Customer relationship management (CRM) programs require a proven framework to ensure that projects are approached on a balanced, integrated and strategic basis. Applying this framework will help CX leaders responsible for CRM projects to reduce the risk of failure.
- Many organizations still view CRM as a technology deployment project rather than a business strategy. CX leaders responsible for CRM must convince sales, marketing or customer service business leaders to take ownership of driving the program.
- Too many CX leaders neglect one or more aspects of CRM — vision, strategy, customer experience, organizational collaboration, processes, information and insight, technology, and metrics — resulting in suboptimal business benefits.
- The building blocks that pose the greatest challenge are not technological, but instead are organizational collaboration, metrics and having a clear strategy. CX leaders are rarely responsible for these aspects of a project, but must make sure they are being addressed or risk being blamed for the resultant program failure.