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The main objective of this study will be to identify and describe how those factors are
critical to the successful development and implementation of CRM projects. This study is
a qualitative study where our critical success factor theory is based on interpretation of
our case study of Roebeco Private Banking.

This paper reports an interpretive case study of a Private Banking Company in Switerland
which illustrates the factors we have identified to be critical to the success of customer
relationship management implementation.

According to IDC, some of the most perplexing challenges put forth by CRM projects
• Establishing what types of metrics companies will use to measure the success of
their CRM initiative.
• How the organisation will be able to quantify the changes that have
enabled them to successfully renew customers that they might otherwise have lost
or identify areas in their customer service and support processes that allow them to
gain a competitive advantage.
• To understand the organisational and cultural discipline needed to ensure that
everyone in the organisation supports the CRM initiatives.

According to Informationweek Research, a CRM survey in October 2000 of 175 IT and

business professionals planning to deploy CRM reported the following threats and
• Performance of the system – 62%
• Quality of CRM service provided by consultants – 57%
• Employee Resistance – 44%
• Organisational Barriers – 42%