Difference between revisions of "KLM case"
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* bad experience with broad scope ICT projects (1997) | * bad experience with broad scope ICT projects (1997) | ||
* Merger with Air France | * 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 | ||
Revision as of 08:45, 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
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
