Eight Building Blocks of CRM: A Framework for Success
In this Spotlight, we drill down into the Eight Building Blocks of CRM — vision, creating it and discusses its role in creating a successful CRM program. it provides and the importance it places on the customer relationship. “The Eight Building Blocks of CRM” is a framework, devised by and maintain successful customer relationship management (CRM). Though devised as a tool for larger businesses, the Eight Building Blocks of CRM have a. Customer relationship management (CRM) can be a complicated process for any this building block is that CRM isn't just a fancy new tool that you can roll out.
True CRM means that individuals, teams and the whole enterprise must become more focused on the needs and wants of the customer. The term "organizational collaboration," described in "True CRM Requires Organizational Collaboration" DFhighlights the many facets of the customer-centric internal change needed to deliver the required and desired external customer experience.
As a critical part of a CRM program, it will involve changing organizational structures, incentives and compensation, skills and even the enterprise culture.
Ongoing change management will be key. Past efforts to re-engineer processes were primarily driven by the desire to improve the efficiency of an enterprise and reduce costs.
The beneficiary was the enterprise, not its customers. The rise in CRM has led to a focus on reworking key processes that touch the customer and asking customers which processes matter to them. We call this customer process re-engineering discussed in "Customer Process Re-engineering: Talk to Your Customers," DF Enterprises frequently do not realize that their functionally fragmented processes often mean that the customer has a poor experience and receives less than the expected value.
Successful re-engineering should create processes that not only meet customers' expectations, but also support the customer value proposition, provide competitive differentiation and contribute to the desired customer experience. Successful CRM requires a flow of customer information around the organization and tight integration between operational and analytical systems.
Having the right information at the right time is fundamental to successful CRM strategies, providing customer insight and allowing effective interaction across any channel. Unfortunately, most enterprises' CRM information capabilities are poor — the result of numerous and fragmented departments, initiatives, databases and systems.
Enterprises that establish a business plan for sourcing, managing and leveraging their customer information assets are more likely to achieve their CRM goals and objectives and gain a competitive advantage see "Customer Information Is the Lifeblood of CRM," DF For most technologists, CRM is all about technology. CRM technologies are an essential enabler for any modern CRM business strategy, but they are just one piece of the puzzle.
The Eight Building Blocks of Small Business CRM
CRM applications, architectural issues and integration. In many CRM projects, integration issues start as a relatively low priority, and then rise in prominence cost and time as enterprises realize that true CRM requires seamless customer-centric processes, supported by integrated technology across the enterprise and its supply chain. The other seven building blocks depend on performance targets and metrics to gauge their success, and enterprises must set measurable CRM objectives and monitor CRM indicators to successfully turn customers into assets.
Without performance management, a CRM strategy and associated program is destined to fail.
These metrics have an internal and an external focus and link operations to strategy and corporate financial benefits. Each enterprise will have a unique set of metrics applicable to their situation. Defines what a CRM vision is, discusses its role in setting the stage for creating a successful CRM program and outlines the key steps and challenges. Provides guidance on the main steps in the development of a CRM business strategy. By Jennifer Kirkby "Customer Experience: The Voice of the Customer" TG Defines a customer experience and discusses how to design a customer experience that is mutually beneficial for the enterprise and its customers.
Discusses the many facets of internal change needed to deliver the required external customer experience and highlights the need for ongoing change management. Talk to Your Customers" DF Introduces the concept of customer process re-engineering with its focus on reworking key processes that touch the customer, based on customer input.
Argues the case for thinking strategically about sourcing, managing and leveraging customer information assets to better achieve CRM goals and objectives.
Eight Building Blocks for CRM Success
Breaks the CRM technology space down into applications, architecture and integration and discusses the main challenges, trends and recommendations at a high level. Introduces a framework, based on a hierarchy of performance metrics with four levels, for measuring an enterprise's success in meeting the objectives of its CRM strategy.
Even as an SMB, you must have a clear and cohesive vision of what CRM means for your company and how to embed it within the core of what you do.Stephen Porges on the Building Blocks of Healthy Relationships
Strategy What Gartner Says: You must always keep that customer base in mind in order for the strategy to prove effective. Those recommendations include setting goals and objectives by customer segment, challenging existing processes to align them with CRM strategy and setting up a clear communication plan early on which SMBs are able to do at an advantage over larger-scale organizations.
Strategy and process are inextricably linked. Customer Experience What Gartner Says: For SMBs, however, the resources to do this simply might not be there.
Eight Building Blocks for CRM Success
Like enterprise-level businesses, SMBs need to remember that every customer desires a personalized experience. As an SMB, you will likely have fewer touchpoints between yourself and your customers than a large, international corporation.
Thus, you can focus more intensely on those contact points to create and refine a truly excellent customer experience that will give customers the personal touch they may be specifically hoping for from a smaller business. Organizational Collaboration What Gartner Says: The problem with these solutions for SMBs is that most small businesses, by definition, either lack an IT department or have a very small department. By that same token, however, SMBs are small enough that cross-organizational collaboration should be much easier to initiate.
The key takeaway from this building block is that SMBs need to deliberately use their size to their advantage, holding multiple cross-departmental meetings to help build, refine and enact a solid CRM plan. Responsibility and accountability must become part of the entire organizational culture, and not just lie in the hands of a few specific stakeholders. Processes What Gartner Says: In those large companies, the solution is for the IT team to focus on how CRM is implemented throughout the business, rather than just at the individual departmental level.
Once again, the key takeaway is to focus on a CRM plan that takes your entire business into consideration, and that integrates your unified vision both across and between departments, rather than allowing it to become overburdened with the individual focuses of specific stakeholders. Information and Insight What Gartner Says: