White Papers

Eight Steps to a Successful CRM Implementation

By some accounts, as many as 70% of all CRM projects fail to meet their intended objectives. Technology failures get most of the blame, but technology is not the cause in most cases. Many failures are due to inadequate business strategy, poor process development, and lack of employee support. If you correctly implement technology that supports the wrong strategy or processes, you have automated your failure. To get your solution used, you need employees to embrace it.

The key to a successful CRM project is a balance among strategy, process, technology, and employee initiatives such that you address all of them within the time and resource limitations facing every project.

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Knocking Down Fences to Let the Customer In

Technology isn’t the only barrier standing between you and stronger customer relationships. Cultural, organizational, and process fences in your own backyard are keeping the customer out. In this workshop, Skura Corporation and Boehringer-Ingelheim together explain how they are using focused process analysis mini-projects as part of a global Siebel implementation to tear down fences between the global team and OPU teams, between Sales, Marketing, and other departments, or between product lines. Anyone planning, or in the middle of implementing a CRM initiative, or looking back and wondering what they can do to overcome a false start, will want to read this.

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Why CRM Projects Fail…

So why do they fail?  Pick up almost any business, sales, or technical publication today and it is easy to see that the Customer Relationship Management (CRM) gold rush is on. In virtually every industry, companies who are focusing on optimizing their sales process are realizing the significant advantages of doing so. They are outselling their competitors by 50% or more, cutting their sell cycle time by as much as half, becoming more customer-oriented, working more effectively across inter-enterprise and intra-enterprise boundaries, and doing all this at a significantly lower cost.

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MDM wins the most eligible bachelor award.

It’s common to hear that MDM projects are difficult to initiate. This paper discusses how an MDM project can be easily paired up with another initiative which is likely on your organization’s priority list already.

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