Factors for success in customer relationship management

(CRM) systems

Wilson, H.N., Daniel, E.M. and McDonald, M.H.B.

In print for Journal of Marketing Management, vol 17 (2001)

Cranfield School of Management,

Cranfield, Bedford, MK43 0AL, UK.
Tel: +44 1234 751122
Fax: +44 1234 752641

Author for correspondence:

Dr Hugh Wilson. Tel/fax 01442 851688. Email: hugh.wilson@cranfield.ac.uk
 Factors for success in customer relationship management
(CRM) systems

Abstract

The importance of effective customer relationships as a key to customer value and hence
shareholder value is widely emphasised. In order to enhance these relationships, the application of
IT to marketing through customer relationship management (CRM) software, e-commerce and other
initiatives is growing rapidly. This study examines the factors that influence the successful
deployment of CRM applications, with particular emphasis on those factors which are distinct from
other areas of application. Using the analytic induction method, success factors were derived from
five in-depth case studies. Resulting factors underemphasised in previous literature include: the
need for project approval procedures which allow for uncertainty; the need to leverage models of
best practice; the importance of prototyping new processes, not just IT; and the need to manage for
the delivery of the intended benefits, rather than just implementing the original specification.

Biographies

Dr Hugh Wilson is a Visiting Fellow and Director of the Centre for e-Marketing at Cranfield
School of Management. After a mathematics degree at Oxford University and a postgraduate
computer science degree at Cambridge University, he spent thirteen years in the computing
industry, before gaining a prize-winning PhD from Cranfield University on decision support
systems for marketing planning. He has published in British Journal of Management, Journal of
Marketing Management and Journal of Marketing Strategy amongst others. Books and management
reports include “e-Marketing: Improving Marketing Effectiveness in a Digital World” (Financial
Times/Prentice Hall 1999).

Dr Elizabeth Daniel is a Senior Research Fellow in the Information Systems Research Centre at
Cranfield School of Management. Prior to joining Cranfield she spent two years at City University
Business School and before that, ten years in industry. Her research interests are in the area of
electronic commerce, particularly banking and retailing over the Internet, the
subject of papers published in the European Management Journal, Long Range
Planning, the International Journal of Bank Marketing and elsewhere. She is directing a research
project at Cranfield entitled Effective Strategies for Electronic Commerce.

Malcolm McDonald is Professor of Marketing Strategy and Deputy Director at Cranfield School
of Management. He has extensive industrial experience, including a number of years as Marketing
Director of Canada Dry. He has written thirty-one books, including the bestseller “Marketing plans:
How to prepare them, how to use them’, and has published widely.
 Factors for success in customer relationship management
(CRM) systems

THE ARGUMENT FOR CRM SYSTEMS

Ever since the influential study by Reichheld and Sasser (1990), which showed the large impact
on profitability of small increases in customer retention rates, the marketing community has been
more conscious of the need to manage customer relationships in the long term as well as prior to the
first sale. The argument has been further strengthened by data on the low cost of better retention as
compared with better acquisition (Blattberg and Deighton 1996, Filiatrault and Lapierre 1997) and
the increasing profitability of customers the longer the relationship lasts (Reichheld 1996). The term
‘relationship marketing’, coined by Berry (1983), has come to represent this more balanced
emphasis on continuing relationships rather than simply individual transactions (Peck et al 1999).
The popularity of this term has presumably influenced the adoption of the term ‘customer
relationship management’ (CRM) over more recent years. Although some use the term as a
synonym for relationship marketing – Hobby (1999) for example defining it as “a management
approach that enables organisastions to identify, attract and increase retention of profitable
customers by managing relationships with them” – others apply it to “using information technology
(IT) in implementing relationship marketing strategies” (Ryals and Payne 2001).
In addition to supply-side push from the IT industry, the trend towards IT-enabled management
of customer relationships has other intellectual & sociological influences:
One-to-one marketing. Segmentation can be seen as a simplification of the messy complexity of
dealing with numerous individual customers, each with distinct needs and potential value. When
customers are reached via mass media, it is helpful to have a simplified picture of a typical customer
in a given segment. IT-enabled channels such as the Internet, though, allow a one-to-one dialogue
with a current or prospective customer, in which the product configuration, price and required
service can be individually negotiated. Meanwhile, analysis tools attached to customer data
warehouses can inform the supplier’s side of this negotiation through analysis of lifetime customer
value, likelihood of purchasing a cross-sold product and so on. The far-reaching implications for
marketing theory have been explored by numerous writers such as Peppers and Rogers (1993),
Kelly (1997), Deighton (1998) and Seybold (2001).

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 The pressure on marketing spend. As the very existence of a separate marketing department
became questioned in the early 1990s recession (Brady and Davis 1993), marketing staff came
under increasing pressure to justify expenditure. This has increased the attractiveness of IT-
supported media such as direct mail and the telephone (Blattberg and Deighton 1991) for reaching
the customer, as compared to mass media or the sales force where effectiveness may be more
difficult to measure.
Value chain management. Whether under the label of value chain management, business process
redesign, total quality or market focus, organisations are increasingly thinking across departmental
boundaries in order to concentrate on adding value to the customer. Marketing has been shamed that
these initiatives have mainly originated elsewhere - in manufacturing, in the IT department, or from
consultants brought in to manage a crisis. The need for marketing to act as an integrating function in
co-ordinating the organisation’s interaction with the customer, always present in the textbooks, is
now more widely recognised, and even in some cases practiced. But attempts to enforce procedures
representing marketing best practice on paper can easily be undercut by departments without a
strong self-interest to comply - witness the sorry failure of many attempts to institute company-
wide planning procedures, where the vital issue of “buy-in” is often ignored (Bartlett and Goshal
1995). IT offers marketing staff the opportunity to embed their customer-informed notions of best
practice in sales, logistics and customer service into the organisation:

