Infographic: Les 10 règles d’or de marketing par courriel

J'ai vu plusieurs d’entreprises qui s’étaient nui leurs réputations parce qu'ils s'ignorent des stratégies de marketing par courriel, même si cela semble évident. Le graphique ci-dessous est un aide-mémoire pratique.

Les 10 règles d’or de marketing par courriel

The 10 Rules of Email Marketing

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Stage 2.2: Change Management

CRM adoption and it's new ways of doing things includes changing employee attitudes, skills and patterns of behaviors. Change management is the process that gets employees, customers and partners through this period of transition.

You can accurately predict the success of a CRM project if Change Management has been given its appropriate weight. Implementing CRM means a different way of doing business; people are naturally resistant and fearful of change even it will do them good. Do you know anyone that has tried to quit smoking, or stay committed to an exercise plan?

Change management activities must be planned and given enough resources to permit them to succeed. Some important activities to consider:

• Give employees ownership of the change; thier involvement and participation through questionnaires, interviews and assigned tasks is critical
  
• Communicate the Vision with all of its inspiration and aspiration, use it gain support from the people who are to be affected by the changes
  
• Generate agreement by explaining the CRM business case to each key stakeholder
  
• Clearly communicate the conditions of success to all, the shot and long term goals
  
• Everyone impacted by CRM should be able to convincingly answer why the project is important
  
• Communicate regularly and often, use different channels, media and formats
  
• Do not cover up setbacks
  
• Celebrate victories as you achieve them
  
• Never doubt the power of WIIFM (wiff-em), explain to all what's in it for them
  

Stage 2.1: Executive Sponsorship

CRM is an organizational strategy and culture that puts the customer at the center of business process design. Most companies are either Product Centric or focused on Billable Hours. To become Customer Centric requires leadership and direction from the top.

An Executive Champion of CRM is an important communication link and change agent. The strategic goals of CRM are to add value to all client interactions through an integrated view into the customer lifecycle resulting in operational excellence, cost reductions and revenue growth. All of which interest the executive suite to varying degrees.

Every time I have been able to demonstrate to an Executive team that CRM can save people money, give them more productive time and increase their profits, they all pay close attention. CRM helps executives meet the strategic goals upon which their compensation and bonuses are measured. The challenge is finding the executive that is willing to step up to the plate.

Some companies appoint Chief Customer Officers, which is a great public gesture. However, it is more valuable and less risky in the long term if CRM just becomes "the way we do business."

Stage 2: Addressing Organization and Structure

The second stage of successfully implementing CRM is addressing the Organization and Structure of your company. There is room for improvement in any company and if changes are to be made to corporate workflow and IT systems, there will be corresponding challenges of change management inside the company. These changes can be broken down into the following areas:

• Executive Sponsorship
• Creating a CRM Culture
• Managing Knowledge
• Adjusting internal organizational structures
• Staffing Requirements
• Employee Orientation and Training

Executive sponsorship often makes or breaks the CRM initiative and that is the subject of the next post.

Writing a Project Plan: CRM Success Strategy, Stage 1.6

This is vital.

The Project Plan should include all parts of the job. All business processes, all people, all resources, vendors and technology to be included. A Project Plan is a written definition of what is required, by when and what it will cost; the plan must be agreed to by everyone involved.

There are no short-cuts. "he who fails to plan, plans to fail" is a time proven maxim. If you neglect to spend the initial time getting understanding and agreement. It will cost you more later on: more money, more time, more politics and more strained resources.

A signed agreement to a written CRM Project specification by all parties represented on the CRM Team has several benefits:

• A rigorous analysis of the technical and business concerns of the project will prevent any party from taking short cuts or glossing over any ugly truths
• A clearly written Project Plan reveal the misunderstandings of the CRM Team
• Assumptions are stated up front and center
• Ambiguity is removed
• Having people sign off and agree on the Project Plan forces everyone concerned to actually read and think about the details of implementing CRM
• Vendors can be held accountable
• Internal stakeholders all know the part they play

In summary: Professional Project Planning is the structure of successful CRM.

Creating a Cross-Functional Project Team: CRM Success Strategy, Stage 1.5

So how do you make sure "No one gets left behind?"

If you are going to create and organization that is "Customer Focused" employees are going to have to support CRM internally. Your CRM team should be Cross Functional if the strategy is going to permeate the organization and optimize all points of interaction with the customer.

Management, Executives, Front Line Employees and IT staff all need to be included. I've worked with teams that were truly inclusive and the team worked well together. The most interesting one was when the Union Steward representing 1,200 employees was also the CRM Team Leader.

One thing was for sure with that project. No one was excluded at the CRM team's meetings.