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“Follow Grandma Sally’s Traditional Recipes to bring in Real Customers and keep ‘em comin’ back in a Virtual World”. Cook up a Bright Future in Customer Relationship Management… by passing the Grandma Test!. Michele Bartram Digital Diva/ E-business Evangelist,

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cook up a bright future in customer relationship management by passing the grandma test

“Follow Grandma Sally’s Traditional Recipes

to bring in Real Customers and keep ‘em comin’ back in a Virtual World”

Cook up a Bright Future in Customer Relationship Management…

by passing the Grandma Test!

Michele Bartram

Digital Diva/ E-business Evangelist,

Senior Vice President, Commerce /“Commerce Czar”,


As Presented at the eCRM Summit, Carmel, California, May 17, 2000

(c) 2000 Michele Bartram,

  • Background
  • Real Requirements from Real People
  • Grandma’s eCRM readiness tests and examples
  • Grandma’s Recipes for eCRM success
  • Final Advice from Grandma
  • Resources

(c) 2000 Michele Bartram,

how to create e commerce for real people
How to create E-commerce for real people?
  • Q: How can you add online commerce that supports your user community and business partners yet helps real people solve real problems in their lives?
  • A: See where the bar has been raised in customer experience by:
    • analyzing the current Best Practices in eCRM and
    • adding your own new customer relationship functions to differentiate you from the rest.

(c) 2000 Michele Bartram,

fond remembrances back to the future
Fond Remembrances Back to the Future
  • In this age of impersonal technology, do you yearn for your Grandma’s time before "cookie cutter" malls when… :
  • the store owner on the corner knew you, your family, and your tastes and set aside for you that special something “he just knew you’d like”,
  • you could find merchandise that reflected your own individual needs and tastes quickly and easily (or the merchant did for you!),
  • you could get friendly, useful advice when and where you needed it, from the store clerk, other shoppers, family or friends,
  • the shopping experience was personal and friendly, and
  • you got “service with a smile” before and after the sale?
  • Do you... want all that, plus modern speed, access, selection, convenience and one-stop shopping?

(c) 2000 Michele Bartram,

the new customer is really the same old customer with a new twist
The New Customer is Really the Same Old Customer with a New Twist
  • Problem: Customers today want old-fashioned service where “everybody knows your name” and sound, neighborly advice, but also want “new-fangled” tools and convenience
  • eCRM Solution: “Sail the Seven C’s”
    • You must Combine relevant Customized Content, Community and Commerce to provide Control and Convenience.
    • With commerce based on her own stated preferences, she won’t want or need to shop anywhere else!

(c) 2000 Michele Bartram,

what is crm
What is CRM?
  • TO YOU: Talking with not at customers and responding to their needs throughout your organization’s lifecycle with them:
    • Acquire & Retain
    • Understand & Differentiate
    • Develop & Customize
    • Interact & Deliver
  • TO YOUR CUSTOMERS: You know me no matter where or when I deal with you. You treat me better the more you know me, and give me personal, friendly service.

(c) 2000 Michele Bartram,

why bother with crm it s the numbers
Why bother with CRM? It’s the numbers*!
  • It costs six times more to acquire a new customer than keep an old one.
  • The odds of selling a product to a new customer are 15%, while the odds of selling it to an existing customer are 50%.
  • One dissatisfied customer typically tells eight to ten people about his or her experience.
  • 70% of complaining customers will do business with the company again if it quickly takes care of a service snafu.
  • More than 90% of existing companies do not have the necessary integration of sales and service processes and systems to support e-commerce.
  • A company can boost its profits 85% by increasing its annual customer retention by only 5%!

* Source: Sybase Customer Asset Management,

(c) 2000 Michele Bartram,

goals of ecrm
Goals of eCRM
  • Reduce
    • costs of marketing
  • Improve
    • accuracy and relevancy of recommendations
    • customer satisfaction
  • Increase
    • conversion rate, i.e., Turn browsers into buyers
    • customer retention and frequency
    • order size
    • customer response
    • competitiveness through differentiation
    • profitability, ROI

(c) 2000 Michele Bartram,

customers desires
Customers’ Desires
  • Convenience: One-stop shopping, tools, online services
  • Relevance: all community, content, products and services around a topic
  • Simplicity: usability, ease-of-use
  • Choice: Selection of products/ services and way they are presented
  • Voice: Interaction with and responsiveness of merchant
  • Reinforcement: community, ratings / reviews
  • Safety: of credit card and other personal data
  • Control: over use of her private data, plus offers, content
  • Recognition: Remember and apply my unique name & preferences. (Ex. Women surveyed insisted they wanted to be known as “unique” not part of a group.)

