The document appears to be an assessment of an organization's CRM maturity across various success drivers and best practices. It provides the organization's current and goal states for each success driver on a scale of 1 to 5. It also includes descriptions of best practices for each success driver and asks the organization to self-assess its performance for each one on a scale of 1 to 5. The assessment is aimed at identifying recommendations to help the organization improve in areas to better achieve CRM success.

1. G
Current Goal
CRM Success Drivers o CRM Maturity Index
State State
a
Senior Management Commitment 4.0 4.5
Customer Centric-Organization 3.2 3.7
Senior
Business Goals & Objectives Alignment 3.0 3.5 Management
Commitment
Enabling 5.0 Customer
Technology Centric-
Customer Satisfaction Management 1.5 2.0 User Adoption Organization
4.0
Enabling
Business Goals
Customer Strategy 3.0 3.5 Technology
User Training &
& Objectives
Alignment
Support 3.0
Knowledge Creation 4.6 5.0
2.0
Data Customer
Management & Satisfaction
Business Intelligence 3.0 3.5 Integration
1.0
Management
CRM Analytics 3.8 4.3 0.0
Process
Maturity & Customer
Documentation Strategy
Campaign Management 3.2 3.7 Level
Performance Measurement 3.5 4.0
Touch Point Knowledge
Integration Creation
Touch Point Integration 4.0 4.5
Performance Business
Process Maturity & Documentation Level 3.0 3.5 Measurement Intelligence
Campaign
CRM Analytics
Management
Data Management & Integration 3.0 3.5
Enabling Technology User Training & Support 3.3 3.8
Enabling Technology User Adoption 3.0 3.5
CRM Maturity Score (out of 100) 67

2. CRM Maturity Assessment
Customize this tool by changing the weighting scale for each assessment category.
Weighting Scale
Business Enabling
Senior Customer- Customer Process Maturity Data Enabling
Goals & Customer Knowledge Business Campaign Performance Touch-Point Technology
Management
Commitment
Centric
Organization
Objectives
Satisfaction
Management
Strategy Creation Intelligence
CRM Analytics
Management Management Integration
& Documentation Management
Level & Integration
User Training
Technology
User Adoption
Total
Alignment & Support
20% 15% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 100%

3. CRM Maturity Assessment - Self Assessment
Rank the organization's compliance with each best practice by assessment category using the drop-down box in the Score column.
Senior Management Commitment
Description of Best Practices Score Notes/Comments
Senior management understand CRM is a business philosophy and complex, long-term strategic initiative and not a technology
implementation. 5
Senior management has committed to providing adequate financial, human, and technical resources to ensure the success of CRM
across the enterprise. 4
Senior management is prepared to enhance current CRM enabling technology and infrastructure to ensure that it is stable, reliable,
and has been incorporated into disaster recovery plans. 3
Senior management have set a clear CRM vision, mandate, objectives, and roadmap with milestones and delivery dates. 4
Senior management is dedicated to improving customer service and support across the enterprise. 4
Customer-Centric Orientation
Description of Best Practices Score Notes/Comments
Customers are strongly focused on by all functional departments within our business. 4
Customer needs drive our business planning, decision-making and strategy. 3
Customer profiles have been developed, documented and distributed to sales, marketing, service and product management
functions. 3

4. Customer profiles have been developed, documented and distributed to sales, marketing, service and product management
functions. 3
Customers that deal with multiple staff and/or departments do not have to repeat information to each department's staff members to
have their issues resolved. 4
Service level agreements have been established with clear escalation protocols. 2
We have solid loyalty/reward/retention programs in place to increase customer retention rates. 3
Business Goals & Objectives Alignment
Description of Best Practices Score Notes/Comments
There is a general trend in our industry to adopt and implement CRM as a business philosophy, discipline and strategy. 5
CRM is a key strategic initiative that has been slated in our business strategic plan. 2
Achieving success through CRM will help to achieve future enterprise goals and objectives. 4
Senior management agrees that CRM is critical for meeting future business goals and objectives. 3
Each functional department has documented clear CRM goals, objectives and deliverables. 1
Senior management clearly understand CRM and how it can benefit the business. 3

