Case study (continued) effective use of CRM. Brook has been investing rather large amounts of money in CRM proj- ects that have been delayed or even cancelled. Franchisees wanted him to hire an external expert to make an independent analysis and to provide recommendations for CRM. Also, they want this expert to consider, as part of CRM, the feasibility and functionality of a loy- alty programme to improve customer retention rates and spending. Brook wants to follow up this request. Imagine he has selected you and invites you to present your ideas on this project. What is your initial analysis of the situation? How should they approach the project and seek to improve CRM at C. Fun Parks? As input for your preparations, C. Fun Parks has provided the following information on the CRM projects. CRM Project I Lets say Brook has hired Siebel to implement a CRM system for the internet (web) channel and the call centre. Siebel (Oracle) is a well-known CRM system; by selecting this service provider, Brook sought to reduce risk. At the core of this project were several processes (lead generation, converting leads into sales, information provision, market research, after sales service). The real-time registration and accessibility of the communication history for different channels made it possible to serve prospects and customers any place and any time. Problems have arisen with the integration of this front office application with back office systems for administration, billing, invoicing and reservations. Up until now the sys- tems have operated separately. CRM Project II The success of CRM depends to a large extent on the quality of the data and the customer profile. To date, several parks have been recording the identity of the guests in their own way; they did not want to rely on headquarters databases. However, the local databases dont only differ in structure, but also in the quality of the registered data. The result is that many (e-)mailings are returned, wasted and result in time-consuming phone calls to call centre agents. Profiling attempts to seek to know more about each individual customer have been initi- ated, but have not yet resulted in an increase in sales, spending, retention or satisfaction rates. Question 1 As a CRM consultant, make the desired analysis and come up with recommendations. Use the content of this chapter to prepare your report.