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D'autres livres que vous ne trouverez pas à la bibliothèque de l'ULBEditorial ReviewsBook Description "Paul Greenberg's book is such a breath of fresh air. Actually, it's more like a wind that blows away the clouds of hype and marketing mumbo jumbo. Finally, there is a consolidated source on this subject that can be used by the novice as well as the expert. It's like eCRM university between two covers." --Pat Sullivan President & CEO, Interact Commerce Corporation "Understanding the critical components of customer relationship
management and the impact technology decisions will have on running a profitable
business in the coming decade is a must for every company that hopes to be in
business two, five, and 10 years from now. Executives make a high-stakes
decision when they choose a CRM vendor. They would be wise to read Paul's book
so they can get the insider's perspective and the experts' opinions." "Get CRM right and your company wins in the online economy. Get it wrong
and you are not even in the game. You need guidance by an expert and a book that
is insightful, practical, comprehensive and fun to read. Paul Greenberg is the
expert and this is the book." "This book is a must-read for anybody who wants to master the management
of Customer Relationships, which has become a key business issue of our times.
Paul Greenberg has done a masterful job in clarifying the issues that surround
the CRM space."
From the Inside Flap Preface Corporations that achieve high customer retention and high customer profitability aim for:The right product (or service), to the right customer, at the right price, at the right time, through the right channel, to satisfy the customer's need or desire. Information Technology—in the form of sophisticated databases fed by electronic commerce, point-of-sale devices, ATMs, and other customer touch points—is changing the roles of marketing and managing customers. Information and knowledge bases abound and are being leveraged to drive new profitability and manage changing relationships with customers. The creation of knowledge bases, sometimes called data warehouses or Info-Structures, provides profitable opportunities for business managers to define and analyze their customers' behavior to develop and better manage short- and long-term relationships. Relationship Technology will become the new norm for the use of information and customer knowledge bases to forge more meaningful relationships. This will be accomplished through advanced technology, processes centered on the customers and channels, as well as methodologies and software combined to affect the behaviors of organizations (internally) and their customers/channels (externally). We are quickly moving from Information Technology to Relationship Technology. The positive effect will be astounding and highly profitable for those that also foster CRM. At the turn of the century, merchants and bankers knew their customers; they lived in the same neighborhoods and understood the individual shopping and banking needs of each of their customers. They practiced the purest form of Customer Relationship Management (CRM). With mass merchandising and franchising, customer relationships became distant. As the new millennium begins, companies are beginning to leverage IT to return to the CRM principles of the neighborhood store and bank. The customer should be the primary focus for most organizations. Yet customer information in a form suitable for marketing or management purposes either is not available, or becomes available long after a market opportunity passes, therefore CRM opportunities are lost. Understanding customers today is accomplished by maintaining and acting on historical and very detailed data, obtained from numerous computing and point-of-contact devices. The data is merged, enriched, and transformed into meaningful information in a specialized database. In a world of powerful computers, personal software applications, and easy-to-use analytical end-user software tools, managers have the power to segment and directly address marketing opportunities through well managed processes and marketing strategies. This book is written for business executives and managers interested in gaining advantage by using advanced customer information and marketing process techniques. Managers charged with managing and enhancing relationships with their customers will find this book a profitable guide for many years. Many of today's managers are also charged with cutting the cost of sales to increase profitability. All managers need to identify and focus on those customers who are the most profitable, while, possibly, withdrawing from supporting customers who are unprofitable. The goal of this book is to help you:
The level of detailed information that companies can build about a single customer now enables them to market through knowledge-based relationships. By defining processes and providing activities, this book will accelerate your CRM "learning curve," and provide an effective framework that will enable your organization to tap into the best practices and experiences of CRM-driven companies (in Chapter 14). In Chapter 6, you will have the opportunity to learn how to (in less than 100 days) start or advance, your customer database or data warehouse environment. This book also provides a wider managerial perspective on the implications of obtaining better information about the whole business. The customer-centric knowledge-based info-structure changes the way that companies do business, and it is likely to alter the structure of the organization, the way it is staffed, and, even, how its management and employees behave. Organizational changes affect the way the marketing department works and the way that it is perceived within the organization. Effective communications with prospects, customers, alliance partners, competitors, the media, and through individualized feedback mechanisms creates a whole new image for marketing and new opportunities for marketing successes. Chapter 14 provides examples of companies that have transformed their marketing principles into CRM practices and are engaging more and more customers in long-term satisfaction and higher per-customer profitability. In the title of this book and throughout its pages I have used the phrase "Relationship Technologies" to describe the increasingly sophisticated data warehousing and business intelligence technologies that are helping companies create lasting customer relationships, therefore improving business performance. I want to acknowledge that this phrase was created and protected by NCR Corporation and I use this trademark throughout this book with the company's permission. Special thanks and credit for developing the Relationship Technologies concept goes to Dr. Stephen Emmott of NCR's acclaimed Knowledge Lab in London. As time marches on, there is an ever-increasing velocity with which we communicate, interact, position, and involve our selves and our customers in relationships. To increase your Return on Investment (ROI), the right information and relationship technologies are critical for effective Customer Relationship Management. It is now possible to:
