Where does the vision of the CRM-focused organization begin? It starts with an understanding of what the relationship needs to be. That is, the relationship between the organization, its employees, and the customer. This is a triangulated, inter-dynamic relationship, and one that will be tested with every transaction, inquiry, and corporate decision. The vision starts with a picture of the relationship taken from a behavioral standpoint. Consider the following questions:
* What does the future relationship look like—to customers, employees, management, and executives? Can you describe this relationship from each of these stakeholders' point of view?
* What is the desired customer behavior in the new relationship? What would the customer's ideal behavior look like? Is it different for different customer groups?
* What critical behaviors must the company, including executives, managers, and employees, demonstrate in order to promote and sustain the desired customer behaviors? How can current behaviors provide a catalyst for desired customer behaviors? Where is the gap between the two?
Those who are leading the CRM program and who are responsible for the creation of the vision must describe the vision in terms of people and possibilities. Leaders must refrain from focusing the vision on numbers or the type of technology that will be employed, as these are but the results and the tactics that stem from the vision.
To illustrate what I mean, consider the following experience I had working with an executive team from a major technology company.
The team was in the midst of creating a new corporate-wide, customer-centric vision for the transformation of the company's consulting practice. The goal was to create a new vision that would build greater customer reach and ultimately lead to activities that drive more consulting engagements. My job was to facilitate the process and provide coaching as needed.
* What does the future relationship look like—to customers, employees, management, and executives? Can you describe this relationship from each of these stakeholders' point of view?
* What is the desired customer behavior in the new relationship? What would the customer's ideal behavior look like? Is it different for different customer groups?
* What critical behaviors must the company, including executives, managers, and employees, demonstrate in order to promote and sustain the desired customer behaviors? How can current behaviors provide a catalyst for desired customer behaviors? Where is the gap between the two?
Those who are leading the CRM program and who are responsible for the creation of the vision must describe the vision in terms of people and possibilities. Leaders must refrain from focusing the vision on numbers or the type of technology that will be employed, as these are but the results and the tactics that stem from the vision.
To illustrate what I mean, consider the following experience I had working with an executive team from a major technology company.
The team was in the midst of creating a new corporate-wide, customer-centric vision for the transformation of the company's consulting practice. The goal was to create a new vision that would build greater customer reach and ultimately lead to activities that drive more consulting engagements. My job was to facilitate the process and provide coaching as needed.
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