One of the questions posed at our 2017 Share event was: ‘Does InterAction meet your original business case?' 65% of respondents said it does, and 35% stated that it didn't, or that they didn't have InterAction in the first place. These statistics provide strong evidence that whilst a large proportion of firms are clear about why InterAction exists in the business, there is still a significant number potentially needing to understand the need for a CRM system. In my experience as an InterAction Client Advisor, the existence of a clearly articulated business case, directly impacts the success of the system across the organisation.
Building a business case for InterAction is the first step in realising the benefits of the system and ensuring that you can measure its success. Without one, you will struggle to influence your audience to use it, which inevitably leads to poor adoption and a database of poor quality data. The good news is, it's never too late to start one! For those of you in the admiral position of already possessing an InterAction business case, it is good practice to review it every two to three years. This will ensure continued relevance within your business and will also provide you with the opportunity to review the benefits of new features that have been developed within the product.
Here are some quick tips on how to approach the development of an InterAction business case:
Many of our clients who have formally articulated their business case for InterAction, created an implementation plan, assigned sponsors, set up a steering group and agreed a communication and training plan to meet the overall objectives – have seen this approach contribute significantly to making InterAction successful within their respective businesses.