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IT Governance and Compliance Management
Group Assignment (SaaS Case)
|University of Applied Sciences Northwestern Switzerland |
|MSc Business Information Systems |
| |
|IT Governance and Compliance Management |
| |
|Elaborated by: |
|- Odilia Müller |
|- Renato Melliger |
|- Roger Böhlen |
|- Marcel Dubach |
| |
|June 13th, 2009 |
Table of Contents
Table of Contents 2
Preface 4
Executive Summary 5
1 Introduction 6
2 Scenario 7
2.1 ALPIQ Introduction 7
2.1.1 Strategic Alignment 7
2.1.2 ALPIQ’s Current CRM Situation 8
2.2 Reason for the new System 8
2.3 Software Options Make or Buy Strategy 8
2.3.1 Make 8
2.3.2 Buy 8
2.3.3 SaaS a Specialty of Buying 9
3 Business Case 11
3.1 Stakeholders 11
3.2 Quantitative Cost-Benefit Analysis 11
3.2.1 No CRM System 11
3.2.2 Bought CRM System 12
3.2.3 SaaS CRM System (Enterprise Edition Variant) 12
3.3 Qualitative Analysis 13
3.3.1 Option 1: No CRM System 13
3.3.2 Option 2: Traditional CRM System 13
3.3.3 Option 3: SaaS CRM System 14
3.3.4 Summary of Qualitative Cost-Benefit Analysis 14
3.4 CRM Option Recommendation 14
3.5 Risk Assessment of a SaaS Solution 15
3.6 Risk Mitigate Recommendations of a SaaS Option 16
4 Service Level Agreement and IT Balanced Score Card of the SaaS Option 18
4.1 Service Level Agreement of SaaS Option 18
4.1.1 Introduction 18
4.1.2 Service Hours / Support Hours 18
4.1.3 Performance Requirements 19
4.1.4 Issue Priority Definition / Performance 20
4.1.5 Release Update 20
4.1.6 Test Environment 20
4.1.7 Penalties 20
4.2 CRM IT Balanced Score Card of a SaaS Solution 21
4.2.1 CRM IT Balanced Score Card 21
4.2.2 CRM IT Balanced Score Card Map 23
5 Conclusion 24
Directories / Glossary 25
Illustration Directory 25
Table Directory 25
Glossary 25
A) Appendix 26
A.A) General Calculations over the whole Lifecycle 26
A.A.A) Basic Calculations for Revenues and Sale Forecast: 26
A.A.B) Revenues and Sale Forecast for the Option “No CRM”: 26
A.A.C) Revenues and Sale Forecast for the Option “Traditional CRM”: 26
A.A.D) Revenues and Sale Forecast for the Option “SaaS CRM”: 26
A.B) Implementation Costs 27
A.B.A) Infrastructure Investment Costs 27
A.B.A.A) Basic Calculations for the Infrastructure Investment Costs 27
A.B.A.B) Revenues and Sale Forecast for the Option “No CRM”: 27
A.B.A.C) Revenues and Sale Forecast for the Option “Traditional CRM”: 27
A.B.A.D) Revenues and Sale Forecast for the Option “SaaS CRM”: 27
A.B.B) Project Effort Costs 28
A.B.B.A) Basic Calculation of the Project Costs 28
A.B.B.B) Project Cost Estimation for the Option “No CRM”: 29
A.B.B.C) Project Cost Estimation for the Option “Traditional CRM”: 29
A.B.B.D) Project Cost Estimation for the Option “SaaS CRM”: 29
A.C) Operation and Maintenance Costs 29
A.C.A) Employee Cost: 29
A.C.A.A) Basic Calculations for Employee Costs: 29
A.C.A.B) Employee Cost Estimation for the Option “No CRM”: 30
A.C.A.C) Employee Cost Estimation for the Option “Traditional CRM”: 30
A.C.A.D) Employee Cost Estimation for the Option “SaaS CRM”: 31
A.C.B) License Costs (based on Employee Costs): 31
A.C.B.A) License Costs Estimation for the Option: “No CRM” 32
A.C.B.B) License Costs Estimation for the Option: “Traditional CRM” 32
A.C.B.C) License Costs Estimation for the Option: “SaaS CRM” 32
A.D) Decommissioning 32
A.D.A) Migration for the Option: “No CRM” 32
A.D.B) Migration for the Option: “Traditional CRM” 32
A.D.C) Migration for the Option: “SaaS CRM” 33
Preface
The aim of this document is to get more know how and the usage of the IT governance and compliance management. The document has been elaborated during the study of Master in Business Information Systems. The assignment is the practical experience of the framework, methods and techniques which have been discussed during the master lectures. The following assignment was elaborated in a group work of four students.
Executive Summary
This document describes the business case of a future CRM system for ALPIQ. ALPIQ maintains currently their customers in different spreadsheets and different self made databases. The disadvantages of such a customer data management are quite obvious.
Due to the future growth strategy in different regions within Europe a new company wide CRM system needs to be introduced within ALPIQ. The management of ALPIQ has already decided to implement a new CRM system. Previous project have already bee executed for a first overview about different solutions. Currently ALPIQ has three scenarios (make or buy options) elaborated. Due to the fact that a self made CRM might be to expensive and current standard CRM systems offer a lot of different interfaces as well as functions the make option is already excluded.
This business case has regarded the following three options:
▪ No CRM solution process with the current customer treatment management
▪ Traditional CRM solution (Buying of a CRM solution and operation within ALPIQ)
▪ Software as a Service (SaaS) CRM solution (Renting of a CRM solution)
The SaaS concept works like a rent model. The system / licenses are not bought from a supplier instead they are rented. In addition is the necessary infrastructure like servers, network components etc. outsourced and not in the responsibility of customer. The maintenance and operation is provided by the supplier of the CRM system. Therefore no additional costs for infrastructure and maintenance are necessary. Those costs are covered in a monthly or yearly rental fee. This reduces the investments costs for infrastructure which normally occur at the beginning of an IT project dramatically.
A supplier of such Software as a Service (SaaS) CRM solution has already be identified in a previous feasibility study project. has been identified as the best potential SaaS supplier for ALPIQ’s needs. This business case only dealt with the CRM solution supplier and has not taken in consideration other CRM SaaS provider anymore.
For the analysis of the best option for ALPIQ’s future CRM system all the necessary stakeholders have been incorporated and taken in account. Based on the stakeholders, a quantitative analysis as well as a qualitative analysis has been executed in this business case to identify the different benefits of the different options. Due to the high benefits and the scalability of the strategic direction of ALPIQ management, the project team suggests the management to consider the SaaS solution as a future ALPIQ CRM system. As evaluated, the SaaS solution offers the most benefits and cost advantages compared to the other options.
In addition to the suggestion of which option should be taken, this business case uncovers the risks with might occur with such a SaaS solution. All imaginable risks have been taken in account and appropriate mitigation strategies have been mentioned in the business case. Most of the identified risks are avoidable with an appropriate set up of a Service Level Agreement (SLA). For those risks which can not be covered by a SLA other approaches to mitigate those risks have been provided. The proposal of the SLA between ALPIQ and is included in this business case.
To track the performance and the agreed performance indictors (PI) of a potential partnership between ALPIQ and an IT Balanced Score Card has been elaborated which points out the most important fulfillment criteria of the SLA and provides therefore a measurement for the service.
The SLA as well as the Balanced Score Card provides a good basis for a potential partnership between and ALPIQ. Due to the fact that the potential relationship is going to change during the contract period changes / amendments might be necessary in the SLA as well as the Balanced Score Card.
Introduction
The intention of the assignment is to make up a business case for a SaaS (Software as a service) scenario.
A company (Company I) plans to implement software as a service. Before moving ahead, the company establishes a comprehensive business case analysis to confirm that the intended approach is a profitable investment. Company (Company II) is a supplier of software as a solution.
The content of this assignment covers the following scenario:
1. Made up and describe a case study by concretizing a generic scenario
▪ Describe the company which is looking for a SaaS solution
▪ Describe the aim of the CRM solution
▪ Describe the SaaS supplier
2. Analyze the business case and draft the business case for the use of the SaaS solution based on the scenario
▪ Identify viable alternatives which solve the business case
▪ Conduct a stakeholder analysis
▪ Conduct a quantitative and qualitative cost benefit analysis
▪ Define relevant risks and conduct a risk Assessment
3. Elaborate an IT Balanced Score Card about a SaaS scenario and document assumptions (The IT Balanced Score Card only needs to cover objectives in reference to the SaaS environment
4. Formulate a SLA (Service Level Agreement) between the SaaS provider and the SaaS consumer companies and document assumptions
Scenario
The following chapter is structured as the follow:
▪ Introduction of the ALPIQ company which intends to implement a new customer relationship management (CRM) system
▪ The reasons why ALPIQ intends to implement a new system
▪ Make or Buy Options
▪ Introduction of SaaS and a possible supplier of a SaaS CRM
1 ALPIQ Introduction
ALPIQ is Switzerland’s leading energy service provider, active all over Europe. From producing of retailing and trading, ALPIQ covers the entire supply chain of energy business. ALPIQ’s headquarter is located in Olten, Switzerland. With more than 10’000 employees serves ALPIQ subsidiaries in 29 countries European countries.
