“双语博客”是价值中国网推出的创新功能。广大专业人士可以粘贴上传已有的英文资讯,并翻译成中文,介绍给中国的读者;或者,粘贴上传已有的中文资讯,并翻译成英文,介绍给英文的读者。价值中国网鼓励财经/商业/文化等领域内容的中英文译介。(字数要求:58个以上汉字字符;或118个以上英文字符。)——“价值中国网,为中国沟通世界!”
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为什么绝大多数的客户关系管理的执行都是失败的?


你或许认为你知晓了客户关系管理失败的全部原因:缺乏行政执行,糟人责骂的培训,当恰当的培训和执行管理的支持是重要因素的时候。但是,真正的原因有时是依错误的产品而来设定目标——并且,最终原因可能是没有任何清晰的目标。
下面是一些或许可以保证你成功的一些关键:
1、聚焦在三点明确的目标上。(或许是四点)
当尝试去验证一个套新的系统时,团队发展系统的正确性会引起一系列目标。这些目标将包含一些太普通或不可测量的目标——例如,“增加销售并改进客户服务”,这样的模糊目标只会使问题更糟糕。目标应该更明确——例如:“把和客户沟通变价的时间从5天压缩为1天”或“提供客户服务代表10秒钟内客户来电的更新名单”,焦点应该聚集在那些能够被明确解决的问题上,并且能带来显著影响的问题上。

2、聪明选择产品或解决方案。
当你向上面说的那样清晰的列出明确的目标时,评估解决方案就会相对容易些。你只需要简单地把每一项需求都归结为一个问题:这个解决方案会允许我们做...?除了保证方案能帮助你实现自己的目标外,你还必须通过评估效用、直觉感、可支持性和解决方案的施行速度来衡量该程式的其他方面。事实上,一些产品不是很好,甚至通过最好的培训和行政倡议也无济于事。如果该解决方案相当难用,没有感觉并令人痛苦不堪,那人们肯定不会去用。

3、产品(或解决方案)里有什么可帮到他们(客户)?
一个非常重要又经常容易被忽略的因素是:产品究竟有什么对客户有好处的东西。如果他们通过努力并花费不匪来使用该解决方案,他们的工作如何会变得更好?如果你无法回答这些问题,你就必须重新回去检视你所建立的目标体系,如果该解决方案是对组织提供益处,而不是针对使用者时,采纳率就会非常低,项目也会虽之失败。

4、尽早让客户进入过程。(尽早让使用者参与)
为保证和说明确实产品里面有对客户有帮助的地方,你应该让他们尽早的参与进来,尤其是当你有明确目标的时候。不只是你明确理解了产品的效用时你才这样做,更重要的是你要让他们感到他们“与游戏有关”。把团队使用系统的成员包含进来也同样重要,如果你的团队成员在不同的地方,你就要考虑按区域来分布。

总结
遵循以上的一些规则不一定能确保你成功,但至少可以确保你不会失败。找到先前已经参与进来的团队成员,并把他们的经验移植进来。选择一个产品和一个有成功经验的卖主。最重要的是,保证在项目最终结束时让客户感到一些事情是因他们而做,而非做给他们。祝你好运!
Why Most CRM Implementations Fail

January 14, 2008
And how to make sure yours doesn‘t
By Adam Perlow

You probably think you know all the reasons why most CRM implementations fail: Lack of executive sponsorship and poor training typically take the brunt of the blame, while proper training and executive management support are also factors. But, the real elephant in the room is oftentimes that the wrong product is chosen to meet set goals—and, to top it off, the problem may be that there aren‘t any clear goals.

Here‘s what you should do to make sure your implementation is a success:

1. Focus on three (ok, maybe four) specific goals
When trying to cost justify a new system, the team developing the justification will be tempted to generate a laundry list of goals. To make matters worse, the list will include goals that are too general or not measurable—for example, "increase sales and improve customer service." Goals should be more specific—such as "reduce the time to communicate price changes to all sales and customer service people from five days to one day." Or "provide customer service reps with the ability to pull up an up to date list of a customer‘s past purchases within 10 seconds of taking the call from the customer." The focus should be on problems that can be solved that will cause the most impact.

2. Choose the product or solution wisely
Evaluating solutions will be easier once you have formulated the specific goals described above. Simply turn each requirement into a question: Will this solution allow us to…?" In addition to ensuring that the solution will allow you to achieve your stated goals, you must also weigh the softer side of the equation by evaluating the usability, intuitiveness, supportability and speed of the solution. The truth is some products just aren‘t very good, and even the best training and executive sponsorships one could hope for won‘t change that. If the solution is hard to use, unintuitive and painfully slow, then people just won‘t use it.

3. What‘s in it for them?
One of the most important and overlooked factors to examine is what’s in it for the users. If you go through the effort and expense of buying and implementing this solution, how will their jobs get better? If you can‘t answer this question then you must go back and look at the goals you established. If the solution provides benefits to the organization but not to the users, adoption will be low and the project will fail.
4. Involve users in the process early.
To ensure that there‘s something in it for the users, you should get them involved in the process early on, preferably when you are creating the specific goals. Not only does it ensure you understand what the most effective solution will be, but it will make the users feel they have "skin in the game". It‘s also important to include team members of each role that will be using the system. If your organization is geographically dispersed, you should consider bringing in some team members from the field.

In Summary

Following these guidelines can certainly not guarantee a successful project, but ignoring them can almost guarantee failure. Look for team members that have been through it before and tap into their experience. Choose a product and vendor with a proven track record of success. And most importantly, make sure that at the end of the project the users feel that something was done for them and not to them. Good luck!
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刘超    2008-01-15
企业及个人营销顾问 英语教学及管理专家