Chapter 7. Organizing for CRM mplementation. Key elements in organizing for CRM implementation CRM readiness assessment. Process 1: Strategy development CRM change management CRM project management. Enabling processes. Process 2: Value creation | Chapter 7 Organizing for CRM implementation Key elements in organizing for CRM implementation Process 1 Strategy development Enabling processes Process 2 Process 3 Process 4 Value Multi-channel Information creation integration management Source Based on Payne and Frow1 In the previous chapters we examined in some detail the five key processes that comprise the Strategic Framework for CRM. In this final chapter we examine the key issues involved in organizing for implementation of a CRM programme. As the discussions and case studies throughout this book illustrate the effective management of customer relationships involves many different and interlinked aspects. Understanding these factors and their implications is certainly Organizing for CRM implementation 329 critical to the success of any CRM initiative. However simply thinking through the processes of CRM is not enough to ensure it is developed and implemented appropriately. Firms have to organize to deliver results from their CRM programmes. The figure above sets the five key CRM processes addressed in the preceding chapters in the context of organizing for CRM implementation. Here they are positioned relative to four critical elements of a successful CRM programme CRM readiness assessment CRM change management CRM project management and employee engagement. This figure is an organizing model that represents the broad stages of progression. However the model is recursive rather than linear in that its many activities need to be managed concurrently and some elements will need to be revisited as a consequence of later activities. Organizing for CRM involves systematically and interactively addressing each of these four elements as they relate to the five key CRM Before a CRM strategy is developed it is important to assess whether the organization is really ready and willing to implement customer-focused strategies and CRM initiatives. CRM is not an appropriate strategy for a company to adopt if it .
