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Pharmaceutical Company
CHALLENGE: To support its work in CRM, the company selected a common IT platform that would enable it to collect and track information and trends on individual customers and customer segments. The goal was to turn this information into insights for business planning and decision making. However, immediately after the platform was selected, internal conflict arose. Not all business areas agreed that the chosen platform was the best solution. And, one business area had already forged ahead with its own proprietary platform.
The organization was at an impasse with both sides advocating their technology choice. News of the conflict reached the company’s global head office and the company was ordered to halt its CRM efforts until agreement had been reached on one common platform.
RESULTS:
The IT platform conflict proved to be a symptom of a misaligned CRM vision, strategy, and overall plan.
The Syntegrity Group helped the company convene all the necessary employees, managers, and external experts to quickly formulate its customer strategy, with a refined governance structure and leadership team. CRM, an important component of the company's overall customer strategy, has been incorporated into the company’s Balanced Scorecard and into the performance plans of company leaders. The new project governance structure includes focused, cross-functional project teams doing customer analysis, planning and strategy, and support teams focused on business process redesign, technology and human capital. As the desired culture change becomes further embedded in the company, the Executive Team is observing the company’s people rethinking the way they interact with customers. Teams are working across traditional product and functional silos to develop customer plans that take ownership of and accountability for relationships with key customers.
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