R E PO RT

Measuring Value & Success from CRM
MAXIMIZER SME BENCHMARK STUDY 2017
PART II: KEY PRODUCT FEATURES AND
BUSINESS OUTCOMES

An annual study of the value and successthat SMEs are gaining from CRM in
Europe, Middle East and Africa

Published By

Management Summary• There is a lack of research-based literature on
the genuine value and success that small to
medium-sized enterprises are achieving throughuse of Customer Relationship Management(CRM systems)• In order to help fill this gap, Maximizer
is publishing, for the first time, its annual
research into the subject – the Maximizer SME
Benchmark Study• The study examines research undertaken with
300 SME customers of CRM solutions in the
EMEA region (Europe, Middle East and Africa).
The study outputs include 2 publications,focussed on particular elements that contributeto delivering CRM value and success:o Part I: Key Business Objectives andOperating Benefits - examines factors
around tactical and strategic approaches inaddressing the new customer journey.
o Part II: Key Product Features and BusinessOutcomes - examines the more practical useof CRM with reference to gaining CRM mastery.
• The study shows that SMEs regard Centralisationof Customer Data as the primary businessoutcome achieved from CRM, thus providing auniversal, high-quality, transparent view of all
aspects of performance, potentially available to
all areas of the business.

• The report reflects the way a proportion of SMEs
are putting their CRM solution at the heart of theirbusiness, driving and managing the complete
customer experience across all touchpoints - sales,
marketing, finance, operations, product development,
customer service, product development, and so on.
• The purpose of publishing the Maximizer SME
Benchmark Study is to provide SMEs with a clear
picture of how CRM deployment success is amongst
their counterparts, and what objectives andbenefits are most commonly prioritised as showing
a measureable return-on-investment.
• This document should be read in conjunction with
Measuring Value and Success from CRM, The
Maximizer SME Benchmark Study – 2017, Part 1 Business Objectives and Key Operating Benefits.

Any SME CRM user who wishes to take part in
the annual benchmarking research should contact
customersuccess@maximizer.co.uk
If you wish to receive any of the above publications
or require additional help or support regarding theBenchmark Study or CRM Mastery, please email:marketing@maximizer.co.uk• Interestingly, while Business Intelligence andInsight ranked within Achieved BusinessOutcomes, this was not necessarily reflected in
the CRM Features results, which were low forreporting functions such as Dashboards andAdvanced Excel Reporting. This however
highlights a great opportunity to gain evenwider value from both data and CRM.

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Introduction
CRM requires some level of resource and financial
commitment, so understanding the return on thatinvestment is critical to assessing its success and value
to the business.
For small and medium-sized enterprises (SMEs),
conveniently available evidence from peer experienceof CRM, the benefits they are gaining, and the solution
features which help them achieve these benefits
provide insight which they can immediately press into
action, either to make that initial CRM investment or togain a better return on their existing CRM.  
However, there is little factual statistical material
available on value that SMEs are able to gain from their
CRM investment.
One survey reveals that almost half of SMEs are
adopting ‘cloud’ solutions for their CRM1. Anotheranalyst notes the need to overcome hype around
CRM and deliver hard ROI evidence2. The samecommentator has started to offer an approach tobuilding an ROI calculation methodology 3 .

The Maximizer CRM Benchmark Study aims to fill thisinformation gap, providing hard evidence of the value
and success that smaller and medium-sized enterprises
are gaining from their CRM solutions. Also included
is practical guidance on achieving CRM mastery andmeasuring results for business growth and success.
The Annual Benchmark Study 2017 – Measuring Valueand Success from CRM contains independent analysisof research with 300 SME Businesses across the
EMEA region (Europe, Middle East and Africa) andconsists of 2 publications:• Part I: Key Business Objectives and Operating
Benefits - examines tactical and strategic approaches
in addressing the new customer journey.
• This report, Part II: Key Product Features andBusiness Outcomes - examines the more practicaluse of CRM with reference to gaining CRM mastery.

