State of Customer Relationship Management: The Canadian Report 2010
Description of Figures

Figure 1– Customer Relationship Management Cycle¹

The CRM cycle involves three stages: market research and marketing; business development; and customer feedback and support. The process begins with performing market research and marketing for a product or service where determining potential market size while developing appropriate promotion and pricing strategies are key activities. Business development is the next stage, where sales generation occurs. Key components of this stage can include effective lead, bid, quote and pipeline management; cross-selling, personalisation and order management; sales forecasting; and logistics and distribution strategy. Finally, identifying customer satisfaction and future needs takes place during the customer feedback and support stage. This process leads to improvements and new opportunities for the next iteration of the cycle.

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Figure 2 — Leading CRM activities by SME manufacturers that successfully increased exports of recent innovative products (% of Firms)

Promotion of the product via conferences, trade fairs and exhibitions	78%
Promotion of the product via a website	77%
Providing customer-specific services	66%
Market research	63%
Promotion of the product through advertising	62%
Product positioning	57%
Training on how to market the product	49%

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Figure 3 — CRM investment volume (2009) ⁴ ($ billions)

	In-house	Outsourced	Total
Wholesale	37.85	10.80	48.65
Manufacturing	13.71	17.27	30.97
Finance and insurance	11.19	6.55	17.73
Retail	3.19	9.68	12.87
Logistics and transportation services	3.93	2.08	6.01

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Figure 4 — CRM investment intensity (2009) ⁴ (% of sales)

	In-house	Outsourced	Total
Wholesale	8.0%	2.3%	10.3%
Finance and insurance	4.6%	2.7%	7.3%
Logistics and transportation services	3.4%	1.8%	5.1%
Manufacturing	2.1%	2.7%	4.8%
Retail	0.7%	2.3%	3.0%

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Figure 5 — CRM investment trend ⁴

Indexed, 2005 = 100	Manufacturing	Wholesale	Retail	Logistics and transportation services	Finance and insurance
2005	100.0	100.2	104.2	97.0	99.3
2006	100.0	103.9	116.0	121.1	120.1
2007	100.0	113.7	121.4	128.1	129.4
2008	100.0	102.0	129.6	117.0	129.2
2009	100.0	104.9	117.5	113.9	117.4

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Figure 6 — CRM business model (2002 and 2009) ⁴ (% of CRM investment)

	In-house	Outsourced
Wholesale 2009	78%	22%
Wholesale 2002	77%	23%
Logistics and transportation services 2009	65%	35%
Logistics and transportation services 2002	65%	35%
Finance and insurance 2009	63%	37%
Finance and insurance 2002	64%	36%
Manufacturing 2009	44%	56%
Manufacturing 2002	42%	58%
Retail 2009	25%	75%
Retail 2002	15%	85%

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Figure 7 — Forecasted outsourced CRM investment (2012) and growth (2009–2012) ⁷

	$ billions forecast (2012)	% forecasted growth (2009–2012)
Manufacturing	20.2	17%
Wholesale	12.4	15%
Retail	10.7	11%
Finance and insurance	7.7	18%
Logistics and transportation services	2.3	11%

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Figure 8 — Geographic distribution of CRM service providers⁸

	Number of establishments
	Marketing services sector	After-sales service sector
Ontario	2222	686
Quebec	1444	367
British Columbia	604	235
Alberta	446	175
Manitoba	99	42
Nova Scotia	68	49
Saskatchewan	56	27
New Brunswick	51	52
Newfoundland and Labrador	43	21
Prince Edward Island	9	8

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Figure 9 — Marketing services sector revenue growth⁹

Indexed, 2004 = 100	U.S.	Canada
2004	100.0	100.0
2005	105.4	107.4
2006	114.7	123.5
2007	124.2	128.8
2008	124.9	132.7

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Figure 10 — Employment by CRM function¹⁰

	Marketing services sector	CRM users
Market research and marketing / promotion	19%	5%
Business development	77%	57%
Customer feedback and support	4%	38%

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Figure 11 — Skills in CRM occupations¹⁰ (% of employed persons)

	Low skill	Medium skill	High skill
Market research and marketing / promotion	6%	60%	34%
Business development	44%	16%	40%
Customer feedback and support	89%	6%	5%

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Figure 12 — Use of CRM technology to manage CRM functions  ¹³ (% of firms)

	Small	Medium-large
Wholesale	14%	24%
Manufacturing	15%	23%
Finance and insurance	16%	22%
Retail	13%	20%
Logistics and transportation services	6%	16%

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Figure 13 — Integration level of CRM technology functions ¹³ (% of firms using CRM technology)

	Linked to back-end systems	Linked to customers' systems	Linked to suppliers' systems
Finance and insurance	36%	5%	4%
Retail	33%	3%	21%
Wholesale	32%	15%	16%
Logistics and transportation services	31%	23%	27%
Manufacturing	23%	12%	5%

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Figure 14 — Outsourcing of CRM technology functions, by size of firm ¹³

	% of firms using CRM technology
	Small	Medium	Large
Private sector	11%	15%	35%

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Figure 15 — BiC CRM key performance indicators (KPI) measurement¹⁵ (% of firms)

	BiC	Laggards
Sales cycle time	96%	50%
Customer retention	84%	47%
Forecast accuracy	80%	41%

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Figure 16 — BiC business development technology currently in use¹⁵ (% of firms)

	BiC	Laggards
Individual contact management	80%	62%
Multi-module CRM	72%	53%
Lead management solution	64%	18%
Collaboration tool	52%	18%

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Figure 17 — BiCCRM processes for organizational and knowledge management¹⁵ (% of firms)

	BiC	Laggards
Centralized repository of customer and prospect information	84%	50%
Business activity and process monitoring	60%	32%
Dedicated support resource	56%	35%
Formal and documented sales processes	52%	29%
Sales training and employee education	52%	21%

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