(President and CEO, Partners In EXCELLENCE)
There's no reason a properly implemented CRM system shouldn't support both, unfortunately, in too many cases it supports neither.
Too often, it is viewed primarily as a management reporting tool, otherwise known to sales people as 'big brother is watching.'
While CRM systems provide management great insight about customers and sales performance, most of the value doesn't reside here.
CRM systems should support the sales person in becoming much more productive. If it doesn't, then it is poorly implemented. I can't imagine a high performing sales person not using a CRM tool to dramatically improve their productivity. In implementing a system, this should be the first focus, making certain sales people are involved in the selection and implementation. Until they see what's in it for them, there is no reason for them to use it.
One of the powers of a CRM system is that it can be the cornerstone of your lifetime history with a customer--not just what you do when you are selling, but all their support, questions, marketing programs, etc. Leveraging this, can give you great insight about the customer relationship and how to manage it over the life of the relationship. As an example, one client keeps lifetime relationships with their customers -- as individuals -- they maintain a relationship and history as an individual moves from job to job, company to company. When the individual calls in for service/support, they know the history, the level of technical ability, etc. They know what the customer has bought, when, and can tailor marketing programs that are tuned to what the customer wants to hear.
The CRM system can offer so much power if properly implemented.