CapricornVentis Consultants focus on helping our clients to create organizational wealth through their customers.

In today's highly competitive markets, it is becoming increasing difficult to maintain a market advantage through product differentiation alone. Companies are forced to look for other ways to gain and maintain a competitive edge. The "service components" of the proposition are becoming the battleground for customer loyalty and it is in this arena where many companies experience difficulty.

In order to determine the most effective action plan for to "win" in this battleground, we recommend by starting with CMAT - The Customer Management Scorecard.

CMAT™ is the leading CRM assessment approach for organisations that want to understand how well they are managing their customers and to compare this performance to a global benchmark.

The CMAT™ benchmarking methodology is a powerful approach to helping companies understand exactly where they stand in the area of customer management, and what they need to do to improve their standing. The clear correlation between CMAT™ score and business performance implies that if they improve their CMAT™ 'score', they will improve their business performance. (London School of Business)

The CMAT Assessment is carried out by trained and accredited assessors who are experienced CRM practitioners. Based on over 260 questions covering the whole of the CMAT model of Customer Management, the assessment has been carried out in a large number of organisations globally.

Each question in the assessment is based on known and demonstrable good practices backed by several independently-researched studies. A 'scoring based on evidence' approach is taken to answering each question and a broad range of people in a company, from policy makers to operational staff, are interviewed. The approach is specifically designed to identify clear plans, real delivery and an identifiable effect of each of the practices questioned. In this way the all-too-common gap between senior management perception of the situation and the 'sharp end' reality is often identified.

The output of the assessment is a report and board-level presentation that position the organisation against a relevant benchmark of other organisations around the world. It also provides a quartile positioning for each of 13 CRM areas into which the sections of the model of Customer Management are divided. Typically between 50 and 100 prioritised recommendations are made by the assessor based on observation made during their interviews.