5. Customer Satisfaction Management
Description of Best Practices Score Notes/Comments
We have a continuous customer satisfaction survey program that monitors the health of our customer attitudes and relationships. 1
We understand the concept of Net Promoter Score and have implemented NPS to monitor "moment-of-truth" customer satisfaction. 1
We follow up on the results of our customer satisfaction surveys and implement feedback across the business where appropriate. 2
We have a tiered customer support system and effectively escalate and resolve customer issues in a timely manner. 2
Customer Strategy
Description of Best Practices Score Notes/Comments
We have a clearly articulated strategy for how to acquire, grow, retain and value our customers. 4
We believe that all customers are not created equal and should be treated differently. 4
Customers are identified and targeted for differentiated treatment based on behavioral, attitudinal and financial characteristics. 3
We make relationship investment decisions based on the customer's lifetime value. 1
Knowledge Creation

6. Description of Best Practices Score Notes/Comments
The value of transforming data into actionable insights and knowledge is acknowledged and recognized within our company. 5
Insights-based knowledge is applied regularly to drive strategy, improve tactics and to support business decisions 5
Insight-driven action plans are tracked, monitored and evaluated for business impact. 5
We have the internal staff with the skills, competency and expertise to transform data into actionable insights and knowledge. 4
Customer knowledge is shared with key departments and functions to attain a holistic view and understanding of the customer
across the business. 4
Business Intelligence
Description of Best Practices Score Notes/Comments
We have an enterprise business intelligence strategy and framework that is continually maturing and evolving. 3
Our enterprise business intelligence framework provides real/near-real time access to KPI's and information that is reliable and
consistent over time. 3
Our enterprise business intelligence strategy is supported by an integrated architectural framework that enables data governance
and an enabling technology platform that supports the transformation of data into information. 4
Data quality and integrity is the foundation of our enterprise business intelligence strategy; data is governed as to the source,
accuracy, quality, and speed of availability. 2

7. CRM Analytics
Description of Best Practices Score Notes/Comments
We view analytics as a competitive differentiator for our company in our industry. 4
Analytics enables us to better understand the past behavior of customers. 4
Analytics allows us to anticipate the future behavior of our customers. 3
We consistently leverage analytics to target the right customers, at the right time, with the right offer, through the right channel. 4
Campaign Management
Description of Best Practices Score Notes/Comments
We have a robust campaign management methodology and process within the Marketing department to plan, execute, track,
measure, report and analyze marketing campaigns. 3
We use marketing automation technology to efficiently manage our internal customer marketing campaign workflow and processes. 4
Campaigns are continually tested and evaluated across a variety of dimensions including targeting, offer, creative and channel to
determine which contributes the best performance. 3
Results of all marketing campaigns are tracked, measured, reported and analyzed immediately following the conclusion of every
campaign. 4
Key learning's from campaign post analysis are reviewed and changes to marketing plans are implemented. 2

8. Key learning's from campaign post analysis are reviewed and changes to marketing plans are implemented. 2
Performance Measurement
Description of Best Practices Score Notes/Comments
Performance measurement was originally introduced, and is continually championed and promoted, by our senior executive. 3
Performance measurement succeeds when our company's strategic and business performance measures are in alignment with
overall organizational goals. 3
Multi-directional and cross-functional communication consistently takes place within our organization which is crucial for establishing
and maintaining a successful performance measurement framework. 4
We have implemented a disciplined and rigorous performance measurement methodology and system that consistently tracks,
measures and reports business, customer and campaign KPI's. 4
Touch-Point Integration
Description of Best Practices Score Notes/Comments
Touch points are important because customers form perceptions of our company and brand based on their cumulative touch point
experiences. 5
We consistently fulfill our brand value proposition across all touch-points to ensure an exceptional and repeatable customer
experience. 4
All "push" and "pull" customer interactions and touch points are mapped across our business. 4
The customer experience is mapped across all touch points as they move through their lifecycle (suspect, prospect, customer,
advocate). 3
Process Maturity & Documentation Level

9. Description of Best Practices Score Notes/Comments
We have defined and documented repeatable and measureable processes for Sales. 3
We have defined and documented repeatable and measureable processes for Marketing. 3
We have defined and documented repeatable and measureable processes for Customer Service Operations. 3
We have defined and documented repeatable and measureable processes for Product Management. 3
We have defined and documented repeatable and measureable processes for Billing Operations. 3
Clear metrics exist in each functional department to evaluate their performance & productivity. 3
Data Management & Integration
Description of Best Practices Score Notes/Comments
Customer reference data (name/address/city/province/postal code/phone/email) across the enterprise is synchronized, integrated
and safely stored in a central data warehouse. 2
Customer activity data (transactional/behavioral/financial) across the enterprise is synchronized, integrated and safely stored in a
central data warehouse. 4
A unique customer identifier, i.e., customer account #, is used across all enterprise systems and databases. 3
IT/IS has taken responsibility for master data management stewardship across all departments/systems/databases; each functional
department has committed to keep data as clean as possible and free from errors. 2