This book features many companies using CRM, decision-support, marketing databases, and data-warehousing techniques to achieve a positive ROI, using customer-centric knowledge-bases. Success begins with understanding the scope and processes involved in true CRM and then initiating appropriate actions to create and move forward into the future. Walking the talk differentiates the perennial ongoing winners. Reinvestment in success generates growth and opportunity. Success is in our ability to learn from the past, adopt new ideas and actions in the present, and to challenge the future.Respectfully,Ronald S. Swift Dallas, Texas June 2000
Editorial
Reviews
The Essential Guide to Knowledge
Management : E-Business and Crm Applications
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Provide one-stop shopping for the customer. |
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"Remember" everything your company knows about the customer. |
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Ensure that everyone in the company has access to the complete customer picture. |
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Put an underlying technical infrastructure into place to provide a 360-degree view. |
Format: Hardcover, 304pp. - ISBN: 0066620708 - Publisher: HarperInformation - Pub. Date: October 2000 - Edition Desc: 1 ED
Where e-Loyalty Marketing Got Its Start
Loyalty marketing has become a worldwide trend in some industries. The reason for this trend is simple: intense competition for a larger share of an industry's best customers and the realization that share-of-market strategies based on advertising-driven acquisition programs do not maximize profits over the long haul. It has been a difficult lesson for offline marketers to learn. With leading dot com companies spending unreasonable proportions of their marketing dollars on advertising, and very little on loyalty marketing to build share-of-customer, it appears to be an equally hard lesson for online marketers to learn.
I'm sure you've heard it before but it's true, loyalty marketing all started with airline frequent-flier programs. But have you heard the rest of the story? Robert Crandall, CEO of American Airlines when the AAdvantage program was born, said he would discontinue the AAdvantage program if it were only possible. You see, once the other airlines matched the program there was little loyalty advantage in just the miles. It was merely an additional cost of doing business. So, Mr. Crandall, being the smart man he is, had his marketing staff differentiate the program by adding elite tiers, which were unfortunately also matched by its competitors. Then customer services were layered onto these best customer tiers, and these, too, were matched. To make matters worse, American Airlines' competitors invited AAdvantage gold and platinum members to instantly become an upper tier member in their own programs. The one-upmanship was maddening. The frequent-flier wars continued to escalate with point promotions,redemption specials and additional member benefits. American Airlines, once known for developing the greatest competitive pricing software in the industry, had to develop the same rigor for monitoring their competitors' frequent-flier programs. What was the flaw in this strategy?
The programs were too easily matched by competitors. Are they effective today? Due to the high cost of launching a program, they are extremely effective in keeping new airlines from entering the market. But their real effectiveness is providing a reason for customers to be tracked so the airlines can target these customers with special benefits.
With accurate customer data the airlines are able to make better marketing decisions, improve forecasting and, most important, build relationships with their best customers to increase share-of-customer. Additionally, loyalty strategies that were developed to support the frequent-flier programs have been adopted by many industries. In fact, many of the best direct marketing techniques we use today—targeted marketing, personalized marketing and relationship marketing—were perfected by the airlines. That's why many of the Web marketing terms we use today, such as permission marketing and viral marketing, are tactics the airlines have employed for years, but have called "membership marketing" and "member-get-member marketing." But it wasn't just the science of loyalty marketing that the airlines perfected; they also perfected the art of building a lasting relationship.
Airline marketers are also leaders in some of the most profitable database mining techniques: database design and analysis, profile-driven communications and collaborative filtering. Because the airlines had some of the largest customer databases, airline marketers learned to "slice and dice" their databases, maximizing each direct marketing campaign. And to support these expensive direct marketing campaigns, the airlines turned their customer information, database skills and relationship-building tools into gold. There were years when the AAdvantage program was more profitable than airline operations due to the partner revenues and incremental revenue generated. So it shouldn't be surprising to find that the leaders in loyalty marketing, database marketing and now Web marketing came from the airline industry. But before readers who work in the hotel, car rental and creditcard industries get too upset, I want to add that these industries—often working closely with the airlines—have also helped to perfect many of the loyalty marketing tools we use today.
