CRM Maturity Assessment

Instructions

This diagnostic and assessment tool is to help measure an organization's level of CRM maturity and capabilities across a series of
business categories and best practices.
Ranking Scale

1. In the "Weighting" tab, set the weighting for each category based on relevancy and current business needs. 1 - Strongly Disagree

2. In the "Self Assessment" tab, rank your organization on a scale of 1-5 on your compliance with each best practice. using the drop-
2 - Disagree
down box in the Score column.

3. Check the "Results" tab to identify your current/goal state of CRM maturity in each business category and best practice. 3 - Moderately Agree

4. View the "Recommendations" tab for actionable advice on how to improve your company's CRM capabilities. 4 - Agree

5 - Strongly Agree
 CRM Maturity Assessment

Weighting Scale

Senior-Level Customer - Alignment with Customer Customer Knowledge Business CRM Campaign
Commitment Centricity Objectives Satisfaction Strategy Creation Intelligence Analytics Management

15% 15% 5% 5% 5% 5% 5% 5% 5%
 CRM Maturity Assessment

Description of Best Practices Score Notes/Comments

Senior-Level Commitment

Senior management understand CRM is a business philosophy and complex, long-term strategic initiative
and not a technology implementation. 5
Senior management has committed to providing adequate financial, human, and technical resources to
ensure the success of CRM across the enterprise. 4
Senior management is prepared to enhance current CRM enabling technology and infrastructure to ensure
that it is stable, reliable, and has been incorporated into disaster recovery plans. 3
Senior management have set a clear CRM vision, mandate, objectives, and roadmap with milestones and
delivery dates. 4
Senior management is dedicated to improving customer service and support across the enterprise. 4

Customer - Centricity

Customers are strongly focused on by all functional departments within our business. 4
Customer needs drive our business planning, decision-making and strategy. 3
Customer profiles have been developed, documented and distributed to sales, marketing, service and
product management functions. 3
Customers that deal with multiple staff and/or departments do not have to repeat information to each
department's staff members to have their issues resolved. 4
Service level agreements have been established with clear escalation protocols. 2
We have solid loyalty/reward/retention programs in place to increase customer retention rates. 3

Alignment with Objectives

There is a general trend in our industry to adopt and implement CRM as a business philosophy, discipline
and strategy. 5
CRM is a key strategic initiative that has been slated in our business strategic plan. 2
Achieving success through CRM will help to achieve future enterprise goals and objectives. 4
Senior management agrees that CRM is critical for meeting future business goals and objectives. 3
Each functional department has documented clear CRM goals, objectives and deliverables. 1
Senior management clearly understand CRM and how it can benefit the business. 3

Customer
Satisfaction
We have a continuous customer satisfaction survey program that monitors the health of our customer
attitudes and relationships. 1
We understand the concept of Net Promoter Score and have implemented NPS to monitor "moment-of-truth"
customer satisfaction. 1
We follow up on the results of our customer satisfaction surveys and implement feedback across the
business where appropriate. 2
We have a tiered customer support system and effectively escalate and resolve customer issues in a timely
manner. 2

Customer
Strategy

We have a clearly articulated strategy for how to acquire, grow, retain and value our customers. 4
We believe that all customers are not created equal and should be treated differently. 4
Customers are identified and targeted for differentiated treatment based on behavioral, attitudinal and
financial characteristics. 3
We make relationship investment decisions based on the customer's lifetime value. 1

Knowledge
Creation

The value of transforming data into actionable insights and knowledge is acknowledged and recognized
within our company. 5
Insights-based knowledge is applied regularly to drive strategy, improve tactics and to support business
decisions 5
Insight-driven action plans are tracked, monitored and evaluated for business impact. 5
We have the internal staff with the skills, competency and expertise to transform data into actionable insights
and knowledge. 4
Customer knowledge is shared with key departments and functions to attain a holistic view and
understanding of the customer across the business. 4

Business
Intelligence

We have an enterprise business intelligence strategy and framework that is continually maturing and
evolving. 3
Our enterprise business intelligence framework provides real/near-real time access to KPI's and information
that is reliable and consistent over time. 3
Our enterprise business intelligence strategy is supported by an integrated architectural framework that
enables data governance and an enabling technology platform that supports the transformation of data into
information.
4
Data quality and integrity is the foundation of our enterprise business intelligence strategy; data is governed
as to the source, accuracy, quality, and speed of availability. 2

CRM
Analytics

We view analytics as a competitive differentiator for our company in our industry. 4

Analytics enables us to better understand the past behavior of customers. 4
Analytics allows us to anticipate the future behavior of our customers. 3
We consistently leverage analytics to target the right customers, at the right time, with the right offer, through
the right channel. 4