(c) 2000 Michele Bartram,

customers pet peeves against online commerce
Customers’ Pet Peeves against online commerce
  • Opt-outs vs. opt-ins
  • Unsubscribes that don’t work or are hard to find or use
  • Incomprehensible web design and check-out processes
  • Repeating themselves (e.g., retyping account numbers)
  • Not asking permission
    • Amazon’s dynamic recommendations
    • Spam and junk mail
  • Breaking promises (fast service, easy terms)
  • Treating them as part of a group, not an individual
  • Not allowing them to access and change their own data
  • Poor or non-human customer service

(c) 2000 Michele Bartram,

where to find a solution that all customers will find compelling
Where to find a solution that all customers will find compelling?
  • Question: Who buys your products or services?
  • Answer: Real people, not manufacturers or marketers.
    • So, ask REAL PEOPLE what they really want.
  • I asked the wisest “real person” I know, my Grandma Sally from Kentucky, who’s worked in the customer food service field for over 65 years, to advise me on what it takes to provide the best customer experience and “keep ‘em comin’ back for more”.
  • All companies could learn from her 82 years of experience .

(c) 2000 Michele Bartram,

passing the grandma test
Passing “The Grandma Test”

To succeed in a future with eCRM, companies must pass “the Grandma test” and provide ease of use, safety, convenience, simplicity, and good value

Follow along with my Grandma Sally’s conventional Kentucky wisdom for customer-driven success

and test your company’s ability and readiness to walk the path of total customer relationship management.

(c) 2000 Michele Bartram,

grandma sally s ecrm wisdom
Like the egg teachin’ the chicken.

Squeaky wheels get the grease.

Know what side of the bread is buttered on.

Get it straight from the horse’s mouth.

Run it up the flagpole and see who salutes it.

We’ve howdied, but we ain’t shook.

As nervous as a long-tailed cat in a roomful of rockin’ chairs.

They give advice by the bucket but take it by the grain.

Empty cans make a lot of noise.

If wishes were horses then beggars would ride.

I’m busier than a one-armed paper hanger

My mind is like a sieve!

Don’t buy a pig in a poke.

Grandma knows best.

One man’s junk is another man’s jewel.

Talkers ain’t doers.

Grandma Sally’s eCRM Wisdom

(c) 2000 Michele Bartram,

more of grandma sally s ecrm wisdom
They made me as welcome as a roomful of “Howdy’s”.

Save a penny, earn a pound.

You like the apples more if you have to shake the tree.

It’s as about as fun as watchin’ grass grow.

I feel like I’m caught between a rock and a hard place.

It’s as useless as two buggies in a one-horse town.

Beauty is only skin deep, but ugly is pure to the bone.

To hear a secret is human, to “air” it is divine!

One-size-fits-all don’t fit nobody good.

Don’t start choppin’ ‘til you’ve treed the bear.

You don’t know the worth of water until the well runs dry.

Don’t muddy up the well that you get your water from.

I’m so durned glad to be home, I’m glad I went.

More of Grandma Sally’s eCRM Wisdom

(c) 2000 Michele Bartram,

final list of grandma sally s ecrm wisdom
You catch more flies with honey than with vinegar.

Make hay while the sun shines.

Call a shovel a shovel and start diggin’.

He doesn’t have enough studs for his dry wall.

Like a hog on ice.

You can’t put one foot in two shoes at the same time.

There ain’t no time like the present.

There never was a road that didn’t have a turn in it.

He who pays the fiddler calls the tune.

The post always wears out before a hole.

You can’t put scrambled eggs back in the shell.

Stoppin’ at third base don’t add no more to the score than strikin’ out.

No more chance than a grasshopper in a chicken coop.

Final List of Grandma Sally’s eCRM Wisdom

(c) 2000 Michele Bartram,

customer knowledge must precede strategy formulation


Creating a strategy without knowing your customers is

“like the egg teaching the chicken.”