IT can embed discipline because when a computer tells you to do something, you can’t really avoid doing it.
It’s difficult for centralised marketing to impose an infrastructure. Certain things can be centralised, like
branding, and marketing strategy. But attempts to impose procedures can easily be ignored: it’s easy for human
beings to duck and weave. In the days when you could shoot people for disobedience it was different.” Kit
Grindley, quoted in Wilson et al (2001)

Trends in customer behaviour. Marketing has also been subject to consumer pull. Today’s first-
world consumer is more highly educated, under higher stress, more specialised, living longer, and
more influenced by global culture than those of the 60s and 70s when our view of marketing was
formed. This is resulting (Sheth & Sisodia 1997) in various changes to consumer behaviour, such
as: an increased pressure on shopping time; a trend towards outsourcing by consumers, such as the
increase in ready meals; increased consumer rationality; a fragmentation of consumer markets; and
overall, an increase in the consumer’s power relative to the producer’s. Nor are these trends specific
to consumers. As McDonald et al (1994) found, customer expertise, sophistication and power is
increasing likewise in industrial goods and services markets. This power shift stems partly from the
concentration of buying into fewer hands, evident in many industries, and partly from the

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development of buyer groups, networks and alliances, all recent phenomena which have swung
market control away from manufacturers. These trends in customer behaviour collectively put
considerable demands on the organisation’s information systems as higher service levels are
demanded.
The need for a CRM strategy, then, is widely perceived by practitioners. This could cynically be
regarded as simply a rebranding of marketing strategy. But it can be argued that the various forces
we have described, such as the power of individualisation, the need to concentrate on the whole
relationship and the ability to exploit IT-enabled channels, require at least a re-emphasis in the
theory of marketing strategy. While some authors such as Wilson et al (2001) have attempted a
holistic answer to this challenge in their reformulation of the marketing process, others have
concentrated on some of its key components, such as the issues of channel choice (Belch and Belch
1993), multi-channel integration (Payne 2001), industry restructuring (Evans and Wurster 1997,
Porter 2001) and individualised pricing (Baker et al 2001).
These vital debates about CRM strategy development will doubtless continue to evolve. This
paper, though, explores aspects of an equally important complementary issue: how to ensure the
successful implementation of an IT-enabled CRM strategy once it has been defined. This takes us
into the realms of a different relationship: that between the IT function of an organisation and its
commercial counterparts.

WHY MARKETING APPLICATIONS ARE DIFFERENT

“Happy families are all alike; every unhappy family is unhappy in its own way.”
Tolstoy, Anna Karenina

IT has a decidedly mixed track record at increasing the efficiency of white-collar work. The early
emphasis on efficiency-based applications in such areas as finance, human resources and
distribution has been replete with failures, whether measured by the proportion of projects which
fail to meet their objectives, generally reported to be at least 70% (Pitt et al 1995; Ewusi-Mensah
and Przasnyski 1991) – even higher than today’s divorce rates - or by IT’s overall impact on
productivity. To assess the latter, Morgan Stanley economist Stephen Roach (Griffith 1997)
compared the productivity gains over a decade in the US service industry, which received about 80-
85% of IT investment, with those in US manufacturing, which spent the remaining 15-20%. While
service productivity might have been expected to increase more, gains were in fact less than 1% a
year, whereas the manufacturing sector managed over 3%. Roach put what productivity gains there

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had been in services down to longer hours in the office – a far cry from the fears of excess leisure
once computers did all the work.
As with a family, plenty of things can go wrong in the relationship between the IT function and
other areas of the business to cause these failures. Can we do better than Tolstoy and elucidate what
these problems are and how to avoid them? A strong theme of information systems research has
been to identify these success factors (for example: Cannon, 1994; Nandhakumar, 1996; Williams
and Ramaprasad, 1996; Teo and Ang, 1999; Martinsons and Chong, 1999), producing sizeable lists
of such items as the support of senior management, the involvement of users in the design process
and the need to adopt new business processes.
And yet despite this understanding, failure rates remain obstinately high (Ryals et al 2000). One
reason is that the target is a moving one, as the nature of IT projects changes. As we have seen, a
trend is evident towards IT applications at the customer interface whose aim is as much to add value
through an enhanced customer relationship as to reduce costs. This change of emphasis from
efficiency to effectiveness is a logical one, given that IT projects routinely overshoot their budgets,
and that cutting costs alone is a perilous route to business success – none of the top ten discounters
from 1962, the year in which Wal-Mart was born, being alive today (Kumar et al 2000). Suppliers
have not been slow to catch on to this trend: the fragmented and often poorly-selling applications
packages of a decade ago dealing with sales force automation, direct mail or call centres are being
supplanted by what suppliers term CRM suites or packages which integrate the various channels to
the customer, a market worth around $6bn in 2000 if e-commerce is excluded (Hewson 1999) –
though as Wilson et al (2001) explore, these systems typically still support only part of the job of
managing customer relationships.
Do these effectiveness-based applications introduce new success factors? There is comparatively
little emphasis in the success factors literature on differences between application areas, most papers
concentrating on developing generic factors independent of the purpose of the system. And yet one
might expect the nature of marketing to produce quite different problems and solutions from those
found with other functions:

- How can rational IT staff, used to automating a business function, deal with the paradoxical
notion that marketing is inherently cross-functional, coordinating the organisation’s response to
the external environment? Who is their customer?

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- If the application is at the customer interface, involving the only partially predictable reaction of
human beings to IT-enabled business changes, how can the project be thoroughly planned in
advance, as IT managers like to do? How can the investment proposal be drawn up?
- IT professionals can readily see the similarity of CRM with enterprise resource planning (ERP)
as another large integration project. As an old saying goes, show a business analyst two
computer systems and he’ll integrate them. But in the case of ERP, this process can take years –
the BBC are still struggling to complete the implementation of SAP which was begun in 1994.
How can this be squared with the need to respond rapidly to market changes with new IT-
enabled channels?
- IT staff like to ask “the business” (whoever that is) for the “business strategy” (whatever that is)
– which they expect to be predetermined, formalised and explicit - so they can “support it” by
“solving business problems”. How does this mindset relate to the notion that IT-enabled
marketing channels raise strategic choices, such as whether to bypass intermediaries or whether
to deliver product/service components remotely, which the board may not even be aware of as
options?
- Business analysts work through a process of evolving specification documents. How can they
work with marketers who by personality are intuitive doers strong on creativity and weak on
process definition?