Call It What You Like, but It's All About Loyalty
It hasn't helped my profession that e-marketers use e-loyalty terms like we were all speaking a different language. I hear terms such as targeted marketing, relationship marketing, retention marketing, frequency marketing, loyalty marketing, database marketing and many others used interchangeably and inappropriately in documents written by marketing professionals and marketing novices alike. These terms are essentially tools and tactics under a big umbrella of loyalty marketing. But to ensure added confusion, new "webified" marketing terms like permission marketing, viral marketing, opt-in and personalization have been added to the e-loyalty marketing genre. At their core, all of these terms are marketing techniques, and all are used in loyalty marketing strategies to keep customers longer and increase share-of-customer. So why couldn't we just stick with the conventional "e" system that was working so well? The answer is that e-business, e-marketing and e-support have meaning for us. That's precisely why I propose we keep life simple and stick with what we know: e-loyalty. Once all the world is one e-marketplace, we can drop the unnecessary "e" and go back to normal.
However, before I "e-ify" everything, I want to get us all on the same sheet of music when it comes to using the time-honored terms of loyalty marketing. At the risk of becoming a lightning rod for controversy, I'm going to try to define the nuances of these marketing terms.
Targeted Marketing. Uses mass and direct marketing mediums to target different customer segments of the population using different communication messages. Unfortunately, this term has been rendered almost useless because old-school advertisers now use the term to mean buying targeted media rather than developing unique messages for targeted customer segments.
Database Marketing. Uses automation of customer and prospect information to generate the highest response rate possible through the constant closed loop process of trial, measurement and revision. While database...
Format: Hardcover, 416pp. - ISBN: 0609607723 - Publisher: Crown Business - Pub. Date: March 2001 - Edition Desc: 1 ED
Wherever repeated transactions represent the core rhythm of a business, management must focus on the lifetime value of its customers and the company's programs for creating and sustaining customer loyalty. The Web simply makes this imperative even more urgent. The Customer Revolution makes great use of war stories and case examples to guide us all in seeing just how to address this critical issue.— (Geoffrey Moore, author of Crossing the Chasm and Living on the Fault Line) —Geoffrey Moore
Think you're in charge of your company's future? Not so fast. Patricia Seybold proves that the wealth embedded in customer relationships is now far more important than all the capital contained in your firm's land, buildings, and bank accounts. Then she crafts a smart and solid plan for untangling the tricky puzzle of finding, attracting, and keeping the savviest buyers the world has ever seen. — (James Daly, editor in chief, Business 2.0) —James Daly
As offline and online businesses blend, the ability to build deep customer relationships equates to long-term survival. Patricia Seybold explains why and how to 'play to profit.' — (Chris McCann, president, 1-800-FLOWERS.com) —Chris McCann
Patricia Seybold provides practical guidance on how to make customer loyalty the centerpiece of your company's strategy. She not only shares the logic, but also gives real-world examples of how to make it a reality. — (John R. Samuel, Vice President e-Business, American Airlines) —John R. Samuel
Understanding and managing customer relationships lie at the core of how companies are defining strategy, measuring profitability, and creating competitive advantage. Patricia Seybold details how to begin doing this in your company immediately. — (Jeet Singh, CEO, Art Technology Group) —Jeet Singh
Patricia Seybold details the steps you and I must follow to transform customer capital into shareowner value in her compelling, convincing new book. — (C. Patrick Garner, CEO, The Motley Fool, Inc.) —C. Patrick Garner
From Library Journal: "Expect to change your business four times a year," Seybold advises her clients regarding today's turbulent business economy. The author and founder/CEO of her own consulting and research firm contends that traditional business strategies do not work and companies need to concentrate on the customer rather than on market share. While Seybold's previous book (Customer.Com) dealt with the use of the Internet to increase sales and improve profits, here the focus is on how to attract and retain customers. Part 1 analyzes three core principles that will create new strategies for reshaping customer relationships; Part 2 outlines her "eight steps to success" and details how to apply these strategies using examples from case studies of large and small companies that have embraced the new customer economy. With each case study, she offers suggestions for improvement and change, as well as measurement grids to assess results. The author is on target and provides sound, practical business advice; however, the material could have been abbreviated. Nonetheless, it is recommended for libraries with specialized business management collections. Bellinda Wise, Nassau Community Coll. Lib., Garden City, NY Copyright 2001 Cahners
