PivotalCRM - The essential guide

CRM: THE ESSENTIAL GUIDE
Five Principles for CRM Success

CRM: The Essential Guide | White Paper

INTRODUCTION

Without customers, a company cannot survive. So it’s no surprise that customers influence the way
companies in every industry conduct business. The challenge is how to effectively manage interactions to
best serve customers and prospects while staying aligned with evolving business goals, including growth
and profits. The customer-centric companies achieving the greatest success today use flexible customer
relationship management (CRM) solutions to manage the customer-facing processes of their business and
implement their customer-centric vision.

This guide provides insight to help you take a more customer-centric view of your business. It walks you
through how to weigh and consider your CRM options, answering questions such as:

• How can CRM address customer-facing processes unique to your industry?
• How can CRM work with your company’s specific business processes?
• What CRM capabilities are available that will help you keep pace with rapid changes in your business
and market?
• How can CRM deliver quantifiable business results?
• Are there CRM implementation approaches that mitigate the expense and risk for your business?
Companies need to take a strategic and informed approach to their customer relationships and CRM
selection. Over the years, some companies have spent large sums on CRM only to have it fail to deliver
the results they had hoped for. When CRM deployments do not meet expectations, it is often due to a
lack of clear business strategy or executive sponsorship, poor technology fit, inadequate planning, or a
combination of these factors. As explained in this paper, CRM is first and foremost a strategy, and CRM
technology enables and supports this unique business strategy—not the other way around. To avoid
common pitfalls, it’s important to be aware of this and other core CRM success principles discussed
in this guide.


With an ever-increasing number of factors to consider in CRM system selection, it can be
difficult to navigate technology options with confidence. One of the best ways to learn how
to achieve CRM success is to look at how other companies have made it work for them.
Our customers and prospects continually provide us with insight that we’ve used to refine
our CRM solutions to better fit their needs. With the complexity of CRM system evaluation in
mind, we’ve gathered a combination of our customers’ success stories, research, and our
own CRM insights (gathered across more than ,000 implementation experiences) to create
this guide to help companies like yours take a considered approach to CRM evaluation,
informed by real-world success.

This guide distills insights from customers, prospects, industry analysts, and the press
down to five key principles for CRM success. Use these five principles as a guide for
selecting the right solution and, ultimately, deploying CRM successfully. These principles
will help you develop a CRM strategy that is executable, measurable, and aligned with your
company’s strategic goals.

Among the companies profiled in this guide, one calls CRM the “glue” that holds their
business together. Another describes CRM as their “backbone.” One more states CRM
“has opened many doors.” For all of them, CRM is fundamental to their business success.

Featuring real-world CRM lessons from:

Allianz Dresdner Asset Management Savills
Beazer Homes Micro Focus International
Boca Developers North Shore Credit Union
Calamos Investments Regus Group plc.
Centex Homes Sage Products
Centra Software Sharp Electronics
ESRI Softrax Corporation
Farm Credit Services of America Syngenta
Flag Choice Hotels Limited Warehouse Stationery


PRINCIPLE 1: CRM Is Not a Software Purchase. It’s a Strategy.
No technology—no matter how sophisticated—can be successful without a strategy to
guide its implementation and use. Business strategy and technology must always work
hand in hand to bring a customer-centric plan to fruition.

CRM solutions can help you get to know your customers better, understand their needs,
and respond to those needs to create a valuable customer experience. But without a solid
CRM strategy based on clear goals and a particular vision of the customer experience,
technologies alone will fail to achieve a customer-centric outcome. As Gartner Research
advises, companies evaluating CRM options should “[k]eep in mind that CRM is—and will
continue to be—a business strategy that requires the proper alignment of people, business
processes and technology to create long-lasting, profitable relationships.” Consequently,
before your company even considers assembling lists of requirements or evaluating
available solutions, it should take the time and effort to clearly articulate its CRM strategy
and goals.

With this understood, how should you embark on defining your CRM strategy?

Companies looking to become customer-centric must develop CRM strategies that make
customers—more than products, processes, or even profits—the focal point of their
business. Start by looking at how your enterprise can build value through stronger customer
relationships and improved customer loyalty. Then define the full arc of the experience you
want your customers to have: an experience distinctive, consistent, and positive enough to
cement deeper relationships and enhanced loyalty. Above all, it is this experience—from
first encounter through post-sales service—that will determine whether your customers buy
more, stay longer, or recommend you to others.

In the words of Gartner Research, a customer-centric CRM strategy “aims to effectively
manage the customer life cycle from selection and acquisition through retention and cross-
sell.” It takes its direction from the company’s business goals and aligns those goals with
the company’s customer-facing channels and processes.

To develop a solid CRM strategy, you must understand the market, industry, and customer
drivers that influence the selection and use of your company’s products and services. You
should also understand your competitive environment and consider how your firm can
differentiate itself from competitors through the customer experience. You should carefully
consider the impact and requirements of your strategy across different geographies,
languages, markets, and channels.

Developing your CRM strategy is one of the most difficult building blocks of CRM
success, because it cannot merely be based on a simple set of rules or mirror another
company’s strategy. Your CRM strategy must be informed by your company’s goals,
customers, conditions, and environment—as such, it must be unique. If you asked ten of
our customers to describe their CRM strategies, you would likely get ten different answers,
which merely goes to prove that when done right, CRM helps create differentiation across
firms, not uniformity.

Though each CRM strategy is unique, there are often similarities in the kinds of goals
companies are looking to achieve. Gartner surveyed mid-sized businesses to learn about
their CRM goals and objectives. Not surprisingly, top CRM objectives among these firms
included a desire to obtain a 60-degree customer view and to automate and manage
sales-related processes. Other common goals include reducing cost of service, improving
collaboration and efficiencies, accelerating the sales cycle, managing leads more
effectively, and deriving greater insight into sources of value and opportunities for cross-
selling and up-selling within the customer base.

Robert P. Desisto, Tom Berg, Michael Maoz, Alexa Bona, Ben Pring, Christopher Ambrose, John Pescatore, Lydia Leong, Kimberly Collins,
Joanne M. Correia, “CRM on Demand: The Myth and Promise of No Software.” Gartner Research, G006707, March 006, p. .

Kimberly Collins, “How to Develop a CRM Strategy.” Gartner Research G004570, 6 February 007, p.