by Industry Sector

18%

5.6%

by Geographic Breakdown

24%

United Kingdom

26%

18.9%
53.5%
22%

17%
69%

Other

IT & Communications
Other Industries
Consultancy

EuropeSouth Africa

Manufacturing

54%

38%
54%

Finance
Administrative
Education
Construction

Vistage, Mobile and Cloud Technologies, 19 Jul 2014
  Forrester, Top Trends for CRM 2015, 9 Feb 20153
  Forester: K Leggett, S Powers, M Cain, P Harrison,
Quantify the Business Value of CRM
1

2

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The Changing Habits of Customers
CRM is experiencing a period of evolution. Put simply,
the old sales model is dead. Gone are the days whencustomers and prospects interacted with sales as anexpert source of information. Nowadays, people comeready informed.

Sales and marketing also need a method of tracking
customer and prospect behaviour, and theirexpressions of interest in a subject, which indicate that
THEY are on the journey towards purchase.  
People are increasingly resistant to being sold to. So
an organisation that is seen as informative, expert
and helpful as the customer progresses along their‘journey’ towards purchase, makes itself more likely tobe put on the list of potential suppliers.

This change has been both sudden and rapid, inline with the advancement of the worldwide web.
Customers are now making a new kind of “journey”
towards a purchase, where they start with their own
research.
So the techniques those marketing and sales teams
now have to pursue need to embrace a variety ofways to attract, inform and help the customer on thatjourney with advice and information that genuinely
support their self-education and research. This is why
a whole industry of ‘content marketing’ has grown upover the last five years, fuelling this process.

PPC

Social Ads

Reviews
Blogs

Email

Media

Online Ads

Community
Forum

FAQ
Knowledge Base

Newsletter

Direct Mail
/ Email

AWARENESSCONSIDERATIONPURCHASE

RETENTIONADVOCACY

PR
Word of
Mouth

Radio
Print

TV

WebsiteE-commerceSocial Networks
PromotionsStore

R E P O R T Measuring Value & Success from CRM Maximizer SME Benchmark Study 2017 - PART II

Blog

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CRM - the Knowledge Hub of Business
However, we should not only be talking about the sales
and marketing functions, even though they are at the
sharp end of business development and growth.  CRMhas now become a tool across all facets of a businessand for all applications of business intelligence.  
Accordingly, businesses are no longer implementing
CRM solutions in isolation, but are establishingthem as a hub into which all other systems feed (e.g.
accounting, marketing automation, ERP etc.), andfrom which they draw out operating intelligence andinsight.
As a result, not only can all functions of the businessbenefit from the CRM hub, they are also being held
more measurably responsible for their contribution tocustomer satisfaction, profitability management andbusiness growth. Every department of a company’s
operations is now visibly responsible for creating a
positive customer experience and to help generateenhanced revenue and profitable growth. This isimportant for all companies’ future potential.

MarketingManagement

Finance

CRM
Knowledge
Hub

Sales

Customer Service

So making the right CRM choice and getting the mostout of that solution is now much more critical forbusinesses than ever before.  But SMEs also need toknow more precisely how their peers are achieving
this goal. What elements of their CRM solution are
they finding most valuable?  And why? The following
research results and observations aim to help address
such questions.

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How Important is CRM with the Business?
Before delving into the results on product featuresand business outcomes, it is worth reflecting on the
conclusions reached in Part I of the SME Benchmark
Study looking at Business Objectives and Operating
Benefits, and how these may reflect the growing
evolution of positioning CRM at the heart of abusiness to help address the new customer journey,engagement and experience demands.
It is worth noting that around a third of companies
surveyed are already placing their CRM solution
at the heart of their business, in that they are
strategically using their CRM solution to Increase
Growth (see graphic below).  

