Affiliate Programs and Affiliate Reviews
The way the concept of CRM is defined during the sales process can sow the seeds of its ultimate failure. Because the decision makers are often sales managers rather than actual salespeople, the pitch is usually made that CRM makes it easier for the managers to manage their sales staff. Which is true. But what’s in it for the sales staff?
I’m ensconced at the Swan and Dolphin Hotels at Walt Disney World in Orlando this week for IBM’s concurrent Lotusphere/IBM Connect shows, and all the announcements here paint the picture of a company and a partner ecosystem that is going all-in on collaboration. Big Blue’s fuddy-duddy reputation is being completely overhauled, it seems.
Ralph Waldo Emerson wrote famously in his essay "Self-Reliance" that "a foolish consistency is the hobgoblin of little minds." These days, many people drop the "foolish" out of the statement and thus completely pervert the saying’s meaning, creating a justification to bash the idea of consistency.
Each dollar spent on CRM yields $5.60 in benefits, according to a recent report. Though the findings are interesting, the methodology is questionable. The 70 participating companies were customers of a firm that had been profiled in case studies — they were not necessarily typical CRM users. Still, it’s worth noting that the companies were embodying a trait of successful CRM users: "stick-to-itiveness."
As a CRM journalist, I always enjoy talking to integrators (or resellers, or VARS, or partners, or whatever term they choose to describe themselves). It’s always an interesting contrast to speaking with vendors. The discussion you have with a vendor is like taking an anatomy course; the discussion you have with an integrator is like speaking to the coroner.