Successful users of CRM have taken a pragmatic and disciplined approach by launching focused projects with narrow scope and modest goals. Instead of attempting to transform entire businesses, they have invested in solving defined problems within the customer relationship cycle - from segmentation and targeting to repeat business. These users have also exhibited healthy skepticism towards overblown claims. To determine the most valuable CRM projects, firms should consider the strategic importance of the processes involved. Implementation of CRM involves significant investments of time and money; therefore, it should only be applied to vital processes that distance a firm from its competitors or maintain parity, such as call center response times. Examples of successful users include the global logistics company, DHL, and electronic connector manufacturer, Molex.
Executives must ensure that they have appropriate targets before invest
...ing in CRM. If the target is not truly strategic, then the organization may find it challenging to tackle entrenched business processes and restructure to attract the expected returns. Paul Fulchino, who was appointed CEO of Aviall in 2000, understood the importance of CRM implementation and had ambitious plans to transform the aircraft parts distributor into the preferred supplier for supply chain management services in the aviation industry. However, he encountered difficulties due to poor information and cumbersome processes that hindered the company's sales and service operations. The inadequate IT system increased workload for sales reps, hindering their ability to make sales calls. Additionally, untrained sales reps were unable to utilize proper time and territory management. The benefit of CRM implementation is overcoming such obstacles and creating a "real-time enterprise."The CRM leaders have customized their real-time initiatives to specifically
target the portions of their business that necessitate accurate and prompt data. Subsequently, they have utilized their initial investments to tackle additional issues. We have extracted four essential questions from the CRM leaders' experiences that all companies should ponder before launching their CRM undertakings: Is the initiative strategic? What are the pain points that require addressing?
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