1. CRM may wind up as a subset of a broader category of front office, enterprise management applications that will include activity based accounting, balanced scorecards, interactive budgeting and reporting, real-time financial reporting and analysis (the SEC wants this), human performance management, predictive modeling, value modeling, and other categories I haven’t thought of. I’m sure if Siebel has its way, it will become the dominant front office brand, just like SAP and Oracle are in the back office. It’s also possible that a firm like SAS with its huge client base and gold-plated reputation for analytics and business intelligence could get there as well, leading executives to ask someone to “SAS it”,  just like they now “Xerox it” or “FedEx it.” This game is already on.

 

  1. In general, there are four possible go-to-market strategies an organization can follow. There are many dimensions that describe these choices, but the simplest way to think about it is: do transactions, sell solutions, sell strategies, and sell partnerships. You can do one or multiple strategies. You can do any of the first three directly, or indirectly. The differences are profound and have a significant implication on what you need your CRM software to do.

  2. Although there are overlaps, CRM implementations look different in small organizations, mid-size organizations (including departmental solutions), and large integrated enterprises with multiple business units.

 

"Thinking about CRM" continues
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