CRM at the Speed of Light, Fourth Edition: Social CRM Strategies, Tools, and Techniques for Engaging Your Customers Paul Greenberg New York Chicago San. Editorial Reviews. About the Author. Paul Greenberg is President of The 56 Group, LLC, and one of the world's leading authorities on CRM. CRM Operations. The following is a chapter excerpt from CRM at the Speed of Light, Fourth Edition. (ISBN: ) by Paul Greenberg. Sponsoring Editor.
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For readers of CRM at the Speed of Light, Fourth Edition, even more information on social CRM is available Note: Bonus material is available in PDF® format. Crm At The Speed Of Light Fourth Edition Social Crm 20 Strategies Tools Tools And Techniques For Engaging Your Customers [PDF] [EPUB]. 8 “CRM strategy is about creating value for your shareholders.” CRM AT THE SPEED OF LIGHT:ESSENTIAL CUSTOMER STRATEGIES FOR THE 21ST.
Not because it involves strategy and not because it involves CRM, but because it involves both. Why would it be more complex than, say, an ERP strategy or a network strategy? Because it involves our contemporaneously defined customers. If you were developing an ERP strategy, while it would be big and it would be complicated, the level of complexity only begins to approach CRM.
With ERP, you're basically involving the back office folks, the senior management, the IT department, and a smattering of others because they are the ones who will be involved in the system, be it finances, human resources, or manufacturing processes.
You can even stretch the definition to include the supply chain, but that's it. With network architecture, other than some user surveys, you're really only involving the IT department because the user doesn't know much at all how the guts of an IT infrastructure work, nor do they care. Frankly, a strategy for network architecture is pretty narrowband when it comes to ordinary humans.
But CRM begins to reach all those customers who we defined in Chapter 1, so the elements are much more involved.
Of course your senior management and users are involved, but your partners, vendors, and clients are also a direct consideration for involvement in the planning of how your strategy is going to work. But CRM begins to reach all those customers who we defined in Chapter 1, so the elements are much more involved.
Of course your senior management and users are involved, but your partners, vendors, and clients are also a direct consideration for involvement in the planning of how your strategy is going to work. If your CRM strategic objectives involve customer satisfaction, it probably pays to find out from the customers what satisfies them, doesn't it?
Additionally, customer-facing processes dominate most organizations -- sales, marketing, customer service, and even human resources and finances to some extent are among those examples.
A technology-enabled CRM strategy to meet customer-focused objectives involves the majority of any organization's people and processes.
For example, a typical grand objective of a CRM strategy is to create a unified, degree view of a customer that is cross departmental. That is the holy grail for successful CRM. Ideally, if a CRM strategy succeeds, the system in place will allow any department to see whatever the appropriate view of the customer is for them in order to tend to the customer's needs, wants, and desires.
However, the holy grail is something that neither King Arthur nor Monty Python ever found -- or found with enormous heartache and heartburn -- so be forewarned.
There are multiple pitfalls in the path of a successful CRM strategy. Read the rest of this excerpt and download Chapter 4: CRM Strategy: Read other excerpts and download more sample chapters from our Chapter Download Library. Please check the box if you want to proceed.
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