There are four ways of
approaching the implementation of CRM:
- As a point solution for a specific function
- As a replacement for existing disparate point
systems
- As an attempt to integrate action without a
specific strategy
- As an enabler for managing with a new perspective
Most successful
implementations of CRM have essentially been driven by point solutions. The reason for this is simple, these installs
typically are driven by a senior manager's vision for that function and are not
complicated by integration with other functions. The overlay approach (options 2 and 3) assume
that CRM is a productivity tool and deploy the technology as a replacement for
disparate existing systems. In this
context, the implementation is done without specific objectives or strategy relative
to expected outcomes. The result is
always the same, run away budgets and questionable benefits which prove that "hope
is not a strategy." Option no. 4 implies
that senior management recognizes CRM as an opportunity to manage the business
on the basis of customer needs and profitability. Success and ROI are dependent on the linkage
of strategy, process, and definition of expected outcomes. There are no short cuts and senior management
must lead the effort.