Kickstarting your Social CRM Initiative: 5 Fundamentals and 5 Immediate Opportunities

Let’s “do” this Social CRM thing. Ready…. Go!!!!!

You’re right. It’s not that easy. It’s not a panacea, and like all of it’s predecessors (Contact Management, SFA, CRM, etc.), there will be absolutely no benefit unless you understand what you are doing, why, and how you’ll measure success.

I don’t want to beat a dead horse. But, for the purpose of this conversation, please allow me to briefly frame the rest of this post.

Social CRM is about aligning the organization’s value chain around the helping the customer perform their jobs. It’s a response to the emergent Social Customer. It’s a response to a fundamental shift in communication norms in society, and therefore the business landscape as well.

If you want more depth, explanation, debate, guides, case studies, and other references, please take a look at The Ultimate Social CRM Resource Guide

The purpose of this post is not to add 3 more weeks of commentary, case studies, and research onto your already full plate. It’s to help provide a succinct set of helpful guidelines to assist you as you move to actually implement change in your organization. You’ve got what you need (and if you don’t, I can help you get up to speed quickly). It’s time to get started.

We’re now a couple of years into the conversation and the term Social CRM in now firmly embedded into the mind and vocabulary of the Marketing, PR, and Customer Service illuminati.

But, how to actually start “implementing Social CRM” (if there is such a thing) still appears elusive. And it should be.

Done right, Social CRM forces organizations to align traditionally alien groups: Marketing and Sales, PR and Customer Service, Customers and C-Suite Execs. Messaging and branding have to be more closely aligned with reality, or the marketplace congregation can shout B.S. in the “Global Town Square”. It forces companies to play by new rules where the balance of informational leverage has shifted to the customer.

Most debates, discussions, and rants have most people falling into one of two camps regarding Social CRM:

(1) The fundamentals of business and CRM haven’t changed – OR -
(2) The emergence of Social CRM offer fantastic new opportunities for profitable arbitrage

My contention is that both are right. Success lies at the intersection of the two, appropriately weighted according to the landscape of your organizational culture and goals.

The purpose of any business is and will continue to be to maximize value creation and dissemination for its stakeholders. Social technologies have enabled the age old requirements of listening, analyzing, and responding to customer signals and communications to be more fluid and dynamic. The fundamental principals of value creation aren’t new – however several of the methods are.

As you begin your journey towards embracing and responding to the social customer, you’ll be well served by keeping the following fundamentals in mind:

Social CRM: The 5 Fundamentals

(1) Understand who your customers are, what they value, who they interact with. Segmentation plays a key role here.
(2) Find and engage with them in the context of their preferred communication channel(s)
(3) Communicate with them in a way that is relevant and helpful in assisting them to achieve their goals
(4) Present and/or create / co-create products or services that help them accomplish (or do better) the jobs they are trying to do
(5) And finally, deepen the relationship over time by doing the same thing over and over again

These are the fundamentals of business and the core of a customer focused strategy. Nothing with the term Social in front of it changes any of this.

However, here are 5 ways your organization can leverage social technologies to accomplish the 5 fundamentals:

Social CRM: 5 Opportunities to capitalize on now

(1) Use Social Analytics and Social Network Analysis to better understand your customers and prospects (aggregate Demographic, Psychographic, and Socialgraphic data)
(2) Use Listening and Monitoring Tools to extend reach beyond where and how you’ve been able to listen and engage before (Add social as an additional interaction channel)
(3) Capitalize on first mover advantage by communicating in new and/or more relevant ways with your customers (align your business with emergent social technology and culture, and beat your competitors to the party)
(4) Utilize Internal Collaboration (Enterprise 2.0) and/or Community Platforms to streamline communications and/or product and service development functions
(5) Increase engagement with existing customers on new channels in a way for the world to watch and observe (Be everywhere your customers are – and enable them to share what they love (or don’t love) about you to their network(s)

Now, let’s “do” this Social CRM thing. Ready…. Go!!!!!

In pursuit of True Relationship Value

Value Exchange

Relationships. How do we measure the value of a relationship?

It’s not an easy question to answer.

Customer Relationships. How do we measure the value of customer relationships?

We have an answer. But I think it’s the wrong one, or at the very least an incomplete one.

If we were all in a room together, many of you likely would have shouted out words like “profitability!”, or “revenue!”. Maybe some of the more advanced thinkers would throw out “CLV!” (Customer Lifetime Value).

