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Mobile CRM Solution
Chicagoland Chamber of Commerce
by Gan, Jeremy

2/11/2014

Strategic Change Management

0
Business Case
• Why now?

2/11/2014

Strategic Change Management

1
Transition Period
Mr. Gerald J. Roper

2/11/2014

Ms. Theresa Mintle

Strategic Change Management

2
Business Case
• Why now?
– “Voice of Business in Chicago”
• Lead by example – catch up with technology

– Unconvincing sales over the last 6 years
• New members canceling out lack of retention rate

2/11/2014

Strategic Change Management

3
Design Focus

2/11/2014

Strategic Change Management

4
Design Focus (cont.)
• Develop closely with existing CRM vendor
– Reduce data-sync issue that arise
– Familiar software interaction

• Modern Features
– Update/Access information on-the-go
– Integrated scheduling
– Analytical dashboard
– Real-time decision making
2/11/2014

Strategic Change Management

5
Implementation Process
• Diverse Cross-Functional Team
– Executive Sponsor
– Steering Committee
– Mobile CRM Solution Administrator
– Mobile CRM Vendor Developer

2/11/2014

Strategic Change Management

6
Implementation Process (cont.)
• Pilot Program
– Early adopters to refine and help with testing
process

• Training Process
– CRM Vendor will conduct “train-the-trainer”
course
• Front line users
• Administrators
• In-house helpdesk
2/11/2014

Strategic Change Management

7
Sustainability
•
•
•
•

Internal forum for quick troubleshooting
Updated hiring structure
Metric to track effectiveness of change
Springboard to a holistic coverage for other
area

2/11/2014

Strategic Change Management

8
2/11/2014

Strategic Change Management

9

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Strategic Change Management

  • 1. Mobile CRM Solution Chicagoland Chamber of Commerce by Gan, Jeremy 2/11/2014 Strategic Change Management 0
  • 2. Business Case • Why now? 2/11/2014 Strategic Change Management 1
  • 3. Transition Period Mr. Gerald J. Roper 2/11/2014 Ms. Theresa Mintle Strategic Change Management 2
  • 4. Business Case • Why now? – “Voice of Business in Chicago” • Lead by example – catch up with technology – Unconvincing sales over the last 6 years • New members canceling out lack of retention rate 2/11/2014 Strategic Change Management 3
  • 6. Design Focus (cont.) • Develop closely with existing CRM vendor – Reduce data-sync issue that arise – Familiar software interaction • Modern Features – Update/Access information on-the-go – Integrated scheduling – Analytical dashboard – Real-time decision making 2/11/2014 Strategic Change Management 5
  • 7. Implementation Process • Diverse Cross-Functional Team – Executive Sponsor – Steering Committee – Mobile CRM Solution Administrator – Mobile CRM Vendor Developer 2/11/2014 Strategic Change Management 6
  • 8. Implementation Process (cont.) • Pilot Program – Early adopters to refine and help with testing process • Training Process – CRM Vendor will conduct “train-the-trainer” course • Front line users • Administrators • In-house helpdesk 2/11/2014 Strategic Change Management 7
  • 9. Sustainability • • • • Internal forum for quick troubleshooting Updated hiring structure Metric to track effectiveness of change Springboard to a holistic coverage for other area 2/11/2014 Strategic Change Management 8