(c) 2000 Michele Bartram,

customer segmentation
  • “Squeaky wheels get the grease.”
    • e.Piphany says there are 3 types of customers: Great customers, potentially profitable ones and eternally unprofitable ones. Many companies spend all their time, money and resources on unprofitable customers. Don’t spend $ on poor customers, but on great customers and on developing your potential greats. Unless you measure this, you won’t know.
  • “Know what side of the bread is buttered on.”
    • To find out who are your most profitable customers, what made them great and attract new ones like them, you must perform a customer segmentation study to assess their value to you and their preferences in products, services, advertising/ communications, etc. (Ex. US Mint, Unilever, credit card companies like American Express)
    • Allow customers to self-segment but verify.

(c) 2000 Michele Bartram,

customer segmentation study

Business Objectives

Segmentation Requirements Audit

Customer Engagement

Program Planning















Monitor Performance

Refine Program

Marketing Strategy / Master Planning

Measure &






(Customer Profile,

Response, Conversion)



(Retention, Lifecycle,




(Cross-sell, Up sell)

Marketing Solutions focused





Intelligence focused

Program Execution

Customer Segmentation Study


Dialogos, Inc.

(c) 2000 Michele Bartram,

research testing
  • “Get it straight from the horse’s mouth.”
    • You can’t assume you know more than your customers.
    • Use focus groups for ALL web usability and new products and surveys for customer satisfaction and new strategies (current AND future customers).
  • “Run it up the flagpole, and see who salutes it!”
    • TEST, TEST, TEST constantly and consistently!
    • Use REAL users, not your own people, before, during AND after launching a new strategy.
    • Web-based research is fast and free and builds loyalty, so use it constantly as an integral strategy.
    • (Ex. iVillage Surveys and polls, Candies’ Trend Spotters )

(c) 2000 Michele Bartram,

profiling recognition privacy
  • INCREMENTAL PROFILING: “We’ve howdied, but we ain’t shook.”
    • To overcome natural reluctance to give info to strangers, treat data gathering like a dating process, collecting data from and repeating learnings about the other person incrementally as you get to know her.
    • Allow self-profiling and personalization. (Ex. Travelocity )
  • RECOGNITION: “Don’t make me repeat myself!”
    • Extend this relationship by repeating data back to the customer in useful and meaningful ways. Don’t make her repeat data entry.
    • Consolidate data across all touch points (Ex.Not AAA application.)
  • PRIVACY: Giving out my information “makes me as nervous as a long-tailed cat in a roomful of rockin’ chairs.”
    • Don’t betray her trust by misusing it. Keep it safe No exceptions..
    • Collect and use her explicit data only with express, advance, opt-in permission.
    • Let her know the source of her data when you use it, and let her access and update it from an easy, prominent user profile. (Ex. McAfee )

(c) 2000 Michele Bartram,

honesty listening conversation
  • HONESTY: “Honesty is the best policy.”
    • Only make promises that you can keep. “’Fess up” when something goes awry. (Ex. IBM launched a splash page and coupon during site outage.)
  • LISTENING: Seems companies “always give advice by the bucket and take it by the grain”.
    • Listen and respond, not just talk.
    • (Ex. All managers and employees should have to work customer phones or email one day a month or quarter.)
  • VALUABLE CONVERSATION: “Empty cans make a lot of noise.”
    • Abandon old-style “advertising speak” in your copy. Customers see through it and don’t believe it. Participate in real multi-way conversations and use a natural speaking style in your editorial.
    • Have something valuable to say when you speak. Encourage your best employees to chat with customers regularly. (Ex. )

(c) 2000 Michele Bartram,

old time customer requirements they want it all


“If wishes were horses then beggars would ride!”

(c) 2000 Michele Bartram,

convenience reminders
  • CONVENIENCE: “I’m busier than a one-armed paper hanger!”
    • Customers, particularly women, are busy! They prize convenience and short-cuts above all, even deals.
    • Combine all useful, “essential” functions, even from competitors. Create shortcuts. Provide data in all formats (Ex. My iVillage , My Yahoo!, My ZDNet , Switchboard , Amazon’s One-click.)
  • REMINDERS: “My mind is like a sieve!”
    • Customers have a lot to do, and remembering to use your site may not be “top of mind.”
    • Use email, pop-up boxes, link to calendars/ reminders, calculators and other event and time-based triggers that the customer can set herself. Link to relevant commerce.
    • (Ex. Lifeminders, iVillage Reminders and newsletters. )

