Reviews a case study of three New Zealand banks that argues for a correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.
This briefing is prepared by an independent writer who adds their own impartial comments.
Customer relationship management (CRM) is featuring in more and more business strategies as a catalyst for change. Aimed at improving relationships with the end user, CRM projects tend to involve sales, marketing and technology teams and come with the expectation that internal processes will change. But though the numbers of executives interested in such projects has rocketed since the 1990s, the number of them who manage CRM implementation effectively is considerably less. For while every effort to predict strategic and procedural change is made, the effect of CRM on the individual member staff is frequently overlooked. This is often a fatal oversight.
Makes claims about the effect of investment in change management in CRM and points out opportunity for further study.
Gives insight into an under‐researched area of CRM.
