Summary of Reports

 Achiever Software

 JI Group

 Onyx Software

 QAS

 Sage (UK) Ltd, CRM Solutions

 TeleWare

Management Briefings

 Market Overview | Part 2 | Part 3

 Implementation Issues: Danny Thomas of The Thomas Bamber Partnership | Part 2

 Call Resolution: Dimension Data’s Mike Cleugh | Part 2

 Marketing Issues: Bill Blundon of Extraprise | Part 2

 CRM in Government: Wendy Hewson | Part 2 | Part 3

 Management Issues: Philip Everest of Mantix | Part 2

 Case Study: The Carphone Warehouse | Part 2

 Service Management: Steve Downton | Part 2

 CRM Strategy: Keith Bedingham of Verax | Part 2

 Case Study: TD Waterhouse

 Expert Opinion: Rob Brickle of Bsquared Consulting

Issue Summary

CRM can fail if implemented in isolation from the organisational culture – and if the customers’ views aren’t measured, says Keith Bedingham of Verax.

Culture clash - Part 2 | Part 1

Micro level

If the issues outlined above are not addressed, it is easy to predict what will typically happen at the individual or small team level.

Staff may do little with the information coming out of the CRM solution – or may ignore it if it appears to threaten their incentive scheme, as may be the case where CRM encourages cross-selling, or if they see no benefit in using it.

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Consultants' Advisory 2005

Copyright © 2005