Campaign
Management

We have a robust campaign management methodology and process within the Marketing department to
plan, execute, track, measure, report and analyze marketing campaigns. 3
We use marketing automation technology to efficiently manage our internal customer marketing campaign
workflow and processes. 4
Campaigns are continually tested and evaluated across a variety of dimensions including targeting, offer,
creative and channel to determine which contributes the best performance. 3
Results of all marketing campaigns are tracked, measured, reported and analyzed immediately following the
conclusion of every campaign. 4
Key learning's from campaign post analysis are reviewed and changes to marketing plans are implemented. 4

Performance
Management

Performance measurement was originally introduced, and is continually championed and promoted, by our
senior executive. 3
Performance measurement succeeds when our company's strategic and business performance measures
are in alignment with overall organizational goals. 3
Multi-directional and cross-functional communication consistently takes place within our organization which is
crucial for establishing and maintaining a successful performance measurement framework. 4
We have implemented a disciplined and rigorous performance measurement methodology and system that
consistently tracks, measures and reports business, customer and campaign KPI's. 4

Touch-Point
Integration

Touch points are important because customers form perceptions of our company and brand based on their
cumulative touch point experiences. 5
We consistently fulfill our brand value proposition across all touch-points to ensure an exceptional and
repeatable customer experience. 4
All "push" and "pull" customer interactions and touch points are mapped across our business. 4
The customer experience is mapped across all touch points as they move through their lifecycle (suspect,
prospect, customer, advocate). 3

Process
Maturity

We have defined and documented repeatable and measureable processes for Sales. 3
We have defined and documented repeatable and measureable processes for Marketing. 3
We have defined and documented repeatable and measureable processes for Customer Service Operations. 3
We have defined and documented repeatable and measureable processes for Product Management. 3
We have defined and documented repeatable and measureable processes for Billing Operations. 3
Clear metrics exist in each functional department to evaluate their performance & productivity. 3

Data
Management

Customer reference data (name/address/city/province/postal code/phone/email) across the enterprise is

synchronized, integrated and safely stored in a central data warehouse. 2
Customer activity data (transactional/behavioral/financial) across the enterprise is synchronized, integrated
and safely stored in a central data warehouse. 4
A unique customer identifier, i.e., customer account #, is used across all enterprise systems and databases. 3
IT/IS has taken responsibility for master data management stewardship across all
departments/systems/databases; each functional department has committed to keep data as clean as
possible and free from errors.
2
All key customer interaction groups have direct access to an intuitive graphical user interface and enabling
CRM system that contains a single view of our customer. 4

Training
& Support

We have allocated budget and resources to CRM enabling technology end-user training & support. 3
There is adequate time for all user groups to be trained well in advance of a planned CRM enabling
technology roll out. 3
There are experienced staff in place to provide CRM enabling technology training, support, and
administration. 2
Clearly defined job descriptions for CRM staff have been created and all essential positions are filled. 4
There is a clear knowledge transfer plan from the CRM implementation consultants to the front-line
managers who will be responsible for training post-implementation. 4
Our CRM enabling technology vendor/partner has a service level agreement for application support. 4

User
Adoption

Senior management has mandated that end users adopt and use the CRM enabling technology system. 3
User adoption reports are generated and distributed to senior management. 3
Post-training job aids and support tools are provided to all CRM enabling technology end users (FAQs, etc.) 2
On-going end user coaching and quality assurance processes are in place and are measurable. 4
 Average
CRM Success Drivers Weight Report Card
Scores
Senior-Level Commitment 4.0 15% Admin
& Security
Senior-Level Commitment
Customer - Centricity ###
Customer - Centricity 3.2 15% 5.0
User
Alignment with Objectives 3.0 5% Adoption
4.0
Alignment with Objectives
Customer 4.0
Satisfaction 1.5 5%
Customer 3.0
Strategy 3.0 5% Training
3.2
Customer
Knowledge & Support Satisfaction
Creation 4.6 5% 3.0 2.0 3.0
Business
Intelligence 3.0 5% 3.3
1.3 1.0
CRM
Analytics 3.8 5% 1.5
Campaign Data 3.0 Customer
Management 3.6 5% Management
3.0 0.0 Strategy
Performance
Management 3.5 5% 3.0
Touch-Point 4.6
Integration 4.0 5%
Process 3.0
Maturity 3.0 5% Process Knowledge
Data Maturity 4.0 Creation
Management 3.0 5% 3.5
3.8
Training 3.6
& Support 3.3 5%
User Touch-Point Business
Adoption 3.0 5% Integration Intelligence
Admin
& Security 1.3 5% Performance CRM
Management Analytics
Weighted Score (out of 100) 65 100% Campaign
Management
 CRM Maturity Assessm

DO NOT ENTER VALUES INTO THIS SPREADSHEET.

CRM Success Drivers Scores Recommendations

Senior-Level Commitment

Senior management understand CRM is a complex, long-term

initiative 5 Communicate with senior leaders that CRM is a business
philosophy not a software implementation project.

