CRM system implementation across Group companies for Ashcourt Rowan
As part of a group initiative to move all operating companies onto a common operating platform, Ashcourt Rowan decided to implement a new Customer Relationship Management (CRM) system across its Asset Management and Wealth Management operations.
A specialist software product from Third Financial software (“Tercero”) was chosen as it had been specifically built for Wealth Management businesses. This product uses the market leading Microsoft CRM Dynamics as its foundation.
MSPSL was asked to Programme Manage the implementation of Tercero as the central group CRM solution and roll the service out to two separate business units. Key to the implementation was ensuring that there was full segregation of data between each business unit to protect client confidentiality, whilst allowing group risk and compliance teams to oversee business activity and comply with legal and regulatory bodies.
The requirement was that the solution would cover all business activity from prospect identification, marketing and client management, and include the production of portfolio valuations and the provision of an investor portal for use by clients and their advisers.
Key to the successful implementation was to ensure that the client investment data held in disparate back office systems were accurately reflected and reconciled in the CRM system as this information
was needed to able to:
- Calculate investment performance
- Produce client valuation reports
- Supply the Investor Portal with up to date client holdings and market closing valuations
Phase 1 of the core service was implemented across both business units to meet individual business priorities:
- One business unit implemented back office integration and client valuations to reduce the cost of production by the existing third party provider.
- The second business unit implemented a single client management database and common sales process to consolidate records from two legacy systems.
Following these implementations subsequent phases of rollout were handed over to internal staff to manage.