Selection of a CRM vendor is a marriage, not a date. Enterprise buyers must think carefully about the vendor partner they choose and understand the long-term commitment of these decisions.
Executives have always wanted to make better, faster decisions. But brutal, global competition makes this imperative even more acute. Oracle's database heritage gives credibility to their claim to being the best at helping companies with this issue.
The key is, clients really need to understand the role they want the consultant to play. Basically each group has strengths. A client has to be thoughtful about who they select.
It was a surprise. CRM is a mature industry; the people in it are pragmatic, so there shouldn't be a lot of surprises.
One of the things that struck me is that software vendors have been beat up in this sector for a while. But the consultants they use and depend on heavily don't come out as well as I thought they might.
Executives have always wanted to make better, faster decisions. But brutal global competition makes this imperative even more acute. Oracle's database heritage gives credibility to their claim to being the best at helping companies with this issue.
When these organizations looked back, in terms of criteria they did or would use to select CRM software, product capabilities were not nearly as important as most once thought they were.
Basically, companies are still struggling to capture benefits from CRM.
Companies should firmly establish budgets, change requests and fixed price rather than open ended contracts. The trouble often starts with a lack of clarity in scope and definition.
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