Donovan Ashley Moore Mba, Pmp

SEPTEMBER 2018 Organizations’ Name Customer Relationship Management POLICY REDACTED TABLE OF CONTENTS DEFINITION OF TERMS .................................................................................................... 2-4 POLICY VISION...................................................................................................................... 4 1. POLICY STATEMENT ..................................................................................................... 4 2. INTRODUCTION .............................................................................................................. 5 3. SITUATIONAL ANALYSIS ........................................................................................ 5-10 4. POLICY GOAL ........................................................................................................... 10-11 4.1 Purpose of the policy .................................................................................................. 11 5. POLICY OBJECTIVES............................................................................................... 11-13 6. POLICY CONSIDERATIONS ................................................................................... 13-14 Scope ................................................................................................................................. 15 Limitation .......................................................................................................................... 15 7. LINKAGES.................................................................................................................. 15-16 8. MONITORING AND EVALUATION ............................................................................ 16 9. POLICY REVIEW............................................................................................................ 16 10. CONCLUSION ........................................................................................................... 16-17 Page 1 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM DEFINITION OF TERMS Words/Terms Artificial Intelligence Description/Definitions This is the ability of machines to simulate human intelligence and carry out tasks that require it. These include but are not limited to the perception of vision and speech, motion, learning and reasoning. Big Data This is the science of understanding extremely large data sets that may be analysed computationally to reveal patterns, trends, and associations, especially relating to human behaviour and interactions. CRM Champion CRM champion(s) is a powerful mechanism to manage the cultural and planning aspects of the CRM implementation for an organisation. Customer Centric This is an approach of doing business that focuses on creating a positive experience for the customer. Client centric organisations ensure that the customer is at the center of an organisation’s philosophy, operations or ideas. Customer Relationship Customer relationship management (CRM) is a term that refers Management to practices, strategies and technologies that organisations use to manage and analyse customer interactions and data throughout the customer lifecycle, with the goal of improving customer service relationships and assisting in customer retention. Page 2 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM Words/Terms Database Description/Definitions A database is a collection of information that is organized so that it can be easily accessed, managed and updated. Internet Capabilities The Internet has the world-wide broadcasting capability; a mechanism for information dissemination, and a medium for collaboration and interaction between individuals and their computers without regard for geographic location. Machine Learning This is a category of algorithm that allows software application to become more accurate in predicting outcomes without being explicitly programmed. The basic premise of machine learning to build algorithms that can receive input data and use statistical analysis to predict an output while updating outputs as new data becomes available. Performance Metrics A performance metric measures an organization's behaviour, activities, and performance. Permission Level Most file systems have methods to assign permissions or access rights/levels to specific users and groups of user. These permissions control the ability of the users to view, change, navigate, and execute the contents of the file system. Repository Repository is an aggregation of stored data, such that it can be shared, updated, analysed and secured by various user in an organisation. Social Media Interface Social CRM integrates social media platforms with customer relationship management (CRM) systems to provide insight into Page 3 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM Words/Terms Description/Definitions customer interactions with a brand, and to improve the quality of customer engagement. Software Software is a general term for the various kinds of programs used to operate computers and related devices. Super-user In computing, the super-user is a special user account used for system administration. POLICY VISION See Communications Policy 1.0 POLICY STATEMENT The goal of the policy is to support the principles of the organisation’s commitment to a customer centric experience. The Policy shall guide employees to respond to customers in a manner consistent with the organisation’s purpose of service delivery to promote a high level of customer service. (Anticipate and meet the needs of customer requirements) Anticipating the customer’s needs is a fundamental strategy for the organisation to establish lasting relationships with them. The organisation