Electronic customer relationship management, or e-CRM, is the proverbial light at the end of the e-commerce tunnel. Using e-CRM, the ability to relay precise, up-to-date information to and from the customer continuously is now possible. Information systems are able to rapidly acquire data and array it in useable form. Call centers, e-mail, fax and the Internet can provide real time communication between companies. The only remaining piece for a company to fit into place is the successful integration of these essential technologies with business intelligence. For e-CRM to become a reality, sales, service and order processing need to be integrated effectively. This allows each customer transaction to inform and invigorate business intelligence.

Most companies are now setting up call centers, developing business intelligence and automating their sales operations. Unfortunately, these initiatives are pursued as separate issues without regarding the integration of other customer touch points. Neglecting to integrate these systems, companies unknowingly deprive themselves of a comprehensive view of the customer. The first step towards full customer relationship management is achieving touch point synchronization.

Touch point synchronization ensures that customers receive the same responses to inquiries, regardless of their points of entry. A successful case in point is networking giant, Cisco Systems. Cisco's front-end customer touch points and back-end supply and service operations are all highly integrated. Cisco's status on the stock market, which now exceeds Microsoft, is a testament to how touch point synchronization translates into shareholder wealth.

Once customer touch points have been synchronized, the next step is to integrate real time business intelligence into the touch point framework. Integrating real time intelligence will soon be essential for any company that wishes to be competitive in the e-marketplace. Though few companies currently operate at this level, customer expectations are pushing businesses in this direction. Customers get the same information from a company's web site as from their call center, thereby ensuring a high level of customer satisfaction. The company itself also benefits by being able to continually increase its existing business intelligence by means of a real time feedback loop that includes offers, counter-offers and customer responses. In addition, customer and segment profitability analysis can be conducted and refreshed with a never ceasing stream of real-time customer offers.

This kind of systems integration represents a significant challenge to companies. Unfortunately, no single software vendor today provides end-to-end integration for applications and technology infrastructures across sales, service, marketing and order processing touch points. Though several application providers are making steps in that direction, including Siebel Systems, Clarify and Oracle, no one has been able to integrate all the necessary applications and technologies. As a result, the companies that successfully implement e-CRM will be those that forge their own strategic partnerships between various e-CRM vendors and systems integrators. The resulting consortia would be able to provide the company comprehensive, pre-packaged solutions that include e-CRM applications, hardware platforms and networks.

Once their e-CRM solutions are implemented, many companies will outsource maintenance, hosting and upgrading functions to third parties. This will eliminate some or all of IT staff responsibilities for staying abreast of upgrades, new products introductions and hosting. Pointing the way to full e-CRM, some network vendors such as Cisco Systems and Nortel Networks are forming partnerships with e-CRM application vendors to complement their own networking and technical infrastructure product suites. One can see that it is only a matter of time until full e-CRM becomes a standard reality for competitive e-businesses.

Source: The Jumbled State of e-CRM
Kirk Strawser
EBiz Solutions