Customer Relationship Management is an area that requires agility, as it is evolving rapidly and changing the competitive landscape. However, having agility related to your CRM efforts takes deliberate effort. This article outlines a deliberate approach to building agility into your CRM efforts.
Customer Relationship Management has become a critical strategic factor in recent times. What changes are occurring in the realm of CRM and how are they reshaping the competitive landscape? How can companies look at CRM as an opportunity for their particular business?
The internet and Big Data are enabling new and better ways of finding and obtaining customers. The key is to manage customer relationships by tapping into the “long tail” to serve ever-expanding market niches.
It is critical to set up the right systems to support your strategic direction as relates to CRM. It is important to understand a variety of components of what your customers need and what your company needs in order to service them better than the competition.
Specialized tools and systems can help your HR initiatives hum. This article explores a few, but it does take strategic planning to decide what tools and systems will most benefit your HR organization and good solid project management on the initiatives once you swing into action.
Just as companies benefit from implementing principles and best practices to improve function, the HR department can also benefit. “Projectizing” your efforts turns them into manageable, well-executed projects.
When you begin to view HR activities as projects, immediate benefits and efficiencies start. While these help, it becomes even more imperative to tie various projects together into programs. A cohesive HR strategy becomes front and center. All projects feed some aspect of your strategic HR thrust.
Human Resources is a critical area for businesses, but how can you make the Human Resources function more impactful? One approach is to think about your activities as projects by focusing on using project management principles and best practices, starting with the smallest things.
IT project budgeting is a necessary evil in every organization, but it’s becoming increasingly apparent that traditional approaches aren’t incredibly effective. It is possible to make this challenging task better by breaking with tradition and thinking about budgeting differently.
Large projects have higher productivity. And large projects have higher staff. But higher staff results in lower productivity. How can this be? We need to examine all three variables at once, and use transformation, to clearly see that all three statements can be, and are, true.