To be fair, many of these issues are found in applications going back many years. But the
continuing struggle of practicing managers to deal with them is being brought into sharp focus
within the domain of IT-enabled relationship marketing. At the very least, we cannot assume that
existing success factor literature covers them adequately. In this paper, we therefore build on the
relatively sparse previous work in this domain, which we review in the next section, by reporting on
the results of an inductive study designed to generate any new factors which have not yet been
identified, as well as to test the applicability of better-established factors to this area.
For the purposes of this paper, we define CRM as processes and technologies that support the
planning, execution and monitoring of coordinated customer, distributor and influencer interactions
through all channels. Insofar as e-commerce is applied at the customer interface, therefore, it falls
within our scope. We also include such marketing applications of the data warehouse as
segmentation, calculation of customer lifetime value and targeting – described as “back-end CRM”
by authors such as Ryals et al (2000). Our definition, and our set of cases, includes both packaged

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and bespoke software, although many of the CRM packages currently on the market have very
limited “back-end” functionality as yet.

A SYNTHESIS OF PREVIOUS RESEARCH

In Table 1 we summarise previous research on success factors for projects within this definition
of CRM. Rather than returning to primary research, the table primarily integrates previous literature
reviews on this topic or subsets of it. Leverick et al (1998) provide a wide ranging review of success
factor research with particular reference to the marketing domain. By way of more specific areas,
Ryals et al (2000) provide a comprehensive review of the CRM literature; Wilson and McDonald
(1996) review success factors for marketing decision support; and in a wide-ranging study, Dutta
(2000) examines emerging success factors in e-commerce – one area where a comprehensive
literature review could not be found.

Table 1: A summary of previous research

Factor IT/mkt CRM MktDSS E-com
Leverick Ryals Wilson Dutta
Determine INTENT
Gain champion/sponsor * * * *
Ensure customer orientation * *
Assess CONTEXT
Identify need for system convergence/coordination * * *
Organise round customer * * *
Address culture change in project scope * *
Describe CONTENT
User involvement in system design * *
Design for flexibility *
Manage IT infrastructure * *
See other applications * *
Construct intervention PROCESS
Rapid strategy/action loop *
Pilot testing/trial * *
MANAGE intervention process
Flexibility in project management *

We define success factors as issues influencing the success of an IT-enabled intervention which
is designed to effect business change. (The term ‘intervention’, incidentally, should not be taken to
imply a dehumanised approach to customer relationships: rather, it suggests, in the language of the
literature on evaluation research (Patton 1987), that any project to introduce or enhance CRM can be
seen as a modification of, or intervention in, the mode of working of the organisation, the effects of
which may be contingent upon a number of factors.) Throughout this paper, we accordingly group

6
the factors under headings from a model of IT-enabled change developed by Ward and Elvin
(1999) from more generic change literature. Ward and Elvin’s stages of the change process are as
follows:

- Determine the intent: First, the organisation determines why change is needed, sets expectations
about potential outcomes and gains commitment to the intervention.
- Assess the context: An understanding is reached about the organisational and business context
within which the intervention is to occur.
- Specify the outcome: The intent can be distinguished from a specification of the outcome of the
intervention, in terms of the particular benefits which are desired.
- Describe the content: The content is what will change, under the two sub-headings of IT content
and business content. These need to be defined and responsibilities assigned.
- Construct the intervention process: Here, the organisation designs a process for implementing
the content changes defined above, including a business case and plan.
- Manage the intervention process: The intervention process designed in the previous stage needs
to be carried out, with modifications as necessary to ensure an outcome that satisfies the intent.
- Assess satisfaction of the intent: Finally, the degree to which objectives of the intervention have
been met, both in terms of content and outcome, can be assessed.

We have excluded two of these stages from our scope, ‘Specify outcome’ and ‘Assess
satisfaction of intent’. We assume that the issue of the desired outcome, which will vary
substantially between different types of system, is clear, at least to a stakeholder who initiates the
project. As we have discussed in our introduction, the important issues this raises of relating IT and
marketing strategy are tackled elsewhere. We also exclude the issue of developing appropriate
success measures, a large topic in its own right (Berthon et al 1996).
For simplicity we have omitted from Table 1 and subsequent consideration various well-
established factors identified by one or more of the papers studied which, while applying equally to
this domain, do not appear from previous research to raise any new issues not dealt with thoroughly
by the generic success factors literature. These are: the importance of clear and early definition of
requirements; the need to link the IT system to business objectives; the need to have an adequate
implementation plan; the need for adequate resources; the helpfulness of prior user experience with
IT and of support from any internal IT department; the importance of ease of use; and the need for
adequate training.
We will discuss the factors of Table 1 briefly below.

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 Determine intent: As with other IT applications, top management sponsorship and the presence
of a champion to drive the intervention are widely recognised as important. The potentially far-
reaching effects of e-commerce lead Dutta (2000) to take the tough position that the Internet should
be “a top strategic priority for your CEO”. If the project’s aim is to add to customer value, this needs
to be complemented by a customer or market orientation, or at least by the perception of the need
for it (Wilson and McDonald 1996), in which case the project’s scope should aim to increase it.
Assess context: The IT context of a project includes the existing set of systems. Leverick et al
(1998) emphasise the need for “compatibility and integration with other marketing IT projects”.
Ryals et al (2000) go beyond this to the need for a plan for customer-facing systems to converge so
as to give a single view of the customer or competitors. The wider organisation also needs to be
aligned around the customer, either through the organisational structure (McDonald 1996) or
through cross-functional teams (Ryals 2000; Wilson and McDonald 1996). A further element of the
context which has implications for the project scope is any adverse aspects of organisational culture,
Wilson and McDonald (1996) for example identifying the need for systems to be “perceived as
empowering not controlling”.
Describe content: Successful system design depends on user involvement, which in this domain
may need to be cross-functional (Leverick et al 1998). There is nevertheless an important role for
the IT function in ensuring that the IT infrastructure is managed appropriately to ensure synergies
between projects and provide a platform for the future (Grindley 1995). As the customer interface is
perhaps more susceptible than some internal applications to the need to respond rapidly to external
changes, the need to design for flexibility is important. Leverick et al (1998) also suggest seeing the
proposed application in use elsewhere.
Construct intervention process: Dutta (2000) emphasises the need to experiment in the
marketplace with a “rapid strategy/action loop” in order to “compete in Internet time”. This goes
beyond the need to conduct pilot tests (Leverick et al 1998).
Manage intervention process: Leverick et al (1998) emphasise that project management needs
to be flexible in order to respond to unexpected events during implementation and still deliver the
desired outcome.

