After only two years, this manufacturing organization chose to abandon an industry-standard on-premise CRM solution. It was unpopular with users and fell short of delivering expected results. Executives made the tough decision to shift to a more flexible, cloud-based system but were concerned about user fatigue generated from the earlier failure and needed to promote confidence across the enterprise that the new system would yield what the first one did not. They engaged Point B to plan and execute the CRM pilot and create a comprehensive plan for launching the new system.


Point B investigated the ERP implementation experience of stakeholders from all perspectives and quickly confirmed the overarching problem: the process was almost exclusively IT-driven and did not sufficiently map to the organization’s strategic goals or users’ workflow. It was clear that while the company’s overall CRM strategy was sound it was not supported by existing processes. To ensure execution of the company’s CRM strategy and adequate support and training for users of the new cloud-based system, Point B established an inter-departmental transition planning team, including key personnel from IT, sales and operations.

Point B worked with executives to:

  • Define the CRM vision statement and strategic tenets to better deliver on the company’s vision and business goals
  • Define components of the new CRM system to directly support their sales and customer service strategy, with a heavy emphasis on mobile technology
  • Pilot and sponsor the new cloud-based CRM system for the Sales and Customer Service organizations

    With a history of managing technology transformations in the retail industry, Point B created a roadmap for moving the company from the ERP system to the new CRM solution based on business goals, needed information outputs, the company’s operational structure and the communications and education needs of users and general employees.

Point B facilitated an executive session, challenging leaders to define the vision statement and strategic tenets and apply the company’s big-picture strategies to the design of their new CRM system—and building confidence in their ability to transition the organization to a whole new CRM strategy.


Within six weeks, the pilot program proved successful and provided valuable insights for establishing the new technology. Point B integrated those lessons into a one-year phased implementation roadmap that included timelines and the financial and people resources required for success at each step.

Point B gave the organization all the tools needed for a successful implementation of a new CRM system, including an implementation plan for easy hand-off to an inter-departmental team for execution. It included total program costs, resources, timelines, and a well-defined scope, which will ultimately help the organization move forward with the implementation of the new CRM system.