the
importance of using it. There can be an advantage to have only one person in the
technical department who is responsible for mapping information into the CRM system.
From the sales point of view it’s going to be harder, especially older people who are
used to use some system.

In short I think it should provide: a central repository of information and a way of

tracking sales and technical customer interactions. We want to ensure every customer
receive response in a timely manner and for the management to have a global vision of
how each of the departments are working in the interactions with the customers.

Moreover, we have been thinking about if it is possible to establish a hierarchy of users.

We want to give access to our partners in order for them to share certain information.

13. What information system(s) do you use?

We basically use outlook for appointments.

- Is there any exchange server or is it local?

I think there is an exchange server but most of them are using it locally. That is the first
thing we should change, to make everything centralized. We normally use MS Word for
the summary reports. I also indirect use the database that Laura manages.

- How do you track documents?

That is normally managed by Laura. She’s normally managing and keeping the latest
documentation in matters of marketing and sales. The technical department have their
own tool (SVN). Administration has a different way of storing information and
documentation. This CRM should make these departments talk to each other.

It would be too much of a job to move everything that the administration has in their
current system, but they can still use that as long as there is some communication with
the other departments, information that is crucial. For example, the technical team

84
should be able to know when receiving a customer call if that customer is under a
contract.

Administration should also be aware of how the sales are progressing because they are
taking care of inventory and stock. They need to know the forecast so they can order
parts.

14. Are there any information systems you cannot work without?

My Blackberry is obviously something I cannot live without, everything is there:

contacts, mail, and calendar.

15. What drawbacks of CRM would make you not use it?

If the input process is too complicated, it would probably stop it from being used. We
have to make it easy and be concise with data input. We need to determine the basic
information we need and not force everybody to enter all type of information that is not
relevant.

It has to be a quick process and not ask for redundant information. The system should
be quick to work with in order to get access to information when needed. Of course, due
to how we conduct business, it is very important to be able to access it remotely.

16. Would you attend a course for understanding the CRM system?

Preferably it should be friendly enough. If it requires some technical training, it

shouldn’t be longer than 1 or 2 hours.

Interviewee function: R&D

Duration: 26 min 16 sec

1. How often do Realsec communicate with a typical customer?

We use to communicate every time there is a problem with one of our products.
Sometimes when we have developed a special issue, we can keep in touch and offer this
new development and if the product is under guarantee maybe we can supply this new
issue for free.

- So how often is that from your point of view?

85
Once per week.

- Is that for a typical customer?

Yes. For example, the customers I use to talk to, they use to call me once per week.

2. In what way do you work with Realsec’s customers?

I’m the cryptographic bank area manager, so I have to pay attention to the bulletins that
VISA and Mastercard release, I have to read those documents, and they are called
bulletins. I have to check if there is something we have to develop or update with our
products. I have to stay up to date in this area and I have to develop in all of the
products in the banking area.

This is one of the things I have to do, the other thing is support. I have developed the
banking products and therefore I know these products the best, so therefore all the
support calls about these products are forwarded to me.

3. Where are you physically usually when in contact with a customer?

I’m here, always.

4. What customer information is vital for your work?

If there is a new customer we have to know which platform they want to use our
product with.

In order to get every customer updated we have all the version number of the HSM and
firmware, but only when we install the HSM. Sometimes I send an update to customers
and I’m not sure if they install the update or not.

Sometimes I call because I want to have an updated database and ask for the version of
the HSM and the firmware, but most of the times I’m busy with other things. The
version of the HSM and the firmware is one of the things we need to know.

If it’s a new customer we need to know the OS and how the clients are going to
communicate with the HSM, if they are going to communicate with TCP/IP or
standalone and or whichever way.

5. During customer contact, do you normally have all the information you need?

86
Yes, most of the time when they call me I have to enter in the same time in the intranet
in order to find out if the customer is under guarantee or not. I have to check this in
order to know if I should give them support or not.

6. Are there existing information system(s) to store customer information?

Yes, we have an excel file with all the information. One month ago, Héctor has done a
forum where we can see all the customers, how many HSMs they have, all this
information are taken from the Excel file and shown in the screen.

- The excel file, is it the same that Laura has?

I’m not sure, but I think it’s not. It’s the same as the one Bélen use to fill.

7. Can a colleague take over a client contact without your presence?

Yes, all the information is in my PC. I try to finish all the issues I’m involved in so that
nobody has to do my work if I’m going to vacations or similar.

8. Do you think all Realsec’s customers are profitable?

Nowadays, all are profitable. But if you would have asked me five or seven years ago, I
wouldn’t have answered the same. At that time we had to enter in the banking world
and we had to lose some money in order to enter in that closed world. Now we earn
money with all the customers we get.

9. Have Realsec terminated a customer for economical reasons?

No.

10. What is the main purpose of a CRM system according to you?

I think the main purpose is to have all the information in one site, in one place. All the
information in one click. You don’t have to go to a certain PC, certain folder, or another
place, with a CRM you can take all this information in a concentrated place.

