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CRM Chapter 17

CRM Chapter 17. CRM Strategy. Importance of Strategy. The biggest cause of CRM failure is a poorly developed strategy. Where to begin. True CRM strategies begin with the voice of the customer

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CRM Chapter 17

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  1. CRM Chapter 17 CRM Strategy

  2. Importance of Strategy • The biggest cause of CRM failure is a poorly developed strategy

  3. Where to begin • True CRM strategies begin with the voice of the customer • CRM stars with the customer and looks to see how the business can do what their customers require in order to attain the important ROI • The first step is to identify the voice of the customer to find out whose mouth the voice comes from

  4. Programs vs Project • A CRM program is a long-term roadmap for effective ongoing use of CRM • A project is a shorter-term phase of CRM that has a specified objective that produces results to improve the overall efforts of CRM • Each project builds upon the previous one

  5. What program does • Change the way a company operates • Creates a culture to support change • Establishes a corporate focus on relationships • Provides ongoing commitment • Encourages continued staff education • Establishes ongoing relationships with vendors, suppliers, and customers • Creates recognition that the customer is the center of the business, not the company

  6. Risks • Lack of cross function planning • Failure to include a clear-cut business strategy that leads to arbitrary approaches • Customer loss • Lack of senior level support • Lack of user support • Vendor misalignment

  7. Benchmarks • Metrics • Performance metrics • Rewards • Diagnostic metrics • Ongoing learning management • Implementation strategy • Marketing research

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