CRM: The Essential Guide | White Paper 4

Beyond just benefiting customers, a successful CRM strategy must be congruent with
an organization’s greater business goals. As Gartner Research notes, “CRM benefits
come from using customer insight to deliver relevant, value-added products and services
that benefit the organization making the investment as well as the customers affected.”
Companies need to define their business needs first to ensure their CRM investment aligns
with the people and processes that support their objectives.

Our most successful customers have been those that have taken this principle to heart and
taken a strategic approach to CRM. Their experiences show a close correlation between
CRM vision and business strategy.

CUSTOMER INSIGHT: Build your CRM vision by first defining a
valuable customer experience.
Your CRM vision should be more than an organizational mission statement. Too many
companies create a great customer-centric slogan without any supporting initiatives—an
approach that can create more backlash than goodwill. CRM is about more than optics and
claims—it’s about aligning your organization’s data and processes to create a customer
experience that supports these claims.

A CRM vision is not a “nice-to-have” element of a CRM strategy; it’s a necessity. As Gartner
Research notes:
A CRM vision must span the customer life cycle and all points of interaction, and it must use the
customer experience as a design point for the vision. Without vision, there is no primary objective for
customer treatments. For most CRM initiatives, this will result in limited improvements that are often
isolated in a single point within a business process. This will fail to improve the overall customer
experience, drive revenue or grow customer value. Some strategies focus on only one aspect of
the customer life cycle (such as acquisition) at the expense of others (such as retention). The vision
needs to look holistically across the customer life cycle, from selection and acquisition to retention
and cross-sell, and bring about decisive change.4

Your CRM vision provides a rationale for your strategic and tactical CRM initiatives. It helps
avoid the pitfall of focusing CRM activities too narrowly on a single part of the customer
experience or lifecycle. Without this vision, a CRM implementation’s full potential for revenue
growth and customer loyalty cannot be realized.

For many of our customers, CRM is a driving force of their corporate vision and has enabled
a multi-channel approach for customer interactions that span customer-facing departments.

“
With Pivotal CRM, we
can handle any of our CASE STUDY: ESRI
business processes, ESRI is the world’s leading producer of geographic information systems (GIS), serving
workflows, and data 00,000 organizations around the world with more than one million users. For them, CRM
integration. From a supports core operational and business functions, but just as importantly, it enables ESRI
business perspective, to serve its customers better.
users can ask for new “You can never look at anything related to CRM as a departmental implementation—if
functionality in the it can’t go company-wide, then it doesn’t belong,” explains ESRI’s director of sales
software and we can operations, Jeff Peters. “We have always been very customer-driven. The problem was
give it to them quickly. finding a system that could support this customer-driven company approach and then
reengineering our approach to data, to architecturally support that solution.”
This is one of Pivotal

”
CRM’s strengths. CASE STUDY: Farm Credit Services of America
Jim Greufe, vice president responsible for CRM at Farm Credit Services of America, views
Dario Vettor CRM as a fundamental strategic asset. Their corporate mission statement bears this out:
Director of IT, Mold-Masters “Serving rural America with financial solutions, one relationship at a time.”

Ibid.
4
Gene Alvarez, “How to Create a Powerful CRM Vision.” Gartner Research G00466, March 007, p.


“Our customer relationship management strategy is a driving force of our corporate
vision,” explains Greufe. “We continuously strive to deliver a higher standard of customer
care to more than 59,000 farmers and ranchers that live and work the rural areas of the
Midwest. Pivotal’s CRM solution is the cornerstone to the success of our CRM strategy.”

For both ESRI and Farm Credit Services of America, CRM is not a technology; it’s a
fundamental driver of their corporate mission.

CUSTOMER INSIGHT: Conduct business on your customers’ terms.
It’s no surprise that in looking for areas of improvement, most organizations will focus
primarily on the things that they can understand and influence most easily, such as
technology and processes. Unfortunately, this can be an error, resulting in inwardly
focused CRM initiatives that provide minimal value to customers and prospects. Identifying
and meeting customer needs should be the primary goal of relationship management.
Successful CRM strategies take the customer’s point of view into consideration and build it
into the company’s business processes.

Understanding your customers’ needs allows you to provide a relevant and differentiated
experience. Building this understanding into your CRM system and processes can also
improve the effectiveness and efficiency of your interactions with customers. This can thus
result in a “win-win” scenario: the right CRM tools support marketing, sales, and customer
service practices that please prospects and increase customer satisfaction, while keeping
the company productive, effective, and efficient behind the scenes.

Gathering information about your customers’ needs and preferences through your CRM
system enables you to focus efforts on providing solutions for the customer, rather than
pushing product—an approach that often improves sales figures. For one of our customers,
understanding clients’ needs fundamentally changed how they think about customer
relationships and how they provide their services.

CASE STUDY: Farm Credit Services of America
Farm Credit Services of America, one of the largest farm credit organizations in North
America, has a clear objective to become more accessible, more responsive, more
service-oriented, and more competitive. They want to be a vital partner to their customers
and the entire agriculture business.

In the rural farm credit industry, customer interactions are largely face-to-face. When
Farm Credit Services of America evaluated where to open retail locations, they consulted
customers and discovered that rather than visiting a branch, they wanted to carry
out banking and financial services dealings at their own place of business. And by
implementing a mobile CRM solution, that’s exactly what Farm Credit Services of America
has been able to provide.

“Our customers are proud of their operations; they want to show us their business,”
explains Greufe. “So we knew we had to have the ability to transact commerce at their
place of business, on their terms.” Mobile CRM provides a fully integrated, web-enabled
CRM solution for real-time access to critical data with or without a network connection.

By listening to customers and conducting business on their terms, Farm Credit Services
of America has created a clear competitive advantage, enabled by CRM.


CUSTOMER INSIGHT: One global view. Myriad local relationships.
CRM should allow you to easily share customer information across organizations and
geographies. When devising a strategy to connect customer-facing employees in one
country with counterparts in another, it’s important to remember that most customers are
served locally—and often in their local language. Tailoring the customer experience to local
languages and unique business requirements is a natural extension of orienting business
processes around customer needs.
To effectively meet the expectations of customers in every corner of the world, sales,
marketing, and customer service departments need the ability to work together as a single,
coordinated team. CRM needs to be a unified customer information repository that can
be accessed by corporate and regional employees alike, while creating a personally and
culturally relevant experience that will strengthen the customer relationship and improve
customer satisfaction.

For CRM technology to be considered a viable option for global organizations, vendor
experience working with global deployments is necessary. Vendors must also have the
ability to deliver and support implementations around the world.

