Ibm Crm Study
IBM Business Consulting Services
CRM done right: executive handbook for realizing the value of CRM
deeper
Reference guide
By: Steve LaValle and Brian Scheld
Contributors: Adam Klaber, Ralph Schuler, Rod Bryan, Christian Petross,
Therese McNicholas, and Christopher Nickerson
Introduction
Contents
Customer Relationship Management (CRM) has changed dramatically throughout its dynamic transformation from a conceptual framework to a core business function.
The imperative to understand and profitably manage customers is as important as ever, but the challenges for doing CRM correctly have multiplied. By framing CRM programs strategically against the value they produce and building achievable goals, companies and managers can overcome these challenges and realize the true benefits.
2 CRM’s changing identity
4 CRM’s new challenges
8 The CRM done right framework 10 CRM value case for change
15 CRM value propositions
Purpose of this guide
19 CRM operational blueprint
This guide is intended for strategic decision-makers who seek to improve their CRM operations, mitigate risk in new CRM programs and secure organizational commitment.
This guide provides a top-line view of modern CRM organizational challenges and presents five disciplines that form a CRM done right framework for meeting these challenges and realizing CRM “done right.”
22 Implementation
25 Sponsorship, governance and change management
28 Conclusion
1
CRM done right IBM Business Consulting Services
CRM’s changing identity: The redefinition of core operations
CRM has always been important
CRM straight talk:
Customer Relationship Management (CRM) has existed since the dawn of commerce. Since the beginning, companies needed to differentiate themselves from the competition to customers, provide service that matched their promises and encourage customers to return to do repeat business with them. These core business functions or operational
CRM done right: executive handbook for realizing the value of CRM
deeper
Reference guide
By: Steve LaValle and Brian Scheld
Contributors: Adam Klaber, Ralph Schuler, Rod Bryan, Christian Petross,
Therese McNicholas, and Christopher Nickerson
Introduction
Contents
Customer Relationship Management (CRM) has changed dramatically throughout its dynamic transformation from a conceptual framework to a core business function.
The imperative to understand and profitably manage customers is as important as ever, but the challenges for doing CRM correctly have multiplied. By framing CRM programs strategically against the value they produce and building achievable goals, companies and managers can overcome these challenges and realize the true benefits.
2 CRM’s changing identity
4 CRM’s new challenges
8 The CRM done right framework 10 CRM value case for change
15 CRM value propositions
Purpose of this guide
19 CRM operational blueprint
This guide is intended for strategic decision-makers who seek to improve their CRM operations, mitigate risk in new CRM programs and secure organizational commitment.
This guide provides a top-line view of modern CRM organizational challenges and presents five disciplines that form a CRM done right framework for meeting these challenges and realizing CRM “done right.”
22 Implementation
25 Sponsorship, governance and change management
28 Conclusion
1
CRM done right IBM Business Consulting Services
CRM’s changing identity: The redefinition of core operations
CRM has always been important
CRM straight talk:
Customer Relationship Management (CRM) has existed since the dawn of commerce. Since the beginning, companies needed to differentiate themselves from the competition to customers, provide service that matched their promises and encourage customers to return to do repeat business with them. These core business functions or operational
References: in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates. Badgett, Melody , Steve Ballou, PhD. and Steve LaValle. “Doing CRM right: What it takes to be successful with CRM – Asia Pacific view, CRM global study."IBM Business Consulting Services, 2004. www.ibm.com/services/bcs G510-3858-00