RESEARCH METHOD
In order to build on these success factors identified by previous researchers, we wished to test
them against a range of recent projects, including representatives from the important areas of “front-
end” CRM at the customer interface, “back-end” CRM for analysis purposes, and customer-facing

8
e-commerce applications which link in with core customer databases. But we did not wish to
exclude the possibility that the factors might need modification, or that additional factors might
emerge, given the evolving nature of this application area and the relatively sparse previous
research. Hence we desired a method combining theory testing with theory generation.
We chose the analytic induction approach to qualitative analysis, which meets this requirement.
Originally proposed by Znaniecki (1934), analytic induction has developed into perhaps the best-
developed logic for theory development and testing across multiple case studies (Gill and Johnson
1991, p115 et seq). In brief, the method involves formulating a hypothesis; comparing the
hypothesis against the first case; if it does not fit, reformulating the hypothesis so as to be consistent
with the data in the first case; comparing the revised hypothesis against the second case; and so on.
According to Cressey (1950, 1953), an important early developer of the approach, “practical
certainty may be attained after a small number of cases, but a single negative case requires a
reformulation…The procedure continues until a universal relationship is established”. A full review
of the approach can be found in Wilson (1996).
Translated into the context of this study, the method can be summarised as follows:
1. A set of five cases within the CRM domain was selected to provide maximum variation in: the
industry sector (listed at the top of Table 3); the nature of the application; and the perceived
success of the project (summarised at the bottom of Table 3). A sixth case involving an extranet
developed by a high-tech company was completed, and was consistent with the findings
reported here, but due to confidentiality restrictions is not further reported.
2. The unit of analysis was a project in the wider sense of an IT-enabled intervention designed to
effect business change. Hence interviews were held not just with IT managers, but also with
staff in a marketing or sales role and with relevant general managers. 23 managers were
interviewed over 15 interviews, some interviews involving more than one manager. Interviews
were from one to three hours long.
3. Interview questions concentrated on historical events, for example about the history of the
project. This meant that perceived success factors were often expressed without having been
prompted for, removing one potential source of bias. This also meant that the perceptions were
more likely to be related to historical accounts that could be followed up with other
interviewees, in order to triangulate the perception with that of others and with the authors’ own
interpretation of the incidents related. Follow-up questions to raise particular potential success
factors were as neutrally worded as possible.

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4. The interviews were tape-recorded and transcribed, then annotated with themes relating to
potential success factors.
5. The first case was considered against the success factors from previous literature in Table 1.
Each success factor was given a sentence or two to summarise the “messy degree of complexity”
(Glaser and Strauss 1967) inherent in qualitative research. User involvement, for example, was
summarised as: "Involve users in system design. Users of a system, or their representatives, need to be closely
involved in such tasks as requirements specification.” The evidence was then weighed as to the extent to
which the case supported the success factor. This qualitative and judgemental process took
account of the criteria listed in Table 4 relating to data consistency and triangulation, and the
theoretical fit. The match was summarised in the scoring system described in Table 4,
complemented by notes and illustrative quotations. However, this score should still be
interpreted as a concise summary of qualitative data, not as an attempt at quantification.
6. Any new hypothesised success factors from the case were similarly summarised and scored. For
example, case B introduced the factor “Define approval procedures which allow for uncertainty”.
7. Steps 5 and 6 were repeated for each case.
8. Any mismatch between the data and the hypothesised success factor caused a review of the
success factor. If the data simply contradicted the proposition, it was to be scored negatively.
(However, this eventuality did not arise in the actual analysis.) If the proposition could be
modified to cover the new data as well as any previous data, this modification was carried out.
For example, user involvement was reworded as a result of case A (new words underlined):
“Involve users interactively in system design. Users of a system, or their representatives, need to be closely
involved in such tasks as requirement specification. This involvement works best if it is interactive: users may not
have the skills to write requirements specifications, while they made not understand written specifications produced
by IT staff.”
9. When all cases had been analysed, the evidence was summarised in a summary table (Table 3).
The strength of support for each proposition was then summarised in words (see next section).
Again, as the table is a highly abbreviated summary of rich qualitative data, this process was
qualitative and judgemental rather than mechanical.
This operationalisation of analytic induction is very close to that used by Wilson and McDonald
(1996). This extension of the analytical induction method to allow for multiple propositions, as well
as multiple cases, is schematically illustrated in Figure 1.

