The Relationship-Based Enterprise
At a glance
Big dollars are pumped into Customer Relationship Management (CRM) even though these sizable investments don't consistently generate business value. While many organizations already have some CRM components, they are too fragmented due to multiple and often-conflicting definitions of CRM and often don't lead to company-wide strategy results.
What's more, organizations, vendors and authors alike have focused on finding silver-bullet IT solutions at the expense of other, important business considerations. How should business managers go about designing business solutions that make CRM profitable? While enterprise integration must be tackled, it's not enough to retain customers. Connecting with customers is a much greater challenge. The industrial world's mass production steered organizations toward mass marketing and delivering messages to undifferentiated hordes.
Today, new technologies allow the market to converse. Companies must now figure out how to enter this global conversation rather than relying on old marketing, sales and communication techniques. They need to understand and master the process of conversation-moving from monologue to dialogue, from providing traditional services to engaging in value adding conversations.
CRM solutions that don't balance the challenges of integration with a sound approach toward conversation are likely to fall short of expected business benefits.
Our book provides a comprehensive and holistic view of CRM, as well as an operational approach to implementing CRM across the enterprise. It considers all components-business, organization, technology, people and process-that furnish business and technology executives with a practical guide to the most critical questions surrounding CRM.
This book, which targets organizations that have tried to leverage at least one CRM component but haven't yet gotten the expected bang from those investments, is the first in a second wave of CRM books on the marketplace. It also helps organizations to not only put together an integrated strategy but also to move to the next level: becoming a "relationship-based enterprise."
About the author
Ray McKenzie is a customer advocate, enterprise architect and former Fujitsu Consulting Vice President of Management Consulting. He lectures at major business forums and groups of senior executives worldwide on both customer relationship management (CRM) and IT-driven initiatives.
Ray has more than 30 years of experience in re-engineering business functions and identifying information technology-generated opportunities for transformations. He supports large organizations in strategic planning, CRM, enterprise architecture and value management. Ray calls Seattle, Wa., home.
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