The problem with this lies within the root of my first question: “How do we measure the value of a relationship?”

THE MEASUREMENT OF CURRENCIES AND CAPITAL

As companies measure the value of customers, we typically only look at Dollars, or Euros, or Yen, or whatever the local currency is. We limit our evaluation and ranking of our customers to how much capital they have contributed to our organization in the denomination of monetary currency. But aren’t there other forms of capital?

You’ve heard the terms: Relational capital, Social capital, Human capital, etc.

Identifying relational value should include all the components of the value created by that relationship, but today’s CRM systems typically only include monetary measures in identifying how much a customer is worth to the company.

What about those companies or individuals who have created value for the firm by:

(1) Talking positively about them
(2) Referring potential customers
(3) Referring potential employees
(4) Providing recommendations and/or being references
(5) Introducing them to new networks
(6) Adding value in other “hard to measure” ways

There is a whole set of value being generated and given to us by not just our customers, but many members in our relationship ecosystem. The problem is that we are not measuring it. Since we are not measuring it, we don’t know what to do with it, and are likely missing opportunities to create more opportunities of value exchange.

If people are only interested in money, we call them “golddiggers”. Shouldn’t our systems enable and empower richer professional relationships than this?

The New (Social) Customer Advocate

Over the past few months, the #scrm Accidental Community has had several conversations about who should “own” social media and Social CRM within an organization. Though we’ve had a lot of productive conversation, I believe we’ve collectively come to the conclusion that there is no definitive answer other than “it depends”. You can find some links to some of these conversations at the end of this blog post.

But don’t fear, dear readers. The dialogue has not been in vain. There have been a number of insightful takeaways, and the journey of those conversations has arguably been more valuable than the originally mapped destination.

In the end, some corporate Social Media initiatives will be unmistakeably intertwined with corporate DNA, being touted and driven throughout the organization from the top. Zappos is the first company to come to mind.

In other organizations, a groundswell will rise from within, starting slowly with one or two internal advocates who see real opportunity, and then spreading as small “wins” are accomplished and shared. The most likely areas from which this groundswell will emerge today are marketing and/or customer service.

At Comcast, just a few people have ultimately changed the corporate culture of a company 100,000+ strong. Brian Roberts, CEO of Comcast, one of Social Media for Business’s poster children recalls Comcast’s journey with Twitter. From Frank Reed’s Story over on Marketing Pilgrim:

“It has changed the culture of our company,” Roberts said.

Comcast has for a while now been using Twitter to scan for complaints and engage with customers. The idea was not his, but rather rose organically when someone in the company realized that a lot of public complaints were being sent over Twitter.

Well, since we are talking about Twitter, let me share a little slice of my life from yesterday. Mitch Lieberman, John Moore, Josh Weinberger, Kathy Herrmann, Mike Muhney, Valeria Montoni , Russ Hatfield, Glenn Ross and I had the privilege of participating in another “accidental” conversation that was a slightly different iteration of this “Who should now own Social Media?” question. Wim Rampen showed up a little late, so he’ll just have to weigh in below (along with all the others where they’re not limited by 140 characters.) :)

The topic being discussed by was essentially “Who should carry the front line conversation?” At first blush, this seems like a very similar question. However, I view it as significantly different. It’s different because it changes the conversation from “Who decides what the organization will do with Social Media?” to “Who actually does it?”. The conversation is moving from ideation to implementation, and that, my dear friends, is exciting.

(Speaking of implementation, after you are done reading this post, head over to Esteban Kolsky’s blog to read an excellent ongoing blogpost series titled “The Roadmap to SCRM”)

Valeria Montoni wrote a great article titled Twitter, Customer Service, and good Brand Management which speaks to the value of monitoring Twitter to hear what people are saying about your brand. Valeria shares both explicitly and implicitly that the traditional worlds of customer service, brand management, and marketing as a whole must be intertwined in the context of the Social dialogue.

If Social CRM is “…designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment…the company’s response to the customer’s ownership of the conversation.”, then I submit that it makes perfect sense that the team or individual responsible for interacting with customers and prospects be FULLY EQUIPPED AND EMPOWERED to engage with the customer in whichever direction they’d like to take the conversation.

