Gartner reveals framework for "CRM success"by
Following Gartner’s recent warnings about the challenges facing CRM initiatives, the research and advisory firm has outlined a blueprint for what it believes will deliver CRM success.
- Set the destination: The vision of the company and the goals derived from this vision are the intended destination of the CRM strategy. The vision will be heavily dependent on the leadership of the company and on the selected CRM strategy. "Ensure that the CRM vision is to articulate the future environment for the organisation in terms of profitability and customer experience," says Thompson. "During the initial stages of the CRM initiative — while the CRM vision and strategy are being developed — the leadership and governance structure must be agreed upon and roles allocated before it is stressed by the impact of change management upon employees."
- Audit the current situation: Skills, resources, competitors, partners and customers all need to be consulted in assessing the starting point. Before beginning the CRM initiative, organisations need to identify how mature their existing approach to CRM is. Most organizations have some existing or past attempt at CRM; even if these were deemed failures, there are usually some foundations that can be leveraged rather than ignored by the new team. "Use the audit to evaluate the organisation against equivalent organizations in the same or a similar industry," Thompson says. "A competitive benchmark is an excellent way to gauge how far behind or ahead the organisation is in comparison. Along with these two approaches, there are many other types of audit. Ultimately, companies should use as many of these assessment types as possible to prepare for the development of the CRM strategy."
- Map the journey: The journey may take many years, and the map will change en route. It is important to plan for this before starting. A CRM strategy explains how an organisation will achieve the CRM vision. It is the integrated blueprint for how the organisation will achieve its sales, marketing and customer service goals. Therefore, it must give quantitative answers to questions such as: What is the ideal customer base? What products or services is it going to sell, to whom, at what price and through which channels? However, it must also be able to give much more subjective answers to more-holistic, organisation-wide questions such as: What is the best way to build customer loyalty? How will the organisation connect with a customer to create a positive "gut feel"? What will drive customers to recommend the organisation, brand and products to others more often to the point that they are willing to pay a premium price?
Neil Davey is the managing editor of MyCustomer. An experienced business journalist and editor, Neil has worked on a variety of newspapers, magazines and websites over the past 20 years, including Internet Works, CXO magazine and Business Management. He joined MyCustomer in 2007.