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How to Win at CRM
How to Win at CRM
Strategy, Implementation,
Management

Seth J. Kinnett
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742

© 2017 by Taylor & Francis Group, LLC

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Library of Congress Cataloging‑in‑Publication Data

Names: Kinnett, Seth, author.

Title: How to win at CRM : strategy, implementation, management / Seth
Kinnett.
Description: Boca Raton, FL : CRC Press, 2017.
Identifiers: LCCN 2017011251 | ISBN 9781498714709 (hardback)
Subjects: LCSH: Customer relations--Data processing. | Customer
relations--Marketing.
Classification: LCC HF5415.5 .G539 2017 | DDC 658.8/12--dc23
LC record available at https://lccn.loc.gov/2017011251

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opinions of the author’s employers or colleagues, past or present.
Dedication

For Greg Schwipps & Dave Berque

Teachers, Mentors, Friends
Contents

P r e fa c e xiii
Acknowledgments xv
About the Author xvii

Pa r t I S t r at e gy
Chapter 1 Th e r e ’ s S o m e t h i n g about CRM 3
What Is CRM? 5
Why Pursue CRM Success? 8
Customer Centricity 12
Chapter Summary 13
References 13

Chapter 2 S a l e s p e r s o n R e s i s ta n c e 15
Resistance and Cynicism 16
Control 18
Perceived Goal Conflict 19
Perceptions on Necessity 20
Implications of Role Conflict 21
Managing Resistance 23
Chapter Summary 24
References 24

Chapter 3 C u lt u r e of Success 27
Success Defined 27
Organizational Cultural Structures 30

vii
viii C o n t en t s

Adhocracy 30
Hierarchy Culture 31
Clan Culture 32
Analysis 32
The Learning Enterprise 33
Organizational Readiness and Barriers to Entry 34
Organizational Climate 34
Training 35
Encouragement 35
Facilitative Leadership 35
Organizational Support 36
Selected Key Risk Factors 36
Top Management Support 39
Company Size 40
CRM Maturity 41
Collaboration 41
Readiness Methodology 43
Chapter Summary 43
References 44

Chapter 4 U n d e r s ta n d i n g CRM A d o p t i o n 47
What Is Adoption? 47
Adoption’s Theoretical Frameworks and Foundations 48
The Technology Acceptance Model 49
TAM’s Major Constructs 49
Initiation and Reception 50
Critique 50
Peer Pressure and Subjective Norm 52
Individual Innovativeness and TAM Variables 54
Chapter Summary 55
References 56

Chapter 5 B u s i n e s s – IT A l i g n m e n t 57
Core Alignment Components 58
Employee Alignment 59
Communication 61
Trust 61
Knowledge 62
Perceptions on Organizational Alignment 63
Chapter Summary 63
References 64

Chapter 6 Positioning the Te c h n o l o gy D i v i s i o n 67

IT Maturity Model 70
Internal Customer Definition 73
Chapter Summary 75
References 76
 C o n t en t s ix

Chapter 7 Developing a CRM G o v e r n a n c e M o d e l 77

Practical Importance and Efficacy 78
Governance Models 80
Actors 82
Top Management 83
Support Team 84
Marketing Management 84
Sales Management 85
Technology 85
Chapter Summary 86
References 86

Pa r t II I m p l e m e n tat i o n
Chapter 8 Pa r t n e r s , V e n d o r s , and Hosted S olutions 91
Psychological Considerations 92
The Partner–Vendor Paradigm 93
Parallels to Business–IT Alignment and Technology
Positioning 94
Technical Considerations and Hosted Solutions 95
Financial and Managerial Considerations 96
Chapter Summary 98
References 99

Chapter 9 Th e B u s i n e s s A n a ly s i s F u n c t i o n 101
Competency Alignment 102
Positioning 103
Project Management Office 103
Business Units 104
The Technology Division 105
Requirements 106
Requirements versus Requests 108
Chapter Summary 108
References 109

C h a p t e r 10 Th e C u s t o m i z at i o n D e b at e 111
Understanding Misfits 112
Opportunities for Process Improvement 113
System Controls and Process Discipline 115
Adoption Risks—Explicit and Implied 116
Reduced Technical Agility and Ability to Educate Users 117
Chapter Summary 118
References 118

C h a p t e r 11 I n t e g r at i o n 119
Contextual Factors: Market Differentiation 121
Understanding Risks and Alternatives 121
x C o n t en t s

Content and Knowledge Management Systems 123

Chapter Summary 124
References 124

C h a p t e r 12 K e e p i n g the Mind in Mind 127

Design Hierarchy of Needs 128
Functionality 129
Reliability 129
Usability 130
Errors 131
Proficiency 131
Creativity 132
Hick’s Law 132
Performance Load and Required Fields 133
Data Quality Reduction 133
Transaction Inefficiencies 135
Presentation and Optics 135
Progressive Disclosure 136
Constraint and Role Typing 137
The Inverted Pyramid 138
Chapter Summary 139
References 139

C h a p t e r 13 U n d e r s ta n d i n g U s e r I n v o lv e m e n t 141
Parkinson’s Law of Triviality 143
User Acceptance Testing 144
Chapter Summary 145
Reference 145

Pa r t III M a n ag e m e n t
C h a p t e r 14 U s e r E d u c at i o n 149
Strengthening Users’ Perceived Ability 149
Positioning Training Initiatives Effectively 151
Voluntariness 152
Timeliness 153
Audience 154
Curriculum 155
Types of Training 156
Classroom Training 157
Logistics 157
Training Guides and Cheat Sheets 158
Video Modules 159
Efficiency and Best Practices 159
Chapter Summary 160
References 161
 C o n t en t s xi

C h a p t e r 15 B i g D ata , S t e wa r d s h i p, and A n a ly t i c s 163

The Big Data Revolution 163
Data Stewardship and External Data Sources 166
First, Look Inward 167
Control 168
Communication and Timing 170
Chapter Summary 170
References 171

