Selling the CRM Vision
For an enterprise to be successful with the implementation of a “Customer Relationship Management” (CRM) methodology it most be “sold” by top management to the entire enterprise. Top management MUST fully engross the philosophy of – customer relations – as the driving element of obtaining customer awareness, quality, and loyalty.
Top management must create an internal strategy that will foster a “buy-in” of each and every employee of the enterprise to the CRM solution. It is essential that this strategy define the responsibilities of each and every employee’s contribution to the CRM methodology. A CRM system IS NOT created equal for each and every enterprise or vertical market. The CRM is definitely defined by the culture of the enterprise. The enterprise culture depiction is captured during the creation of the Enterprise Architecture Plan (EAP) development. Top management should utilize the EAP to facilitate the creation of the CRM methodology. The Buy-in
As the employee’s make use of the CRM system, measurement of success may be provided in many ways. One key method of measurement should come from the “Business Process Management” (BPM) solution and channeled back into the EAP from operations of the enterprise. Another method of measurement is to check the pulse of the customer in how their experience with the enterprise was handled through the entire transaction.
The CRM should also provide means for the enterprise to examine it internal customer relationship management. LOB’s (Line of Businesses) should view themselves as customers and providers to other LOB’s of the enterprise.
In Summary
Top management must sell the CRM as the means of providing agility, quality and customer loyalty. Top management most ensure that all employee’s fully understand their responsibility for the enhancement of the CRM solution. The employee’s themselves are both customers and providers internally. A properly architected CRM will facilitate metric systems for enhancements to the CRM itself.