ImplementationDecisionAlex Mariano3 min read
Building the business case for an insurance CRM: cost, time and risk
You don't need industry benchmarks to decide. You need four numbers from your own agency.
Owners rarely hesitate on a CRM because they doubt it helps. They hesitate because they can't tell if it pays for itself. The answer shouldn't come from a vendor's slide; it should come from your agency's numbers. This framework takes an afternoon.
The four sides of the case
| Side | Question | How to estimate |
|---|---|---|
| Time saved | How many hours per week go to re-typing, searching and manual follow-up? | Hours × loaded hourly cost × 52 |
| Revenue protected | How many clients lapse without a contact attempt? | Lapses avoided × annual revenue per client |
| Revenue gained | How many leads aren't contacted the same day? | Extra leads worked × close rate × revenue per client |
| Risk reduced | What happens if a key agent leaves, or an audit asks for consent records? | Hard to price, easy to describe: list the scenarios |
Use conservative numbers. A case that works with cautious estimates doesn't need optimistic ones.
The full cost side
- Subscription per user, for the seats you really need.
- Setup and data migration effort, internal or with a partner.
- Training time for each role.
- Integrations you'd otherwise build or maintain yourself.
CRMDAY One pricing is per user, with volume tiers. See pricing
Present it in one page
- 01The problem in one sentence (for example: renewals depend on memory).
- 02The four sides with your numbers.
- 03The full annual cost.
- 04A 90-day plan with the first measurable result.
- 05The decision you're asking for.
“Most companies don't need more software. They need more structure. The business case should show both.”
Ready when you are
Put the plan in motion this week.
No credit card, set up in days, and a team that speaks English, Portuguese and Spanish if you want help.