C h a p t e r 16 S u pp o r t 173
Transitioning from Implementation to Support 174
Superusers as Support 175
Issue Tracking 175
Applying Hick’s Law to Support Tickets 177
Title 177
Location 177
Priority 178
Time to Completion 178
Categorization 179
Chapter Summary 180
References 181

C h a p t e r 17 E x t e n d e d and P o s ta d o p t i v e U s e 183
Technology Quality and User Feedback 184
Extended Use and the Design Hierarchy of Needs 186
Implementation Partners and Postadoption 187
Chapter Summary 188
References 189

C h a p t e r 18 O n g o i n g and F u t u r e I n i t i at i v e s 191
Evangelism 192
CRM Transformation 194
Chapter Summary 195

C h a p t e r 19 M a k i n g CRM S u c c e s s f u l 197
Knowing Your Audience 198
Revisiting Organizational Readiness and Culture 199
Understanding Adoption 200
Alignment 201
Positioning the Technology Division 202
Governance 202
The Partner–Vendor Paradigm 203
The Importance of Business Analysis 203
To Customize or Not to Customize 204
User Involvement 205
User Education 206
Big Data 206
x ii C o n t en t s

Support 207
Extended Use 208
Ongoing Initiatives 208
If Things Do Not Go as Planned 209
Closing Thoughts 210
Index 213
Preface

The choice to write about customer relationship management (CRM)

was in some ways an obvious one, given that it had been my profes-
sional focus for over a decade. When I was assigned to my first CRM
project many years ago, I had no idea that I would begin a special-
ization in what has become one of the most influential concepts and
pieces of software in corporate enterprise. Many organizations have
developed a soft spot for CRM. Yet the more they attempt to assuage
it, enhance it, extend it, the more they push users away. CRM success
continues to elude us.
CRM has become synonymous with an enterprise technology
platform. Many have written of the mistakes in this paradigm. They
note that the idea of CRM is a cultural orientation and influences all
aspects of running a successful business. Much has also been written
about the importance of mastering business processes before attempt-
ing to automate them. Sometimes, however, it seems as if these rec-
ommendations suggest that the particulars of the technology product
chosen to execute upon the organization’s streamlined business pro-
cesses and cultural commitment to CRM are ignored. But there are
specific decisions made daily in the trenches of the technical imple-
mentation of CRM which are making notable contributions to an
organization’s ability to achieve success with its CRM initiatives. The
technology matters, and it matters a lot.

x iii
xiv P refac e

The purpose of this text is to provide clarity and guidance on effec-

tive strategy, implementation, and management of CRM. We will
explore both the conceptual and cultural contexts of CRM initia-
tives along with the particulars of CRM system implementation and
management. In order to provide this clarity, we have surveyed the
existing academic publications surrounding CRM, sales force auto-
mation, and related topics within Information Systems literature. This
research has been supplemented by insights from CRM experts to
provide a robust picture of the CRM landscape and how to improve it
no matter what role you play within your organization. Whether you
are an IT professional, salesperson, senior executive, sales manager,
marketing manager, or otherwise want to achieve CRM success, this
book is for you.
Throughout each stage of this book, we will examine functional,
technical, and psychological considerations, understanding that each
of these areas must be mastered to achieve CRM success. This text
does not intend to endorse, disparage, or otherwise provide commen-
tary on any existing CRM product. All scenarios explored herein are
original and not leveraged from actual events, and they reference no
actual firms or individuals. The views in this book are mine and are
not reflective of the views of any of my employers or colleagues, past
or present.
Despite all efforts to explore in depth all facets of CRM, the
­landscape is always changing. To stay on top of the latest trends,
­listen and subscribe to podcasts, and to learn more about how to find
­assistance in translating the topics we discuss in this book into big
wins for your firm, please visit the book’s companion website: www.
howtowinatcrm.com.
Having now spent over 12 years in both the consulting and
­corporate sides of CRM, I trust that the perspectives and insights
throughout the book will be relevant and helpful to you. Ultimately,
I hope this information will not only make your firm successful, but
also afford you a better professional quality of life.
Best of luck,
Seth J. Kinnett
Acknowledgments

This book would not have been possible without the support of my
many excellent teachers, professors, friends, and family. Long ago
I promised my grandmother, Lettie Bellinger, that I would write a
book, and here it is. I’m grateful to her and all of the Bellingers and
Kinnetts for their support over the years. My special thanks to my
parents, Joe and Linda, who I owe so much.
I would like to thank the Computer Science and English faculties
at DePauw University, especially Dave Berque, Greg Schwipps, Chris
White, Beth Benedix, Tom Chiarella, and Rick Hillis. My DePauw
experience was life-changing, and I could easily write paragraphs
about the impact that each of these excellent professors had on my
scholarship and life overall.
Daren Tedeschi—back in Oxford in 2004, you told me the secret
to winning—the proverbial Wicket Key to unlock success. Thank you.
Those days at Oxford truly were life-changing, the foundation of so
much. Would that we could be back there tomorrow. Thank you to my
indispensable Oxford tutor, Kevin K. Shortsleeve, who set the highest
bar for my writing and never gave up on making sure I cleared it.
Gene Brewer—you have been a superior mentor. You showed me
it really is worth it to press on through the relentless challenges to
achieve victory. Those thoughts carried me through many a rough day
when it seemed like things would never come together.

