An underutilized customer relationship management (CRM) system - or one that cannot match its owner's expectations - will reflect poorly on both the vendor who sold it and the IT manager who authorized the purchase and installed it. Both, however, can help successfully manage such expectations (and add value to their respective roles) by wisely counseling about the strategic context into which a CRM system must function.
Simply put, the market includes plenty of CRM products - embracing a variety of technical approaches - for gathering data from each contact with a customer or prospect. While each can support customer acquisition and retention efforts, data collection cannot be an end unto itself. In fact, a data strategy is needed to target and keep the right types of customers.
For vendors and IT managers to help enterprise users, this is an overview of how they can develop and implement a data strategy to guide both the acquisition and retention phases of a marketing campaign - within which a CRM system can be optimally flexed.
Simply put, the market includes plenty of CRM products - embracing a variety of technical approaches - for gathering data from each contact with a customer or prospect. While each can support customer acquisition and retention efforts, data collection cannot be an end unto itself. In fact, a data strategy is needed to target and keep the right types of customers.
For vendors and IT managers to help enterprise users, this is an overview of how they can develop and implement a data strategy to guide both the acquisition and retention phases of a marketing campaign - within which a CRM system can be optimally flexed.
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