Financial CRM

The following framework/structure provides an overview of the case:

A good answer would include:

Stakeholders:

• Leadership, sales teams and the rest of the organisation

Communicate change:

• Find out what way of communication is preferred in the company.
• Identify a change introducer (leads one-on-one sessions)
• Describe how the helpdesk should be contacted.
• Create a central place for feedback.
• Use honest communication (describe both good and bad attributes)
• Generate excitement/engagement through a well-branded communications campaign (used by all communications/marketing)
• CEO Webcast announcing the change.

• How can we make sure people know how to use the system?
• What is the benefit of the system to their users (if there is any)?
  (if candidate has problems, use the buzz words “incentives”/”benefits”)
• How do we know that we made the right decision in introducing this system?

A good answer would include:

• Training for sales teams and technical support.
• Design and implement incentives tied to Performance Management.
• Create success metrics.

• How and in what time frame would you set goals for the outcome of the project?
• How would you respond if management refuses the change?

A good answer would include:

• Set measureable goals for the project, e.g.:
  • 75% usage by the end of the project
  • reduction of manual excel spread sheets by 50% within the first 3 months of the project.
• Show the management other projects that can now be tackled in order to improve company performance, as less time is being spent on maintaining the excel spread sheets.

The main conclusion should be that:

• The change affects employees at all levels and there is a need to plan the introduction thoroughly.
• There should be training for users as well as supporters.
• The change should be positively advertised and provide some benefits for everybody.
• It is important to set goals and measure the success of the project.