xv
xvi Ac k n o w l ed g m en t s

Thanks to some of my biggest supporters: Bastion Crider, Ben

Crider, Laurence Jankelow, Kate Ireland, Erica Sanchez, Richard
Leung, Brendan Hula, Paras Baxi, Ankeet Patel, Brian Nannini,
Renée Briglio, Jamie Briglio, Sean Cisney, Chad Hossfield, Eric
Ossipow, Bonnie Goins, Marissa McCaw, and Sam Kinnett. And in
so many countless ways which I doubt I could ever fully articulate, my
eternal gratitude to Drs. Robert Wyllie, David Magnuson, Douglas
Rogers, Emre Gorgun, Laura Yun, Mike McGee, and Bo Shen.
We would not have been able to win at CRM without the generos-
ity of those who contributed their time and expertise. Thanks to Tim
Kippley and Brad Schneider of Rightpoint Consulting for their strong
contributions and to Clayton Wolff for all of his help. And of course,
it’s impossible to spell CRM without Jake Schomp. I’ve learned so
much from him and I’m grateful for it. To all of you collectively: there
is no doubt that we are smarter and better as a result of your insights.
My extra special thanks to Chanté Brown, Michael Howard, Haley
Cannon, and all of the staff of the Dollop Coffee & Tea Company,
Buena Park, Chicago, for their interest, encouragement, and kindness.
Finally, thanks to the editorial team—Richard Tressider, Ananth
Ganesan—and all the folks at CRC Press for their hard work bringing
this to market. Thank you especially to my publisher, Rich O’Hanley,
for his unwavering support of this project.
About the Author

Seth J. Kinnett has over 12 years of pro-

fessional CRM experience in both con-
sulting and industry. He holds a BA in
Computer Science and English Writing
from DePauw University and an MS in
Information Technology & Management
from Illinois Institute of Technology. He
lives in Chicago.

x vii
 Part I
Strategy
 1
There ’s S ome thin g
about CRM

Customer relationship management (CRM) has exploded in popu-

larity over the past two decades. The potential value of CRM has
been recognized throughout virtually all industry verticals, and CRM
initiatives have been embraced by companies of all market capitaliza-
tions. Everyone wants to be a star player in the CRM game. When
implemented correctly, CRM can satisfy a number of critical objec-
tives, including lowering the cost of customer acquisition, increasing
customer retention and satisfaction, building customer loyalty, seg-
menting customers for targeted marketing initiatives, and identifying
cross-selling opportunities—all while reducing operational costs and
increasing operational efficiency.
The noted research firm, Gartner, as of the writing of this book,
anticipates that CRM will become a 36-billion-dollar market by
2017. From 2012 to 2017, CRM has shown a compounded annual
growth rate of 15.1%, leading all categories of enterprise software in
projected growth, and is on track to eclipse enterprise resource plan-
ning (ERP) systems in global market size in 2017. However, despite
all of its promises and relentless market expansion, CRM has rapidly
fallen out of many firms’ good graces as these firms struggle with
myriad problems, including lack of clear CRM strategy, misalign-
ment of business goals to the technical execution of these goals, and
keeping CRM systems running, current, and usable. As a result of the
vast potential surrounding CRM, folks working in the CRM space
are under significant pressure and scrutiny—perhaps at a level unpar-
alleled by those working in other areas of the enterprise. This is the
result of several factors—most notably that CRM has such a direct
link to the customer, to revenue, to success.
When analyzing CRM failures, a large portion of both academic
literature and professional publications admonish firms for neglecting

3
4 H O W T O WIN AT C RM

to consider the business process, not being customer centric, or plac-

ing too much faith in the technology. Instead of taking a magnifying
glass to the specific implementations of CRM technology, many firms
embark on soul-searching strategy quests, emerging with admissions
that they may just not focus enough on customers—as if they had
not previously considered that customers were important to running
a business. The reality is that achieving CRM success is a result of
understanding and taking action to improve upon certain functional,
psychological, and technical realities. Our lens—perhaps more than
any existing book on CRM—will examine just how important tech-
nology and organizational psychological phenomena precipitate CRM
failure just as often as poor process understanding or implementation.
To begin with, to underscore how—in CRM especially—the qual-
ity of technology is so important, we need look no further than a study
that examined the impact of three key enterprise systems on profit-
ability and stock price. The systems studied were ERP systems, supply
chain management (SCM) systems, and—our favorite—CRM sys-
tems. The study made no differentiation between well-designed and
adopted CRM systems versus poor implementations, and the authors
concluded that “investments in CRM systems had little effect on the
stock returns of investing firms.”1 They further noted that “investments
in CRM systems seem to have had little impact on p ­ rofitability.”1 In
the same study, SCM systems—also evaluated straight-up, not con-
sidering adoption, usability, or software quality—almost universally
contributed to higher profits and stock prices for the surveyed firms.
The very presence of a SCM system yielded benefits. Is it because
all SCM systems are implemented flawlessly? Or is there something
about CRM that is different?
While studying the ins and outs of supply chain software is not
within the scope of this book, we can see that there is something
going on here and that the effective implementation of CRM—while
drawing parallels from other pieces of enterprise software—is unique.
We will examine the distinctions at length, but we can briefly note
two key differences: audience and complexity. First, salespeople are
notoriously resistant to embrace technology, and second, CRM relies
more on what might be called “soft data” than other systems. Events
in the market may cause CRM systems to be required to be adapted
more often than other enterprise systems, which leads to a need for
 T here’ s S o m e t hin g a b o u t C RM 5

agility that some CRM implementations are not prepared to address.

Before going much further down the CRM rabbit hole, let us begin
by examining the semantics of CRM so that we have a clear picture
of exactly what it is we are exploring.

What Is CRM?