*** Let me restate that ***

The team or individual responsible for interacting with customers and prospects must be FULLY EQUIPPED AND EMPOWERED to engage with the customer in whichever direction they’d like to take the conversation.

Take a step back and consider the implications of that statement for a moment.

- How many different reasons are there for your organization have a conversation with your prospects and customers today? and subsequently…

- How many people within your organization can effectively lead or participate in each of those conversations in a manner which aligns with your organizational goals, vision, and strategy?

I am assuming your mind didn’t jump to a picture of your latest intern, or an entry level customer service rep. Most likely, your mind jumped to Director level and above type personnel. Every company has a couple of them – someone who just “gets it”. Someone who carries “juice” across departments, teams, org structure, and one of the few that is the living lifeblood of the organization.

Meet your new “Social Customer Advocate”; a big picture thinker, enthusiastic about the company’s vision and mission, in tune with marketing/branding strategy, with a genuinely caring and transparent attitude, a leader and manager, who is, oh by the way, savvy enough to look for opportunities to sell your company’s new product and service offerings.

They are customer service, marketing, and sales. They are the face of the organization, and their face and their written word are going to be well known across the interactive landscape of your customer and prospect base(s).

Here’s the Understatement of the Day: This type of thinking is a MAJOR SHIFT for many organizations.

For smaller companies, this actually may not be that difficult to imagine. Entrepreneurs across the country have lived in this multi-faceted role for decades. But for the Fortune 1000, is this possible? Can this scale?

I know what your thinking…

Companies have just spent the last couple of decades trying to minimize customer service costs. IVRs, offshoring, outsourcing, and entry level workers have become the first line of defense for corporations across the globe, and important/critical issues get escalated up the chain to the high paid knowledge workers only when necessary.

Yes. However, unfortunately for companies for who have spent gazillions building a corporate culture and infrastructure around minimizing the cost of each customer interaction, the customer now can not only yell about how unhappy they are with their poor experience to the gals at the salon, or the fellas at the local watering hole, but their disdain can be spread and amplified across the globe in days, if not hours.

I submit that as culture and society becomes more technologically social, organizations will need to change the way they interact.

Enter the Social Customer Advocate.
They will act as the funnel for corporate interactions through social channels. They will choose to engage directly, or distribute the customer or prospect requests to an appropriate resource within the organization. They are the brand’s representative to the world for anything that a prospect or customer may desire to dialogue about.

Today, they may be Directors, VPs, or even C-Level Execs. Ultimately, they will lead and quarterback the team to success, and the makeup of these folks will be darn hard to find, and even harder to duplicate.

Someday down the road, this role may be automated and replaced by technology like so many other key roles from yesteryear. But we are just journeying into this new frontier, and we are a long way from being able to successfully automate genuine conversations with customers..

So then, my questions for you:

1. Is it feasible for mid sized or large organizations to find and leverage the Social Customer Advocate?
2. What are the keys to finding, duplicating, and leveraging Social Customer Advocates?
3. What primary cultural challenges await this shift in customer engagement?
4. Who do you know that have already used a Social Customer Advocate or Advocate(s) in their organization?
5. What are your top arguments against using a Social Customer Advocate?

More Social CRM Reading:

Who Owns Social Media? by Brian Solis
Q: Who Should Own Social CRM – A: Not who you think by Graham Hill
Unleashing the Value of Social CRM: Where to find the biggest return
Social CRM: Overhyped Fad or Transformational Solution

The Challenge with CRM Initiatives

John Moore, on his recent blog post, Why aren’t you using your CRM system more? has facilitated a meaningful conversation which has triggered some very productive dialogue related to CRM, what it is, and why companies haven’t had more success.

This thread confirms what I have suspected for quite a while; While the evolution of Social Media and CRM continues to push forward in present day, many are still confused about what CRM is. There is an ever widening gap between those caught in an early 90′s mindset (as Esteban Kolsky references in an earlier comment) regarding CRM and those looking forward to leverage the latest technologies for their customer facing initiatives (ie Social Media, Mobile, Mashups, Cloud Computing, etc).

If you polled 100 executives, and asked them to define CRM, you’d likely get more than 50 different answers.

I’d define CRM as something like this:

CRM is a business strategy for increasing profitability through the alignment of people, processes, and technology towards enhancing the company’s value proposition and overall customer experience.

That said, if you can’t clearly define something, how can you possibly measure success?

