SESSION 10 how to select CRM systems

SESSION 10 how to select CRM systems - How to Select a CRM...

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How to Select a CRM System ^^w
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Fundamentals: bv David Raab L et's say your boss has asked you to explore buying a customer relationship management (.CRM) .software package for your bank. How can you manage the process so you find an appropriate .system—without taking too much time from your trther duties? Your first step will be to establish the goals for the project. Why are you buy- ing it? What are the specific problems it is expected to solve? What opportuni- ties will it help exploit? CRM software, by its nature as a .system that combines marketing, sales and service functions, can do many different things. If you don't establish objectives, you won't be able to sort through the options and establish which solutions make sense for your situation. Start by setting goals, asking the right questions and interviewing vendor references. when you first ask about goals, you m;iy get a general res|"M>nse such as "We want to ktiovv our customers Ix'itei" or "We want to be more responsive to cus- tomer needs." Don't stop there. Projects like this nearly aiv\'ays {n-igina(e with a verv' specific business problem—such as an inability to track .sales leads or gener- ate mailing lists or pull together a unifietl view of all accounts as,sociated v\ith an incii\ielual customer. Often there v\as a single incident that ciystallized the prob- lem and led senior management to rec- ognize the need tor a broader solution. Whatever else the system you .select d(x.^s. it had better solve that (.)riginal problem. One way to come LI[") witli ,sjxvific objec- tives is to work with the .sy.stem's future LLsei"s to de\ek)p .scenarios. Tlie.st.' scenarios should descrilie particular business pro- cesses, such as .setting up a new market- ing cainpaign that the system is exjxxuxi to [X-'ifonn. Asking u,sers aNKit .scenari<is leads them naturally to descrilie the pro- ces.ses tliey care alxjut most—altliougii you often need to let them li.st several Ix'fore the>- reali;^e what's really im}X)rtant to tliem. But tlie real Ix;nefit of a scenario is that, once you've defined it in general teniis. you can chill down into tlie detiiils of which cbta elements are necessar\'. which .systems these elements wOl cxime fn)in. who will execute different pans ofthe process, how tlie tasks will Ix' coordinated, what oulpLiLs are required and so on. Kxploring tlie.se i.ssues forces you to addivss tlie practical details that might othemise not Ix' uncov- ered LintO tlie soltware is purchased and you tiy to start implementation-—only lo discover major gaps in your exi.sting capa- bilities, new systL'[ii. or both- Identifying the is.siic's eariy cruibles you to Ix- certain v'oti develop a complete solution to yoLir largL'ted problems, including changes to existing sv'stems or acquisition of soltv\'are in addition to the CRM sy'.stem itself. On a less lofty but still important
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This note was uploaded on 06/12/2011 for the course MM 101 taught by Professor Brunos during the Spring '11 term at London Business School.

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SESSION 10 how to select CRM systems - How to Select a CRM...

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