Current popular wisdom within the CRM industry places top management support as one of the top ten success criteria. What is meant by support is never really defined but it is logical that the term embraces the notion of reasonable project funding, resources, and positive communication and backing from top management. But is that adequate? To answer this question, one needs to understand that the CRM industry identifies itself through the evolution and capabilities of technology. If the user community obligingly buys into that definition, senior management is likely to approach a CRM initiative as a systems project and charge … Continue reading →