Changing customer needs, replacement of the leading Management, new employees or the implementation of new information technology – there are many reasons why organisations change. Change is nowadays a central element of every organisation. Some are driven by the change, others drive the change and are managing it active and foresighted. The surrounding of companies changed and they are on the brink of new challenges with an integrated orientation on profitable customer relations and therefor a successful Customer Relationship Management (CRM) is basically and is a central competitive advantage (Rapp, 2000, p. 35). The implementation of new IT-systems focusing the CRM aspect is important to understand the customer needs and handle the customers adequare to their relation to the organisation.
The assimilation of the organisation to the changed market- and environmental terms are leading to deep changes. Changing structures, a new organisation of company divisions, introduction of new managment systems, adjustment of the companys strategy are mostly driven or intensified by the globalisation and are first and foremost concerning the industrial nations (Vahs, 2007, p.281).
So changes concern the company, executives and employees, for all these affected participants a change means to learn new working techniques, the handling of new IT or the coorperation with new colleagues. Employees often react to this kind of changes with ressistance. Change Management (CM) operates these change processes and reacts to the ressistance of the affected people. Further more it handles the implementation of CRM, which failed numerous in the past. The reasons are mainly the neglect of the affected people, their positions inside the companys and the still prevailing opinion about CRM as a pure IT-system (Pattloch 2001, p.26).
Table of Contents
- 1. Introduction
- 2. Disambiguations and definitions
- 2.1 Change Management
- 2.2 Customer Relationship Management
- 3. Change Management
- 3.1 Relevance of Change Management
- 3.2 Characteristics of Change Management
- 3.2.1 Change Management processes
- 3.3 Change Management programs for a CRM implementation
- 4. CRM
- 4.1 CRM as a corporationwide strategy
- 4.2 CRM processes
- 4.3 CRM systems and tasks
- 4.3.1 Operational CRM
- 4.3.2 Analytical CRM
- 4.3.3 Collaborative / Communicative CRM
- 4.4 General requests for CRM applications
- 5. Resistances to changes
- 5.1 Reasons for resistances
- 5.1.1 Emotions as a central theme of resistances
- 5.2 Phases of resistances
- 5.3 Overcoming resistances
- 5.1 Reasons for resistances
- 6. Success factors of Change Management
- 6.1 Importance of a corporate vision (for Change Management)
- 6.2 Change Management instruments
- 6.2.1 Organisational instruments
- 6.2.2 Communication- and information instruments
- 6.2.3 Motivational instruments
- 6.2.4 Qualificational instruments
- 7. Conclusion
Objectives and Key Themes
This assignment aims to analyze change management within the context of Customer Relationship Management (CRM) implementation. It explores the challenges and strategies involved in successfully integrating a new CRM system into an organization.
- The importance of change management in CRM implementation
- Key characteristics and processes of effective change management
- Identification and mitigation of resistance to change
- Critical success factors for successful CRM implementation
- Various approaches to implementing change management processes
Chapter Summaries
1. Introduction: This chapter likely provides a brief overview of the topic, introducing the concept of change management within the framework of CRM implementation and outlining the scope of the following chapters. It sets the stage for a detailed exploration of the intricacies of integrating a CRM system while addressing potential challenges.
2. Disambiguations and definitions: This chapter establishes clear definitions of key terms, namely "Change Management" and "Customer Relationship Management (CRM)." This foundational section clarifies the understanding of these concepts, setting the groundwork for the subsequent discussions by ensuring a shared vocabulary and avoiding potential ambiguity in the further analysis.
3. Change Management: This chapter delves into the relevance and characteristics of change management, exploring its importance in organizational contexts and examining various change management processes. It may also discuss the specific application of change management principles within the context of CRM implementation, bridging the theoretical concepts to a practical scenario.
4. CRM: This chapter provides a comprehensive overview of CRM, encompassing its strategic role within organizations, its core processes, and its various system components (operational, analytical, and collaborative CRM). It likely examines the typical requirements and functionalities expected from CRM applications, linking these technical aspects to the wider organizational context of change management.
5. Resistances to changes: This chapter explores the common reasons behind resistance to change during CRM implementation. It likely analyzes emotional responses to such changes and addresses how to overcome these obstacles, providing practical strategies and insights into managing resistance during the implementation process.
6. Success factors of Change Management: This chapter identifies the crucial elements that contribute to the successful implementation of change management initiatives within CRM projects. It probably discusses the importance of a shared vision, relevant instruments for managing change (organizational, communication, motivational, and qualification-related), and strategies for ensuring successful project outcomes.
Keywords
Change Management, Customer Relationship Management (CRM), CRM Implementation, Organizational Change, Resistance to Change, Success Factors, Change Processes, Corporate Vision, Communication Strategies, Motivation, Employee Training, System Integration.
Frequently Asked Questions: A Comprehensive Guide to Change Management in CRM Implementation
What is this document about?
This document provides a comprehensive preview of a text analyzing change management within the context of Customer Relationship Management (CRM) implementation. It covers key definitions, processes, challenges, and success factors related to integrating new CRM systems into organizations.
What topics are covered in the Table of Contents?
The Table of Contents includes an introduction, definitions of change management and CRM, a detailed exploration of change management processes, a comprehensive overview of CRM systems and their applications, an analysis of resistance to change, a discussion of success factors for change management, and a conclusion.
What are the main objectives and key themes of the document?
The document aims to analyze the challenges and strategies involved in successfully integrating a new CRM system. Key themes include the importance of change management in CRM implementation, characteristics of effective change management, identifying and mitigating resistance to change, and critical success factors for successful CRM implementation.
What are the key concepts defined in the document?
The document clearly defines "Change Management" and "Customer Relationship Management (CRM)," establishing a shared understanding of these crucial terms for the subsequent analysis.
How does the document address change management processes?
The document explores the relevance and characteristics of change management processes, examining their importance in organizational contexts and their specific application within CRM implementation. It discusses various change management processes and their practical implications.
What is covered regarding CRM systems and their applications?
The document provides a thorough overview of CRM, including its strategic role, core processes, and system components (operational, analytical, and collaborative CRM). It also examines typical requirements and functionalities of CRM applications.
How does the document address resistance to change?
The document examines common reasons for resistance to change during CRM implementation, analyzes emotional responses, and provides strategies for overcoming these obstacles.
What are the success factors for change management highlighted in the document?
The document identifies crucial elements contributing to successful change management in CRM projects. This includes the importance of a shared corporate vision and the use of various instruments (organizational, communication, motivational, and qualification-related).
What keywords are associated with this document?
Keywords include Change Management, Customer Relationship Management (CRM), CRM Implementation, Organizational Change, Resistance to Change, Success Factors, Change Processes, Corporate Vision, Communication Strategies, Motivation, Employee Training, and System Integration.
What is the overall structure of the document?
The document is structured logically, moving from introductory definitions and explanations to a deeper exploration of change management processes in the context of CRM implementation. It then addresses common challenges, such as resistance to change, and finally, highlights key success factors. Each chapter provides a summary, which further enhances understanding.
Where can I find more detailed information on each chapter?
The document provides chapter summaries that offer a concise overview of the content of each section, providing a roadmap for deeper understanding.
- Quote paper
- M. Woog (Author), 2008, Change Management according to a CRM implementation , Munich, GRIN Verlag, https://www.grin.com/document/123327
