9780201730623

The author takes on a cross-functional view of planning and implementing a CRM program from both technical and business vantage points. This book introduces CRM in a concise and easy-to-understand way. It will take on some of the well-worn buzzwords and put them in context and offer real case studies of both CRM successes and failures. It will also cover the range of CRM applications, from sales force automation to help desk support, to marketing automation, to e-CRM, and beyond

Jill Dyché is principal consultant with Baseline Consulting Group, which provides management consulting & technology implementation services to Fortune 500 companies. She has recently spearheaded several of Baseline Consulting's projects centered on CRM implementation and readiness. A frequent speaker at CRM and e-Business conferences and user groups, she is author of e-Data: Turning Data Into Information With Data Warehousing (Addison-Wesley).

Acknowledgments

xv

About the Author

xvii

Introduction

xix

Part I: Defining CRM

1

(150)

Hello, Goodbye: The New Spin on Customer Loyalty

3

(16)

The Cost of Acquiring Customers

4

(2)

From Customer Acquisition to Customer Loyalty

6

(2)

...to Optimizing the Customer Experience

8

(2)

How the Internet Changed the Rules

10

(2)

What's In a Name?

12

(6)

CRM and Business Intelligence

14

(4)

The Manager's Bottom Line

18

(1)

CRM in Marketing

19

(32)

From Product to Customer: A Marketing Retrospective

19

(8)

Target Marketing

21

(4)

Relationship Marketing and One-to-One

25

(2)

Compaign Management

27

(4)

CRM Marketing Initiatives

31

(10)

Cross-Selling and Up-Selling

31

(1)

Customer Retention

32

(1)

Behavior Prediction

33

(1)

Customer Profitability and Value Modeling

34

(1)

Channel Optimization

35

(1)

Personalization

35

(5)

Event-Based Marketing

40

(1)

Customer Privacy---One-to-One's Saboteur?

41

(3)

A Marketing Automation Checklist for Success

44

(1)

Case Study: Eddie Bauer

45

(4)

What They Did:

46

(1)

The Challenges:

47

(1)

Good Advice:

48

(1)

The Golden Nugget:

48

(1)

The Manager's Bottom Line

49

(2)

CRM and Customer Service

51

(26)

The Call Center and Customer Care

52

(3)

The Contact Center Gets Automated

55

(12)

Call Routing

55

(2)

Contact Center Sales Support

57

(2)

Web-based Self-Service

59

(3)

Customer Satisfaction Measurement

62

(1)

Call-Scripting

63

(2)

Cyberagents

65

(1)

Workforce Management

66

(1)

A Customer Service Checklist for Success

67

(4)

Case Study: Juniper Bank

71

(4)

What They Did:

72

(1)

The Challenges:

73

(1)

Good Advice:

74

(1)

The Golden Nugget:

74

(1)

The Manager's Bottom Line

75

(2)

Sales Force Automation

77

(26)

Sales Force Automation: The Cradle of CRM

79

(2)

Today's SFA

81

(8)

Sales Process/Activity Management

82

(1)

Sales and Territory Management

83

(1)

Contact Management

84

(1)

Lead Management

85

(1)

Configuration Support

86

(1)

Knowledge Management

87

(2)

SFA and Mobile CRM

89

(4)

From Client/Server to the Web

89

(1)

SFA Goes Mobile

89

(4)

Field Force Automation

93

(3)

An SFA Checklist for Success

96

(2)

Case Study: Hewlett Packard

98

(4)

What They Did:

99

(1)

The Challenges:

100

(1)

Good Advice:

100

(1)

The Golden Nugget:

101

(1)

The Manager's Bottom Line

102

(1)

CRM in E-Business

103

(16)

eCRM Evolving

104

(4)

Multichannel CRM

105

(1)

CRM in B2B

106

(2)

Enterprise Resource Planning

108

(1)

Supply Chain Management

109

(2)

Supplier Relationship Management

111

(3)

Partner Relationship Management

114

(2)

An e-Business Checklist for Success

116

(1)

The Manager's Bottom Line

117

(2)

Analytical CRM

119

(32)

The Case for Integrated Data

119

(13)

A Single Version of the Customer Truth

122

(5)

CRM and the Data Warehouse

127

(1)

Enterprise CRM Comes Home to Roost

128

(4)

The Major Types of Data Analysis

132

(3)

OLAP

132

(1)

Where Theory Meets Practice: Data Mining in CRM

133

(2)

Clickstream Analysis

135

(4)

Personalization and Collaborative Filtering

139

(3)

An Analysis Checklist for Success

142

(2)

Case Study: Union Bank of Norway

144

(4)

What They Did:

145

(2)

The Challenges:

147

(1)

Good Advice:

147

(1)

The Golden Nugget:

147

(1)

The Manager's Bottom Line

148

(3)

Part II: Delivering CRM

151

(130)

Planning Your CRM Program

153

(46)

Defining CRM Success

155

(11)

From Operational to Enterprise: An Implementation Scenario

160

(4)

Determining CRM Complexity

164

(2)

Preparing the CRM Business Plan

166

(14)

Defining CRM Requirements

167

(5)

Cost-Justifying CRM

172

(8)

Understanding Business Processes

180

(6)

BPR Redux: Modeling Customer Interactions

180

(4)

Analyzing Your Business Processes

184

(2)

Case Study: Verizon

186

(4)

What They Did:

186

(2)

The Challenges:

188

(1)

Good Advice:

188

(1)

The Golden Nugget:

189

(1)