“
Before Pivotal CRM, we
were like an eight-cylinder
CASE STUDY: Syngenta
Syngenta is a world leader in agribusiness and crop protection. Through their CRM
car that was operating on implementation, their staff of more than ,000 people in over 90 countries has up-to-
only two cylinders. When date access to customer data. With different products, customers, preferences, business
models, regulatory climates, and, of course, geographic boundaries, every office needs
we jumped into the Pivotal to operate effectively at a local level while also embodying consistent corporate practices.
CRM solution, there was
an immediate impact “We had a range of processes and tools in place,” says Syngenta’s IT director, Larry
and we became more Reeves. “However, the approach was ad hoc and there seemed to be a disjoint—we
were not performing as efficiently as we could and were missing market opportunities.”

”
effective.
Local Pivotal CRM partners helped implement the right technology and workflows. This
enabled all local offices to take an active and unique approach to service and sell to their
Bill Kale individual markets while maintaining a single view of the customer.
Director of IS, Sage Products

CUSTOMER INSIGHT: Make user adoption a top priority.
Installing a full-featured CRM technology platform does not guarantee that it will be used
properly—or at all. Many companies still underestimate how important end-user acceptance
is to the success of a CRM initiative. In fact, the most commonly reported obstacles to
CRM success are non-technical: change management, internal politics, and uncoordinated
departmental processes, systems, and databases.

Involving end users in the overall system design greatly affects success. An intuitive
interface, for example, is critical: one that can be personalized to reflect the way different
users work—not the way the vendor thinks they should—will gain high marks. Ease of
access to important information anytime, anywhere is another key user concern. To identify
potential barriers to user adoption and ensure the CRM system will provide optimal benefits
to users, organizations should involve users and other stakeholders in designing and
championing CRM strategies and solutions. By involving employees in the CRM vision and
implementation, organizations can gain valuable insights and deliver a more beneficial
solution, while giving employees a sense that the system is being built by them, not for them.

It is also important to recognize that implementing a CRM solution does not entail changes
merely to process and technology, but to the entire corporate culture. The transition to a


customer-centric culture can in itself be a major hurdle for many companies. This underlines
the importance of having a unified and thorough CRM strategy that includes a commitment
to leading, training, and supporting employees and partners through the cultural transition
of rolling out a CRM solution. Proper change management also requires alignment of all
stakeholders from the executive level down through end users. To ensure a smooth roll-
out and user adoption, companies need to dedicate sufficient time up front to detailing all
regional, international, internal, and external processes and roles that will be impacted by the
transition and planning for effective transition.

How to best manage change and promote user adoption depends on a range of factors,
including company size and geographic spread, the complexity of the implementation, and
the degree of cultural and process change effected by the CRM deployment. In working with
customers of all sizes across a range of industries, we have seen many different approaches
achieve success.

CASE STUDY: ESRI
ESRI ensured CRM success by introducing their CRM solution in stages and by having
those who use the system participate closely in customizing it. “CRM champions” from
each department were selected, and employees were included in system design. As
a result, the adoption rate was strong, and the employees who use the system have
benefited directly from the input they provided.

Ensuring success at ESRI was about more than just end-user buy-in; it was about
executive and management buy-in. “We are implementing CRM one bite at time, not
waiting for the whole meal,” explains ESRI’s director of sales operations, Jeff Peters.
“People are looking for success—and it’s the process, not the event, that ensures
success. If you view CRM as a one-time event, you are doomed. Management wants to
see successes. When they see them, they stay engaged.”

CASE STUDY: Syngenta
Syngenta knew that getting CRM results meant winning over the hearts and minds of their
employees. With roots over a century old, the company is the result of a merger between
two leading names in the agribusiness industry—Novartis and Zeneca. Integrating silos
of information and a range of tools and processes posed more than just technological
challenges when these companies joined forces. To overcome resistance, Syngenta
needed to achieve a series of milestones and show hard results.

“Our people had to adopt new work processes and attitudes towards how they interacted
with our customers,” explains Syngenta’s CRM manager, Scott McKinnon. “It helped
that we had some quick wins with the solution right in the beginning that proved to
[management] that the solution would make a difference to our business.” He adds, “For
CRM to achieve the desired results, it requires a cultural shift, a different way of thinking
and acting throughout the company. It’s not just about the technology; it’s about people
using technology in clever ways. We understand this and are committed to the hard
part—making it work.”

By involving users in the process and implementing at a pace that made sense for their
business, Syngenta and ESRI ensured user adoption.


PRINCIPLE 2: CRM Must Fit the Way You Work—Today and Tomorrow
New software often brings new benefits, but it can also bring new inconveniences, if it
forces you to change the way you work to fit the software. In addition to being disruptive,
if rigid new software is “imposed” on your employees, this can breed resentment against
the new tools and hinder user adoption. With CRM, where success is closely tied to user
receptivity, this can present a significant obstacle.

Furthermore, your business processes have often been built up over years of experience
and have been honed and refined over time—in many cases, they are part of your
competitive differentiation. In this light, changing the way you work to fit a software system
is not just a nuisance—it can be seriously detrimental to your operations.

CRM needs to work the way you do—the way your employees work and the way your
business operates—without changing the processes that make you unique. Your
employees should have access to all the customer data they require, whenever they require
it, and in their preferred view—and it should make it easier to do their jobs. While CRM may
bring about process refinements and new efficiencies, it should still mold to the unique
characteristics of your business processes.

Business processes, however, are not static. In fact, a company’s ability to reconfigure
processes quickly in reaction to changing needs, priorities, and external factors can
produce a significant competitive advantage. A CRM solution built on a flexible technology
platform can easily be modified to suit your current workflows and business needs, while
also providing the flexibility to respond quickly to future events and evolving demands.
By prioritizing flexibility in your software selection, you can support a more adaptive, agile
enterprise.

Deploying the right CRM solution should enable you to bring all of your existing, time-
proven customer-facing processes and procedures, from lead management through quote
and contract generation, the sales process, and customer service, under the umbrella of a
single, integrated system that makes your processes more adaptable, not rigid.

