TABLE OF CONTENTS An organization may embrace CRM for a number of reasons. Drivers include: the need to respond to escalating competitive pressures and market change; to satisfy increasingly complex customer requirements and expectations; to manage corporate growth and an expanding customer base without detriment to either; and to attract and retain a greater share of an empowered consumer audience.
Orange s CRM strategy embraced all these drivers.
At Orange, responsibility for CRM is shared across the company. This is evident in the strategic direction of Customer Relations being weighted towards IT (data warehouse, communication centres, website), and in IT, investment decisions being made at board level. The new strategy is disseminated through presentations to everyone in the company to try to combat reluctance or resistance to change by employees from disparate departments.
Orange s relationship marketing initiatives, which recognize that customer segments are dynamic entities, signal a change in business approach from increasing the volume of customers to increasing their value. The use of priority routing and queuing systems, and increasingly sophisticated onscreen prompts, are consistent with the move towards creating value rather than simply handling volume.
