Change Management -- a Case Study of British Telecom
About CRM
Theoretical Perspectives, Concepts and Practices Involved in Implementing a CRM
Change Management
About British Telecom
British Telecom -- Implementing CRM
CRM Systems -- Data Quality and systems Integration
British Telecom -- A Case Study
BT's Solution
Analyzing BT's CRM from an Academic Perspective
An Example of Systems Integration
British Telecom -- Building Customer Relationships
Problems with Implementing a CRM System
Change Management -- A Case Study of British Telecom
Today, when one thinks of British Telecom, the leading telecommunications firm in the united Kingdom, the words that come to mind are likely to be: successful company, preferred service provider, good service, market leader, reliable, financially solvent, satisfied employees. However, this was not always the case.
In 1981, the British government announced its intention to privatize British telecom with the sale of up to 51% of the company's shares to private investors. In 1984, over 50% of the company's shares were sold to the public. The company's transfer continued in 1991 when the government sold about half of its remaining shares, reducing its stake to 21.8%.
1984 regulation provided the company's privatization and terminated its exclusive privilege of running telecommunications systems, in order to establish competition. At this point, British Telecom lost its monopoly in telecommunications systems, and faced many challenges that came with deregulation and increased competition.
To stay afloat and maintain its competitive edge, British Telecom knew that it would have to increase its concentration on customer relationships or risk losing valuable customers to the droves of telecommunications companies that were eager to grab a piece of the market.
For British Telecom, customer relationship management (CRM), a broad solution area that addresses a wide range of business problems or opportunities, was the answer. The company implemented solutions in a variety of CRM areas, including call center to sales force automation, email customer service, customer analysis, telephony, campaign management, customer self-service, interactive sales and support, contact management, Web personalization, and more.
This paper discusses the key aspects of CRM and change management, using British Telecom's implementation of a CRM strategy and how it improved the company's customer service, sales and marketing functions.
About CRM
CRM is an industry term that describes an organized way for businesses to manage their customer relationships (DeDad, 2000). CRM consists of methodologies, software, and Internet capabilities. Through CRM solutions, businesses can build customer databases that analyze relationships in detail.
Through CRM systems, management, salespeople, service personnel, and customers have increased access to various data, which can be tailored to match the needs of customers. Product plans and offerings, service requirement reminders, and customer's buying habits analyses are just some of CRM's many tools (DeDad, 2000).
By implementing a CRM system, businesses can target their best customers and weed out their worst. In addition, they can improve customer satisfaction (DeDad, 2000). Part of CRM is the ACD (automatic call distributor), which is a facility that handles incoming calls.
In many cases, the ACD handles incoming calls based on the telephone number called and the database that recognizes the number (DeDad, 2000). Many companies, including British telecom, use ACDs to validate callers, make telephone calls, and forward telephone calls to the right party.
A recent report from the Meta Group, an IT consultancy, reveals that approximately 55 to 75% of CRM projects are unable to meet their objectives (Benjamin, 2002). A different study from Gartner reveals that the proportion of unsuccessful CRM projects will increase from about 65% to about 80% from 2002 to the middle of 2003.
There are many reasons for this type of failure in developing and implementing an effective CRM strategy. For instance, many companies that companies implement CRM are not simply replacing existing processes, but also looking at how they can run their businesses differently.
Therefore, in many cases, they do not fully understand what they are trying to achieve or how much time and effort must be invested. Often, companies view CRM as a technology-based solution, when it is actually aimed at customer service, sales and marketing.
Many experts stress that it is important for businesses to understand the meaning of CRM before initiating a CRM strategy. "The single most difficult part of defining CRM is the middle word: 'relationship',' said Ray McKenzie, director of management consultancy DMR Consulting. "The second issue is that, because organizations are complex, they need to identify clearly the fundamentals or principles that govern their CRM strategy (Benjamin, 2002)."
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