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 Previous literature

Initial propositions
Propositions (in this study,
hypothesised CRM success
P1 P2 P3
factors) arising from
previous research

Comparison against
First refinement case 1 data

Revised set of propositions

P1' P2' P3 P4 P5 consistent with case 1 data
as well as previous research

Modified propositions Unchanged New propositions

Comparison against
Second refinement case 2 data

Propositions consistent with

P1' P2'' P3 P4' P5 P6
cases 1 and 2

etc for other cases

Figure 1: Analytic induction – developing multiple propositions across multiple cases

What is meant by project ‘success’ is a complex issue in itself, as many criteria can be used to
evaluate success and the most relevant criteria are likely to be specific to the system under
consideration and the organisational context (Drury and Farhoomand, 1998; Martinsons and Chong,
1999). DeLone and McLean (1992) review six variables which can be used to measure IS success:
system and information quality; the extent of use of and user satisfaction in the system; and the
system’s individual and organisational impact. To these can be added user benefit perception
(Hewson and Wilson 1994; Guimaraes et al 1992; Money et al 1988), in which the evaluator wishes
to know not just whether the system has been useful, but in what ways. Given the multifarious
business aims of the projects studied and our emphasis on business change, this was the approach
chosen. The intended and realised benefits were identified and the extent to which they were
achieved was assessed. As shown in Table 4, success factors were assessed for their impact on the
achievement or otherwise of these benefits.
Case A involved a project in which intelligence from a marketing database was being used to
produce marketing communications targeted at particular segments – a significant step for a utility
used to an operational focus in which all customers were treated in exactly the same way. Case B
was the implementation of a second-generation sales force automation package within an electricity
generator. Case C followed the progress of a business-to-business e-commerce project within a

11
paper manufacturer. Case D involved rewriting a direct mail application to ensure year 2000
compatibility, and simultaneously integrating the application with an order-handling system to
provide a more flexible platform for the future. Case E covered the development and early use of a
marketing analysis system which held statistics on sales and market size by product type and by
market, using OLAP (Online Analytical Processing) technology, in order to aid with the
identification of promising opportunities and the evaluation of campaigns.

RESULTS AND DISCUSSION

As discussed in the previous section, the success factor list resulting from the study is shown in
Table 2. New factors, or refinements of previously identified factors, are underlined. Table 3
summarises the evidence for each of these factors, using the scoring system of Table 4. We briefly
discuss each factor in this section, with particular emphasis on new and modified factors.
Factors supported by this study
Within this group of factors, at least one case provided clear support for the factor’s influence on
system success, while no case provided contradictory evidence.
Gain champion/sponsor: board level backing was cited in all cases as crucial, with particularly
strong evidence in case A, in which a new marketing board member had proved essential to CRM
initiatives. The dangers of championship from a limited range of functions was shown by case C, in
which the aim of an integrated customer interface had in the past been hampered by differing views
of different directors.
Define approval procedures which allow for uncertainty: this factor was introduced in case B, in
which the risk-averse culture of this electricity generator – a healthy and understandable attribute as
far as its core operations were concerned – seemed to be a barrier to investment in sales automation,
an area where a degree of risk about benefits is inevitable, customer behaviour being outside the
direct control of the business. But not investing also had its dangers, in the view of one interviewee:

“Did a better profile of customers arise from implementation of this IT, or from something that the account
manager did differently, or from pure luck? Quantifying benefits is particularly hard in our business…But
sometimes you need the investment just to stay competitive in the marketplace. How do you quantify that?”

But clearly a degree of control is needed over the approval of capital-intensive projects from
limited resources. Case E found a balance through flexible R&D budgets, which could be used to
provide seedcorn funding until benefits could be better quantified.

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 Table 2: Full descriptions of final success factor list
Factor Full description
Determine the INTENT A sponsor is needed, preferably at board level, to sell a proposed project and
Gain champion/sponsor to build commitment across relevant functions. This may be a marketing, sales
or IT director, but if cross-functional commitment is not gained, non-optimal
‘silo’ applications can result
Ensure market orientation The organisation needs a market orientation, or at least the perception of the
need for it, if an IT system is to be accompanied by the necessary business
changes and deliver the intended benefits.
Define approval procedures Applications which aim to increase efficiency may be cost-justified precisely.
which allow for uncertainty But effectiveness-based applications are difficult to predict, even if the case is
strong. Project approval procedures should recognise this. Otherwise project
champions resort to spurious accuracy to gain project acceptance.
Gain board awareness of If the board regards IT as merely a support function to keep the business
strategic potential of IT running smoothly, ideas for major initiatives at the customer interface are
unlikely to flourish.
Assess the CONTEXT
Identify need for business An explicit IT strategy for marketing should be developed to ensure that
system convergence internally disparate projects can be integrated to deliver a single organisational view of
& coordination externally the customer, product or competitors.
Organise round customer As marketing becomes data-driven, its need to integrate closely with other
functions increases. A joint sales/marketing director may be more conducive to
IT-enabled marketing applications. Failing that, close teamwork on joint
processes is necessary, such as with cross-functional process teams.
Address culture change in The project plan needs to address any requirement to change organisational
project scope culture, such as addressing staff willingness to share data, rather than leaving
this issue until later or ignoring it.
Describe CONTENT
Involve users interactively in Users of a system, or their representatives, need to be closely involved in such
system design tasks as requirement specification. This involvement works best if it is
interactive: users may not have the skills to write requirements specifications,
while they made not understand written specifications produced by IT staff
Design for flexibility The difficulty in getting IT right first time, combined with the need to phase
and a changing environment, necessitate the inclusion of flexibility as a key
design constraint. Rapidly changing IT platforms and business needs require
independence and generalisability of data models.
Manage IT infrastructure While user departments may believe they have the skills to bypass the IT
function, there is a need for coordination of IT infrastructure to ease future
support and development, and to exploit the cross-functional and, indeed,
inter-organisational nature of customer-facing processes
Leverage models of best Where available and suitable, the use of minimally tailored software packages
practice can embed aspects of best marketing practice, as well as reducing development
risks
Construct intervention
PROCESS
Rapid strategy/action loop to Relaxed timescales render a project vulnerable due to loss of key sponsors,
experiment & gain credibility organisational restructuring, external events and so on. A phased approach can
help to build the credibility of those driving the change through the visibility of
early deliverables. ‘Big-bang’ approaches are more vulnerable to cancellation
due to perceived lack of progress
Prototype new processes, not Effectiveness-based marketing applications may have profound implications
just IT for internal or external processes and relationships. These need prototyping
just as much as the IT; if left too late the IT will constrain necessary
modifications to the initial plan
MANAGE intervention
process Documents such as requirement specifications may need refining during
Manage for delivery of implementation, if the intended benefits are to be achieved. The
benefits, not specification implementation process needs to reflect this need for flexibility
Note: Underlined text indicates new or modified factors as a result of this study

