customer self‑ service
’.
Despite the benefits of CRM described in this chapter, it must be stressed that failure
rates are high. Research conducted independently in 2000 by analysts Gartner and the Butler
Group suggested that around 60 to 70% of CRM projects fail (Mello, 2001). This is not nec-
essarily indicative of weaknesses in the CRM concept, rather it indicates the difficulty of
implementing a complex information system that requires substantial changes to organisa-
tions’ processes and has major impacts on the staff. Such failure rates occur in many other
information systems projects. In addition to the change management issues (discussed in
Chapter 10), key technical issues for managers selecting e-CRM systems are:
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