1.
Introduction: Multiple Dimensions
a) Business dimension
b) Technological dimension
c) People dimension
d) Time dimension
2.
Introduction: Mckinsey Study
a) Ten organizational characteristics fall into three distinct categories:
structure, skills, and processes
i)
Manage trade-offs around
critical roles and resource access
ii)
Centrally located analytical
experts
iii)
Cross-function integration
iv)
Quick access to multiple
customer opportunities
c) Skills
i)
Priority on customer
analytics and insights across key decision makers
ii)
Carefully balanced core CRM
skill sets
iii)
Skill gaps identified and
filled quickly
d) Processes
i)
Customer-specific metrics
and scorecards embedded into performance evaluations, incentives, and financial
plans
ii)
Decision support automated
iii)
IT and business reengineered
to ensure responsiveness to customer
3.
The Human Factor
a) Leadership
i)
Start small
ii)
Customer centric
iii)
Across whole organization
b) Human Resource Capacity
i)
CRM enablers
ii)
CRM users
c) Communication
i)
Solicit feedback before
setting strategy
(1)
Feedback dimensions include
financial, people, technology, value chain, competitive environment, and
macroenvironmental forces
ii)
Develop “Phase” approach
d) Cooperation
i)
Internal
ii)
External
e) People
i)
Knowledge base
ii)
Skill gaps
iii)
Role conflict
iv)
Customer selection
v)
Maintain momentum
4.
Organization Environment: Culture
a) Indicators that may lead to a sub-optimal CRM initiative include:
i)
Reward structure that favors
adherence to hard nonflexible standards
ii)
Production orientated versus
marketing orientated
iii)
Leadership from offshore
entity
iv)
Executive leadership
out-of-touch with customer
b) Indicators that may lead to a sub-optimal CRM initiative include:
i)
Lack of empowerment
ii)
Predominately top-down
decision making and information flow
iii)
Internal competitive work
methodology and reward systems not aligned with CRM strategy
5.
Organization Environment: Size
a) Size is not a determinant of an organization’s potential CRM success.
b) Different sizes do create different advantages and disadvantages.
c) A large organization’s advantage can be a disadvantage for a small
organization and its disadvantage an advantage for the smaller organization.
d) Large organization advantages
i)
Financial resources or
access to those resources
ii)
Economies of scale with
respect to technology and human resources
iii)
Potentially deeper levels of
CRM expertise or easier access to that expertise
iv)
Technology and CRM
consultative suppliers more ready available
e) Large organization advantages
i)
Large customer base can
generate appropriate funding dollars
ii)
Large amount of customer and
prospect data can enable more in-depth marketing intelligence
f) Large organization disadvantages
i)
Functional structure and
silos
ii)
Large employee base
increases complexity in CRM training and implementation
iii)
Customer and prospect data
may have proliferated throughout the organization with no thoughts to a single
view of the customer
iv)
Cost of creating a single
accurate view may be prohibitive
6.
Organization Environment: Structure
a) Functional or “silo”
i)
Can inhibit quick response
ii)
Adds complexity to CRM
strategy
b) Product/Service or brand alignment
i)
Good at collecting customer
information relative to specific brand
ii)
May inhibit ability to
create a holistic view across brands
c) Geographic structure challenges
i)
Communication of CRM
strategies and best practices throughout all customer interaction points
ii)
Timely and accurate
dissemination of relative customer information from all interaction touch
points; ability to process this information quickly with an accurate reverse information flow
iii)
Flexibility in changing CRM
strategy to optimize specific geographic opportunities or adjust to geographic
nuances, constraints, or opportunities
iv)
Integration of value chain
members across geographic boundaries
v)
Ability to sustain CRM
momentum to decentralized employees
vi)
Adopt input from decentralized
employees into best practices for same or different areas
vii) Support organization entities for different time zone customers,
including Internet and phone interactions
d) Account management
i)
Heavy customer interaction
ii)
Extensive use of
CRM-enabling software
e) Industry category
i)
Impact on value chain
f) Matrix
i)
Can be optimal for CRM
g) Structure around customer
i)
Increase in complexity and
cost the more fragmented the customer base
7.
Organization Environment: Technology
a) Integration across all areas is desired
b) Changes in technology solutions over time
c) Impact on current operations if changes made
d) Different licenses, leases, or contractual terms for the same or
different OEMs
e) Organizational silo-based decisions
f) Budget constraints
g) Strategic and technical understanding and leadership
h) High skill level employee turnover
i)
Resistance to frequent
change of business process caused by rapid technology change
j)
Merger and acquisition
activity complicates the issues
8.
Organization Environment: Process
a) Hard versus soft standards
b) Staffing
c) Outsourcing functions
d) Cost constraints
e) Realistic assessment of required depth and breadth of desired customer
relationship
9.
Value Chain Organization
a) Business functions provided by different value chain members have
increased in number and complexity
b) Rapid changes in technology create:
i)
Pressure to adopt in effort
to remain competitive
ii)
Dilemma, as rapid adoption
creates challenges of coordination
c) Changes to pull and push strategies need coordination throughout chain
d) Business function changes need to be coordinated with technology changes
across the chain
10.
Other Considerations
a) Knowledge management: The process of transferring captured information
into knowledge that can be shared by respective parties within the organization
or value chain in an effort to enable CRM efforts
b) CRM is a long-term strategy that requires a long-term investment
strategy
11.
Summary
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