Top 6 CriticalBusiness
Objectives for CRM

84%

Improve Process Efficiency

75%
Increase Productivity

These companies are using the CRM solution as theknowledge and operating hub or ‘layer’ with whichto drive customer satisfaction, loyalty, and revenue/
profit growth. For these pioneers, all decision
making processes across the company – whether
company-wide or department by department –draw on the CRM solution.
Although this totally strategic approach is notreported by the whole research group, the factthat a third of respondents are implementing this‘mature’ position is an indicator of how rapidly thestrategic use of CRM is taking hold among smaller
and medium-sized enterprises.

44%

41%

Increase Customer
Loyalty and Satisfaction
Increase Revenue

Improve Decision Making

37%

31% Increase Growth

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CRM Features: Adoption Levels
As with any software or technology e.g. mobile
phones, tablets, in-car technology, most are designedwith a host of product features, with a majority ofusers only accessing a subset of these functions.
Potential opportunities and benefits that additionalfeatures may provide, both at a personal and businesslevel, remain unexplored. CRM is no different in thisregard.
This study not only examines the common features
used by customers in their CRM, but takes it to thenext level by considering when they are likely to be
employed at different stages of CRM use and masteryas indicated in the associated Bar Chart.
Individual companies will of course vary in termsof CRM feature requirements dependent on theirown individual business processes and outcome
needs. However, the table provides an indication of aprogressive approach to CRM adoption and maturity
with the likely features that are employed at each stage
leading to CRM Mastery.
Dashboards
The next section of the report further explores the useof these features in relation to the business outcomesachieved. One product feature of note, Dashboards,
is consistently identified across many of the businessoutcomes discussed below.

Dashboards are often viewed as complex to set up
but your CRM should include a number of predefined
templates to get you started straight away.

With only 25% of the Respondents currently using
this feature, this indicates significant opportunities forbusinesses to gain additional benefit and value fromtheir customer and business data investments.

In its simplest form, a Dashboard is a graphicalinterface that answers your daily business questions– Where is my business coming from? How much
revenue has marketing generated for the business?,
Are we close to our business goals?

While Dashboards are represented within theIntermediate Level of CRM Mastery, their employment
at earlier stages can be advantageous to both business
managers and staff to access existing businessintelligence, monitor performance and identify areas ofconcern, in a very visual way which is easy to interpretand understand.

A Dashboard and reporting should simply start from aquestion whereby you can easily move forward fromand develop a view of your business – this saves time,helps you to make decisions and allows you to spot
areas of growth or risk.

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Business Outcomes
The second part of this report examines in detail the
top six Business Outcomes that are being achieved
through the use of CRM.

Key Business Outcomes
Achieved with CRM#1Reference is given to the product features that arelikely to be employed in achieving these businessoutcomes, colour coded to indicate the level of CRM
Mastery as discussed in the above section.  
Further considerations are also provided for achieving
each of these outcomes.

Segmentation Analysis#3#1 - Centralisation of Customer Data

Centralisation of Customer Data was the top ranking
benefit achieved with CRM as stated by 87% of
respondents (See Part I Report). Unsurprisingly, its
importance is further reiterated here, being the top
Business Outcome as well.

A central repository of key customer information,
captured directly into the CRM solution, and/or drawn
from existing systems (ERP, finance, call centre,etc.), provides for the ultimate CRM implementation,delivering what business strategists often call the“one version of the truth” and resolving the challenge
of inconsistent data across different systems anddepartments.
This is an essential prerequisite for CRM, if it is to be
deployed throughout the organisation, and ensures that
customers are treated consistently across all touchpoints.

#2

Customer Profiles
and History#4

Activity Tracking and Triggers

At a basic or entry level, CRM is often used as an ‘Address
Book’ or repository for company and contact details.
However, CRM is much more than this and can be used
to store infinite types of information related to all areasof a business, from finance, marketing, sales, delivery
and customer support.

