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Similarly,when asked about the implementation challenges they're facing,companies overwhelmingly emphasize managing internal resistance,defining system specifications,user productivity,and process management—rather than focusing on customer-centric solutions.Our research shows that delivery and provisioning functionalities rank among the least likely CRM applications to be deployed.Functionalities such as proposal generation,order entry,and product configuration—tools that provide customers ready access to both the products and the intellectual capital of the organization—have taken a backseat to
opportunity management,lead tracking,and sales analysis.
The intense emphasis companies place on incremental performance improvements can lead to other strategic miscalculations as well.When managers are challenged to deliver quick returns,they tend to focus on new revenues and cost reductions at the expense of strategic functionality.In this environment,the priority goes to applications that improve crossselling performance,rather than service delivery itself.In this environment,managers reduce costs by focusing on customer service representative (CSR) productivity or systems maintenance,rather than investing in applications that can dramatically enhance
a customer's experience of value.
In the communications industry,this kind of shortcoming has historically been characterized more as a missed opportunity than as a strategic flaw.In today's competitive environment,however,the inability of leading communications companies to develop high-value relationships with customers—especially in the business-to-business marketplace—is a glaring strategic weakness.
We believe the traditional CRM model cannot meet the needs of tomorrow's communications companies.CRM as it is currently conceived simply cannot deliver the true benefits companies and their customers want.
Similarly,when asked about the implementation challenges they're facing,companies overwhelmingly emphasize managing internal resistance,defining system specifications,user productivity,and process management—rather than focusing on customer-centric solutions.Our research shows that delivery and provisioning functionalities rank among the least likely CRM applications to be deployed.Functionalities such as proposal generation,order entry,and product configuration—tools that provide customers ready access to both the products and the intellectual capital of the organization—have taken a backseat to
opportunity management,lead tracking,and sales analysis.
The intense emphasis companies place on incremental performance improvements can lead to other strategic miscalculations as well.When managers are challenged to deliver quick returns,they tend to focus on new revenues and cost reductions at the expense of strategic functionality.In this environment,the priority goes to applications that improve crossselling performance,rather than service delivery itself.In this environment,managers reduce costs by focusing on customer service representative (CSR) productivity or systems maintenance,rather than investing in applications that can dramatically enhance
a customer's experience of value.
In the communications industry,this kind of shortcoming has historically been characterized more as a missed opportunity than as a strategic flaw.In today's competitive environment,however,the inability of leading communications companies to develop high-value relationships with customers—especially in the business-to-business marketplace—is a glaring strategic weakness.
We believe the traditional CRM model cannot meet the needs of tomorrow's communications companies.CRM as it is currently conceived simply cannot deliver the true benefits companies and their customers want.
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