I am not simply going for shock value, I am asking a tough question where one of the possible answers is 'yes', and that scares me a bit. If we choose to ignore 20 years of knowledge, experience and best implementation practices, then we are setting ourselves to repeat the same mistakes that gave CRM a bad name. This pushes the answer towards 'yes', how can we push it towards 'no'? Is this post an about face for me personally? No, I do not think so, call it a prequel - something I knew, felt and should have said a long time ago.

There are some great ideas, even some really awesome technology components that can make up the pieces of a solid Social CRM strategy. However, at the core, there needs to be a well architected, flexible CRM application that will serve as the foundation for the Social CRM strategy. There are certain things 'the basic blocking and tackling' if you will of CRM which cannot be ignored.

You cannot jump to Social CRM if you do not understand CRM

Without a proper foundation, adding more layers and more cards simply adds to the instability. Recent posts (and some not so recent) are well suited to help me describe my concerns. (They are listed at the bottom, to avoid hyperlink hypnosis). If we first look at Paul's definition of CRM and then Social CRM it should be clear that Social CRM is an extension - by process, culture and/or technology- of CRM. The change was and is required due to the changing needs of the customer.

Since the customer changed, the companies also need to change. But, If you change the focus (who and how), it is very easy to forget the battle scars of CRM 1.0 implementations. As Esteban points out in his recent post, the ownership of the concepts of CRM have moved from one part of the organization to another. Because of this change, the institutional knowledge regarding what it means to build a holistic customer strategy may not be all there. Some is lost, or worse, some is being ignored.

Social CRM is not simply a set of CRM bolt-on modules

Getting past definitions and focusing on what it is, Michael Fauscette says it quite well: "CRM is a customer strategy and many companies have chosen to use SW [software] and technology as a part of that strategy. SCRM [Social CRM] just extends that customer strategy in a few ways."

Again, I am not talking about definitions, I am talking about practice. Is technology a part of the extension? Yes, it probably is, but it will not work if you do not make people and process changes first (think attitude!). If you use technology as a part of your CRM strategy, then you will likely need technology to extend it to a Social CRM strategy. If you do not have a well organized technology strategy for CRM (meaning it is not simply email and spreadsheets) then adding new technology for Social CRM will NOT be effective.

The Process of Social CRM is dynamic

It is dynamic because where and how the conversations happen will change. Brian and others speak a bit about 'changes in centricity' - I am summarizing, but the sentiment should not be lost. Customer centric versus management centric; Conversation centric versus Process Centric - Centricity, Focus whatever the best name for it is, needs to evolve and meet your business need - what do your customers want. Regardless of what you call it, both sets of data are still important. Can anyone tell me that what I purchased, when I purchased it and my buying patterns have stopped being important? I know Brian was not going there, I am illustrating a point. Please read his post, it is important.

Jacob posted the Social CRM process, is it right I am not sure, actually it is probably wrong - hold on, I am not coming down on anyone! I applaud Jacob because anyone should be able to take his diagram and use it as a baseline model (not a best practice) and move the arrows, fill-in the boxes and make it work for your business. People, Process and all that... Jacob is spot on for highlighting process - look at what you have, and where 'Social' should fit into the company. Do not force Social in, just because it is cool.