For CRM initiatives to succeed, firms must ground their CRM choices in strategy rather than competitor benchmarks, writes Dave Harris.
There is a recurring pattern that poses a serious challenge to effective implementation and value realisation. Despite CRM vendors’ strategic push to help firms clarify their business goals before deploying software, many firms struggle to articulate their objectives, let alone align these to CRM capabilities.
In countless CRM projects, I’ve seen the hesitation when law firm leaders are asked, ‘What are your goals and objectives for CRM?’ – a question that’s often met with uncertainty or even a fallback to ‘We’re not totally sure what we want or need. What are other firms doing?’
This gap between a CRM’s potential and its actual use is all too familiar, where strategic clarity often falters, leading to CRM implementations that lack direction and, ultimately, fail to deliver on their promise.
This disconnect is not trivial; it can lead to missed opportunities, ineffective CRM implementations and a general failure to leverage the software’s potential.
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