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Customer relationship

management

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History of CRM

B&S CIMS CRMRM

B&S – Buying & Selling

RM – Relationship MarketingCIMS – Customer Information Management Systems

CRM – Customer Relationship Management

e-CRM- A subset of CRM that focuses on enabling customerinteractions via e-channels (The web, email and wireless)

Time line

e-CRM

Late 80’s Mid 90’s 2002 - FutureEarly 90’s

2 SJ-AP-I/CA/SOC



Customer Relationship Management What is a customer?

A person who buys…

What is a relationship?

The state of being connected…

What is management?

The science of controlling…

So CRM should mean controlling the relationshipwith a customer.

How do you control a relationship?

Isn’t a relationship a two-way thing?

3 SJ-AP-I/CA/SOC



Customer Relationship

Management (CRM)

Traditional Marketing CRM

Goal: Expand customer base,

increase market share by mass

marketing

Goal: Establish a profitable, long-

term, one-to-one relationship with

customers; understanding their needs,

preferences, expectations

Product oriented view Customer oriented view

Mass marketing / mass production Mass customization, one-to-one

marketingStandardization of customer needs Customer-supplier relationship

Transactional relationship Relational approach

4 SJ-AP-I/CA/SOC



Customer Relationship Management Customer Relationship Management (CRM) is a

strategy that focuses on building strong relationshipswith customers and potential customers for creating andmaintaining a loyal customer base.

CRM works across all departments to harmonizecustomer-centric thinking.

It reduces costs, increases efficiency and improvescustomer satisfaction.

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Process of creating and maintainingrelationships with business customers or consumers”

“A holistic process of identifying, attracting,differentiating, and retaining customers”

CRM is basically for developing long lastingrelationship with a customer.

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Definition of Customer Relationship Management (CRM)?

CRM is “the development and maintenance of mutually beneficial

long-term relationships with strategically significant customers”

(Buttle, 2000)

CRM is “an IT enhanced value process, which identifies, develops,

integrates and focuses the various competencies of the firm to the

‘voice’ of the customer in order to deliver long-term superior

customer value, at a profit to well identified existing and potentialcustomers”.

(Plakoyiannaki and Tzokas, 2001)

7 SJ-AP-I/CA/SOC



Information Technology and CRM

Technology plays a pivotal role in CRM

Technological approaches involving the use of databases,data mining and one-to-one marketing can assistorganisations to increase customer value and their own

profitability This type of technology can be used to keep a record of

customers names and contact details in addition to their history of buying products or using services

This information can be used to target customers in apersonalised way and offer them services to meet their specific needs

This personalised communication provides value for thecustomer and increases customers loyalty to the provider

8SJ-AP-I/CA/SOC



Advantages of CRM over traditional mass-

media marketting

Reduces advertisement cost

Focus on customer needs

Easier to track the effectiveness of a given

campaign Compete for customers based on services not

prices

Prevents overspending on low-value clients

Speed the time to develop and market the

product

Improves the use of customer channel

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Types of CRM

Strategic CRM

Operational CRM

Analytical CRM

Collaborative CRM

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Operational CRM

Operational CRM is mainly focused on automation,

improvement and enhancement of business processes

which are based on customer-facing or customer

supporting.

The main importance of a CRM system lies on how the

selling, marketing and service oriented processes are

automated

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Operational CRM

Marketing automation

Sales-force Automation

Service Automation

14 SJ-AP-I/CA/SOC



Marketing automation- Basically focused on automating marketing processes

campaign management involves marketers to use

customer specific information to determine, evaluate and

develop communications that are targeted to customers in

individual as well as multilevel or multichannel

environment. Campaigns developed to communicate

customers individually are easy and involves unique and

direct communications. For multichannel environment the

implementation of marketing strategies and campaign

management is quite difficult and challenging.

For handling this, a CRM marketing strategy called event-

based marketing is inherited. Using event based

marketing communication and offers are presented to

customers as and when they are required.15 SJ-AP-I/CA/SOC



Sales-force Automation A CRM system is not only used to deal with the existing

customers but is also useful in acquiring new customers.

Sales cycle

The process first starts with identifying a customer and

maintaining all the corresponding details into the CRM

system. This process can be distributed into many stages

which includes generation of lead and then qualifying

those leads as prospects.

Automation of selling process is efficiently handled bySales-force automation which automates all the

methodologies or sales cycle and above described process

sophisticatedly.

