Implementing Knowledge-Enabled CRM Strategy in a Large Company 269Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without writtenCRM Processes
Unlike the EDW, the operational CRM system is a process-based system that
automates customer-facing business processes, and is accessed by a large number of
users who operate or manage the operational systems as well as their ODSs. It automates
the following groups of processes:
- Sales processes
- Service processes (both fault and complaint processes)
- Marketing processes
- Call center/contact channels processes
CRM Content
In addition to automating business processes, the operational CRM system cap-
tures the following types of transactional data:
- Customer demographic data
- Service fulfillment information
- Sales and purchase data and their corresponding service order number, status, etc.
- Service and support records
- Profitability of products and customers
- Other types of customer-centric information
Organizational Transformation
Alongside the KCRM program, GTCOM undertook an organizational transforma-
tion initiative in its quest for achievement of customer-centric business. In 2000, GTCOM
felt that it was time to reengineer business processes by cutting out the non-value-
adding ones, and integrating ISs together. There were many fragmented or stand-alone
systems that were doing many important things but were not “talking” to each other.
Starting from 2001, GTCOM foresaw the need for a transformation of the organiza-
tion from engineering-led to customer-led. The end of 2002 witnessed the completion of
the first stage called Increased Business Value. In 2003, several work teams looked at the
various functions and processes for possible improvement and reengineering. Phase 3
of the organizational transformation program, known as Get Ready, was a continuation
of the first and second phases that was almost paralleled with the EDW project. Phase
3 mainly sought to help GTCOM face the business competition by transforming GTCOM
from product-led to customer-led business.
An outside consultant was called in to lead the organizational transformation
process. However, the consultant faced some resistance from employees, especially
when the issue of restructuring was tackled. Restructuring became part of the organiza-
tional politics and inertia emerged as a result.
One of the specific restructuring initiatives launched by GTCOM under the newly
emerged customer-led form was a “Knowledge Exchange” to increase the cross-func-
tional cooperation and exchange of knowledge between sales (customer-facing or front-
end) and product development (marketing-oriented or back-end) divisions. These two
divisions were used not to maintain cooperation and exchange of knowledge with each
other as they had a culture of “we got our own things to do; you got your own things
to do.”