CRM is the acronym for customer relationship management, and

colloquially, it can refer to a concept or a specific type of technology
system. Often when people say CRM, what they are really talk-
ing about are CRM applications, which are defined in a study by
Liu, Liu, and Xu in 2013 as “enterprise information systems that
digitize business processes at the customer-facing end of the value
chain, including marketing, sales and post-sales support.” 2 We
might also refer to CRM applications as CRM technology, as does
another study that aims to clarify CRM applications as a component
of CRM, specifically defining CRM technology as “the information
technology that is deployed for the specific purpose of managing
customer relationships.”3 Referring to CRM when we mean CRM
applications—that is, conflating concept with mechanism—is con-
sidered by some to be one of the core drivers of CRM failure. The
idea here is that people view CRM too narrowly, seeing it only as
a piece of technology rather than a broader strategy woven into the
web of a firm’s culture. If only people would understand that it is so
much more than technology, some have reasoned, CRM would be
successful.
CRM, the concept, is defined in many similar but distinct ways.
Many of the varied definitions are really distinctions without differ-
ences. A study by Saxena and Khandelwal in 2011 succinctly and
effectively defined CRM, the concept, as “the process of organizing
business activities around customers.”4 It was in the 1990s that the
focus of sales and marketing began to shift—we might say evolved—
from transactional to relationship-based marketing. Transactional
marketing was characterized by its focus around product, price, place,
and promotion—sometimes known as the four Ps. The core difference
between these two approaches is relationship marketing’s focus on
creating a picture of a customer and nurturing a relationship through
the long haul. As salespeople have known for years, it is easier to
6 H O W T O WIN AT C RM

retain an existing customer than to prospect a new one, and relation-

ship orientation helps to facilitate retention. Fortunately, CRM also
aids in prospecting and acquisition.
Tim Kippley, CRM Practice Lead at Chicago-based Rightpoint
Consulting, stated that the broad and varying definitions of CRM
were one of the biggest surprises he observed at firms throughout his
16 years of experience. He extended this point during a 2016 inter-
view noting,
People often perceive CRM—and good job to leading vendors for
marketing their products so well—as a collection of tools and features.
Philosophically, you can actually have a relationship without technol-
ogy. The idea of having a relationship and leveraging that relationship to
do business didn’t dawn at the beginning of the computer. People were
doing business long before that. Sometimes this reality gets lost. The
technology is just enabling what we want to do naturally anyway. It’s a
supporting mechanism for that.5

Brad Schneider, cofounder of Rightpoint Consulting, recognizes

that CRM tools have also evolved significantly since their incep-
tion. During a 2016 interview, he extended this point, explaining
that “some of the tools we’re using on a day-to-day basis have evolved
to not just be what traditional CRM was, but—lots of times—we’re
looking at these as platforms for running people’s businesses. It’s been
nice to see that evolution and see the different applications of CRM
to see different viewpoints companies take when they use it.”5 We will
explore the benefits and challenges of CRM as a platform solution in
later chapters.
As we look to bring structure to our discussion of CRM, we can
observe that some of the extant literature categorizes CRM as strate-
gic CRM, operational CRM, analytical CRM, or interactive CRM.
Some of the literature we will review in this book will use the term
sales force automation (SFA), which is a technology tool with func-
tionality including “managing customer information, appointments,
handling time management and planning, generating daily/weekly
reports, managing sales leads, creating quotes, and tracking cus-
tomer communication.”6 SFA software was the precursor to what are
now called CRM systems. The distinction is a small one, however,
and what many firms have called a CRM system is actually a SFA
 T here’ s S o m e t hin g a b o u t C RM 7

system. SFA is a component of operational CRM, which is defined

as software handling “sales force automation, campaign manage-
ment, event-based marketing, opportunity management, product
configuration and contact management solutions, inter alia.” 7 This
line is often blurred, however, with some studies considering SFA to
be inclusive of functionality such as campaign management. In this
text, we will consider all references to SFA to be analogous to opera-
tional CRM, which is the portion of CRM technology we explore
most thoroughly.
We will also review analytical CRM, which “explores customer-
related data to answer questions such as ‘what should we offer this
customer next?’, ‘what is this customer’s propensity to churn?’ or
‘how can our customers be segmented for campaigning purposes?’” 7
Interactive CRM—that is, a CRM through which customers inter-
face directly—will not be covered in this text. Placing our focus on
operational CRM is not accidental. This component—the most criti-
cal component—of CRM seems to be lacking in glamour compared
to analytical CRM. Dreaming up new data cubes is certainly more
exciting than upgrading a piece of hardware. All data cubes are use-
less, however, if the operational CRM system—an important source
feeding the analytics engine (which may also be receiving external
data such as market metrics)—is poor. Investing in analytical CRM
when operational CRM is a failure is like trying to paint a kitchen
before you have dug the basement (Figure 1.1).

Strategic CRM

Interactive/collaborative
Operational CRM Analytical CRM
CRM

Sales force Marketing Data Data mining Customer

Social CRM
automation automation warehouses algorithms portals

Figure 1.1 CRM categorization.

8 H O W T O WIN AT C RM

Why Pursue CRM Success?

Current research has shown myriad benefits resulting from the suc-
cessful implementation of CRM, as well as the costs associated with
failed CRM implementations. As one example to highlight the impact
a poor CRM implementation may have on your company, consider
the findings of a study conducted in 2006 by Ang and Buttle that
highlighted the impact of a poor CRM system on a firm’s human
capital. The study found that CRM was “instrumental in causing sales
people to leave the company after 6 months.”7
Note that the impact is a direct hit to frontline salespeople, not an
upstream frustration by sales management. In other words, the lack
of, for example, analytics capabilities, while frustrating to manage-
ment, is less likely to cause salesperson attrition than a slow, unreli-
able system that provides more headaches than benefits. While it may
seem shocking that an enterprise software system could have such a
large impact on as substantial a life decision as switching employers,
the evidence shows us that it is indeed a real concern. We should
also acknowledge that the deployments analyzed in this study also
failed to contribute to increases in sales volumes or contracts. The
authors do not note any decrease in sales volumes or contracts fol-
lowing CRM implementation, which contributes even further to our
assertion that it is the human–technology component that fueled
user attrition.
At the beginning of this chapter, we noted that CRM has become
a hugely popular initiative for many organizations. The drivers for
these initiatives encompass many different goals, and organizations
engage in CRM initiatives for a variety of reasons. Tim Kippley,
CRM Practice Lead at Rightpoint Consulting, Chicago, discussed
some of those drivers for CRM during a 2016 interview:

