For example, if you audit your CRM processes, you are doing a thorough examination of whether or not the business processes you're using are the best fit for your customer strategy, regardless of department. For example, if you save $40,000 annually using a specific financial process that at the same time causes some distress to your customers, you have to start with customer value and make the decision about how important that CRM process is for its good (cost savings) vs. its bad (customer distress) effects. In other words, the core strategy for all CRM systems should be their impact on customer value.
This is just an overview of conducting CRM system audits. For a more thorough answer, I'd have to know what you mean exactly by "CRM system" and what purpose you're doing the audit for.
This was first published in August 2007