1.2 Key Requirements For A CRM Role

Question 1

What are the 12 requirements for a CRM role?

Answer 1

1. Continuously learn about the customers.
2. Interact personally with the customers.
3. Handle different customers differently.
4. Retain the right customers.
5. Anticipate customers needs and offer to fulfill them.
6. Increase value for your customers and of your customers.
7. Present a single face to the customers to make their experience with your organisation seamless.
8. Focus on revenue and retention more than on reducing costs.
9. Enable information sharing and interaction across the organisation.
10. Create business rules to drive all customer relationship management decisions and automation.
11. Empower agents with information and training.
12. Remember that the effective management of customer relationships is a way of doing business, not just a technology project.

For more in depth of explanation for each requirements, check the textbook from page 10 to 14.

Question 2

For requirement 6 (Increase value for your customers and of your customers), what are the ways to deliver value?

Answer 2

• being easy to do business with
• creating efficiencies for customers
• making timely offers of products or services that perceptively address customer needs.

Question 3

For requirement 10 (Create business rules to drive all customer relationship management decisions and automation), what are some of the most common and avoidable problems in creating business rules?

Answer 3

a. Too complex

Business rules must not be too complicated for people to update them quickly whenever changes occur.

b. Too simple-thinking

It is important to understand and anticipate what customers may want or need at every step in a process, and to develop a rule for each situation. Failure to do this can frustrate customers and demoralize staff.

c. Striving for perfection:

It is not necessary to tackle everything all at once. Companies should learn from their early mistakes and avoid repeating them as development continues.

d. Relying on official documentation

Documented procedures are not always the same as the processes being actually practised in the organisation. The best way to know the processes is by talking to the people who actually do the work to learn what processes really take place, and more importantly, why.