In 2008, ALPIQ achieved a turnover of over 10 Billion Swiss francs and earned a profit of 780 Million Swiss francs.
An ALPIQ division operates as the distribution department, which serves around 80 employees. This division is responsible to acquire different business customers. These are major Swiss company customers like Migros, Coop, Von-Roll which have high energy consumption and are interested in tailor-made energy services. For ALPIQ on the other hand, it is an interesting business model which becomes more and more important during the last few years, to treat major customers individually.
Illustration 1 – ALPIQ Subsidiaries in Europe
1 Strategic Alignment
During the strategy workshop on October 4th, 2008 ALPIQ defined their strategy for the next five years. ALPIQ’s strategy is based on five main pillars these are the production, the net, the trading, the distribution and the supply. The retail business is handled within the “Distribution” pillar. The main strategic focus within this pillar is to “increase the market share in Europe”.
[pic]
Illustration 2 – ALPIQ’s Strategic Pillars
The above mentioned distribution pillar consists of different other activities and objectives in which will be drilled in. The strategic alignment of ALPIQ’s management is to grow in all settled region in Europe with a focus on energy distribution for business organizations like medium-sized costumers or high end customers like the steel or aluminum producing branches. This is as well illustrated by the following figure of ALPIQ.
[pic][pic]
[pic]
Illustration 3 – ALPIQ’s Strategic Distribution Pillar
The target sales trend which is defined by the ALPIQ management is to increase the energy distribution from 40 TWh to 108 TWh within the next 5 years.
For the management of the distribution division it is clear that this goal is very ambitious. First the infrastructure has to be in place to deliver such an amount of energy and secondly someone needs to have a demand for the produced energy. Therefore more customers are needed or the current customers need to have higher energy consumption.
A first step has already taken due to the commitment of the distribution division management to introduce a new CRM system, as already previously mentioned.
2 ALPIQ’s Current CRM Situation
Currently ALPIQ maintains only a database with the most important customer data. This database is a self made and grown system over the last 15 years. In addition the company maintains a lot of different spreadsheets with customer data. Special agreements with customers are sometimes in written form in different word documents and stored on a network drive. It is not amazing and worth to mention that such working methods ends in wrong treatment of customers due to a lack of transparency.
2 Reason for the new System
With the new defined energy distribution targets from the ALPIQ’s management an appropriate treatment of the current customers is indispensable as mentioned in the sub chapter ALPIQ’s Current CRM Situation 2.1.2. This system and the current treatment would never support an individual treatment of business customers. A lot of standard functions of the current CRM are not available on the current ALPIQ CRM solution.
Before such a CRM project can be kicked off, the decision about make or buy need to take place. This decision about the make or buy depends again on the financial benefits compared to the financial costs of the one or the other solution.
Due to the fact that the major customer business is going to increase, the management of ALPIQ predicts a high demand of a new customer relationship management activities which helps to supervise the customers in a more professional and reliable way. To handle all this activities a new CRM system needs to be introduced within the company.
The ALPIQ management has launched a feasibility project about different options of new customer relationship management software. The result of the feasibility study which takes different solutions into account like a buy or make approach including a SaaS option should be the decision about the future CRM software solution.
To sum it up again, the most important points are listed again which are mentioned in the strategy and support the implementation of a new CRM system:
▪ The strategy of ALPIQ is to growth in all European regions
▪ In future more individual services should attract even more customers
▪ The current customers are almost impossible to handle with the current customer database.
▪ Business customer is a very profitable business but complex
▪ All of the five mentioned pillar in chapter 2.1.1 Strategic Alignment are supported by an appropriate IT application expect the distribution pillar
▪ Maintain customers in one single system
3 Software Options Make or Buy Strategy
Make or Buy strategy persuades to optimize the economical value added chain of software. Following three different scenarios will be introduced. The scenario SaaS is a sub concept of buy. This concept will be introduced in more details the other two because those should be known to most.
1 Make
Manufacturing / developing a product or software instead purchasing it is called make. Sometimes such software solutions are called as well individual software even though individual software can be industry specific which has been produced for a special industry and therefore as well bought be a company to use it.
2 Buy
A buy solution is normally the process of buying software from a vendor and the implementation of it within the company. A supplier of such software normally charges a license fee. In addition the company which would to implement the software needs to set up an infrastructure to run the software.
3 SaaS a Specialty of Buying
A special buying solution is the SaaS solution. The company does not buy the software licenses but they rent the software for usage as a service. Compared to other businesses it is more comparable with a rental fee to use the software. In addition the infrastructure is maintained by the service suppliers and runs in their data centers. Therefore the company does not need a data center environment to run the application.
Software as a Service (SaaS) is a new, fast growing and future oriented business model of computer software. With the SaaS model software developer companies are able to provide the developed application on a rental based model. Customers of such a solution are getting with such a solution a cost effective and convenient solution via the internet and can avoid investment and license costs.
Based on current studies such SaaS solutions (renting the license instead of buying it) are growing very fast. The advantages for the customer of a SaaS solution are the following:
▪ Higher competitor advantage
▪ Flexibility of supplying of new features and functions based on the demand
▪ Attractive price models and less previous investment costs
▪ Less time consuming and less cost intensive
▪ Accelerated market enlargement
▪ Faster extend of the business with current customers
To implement the SaaS CRM solution with an optimal value from IT-enabled business investments at an affordable cost on a known and acceptable risk level ALPIQ’s management has decided to use the VAL IT Framework as an implementation guide.
Trough the analysis of SaaS and corresponding CRM supplier with a SaaS solution different providers have been already taken in account. The best impression of the different SaaS CRM solution provider made . If ALPIQ decide to go for a SaaS CRM solution the suggestion is to prefer . In the next sub chapter will be introduced.
1 (Provider of Customer Relationship Management Systems on Demand)
is the worldwide leader in on-demand customer relationship management (CRM) services. More than 55’400 companies trust . was founded in 1999 by former Oracle executive Marc Benioff who pioneered the concept of delivering enterprise applications via a simple website. delivers integrated, completely customizable enterprise applications for companies of all sizes.
In fact, thousands of companies worldwide trust in CRM to manage their sales, marketing, customer service, and other critical business functions. reported in 2007 revenues of 748.7 million, an increase of 51% compared to 2006. Fuelling this growth was the addition of more than 11’000 net new customers.
offers 4 different options for their SaaS CRM solution. This is a group edition, a professional edition, an enterprise edition and an unlimited edition. The differences will be shown in the illustration below.
Source:
[pic]
Illustration 4 - CRM Solution Services
Business Case
As already mentioned in chapter Software Options Make or Buy Strategy 2.3 each software can be either made or bought. Due to the fact that a made solution for a CRM would not make sense in reference to development costs it will not be treated as an option in the following business case. In addition are current CRM systems very flexible and provide a lot of interface options to other system already as a standard.
The following chapter is structured as the follow:
▪ Stakeholder analysis
▪ Quantitative cost benefit analysis
▪ Qualitative analysis
▪ Recommendation of a solution
▪ Risk analysis of the recommended solution
▪ SLA based on the solution
▪ IT Balanced Score Card
1 Stakeholders
In the following table the stakeholders which are part of the analysis will be described. The idea is to describe the business of every single stakeholder group which is influenced by the system.
|Stakeholder |Description |
|Management |The employee of ALPIQ which decide about the system, the employees who are responsible that the |
| |business generates value (e.g. retail or distribution management) |
|Retail |User of the system. This department is mostly impacted by the system itself. They need the System |
| |daily in reference to satisfy the customers as much as possible. |
|IT |Employees of ALPIQ who are responsible for the implementation, integration, support and maintenance of|
| |the system. If the system is not running properly this stakeholders are responsible to solve the |
| |issues as fast as possible. |
|CRM / SaaS provider |Provider of the system. The provider of the system is interested in selling as many services as |
| |possible to ALPIQ. |
|Customer |Customers of ALPIQ who buy energy services. The customers will be administrated in a CRM system in |
| |future. |
Table 1 – Stakeholder Analysis
All stakeholders are considered in the Quantitative and Qualitative assessments.
2 Quantitative Cost-Benefit Analysis
In the following quantitative cost-benefit analysis are the following options considered:
▪ Option 1: Proceed with the current CRM system / CRM approach
▪ Option 2: Buy a CRM system and maintain it internally of ALPIQ
▪ Option 3: Rent a CRM system with the model SaaS
The approach and the detailed figures how the costs and benefits have been analyzed are described in Appendix A). The tables below only show a summary of the different identified costs and benefits.