A lot of them [CRM implementation requests] will come surround

some form around revenue. They’ve either acquired a company or
they’ve changed their revenue model in some way. So they want to
see what they can do to improve sales in that area. Also when there’s
internal turmoil. They may be unable to get an accurate view of things.
Everybody has their own version of the truth and [these organizations]
want to get to one consolidated version of the truth. Another one is
 T here’ s S o m e t hin g a b o u t C RM 9

pipeline issues—less now but more so early on. They say “I can’t forecast
my business. I need to be able to run my business effectively.” That’s
fundamental.5

Kippley also noted that particularly professional services firms real-

ize that they are not selling widgets. They know that understand-
ing what relationships exist and the strength of those relationships
leads to the best opportunities to win business. Kippley’s observa-
tions speak largely of the broad goals of CRM as a strategy—­revenue
generation, forecasting, and getting to a single version of the truth.
Firms that have had CRM for a long time may benefit from review-
ing some of those core fundamentals as sometimes firms are embark-
ing on CRM for far more tactical reasons than just to keep their
organizations running. A CRM expert who specializes in large
enterprise implementations for Fortune 500 companies explains the
organizational context of firms embarking on these types of CRM
initiatives, noting,

Most times, firms are trying to replace legacy systems which are
expensive to maintain, lagging in innovation, can’t keep pace with
the business. Typically the business has voiced enough concern and
complained enough to drive the technology team to be forced to
make a decision. Are we going to continue to support an old system
that’s outdated and not improving or are we going to move to a plat-
form that’s going to make us flexible and responsive and even lead in
marketplace conditions? Large companies understand if they’re not
advancing their technology platforms, their competition is going to
leave them in the dust. They know they have to move with the market
or get left behind.7

These sentiments are largely based on technology. This reveals both

that some organizations may be viewing CRM as only a system and
neglecting the process component, as much of the research implores
us to do, and also that poor technical implementations are a real,
tangible concern for organizations to the point where they have pri-
oritized spending on correcting them. CRM has reached a certain
level of market maturity, and both the consultants interviewed for this
book confirmed that highlighting a large quantity of their business
10 H O W T O WIN AT C RM

comes in the reimplementation space, often due to poor adoption. The

anonymous consultant provided additional insights:
Most companies have CRM, but there are absolutely divisions within a
company. These large enterprise global corporations that are not using
CRM whatsoever. It’s often many business units, teams, within the
organization [who have not adopted CRM]. Entire departments within
world class companies completely operating outside of the CRM envi-
ronment. They’re operating with a Word document on an Excel sheet
across a team of ten people and they’re emailing it around and these are
world class companies and they have departments that are not driven to
use technology to its fullest they’re not aware of the benefits of having a
CRM available to all team members.8

Brad Schneider of Rightpoint Consulting confirmed that “a lot of

the work we see is in the reimplementation world. We’re implement-
ing it for companies which have tried it once, twice, three times
before but they’ve found users aren’t using the system because they
don’t understand the value it’s adding to their business.”5 This lack of
understanding of CRM’s value speaks to the importance of organi-
zations selling CRM to the business. From a theoretical perspective,
firms have the opportunity to harness the Hawthorne effect, which
states that “employees are more productive based on their belief
that changes made to the environment will increase productivity.” 9
It could be useful to remind users that specific research into CRM
adoption has found that successful user adoption has been shown
to improve both customer and employee satisfaction along with
improved business performance. It is important that users believe the
new CRM system will be not only a change but also a benefit. Sarin
et al. defined the concept of perceived impact of change as “the degree
to which a salesperson believes that the change will have a favorable
effect on his or her well-being on the job.”10 Firms that embrace the
stick side of the carrot/stick model of increasing adoption will find
marginal CRM value if they cannot answer the fundamental ques-
tion of how CRM helps both the individual and the organization.
We will explore adoption and mechanisms to improve it in a later
chapter.
Many organizations realize that replacing an old CRM system
with a new one comes with opportunities for process improvement.
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 FINE ALMOND CAKE.

Blanch, dry, and pound to the finest possible paste, eight ounces
of fresh Jordan almonds, and one ounce of bitter; moisten them with
a few drops of cold water or white of egg, to prevent their oiling; then
mix with them very gradually twelve fresh eggs which have been
whisked until they are exceedingly light; throw in by degrees one
pound of fine, dry, sifted sugar, and keep the mixture light by
constant beating, with a large wooden spoon, as the separate
ingredients are added. Mix in by degrees three-quarters of a pound
of dried and sifted flour of the best quality; then pour gently from the
sediment a pound of butter which has been just melted, but not
allowed to become hot, and beat it very gradually, but very
thoroughly, into the cake, letting one portion entirely disappear
before another is thrown in; add the rasped or finely-grated rinds of
two sound fresh lemons, fill a thickly-buttered mould rather more
than half full with the mixture, and bake the cake from an hour and a
half to two hours in a well-heated oven. Lay paper over the top when
it is sufficiently coloured, and guard carefully against its being
burned.
Jordan almonds, 1/2 lb.; bitter almonds, 1 oz.; eggs, 12; sugar, 1
lb.; flour, 3/4 lb.; butter, 1 lb.; rinds lemons, 2: 1-1/2 to 2 hours.
Obs.—Three-quarters of a pound of almonds may be mixed with
this cake when so large a portion of them is liked, but an additional
ounce or two of sugar, and one egg or more, will then be required.
 PLAIN POUND OR CURRANT CAKE.

(Or rich Brawn Brack, or Borrow Brack.)

Mix, as directed in the foregoing receipt, ten eggs (some cooks
take a pound in weight of these), one pound of sugar, one of flour,
and as much of butter. For a plum-cake, let the butter be worked to a
cream; add the sugar to it first, then the yolks of the eggs, next stir
lightly in the whites, after which, add one pound of currants and the
candied peel, and, last of all, the flour by degrees, and a glass of
brandy when it is liked. Nearly or quite two hours’ baking will be
required for this, and one hour for half the quantity.
To convert the above into the popular Irish “speckled bread,” or
Brawn Brack of the richer kind, add to it three ounces of carraway-
seeds: these are sometimes used in combination with the currants,
but more commonly without. To ice a cake see the receipt for Sugar
Glazings at the commencement of this Chapter, page 543. A rose-
tint may be given to the icing with a little prepared cochineal, as we
have said there.
 RICE CAKE.

