The Crm Project Management Handbook: Building Realistic Expectations and Managing Risk

1. Auflage 2002
ISBN: 978-0-7494-3898-2
Verlag: KOGAN PAGE

Buch, Englisch, 240 Seiten, CDROM, 004, Format (B × H): 156 mm x 234 mm, Gewicht: 371 g

Once you have bought into the concepts of customer relationship management (and it is hard not to), how do you separate the practically useful from the pie-in-the-sky and then actually implement a project? This handbook addresses implementation, advocating an approach that is based in the real world and stressing the measurable goals and tactical uses of CRM. The areas covered include: building a realistic foundation for CRM; critical success factors; risk factors; full risk analysis; and case studies.

Autoren/Hrsg.

Gentle, Michael

Inhaltsverzeichnis

• • Chapter - 00: Introduction;
• Section - ONE: Building a realistic foundation for CRM;
• • Chapter - 01: Overhyped, overpriced and over here;
  • Chapter - 02: CRM 101 – just the basics please;
• Section - TWO: Critical success factors for CRM;
• • Chapter - 03: Organizational readiness for CRM;
  • Chapter - 04: A valid business case, with measurable benefits;
  • Chapter - 05: A credible and active executive sponsor;
  • Chapter - 06: A realistic project scope;
  • Chapter - 07: A realistic budget;
  • Chapter - 08: Successfully managing international CRM projects;
  • Chapter - 09: A pilot for proof-of-concept and buy-in;
  • Chapter - 10: Buy-in from sales managers;
• Section - THREE: Risk factors for CRM;
• • Chapter - 11: Risk factors;
• Section - FOUR: CRM risk analysis;
• • Chapter - 12: Risk analysis;
• Section - FIVE: Case studies;
• • Chapter - 13: Case studies

Leseproben

Part I - Building a realistic foundation for CRM 1 Overhyped, overpriced and over here Every which way but easy; Into the trough; Why CRM has failed so alarmingly to date; Are vendors and consultants to blame?; Due diligence: is it the client's fault?; Impossibly high stakes; B-to-B, or back to basics; Breaking the bank; Spend first, think later!; BPR - back to the future; CASE and CRM - a fundamental analogy; Chapter summary 2 CRM 101 - just the basics please The customer life cycle; Processes across the customer life cycle; Process metrics; CRM from a company perspective; CRM from a customer perspective; CRM from a systems perspective; Chapter summary Part II - Critical success factors for CRM 3 Organizational readiness for CRM Should you even be looking at CRM?; Customer maturity; Process maturity; Systems maturity; People and motivational maturity; Debunking the start-up myth; The organizational readiness rating; Chapter summary 4 A valid business case, with measurable benefits The business case; Measuring benefits for ROI; Chapter summary 5 A credible and active executive sponsor Involvement or commitment; Will the real executive sponsor please stand up?; Why the CEO should not be the executive sponsor; A representative steering committee; Chapter summary 6 A realistic project scope CRM as a journey, not a destination; How to define a phased approach; Chapter summary 7 A realistic budget Why most CRM projects are underfunded; Annual or life cycle budget?; Capex vs opex; What to budget for; Who should own the budget, IT or the business?; Have separate budgets for IT and the roll-out; No mega-licence deals before a successful pilot; What final numbers to expect; Chapter summary 8 Successfully managing international CRM projects Why international projects are inherently risky; Do international CRM projects make sense?; Why do companies launch international CRM projects?; Critical success factors for international projects; Chapter summary 9 A pilot for proof-of-concept and buy-in Why a pilot is an absolute prerequisite; Why a pilot is essential for the sales force; How long should a pilot run?; Keep it small enough for failure to be 'acceptable'; Keep scope and objectives basic to ensure rapid results; Leave integration out of a pilot; Be flexible about whether to do UAT; How to choose a pilot group, site or country; Limit an international pilot to a single country; Chapter summary 10 Buy-in from sales managers Why sales manager buy-in is essential; How sales managers can make or break a project; How to achieve buy-in from sales managers; Chapter summary Part III - Risk factors for CRM 11 Risk factors Organizational change and company politics; Too many consultants, too few in-house staff; IT resistance to organizational change; Using the waterfall approach; An RFP-based package selection process; The complexities of offline usage with synchronization; Chapter summary Part IV - CRM risk analysis 12 Risk analysis What is covered in this risk analysis?; How to use this risk analysis; How to interpret the results Part V - Case studies 13 Case studies Case study 1 - Pharmaceuticals (successful project); Case study 2 - Telecommunications (failed project); Case study 3 - Telecommunications: international project (successful project)

Über Autor(innen)

Gentle, Michael
<p><b>Michael Gentle</b> is an international CRM consultant based in Paris. He has been managing CRM, sales and marketing projects since 1993, from strategy through to delivery, and has witnessed both multi-million-dollar failures and spectacular successes.

<b>Michael Gentle</b> has extensive international experience across Europe, the United States, Canada and Asia Pacific, and has worked at major companies such as Apple Computer, GlaxoSmithKline, Cegetel, Worldcom International and the Bank of Tokyo. He has been a regular guest columnist in the computer press for the past 10 years, both in the United States (Computerworld, iSeries NEWS) and in France (01 Informatique). He has a degree in mechanical engineering, with further studies in aerospace and computer science.</p>