White Paper
Why Do CRM Projects Fail?
(Version 2)
7 Common Mistakes and How to Avoid Them
Author: John Glennane CEO CapricornVentis August 2011 www.capventis.com 268 Bath Road Slough Berkshire SL1 4DX UK Telephone: +44 845 313 8696 Block AD Cherrywood Technology Park
Dublin 18 Ireland Telephone: +353 1 272 7700 Fax: +353 1 272 7799
TABLE OF CONTENTS
INTRODUCTION ... 1
1 FORGETTING IT’S THE CUSTOMER EXPERIENCE ... 1
2 WRONG DEFINITION AND WRONG SCOPE ... 3
3 ASSUMING IT’S BIG AND COMPLEX ... 5
4 LACK OF SKILLS & EXPERIENCE ... 7
5 MISSING THE WOOD BECAUSE OF THE TREES ... 9
6 HOPING IT WILL WORK ... 12
7 FORGETTING IT’S AN EVOLUTION ... 14
SUMMARY ... 16
Introduction
Who Needs CRM? Is it important? Is it fundamental to our business or is it something else? Why is there so much negativity? Are we “doing” CRM already or should we start “doing” it now?
Customer Relationship Management (CRM) is, by most accounts, a very sensible thing to focus on and improve. Most people agree with CRM at some level. Bring value to our customers and they will repay us. And yet the CRM project (a relatively recent phenomenon since mid ‘90s) has, all too often, failed to deliver? This paper is based on multiple CRM strategies and projects of all scales across all sectors, since the modern (CRM)term was coined (The term CRM here applies also to PRM, SRM, XRM; partner, supplier, everybody). We have learnt from these experiences that the same problems crop up time and time again. Also the technology options available are very different than as recently as 5 years ago, as is our approach to change. This can add further confusion, as decisions and assumptions are being made without enough understanding of what is possible and what is good. The purpose of this paper is to highlight some of the more common mistakes, help you to avoid them, as well as to highlight how even the good CRM project is different today than before.
1 Forgetting it’s the customer experience
If, as is undoubtedly true, we create value by increasing the value of the customer base. The question is how can we increase the value of the customer base? A good answer is, by making the business more valuable to the customer (Ref Martha Rogers, Peppers & Rogers). That is, focus back on the customer and the customer experience. What is it that we do that causes the customer to see or feel value? All too often, the CRM project focuses itself on the internal issues such as process efficiency, effectiveness, technology alignment, reporting, etc. These issues are very important and feature throughout this paper in the other points. But they only serve a wider purpose, which is to support the delivery (ultimately) of a customer experience that brings value.Today, the market, businesses, consumers and technology are interacting in a much more dynamic way than ever before. The customer experience is defined by a) the products and services offered, b) the initial engagement (information exchange) with the customer, c) the customer buying experience, d) how services are delivered after purchase, and e) subsequent interaction and exchange that leads to longer, wider and deeper business.
The vision and strategy for CRM would do well to identify, articulate and define what constitutes good for the customer and hence, what is good for the business. What can the business do directly with the customer that the customer appreciates or values? How should the business be seen by the customer? What are others (competitors and/or market winners) doing with customers that we could emulate or improve on? What would define value and how can it be realised?
Put the CRM strategy firmly where it should be in the eyes of the business; adding value externally to the customer, driving a return of value back to the business. The other more internally / traditional perspectives of the CRM strategy (internal process, technology, information, measurement etc) can now be addressed with direct reference to that. So, efficiency, effectiveness, internal processes, information, performance and measurement (typical focus for CRM), should matter and align back to the customer experience.
Success Factors
Define good customer
experience
Establish how the business should look to the customer and how the business can engage with the customer. Focus on what matters to the customer. If that results in ideas that don’t obviously bring value to the business, then maybe the business itself requires rethinking to make it bring value.
Connect everything in the
business strategy back to
customer experience
Everything else that follows (project scope and definition) must, at least, be driven by the desired customer experience.
Prioritise according to value
as well as imperative
Focus on what the customer would value first and foremost, even it may not be the most cost effective. Costs can be reduced by leveraging technology smartly. Imperatives should be identified, as by definition the business may have no choice but to action, even if it may not be attractive to do so.
Technology is better is easier
today than before
The technology options today are very different to before and are changing very fast. This also impacts our approach. The technology is also presenting more opportunities to the business to innovate and differentiate. Effort and costs to implement are coming down significantly.