1 No CRM System
This cost benefit scenario covers the costs and benefits which occur without any new system or processes around the system. Therefore the current work flow will be retained.
|Option 1: No CRM system |Reason |Year 0 |Year 1 |
|Benefits | | | |
|No changes on processes |There are no changes on processes and systems needed, cost|All |L |
| |avoidance on every level | | |
|No project costs |No implementation project is needed |IT |M |
|No additional training |No additional training for Retail and IT users needed |Retail and IT |L |
|IT independence |No IT system must be supported and maintenances |IT |L |
|Costs: | | | |
|Organizational overhead |Trough fast increase of clients and additional sales a |Retail |H |
| |bureaucratic overhead is the result when no CRM is needed | | |
Table 5 – Qualitative Analysis for Option “No CRM”
2 Option 2: Traditional CRM System
|Qualitative Summary |Description |Stakeholder Impacted |Ranking |
|Benefits | | | |
|Client |More client satisfaction trough better treatment. The |Clients |M |
|satisfaction |results are more clients and higher revenues | | |
|Employee satisfaction |The employees are happier and more motivated through |Retail |M |
| |easier processes and additional functions (e.g. analysis | | |
| |functions). | | |
|Single information base |A lot of old databases and Excel sheets can be destroyed. |Retail and IT |M |
| |The clients are added and administrated on one single | | |
| |platform. | | |
| |For ALPIQ’s IT is it easier to administrate one platform | | |
| |than a lot of Excels and Access databases | | |
|More customization possibilities|With a traditional CRM solution, the system can be exactly|Retail |L |
| |customized to the needs of the Retail employees. | | |
|Costs: | | | |
|Interdependence to provider of |With a decision for an IT system, the customer is |CRM provider |M |
|SaaS solution |interdependent with the software developer/provider | | |
|High IT project costs |With this solution, the IT project costs are huge, because|IT and Retail |H |
| |the system must be implemented in the actual IT landscape | | |
|Additional IT resources needed |With this solution a lot of additional resources are |IT |M |
| |needed for support, maintenance and infrastructure | | |
Table 6 – Qualitative Analysis for Option “Traditional CRM”
3 Option 3: SaaS CRM System
|Qualitative Summary |Description |Stakeholder Impacted |Ranking |
|Benefits | | | |
|Client |More client satisfaction trough better treatment. The |Clients |M |
|satisfaction |results are more customer and higher revenues | | |
|Employee satisfaction |The employees are happier and more motivated through |Retail |M |
| |easier processes and additional functions (e.g. analysis | | |
| |functions). | | |
|Single information base |A lot of old databases and Excel sheets can be destroyed. |Retail and IT |M |
| |The clients are added and administrated on one single | | |
| |platform. | | |
| |For ALPIQ’s IT is it easier to administrate one platform | | |
| |than a lot of Excel sheets and Access databases | | |
|Overall costs |The costs for an SAAS solution is much deeper than for a |Management |H |
| |traditional CRM solution | | |
|Costs: | | | |
|High Interdependence |With an SAAS solution, the interdependence to provider of | | |
| |SaaS solution is much higher than with a traditional CRM |SAAS provider |H |
| |solution. With the outsourcing of support, maintenance and| | |
| |development of the CRM system, the cost grows. | | |
|Coordination costs |Because a lot of processes are outsourced, a lot of |IT / Retail / Management / |M |
| |coordination between ALPIQ and is needed. |SAAS provider | |
| |The costs are coordination costs. | | |
Table 7 – Qualitative Analysis for Option “SaaS CRM”
4 Summary of Qualitative Cost-Benefit Analysis
In the next table a short summary about the above mentioned qualitative cost benefit analysis follow:
|Summary of qualitative cost-benefit analysis |Option 1 |Option 2 |Option 3 |
| | | | |
|Summary of Total Benefits |L |L - M |H |
| | | | |
|Summary of Total Costs |H |M |M - H |
| | | | |
|Overall qualitative value of each alternative |L |M -H |H |
Table 8 – Summary of Qualitative Cost Benefit Analysis
Out of the qualitative cost benefit analysis it could be mentioned that option 1 has on one hand a lot of benefits, but compared to the other two options, option 1 has no chance. Option 1 also has a clear disadvantage, when the costs are compared with the benefits. So it could concluded, that Option 1 is the worst option out of this three in the qualitative cost analysis.
With the other two options, the benefits on Option 3 are much higher than on Option 2. On the other hand, the total costs are also higher on Option 3 compared to Option 2. All in all it is really hard to decide, at the end we decided on Option 3 because the Benefits are all in all much higher than in option 2 and the costs are not that much higher in option 3.
3 CRM Option Recommendation
As shown in the previous sub chapter option 3 has the best rating in the quantitative as well as the qualitative analysis. The suggestion for ALIPQ is to proceed with option 3 to implement a CRM as SaaS. Due to the already executed feasibility study of the SaaS CRM from the suggestion of the project team is to use this system as for a future CRM system of ALPIQ.
The following chapters of the business case will be focused on option 3. The other options will no longer be taken in account.
4 Risk Assessment of a SaaS Solution
In SaaS solutions different risks are involved, which do not occur in other solutions like traditional make or buy. In make or buy solutions are similar risks involved as in an outsourcing project. Due to that fact the following risk assessment has been elaborated to uncover such risks. The risk analysis does not take into account ALPIQ internal organization problems. This risk analysis focuses only on the relationship between and ALPIQ.
|Risk |Probability |Severity |
|Third Party Risks (External) |
|T1 |The third party company has access to all customer data of ALPIQ |Frequent |Critical |
|T2 | does not keep ALPIQ’s data confidentially |Unlikely |Critical |
|T3 |ALPIQ has no idea what kind of employees from has access to the CRM data of|Moderate |Negligible |
| |ALPIQ and what they do on the database | | |
|T4 |Bankruptcy of the company (what will happen with ALPIQ’s data and the CRM |Unlikely |Catastrophic |
| |application) | | |
|T5 |ALPIQ is online one of dozens of customer and not the most important one. If things are |Unlikely |Critical |
| |not running well it will takes a lot of time to solve it | | |
|T6 |Main issues are not reported to ALPIQ like successful hacker attacks or data loss |Moderate |Marginal |
|T7 | conceals important information instead of provide it to ALPIQ |Frequent |Critical |
|T8 | does not have a disaster scenario for all imaginable catastrophes |Remote |Catastrophic |
|T9 | will be overtaken by another company which is no longer to provide the CRM |Unlikely |Negligible |
| |as SaaS | | |
|T10 | highly raises their prices |Unlikely |Critical |
|T11 |ALPIQ is dependent on after the service is reinsourcing to ALPIQ |Moderate |Negligible |
|System / Connection Risks (External / Internal) |
|S1 |The CRM solution might contain security issues or vulnerabilities which can be used by |Occasional |Critical |
| |hackers to get access to the system data | | |
|S2 |Interruption of the data connection between and the different locations of |Frequent |Marginal |
| |ALPIQ | | |
|S3 |The system does not deliver the expected services |Occasional |Critical |
|S4 |There are not as many configuration possibilities as ALPIQ wishes |Frequent |Negligible |
|S5 |The system does not deliver the expected performance |Occasional |Critical |
|S6 |The system is frequently not available for longer periods |Frequent |Marginal |
|S7 |The system cannot connect new interfaces to other systems in future |Unlikely |Critical |
|Law Related Risks |
|L1 |Laws are going to change and current procedures or processes are no longer possible (cross|Remote |Marginal |
| |border) | | |
|L 2 | is an American company, ALPIQ is Swiss, the law is maybe different |Frequent |Critical |
|L3 |Mover/Joiner/Leaver process cannot be complied (e.g. former employees have still access |Moderate |Critical |
| |to customer data) | | |
|Employee Risks (Internal) |
|E1 |Employees within the ALPIQ are against the new CRM system and work against the project and|Occasional |Marginal |
| |the future operation of it | | |
|Fulfillment Risks |
|F1 |The company is not going to fulfill the contract or the SLA |Remote |Critical |
|Collaborative Issues |
|C1 |Communication between and ALPIQ does not work |Occasional |Marginal |
|C2 |Interest conflict between and ALPIQ pops up |Remote |Critical |
Table 9 – SaaS Risks
The next illustration identifies risks from the above mentioned table (Table 9 – SaaS Risks) which are presented in a risk profile matrix according to their rating in reference to probability and severity. The risks in the red present the risks which should get most attention by ALPIQ first. The risks in the yellow area are critical risks with a probability of occurrence which is moderate but need management attention and mitigation strategies / mitigation activities as well. The green area shows the risks which are unlikely to happen but need to be tracked and should be covered by contracts as well. The risks in the green area are unlikely to happen but might have a huge impact. Let’s assume that gets bankrupted. The probability is currently unlikely but the impact on such an event could be critical of even a catastrophe. If the green area is not taken in account in the SLA or other contract documents between and ALPIQ such risk can have a huge impact once they occur. Therefore this risks need to be taken in account as well. Such a risk analysis needs to be updated frequently and the risks have to be reassessed. If no risks pop up which have not covered or if the risk probability and severity is going to change new contracts need to be agreed on.
|Proba|Frequent |S4 |S2,S6 |T1,T7,L2 | |
|bilit| | | | | |
|y | | | | | |
| |Moderate |T3,T11 | T6 |L3 | |
| |Occasional | |E1,C1 |S1,S3,S5 | |
| |Remote | |L1 | F1,C2 | T8 |
| |Unlikely |T9 | |T2,T5,T10,S7 | T4 |
| |Almost | | | | |
| |Impossible | | | | |
| | |Negligible |Marginal |Critical |Catastrophic |
| |Severity |
Illustration 5 - Risk Profile Matrix of the SaaS CRM Solution
As already mentioned, it is very important to reassess the risk situation after frequent time slots or major events. Therefore, after first actions have taken place, it is necessary to reassess the current risk situation again and to mitigate the high probability and high severity risks again. Such mitigation actions might have an impact on the current contractual agreements.
