 Most software ROI calculations are built off of two tenets: sell more or cut costs. The problem that most organizations run into is that they have no solid numbers to address either; “sell how much more”, or “save how much time” can be elusive concepts.
I suggest that there are three fundamental business objectives that sales, marketing, and service must focus on and can be used to justify a Dynamics CRM system: 1) find more customers like our best ones, 2) keep the ones we want, and 3) increase profitable transactions.
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 As we determine the deployment requirements for Dynamics CRM, one of our first discovery questions we ask for is a copy of the sales process. It is still quite surprising how many organizations do not have a documented process. We are often told that sales process is something that “all the account managers know”. Sometimes there might be an elaborate Visio diagram tucked away, out of sight, generated by a previous VP of Sales, which outlines an unusual number of steps, however, today no one on the sales team is aware of or following. Even when a sales process is unearthed, quite often there is no role for marketing in the process.
According to Objective Management Group http://www.objectivemanagement.com/ 92% of the companies whose sales force they evaluate have ineffective, incomplete, non-existent sales processes, or sales processes that their people don’t follow. Bob, We deployed Dynamics CRM about four years ago, and frankly I don’t think we have moved the needle in the last few years to get enough value out of the tool. What should we be doing different? - Jake Dear Jake,
Deploying and using CRM is a moving through a maturity process. The first step is understanding that you need a phased plan – a roadmap. Your plan must have measurable milestones. With everyone in the organization having the ability to visualize the key KPIs en route, and make adjustments in the roadmap as needed. 
Dear Bob, My account managers have limited time and with so much distraction they often appear to not know what to focus on. How do I help them? -- James, Sales Manager Dear James, Sellers do have limited time, and in deciding how to focus many rely on guesswork or intuition. That leads to sub-par decisions and incomplete actions when interacting with customers or following a sales process. Here are 4 steps you can start taking today to help them improve their outcomes. 1. Cut anything that is not sales related. When organizations assign or let account managers perform customer service tasks or get involved with marketing, they are providing a manager with the number one excuse for not selling.  
If your account reps could sell more, marketing could target better, and customer service was more responsive to key accounts, life would be great, wouldn't it? It may not be as hard as you think using CLV with Microsoft Dynamics 365 CRM.
You’ve probably heard that it costs less to keep and grow an existing customer than to acquire a new one. And it’s true. But, for many organizations this truism seems to have fallen on deaf ears, as companies still spend a large amount of their time and resources on chasing after new, potential clients. Even then, their efforts can be fragmented and the results less than desirable. This is hard to understand because keeping and growing current customers, and finding new ones like them does not have to be hard.  Accurate sales forecasting is essential to growing revenue and managing your business effectively. When you know the timing and amount of incoming revenue, you can plan and focus on the right business initiatives; budget and allocate resources appropriately; set organizational goals; and provide teams with priorities and guidelines for how they spend their time.
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