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Produktbild: Performance Driven Crm: How to Make Your Customer Relationship Management Vision a Reality

Performance Driven Crm: How to Make Your Customer Relationship Management Vision a Reality How to Make Your Customer Relationship Management Vision a Reality

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.03.2002

Abbildungen

schwarzweisse Abbildungen

Verlag

John Wiley & Sons Inc

Seitenzahl

272

Maße (L/B/H)

23.5/16/2.2 cm

Gewicht

560 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-83161-8

Beschreibung

Rezension

"?a practical guide through the CRM minefield for anyone committed to delivering improved relationships?" (Marketing, 24 October 2002)

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.03.2002

Abbildungen

schwarzweisse Abbildungen

Verlag

John Wiley & Sons Inc

Seitenzahl

272

Maße (L/B/H)

23.5/16/2.2 cm

Gewicht

560 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-83161-8

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  • Produktbild: Performance Driven Crm: How to Make Your Customer Relationship Management Vision a Reality
  • Preface: What is Performance Driven CRM?

    PART ONE: DETERMINING AND ALIGNING THE CRM VISION
    Overview
    Checklist-- Are You Ready to Start?

    Chapter 1: Getting Started: The Need for a CRM Vision to Drive the Process
    Definition
    Creating the Vision
    Getting Started
    1. Assess the Current Business Context
    2. Create the Strawman Vision
    3. Build the Business Case
    4. Prioritize, Plan and Transform
    Summary

    Chapter 2: The Myths and the Facts Surrounding CRM
    Myth #1: CRM Has Not Been Successful-- It Just Does Not Work
    Myth #2: CRM is All About Technology
    Myth #3: CRM is Supposed to be Able to Improve Customer Satisfaction...
    Summary
    Checklist-- Are You Ready for Performance Driven CRM?

    PART TWO: CREATING PERFORMANCE DRIVEN CRM-- THE THREE CRITICAL PERFORMANCE PROGRAMS
    Overview
    Understanding Your Customer
    Understanding Your Organization
    Committing to Continuous Improvement in Quality Service

    Chapter 3: Understanding Your Customer-- The Customer Performance Program
    Getting Started
    Customer Needs
    * Customer Buying Practices
    * Defection Patterns
    * Rewards and Incentives that Have Value
    * Opportunities for Personalization of Offers
    * Appropriate Timing and Frequency of Customer Promotions
    * Effective Customer Retention Programs
    * Actions that Make a Difference
    Requirements for Customer Differentiation
    The Need for Change in Channel Preferences and Impact
    Checklist-- Do You Understand Your Customer?
    Summary

    Chapter 4: Understanding Your Organization-- The Organizational Performance Program
    The Six Dimensions
    * Structure and People
    * Financial Strategy
    * Service and Products
    * Process and Delivery Channels
    * Infrastructure and Enabling Supports
    * Market Strategy
    Developing Your Organizational Performance Program
    Step One: Develop the Organizational Performance Program Framework
    Step Two: Identify Dimensions and Describe How These Will Measure the Outcomes
    Step Three: Create a List of Performance Measures and Performance Indicators that Will Determine if the Dimension is Meeting the Performance Driven CRM Outcome
    Step Four: Assess the Feasibility of Each Performance Measure
    Step Five: Define Performance Measurement Attributes
    Step Six: Determine the Baseline, Targets and Standards for Each of the Performance Measures
    Step Seven: Define a Regular Reporting Process
    Step Eight: Take Action
    Step Nine: Practice Performance Driven CRM
    Critical Elements in Designing Your Organizational Performance Program

    Chapter 5: Committing to Continuous Improvement in Quality Service-- The Quality Service Performance Program
    Customer Loyalty
    How to Create Continuous Improvement Through a Quality Service Performance Program
    Step One: Establish Quality Service Champions
    Step Two: Embed Quality Service Beliefs
    Step Three: Define Quality Service Expectations and Standards
    Step Four: Develop a Quality Service Scorecard
    Step Five: Build an Enterprise-Wide Complaint Management Process
    Step Six: Develop Required Service Enablers
    Step Seven Develop a Quality Service Management Process
    Step Eight: Develop an Ongoing Quality Service Communication Process
    Improving Quality Service Through the Right Performance Program
    A Case for Change-- Performance Driven Change
    * Actions Taken
    * First Round of Results
    * Importance of the e-Channel

    PART THREE: THE TOOLS TO BUILD AND ENABLE THE PERFORMANCE PROGRAMS
    Overview

    Chapter 6. The Tools and Technology Required for Creating the Customer Performance Program
    Traditional Tools
    * Quantitative Research
    * Mystery Shopper Surveys
    * Personal Interviews
    CRM-Related Tools
    * Segmentation and Data Mining/Modeling
    * Customer Management Systems
    * Customer Relationship Portals
    Summary
    Checklist-- CPP Tools

    Chapter 7. The Tools and Technology Required for Creating the Organizational Performance Program
    The OPP Diagnostic
    Achieving the Optimal OPP Stage
    * Committed Leadership
    * Full Integration
    * Role Alignment
    * Defined Customers
    * Anchored Accountability
    * Clear Documentation
    * Dynamic Reporting
    * Continuous Improvement
    * Embedded Process
    Performance Program Scorecard
    Contact Center-Technology for the Organizational Performance Program
    * Quality Call Monitoring Tools
    * Call Taping Tools
    * Workforce Management
    Summary
    Checklist-- Organizational Performance Program Diagnostic

    Chapter 8. The Tools and Technology Required for the Quality Service Performance Program
    Continuous Improvement Framework and Quality Scorecard
    Continuous Improvement Framework
    Quality Scorecard
    Coaching and Employee Performance Agreements
    * Coaching
    * Employee Performance Agreements
    * Creating a Positive Experience
    Self-Assessment Tool
    * How Can You Move Forward?
    Summary

    PART FOUR: LEADING PRACTICES IN CREAING PERFORMANCE DRIVEN CRM
    Overview

    Chapter 9: Linking the Customer Performance Program and the Quality Service Program
    Role of the Internet
    Role of the Multimedia, Multichannel Contact Center
    Technology-- Increasing Customer Value and Profits
    The Glue that Enables Performance Driven CRM
    The Case for Integrated CPP and QSPP
    Checklist-- What Did We Learn?
    Summary

    Chapter 10: Staying the Course-- Focusing on Your People
    Performance Improvement Journey
    * Beginning the Journey
    * Planning the Route
    * Staying the Course
    * Ensuring Success
    Creating the Right Environment
    Summary
    Checklist-- The Performance Diagnostic: Characteristics of a High Performer

    Chapter 11: Conclusion-- How to Ensure that Performance Driven CRM Becomes a Reality: Watch Out for these Pitfalls
    Management Commitment
    * Lack of Strong Visible Management Commitment
    * Inadequate Business Case
    * Insufficient Attention to the Right Issues and Questions
    * Focusing on Revenue Enhancement or Cost Reduction Only, Rather than the True Costs and Benefits
    * Poor Definition of Required Human and Financial Resources
    Lack of Performance Standards
    * A Reluctance to Establish Standards of Performance
    CRM Culture Not Encouraged
    * Insufficient Continuous Communication
    * Resistance to Change
    Inadequate Transition Planning
    * A Poorly Defined Coordinating and Action-Oriented Structure
    * Taking On Too Much, Too Soon
    Checklist-- Things to Remember As You Start Off on Your Journey
    Summary

    Appendix A: Glossary

    Appendix B. Building Your Performance Improvement Plan (PIP)

    Index