Our client had completed the pilot phase of a CRM project. The purpose of this engagement was to expand the pilot user base to 3,000 users. The change that would occur to service and sales staff and how they performed their jobs was significant. The up-scaling from the pilot project was to be done in a short period of time with reduced budgets. It was difficult, complex and risky.

We managed the change team, the training team and the communications team for the CRM Program. The CRM Program was wide and deep in nature. The Operational CRM stream included single view of the customer, customer holdings (assets and liabilities), activity management of agents, cross-channel referrals, and sales management. Analytical CRM aspects included lead delivery and lead actioning during conversation. Change activities included a new sales process, cross-channel referral processes, sales management functions (across a number of tiers of management). A change management strategy was developed for the project. Training material was developed, specifications written, on-line course ware developed.

Deployment was successfully made to over 3,000 users for the new sales & service system. This was based on a new sales process as well as service processes and service capabilities (such as the referrals between branches and call centres and the recording of customer complaints).