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All of us have been there. In many corporations, once the so-called “best practices” materialize into sophisticated systems they become as popular as the proverbial pain in the neck… Thus, on CRM (Customer relationship management) systems

 

At the beginning, there was a tried, tested and proven procedure, a successful example of how to create customer relationships and the logically resulting deliberation on how to transpose a good method onto a mass scale. In the end, there is a CRM system which despite the good intentions of its creators serves mostly and sometimes exclusively as a reporting tool. Perfect for those who monitor, measure and report on business activities, but only an unwelcome and bothersome necessity for those who actually work the market seek out new and care for existing customers.

On one hand, we can come up with tons of well-intentioned arguments about the benefits of CMR systems for the business activity of a corporation, but on the other hand, we cannot close our ears to the actual perceptions and opinions of all those business people whose work was to be made so much more effective by the CMR systems implementation. The discrepancy cannot go unnoticed and perfectly demonstrates how the attempt to implement genuinely good intentions into reality can go awry.

At what point in the implementation process do the benefits of a CRM system dissipate?

Why does this happen?

Is this only a problem of big corporations?

What is your experience? Does it differ? How?

Tell me about it.

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Author: Martin Ohlidal | Created at: 29.04.2013

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