2 Wrong definition and wrong scope
CRM has become synonymous with technology. The IT software industry (early 90’s) saw an opportunity to create and sell systems that would provide enabling solutions for businesses to “do CRM well”. The CRM strategy becomes the CRM system strategy; “buy and implement a system that will deliver CRM”. The CRM project becomes an IT project, managed and run by IT people. The entire focus is on system features and functions. The strategy is considered done once the system is deployed. The effort and costs of the project, as a result, tend to centre around the system, leaving behind the major point, which is that the business is trying to transition to a different level of working; a new or changed operational model. This is wrong, and a big mistake.
The project loses sight, from early on, of what CRM really should be about; the business (people) generating value by doing the right things, and doing them well.
This is what the project should start and end with. Firstly, establish what constitutes doing the right thing and how best to do it; the target model. Establish how the target model can best be enabled by technology; a blueprint integrating all perspectives including business and technology. Secondly, once that future blueprint is established, the technology needs to be configured and implemented; the centre piece of the traditional technology-centric project. Then, thirdly, the project needs to refocus back on the business; migrate and transition everybody to the new target operational model. That’s the difficult piece; getting people to change. It’s not necessarily characterised by a big external / capital spend (like the technology component), but it does take effort and time.
Improved performance and increased value only comes when the business is doing things differently than before. That does not happen over-night, and especially not when the technology is misaligned. However if the definition and scope is well done, resulting in a good/elegant model, then the migration should be easier. Not just starting and ending with the business, but also getting the target model right in the first place.
Success Factors
Ensure the Business
specifies the requirements
The project should be owned, led and managed by the right business people, supported by IT. This should represent executive as well as operational areas. These people should understand the business and what makes it successful. Requirements should not be confused with system design; they are two different things.
Focus on desired outcomes
The focus and drivers should remain rooted in the desired outcomes. These should be expressed in business terms and should focus on what is important to the customer, and hence the business. A good technology solution is a means to an end, not a desired business outcome. The systems design should start and finish with the desired outcomes.Leave behind any
preconceived notion of what
CRM means
Ignore the technology solutions for the moment and focus on what people should be doing, using what information to achieve what outcome (for customer or other), in order to deliver what value. This can be for any area of the business, at any level of detail. We can decide later what is in scope and what is out of scope, as determined by business priority and practicality.
Remember it’s a
customer
and
business
strategy
Give attention to defining and agreeing the target business model at the beginning. Remember that the real value comes only when the business has made the transition. This happens after the technology is ready, not at the same time.
Don’t forget that the real
change happens after the
system is deployed
Separate migration effort from the system configuration stage. Of course when the target model and configured system are elegantly and efficiently designed, the resulting migration should be easier and quicker. Higher value is guaranteed when the operating model is as efficient and effective as possible; focusing on making it easier to achieve the value-driven outcomes of the business.
3 Assuming it’s big and complex
The scale of investment in terms of time, people resource and money that can go into (so called) CRM projects can be over the top when balanced with what really needs to be done. This is even more difficult to comprehend or rationalise when that investment (over spend) relates just to the configuration of the technology component of the solution. The project, and its IT components, should have an enterprise-wide scope in terms of people and areas involved and impacted. However there is a common misconception that a wide scope equates with a complex solution or long implementation.
Without apportioning blame, it is fundamentally true that every vested interest (software, advisory / consultancy, the gurus) can talk up these types of projects way beyond what is needed, practicable or even workable. The technologists have taken the view that the technology is there to automate the business in its entirety; i.e. if it happens or it exists, it should be in the system. Whatever the business does, the system can faithfully replicate, automate, record and manage; the more complex the better. Whatever information the business transacts, uses, touches or sees, it should be (it is argued) in the system, regardless of its value or practicality. The solution becomes divorced from practicality and reality and things get built and implemented because we can rather than because we should or need. This is not the way to go.
A CRM strategy can be implemented much more easily, at lower cost and in less time, by approaching it in an incremental and evolutionary way. Key is to establish a core definition and scope first that addresses the fundamental needs of the customer and the business, and to enable this with a core well structured CRM system platform. The (technology/system) platform, when properly aligned, can deliver major benefits without being complex, nor being too difficult for the users to migrate to. In turn the core platform can be easily configured using any of the leading vendor solutions today (irrespective of whether these are hosted/SaaS or not). This can result in a much quicker route from vision to solution, as well as the advantage of lowering costs, reducing complexity and making things easy for everybody to manage.
