Efnisyfirlit

• Contents
• Figures
• Acknowledgements
• Part I Introduction
• 1 Strategic customer management
• The domain of strategic customer management
• The development of the discipline of marketing
• The growth of the service economy
• The service-dominant logic of marketing
• From transaction marketing to relationship marketing
• Principles of relationship marketing
• An emphasis on relationships
• An emphasis on a cross-functional approach to marketing
• An emphasis on creation of value for customers
• An emphasis on multiple markets
• An emphasis on retention of profitable customers
• Important trends in relationship marketing and CRM
• Marketing on the basis of relationships
• Viewing customers as business assets
• Organising in terms of processes
• From reactive to proactive use of information
• Balancing the value trade-off
• Developing ‘one-to-one’ marketing
• A definition of relationship marketing
• Customer relationship management (CRM)
• The rise of CRM and how it differs from relationship marketing
• Varying perspectives of CRM
• A definition of CRM and types of CRM
• Types of CRM
• CRM and software vendors
• Key CRM processes and a strategy framework for CRM
• The structure of the book
• Part I: Introduction
• Chapter 1: Strategic customer management
• Part II: Relationship marketing
• Chapter 2: Relationship marketing: Development and key concepts
• Chapter 3: Customer value creation
• Chapter 4: Building relationships with multiple stakeholders
• Chapter 5: Relationships and technology: Digital marketing and social media
• Part III: Customer relationship management: Key processes
• Chapter 6: Strategy development
• Chapter 7: Enterprise value creation
• Chapter 8: Multi-channel integration
• Chapter 9: Information and technology management
• Chapter 10: Performance assessment
• Part IV: Strategic customer management implementation
• Chapter 11: Organising for implementation
• Part II Relationship marketing
• 2 Relationship marketing: Development and key concepts
• Origins of relationship marketing and alternative approaches
• Relationship marketing – its origins
• Alternative approaches to relationship marketing
• Key concepts in relationship marketing
• Shifting from a functional to cross-functional orientation
• The emphasis on processes
• Integrating marketing, customer service and quality
• The drivers of customer relationships
• The building blocks of relationships – trust, commitment, satisfaction and loyalty
• Stages of relationship development
• Commitment and trust
• Customer satisfaction
• Customer loyalty
• The scope of customer relationships
• Relationship marketing and multiple markets
• Stakeholder models in relationship marketing
• Relationship marketing and networks
• Business networks
• The Smart Car
• Gant USA and Pyramid Sportswear
• Social networks
• Planning marketing relationships
• Relationship marketing planning
• Planning for multiple stakeholder markets
• The ‘relationship management chain’
• Define the value proposition
• Identify customer value segments
• Design product/service offer
• Deliver offer and manage relationships
• Manage internal and external markets
• Summary
• 3 Customer value creation
• The value the customer receives
• The nature of value – what the customer buys
• How the core and augmented offer add value
• The supplementary services model
• Information
• Consultation
• Order taking
• Hospitality services
• Safe-keeping
• Exceptions
• Billing
• Payment
• How relationships add value
• Customer relationship ladder of loyalty
• The role of advocates
• The role of terrorists
• How brands add value
• The importance of brand image
• Building brand value through relationships
• Branding the Internet and social media
• Value and branding in context
• The value proposition
• Formulating the value proposition
• Step 1: Analysing markets based on value
• Step 2: Assessing opportunities in each segment to deliver superior value
• Step 3: Explicitly choosing the value proposition
• The value delivery system
• Building the value proposition
• Value assessment
• Traditional means of customers’ assessment of value
• Improving value assessment using trade-off analysis
• The value the enterprise receives
• Summary
• 4 Building relationships with multiple stakeholders
• The role of multiple stakeholders
• A stakeholder model for relationship marketing
• Customer market domain
• Customer markets: a summary
• Referral market domain
• Customer referrals
• Advocacy referrals – advocate-initiated customer referrals
