The Customer Management Scorecard: Managing CRM for Profit by Neil Woodcock

By Neil Woodcock

Consumer administration (CM) is vital for companies, and significant investments were made in new structures, ideas and channels for handling consumers. the implications, in spite of the fact that, have frequently been disappointing and corporations are actually having a look heavily at tips on how to make their CRM projects ecocnomic.

This well timed e-book provides the result of the newest worldwide examine on client administration. The examine -- funded through QCi, IBM, and OgilvyOne -- utilized the original diagnostic software CMAT, the client administration review software, constructed through Qci and well-known as "the" international CRM scorecard and benchmark "best perform" general for assessing how good firms deal with their consumers. As an advantage, the accompanying CD-ROM contains a mini model of CMAT.

The learn drew on over three hundred CMAT tests of blue chip businesses throughout a wide selection of sectors. The findings illustrate the profits to be made of handling consumers good. Case experiences comprise 3M, BP, Hyundai, information foreign, Mobil, Prudential, SmithklineBeecham, NatWest financial institution and Rolls-Royce.

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Generally, companies are, despite the hype and investment, more likely to be destroying economic value from their customer management effort. 1: Creating and destroying customer value % Scores Period 1 Period 2 Comment on whether value is being created or destroyed Analysis and Planning 30 27 Some destroying of value Overall customer management planning 28 25 Some destroying of value Planning for customer acquisition 27 18 Value being destroyed Planning for customer retention 30 35 Created Planning for customer development 24 25 No real change Understanding competition 49 41 Value being destroyed Knowledge management 23 16 Value being destroyed The Proposition 30 27 Some destroying of value Developing the proposition 33 30 Some destroying of value Communicating the proposition 33 29 Value being destroyed People and Organization 40 39 No real change Creating the organization 43 38 Value being destroyed Managing your people 40 38 Some destroying of value Managing suppliers 38 40 Some creation of value Information and Technology 40 35 Value being destroyed Acquiring customer information 49 43 Value being destroyed Managing customer information 32 28 Value being destroyed Current system functions 32 36 Created Developing new systems 52 38 Value being destroyed Process Management 30 31 No real change Ongoing process management 32 29 Some destroying of value Process improvement 32 35 Some creation of value Customer Management Activity 33 32 No real change Targeting 30 30 No real change Enquiry management 40 40 No real change Welcoming 29 30 No real change Getting to know/healthcheck 25 21 Value being destroyed Ongoing management 28 30 Some creation of value Managing dissatisfaction 42 40 Some destroying of value Winback 21 9 Value being destroyed Measuring the Effect 35 36 No real change Measuring customer management overall 31 30 No real change Measuring the effect of campaigns 37 35 Some destroying of value Measuring the effect of channels 37 39 Some creation of value Measuring the effect of individuals 37 39 Some creation of value The Customer Experience Understanding satisfaction and loyalty 34 25 Value being destroyed Experiencing what customers experience 27 26 No real change Using benchmarks 33 34 No real change Comment index and criteria Occurs when...

Our research [3] shows that data management remains one of the stumbling blocks to creating value in this area. Poor implementation of customer management projects We discuss this fully in Chapter 15. CMAT assessments regularly reveal unrealistic roadmaps, irrelevant business cases, poor (often absent) programme management, and many failed projects. [2]Woodcock, N Companies Think in Boxes (unpublished working paper). [3]Stone, M, Findlay, G, Evans, M and Leonard, M (2001) Data chaos - a court case waiting to happen, International Journal of Customer Relationship Management, 4 (2), pp 169-84.

The main issues for companies are: The ability of the organization to react quickly to market changes (for example, decision making is a hierarchical process, with most ideas being originated or at least very heavily filtered at senior levels). The need for senior leadership in customer management (for example, the customer experience cuts across different departments and functions and senior leadership is required to ensure cross-enterprise cooperation). Empowerment (a command and control culture is very evident here).

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