IBM's ECRM Initiatives
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ICMR HOME | Case Studies Collection
Case Details:
Case Code : ITSY044
Case Length : 11 Pages
Period : 1997-2003
Pub Date : 2004
Teaching Note :Not Available
Organization : IBM
Industry : IT
Countries : US
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Introduction Contd...
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IBM had always been known for its emphasis on customer
service.
It had its sales personnel clad in blue suits attending clients' calls
and explaining to them how they could transform their business through various
IBM products and services.
IBM recognized that proper CRM implementation was possible by the integration of
three elements - people, process and technology.
Until the late 1990s, it addressed the issue of integration of people and
processes. The third part, technology, was dealt with in 1999, when the company
started focusing on this aspect.
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Commenting on this, Cher De Rossiter (Rossiter), IBM's Global
Services and Program Director for its internal CRM project said, "In 1999, there
was a shift in the technology side of the project. We started working on a new
go-to-market strategy in which we would redefine the way we set up our internal
customer service organization."3
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IBM went about implementing CRM in
phases, addressing sub-divisions such as change
management and training successfully. Commenting, Steve
Wright, Vice-President, Worldwide Customer Relationship
Management Deployment, IBM said, "By getting to know our
customers better and enabling more effective
collaboration around the customer and among multiple IBM
organizations involving sales, marketing and support, we
can significantly enhance the value we bring to our
customers, while generating additional revenues and cost
efficiencies for our company. The concept of 'One IBM'
is a cornerstone for the way we serve customers."4... |
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