• Customer-base development – company-initiated customer referrals
• Non-customer or third-party referrals
• General referrals
• Reciprocal referrals
• Incentive-based referrals
• Staff referrals
• Referral markets: a summary
• Supplier and alliance market domain
• Supplier and alliance markets: a summary
• Influence market domain
• Financial and investor influence markets
• Environmental influence markets
• Competitor influence markets
• Government, political and regulatory influence markets
• Influence markets: a summary
• Recruitment market domain
• Recruiting the best employees
• Selecting employees
• Recruitment markets: a summary
• Internal market domain
• Segmentation of the internal market based on job role
• The adoption of internal marketing approaches by companies
• Internal markets: a summary
• Assessing performance in the six markets
• Identifying emphasis on the six markets
• Summary
• 5 Relationships and technology: Digital marketing and social media
• The rise of technology
• The early days: 1960s to 1970s
• The information age: the 1980s
• The Internet age: from the 1990s
• The impact of digital, mobile and social technologies
• The power shift to consumers and the rise of low-price producers
• From passive customer to active co-creator
• The rise of viral word-of-mouth
• Increased engagement with stakeholders
• Digital, mobile and social – implications for the firm
• The digital Internet infrastructure
• Digital networks
• Digital devices
• Growth of the Internet economy
• The evolution of the World Wide Web
• Development of the World Wide Web
• Web 1.0
• Web 2.0
• Web 3.0
• Relationship implications of Web evolution
• Digital marketing
• Digital marketing terminology
• Forms of e-commerce
• Business-to-business e-commerce relationships
• Consumer-to-business e-commerce relationships
• Consumer-to-consumer e-commerce relationships
• Business-to-consumer e-commerce relationships
• The growth of e-commerce
• Traditional digital marketing
• Social media
• Social networks
• Social media and social networking platforms
• The complex social media ecosystem
• The emergence and growth of social media and the major players
• The emergence of social media networks
• Facebook
• Twitter
• LinkedIn
• Classification of social media
• Collaborative projects
• Blogs
• Content communities
• Social networking sites
• Virtual game worlds
• Virtual social worlds
• Enterprise use of social media
• Social commerce
• Gaining value from social media
• Social influence marketing
• Social behaviour of consumers
• Social media segmentation
• Developing social media strategies
• The social media strategy framework
• Developing an integrated social media campaign
• Listen
• Plan the strategy and establish metrics
• Online engagement
• Evaluate and revise
• Social media analysis, listening and measurement
• Social analytics
• Mission control listening centres
• Measuring social media returns
• Integrating Marketing
• Summary
• Part III Customer relationship management: Key processes
• 6 Strategy development
• Alternative CRM models and frameworks
• The CRM Strategy Framework
• Development of the framework
• The strategy development process
• Business strategy
• The role of business strategy
• Business vision
• Industry and competitive characteristics
• The competitive landscape
• Changes in industry structure and evolution
• Analysing industry structure and the competitive environment
• Industry analysis model
• Potential entrants
• Buyer power
• Supplier power
• Threat of substitutes
• Industry rivalry and competition
• Environmental analysis
• Disruptive technologies
• Co-opetition and networks
• The generic strategies framework
• Cost leadership strategy
• Differentiation
• Focus strategy
• The Market Leaders framework
• Blue Ocean strategy
• The strategy canvas
• The four actions framework
• The eliminate-reduce-raise-create grid
• Focusing on business strategy
• Customer strategy
• The role of customer strategy
• Customer choice and characteristics: the role of market segmentation
• Who is the customer?
• Market segmentation
• Definition of the relevant market
• Criteria for market segment viability
• Considering the alternative bases for segmentation
• Business-to-business market segmentation
• Business-to-consumer market segmentation
• Choosing specific segments
• Segment granularity: from mass marketing to ‘one-to-one’ marketing
• ‘One-to-one’ markets and permission marketing
• Mass customisation
• Communities or segments?