10. IT/IS has taken responsibility for master data management stewardship across all departments/systems/databases; each functional
department has committed to keep data as clean as possible and free from errors. 2
All key customer interaction groups have direct access to an intuitive graphical user interface and enabling CRM system that
contains a single view of our customer. 4
Enabling Technology User Training & Support
Description of Best Practices Score Notes/Comments
We have allocated budget and resources to CRM enabling technology end-user training & support. 3
There is adequate time for all user groups to be trained well in advance of a planned CRM enabling technology roll out. 3
There are experienced staff in place to provide CRM enabling technology training, support, and administration. 2
Clearly defined job descriptions for CRM staff have been created and all essential positions are filled. 4
There is a clear knowledge transfer plan from the CRM implementation consultants to the front-line managers who will be
responsible for training post-implementation. 4
Our CRM enabling technology vendor/partner has a service level agreement for application support. 4
Enabling Technology User Adoption
Description of Best Practices Score Notes/Comments
Senior management has mandated that end users adopt and use the CRM enabling technology system. 3
User adoption reports are generated and distributed to senior management. 3

11. User adoption reports are generated and distributed to senior management. 3
Post-training job aids and support tools are provided to all CRM enabling technology end users (FAQs, etc.) 2
On-going end user coaching and quality assurance processes are in place and are measurable. 4

12. CRM Maturity Assessment - Recommendations
CRM Success Drivers Scores Recommendations
Senior Management Commitment
Senior management understand CRM is a complex, long-term initiative 5 0
Senior management has committed to provide resources to ensure success 4 0
If you are planning to implement an on-premise solution, consult your CIO to
CRM system is stable, reliable, and has been incorporated into DR plans 3 determine IT requirements.
Senior management have set clear project milestones and delivery dates 4 0
Senior management is dedicated to improving customer service & support 4 0
Customer Centric-Organization
Customers are strongly focused on by all enterprise departments 4 0
Ensure marketing has a seat at the board room table and adequately
Customer needs drive business planning & decision-making 3 represents customer needs & interests.
Use our Customer Profile tool to identify demographics, psychographics, and
Customer Profiles have been distributed to sales & service staff 3 behaviors of key segments.
Customers do not have to repeat information to multiple staff 4 0
Use our Service Level Agreement tool to document your support and issue
Service level agreements have been established with escalation protocols 2 escalation protocols/timeframes.
Develop loyalty programs that reward long term customers and promote
We have solid loyalty/retention programs to increase retention rates 3 referrals.
Business Goals & Objectives Alignment
There is a general trend in your industry to add or improve CRM systems 5 0
Consult your strategic plan to determine if your organizational objectives are
CRM is an initiative that has been slated in your enterprise strategic plan 2 related to CRM programs.
Achieving success with CRM will help to achieve future enterprise goals 4 0

13. Speak with senior leaders to determine which future initiatives they have slated
Senior management agrees that CRM is critical for meeting future goals 3 require CRM functionality.
Interview department heads to identify and document clear goals and
Depts have documented clear goals & deliverables for a CRM system 1 expectations from your CRM program.
Provide whitepapers and case studies to senior executives to ensure they
Senior management understand CRM and how it can benefit the business 3 understand the impact of CRM.
Customer Satisfaction Management
Use our Customer Satisfaction Survey to gauge customer loyalty and identify
We conduct a customer satisfaction survey at least one per year 1 areas for improvement.
Research the "Net Promoter Score" concept and determine how many of your
We understand the Net Promoter Score & 'The Ultimate Question' 1 clients would refer a friend.
Write a follow up report that highlights action items taken based on customer
We follow up on results of customer surveys and implement feedback 2 satisfaction survey results.
Set up a tiered customer support process and measure the number/type of
We have a tiered support system & effectively resolve customer issues 2 tickets that are escalated.
Customer Strategy
Every company has a clearly articulated strategy 4 0
Not all customers are created equal and should be treated differently 4 0
Assess the performance of customer marketing campaigns based on current
Customers are identified & targeted based on key common characteristics 3 targeting criteria
Review and assess the current customer information on which decisions are
Relationship investment decisions are based on the CLV 1 based on richness of offer
Knowledge Creation
Transforming data into insights & knowledge is acknowledged & recognized 5 0
Insights-based knowledge is applied regularly to drive strategy 5 0
Insight-driven action plans are tracked, monitored and evaluated 5 0
We have the internal skill-based competency & expertise 4 0
Customer knowledge is shared with key departments and functions 4 0
Business Intelligence