“
Customization is the
strength of Pivotal CRM— CUSTOMER INSIGHT: The right CRM architecture can work the
that’s why we chose it. We way you do.
would never have gotten
If your organization requires robust sales, marketing, service, and channel management
out of the gate if we had capabilities, the ability to easily and cost-effectively customize your CRM solution is
a pre-canned system that essential. You will derive more value from your CRM system if you model your unique
forced us to tell people business processes within it, using the CRM system to standardize, streamline, and refine
that they had to change these processes, rather than to override them. You may also benefit from integrating your
the way they do things. CRM solution with other enterprise applications, such as your back-office systems, helping
to make all relevant information available through a single application.
People are smart and
want to feel like they are The flexibility of a CRM solution—or lack thereof—is determined by its underlying
influencing things, so if architecture, which directly affects the extent it can be customized and integrated. Many
you come in with a top- Pivotal CRM customers have taken advantage of its flexible architecture to model their
unique processes and consider themselves well positioned to meet evolving demands.
down sledgehammer, you
might as well uninstall the
software from the system CASE STUDY: Centra
because they’re not going Centra, a leading provider of software and services for online business collaboration,

”
to use it. has embraced CRM across all customer-facing aspects of its business, automating its
sales, marketing, and service departments. Centra’s director of business systems, Todd
Jeff Peters
Williamson, describes Pivotal CRM as a “springboard” for their ongoing service and
Director of Sales Operations, ESRI


support strategy. He says that the Pivotal CRM architecture allows Centra “to quickly
adapt our technology to ever-changing business needs.”

Centra uses Pivotal CRM to manage all marketing projects and campaigns, deliver
opportunity management and forecasting support to sales, track incidents and manage
contracts for the support team, extend a knowledgebase to all employees, and
provide customer enhancement requests and technical issues report to the product
development group.

When asked what they use Pivotal CRM for, Williamson notes, “It’s probably easier to
define what we don’t use it for.” He adds, “Today, Centra has the most maintainable and
extensible architecture to move our CRM application forward. As business rules change,
we now have the lowest total cost of development and administration environment within
which to grow our internal systems and processes.”

CUSTOMER INSIGHT: Your system must be flexible to build in
complex business processes.
Companies with complex processes and customer relationship cycles stand to benefit

“ Our greatest challenge
was dealing with other
considerably from CRM, provided it is capable of modeling this complexity. CRM can
streamline and simplify complex processes with features that improve the way users target
new customers, drive sales activities, and respond to service requests. With the right CRM
financial institutions that system, modeling even the most complex of processes is simply a matter of modifying
were globalizing, reducing application forms, data fields, and relationships and adding new activities and objects. In
costs, and therefore less flexible systems, a high degree of complexity can take many months and tens—if not
hundreds—of thousands of dollars to accomplish. Thus, companies with complex business
providing their services processes should pay particular attention to system flexibility in their CRM evaluation process.
at a cheaper price. We
countered by adopting Unfortunately, more and more companies today fit into this category. Nearly every industry
an innovative model of has evolving regulatory demands, requiring companies to assess and report on mounting
numbers of internal controls. Rather than implementing standalone applications to support
service excellence that
each regulation, many companies are choosing to invest in broader technology applications
relies on CRM to provide that not only enhance their ability to comply, but also further improve efficiency. In many
timely, customized cases, companies are able to leverage their CRM system to automate compliance with
information to our staff so changing regulations, extending the value of their investment.
that they can respond in
a very member-intimate
fashion. Pivotal CRM CASE STUDY: Allianz Dresdner Asset Management
met our key criteria for a Financial services firm Allianz Dresdner Asset Management implemented Pivotal CRM
CRM solution because it with the aim of improving the service and value they provide to both institutional and retail
was faster to implement, clients. The company has benefited from the flexibility and customizability of the CRM
less expensive than other system, using it to more tightly integrate their marketing and sales functions.
alternatives, and it wasn’t “It would have been an easy option to go down the off-the-shelf or packaged application
bulky. It allowed us the route, but this would not have served the needs of our business well in the long term,”
flexibility to take what explains Giles Hardy, head of e-business at Allianz Dresdner Asset Management.
we needed and ignore
“By working closely with the UK Pivotal CRM team, we have been able to take a phased
the other screens and
approach to the development and implementation of a comprehensive CRM solution
capabilities for which we which we expect to continue to serve our needs across both sides of our business. We

”
really had no need. recognized the value that a highly responsive CRM system could bring to our business,
enabling us to open up the lines of communication and interaction between what were
Chris Catliff previously distinct business information silos.”
President CEO, North Shore Credit Union


Hardy adds, “The investment management business is very specific, detailed, and highly
complex. Due to the flexible and customization capabilities of Pivotal CRM technology,
we have been able to adapt the system to meet these needs.”

CASE STUDY: Savills
At a time when both the commercial and residential property markets were experiencing
considerable growth, the board at leading international property services firm Savills
made a strategic decision to centralize all IT systems. Their goal was to reduce IT
operating and management costs, drive improved customer service, and comply with
new legislation that required property management organizations to furnish full audit trails
on all mortgage services provided to their clients.

Driven by the need to comply with the new regulations, coupled with a desire to
provide highly personalized and responsive service to their clients, Savills developed a
customized contact management and mortgage solution with Pivotal CRM.

Savills’ IT director, Richard Coleman states, “In using Pivotal CRM, we are now able
to manage the complete process of selling properties through a single system. From
attracting vendors, marketing properties, and matching them to prospective buyers,
managing expense claims and invoicing vendors, Pivotal CRM underpins our entire
business on a day-to-day basis.”

Because of the speed and flexibility with which Savills developed and implemented
new business modules using Pivotal CRM, they have been able to centralize core client
information and automate business processes to meet regulatory requirements.

CASE STUDY: Sharp Electronics
Sharp Electronics treads carefully between its desire to know and serve customers well
and its responsibility not to violate their right to privacy. “Privacy simply means sharing
information with those companies we trust, while not divulging to those we don’t. It
means using what we know about customers to meet their needs—the way they want
them met,” says Sharp’s director of strategic marketing, Fred Krazeise.

Sharp carefully tracks response rates of lifecycle message campaigns and newsletter
content, even tracking the frequency with which e-mails are forwarded to colleagues and
friends. “By analyzing this information we have the insight we need to make changes
to both our content and the frequency with which we communicate to our subscribers,
ensuring we’re respecting their preferences and their privacy,” says Krazeise. He
continues, “By giving customers and prospects what they need, we’ve been able to
maintain consistent subscribe and unsubscribe rates for every issue.”


CUSTOMER INSIGHT: CRM should help you grow—and grow
along with you.
CRM technology must not only capture current requirements but also retain the flexibility to
quickly change and evolve with your business. Growth, while highly desirable, also tends to
strain available resources and systems for many businesses. Thus, a CRM system’s ability
to scale and adapt to support business change and growth can be critical. Similarly, at the
outset of a company’s CRM project, it might not be possible to foresee the different ways
in which a CRM system’s features can be applied. A good system will enable you to build
upon and enhance your initial deployment over time, rather than restricting you to a single
opportunity to create the perfect CRM system.