Senior management has committed to provide resources to ensure

success 4 To gain support, use our CRM Business Case tool to help senior
management understand the value of CRM.

CRM system is stable, reliable, and has been incorporated into DR

plans 3 If you are planning to implement an on-premise solution, consult
your CIO to determine IT requirements.

Senior management have set clear project milestones and delivery

dates 4 Use our Project Charter template to set clearly defined goals,
objectives, timelines, and success measures.

Senior management is dedicated to improving customer service &

support 4 Interview your senior stakeholders to confirm that customer
support & service is currently a top priority.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Customer - Centricity

Customers are strongly focused on by all enterprise departments 4 Promote customer-centricity by explaining to each department
how their function drives value for customers.

Customer needs drive business planning & decision-making 3 Ensure marketing has a seat at the board room table and
adequately represents customer needs & interests.

Customer Profiles have been distributed to sales & service staff 3 Use our Customer Profile tool to identify demographics,
psychographics, and behaviors of key segments.

Customers do not have to repeat information to multiple staff 4 Ensure that your CRM program mandates documentation of
customer issues to avoid frustrating customers.

Service level agreements have been established with escalation

protocols 2 Use our Service Level Agreement tool to document your support
and issue escalation protocols/timeframes.

We have solid loyalty/retention programs to increase retention rates 3 Develop loyalty programs that reward long term customers and
promote referrals.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Alignment with Objectives

There is a general trend in your industry to add or improve CRM

systems 5 Conduct competitive research & read analyst reports to determine
if CRM is prevalent in your industry.

CRM is an initiative that has been slated in your enterprise strategic

plan 2 Consult your strategic plan to determine if your organizational
objectives are related to CRM programs.

Achieving success with CRM will help to achieve future enterprise

goals 4 Brainstorm future use cases for CRM programs that can help you
achieve long-term objectives.

Senior management agrees that CRM is critical for meeting future

goals 3 Speak with senior leaders to determine which future initiatives
they have slated require CRM functionality.

Depts have documented clear goals & deliverables for a CRM

system 1 Interview department heads to identify and document clear goals
and expectations from your CRM program.

Senior management understand CRM and how it can benefit the

business 3 Provide whitepapers and case studies to senior executives to
ensure they understand the impact of CRM.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Customer
Satisfaction

We conduct a customer satisfaction survey at least one per year 1 Use our Customer Satisfaction Survey to gauge customer loyalty
and identify areas for improvement.
 We understand the Net Promoter Score & 'The Ultimate Question' 1 Research the "Net Promoter Score" concept and determine how
many of your clients would refer a friend.

We follow up on results of customer surveys and implement

feedback 2 Write a follow up report that highlights action items taken based
on customer satisfaction survey results.

We have a tiered support system & effectively resolve customer

issues 2 Set up a tiered customer support process and measure the
number/type of tickets that are escalated.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Customer
Strategy

Every company has a clearly articulated strategy 4 Review company business plans to determine if a customer
lifecycle management strategy exists

Not all customers are created equal and should be treated

differently 4 Analyze the customer base to identify which customers generate
the most revenue and profit

Customers are identified & targeted based on key common

characteristics 3 Assess the performance of customer marketing campaigns based
on current targeting criteria

Relationship investment decisions are based on the CLV 1 Review and assess the current customer information on which
decisions are based on richness of offer

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Knowledge
Creation
Transforming data into insights & knowledge is acknowledged &
recognized 5 Interview senior leaders to understand their needs where insight-
based decision making is concerned

Insights-based knowledge is applied regularly to drive strategy 5 Interview senior leaders to understand their needs where insight-
based decision making is concerned

Insight-driven action plans are tracked, monitored and evaluated 5 Develop and implement a formal process to track, monitor and
evaluate the impact of insight-driven action plans

We have the internal skill-based competency & expertise 4 Insights skills are rare; identify internal staff with the opportunity to
develop them or externally recruit

Customer knowledge is shared with key departments and functions 4 Insights skills are rare; identify internal staff with the opportunity to
develop them or externally recruit

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Business
Intelligence
Our business intelligence strategy that is continually maturing and
evolving 3 Interview senior management to determine if business intelligence
is a priority in the organization

Our BI framework provides real time access to reliable & consistent

info 3 Assess the current "speed to business" relative to easy access to
meaningful & reliable information across the org.