14. Interview senior management to determine if business intelligence is a priority
Our business intelligence strategy that is continually maturing and evolving 3 in the organization
Assess the current "speed to business" relative to easy access to meaningful &
Our BI framework provides real time access to reliable & consistent info 3 reliable information across the org.
Our BI strategy is supported by an integrated architectural framework 4 0
Interview senior management about their need for accurate and reliable
Data quality & integrity is the foundation of our BI strategy 2 information in a timely manner
CRM Analytics
Analytics is viewed as a competitive differentiator in our industry 4 0
Analytics enables better understanding of the past behaviors of customers 4 0
Address the benefits of having the ability to predict or anticipate future
We deploy analytics to allow us to anticipate customers future behaviors 3 customer behavior
Analytics supports targeting customers, at the right time, offer, & channel 4 0
Campaign Management
Assess current campaign management processes & capabilities for activities,
A robust campaign management methodology & process is implemented 3 tasks, hand-offs and level of effort
Marketing automation technology is used to efficiently 4 0
Consider adopting a test and learn methodology in order to maximize response
Campaigns are tested across a variety of dimensions 3 and optimize marketing spend
Results of all campaigns are tracked, measured and reported 4 0
Key learning's from campaign post analysis are reviewed 2 Adopt a "what get's measured, gets managed" mentality
Performance Measurement
Interview senior management to determine if performance measurement is a
PM was originally introduced is continually championed by Sr. Mgnmt. 3 priority in the organization
Review company's current strategic plan to determine if performance measures
PM succeeds when strategic & business performance measures are aligned 3 are aligned with corporate goals
Multi-directional, cross-functional communication is critical for Successful PM 4 0
Disciplined & rigorous PM methodology is implemented, measured, tracked 4 0

15. Touch Point Integration
Touch points are important because of customers perceptions 5 0
We consistently fulfill our brand value proposition across all touch-points 4 0
All "push" & "pull" customer touch points are mapped across the enterprise 4 0
Perform an audit of all customer touch-points and map them across the
The customer experience is mapped across all touch points 3 customer lifecycle
Process Maturity & Documentation Level
Define your sales process and identify where the CRM system will automate
Processes are documented for Sales 3 workflows.
Define your marketing processes and identify where the CRM system will
Processes are documented for Marketing 3 automate workflows.
Define your customer service processes and identify where the CRM system
Processes are documented for Customer Service 3 will automate workflows.
Define your order taking process and identify where the CRM system will
Processes are documented for Order Management 3 automate workflows.
Define your billing process and identify where the CRM system will automate
Processes are documented for Billing 3 workflows.
Define metrics for performance & productivity for each department and create
Clear metrics exist in each dept to evaluate performance & productivity 3 standard reports in CRM.
Data Management & Integration
Develop a disaster recovery plan for your CRM data by backing up and hosting
Customer information is safely stored in a warehouse or online 2 offsite or online.
Product information is safely stored in a warehouse or online 4 0
Standardize on a unique identifier for all departments to promote easy
We have one unique customer identifier used across all departments 3 information retrieval.
Work with your IT department to create a data management policy and ensure
I/T has taken responsibility for data management across all departments 2 data stays accurate.
The Sales dept has direct access to an order-management interface 4 0
Enabling Technology User Training & Support
Determine the cost of training programs and the staff hours required to set a
Budget and resources have been put aside for end-user training & support 3 clear budget for CRM training.

16. Consider taking a phased approach to training and rolling out the CRM
There is enough time for all groups to be trained well in advance 3 application.
If you haven't already, dedicate a CRM power user or system administrator who
There is staff in place to provide training, support, & system administration 2 will "own" the system.
Job descriptions for Sales Support staff have been created & positions filled 4 0
There is a clear knowledge transfer plan from consultants to managers 4 0
Our CRM system provides a clear service level agreement 4 0
Enabling Technology User Adoption
As user adoption is critical for the success of the application, have senior
Senior management has mandated that end users adopt the system 3 leaders mandate usage.
Create a monthly report to demonstrate what percentage of users are regularly
User Adoption reports are generated and fed back to senior management 3 using the system.
Develop cut-sheets and paper based training documents to reinforce
Post-training job aids and support tools are provided to all end users 2 classroom training on the job.
Coaching and quality assurance processes are in place & are measurable 4 0