(c) 2000 Michele Bartram,

deep product research recommendations
  • DEEP PRODUCT INFO: “Don’t buy a pig in a poke.”
    • The higher the price, anxiety or confusion produced by a product or service the more research the customer requires.
    • Particularly true for women, and health, family and relationship matters, high-ticket items like cars, houses. Also for clothing care.
    • Make your customer know she’s made the right choice by providing detail. “Smart buys for smart women” at iVillage Shopping Central.
    • (Ex. iBaby detail , ConsumerNet & ConsumerWorld)
  • RECOMMENDATIONS: “Grandma knows best.”
    • Highest rated requirement from women along with convenience is recommendations. Need help to sort thru choices, but not only from you!
    • Provide extensive ratings, reviews, recommendations and collaborative filtering to link customers with external experts and others “like them” to help them choose. (Ex. Amazon, CNET)

(c) 2000 Michele Bartram,

c ontent c ommunity c ommerce in c ontext
  • COMMERCE IN CONTEXT: “One man’s junk is another man’s jewel.”
    • Ads or communications for products they don’t want or need are considered “junk mail” or “spam”.
    • Let use determine what ads she sees when through context and explicit requests. (Ex. Tire ads in the Sunday paper: you toss them when you don’t need tires, and are mad when you can’t find them if you do need new tires.)
    • Non-targeted ads can cause severe negative reaction if randomly served to sensitive community or content areas. (Ex. Displaying random Baby ads near Infertility boards or junk food ads near diet area.)
    • Only display relevant ads or communications based on context (area of site) and customer permission (from her profile).
    • (Ex. Epicurious recipes with Williams-Sonoma ads)
    • Display all related Commerce, Content and Community together, in context with the topic she is researching. (Ex. MSN Carpoint)

(c) 2000 Michele Bartram,

community and human touch
  • COMMUNITY PARTICIPATION: “Talkers ain’t doers“
    • Customers want to talk with people who’ve actually used the product or service in real life. They may need additional support and learning to use your product or service, or knowledge on which to choose. Create support opportunities like chat, clubs, posts and discussion groups to aid utility. (Ex. iVillage Web Store Reviews, Fit by Friday discussion groups, CNET user posts)
  • HUMAN-TO-HUMAN CUSTOMER SERVICE: “They made me as welcome as a roomful of Howdy’s.”
    • SERVICE QUALITY OUTWEIGHS PRODUCT QUALITY!Customers will return to businesses with average but CONSISTENT quality if the service is outstanding. EX. Have you ever returned to a restaurant with great food and lousy service? No, but you keep going to one with okay food that treats you great.
    • Consumers want GREAT RETURN and GUARANTEE policies. They’re more likely to take a chance on your unknown products or services if you do.
    • They also want to speak with a human being, not a machine, when they need help. Limit auto-replies to confirmations, not for involved service questions.
    • Include live customer service in all your plans, via live chat with a representative or phone service to differentiate and create absolute loyalty. (Ex. iVillage Personal Shoppers, WomenOutdoors live service)

(c) 2000 Michele Bartram,

deals tools entertainment
  • RELEVANT DEALS: “Save a penny, earn a pound.”
    • Women see (some) shopping as fun, with “getting a great deal” top in enjoyment.
    • Present offers that are in context and relevant to her needs (wants $ off vs. free trial, etc.) (Ex. E-centives customized, event-driven newsletters)
  • TOOLS: “You like the apples more if you have to shake the tree.”
    • Provide interactive tools, planners, calendars, registries to get the user involved in the buying experience. (Ex. , iVillage Shopping Lists )
  • ENTERTAINMENT: “It’s about as much fun as watching grass grow.”
    • While men seek out games as a primary activity online, women tend to want their fun and relaxation, “their wanna do’s”, once they’ve completed their “gotta do’s” or errands. Content about their interests is counted as fun.
    • Solution: Include entertainment in your site, such as quizzes, polls, games, screensavers, etc. that complement your brand.
    • (Ex. US Mint Screensaver & games , iVillage Music Network)

