CRM implementation often fail! It isn't to do with the technology or the software but the issue lies more in the Organization dynamics. Who drives CRM-is it the CMO's job or does the CIO take the initiative? Who really owns it & how it can be co owned across key members of the company's hierarchy? But it needn't be like this, CRM can succeed!
COO, Hansa Cequity
Experienced business manager with 20 years of experience across Retail,
Finance and Consumer go...
According to me, there are a few key questions that CEO's should ask themselves before they set off on this strategy
- Should we move incrementally or do a big bang CRM implementation? Moving incrementally would involve taking on specific aspects of CRM & ensuring you have a "winning case study" before going on to the next piece.
- CRM can broadly have 3 pillars: Service, Sales & Analytics. Where would you like to start? Analytics is the most central & would impact a smaller number of employees to begin with & therefore could be an easier start. Both Sales & service would impact large workforces & need significant change to happen.
- Should technology adoption precede the move or should there be an aggressive move to change Process & structure first & then a sequential move on to the Technology adoption?
- How the CRM initiative should be launched within the organization. How do you give it the thrust similar to the launch of a 'new product or service' in the marketplace?
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