The target model (definition / scope) needs to be scored on its ability to simplify, rationalise, harmonise and streamline what the business does, and how it can be enabled by technology. If the number one focus is to keep things simple, and question anything complex or difficult, then the target / blueprint should result in lower costs, less time and effort, and speedier migrations.
Success Factors
Keep things easy and simple
Remember that CRM/BI technology is about helping people to add and/or view information. Yes, it can be that simple.Focus on high value and low
complexity
The CRM strategy should deliver as streamlined and simplified business model as possible. This also applies to the technology platform. By focusing on the high value business outcomes and the most efficient enablement, the project can become much more straightforward than past (poor) experience would suggest.
Resist the urge to automate
everything
A good CRM platform should not manage every process to the nth degree, nor should it set out to track and maintain every piece of information and event just because it can.
Implement a good foundation
quickly, for everybody
It is very advantageous to implement a platform that works across the whole business, for everybody as early as possible. This allows the strategy to apply evenly across all groups, as well as to demystify. CRM is about doing everything the business values today, better and more effectively. When an early solution is delivering such benefits, without a difficult migration, then the strategy can move forward to additional (new) things quickly and at a pace to suit the business users.
Sense check any technology
design with business users
The business input to the project must be allowed to see and understand the technology solution. At the same time they must be allowed to question its usefulness, and suggest alternatives. Today’s technology and approach should allow for iteration and evolution. Of course the team should have enough experience and knowledge to be able to arrive at the
optimal solution. After all, it is all for the customer at the end of the day.
Once established, the
strategy can be expanded
incrementally
A well designed foundation platform can readily be expanded (broadened and deepened) later. Such extension can be developed incrementally and with the business in control. This reduces risk as well as guaranteeing value as defined by the business stakeholders. The CRM strategy is managed by the business, for the business.
4 Lack of skills & experience
The lack of experience, skills or knowledge of the people involved can be the cause of much of the problem. The people specifying the requirements all too often are not
experienced business people with vision, understanding and authority; that is people who really understand. But rather, they are inexperienced, junior analysts or junior operational people.
More experienced business people, when involved (as they should be), are being asked to specify and design the solution (integrated business and IT) without knowing what the technology offers, how and where it should be applied, what constitutes best practice and how to manage the project. That is, they are being asked the wrong questions, or expected to contribute the wrong input.
IT people are also put in a difficult situation, where technology skills may be high, but business knowledge, solution skills and implementation experience is lacking. Business requirements are based on the makeup of the industry standard systems, their functions and features. The technology is important, as is knowledge of the technology within the key members of the project team. The experienced practitioner has probably started by understanding the industry solutions, but through experience, will also have an understanding of how best to apply these technologies. The expert practitioner can shape improvements in the business model and the technology solution, both at the same time, to arrive at a truly optimised and elegant strategy.
The project needs two core skills working together; 1) people who can define what is good for the business, and 2) people who understand how to shape and implement elegant solutions. Experience, in both groups of people, is essential. The successful strategy requires both skill sets (groups of people) to work together.
Success Factors
Core team with business
experience
Ensure the core project team has as much experience as possible. Without experience the strategy is running blind. Therefore the core team should ensure representation and views of the people who understand the business the most.
Core team with “clout” and/or
real influence
The core team should include at least one very knowledgeable and experienced person from the business. The person should be reasonably senior and be a single link/communication point to a wider group of business champions.
Core team with knowledge of
technology, what it can do
and how to achieve it
The core team should have knowledge of the technology and systems options and choices. That is, understanding of the makeup of solutions as well as how they can be shaped and integrated.
Core team with change
management experience
The success of the project will depend on how well the technology solution is shaped to enable the delivery of value to both the customer and the business. This goes further when the business model itself can be improved because of the potential of the technology and/or because it can be rationalised or harmonised in any case. Experience of this is hugely beneficial to the project.
Executive sponsorship
The core team must have complete executive backing and sponsorship.Wider business participation
and ownership
The solution must be embraced and owned by the wider business using it. Thus requires their participation during the project, recognising the part time nature of any such participation. The core team is not looking for the wider business to do anything, other than to own and buy in to what the core team is delivering.