Our BI strategy is supported by an integrated architectural

framework 4 Review BI best practices relative to the current state within the
company

Data quality & integrity is the foundation of our BI strategy 2 Interview senior management about their need for accurate and
reliable information in a timely manner

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

CRM
Analytics

Analytics is viewed as a competitive differentiator in our industry 4 Read "Competing on Analytics" by Thomas H. Davenport

Analytics enables better understanding of the past behaviors of

customers 4 Research articles and white papers on "customer segmentation"

We deploy analytics to allow us to anticipate customers future

behaviors 3 Address the benefits of having the ability to predict or anticipate
future customer behavior

Analytics supports targeting customers, at the right time, offer, &

channel 4 Review the fundamental tenets of CRM and direct marketing

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.
 Campaign
Management
A robust campaign management methodology & process is
implemented 3 Assess current campaign management processes & capabilities
for activities, tasks, hand-offs and level of effort

Marketing automation technology is used to efficiently 4 Consider MA technology if current campaign workflow and
processes are time consuming and manually intensive

Campaigns are tested across a variety of dimensions 3 Consider adopting a test and learn methodology in order to
maximize response and optimize marketing spend

Results of all campaigns are tracked, measured and reported 4 Adopt a "what get's measured, gets managed" mentality

Key learning's from campaign post analysis are reviewed 4 Adopt a "what get's measured, gets managed" mentality

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Performance
Management
PM was originally introduced is continually championed by Sr.
Mgnmt. 3 Interview senior management to determine if performance
measurement is a priority in the organization

PM succeeds when strategic & business performance measures

are aligned 3 Review company's current strategic plan to determine if
performance measures are aligned with corporate goals

Multi-directional, cross-functional communication is critical for

Successful PM 4 Develop a communication process that closes the gap and
creates a learning environment across the company

Disciplined & rigorous PM methodology is implemented, measured,

tracked 4 Adopt a "what get's measured, gets managed" mentality

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Touch-Point
Integration

Touch points are important because of customers perceptions 5 Review customer experience/satisfaction studies to understand
the impact of touch point interaction across the org.

We consistently fulfill our brand value proposition across all touch-

points 4 Review customer experience/satisfaction studies to understand
the impact of touch point interaction across the org.

All "push" & "pull" customer touch points are mapped across the
enterprise 4 Perform an audit of all customer touch-points and map them
across the enterprise

The customer experience is mapped across all touch points 3 Perform an audit of all customer touch-points and map them
across the customer lifecycle

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Process
Maturity

Processes are documented for Sales 3 Define your sales process and identify where the CRM system will
automate workflows.

Processes are documented for Marketing 3 Define your marketing processes and identify where the CRM
system will automate workflows.

Processes are documented for Customer Service 3 Define your customer service processes and identify where the
CRM system will automate workflows.

Processes are documented for Order Management 3 Define your order taking process and identify where the CRM
system will automate workflows.

Processes are documented for Billing 3 Define your billing process and identify where the CRM system
will automate workflows.

Clear metrics exist in each dept to evaluate performance &

productivity 3 Define metrics for performance & productivity for each department
and create standard reports in CRM.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Data
Management
 Customer information is safely stored in a warehouse or online 2 Develop a disaster recovery plan for your CRM data by backing
up and hosting offsite or online.

Product information is safely stored in a warehouse or online 4 Consider building a data mart or data warehouse to store all
product related information.

We have one unique customer identifier used across all

departments 3 Standardize on a unique identifier for all departments to promote
easy information retrieval.

I/T has taken responsibility for data management across all

departments 2 Work with your IT department to create a data management policy
and ensure data stays accurate.

The Sales dept has direct access to an order-management

interface 4 Streamline your new order process by providing Sales with a
mobile order entry interface.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

Training
& Support
Budget and resources have been put aside for end-user training &
support 3 Determine the cost of training programs and the staff hours
required to set a clear budget for CRM training.

There is enough time for all groups to be trained well in advance 3 Consider taking a phased approach to training and rolling out the
CRM application.

There is staff in place to provide training, support, & system

administration 2 If you haven't already, dedicate a CRM power user or system
administrator who will "own" the system.

Job descriptions for Sales Support staff have been created &
positions filled 4 Use our Director, Sales Support and CRM Administrator job
descriptions to document responsibilities.

There is a clear knowledge transfer plan from consultants to

managers 4 If you are working with a consulting firm ensure that they have a
clear knowledge transfer methodology.

Our CRM system provides a clear service level agreement 4 Before committing to a purchase of a CRM application, ask to see
their service level agreement policy.

To gain support, use our CRM Business Case tool to help senior management understand the value of CRM.

User
Adoption
Senior management has mandated that end users adopt the
system 3 As user adoption is critical for the success of the application, have
senior leaders mandate usage.

User Adoption reports are generated and fed back to senior

management 3 Create a monthly report to demonstrate what percentage of users
are regularly using the system.

Post-training job aids and support tools are provided to all end
users 2 Develop cut-sheets and paper based training documents to
reinforce classroom training on the job.

Coaching and quality assurance processes are in place & are

measurable 4 Audit the data going into the CRM system and add data quality as
a metric in your QA program.