Bsc Crm Automotive
REPORT
July 2002
Use the Balanced Scorecard to Execute CRM Strategy
Viewpoint
CRM is all about vision, strategy and implementation. Too many companies lead with technology, and fail. Changing behaviors and processes are key to implementing strategy. A Balanced Scorecard makes change manageable.
Dynamics
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Competitive pressures are driving companies to invest in CRM, even though 50% to 90% of CRM initiatives fail. The primary cause of failure is the inability to develop and effectively implement a strategy for relating to customers. Combining Gartner’s CRM process map with the Balanced Scorecard framework is a good starting point.
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Predictions
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Companies that focus on an overall CRM strategy will be far more successful than those that focus on CRM technology. Implementing strategy will increasingly become a critical core competency.
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Recommendations
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Focus first on developing a vision and customer strategy related to long-term business goals. Fund CRM projects only after you have a process in place to manage strategic implementation.
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Dig Deeper
• • •
Related Research from GartnerG2 Gartner Core Research Methodology
Kevin Murphy with Randy Russell
“To beat the odds against successful CRM, use Gartner’s CRM process map together with the Balanced Scorecard framework.”
GartnerG2, a new service from Gartner, Inc., helps strategists guide and grow their businesses. RPT-0702-0117 © GartnerG2. All rights reserved. GartnerG2.com. Page 1 of 11
REPORT
Use the Balanced Scorecard to Execute CRM Strategy July 2002
Viewpoint
The key to CRM is developing and implementing strategy Customer relationship management (CRM) is as old as the market economy. Sellers try to manage customer relationships to create additional value for their customers and for themselves. So what’s new? Software tools to help you improve customer acquisition and retention, grow your share of customer’s spending and improve understanding of
July 2002
Use the Balanced Scorecard to Execute CRM Strategy
Viewpoint
CRM is all about vision, strategy and implementation. Too many companies lead with technology, and fail. Changing behaviors and processes are key to implementing strategy. A Balanced Scorecard makes change manageable.
Dynamics
•
Competitive pressures are driving companies to invest in CRM, even though 50% to 90% of CRM initiatives fail. The primary cause of failure is the inability to develop and effectively implement a strategy for relating to customers. Combining Gartner’s CRM process map with the Balanced Scorecard framework is a good starting point.
•
•
Predictions
•
Companies that focus on an overall CRM strategy will be far more successful than those that focus on CRM technology. Implementing strategy will increasingly become a critical core competency.
•
Recommendations
•
Focus first on developing a vision and customer strategy related to long-term business goals. Fund CRM projects only after you have a process in place to manage strategic implementation.
•
Dig Deeper
• • •
Related Research from GartnerG2 Gartner Core Research Methodology
Kevin Murphy with Randy Russell
“To beat the odds against successful CRM, use Gartner’s CRM process map together with the Balanced Scorecard framework.”
GartnerG2, a new service from Gartner, Inc., helps strategists guide and grow their businesses. RPT-0702-0117 © GartnerG2. All rights reserved. GartnerG2.com. Page 1 of 11
REPORT
Use the Balanced Scorecard to Execute CRM Strategy July 2002
Viewpoint
The key to CRM is developing and implementing strategy Customer relationship management (CRM) is as old as the market economy. Sellers try to manage customer relationships to create additional value for their customers and for themselves. So what’s new? Software tools to help you improve customer acquisition and retention, grow your share of customer’s spending and improve understanding of