Take six eggs, with their weight in fine sugar, and in butter also,
and half their weight of flour of rice, and half of wheaten flour; make
the cake as directed for the Madeira or almond cake, but throw in the
rice after the flour; then add the butter in the usual way, and bake the
cake about an hour and ten minutes. Give any flavour that is liked.
The butter may be altogether omitted. This is a moderate-sized cake.
Eggs, in the shell, 6; their weight in butter and in sugar; half as
much flour of rice, and the same of wheaten flour: 1 hour, 10
minutes.
 WHITE CAKE.

Beat half a pound of fresh butter to a cream, add to it an equal

weight of dried and sifted sugar, the yolks and whites of eight eggs,
separately whisked, two ounces of candied orange-peel, half a
teaspoonful of mace, a glass of brandy, one pound of flour strewed
in by degrees, and last of all a pound and a quarter of currants.
Directly it is mixed send the cake to a well-heated oven, and bake it
for two hours. Four ounces of pounded almonds are sometimes
added to it.
Butter, 1/2 lb.; sugar, 1/2 lb.; eggs, 8; mace, 1/2 teaspoonful;
brandy, 1 wineglassful; flour, 1 lb.; candied-peel, 2 oz.; currants, 1-
1/2 lb.: 2 hours.
 A GOOD SPONGE CAKE.

Rasp on some lumps of well-refined sugar the rind of a fine sound

lemon, and scrape off the part which has imbibed the essence, or
crush the lumps to powder, and add them to as much more as will
make up the weight of eight or ten fresh eggs in the shell; break
these one by one, and separate the whites from the yolks; beat the
latter in a large bowl for ten minutes, then strew in the sugar
gradually, and beat them well together. In the mean time let the
whites be whisked to a quite solid froth, add them to the yolks, and
when they are well blended sift and stir the flour gently to them, but
do not beat it into the mixture; pour the cake into a well-buttered
mould, and bake it an hour and a quarter in a moderate oven.
Rasped rind, 1 large lemon; fresh eggs, 8 or 10; their weight of
dry, sifted sugar; and half their weight of flour: baked, 1-1/4 hour,
moderate oven.
 A SMALLER SPONGE CAKE.

(Very good.)
Five full-sized eggs, the weight of four in sugar, and of nearly three
in flour, will make an exceedingly good cake: it may be flavoured, like
the preceding one, with lemon-rind, or with bitter almonds, vanilla, or
confected orange-blossoms reduced to powder. An hour will bake it
thoroughly. All the ingredients for sponge cakes should be of good
quality, and the sugar and flour should be dry; they should also be
passed through a fine sieve kept expressly for such purposes. The
excellence of the whole depends much on the manner in which the
eggs are whisked: this should be done as lightly as possible, but it is
a mistake to suppose that they cannot be too long beaten, as after
they are brought to a state of perfect firmness they are injured by a
continuation of the whisking, and will at times curdle, and render a
cake heavy from this cause.
 FINE VENETIAN CAKE OR CAKES.

Take of sound Jordan almonds, blanched and well dried at the

mouth of a cool oven or in a sunny window, seven ounces, full
weight, and one of bitter almonds with them; pound the whole to a
perfect paste with a few drops of white of egg or orange-flower
water; then mix them thoroughly with one pound of flour and eight
ounces of butter (which should be cool and firm, or it will render the
paste too soft), and break this down quite small; then add eight
ounces of pounded sugar, on part of which the rind of a fine lemon
has been rasped previously to its being crushed to powder. Make
these into a paste with the yolks of four eggs, or with rather less
should they be large, for if too moist, it will adhere to the board and
roller. To make a Venetian cake of moderate size, roll the paste less
than a quarter of an inch thick, and cut with the larger fluted cutter,
shown at page 376, six or seven portions of equal size; lay them on
lightly floured or buttered tins, and bake them in a slow oven until
they are firm and crisp, and equally coloured of a pale brown. Should
they seem to require it, lay them one on the other, while they are still
warm, and place a baking-tin, with a slight weight upon them to
render them quite level. When they are cold, spread upon each a
different kind of choice preserve, and pile the whole evenly into the
form of an entire cake. The top may be iced, and decorated with
pistachio-nuts, or grains of coloured sugar, or with a wreath of
almond-paste leaves. There are many varieties of this dish, which is
known by different names in different countries. It is sometimes
called a Neapolitan Cake, sometimes a Thousand Leaf Cake à la
Française. It is occasionally made entirely of almond-paste, and
highly decorated; it may be formed also of many layers of puff or fine
short crust cut of uniform size, or gradually less, so as to leave round
each a clear border of an inch wide, which may be covered with
coloured icing, or ornamented with preserved fruit, tinted almonds,
grains of white or pink sugar candy, or aught else that the fancy may
direct.
 To make the small Venetian cakes, roll the paste directed for the
large one at the commencement of this receipt, into balls, flatten
them with the hand to about the third of an inch thick, brush them
with beaten egg, and cover them plentifully with white sugar-candy
crushed about half the size of a pea: bake them in a slow oven.
Almonds, 8 oz.; flour, 1 lb.; butter, 8 oz.; sugar, 1/2 lb.; rind of 1
lemon; yolks of eggs, 3 to 4; preserve as needed.
 A GOOD MADEIRA CAKE.

