Managing customer relationship management projects: The case of a large French telecommunications company

Customer relationship management (CRM) implementation projects reflect a growing conceptual shift from the traditional engineering view of projects. Such projects are complex and risky because they call for both organisational and technological changes. This requires effective project management across various phases of the implementation process. However, few empirical researches have dealt with these project management issues. The aim of this research is to investigate how a “project team” manages CRM implementation projects successfully, across the different phases of the implementation process. We conducted an in-depth case study of the “Firm-Clients Branch” of a large telecommunications company in France. The findings show that, to manage CRM implementation projects successfully, an integrated and balanced approach is required. This involves appropriate system selection, effective process re-engineering and further development of organizational structures. We highlight the need for a “technochange approach” to achieve successful organisational transition and effective CRM implementation. The study reveals that the project team plays a central role throughout the implementation phases. Furthermore the effectiveness of technochange depends on project team performance, technology efficiency and close coordination with stakeholders.