5 Risk Mitigate Recommendations of a SaaS Option
A lot risks which are mentioned in the sub chapter 3.5 Risk Assessment of a SaaS Solution can be avoided by an appropriate SLA between the service provider () and customer (ALPIQ).
The Service Level Agreement (SLA) has evolved to become a useful tool which governs both service expectations and the consequences of failure to meet these agreed upon metrics. The next chapter deals with this issue of SLA and how to measure the agreed performance indicators (PI’s). A SLA is normally only based on system or service performances and do not control or provide suggestions about other issues which could occur during a partnership like bankruptcy of the provider ( risk T4) or interest conflicts (risk C2). Those risks need to be taken in account and if necessary mitigated and treated appropriate by other instruments.
The following risks from the risk analysis from the risk table Table 9 – SaaS Risks can be covered by the appropriate elaborated SLA which will be presented in chapter 4.1 Service Level Agreement of SaaS Option.
▪ T5, T9, T10, S1, S2, S3, S4, S5, S6, S7, L2, L3, F1
Risks which can not be mitigated by a SLA should be handled with the following strategy / tactic. Even though the green area risks are almost impossible or do not have high impacts, the company should take them although in account.
|Risk Number |Risk Mitigation / Risk Elimination |What Needs to be Done to Avoid or Mitigate the Risk |
|T6/ T7 / T8/ T11 / |Partnership Service Contract |These risks can be avoided by an appropriate contract between ALPIQ |
|L1/ C1/ C2 | |and . The contract should contain as well instructions|
| | |about a potential reinsourcing after the contract ends. |
|T1 / T2/ T3 |BSI Grundschutz | employees need to sign and agree on the same data |
| |ALPIQ Directives |protection and directives as ALPIQ’s employees. |
|T4 |Escrow Agreement |To avoid a service unavailability in the case that |
| | |runs into a bankruptcy, the application code will be deposited by an|
| | |escrow agent. In case of a bankruptcy has ALPIQ the possibility to |
| | |access the current application code of the CRM system. |
|E1 |Change Management |ALPIQ needs to set up an internal change management which deals with|
| | |the changes of the company. If agitations are present in the company|
| | |a change management need to take up those concerns and need to |
| | |mitigate them. |
Table 10 – Risk Mitigation / Risk Elimination which are not covered in the SLA
Service Level Agreement and IT Balanced Score Card of the SaaS Option
This chapter describes the Service Level Agreement SLA between ALPIQ and . Based on the SLA an IT Balanced Score Card for the CRM service has been elaborated to track the performance of the SLA based on performance indicators (PI) and other important management figures which are impacted by the CRM system.
1 Service Level Agreement of SaaS Option
The following SLA between ALPIQ and defines the emergence of the Software as a Service (SaaS) model which is necessary for relationships between the service provider () and the consumer (ALPIQ) with respect to service availability, service performance and response times.
1 Introduction
|Parties of the SLA |
|This is document describes an SLA between ALPIQ an energy provider company and a SaaS supplier of a CRM |
|system. |
|Service Description |
|SLA of CRM SaaS |
|ALPIQ a Swiss energy provider decided on March 24th, 2009 to sign the contract with a CRM provider with the |
|SaaS model for the next 5 years. With the signed contract ALPIQ made a strategic step towards a SaaS CRM with is supplied by|
|. |
| offers a CRM system based on the SaaS model for ALPIQ which reduces operation and maintenance costs. ALPIQ |
|is able to decide weather they want to use function which are implemented for other customers to use as well. Therefore the |
|CRM system provides the opportunity to use common developed functionalities. |
|Scope of the Agreement and Service |
|This SLA document covers only the CRM SaaS service which is provided by and used by ALPIQ. All other services|
|are excluded from this SLA. |
|This SLA has four main scope areas: |
| environment up to the internet note |
| internet provider |
|ALPIQ’s internet provider |
|ALPIQ’s environment |
|Responsibilities of each Participant |
| is responsible for the operation of the infrastructure, including hardware and software. is in|
|charge of keeping the infrastructure including all network components up to date. |
|responsibility of the service ends at the internet service provider note. |
| |
|ALPIQ takes over the responsibility of the service at the company internet connection entry point and is responsible for all|
|infrastructures after the entry note of the internet provider. |
| |
|The service in between the end note of and the entry note of ALPIQ lays in the responsibilities of the server|
|providers of and ALPIQ. Each party is responsible to agree on SLA with their own service providers. The SLAs |
|with the internet service provider need provide an equal of even better availability than the SLA between and|
|ALPIQ to guarantee the agreed server availability and breakdown definitions. |
| |
|In addition is responsible to back up ALPIQ’s CRM data according the agreed backup scenario defined in this |
|SLA. does not take over the responsibility of ALPIQ’s data quality based on the information which has been |
|entered by ALPIQ’s employees. is responsible for a secure and appropriate data management and is not |
|permitted at any time to provide ALPIQ data to a third party. |
|Both parties are obliged to bring up potential SLA improvement which will be clarified in a SLA update after the agreement |
|of both parties. |
2 Service Hours / Support Hours
|Working Hours and Non-Working Hours |
|The CRM service which is provided by is 365 day and 24 hours available. This does not include the downtime |
|which is defined under availability and the in advance agreed maintenance windows. All other time of nonuse which is not |
|agreed on between both parties falls under denial of service. |
|Support Hours and Non-Support Hours |
|Help desk from needs to be provided for|On the following bank holidays is no help desk provided: |
|the following weekdays and time slots: |January 1 |
|Monday - Friday, 7:00 AM-5:00 PM |January 2 |
|Saturday, No Service |January 3 |
|Sunday, No Service |Ester Friday, Monday |
| |Ascension day |
| |August 1 |
| |December 24 |
| |December 25 |
| |December 25 |
| |December 31 |
3 Performance Requirements
|Availability |
|The provided CRM service availability is 99.5%. This 99.5% availability excludes maintain windows which have been advised in|
|advance and both parties have agreed on. In addition are the windows for defined release updates as well not part of the |
|availability. If the service is not available without a previous notification of ALPIQ and their acceptance of the downtime,|
|the time will be added to the unavailability of the service. |
|The maximal unavailability of the service in a row is 2.5 hours. After three hours the service needs to be available in its |
|full functional scope at least for a week until the next unexpected breakdown occurs. |
| |
|Maintenance Windows: |
|Accepted maintenance windows are excluded by this rule |
|Maintenance windows must be placed outside of the defined work hours. |
|There is no limitations of the amount of maintenance windows per year |
| |
|Release Update: |
|Announced and agreed release updates belong not to the unavailability time of service |
|Release updates need to be installed outside of the defined working hours |
|Interruptions which are caused by release updates and occur after such an update fall under the availability regulations. |
| |
|BSI Grundschutz / ALPIQ Directives: |
| is obliged to keep up to date according to the BSI Grundschutz recommendations as well as ALPIQ internal |
|directives which have an impact on IT. ALPIQ is in charge to provide the new directives on a monthly basis which have an |
|impact on the relationship with to the Account Manager. The Account Manager is |
|responsible for the enforcement of those directives within . |
| |
|Escrow Agreement: |
| is obliged to send the source code of the CRM system ever other month to the Escrow Agent. |
| |
|Backup: |
|The CRM data which are stored on database are stored twice a day. The backup starts everyday at 01:00am. At |
|the same day a second backup will be recorded at 12:30pm. Which backup method pursues is owns |
|decision. The requirement is to restore all executed transactions of the last two years. |
|Restore works of backup falls under service availability measurements as long as nothing else has been agreed on in advance |
|of the restoring activity |
|The backup process does not impact the performance as well as the availability of the service. |
| |
|Disaster Recovery Scenario: |
|Disaster recovery scenarios don’t have an impact of the availability |
|If an interruption is announced in advanced and agreed from both parties, the downtime will not be part of the availability |
|calculation. |
|Denial of Service / Downtime |
|In a case of denial of service a ticket needs to be opened from the user who diagnoses the issue. This ticket is afterwards |
|treated according the defined priorities. If more than 10 users report the same issue, the ticket changes it status to high |
|priority and a case manager from and from ALPIQ to identify where the current problem has it sources. |
| |
|Downtimes which occur based on the responsibility of need to be reported in a detail report to ALIPQ with |
|the reason why the system was unavailable and future mitigation activities to avoid similar future issues. |
4 Issue Priority Definition / Performance
The following response and fix times are provided. The priorities of the tickets are defined according the service function importance. This is an additional list which will be updated and adjusted according the needs of ALPIQ. Those priorities are currently not definable due to the lack of information. As soon as someone calls the CRM support a ticket will be opened and a priority is added to the ticket.