Whisk four fresh eggs until they are as light as possible, then,
continuing still to whisk them, throw in by slow degrees the following
ingredients in the order in which they are written: six ounces of dry,
pounded, and sifted sugar; six of flour, also dried and sifted; four
ounces of butter just dissolved, but not heated; the rind of a fresh
lemon; and the instant before the cake is moulded, beat well in the
third of a teaspoonful of carbonate of soda: bake it an hour in a
moderate oven. In this, as in all compositions of the same nature,
observe particularly that each portion of butter must be beaten into
the mixture until no appearance of it remains before the next is
added; and if this be done, and the preparation be kept light by
constant and light whisking, the cake will be as good, if not better,
than if the butter were creamed. Candied citron can be added to the
paste, but it is not needed.
Eggs, 4; sugar, 6 oz.; flour, 6 oz.; butter, 4 oz.; rind of 1 lemon;
carbonate of soda, 1/3 of teaspoonful: 1 hour, moderate oven.
 A SOLIMEMNE.

A rich French breakfast cake, or Sally Lunn.

From three-quarters of a pound of flour take three ounces for the
leaven, and make it into a lithe paste with half an ounce of solid,
well-washed yeast (see Chapter XXXI.), mixed with two or three
tablespoonsful of just warm cream, or new milk; throw a cloth over
and leave it near the fire to rise for about half an hour, or until it is
twice its original size. In the interim make a hollow in the centre of
the remainder of the flour, and put into it a quarter of an ounce of fine
salt, one ounce of pounded sugar, the yolks of four fresh eggs, four
ounces of lukewarm butter, and a couple of tablespoonsful of cream,
also warm. Mix the whole gently and carefully into a perfectly smooth
paste, flatten it with the hand upon the dresser, spread the leaven
over it, and blend them thoroughly with light kneading, as directed for
brioche paste, page 349. The whole should be of the same colour
throughout.
Next, put it into a small, well-buttered copper stewpan, or plain
cake-mould, and let it remain in a moderately warm place until it has
risen, like the leaven, to double its original size; then with a paste-
brush or feather wash the top with beaten egg, and without
disturbing it, set it into a tolerably quick oven, and bake it nearly or
quite an hour; but do not allow it to be too deeply coloured. Turn it
from the mould, cut it once or twice asunder, and pour over the slices
plenty of good butter, just dissolved in a small saucepan; put the
cake together again, and serve it immediately. It may be converted
into an excellent entremets by spreading currant, or other fine jelly,
or preserve, quickly upon it when it is cut, and sifting sugar thickly on
the top after it is restored to its proper form: it is then called a
Dresden cake. We think that when left until cold and toasted, the
solimemne is even better than when served hot. It will be many
hours rising; sometimes as many as six or eight. If wanted for
breakfast it should be made over night.
 Flour 3/4 lb.; yeast, 1/2 oz.; little cream; salt, 1/4 oz.; sugar, 1 oz.;
yolks of eggs, 4; butter, 4 oz.: to rise from 6 to 8 hours. Baked 1
hour.
 BANBURY CAKES.

First, mix well together a pound of currants, cleaned with great

nicety and dried, a quarter-pound of beef suet, finely minced, three
ounces each of candied orange and lemon-rind, shred small, a few
grains of salt, a full quarter-ounce of pounded cinnamon and nutmeg
mixed, and four ounces of macaroons or ratafias rolled to powder.
Next, make a light paste with fourteen ounces of butter to the pound
of flour; give it an extra turn or two to prevent its rising too much in
the oven; roll out one half in a very thin square, and spread the
mixed fruit and spice equally upon it; moisten the edges, lay on the
remaining half of the paste, rolled equally thin, press the edges
securely together, mark the whole with the back of a knife in regular
divisions of two inches wide and three in length, bake the pastry in a
well-heated oven from twenty-five to thirty minutes, and divide it into
cakes while it is still warm. They may be served as a second course
dish either hot or cold, and may be glazed at pleasure.
Currants, 1 lb.; beef-suet, 4 oz.; candied orange and lemon-rind
each, 3 oz.; salt, small pinch; mixed spices, 1/4 oz.; macaroons or
ratafias, 4 oz.: baked 25 to 30 minutes.
 MERINGUES.

Whisk, to the firmest

possible froth, the whites
of six very fresh eggs,
taking every precaution
against a particle of the
yolk falling in amongst
them. Lay some squares
or long strips of writing-
paper closely upon a
board or upon very clean
trenchers, which ought to
be nearly or quite an inch
thick, to prevent the
meringues from receiving
any colour from the bottom
of the oven. When all is ready, mix with the eggs three-quarters of a
pound of the finest sugar, well dried, and sifted; stir them together for
half a minute, then with a table or dessertspoon lay the mixture
quickly on the papers in the form of a half-egg, sift sugar over them
without delay, blow off with the bellows all that does not adhere, and
set the meringues into a gentle oven. The process must be
expeditious, or the sugar melting will cause the cakes to spread,
instead of retaining the shape of the spoon, as they ought. The
whole art of making them, indeed, appears to us to consist in
preserving their proper form, and the larger the proportion of sugar
worked into the eggs, the more easily this will be done. When they
are coloured to a light brown, and are firm to the touch, draw them
out, turn the papers gently over, separating the meringues from
them, and with a teaspoon scoop out sufficient of the insides to form
a space for some whipped cream or preserve, and put them again
into the oven upon clean sheets of paper, with the moist sides
uppermost, to dry: when they are crisp through they are done. Let
them become cold; fill, and then join them together with a little white
of egg so as to give them the appearance shown in the plate. Spikes
of pistachio nuts, or almonds, can be stuck over them, as
represented there, at pleasure. They afford always, if well made, a
second course dish of elegant appearance, and they are equally
ornamental to breakfasts or suppers of ceremony. They are made in
perfection by the pastry-cooks in France, being equally light,
delicate, and delicious. Much of their excellence, it must be
observed, depends at all times on the attention they receive in the
baking, as well as in the previous preparation. They must, of course,
be quite cold before the preserve or cream is laid into them. From
four to six ounces of almonds, finely powdered, may be smoothly
mixed with the other ingredients for them; and they may be flavoured
with citron, lemon, or orange-rind by rasping the skins of the fruit with
part of the sugar with which they are to be made; then drying, and
reducing it to powder.
Whites of very fresh eggs, 6; sugar, 3/4 lb.: gentle oven, 20 to 30
minutes.
 ITALIAN MERINGUES.

