CRM Chapter 17

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