CRM - Free Paper Example

Introduction

CRM project implementation is not as easy as installing software on the computer, but it entails different steps to be followed to be successful. Therefore, an organization must have proper strategies to aid in the successful implementation of the CRM project (Manin & Vetrova, 2017). Some strategies for CRM project implementation are discussed below.

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Competent Project Manager

When implementing a new CRM system, the essential individual is the one that has the permission to run the project and is the project manager. Thus, they need to be competent because they are the ones that orchestrate the whole show. They will confirm that the necessary steps are taken on time, and the goals are met.

Because the CRM project involves every organizational part, the top management must build and inspire credibility among others, not just being involved. The early involvement of the top management sends a positive effect through the whole organization because they drive culture and opinions in the organization (Manin & Vetrova, 2017).

Offering Sufficient Training

There are enthusiastic individuals during project implementation, and there are also skeptical individuals, thus one similar thing to both is that they all need training. Adopting CRM philosophy - To adopt CRM philosophy, one needs to change the whole thinking by deciding to develop and maintain a strong customer relationship.

Individuals are the biggest challenge when implementing a CRM project. And because the implementation of CRM comes along with some changes that employees will not be ready to accept, one needs to be ready to cope with rejections and negative attitudes at all levels (Manin & Vetrova, 2017).

However, much careful planning was adopted when embracing the CRM system; Mashkin faced various setbacks during the CRM project implementation. The cost was very higher for the implementation of CRM more than what was budgeted for. Another challenge arose in transferring data where thousands of the client files with profiles and contact notes were aggregated and transferred without considering their chronology (Ifrene & Kamenskii, 2018). Thus, it meant that client had the task of scrolling over years of the notes to find and locate the entries that are recent and put them at the top where they can be rendered usable. Also another thing that contributed to the failure of CRM implementation in Mashkin inefficient training. The system was engaging on the on-demand user training, which lacked the structure that ensured that employees finished training as required (MARKEEVA, 2020).

Rise in Adoption

Russia is in its fifth year for the development of CRM, having a constant rise in adoption. The telecommunications and financial sectors, which have several users, remain to be the biggest segments of the CRM industry. According to the META Group, CRM practice in the emerging worldwide marketplace accounts for at least 20 billion dollars. Russia is constituting 0.4 percent of the CRM market worldwide (Nosova et al., 2019).

Provided that Russia plays a crucial role worldwide in other markets, I assume that the CRM niche in Russia cannot but enlarge quickly as time goes by. Thus, the CRM market for Russia will maintain its development successfully in the medium-term perspective catalyzed by the growing competition, forcing organizations to take note of the serious changes for future viability's sake (Nosova et al., 2019).

For any company, CRM project implementation is a challenge that is serious since it results in changes that occur on all the levels and encompass every employee. Companies in Russia faced different challenges in implementing CRM project as discussed below.

When the overall C-level motivation is lacking, companies are likely to have a battle that is uphill while trying to implement the CRM projects. There is proof from the practical experience that CRM implementation to be successful. It is important to develop the fifth dimension - info basis in the C-level bonus system of Russia. Therefore, putting less priority on these indicators that aid in the progress of the software development, had resulted in many challenges among organizations in Russia when they are trying to implement the CRM project challenge (Ifrene & Kamenskii, 2018).

Another challenge that the companies might face when implementing a CRM project is that the Application Service Provider model might fail to catch on. As a result, the major barrier is the fear of losing the client relationship nuances and customer data. The excessive functionality of CRM needs huge investments, and there is a possibility that companies will finish with the additional tools that are not only considered to be more expensive but also will tamper with the smooth implementation of CRM projects (Ifrene & Kamenskii, 2018).

Therefore, in order to overcome such a challenge, companies should embrace sufficient functionality as a better approach together with customization that is thorough. The above approach also makes a company have a sustainable competitive advantage by developing its unique solution to the business.

Conclusion

To conclude, implementing a CRM project requires commitment, preparation, and cooperation across the whole organization. There are so many things an organization needs to get ready for, like getting people on board, having a consistent plan of action, and resource allocation, among others. Most importantly, companies should be ready for the shift in mindset as the CRM project may change how those companies do business (MARKEEVA, 2020)

References

Ifrene, A., & Kamenskii, M. (2018). The challenges of CRM implementation for Russian enterprises. https://www.theseus.fi/handle/10024/155623

Manin, A. V., & Vetrova, T. V. (2017). Practicies of CRM Strategies Development in the Russian Companies. https://dspace.spbu.ru/bitstream/11701/9102/1/05-Manin.pdf

MARKEEVA, A. V. Y. (2020). Cause-related marketing (CRM) in the banking sector (a Russia-based study). Revista ESPACIOS, 41(05).
http://www.revistaespacios.com/a20v41n05/20410512.html

Nosova, S. S., Kolodnyaya, G. V., Bondarev, S. A., Verigo, S. A., & Kudryashov, A. B. (2019). Digital business as a driver of economic growth in Russia. Espacios, 40(24), 11p.
http://www.revistaespacios.com/a19v40n24/a19v40n24p25.pdf.