CASE STUDY: Flag Choice Hotels
Flag Choice Hotels, the second-largest accommodation franchising group in Australia,
needed a scalable solution that supported real-time distributed environments, wireless
and disconnected users, and multiple interaction channels.

“Right from the beginning, Pivotal CRM struck us as being a flexible solution that would
grow and develop with us at our pace,” explains Flag Choice Hotels’ IT manager, David
Blackman. “Our business is extremely complex and we have a layered approach to
dealing with our various markets and to reporting on them. In fact, Pivotal CRM has been
more widely used than originally envisaged, effectively becoming an indispensable tool
for Flag Choice’s day-to-day operations.”

Flag Choice Hotels has extended Pivotal CRM to other areas of its business and
continues to add features to the solution to keep in step with business change. “The
initial installation highlighted just how many areas could benefit from Pivotal CRM,” says
Blackman. “As we make greater use of the technology, we continue to learn how we can
work smarter and be clever in the way we develop and use it. Pivotal CRM has opened
up doors for us, and that is invaluable, given our increasingly competitive market.”


PRINCIPLE 3: Define Measurable CRM Business Benefits
Many enterprises measure the outcome of their CRM strategies only as an afterthought.
They understand that a CRM system is a necessity for their business, and thus fail to set
out quantitative goals or metrics for tracking hard results. The unfortunate consequence
is that many enterprises can’t prove their success or that they met their original, intended
objectives. At some point, most organizations have a need or desire to measure the
success of their CRM implementation. Goals and metrics must be quantified and
benchmarked right from the start to ensure that the right data is captured and processes
put in place to properly quantify results down the line.

To determine the impact of CRM on your organization, baselines for key business measures
need to be established as a starting point that can be compared against once the solution
is in place. This also helps ensure that benefits are correctly attributed to changes effected
by the CRM system, rather than other factors. For example, increased cross-selling, cost
reductions, customer satisfaction scores, or changes in first-call resolution could be used in
the return-on-investment (ROI) analysis for a project.

Some best practices to follow:

• Define CRM success for your organization at the outset
• Pre-set corresponding metrics and data requirements
• Determine the business processes required to capture the data
• Determine user interface implications and accessibility requirements
• Plan for end-user training, especially if you are making changes to existing processes
• Consider data hygiene—ensure the data that’s captured is clean
• Scope the CRM project clearly and budget for all costs
• Secure management buy-in for any expansion to the original scope of work
Comparing actual results to established metrics will enable you to determine whether your
CRM strategy is working, and how effectively. If results aren’t as expected, then further
analysis should enable enterprises to determine why an approach isn’t working and quickly
make alterations to improve performance. It also will enable companies to evaluate whether
the original goals were realistic and to reset goals if needed.

Every organization has a different vision for their CRM project. Every vision brings with it
a variety of business value propositions that can be attached to bottom-line results. In the
following examples from CRM requests for proposals (RFPs), it’s easy to see the difference
in emphasis between the companies’ CRM projects and the metrics they will need to define
and measure.

Company A: An integrated call center states: “The purpose for this implementation is to
provide an infrastructure to more efficiently support internal business operations, as well as
more efficiently support external customers. This includes not only the need to support the
business as it currently exists, but also to support the organization after an expected growth
of 5 percent. It is imperative that the software is highly configurable and customizable in
order to support the business requirements across many customers. Additionally, it must
be flexible to adapt quickly to change as our customers and the market changes.”
Company B: A healthcare insurance company itemizes the following as criteria
for success:
• Successful integration of processes, people, and tools
• Consolidation of silos of information
• Enablement of internal and external collaboration
• System able to drive membership acquisition and retention
• Increase in overall efficiencies


The ROI metrics for Company A are a split between “hard” ROI—efficiency gains—and
“soft” ROI—the ability to support them as they grow. This mandates a flexible, configurable,
and customizable solution.

Company B needs software that supports collaboration across departments and between
the company and its customers and sales channels. The need to report on membership
acquisition, retention, and improved efficiencies requires benchmarks and pre-set
targets from the project outset and a plan for measuring the same metrics over time to
demonstrate results.

Though ROI definitions vary, CRM returns should be measured in terms of overall business
value—how the system supports a vision and yields both hard and soft benefits—and
not exclusively on metrics. Nonetheless, determining how success will be measured,
benchmarking pre-implementation figures, and ensuring the system is set up to capture
the necessary information are necessary to allow accurate calculation of quantifiable ROI
metrics post-implementation.

CUSTOMER INSIGHT: CRM makes it easy to deliver fast and
informed service. The ROI pay-off? More revenue, at less cost.
Companies of all sizes face the challenge of retaining customers. With more options than
ever, customers who don’t receive the service they expect have little reason to stick with
your company. Customers across industries demand fast, personalized service—and if
your company can’t provide this, they’ll find a competitor that does. This pressure has
fueled the need to have critical customer information immediately available to all service
agents at all times.

On the flip side, offering great customer service often comes at a cost, and companies
must balance with their desire to provide superior customer service with their need to keep
costs low.

Luckily, the right CRM solution makes it easier to do both, resolving service issues faster and
more cost-effectively while increasing the degree of personalization and responsiveness.

CASE STUDY: SecureWorks
Founded in 999, SecureWorks is an Internet security service company that protects
corporate networks from hackers. SecureWorks views round-the-clock access to critical
customer information as a necessity in interacting with their customers.

To deliver the highest level of security, SecureWorks needed to integrate their proprietary
technology—an information security appliance called iSensor—with a flexible CRM solution.

“We wanted to automate the entire customer lifecycle—including lead generation,
marketing programs, sales forecasting, sales process management, the initiation of
support contracts, configuration, activation of products, and the delivery of customer
service driven by the Service Level Agreement,” says SecureWorks’ director of
operations, Craig Bray.

Integration was key to achieving the ROI results SecureWorks expected. Integration
between Pivotal CRM and iSensor coupled a customer’s network security data with the
current company, contact, and Service Level Agreement information. This made their
CRM system the “glue” that consolidates their operations and tightens collaboration,
dramatically improving customer response times and operational efficiencies.