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Service Automation Service automation deals with managing organization’s

service. The actual interactions with customers such as

contact, direct sales, direct mail, call centers, data

aggregation systems, web sites and blogs etc. are examples

of operational CRM.

Any one in the organization can have access to this

information about customer which gives a clear view of

customers needs and important information on the customer

such as products owned, prior support calls etc

The customer can easily be contacted at right time at

the right place.

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Analytical CRM

Analytical CRM is designed to analyze deeply the

customer’s information and data and unwrap(remove) or

disclose the essential convention and intension of behavior

of customers on which capitalization can be done by the

organization.

Primary goal of analytical CRM is to develop, support and

enhance the work and decision making capability of an

organization by determining strong patterns and predictions

in customer data and information which are gathered from

different operational CRM systems.

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key features of analytical

CRM: Seizing all the relevant and essential information of customers from

various channels and sources and collaboratively integrating andinheriting all this data into a central repository knowledge base with aoverall organization view.

Determining, developing and analyzing inclusive set of rules and

analytical methods to scale and optimize relationship with customers byanalyzing and resolving all the questions which are suitable for business.

Implementing or deploying the results to enhance the efficiency of CRM system and processes, improve relationship and interaction withcustomers and the actual business planning with customers.

Combine and integrate the values of customers with strategic business

management of organization and the value of stakeholders.

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Advantages of implementing and using

an analytical CRM are described below.

Leads in making more profitable customer base by

providing high value services.

Helps in retaining profitable customers through

sophisticated analysis and making new customers that

are clones of best of the customers.

Helps in addressing individual customer’s needs and

efficiently improving the relationships with new and existing

customers.

Improves customer satisfaction and loyalty.

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business

Customer Analytics- This is the base analytic used to analyze customer

knowledge base. It provides a better view of customer behavior and by modeling,assessing customer values and assessing customer’s portfolio or profiles and

creates an exact understanding of all the customers.

Marketing Analytics- This helps discovering new market opportunities and

seeks their potential values. It also helps in managing marketing strategies and

scale and plan marketing performance at district, regional and national levels.

Marketing analytics also focus on campaign management and planning, productanalysis and branding.

Sales Analytics- Sales analytic provides essential environment to plan, simulate

and predict sales volumes and profits by constantly analyzing organizational

sales behavior. It helps in pipelining all the selling opportunities in an efficient

way by indulging and improving the sales cycle.

Service Analytics- Analytical CRM has major role in enhancing the serviceswhich answering all the questions regarding customer satisfaction, quality and

cost of products, complaint management etc. It even helps in improving and

optimizing the services by sophistically analyzing the service revenue and cost.

Channel Analytics- This type of analysis helps to determine the customer

behavior on channel preferences, like web channel, personal interaction,

tele hone channel etc. This information is efficientl inte rated in customers’

21 SJ-AP-I/CA/SOC



Collaborative CRM

Collaborative CRM deals withsynchronization(organization) and integration

of customer interaction and channels of

communications like phone, email, fax, web etc.

with the intent of referencing the customers aconsistent and systematic way.

The idea is not only enhancing the interactions

but also to increase and improve customer

retention and liberty ( Freedom).

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Collaborative CRM can be broadly

identified by two aspects:

Interaction Management

This management process deals with designing

the communication or interaction channel

process within an organization which is specific to

customer interaction and finally enhancing theextent of communication between both the parties.

Channel Management

After analyzing and implementing the interaction

medium it’s important to enhance the power of channels through which the customers are

interacted.

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Advantages of Collaborative

CRM:

Enables valued customer interaction across the

channels.

Entangles( catch up) web or online collaboration

to cut down service cost of customers. Integrates customer interaction with call centers

to enable multi-channel interaction with

customers and helps them make understand the

overall process vales.

Describes a view of integrated customer’s details

during interaction to server them in a better way.

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Strategic CRM

Maintain Long Term Relationship with Customers

The aim of strategic CRM is to concentrate and

enhance the knowledge about customers and use

this knowledge to improve and customize theinteractions with customers to maintain a long-

term relationship with them.

