Getting a Grip on CRM

Need For Top Management Support

Breaking CRM down into smaller pieces isnt always easy, though. TheCreoScitex division of Creo Inc., a Vancouver-based maker ofpublishing technology, considered implementing CRM first in one partof its operation but concluded its North American operations were tootightly integrated for a partial rollout to be practical.

Dave Pritchard, ERPERP and CRM program manager, admits the rollout wasdifficult, but says taking it in smaller pieces would also have beenhard and would probably have delayed implementation by about sixmonths. Alles zu ERP auf CIO.de

Nonetheless, the companys CRM project has stayed on track, and onereason is probably that it had what almost everyone says is the nextkey ingredient of CRM success: the backing of top management. Thevice-president of operations has been involved not quite full time butprobably 70 per cent of the time since the beginning, Pritchard says.

Shields at Hudsons Bay Co. tells much the same story. Support for theCRM initiative starts right at the top, with President and ChiefExecutive George Heller, and continues through CIO David Poirier andother senior executives.