CAMMI Logic and a key partner were selected to get various sales teams aligned on their capabilities so they could come to a common understanding and approach to the selection and implementation of new CRM solution.    Many company team members in various divisions and roles completed the diagnostic.  The results were compiled within days and two facilitation sessions were completed with the partner and client team to deliver the results and create a common baseline of capability maturity.    The project resulted in a common understanding of the organization’s capability maturity by division and a roadmap for CRM deployment consistent with their maturity.  The clear understanding and roadmap allowed the steering committee to gain approval for the selection and implementation of the new CRM solution.  

While executing a market expansion growth strategy, this company needed a complete approach to rethinking their market facing capabilities. In addition, they needed to define a technology framework which would support both current and future needs.   The leadership team engaged the CAMMI Diagnostic to baseline their organization’s maturity and perception of market facing potential.  During the initiative, the organization’s priorities for growth became clear to the team and technology priorities were well defined.  Ultimately, the leadership team gained consensus on many critical points and moved forward with a growth plan.  The model and framework is used as and ongoing reference tool and continues to drive incremental value.

In an effort to maintain the mindshare of independent distributors this company was looking to deploy a new selling approach, and support it with CRM technology.  They had many decisions to make in a fairly short period of time and were struggling to establish agreed upon priorities.  The partner leveraged the CAMMI Diagnostic to gather the feedback from the various internal team members and provided the results back to the Leadership Team.   They leveraged the insight to determine the best approach for implementing the new sales approach in the company’s CRM solution.   The organization successfully deployed the business and technology changes and continued to use the framework for planning and benchmarking, ultimately expanding its use internationally.

While establishing a capability model for the organization’s go-to-market functions and CRM deployment efforts they realized they needed to start with a proven foundation. Management involved a broad group of functional leaders in the requirements gathering process and measured their maturity with the Diagnostic.  The company successfully deployed new process and CRM technology over a multi-phased improvement effort.  The result was a solid foundation of technology and business process to build their new and existing go-to-market strategies upon.