• Focusing on customer strategy
• Aligning business strategy and customer strategy
• CRM strategy development
• CRM strategies
• Product-based selling
• Managed service and support
• Customer-based marketing
• Individualised CRM
• Transition paths for CRM
• Highly differentiated segments and intermediated markets
• Summary
• 7 Enterprise value creation
• Enterprise value creation
• Customer profitability
• Why customers differ in their real profitability
• Understanding future profit potential
• Customer acquisition and customer retention economics
• Customer acquisition and its economics
• Customer acquisition at ‘United Electricity plc’
• Acquisition within different channels
• Improving acquisition activities
• Customer retention and its economics
• Customer retention at ‘United Electricity plc’
• Why retention improvement impacts profitability
• Acquisition and retention activities in practice
• A framework for customer retention improvement
• Step 1: Measurement of customer retention
• Dimensions of customer retention measurement
• Segment profitability analysis
• Step 2: Identification of causes of defection and key service issues
• Root cause of defection analysis
• Trade-off analysis
• Competitive benchmarking
• Customer complaint analysis
• Step 3: Corrective action to improve retention
• Top management endorsement
• Employee satisfaction and customer retention
• Utilising best demonstrated practice
• Implementation plan for customer retention
• Building profit improvement
• Cross-selling and up-selling
• Advocacy
• Customer lifetime value
• Defining the role of customer lifetime value
• Calculating customer lifetime value
• Co-creation
• A framework for co-creation of value
• Customer value-creating processes and customer learning
• Supplier value-creating processes
• Encounter processes
• Summary
• 8 Multi-channel integration
• Channel participants and channel options
• The development of electronic channels
• Reviewing industry channel structures
• Channel participants
• Reviewing channel alternatives
• Understanding structural change – the role of intermediaries
• Disintermediation
• Disintermediation in the computer industry
• Disintermediation in the insurance industry
• Reintermediation
• Reintermediation in the automobile industry
• Benchmarking structural change
• Orientation of intermediaries
• Buyer-oriented intermediaries
• Developing market structure maps
• Channel options and categories
• Channel categories
• Integration and the channel categories
• Sales force
• Non-integrated
• Integrated
• Outlets
• Non-integrated
• Integrated
• Direct marketing
• Non-integrated
• Integrated
• Call centres/telephony
• Non-integrated
• Integrated
• Electronic/mobile commerce
• Non-integrated
• Integrated
• Social media
• Non-integrated
• Integrated
• Combining channels
• Channel integration at Lands’ End
• Channel integration at Schiphol Airport
• Channel strategies
• Channel strategy options
• The role of a multi-channel strategy
• Understanding the customer relationship life-cycle
• Social media and ‘points of non-contact’ or ‘points of indirect contact’
• Understanding the customer experience
• The customer experience and emotional goodwill
• Evaluating the customer experience
• The customer experience within channel
• The customer experience across channels
• Improving the customer experience – the role of technology
• The ‘perfect’ customer experience
• Building a multi-channel strategy
• Develop strategic multi-channel objectives
• Understand the needs and concerns of key customer segments
• Undertake a strategic review of industry structure and channel options
• Understand shifts in channel usage patterns
• Review channel economics
• Economics of the online retail toy market
• Economics of the online grocery market
• Develop an integrated channel management strategy
• Planning channel strategy across stakeholders
• Summary
• 9 Information and technology management
• The role of information, IT and information management
• Information
• IT
• Information management
• The information management process
• The technical barriers in CRM
• The data repository
• Technology options for CRM
• Tactical database and decision support systems
• Advantages
• Disadvantages
• Data marts
• Advantages
• Disadvantages
• Enterprise data warehouse
• Advantages
• Disadvantages
• Integrated CRM solutions
• Advantages
• Disadvantages
• The choice of technology options
• Analytical tools
• Standard data mining
• Visualisation tools
• Segmentation, prediction, deviation detection and other analyses