will operate in a proactive manner to resolve issues before they become challenges. Five (5) steps in designing the customer‐centric organisation is: - anticipating future and recurring customers - having a clear vision for the future - being accountable - fostering customer loyalty by becoming proactive with customers - building measurable checks and balances for continuous improvement Page 4 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM Page 5 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM 2.0 INTRODUCTION Customer Relationship Management (CRM) is a strategy used to determine customers' needs/wants and behaviours in order to build a strong relationship with them. Having good relations with the customer is the essence of a successful organisation. One should not perceive CRM in technological terms, however, the best way to think of it is a process which collates information on the customers, efficiency, trends and responsiveness. It is a collection of people, processes, software, and internet capabilities that helps the organisation manage its relationships with the customers in an effective and systematic manner. The goal of CRM is to understand and anticipate the needs of current and potential customers. The objective of CRM is to collect data on every contact the organisation has with a customer through all channels in the CRM system to enable the organisation to truly understand its customers. The CRM software helps the organisation to build a database on its customer that all stakeholders such as management, customer service representatives and the customer, in an integrated approach, can help gain insights into the customers’ data and analytics to improve their learning experience at Organization Name. 3.0 SITUATIONAL ANALYSIS (at organization data One of the most difficult challenge the organisation face when undertaking CRM implementation is how to manage the thousands of customer data that are being stored in different repositories. As the organisation begins implementing a CRM solution, there are uncertainties about how to close gaps in customer data, or what to do with multiple sets of data for the same customer. The organisation must define and then follow, a clear process of how to manage the existing customer data. Another challenge, and perhaps one of the most difficult, involves the organisation culture and the absolute need to get employees to embrace a more customer-centric approach to business. A customer-centric world is driven by numbers, analytics and here's the Page 6 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM connection back to data quality. If the data is good and available, then the organisation needs to determine which customers to focus on. For a cultural shift to be truly successful, the champions of the cause must be aggressive in their efforts from the executive level. In other words, if the Managing Director is not engaged in driving the cultural shift, the chances of its success are truly limited. To get the most out of CRM solutions, the organisation must understand which business processes are most relevant, and what processes differentiate them from the competition. In order to be successful, a CRM strategy really is about the software, the systems to support it, the processes, the culture, and the data. With the challenges clarified, the question is where does Organization Name? Whether it be expanding channels to improving customer retention, begin by identifying a set of objectives or identifying the processes that support them. The organisation should have a blueprint for a single repository of customer data. The customer data is spread across multiple systems, which results in incomplete customer data, or fragments of data in multiple customer databases; which is often the greatest hindrances to a complete view of the customer. A highly cost effective, comprehensive, and reliable approach is available with a single solution developed from the ground up to integrate every function in the customer service process. The benefit of this approach is clear; it facilitates the ability to deliver the right information to the right people at the right time promptly, in order to optimise and enhance customer relationships. Based on current trends, in 2008, only 12% of organisations employed cloud-based CRM, while an overwhelming 88% preferred the usual on–premise CRM tool. In exactly a decade, these numbers have reversed. In 2018, 87% of the organisations are estimated to use cloud-based CRM, while a mere 13% are pegged to use on–premise CRM. Annual growth over the years, is the parameter against which technologies are tested, but to maintain and improve that growth signifies the vitality of the technology. This is true Page 7 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM with computers, smartphones, internet and even social media. In 2010, CRM had a total revenue of 14 million USD. In 2017, this reached almost 37 million USD. In 2018, CRM is estimated to have total revenue of over 40 million USD. The interesting thing to note here is that back in 2014, when CRM had a revenue of 24 billion USD, it was estimated that it would reach 42 billion USD by 2018. Specialised technologies aren't really the most successful, however, diversification is important and CRM understood this concept. The most obvious CRM arena for investment is customer service. However, it was interestingly followed closely by marketing automation and sales force automation. Knowledge management was another field where organisations using CRM wants to invest in the near future. Another important statistics was the primary benefits organisations derived from CRM: - Better customer service was the most prominent (74%) - Better