(c) 2000 Michele Bartram,

usability design
  • SIMPLICITY: “I feel like I’m caught between a rock and a hard place.”
    • Keep the experience easy to use and adjusted to the user’s level of experience, such as a Grandma. (Ex. )
  • USABILITY: A poorly designed web site is “as useless as two buggies in a one-horse town.”
    • In testing, some users couldn’t even add products to shopping carts! Many got lost in navigation and abandoned carts or sites. Test all design in advance with real users, not your own people. New eyes see differently.
  • DESIGN VS. USABILITY: “Beauty is only skin deep, but ugly is pure to the bone.”
    • Don’t allow design shops to add beauty in expense of utility. Research shows customers, particularly, want speed over beauty. Only make it pretty if you can do it without losing ease-of-use.
  • NOTE: Join’s newsletter, and see their superb Holiday ‘99 Report. Also available to members.

(c) 2000 Michele Bartram,



“One-size-fits-all don’t fit nobody good”


(c) 2000 Michele Bartram,

evolution of personalization
Evolution of Personalization
  • Identify customers individually and addressably.
  • Differentiate customers by value and needs.
    • Great ones, Potential great ones, Eternally unprofitable ones,
    • Personal Profile
    • User’s Shopping Mode
  • Interact with customers (at reduced cost and increased efficiency).
  • Customize some aspect of your enterprise’s behavior on a general basis.
  • Personalize response for each individual customer.

(c) 2000 Michele Bartram,

michele s user shopping modes
Michele’s User Shopping Modes
  • The Speedy Hunter: “I’m looking for a specific product or service and I want it fast! Offer express “Buy Now” one-click buttons and full product search capabilities.
  • The Category Killer: “I know I need something for myself in a category, like a white blouse or car tires. Help me find the best one”. She needs categories and sub-categories and information about the options.
  • The Gift Giver: “I need to buy a gift for my sister-in-law who wears size 8, likes powder blue and sunflowers, is a mother of a toddler, and I don't want to spend more than $50. Give me personalized recommendations based on these criteria.”
  • The Impulse Buyer: “I just have some money burning a hole in my pocket and want to spend it... let me "flip thru the catalog" or "browse the aisle" to see what I want.” This person needs a fun online tour to simulate the browsing the aisle feel of a shopping trip or flipping through a physical catalog.
  • The Problem Solver: "I have a problem or issue and don't know how to solve it. Show me information and research about how others like me have solved it, and then give me product and service recommendations that match the solution I determine is the right one for me." This buyer needs detailed content, research, expert recommendations and products.
  • The All-in-One Buyer: Any one buyer may fall into one or all of these profiles in one user session.

(c) 2000 Michele Bartram,

types of personalization
Types of Personalization
  • Environmental: demographic, geographic, psychographic
    • (Ex. customized to tween girl talk)
  • Preference-based personalization: user enters requirements
  • Collaborative filtering: recommendation engines
  • Behavior-based: on website, in store, with catalog
  • Rules-based: match offers/ content to fixed business rules
    • “Purchasize”: Offer fries with that burger
  • Analytics-based: pattern analysis thru segmentation
    • Offer salad to customers who are on a diet, not the fries

(c) 2000 Michele Bartram,

what to personalize
Search results

Product mix



Sales, discounts, bundles, cross and up-selling, pricing

Web pages



Editorial voice

Personal accounts

Banks, clubs, etc.

Customer service

Specialists, type of service (phone, chat, email)

Fulfillment options

Shipping, billing,

Personal productivity tools




What to Personalize

(c) 2000 Michele Bartram,

ways to personalize content

By Keyword

By Attribute (Ex. Gift)

By Event

By Category

Full Text

By Preference

Collaborative filtering

Mass customization

Personalized tools- wish lists, reminders, calendars, calculators

Ratings: Community, Editors

Surveys and polls

Email & Ad Targeting


Event-based Matching


Matching agents


Rule-based Matching

Personal web pages

User Profile

User-defined and controlled

Localization- language and geography

Ways to Personalize Content

(c) 2000 Michele Bartram,

  • MARKET ANALYSIS: “Don’t take your ducks to a poor market.”
    • Assess value of market you’re attempting to win in and determine cost of entry and domination. Find a niche.
  • COMPETITION: “If you can’t stand the heat, get out of the kitchen.”
    • Look at all competitors for your customers’ share of time as well as wallet, not only online but offline as well.
    • Determine the market gaps you can address to gain first or best mover advantage.
  • ALLIANCES: “Feudin’ only benefits the undertaker.”
    • If you can’t beat ‘em, join ‘em. Create marketplaces of convenient, essential services from all over the web. (Ex. VirtualRelocation )

