IBM's ECRM Initiatives

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Case Details:

Case Code : ITSY044
Case Length : 11 Pages
Period : 1997-2003
Pub Date : 2004
Teaching Note :Not Available
Organization : IBM
Industry : IT
Countries : US

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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"Our goal is to be viewed as one IBM by our customers and to work as one IBM internally. We're aiming to make IBM best of class in its industry for sales, marketing and customer service excellence. We believe we can achieve this goal by using Siebel applications to leverage our existing strengths as a market-intelligent enterprise. We're transforming our business to take speed, responsiveness and efficiency to a whole new level."¹

-Vince Ostrosky, Vice- President, Customer Relationship Management at IBM.

"This is one of the biggest implementations we have ever done. So customers always ask us, how did we do it, and what did we learn?"²

-Cher De Rossiter, Program Director for IBM's CRM Project.

Introduction

In January 2000, IBM, the $86 billion IT company, embarked on the largest Customer Relationship Management (CRM) project known at that time. Termed CRM 2000, the project aimed at ensuring that any point of interface between the customer and IBM, through any of its channels, in any country, was dealt with uniformly, providing the same service level, applying the same tools and information.

In other words, IBM wanted to present a unified interface to its customers across the world. In 2004, four years after the project, the company was well on its way towards fulfilling its objective, reporting significant improvement in customer satisfaction levels.

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IBM's ECRM Initiatives - Next Page>>

1] IBM takes customer service to the next level, www.ibm.com.

2] Erika Morphy, IBM Deploys Siebel: An Enterprise-Level CRM Rollout, www.crm-daily.newsfactor.com, February 20, 2002.

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