Culture shock is the big challenge to CRM

Companies must give culture the respect it deserves when embarking on a CRM programme, argues Chris Harris.

Microsoft's decision to break into the European customer relationship management (CRM) market has sparked a great deal of debate. Namely, what makes it think that now is a good time to branch into a market which has yet to provide real value?

Much of the argument has been fuelled by the many CRM projects that have failed. I have heard many commentators say that CRM suffers because of the technology itself, or because of problems with implementation and integration.

Few of them cite cultural barriers. But to my mind there's no question about it: companies must give culture the respect it deserves when embarking on a CRM programme. There's no point in investing in systems if the users don't realise their potential.

You have to remember that customers aren't dealing with the board members who devised the CRM strategies, they're dealing with the frontline: employees who need the tools to make customer service efficient and useful for both parties.

But if there isn't a company-wide ethos to which employees are committed, then any CRM project is bound to fail.

Isn't it about time we realised that CRM doesn't have to be centred on systems all the time? Suppliers need to encourage companies to think differently, by getting under the skin of an organisation and challenging its business models and culture.

Organisations need to shift their thinking from 'Because that's how we do it' to 'How else could we do it?' This will help them find systems and customer service models that match their vision of great customer service, and drive a successful CRM programme.

The ideal would be to make customer service management an integral function of a CRM strategy.

For vendors and resellers, this approach will ensure a worthwhile sale. If a supplier doesn't install a system that is integrated, stable and contributing from day one, its reputation and the customer's will be sullied.

Can anyone afford this damage with a giant such as Microsoft breaking in? If channel players are to stand out from the crowd, they need to change their sales models and get organisations to think culture, not just systems.

Not all resellers will sell Microsoft and they could end up competing with it. In this case, talking strategy, culture and CRM technology will be key to beating off the competition, whoever it may be.

Chris Harris is managing director of Inter-Tel.