|Priority |Description |Response time |
|Critical |Critical infrastructure components or customer service |Immediate resolver group member needs to |
| |down or degraded; significantly operational impact. If |investigate the problem and takes action. 24 hour |
| |more than 15 ALPIQ employees are impacted a ticket need to|trouble shooting necessary. Tickets need to be |
| |be treated as critical. |solved after 2 days |
|Urgent |Non-Critical Network components or function which does not|Problem needs to be looked at after three hour |
| |work as specified but a work around is available, |during normal business hours. Trouble shooting |
| |Non-critical restricted function and some operational |during normal business hours within 3 days. |
| |impact. | |
|Low |Network components or less used functions but work-around |As soon as a resolver group member has time to |
| |possible with no operational impact, non-critical, |investigate the issue. First status update to |
| |deferred maintenance acceptable. |ticker opener after 24 hours. Low priority tickets |
| | |need to be solved after five business days. |
|Performance |
|The performance of CRM service is measured according the balanced score card which is presented after this |
|SLA. The performances are reported as well to the key account executive of . |
| |
|Transaction performances, scalability etc. of the service, need to fulfill the requirements according the non functional |
|requirements list (not part of this SLA). |
5 Release Update
|Release On Productive System |
|New release updates are installed in the productive environment after an announcement period of at least 4 weeks and APLIQ |
|confirmed the implementation date and time as well as the provided time frame of unavailability. Release updates never take |
|place during the defined working hours. ALPIQ is responsible to provide a defined amount of dedicated resources for a first |
|functional test as soon as the new release has been rolled out. |
6 Test Environment
The CRM test environment is covered by another SLA which is customized for test purposes and therefore none of the paragraphs which are mentioned in this SLA apply for the test environment.
7 Penalties
|Monthly Measurement of Violations and their Penalties |
|Number of Violations |Penalties |
|1>5 |30% reduction of the SaaS fee |
|5>10 |30% reduction of the SaaS fee and in addition a penalty of USD 3’000.-. In addition is |
| | obliged to provide a corrective action plan which takes place after 3 weeks |
|10> |No SaaS fee for the service with a penalty of USD 10’000.-. In addition is a corrective action|
| |plan necessary which takes place within 3 weeks on a weekly reporting to ALPIQ. |
If provides a quarter year without violation ALPIQ is going to pay an extra premium of USD 2’000.-.
2 CRM IT Balanced Score Card of a SaaS Solution
An IT balanced score card consists of four views. The views are learning and growth, internal business process, customer and financial. Between the different views of the IT balanced score relations exist. Each view consists of objectives, measurements, targets and initiatives to achieve the targets. Those objectives are based on the CRM system with the service model SaaS of the ALPIQ Company.
[pic]
Illustration 6 - Overview Balanced Score Card of SaaS CRM Solution
1 CRM IT Balanced Score Card
Following the IT Balanced Score Card objectives, measurements, targets und initiatives in reference to the CRM system of are presented.
|Objective |Measurement |Targets |Initiatives |
|Financial |
|F1 |Total costs of |Additional costs apart |No additional costs apart of the |Tracking of issues |
| |service |the normal service fee |normal agreed service fee |Issues which not covered by the agreed |
| | | | |contract / SLA need to be avoided in future|
| | | | |Amendments on basis of the contract |
|F2 |Stabilization of |Costs of the service |The target is to keep the costs over |Increasing of process efficiency between |
| |service costs |fee |the next 5 years lower than USD | and ALPIQ |
| | | |3000.- per month. |Reduction of support by |
| | | |If changes in the scope of the |additional training of the CRM application |
| | | |service occur this target need to be |Creating of a knowledge group within ALPIQ |
| | | |amended |for CRM questions |
| | | | |Maturity of service |
|F3 |Standardization of |Reduce amount of |Reduce the amount of reports by 30% |Workshop about a reduction of the current |
| |reporting |reports | |reports |
| | | | |Introduction of slightly amended reports to|
| | | | |cover different reports by one report |
|Customer |
|C1 |Increase of response|Appropriate response |Lower than 2 seconds |Performance measuring and appropriate |
| |time |time of the system | |improvements |
| | | | |Code optimization to accelerate |
| | | | |transactions |
|C2 |Complaint reduction |Faster solution in |Time needed to resolve tickets |Accurate ticket handling process |
| | |cases of complaints |Inform system user in advance about |Improvements on ticket handling process |
| | | |possible issues |Communication management about current |
| | | | |issues and possible walk around |
|C3 |Customer |Survey feedbacks |Customer satisfaction higher than 80%|Service quality improvements |
| |satisfaction |Amount of complains |Less than 2.0% complains about ticket|Complain tracking and future activities to |
| | | |handling process |prevent the same complains |
| | | | |User CRM training |
|C4 |Issue escalation |Amount of escalations |The amount of escalations muss be |Appropriate issue tracking |
| | |per month |less than 0.2 per month |Close cooperation between |
| | | | |and ALPIQ. |
|Internal Business Process |
|I1 |Availability of the |Availability of the |Availability of 99.5% |Frequently risk analysis |
| |CRM system |system | |Frequent system hardening exercises |
| | | | |Monitoring system of the CRM |
| | | | |Increase awareness of CRM system by |
| | | | |business- and IT management |
|I2 |Communication |Effectiveness of |Gap analysis of what employees know |Improvement of communication media |
| |management |communication |and what employees should know |Communication mix -> What will be |
| | |management |Request of employees know-how about |communicate how |
| | | |the last communications |Narrow, more precise communication |
| | | |Less than 10% hits |Training of employees who write |
| | | | |communications |
|I3 |Issue pattern |Identification of issue|Gap analysis what kind of issues pop |Allergization of support people |
| |recognition |patterns |up and which could have been |Analysis of all issues and appropriate |
| | | |recognized in advance |potential follow-up issues |
| | | |Less than 10% hits | |
|I4 |User manual |Changes of the manual |Less than 2% changes on the manual to|Replay of the issues and identification of |
| |amendments / changes|which could have |avoid issues |further user improvements to avoid certain |
| | |avoided of the issue | |issues |
|I5 |Customer oriented |Availability of |Account Manager need to be available |Every other week a meeting with the |
| |processes | Account |on the second day of request | Account Manager to discuss |
| | |Manager | |current topics |
|I6 |Enforce IT security |Number of successful |A maximum of two successful attacks |Restrict the number of persons with access |
| | |hacker attacks per year|per year |to a particular system to the minimum |
| | |Overall number of |Reduce the number of access-rights |Establish a well-defined |
| | |system accesses per |per employee by 20% until the end of |joiner/mover/leaver process |
| | |employee |2010 |Maintain all system rights in a centralized|
| | | | |user access system/database |
|Learning and Growth |
|L1 |Issue prevention |Occurrence of same |Less than 5% issues which could |Analysis of occurred issues and |
| | |issue |have been avoided by an |identification of avoidance by previous |
| | | |appropriate prevention strategy |taken arrangements |
| | | | |Issues meetings to clarify the source of |
| | | | |the issues |
| | | | |Implementation of a Knowledge database |
|L2 |Friendliness of support|Survey feedbacks |90% satisfaction feedback about |Increase of internal |
| |employees |Amount of complains | support employees |communication |
| | | | |Training of support employees |
| | | | |Issue tracking process improvements within |
| | | | |the organization of |
|L3 |Competency of support |Survey feedbacks |70% of positive feedback based on |Education of support / resolver group |
| |employees |Amount of complains |the surveys |employees |
| | | |Detailed research on complaints |Optimization of support employee hiring |
| | | | |process |
|L4 |Improvement of issue |Increased speed to |Time needed from the ticket |Improvement of processes |
| |clarification |solve issues |issuance to the resolution |Education of support / resolver group |
| | | | |employees |
|L5 |Familiarization of new |Time to get up to speed|Time which is needed until a new |Efficient on job training for new employees|
| |support employees | |support employee is able to work |Documentation of top issues for fast |
| | | |autonomous |resolution |
| | | | |Three month parallel work on the job with a|
| | | | |senior support employee |
Table 11 – IT Balanced Score Card for CRM
2 CRM IT Balanced Score Card Map
In the next illustration are the different objectives on the different perspectives linked to each other. Therefore each objective supports another objective either in the same perspective or in another perspective. The financial perspectives are the main perspectives. Therefore all objectives are connected over other objectives or directly with at least one financial objective.
[pic]
Illustration 7 - Strategic IT Balanced Score Card Map of CRM Solution
Conclusion
The elaborated document about a new implementation of an ALIPQ CRM system shows the benefits of such a new company wide application / service. The recommendation of the business case team is to implement a common standard CRM system within ALPIQ. This need is in addition supported by the persuaded strategy of ALPIQ’s management which foresees a growth strategy in all European regions.
