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CHAPTER 11

CHAPTER 11. Customer Relationship Management (CRM). Harley-Davidson begins the Harley Owners Group to encourage customer involvement. Learning Outcomes. Compare operational and analytical CRM Identify the primary forces driving the explosive growth of CRM

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CHAPTER 11

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  1. CHAPTER 11 Customer Relationship Management (CRM)

  2. Harley-Davidson begins the Harley Owners Group to encourage customer involvement

  3. Learning Outcomes • Compare operational and analytical CRM • Identify the primary forces driving the explosive growth of CRM • Define the relationship between decision making and analytical CRM • Summarize the best practices for implementing a successful CRM system

  4. Overview • CRM is a business philosophy based on the premise that those organizations that understand the needs of individual customers are best positioned to achieve sustainable competitive advantages in the future • This chapter discusses • The reasons for CRM’s explosive growth • Using CRM to enhance decision making • CRM success factors

  5. Overview CRM enables an organization to: • Provide better customer service • Make call centers more efficient • Cross sell products more effectively • Help sales staff close deals faster • Simplify marketing and sales processes • Discover new customers • Increase customer revenues

  6. Brother International experienced skyrocketing growth in its sales of multifunction printers A tremendous increase in customer service calls When Brother failed to answer the phone fast enough, product returns started to increase After Brother deployed SAP’s CRM solution, the 1.8 million calls in 2003, dropped to 1.57 million The CRM system has also reduced call duration by an average of one minute

  7. CRM Business Drivers

  8. Forecasts for CRM Spending (in billions)

  9. Using Analytical CRM toEnhancing Decisions • Operational CRM– supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers • Analytical CRM– supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers

  10. Operational CRM and analytical CRM

  11. CRM Success Factors • Clearly communicate the CRM strategy • Define information needs and flows • Build an integrated view of the customer • Implement in iterations • Scalability for organizational growth

  12. Gearing Up at REI • REI deserves recognition as an industry leader for its “best practice” multichannel CRM strategy, which allows customers to seamlessly purchase products at the company’s 70 retail stores as well as by telephone, mail order, and on the Internet • REI’s CRM system benefits: • Minimizes maintenance costs • Scales easily as company grows • Provides sophisticated data warehouse for business intelligence • Provides high availability

  13. Case Questions • Summarize why it is important for REI to use CRM strategies to consolidate its customer information • Determine two pieces of customer information that REI could extrapolate from its CRM system that would help it manage its business more effectively • Explain how REI could use personalization to give its customers a more satisfying shopping experience

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