Many companies are trying to implement CRM programmes in an international context. They have to consider a range of external and internal factors when deciding whether to standardise or adapt their programmes across borders.
- The company : Is it operating from the home country, in different countries but treating each market discretely, or trans-nationally?
- Resources available : A smaller company with limited resources and budgets will have to rely more on external resources than a larger firm that may be able to afford local key account managers in each country.
- Priority of market : If the market is a low priority, the company is likely to allocate it lower rsource levels, which may preclude certain aspects of CRM.
Political and legal environment : Countries have different data protection legislation and controls on promotion. For example, some European countries control promotion of alcohol and tobacco; Denmark has controls on loyalty programmes.
Language and accent : In many markets, call centres have to speak the local language. In some cases, even local accents or dialects are important. Some call centre companies train their operators to use regional accents.
Exchange between suppler and customer : As we have seen, customers expect CRM where a high degree of trust is needed. Lower levels of trust mean that the company can afford to operate more at arms' length.
Expectations of the customer : Customers may have slightly different expectations of relationships with companies. For example, different countries may have slightly differing perceptions of what is time rich and time poor.
Attitudes will be affected by the prevailing culture in the country.