Product Type: Market Research Report
Published by: Business Intelligence
Published: March 2000
Product Code: r125-037Description Becoming customer-centric could completely transform the way your company operates and will have major implications for people, processes and technology. Planning for and managing change in these three key areas is crucial - neglect any of them and your CRM programme will hardly get off the ground. Developing and Implementing a CRM Strategy gives step-by-step guidance on how to succeed in each of these areas. With insights into CRM plans and strategies at over 100 leading organizations, this report reveals how to plan and implement an integrated, end-to-end CRM strategy, which really works.Table of Contents SECTION 1: OVERVIEW AND CRITICAL SUCCESS FACTORS FOR CRM
Chapter 1: Introduction
Learn Valuable Lessons from Leading Companies
Planning a CRM Strategy: How this Report will Help
Avoid the Easy Solution
Definition and Significance of Customer Relationship Management
Chapter 2: Executive Summary
Introduction
Section One: Overview and Critical Success Factors for CRM
Chapter 3: CRM Strategy Planner
Chapter 4: Critical Success Factors
Section Two: CRM - Ten Key Challenges
Chapter 5: Adopting a Multidisciplinary Approach to the CRM Project
Chapter 6: Customer Assets and Customer Knowledge
Chapter 7: Managing the People, Culture and Organizational Issues
Chapter 8: Establishing End-to-end Processes
Chapter 9: Customer Knowledge and the Data Warehouse
Chapter 10: Developing a CRM Measurement Strategy
Chapter 11: Automating Operational CRM
Chapter 12: Developing Tools for Analytical CRM
Chapter 13: Enterprise-wide Integration of Applications
Chapter 14: Implementing and Rolling-out CRM
Section Three: Case Studies
The Automobile Association
Bank of America
Boehringer Ingelheim
McGraw-Hill Higher Education
Royal Bank of Canada
RS Components
Shell Europe Oil Products
Chapter 15: Future Trends in CRM
Chapter 3: CRM Strategy Planner
Core Tasks
Define Business Objectives
Company Examples
Understand the Three Dimensions of CRM
Company Examples
Establish a Structured Approach to Project Management
Company Examples
Identify Corporate and Customer Needs
Company Examples
Re-engineer Customer-facing Processes in line with Customer Needs
Company Examples
Use a Structured Approach to Selecting Technology
Company Examples
Ensure that Systems Development is Business-led
Company examples
Establish Actionable Measures of Customer Performance
Company Examples
Actively Manage Culture Change and Win Buy-in
Company Examples
Develop a phased implementation strategy
Company Examples
Chapter 4: Critical Success Factors for CRM
Goals and Objectives for CRM Initiatives
Practical Success Factors
KPMG's Six Critical Success Factors
Generic Critical Success Factors
Developing Customer-facing Processes
Company Examples
Creating a Customer Culture
Company Examples
Introducing Customer-based Measurements
Effective use of information technology
Company Examples
Segmentation and Understanding Customers
Developing an Integrated Process
Causes of Failure
Key Learning Points
SECTION 2: CRM - TEN KEY CHALLENGES
Chapter 5: Adopting a Multi-Disciplinary Approach to the CRM Project
Executive Summary
How the Customer Changes the Company
Improving Technology and Processes
Connect with Enterprise-wide Initiatives
Rethinking the Enterprise
The Effect on Customer Experience
Starting with the Business Case
Writing the Business Case
Company Examples
Owning the Customer
The Chief Customer Officer
Board-level Responsibility
It's a People Thing
Support from the Top
Involve Everyone
Be Prepared to Adapt
Scoping the Technology
Structured Frameworks for CRM projects
ISM's Ten-step Approach
Key Learning Points
Chapter 6: Customer Assets and Customer Knowledge
Executive Summary
Populating the Database
Legacy Systems
Dangers of Data Decay
Third Party Sources
Match Rates
Customer Ownership
Purchasing Intentions and Event Triggers
Harvesting Data on the Internet
The Empowered E-consumer
Have I the Right to Know You?
Key Principles of Data Capture
Levels of Data Required
Leveraging Existing Customer Knowledge
Dynamic Market Segmentation
Dynamic Customer Segmentation
How the Market Impacts on the Customer
Demon's Experience
Customer Knowledge Equals Profitability
Key Learning Points
Chapter 7: Managing the People, Culture and Organizational Issues
Executive Summary
The Need to Consult Internally
Achieving Buy-in and Cultural Change
Centralized Customer Resources versus Local Implementation
Managing Outsourced Suppliers
Proving the Return on Investment
Key Learning Points
Chapter 8: Establishing End-to-End Processes
Executive Summary
The Need to Change the Business Process
First Steps
Integrated Processes
Integrating Goals and Objectives
The Principles of Business Process Re-Engineering
Critical Success Factors for Business Process Re-Engineering
Ten Critical Success Factors
Leveraging Best Practice in Process Re-Engineering
Linking the Components with Technology
Key Learning Points
Chapter 9: Customer Knowledge and the Data Warehouse
Summary
Supporting Integrated Processes with Customer Data
Defining the Customer Data Component
Managing the Implementation of a Data Warehouse
Persuade People to Use New Systems
Benefits of the Data Warehouse and Beyond
Key Learning Points
Chapter 10: Developing a CRM Measurement Strategy
Summary
CRM And the New Metrics
Balanced Scorecard and Measurement Frameworks
Drivers of Customer Performance Methodology
Benchmarking Company Performance
Best Practices in the Sales Process
Tracking Marketing and Customers
Reporting on the New Measures
Key Learning Points
Chapter 11: Automating Operational CRM
Summary
Technological Support for CRM
Core Components of Automated CRM
Increasing Channels and Introducing the Web
Key Learning Points
Chapter 12: Developing Tools for Analytical CRM
Summary
Sourcing Data from CRM Systems
External Databases
Creating Reports in CRM Systems
Modelling Behaviour
Key Learning Points
Chapter 13: Enterprise-wide Integration of Applications
Summary
CRM as an Integrated Process
ERP in the Integrated Organization
Enterprise Integration Applications
Data Issues in Legacy Systems
Application Selection for ERP Compatibility
Evaluating Systems Vendors
A Partnership Approach
Adding in the Internet
A Major Delivery Channel in CRM
Company Examples
New Forms of Integrated CRM
Key Learning Points
Chapter 14: Implementing and Rolling-out CRM
Executive Summary
CRM Implementation Principles
Incentives for Change
McKean's Four Types of Worker
Other Areas of Resistance
Careful Recruitment
Accepting the Timescale
Seeing the Benefits
Troubleshooting the Project
Key Learning Points
SECTION 3: CASE STUDIES
Case Study Matrix
The Automobile Association
Boehringer Ingelheim
McGraw-Hill Higher Education
Royal Bank of Canada
RS Components
Learning points
Shell Europe Oil Products
Chapter 15: Future Trends in CRM
Executive Summary
The Rise of the Infomediary and Data Co-op
Concerns about Sharing Customer Data
The Development of Data Co-ops in the UK
Club Canvasse
Euro Direct
Abacus Direct
Other Contenders
Limitations in the Scope for Data Co-ops
The Shape of CRM to Come
KPMG's Model
Conclusion
Appendix 1: Further Reading and Sources of Information
Appendix 2: Steps in Vendor Selection
Appendix 3: Consultancies and Vendors
Index
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