By Michael Collins
CRM software has a failure rate as high as 60 that's mainly attributed to the management's lack of confidence in a company's data, surveys suggest.
This is why many CRM implementations are "mothballed" and worse - staff revert to departmental or even individual desktop processes using Excel, Outlook or Lotus. CRM is not just software, but a customer-focused business strategy designed to optimise profitability, revenue, and customer satisfaction.
If we accept CRM as a business strategy, then it is bound to have implications on the processes employed by staff, on the view of the business taken by management and on the ethos of the company. Everyone in the enterprise has a role to play in the relationship with the customer and the infrastructure has to be in place to both facilitate and measure that relationship.
About the author
BA(Hons), DipM, FIDM, MCIM, MInstD is the managing consultant of Database Marketing Counsel
, a specialist data strategy consultancy. A CIM chartered marketer and Fellow of the Institute of Direct Marketing, he is an internationally acknowledged consultant, trainer and author on database marketing and CRM. His experience covers more than 20 years in providing actionable strategy and direction on gaining customer insight and building customer relationships for more than 120 companies in the UK, Europe and North America split almost 50/50 B2C and B2B, in most sectors. He is author of “Using Marketing Databases” in e-Business Fundamentals, published by Routledge, New York & London, 2003 and lectures in database and CRM at the Business School at Brunel University, London. In addition his seminars and workshops in database marketing have been delivered in the UK, Scandinavia, France, North America and the Far East.
Visit Michael Collins's page on The CMC
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