KLM case

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How difficult will it be to get CRM beyond marketing into the rest of KLM

PRo's

  • they just won a reward, hyped by attention, proof that is worth it
  • it is in the strategy, "a more direct relationship with its customers"
  • support Paul Gregorowitsch (VP), and he evangelised up and down the hierarchy
  • organised
  • ambitous, motivated to achiev the required results
  • it is already in the planning (pre Air France merger)

Contra

  • Parts of KLM still in an operations mode, not so much customer centric
  • Still a lot of work in own department
  • bad experience with broad scope ICT projects (1997)
  • Merger with Air France
  • the current succes was in a "friendly" department , how will it be perceived outside

points of attention

  • keep involving senior management also from the other departments
  • is the reward system to complicated to "sell" to other departments