The challenge with a CRM initiative is that there are so many expectations at so many levels, both internal and external. Success is certainly attainable, but requires the complex organizational alignment across management levels and functional disciplines.

An organization rolling out a successful CRM initiative will have:

1. An understanding of who their customer is, what their customer needs, and how they can present a compelling value proposition and unmatched customer experience

2. A clear understanding of the organizational and procedural changes required to deliver the compelling value proposition and customer experience

3. A clear understanding of the expectations/needs from:
a. Executives
b. Managers
c. Front Line Workers (across the disciplines of all customer facing departments – Sales, Marketing, Service, Support)

4. An ability to deliver a “system” (process plus technology) that maximizes value to ALL OF THE STAKEHOLDERS presented above.

Doing something like this requires tremendous alignment between executive vision, leadership talent, a “customer centric” culture, systems design, user empowerment, and the proper technology tools to support it.

For every company that is able to execute this, there are boatloads of those who can’t, and most don’t have any idea why.

I’d enjoy hearing your input below.

Is it about the technology, or is it about transforming your business?

Richard Boardman makes a case in his blog post  The CRM Consultant: Independent CRM consultants and their role outside CRM software selection…. that independent CRM consultants have an important role that is seldom recognized or valued.

In making this point, he points out a number of common false assumptions:

That selecting the right technology is the key challenge, and once you are settled on that everything else is straightforward. In reality while technology (and implementation partner selection) is very important, it is by no means the toughest challenge in applying CRM technology. The areas of strategy, process design, and user adoption are far more demanding.

That the quoted price in an accurate representation of what you will end up paying. Since most CRM vendor pricing is provided on indicative or estimated basis what the client ends up paying can be an order of magnitude different from the initial quoted price. The client either has to dumb down the requirements or accept the shift in budget.

That CRM vendors have the ability and inclination to deliver a system that significantly improves performance rather than a system helps them meet their sales targets. The two objectives rarely coincide in my experience.

So often, companies start by asking the wrong question:  Which CRM software technology is best?

They should be starting by clearly defining their CRM strategy, refining their business processes, and definining a clear set of specifications that their business requires. Once this is done, they can go out to find the best fit in the marketplace for their needs.

Start there, and you’ll exponentially increase your chance of success, and more importantly the profitability of your organization

Avoid 3 Roads to CRM Disaster

Rich Cook, in his article below,reminds us that CRM is largely about strategy, people, and processes. With a CRM implementation, there are a ton of moving parts to measure and keep track of. Making sure that you are attending to the 3 items below will give you a great shot at success, and most importantly, increased profitability.

3 Roads to CRM Disaster

Know the signs to avoid these all too common CRM hazards.

By Rick Cook | April 23, 2009

A few years ago, analysts were reporting failure rates as high as 50 to 70 percent for CRM projects. While companies have gotten more savvy about CRM and how to implement it, the failure rate for the software still remains high.

Part of that rate depends on the definition of “failure” as well as unrealistic expectations. But the fact remains that many CRM projects fail in the sense of not delivering the estimated increases to the bottom line, customer satisfaction and other endpoint metrics.

While the details, and the definitions, of these failures often vary significantly, they usually come down to the same major errors.

Here are three pitfalls you want to avoid with CRM:

1. Concentrating on the technology at the expense of the people: CRM is not technology. Instead, it uses technology to support sales and marketing’s efforts to get closer to your customers.

Implementing CRM starts well before you purchase the system or even decide which software to use. It begins with a clear definition of CRM goals, project requirements and success factors. In other words, what are you trying to do, what will you need to do it and how will you know when you’ve succeeded? This also has to include a careful analysis of your sales process, its strengths and weaknesses and where you need to improve.

This definition phase is doubly important because not all CRM packages are created equal. Like companies, they have different strengths and weaknesses and you need to choose one which matches your needs. All of them have the same general functionality but they vary in how well and how completely they do different jobs.

Similarly, you have to consider the nature of your business when choosing a CRM solution. If your business involves long sales cycles of high-value equipment with multiple decision makers, you want to emphasize different things in your sales strategy than if you’re selling lower-cost goods on a fast sales cycle with many repeat customers.

Because CRM makes heavy use of computers, it’s easy to confuse it with technology. In fact, the history of CRM implementation is rife with projects which were a technical success — delivered on time and within budget — but which were practical failures because the project didn’t deliver the bottom-line benefits.