Centralisation ofCustomer Data

Experience#5 Customer
Management#6 Business Intelligence / InsightCentralisation of customer data, by definition,encourages better collaboration between teams,
especially when easily accessible from any location
through a ‘cloud’ deployment 4 . From a senior
management perspective, centralised data held in
the CRM also helps to give a more comprehensive
view to all of the various interactions andexperiences a customer is having withthe organisation.
See, for instance: IDC, Small and Medium Businesses:
  Cloud Adoption for Applications, 17 Sept 2015; eWeek,    CRM adoption to reach $24 Billion in 2014: Gartner, Feb 2014  
4

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Of critical importance is the assessment of businessobjectives, activities, outcomes and reporting
requirements to accurately identify the key dataneeds for business. A fine balance needs to bereached in capturing useful data and ensuring input/
updating activities are not too onerous for users. Too
difficult a process can lead to poor user adoption.

Key Features to Employ• Address book
• UDFs• Notes• Opportunities• Document Tab• Favourites Lists#2 – Segmentation Analysis

A key function of a CRM solution is the ability tosegment and analyse data. Its position as the number 2
ranking for Business Outcomes mirrors the importancegiven to this activity. Improved Segmentation was
also a Key Business Benefit (50% of respondents) as
reported in Part I of the Report.

Segmentation helps businesses to know who theircustomers are, how they behave, how much attention
and resource they consume, and ultimately the overall
revenue and profit they generate. Segmentation allows
resources to be applied to each client in accordancewith their real value to the business, reducing wasted
effort and maximizing the satisfaction of customers
who really represent the organisation’s future.

? Further Considerations
The level of flexibility that a CRM solution offers is
critical here, particularly the ability to easily expand
the solution. For example, User Defined Fields (UDFs)
allow users to set up customer attributes and searches
that exactly reflect how the business works, and not be
confined by the compromise of pre-set fields.
Have such fields also allows for some cleversegmentation analysis.

Key Features to Employ• Advanced Searches• Column Views• Export to Excel• Favourites Lists• Catalogue Searches• Dashboards

Segmentation is the process of dividing a businessmarket consisting of potential and existing customers
into sub-groups based on shared characteristics. This
is often associated with marketing and sales, but canbe applied to all functions in a business, from customer
service through to finance.  
It drives many actions: how to focus different levelsof customer service towards different levels ofcustomers, how to develop the right product without
cannibalising current revenues, how to ensure timely
payment without driving profitable customers away
and more.

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Improved Data Quality and Value came out as the 2nd
top Operating Benefit achieved with CRM as stated by
70% of respondents. This is partly down to this third
ranking Business Outcome that allows for customer
profiles and histories to be captured within CRM.
People do business with people, and a human touch
is often best enabled through a combination of adatabase profile and qualifying notes about the businessand the people that you are engaged with, whether
they are details about meetings or calls, buyer
behaviours, common interests, political position and more.
Customer notes, and the discipline of having tofill them in, mean that some of the most powerfulcustomer knowledge and engagement history isavailable to the relevant departments/users if andwhen a particular member of staff is unavailable or has
moved on from the organisation.
Further intelligence can be gained through a host ofother unstructured information that can be stored within the
CRM. Usually designated as ‘document management’ or‘document library’, the CRM hub makes a diverse range
of key documents available, such as: contracts, reviews,
support documents, service reports, quotations, meeting
minutes, diagrams, web references and much more. Not
only do these need to be at the fingertips of many partsof a business to answer queries, manage complaints andnegotiate opportunities, there are often legal and audit
considerations why key documents should be accurately
stored/categorised.

? Further Considerations

Setting clear guidelines, objectives and businessbenefits around the capture and use of such data will
help deliver user buy-in and compliance. Ensuring
a logical and consistent approach is adopted forcataloguing different types of data will help thosesubsequently accessing the information to deliver
more personalised, efficient and effective responses
to customers.

