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Posted by William Band on November 8, 2010
The phenomenon of the social Web — which Forrester calls Social Computing — is forcing business process professionals to expand their thinking beyond the goal of optimizing a two-way relationship between an enterprise and customer to also include the simultaneous interactions that customers have among themselves. CRM is evolving from its traditional focus on optimizing customer-facing transactional processes to include the strategies and technologies to develop collaborative and social connections with customers, suppliers, and even competitors.
Notwithstanding this emerging trend, one challenge that I see remains constant. Organizations still struggle to define the right CRM strategies and effectively acquire and deploy the right CRM technology solutions that will meet their needs. Disappointment with CRM is usually the result of poorly conceived strategies that lack a laser focus on improving a specific set of business capabilities to increase revenues or reduce costs. To avoid wasting your time and money on ill-conceived CRM programs, beware of the two most common pitfalls of CRM plans:
The most successful CRM initiatives are framed in terms of their overall impact across the organization and the customer but are implemented in focused, incremental steps.
To help Forrester clients define the most effective approach to CRM, I have just published our “Updated 2010: Forrester's Best Practices Framework For CRM” report. The framework provides a structure that you can use to see how you stack up against 11 sets of business capabilities, across four categories comprising nearly 200 best practices, including social CRM:
We have been using the Forrester's Best Practices Framework For CRM in our client work for the past four years. It has proven to be powerful tool for organizations embarking on the path to assessing and improving their current CRM programs or for jump-starting programs that are just getting started.
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