An effective corporate CRM project requires that customer-oriented processes be considered part of the organization rather than separate entities. The major complexity, at least for most organizations in almost all market segments, lies in drilling the Silo Mentality and eliminating the barriers that exist between the various departments. Implementing such a change could prove very difficult. Only a management team aware of the fact that a holistic approach is a prerequisite for implementing a successful CRM strategy can effectively help.

Gartner 2019


Our mission at vtenext is to drill the Silo Mentality. We consider them to be the real enemy of CRM projects and their success. Often we deal with customers that are not satisfied with their CRM projects, even if they economically invested a lot and have “first class” solutions.

The company is seen as one entity

The main problem is that a CRM projects should be implemented starting from a cross strategy among company departments. The customer see the company as one entity and doesn’t think that to fulfill its request several departments and people must come into play. All this causes heavy delays on the given answers, plus it becomes more complicated if we add the fact that the customer can request changes or further clarifications. The process restarts inexorably. The answer we tend to give in these occasions are “the customers should have patience” or “the customer can’t pretend to have everything for yesterday”.

The importance to drill the Silo Mentality

The truth is customers are, now a days, used to have everything at once. Therefore they pretend it from our companies. But if they pretend this kind of treatment is because someone got them used that way. Maybe some competitors, that managed to successfully apply cross department and anti-silos logic, are faster to give punctual and precise answers than us.
If, when a CRM project is implemented, we use applications that do not take in consideration those customer processes logic, probably only one department will benefit from it, certainly not the customer. The bottlenecks will from either way somewhere else.

A specific case

Let’s think about a process regarding the request of a new product. The request bounces from the sales department, to the product manager until the R&D department. A series of steps that if not managed right will lead to delays and internal chaos. Having implemented a CRM in the Sales department will surely result in a better management of new products requests. But, as a matter of facts, from the customer point of view nothing has changed. The process will stop in some other Silo that is not “digitized”. That is definitely out of the process logic.

Vtenext has been created for this, to work with a BPM logic on CRM processes, in order to fill up the gaps between the different company applications. Not with the aim of replacing them but to integrate them following a systemic logic.

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