it
impossible for them to keep customers apprised of a service-ticket’s status. The
processes for sharing service request information should be clearly defined before
automating those processes with CRM technology.
In the training phase of any CRM The Right Skill Sets and Mindsets
implementation, users must acquire a
simple competency with the new tools, as
well as a familiarity with and enthusiasm
for the business processes that the tools
will enhance.
Because a CRM strategy requires a company’s various departments to work more
closely together, it changes the dynamics of how people interact and how a
company makes decisions. While CRM technology facilitates collaborative decisionmaking,
this very virtue can create tension in fragmented organizations whose
members take proprietary attitudes toward data ownership. Managing change is
thus critical when implementing a CRM strategy.
The change management required by CRM entails the realigning of skill sets and
mindsets. Teaching technical skills without changing attitudes will lead to poor user
adoption—one of the recurrent hallmarks of failed implementations.
To support the culture change that CRM requires, many companies have found it
necessary to realign their reward systems. This means, for example, that customer
satisfaction scores and customer retention will carry more weight in the
organization’s compensation program than customer acquisition. In addition, the
organization may have to reconfigure its commission scheme to support a
multichannel strategy. At Cisco Systems, for example, salespeople receive
commissions for repeat orders that come in over the Web or through the call
center, because Cisco Systems wants its sales force to drive as much business as
possible through these lower-cost channels.
The Right Technology
The right technology is the final linchpin in a CRM strategy because it enables an
organization to track every customer interaction, regardless of where, when, or how
the interaction occurs. The right technology will satisfy the criteria explained in the
following sections.
Multichannel Support
A CRM solution must provide an integrated family of sales, marketing, and
customer service software applications across all channels, including field sales and
service, call centers, resellers, and the internet. This creates a closed-loop system for
capturing, organizing, and leveraging detailed information about customers,
prospects, and partners so that every customer-facing employee and process
Why CRM? The Business Case for Customer Relationship Management Page 10
operates from the same comprehensive store of logically centralized data: The right
hand always knows what the left hand is doing.
For example, a field sales representative can use a laptop to connect to the
corporate customer database before making a customer call and find out that the
customer had earlier that day logged onto the corporate Web site and spent 15
minutes viewing several recently posted pages detailing a new product offering.
Armed with this information, the representative can review the latest positioning
information about the new product and prepare a tailored presentation.
Additionally, a consolidated customer data source lets an organization determine
the preferences and economics of customer segments. Supported by this
knowledge, an organizatio
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