Express Version

  • Metrics are used in two ways. First, metrics can be used to measure the success of the CRM project by using before/after comparisons. Second, they allow the managers to make better decisions about the business by providing accurate and timely information. Different metrics may be required for these two objectives.
  • To measure the success of the CRM project, define measurable improvement goals, each with a baseline, at the start of the project.
  • Metrics to run the business can be refined and improved in the long run, but plan for the key business metrics when creating requirements during the kickoff workshop. This will ensure that the relevant data is indeed available and can be reliably gathered over the normal course of using the system.
  • Concentrate on a few key business metrics, including operational metrics and strategic metrics. Operational metrics are activity-based, for example, how many telesales calls were made and how quickly service requests are attended. Strategic metrics are outcome-based, for example, win/loss analysis and customer satisfaction ratings. You can run additional, analysis-focused metrics as needed to supplement the handful of key metrics that are run regularly.
  • In all but tiny organizations, slice and dice the metrics to show each manager the right level of detail of what's happening within his or her group without having to wade through the details of other groups.
  • Look for graphics and trends to make metrics easier to understand and easier to act upon. Group the metrics in compact dashboards so all the critical information is available at one glance.
  • Deliver metrics automatically and allow individuals to subscribe to the metrics they care about to maximize the value and use of metrics.