BGS Customer Relationship Management Chapter 2 History and Development of CRM Thomson Publishing 2007 All Rights Reserved

The Origins of CRM

The Origins of CRM Relationship marketing Marketing research B2B relationships MRP, SAP, and ERP Customer contact centers Sales force automation Campaign management tools Web and channel integration Diffusion of PCs and analytical CRM Success of direct response marketing such as toll-free calling and direct mail Relational databases Industrial and services marketing

Relationship Marketing and Relational Databases Database construction is easiest for firms having frequent and direct customer interaction It is most difficult for firms having infrequent and indirect customer interaction. It is of intermediate difficulty for firms having frequent but indirect customer interaction or direct but infrequent customer interaction.

Ease or Difficulty of Database Construction

CRM: Why Now? Advancements in computer and information technology Substantial changes in the business environment

Changes in the Business Environment Leading to Adoption of CRM Increasing number of high-quality products Erosion of effectiveness of the traditional 4 P’s Changes in the pace of life The Internet and multichannel usage

Organizations’ Expectations Regarding CRM Success or Failure?????

Quantitative Benefits of CRM Using Revenue Enhancement Metrics Acquisition/prospect increase 27-45 percent Expense per convert decrease 30-60 percent Renewal rate increase 5-15 percent Cross-sell/up-sell increase 3-25 percent Share of wallet increase 3-25 percent Service and churn decrease 30-80 percent Campaign cycle time decrease 50-70 percent Campaign conversion increase 20-50 percent Win-back increase 25-33 percent

Challenges in Implementing CRM How the Many Barriers Can Be Overcome

Three Major Ways to Overcome Barriers in Implementing CRM Through Communication Adopt a CRM philosophy Detail the benefits to all employees Top executive support Through Integration Business strategy should drive CRM IT and business managers must be integrated Customer data must be integrated Through foresight relating CRM tactics to success factors in the industry

Overcoming Barriers The organization must adopt a relationship marketing philosophy across all functional areas. The organization must detail and communicate the benefits of a CRM orientation to all managers and staff. Top executive support must be obtained and maintained throughout CRM development.

Overcoming Barriers Business strategies must drive CRM development rather than the other way around. If separate “quick-results” CRM projects are being implemented as opposed to an all-encompassing CRM suite, then these separate projects must be integrated and functionally aligned. Include both IT and business unit managers in CRM start-up teams.

Overcoming Barriers Customer data must be integrated and maintained. Build a business case and conduct a business analysis before deciding on a CRM solution. Develop success metrics to assess the effectiveness of your CRM efforts.

Developing CRM from a Tactical Perspective A checklist for customer service success The importance of the customer contact center Put process blueprints in place Customer analytics Use your databases more effectively Segment and identify the value of segments Build customer relationships Product selection

Extending the Meaning of CRM? Should colleges only focus on students? What about alumni, donors, and legislators? Companies do not forget suppliers, distributors, manufacturers, and facilitating agencies. Do not forget VAPs as well as VANs. CRM is really PRM.

Can CRM Create 1:1 Relationships that are Truly Viable? Point Consumers are faced with too many 1:1 relationships. Companies ask for more and more info but give little in return. Customers not in a company’s loyalty program feel like second-class citizens. Today’s proliferation of products and catalogues is mind-boggling. Counterpoint Consumers can opt-in or opt-out as they see fit. Not so -- look at supermarkets and hotels. Consumers today are savvy enough to realize there are different levels of service for different levels of loyalty. The former is not really due to CRM, and CRM should reduce the number of catalogues.

Questions?