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e erm n ng an eve opmen o

strategies

Amplify(increase) Commitment For this each and every department should be kept informed

about all the developments and implementation of processes

carried out or performed

Building valuable project team-

Each and every member of this team should be experiences anddedicated professional as these members will be the key decision

makers in the whole process. They will be responsible to

communicate all the related details and benefits of the CRM

strategies to all the members of the organization. These members

should be from following work groups Management, Technical, Sales and Marketing, Financial,

External Experts

Requirement Analysis

This process involves a series surveys and questionnaires with

top level sales, marketing and financial managers to gather the

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CRM Business strategy

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CRM strategy should be aligned to the organization's mission and purpose in order to harness(bind) the power of CRM software and

bring about a sustained (continuous) achievement of business

objectives and profitable customer relationships.

Three key phases:

• 1. Customer Acquisition.

• 2. Customer Retention.

• 3. Customer Extension.

Three contextual factors:

• 4. Marketing Orientation.

• 5. Value Creation.

• 6. Innovative IT.



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1. Customer Acquisition - This is the process of attractingour customer for the first their first purchase. We have

acquired our customer.

Growth - Through market orientation, innovative IT and

value creation we aim to increase the number of

customers that purchase from us for the first time. 2. Customer Retention - Our customer returns to us and

buys for a second time. We keep them as a customer. This is

most likely to be the purchase of a similar product or service,

or the next level of product or service.

Growth - Through market orientation, innovative IT and

value creation we aim to increase the number of

customers that purchase from us regularly.



3. Customer Extension - Our customers are regularlyreturning to purchase from us. We introduce products and

services to our loyal customers that may not wholly relate to

their original purchase. These are additional, supplementary

purchases. Of course once our loyal customers have

purchased them, our goal is to retain them as customers for the extended products or services.

Growth - Through market orientation, innovative IT and value

creation we aim to increase the number of customers that

purchase additional or supplementary products and

services.



SJ-AP-I/CA/SOC32

4. Marketing Orientation - means that the whole

organization is focused upon the needs of customers.

Customer needs are addressed by the Three Levels of aProduct whereby the organizations not only supplies the

actual,

tangible product, but also

the core product and its benefit, and also

the augmented product such as a warranty andcustomer service.

Marketing orientation will focus upon the needs of consumers

for all three levels of a product. (N.B. 'market'

orientation(decision making process) and 'marketing'

orientation (customer or product)are not the same).

5.Value Creation - centres on the generation of shareholder

value based upon the satisfaction of customer needs (as

with marketing orientation and the delivery of a sustainable



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6. Innovative IT - is exactly that - Information Technology

must be up-to-date.

It should be efficient, speedy and focus upon the needsof customers.

Whilst(at the same time) IT and/or software are not the

entire story for CRM, it is vital to its success.

CRM software collects data on consumers and their transactions. Huge databases store data on individuals

and groups of individuals.

In some ways, CRM means that an organization is

dealing with a segment of one person, since every

consumer displays different purchasing habits andpreferences.

Organizations will track individuals, and try to market

products and services to them based upon similar buyer

behavior seen in other individuals (e.g. When Amazon



Three phases of CRM Acquiring New Relationships

You acquire new customers by promoting

your company’s product and service

leadership.

Enhancing Existing Relationships You enhance the relationship by encouraging

excellence in cross-selling and up-selling,

thereby deepening and broadening the

relationship.

Retaining Customer Relationships Retention focuses on service adaptability –

delivering not what the market wants but

what customers want.

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Customer Types

Platinum Heavy, reliable users, not price-

sensitive, try new products, loyal

Gold Large users who push for price breaks,

shop around and not so loyal

Iron Low volume or intermittent(Irregular) users;

cost to serve them is quite high

Lead Demanding, want special attention but

don’t buy much and show no loyalty

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-Organizational wise change of priority to

customers.

- Significant investment of time and money

- Threatens management’s control/powerstruggle

- Heightens people’s resistance(fight) to change

- Inappropriate integration leads to

disaster(failure)

Disadvantages:

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Customer Strategy

You have a clearer idea of what your customers arelikely to think, feel and spend (and perhaps even how

that may change).

How do you translate this into a viable customer

strategy? single view of the customer - and for them, a single

view of your organization - is a good start…

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Fortune

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Customer insight(close) and segmentation: Wehelp clients understand customer needs and

behaviors using our BothBrain® approach and

develop actionable segmentation from the resulting

insights. We help clients define the target customer or

"sweet spot"—the area of distinct advantage over

competitors— to inform business decisions and

investment allocation.

