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by Jeffrey Peel
CRM
Front cover
CRMRedefining CustomerRelationship Management
Copyright
Contents
Preface (1/2)
Preface (2/2)
Acknowledgments
Chapter 1 -The New Customer Challenge
Change is happening
A technology focus?
What's it all about?
CRM: C for communications?
C RM practitioner views versus customerviews: The data (1/2)
C RM practitioner views versus customerviews: The data (2/2)
A focus on the e-mail channel: A study innonperformance in U.S. and U.K. banking
Chapter 2 - CRM Technology and CRM: The Need for a Communication-Centric Approach
New ERP?
CRM: Call center, right?
Introducing the contact-center conduit
The contact center and product marketing
External experts
Customer data
Sales force
Connected contact center?
Asynchronous versussynchronous communications (1/2)
Asynchronous versussynchronous communications (2/2)
Chapter 3 - The Analyst's View of CRM
Why do analysts matter?
Give me your watch, I'll tell you the time
CRM roots
The analyst's viewpoint on CRM
Integration needs for customer systems
Increased incorporation of customerknowledge and customer analytics
The universal queue
Customer satisfaction surveys
Chapter 4 - The Application Revolution and Its Implications for CRM
Background
Myriad definitions
The portal concept
The integration: Here and now
A mix of front ends
New integration paradigms
An integration chronology
The WebSphere story
A closer look at Web services
Integration and the implications for CRM
Defining an integration approach
A closer look at XML and SOAP and theoperational front-office portal
Web services and CRM
Chapter 5 - Analytical CRM
Enhancing relationships
Data aggregation
A history lesson
Wave I analytical CRM
Wave 2 analytical CRM
Wave 3 analytical CRM
Chapter 6 - Dot-Com CRM Red Herrings and Introducing CMR (and DCM)
Dot-corns and LDOs
Dot-corn-defined CRM software
LDO-focused CRM definitions
CRM or CMR?
A move from mass marketing?
The new marketing?
Technology consequences?
And DCM?
LDOs and CRM--The bottom line
Chapter 7 - A Role for Marketing-Oriented Ct?dl/l Technologies
A change of control?
The death of mass marketing--Fact or fiction?
The end of churn
A brave new world?
The C RM here and now
Enter "qualitative direct marketing"
The human touch
Portals (again)
Chapter 8 - Selecting Vendor Solutions
The process conundrum
Departmental and suite-based solutions
A fit-for-purpose approach
The enterprise suite-based approach
The analytical C RM vendors
Marketing CRM systems
The customer service segment
Sales force automation segment
Workflow vendors and otherback-end systems
The middleware piece
Chapter 9 - Defining CRM Processes
Shoddy standards and C RM
Measurement at the microlevel
A role for process and outsourcing
A focus on the four tenets
Knowledge
Reciprocity
Easy communications
Local context
A multiple-channel approach
Describing the customer
Defining different personas and closingthe loop
A key role for analytics
A strategy for channel development
Establishing electronic processes
Chapter 10 - A ResearchedApproach to CRM
Effective and coordinated research
The churn debate
The brand and C RM
Brand management or C RM?
New perspectives on loyalty
Perceptual data
Purchasing history
Interaction patterns/proximity to decision points
Decision points
Lifetime value calculation
Defining the optimal customer
Introducing customer "nests"
Chapter 11 - Conclusion
Glossary of CRM-Related Terms (1/3)
Glossary of CRM-Related Terms (2/3)
Glossary of CRM-Related Terms (3/3)
Vendo r Directory (1/3)
Vendo r Directory (2/3)
Vendo r Directory (3/3)
About the Author
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
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CRMRedefining CustomerRelationship Management
CRM
Redefining
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