There is a fascination with Relationship Management software and how does it apply to CRMs. With the emergence of Facebook and Twitter as another means to communicate among individuals the delineation between tools used for work at the office and tools used as a means of communication is less clear.
Are there specific rules for using one in preference over another? Functionality contained in one is also present in another tool, e.g. CRMs have capabilities to “blog” within them and post within a corporate environment or external to the general marketplace.
Why are CRM systems so cumbersome and why do they come loaded with all that complexity?
The jump from sales force automation to CRM seems to come with a lot of work flow and processes to source a lead, qualify, follow up and get an introduction. Never mind actually going through a transaction with them.
Are CRMs better for mass marketing and indiscriminate sales pitches or can they work for highly specialized, targeted, and close contacts? It seems they try to do both. What do you think?
From the Globe & Mail newspaper:
"In science you want to say something nobody ever knew before, in words everyone can understand. In poetry, you are bound to say something everyone knows already in words that nobody can understand.” – Paul Dirac, theoretical physicist and Nobel laureate
By that definition too many consultants would qualify as poets.
Collaboration – What can be done to reduce the chances of failure when implementing a CRM solution.
Roger Martin’s The Design of Business: Why Design Thinking is the next Competitive Advantage is a quick read that expands on Martin’s view (which I share) that thinking like a designer is the key to achieving breakthrough business improvement.
Collaboration - Why do so many CRM implementations fail?
Why do so many CRM implementations fail? Is it because of the software? Hardly. Customer Relationship Management software is at a point where it has been proven in many implementations, and are well past version 1.0.
In a series of posts, I am going to walk through a PCI DSS compliance
journey, loosely following an engagement at one of my clients.
The second edition of Alexander Osterwalder and Yves Pigneur’s Business Model Generation is now available. It’s a fun and easy-to-read book that captures a lot of current thinking about business models, design thinking and idea generation in a single handbook. Osterwalder calls his meta-model for developing and analyzing alternative business models, the Business Model Canvas, which sets out many of the fundamental choices one can make in designing a business.
One of my favourite hobby horses: Is there really such a thing as a Best Practice?
Some software vendors make a big deal of how their products incorporate “best practices”. The notion is that if you implement their product to automate a business process, you are guaranteed to do it “better” in some sense. Consulting firms as well often claim to have collected or developed a set of best practices that they will share as “added value” during a consulting engagement. Are they really Best?
The second annual Enterprise Architecture Symposium was a huge success. Over 150 people gathered in Toronto to discuss next practices for all forms of IT Architecture. Some highlights: Scott Ambler of IBM questioned the oft-quoted claim that most IT projects fail to meet expectations by providing statistics of his own that demonstrate quite the opposite. Konstanin Ivanov of IDS Scheer provided insight into some of the differences in how Enterprise Architecture is seen in Europe vs.