Defining your CRM governance
Mon Projet CRM - 27 janvier 2025
CRM success does not rely solely on technical implementation, but also on robust governance and a clear organisational structure during the operational phase. In large SMEs, ensuring CRM efficiency and sustainability requires well-defined processes, a clear division of responsibilities, and high-performing monitoring bodies. This article details best practices for structuring this governance and maximising CRM value for the business.
1. Why governance is essential during the operational phase
Without proper governance, a CRM risks quickly failing to meet user needs, losing reliability, or incurring unnecessary costs.
▸ Key challenges:
- Strategic alignment: the CRM must serve business objectives and adapt to their evolution.
- Adoption and user satisfaction: continuous management ensures team engagement.
- Sustainable performance: monitoring processes guarantee data quality and feature relevance.
2. Organisational structure for a large SME
▸ 2.1. Defining responsibilities (RACI)
For effective governance, adopt a RACI matrix (Responsible, Accountable, Consulted, Informed):
▸ Concrete example:
A large industrial SME could appoint a "CRM Manager" responsible for coordinating platform updates, ensuring continuous training, and acting as the interface between business teams and IT.
▸ 2.2. Setting up a steering committee
A dedicated body ensures rigorous management. Here is a recommended structure:
▸ 2.3. Monitoring data quality
A high-performing CRM relies on reliable data:
- Accountable: often the Sales or Marketing Director, responsible for validating strategic priorities and decisions.
- Responsible: the CRM team (administrators, analysts, internal developers).
- Consulted: managers of key departments (sales, marketing, customer service).
- Informed: all end users via regular communications.
- Frequency: monthly meeting for operational follow-up, quarterly for strategic adjustments.
- Participants: CRM project team, business leads, IT Director.
- Typical agenda: Analysis of KPIs (adoption rates, data quality, CRM ROI). User feedback. Prioritisation of enhancement requests. Action plan to resolve issues.
- Analysis of KPIs (adoption rates, data quality, CRM ROI).
- User feedback.
- Prioritisation of enhancement requests.
- Action plan to resolve issues.
- Data quality lead: a dedicated person or pair to check information consistency.
- Key indicators: duplicate rates, obsolete data, quality of mandatory fields.
3. Tools to structure governance
- CRM Dashboard: to share KPIs and roadblocks during follow-up meetings.
- Integrated Ticketing: centralise enhancement requests or technical incidents.
- Continuous training: to ensure buy-in and optimal use by users.
Our tip as CRM experts
CRM governance during the operational phase is a key lever for ensuring long-term performance. Ensure you structure roles via a clear RACI, establish a regular steering committee, and prioritise data quality. Our tip: integrate user feedback from the start through quarterly surveys or focus groups. This strengthens engagement and ensures the CRM remains aligned with their needs.
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Key takeaways
- Strategic alignment: the CRM must support business objectives and adapt as they evolve.
- Owner: typically the Sales or Marketing Director, responsible for validating strategic priorities and decisions.
- CRM Dashboard: to share KPIs and roadblocks during follow-up meetings.
- CRM governance during the operational phase is a key lever for ensuring long-term performance. Ensure you structure the r...
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