1. Following a structured process is critical to ensure
that a CRM initiative can be properly managed at every stage of its
implementation. This is likely to require input from external consultants.
Care needs to be taken over using this resource, however, as the costs
can prove
prohibitive.
2. Changing the company's processes to be customer-facing
is a major challenge, especially as many organizations perceive their
existing processes to be poor. New processes have to add value for
the customer otherwise there will be no benefit to either party.
3. Culture is recognized as one of the central planks
of CRM. Although many companies already believe they take account
of the customer, the existing culture and the way it is measured simply
reflects how the business wants the customer to behave, rather than
how the customer
would like to interact with the business.
4. New measures need to be introduced to support the
change to customer-centricity, especially measures of customer profitability
and lifetime value. Customer-defined measures, both soft and hard,
also need to be included in performance indicators.
5. Information technology is an important supporting
element within CRM. Care in the selection procedure for a vendor is
critical, as bespoking and after-sales support can have a major impact
on the success of an implementation. Stable internal IT and technical
support
are also critical.
6. Customer segmentation needs to be balanced with
customer needs analysis to determine the priorities for new initiatives
according to segment value.
7. Integration of processes across the enterprise is
central to successful CRM.This is underpinned both by technology and
by human resources. It is people who have to buy-in to the new customer-centred
culture and deliver it, placing an emphasis on establishing integrated
teams both during the implementation phase and its execution.
8. Common causes of failure are clashes between customer-centred
processes and the existing culture, lack of executive support, difficulties
with external vendors or internal IT, and using the wrong measures.
