Tài liệu Customer Relationship Management Concepts and Tools Francis Buttle

[ Book + Slide ]
Customer Relationship Management

Francis Buttle (Author)
Paperback: 384 pages
Publisher: A Butterworth-Heinemann Title (2004)
Language: English


Contents
Foreword ix
Preface xi
Acknowledgements xv
About the authors xvii
1 Making sense of customer relationship management 1
Chapter objectives 3
Introduction 3
Strategic CRM 4
Operational CRM 5
Analytical CRM 9
Misunderstandings about CRM 11
What is a relationship? 13
Why companies want relationships with customers 16
Customer satisfaction, loyalty and business performance 20
But, do customers want relationships with companies? 26
CRM constituencies 27
Why do companies implement CRM? 28
Contexts of CRM 32
Defining CRM 34
Summary 34
References 35
2 The customer relationship management value chain 37
Chapter objectives 39
Introduction 39
The goal of CRM 39
The primary stages of the CRM value chain 40
The supporting conditions of the CRM value chain 42
Summary 55
References 55
3 Information technology for customer relationship management 57
Chapter objectives 59
Origins of CRM technology 59
The CRM marketplace 63
CRM architecture 68
CRM applications 84
Technology for the CRM value chain 94
Summary 96
References 96
4 Customer portfolio analysis 97
Chapter objectives 99
What is a portfolio? 99
What is a customer? 100
Market segmentation 101
Data mining for market segmentation 109
Customer portfolio analysis tools 113
Sales forecasting 118
Customer portfolio toolkit 121
Activity-based costing 124
Lifetime value 127
Strategically significant customers 131
Customer portfolio strategies 132
Summary 134
References 135
5 Customer intimacy 137
Chapter objectives 139
Introduction 139
Building a customer database 140
Data integration 158
Data warehousing 160
Data marts 161
Data mining 161
Privacy issues 164
Summary 167
References 167
6 Creating and managing networks 169
Chapter objectives 171
Introduction 171
What is a network? 173
Principles of network management 173
Not all relationships are alike 177
Activity links, resource ties and actor bonds 177
From dyad to network 179
Network position 181
Network management and CRM 182
The SCOPE of CRM 183
Supplier relationships 184
Trends in customer–supplier relationships 190
Not all customers want relationships with suppliers 198
Owner/investor relationships 198
Partner relationships 201
Summary 221
References 221
7 Creating value for customers 225
Chapter objectives 227
Introduction 227
Understanding value 227
Sources of customer value 232
Customization 233
Value from products 237
Value from service 241
Value from processes 249
Value from people 252
Value from physical evidence 253
Value from customer communication 254
Value from channels 257
Customer experience 259
Summary 264
References 264
8 Managing the customer lifecycle: customer acquisition 267
Chapter objectives 269
Introduction 269
What is a new customer? 271
Customer value estimates 274
Prospecting 275
Key performance indicators of customer acquisition
programmes 288
Using customer data to guide customer acquisition 289
Making the right offer 290
Summary 291
References 292
9 Managing the customer lifecycle: customer retention and
development 295
Chapter objectives 297
Introduction 297
What is customer retention? 298
Economics of customer retention 301
Which customers to retain? 302
Strategies for customer retention 303
Context makes a difference 318
Key performance indicators of customer retention programmes 319
The role of research 320
Strategies for customer development 321
Strategies for sacking customers 323
Summary 325
References 325
10 Organizing for customer relationship management 329
Chapter objectives 331
Introduction 331
Strategic goals of CRM 332
Conventional customer management structures 332
Network and virtual organizations 337
Person-to-person contacts 339
Key account management 340
Team selling 345
Summary 346
References 346
Index 349





Foreword
Customer relationship management (CRM) is no longer something that
only leading-edge enterprises use to gain competitive advantage. It is
now a necessity for survival.
Customer relationship management is a complex and difficult way of
doing business. Much as some would like us to believe, CRM is not just
about installing software or automating customer touchpoints. It is about
the reinvention of our enterprises around the customer. It is about
becoming and remaining customer-centric.
As such, it can be fraught with perils. So what is an enterprise to do?
Should we say that CRM is too difficult and turn back to our old, productcentric
way of doing things? The reality is that we cannot. Customer
relationship management is here to stay because customers, both
consumers and business entities, now expect suppliers to be customercentric.
Customers expect to be able to deal with enterprises when they
want, where they want and how they want. Enterprises are expected to
remember past interactions and to build on those interactions in the
future.
Customers know that they hold the ultimate trump card, their loyalty.
Enterprises that do not re-engineer their business processes to become
more customer-centric risk the mass defection of their customers and,
with them, their associated revenues. Therefore, CRM is no longer a
competitive differentiator; rather, it is a business necessity of the twentyfirst
century.
Customer relationship management has had some bad publicity of late.
High levels of CRM failure have been reported. Does this mean that CRM
is a business necessity with a high risk of failure? That would be an
alarming combination. Today, we are finding that companies are
increasingly asking tough, but correct, questions and looking for the
associated answers before they embark on CRM. Gartner’s clients work
on issues such as business justification, customer acceptance, process
redesign, and training and compensation issues. All reflect a greater
maturity about CRM as enterprises try to avoid the mistakes of their
predecessors.
Gartner predicts that in the next few years, enterprises will consider
CRM critical to corporate strategy, but will be considerably more
pragmatic. The days when CRM fever started to break out in boardrooms
across the world seem a ‘technology lifetime’ ago.
The new new economy is a lot like the old economy before the old new
economy distorted all of the expectations. The good news about a slower
economy is that we have breathing room to absorb the technologies and
applications that have poured out of high-technology enterprises during
the past several years. We also have a mandate to do more with less,
which has introduced a healthy pragmatism.
Regardless of who you ask in management about the role of data for
marketing, sales and service, there is a consensus that data are highly
valued. However, identifying, extracting and transforming data into
actionable information is an ongoing challenge. Enterprises need to go
beyond basic measurement and reporting to enhance their ability to
leverage more valuable insights. Analytical CRM is an enabler of such
customer insight.
Companies are demanding more return from their investments in
operational CRM applications such as sales-force automation, marketing
automation and service automation. Enterprises need to be careful about
their choice of software vendors. Many companies have bought overspecified
CRM suites, rather than the applications that are best suited to
their particular needs. This is changing. Enterprises are beginning to seek
support for specific functions such as incentive compensation, partner
relationship management and e-commerce-related applications. Customer
relationship management software vendors are responding by
unbundling total solution packages to gain entry to new accounts.
A continued determination to lower service costs while delivering
higher levels of customer care continues to drive investments and interest
in e-service and self-service. Recent studies show that although 70 per
cent of enterprises believe they have a well-run contact centre that
provides their customers with good customer service, less than half of
their clients report being satisfied with the service. World-class e-service
requires enterprises to adapt to users’ needs and requirements. Customers
are demanding more information, easier and expanded access, and
support through newer channels.
Customer relationship management has had a tough run in the recent
past, but we believe that it is here to stay. There is no substitute for
customer-centricity. Many believe that the basic task of a business is to
create and keep customers. The task of CRM is to enable companies to do
just that. A more professional approach to CRM is emerging and we
welcome the contribution that this book makes towards that goal.
Kristian Steenstrup
Research Director, Gartner Inc.