CRM Magazine: January 2004
Magazine Features
Following are three stories of how perseverance led to CRM success--and that's no fairy tale.
Even with commitment-shy executives and change-fearing employees, it is possible to sell CRM into your enterprise successfully.
Driven by everything from sophisticated tools to brutal cost pressures, the role of the contact center agent is changing, in large part to create more business value from a smaller, more highly skilled workforce.
A customer-centric enterprise uses business strategies throughout the organization to best serve customers.
Front Office
There is no CRM success without communication.
Reality Check
Government agencies are under increasing pressure to control costs, improve productivity, and deliver better products and services, but government agencies also face their own set of CRM challenges.
Customer Centricity
Growth does not come from cost cutting, but from customer relationships.
A recent study by UC Berkeley reports that since 1999 there has been a 30 percent increase in the amount of data in the world.
Technology companies contribute to disaster-relief efforts.
Automakers using CRM are getting savvier about their customers, which are essentially the dealers. Dealers using CRM are also getting a better handle on their customers and prospects.
Guided selling tools can help reduce customer churn and can allow salespeople to adapt to customer lifestyle changes that may affect a sale in real time.
CRM magazine asked, "Is it a good idea to implement a method of online tipping for customers to reward exemplary customer service?"
The company needed a CRM system that could help track customers for life, track sales leads and opportunities, and manage marketing campaigns to attract new customers.
Informatica's analytics solution gives HPshopping.com deep visibility into the effectiveness of promotions and other sales activity, as well as the ability to quickly act on anything that may cause sales to drop.
RIM's goals for its partner relationship management initiative are to support its selling partners and their customers; to simplify how partners work with RIM; to provide an enterprise view of its customers across its 37 business units; and to gauge its sales and marketing effectiveness.
By automating access to specific information Armstrong Floor Products decreased customer hold times, reduced customer call durations by 50 percent, and improved call completion rates by 123 percent.
Unless CRM project leaders bring to the training table a clear picture of how their teams will accomplish their CRM goals, their projects may be prematurely grounded.

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