Table of Contents
- Overview
- Key Messages
- A convergence of trends has made government an appealingmarket for CRM
vendors
- Governments face a number of challenges when implementingCRM solutions
- CRM is being adopted regardless of region, agency type, orlevel of
government
- CRM allows governments to enhance and personalize servicedelivery for
constituents
- Operational efficiency and decision-making abilities aresignificantly
improved using CRM
- CRM is a strategy which involves a combination of people,processes and
technology
- Table of Contents
- Table of figures
- Table of tables
- MARKET OPPORTUNITY: CRM IN GOVERNMENT
- A convergence of trends has made government an appealingmarket for CRM
vendors
- Governments are faced with resource challenges and theneed to ' do more
with less'
- The private sector has raised the bar for citizens' expectations of
what constitutes ' good customer service'
- Governments around the world have implemented customerservice and
eGovernment initiatives
- Governments face a number of challenges when implementingCRM solutions
- Governments are often reluctant to make large capitalinvestments in
CRM solutions
- Institutional regulations and the culture of governmentmay inhibit CRM
implementation
- Government' s structure and culture present challenges tosuccessful
CRM implementation
- Privacy concerns and legislation prevent the completesharing of
information across government agencies
- CRM is being adopted regardless of region, agency type orlevel of
government
- Government will be a key market for CRM, as agencies play' catch-up'
with the private sector
- In the US, the government market for CRM is poised forsteady growth in
the coming years
- Growth in the European CRM market will be particularlystrong across
all levels of government
- Complex deployments and more hosted solutions willcontinue to drive
the market for IT services in CRM
- CUSTOMER IMPACT: REDEFINING THE BUSINESS OF GOVERNMENTWITH CRM
- CRM allows governments to enhance and personalize servicedelivery for
constituents
- CRM is being used to support government contact centerssuch as 311
initiatives
- Web-based self-service are supported by CRM solutions
- Effective CRM solutions incorporate multichannel accessfor an
increasingly mobile population
- Traditional CRM functions have unique uses in government
- Governments use CRM' s service function to facilitate theprovision of
information to constituents
- The sales function of CRM is used primarily byrevenue-generating
agencies
- CRM marketing functions allow governments to informconstituents of
relevant services and events
- Operational efficiency and decision-making abilities aresignificantly
improved using CRM
- Automated workflows significantly improve work ordermanagement and
accountability
- CRM plays an important role for agencies with a strongcase management
component
- CRM significantly enhances interagency cooperation
- Analytics functions serve as an integral tool to evaluateresource
allocation and performance measurement
- Governments have unique technical requirements whenimplementing a CRM
solution
- CRM solutions must have a robust, searchable knowledgebase of
government information
- Intelligent scripting is a key function which cansignificantly enhance
operational efficiency
- Integration and interoperability with other enterprisesystems is an
important factor to CRM
- CRM solutions for government must be highly configurableand scalable
- Hosted solutions deliver a lower total cost of ownership,but entail a
trade-off in terms of control
- COMPETITIVE LANDSCAPE: GOVERNMENT CRM VENDORS
- Large software vendors offer CRM as part of a completebusiness suite for
government
- Horizontal vendors with CRM expertise offer robustsolutions for
government agencies
- Telecom companies serve as important players in governmentCRM deployments
- GO TO MARKET: SELLING CRM TO GOVERNMENTS
- CRM is a strategy which involves a combination of people,processes and
technology
- Hosted solutions will see increased growth, as concernsabout security
diminish
- The demand for sophisticated analytics will remain a keyconsideration
for governments
- Recommendations
- Vendors must demonstrate the wide variety of businessprocesses that
CRM can support
- Successful vendors will identify common needs acrosssimilar agencies
and levels of government
- A successful CRM implementation requires executiveleadership to
champion the process
- Vendors should position their solutions as having tangibleand
measurable benefits for governments
- APPENDIX
- Definitions
- Methodology
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
- List of Tables
- Table 1: Total CRM spending in US by level ofgovernment, 2008-2013 ($
Millions)
- Table 2: Total CRM spending in Germany by level ofgovernment, 2008-2013
($ Millions)
- Table 3: Total CRM spending in UK by level ofgovernment, 2008-2013 ($
Millions)
- Table 4: Total CRM spending in France by level ofgovernment, 2008-2013
($ Millions)
- Table 5: Total US CRM spending by technology segment,2008-2013 ($
Millions)
- Table 6: Total European CRM spending by technologysegment, 2008-2013 ($
Millions)
- Table 7: Citizens with a great deal or fair amount oftrust in government
(US)
- List of Figures
- Figure 1: Governments cite efficiency as the mostimportant reason to
invest in IT
- Figure 2: Constituent demands for better service aredriving governments
to adopt CRM
- Figure 3: Total CRM spending in US by level ofgovernment, 2008-2013 ($
Millions)
- Figure 4: Total CRM spending in Germany by level ofgovernment, 2008-2013
($ Millions)
- Figure 5: Total CRM spending in UK by level ofgovernment, 2008-2013 ($
Millions)
- Figure 6: Total CRM spending in France by level ofgovernment, 2008-2013
($ Millions)
- Figure 7: Total US CRM Spending by technology segment,2008-2013 ($
Millions)
- Figure 8: Total European CRM Spending by technologysegment, 2008-2013 ($
Millions)
- Figure 9: Supporting a contact center is the mostimportant use for
government CRM
- Figure 10: CRM allows governments to meet its goal ofimproving
stakeholder satisfaction
- Figure 11: Government performance targets are a higherpriority for North
American agencies
- Figure 12: CAGR for on-demand CRM by vertical industry,2007-2012
- Figure 13: Agencies consider a wide variety ofstakeholders as their
constituents
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