1. CRM Chapter 17 CRM Strategy

2. Importance of Strategy  The biggest cause of CRM failure is a poorly developed strategy

3. Where to begin  True CRM strategies begin with the voice of the customer  CRM stars with the customer and looks to see how the business can do what their customers require in order to attain the important ROI  The first step is to identify the voice of the customer to find out whose mouth the voice comes from

4. Programs vs Project  A CRM program is a long-term roadmap for effective ongoing use of CRM  A project is a shorter-term phase of CRM that has a specified objective that produces results to improve the overall efforts of CRM  Each project builds upon the previous one

5. What program does  Change the way a company operates  Creates a culture to support change  Establishes a corporate focus on relationships  Provides ongoing commitment  Encourages continued staff education  Establishes ongoing relationships with vendors, suppliers, and customers  Creates recognition that the customer is the center of the business, not the company

6. Risks  Lack of cross function planning  Failure to include a clear-cut business strategy that leads to arbitrary approaches  Customer loss  Lack of senior level support  Lack of user support  Vendor misalignment

7. Benchmarks   Metrics   Performance metrics   Rewards   Diagnostic metrics   Ongoing learning management   Implementation strategy   Marketing research