Once you have bought into the concept of customer relationship management (CRM), how do you separate the practical and useful from the pie-in-the-sky to plan, scope and implement a project that delivers tangible results? With CRM project failure rates running as high as 80 per cent, anyone unable to answer this question stands every chance of becoming yet another accident statistic.
Synopsis
Once you have bought into the concept of customer relationship management (CRM), how do you separate the practical and useful from the pie-in-the-sky to plan, scope and implement a project that delivers tangible results? With CRM project failure rates running as high as 80 per cent, anyone unable to answer this question stands every chance of becoming yet another accident statistic.
Alain Michael
Required reading for all operational managers.
About the Author, Michael Gentle
Michael Gentle is an international CRM consultant based in Paris, and has worked at major companies such as Apple Computer, GlaxoSmithKline, Cegetel, Worldcom International and the Bank of Tokyo.