A CRM Readiness Checklist for Success

190

(6)

The Manager's Bottom Line

196

(3)

Choosing Your CRM Tool

199

(34)

Maintaining a Customer Focus: Requirements-Driven Product Selection

202

(15)

Defining CRM Functionality

203

(2)

Narrowing Down the Technology Choices

205

(1)

Defining Technical Requirements

206

(3)

Talking to CRM Vendors

209

(1)

Negotiating Price

209

(7)

Checking References

216

(1)

Other Development Approaches

217

(8)

Homegrown CRM

217

(1)

Using an ASP

218

(7)

A CRM Tool Selection Checklist for Success

225

(1)

Case Study: Harrah's Entertainment

226

(5)

What They Did:

227

(2)

The Challenges:

229

(1)

Good Advice:

229

(1)

The Golden Nugget:

230

(1)

The Manager's Bottom Line

231

(2)

Managing Your CRM Project

233

(28)

A Pre-Implementation Checklist

233

(4)

The CRM Development Team

237

(5)

CRM Implementation

242

(14)

Scoping and Prioritizing CRM Projects

243

(2)

A CRM Implementation Roadmap

245

(1)

Business Planning

246

(2)

Architecture and Design

248

(3)

Technology Selection

251

(1)

Development

251

(1)

Delivery

252

(1)

Measurement

253

(2)

Putting the Projects Together

255

(1)

A CRM Implementation Checklist...for Failure

256

(2)

The Manager's Bottom Line

258

(3)

Your CRM Future

261

(20)

Making the Pitch: Selling CRM Internally

261

(2)

CRM Roadblocks

263

(8)

The Four Ps

263

(1)

Process

263

(1)

Perception

264

(1)

Privacy

264

(2)

Politics

266

(1)

Other CRM Saboteurs

267

(1)

Lack of CRM Integration

268

(1)

Poor Organizational Planning

268

(1)

Demanding Customers

269

(1)

Customer Service That's Really Bad

270

(1)

Looking Toward the Future

271

(6)

The Customer as SME

271

(1)

The Rise of Intermediaries

272

(1)

Digital and Broadband Revolutionize Advertising

273

(1)

The Threat and Promise of Customer Communities

274

(1)

CRM Goes Global

274

(1)

The Coming CRM Backlash?

275

(2)

The Manager's Bottom Line

277

(4)

Further Reading

281

(6)

Glossary

287

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

On one of those preternaturally warm spring afternoons, when many of their colleagues had forsaken them for the beach, around 500 conference attendees packed themselves into a hall at the Los Angeles Convention Center to hear about Customer Relationship Management. A group of high-profile experts was assembling to deliver a heralded panel discussion on the current and future state of the CRM market. Attendance swelled to standing room only. On the panel were executives from both established and emerging CRM vendors. One panelist headed a company that sold an Internet storefront product. Another ran a sales-force automation company. A third represented a major database vendor. There was a call center system vice president and, to his left, a chief privacy officer. At the end of the line sat a renegade technology analyst. As they began talking, it became clear that each of the panelists had a different perspective on CRM. The president of the database company talked at length about connecting databases to applications, after the privacy officer had finished weighing in on the risks of opt-in marketing. The call center executive discussed new advances in live chat. The analyst inveighed against CRM vendors who didn't offer sufficient analytics, making a few of his co-panelists shift in their chairs. In fact, the discussion topics were so far removed from one another that the panelists might as well have been speaking different languages. As the moderator quickly learned, integrating the discussion in any meaningful way was a more significant undertaking than a mere hour would allow. As with the CRM marketplace, there wasno holistic message--just different conversations. Shuffling out of the auditorium, none of the attendees left with a clear CRM vision they could take back to work and begin promoting. Nevertheless, we all have our eyes on the CRM ball. Aberdeen Group's "Customer Relationship Management: Year 2000 Edition" report predicts the CRM market will grow from $8 billion in 1999 to more than $24 billion by 2003. Such pronouncements--and there are many--represent sufficient ammunition for many companies to target CRM before thoroughly scoping it. The problem is the noise. Companies worldwide are declaring themselves "customer-focused" and forking over millions of dollars on CRM-related technologies. Over-hyped vendor products clash with varied interpretations of CRM objectives, leading many companies to simply automate ineffective marketing and customer support processes. And because many of these processes rely on sporadically gathered data and shoddy business practices ("I can't help you; you'll have to talk to our billing department--and they're closed"), these firms were no closer to building solid customer relationships than prior to adopting CRM. Likewise, customers have more choices than ever before, and a vendor's arch competitor is often--as the current sound bite goes--just a mouse-click away. Without customers, products don't sell and revenues don't materialize. And without establishing customer loyalty, a profitable customer can be as fleeting as a dot-com Web site. Suddenly, customers matter. Thus, banks have succeeded in automating their marketing processes and calculating customer value. Communications companies are busy trying to reduce churn. Retailers and e-tailers alike are launching customer loyalty programs with alarming speed. And everyone has an Internet strategy for stimulating purchases. The only thing many of these forward-thinking companies have in common is their struggle to separate the truth from the hype. This book seeks to mitigate the spin rampant in the CRM marketplace, first by defining CRM and its various components and then by providing a guide to successful delivery of a CRM program. It will serve both as a resource, defining and illustrating key CRM concepts, and as a field guide, directing you in the best appr

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The CRM Handbook A Business Guide to Customer Relationship Management

The CRM Handbook A Business Guide to Customer Relationship Management

0201730626

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