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WHO SHOULD MANAGE CRM?
Posted by precyanne on Thu, 21/10/2010 - 09:22
HI, I HAVE A QUESTION. WHO DO YOU THINK SHOULD MANAGED CRM? DO YOU THINK IT SHOULD BE SALES? OR SHOULD IT BE MARKETING? OR ANOTHER DEPARTMENT?
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Starts with sales and spreads
Its an age old question but i have always thought that most crm projects start with sales, as a sales automation system essentially before they are piped into marketing and customer service. so although it starts with sales i wouldn't say that sales has ownership of crm. crm is strategic and multidisciplinary and cross functional so in that sense doesn't have an owner.
CRM Ownership?
I think the real question is how do we maxmimise our investment in CRM management and I have to say the answer is BOTH Sales and Marketing should own it. The customer is the central element and the CRM activity should allow you to optimise the amount of resource required to convert this opportunity into profit.
CRM insight should drive where you target, who you speak to and how you invest money, time and people resource wisely. It should mean acting on the customers terms in a profitable way for the business and this means Sales and Marketing in unison.
I have moved from Marketing into Sales and the principles are the same it is just that people tend to do the sellling rather than the communications and when working well together the customer journey is managed in the most effective way.
Change the way you work - maybe even merge sales and marketing and call it CRM - That could be scary.......
No one department ""owns" or should "own" CRM
No one department ""owns"" or should “own” CRM. Your CRM philosophy and/or strategy should be ""owned” by every employee in the company and from all levels. CRM is only as strong as the people who support and use it therefore users of the system need to buy in and each put on the responsibility hat. However in saying that, someone or one department needs to be responsible for the budget, resources, training, support, etc. Whoever this may be, it always helps if they are in a leadership position as executive sponsorship is key. Ensure user training is sufficient; conduct follow up and refresher courses. Encourage and empower your users to continue the momentum after implementation. Take employee feedback seriously……. and a little reward goes a long way.