CRM: Strategic Engine or Just Another Tool?客户关系管理：战略引擎或只是另一个工具？

Attention: To All Business Owners Who Want More Sales... 注意：给所有业主谁想要更多的销售...
Here's 3 Reasons Why you must read this entire letter... 1.这里的3原因您必须阅读整本信... 1 。 If you are running any type of business then knowing how to write ads is a MUST!如果您正在运行任何类型的业务然后知道如何撰写广告是必须的！ Fail at this and you'd be better off keeping your day job! 2.在这个失败，你会得到更好的关闭使您的日常工作！ 2 。 The tool you're about to discover requires little to NO skill and guarantees you'll be to create all of the ad copy you could ever need for any marketing promotion you create! 3.该工具你发现大约需要很少或几乎没有的技能和保证您将创建的所有广告文案以往任何时候都可以不需要任何市场推广创建！ 3 。 You'll be shown how to Write or even Re-Write your own Sales Letters from scratch before you leave this page!您将如何显示收件，甚至重新撰写您自己的销售信函从头开始之前，你离开这个网页！

Article source: http://www.turningpointemarketing.com/ . 文章来源： http://www.turningpointemarketing.com/ 。 Used with author's permission. 用作者的许可。

CRM…strategic engine or just another technology tool?客户关系管理...战略引擎或另一种技术工具？ How would you answer this question about your company's CRM initiative?你将如何回答这一问题，有关贵公司的CRM主动？ It depends on how honest you are in answering some other questions, including:这取决于如何诚实的你是在回答一些问题，包括：

Do your people have real decision-making power to provide great customer service?你的人民有真正的决策权，提供巨大的客户服务？

Do you have the right people with the right knowledge and skills?你有权利人的权利的知识和技能？

Are you including people across the board, not just in your customer service and call centers?你是全国人民包括董事会，不仅在您的客户服务和呼叫中心？

The bottom line is that people skill sets need to be similar to the technology they are using -- information sharing needs to be fast, focused, integrated.底线是，人们的技能需要类似的技术，他们使用的是-信息交流需要快速，集中，整合。

Let's Start With the Leaders让我们开始与各国领导人

For CRM to become the strategic engine, not just a tool that people opt to use when they choose, managers and leaders need to demonstrate the new vision through their day-to-day actions.对于客户关系管理将成为战略引擎，而不仅仅是一种工具，人们选择使用时，他们选择的，管理人员和领导人必须表现出新的设想通过他们的日常行动。 Leadership is about making a vision happen.领导是决策的远见发生。 If you want your CRM strategy to be the engine that drives growth and profitability, take a look at what your leaders are doing and how they are behaving.如果您希望您的CRM战略是发动机驱动的增长和盈利能力，看看你们的领导人正在做以及他们如何行事。

The heart of strategic change is when the leadership makes the conscious choice to focus on actions that matter.心脏的战略转变是当领导使意识地选择把重点放在行动这一问题。 When an organization undergoes significant and fundamental transition, leaders must be teachers and role models of the new actions and behaviors.当一个组织进行重大的和基本的过渡，各国领导人必须在老师和榜样的新的行动和行为。 Leaders who successfully transition to new operating values and practices are those who recognize they are on a steep learning curve and adopt a personal learning ethic that others can model.谁成功的领导人过渡到新操作系统的价值观念和习俗的是谁承认他们是一个陡峭的学习曲线，并通过一项个人学习职业道德，其他人可以模型。

What About Everyone Else?什么其他人？

Just as any change needs good leaders, making CRM the strategic engine requires good followers.正如任何变化需要良好的领导人，使客户关系管理的战略引擎需要有良好的追随者。 People need to have the knowledge and skill sets that will translate the vision to a seamless customer experience.人民需要的知识和技能集，将翻译的远见，以一个无缝的客户体验。 Having the skill to build personal and professional networks of information and knowledge will allow managers and employees to think and act in less linear ways.在技能建立个人和专业的网络信息和知识将允许管理人员和员工的思想和行动在不到线性方式。 There is a need to learn to behave as integrated teams, not individual contributors or functions.有必要学习表现为综合服务队，而不是个人撰稿或职能。

Teaming, problem-solving behaviors across job boundaries, knowledge-discovery skills, personal networking outside the department, and building relationships to share knowledge and information are rarely seen metrics on employee performance evaluation forms.团队，解决问题的工作行为跨越国界，知识发现的技能，个人网络以外的部门，并建立关系，分享知识和信息是很少见到的指标对员工绩效评价的形式。 Yet these are the skills required to drive the CRM strategic engine.然而，这些都是必要的技能来驱动的CRM战略引擎。 Those skills need to be valued, encouraged, and rewarded by the organization.这些技能需要得到重视，鼓励和奖励的组织。

Don't Take New Roles For Granted不采取新的角色是理所当然的

To move CRM deeper into the ethos of the company culture, clear and unambiguous roles for leaders and employees need to be communicated.如果要移动的CRM深入风气的企业文化，明确和毫不含糊的作用，领导人和员工必须沟通。 When people have a role beyond that of being an individual contributor, accountability, involvement, and interest in making CRM the strategic engine all increase.当人们都可以发挥作用超出被个人的贡献，问责制，参与和兴趣，在客户关系管理的战略引擎所有增加。

The key is communicating what new roles leaders and employees are expected to fill.问题的关键是沟通什么样的新角色领导人和员工，预计填补。 As social scientists and consultants, it has been our experience that there is always a portion of leaders and employees who can't or won't adopt the new vision.作为社会科学家和顾问，它一直是我们的经验，总是有一部分领导人和员工谁可以不能或不愿采用新的视野。 This is why there are always tough people decisions involved in a large system change initiative.这就是为什么总是有困难的人决定参与一个大系统变化的倡议。

Copyright 2002 Dailey & O'Brien, Inc.版权所有2002戴利和奥布赖恩公司

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