Our Company is currently preparing to launch a CRM business (External Sales). We are considering CRM solutions in various ways, so I would like to receive advice on the structure and points to consider when handling CRM.
A: Generally, the cases which fail handling the CRM solution often fall into three common pitfalls as follows.
1.
The case where a strategy planning and a reformation of the business process are conducted separately. Companies with strong consulting capabilities generally have a high ability to integrate both, but there are many cases in which general vendors fails due to the lack of the skillfull human resources. For that reason, balanced score cards have been drawn attention to as an effective method of strategy planning.
2.
In the case of preceding package-based construction services, the tendency to ask the software for success factor has been increased. In most cases, the target of the strategy itself is incorrect. Companies, with the goal "sales profit/revenue" not to be altered before the implementation of CRM, is an example of the cases of companies which tend to be buried in partial improvement.
3.
As a result of the points listed above, the company's CRM investment will not come into effect. The principle of CRM is to improve profitability by increasing customer retention. It is not the effect of sales by individual means, but is the importance of altering the mechanism of management in order to attain continuous profit.
Although CRM is often seen as a customer relationship strategy that seemingly can be apprehended by anyone, it is commonly carried out having left out the important aspects. An educational seminar for executives to break the existing concept of CRM will be a valuable key point.
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