(c) 2000 Michele Bartram,

brand vs direct response seeing is believing vs put your money where your mouth is
BRAND VS DIRECT RESPONSE: “Seeing is believing.” vs. “Put your money where your mouth is.”
  • Measuring Clickthroughs undercounts branding success, yet overcount direct response. Know your goals.
    • Brand builders (Buy later): Buy Branding campaigns and measure CPMs only.
    • Direct marketers (Buy now!): use “Click to Buy” and measure conversion to sales.
  • Examples:
    • B-to-C: Direct response: online catalogs, banner ads or links with “Buy Now”. Branding: Sponsorships, articles, events, plain banners, all print or non-direct TV ads.
    • B-to-B: Direct response: Configurator tools, ordering Extranets. Branding: all print and non-direct TV, trade fairs.

(c) 2000 Michele Bartram,

three phases of customer development
  • Acquisition: Attract new, profitable customers.
    • Differentiation, innovation and convenience
  • Enhancement: Make current customers more profitable.
    • Increased bundling, reduction of costs, improved customer service
  • Retention: Keep your profitable customers for life.
    • Delivering not what the market demands but what your customers want and more.
    • Enabling total listening and multi-way conversations between companies (including formerly “isolated” internal employee experts), customers, and trading partners.

(c) 2000 Michele Bartram,

customer acquisition and viral marketing
Customer Acquisition and Viral Marketing
  • CUSTOMER ACQUISITION: “Don’t start choppin’ ‘til you’ve treed the bear.”
    • Create differentiated offerings, particularly in convenience, to attract new profitable customers that are similar to your current best customers.
  • VIRAL MARKETING: “To hear a secret is human, to air it is divine!”
    • Use the natural tendency to spread the word (gossip) to your advantage. Incent customers to bring in others through recognition and rewards.
    • Ex. iVillage “Send a Friend”, Kira Points upon registration, user is told to get friends to sign up in exchange for “Kira Points”.

(c) 2000 Michele Bartram,

customer retention
  • RETENTION: “You don’t know the worth of water until the well runs dry.” and “Don’t muddy up the well that you get your water from.”
    • Spend generously to keep your best customers with superior service, rewards, and recognition. You can’t afford to lose your “great ones”.
  • RECOGNITION:”I’m so durned glad to be home, I’m glad I went.”
    • Use integrated systems to remember your customer from all touchpoints. (Not done at AAA)
    • Make them feel “at home” with your business. (Ex. Hotel profiles, Hertz Gold Clubs, personalized home page )
  • REWARDS: “You catch more flies with honey than with vinegar.”
    • Reward your best current customers differently than new ones.
    • Customers’ pet peeves include getting discounts for new subscriptions and none for loyal readers (Ex. Most print magazines give you discount when you sign up as new reader, then charge full price for renewal, penalizing loyal customers).

(c) 2000 Michele Bartram,



“You better make hay while the sun shines.”

(c) 2000 Michele Bartram,

strengths infrastructure focus
  • BUILD OFF YOUR STRENGTHS: “Call a spade a spade and start diggin’.”
    • Perform an e-CRM SWOT Analysis to assess Strengths, Weaknesses, Opportunities and Threats across all core areas of your business. Know your core competencies and build off them. Eliminate or downplay weaknesses that leave you open to the competition.
    • Blueprint your e-CRM project. Follow 9-step methodology once to map current business, then review what other best practices companies are doing at each step, then repeat 9-step to map your ideal e-business.
  • INFRASTRUCTURE: “He doesn’t have enough studs for his dry wall.”
    • It takes time, money, people and integrated systems and processes to implement eCRM across the organization to create a Customer-Driven Enterprise (See chart). You can’t afford NOT to do it, but do budget for it.
  • PRIORITIZATION: Companies who lack focus are “like a hog on ice”.
    • Most companies fail at eCRM by doing it all at once. Use a phased approach (see chart) and set the dominos up in order, knocking them down one at a time.

(c) 2000 Michele Bartram,

9 step e biz blueprint methodology repeat 3 times to map current best then ideal practices



What skills,training, roles, authority,



& incentives are needed to do these jobs?