From Publisher's Weekly - Publishers Weekly: The quality of a company's customer relations with today's better informed, more demanding consumers will determine its future success, contends Seybold, a consultant and author of the bestselling Customer.com. "Thanks to the Internet and to mobile wireless devices... customers are challenging and disrupting the standard practices in virtually every industry.... They won't be denied. They have power and they know it," she writes, pointing to the music industry as an emblematic crucible of change. Variations on this argument have been proposed for more than a decade, but Seybold asserts that it holds true for all industries and throughout the world. To help managers capitalize on this inevitable shift, she lays out three "principles" ("Customers are in control"; "Customer relationships count" and "Customer experience matters"). Drawing on 14 case studies of companies from Charles Schwab, Hewlett-Packard and Tesco to Finland's largest bank and the apparel manufacturer Timbuk2 Designs, she also offers eight steps for achieving success in this new environment, such as "Create a compelling brand personality" and "Value customers' time." But like any true believer, Seybold tends to get carried away. She directly attributes the recent turmoil on Wall Street to an ongoing customer revolution though value investors might disagree and blithely predicts that in less than five years "investors will be actively assessing the quality of companies' customer relationships." Still, her worthwhile central points come through loud and clear, and her arguments could help frame future market debates. (Apr. 3) Forecast: Seybold's solid track record, a national print ad campaign in the Wall Street Journal and the Industry Standard and an NPR sponsorship should help this book garner strong sales. Copyright 2001 Cahners Business Information.
Fasten your seatbelts! The turbulence you've been experiencing in the stock market isn't over yet. In fact, it's probably going to get worse.
Why? Because we're in the midst of a profound revolution. And it's bigger than an Internet revolution or a mobile wireless revolution. It's a customer revolution.
Customers have taken control of our companies' destinies. Customers are transforming our industries. And customers' loyalty — or lack thereof — has become increasingly important to executives and investors alike. If you try to understand the ups and downs of the current economy by focusing on technology trends and investment fads, you're going to miss the true underlying shift that's underway. Customers are in control. They're changing the face of business as we know it. And your company's value is in their hands.
Your customer franchise has suddenly become the scarcest and the most crucial resource for your business.
What's more, your company is probably at risk. Unless you act now to focus on the quality and consistency of the customer experience you offer, your firm will be hopelessly lost in the turbulence. Other companies — like the ones described in this book — have quietly reorganized themselves to manage by and for customer value. They measure and monitor what matters most to customers. If you continue to operate your business using the metrics of the old economy, you're going to be left standing on the ground as your competitors take off in the customer economy.
Listen to the Beat of the Customer Revolution
Overthe past year, executives in a variety of industries have begun to feel the impact of the customer revolution. Let's listen to their stories: Arne Frager is the president of The Plant, a professional music recording studio in Sausalito, California. Arne's been in the music business for twenty-seven years and he's never seen the flow of new music dry up before: "My recording business is off 50 percent. The whole music recording business is off 50 percent this year (2000). About half the revenues in our industry come from new acts. But the big record labels are so paralyzed by the MP3NapsterGnutellaFreenet free distribution of digital music that they're not signing any new acts! Without the labels paying for the production of new albums, our studio isn't recording."
Customers, taking matters into their own hands, have profoundly altered the landscape of the music industry.
Brennan Mulligan is president of Timbuk2 Designs, a U.S.-based manufacturer of backpacks and messenger bags:
Customers want capabilities that retailers haven't been able to offer. Now manufacturers are responding to customers' desires.
Gideon Sasson, executive vice president of Electronic Brokerage, Charles Schwab & Co.: "Before the Internet, companies used to talk about how to lock the customer in. They thought about how to 'own' the customer. They incented customers. They brought them in, and then they worried about, 'How do I make a profit with these customers' and 'How do I get them to buy this product.' But companies can't afford to think that way any more. Even before the Internet, at Schwab we realized that if we do the right thing for our customers, they'll reward us. But other companies are facing a rude awakening. Before the Internet, companies could be customer-aware, but they didn't have to be customer-centric. Now they have no other choice. The Internet is forcing everyone to behave differently. What the Internet did was to move control to the customers' hands. People say, 'Your customers are only a mouse-click away from the competition.'
Actually, the more important fact is that they're only a mouse-click away from other customers who will give them the real skinny!"
