Crm Implementation Failure At Cigna Corporation

1500 Words6 Pages
“CRM Implementation Failure at Cigna Corporation” 1. Analyze the reasons behind the unsuccessful implementation. If someone studies thoroughly and analyzes carefully this case and its parameters, he would likely detect that the numerous pitfalls and problems that led the Cigna Corporation to such a failure, are located both in the preparative and the execution stage of the CRM transition that the company initiated. Through such a double-sided perspective, the several minor or major sources of the inefficacy that the new system generated can be further elucidated. Thereby, at first, I would like to mark and analyze the reasons and the pitfalls that lie within the early, preparation and evaluation stage, where Cigna decided upon all the different aspects, conditions and needs of their new CRM implementation strategy. The problems at this point are clear from the very beginnings; the company seems to have made such a “revolutionary” decision in terms of significance and complexity in a rather sudden and quick way, while we can claim that CRM isn’t recognized and permeated as philosophy throughout the organization. It is clear that the company scored very low in internal CRM implementation before the top management created the new strategy. To continue with, Cigna showed really poor performance when evaluating and planning for both the costs and the potential benefits of the under-construction program. On the one hand the cost of implementing the program was by far greater than expected (U.S. $1 billion) and on the other the company misconceived and misjudged the situation relatively to the future benefits and especially their timing. Cigna seemed to expect short-term pay-off, whereas naturally such CRM integration tactics can be successful only under a long-term basis; for example, their wrong assumption that the new systems would

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