CRM failure rates have remained high during the last ten years, indicating that many organizations don’t receive full benefit from their CRM initiatives. Let’s examine important reasons for this unfortunate situation.
Although relatively few projects become complete write-offs, partial failure is common. Most often, a project delivers some expected benefit, but still leaves users unsatisfied and business sponsors wondering what went wrong.
This list describes three major pitfalls that plague manyCRM initiatives. While not a comprehensive inventory of potential problems, many projects succumb to these big causes of failure.
Failure 1: Installing technology without a business strategy.
Many organizations fall into the trap of deploying tools and technology without creating a proper CRM-related business strategy.
For most organizations, customer relationships involve a range of interactions that together achieve (hopefully) positive results. Creating and executing a business strategy is difficult because CRM initiatives typically involve numerous components and moving parts.
AGartner research document describes the importance of strategy:
A unified CRM strategy is absolutely critical to CRM success, but developing and implementing such a strategy is a complex, difficult and intensely political process.
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