If you equate technology with CRM, you’ll probably end up confusing your employees and annoying your customers.

2. Not having everyone aboard: According to Gartner Group, most CRM failures are the result of user errors rather than technological ones.

The most common of these failures, experts agree, is not having everyone on the same page. A successful CRM effort has support from all staff and widespread agreement on the goals and methods of the CRM project. That includes the sales staff, whom will use the CRM tools, and top management, whom must provide the drive and oversight for the project.

A full CRM implementation requires wide-ranging changes throughout your sales and marketing organization. If the people who have to execute your new CRM strategy don’t understand and agree with what you’re doing, you’ll most likely have a failure.

Likewise, a CRM project needs realistic, enthusiastic support from management at all levels, including a manager or managers who will champion the project and help to keep it on track. This kind of broad-based support is critical and it usually doesn’t happen automatically. It has to be built. To repeat an often-stressed theme, CRM requires selling inside your company.

Stress the benefits that CRM will bring to your staff. The fact that a CRM system will give you greater control over your sales process isn’t nearly as important to your sales reps as the potential to increase sales, and hence profits. On the other hand, it’s likely to be much more important to the managers above you. When you talk about CRM’s benefits, stress the ones that the people you are talking to are likely to be most interested in.

It’s also important to realize that the job of getting and keeping everyone aboard doesn’t end when the CRM project goes live. The sales staff has to be constantly encouraged, reminded and sometimes pushed to use CRM tools. Managers have to be shown through clear metrics how the CRM effort is paying off.

In making CRM work, both in implementation and in ongoing use, feedback is critical. You’re almost certainly going to have to adjust the project as you go along, and to get it right you’re going to have to rely on feedback from all levels. More than most project implementations, CRM is a matter of constantly adjusting to get things “right” under continuously changing conditions.

3. Not putting the customer first: By its nature, CRM is customer-centric. The CRM model tries to increase sales by focusing on and building better relations with the customer.

A successful CRM implementation improves the customer experience. One that fails makes the customer less willing to deal with you. This is an important metric, even if it isn’t always as easy to see.

One place where success with the customers shows up is in the bottom line. An effective CRM implementation makes it easier and more pleasant for customers to buy from you. This shows up not just in increased sales, but in increased sales per customer, increased cross-selling and up-selling and other measures of sales activity. However, this is only a surrogate. You need to listen carefully to your customers to find out what they like and don’t like.

None of these causes for failure is rocket science — or even high school chemistry. They can be easily avoided, as many companies do each year. While that requires some knowledge of the warning signs, mostly it is a matter of attention to detail and understanding where CRM fits into your sales and marketing organization.

via Inside CRM – 3 Roads to CRM Disaster

Just 100 Days away from Customer Lifecycle Management | Graham Hill, Customers & More

Graham Hill presents a great framework for rolling out a Customer Lifecycle Management initiative. In the sea of opportunity and moving parts, the ability to execute the delivery of a focused project plan is key if you are to realize the unlocked potential that exists within your existing and future customer base.

One other key point that could go unnoticed is that you’ll see after the 100 day plan, he points to Kaizen, a method of continuous improvement, which surprisingly goes unnoticed in many CRM implementations. The initial launch is only the beginning of the journey towards increasing profitablity.

Customer Lifecycle Management in 100 Days!

By Graham Hill, Customers & More

The recession is forcing companies to rethink how they do CRM. Gone are the ‘big-iron’ CRM projects of yesterday with multi-million budgets, inflexible two-year project plans and ROIs that were little better than inspired guesswork. In their place is a new approach to CRM, based upon running projects as internal corporate ventures that deliver tangible results, at low cost, within 100 days.

To make internal venturing work for CRM, it needs to be based upon three parts, each of which supports the others.

