Is there a Gap ion the CRM market?

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Watch out for the Gap in the CRM Market.
Jonathan Calderon

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21st Feb 2002 12:54

Jonathan (how's the day job?),

Classic client conundrum – when does vendor independence mean ‘jack of all trades, master of none’?

Typically, and not unreasonably, a client wants confidence that the consultant knows what they are talking about, can understand the business problem, and are able to guarantee successful implementation of the resultant business solution (e.g., can show that they have done it before).

Often this involves a separation between requirements definition and solution provider(s) selection. However, subject knowledge, good relationship building (and a favourable regulatory environment) will permit a smooth flow from requirements capture to solutions provision. I expect/hope that a lot of us have started ‘projects’ without having a preconceived idea of the end solution.

I would suggest that key to your question is the good old consultancy requirement for you to define ‘won’. I’ve ‘won’ phases of a project without defining the solution. However, I have come across few business decision makers willing to contract to a major business reorganisation/implementation project without a view of the eventual solution.

Inherent in your question is the requirement to move away from any expectation of permission to undertake monolithic projects, to a focus on shorter demonstration of delivery (return on investment proofs) ‘early view’, ‘quick wins’, proto-typing, etc., as a means of gaining trust and demonstrating capability while helping an organisation undergo business change.

A key question is how does the Consultancy/ITC Company build sufficiently flexible vendor partnerships and a skilled workforce to be free to both choose the most appropriate solution infrastructure and demonstrate their own competence to deliver?

Is this your gap? If so, I look forward to other parties demonstrating how their company has filled it!

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By admin
15th Feb 2002 16:06

We work on the following strategy - and this is very base so it is not gospel, just an idea.
Identification of Goals
Identification of how to achieve - processes,etc
Identification of tools required
Research and selection of relevant tools
Implementation plan to reach goals using tools and processes established above
Start implementation

The last question then is when do we class ourselves as having finished?
The answer is when the original goals have been achieved successfully. However new goals will come along as the strategy ages so we will then address those aswell.

If you need a better view of the methodology please drop me a line [email protected]

Thanks (0)
avatar
21st Feb 2002 12:54

Jonathan (how's the day job?),

Classic client conundrum – when does vendor independence mean ‘jack of all trades, master of none’?

Typically, and not unreasonably, a client wants confidence that the consultant knows what they are talking about, can understand the business problem, and are able to guarantee successful implementation of the resultant business solution (e.g., can show that they have done it before).

Often this involves a separation between requirements definition and solution provider(s) selection. However, subject knowledge, good relationship building (and a favourable regulatory environment) will permit a smooth flow from requirements capture to solutions provision. I expect/hope that a lot of us have started ‘projects’ without having a preconceived idea of the end solution.

I would suggest that key to your question is the good old consultancy requirement for you to define ‘won’. I’ve ‘won’ phases of a project without defining the solution. However, I have come across few business decision makers willing to contract to a major business reorganisation/implementation project without a view of the eventual solution.

Inherent in your question is the requirement to move away from any expectation of permission to undertake monolithic projects, to a focus on shorter demonstration of delivery (return on investment proofs) ‘early view’, ‘quick wins’, proto-typing, etc., as a means of gaining trust and demonstrating capability while helping an organisation undergo business change.

A key question is how does the Consultancy/ITC Company build sufficiently flexible vendor partnerships and a skilled workforce to be free to both choose the most appropriate solution infrastructure and demonstrate their own competence to deliver?

Is this your gap? If so, I look forward to other parties demonstrating how their company has filled it!

Thanks (0)
avatar
By admin
15th Feb 2002 16:06

We work on the following strategy - and this is very base so it is not gospel, just an idea.
Identification of Goals
Identification of how to achieve - processes,etc
Identification of tools required
Research and selection of relevant tools
Implementation plan to reach goals using tools and processes established above
Start implementation

The last question then is when do we class ourselves as having finished?
The answer is when the original goals have been achieved successfully. However new goals will come along as the strategy ages so we will then address those aswell.

If you need a better view of the methodology please drop me a line [email protected]

Thanks (0)