Making CRM an Operational Reality

CRM Best Practices Self Assessment

CRM Leadership and Alignment in a Customer Centric World

ROI: Building the CRM Business Case

High-Impact Sales Force Automation: A Strategic Perspective

Customer Relationship Management Systems:
ROI and Results Measurement

Making CRM an Operational Reality Top

Successful deployment of CRM can only be achieved by making it operational within the organization. The challenge is that for functionally structured companies, CRM is an alien concept that typically runs counter to current processes and policies. To effectively navigate through this transition requires a vision, a plan, and senior management leadership. Based on this definition, it should be easy to understand the current confusion in the CRM industry. Senior management views CRM as a technology as opposed to a business strategy; given this assumption, the initiative attempts to deploy costly capabilities that are of marginal value to the organization.

Even when senior management recognizes CRM as a strategy, they may still have problems visualizing how to make the transformation operational.

This book represents a first step to articulating a framework for understanding CRM as an operational strategy and making the transformation to being customer centric. This methodology is based on challenging the organization to define the true drivers of the business and then providing a parallel definition using CRM. This concept should assist senior management to create a vision for CRM and create a transformation plan that moves the organization toward achieving the tangible benefits associated with CRM.

To accomplish this task, the book guides the reader to better understand the sources of confusion regarding CRM and how organizations lose their way in the process. The book also links the challenges facing senior management with the specific capabilities of CRM so that it is crystal clear why the organization needs to take this journey. The book offers a specific set of steps that makes CRM real to senior management and to the rest of the organization. It then provides a number organizational perspectives that define how to make CRM operational and garner the benefits of being customer centric.

This is a must read for project teams, management, and vendors. For the first time, there is a bridge from CRM at the concept level to CRM at the operational level. This content should provide the framework for any organization that wants to successfully make this transformation. Mr. Petersen has been in the industry since its inception and has experience as both an end user and as a consultant. His advice is pragmatic and is designed to help organizations to define their own road to success.

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Glen S. Petersen

CRM Best Practices Self Assessment Top

This book is based on a model that integrates both the organizational and implementation elements associated with CRM. It is based on the author's years of experience with strategic planning and his 17 years of experience with CRM related technologies. Each portion of the model is provided with a rationale and specific criteria. The book includes a detailed template for scoring your organization. The self-assessment is appropriate for all organizations regardless of size or experience with CRM.

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Glen S. Petersen

CRM Leadership and Alignment in a Customer Centric World Top

Success, everyone wants and seeks it, but few achieve it. The industry stands in amazement and dismay at the dismal success statistics but why should we expect different results than its predecessors? Total Quality Management (TQM), Sales Force Automation (SFA), Reengineering, and more recently Enterprise Resource Planning (ERP) have experience very similar results. Just as its predecessors, CRM and e-Business represent major organizational change initiatives but seldom get approached from this perspective.

There must be a realization that there is a huge gap between saying that the organization is customer centric and truly being customer centric. It is a journey and senior management must help provide the navigational tools to reach success. Part of the challenge is to clearly identify the obstacles and the other is to have an approach to dealing with them. Senior management must be engaged and leading not merely supporting the effort.

Senior management leadership and organizational alignment is the focus of this book. The content is based on years of experience with strategic planning and the implementation of technology based change. The author provides models which help to explain CRM from an enterprise perspective and offers practical advice as to dealing with organizational and structural issues common to most organizations including most likely yours.

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Glen S. Petersen

ROI: Building the CRM Business CaseTop

Project justification is often viewed as a "right of passage" to get to the implementation phase. As such, justification and ROI analysis become a numbers game that hopefully will pass muster with the financial group. For CRM and e-Business initiatives, approaching ROI as something that must be done to proceed basis misses an opportunity to establish a necessary rallying point and places the initiative at risk of being a road kill statistic.

This book provides a framework for creating the necessary rallying point to bring the organization together in support of the initiative. Moreover, this book describes how to establish metrics so that your organization will be able to define success and understand what it must do to achieve it. The final chapter provides an outline for pulling together your business case. As a reference, this book provides insight regarding the concept of ROI but more importantly it includes the following key references:

• Over 120 examples of how companies across many industries and size have successfully applied elements of CRM and e-Business and achieved measurable results.
• Over 700 performance metrics that are commonly used across functions and industries.
• A glossary of over 300 terms associated with CRM, e-Business, and ROI.
• Templates to assist the reader in organizing data and assumptions.
• A case study to use as a reference.

This book provides a complete framework to understand the nature of ROI calculations and to make it a pivotal part of a successful implementation. The book is based on Mr. Petersen’s extensive experience with strategic and operational planning and his consulting work in the CRM industry. The book is intended to provide the reader with sufficient insight to create a viable business case and justification for his or her project. However, the book is also meant to stimulate thought about the true nature of CRM and e-Business. As indicated above, the workbook also provides extensive reference material that should help the reader and his or her organization to effectively traverse the difficult waters of this technology and emerge on the other side with a clear success.

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Glen S. Petersen

High-Impact Sales Force Automation: A Strategic Perspective Top

This book was written in 1996 when the industry was focused on making the sales person more efficient. The book focused on defining the sales process and rallying the organization around supporting that process. The idea was that for many organizations, their company gets in the way of effective selling and delivering value. Since the book does not deal with technology per se, it is still highly relevant for nay organization looking at sales automation.

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Glen S. Petersen

Customer Relationship Management Systems: ROI and Results Measurement Top

This book was written in 1998 and is out of print.