CRM was supposed to help businesses better understand their
customers and increase efficiency. Yet most companies are not
getting the return they expected. Is it possible to make customers
happy and, at the same time, improve ROI? Is there a practical,
affordable way to get customers to say what they really want?
In Why CRM Doesn’t Work, leading international marketing
consultant Frederick Newell explains why it’s time to change the
game to CMR (Customer Management of Relationships). CMR allows
companies to empower customers so they’ll reveal what kind of
information they want, what level of service they want to receive,
and how to communicate with them–where, when, and how often. It is
a bold solution for businesspeople at all levels in all industries
who want to stay ahead of the curve in the development of customer
loyalty.
Newell shows by lesson and example why the current CRM isn’t
working, what needs to change, and how to put the CMR philosophy to
work–without additional expense. The book includes case
studies of good and bad relationship marketing from companies as
diverse as Kraft Foods, Procter & Gamble, Budweiser, Charles
Schwab, Dell, IBM, Lands’ End, Sports Authority, Radio Shack, and
Staples.
With the knowledge in this book, a company can learn to build
long-term relationships and bring in profits instead of relying on
one-time sales. Why CRM Doesn’t Work is important reading
for companies of every size that are trying to satisfy and sell to
today’s consumer.
Tabella dei contenuti
Foreword (Seth Godin).
Preface.
PART I: WHAT’S NOT WORKING.
1. Why Doesn’t CRM Work?
Does the customer really want to be managed?
2. It’s Not a Question of the Chicken or the Egg.
It’s not technology that drives relationships.
3. ‘One Girl in a Convertible . . .’.
It takes more than a database.
4. Why Do We Have Two Ears and Only One Mouth?
The importance of dialog.
PART II: WHAT NEEDS TO CHANGE.
5. It’s No Longer Good Enough to Ask Forgiveness Rather Than
Permission.
One person’s relevance is another person’s
intrusion.
6. Permission in Action.
The Internet as a permission-only zone.
7. Type, Point, Click, and Send Now.
Cheaper and faster than a letter, less intrusive than a phone call,
less hassle than a fax.
8. Who’s Minding the Store?
CMR is not about how you look at customers–it’s about
how customers look at you.
9. Personalization Technology–Boon or Bust?
Empowering the customer requires more than just
personalization.
10. But What About the Loyalty Card?
Does CMR mean the end of traditional loyalty marketing?
11. No Card? No Problem!
Customers tell us a lot without volunteering personal
information.
12. All Cows Look Alike.
Brand building–it begins and ends with the customer.
Part III: HOW TO CHANGE.
13. Before You Build a Better Mousetrap.
Is CMR for everyone?
14. Customer Service–Who Cares?
CMR doesn’t mean ‘best customer service’ for
everyone.
15. Which Customers and Why You can’t make everyone
happy.
16. Crossing the Chasm–What Will You Need to
Change?
Eight steps to CMR success.
17. There’s No Free Lunch.
But CMR should not be an added expense.
18. Don’t Boil the Ocean.
Be wary of the big-bang approach.
Part IV: A LOOK AHEAD.
19. There’s No There, There.
Can customer relationships survive Internet ubiquity?
20. Electronic Empowerment.
How will electronics revolutionize customer communication?
21. What Do Customers Want from Mobile
Messaging?
Do customers really want to order groceries while driving home from
work?
22. Will Wall Street Care?
Relationships as a corporate asset.
Conclusion.
Afterword .
Notes.
Index.
Circa l’autore
Frederick Newell, a leading international marketing
consultant and CEO of Seklemian/Newell, has helped giant
multinationals as well as small businesses around the world develop
and manage customer relationship strategies to strengthen customer
loyalty and increase profitability. Newell is the author of
loyalty.com, Wireless Rules, and The New Rules of
Marketing. He can be reached at [email protected].
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