6
Dot-Com CRM Red Herrings and
Introducing CMR (and DCM)
6.1
Dot-corns and LDOs
While dot-coms~companies formed ostensibly to trade and to trade only on
the Internet~have influenced the direction of CRM, their influence may not
have been in the best interests of CRM. This chapter asserts that the direction
CRM has taken (and the strategies that CRM vendors have pursued) may not
suit the needs of organizations that have most to gain through the imple-
mentation of an appropriate CRM strategy~namely, established brick-
and-mortar institutions that have a multinational presence and a complex
hierarchical structure. I have chosen to call them LDOs (large distributed
organizations).
The previous chapters were written from the perspective of such institu-
tions and attempted to outline the directions CRM technology must take to
be more appropriate to the needs of such companies. These companies, we
must recognize, feed, clothe, and provide services to a significant percentage of
the world's consumer population. In short, CRM, if it is to be effective, has to
place effective, relevant, and timely communications at the heart of the
organization.
Chapter 1 defined CRM in a communication-centric manner. It dis-
cussed how customers may perceive a need to have a relationship with certain
types of institution and not others. Chapter 2 talked about the role of a con-
nected contact center--connected to key internal constituencies within the
organization in order to best serve the needs of customers. Chapter 3 discussed
analyst views of CRM and argued against the technology-centric definitions
and the ERP-replacing role that CRM has had bestowed upon it. Chapter 4
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