Product and category management: We help firms

break down barriers(protection) to innovation andimprove ongoing customer-led product development

so their value proposition is differentiated and meets

customer needs.SJ-AP-I/CA/SOC40



Pricing: We help resolve the pricing

paradox(statement)—pricing is almost always the #1

profit lever , yet it remains under-developed in mostcompanies—by building long-term pricing capabilities

and capitalizing on in-year-revenue opportunities.

Sales and channel effectiveness: We help

companies identify quick, targeted, customizedsolutions as well as strategic and operational

improvements to boost underperforming sales

organizations.

Marketing and brand strategy: We help companies

align marketing and brand strategy with

overarching business objectives; ensure marketing

investments are generating highest returns and

reinforcing (strengthen) the brand positioning; and

build a loyal customer base through branding that

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Customer experience: We work with companies

to develop a series of positive interactions

with the customer to earn their

advocacy(promotion) and inform

consistent(reliable) delivery of experiences to

drive top-line growth.

Loyalty: We help companies nurture (raise)

promoters—loyal customers who are more

profitable, and who are activeproponents(supporter ) of your business in good

times and bad.

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What is a product strategy?

A product strategy identifies, in broad terms, how you

plan to sell your products to your marketplace.

It documents how the people in your marketplace (your

clients) think about your products and business. It

documents how your business positions its products

and services and it contains your strategies for selling. A product strategy can encompass any number of

products, depending on the nature of your business. You

could have one strategy for each major product or,

perhaps, the same strategy for all of them. A more diverse organization selling different products

such as finance, travel and music into different markets

would need several product strategies.SJ-AP-I/CA/SOC43



important?

The product strategy forms the basis for

executing a product roadmap and subsequent

product releases.

The product strategy enables the company to

focus on a specific target market and feature set,

instead of trying to be everything to everyone.

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Elements of a product strategy Who are you selling to? Define your target customer or

market. Identify whom you are selling to, and what thatmarket looks like.

What are you selling? Describe how potential customers

will perceive (recognize) your product compared to

competitive products. Understand what makes your

product unique in the market . What value do you provide your customers?

Determine what problems your product solves for

customers. You cannot be everything to everyone within a

particular market, but you can help to solve specific

problems. Create a value proposition to position the value

you provide and the benefits that customers will receive

with your solution.

How will you price your product? State how you will

price the product. Include its perceived value and a pricing

SJ-AP-I/CA/SOC45



Creating your product strategy

To create your product strategy, start with identifyingthe market problems you would like to solve.

This includes interviewing your target market,

understanding the competitive landscape and

identifying how you will differentiate yourself . Your product strategy will change over time as you

learn more about your market, and as (if) you decide

to enter different markets.

Listening to your market and developing your product strategy is a circular process; as you learn

more, you will evolve your product strategy and the

problems you solve.SJ-AP-I/CA/SOC46



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Power of the product strategy

The power of a product strategy comes from what

you define as well as what you exclude.

By identifying a particular target market in your

product strategy, you are also excluding other

markets. This helps your company to understand

which projects fall outside the product strategy and

distract(divert) from strategic goals.

SJ-AP-I/CA/SOC49



Channel Strategy

Introduction

Traditional and Electronic Distribution Channel decision at the retail level

Channel decision at the wholesalers

The evaluation criteria of customer

Channels from the organization’s perspective Market coverage by using current channels

Market coverage by using new channels

Dual channel distribution

Multi channel distribution Channel-Modification Decisions Qualitative

Factors

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Introduction

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Channel Strategy The number and type of channels that customers are

using has rapidly grown to include the Internet, smart

phones and a host of social media options.

The result is an increase in possible customer

touchpoints presenting more and differentopportunities for organizations to interact with their

customers.

The broad principles by which the firm expects to

achieve its distribution objectives for its target

market(s)

SJ-AP-I/CA/SOC52



What is a marketing channel? A marketing channel consists of

Individuals and firms involved in the process of making a

product or service available for consumption or use by

consumers and industrial users.

Role of the channel in marketing strategy

Links a producer to buyers

Performs sales, advertising, and promotion

Influences the firm’s pricing strategy

Affects product strategy through branding policies,willingness to stock and customize offerings, install,

maintain, offer credit, etc.

SJ-AP-I/CA/SOC53



The Channel-Selection

Decision Fundamental Questions

Who are potential customers?

Where do they buy?

When do they buy? How do they buy?

What do they buy?

