2010 CRM Reflections, The ways and means for better CRM now & in Future.
The year 2010 possibly be a better year than 2009 with its own achievements and let downs, This
could be best summarized by Charles Dickens words..
"It was the best of times, it was the worst of times; it was the age of wisdom, it was the age of
foolishness; it was the epoch of belief, it was the epoch of incredulity; it was the season of Light,
it was the season of Darkness; it was the spring of hope, it was the winter of despair; we had
everything before us, we had nothing before us; we were all going directly to Heaven, we were
all going the other way."
2010, shall we say, is looking a little less schizophrenic. It may look little early to write a concluding
note on CRM for the year 2010 and this not a concluding note of the CRM success in the year 2010.
This article is to reinforce some of the winning edge points to ensure CRM success in the long run
seen and heard from our customers in our journey this year.
Consider the checklist below.
1: Get sponsorship from the top brass. If management doesn't believe in the new approach, why
should the employees? Implementing CRM requires working across organizational boundaries and
breaking down long-term siloed behaviors and attitudes. You can't do that by yourself! Many times
the difference between a successful CRM strategy and a huge waste of money is backing from the
2: Build a team. Prior to developing your CRM strategy or selecting your CRM software, form a
CRM team with representatives from each department to make sure colleagues' needs and concerns
are addressed. Too often companies neglect to include the correct stakeholders, and the initiative
fails to meet the needs of those tied to its results. Pick your CRM team wisely - everyone will need to
own the customer experience. Remember in forming the team, consider people, process, and
technology as all will be affected.
3: Define your business objectives? Your CRM strategy must be designed with your business
objectives and customer requirements in mind.
4: Identify who your customer is. Is there agreement on definition of "customer?" - The marketing
department of an automobile company might consider a "customer" to be a dealer, but the call
center might consider it to be a driver. Have consensus on this and other key definitions. Can you
identify your customers across multiple touch points (retail, call center, mail, catalog, web and email)?
5: Differentiate. Identify your customer segments - your high-value and high potential customers.
Know who you want to serve. Understand what that customer wants? Prioritize. What is the
customer worth and what is their potential worth?
6: Understand your Customers - what they want, and how they want it from you.
7: Agree on desired customer behaviors - build consensus on how you want customers to behave
differently and what the customer experience will be... from the customer's perspective. Design a
different customer experience for each customer segment.
8: Define customer experience goals. Articulate the customer experience. How should your
experience feel? Identify important business interactions e.g. high volume or high cost. Identify
interactions that are important to the customer - high involvement and high perceived importance.
Evaluate performance: How are these interactions currently handled by your company? Are there
opportunities for improvement? Focus on hot spots: Identify the areas that require your greatest
focus and will provide the greatest potential return.
Many companies don't have a good connection with customers. That's why firms should consider
developing a systematic approach for incorporating the needs of customers into the design of
customer experiences - ideally led by a senior officer who will act as the voice of the customer. The
key to developing a successful new customer experience is to develop a response to a customer
need that is unique, compelling, and adoptable. A response so attractive that customers are willing
to change long-standing, often deeply ingrained behavior.
9: Have an integrated customer strategy. Today interactive marketing is a fragmented discipline
in which marketers work with many different vendors to develop and execute marketing programs.
Recognize that disparate databases of customer information prevent companies from gaining a
holistic view of the customer throughout the organization. Break down those silos. Line of business
managers are often employing tactics that address products and not customers. That is because
they are still looking at accounts on file, rather than at customer relationships e.g. banks that send
two offers within a short time span - one that recommends consolidating their debt into a home
equity loan and the other that offers a balance transfer for their credit card.
10: Define and map data requirements - You'll need to know what customer data is necessary and
from what system it will originate. See your customer through the same lens. A firm understanding
of the level of customer data - account or household level - is critical. Do you plan to append
external data? If so, what types: household size, income, psychographics, ZIP, real estate
11: Standardize data. Various departments in your organization may see your customer quite
differently from another. Using one integrated set of analytical data throughout the company can
help executives to make key decisions about how much to invest in a particular customer.
12: Dialogue with your customers. Have a clear (and realistic) picture of who you are in the matter
of serving your customer. What do you value? What are you really selling them (are you reliable?
Are you the most creative?)? It's not just a list of products, you need to focus on what you're trying
to be to your customers. Make sure individuals are recognized at all contact points. Have you truly
customers. And ask customers how they want to interact with your company.
Keep your promises. Remind customers of promises kept and take responsibility for promises
unfulfilled. Respond quickly to customer queries. Whether they send an email or leave a message,
or come to the service counter, customers' time is precious.
13: Get personal. Customers hate to feel like the sales agent is reading to them from a script. Learn
your customers' personal needs and profiles and target your service to each individual. It will make
them feel important and that you value the relationship. In order to do this effectively, you need to
staff and empower your talent pool appropriately to deliver on the customer experience. To do this
effectively, focus on people, process and tools.
14: Develop success metrics - How will you know if your CRM program has been a success?
15: Create customer engagement programs (acquisition, growth and retention). Customer
engagement is a process, not an event. Too often retention is treated as a project, rather than a
Move your customers through the lifecycle... to maximize their value. Utilize business rules:
16: Collect Data - collect and use information from each customer interaction to make your chosen
customers more valuable to your enterprise. Can you identify behaviors, attitudes, needs,
propensities or intentions? Plan to clean your data regularly.
17: Test, test, test. Troubleshoot with test customers before making your services generally
available. Focus on ROI. Experiment with your Marketing.
18: Monitor the customer experience. Keep your eye on the prize. Measure the results and soothe
the inevitable hiccups. Walk a mile in your customers' shoes. Don't rely on complaints from
customers about how horrific it is to do business with you. Put yourself in their shoes by going
through the typical customer experience. It is amazing how many companies institute processes
and half heartedly mystery shop themselves. Once you suffer through what you dish out, you'll be
shocked into a more customer-centric mindset. Guaranteed.
19: Automate processes. Having customers enter their personal information on a Web site versus
providing it to an agent over the phone reduces the potential for human error. Also, customers may
feel uncomfortable revealing personal data like medical and financial information to another
20: Empower staff. Give front line staff the ability to please the customer. Too often they can't
make timely decisions nor can they present relevant offers - effectively facilitating customer
dissatisfaction and defection.
21: When buying any new CRM system, keep it simple. Don't buy what you don't need. The fewer
bells and whistles, the less time and money you'll need to devote to training. People don't like
change as it is; keeping things simple only makes the switchover that much easier. And train early
and train often.
22: Communicate your successes to the rest of the organization. Identify quick wins. Tackle the
smallest, easiest task straight away and save the hard stuff for later. Success early on gets the ball
rolling and motivates employees. Success can be contagious.
Too often, relationship programs are set up with the arrogant assumption that consumers should
be happy in a relationship where they just sit around and receive marketing messages. This is a
mistake. There needs to be a feeling of reciprocity by both parties (not to be confused with
economic parity). At the end of the day, you will want both the customer and the business to
perceive that they are getting more from the relationship than they are contributing. While the
company is most likely defining its benefits and costs in purely monetary terms. The customer is
more likely to be weighing more intangible aspects of the interaction. In any event, there is
satisfaction in both camps and the relationship is likely to go on. A win-win situation.
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