CRM White Papers

A Fragmented Approach to CRM: Abstract

Today's success stories tend to center on a single function that leverages the capabilities of CRM to achieve a competitive advantage and quantifiable results.  But CRM is an enterprise concept that is intended to embrace the efforts of all customer facing functions.  This White Paper discusses the pitfalls of pursuing CRM within one function without a vision for the entire organization.

The CFO as a CRM Advocate: Abstract

This is an article that was published in Sales and Marketing Automation.  It positions the CFO as an important advocate of CRM.  Historically the CFO has essentially played the role of a gate keeper for authorizing the funding of initiatives.  In today's drive for profitability, the CFO has a vital interest in the successful deployment of CRM.

CRM Best Practices: Abstract

This white paper offers a perspective on the history of best practices and offers a framework for best practices that embraces the key leadership and organizational implications of CRM that ultimately define success.  It potentially offers a rallying point that all sides can leverage to achieve the type of win-win that should be the cornerstone of the industry.

The Five Drivers of CRM Success: Abstract

This is a 20 page white paper that outlines the key drivers of ROI from and industry perspective.  The reality is that to achieve a return on investment, many elements must come together in a synergistic way.  This document provides a no-nonsense view of how to achieve demonstrable results in an industry that is fraught with failed attempts.

The CEO and CRM: Abstract

This is the text from a published article that discussed the lack of CEO involvement in CRM initiatives.  The article creates an argument as to why the CEO must be involved but also leading this type of initiative.

The Legacy of Your CRM Project: Abstract

This is a copy of an article that appeared in Sales and Field Force Automation.  The article addresses the reality that any system that is installed today will most likely be replaced in five years.  That implies that four years or less from now you will create another project team to essentially plan the next iteration.  The organization has choices, the project team can properly document what it did and why plus key learning or this input to the next team may never be created.  How the organization supports the project team and handles the post installation integration re-entry into the fabric of the company will influence the ability to get quality people into these positions in the future.  It must be recognized that CRM is a journey; how the current initiative is handled will influence future capabilities.

An Operational View of CRM: Abstract

Back to the Future: A Reflective Look at CRM

CRM: What is it - Why do it?

Since its inception CRM has defied a viable definition.  The industry has often used terms such as being “customer centric;” this sounds like apple pie but what does that really mean to anyone in the organization?  The irony is that CRM offers now and will in the future a broad spectrum of applications that address fundamental issues across the functional spectrum.  However, the organization must establish an operational perspective for CRM to reap the inherent benefits of improved productivity and competitive advantage.

Difficult Conversations: Discussing CRM with your CEO

This document is an article that appeared on the Technical Evaluation web site.  The title infers a rather uncomfortable discussion with the CEO relative to the topic of CRM.  The source of the discomfort is that many senior executives view CRM as a technology deployment, a necessary evil (implies cost minimization), a control tool,  or as a silver bullet.  None of these perceptions will create the type of leadership that is required for CRM success and competitive advantage.  Unfortunately, the CEO may believe that “make it so,” type of instruction is all that is required to gain the intended outcomes.  Nothing could be further from the truth.  This white paper provides a road map for bringing the CEO to the realization of the potential of CRM and how to tap into this potential.  Further, the road map defines the required leadership role of senior management in terms of making CRM an operational reality.

Empowerment or Abdication?

This is a scan of an article published in Sales and Field Force Automation that addresses the role of senior management in the successful deployment of Sales Automation.

The Five Drivers of CRM Success & ROI

This is a 20 page white paper that outlines the key drivers of ROI from and industry perspective.  The reality is that to achieve a return on investment, many elements must come together in a synergistic way.  This document provides a no-nonsense view of how to achieve demonstrable results in an industry that is fraught with failed attempts.

Getting the C back into CRM

This is an article that was printed in Sales and Field Force Automation.  The article deals with the tendency to become enamored with the power of technology and lose track of what CRM is intended to accomplish.  The article emphasizes the change management aspects of the concept and admonishes the reader that CRM is all about achieving business results.

A Lexicon for CRM Success

This white paper will clarify some key concepts regarding CRM and make the argument that the industry does itself a gross disfavor by using tired and essentially empty terms when discussing the application of CRM.  Further, the white paper argues that the pace of technology development has largely out-stripped the development of management techniques to effectively utilize the technology.  Vendors price on the basis of sophistication and end users balk because they are unable to leverage the capabilities giving rise to judgment of poor value add.  It is time for the CRM industry to more accurately articulate the implied value proposition and for senior management to take a leadership position and articulate a true CRM operational strategy.  Without these two forces coming together, CRM will be forever relegated to a position of infrastructure and one more footnote in the history of failed management concepts.

Making the Case for CRM Certification

This article cites the need for a more expansive set of CRM Best Practices than has historically been considered in the industry.  The basis for this recommendation is statistical research that has correlated specific actions with the achievement of business success.  One method for proliferating this knowledge is to create a certification program that would address both the historical implementation best practices as well as concepts identified in the research.  A topical outline is provided for such a certification process.  The reader is encouraged to review this article and content and respond to a survey that will determine whether this site will offer this type of certification.  You are encouraged to invite your peers and counterparts to weigh-in on this important issue.

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