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Traditional and Electronic

Distribution

SJ-AP-I/CA/SOC55



Traditional Marketing Channel

Designs

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The Design of Marketing

Channels

SJ-AP-I/CA/SOC57



Channels

Direct distribution is typically used when:

Buyers are easily identifiable

Personal selling is a major component of the

communication mix

Organization has a wide variety of offerings for

the target market

Sufficient resources are available

Intermediaries are not available for reachingtarget markets

Intermediaries do not possess the capacity to

service the requirements of target marketsSJ-AP-I/CA/SOC58



The Design of Marketing

Channels

Indirect distribution must be considered

when:

Intermediaries can perform distribution functions more efficiently and less

expensively

Customers are hard to reach directly

Organization does not have resources to perform distribution function

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Representative Electronic

Marketing Channels

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Disintermediation



Channel Selection at the Retail Level

Channel Selection Decisions

1. Which channel and intermediaries will provide the

best coverage of the target market?

2. Which channel and intermediaries will best satisfythe buying requirements of the target market?

3. Which channel and intermediaries will be the most

profitable?

SJ-AP-I/CA/SOC61




Target Market Coverage

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Level

Effective Distribution occurs when a limited number of retail outlets account for a

significant fraction of the market potential.

Example: A marketer distributes the product

through 40% of available outlets, but theseoutlets account for 80% of the market.

Satisfying Buyer Requirements

Information

ConvenienceVariety

Attendant servicesSJ-AP-I/CA/SOC63




Profitability

Margins = Revenues – Channel Costs

Channel costs are:

- Distribution costs

- Advertising costs

- Selling costs

SJ-AP-I/CA/SOC64



Channel Selection at Other Levels of

Distribution Types of Wholesaler

Specialty wholesaler

– Limited line of items within a product line

General-merchandise wholesaler

– Wide assortment of products

General-line wholesaler

– Complete assortment(variety) of items in a

single retailing field Combination

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The evaluation criteria of

customer

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The evaluation criteria of the

customer

Information –characteristics , price and service of

products

Communication-customer needs are identified

Transaction-exchanging of orders, invoices and

payment from the customer

Distribution – product delivery at the convenience

of customers

Service – customer should receive good service

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Channels from the organization’s

perspective

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Market coverage Market coverage by using current channels

No overlap and No conflict Significant overlap and conflict

Minimal overlap and small conflict

Market coverage by using new channels

Scenario planning(identify unfulfilled or changed

customer needs and changes)

Dissatisfied customers(indication of unfulfilled customer

needs)

New technology

Control(control of its sales channels.ie standardproduct)

Conflict(change channels structures)

Profitability

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D l Di t ib ti



Dual Distribution Occurs when an organization distributes its

offering through two or more different marketingchannels that may or may not compete for similar

buyers the main consideration is whether it will

provide incremental sales revenue or cannibalize

existing sales When is it used

own brand and private store brand

distribution to large and small retailers

Multi brand strategy

geographic factors

Example: Sells Hallmark brand cards through

Hallmark stores and selected department storesSJ-AP-I/CA/SOC70



Multi-Channel Marketing

Multi-channel marketing involves the

Blending of an electronic marketing channel

and

A traditional channel in ways that aremutually reinforcing in attracting, retaining,

and building relationships with

customers.

SJ-AP-I/CA/SOC71



Multi-Channel Marketing

Justifications An electronic marketing channel can provide incremental

revenue (Victoria’s Secret)

An electronic marketing channel can leverage(Control) the

presence of a traditional channel (Ethan Allen)

Multi-channel marketing can satisfy buyer requirements(Clinique division of Estée Lauder)

Considerations

Actual incremental revenue or merely cannibalization ?

Incremental cost to launch and sustain an electronicforefront

Disintermediation – a traditional intermediary member is

replaced by electronic storefrontSJ-AP-I/CA/SOC72



Channel-Modification Decisions

Qualitative Factors

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Channel Modification Decisions Qualitative



Channel-Modification Decisions Qualitative

Factors

1. Will the change improve the effective coverage of thetarget markets sought? How?

2. Will the change improve the satisfaction of buyer

needs? How?

3. Which marketing functions, if any, must be absorbedin order to make the change?

4. Does the organization have the resources to perform

new functions?

