ABSTRACT
This chapter explores the importance of implementing a robust customer relationship management (CRM) governance model. Top management best serves CRM with their voice, advocacy, and focus on CRM's importance and the imperative to utilize technology and embrace the customer-centric strategy. Some firms have incorrectly categorized system support roles as inferior to project management roles— until it is time for downsizing, during which they wise up and protect the folks who keep the systems running. The chapter expects the marketing representative to be the most vocal champion of customer centricity, contributing to discussions surrounding the manner in which various governance decisions propel or hinder a customer-oriented culture. Sales management should— even outside of the formal governance structure— maintain a close relationship with the support representative to ensure that management has a pulse on the user community and their concerns. The chapter understands that successful governance model includes broad representation from business units, the Technology Division, senior management, and the support team.
