Bob Thompson is an international authority on customer-centric business management who has researched and shaped leading industry trends since 1998. He is founder and CEO of CustomerThink Corporation, an independent research and publishing firm, and founder and editor-in-chief of CustomerThink.com
- the world's largest online community dedicated to helping business leaders develop and implement customer-centric business strategies. His new book
Hooked on Customers
reveals the habits of leading customer-centric firms. We talked to Bob about why so many CRM projects fail and what can be done about it.
What CRM mistakes do you see companies make most often, other than not having CRM at all?
Probably the most common mistake is the perception that CRM is a technology project. Thinking that a software implementation is all that’s needed is a source of many CRM failures, because behind the technology are people being asked to change how they do their jobs.
Another big mistake is not thinking about how everyone “wins.” CRM projects tend to be focused on company and management goals. The sales rep or service agent can feel there’s not enough benefit for them to get behind the initiative, thus undermining it. Customers can feel the same way, if a CRM project is designed to make them the “target” of an efficiency effort, rather than a beneficiary of an improved experience.
Finally, “having” CRM is not a black or white proposition. Every company has some kind of process to acquire new customers, sell to them, and service them. Executives shouldn’t think that once they’ve installed software or launched a project that they’ve “done” CRM. Instead, think of CRM as a journey where there’s always room for improvement.