Key Features to Employ• Notes• Company Library• Documents Tab• Data Import• Email• Dashboards#4 – Activity Tracking and Alerts

Improved Visibility of Communications and Activities
was stated by 60% of respondents to have been a
Key Benefit Achieved from CRM. Further value canbe exploited from this data by the application of key
CRM features that deliver additional outcomes, such as
Activity Tracking and Alerts.  
Sales Teams by nature are competitive and may often
be prone to protecting their contacts, intelligence andactivities, resulting in data silos and lack of knowledge
sharing. However once on-board, Sales Teams can enjoy
numerous benefits from CRM, such as research andprofiling activities prior to a prospect or customer meetingor call. This allows the Sales person to demonstrate
relevant knowledge and understanding of the situation,business and people involved, resulting in interactions
being more rewarding and beneficial to both parties.
Lead qualification, activity capture, sales pipeline
analysis and reporting, with sales opportunities
qualification and order process workflows reflected
within the CRM, can improve Sales Team productivity
and close rates. Sales triggers and alerts can prompt
further action when a customer exhibits a particularbehaviour, or passes a threshold, or nears a renewal
date, ensuring further opportunities are not missed.

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However, in the world of the new customer journey,these triggers are not simply to prompt salespeople
into action. With every part of the business using theCRM ‘hub’, clever CRM is possible: customer service
can be prompted to pay extra attention to a client
when an upgrade or cross-sell is nearing completion;
finance can be prompted to change the character of
its revenue collection when a customer is particularly
profitable, or shows major additional revenue potential;
product management can be directed to selectparticularly enthusiastic or pioneering customers forpilot developments.
Management can ensure resource is being optimised
and allocated to the most important activities via activity
tracking, as well as be alerted to any areas of the businessor customer interactions that are causing problems andrequire management interaction or resolution. Activity
tracking also provides a clear overview of the sales
pipeline and potential cash projections.

? Further Considerations
Having clearly defined business activities mappedand documented, together with flexibility within
the CRM to deliver processes with customisable
stages and stage aging attributes, will provide a
detailed view of business activities, timescales andresources. Used in conjunction with Dashboards, thisdata provides a very powerful business insights andintelligence tool.

Key Features to Employ• UDFs• Opportunities• Colouring Rules• Email• Outlook Integration• Hotlist Tasks• Dashboards

5

Gartner: http://www.gartner.com/it-glossary/customer-experience-management-cem#5 – Managing Customer Experience

With well-established statistics such as ‘new customer
acquisition costs being five times as much as customer
retention costs’ and ‘the probability of selling to an
existing customer being 60-70% compared to 5-20%
for a new customer’, there is no argument against thesuccessful management of customer experience being
critical to building long term business growth.
44% of respondents stated Increase Customer Loyalty andSatisfaction as the third ranking Business Objective. It’s
therefore not surprising that Managing Customer Experienceis placed in the top 6 Business Outcomes from CRM.   
Gartner defines managing customer experience as “thepractice of designing and reacting to customer interactions
to meet or exceed customer expectations and, thus,increase customer satisfaction, loyalty and advocacy”5 .
It is a strategy that requires process change andtechnology to accomplish, with CRM being a
critical component.
With the ability to organise, manage and automate
daily customer management activities, CRM
allows resource to be available to provide more
effective and efficient customer engagement
and experience. Customer issues can be clearly
identified and resolved effectively leading to longer
term customer satisfaction.
The CRM solution helps deliver day-to-day efficiency
with functions that provide an auditable trail of actions,enabling the identification of inefficiency bottlenecks,
refinement of existing business processes, automationof routine tasks and better personal organisation/prioritisation of staff.
People are usually one of the most expensive
resources a company employs, so focusing theirefforts on skilled customer management, rather
than administration, will deliver considerable benefit,
including more responsive customer service, better useof salespeople’s time, closer measurement of productdevelopment cycles and marketing campaigns.

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? Further Considerations
Understanding customer lifetime value plays animportant role in focusing customer experiencemanagement towards the most profitable customers.
Capturing key information within the CRM allows
for detailed analysis of the data to be undertakenthat can determine priority customers for improved
engagement and experience, as well as thosecustomers requiring reduced service and support due
to lower levels of profitability, thus ensuring resources
are focussed on the most advantageous activities forbusiness growth.

