The Benefits of Extending IT Governance to CRM Implementations
More often than not, IT governance operates in a model whereby boards and senior business executives defer IT strategy and decisions to the IT leaders but create oversight and controls so that the IT delivery aligns with the interests of the business stakeholders – and ensures that the IT and business strategies and objectives remain complimentary and synergistic where possible, and not separate or possibly in conflict. It's not easy, but when done correctly, IT delivers the maximum value throughout the business and empowers the business to achieve objectives that would otherwise not be possible.
Drilling down a level, the governance model and its benefits are directly transferable to CRM adoption projects, if you do three things. More CRM governance ...
By Chuck Schaeffer 9/25/2015 Permalink Comments Posted in CRM Implementation
How to Design CRM for the User Experience
How long did it take you to learn eBay or Amazon.com? How many manuals did you read? How did that experience compare with learning your CRM application?
Consumer technologies have set the standards users expect in their personal and professional application usage. However, when trying to leverage these technologies with business applications most organizations get it wrong because they fail to understand the difference between the user interface (UI) and the user experience (UX).
The UI is focused on the visual presentation, but the User Experience is much more than that, as it contributes to an emotion that either enhances or degrades the continued use of the application. To achieve a positive emotional connection, the UX should precede the UI so that form follows function and utility is aligned with user-centered design. What that means is that the UX begins by engaging users to understand what they want to achieve and how they want to achieve it. Any attempt to achieve a UX objective by hiring designers, creating wire frames or dressing up existing applications with UI facelifts – without first understanding user behaviors, expectations and prioritized use cases – will not achieve a successful user experience. More CRM user experience ...
By Chuck Schaeffer 7/31/2015 Permalink Comments Posted in CRM Implementation
Best Practices to Rally CRM User Adoption
User adoption is a perennial challenge with CRM software deployments. Slow or low user adoption is a top cited contributing factor to CRM engagements that fail to achieve their objectives, or just fail outright.
In my experience, too many executives see the signs of slow adoption, but naively believe that the users will ultimately come around. In fact, the opposite is more likely. The longer it takes to achieve acceptance, the more probable the CRM software will fail to become sustainable.
I'd like to say that there are 2 or 3 things to do in order to achieve CRM adoption. But it's just not that simple.
Here are 12 CRM best practices designed to mitigate CRM user adoption challenges. More CRM user adoption ...
By Chuck Schaeffer 5/14/2015 Permalink Comments Posted in CRM Implementation
The Top 2 Needed Shifts in Consumer Product Goods Business Growth Strategies
There's a lot of imperatives on the Consumer Product CEO's agenda—things like improved demand forecasting, better performing supply chains, optimized inventory and making omni-channel work to name a few—but I think the top 2 imperatives for most consumer product goods (CPG) companies are making the needed shift to their business growth strategies in order to accommodate the shift in consumer behaviors and improving their supply chains to accommodate more fluid market demand.
More CPG Strategy ...
By Chuck Schaeffer 3/23/2015 Permalink Comments Posted in Industry CRM
Why Financial Services Strategies are in Desperate Need of Change
An unprecedented shift in consumer behavior now demands a compensating shift in financial services strategy.
The rise of consumer technologies such as mobile, social and cloud have empowered consumers with on-demand information, real-time collaboration with other consumers and vetted customer opinions of financial services products, policy comparisons, service experiences and a host of factors which consumers use to determine what policy to purchase or where to put their money.
The rise in consumer technologies have contributed to an even bigger shift in consumer behaviors. Consumers — when evaluating retail banking or wealth management programs; life or P&C insurance policies; or capital market, asset management and even investment banking services — are more connected, informed, empowered and demanding.
This sea change in behavior has created a perfect storm for financial services organizations as customer expectations are rising, customers are readily sharing their bad experiences publicly and customers are switching their providers at a dramatically increased pace.
Financial services companies that fail to adjust their business strategy to this new reality will most certainly see their customer share and market share erode. But on the flipside, those financial service leaders that can transition from policy-centric to customer-centric business models, meet consumers in the channels they communicate, engage consumers in ways they find relevant and helpful, and find competitive differentiation in the areas most important to consumers, will increase their existing customer tenure, pick-up those customer defections from flat footed competitors and clearly be the beneficiaries of a changing market.
Competitive advantage must be built around qualities that customers value and apply in their purchase decisions. The below diagram shares the top 9 factors that most influence customer acquisitions and retention in the financial services industries. More Financial Services Strategy ...
By Chuck Schaeffer 2/7/2015 Permalink Comments Posted in Financial Services