“SecureWorks is using Pivotal CRM to further differentiate ourselves from our competitors
in what is an increasingly high-growth, fast-paced, and competitive market,” says Bray.
“As a result, we have reduced crucial response times and retained virtually all of our
customers without having to increase our own headcount. Pivotal CRM has been a key
factor in our rapid growth.”

CASE STUDY: North Shore Credit Union
Solid member relationships, technological innovation, and exceptional service are the
core of North Shore Credit Union’s success. To achieve its vision of great customer
service, using technology to improve internal business operations was imperative. “In
order to provide better service, we really needed to have knowledge about what our
customers and members wanted,” explains North Shore Credit Union’s president and
CEO, Chris Catliff.

“Their expectations of us were rising dramatically. And we couldn’t have conflict between
dealing with customers in one channel—say, our call center—and then asking them to
repeat themselves at another channel—say, our branch. We have to give them better
service than that.” To help them provide this higher level of service, North Shore Credit
Union selected Pivotal CRM.

The results were impressive. “We have grown between 0 and 5 percent each
quarter—on an annualized basis—since we implemented Pivotal CRM,” says Catliff.
“Prior to that, for five years, we really had no growth. Part of the reason for that is that
we have tied Pivotal CRM into our whole customer-intimate business strategy. It has
increased our margins—our return on equity is up to percent, which is very, very good
for our industry. And it has also increased our reach to members.”

Technology has also improved customer support and employee effectiveness. By
creating web-based, customer-facing portals and integrating up-to-date customer
information in one place, North Shore Credit Union has given both customers and
employees access to information they need. “We have almost 40,000 members, and
we can attribute their increased retention rates on financial products directly to our CRM
implementation,” adds North Shore Credit Union’s CIO, Fred Cook. “We were pretty
industry-standard for retention rates on mortgages, term deposits, and that sort of thing
before the solution implementation—around 70 percent—and we are now consistently
in the 90s since our CRM implementation. And that’s because it has given our staff the
knowledge and support to be pro-active.”


PRINCIPLE 4: Consider Total Cost of Ownership (TCO) Carefully
There’s good reason why industry analysts commonly use time horizons of at least three
years when helping CRM vendors and customers set expectations for the total expense of
a CRM project. Few organizations have unlimited budgets, and in most cases, CRM is not
a one-time cost. It’s important to understand the full costs of CRM implementation to help
plan, budget, and select systems appropriately.

Enterprise application software investments can be prohibitive to some companies,
because the majority of expenditures are “up front,” in license fees, services, and training,
all of which are incurred before the software demonstrates measurable business results. In
fact, we have estimated that costs in the first year are typically more than 60 percent of the
overall project costs. This can seem very risky to companies that want to see results before
committing too great a sum.

In order to manage cost expectations over time, total cost of ownership (TCO) analyses
should be conducted with a clear view of the overall strategic expectations for a CRM
project. A sound framework for measuring results over the life of the project must be stated
at the outset.

Given the complex interdependence of typical enterprise technology environments, TCO
can be a difficult metric to obtain for a single enterprise software system. Key CRM lifecycle
costs are less about licenses and much more about the extended costs of owning a
CRM system. Leading industry analysts have estimated that up to 90 percent of CRM
lifecycle costs are associated with customization, integration, deployment, and ongoing
administration (support and maintenance) of the CRM system.

Industry-analyst research has shown that software costs typically account for between
0 and percent of the total first-year costs of owning a CRM system. Services costs,
usually associated with customizing and integrating the CRM system, come in at between
4 and 47 percent of the total first-year costs. Maintenance and support account for 7 to 0
percent of first-year costs, and hardware costs make up the remainder at between and
percent.

The up-front costs of implementing a CRM system have driven the popularity of on-demand
and software-as-a-service (SaaS) models for CRM, which are often priced on a per-user
monthly fee basis. While less prohibitive up front, research has shown that over the course
of time, these solutions can prove more expensive than on-premise solutions. Furthermore,
companies choosing on-demand and SaaS solutions often have to compromise on
functionality and flexibility when they select this delivery method. Additional concerns for
many companies include lack of control over the software and their customer data, as well
as fears of outages and security breaches. As Gartner research notes, “It is also important
… for organizations to be wary of great initial deals for CRM-on-demand services. Issues
could emerge such as three-year lock-in, uncapped price hikes on renewals and hidden
costs for increased numbers of registered users (for example, as in the case for partner
relationship management), a reduced number of users which the enterprise is still obligated
to pay for under contract, or new, unforeseen premium services.”5

Furthermore, given the importance of modeling a company’s unique processes within
their CRM system, on-demand software, which offers less flexibility and customizability
than traditional on-premise CRM, may not be able to meet the needs of mid-sized and
large businesses, especially those with complex processes or requirements. Gartner
Research notes “supporting complex business processes and cross-enterprise tasks is
beyond current products,”6 adding that “[t]he functionality in the current generation of

5 Robert P. Desisto, Tom Berg, Michael Maoz, Alexa Bona, Ben Pring, Christopher Ambrose, John Pescatore, Lydia Leong, Kimberly Collins,
Joanne M. Correia, “CRM on Demand: The Myth and Promise of No Software.” Gartner Research, G006707, March 006, p. 5.
6
Michael Maoz, Robert P. Desisto, “When Will the SaaS Model Support Complex Business Processes?” Gartner Research G004555,
6 July 006, p. .


SaaS business applications offers little competitive value to business.”7 The analyst group
recommends on-demand solutions only for enterprises with “simple to moderate” CRM
requirements, advising that “[e]nterprises with complex requirements should not assume
that they will be able to significantly lower their total cost of ownership (TCO) simply by
moving to an on-demand model.”9 These and other factors contribute to Gartner’s strategic
assumption that “[t]hrough 00, 75 percent of complex CRM-on-demand deployments will
fail to meet enterprise expectations (0.7 probability).”0

For many of our customers, only on-premise CRM software offers the confidence, flexibility,
and control they need. Thus, instead of looking to eliminate up-front investments, most
companies look at ways to minimize the total cost of ownership over time. This can include
taking a phased approach to CRM deployment, rolling out the system in manageable
stages and validating results before expanding. Another strategy is to look for a system
whose features most closely match the company’s needs from the outset.

CUSTOMER INSIGHT: Industry-specific CRM lowers total costs.
Given that customization can account for a large share of CRM implementation costs,
finding a solution that more closely matches your needs “out of the box” can significantly
reduce the cost and time it takes to roll out a CRM system. As emphasized elsewhere in
this paper, adapting a CRM system to your company’s specific needs is critical to success;
nonetheless, if you can choose a solution that more closely meets these needs from the
outset, you can minimize the amount of customization needed. This is one of several
reasons more and more companies are choosing industry-specific CRM.