  1. Proven CRM Theory – The first part is a thorough understanding of proven CRM theory. This provides a robust platform upon which to build an internal venture project. Without this platform, it is all too easy just to copy other companies’ CRM projects without understanding how they need changing to suit your company’s unique capabilities. Proven CRM theory provides the know what.
  2. Detailed CRM Practice – The second part is detailed experience implementing CRM projects and operating them afterwards. This provides a practical framework for planning the CRM project, piloting it in stages, implementing it and then operating it afterwards. But experience by itself is not enough. You also need to understand enough CRM theory to know how to adapt experience with other companies to your own situation, particularly during planning and early piloting. Getting it right at the beginning will mean that you don’t have to significantly change the project later on, when it is much more disruptive and costly to do so. Detailed CRM Practice provides the know how.
  3. A 100 Day Project Plan – The final part is a 100 day project plan, setting out how you will implement CRM and start delivering tangible results within 100 days. Obviously, you can’t deliver an enterprise-wide CRM programme, e.g. telco Billing & Collection, in 100 days. But you can break larger programmes down into smaller 100 day projects that you can more easily manage for results And by results I mean delivering project milestones, on-time, in-full, to-budget. Only by running projects as internal ventures can you ensure delivery of results, with whatever resources are available, at a minimum cost. A 100 day project plan provides the CRM blueprint to get started.

So how do 100 day projects work in practice?

Recently, I directed a small team that implemented Customer Lifecycle Management (CLM) for a national operating company of a major mobile telecoms provider, all within 100 days. The lifecycle of the 100-day project was broken down into five stages:

  • First 10 Days – Feasibility – The first 10 days should be spent understanding the company’s current CRM capabilities, who the key resource holders are and planning the project milestones and costs in detail. The time should also be spend arranging for critical data required later in the project to be available just in time. One of the biggest problems in CLM projects is data not being available when required.
  • Days 11-50 – Soft Pilot – The next 40 days should be spent developing and running a ‘soft pilot’ of CLM for the highest priority target customers. This includes gathering data, developing propensity models for e.g. customers likely to churn, creating attractive propositions, programming the campaign management system, developing marketing communications, arranging fulfilment for customers that respond and of course, reporting results. The idea of a soft pilot is that the CLM capabilities are tested manually to ensure that everything works as intended. Inevitably, some things don’t and soft piloting gives you the chance to fix them before they are automated in the next stage.
  • Days 51-70 – Hard Pilot – The next 20 days should be spend automating the soft pilot once it is working smoothly and repeating the soft pilot process for next the highest priority target customers. Once the soft pilot from the previous stage has been run smoothly without any problems a number of times, it can be automated. This includes automating data feeds, customer scoring by the propensity models, offer selection for customers, the whole campaign delivery and fulfilment process and reporting. Early results should also be examined in detail and changes made to targeting, offers and communications to hopefully improve results. The soft pilot process should also be repeated for the next highest priority target customers. You may have decided that retaining customers likely to churn is the highest priority. These customers would have been soft piloted in the previous stage and hard piloted in this one. The next higest priority might be customers you think are likely to increase in value, or to take up a particular product. They would be soft piloted in this stage prior to being hard piloted in the next one.
  • Days 71-100 – Implementation – The last 30 days should be spent hard piloting the next highest priority target customers from the previous stage and standardising the whole CLM process across the business. In the previous two stages, the CLM process has been systematically tested and automated across prioroty customers. In this stage, the process is standardised across the business so that it becomes daily business for all staff operating it in the future. This includes measuring, monitoring and managing the business by the results delivered. As this will form the basis for all future CLM activities, it is essential that this stage is carried out by the company staff who will operate CLM in the future. It can be challenging to get operational staff to change their emphasis from doing activities to delivering results, but it is essential if CLM is to deliver the results expected of it. Customers’ behaviour is continuously changing and CLM needs to continuously change with it.
  • Post 100 Days – Kaizen – The post 100 day period should be spend further standardising the CLM process and in improving all aspects of CLM. This includes, improving the results of individual campaigns, improving underperforming propensity models and improving the operation of CLM. Although lean processes should be implemented automatically during CLM’s development, the pressures of managing internal ventures with a 100 day target mean that this is not always possible. Just applying lean thinking to business processes can reduce non-value-adding costs by up to 20-40% and process cycle-time by a similar amount.

This project delivered multi-million Euros of annual incremental revenue, on a total customer base of less than 5 million and a targeted customer base much smaller still. All for a total outlay of less than Euro 250,000. And all up and running by the telco’s own staff within 100 days. You can work out the ROI for yourself.

Find Out More, Get the Presentation

I have presented and run whole day workshops showing how ‘You Can Do CLM in 100 Days’ at a number of Telecoms CRM conferences over the past year. Send me an email to graham(dot)hill(at)web(dot)de if you would like me to send you the full presentation.

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