As the quantitative analysis and the qualitative analysis brought up, the CRM option with a SaaS solution emphasized as the best and most profitable choice for ALPIQ.
should be taken in account as the preferred partner in reference to a SaaS CRM system. If the ALPIQ management decides to pursue a SaaS solution several activities are necessary before such a contract can be signed. To use a CRM as a SaaS solution different legal questions and contractual exercises need to be executed in advance. As soon as all legal questions are clarified and both agree on the compiled legal paragraphs the established SLA in the business case must be verified and extended / amended if necessary. Such extensions / amendments on the SLA might have impacts as well on the IT Balanced Score Card which need to be aligned with the SLA afterwards.
This business case uncovers the benefits and cost saving expenses which might be possible to cut down with CRM solution and which increases the efficiency of ALPIQ.
The following approach is suggested if ALPIQ’s management decides to implement the SaaS option from
1. Get together with for legal clarifications of such a solution
2. Present the requirement list (not part of this business case) / non functional requirement list (not part of this business case) and the proposal of the SLA
3. Asking for a quote based on the requirement list / non function requirements and the proposed SLA for the Enterprise Model version
4. Speak about exclusions / extensions and changes of the SLA and agreed on a final version
5. Negotiate with about the methods how the performance is measured -> BSC
6. Agree on the performance measurements
Sign the contract
Directories / Glossary
In the following chapter the illustration and table directory will be summarized. In addition a glossary about mentioned words in this document are listed.
Illustration Directory
Illustration 1 – ALPIQ Subsidiaires in Europe 7
Illustration 2 – ALPIQ’s Strategic Pillars 7
Illustration 3 – ALPIQ’s Strategic Distribution Pillar 8
Illustration 4 - CRM Solution Services 10
Illustration 5 - Risk Profile Matrix of the SaaS CRM Solution 16
Illustration 6 - Overview Balanced Score Card of Saas CRM Solution 21
Illustration 7 - Strategic IT Balanced Score Card Map of CRM Solution 23
Table Directory
Table 1 – Stakeholder Analysis 11
Table 2 – Cost Benefit Analysis: Use current CRM for future Purposes 11
Table 3 – Cost Benefit Analysis: Buy CRM and Maintain it Internally 12
Table 4 – Cost Benefit Analysis: CRM Operation as a SaaS 12
Table 5 – Qualitative Analysis for Option “No CRM” 13
Table 6 – Qualitative Analysis for Option “Traditional CRM” 14
Table 7 – Qualitative Analysis for Option “SaaS CRM” 14
Table 8 – Summary of Qualitative Cost Benefit Analysis 14
Table 9 – SaaS Risks 16
Table 10 – Risk Mitigation / Risk Elimination which are not covered in the SLA 17
Table 11 – IT Balanced Score Card for CRM 23
Table 12 – Glossary 25
Table 13 – Basic Revenues and Sale Forecast Calculations 26
Table 14 – Revenues and Sales Forecast for the Option “No CRM” 26
Table 15 – Revenues and Sales Forecast for the Option “Traditional CRM” 26
Table 16 – Revenues and Sales Forecast for the Option “SaaS CRM” 27
Table 17 – Basic Calculations for the Infrastructure Investment Costs 27
Table 18 – Infrastructure Investment Costs for the Option “No CRM” 27
Table 19 – Infrastructure Investment Costs for the Option “Traditional CRM” 27
Table 20 – Infrastructure Investment Costs for the Option “SaaS CRM” 28
Table 21 – Resource Estimation for Project 28
Table 22 – Basic Calculation for the Project Effort 28
Table 23 – Factor Cost Estimation for a SaaS Project 29
Table 24 – Project Costs Estimation for the Option “No CRM” 29
Table 25 – Project Costs Estimation for the Option “Traditional CRM” 29
Table 26 – Project Costs Estimation for the Option “SaaS CRM” 29
Table 27 – Basic Calculation for the Employee Costs 30
Table 28 – Employee Cost Estimation for the Option “No CRM” 30
Table 29 – Employee Cost Estimation for the Option “Traditional CRM” 31
Table 30 – Employee Cost Estimation for the Option “SaaS CRM” 31
Table 31 – Yearly License Costs for the Option “No CRM” 32
Table 32 – Yearly License Costs for the Option “Traditional CRM” 32
Table 33 – Yearly License Costs for the Option “SaaS CRM” 32
Table 34 – Migration Costs for the Option “No CRM” 32
Table 35 – Migration Costs for the Option “Traditional CRM” 33
Table 36 – Migration Costs for the Option “SaaS CRM” 33
Glossary
|ALPIQ |Energy and Energy service company |
|BSC |Balance Score Card |
|CRM |Customer Relationship Management |
|Escrow Agreement |Source code deposit in case of a dispute between contract partners or bankruptcy of the software developer|
| |company |
|NPV |Net present value |
|PI |Performance Indicator |
|ROI |Return on Invest |
|SaaS |Software as a Service |
| |Provider of a SaaS CRM system |
|SLA |Service Level Agreement |
Table 12 – Glossary
A) Appendix
This appendix describes how the costs for the quantitative analysis in chapter Quantitative Cost-Benefit Analysis 3.2 have been gathered and what kind of different costs are involved.
A) General Calculations over the whole Lifecycle
In this part it is mentioned how much ALPIQ revenues can be, when they achieve their target. In 2009 the retail group achieved revenues of 30 Mio CHF by an energy distribution of 40 TWh. This results in revenues of 0.75 CHF per MWh. It is extinguished that this revenue factor can be hold during the next years. Therefore the calculation for the next upcoming years will be calculated with the factor of 0.75 CHF / MWh.
The following table shows how much ALPIQ can earn at their maximum. The tables which follow afterwards, the revenues for the three options are calculated. The options are, “No CRM”, “Traditional CRM” and a “SaaS CRM”.
A) Basic Calculations for Revenues and Sale Forecast:
|Basic calculations: | | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Revenues (in Mio CHF.) |30000000 |40050000 |50100000 |60150000 |70200000 |81000000 |
|Revenue per CHF / MWh |0.75 |0.75 |0.75 |0.75 |0.75 |0.75 |
Table 13 – Basic Revenues and Sale Forecast Calculations
B) Revenues and Sale Forecast for the Option “No CRM”:
There exists no company wide CRM solution at ALPIQ today. A lot of small Excel and Access Tools are available to support the customer needs. With the aspired aim to sell 108 TWh within the next five years, it is no longer possible for the Retail department to reach this goal without a proper CRM solution. If no CRM solution will be implemented, it is no longer possible for ALPIQ to keep the revenues of 0.75 CHF / MWH. It is estimated that the coordination costs will increase per year of 5%. This is because it is planned that every year more employees are working for ALPIQ and in addition the coordination costs will increase massively.
|Yearly cost estimation: |No CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Coordination costs (no CRM) (%) |0.05 |0.1 |0.15 |0.2 |0.25 |0.3 |
|Total Revenues: |28500000 |36045000 |42585000 |48120000 |52650000 |56700000 |
Table 14 – Revenues and Sales Forecast for the Option “No CRM”
C) Revenues and Sale Forecast for the Option “Traditional CRM”:
With this option the same problems are addressed which are already mentioned on the previous option. The main differences are that the estimation indicates that after 2 years a CRM system is successfully implemented and trough that the coordination costs sink back to a normal level.
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Coordination costs (no CRM) (%) |0.05 |0.1 |0 |0 |0 |0 |
Table 15 – Revenues and Sales Forecast for the Option “Traditional CRM”
D) Revenues and Sale Forecast for the Option “SaaS CRM”:
In this scenario the same problem occur which is already described under the option “No CRM”. The main difference is that the SaaS CRM system implementation is massively shorter than with a “traditional CRM” system. So, it is calculated, that after 1 year the project is implemented and trough that the coordination costs sink back to a normal level.
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Coordination costs (no CRM) (%) |0.05 |0 |0 |0 |0 |0 |
Table 16 – Revenues and Sales Forecast for the Option “SaaS CRM”
| |CRM implemented |
B) Implementation Costs
This chapter illustrated the costs. The Project costs contain two positions, which are discussed in the next few sub chapters. The first position shows the infrastructure investment costs and the second point shows the costs of the project itself.
A) Infrastructure Investment Costs
The calculation is based on the assumption, that a traditional CRM project will be implemented. Afterwards all three options are calculated on a detailed basis.
ALPIQ’s server farm contains exclusively Sun Servers. ALPIQ has calculated to buy two servers for a traditional CRM implementation, because of a clustered environment. The other entire infrastructure is already available. ALPIQ’s estimation calculates with two servers of the type: SEJASY11Z which have to be bought. The price for one server is about 471’800 Euro. It is estimated, that an additional Infrastructure employee is needed to make all the settings and configurations which are needed for the server. Additionally it is assumed that after 5 years two new servers have to be ordered.