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 Table 3: Findings
Factor Case A Case B Case C Case D Case E
Utility Electricity generator Paper manufacturer Business school B-to-B distributor
Determine INTENT ***/++ New mkting ***/+ Commerce dir’s **/+ Lack of board **/+ Previously IT ***/+ Board backing
Gain champion/sponsor board member crucial board presence vital continuity unhelpful regarded too tactically helps
Ensure market orientation **/+ Clear desire to */+ Previously poor */+ Tendency to **/+ Cust needs spurred **/+ Slow shift from
improve from top but improving production orientation development operations focus
Define approval procedures DK */+ Inherently risk- **/+ A problem in one ***/+ Flexibility aided ***/++ R&D budgets
which allow for uncertainty averse organisation project by small scale of projects provide flexibility
Gain board awareness of DK DK */+ Uneasy **/++ Importance of IT DK
strategic potential of IT relationship with IT risen
Assess CONTEXT **/+ Clear need for **/+ Moving in */+ Need recognised, **/+ Need recognised **/o Not necessary in
Need for IT convergence/coord. single view of cust. direction of coord not yet delivered late but now clear this case
Organise round customer **/+ Cross-functional **/o Not a problem in */++ Separate mkt, */+ Organisation round DK Structure issues
teams found useful application studied sales depts unhelpful products primarily underexplored
Address culture change in project */+ Felt to be left too */o System had few */+ Underexplored **/+ Problems known if **/+ Need to share
scope late in projects cultural implications cultural implications not yet solved data important
Describe CONTENT **/++ Specs improved ***/++ Shift to */+ A gap, leading to **/+ In past a lack of ***/+ RAD proving
Involve users interactively by face-to-face work workshops productive lower commitment business analysis skills fruitful
Design for flexibility ***/+ Clear design aim ***/++ Learnt from **/+ Recognition that **/+ Past problems here, **/+ Some flexibility
previous mistakes standards help here now thought important built in
Manage IT infrastructure ***/+ Sophisticated IT **/+ Learnt from */+ Underemphasised ***/+ Active mgt DK
coordination previous mistakes in recent proposal replaces ad-hoc style
Leverage models of best practice DK **/+ 2nd time round, ***/+ Lessons learned ***/+ Collaboration with **/+ Consultancy
gained from package from earlier projects vendors helping used to ensure
Construct intervent. PROCESS ***/+ ‘Quick wins’ **/o Wasn’t needed in */++ Long design lost **/+ Greatly increased **/+ Held back by
Rapid strategy/action loop gained credibility this case commitment speed of loop structure changes
Prototype new processes, not just DK DK DK Perhaps a danger */+ Processes ironed out ***/+ A conscious
IT in a new project once IT in place part of project
MANAGE intervention process **/+ Spec should not ***/+ Interactive **/+ Needs better **/+ Previous system ***/+ Live trials help
Manage for delivery of benefits be in ‘tablets of stone’ meetings helped IT/marketing relship met spec not needs check benefits
PROJECT SUCCESS High High within limited Low – tendency not to High within limited Medium to date
ambitions proceed ambitions to date

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 Table 4: Scoring system for evidence about success factors
RATING OF PRESENCE OF FACTOR
*, **, The extent to which the factor is present in the case. *** indicates the factor is fully present, *
*** indicates that it is not present. Eg: * indicates no champion/sponsor, *** indicates senior, effective
champion/sponsor.
DK The data is insufficient to rate the case on the factor.
RATING OF INFLUENCE OF FACTOR
+, ++ The factor appears to be influential in determining project success. ++ = the case supports the factor;
+ = data consistent with factor but inconclusive.
Criteria used in assessing include:
a) Data consistency/triangulation: consistency of story from different interviewees; the substantiation
of user perceptions with narrated events; corroboration from observation or documents
b) Theoretical fit:
i. where the factor is fully or partially absent, benefits are reduced or absent
ii. where the factor is present, benefits are present, or there is some other plausible reason for their
absence
iii. a plausible causal explanation links the factor to the benefits obtained.
For a ++ score, all three points under b) and at least one point under a) need to be addressed.
-, -- The factor is not influential in determining project success. -- indicates clear evidence, - indicates
some indication. Note: no instances found in this study.
o While there is no or insufficient indication that the factor is influential in determining project success,
there is equally no or insufficient indication that it is not.

Gain board awareness of strategic potential of IT: a factor introduced by case C, case D showed
the powerful shift from a costs focus to a benefits focus that could occur when the strategic nature
of IT investments was recognised in board-level appointments.
Organise round customer: Although case A had an organisation primarily around the product
line, this was being successfully counterpointed by cross-functional teams to champion the customer
perspective. Case C showed the problems that can occur if marketing and sales departments are
divorced under separate directors, with the two sometimes pulling in different directions.
Involve users interactively in system design: case A introduced the notion that user involvement
in system design needs to be face-to-face, not just at a distance through the writing and review of
specification documents. Business analysts in cases A and C reported that unlike users in domains
such as finance, marketers were not necessarily skilled in the detailed process thinking needed for
writing or reviewing specifications – a problem recognised by one marketer:

“We write things from a flowery marketing perspective. But our requirements specifications become tablets of
stone.”

Furthermore, the nature of the domain required creativity in the definition of new processes, which
was aided by the interactivity of face-to-face meetings. A workshop approach was proving

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productive in case B, in contrast to experience on a previous project which concentrated on written
documents:

“The requirements specification was inches thick, and it still doesn’t do what the users want. Because someone
had to write out line by line what the system must do. That’s extremely difficult for anyone, let alone the user
who just wants the outputs, and doesn’t wish to concern himself with inputs or processing.”

