Three different CRM gurus talk about the human side of making CRM a success (looking at different aspects of the business)

Bob Thompson writes about the arrogance of salesforce.com

There’s a fine line between confidence and arrogance, and I think Benioff crossed it when salesforce.com went public. A few million dollars can change anyone, I suppose. Salesforce.com now posts recruiting ads in the newspaper looking for candidates who want to “change the world.” SFA on the Net will create world peace?

Paul Greenberg writes about a personal story in his blog about his visit to the hospital for a biopsy. He describes how the processes put in place by hospital regarding interaction of the staff with the patient’s near and dear ones have evolved keeping in mind the humanness of all transactions. The need to smile, offer comfort, etc. while the family members wait outside the OT is not done robotically but out of human instinct. The staff would have been probably given a one-line instruction on this – manage the patients and their retinue.

Seth Godin writes in his blog about CRM conferences and sales pitchs – facts or emotions

Human beings are irrational. Change agents (like you) can fight that and obsess about presenting more and more facts, or we can embrace it and make change happen.

Seth talks about boring conferences (something we need to keep in mind for our event next year)

Conferences are designed to get average people to change their behavior. By “average”, I mean typical—the masses, the center of the bell curve. That’s a sensible objective. By definition, most people (in any given population) are in the middle of that bell curve. Change them and you’re golden.

If this group would learn, take action and make things happen with just a memo, you wouldn’t need to have a conference. But we end up being flown on average planes to average hotels to sit in average conference rooms and hear average speakers doing presentations filled with bullet points. And it’s all beyond reproach.

People are irrational and they usually make decisions that have nothing to do with facts. And yet we spend most of our time improving our facts and very little concerned with the rest.

Emotions or irrationality in human decisions was experienced in a telecom churn management exercise. After building a churn model and identifying customers with a high churn propensity, campaigns were conducted via variety of channels. It was noticed that while responders as group showed lower churn rates than average, non-responders churned even more, more than those customers who were not part of the campaign at all, including a control group.

On further investigation, it was found that the receipt of a marketing communication in fact triggered the customer to actually cancel his account and move to different subscriber. The motivation to churn was latent in most of these customers and the campaign in fact provoked them to take a decision, usually what they had already planned – to churn.

Understanding human psychology and irrationality – the call to integrate the softer human aspects of behaviour and overlay them on the robotic CRM processes.

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