Include in-house and outsource jobs, with

e-biz/ marketing, content/ design & tech.

Who are/should be your customers & what

are their requirements and preferences for

your organization in products and services?

who need




What intelligence (research, reports,



information) is needed to allow people

to analyze the results, predict the out-

What are the e-business policies and differentiating set of activities that your organization needs to deliver a unique mix of value to customers? What customer needs should/ not you meet?

come or decide a course of action?

supported by



is comprised of

What steps of these processes can be


completed faster, better, or cheaper



by using computers or equipment?

What is the series of action steps, tasks &

supported by

business rules that is required to complete



the desired e-biz strategies and polices?

What numbers, characters, images or


other recorded information is needed to

provide intelligence to make decisions?


Organizational Structure

What is the most logical grouping of jobs &

supported by

individuals needed to support the business



processes effectively?

What hardware/ software is needed to

to best capture, store, process, & distri-

bute data & automate the processes?

9-Step E-Biz Blueprint MethodologyRepeat 3 times to map Current, Best, & then Ideal Practices


(c) 2000 Michele Bartram,

customer driven enterprise source dialogos inc
Customer-Driven Enterprise(Source: Dialogos, Inc.)
  • Significant integration will be required to become customer-centric. However, the resulting institutional base of knowledge will provide exponential returns.


Channel Management

Direct Channels

Indirect Channels











Customer Relationship Management







Market Intelligence

& Research

Strategic Development

& Planning

Information Management

Customer dBase

Operations dBase







(c) 2000 Michele Bartram,

phased approach you can t put one foot in two shoes at the same time

5 Core Areas of Business Transformation

by Melinda Nykamp as seen on ITtoolbox Portal for CRM at

PHASED APPROACH: “You can’t put one foot in two shoes at the same time.”

(c) 2000 Michele Bartram,

ecrm questions you must answer
eCRM Questions You Must Answer
  • Be a Customer advocate or unbiased infomediary?
  • Marketplace or monopoly?
  • Be a partner with your customers not an adversary?
  • Talk with your customers or talk at them?
  • Allow employees and business partners to talk to customers or “control” flow and content of info?
  • Multi-channel or mono-channel?
  • Mass customization (Levi’s) or one size fits all?
  • Personalization vs. collaborative filtering?
    • Personalization = customer told you explicitly what she wants (e.g.,
    • Collaborative filtering = recommendations based on others’ likes and dislikes (e.g.,

(c) 2000 Michele Bartram,

big decisions technology architecture
Big Decisions: Technology Architecture
  • Build, buy or borrow?
  • Create an enterprise-wide customer-centric architecture.
  • Choose technology based on strategy needs:
    • Attract new customers, e.g.,
      • Ad serving: Doubleclick, 24X7, Engage, AdForce, AdSense
      • Incentives: Coolsavings, Ecentives
    • Convert visitors to customers
      • Angara, Engage
    • Develop and retain customers
      • Personalization: Broadvision, NetPerceptions, Personify, Epiphany, Siebel
    • Customer Service
      • E-gain, Kana
    • Content-serving & customer interaction
      • Vignette StoryServer; Chat tools like iChat

(c) 2000 Michele Bartram,

ebusiness architecture source dialogos inc


Order Entry


and distribution




Financial Systems

Web Server

Mgmt &


















Observation Mart

Business Rules Engine

Data and Rules Publication

Order Mart

Cross-sell Mart

Segmentation Mart

Business Rules


Analysis and

Business Rule


Intelligence Engine

Reporting Engine

eBusiness Architecture(Source: Dialogos, Inc.)

(c) 2000 Michele Bartram,

final ecrm advice from grandma before she ll buy from you

Final eCRM Advice from Grandmabefore she’ll buy from you

(c) 2000 Michele Bartram,

act now doin shouts talkin whispers
ACT NOW: “Doin’ Shouts, Talkin’ Whispers”
  • Build a “Unique Boutique”
    • Ex.,
  • Provide “intelligent selection”
    • Relevancy of offers and content
    • Ex. CircuitCity , (Broadvision)
  • Give Personal attention
    • Automated: Ex. NetPerceptions at
    • Human: Live customer help Ex.

