Richard Bashore
Reading Electric

Background
In early 2002, my company em­barked upon a program of business development tactics to increase sales & profitability in our core businesses, and to assist our team in investigating new markets. This program formed the basis of our Customer Relationship Manage­ment (CRM) process.  By definition, Customer Relationship Management (CRM) is the strategic and tactical processes of proactive management of customer relationships. 

I felt it was necessary to take a dif­ferent approach for several reasons. One of our major business segments (Telecom) was contracting. Our current approach to developing new sales op­portunities had become too reactivate and passive; relying too much on past successes which was translating into “waiting for the phone to ring.” Couple this with a declining customer base due to our area’s manufacturing base relocating out of the region, and our sales growth was stagnating.  

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