11. How do you think you will interact with the CRM system?

I think I will interact in all ways. For a new customer I have to add information and later
update the information when we find out things. I also have to know information about
different customers. I think I have to do all the things the CRM can provide.

12. So, what functionalities should the CRM provide?

87
I think, like the other question, it should keep all the information in one place. The most
important thing is to know that all the information is right there. You don’t have to
worry that somebody is on vacation or similar issues.

13. What information system(s) do you use?

Excel. Recently I also use the forum. Trac. SVN.

- Do you know if there is an exchange server?

No. This would be a great thing that we should do. Right now, if I want to see my email
from home I can enter in a web-mail but then the email disappear from the server as we
are using POP.

14. Are there any information systems you cannot work without?

No.

- So you feel that, you can more or less, change all of your information systems?

Yes.

15. What drawbacks of CRM would make you not use it?

No I can’t think of any.

- Are you sure? For example, long loading times or similar?

Well, the problem is that I have never used a CRM system. I know the context, how a
CRM should work but I never worked with a CRM, but I expect a CRM system is going
to be fast enough for our purposes.

16. Would you attend a course for understanding the CRM system?

Yes.

- For how long time, maximum?

I don’t know, to know how it works. Hmm, maybe 2 days or 1 to 2 days.

- Would you expect it to be easy enough not to have to be educated?

Yes, I think so. I think a CRM system should be as easy as possible to use.

88
Interviewee function: Sales

Duration: 30 min 9 sec

1. How often do Realsec communicate with a typical customer?

To answer that I must do a categorization of the customers. If we speak about an already

existing customer, we probably have contact with them weekly. Because, usually we
give them support services and this is a dynamical communication process.

If we talk about prospect, or potential customers, it depends a lot on the case. We are
now looking for new opportunities. Every time we speak to them depends on the
customer and the timing.

2. In what way do you work with Realsec’s customers?

I’m working in all the moments of the process. I detect the opportunity, the pre-sales
activities. I close the agreements, contracts. Also I continue having contact with the
customers after sales, because I need to get information from them and up-sell more
opportunities.

3. Where are you physically usually when in contact with a customer?

It depends. My profile is mobile. Usually I can speak with them in the office, in the
streets, in Colombia. My work profile is that of a sales rep. which is defined with
mobility. The idea of a sales rep is to be out in the street. So I need to use mobile, e-mail
etc.

4. What customer information is vital for your work?

For me it is important, when I go to visit the customer, to know the structure of the
customer. I need to be in contact with high-level and medium-level contacts. The
budger is important, if they have money. The project plans of the year. With all this
information I define a strategy how to approach them. First I can maybe find a necessity
in the market, which often equals opportunities, and construct a strategy in order to
attack this customer segment.

5. During customer contact, do you normally have all the information you need?

89
For me it is very important to have good initial information in order to establish contact
with a customer. Usually I get most of my information in meetings with customers. I
have databases, marketing studies, internet, I research this before I go to the customer.
But the reality is that you get most of the information in the first meeting.

6. Are there existing information system(s) to store customer information?

At the moment in the company, there are one regarding billing/accounting. We have not
a centralized information system, we have a file stored in a server.

7. Can a colleague take over a client contact without your presence?

In all the projects I’m working with, I’m not alone. The idea is that the potential case
that I fall ill or something else it is possible to continue the process.

8. Do you think all Realsec’s customers are profitable?

Yes yes, we have a good money return because in the end we manufacture our own
products, we don’t resell products. If you are reselling products you only work with a
margin, it is hard to move within that margin.

9. Have Realsec terminated a customer for economical reasons?

We always say that Realsec do not have skeletons in the closet.

Sometimes we have customers with high financial risk which we choose not to enter. In
some countries there is more risk to make business and sometimes it’s not worth the
risk.

10. What is the main purpose of a CRM system according to you?

Consolidate all of the company the information about customers, sales. It should
automate the sales process. It is meant for cases like when somebody gets ill, the system
should provide this information in order to continue the process.

11. How do you think you will interact with the CRM system?

At the moment I think that I will collaborate in all the necessary sales issues regarding
the application, e.g. customer information, forecast.

12. So, what functionalities should the CRM provide?

90
We need mobility, it is important. In order to get information at any time in any place,
like if I’, at the customer or in the street. I have some experience with other CRM
systems like Sibel and Salesforce, the most important thing is the integration. In all the
companies I have worked, the problem is the same; they integrate with administration
but forget the sales force.

13. What information system(s) do you use?

I use Outlook, iPhone, all kind of social media like LinkedIn, internet, MS Office
(Word, Excel, OneNote, etc.).

One thing that I think we need is to integrate with an Exchange server. I have my
agenda now offline so I have to sync with my local computer every time.

14. Are there any information systems you cannot work without?

I cannot work without the mobile. It’s not only a phone, it is also my agenda, contacts,
mail, etc.

Some times when I’m abroad and don’t have data connectivity on the mobile things get
very difficult.

15. What drawbacks of CRM would make you not use it?

Mobility and integration with the current platform. If you install a CRM and do not
think about integration people might not use it but not like it. The more you integrate
the more it is going to be used.