5 Missing the wood because of the trees
The core business model across most industries and sectors is remarkably similar. We engage in business because organisations and/or people receive or deliver products and services; the desired outcome. We do things (processes) ultimately with a view to achieving these desired outcomes well. Well might mean quickly, cost effectively, properly, or to some measure of performance, compliance or satisfaction. The ingredient is information. From an administration point of view, we are either transacting information, or leveraging it. Information may be something factual e.g. a date of birth, or something derived, calculated or analytical (a person’s age). The technology perspective is concerned with managing such information (a database) or delivering it (a view) according to what works for the specific stakeholder (including directly to the customer) or business scenario.
Taking the information perspective, there are a number of core entities that are always in place; Organisations, Person, Activity and Product/Service. We need to understand and implement a structure that allows us to manage attributes or content associated with these entities, and their inter-relationships, links and associations. By getting the basic structure right we just need to recognise when additional entities are required and include them properly within the structure; extending to, asset, purchase, portfolio, finance record etc.
The critical mistake is that we treat every new functional or scenario extension separately. Each extension or additional requirement requires, quid pro quo, more of everything (technology, database design & configuration). We treat things differently without seeing that the fundamental structures can be the same every time. Because we call it (extension) something different, or because it comes from a different stakeholder group or area, we are not able to reuse the same configuration that is already in place. This is a key reason why CRM projects and systems become overly complex, costly, unwieldy and unusable.
Take an organisation that deals in multiple types of property and assets. We can construct a system that represents houses, hotels, roads, rooms, taps, playgrounds, caravans as different entities. Or, we can see that all of these are just different types of the same conceptual thing (asset); one record versus many. Of course the solution needs to recognise that different asset (types) require different attributes to describe them. But say we could allow the business to associate any information about any asset in any way with one single structure, would that be a good thing? We need to know and record different things (attributes) dependent on the type of asset we are dealing with, such as, the height of a room, the area of a playground or the number of wheels on a caravan. The answer is yes, of course. We can, with the right design and core configuration, implement a single structure to describe any asset of any scale and complexity.
It is possible to have a very wide coverage of scope in terms of business function and information being enabled by a very compact and structured core system. It is possible
to rationalise and harmonise all information to a very small number of core records (entities / database records). It is possible to have a cohesive and consistent user interface (screen) design to handle multiple business scenarios. It is therefore possible to create a system that will enable all areas across the business using (repeatedly) the same simple functions and information structures.
Rationalisation and harmonisation is about introducing commonality across the business for the computer enabler / platform. It should not be confused with the fact that each part of the business may have unique rules, complexities, scale and volume. These can be catered for through the application of more granularity and definition of the same core common structures.
People run businesses, not the computer. The system is essentially about storing information as well as helping the people to retrieve, capture and leverage the same information easily and effectively. Getting people (the business) to do the right thing at the right time does not mean the technology needs have complex rules and algorithms to prompt and enforce. It just means that people need to be able to have views of information that allow them to see wood from the trees. All of this leads to a much cleaner and simpler approach to designing and implementing the solution. It also leads to a solution that is easier to adapt to as well as more in tune with what people want; something to make their working lives more easy, more efficient and more effective.
Success Factors
The core can be very
straightforward
The core structure (build) of a good solution for CRM consists of a very small number of key entities. If these are designed well they can support a very broad and deep set of business scenarios, areas and functions. This is easy to implement, easy to maintain and easy to understand.
Commonality helps to
integrate the business
By having the same small core of common entities and process structures, the system can be applied right across all areas of the business in a consistent and fully integrated way. This in turn allows everybody and every area to work more cohesively and in a more streamlined fashion.
working to a single common
Model
enabling technology should be completely easy to understand and completely intuitive (technology) to interact with. Training should focus on the core values of the business and how the improved strategy (model and system) can support them.
The
Trees
is the richness
and diversity that is
supported in a common way
By recognising a single underlying structure on the one hand for multiple different scenarios on the other, we can build a solution that can accommodate richness and diversity in the same way each time. For example it is very powerful when all services throughout an organisation can be managed and tracked with one service record structure. But where procedural, rules and compliance can be different for each service type; and yet the implementation of those rules is always the same and entirely administered at the business level without any need for IT intervention.
Avoid over-engineering the
technology
It is very easy to over complicate the solution by trying to formalise and automate processes. This can lead to solutions that are not only too complicated to use, but can also increase unnecessary administration.