Take for these the proportion of whites of eggs and sugar already
indicated in the receipt for Nesselrôde pudding, page 491, that is to
say, six to the pound, or half that quantity for a small number of
meringues. Boil the sugar with a pint of water until it whitens, and
begins to fall in flakes from the skimmer; have the eggs whisked to a
perfectly solid froth quite ready at the proper moment, and when the
sugar has stood for two or three minutes, and been worked well from
the sides of the pan, mingle them gradually, but very quickly, with it,
that the mass may be quite smooth; continue to stir them until they
become firm enough to retain their shape perfectly when moulded
with a teaspoon; lay out the cakes on paper, and place them in an
oven so slow as to harden without giving them colour. As they are
not to be filled, but merely fastened together, they may be baked on
tins. Part of them may be varied by the addition of three or four
ounces of pounded almonds mixed thoroughly with the remainder of
the eggs and sugar, when a portion of the meringues have been
moulded: these, however, will require to be much longer baked than
the others; but they will be excellent. They should be lightly browned,
and crisp quite through.
Sugar, 1 lb.; water, 1 pint; whites of eggs, 6: very slow oven, 20 to
30 minutes, or longer.
 THICK, LIGHT GINGERBREAD.

Crumble down very small, eight ounces of butter into a couple of

pounds of flour, then add to, and mix thoroughly with them, half a
pound of good brown sugar, two ounces of powdered ginger, and
half an ounce of ground carraway-seeds; beat gradually to these,
first two pounds of treacle, next three well-whisked eggs, and last of
all half an ounce of carbonate of soda,[174] dissolved in a very small
cupful of warm water; stir the whole briskly together, pour the mixture
into very shallow tins, put it immediately into a moderate oven, and
bake it for an hour and a half. The gingerbread made thus will be
remarkably light and good. For children part of the spice and butter
may be omitted.
174. This should always be of the very best quality when used for cakes.
Carbonate of ammonia is recommended in preference to it by some writers.

Flour, 2 lbs.; butter, 8 oz.; sugar, 1/2 lb.; powdered ginger, 2 oz.;
eggs, 3; carbonate of soda, 1/2 oz.; water, very small cupful: baked
1-1/2 hour.
Obs.—We think that something less than the half ounce of soda
would be sufficient for this gingerbread, for with the whole quantity it
rises in the oven to three times its height, and is apt to run over the
tops of the tins, even when they are but half filled with it at first; or if it
were well beaten into the mass without any water, after being
carefully freed from lumps and mixed with a little sugar, the cake
would still be quite light.
 ACTON GINGERBREAD.

Whisk four strained or well-cleared eggs to the lightest possible

froth (French eggs, if really sweet, will answer for the purpose), and
pour to them, by degrees, a pound and a quarter of treacle, still
beating them lightly. Add, in the same manner, six ounces of pale
brown sugar free from lumps, one pound of sifted flour, and six
ounces of good butter, just sufficiently warmed to be liquid, and no
more, for if hot, it would render the cake heavy; it should be poured
in small portions to the mixture, which should be well beaten up with
the back of a wooden spoon as each portion is thrown in: the
success of the cake depends almost entirely on this part of the
process. When properly mingled with the mass, the butter will not be
perceptible on the surface; and if the cake be kept light by constant
whisking, large bubbles will appear in it to the last. When it is so far
ready, add to it one ounce of Jamaica ginger and a large teaspoonful
of cloves in fine powder, with the lightly grated rinds of two fresh full-
sized lemons. Butter thickly, in every part, a shallow square tin pan,
and bake the gingerbread slowly for nearly or quite an hour in a
gentle oven. Let it cool a little before it is turned out, and set it on its
edge until cold, supporting it, if needful, against a large jar or bowl.
We have usually had it baked in an American oven, in a tin less than
two inches deep; and it has been excellent. We retain the name
given to it originally in our own circle.
 CHEAP AND VERY GOOD GINGER OVEN-CAKE OR CAKES.

Four French eggs (which must be perfectly sweet, or small English

ones), six ounces of brown sugar of good quality rolled smooth and
fine, six ounces of flour, three of butter, a grain or two of salt, some
grated lemon-rind or candied peel sliced very thin, and half an ounce
or more of ginger in fine powder. Prepare and mix these ingredients
in the order in which they are written, by the directions for “Acton
Gingerbread.” Bake the cake nearly the same time. An American
oven will answer for it perfectly, and it will resemble a really rich
cake, though so cheap. A small quantity of carbonate of soda may
be added quite at last by inexpert cake-makers, to insure its being
light. The same mixture may be baked in small cups or tins in an iron
oven. For a cake of tolerable size half as much again of the
ingredients must be taken, and the whole poured into a round or
square cake-mould.
 GOOD COMMON GINGERBREAD.

Work very smoothly six ounces of fresh butter (or some that has
been well washed from the salt, and wrung dry in a cloth) into one
pound of flour, and mix with them thoroughly an ounce of ginger in
fine powder, four ounces of brown sugar, and half a teaspoonful of
beaten cloves and mace. Wet these with three-quarters of a pound
of cold treacle, or rather more, if needful; roll out the paste, cut the
cakes with a round tin cutter, lay them on a floured or buttered
baking tin, and put them into a very slow oven. Lemon-grate or
candied peel can be added, when it is liked.
Flour, 1 lb.; butter, 6 oz.; sugar, 1/4 lb.; ginger, 1 oz.; cloves and
mace, 1/2 teaspoonful; treacle, 3/4 lb.: 1/2 to 3/4 hour.
 RICHER GINGERBREAD.

Melt together three-quarters of a pound of treacle and half a pound

of fresh butter, and pour them hot on a pound of flour mixed with half
a pound of sugar and three-quarters of an ounce of ginger. When the
paste is quite cold, roll it out with as much more flour as will prevent
its adhering to the board: bake the cakes in a very gentle oven.