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CRM Conversion: A View From The Inside

By Barbara Weckstein Kaplowitz
April 01, 2003

Experts today say that “good CRM programs aren't for every firm,” according to Jayne Navarre, Chief Marketing Officer for Indianapolis-based, Bingham McHale LLP. “If there's a culture in the firm that's really averse to sharing data, or the way the firm goes about getting new business is very individual-oriented, then you need to decide if the firm is actually ready for it.” Navarre, who's doing the footwork to convert a second firm to CRM, should know.

While with Norfolk, VA firm, Kaufman and Canoles (K&C), Navarre made the practical choice to convert her firm from a contact management system to a full-blown CRM program. Why? It was 1999 and Y2K was fast approaching. Her vendor at the time – CMS Market Sense ' wasn't planning on addressing potential data bug issues. “This meant we were forced into buying a more sophisticated contact management database,” says Navarre. “That's how the conversion transformed into a relationship management project. Our purpose wasn't lofty at the outset. We weren't trying to get a leg up on competition or get ahead of the marketplace. We were just simply responding to a need to switch from one technology to another.” Her firm chose to convert to Interaction.

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