THE CASE FOR “CUSTOMER RELATIONSHIP MANAGEMENT” CHAPTER 02.

THE CASE FOR “CUSTOMER RELATIONSHIP

MANAGEMENT”

CHAPTER 02

DISCUSSION TOPICS

1. UNDERSTANDING COMMON CRM OBSTACLES

2. SEEING THE TOTAL CUSTOMER EXPERIENCE

3. DEFINING CUSTOMER EXPERIENCE MANAGEMENT

4. ENSURING CUSTOMER LOYALTY

5. DEFINING CUSTOMER RELATIONSHIP MANAGEMENT


A. UNREALISTIC EXPECTATIONS

B. PRODUCT-CENTERED VERSUS CUSTOMER-CENTERED CULTURES

C. INFRASTRUCTURE

D. ORGANIZATION

Impact on customer experience


A. UNREALISTIC EXPECTATIONS

a. WISHFUL THINKING

b. PATIENCE

c. MYSTERY OF LOYALTY



“A product centered company is one that makes plans

and decisions bases on an internal perspective.”

“A customer centered company has an external point

of view, making plans and decisions based on the anticipated impact on the customer.



Technology adoption life cycle


B. PRODUCT-CENTERED

VERSUS

CUSTOMER-CENTERED CULTURES

Product-centered Company(Confused Product Positioning)


B. PRODUCT-CENTERED

VERSUS

CUSTOMER-CENTERED CULTURES

Product-centered company (Fragmented Customer Experience)



CUSTOMER-CENTERED CULTURES LOOK THEIR PERFORMANCE FROM

CUSTOMER EYE

TAKE DECISIONS BY CONSIDERATION OF THEIR IMPACT ON CUSTOMERS

ADD VALUE TO CUSTOMER-RELATIONSHIP BUILDING INSTEAD TO PRODUCT ONLY

ORGANIZED, IN CHARGE AND AWARE COMPANIES


C. INFRASTRUCTUREa. PREDEFINED USES OF DATA/COMMANDS

b. SYSTEM WHEN IMPLEMENTED, BECOME DIFFICULT TO CHANGE DUE TO DEPENDENCY

c. NEW TECHNOLOGY ADOPTION REQUIRED DUE TO ONLINE SYSTEMS


D. ORGANIZATIONa. FUNCTIONAL AND GEOGRAPHIC SILOS

b. CHANNEL PARTNERSHIPS

IMPACT ON CUSTOMER EXPERIENCE

2. THE TOTAL CUSTOMER EXPERIENCE

“TCE is not something you do, but it is the result of many things you do, combines with other influences that come from outside our direct control”

a. THE EXTERNAL MARKET PLACE

b. YOUR COMPANY’S BRAND IMAGE

c. ALL THE DIFFERENT WAYS THE COMPANY TOUCHES ITS CUSTOMERS

“Match Experience with Expectations”


A. WHAT THE MARKET SAYS (OR DOES)

MARKETPLACE

Analysts Media Competition Stock market Innovation & events Online markets


B. WHAT WE SAYa. Brand positioning

b. Company communication

c. Keeping promises


C. WHAT WE DO


Back Office Operations

Desi

gn &

D

evelo

pm

ent

Pro

duct

M

anufa

ctur

ing

Pro

duct

Q

ualit

y

A. BACK OFFICE FUNCTIONS

o Indirect interaction with customer through the product

oFinds the answers for questions:

a. Is it easy to set up?

b. Does it make sense?

c. Does it run?

d. Does it do what I expect?

e. Is it simple to use?


Front Office Functions

Mark

eti

ng

Sale

s

Cu

stom

er

Serv

ice

Pro

du

ct

Su

pp

ort

B. FRONT OFFICE FUNCTIONS

o DIRECTLY COMMUNICATE THROUGH VARIOUS MEDIA

o CUSTOMER EXPERIENCE ENHANCES IF ANSWER IS POSITIVE FOR:

a. ARE THEY COMPETENT?

b. ARE THEY RESPECTFUL?

c. DO THEY KEEP ME INFORMED?

d. DO THEY PLAY FAIR?

e. ARE THEY FLEXIBLE?

4. WHY BUILD LOYALTY?

The economic scales

Loyalty and the internet

Building loyalty means higher

profits

Satisfaction is not enough

Understanding is not enough

Automation is not enough

ALL THESE AND MORE

5. DEFINING CRM

“CRM IS A DISCIPLINE THAT COVERS ALL THE ELEMENTS NEEDED TO BUILD SUCCESSFUL RELATIONSHIPS WITH

CUSTOMERS.”

A. CRM ELEMENTSa. Information needed to understand customer better

b. Process management needed to deliver delightful experience to customer

c. Software tools that allows us to use that knowledge

d. Training and development to enable employees for better CRM

B. PURPOSE

a. Increase revenue by meeting and exceeding customer expectation and loyalty

C. TODAY’S MARKETPLACEb. Internet emergence

c. Global customers

d. Least human interaction

5. DEFINING CRM

THE CASE FOR “CUSTOMER RELATIONSHIP MANAGEMENT” CHAPTER 02.

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