While all companies have unique processes, companies within the same industry typically
have broad similarities in the kinds of data they need to capture, the kinds of workflows
they use, and the different processes they want to automate. A home building firm, for
example, will have to track very different customer information and sales processes than an
investment bank, but quite similar information and processes to other home building firms.
If an industry-specific CRM solution can meet the majority of your industry’s typical needs
right from the start, while still providing the flexibility for cost-effective additional tailoring,
this allows you to focus your implementation expenditures on higher-value activities such
as integration with back-end systems or modeling the processes that make your company
truly unique.

“
CASE STUDY: Centex Homes
Pivotal CRM is now a When Centex Homes, one of the largest home builders in the United States, went looking
core system for us that for technology solutions, they immediately ruled out the “huge” systems that didn’t meet
has been quickly tailored their budget parameters, focusing their search instead on a few flexible solutions.
to model the business
“At first we thought that a new SFA system would fulfill our immediate needs,” said
practices that make us Centex Homes’ vice president of information systems and chief technology officer. “But

”
unique in the industry. we were also hoping to find a business partner with a broader suite of solutions and
capabilities that we could add as we progressed.”
Carolyn Stuart
Vice President of IT and Head Pivotal CRM for Home Building and Real Estate contains the majority of the functionality
of Business Analysis home builders and related businesses need for lead management, sales automation,
Calamos Investments and customer care. Customization is then only needed to implement unique business
processes and integration points. The total cost of ownership for software acquisition,
customization, training, implementation, and support is among the lowest in the industry,
allowing customers like Centex Homes to quickly realize benefits.

7
Ibid., p. .

Robert P. Desisto, Tom Berg, Michael Maoz, Alexa Bona, Ben Pring, Christopher Ambrose, John Pescatore, Lydia Leong, Kimberly Collins,
Joanne M. Correia, “CRM on Demand: The Myth and Promise of No Software.” Gartner Research, G006707, March 006, p. 6.
9
Ibid., p. 5.
0
Ibid., p. .


PRINCIPLE 5: Think Beyond Features: Pick the Right Partner

Finding a CRM solution that fits your needs is about more than just a checklist of features
and technical requirements. Implementing and supporting a CRM system is an important
and sizeable project, and the factors in its success extend beyond the system itself to the
CRM company you partner with and the kinds of supporting services they offer.

When selecting a CRM solution, it’s common for companies to focus on the initial
implementation, but it’s important to think about your post-implementation needs as well.
At some point during or following software implementation, every company encounters new
needs or challenges—whether they’re minor support incidents, resource constraints, or a
need to modify, extend, or upgrade their CRM solution.

When selecting a CRM system, consider the kinds of services you will need to achieve
your project goals. These can range from assistance developing your initial CRM
evaluation criteria through implementation and customization services right through to
post-implementation maintenance and support. If you do not have the in-house resources
to maintain or customize the CRM system after implementation—or would prefer to leave it
to the experts—find out whether the CRM vendors you are considering offer remote system
management services, which can help keep your specialized staffing costs down. Having
a good sense of your internal resources and capabilities will help ensure that you can
leverage the right internal resources while also taking advantage of specialized resources
and skill-sets from your CRM vendor or service provider.

CUSTOMER INSIGHT: Industry knowledge and experience
pay dividends.
Working with service providers that have experience in your industry can provide a
tremendous advantage, as companies that have demonstrable knowledge of and
experience in your industry will require less time and education to familiarize themselves
with your business processes and needs. Furthermore, they will often be able to add value
by applying best practices and benchmarks gleaned from past experience in your industry.
By examining a CRM vendor’s credentials, references, and successes in your industry, not
only will you gain more confidence in you vendor selection—you may also find inspiration
and ideas to enhance your own CRM project.

CASE STUDY: Calamos Investments
Ranked by Crain’s in 005 as the second-fastest-growing firm in the Chicago area based
on compound annual growth rate, Calamos Investments provides professional money
management services to major corporations, public and private institutions, pension
funds, insurance companies, and individuals and is an investment advisor to open-end
and closed-end funds. This diversity of offerings has demanding implications for the
company’s CRM system: it needs to be able to support a wide range of products and
clients with different relationship dynamics—from high-net-worth individuals to institutional
investors to financial advisors themselves.

When Calamos Investments sought to replace an older CRM system that had been
sunset by its vendor, the company was unsure any system on the market could meet its
complex, industry-specific needs and desire for flexibility. It had already embarked on an
in-house development project when it heard about Pivotal CRM for Financial Services.

Re-opening the vendor evaluation process, Calamos “evaluated a wide variety of CRM
alternatives, including open source and on-demand,” said Carolyn Stuart, Calamos
Investments’ Vice President of IT and Head of Business Analysis. “In the end, we chose


Pivotal CRM because of its focus in the financial services industry and its reputation
for success earned with many of our peer companies. Through this extensive review
process, we determined that the other CRM solutions could not effectively support our
financial services industry requirements, nor could they be easily tailored to match our
unique business practices.”

The benefits of working with Pivotal CRM for Financial Services, however, stretched
beyond the product itself. Calamos Investments was impressed with the industry
knowledge of the team. “With some vendors, you spend a lot of time teaching them your
business,” said Stuart. “With Pivotal CRM, it’s clear they already know it.”

CUSTOMER INSIGHT: A supportive partner can make all
the difference.
When you select a CRM system, you’re selecting more than just software: you’re selecting a
partner. How well that partner supports your needs, not just during your initial purchase and
implementation, but through your company’s evolution, growth, and changing needs can
have a major impact on the long-term value and viability of your CRM project.

The right CRM partner can help you ensure you set your system up properly, consider all
your options from the outset, and deploy it effectively. Accordingly, you need to ensure
your CRM solution provider can supply you with supporting tools, services, and training
programs that fit your needs. This can vary from hands-on, weeks-long on-site support
to remote support on an ad-hoc basis. Bear in mind that your needs may change—the
greatest range of options and services is probably the most likely to meet unforeseen
changes in your requirements.

CASE STUDY: Boca Developers
For Boca Developers, a leading builder of luxury multi-family dwellings in prime Southern
Florida locations, high demand for their premium residences led to 00% growth over
just two-and-a-half years. But to provide the infrastructure required to support this growth
and continue to grow its customer base, the company realized it needed to nurture its #
assets—its customers and prospects. To make this possible, Boca Developers turned to
Pivotal CRM.

