(
课件网) Chapter 11 Making CRM a Success Introduction Learning Objectives Success Factors for CRM Business Process Reengineering (BPR) for CRM Implementation Data Quality Management (DQM) Securing Customer Data: Information Security Management System Ethical issues in CRM Recap Chapter 11: Making CRM a Success After going through this chapter, the students will be able to: Identify various factors that are essential for successful implementation of CRM Understand the concepts of BPR and its relationship with CRM Appreciate the importance of Data Quality Management for CRM success and the methodology of the same Comprehend the need of securing information and implementing Information Security Management System (ISMS) Identify the crucial ethical issues and permission marketing and appreciate their importance for successful CRM Learning Objectives The effectiveness of CRM implementation is dependent not only on technical aspects like selection of appropriate IT solution, sufficient IT infrastructure and technical competence of employees, but a lot depends on commitment and involvement of top management, reengineering and realignment of business processes and successful transformation towards customer-centric culture within the organization. A successful CRM requires a cultural change where activity of the organization is based on values and ethics, so that customer never loses the confidence in the organization. Another important aspect of successful CRM is the quality of the data on which it operates. Introduction Success Factors for CRM The critical success factor of gaining top management commitment is crucial to the successful implementation of CRM. Bringing culture change through the organization is the prerequisite to CRM implementation and this cannot be brought about without involvement and commitment of top management. Therefore, the first step towards a successful CRM plan is to get top management to mandate and support the initiative. Since the scope of CRM implementation is enterprise-wide, it requires a full support by the top level of the organizational structure, so that goals of individual departments get aligned. 1. Top Management Commitment CRM-driven culture needs to be created across the various hierarchical levels. Each level owns and adopts the CRM initiatives in true spirit. The frontline employees are the face of the organization and are more critical touch-points, they need to be supported by back-end support providing an integration between people, processes and technology. 2. Adoption of CRM Philosophy within an organization It is important to focus on involvement, communication, training and other aspects as much as the technology involved. It is essential to involve employees at several levels, focus on communication needs and conduct the sufficient training of the concerned employees throughout the organization. Although, CRM is, first and foremost, concerned with ... ...
