Millenium Business Solution

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Defining a series of general steps that from my point of view should continue to develop and execute a CRM in any organization. Below is a diagram which displays each and every one of the steps which my own generic methodology, and then detail what each stage.

1. Definition of project objectives and vision of CRM

The first step in implementing a CRM in a company is to define a vision. This is in order that you can visualize how will the organization after a successful implementation of the CRM project. It is also important to further define overall objectives and to deepen our strategies based on these objectives and to keep track of them.

At this early stage it is also essential that the company has a notion of its current situation. The most important thing is that the company knows itself and knows what your needs are paramount. Based on this, you must define the degree of importance for the company to implement a CRM and why they want to do.

For this it is desirable to develop an initial analysis to understand both the strengths and weaknesses of the organization, and in this regard, focus our CRM. The objectives set at this time should be quite specific. That is, such targets would “reduce customer churn rate by 25%.” The objectives as “to improve relations with customers” are very general and ambiguous, being of little use, so we ignore such objectives.

2. Definition of indicators to evaluate results

At this stage we define the way we assess the results, they must be measurable through indicators such as customer retention, recency, RFM model, the rate of conversion, among others. These indicators will be very important for stage monitoring and control, and that will help us know whether we are meeting our targets or not.

3. Definition of the project manager and team

This stage is crucial because the final results depend on the performance of the project leader and team available. Members of the team must have the commitment and the right skills to function properly during the design process. As should also be aware of what the objectives are to follow and what their roles and duties in this project.

Remember that almost always require the cooperation of several departments, or even all the departments that make up the company. That’s why the team should be defined to include all the departments involved.

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Criteria for the identification and definition of business units do not have to match those on the approach to strategy formulation. Being able to stand out as most important the following factors:

• The strategies formulated at the business level, so that the organizational structure, try to adapt to the needs and criteria for strategic planning.
• The existing structure within the company, may be the biggest constraint to define strategic business units. In diversified firms, the traditional divisional structure may be the main point of reference to the point that in many cases identifies the business unit concept of the division or with a group of them.
• The size of the company is another limiting factor so it makes no sense to define strategic business units too small, even with its own strategic sense, as they could not accumulate the resources and functions needed to justify their independent existence. Similarly no sense homogeneous strategic business units but that would be too large and unmanageable from an organizational standpoint.
• The material and human resources shared by different businesses, also affect the construction of business units, as the duplication of those can be extremely costly to the company, so it is necessary to group the shares on the same unit Strategic Business.

As can be seen in this approach to strategy implementation predominate practical criteria linked to the feasibility of implementing a competitive strategy, which is related not only to their form, but with the current organizational structure and with the usual design criteria.

In summary, agrees Ministry of Transport, (2000) that: “The Strategic Business Unit, is a basic tool of strategic management process, with multiple activities. It is a concept that arises as the unit of analysis intermediate between the global and functional level strategy to facilitate the strategic planning of the various activities of a company’s business. “

Strategic Business Units are the main ingredient of the well-known portfolio matrices were so successful in the seventies for strategic planning in diversified companies.

The portfolio, business portfolio folder or a company, usually includes a set of offerings spread over several Strategic Business Units: they are the center of planning for assist in fulfilling the mission of the organization to focus its efforts towards the main strategies.