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  Successful CRM: Get Your “Ducks in a Row”
 
"In today’s fast-paced business environment, companies are frantically seeking to find the competitive advantage - that one key ingredient to their business that sets them apart. In their quest for that edge, many companies are investing in CRM “solutions”. However, all must understand that they cannot “buy” successful CRM. As Chevy Chase offered such astute advice in yesteryear’s “Caddy Shack” (“See the ball, Danny. Be the ball, Danny”.), aspiring organizations must become CRM. To successfully achieve that sustainable, competitive edge via CRM, they must first “get their ducks in a row”.
 
What is CRM, Really?
Basically, CRM (Customer Relationship Management) is employing resources to draw (and keep) your customers and your organization closer together so that you can provide the highest value to customers, thereby realizing more revenue, customer-share, etc., for yourself.
 
Contrary to a lot of we read, CRM is not a technology. It’s a result " "of applied philosophy and behavior across an organization. Its principles are not new - they are age-old. Buying a new technology does not “give you” CRM. The technology purchase is only a tool to be tightly integrated with your People Systems, Technology Systems, Processes, and Environment. Incidentally, these organization components must be tightly integrated and aligned with a customer-centric vision before the CRM technology can be integrated in a manner that will result in sustained success. The CRM solution must mirror the sound, previously-founded principles, values, and beliefs of an organization if it is going to produce the desired results.
 
Not Implemented in a Vacuum
The truth is, most organizational or operational initiatives – from CRM Implementation to other Strategic Planning efforts - impact the culture and behavior of much or all of an organization. This includes the four unique, but interdependent, components (People, Technology, Process, " "and Environment) that make up the systems, relationships, and interfaces of any organization. Being cognizant of this fundamental absolute from the beginning stages of Envisioning and Strategic Planning is the first step to creating successful, sustainable solutions that are aligned with the corporate vision.
 
Systems Must Align With Vision – “Get Your Ducks in a Row”
Asymmetry within an organization makes sustained success of any initiative nearly impossible – alignment must be top of mind. The customer-centric vision and mission must be known, understood, and fundamentally embraced by the individuals within the organization – top to bottom (this requires constant commitment and communication from leaders). Where do you want to be? Why do you want to be there? Explain it, define it, agree on it, understand it and communicate it clearly, so that all can understand and adopt it as their own. Then evaluate “where we are now” in relation to the desired vision. " " Make up your mission – “to get from here (where I am right now) to there (realizing the vision), I am going to do X, Y, and Z every day”.
 
Systematize the Vision
The vision must be translated into operational systems. These systems form the operational structure by which to transform the vision into reality - the “highways” that lead to the vision. “Sub-visions” and “sub-missions” (these are what result when your people understand and embrace the vision – becoming “vision holders” and “vision keepers”) are the frameworks of operational systems that will run/work separately yet integrate with other systems. Systems are made up of people and technology “relating to” each other in an organized manner (Processes) within an Environment (principles, business rules, laws, marketplace, etc.).
 
Relationships
It’s important to remember that business is relationships. Relationships join systems together, and they bind the entire organization " "together. Simply stated, implementing CRM, or any other major initiative, affects relationships across your organization – not just in Sales or Customer Service.
 
Enable Your People
The operational structure, on it’s own, is not very useful. The organizational structure/culture must be strategically formed and, to use an old “cliché” word, empowerment of the workforce must take place. True empowerment enables individuals and teams to effectively “traverse” the operational systems for maximum impact in relation to the corporate vision and goals.
 
Build Your House Upon the Rock, First, Then Add On
When you have all your operational and organizational “ducks in a row” – maintaining a clear line of sight to your customer-centric vision - you will have already implemented various levels of CRM (without spending a zillion dollars). You will have done this by making the most of what you already have, and by designing and implementing functional, " "no-nonsense systems that work together (interface) effectively. Of course, these systems should aim at making your organization more valuable to your target customers; thereby getting more value out of them.
 
Once your organization is fine-tuned, you can safely consider purchasing a compatible CRM “turbo booster” technology/solution to strategically and tactically integrate with your well-aligned systems. Be sure not to deviate from the sound operational and organizational principles that got you ready for this step. Stay in alignment. Keep your “ducks in a row”. Achieve sustainable success!
 
Darren Dather is a consultant and partner with VisionShare Services Group, Inc. He can be reached for comment on this article at ddather@visionsharesg.com or at 877-874-8326.
 
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