customer satisfaction (66%) - Better customer retention (56%) - Generating new businesses (53%) - Improving market intelligence (29%) At the end of 2017, worldwide customer relationship management (CRM) software revenue surpassed that of database management systems (DBMSs), making CRM the largest of all software markets, according to Gartner, Inc. Worldwide CRM software revenue amounted to $39.5 billion in 2017 overtaking DBMS revenue, which reached $36.8 billion in the same year. "In 2018, CRM software revenue continue to take the lead of all software markets and is the fastest growing software market with a growth rate of 16 percent," said Julian Poulter, research director at Gartner. In the Walker Customers 2020 Report, more than 200 global business and customer experience professionals were asked what type of customer experience metrics they currently focus on. Today, 60% say its metrics showing what has happened to customers Page 8 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM in the past. But by 2020, 83% say it will be metrics showing what the customer intends to do in the future. Note the authors, “Today, it is reactionary, after the fact. In 2020, customers will expect organisations to be ahead of them, knowing what they need before they themselves have shown the need.” Customer service professionals, who play a tremendous role in customer engagement, agreed. In the Dimension Data 2016 Global Contact Centre Benchmarking Report which surveyed 1,320 professionals across 81 countries and 14 industries, customer analytics was voted the top industry shaper over the next five years. The rise of superior computing power, advanced algorithms and cost-effective data storage capabilities all attributed to AI boom but perhaps one of its most significant drivers is big data. Organisations today are leveraging big data to understand customer behaviour and preferences in efforts to formulate improved strategies. This union of big data and AI is predicted to have a huge impact on the future by enabling organisations to derive more value from their data. With AI, the organisation can anticipate a customer’s needs without them ever having to pick up the phone. An AI driven CRM can actively and constantly monitor the customers’ status and can automatically trigger events and notify the right person based on these statuses, effectively eliminating any chances of a help-seeking customer slipping through the cracks. Moreover, it will empower customer service representatives by providing them the right Intel at the right time so they will be able to respond to customer queries in a more informed manner. The rise of AI presents the organisation with a wide array of unique benefits and opportunities. It will empower them to provide improved/relevant experiences to customers and forge bonds with them in a way that may seem impossible before. By changing the nature of work and creating a new relationship between human and machine, Page 9 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM AI could double annual economic growth rates in 2035 and boost labour productivity by 40% (Accenture). In the face of present conditions Organizations staff are not yet familiar with the CRM of their student base. Using new CRM systems, techniques and automation, represents a considerable change for many institutions, moving from paper based systems, or perhaps Excel spreadsheets, to an integrated database approach and measurement system. Managers and staff should also be trained to ensure the technology is used effectively. The organisation should look at its own channels and begin defining the processes that will help them better serve the customers. This may be difficult at first, but with focus, the organisation, with the right business practices, and the right software, can absolutely take on the large task of making the vision of a successful CRM implementation a reality. By automating and standardising the core CRM functions, the organisation can reallocate resources with a more efficient system. For all of the advancements in CRM technology, without the proper management, a CRM system can become little more than a glorified database in which customer information is stored. Data sets need to be connected, distributed and organised so that users can easily access the information they need. The organisations may struggle to achieve a single view of the customer if the data sets aren't connected and organised in a single dashboard or interface. Challenges also arise when systems contain duplicate customer data or outdated information. These problems can lead to a decline in customer experience due to long wait times during phone calls, improper handling of technical support cases and other issues. CRM systems work best when organisations spend time cleaning up their existing customer data to eliminate duplicate and incomplete records before they supplement CRM data with external sources of information. Page 10 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM The major use for CRM in education today is in tracking the applications and admissions process and communicating with students once they enrol. Here, the advantages are reduced cycle times, student efficiencies and cost savings. CRM has the potential to streamline and automate much of the enrolment paperwork that runs a modern institution. For example, a well-managed student system makes it easier to keep track of who has applied to the institution, systemically advance their application and automatically coordinate with scholarships and other related programmes. For most institutions, this can represent a major savings in time and effort. Another related use for CRM is to provide more self-service capability for students in addressing administrative issues. With CRM software applications, students will be able to access the information they need online and handle routine jobs unassisted. This makes life easier for the students and takes the load off administrators. CRM is already in the midst of an intelligence revolution. Eventually, the organisation won’t see AI and Machine Learning separate from CRM. This will be standard in CRM solutions and allow for the automation of all non-social or creative tasks throughout the customer journey making it a 360 degree resolution. 