Key Features to Employ• Calendar• Hotlist Tasks• Email• Outlook Integration• Dashboards• Customer Services Cases• Advance Excel Reporting#6 – Business Intelligence and Insight

The management benefits of strategically implemented
CRM cannot be over-estimated. The ability for managers,
directors and owners to obtain immediate visibility of
up-to-date business activities and customer actions andinteractions provides critical intelligence to deliver more
informed and effective decision making.

Having such an up-to-date overview of the businessprovides a very powerful tool not only to management, but
for all employees to help benchmark their own successes
and challenges and to help retain focus on the activities
and key metrics that contribute to business growth.

? Further Considerations
Whilst some 60% of respondents have rated Improved
Visibility of Communications and Activities as the
3rd top Operating Benefit, as discussed above only aquarter of respondents are making use of Dashboards
to view and report on KPIs and other metrics, with
only a further 8% accessing advanced Excel to further
analyse the data.
This indicates significant potential for businesses togain even greater value and benefit from their data andCRM solution to help deliver improved evidence-based
decision making and higher growth opportunities.

Key Features to Employ• Favourites Lists• Catalogue Searches• Dashboards• Advanced Excel

These views help to do everything from managing dayto-day efficiency and deal conversion rates/metrics, rightthrough to analysing, modelling and crafting future strategy
and business development directions.
When every department is using the CRM hub,processes and procedures can be examined for every
function of the business, with gaps and bottlenecks
identified and addressed to ensure improved customer
engagement, service and experience.

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Conclusion
There is nothing more informative than hard evidence
from peers. Accordingly, Maximizer has publishedthe second part of the key findings from its annual
SME Benchmark Study for the first time, to givesmall to medium-sized companies and autonomous
departments of larger enterprises a clear understandingof how their peers are deploying CRM. Particular focus
is given to the features within CRM that are regarded
as particularly important in delivering key businessbenefits, value and success from CRM.   
What is abundantly clear is that whilst measurable
benefits and outcomes are being achieved throughCRM, opportunities exist to gain even greater
value from captured business and customer data.
Continual investment in CRM and working towards
CRM mastery can help deliver detailed intelligenceand identifiable areas for productivity and process
improvements, all of which contribute to the higher
strategic goals of sustainable business growth.
It is the intention that this published data willencourage a growing movement to share SME
experience of generating ROI from CRM – methods,
techniques, obstacles encountered, solutions
developed. In the light of a scarcity of hard evidence
for this section of the business community, allrelevant initiatives are to be welcomed – by SME
organisations and by their customers alike.
If you wish to receive any of the  Reports or require
further information on the Benchmark Study or CRM
Mastery, please email: marketing@maximizer.co.uk

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About Maximizer
Maximizer CRM is fueling the growth of businesses around the world.
Our CRM solutions come fully loaded with the core Sales, Marketing and Service functionality
companies need to optimize sales productivity, accelerate marketing and improve customer service.
With flexible on-premise, our cloud and your cloud deployment options, tailored-to-fit flexibility,
state-of-the art security infrastructure, industry-specific editions and anywhere/anytime mobile
access, Maximizer is the affordable CRM solution of choice.
From offices in North America, Europe, Middle East, Africa and AsiaPac, and a worldwide networkof certified business partners, Maximizer has shipped over one million licenses to more than
120,000 customers worldwide.

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AUSTRALIA / NEW ZEALAND

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W W W. M A X I M I Z E R .CO M
Copyright © 2015 Maximizer Services Inc., Maximizer Software Ltd., Maximizer Software Solutions Pty. Ltd. All rights reserved. Maximizer® CRM is a registeredtrademark of Maximizer Software Inc. Maximizer CRM, Maximizer CRM Live, Maximizer Contact Management, and other product names may be trademarks of theirrespective holders. This is for information purposes only. MAXIMIZER SOFTWARE INC. MAKES NO WARRANTIES, EXPRESSED OR IMPLIED, IN THIS SUMMARY.