Design for flexibility: The importance of designing a system in such a way that it can readily be
changed to meet future requirements was widely recognised. Case B provided a clear comparison
between generations of the same system, the second generation being based closely on an off-the-
shelf package to aid in future tailoring and support.
Rapid strategy/action loop: While the literature cites a changing competitive environment as the
motivation for a rapid strategy/action loop, cases A and C added the problem of a changing internal
environment. A long project may seem rational to the developers, but leaves it open to cancellation
due to management changes, or a loss of faith from managers who do not understand the waterfall
model of development and do not perceive progress until they see the resulting system. A clear
vision, combined with short-term ‘quick wins’ which gain credibility, seemed the best approach for
major projects.
Factors with limited support
Within this group, while the research is consistent with the hypothesised success factor, rival
hypotheses cannot be ruled out. Often this is because of the difficulty of isolating the effect of the
factor from the effect of other possible success factors that may have caused the success or
otherwise of the system.
Ensure market orientation: In case D, in which the organisation’s culture and processes are
focused strongly around understanding and responding to customer needs, these needs acted as a
spur to enhance IT systems at the customer interface. In cases A and E, by contrast, a conscious
perception that the organisation needed to improve its customer focus was one of the motivations
for IT developments to enable and embed corresponding process changes.
Need for IT convergence/coordination: In all the cases except case E, the project studied formed
part of a longer-term initiative towards the development of an integrated customer repository, from
which all customer-facing systems would draw. As this vision was not yet realised in any of the
cases, though, the anticipated benefits of this quintessential customer relationship management
vision cannot be confirmed, though limited benefits from the integration so far achieved were
reported in cases A and D.

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 Address culture change in project scope: The argument that projects need to address the issue of
cultural change was made by numerous interviewees, for example one in case A:

“It’s easier to move on the harder issues like technology than the softer ones. If you think about our interfaces
[between parts of the organisation], the biggest thing is culture. But we start with the hard systems first.”

Evidence collected on the impact of cultural change initiatives was, though, limited.
Manage IT infrastructure: Past experience in cases B and D supports the view that a danger of
commercial functions taking on responsibility for IT systems is the lack of attention to IT
infrastructure issues that can result. In both cases, the IT infrastructure is now more actively
managed through stronger central control, although responsibility for specific applications is shared
with user departments.
Leverage models of best practice: Case B introduced this factor, through the observation that the
second generation of the sales automation system benefited from being based more closely on an
off-the-shelf package, which allowed the organisation to benefit from the experience of others in
refining best practice. The factor was also supported by cases C, D and E.
Prototype new processes, not just IT: This factor was introduced by case C, in which the plans
from the IT department for a new system did not seem to involve the testing of some plausible but
far-reaching assumptions about the effect of EDI on both the organisation and its customers.
Although the case provided no evidence as to whether the authors’ concerns over this were justified,
case E showed the benefits which can occur when new processes are prototyped at an early stage.
Here, the business case for further system development was clarified, as well as steering the system
development in the light of the process prototyping.
Manage for delivery of benefits, not specification: This factor gave a more precise wording to the
previously-identified factor of ‘flexibility in project management’. There need to be limits to
flexibility if projects are ever to complete, case B for example benefiting from a strict time limit.
But limiting time or resources can backfire, as previous experience in case A had shown:

If you’re not careful, your timescales become the drivers. You then come into descoping. Then what you get isn’t
what you really wanted. And having delivered to timescale, you spend the next six months sorting out the
problems.”

In this case, the need was identified to review requirements during the project to ensure that there
were indeed adequate to deliver the required benefits:

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 “We need a review and challenge exercise six or eight weeks down the line, to say, ‘do we still mean that’? It’s
all a matter of communication between owner and implementor. There’s a steerage that’s needed during
implementation, to add clarity as to what needs delivering.”

Summary of impact of factors on project success

We have summarised at the bottom of Table 3 the extent of project success, as perceived by the
interviewees, in each of the five cases. To provide another perspective on the data, we will briefly
discuss which factors appeared most influential in determining success in each case.
- Case A: Utility. This innovative initiative, building a customer dialogue based on micro-
segmentation using a customer data warehouse, and maintaining this individualised dialogue not
just through traditional ‘marketing’ channels such as direct mail but also through operations
such as billing which had previously treated all customers identically, was strikingly different
from the traditional image of the production-focused utility. Its existence derived from an
explicit, clearly communicated board-level drive to improve customer focus, a drive embedded
into the organisation through a board-level appointment, a well-supported new department and
the institution of cross-functional teams and procedures. In an organisation long used to efficient
delivery, the critical new factors in this project were therefore the additional elements of ‘Gain
champion/sponsor’ and ‘Ensure market orientation’, along with a ‘Rapid strategy/action loop’
which helped sell the approach more widely in the organisation.
- Case B: Electricity generator. This second generation of a sales automation system was
undoubtedly an improvement on the first, due largely to the ‘Involve users interactively’ factor:
a shift from sending paper specifications around for comment to interactive specification in
workshops, leading to a richer dialogue between technologists and system users, and a better
understanding by the former of how business benefits could be enabled. It also gained from
‘Leverage models of best practice’, using a package as a basis for a beneficial sales process
redesign. Within the limited ambitions of the project, this led to success. There remained a
sense, though, that if this rationalistic organisation were to score higher on ‘Define approval
procedures which allow for uncertainty’, more radical shifts in key account management would
be possible and beneficial.
- Case C: Paper manufacturer. A history of half-finished initiatives and piecemeal solutions
showed the difficulty this organisation had with moving consistently towards a market
orientation, despite some talented managers. The various good ideas they generated were
undermined by a strong functional structure, with separate marketing, sales and IT departments
struggling to agree and trust each other. In this context, the long design period of the major

