I can't think of a better guide to increasing your performance and profits. It explains what CRM is, the benefits it delivers, the contexts in which it is used, the technologies that are deployed, and how it can be implemented. Rather than being tied to any single perspective, the book identifies and explores four different forms of CRM - strategic, operational, analytical and collaborative.
Technology is a key attribute of CRM, but this book puts that technology into a managerial and operational context. Although a number of chapters are dedicated to technology issues, and technology is considered throughout the book, the book is not about technology, per se. Rather it is about how CRM technologies can be used to enhance the achievement of marketing, sales, and service objectives, and support broader organizational goals.
To ensure it is both theoretically sound and managerially relevant, the book draws on academic and independent research. Findings from a wide range of academic disciplines contribute to the book, including marketing, sales, customer service, human resources, technology management, strategy, change management, project management, leadership, operations, management accounting, finance, and organisational behaviour.
Supplementing these academic credentials, the book also makes use of research conducted by independent analysts such as Gartner and Forrester, two organizations that conduct leading-edge, state-of-the-art research into CRM and related areas.
The book explains how CRM can be used throughout the customer life-cycle stages of customer acquisition, retention and development. It is liberally illustrated both with screenshots from CRM software applications, and case illustrations of CRM in practice.
Ideal for use as a core textbook by students on CRM or related courses such as relationship marketing, database marketing or key account management, the book is equally valuable for industry professionals. This includes those pursuing professional qualifications or accreditation in marketing, sales or service management, and mid-level to senior managers who are involved in CRM programs and system implementations, whether in a marketing department, the sales force or the service centre.
Francis has spent most of the last 30 years in various academic roles around the world. Francis has authored, co-authored or edited 7 books, and over peer-reviewed academic journal articles or conference papers. In addition, he is a frequent contributor to practitioner magazines, presenter at business conferences, and a serial blogger.
The value perceptions of the customer serve as bonds, or exit barriers, which inhibit the search for alternative sources of supply. One customer departs, another customer arrives. Retaining customers is critical to corporate performance.
First, competition for the customer is becoming more intense. As access to markets is becoming less localised, demands on logistics management and distribution partnering are becoming more significant.
Second, markets are becoming more fragmented. In the more developed economies, we have moved from mass marketing — always associated with the condition of demand exceeding supply — through market segmentation, towards individualised marketing.
This so-called one-to-one marketing strategy is based on the premise that customers will be more loyal and utter more positive word-of-mouth if value propositions are customised to meet their particular, perhaps unique, requirements. Third, customers are becoming more demanding. Their expectations for reliable product and responsive service are becoming more extreme.
Customers demand more and are much less tolerant of failures. Customers compare their experiences against best-in-class expectations. Expectations are a moving target. What used to delight customers a year ago is only likely to satisfy them today. What was once a motivator is now a hygiene factor. Fourth, product quality has risen substantially in the recent past and is no longer a source of competitive advantage for many companies. Indeed, many customers tend to buy from a portfolio of more-or-less substitutable brands.
Brand loyalty founded on product differentials is a relative, not absolute, matter. As product quality has risen, companies are seeking competitive advantage in closer, service-focussed relationships. The penetration of computer hardware, software and telephony into supplier and customer environments has enabled closer relationships to be developed. The real costs of computer memory and processing, and data and process management software have fallen dramatically in recent years.
In business-to-business markets, many supplier-customer relationships are facilitated by Electronic Data Interchange. EDI, at heart, is an automated order-to-payment cycle in which computerised orders are issued, fulfilled, invoiced and paid in paperless, arms-length, transactions. Both EDI and extranets remove transaction costs from the supply chain, therefore adding customer value.
Not all customers are equally important. Customers clearly have different values for a company. Strategically significant customers, or markets, satisfy at least one of three conditions. Customers with high life-time values 2. Customers who serve as benchmarks for other customers 3. For example, a customer who buys his first Ford car at the age of eighteen, replaces it with a new upgraded model every three years and has the car serviced at a Ford dealership using genuine Ford parts may be worth a six figure sum to Ford over a lifetime.
