Success and Failure of CRM System Implementations, Article Review Example

A debate initiated by Frow and Payne focused on successful deployment of customer relationship management program heavily relies on the four critical pillars i.e. assessment of CRM program, Change Management, Project Management and human resource management. Likewise, assessment of a CRM program incorporates an audit outline that facilitates management to evaluate the in depth semantics of CRM deployments along with the identification of program organization when compared to other organizations. Moreover, the change management of the CRM program has a strategic layer that links to cultural values along with understanding at the executive management, leadership, integration that is cross functional. All these aspects are considered as input for deploying enterprise level CRM program. The successful CRM project deployments that are submitted in the contradiction of CRM program objectives are driven by the corporate objectives derived by the strategy set by the business. As per Kale, the seven biggest mistaken while deploying CRM program incorporates (Elmuti et al. 2009):

• Merging the objectives of CRM deployments with technology objectives
• The CRM program lacks customer oriented view
• Inadequate importance given to lifetime value of the customer
• No support from executive management
• Neglecting change management processes with respect to CRM project deployment
• Not able to perform business process engineering
• Data integration and data mining technology integration is not addressed

The senior management or the executive management in some cases is totally unaware of all these points that need to be tackled and to save the company of a CRM project acquisition failure. Whereas, some suggestions includes and blame organizations, for not performing due diligence while deploying CRM project and defining procedures in the operational processes.

References

Elmuti, D., Jia, H., & Gray, D. (2009). Customer relationship management strategic application and organizational effectiveness: an empirical investigation. Journal Of Strategic Marketing, 17(1), 75-96. doi:10.1080/09652540802619301