To calculate with this estimation the following calculation sheets have been elaborated:
A) Basic Calculations for the Infrastructure Investment Costs
|Basic calculations: | | | | |
| | | | | |
| |Amount |Cost per unit |Total Cost in Euro |Total Costs in CHF. |
|Server costs: |2 |471800 |943600 |1421712.684 |
|Additional employees |1 |150000 |0 |150000 |
|Total costs: |3 | | |1571712.7 |
Table 17 – Basic Calculations for the Infrastructure Investment Costs
B) Revenues and Sale Forecast for the Option “No CRM”:
For the option with “no CRM” no server and no additional employees have to be taken in account. So the costs for the infrastructure are 0 over all years.
|Yearly cost estimation: |No CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Additional employees |0 |0 |0 |0 |0 |0 |
|Total costs: |0 |0 |0 |0 |0 |0 |
Table 18 – Infrastructure Investment Costs for the Option “No CRM”
C) Revenues and Sale Forecast for the Option “Traditional CRM”:
This option shows all the costs which are calculated on the basic calculations. So the servers as well as the additional employee are needed.
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Additional employees |150000 |150000 |150000 |150000 |150000 |150000 |
|Total costs: |1721713 |150000 |150000 |150000 |150000 |1721713 |
Table 19 – Infrastructure Investment Costs for the Option “Traditional CRM”
D) Revenues and Sale Forecast for the Option “SaaS CRM”:
In this case, ALPIQ runs a CRM system, but the costs are 0, due to the fact that the needed infrastructure and the service technicians are part of the service and therefore provided by .
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Additional employees |0 |0 |0 |0 |0 |0 |
|Total costs: |0 |0 |0 |0 |0 |0 |
Table 20 – Infrastructure Investment Costs for the Option “SaaS CRM”
ALPIQ has already a datacenter and all the necessary connections are established. So, it is assumed that all other costs concerning Infrastructure could be neglected. The following link lead to the Sun website, where the costs for the server was evaluated:
B) Project Effort Costs
In this chapter the costs for a traditional CRM project are calculated. On the basis of that, the costs for the next 5 years will be presented for all 3 options.
A) Basic Calculation of the Project Costs
Resource estimation for a traditional CRM project:
|Phase |Needed persons |Duration |
|Requirement |40 Retail / 15 Project Team | 8 month |
|Implementation |40 Retail / 15 Project Team |12 month |
|UAT |40 Retail / 15 Project Team | 4 month |
Table 21 – Resource Estimation for Project
Cost forecast for a traditional CRM project. The average yearly costs for a project member are defined with 150’000 CHF.
|Basic Calculations: |
|Phase: |Type of employee: |No. of employee: |Duration (Yearly): |Cost: |
|Requirement Phase |Retail |40 |0.666666667 |4000000 |
| |IT |15 |0.666666667 |1500000 |
| | | |Total cost per phase |5500000 |
| | | | | |
|Implementation Phase |Retail |40 |1 |6000000 |
| |IT |15 |1 |2250000 |
| | | |Total cost per phase |8250000 |
| | | | | |
|UAT |Retail |40 |0.333333333 |2000000 |
| |IT |15 |0.333333333 |750000.0002 |
| | | |Total cost per phase |2750000.001 |
| | | | | |
| | | |Total cost of project: |16500000 |
| | | | | |
| | | |Duration in month: |24 |
Table 22 – Basic Calculation for the Project Effort
After the costs are calculated for a traditional CRM system the cost calculation changes now to the calculation for a SaaS system. The cost calculation is according the costs of which are provided on their website. For the cost calculation three different options are prepared (best, most likely, worst). The most likely option was chosen afterwards for the cost calculation. The different options will be presented in the next sections.
Best case:
“When the Glovia team’s application development skills and domain expertise were combined with ’s high productivity, rapid development cycles resulted. “ This project moved very quickly,” says Ehler. “It was an order of magnitude faster than previous dev efforts. And the cost was about 1/10th of what it would have been if we had used .NET or J2EE.” The following link lead to a experience report about , where it is described how much faster, the implementation project was realized:
With an implementation of a SaaS system a cost saving of 90% might be achievable, because a lot of functions are already available. Instead of spending 16’500’000 CHF for a traditional CRM system the SaaS option costs only1’650’000 CHF.
Most likely case:
It is assumed, that often this statements are extreme, so a more possible case with which will be calculated is 5/10th.
Worst case:
There exist a lot of problems, with interfaces, communication and in reference with the Third Party Company, etc. Therefore it is assumed that the project for the SaaS option needs as much resources as a traditional CRM project. In the worst case the traditional costs are equal to the SaaS option.
Benefit calculation:
|Case |Project costs with CRM Solution |SaaS Factor |Project Costs |
|Best |16’500’000 |1/10 | 1’650’000 |
|Most likely |16’500’000 |5/10 | 8’250’000 |
|Worst |16’500’000 |10/10 |16’500’000 |
Table 23 – Factor Cost Estimation for a SaaS Project
B) Project Cost Estimation for the Option “No CRM”:
In case the ALPIQ management decides not to implement a CRM system, the costs for the implementation could be saved. The cost estimation for all 5 years is therefore 0.
|Yearly cost estimation: |No. CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total costs: |0 |0 |0 |0 |0 |0 |
Table 24 – Project Costs Estimation for the Option “No CRM”
C) Project Cost Estimation for the Option “Traditional CRM”:
If ALPIQ decides for a traditional CRM system the costs would be extremely high, due to the fact that the entire system must be configured for the need of ALPIQ, bugs must be fixed and tested, interfaces have to be established, etc. It is assumed that the implementation is as twice the costs as for the SaaS solution. The initial costs are in the costs analysis split by two years. The estimated costs for such an approach are at CHF 16.5 Mio.-
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total costs: |8250000 |8250000 |0 |0 |0 |0 |
Table 25 – Project Costs Estimation for the Option “Traditional CRM”
D) Project Cost Estimation for the Option “SaaS CRM”:
With a SaaS CRM solution, the costs are between the options “no CRM” and “traditional CRM”. The costs for a SaaS solution are empirically deeper than in case of a traditional CRM, because the system is already available and the knowledge about the standard interfaces is available. Therefore the assumption is that the project effort is only one year. The costs for the project are half of the traditional CRM project and are about CHF 8.25 Mio.
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total costs: |8250000 |0 |0 |0 |0 |0 |
Table 26 – Project Costs Estimation for the Option “SaaS CRM”
C) Operation and Maintenance Costs
In this chapter, all the operation and maintenance costs will be listed. These are mainly the costs for the employees as well as the licenses which are needed.
A) Employee Cost:
ALPIQ’s management calculates to increase the sales within the next 5 years of 68 TWh to 108 TWh. For this strategy, ALPIQ needs additional employees to handle the workload. In case ALPIQ implements a CRM system additional IT and support resources are needed as well.
A) Basic Calculations for Employee Costs:
Under constant circumstances the conclusion is that ALPIQ needs in total 216 employees within the next five years. In this assumption the theoretical need of employees are calculated, without usage of synergies or additional costs. The reason is because there work already 80 employees in the retail environment. Therefore are 136 new employees needed. The following table shows the costs for the additional employees.
|Basic calculations: | | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Employee costs |12000000 |16050000 |20100000 |24300000 |28350000 |32400000 |
Table 27 – Basic Calculation for the Employee Costs
B) Employee Cost Estimation for the Option “No CRM”:
For this option are only some minor changes necessary in the basic calculation. There are no savings instead additional costs pops up due to the fact that new employees cause coordination costs which have a massive impact. The additional costs are covered under the point additional facts.
It is assumed that with 100 employees no coordination effort is needed and therefore no additional costs occur. Between 100 and 150 employees an additional 5% of the basic wages is needed for the coordination of them. Between 150 and 200 employees an additional 10% of the basic wages is needed for coordination. For more than 200 employees an additional 15% of the basic wages is needed for the coordination.
With this assumption, the following yearly cost calculation can be presented:
|Yearly cost estimation: |No. CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Synergies tools (%) |0 |0 |0 |0 |0 |0 |
|Coordination costs (system supplier) |0 |0 |0 |0 |0 |0 |
|(%) | | | | | | |
|Total costs Retail excl. CC employee |12000000 |16050000 |20100000 |24300000 |28350000 |32400000 |
|No. of needed employee |80 |107 |134 |162 |189 |216 |
|Coordination costs (employee) |0 |802500 |1005000 |2430000 |2835000 |4860000 |
|Total costs Retail incl. CC employee |12000000 |16852500 |21105000 |26730000 |31185000 |37260000 |
|IT Employees |0 |0 |0 |0 |0 |0 |
|Total costs employees |12000000 |16852500 |21105000 |26730000 |31185000 |37260000 |
Table 28 – Employee Cost Estimation for the Option “No CRM”
C) Employee Cost Estimation for the Option “Traditional CRM”:
For this option different synergies and additional costs need to be considered. These are mainly cost savings which can be reduced by process improvements as well as using of synergies by better analysis and dashboard functions. On the other hand additional costs pop up as well with this option. These are the coordination costs for employees (already mentioned under A.C.A.B) and the coordination costs for the system supplier as well as costs for additional IT employees. It is assumed that approximately 10% of the employee costs could be saved yearly with better and easier processes. Of course, this benefit comes initially into account after the project implementation, which might be the case after the second year.