Not all customers have equal life-time values. Some customers, for example, may purchase in smaller volumes because their needs are less. Others may generate exceptional costs by making extraordinary demands on after-sales service, or call-centre resource. It is the net margin that needs to be considered in computing LTV. Most will be able to forecast future gross margins with some degree of reliability. Most companies, however, can not trace costs other than product and service to customers.
Costs associated with inventory, shipping, call centre, database, promotion, sales, operations need to be allocated to customers before LTVs are known. LTVs based on gross margins are misleading. Two customers may generate the identical gross margin but one may demand more sales effort, more product sampling, more part-load deliveries, more call-centre response. Indeed more demanding customers are frequently unprofitable despite buying larger volumes.
Benchmark customers serve as risk reducers for other customers. Margins might be low but the Coke association would be a powerful message to deliver to other prospective customers. The third group of strategically important customers are those who inspire change — typically product or process improvements — in the supplier.
They may be customers who serve as test-beds for new products, customers who complain about product underperformance, customers with the most demanding product applications or environments, or customers who have identified new applications.
For example, many software developers are technologically-oriented and know little about customer applications of their product. Given that LTVs of customers vary, it is important to be able to identify those customers who have a high probability of becoming high LTV customers.
There are essentially two ways of doing this. First, it may be possible to profile customers who have historically generated high LTV. Well-grounded academically, this book is equally custoemr for management students. Customer Relationship Management Relatiohship Edition is a much-anticipated update of a bestselling textbook, including substantial revisions to bring its coverage up to date with the very latest in CRM practice.
The wealth of information and insight is astounding. Visit our Help Pages. The book introduces the concept of CRM, explains its benefits, how and why it can be used, the technologies that are deployed, rrancis how to implement it, providing you with a guide to every aspect of CRM in your business or your studies. This book belongs on the desk of every company that is serious about CRM.
In addition, he is a frequent contributor to practitioner magazines, presenter at business conferences, and a serial blogger. Accredited lecturers can download this by going to http: User Review — Flag as inappropriate Very informative. Customer Relationship Management Third Edition is a much-anticipated update of a bestselling textbook, including substantial revisions to bring its coverage up to date with the very latest in CRM practice.
The book views customer francix management as the core business strategy that integrates internal processes and functions, and external networks, to create and deliver value to targeted customers relatiinship a profit. The book views customer relationship management as the core business strategy that integrates internal processes and functions, and external networks, Emerging Concepts, Tools and Applications. Although, it shows the roles of customer data and information technology in enabling customer relationship management implementation, it does not accept that customer relationship management is just francus IT.
Customer Relationship Management Concepts and Technologies 3rd Edition PDF is a much-anticipated update of a bestselling ebook, including substantial revisions to bring its coverage up to date with the very latest in CRM practice. The PDF ebook introduces the concept of CRM, how and why it can be used, explains its benefits, the technologies that are deployed, and how to implement it, providing you with a guide to every aspect of Customer Relationship Management in your business or your studies.
Both theoretically sound and managerially relevant, the ebook draws on independent and academic research from a wide range of disciplines including HR, IS, project management, finance, strategy, and more. The ebook is illustrated liberally with screenshots from CRM software applications and case illustrations of CRM in practice. Ideal as a core etextbook by university students on Customer Relationship Management or related courses such as database marketing, relationship marketing, or key account management, the PDF ebook is also essential to industry professionals, managers involved in CRM programs, and those pursuing professional qualifications or accreditation in marketing, sales or service management.
No access codes included. Customer relationship management concepts and technologies, second edition francis buttle. Hospitality strategic management concepts and cases second edition 1, 0. Financial management concepts and applications 1st edition stephen foerster test bank 23 0.
Modern management concepts and skills 12th edition certo test bank 31 0. Modern management concepts and skills 14th edition certo test bank 30 0. Strategic management concepts and cases 1st edition ali test bank 13 0. Strategic management concepts and cases 1st edition dyer test bank 19 0.
0コメント