16. Would you attend a course for understanding the CRM system?

Of course. This must be mandatory.

- Yes, but do you think that it necessary?

Yes, if they tell us to go we must go. I think it is necessary that they provide training for
the different work functions of the company like economy, sales, etc.

91
 14 APPENDIX D - QUESTIONNAIRE RESULTS
El uso de aplicaciones

Que aplicaciones quieres integrar con el sistema CRM?

MS Office (p. ej. Word y Excel)

MS Outlook

MS Exchange

92
Lotus Notes

Windows Mobile

Blackberry

Palm

Web servicio interfaz (Para hacer integraciones especiales)

93
iPhone

Los redes sociales (p. ej. LinkedIn, Facebook)

Symbian

Google Apps (p. ej. Gmail, Google Calendar)

Android

94
LotusLive

Skype

Otro

Preguntas sobre ventas

Cuánto de importante es que el sistema CRM maneja todo la información de los

clientes?

Cuánto de importante es que el sistema CRM provee un calendario compartido?

95
Qué método de comunicación con clientes prefieres?

Cuánto de importante es que el sistema CRM provee herramientas de

comunicación, p. ej. correo electrónico?

Cómo sueles manejar los documentos?

Cuánto de importante es que el sistema CRM mantiene información actualizada de

los clientes potenciales (oportunidades)?

Cuánto de importante es que el sistema CRM provee gestión de la competencia?

96
Cuánto de importante es que el sistema CRM provee un portal para socios?

Crees que las funciones para up-sell y cross-sell son importantes?

Te gustaría tener una vista de la estructura de organización de los clientes?

Crees que un sistema CRM debería gestionar el proceso de ventas?

Crees que el sistema CRM debería proveer pronósticos de ventas?

97
Como eliges un producto
Cuánto de importante es lo siguiente cuando tienes en cuenta un producto?

Hábitos de aplicaciones
Cómo se ajustan a tus preferencias, las siguientes afirmaciones?

98
Sobre el cliente
Cuánto de importante es que el sistema CRM es involucrado en el proceso de
soporte de los clientes?

Cuánto de importante es que el sistema CRM provee un portal de servicios para

los clientes?

99
Otras preguntas
Qué orientación debería tener el sistema CRM según tu opinión?

Qué opción se ajusta más a tu opinión?

Cuánto de importante es que el sistema CRM provee una herramienta para alertas

Qué opción se ajusta más a tu opinión?

Qué opción se ajusta más a tu opinión sobre la gestión de riesgos en un sistema

CRM?

100
Cuánto de importante es que el sistema CRM provee la funcionalidad de guardar
documentos?

101
 15 APPENDIX E – CALCULATIONS I
CF1: 100 × (9 + 10 + 9 + 10 + 7 + 10 + 9 + 10 + 6 + 10 + 10 + 10 + 4) ÷
(13 × 10) = 100 × 114 ÷ 130 = 87.692307 … ≈ 87.7%

CF2: 100 × (8 + 10 + 9 + 10 + 8 + 10 + 8 + 10 + 9 + 10 + 9 + 10 + 4) ÷
(13 × 10) = 100 × 115 ÷ 130 = 88.461538 … ≈ 88.5%

II1: 100 × (2 + 5 + 5 + 5 + 4 + 4 + 5 + 5 + 4 + 3 + 4 + 4 + 4) ÷ (13 × 5) =

100 × 54 ÷ 65 = 83.076923 … ≈ 83.1%

II2: 100 × (5 + 5 + 5 + 5 + 3 + 5 + 4 + 5 + 4 + 5 + 5 + 2 + 3) ÷ (13 × 5) =

100 × 56 ÷ 65 = 86.153846 … ≈ 86.2%

II3: 100 × (4 + 5 + 5 + 5 + 3 + 5 + 3 + 1 + 4 + 3 + 4 + 1 + 3) ÷ (13 × 5) =

100 × 46 ÷ 65 = 70.769230 … ≈ 70.8%

II4: 100 × (3 + 5 + 5 + 5 + 4 + 3 + 4 + 5 + 2 + 4 + 4 + 1 + 2) ÷ (13 × 5) =

100 × 47 ÷ 65 = 72.307692 … ≈ 72.3%

In1:
100 × (1 + 1 + 1 + 2 + 2 + 3 + 3) ÷ (7 × 5) = 100 × 13 ÷ 35 = 37.142857 … ≈
37.1%

In2: 100 × (1 + 3 + 3 + 3 + 3 + 4 + 4) ÷ (7 × 5) = 100 × 21 ÷ 35 = 60.0%

In3: 100 × (1 + 1 + 3 + 3 + 3 + 4) ÷ (6 × 5) = 100 × 15 ÷ 30 = 50.0%

In4: 100 × (1 + 1 + 1 + 1 + 3 + 3 + 4) ÷ (7 × 5) = 100 × 14 ÷ 35 = 40.0%

In5: Excluded, see 5.4.

In6: Excluded, see 5.4.