4.0 POLICY GOAL This policy is created with clear Customer Relationship Management CRM objectives and performance metrics, customer loyalty, customer value and customer process efficiencies that could be measured and quantified, and be align with the vision and mission of the organisation. Page 11 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM 4.1 Purpose of the Policy 4.1.1 Consolidate critical information about each customer 4.1.2 Personalise the service and product offerings to each customer 4.1.3 Yield faster and more accurate follow-up on referrals and customer inquires 4.1.4 Minimise/eliminate the possibility of prospects or customers “falling through the cracks” 4.1.5 Give top managers a detailed and accurate representation of all customer service activities 5.0 4.1.6 Instantly react to changing conditions 4.1.7 Integrate social media interface POLICY OBJECTIVES The objectives of the policy are to: 1. Guide the organisational operations and practices towards the augmentation of Services that are Customer-focused in orientation for the delivery of excellence in Customer Satisfaction and Customer Resolution 2. Enhance the quality of inter-departmental communication to enable better internal customer service quality among employees and other external customer 3. Promote/promulgate an organisational culture of Customer Service Excellence throughout the entire organisation Objective 1 Guide the organisational operations and practices towards the augmentation of Services that are Customer-focused in orientation for the delivery of excellence in Customer Satisfaction and Customer Resolution. Specific Actions 1. Establish a comprehensive view of the full suite of programmes and services related to the total delivery of the Organization Name mandate 2. Develop all applicable work procedures that describe the input, throughput and outflows of services Page 12 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM 3. Identify service gaps, challenges/obstacles, environmental changes (social, economic, political) that need to be addressed for continuous improvement of services 4. Establish procedures to address all customer related challenges/issues by generating variance and feedback analysis reports for measurement of service/satisfaction 5. Design and implement quality verification/monitoring steps to authenticate quality assurances in service delivery 6. Develop the Service Standards and Service Level Agreements approved for the delivery of programmes and services 7. Prepare, review, approve and deploy a Customer Service Manual as guided by the Customer Service Policy, Procedures, Service Standards and Service Level Agreements to be used by all employees Objective 2 Enhance the quality of inter–departmental communication to enable better internal customer service quality among employees and other stakeholders. Specific Actions 1. Review inter-departmental processes and interactions to identify needs gap, and streamline information and resource exchanges 2. Develop a Customer Service Plan to establish internal service standards, quality and delivery 3. Develop Training Needs Assessment to determine methodology, resources, schedules and participants for Customer Service Staff Training 4. Establish cross functional teams to resolve internal service challenges Page 13 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM Objective 3 Promote/promulgate an organisational culture of Customer Service Excellence throughout the entire organisation. Specific Actions 1. Organise a communication strategy that focuses on Customer Service Culture of Excellence supported by Service Champions at the Senior Leadership level of the organisation 2. Develop metrics to evaluate performance that specifically focuses on customer service related targets and outcomes 3. Develop Service processes with the Customer needs and view point at the centre of the Service design 4. Establish a Customer Awards & Recognition System that provides multiple levels and categories of awards that focuses primarily on celebrating Service Excellence 6.0 POLICY CONSIDERATIONS 6.1 Create a user-adoption plan for CRM implementation. The plan should have top-level leadership and board-level commitment 6.2 Establish criteria for successful implementation, create formulas, and measures. Factors of measure should include the intangible benefits of technological, user-based business processes and cultural standards, in addition to customer-retention results 6.3 Work with the CRM provider, partner consultants, and the internal implementation team to set a realistic budget. Discuss expectations for the individual components of system implementation, and consider a phased approach to additional features. Anticipate the future costs of training and on-boarding beyond the original estimate 6.4 Gather data before implementing new CRM processes and technology. Defining this data before implementation should be mandatory 6.5 Customisation ensures that the organisation meets unique customer needs after implementation. Communication should also meet those needs Page 14 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM 6.6 Decide which customer to receive product or service based on their unique needs. The organisation strategy for identifying and serving the target customers impacts the CRM implementation and the level of customer service being provided 6.7 The culture and CRM strategy determine the structure of the system implementation. The implementation plans must accommodate the customer relationship framework 6.8 Develop a database to gather information and profile customers before implementing CRM technology with a superior database. Determine how the CRM implementation impacts new customers versus existing customers 6.9 Understand existing applications and systems that needs to be integrated with new CRM processes and technology. 