CRM

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philosophy translates into a business strategy through the application of information technology and appropriate business processes. The result (again in an ideal world), is a seamless, consistent, outstanding customer experience across various touch points which translates into maximizing the relationship capital of the firm.
Thousands of companies have embraced CRM, fearful of falling prey to a marketplace of commoditized products and increasingly value conscious consumers. A report from the Gartner Group expects worldwide CRM system sales to triple from US$23.2 billion in 2000 to over US$76 billion in 2005.1 But Gartner has also concluded that up to 55 percent of large CRM solutions implemented so far have failed to perform up to expectations. Gartner is not the only bearer of bad news on CRM. In a recent global survey designed to uncover the ingredients of successful CRM, IBM�s Business Consulting Services in partnership with the Economic Intelligence Unit, queried over 370 ...

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earlier, Rigby, Reichheld and Schefter cite findings from another survey wherein four percent of the managers cited software problems as the reason for CRM failure as against an overwhelming 87 percent who pinned the failure of their CRM programs on inadequate change management. Clearly, if the implementation record of CRM projects is to improve, the issue of change management deserves immediate attention.

Change Management Imperative

CRM involves a radical departure from the configuration, the practices, the processes, and the organization structure of a company. Extensive effort is therefore needed to enable people to deal with the changes. In a 2001 ODR white paper, Darryl ...

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