In7: 100 × (2 + 2 + 2 + 3 + 3 + 3 + 4 + 4 + 4 + 4 + 5 + 5) ÷ (12 × 5) = 100 ×

41 ÷ 60 = 68.333333 … ≈ 68.3%

In8: 100 × (3 + 3 + 3 + 4 + 4 + 4 + 4 + 4 + 4 + 5 + 5 + 5) ÷ (12 × 5) = 100 ×

48 ÷ 60 = 80.0%

102
In9:
100 × (1 + 1 + 2 + 3 + 3 + 4 + 4) ÷ (7 × 5) = 100 × 18 ÷ 35 = 51.428571 … ≈
51.4%

In10: 100 × (1 + 1 + 1 + 2) ÷ (4 × 5) = 100 × 5 ÷ 20 = 25.0%

In11: 100 × (1 + 2 + 2 + 3 + 3 + 4 + 4 + 4) ÷ (8 × 5) = 100 × 23 ÷ 40 = 57.5%

In12: 100 × (1 + 2 + 2 + 2 + 2 + 2 + 3 + 3) ÷ (8 × 5) = 100 × 17 ÷ 40 = 42.5%

In13: Excluded, see 5.4.

In14: 100 × (1 + 2 + 3 + 3 + 3 + 3) ÷ (6 × 5) = 100 × 15 ÷ 30 = 50.0%

In15: 100 × (1 + 1 + 1 + 2 + 2 + 3 + 4) ÷ (7 × 5) = 100 × 14 ÷ 35 = 40.0%

O1: 100 × (4 + 10 + 10 + 10 + 9 + 10 + 8 + 10 + 7 + 10 + 9 + 10 + 8) ÷
(13 × 10) = 100 × 115 ÷ 130 = 88.461538 … ≈ 88.5%

O2: 100 ×
(2 + 1 + 6 + 7 + 4 + 3 + 3 + 5 + 3 + 3 + 5 + 4 + 1) ÷ 13 − 5 ÷

5 = 100 × (47 ÷ 13) − 5 ÷ 5 = 100 × (−1.384615 … ) ÷ 5 = −27.692307 … ≈

−27.7%

O3: Percentages used, see results in Appendix D - Questionnaire results.

O4: Percentages used, see results in Appendix D - Questionnaire results.

SFS1: 100 × (10 + 5 + 10 + 10 + 8 + 10 + 8 + 2 + 8 + 10 + 9 + 10 + 9) ÷

(13 × 10) = 100 × 109 ÷ 130 = 83.846153 … ≈ 83.8%

SFS2: 100 × (7 + 10 + 10 + 10 + 8 + 10 + 8 + 9 + 7 + 8 + 9 + 10 + 4) ÷
(13 × 10) = 100 × 110 ÷ 130 = 84.615384 … ≈ 84.6%

SFS3: 100 × (7 + 10 + 4 + 10 + 8 + 9 + 8 + 9 + 8 + 8 + 8 + 8 + 6) ÷
(13 × 10) = 100 × 103 ÷ 130 = 79.230769 … ≈ 79.2%

SFS4: 100 × (10 + 10 + 10 + 10 + 7 + 10 + 9 + 8 + 8 + 10 + 8 + 10 + 8) ÷

(13 × 10) = 100 × 118 ÷ 130 = 90.769230 … ≈ 90.8%

SFS5: 100 × (9 + 8 + 10 + 10 + 9 + 10 + 9 + 9 + 9 + 7 + 9 + 10 + 7) ÷
(13 × 10) = 100 × 116 ÷ 130 = 89.230769 … ≈ 89.2%
103
SFS6: 100 × (8 + 10 + 10 + 10 + 8 + 10 + 9 + 10 + 8 + 10 + 10 + 8 + 9) ÷
(13 × 10) = 100 × 120 ÷ 130 = 92.307692 … ≈ 92.3%

SFS7: 100 × (8 + 10 + 10 + 10 + 7 + 10 + 8 + 8 + 8 + 5 + 9 + 10 + 4) ÷
(13 × 10) = 100 × 107 ÷ 130 = 82.307692 … ≈ 82.3%

SFS8: 100 × (7 + 10 + 10 + 10 + 8 + 10 + 9 + 6 + 5 + 10 + 8 + 8 + 4) ÷
(13 × 10) = 100 × 105 ÷ 130 = 80.769230 … ≈ 80.8%

SFS9: 100 × (8 + 10 + 5 + 10 + 7 + 10 + 9 + 1 + 6 + 6 + 5 + 9 + 1) ÷
(13 × 10) = 100 × 87 ÷ 130 = 66.923076 … ≈ 66.9%

SFS10: 100 × (6 + 5 + 8 + 10 + 7 + 10 + 9 + 10 + 9 + 6 + 7 + 9 + 1) ÷
(13 × 10) = 100 × 97 ÷ 130 = 74.615384 … ≈ 74.6%

SFS11: 100 × (8 + 10 + 10 + 10 + 7 + 10 + 9 + 10 + 7 + 10 + 9 + 10 + 8) ÷
(13 × 10) = 100 × 118 ÷ 130 = 90.769230 … ≈ 90.8%

