The first of a five-part series about the implementation of preference management
Preference management typically represents a “crossover” initiative – one that begins as a marketing project, gains traction through IT and finds valuable application in customer service and support. Moreover, in its aim to unify the company’s view of a consumer and make information available through a central repository, an effective preference management program acts as a silo breaker inside companies, encouraging a holistic view of customer interaction. In short, it can be complicated.
Once the educational and budgetary hurdles are cleared and an enterprise has decided to introduce preference management into its technology architecture, a new challenge arises: where to begin?
For some, the challenge is artificially enlarged by the ideal they hope to attain: preference collection at every touchpoint, seamless integration between systems and a 360-degree view of every customer available on-demand. Overwhelmed by the sheer scope of work, the project team cools and inertia becomes a threat.
For others, preference management is a series of steps, each one building on the last, each further proving the validity of the original value proposition and demonstrating its worth in a progressive series of tests. This is the model for success.
The modern enterprise-class company is, in part, a living museum of hardware, software and the various systems designed to connect it all together. Authority over these assets (and, in some cases, liabilities) is spread between multiple departments and leadership hierarchies. In addition, some enterprises’ corporate leadership structures are ill-equipped to meet the diverse challenges presented during the implementation process.
In the following posts, a clear and comprehensible path towards implementation will be demonstrated. While the nearly limitless variability of size, existing architecture, decision-making process and other factors make it impossible to present a truly universal playbook, this series is intended to offer useful guideposts with application to a broad array of organizations and needs.
Eric Tejeda is the Director of Product Marketing for PossibleNOW and CompliancePoint. Eric supports the organization’s growth objectives by productizing and launching innovative new products and services that fill critical needs in the marketplace.
With 25 years of experience, Eric firmly believes that permission-based marketing and preference management is a mega trend and the path to success for marketers today.
Labels: customer interaction, Customer Service, marketing, preference management, technology architecture