With the help of Pivotal Professional Services, Boca Developers easily customized Pivotal
CRM to meet their specific requirements as a multi-family builder, such as enhanced
reservation and contract processes. They also integrated features within Pivotal
CRM to capture visual views of Boca’s multi-dimensional stacks and units within the
system—Boca’s Systems Delivery Manager, William Davis, notes that this enhancement
in particular has given Boca a competitive edge. In essence, Pivotal CRM’s highly flexible
infrastructure has made it possible for Boca Developers to adapt the product to act like a
custom-built system in a fraction of the time—and cost—it would take to develop such a
solution.

In addition to implementing Pivotal CRM and Boca’s desired customizations, Pivotal
Professional Services also helped the company roll the system out to its users, training
the sales and marketing teams and creating quick reference cards and other materials
that made getting to know the system easier. Davis speaks favorably of both the process
and Pivotal Professional Services as a whole: “Our experience with the team has been
awesome. They have done a great job in terms of training, and in terms of dealing with
the pressure of getting the job done. They have managed the whole process well, and
we’ve truly had a great experience with Pivotal Professional Services.”


SUMMARY

The Five Principles for CRM Success Key questions to consider:
CRM doesn’t have to be risky, if you do your homework. As a Are your market conditions stable or dynamic?
•
our customer stories show, the pieces of the CRM success
a Will you need to change the way you do business to keep
•
puzzle fall into place when a clear CRM strategy is defined:
pace with or outpace the competition?
one that fits your company’s customer-centric vision.
Adopting a strategic mindset from the beginning ensures a What is your plan to keep up with regulatory pressures in
•
the selection of a CRM solution that meets both near- and your industry?
long-term needs. And as each of our customer stories a What technology infrastructure is needed to support new
•
reflects, a flexible, adaptive CRM architecture, deployed with systems, new data sources, and new users?
the following five principles in mind, is the foundation for
CRM success. a Can all important and relevant customer information
•
be collected and combined within this technology
infrastructure?

Principle 1: CRM Is Not a Software Purchase. a How will you accommodate change and growth within
•
the system?
It’s a Strategy.

Strategic foresight
To ensure a CRM solution meets stakeholder expectations, Principle 3: Define Measurable CRM Business Benefits
define how CRM plays a key supporting role in the corporate
ROI business metrics
strategy, articulate the ultimate state of the customer
relationship, and consider its effect on all business units and Consider the anticipated ROI of a CRM project during the
end-users from the start. selection process. By defining CRM success and identifying
corresponding metrics up front, companies can help
Key questions to consider: ensure their ability to demonstrate ROI when they need
to. Management, business users, IT staff, and the CRM
a How will CRM support your corporate strategy?
• vendor must work together to pre-set the right indicators
a Which departments or functional groups need to be
• and targets and to tie the CRM technology to appropriate
involved in system design and who will use it? business processes and data requirements. This approach
will validate a CRM investment in terms of business value
a Which processes will be impacted or require change?
• executives and stakeholders can appreciate.
a Have customers been asked for feedback about the level
•
and quality of service they receive and expect? Key questions to consider:

a Do you have a strategy and communications plan that
• a Are your ROI metrics derived from a corporate mandate?
•
includes employees and partners in the CRM selection a Have you established key business metrics? How will you
•
and rollout process? report on them?
a What are the training requirements to drive user adoption?
• a Have you benchmarked current conditions and metrics for
•
future comparison?
a If you choose not to adopt CRM, what might the long-term
•
Principle 2: CRM Must Fit the Way You Work—Today cost be to your business?
and Tomorrow

Evolutionary considerations Principle 4: Consider Total Cost of Ownership (TCO)
Choose a CRM solution that includes a flexible architecture Carefully
and platform technology. This allows organizations to more
cost-effectively tailor the system to their unique business Determining TCO
process and to be adaptable and competitive as needs Total cost of ownership for a CRM system can be hard
change. Growth, evolving regulatory pressures, competitive to predict, due to the uniqueness of each implementation
changes, and new mandates can place a strain on some and the differing levels of complexity among enterprise
companies as they struggle to accommodate these changes technology environments. However, analysts estimate
within an inflexible technology structure. Forward-thinking that up to 90 percent of total CRM costs are associated
enterprises use select flexible CRM systems that will
enhance their business agility.


with customizing, integrating, deploying, supporting, and Principle 5: Think Beyond Features: Pick the Right
maintaining a CRM system. Companies selecting on- Partner.
premise CRM face the majority of their CRM costs up-front.
Although sometimes daunting, this allows companies to Partner for success
budget for and address most of their CRM costs at the It’s important to assess business objectives, technology
outset, measuring ROI against a initial investment and strategy, IT budgets, opportunity costs, customization
declining costs over subsequent years. In contrast, a hosted requirements, and industry-sector requirements before
or “SaaS” CRM delivery model typically requires a smaller selecting a CRM solution. But beyond that, it’s important to
up-front investment and attractive monthly cost, but over ensure that you’re picking a solid partner you can work with
a three-year period, may actually have a higher total cost now and in the future.
of ownership than an on-premise solution. In addition, with
hosted solutions, your company does not own the software Key questions to consider:
and may be limited in your ability to customize the system to
a Does the vendor have experience in my industry?
•
your business or industry needs and unique processes.
a Does the vendor have strong, current references from
•
Key questions to consider: reputable customer companies?

a Are you considering costs over a three-year period?
• a Has the vendor worked with companies our size?
•
a Have you planned for change or growth? Could you
• a What kinds of implementation support can the vendor
•
outgrow a “quick fix” and wind up spending more money provide? Does the vendor follow a defined implementation
a few years down the road? methodology?
a Have you considered the costs of data security and the
• a What kinds of training options are available, and how
•
cost of potential security breaches? flexible are they?
a What kind of technical support options and resources are
•
a Does industry-specific CRM make sense for your company?
• available post-implementation?
a What if we don’t have the skills in-house to support or
•
manage the system?

Contact a Pivotal CRM representative today to learn more about how Pivotal CRM can address your unique needs.
Call + 77-PIVOTAL (+ 77-74-65) or visit us at www.pivotal.com.

© 007 Pivotal CRM. All rights reserved. Pivotal CRM and the Pivotal CRM logo are trademarks and/or registered trademarks of
Pivotal CRM. All other marks referenced are marks of their respective companies.

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