SFS12: 100 × (7 + 10 + 4 + 10 + 8 + 9 + 8 + 9 + 8 + 8 + 8 + 8 + 6) ÷
(13 × 10) = 100 × 103 ÷ 130 = 79.230769 … ≈ 79.2%

UF1: Not part of questionnaire

UF2: 100 × (4 + 5 + 5 + 4 + 4 + 5 + 2 + 2 + 3 + 2 + 5 + 3 + 2) ÷ (13 × 5) =

100 × 46 ÷ 65 = 70.769230 … ≈ 70.8%

UF3: 100 × (3 + 4 + 5 + 3 + 4 + 4 + 3 + 2 + 3 + 2 + 4 + 2 + 1) ÷ (13 × 5) =

100 × 40 ÷ 65 = 61.538461 … ≈ 61.5%

104
 16 APPENDIX F – CALCULATIONS II
Aplicor

 = ( ×  ) = 1 × 0.885 + 0 × 0.877 = 0.885

=0

 0.885
 = = = 0.502
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0.7 × 0.862 + 0.5 × 0.831 = 1.742

=0

 1.742
 = = = 0.558
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 1 × 0.514 + 1 × 0 + 1 × 0.4 + 1 × 0.6 + 1

× 0.25 + 1 × 0.5 + 0 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 3.747

 3.747
 = = = 0.623
 6.018

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 0 × 0.75 + 0.5 × 0 = 1.162

=0

 1.162
 = = = 0.608
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 0.5 × 0.908 + 0 × 0.838 + 0.5 × 0.923 + 1 × 0.823

+ 1 × 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0.5 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.938

105
  6.938
 = = = 0.698
 9.945

 = ( ×  ) = 0 × 0.615 + 0 × 0.708 + 0 × 0.5 = 0

=0

 0
 = = =0
 1.823

Microsoft Dynamics CRM

 = ( ×  ) = 0.7 × 0.885 + 0 × 0.877 = 0.620

=0

 0.620
 = = = 0.352
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0.1 × 0.862 + 1 × 0.831 = 1.640

=0

 1.640
 = = = 0.525
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 1 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 1 × 0.5 + 0 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 2.497

 2.497
 = = = 0.415
 6.018

 = ( ×  ) = (−1) × (−0.277) + 0.5 × 0.885 + 1 × 0.75 + 0 × 0 = 1.470

=0

 1.470
 = = = 0.769
 1.912

106
 = ∑12
=0( ×  ) = 1 × 0.908 + 0.5 × 0.908 + 1 × 0.838 + 0 × 0.923 + 1 ×

0.823 + 1 × 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 1 × 0.892 + 1 × 0.746 +

1 × 0.669 =7.760

 7.760
 = = = 0.780
 9.945

 = ( ×  ) = 1 × 0.615 + 1 × 0.708 + 0.5 × 0.5 = 1.573

=0

 1.573
 = = = 0.863
 1.823

Netsuite

 = ∑2=0( ×  ) = 1 × 0.885 + 1 × 0.877 =1.762

 1.762
 = = = 1.0
 1.762

 = ( ×  ) = 0.25 × 0.723 + 0 × 0.708 + 0.4 × 0.862 + 0 × 0.831 = 0.526

=0

 0.526
 = = = 0.168
 3.124

15

 = ( ×  )
=0

= 0 × 0.683 + 1 × 0.8 + 0 × 0.514 + 0 × 0 + 1 × 0.4 + 1 × 0.6 + 1

× 0.25 + 0 × 0.5 + 1 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 2.450

 2.450
 = = = 0.407
 6.018

 = ( ×  ) = 0 × (−0.277) + 0 × 0.885 + 0.5 × 0.75 + 0 × 0 = 0.375

=0

 0.375
 = = = 0.196
 1.912

107
 12

 = ( ×  )
=0

= 1 × 0.908 + 0 × 0.908 + 0 × 0.838 + 1 × 0.923 + 1 × 0.823 + 0.5

× 0.846 + 1 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.884

 6.884
 = = = 0.692
 9.945

 = ( ×  ) = 0.5 × 0.615 + 0 × 0.708 + 0 × 0.5 = 0.308

=0

 0.308
 = = = 0.169
 1.823

Oracle On Demand

 = ∑2=0( ×  ) = 0.7 × 0.885 + 0 × 0.877 =0.620

 0.620
 = = = 0.352
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0.3 × 0.862 + 0.25 × 0.831 = 1.189

=0

 1.189
 = = = 0.381
 3.124

15

 = ( ×  )
=0

= 0 × 0.683 + 1 × 0.8 + 1 × 0.514 + 1 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 1 × 0.5 + 0 × 0.4 + 1 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 2.239

