Difference between revisions of "KLM case"
From wikikotten
m |
|||
| Line 5: | Line 5: | ||
* it is in the strategy, "a more direct relationship with its customers" | * it is in the strategy, "a more direct relationship with its customers" | ||
* support Paul Gregorowitsch (VP), and he evangelised up and down the hierarchy | * 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== | ==Contra== | ||
* Parts of KLM still in an operations mode, not so much customer centric | * Parts of KLM still in an operations mode, not so much customer centric | ||
| Line 13: | Line 16: | ||
== points of attention== | == points of attention== | ||
* keep involving senior management also from the other departments | * keep involving senior management also from the other departments | ||
| + | * is the reward system to complicated to "sell" to other departments | ||
Latest revision as of 07:55, 25 November 2007
Contents
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