Additional facts:
▪ Synergies processes: It is assumed that around 10% of the employee costs could be saved yearly through better and easier processes. Of course, this benefit comes initially into account after the project implementation, what is in this case after the 2nd year.
▪ Coordination costs (system supplier): When a system is bought by a software supplier, the software supplier is in charge for bug fixing and new releases. So ALPIQ has to be in a steady connection with the system supplier. This coordination cost a lot of time and effort. So, in this case it is assumed that ALPIQ’s employee costs will rise by 10% in this option.
▪ Coordination costs (employees): It is assumed that under 100 employees no coordination cost is needed. Between 100 and 150 employees an additional 5% of the basic wage is needed for the coordination. Between 150 and 200 employees an additional 10% of the basic wage is needed for coordination. Over 200 employees an additional 15% of the basic wage is needed for the coordination.
▪ Additional IT employees: In this case, the CRM system is in the responsibility of ALPIQ. Therefore ALPIQ needs additional IT employees for the support and maintenance of the system. It is assumed, that 10 additional IT employees are needed. This causes yearly costs of 1’500’000 CHF.
With this calculation, the following yearly cost calculation can be presented:
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Synergies tools (%) |0 |0 |0.1 |0.1 |0.1 |0.1 |
|Coordination costs (system supplier) |0.1 |0.1 |0.1 |0.1 |0.1 |0.1 |
|(%) | | | | | | |
|Total costs Retail excl. CC employee |13200000 |17655000 |18090000 |21870000 |25515000 |29160000 |
|No. of needed employee |88 |117.7 |120.6 |145.8 |170.1 |194.4 |
|Coordination costs (employee) (%) |0 |882750 |904500 |1093500 |2551500 |2916000 |
|Total costs Retail incl. CC employee |13200000 |18537750 |18994500 |22963500 |28066500 |32076000 |
|IT Employees |1500000 |1500000 |1500000 |1500000 |1500000 |1500000 |
|Total costs employees |14700000 |20037750 |20494500 |24463500 |29566500 |33576000 |
Table 29 – Employee Cost Estimation for the Option “Traditional CRM”
D) Employee Cost Estimation for the Option “SaaS CRM”:
For this option different synergies and additional costs come into account. These are mainly cost savings trough process improvements as well as synergies trough better analysis and dashboard functions. Also additional costs rise in this option. These are the coordination costs for employees (already mentioned under the point A.C.A.B) and the coordination costs for the system supplier as well as costs for additional IT employees. The single points are mentioned more detailed under Additional facts.
Additional facts:
▪ Synergies processes: It is assumed that around 10% of the employee costs could be saved yearly through better and easier processes. Of course, this benefit comes initially into account after the project implementation, what is in this case after the 1st year.
▪ Synergies tools: It is assumed that around 10% of the employee costs could be saved yearly through better analysis and dashboard functions. Of course, this benefit comes initially into account after the project implementation, what is in this case after the 1st year.
▪ Coordination costs (system supplier): A SaaS solution needs a lot of coordination, because the system is no longer in ALPIQ’s responsibility. So, the coordination costs are higher than with a traditional CRM system. It is estimated, that the employee costs are around 15% higher in this case.
▪ Coordination costs (employees): It is assumed that under 100 employees no coordination cost is needed. Between 100 and 150 employees an additional 5% of the basic wages is needed for the coordination. Between 150 and 200 employees an additional 10% of the basic wages is needed for coordination. Over 200 employees an additional 15% of the basic wages is needed for the coordination.
▪ Additional IT employees: In this case, the CRM system is installed at the suppliers . So ALPIQ need not as many additional IT employees for support and maintenance as with a traditional CRM. It is calculated, that 3 additional IT employees are needed. What are yearly costs of CHF 450’000.-
With this calculation, the following yearly cost calculation can be presented:
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Synergies tools (%) |0 |0.1 |0.1 |0.1 |0.1 |0.1 |
|Coordination costs (system supplier) |0.15 |0.15 |0.15 |0.15 |0.15 |0.15 |
|(%) | | | | | | |
|Total costs Retail excl. CC employee |13800000 |15207375 |19044750 |22963500 |26790750 |30537000 |
|No. of needed employee |92 |101.4 |127 |153.1 |178.6 |203.58 |
|Coordination costs (employee) (%) |0 |760368.8 |952237.5 |2296350 |2679075 |4580550 |
|Total costs Retail incl. CC employee |13800000 |15967744 |19996987.5 |25259850 |29469825 |35117550 |
|IT Employees |450000 |450000 |450000 |450000 |450000 |450000 |
|Total costs employees |14250000 |16417743.8 |20446987.5 |25709850 |29919825 |35567550 |
Table 30 – Employee Cost Estimation for the Option “SaaS CRM”
For further calculations within the work the “new employee costs” will be relevant.
B) License Costs (based on Employee Costs):
In this chapter the license costs are determined. These costs depend on the employee costs, which were calculated before. The costs are estimated for every option and the basis was the “Total costs employees” of every option from the “employee cost” point.
A) License Costs Estimation for the Option: “No CRM”
Under the point “No CRM”, no system will be implemented and so, no license costs occur. Therefore the cost for the option “No CRM” are 0.
|Yearly cost estimation: |No. CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|IT and support licenses |0 |0 |0 |0 |0 |0 |
|Total licenses needed |0 |0 |0 |0 |0 |0 |
|Cost per license ($ / license) |1500 |1500 |1500 |1500 |1500 |1500 |
|Total cost (in $) |0 |0 |0 |0 |0 |0 |
|Total cost (in CHF) |0 |0 |0 |0 |0 |0 |
|Total cost (in CHF) |0 |0 |0 |0 |0 |0 |
Table 31 – Yearly License Costs for the Option “No CRM”
B) License Costs Estimation for the Option: “Traditional CRM”
This option shows the license costs for the Traditional CRM solution. It is estimated, that the license costs are 1500 $ per license.
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|IT and support licenses |10 |10 |10 |10 |10 |10 |
|Total licenses needed |98 |134 |137 |163 |197 |224 |
|Cost per license ($ / license) |1500 |1500 |1500 |1500 |1500 |1500 |
|Total cost (in $) |147000 |200377.5 |204945 |244635 |295665 |335760 |
|Total cost (in CHF) |162737.8 |221829.9 |226886.4 |270825.6 |327318.9 |371706.5 |
Table 32 – Yearly License Costs for the Option “Traditional CRM”
C) License Costs Estimation for the Option: “SaaS CRM”
This option shows the license costs for the SaaS CRM solution. The assumption is that the license costs are 1500 $ per license.
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|IT and support licenses |3 |3 |3 |3 |3 |3 |
|Total licenses needed |95 |109 |136 |171 |199 |237 |
|Cost per license ($ / license) |1500 |1500 |1500 |1500 |1500 |1500 |
|Total cost (in $) |142500 |164177.4375 |204469.875 |257098.5 |299198.25 |355675.5 |
|Total cost (in CHF) |157756.1 |181754.3 |226360.4 |284623.5 |331230.4 |393754.1 |
Table 33 – Yearly License Costs for the Option “SaaS CRM”
D) Decommissioning
This chapter shows the costs and benefits which occur when the system is decommissioned. The point which is mentioned here are the costs for the migration of the data, which ALPIQ needs to do when they migrate to a new system.
A) Migration for the Option: “No CRM”
|Yearly cost estimation: |No CRM | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total cost (in CHF) |0.0 |0.0 |0.0 |0.0 |0.0 |0.0 |
Table 34 – Migration Costs for the Option “No CRM”
B) Migration for the Option: “Traditional CRM”
Because the old data has to be migrated to the new system, this has needs to be taken in account. For this reason every year 300’000 CHF will be saved. It is assumed, that the system has a life cycle of ten years. After 10 years 3’000’000 CHF will be needed for the migration of the new system.
|Yearly cost estimation: |Traditional CRM | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total cost (in CHF) |300000.0 |300000.0 |300000.0 |300000.0 |300000.0 |300000.0 |
Table 35 – Migration Costs for the Option “Traditional CRM”
C) Migration for the Option: “SaaS CRM”
Because the old data has to be migrated to a new system, this has to be calculated. It is assumed that a SaaS system is already well prepared for the data migration, because needs to offer a customer after the sign off of the contract to start within a few time periods with the migration. The data needs to be prepared for the migration. So, it is assumed, that the migration costs are as half as high as with a traditional CRM.
For this reason every year 150’000 CHF will be saved. It is assumed, that the system has a life cycle of ten years. After 10 years the 1’500’000 CHF will be available for the migration of the new system.
|Yearly cost estimation: |SaaS | | | | | |
| | | | | | | |
| |YEAR 0 |YEAR 1 |YEAR 2 |YEAR 3 |YEAR 4 |YEAR 5 |
|Total cost (in CHF) |150000.0 |150000.0 |150000.0 |150000.0 |150000.0 |150000.0 |
Table 36 – Migration Costs for the Option “SaaS CRM”
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