• Neural networks
• Decision trees
• Task-specific analysis tools
• Market segmentation analysis
• Affinity grouping
• Churn management
• Customer profiling
• Profitability analysis
• Analytical processing
• IT systems
• Selecting a hardware platform
• Front-office and back-office applications
• Front-office applications
• Sales force automation
• Call centre and help desk management
• Campaign management
• Back-office applications
• Integrating analytical and operational CRM
• Cloud computing services
• Internal/External
• Propriety/Open
• Perimeterised/De-perimeterised
• Insourced/Outsourced
• Selecting a CRM solution
• Timing of technology introduction
• Data protection, privacy and codes of practice
• Summary
• 10 Performance assessment
• The need for a systematic approach
• Understanding the key drivers of shareholder results
• Employee value, customer value, shareholder value and cost reduction
• Employee value
• Customer value
• The nature of ‘the offer’ a company makes to its customer
• The use of relationships and branding to increase customer value
• The value proposition
• The value of customers to the company
• Shareholder value
• Cost reduction
• Linking shareholder value, employee value, customer value and cost reduction
• Developing appropriate standards, metrics and KPIs
• Standards
• The QCi Customer Management Assessment Tool (CMAT)
• Customer Operations Performance Centre (COPC) standard
• Metrics
• Customer metrics
• People and process metrics
• Strategic metrics
• Output and comparative metrics
• Special metrics
• Special e-metrics
• Special metrics for social influence marketing
• Key performance indicators
• Multiple measures and linkage models
• The balanced scorecard
• Linkage models and the service profit chain
• Establishing a CRM performance monitoring system
• Developing strategy maps and success maps
• Development of metrics, KPIs and dashboards for the business
• Evaluating and communicating CRM return on investment
• Relating CRM performance to business performance
• Measuring CRM return on investment and links between CRM and performance
• Summary
• Part IV Strategic customer management implementation
• 11 Organising for implementation
• Relationship marketing and CRM in context
• CRM implementation
• Organising for implementation
• Implementation readiness assessment
• CRM maturity assessment
• Stage 1: Pre-CRM planning
• Stage 2: Building a data repository
• Stage 3: Moderately developed CRM
• Stage 4: Well-developed CRM
• Stage 5: Highly advanced CRM
• Reviewing your stage of CRM maturity
• Identifying barriers to CRM success
• Lack of skills
• Inadequate investment
• Poor data quality and quantity
• Failure to understand the business benefits
• Functional boundaries
• Lack of leadership and top management involvement
• Inadequate measurement systems
• CRM readiness audit
• The overview CRM audit
• The comprehensive CRM audit
• Determining key CRM priorities
• Change management
• A framework for change management
• Key issues in CRM change management
• Ensure senior CRM sponsorship
• Establish a CRM vision
• Supportive culture and improved cross-functional working
• Project management
• A framework for project management
• Delivering business benefits
• Key issues in CRM project management
• Utilising a CRM technology solution
• Adopting a CRM solution
• Selecting a CRM vendor
• Piloting CRM projects
• Planning for CRM project implementation
• Establishing project priorities and their direction
• The CRM project plan
• Employee engagement
• Selecting employees
• Developing employees
• Engaging and empowering employees
• Training and development
• The CRM budget
• Summary
• Annex
• The comprehensive CRM audit: Part 1
• The strategy development process
• The comprehensive CRM audit: Part 2
• The value creation process
• The comprehensive CRM audit: Part 3
• The multi-channel integration process
• The comprehensive CRM audit: Part 4
• The information management process
• The comprehensive CRM audit: Part 5
• The performance assessment process
• Notes
• Chapter 1 Strategic customer management
• Chapter 2: Relationship marketing: Development and concepts
• Chapter 3: Customer value creation
• Chapter 4: Building relationships with multiple stakeholders
• Chapter 5: Relationships and technology: Digital marketing and social media
• Chapter 6: Strategy development
• Chapter 7: Enterprise value creation
• Chapter 8: Multi-channel integration
• Chapter 9: Information and technology management
• Chapter 10: Performance assessment
• Chapter 11: Organising for implementation