For years, change programmes involving a big change to systems, or even totally new systems, involved additional risk. Manufacturing, logistics, store/branch operations and the public sector have all produced great examples - of both success and failure. 5 According to a Gartner survey, about 70 per cent of CRM projects resulted in either losses or not bottom-line improvement in organisation performance. 4 In an international survey of 1,337 companies who have implemented CRM systems to support their sales force, CSO Insights has estimated that only 25 per cent reported significant improvements in performance. 3ĭespite the enormous growth in the acquisition of CRM systems in the last ten years and widely accepted conceptual underpinnings of a CRM strategy, critics point to the high failure rate of CRM implementations as evidenced by commercial market research studies. Forrester anticipated that overall CRM spending will remain steady, with services taking an increasing share of vendors' revenue. Forrester suggested that worldwide revenues for CRM solution providers reached $8.4 billion (£4.08 billion) in 2006 and would continue to grow to $10.9 billion by 2010. 2 Forrester estimated moderate growth in the CRM industry through 2010.
#TIME TRACKS MERLIN PROJECT SOFTWARE#
Gartner estimated that the market for CRM software exceeded $7.4 billion (£3.6 billion) in 2007, up 14 per cent from 2006. 1 As a result, the growth in demand for CRM solutions has been increasing. Companies have invested or are planning to invest huge amounts to implement CRM strategies, tools and infrastructure in order to win the battle in the increasingly competitive economy.
Since the late 1990s Customer Relationship Management ( CRM) has been one of the fastest growing businesses and energetically debated topics among practitioners and academicians.
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