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1. Whether CRM implementation leads to greater employee satisfaction. A CRM implementation must provide end users easy access to the data they need--within their normal workflow, no more than one click away. Employees of different departments may have different needs concerning CRM implementation. For example, call center staff have different needs than tellers and member service representatives. (Terry Murphy, 2004) If CRM isn't seamless and relevant, employees won't use it, not to mention any effective implementation. CRM must also deliver real-time data. If it doesn't, the company will devalue the message and turn off members when the offers don't match their up-to-the-minute needs.
2. Whether CRM integrates in the operation of the company. Most companies are achieving technical or system success, but fail to put into operation the system and new processes. For example, generally speaking, the more channels a company owns, the more opportunities a customer has to conduct business with the company. However, the more channels a company has, the greater the company needs to manage the interaction with its customer base. If the company fails to operate channels such as direct channels, online sales, and use of agents effectively, situations similar to Orbitz Case will happen. Customers shall lose confidence and faith in this company due to poor operation of the company. The biggest stumbling block remains how to integrate the disparate systems and pockets of data that CRM demands, both internal and third-party sources. Managing data exchange and presentation among these systems has yet to be resolved. But their integration is key to CRM's ultimate success.
3. Whether CRM results in greater customer satisfaction. Successful CRM implementation must lead to enhanced customer satisfaction and retention, ensuring that the good reputation of the company in the marketplace continues to grow. By finding out about customers’ purchasing habits, opinions and preferences, CRM system should be able to help a company provide more personal services to customers. Only by providing seamless and satisfactory services to existing customers can cross-selling and up-selling become possible.
4. Whether CRM results in lower cost of sales and higher profits. Why would companies make efforts to buy and implement CRM solutions? Basically because they believe the implementation of the system may help them increase revenues by developing better relations with current customers and bringing more new customers. If the practice brings damage to existing customer relationship or increasing total cost of sales, this practice is definite a failure.

Successful CRM relies on the use of technology, while successful CRM implementation is more of a business philosophy than a technical solution. Thus the most successful ones see CRM not as application to be deployed but as a framework for how their organization interacted with customers. Only through the cooperation and coordination between the management personnel of the company, daily users of the system, and the provider of the system can the managing concept and method integrate in the company, thus improving benefits and core competence of the company.

 Adrian Payne (2002): Customer Relationship Management, www.crm2day.com, 2002. 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。