6 Hoping it will work
Realising the value and benefits of CRM require changes to the operating model as well as changes in behaviour of people. The big mistake is not to put the project centre stage in the business. If it is not centre stage it is probably because the executives of the business do not recognise or believe in its fundamental value. The CRM strategy must have the highest value attached and must be very high priority for everybody in the business; “Doing CRM will definitely benefit our business”.
So we need to ensure that everybody does CRM, however that is defined. And it cannot be optional. Much of the value comes from everybody in the business working, in harmony, to a core set of optimised processes and procedures. The executives must also do CRM and must be seen to promote and support its value.
Mandating something requires us to be very sure that, whatever it is, it makes sense. The CRM strategy, when defined in discrete things we want to do and achieve in certain prescribed ways; achieving the outcome in the most efficient, repeatable and optimum way possible. A combination of people doing the right things at the right time, using good technology. It must make sense from a) a company/organisation/departmental perspective, b) the individual/user perspective, and c) the customer perspective; that is all three perspectives and more (where identified). If we can put some measure of value across all of these mandated things (pillars of the business strategy), then the strategy is real and properly articulated.
This mandate must apply across the whole organisation. It is very common to see the operational side of a business using a CRM system, which is not touched or leveraged at the executive level, and vice versa. The key system ingredient is the database or information store. At its most basic level the technology pillar is about having confidence that all the information (of value) is contained within the technology, or accessed through it. Only through consistent behaviour and adoption, across the whole business, can the solution and strategy be really successful.
Success Factors
Mandate the strategy
There are many pillars (perspectives) to the strategy, some core ones being to do with people (1) doing things (2) involving the transaction of information (3) that is maintained in a data repository (4). It is crucial that all of this (activity, process, transaction etc) is mandated. Everybody must row in.sense
sense to the people being mandated. This change management objective, in turn focuses the strategy on value. It forces the design (and those doing the design) to stand up to any criticism or ridicule.Easy things are easier to
mandate
If the outcome requires a cumbersome or complex process/procedure, then it will not be easy to mandate. Easy to understand, easy to do, easy to achieve the desired outcome. Most CRM strategies that fall down, do so because they are not easy to implement. If they are easy, and yet, still
fall down, it’s usually because the strategy itself is misaligned or there just isn’t any real priority apportioned to it.
All levels of the organisation
must participate
The CRM system and its output is for everybody across the business. While some people may use and interact with it more than others, the leverage of the system should apply to everybody from the top down.
7 Forgetting it’s an evolution
The CRM strategy and any related system does not happen on go-live day. It does not happen once the users are trained either. The mistake is to assume that the strategy and system is going to deliver the value immediately and without further effort. When such projects do not take root after go-live, people will point to any number of reasons. The system itself is usually an easy target.
Even if such criticism is justified (e.g. a misaligned or poorly design system), it’s important to look at the behaviour of people. Are they trying, are they changing, are they adopting / adapting to the new model and (if relevant) the new system.
Rome was not built in a day, and human behaviour can be an obstinate thing when it comes to change. The strategy must be followed, then reviewed and then fine tuned according to what works and what doesn’t. A good CRM strategy should apply to as many people as possible as early as possible so that the benefits can be felt by all at the same time. It’s better to make the first step low (easy) so that everybody gets on board, positively. People should be given the opportunity to get going, and also to provide feedback. The strategy should be sensitive to that especially where the goodwill and enthusiasm of all the stakeholders is so critical to success.
The 80:20 rule applies here too. There is usually a disproportionately high degree of value and benefit from everybody moving in the same direction with a relatively simple unified / core set of processes and single enabling system. For example have a single customer database with a log of all key activity, regardless of what it is about and between whom, can provide high value return to both the people dealing with the customer and the customer perception itself. The technology demands on such a requirement are relatively simple, but the change management aspect does require people to work in a different way than before; drop a fair bit of past behaviour and local systems. This could be a difficult behaviour change to actually do things in a much simpler and more sensible way.
Measurement and comparison is a proven way of changing behaviour. We all react to comparative measures, whether it is a negative (change poor performance) or positive (highlight / reward good performance. Usage of a CRM system, if the value of the system is to get people to do things a certain way and transact the right information, can be positively impacted through measurement. There are two levels of value here from a business insight perspective; 1) the business uses behaviour measurement to drive the desired actions of its people, and 2) that behaviour (in itself) delivers better customer and other valued information back to the business.