6.10 Use internal marketing and communication techniques to frame the message and develop a positive approach to change. Set the tone for the CRM implementation by demonstrating an internal culture that positively impacts the external customer relationships 6.11 Design and follow an implementation timeline that accurately depicts the capabilities and alignments with existing business processes 6.12 Anticipate and track CRM strategy goals to ensure that the proper features, reports, and dashboards are in place to do so 6.13 Interact with customers proactively, and develop alternate methods of communication to avoid negatively impacting the customer relationship before, during, and after implementation 6.14 Ongoing cooperation with all departments to ensure a successful implementation. The project manager interacts with leadership, individual departments, and IT teams (or external vendors) to identify risks, gain acceptance, and execute tasks 6.15 Determine permission-level standards for all users, and plan HR policies according to HEART employment guidelines 6.16 Assign super-users (champions) for the CRM implementation, and provide them with the necessary training 6.17 Incorporate CRM training for all new employees Page 15 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM 6.18 Scope The scope of the project involves data integration and implementation of the CRM system throughout Organization Name The benefits of scoping are: - Reduces time spent to complete project deliverables - More efficient monitoring and controlling of the system, especially during the execution phase - Reduces overall costs by saving time and effort to build deliverables - Change, risks, and issues reduced, because the system is clearly defined from the onset - Complete quality assurance is in place throughout the system’s lifecycle to ensure its requirements are met - By clarifying roles, responsibilities, and delivery expectations, employee performance and motivation remains high 6.19 Limitation While advantages far outweighs the disadvantages of implementing the CRM system, the following are some of the most common impediments that could be experienced: - Data Loss - Training required - Require additional work input data - Require continuous maintenance, information updating, and system upgrading (this could prove costly) - 7 Integration with other management information systems could be challenging LINKAGES This Policy shall be consistent with the provisions of relevant approved policies and procedures as well as regulatory and legislative provisions including, but not limited to: - Org. Name Act - Org. Name Communication Policy - Org. Name Trust Code of Ethics - Org. Name Fraud Prevention and Detection Policy Page 16 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM - HEART Trust Enterprise Risk Management Policy - HEART Trust Conduct and Discipline Policy/Schedule of Disciplinary Measures 8 MONITORING AND EVALUATION 8.1 The Director with responsibility is the custodian of the Customer Relationship Management Policy 8.2 The draft policy shall be reviewed by the Policy Review Committee (PRC) prior to submission to the Executive Management Committee. The Manager of Customer Relations – is the process owner of the policy and shall guide and monitor its implementation 8.3 Stakeholders’ consultations shall be conducted within the validity period to determine the effectiveness of the policy objectives. These activities will be conducted by Manager, Customer Relations under the guidance of the Director with responsibility 9 POLICY REVIEW 9.1 This policy must be revised every three (3) years or consistent with changes in the organisation’s mandate 9.2 Requests for changes to the policy during its validity period shall be directed to the Director with responsibility 9.3 The changes shall be conducted by the Director with responsibility 9.4 The draft shall be submitted to the Policy Review Committee for review 9.5 The final draft shall be submitted to Executive Management Committee for approval 10.0 CONCLUSION 10.01 At the core, customer relationship management (CRM) is all of the activities, strategies and technologies that HEART Trust will use to manage interactions with current and potential customers. CRM tool creates a simple user interface for the collection of data that will help to recognise and communicate with customers in a scalable way. Page 17 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM Page 18 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM However, CRM can be implemented in a huge array of methods: website, social media, telephone calls, chat, mail, email and various marketing materials that will all be integrated into a CRM solution. Due to CRM's diversity, using and maintaining a CRM tool is the basis for HEART Trust to benefit from a simplified customer interactive system to increase/improve customer satisfaction. Version Control Table VERSION 0.B DATE September 2018 Page 19 of 19 Customer Relationship Management Policy September 2018 – Version 0.DAM