19
 initiative studied gave too much time for the commitment to unwind. Critical success factors
missing, then, were ‘Organise round customer’, ‘Gain board awareness of strategic potential of
IT’ and ‘Rapid strategy/action loop’.
- Case D: Business school. Hearts must have sunk among some longer-serving staff members at
news of the introduction of a fourth generation of the school’s core customer database. But this
more strategically conceived version provided at least a basis for more holistic management of
customer relationships, integrating two previous systems to provide a single repository for most
customer data. Not all customer data: the organisation’s structure around product lines was
reflected in some products being left with their own systems, perhaps an opportunity lost in the
need to act fast to ensure Y2000 compliance. A fast pace did mean, though, that the pain of the
teething problems was over quickly, and follow-up projects to use this customer data to better
inform customer interactions could be rapidly initiated. Important success factors thus included
‘Gain board awareness of strategic potential of IT’ and ‘Rapid strategy/action loop’, with a
possible question-mark around ‘Organise round customer’.
- Case E: B-to-B distributor. The only case study to focus exclusively on ‘back-end’ CRM, this
marketing analysis system helped to answer questions such as: “What industry sectors in
Germany should we focus our growth efforts on?” and “Which products would they be most
interested in?”. The approach to its development and application seemed so inductive, with
flexible seedcorn budgeting (‘Define approval procedures which allow for uncertainty’) and
ideas conceived developed and tested for real rapidly (‘Involve users interactively’, ‘Prototype
new processes, not just IT’ and ‘Manage for benefits’), that it could almost be caricatured as a
solution looking for a problem. Yet it succeeded in adding significant value on a minimal
budget, without the need for expensive integration of core systems.

CONCLUSIONS
Our results support various success factors identified by previous authors: the importance to the
success of IT/marketing initiatives of a market orientation; the need for business system
convergence on a single view of customers and other entities such as competitors; the need to
include cultural change issues within the project’s scope; the need to design for flexibility; and the
need to manage IT infrastructure.
Further light has been shed on certain other factors:
- We have seen that in this domain, the commonly-cited need to gain a board-level champion may
not be enough. Commitment is often needed across numerous functions which deal with the

20
 customer: without such strong, genuine commitment, non-optimal ‘silo’ applications can result,
in which the potential benefits of a single view of the customer in terms of understanding
customer value, prioritising resources on profitable customers, and understanding how to satisfy
particular customer segments, cannot be fully realised.
- A related point is that separate directorships for sales and marketing can be problematical.
While an primary organisational structure around products can be effectively complemented by
cross-functional teams focusing on the customer, the evidence we have seen strengthens the
argument (Davidson 1999) that organisations can best be viewed in the three major blocks of
supply management, operations and demand management, which should arguably each have a
single director responsible for them, or at the least should be designed coherently.
- We have added to the reasons for a “rapid strategy/action loop” (Dutta 2000) with the
observation that long-term projects seem particularly vulnerable to cancellation due to structural
or personal changes, or simply due to perceived lack of progress, whether grounded in reality or
not. This presents a problem given that implementing an integrated CRM suite or adding an
Internet channel takes a great deal of work. The circle can be squared by defining “quick wins”
that collectively contribute to a long-term vision - in the words of one marketing manager, by
“eating the elephant of CRM one bite at a time”.
- Once a project is under way, effective communication between IT staff and their commercial
counterparts is, as always, an issue, given the very different cultures they inhabit – as one
interviewee put it, “IT are from Mars, marketing are from Venus”. We have found that “user
involvement” needs to be interactive and face-to-face: sending specifications to each other for
comment (whether on paper or electronically) simply doesn’t seem to work. We recall the
finding of Bartlett and Goshal (1995) that in many organisations, disastrous consequences
ensued when the generation and transmission of reports replaced direct communications from
people representing their own ideas, analyses and proposals. Instead, they advocated
“reinforcing the rope bridge of systems-based communication with the steel girders of frequent
personal contact.” We have also found that personal contact needs to continue through the IT
development cycle, rather than stopping once a specification is defined, if the project’s benefits
are to be realised.
- The IT itself is not the only area where iteration may be required before the right solution is
found. We have also found that in this domain, in which IT is likely to be an enabler to radically
different processes, those processes also benefit from being prototyped. As one successful
implementor of an e-commerce channel argued to us, the best decision he took was to build a

21
 link to back-end fulfilment and finance processes into his very first pilot, as ironing out these
processes was a key to success.
We have also identified three success factors which were not present in the existing success
factors literature we surveyed:
- Leveraging a model of best practice embedded in an off-the-shelf system can, at least, reduce the
risk involved in development of bespoke software. A CRM package can ensure that all
customer-facing packages draw on a common data model (Ovum 1999), while a package for
such management tasks as market segmentation, econometric modelling and marketing planning
can implicitly provide a standardised process for these tasks (Wilson 1996). Taylor and Ward
(1999) made a similar recommendation in the area of enterprise resource management (ERP)
systems.
- Given the strategic decisions implicit in CRM projects, it is not sufficient for the board to
empower an IT director, or anyone else, to propose and develop systems. The board needs to be
aware of IT’s strategic capability, and be actively involved in the formulation of IT strategy.
This is consistent with King and Teo’s (1997) empirical findings that far from deriving IT
strategy from business strategy, or even developing the two in parallel, the two are best
developed as a unified entity.
- Rigid approval procedures for capital expenditure can act as a barrier to developments with a
strong rationale but a degree of risk, favouring less important but more secure projects. Ryals
(2000) has argued for the explicit incorporation of risk in the calculation of such measures as
customer lifetime value, allowing risk to be taken account of without ruling out risky
developments. Another loosening of traditional procedures we found effective was to set aside
seedcorn funding in advance, which can be used to fund potentially important pilot projects
quickly. Without such measures, project proponents will simply cook the books, underplaying
risks and leaving the board in a worse position to manage those risks carefully.
If marketing is still suffering from mid-life crisis (Brady and Davis 1993), the younger discipline
of IT is surely still suffering from adolescence, with all its attendant delusions of grandeur
periodically pierced by dramatic failures. The marriage of this undoubtedly talented couple may be
no more troubled than most, but troubled it still is. The themes which need to be pursued in their
joint therapy are at least becoming clearer.

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ACKNOWLEDGEMENTS
The Cranfield research project which led to this paper entitled “Improving marketing effectiveness
through IT” was sponsored by a consortium of companies whose support is gratefully
acknowledged. We would also like to acknowledge the essential contributions of Professor John
Ward and Frances Sutherland to the project.

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