Evolution requires the result to be leveraged further, thus driving further action to improve business performance, at any and all levels.
Keep refining the strategy
and solution
The initial project should be concerned with (quickly and cost effectively) establishing a foundation for, and migration to a phase 1 of the target model. Once live, the strategy and solution can develop through continuous review, feedback, and user/business driven optimisation.
Involve the users / wider
organisation
The success of the strategy depends almost completely on people adopting it and improving it. Put in place a mechanism for review and improvement that involves everybody (or their representatives).
Measure everything
What gets measured gets done: Measure behaviour and adherence to the new model and technology usage
Measure the outcomes and added business insight
Act on the results
The strategy and enabling technology must be central to the business as it moves forward. It’s important not just to measure and derive insight, but also to act on this insight. That is when the real value will be realised.Summary
CRM can be very successful when it is focused on what matters to the customer and the customer experience. It follows that the business must have the primary role in defining what that customer experience looks like. From that, the business can define how it should operate and align itself to those things that bring the most value to and from the customer.
The business should not feel pushed by IT people, but should leverage the potential of technology by involving IT in all aspects of the strategy and project. This can be done and articulated by the business in its terms, in its language and without unnecessary jargon. Such a strategy must, by definition make absolute business sense and hence deliver an overwhelming business case.
Technology is not a cost. It must be viewed as an investment. The architecting and design of the technology enablers is a specialist task, requiring experience knowledge and skills. It is not for the business to do that. Nor is it an IT centric thing. It requires understanding not only about the business and about the technology, but also experience and knowledge of best practice; how to make an elegant solution that is truely aligned to the business need. Finally it requires knowledge and experience of how to go about creating the roadmap (plan) and executing it efficiently and effectively.
Today the technology is allowing the customer to reach right into the business and the business to engage with the customer no matter how remote he/she is. Everything is (can be) connected and the business can push its applications right into the personal space of the customer (social media environments to the mobile app). This is a revolution that is happening now and is breaking down previous barriers as well as creating new opportunities for the innovators and leaders.
The strategy must start with the customer and end with the customer. The business looks after the interests of the customer and is looking to do so at the best balance of benefits over costs. It can be done easily, as is anything, when you know how.
About CapricornVentis
CapricornVentis provides specialist technology enabled business solutions to Medium and Large Enterprise organisations. We provide expertise and experience to businesses looking to improve their performance and deliver competitive advantage. We focus on helping our clients to identify how they can improve what they do already, process improvement or fundamentally change the way they achieve things, transformation. We deliver technology solutions to better align and integrate the technology you have in place already, or to deliver new business solutions and integrate them within your business.
Our approach is very business driven. We work with you to “Blueprint” your business requirement, focusing on process (what you do), information (the main ingredient) and people (the internal and external stakeholders).
We work with cost effective, popular and proven technologies supplied by leading vendors. These are chosen by us, to bring solutions to you, so that we can deliver business value and effectiveness easily, quickly and at the most cost effective price point possible.
Our real differentiation is that we work with technologies that allow us to shape solutions for your business from the bottom up that uniquely fit your purpose. Our approach and delivery methodology leverages many years of experience across multiple industry sectors of implementing operational CRM and Business Intelligence (BI). In short, we work very closely with your team to deliver well aligned operational business solutions in a rapid but controlled way.
The focus is on achieving simple, well-aligned solutions that are harmonised across your businesses. We shape and deliver solutions (APPs) that can be deployed to any user group, internal or external (B2B and B2C) through any medium or channel. User adoption is the critical component; our approach focuses on delivering solutions that the business will want, like and use.
CVL was established in Dublin in 1998. Recognising the volume and importance of our business in the UK (going back to our founding), we established CapricornVentis UK Limited in summer 2009 with our offices in Slough. Prior to 1998 we have individuals with business / systems implementation experience going back to the mid ‘80s. We have clients across a range of industries including Financial Services, Public Sector, Local Government, Energy, Utility, Pharmaceutical, Property and Food.
268 Bath Road
Slough, Berkshire, SL1 4DX UK
+44 8456 180155
Block AD, Cherrywood Technology Park Loughlinstown, Dublin 18 Ireland +353 1 272 7700