(c) 2000 Michele Bartram,

ask but don t tell
“Ask but Don’t Tell”
  • Accumulate Detailed Data from all Media with Permission & Integrate
  • Require only progressive profiling = Gather data gently
    • Environmental data- geography, browser, operating system
      • Ex.
    • Implicit data- keep private but inform: pages visited, purchases
      • Ex.
    • Explicit data- collect incrementally and with advance permission
      • Ex.,

(c) 2000 Michele Bartram,

if it ain t broke don t fix it keep applying lessons learned
“If It Ain’t Broke, Don’t Fix It”: Keep Applying Lessons Learned
  • Commerce in context drives buying
  • Personalization works
    • Sites using see 39% increase in bottom line
      • Ex., (Broadvision),
  • Rewarding good behavior is effective
    • Ex. MyPoints, Ecentives, CyberGold,
  • Freshness Matters
    • Ex. At (using Broadvision), 120 contributors worldwide update site daily

(c) 2000 Michele Bartram,

learn your abc s
“Learn your ABC’s”
  • 5 C’s for Companies to attract Customers:
      • Combine Customized Content, Community and Commerce
  • 4 R’s for Providing Helpful Advice:
      • Relevant ratings, reviews and recommendations
  • 3 P’s of Choice for Consumers:
      • They will select your product/ service for its Personality, Profile, and Performance

(c) 2000 Michele Bartram,

remember the person in personalization
Remember the person in personalization
  • Ask permission… and forgiveness if necessary
  • Explain why you’ve recommended something
    • “You see this because you asked for this. Click here to change.”
  • Give ownership and responsibility
    • Allow them to access and update their own data ( )
  • People are not profiles
    • Combine what they’ve done (implicit) with who they are (explicit)
    • Generate relevant offers that relate to her specific needs. (Ex. Amazon)
  • Nothing substitutes for a real human interaction
    • Use live, human service whenever possible
    • Connect customers with others with whom they want to link, such as affinity groups like clubs or families. (Ex. iVillage FamilyPoint clubs, Support groups)

(c) 2000 Michele Bartram,

urgency with excellence
  • URGENCY: “There ain’t no time like the present.”

“There never was a road that didn’t have a turn in it.”

  • TURN YOUR COMPANY OVER TO YOUR CUSTOMERS: “He who pays the fiddler calls the tune.”
  • FOLLOW THROUGH TO THE END: “The post always wears out before a hole.”
  • RIGHT MOVER VS. 1ST MOVER: “You can’t put scrambled eggs back in the shell” so get it right from the get-go.
  • GO FOR WOW: “Stoppin’ at third base don’t add no more to the score than strikin’ out.”

(c) 2000 Michele Bartram,

grandma s ecrm recipe for success
Grandma’s eCRM Recipe For Success
  • Start with recreating the personal “service with a smile” and convenience of the past
  • Mix in futuristic speed and automation
  • Shake (your organization) well
  • Season to taste (of your customers through personalization and customization)
  • Bake up an online experience that Grandma will say is better than offline!
    • Serves 1 : 1

(c) 2000 Michele Bartram,

the moral of the story

The Moral of the Story:

Grandmas know that companies who don’t implement eCRM

“ain’t got no more chance than a grasshopper in a chicken house.”

(c) 2000 Michele Bartram,

  • Email:
  • Phone: 917-326-4198
  • Download this eCRM presentation and others on blueprinting for your e-business success, and find e-business resources at my web site at:

(c) 2000 Michele Bartram,



NOTE: The following software applications and companies are listed for information purposes only and do NOT imply an endorsement of the companies or products or results that may or may not be achieved.

(c) 2000 Michele Bartram,

resources ecrm software
  • eCRM Software:
    • E.Piphany
    • Broadvision
    • NetGenesis: cross-co datamart and intelligence
    • NetPerceptions: realtime personalization
      • Ex., Ticketmaster,
    • Magnify - predictive modeling & segmentation clusters
      • Ex.,

(c) 2000 Michele Bartram,

resources e commerce software
RESOURCES: e-Commerce Software
  • E-Commerce Software:
    • Transact product
    • Bea WebLogic Commerce:
    • Trilogy Multichannel Commerce
  • Customer Interaction:

(c) 2000 Michele Bartram,

resources e business ecrm consultants
RESOURCES: e-Business / eCRM Consultants
  • E-Business Blueprinting
    • Global Services E-business Consulting

(c) 2000 Michele Bartram,