CRM

Description

In CRM, Jeffrey Peel defines Customer Relationship Management in a radical new way by putting communications at the center. In the past, CRM was mostly about the technology, not about the customer. In this book, Peel talks about a new ethos that is beginning to fundamentally change the way organizations do business. At a technology level, CRM is increasingly about conjoined best-of-breed applications delivered via portal technologies. At a business level, it is beginning to invade traditional territories occupied by brand management or customer support. Peel shows companies how to make the shift to the new paradigm.

· Defines the nature of new CRM niche solutions
· Provides entirely new types of functionality that mesh seamlessly
· Describes solutions focused solely on the needs of the customer

Front cover 2
CRMRedefining CustomerRelationship Management 3
Copyright 6
Contents 9
Preface 13
Acknowledgments 19
Chapter 1 -The New Customer Challenge 20
- Change is happening 20
- A technology focus? 21
- What's it all about? 22
- CRM: C for communications? 25
- C RM practitioner views versus customerviews: The data 26
- A focus on the e-mail channel: A study innonperformance in U.S. and U.K. banking 32
Chapter 2 - CRM Technology and CRM: The Need for a Communication-Centric Approach 36
- New ERP? 36

Front cover 2
CRMRedefining CustomerRelationship Management 3
Copyright 6
Contents 9
Preface 13
Acknowledgments 19
Chapter 1 -The New Customer Challenge 20
- Change is happening 20
- A technology focus? 21
- What's it all about? 22
- CRM: C for communications? 25
- C RM practitioner views versus customerviews: The data 26
- A focus on the e-mail channel: A study innonperformance in U.S. and U.K. banking 32
Chapter 2 - CRM Technology and CRM: The Need for a Communication-Centric Approach 36
- New ERP? 36
- CRM: Call center, right? 39
- Introducing the contact-center conduit 40
  - Customer data 41
  - The contact center and product marketing 41
  - External experts 41
  - Sales force 42
- Connected contact center? 42
- Asynchronous versussynchronous communications 44
Chapter 3 - The Analyst's View of CRM 54
- Why do analysts matter? 54
- Give me your watch, I'll tell you the time 55
- CRM roots 58
- The analyst's viewpoint on CRM 61
- Integration needs for customer systems 64
- Increased incorporation of customerknowledge and customer analytics 68
- The universal queue 69
- Customer satisfaction surveys 70
Chapter 4 - The Application Revolution and Its Implications for CRM 72
- Background 72
- The portal concept 73
- Myriad definitions 73
- The integration: Here and now 75
- A mix of front ends 76
- New integration paradigms 77
- An integration chronology 79
- The WebSphere story 80
- A closer look at Web services 81
- Integration and the implications for CRM 82
- Defining an integration approach 85
- A closer look at XML and SOAP and theoperational front-office portal 86
- Web services and CRM 88
Chapter 5 - Analytical CRM 90
- Enhancing relationships 90
- Data aggregation 91
- A history lesson 94
- Wave I analytical CRM 96
- Wave 2 analytical CRM 99
- Wave 3 analytical CRM 104
Chapter 6 - Dot-Com CRM Red Herrings and Introducing CMR (and DCM) 108
- Dot-corns and LDOs 108
- Dot-corn-defined CRM software 109
- LDO-focused CRM definitions 111
- CRM or CMR? 112
- A move from mass marketing? 115
- The new marketing? 116
- Technology consequences? 117
- And DCM? 119
- LDOs and CRM--The bottom line 121
Chapter 7 - A Role for Marketing-Oriented Ct?dl/l Technologies 122
- A change of control? 122
- The death of mass marketing--Fact or fiction? 123
- The end of churn 125
- A brave new world? 126
- The C RM here and now 128
- Enter "qualitative direct marketing" 129
- The human touch 132
- Portals (again) 135
Chapter 8 - Selecting Vendor Solutions 138
- The process conundrum 138
- Departmental and suite-based solutions 140
- A fit-for-purpose approach 141
- The enterprise suite-based approach 142
- The analytical C RM vendors 147
- Marketing CRM systems 149
- The customer service segment 149
- Sales force automation segment 151
- Workflow vendors and otherback-end systems 151
- The middleware piece 154
Chapter 9 - Defining CRM Processes 156
- Shoddy standards and C RM 156
- Measurement at the microlevel 157
- A role for process and outsourcing 158
- A focus on the four tenets 160
  - Knowledge 161
  - Reciprocity 161
  - Easy communications 163
  - Local context 164
- A multiple-channel approach 164
- Describing the customer 165
- Defining different personas and closingthe loop 165
- A key role for analytics 166
- A strategy for channel development 167
- Establishing electronic processes 169
Chapter 10 - A ResearchedApproach to CRM 174
- Effective and coordinated research 174
- The churn debate 175
- The brand and C RM 176
- Brand management or C RM? 178
- New perspectives on loyalty 179
  - Perceptual data 179
  - Purchasing history 180
  - Interaction patterns/proximity to decision points 180
- Decision points 181
- Lifetime value calculation 182
- Defining the optimal customer 183
- Introducing customer "nests" 185
Chapter 11 - Conclusion 188
Glossary of CRM-Related Terms 192
Vendo r Directory 206
About the Author 220
Index 222
- A 222
- B 223
- C 224
- E 227
- D 227
- H 228
- F 228
- G 228
- J 229
- I 229
- M 230
- K 230
- L 230
- P 231
- N 231
- O 231
- Q 232
- R 233
- S 233
- T 234
- U 235
- V 235
- X 236
- Y 236
- W 236

Author's affiliation

Jeffrey Peel: Owner, CRM and marketing consultancy practic

Redefining Customer Relationship Management

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