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Customer Relationship Management Buttle Chapter 14

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A focus on benefits and the appropriate organization structure with which to deliver them are necessary but not sufficient for CRM success. Also required is an effective project/ programme management plan for CRM implementation. In our experience, marketers are not often skilled programme managers; marketing expertise is based upon customer and competitor insight, co-creating innovative offers with partners and customers and com¬municating effectively with customers, not on managing organizational change. Change management is a very complex phenomenon that requires specialist expertise. It is not possible to cover this topic fully in one chapter; here, we highlight some aspects you will wish to consider when ready to implement CRM, so that you might seek out appropriate resources and advice to help you succeed.
We also note CRM professionals often distinguish between projects and programmes, with the latter being larger scale, more systemic changes. Given that readers of this book may be working across programmes and projects of varying complexity and change, we use the terms interchangeably.
In this chapter, we will look at the five major phases of a CRM implementation, and the processes and tools that can be used within those phases to ensure that CRM projects deliver what is expected of them.1 Depending on the scope of the project some of these phases, processes and tools may not be required. The key phases are shown in Figure 14.1.

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Ketersediaan

Informasi Detail

Judul Seri

-

No. Panggil

E-books/23/BUT

Penerbit

New York : publiser., 2015

Deskripsi Fisik

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Bahasa

Indonesia

ISBN/ISSN

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Klasifikasi

NONE

Tipe Isi

-

Tipe Media

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Tipe Pembawa

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Edisi

14

Subjek

-

Info Detail Spesifik

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Pernyataan Tanggungjawab

publiser

Versi lain/terkait

Lampiran Berkas

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