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MARK 7397 Spring 2007. Customer Relationship Management: A Database Approach. Class 2. James D. Hess C.T. Bauer Professor of Marketing Science 375H Melcher Hall [email protected] 713 743-4175. Four Perils of CRM. 1. Implementing CRM before creating a customer strategy.

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Customer relationship management a database approach

MARK 7397

Spring 2007

Customer Relationship Management:A Database Approach

Class 2

James D. Hess

C.T. Bauer Professor of Marketing Science

375H Melcher Hall

[email protected]

713 743-4175


Four Perils of CRM

1. Implementing CRM before creating a customer strategy

2. Installing CRM technology before creating a customer-focused organization

3. Assuming that high tech CRM is better than low tech

4. Stalking, not wooing, customers



2. Installing CRM technology before creating a customer-focused organization

  • CRM-Forum 2001 study of problems with CRM

  • Organizational change 29%

  • Company politics 22%

  • Lack of CRM understanding 20%

  • Lack of CRM skills 6%

  • Software problems 2%

Management often has “marketing myopia” (focus on existing products rather than customer needs):

“We are in the business of selling filing cabinets”

rather than

“We are in the business of storing and accessing paper records.”


3. Assuming that high tech CRM is better than low tech customer-focused organization

A customer bought a $45,000 Lexus and on the way how from the dealer turned on the radio. He discovered his favorite classical radio stationed was programmed on the first channel button. He pushed the second button and it had his regular news station. The third button had his daughter’s favorite rock station. When he got home, he called the Lexus dealer to ask whether they were psychic. “No,” said the salesperson, “We just had the mechanic note the settings on your trade-in car and set the radio in the your new Lexus for you.”


4. Stalking, not wooing, customers customer-focused organization

Isn’t CRM just capturing names and addresses from customer transactions and then up-selling or cross selling them in the future?

Customers just want there lives made easier.


American customer satisfaction index
American Customer Satisfaction Index customer-focused organization

Customer Satisfaction

driven by the gap between the customer's expectation of performance and their perceived experience of performance


Declining customer satisfaction examples
Declining Customer Satisfaction- Examples customer-focused organization

(American Customer Satisfaction Index) with products and services

Source: http://www.theacsi.org, University of Michigan


Preventing the Premature Death of CRM customer-focused organization

  • CRM from the Consumer’s Viewpoint

  • Too many trivial one-to-one relationships is untenable

  • Relationships are give and take

  • Companies focus on best customers only

  • Companies often create rather than solve problems for customers

  • Relevant Rules of Friendship

  • Provide emotional support

  • Respect privacy and preserve confidence

  • Be tolerant of other friendships

Does CRM court customer friendship?


The New Consumer Apartheid customer-focused organization

  • GE Capital: $25 annual fee for people that did not have at least $25 in interest changes

  • Schwab answers the phone in 15 seconds for Signature clients with $100,000 assets

  • Starwood Hotels ejected customers from rooms to make way for “Platinum” club member

  • Best Buy stocks merchandise that appeals to “angels” and has cut ties to http://www.fatwallet.com/

What are some of your examples of delightful customer relationships?

Flying

Billing

Lodging

Retail

Is this bad news for consumers?


What are Americans Concerned With?* customer-focused organization

Loss of personal privacy 56%

Healthcare 54%

Crime 53%

Taxes 52%

* October 2001 Harris Interactive survey

Privacy is valued

To a Radio Shack clerk: My zip code's none of your business.

But so is identity

At a hotel reception desk: Do you know who I am?


Permission Marketing customer-focused organization

92% of people surveyed in 2001 feel positively about companies that ask permission before sharing information.

Opting In: Can I send you stuff?

Opting On: Will you agree to listen?

Opting When: Will you tell me when you will listen?

Opting Where: Where do you want to listen?

Opting How: How should I reach you?

Opting Now: Should I be “always on” for you?


How should companies interact with reluctant customers? customer-focused organization

With Don Peppers, Dr. Rogers co-authored The One to One Future (Currency/Doubleday 1993), celebrating its 11th year in print, was named by Inc. magazine's editor, George Gendron, as "one of the two or three most important business books ever written" and is widely acknowledged as the bible of the customer strategy revolution.


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