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to over-ambitious deployments that tried to mimic the desktop user experience Attempting to extend all of a CRM package s functionality to a
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mobile device is not practical and technically suboptimal It s not practical because a mobile user s requirements are different than a desktop user s requirements Technically, porting multitudes of features and large volumes of customer data puts undue strain on processing power and memory Best approach here is to identify two or three CRM functions to make available for the mobile user (eg, start with leads and account records only) and phase in more features over time
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Users rule The most common cause of CRM failure is lack of user
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adoption and the same is absolutely true for mobile CRM A good process for securing end-user support is to get them involved early and truly value their feedback A good way to achieve this is through a pilot, involving a subset of users for a period of at least 30 days This will allow IT to assess deployment challenges and enable users to provide feedback based on actual usage in the field and in front of customers Mobile CRM will succeed when the system becomes an indispensable sales tool rather than an administrative burdenq
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part iii
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The Collaborative Value Chain
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f this were the previous edition of this book, I d be lauding the virtues of your enterprise value chain you, your suppliers, vendors, and partners working together to do things that would impact your customers I d be saying hosannas if you could show me a case where the entire value chain cooperated to provide real value to customers But this isn t the previous edition Cooperation among the principals in the vast conspiracy of business entities is not the notion du jour Collaboration, ah, now that s what we re talkin about The new ecosystem demands a collaborative strategy, both internally and externally Where one company could John Wayne it in the past to reach and satisfy their paying clients, that is no longer possible In reality, it was never possible, but the idea of strategizing with competitors or suppliers or customers was not really top of mind in the 1950s through the late 1980s except in rare instances There was some inkling things were changing in 1994 Adam Brandenburger, a professor at the Harvard Business School, and Adam Nalebuff, the Milton Steinbach professor at the Yale School of Management, wrote a valuable book called Co-opetition Co-opetition stressed the changes that were driving the marketplace into the arms of the customer This demanded that competitors with complementary offerings begin to cooperate without guilt Here s how the professors put it: If business is a game, who are the players and what are their roles There are customers and suppliers, of course; you wouldn t be in business without them And, naturally, there are competitors Is that it No, not quite There s one more, often overlooked but equally important group of players those who provide complementary rather than competing products and services
CRM at the Speed of Light: SoCiaL CRM StRategieS, tooLS, and teChniqueS foR engaging YouR CuStoMeRS
While Brandenburger and Nalebuff put the entire book in the context of game theory and game players, the principle was sound and reflected something emergent The idea that suppliers and vendors and partners and as a trailer of things to come, customers could work together, much less competitors who provided complementary services and products, was a new one But the rate of acceleration from the mid1990s to now is far more rapid than the preceding era We ve already rocketed through the need to create an extended value chain (EVC) to a new and actually pretty exciting version the evolution from the EVC to the CVC a collaborative value chain This supersedes the idea of mere integration among CRM, supply chain management (SCM), and enterprise resource planning (ERP) applications It is a network that extends beyond the corporation per se and into the world of all of those other businesses, agencies, and even customers who provide the complementary goods and services and can trigger the insights that make the value proposition of a company exceptionally interesting to a customer That would be the kind of integrated effort among all the parties that is a necessary condition of modern business The last generation, the one that I covered in the third edition, was one where you could put together the EVC that would then reach out and touch customers to keep them in the fold But using a corporate extended value chain isn t sufficient any longer to meet the customers escalated demands Their expectations require their engagement in this new way that intersects both the company s extended value chain and the customer s personal value chain That adds up to a collaborative value chain With one additional element to be mixed into the brew transparency Let s start with that because it permeates the entire collaborative value chain
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