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
1. UNDERSTANDING COMMON CRM OBSTACLES
A. UNREALISTIC EXPECTATIONS
B. PRODUCT-CENTERED VERSUS CUSTOMER-CENTERED CULTURES
C. INFRASTRUCTURE
D. ORGANIZATION
Impact on customer experience
1. UNDERSTANDING COMMON CRM OBSTACLES
A. UNREALISTIC EXPECTATIONS
a. WISHFUL THINKING
b. PATIENCE
c. MYSTERY OF LOYALTY
1. UNDERSTANDING COMMON CRM OBSTACLES
B. PRODUCT-CENTERED VERSUS CUSTOMER-CENTERED CULTURES
“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.
1. UNDERSTANDING COMMON CRM OBSTACLES
B. PRODUCT-CENTERED VERSUS CUSTOMER-CENTERED CULTURES
Technology adoption life cycle
1. UNDERSTANDING COMMON CRM OBSTACLES
B. PRODUCT-CENTERED
VERSUS
CUSTOMER-CENTERED CULTURES
Product-centered Company(Confused Product Positioning)
1. UNDERSTANDING COMMON CRM OBSTACLES
B. PRODUCT-CENTERED
VERSUS
CUSTOMER-CENTERED CULTURES
Product-centered company (Fragmented Customer Experience)
1. UNDERSTANDING COMMON CRM OBSTACLES
B. PRODUCT-CENTERED VERSUS CUSTOMER-CENTERED CULTURES
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
1. UNDERSTANDING COMMON CRM OBSTACLES
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
1. UNDERSTANDING COMMON CRM OBSTACLES
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”
2. THE TOTAL CUSTOMER EXPERIENCE
A. WHAT THE MARKET SAYS (OR DOES)
MARKETPLACE
Analysts Media Competition Stock market Innovation & events Online markets
2. THE TOTAL CUSTOMER EXPERIENCE
B. WHAT WE SAYa. Brand positioning
b. Company communication
c. Keeping promises
3. DEFINING CUSTOMER EXPERIENCE MANAGEMENT
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?
3. DEFINING CUSTOMER EXPERIENCE MANAGEMENT
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
Top Related