 2.239
 = = = 0.372
 6.018

 = ( ×  ) = 0 × (−0.277) + 0.5 × 0.885 + 0 × 0.75 + 0 × 0 = 0.443

=0

108
  0.443
 = = = 0.231
 1.912

12

 = ( ×  )
=0

= 0.8 × 0.908 + 0.3 × 0.908 + 0.8 × 0.838 + 0 × 0.923 + 1 × 0.823

+ 0 × 0.846 + 1 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.299

 6.299
 = = = 0.633
 9.945

 = ( ×  ) = 0.5 × 0.615 + 1 × 0.708 + 0.5 × 0.5 = 1.266

=0

 1.266
 = = = 0.694
 1.823

RightNow

 = ( ×  ) = 1 × 0.885 + 0 × 0.877 = 0.885

=0

 0.885
 = = = 0.502
 1.762

 = ( ×  ) = 0.75 × 0.723 + 0 × 0.708 + 0 × 0.862 + 0 × 0.831 = 0.542

=0

 0.542
 = = = 0.174
 3.124

15

 = ( ×  )
=0

= 0 × 0.683 + 1 × 0.8 + 0 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 1 × 0.5 + 0 × 0.4 + 1 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 1.725

109
  1.725
 = = = 0.287
 6.018

 = ( ×  ) = 0 × (−0.277) + 0 × 0.885 + 0.5 × 0.75 + 0 × 0 = 0.375

=0

 0.375
 = = = 0.196
 1.912

12

 = ( ×  )
=0

= 0.2 × 0.908 + 0 × 0.908 + 1 × 0.838 + 0 × 0.923 + 1 × 0.823 + 0

× 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0 × 0.892 + 1
× 0.746 + 0 × 0.669 = 4.173

 4.173
 = = = 0.420
 9.945

 = ( ×  ) = 1 × 0.615 + 0.7 × 0.708 + 0 × 0.5 = 1.111

=0

 1.111
 = = = 0.609
 1.823

SageCRM

 = ( ×  ) = 0.7 × 0.885 + 1 × 0.877 = 1.497

=0

 1.497
 = = = 0.849
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0.6 × 0.862 + 0 × 0.831 = 1.240

=0

 1.240
 = = = 0.397
 3.124

110
 15

 = ( ×  )
=0

= 0 × 0.683 + 1 × 0.8 + 1 × 0.514 + 0 × 0 + 0 × 0.4 + 1 × 0.6 + 0

× 0.25 + 0 × 0.5 + 1 × 0.4 + 1 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 2.739

 2.739
 = = = 0.455
 6.018

 = ( ×  ) = 0 × (−0.277) + 1 × 0.885 + 0.5 × 0.75 + 0 × 0 = 1.260

=0

 1.260
 = = = 0.659
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 1 × 0.908 + 0 × 0.838 + 0 × 0.923 + 1 × 0.823 + 0

× 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0 × 0.892 + 1
× 0.746 + 1 × 0.669 = 5.638

 5.638
 = = = 0.567
 9.945

 = ( ×  ) = 1 × 0.615 + 0 × 0.708 + 0 × 0.5 = 0.615

=0

 0.615
 = = = 0.337
 1.823

Salesforce.com

 = ( ×  ) = 0.8 × 0.885 + 1 × 0.877 = 1.585

=0

 1.585
 = = = 0.900
 1.762

111
 4

 = ( ×  ) = 1 × 0.723 + 1 × 0.708 + 0.6 × 0.862 + 1 × 0.831 = 2.779

=0

 2.779
 = = = 0.890
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 0 × 0.514 + 1 × 0 + 1 × 0.4 + 1 × 0.6 + 1

× 0.25 + 1 × 0.5 + 1 × 0.4 + 1 × 0.425 + 1 × 0 + 1 × 0.5 + 1
× 0.371 + 0 × 0 + 0 × 0.575 = 4.929

 4.929
 = = = 0.819
 6.018

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 1 × 0.75 + 0 × 0 = 1.912

=0

 1.912
 = = = 1.000
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 0 × 0.908 + 0.9 × 0.838 + 0.8 × 0.923 + 1 × 0.823

+ 1 × 0.846 + 0.9 × 0.808 + 0 × 0.792 + 0 × 0.792 + 1 × 0.892 + 1
× 0.746 + 1 × 0.669 = 7.104

 7.104
 = = = 0.714
 9.945

 = ( ×  ) = 1 × 0.615 + 1 × 0.708 + 0.5 × 0.5 = 1.573

=0

 1.573
 = = = 0.863
 1.823

SAP

112
 2

 = ( ×  ) = 0.7 × 0.885 + 1 × 0.877 = 1.497

=0

 1.497
 = = = 0.849
 1.762

 = ( ×  ) = 0.5 × 0.723 + 0 × 0.708 + 0 × 0.862 + 0 × 0.831 = 0.362

=0

 0.362
 = = = 0.116
 3.124

15

 = ( ×  )
=0

= 0 × 0.683 + 0 × 0.8 + 0 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 0 × 0.5 + 0 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 0.000

