With regard to the rollout is tactically too superior, with which user group or international projects the introduction should be started which country: ideal is a less complex user group that is but at the same time characterised by a high acceptance of CRM, because the introduction process is then more manageable and not too critical broadcast possible problems in the company. 4. no need of assistance taken into account after the introduction: Experience has shown that the first three months after commissioning a CRM solution are the hardest, but to this stage, there is usually no statement in the project plans. Also in the budget are usually no funds for Tweaks and adjustments. The result is in practice often the problem that no sufficient support takes place, the user feeling left alone and their ideas are taken up constructively. As a consequence, CRM is not living, but it acceptance weaknesses arise instead. 5. reluctance dealing with the on-demand alternative: through the use of CRM applications in the SaS model, companies can reduce the expenses for the calculation of market analysts Gartner by 25 to 40 percent.

Last but not least, this savings effect results that apply in the on demand version no investments in hardware and software. Roland Berger spoke with conviction. Despite this economic promises skepticism is placed partially and unnecessarily the SaS concepts rather than to rate them with pragmatic views. 6 process efficiency remains in the dark: the quality of a CRM solution is measured by not only because, what has she, but especially what level of benefits she generated. These include efficient and economical processes. Their Quality and degree of ripeness is however usually not sufficiently precise analyses, therefore necessarily lost performance potential. There are effective instruments for the detection of weaknesses such as the so-called clickstream analysis. Here, the number of clicks in the core processes of the CRM system is determined and compared with benchmarks.