Support the vision with a culture of CRM possibility.

If the relationship-based vision is to be achieved, it is essential that the team—the company's employees, managers, and executives—are on board to develop and sustain the relationships described in the vision. Again, technology, strategic plans, marketing, and sales goals are all important, but the emotional commitment of the people involved is what determines whether the organization will be successful in attaining the CRM vision.

Too often, clients are presented with marketing material promoting a company's new "customer-friendly vision," only to be treated like intruders once they step inside the organization. Many companies make huge investments in creating a CRM vision, goal statements, policies, and procedures, along with subsequent new technology, only to have frontline staff, call center personnel, and sales professionals demonstrate little enthusiasm for customers.

The culture of the organization must support the concept that relationships are important and that they actually form the CRM vision. Look at what your organization is doing to move in this direction. Don't fall into the trap of thinking this factor is too "soft" to be a critical business strategy. Think about the relationship: why should customers buy from you when they can buy virtually the same product or service from someone else? Why should employees care about your customer if they don't have some type of enhanced relationship with the company to motivate them to do so.