简介
Customer Relationship Management presents a ground-breaking strategic framework for successful CRM policy. Built around Professor Payne's five key processes, the book demonstrates a systematic management progression thatwill guarantee the maximum impact and efficiency of a CRM programme. The book backs up these five processes - strategy development, value creation, channel and media integration, information management and performance assessment - with 16 best practice case studies which set the universal theory in a specific practical context. These feature a range of companies, including Orange, Brittania, Homebase, Canada Life, Sun Microsystems, Natwest, Sears, Roebuck & Co., Nortel Networks and Siemens. The book concludes with interviews from four thought leaders, offering a 'futures' vision forum for CRM. Customer Relationship Management is a vital instrument for anyone who needs to know how to develop andmeasure effective CRM within an organization. It includes overviews and key learning points preceding each case study, and a summary chapter to draw out the most salient lessons from CRM best practices. For practitioner or academic alike, this is essential reading. * Offers a groundbreaking, systematic framework for CRM success - from a Cranfield Business School writing team * High levelstrategic approach to CRM * Carefully researched cases providing the specific application of general theories.
目录
Front Cover 1
Customer Relationship Management 4
Copyright Page 5
Contents 6
Foreword 10
About the authors 12
Acknowledgements 16
Chapter 1. CRM top of the management agenda 18
Long-term forces 21
Massive investment with questionable return 26
Barriers to success 27
Conclusions 32
References 32
Chapter 2. A strategic framework for CRM 34
Process 1: Strategy development 38
Process 2: Value creation 41
Process 3: Channel and media integration 43
Process 4: Information management 47
Process 5: Performance assessment 51
References 58
Chapter 3. The strategy development process 59
Development of business strategy 59
From business strategy to competitive strategy 60
Implementation and the importance of customer strategies 61
Case study 3.1: A fruitful passion for Orange 63
Case study 3.2: Britannia Building Society: Turning information into insight 86
Case study 3.3: Time to remodel at Homebase.co.uk 103
Chapter 4. The value creation process 118
Building the value proposition for target customers 119
Case study 4.1: Friends First: Building the customer centric organization 122
Case study 4.2: Canada Life (Ireland): Committed to excellence in customer care 135
Case study 4.3: Connecting the dots: Sun Microsystems 144
References 159
Chapter 5. Channel and media integration process 160
Case study 5.1: Wesleyan Assurance Society 163
Case study 5.2: RS Components: Proactive purchase power 170
Case study 5.3: asserta home 181
Chapter 6. Information management process 201
Case study 6.1: The Derbyshire Building Society: Putting the customer at the heart of business 207
Case study 6.2: Canada Life (UK): Leveraging value from legacy systems 219
Case study 6.3: Reaal Particulier: Improving customer focus through field sales integration 231
Case study 6.4: NatWest: Bold new statements 238
Chapter 7. Performance assessment process 254
Case study 7.1: Sears, Roebuck and Company 257
Case study 7.2: Nortel Networks 263
Case study 7.3: Siemens CT Division 269
References 273
Chapter 8. CRM investments and shareholder value 274
Summary of cases 274
Valuing CRM investments 279
Does CRM create shareholder value? 285
Summary 289
References 290
Chapter 9. The future of CRM: What opinion leaders think 291
Don Peppers 293
Dave Fagan 297
Simon Kelly 301
Phill Robinson 304
Index 308
Customer Relationship Management 4
Copyright Page 5
Contents 6
Foreword 10
About the authors 12
Acknowledgements 16
Chapter 1. CRM top of the management agenda 18
Long-term forces 21
Massive investment with questionable return 26
Barriers to success 27
Conclusions 32
References 32
Chapter 2. A strategic framework for CRM 34
Process 1: Strategy development 38
Process 2: Value creation 41
Process 3: Channel and media integration 43
Process 4: Information management 47
Process 5: Performance assessment 51
References 58
Chapter 3. The strategy development process 59
Development of business strategy 59
From business strategy to competitive strategy 60
Implementation and the importance of customer strategies 61
Case study 3.1: A fruitful passion for Orange 63
Case study 3.2: Britannia Building Society: Turning information into insight 86
Case study 3.3: Time to remodel at Homebase.co.uk 103
Chapter 4. The value creation process 118
Building the value proposition for target customers 119
Case study 4.1: Friends First: Building the customer centric organization 122
Case study 4.2: Canada Life (Ireland): Committed to excellence in customer care 135
Case study 4.3: Connecting the dots: Sun Microsystems 144
References 159
Chapter 5. Channel and media integration process 160
Case study 5.1: Wesleyan Assurance Society 163
Case study 5.2: RS Components: Proactive purchase power 170
Case study 5.3: asserta home 181
Chapter 6. Information management process 201
Case study 6.1: The Derbyshire Building Society: Putting the customer at the heart of business 207
Case study 6.2: Canada Life (UK): Leveraging value from legacy systems 219
Case study 6.3: Reaal Particulier: Improving customer focus through field sales integration 231
Case study 6.4: NatWest: Bold new statements 238
Chapter 7. Performance assessment process 254
Case study 7.1: Sears, Roebuck and Company 257
Case study 7.2: Nortel Networks 263
Case study 7.3: Siemens CT Division 269
References 273
Chapter 8. CRM investments and shareholder value 274
Summary of cases 274
Valuing CRM investments 279
Does CRM create shareholder value? 285
Summary 289
References 290
Chapter 9. The future of CRM: What opinion leaders think 291
Don Peppers 293
Dave Fagan 297
Simon Kelly 301
Phill Robinson 304
Index 308
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