CRM Strategy and Model

Challenge

The energy group faced the challenge of preparing the organization for the implementation of a new customer management model supported by a CRM system. The key issue was the lack of organizational and system consistency across the group’s divisions, as well as the suboptimal use of existing IT solutions. The organization required a comprehensive analysis and an implementation strategy that would serve as a basis for the Management Board’s decision.

Solution

We conducted a comprehensive analysis of the organization’s customer service model. We designed a recommended target model, defined expectations for the CRM system across organizational, process, and system dimensions, and developed implementation scenarios that formed the basis for the Management Board’s decision.

• As-is analysis: description of the current service model and he level of organizational consistency
• To-be model design: development of the recommended customer service model
• Requirements analysis: definition of CRM expectations across three dimensions
• Implementation scenarios: development of alternative approaches to project execution

As part of the project, we carried out a detailed analysis of the existing customer service model and the extent to which current IT solutions were utilized across the group’s divisions. We defined development directions for the CRM system, specifying requirements for new functionalities, an increased number of users, and the integration of additional divisions into the system, which enabled the creation of a comprehensive transformation strategy.

Results

The Management Board of the energy group received a comprehensive foundation for making a strategic decision regarding the CRM model and the scope of its implementation.

As a result of the analysis, the organization obtained a comprehensive view of both system and organizational requirements for CRM implementation.