Connected CRM: Implementing a Data-Driven, Customer-Centric Business Strategy

Chapter 10 Making It Happen

Realizing Your Customer-Centric Transformation

Merkle completed a study in 2013 to investigate how large U.S. organizations drive value using customer relationship marketing (CRM).¹ The study looked at overall perceptions of CRM and explored factors that are correlated with successful execution. We presented more than 350 executive-level respondents across multiple industries with 18 different CRM success drivers and asked them to cite to what extent they performed or pursued the particular success driver. We then isolated the win-win, the group where organizational success and individual success occurred, and the lose-lose, the group where organizational success and individual success did not occur, to understand what worked and what didn't. We were intrigued by the insight that leaders often aren't successful, even if the initiative is regarded as successful in the organization. Conversely, leaders sometimes find success even without effective execution of a CRM strategy. Conflicting incentives negatively affect success rates.

The 18 success drivers gave us the basis to identify five areas that are key to successful CRM change. These keys are designed to create the focus needed to align leadership and organizational success. They represent both the greatest struggles and the most promising opportunities for organizations. Although they are not an exhaustive catalog of every change practice, they are essential areas that represent both the greatest ...