 0.000
 = = = 0.000
 6.018

 = ( ×  ) = (−1) × (−0.277) + 0.5 × 0.885 + 0 × 0.75 + 0 × 0 = 0.720

=0

 0.720
 = = = 0.376
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 0 × 0.908 + 0.5 × 0.838 + 0 × 0.923 + 1 × 0.823 + 1

× 0.846 + 1 × 0.808 + 1 × 0.792 + 1 × 0.792 + 1 × 0.892 + 1
× 0.746 + 1 × 0.669 = 7.695

 7.695
 = = = 0.774
 9.945

 = ( ×  ) = 1 × 0.615 + 1 × 0.708 + 0 × 0.5 = 1.323

=0

113
  1.323
 = = = 0.726
 1.823

Zoho CRM

 = ( ×  ) = 0.7 × 0.885 + 1 × 0.877 = 1.497

=0

 1.497
 = = = 0.849
 1.762

 = ( ×  ) = 1 × 0.723 + 0.5 × 0.708 + 1 × 0.862 + 1 × 0.831 = 2.770

=0

 2.770
 = = = 0.887
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 0 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 1 × 0.5 + 0 × 0.4 + 0 × 0.425 + 0 × 0 + 1 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 2.483

 2.483
 = = = 0.413
 6.018

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 1 × 0.75 + 0 × 0 = 1.912

=0

 1.912
 = = = 1.000
 1.912

12

 = ( ×  )
=0

= 0.7 × 0.908 + 1 × 0.908 + 0.1 × 0.838 + 0.5 × 0.923 + 1 × 0.823

+ 0.2 × 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.080

114
  6.080
 = = = 0.611
 9.945

 = ( ×  ) = 0.5 × 0.615 + 0.7 × 0.708 + 0.5 × 0.5 = 1.053

=0

 1.053
 = = = 0.578
 1.823

OpenCRX

 = ( ×  ) = 0.7 × 0.885 + 0 × 0.877 = 0.620

=0

 0.620
 = = = 0.352
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0 × 0.862 + 0.5 × 0.831 = 1.139

=0

 1.139
 = = = 0.364
 3.124

15

 = ( ×  )
=0

= 0 × 0.683 + 0 × 0.8 + 1 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 1 × 0.5 + 1 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 1
× 0.371 + 0 × 0 + 0 × 0.575 = 1.785

 1.785
 = = = 0.297
 6.018

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 1 × 0.75 + 0 × 0 = 1.912

=0

 1.912
 = = = 1.000
 1.912

115
 12

 = ( ×  )
=0

= 1 × 0.908 + 1 × 0.908 + 0.5 × 0.838 + 1 × 0.923 + 1 × 0.823 + 1

× 0.846 + 0 × 0.808 + 0 × 0.792 + 0 × 0.792 + 0.3 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.510

 6.510
 = = = 0.655
 9.945

 = ( ×  ) = 1 × 0.615 + 0.7 × 0.708 + 0 × 0.5 = 1.111

=0

 1.111
 = = = 0.609
 1.823

SugarCRM

 = ( ×  ) = 0.7 × 0.885 + 1 × 0.877 = 1.497

=0

 1.497
 = = = 0.849
 1.762

 = ( ×  ) = 1 × 0.723 + 0.5 × 0.708 + 0.7 × 0.862 + 0 × 0.831 = 1.680

=0

 1.680
 = = = 0.538
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 1 × 0.514 + 1 × 0 + 0 × 0.4 + 1 × 0.6 + 0

× 0.25 + 1 × 0.5 + 1 × 0.4 + 1 × 0.425 + 0 × 0 + 1 × 0.5 + 0
× 0.371 + 1 × 0 + 1 × 0.575 = 4.997

 4.997
 = = = 0.830
 6.018

116
 4

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 1 × 0.75 + 0 × 0 = 1.912

=0

 1.912
 = = = 1.000
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 1 × 0.908 + 0.8 × 0.838 + 1 × 0.923 + 1 × 0.823 + 0

× 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 0.5 × 0.892 + 1
× 0.746 + 1 × 0.669 = 7.677

 7.677
 = = = 0.772
 9.945

 = ( ×  ) = 1 × 0.615 + 1 × 0.708 + 0.5 × 0.5 = 1.573

=0

 1.573
 = = = 0.863
 1.823

Tryton

 = ( ×  ) = 0 × 0.885 + 0 × 0.877 = 0.000

=0

 0.000
 = = = 0.000
 1.762

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0 × 0.862 + 0.5 × 0.831 = 1.139

=0

 1.139
 = = = 0.364
 3.124

117
 15

 = ( ×  )
=0

= 0 × 0.683 + 0 × 0.8 + 0 × 0.514 + 0 × 0 + 0 × 0.4 + 0 × 0.6 + 0

× 0.25 + 0 × 0.5 + 0 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 0
× 0.371 + 0 × 0 + 0 × 0.575 = 0.000