5. What effect will the change have on other channelparticipants?

6. What will be the effect of the change on the

achievement of long-range organizational objectives?SJ-AP-I/CA/SOC74

I f t t t t



Infrastructure strategy

organizational infrastructure is comprised of a policy

and governance(authority) framework,

collaborative processes and accountability

mechanisms on which the strategy is being

implemented

This is done by meeting or exceeding the balancedscorecard objectives, achieving a culture of

mutual trust and respect, and being recognized by

all customers as a benchmark.

Infrastructure strategy is supported that there shouldbe process stability, manpower stability, increased

productivity, one piece flow, and a continuous

improvement culture.SJ-AP-I/CA/SOC75

ELEMENTS OF ORGANIZATIONAL



ELEMENTS OF ORGANIZATIONAL

INFRASTRUCTURE

There are five basic elements common to all

organizational infrastructures —

Goals,

People,

Process,

Structure and

Results.

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Goals and Results

Goals and Results form the template for

infrastructure development.

The organization's “Value Goal” defines how the

organization creates value that its customers are

willing to pay for.

The “Results” the organization measures and

rewards establish priorities across the

organization.

When the Value Goal is aligned with the Results itcreates the “blue print” for building organizational

infrastructure.

SJ-AP-I/CA/SOC78



People

People — what they do and how they do it.

Infrastructure defines the roles people play and

assures people have the ability and willingness to

achieve high performance in these roles.

Infrastructure institutionalizes high performance

by getting the right people doing the right things.

SJ-AP-I/CA/SOC79

P



Process Process — the policies, procedures and rules an

organization establishes. Processes define how things get done inside

organizations — how plans are made, goals are set,

priorities are established, funds are distributed, people

are hired, products are developed, money is spent,communications takes place, decisions are made,

problems are solved, finances are managed and

people are rewarded.

Processes increase performance by taking

discreet(careful) tasks and organize them into a

predecessor and successor relationship.

Driving out deviation in processes through methods

like statistical process control maximizesSJ-AP-I/CA/SOC80

St t



Structure Structure creates focus and control.

It creates focused action by breaking the organizationinto distinct areas of responsibility — Research is

responsible for technology development, Development is

responsible for new products, Manufacturing is responsible

for building products and Sales for selling the products that

are built. Each organizational unit is focused on, and heldaccountable for, its unique area of responsibilities.

Structure creates control by distributing authority

throughout the organization. A “boss” has the authority to

hold his or her people accountable to create compliance to

roles and rules. Bosses use authority to make sure people

play their assigned roles, follow the rules and remain

focused on their area of responsibility. Structure increases

performance by setting priorities and minimizing

redundancy of action.

SJ-AP-I/CA/SOC81



Infrastructure organizes people, process and

structure to get the right people, doing the

right things, at the right time, right the first

time.

It maximizes performance creating the ability,willingness and opportunity for people to achieve

high performance.

SJ-AP-I/CA/SOC82

DEFINING AND ANALYZING EXISTING



DEFINING AND ANALYZING EXISTING

INFRASTRUCTURE

The first step in defining an organization'sinfrastructure is to articulate the organization's Goal

and Result. Goals and Results are not to be

confused with the organization's Vision or

Mission. Vision and Mission define the business;

Goals and Results define the infrastructure that will

allow the organization to achieve its Vision or Mission.

In an automobile metaphor, the car is the Vision while

the engine and drive train are the infrastructure that

allows the car to move.

'The second step is to place your people, process and

structure on a continuum from integration to

differentiation.SJ-AP-I/CA/SOC83



Differentiation

Organizations differentiate people, process and

structure to create efficiency and maximize its ability

to do things right the first time.

Integration Organizations integrate people, process and

structure to create effectiveness and maximize its

ability to do the right tings.

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BUILDING NEW AND CHANGING EXISTING



BUILDING NEW AND CHANGING EXISTING

INFRASTRUCTURE

If you don't know where you going, any infrastructure will get you there.

Therefore

the first step in building or changing infrastructure is to establish the

organization's Goal (how it adds value) and it's Results (key metrics).

Trying to build and organizational infrastructure without a clear Goal

and Result inevitably leads to high levels of personality and politics.

Therefore establish Goals and Results is a critical first step ininfrastructure development.

If the Goal is effectiveness and the measure is innovation, you will

want to move to the left side of the Playing Field and integrate

these elements.

to create an infrastructure more to the right (differentiation) to controlcosts and build the product right the first time.

SJ-AP-I/CA/SOC86

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Crm [Compatibility Mode]