 0.000
 = = = 0.000
 6.018

 = ( ×  ) = 1 × (−0.277) + 0 × 0.885 + 0 × 0.75 + 0 × 0 = −0.277

=0

 −0.277
 = = = −0.145
 1.912

12

 = ( ×  )
=0

= 0.6 × 0.908 + 0.9 × 0.908 + 0 × 0.838 + 0 × 0.923 + 0.4 × 0.823

+ 0 × 0.846 + 0 × 0.808 + 0 × 0.792 + 0 × 0.792 + 0 × 0.892 + 0.3
× 0.746 + 0 × 0.669 = 1.915

 1.915
 = = = 0.193
 9.945

 = ( ×  ) = 1 × 0.615 + 0.7 × 0.708 + 0 × 0.5 = 1.111

=0

 1.111
 = = = 0.609
 1.823

Vtiger CRM

 = ( ×  ) = 0.4 × 0.885 + 1 × 0.877 = 1.231

=0

 1.231
 = = = 0.699
 1.762

118
 4

 = ( ×  ) = 1 × 0.723 + 0 × 0.708 + 0.7 × 0.862 + 0.5 × 0.831 = 1.742

=0

 1.742
 = = = 0.558
 3.124

15

 = ( ×  )
=0

= 1 × 0.683 + 1 × 0.8 + 0 × 0.514 + 0 × 0 + 0 × 0.4 + 1 × 0.6 + 0

× 0.25 + 1 × 0.5 + 1 × 0.4 + 0 × 0.425 + 0 × 0 + 0 × 0.5 + 1
× 0.371 + 0 × 0 + 0 × 0.575 = 3.354

 3.354
 = = = 0.557
 6.018

 = ( ×  ) = (−1) × (−0.277) + 1 × 0.885 + 1 × 0.75 + 0 × 0 = 1.912

=0

 1.912
 = = = 1.000
 1.912

12

 = ( ×  )
=0

= 1 × 0.908 + 1 × 0.908 + 0 × 0.838 + 0 × 0.923 + 1 × 0.823 + 0

× 0.846 + 0 × 0.808 + 1 × 0.792 + 1 × 0.792 + 1 × 0.892 + 1
× 0.746 + 1 × 0.669 = 6.530

 6.530
 = = = 0.657
 9.945

 = ( ×  ) = 1 × 0.615 + 0.35 × 0.708 + 1 × 0.5 = 1.363

=0

 1.363
 = = = 0.748
 1.823

119
 17 APPENDIX G – CALCULATIONS III
Aplicor

∑=0  ( ) ∑6=0  ( ) 0.502 + 0.558 + 0.623 + 0.608 + 0.698 + 0.000

 = = =
 6 6
2.988
= = 0.498
6

Microsoft Dynamics CRM

∑=0  ( ) ∑6=0  ( ) 0.352 + 0.525 + 0.415 + 0.769 + 0.780 + 0.863

 = = =
 6 6
3.703
= = 0.617
6

Netsuite

∑=0  ( ) ∑6=0  ( ) 1.000 + 0.168 + 0.407 + 0.196 + 0.692 + 0.169

 = = =
 6 6
2.632
= = 0.439
6

Oracle On Demand

∑=0  ( ) ∑6=0  ( ) 0.352 + 0.381 + 0.372 + 0.231 + 0.633 + 0.694

 = = =
 6 6
2.663
= = 0.444
6

RightNow

∑=0  ( ) ∑6=0  ( ) 0.502 + 0.174 + 0.287 + 0.196 + 0.420 + 0.609

 = = =
 6 6
2.187
= = 0.365
6

SageCRM

120
 ∑=0  ( ) ∑6=0  ( ) 0.849 + 0.397 + 0.455 + 0.659 + 0.567 + 0.337
 = = =
 6 6
3.265
= = 0.544
6

Salesforce.com

∑=0  ( ) ∑6=0  ( ) 0.900 + 0.890 + 0.819 + 1.000 + 0.714 + 0.863

 = = =
 6 6
5.185
= = 0.864
6

SAP

∑=0  ( ) ∑6=0  ( ) 0.849 + 0.116 + 0.000 + 0.376 + 0.774 + 0.726

 = = =
 6 6
2.841
= = 0.473
6

Zoho CRM

∑=0  ( ) ∑6=0  ( ) 0.849 + 0.887 + 0.413 + 1.000 + 0.611 + 0.578

 = = =
 6 6
4.338
= = 0.723
6

OpenCRX

∑=0  ( ) ∑6=0  ( ) 0.352 + 0.364 + 0.297 + 1.000 + 0.655 + 0.609

 = = =
 6 6
3.276
= = 0.546
6

SugarCRM

∑=0  ( ) ∑6=0  ( ) 0.849 + 0.538 + 0.830 + 1.000 + 0.772 + 0.863

 = = =
 6 6
4.852
= = 0.809
6

Tryton

121
 ∑=0  ( ) ∑6=0  ( )
 = =
 6
0.000 + 0.364 + 0.000 + 0.000(−0.145) + 0.193 + 0.609 1.166
= =
6 6
= 0.194

Vtiger CRM

∑=0  ( ) ∑6=0  ( ) 0.699 + 0.558 + 0.557 + 1.000 + 0.657 + 0.748

 = = =
 6 6
4.218
= = 0.703
6

122