The CRM Handbook: A Business Guide to Customer Relationship Management

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Overview

Praise for The CRM Handbook

“Want to avoid being one of the estimated 70 percent of companies who have tried implementing standalone CRM systems and failed? Confused by what your IT suppliers are telling you about ‘CRM’? Then you need to read this book! Jill provides acomprehensive, practical, and easy to understand view of CRM and shows you how to successfully implement an enterprise customer-focused solution.”

Kevin Bubeck
Director, North America Information Strategy, Coca-Cola

“CRM could be viewed as the ERP of the 2000s. As such, there will be multiple winners and losers as the marketplace places some large and strategic bets on this technology. In any case, Jill Dyché has captured the importance of the concepts and value derived through CRM solutions. Those needs will evolve, of course, but companies will always need the basics that have been discussed.”

Brian Berliner
Co-founder & EVP, Product Development, Acies Networks

“The CRM Handbook provides information for the business person who is trying to understand CRM and how it can effect his/her business. It goes beyond the hype of the acronym and dives into the real issues that a company needs to consider before implementing a CRM solution.”

Joy Blake Scott
Director, Marketing and Communications, Fastwater, LLP

“I haven’t read anything that has such a practical approach. I view the book as having multiple benefits. It gives a good definition of CRM functionality but also gives detailed guidance of how to approach CRM in your organization.”

Francine Frazer
Principal Consultant, Net Perceptions

“Even better than defining CRM, Jill took on all of the hyperlanguage around CRM and clearly differentiated the various incarnations of CRM. It’s also usefulto know what can go wrong and the potential affects of such missteps. Too few authors level with readers about pitfalls!”

Linda McHugh
Director, Professional Services, Cygent Inc.

“The guides based on the business tools that Jill uses with her own clients are fabulous.”

Robin Neidorf
President, Electric Muse/Clio’s, Pen Research & Interpretation, Inc.

“The language is easy to read and easy to understand. Terms were well explained so that someone with no prior CRM experience could easily understand the text.”

Marcia Robinson
President, e-Business Strategies

“An excellent study into what defines today’s best practices in the CRM industry.”

Gareth Herschel
Senior Research Analyst, Gartner Research

“Jill writes very well. Her writing communicates subjects and topics in a very easy to understand way. At times, I felt like I was listening to her speak or discussing a subject. She is a good communicator! Jill did a very good job of covering all subject areas on the different topics of CRM. I am most impressed with Jill on pointing out all the possible mistakes and creating ‘lessons learned’ advice which most authors frequently omit.”

Mary Chan
Information Management Consultant, Kagiso Inc.

“Jill Dyché's The CRM Handbook is a good read for CRM novices and seasoned practitioners alike. Dyché's well-written, pragmatic approach to understanding CRM's evolution and purpose is a map to a successful CRM program. Dyché uncovers the truth behind the CRM software vendor hype, highlights some common roadblocks to CRM project development, and describes how to delineate and prioritize CRM initiatives.”

–Don Peppers
Partner, Peppers and Rogers Group

To compete in today's competitive marketplace, customer focus is no longer simply nice to have–it's a fundamental mandate. This book is a manager's best friend, providing both a primer and a how-to guide to defining and implementing Customer Relationship Management. It shows you:

  • The various roles CRM plays in business, and why it's more important than ever
  • The range of CRM applications and uses, from sales force automation to campaign management to e-CRM and beyond
  • The context of some of the popular CRM buzzwords
  • The differences between CRM and business intelligence, and why they're symbiotic
  • Why the customer-relationship failure rate is so high, and how to avoid becoming another CRM statistic
  • Case studies of visionary companies who've done CRM the right way

“We read this book at a time when we were relooking at our customer information strategy. One of the first things I had to do was ban the term ‘CRM’ from the project because of the vendor and industry hype and the confusion it created within the team. Jill’s book provides a strategic look at the topic from both a business and IT perspective. The insights she provides allowed me to focus on the strategic issues planning an enterprise-wide, customer-focused solution. And yes we are once again using the term ‘CRM’.”

Kevin Bubeck
Director, North America Information Strategy, Coca-Cola

“Jill is one of the few people who has been at the forefront of every stage of CRM development, from the early days of data warehousing, through business re-engineering, to sales force automation and e-CRM. This makes her uniquely qualified to write about how it should all come together. The reader will be rewarded with advice drawn from real-world experience–both successes and failures. I shudder to think at the dollars that have been wasted over the years on CRM projects and how much will be wasted in the future by executives who won't read The CRM Handbook.”

Brian Hoover
President, TouchScape™ Corporation

“The CRM Handbook provides an outstanding roadmap for putting human contact–relevant, accurate, informed human contact–back at the heart of the business-customer relationship. That's the challenge and the sole goal of Customer Relationship Management.”

Charles D. Morgan
CEO and Company Leader
Axiom Corporation

“Jill Dyché has produced a wide-screen, comprehensive picture of CRM that also focuses on key issues that matter to CRM users. This book is written for those who are time-constrained and quick on the uptake–everyone from the CEO to the marketers and technologists who will evaluate, implement, and benefit from CRM initiatives.”

Peter Heffring
President, CRM Division, NCR Teradata

“Jill has masterfully compiled scenarios, resources, references, definitions, and insightful recommendations about how to remain customer-focused across the enterprise functions. The book can be used as an educational tool, reference guide, and resource for short-listing technologies to evaluate.”

John Earle
President, Chant Inc.

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Editorial Reviews

Booknews
Provides a primer and how-to guide for implementing customer relationship management (CRM), offering scenarios, definitions, and recommendations. Chapters for executives, project managers, and businesspeople explain the components of CRM and how they can be used. Material on CRM planning and implementation is geared toward project managers, consultants, business analysts, and technical practitioners. Areas discussed include CRM in marketing, customer service, and e- business, sales force automation, analytical CRM, planning and managing a CRM project, and some common stumbling blocks. Dych<'e> is vice president of a management consulting firm specializing in the design and use of customer databases. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

Meet the Author

Jill Dyché is principal consultant with Baseline Consulting Group, which provides management consulting & technology implementation services to Fortune 500 companies. She has recently spearheaded several of Baseline Consulting's projects centered on CRM implementation and readiness. A frequent speaker at CRM and e-Business conferences and user groups, she is author of e-Data: Turning Data Into Information With Data Warehousing (Addison-Wesley).

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Read an Excerpt

On one of those preternaturally warm spring afternoons, when many of their colleagues had forsaken them for the beach, around 500 conference attendees packed themselves into a hall at the Los Angeles Convention Center to hear about Customer Relationship Management. A group of high-profile experts was assembling to deliver a heralded panel discussion on the current and future state of the CRM market. Attendance swelled to standing room only.

On the panel were executives from both established and emerging CRM vendors. One panelist headed a company that sold an Internet storefront product. Another ran a sales-force automation company. A third represented a major database vendor. There was a call center system vice president and, to his left, a chief privacy officer. At the end of the line sat a renegade technology analyst.

As they began talking, it became clear that each of the panelists had a different perspective on CRM. The president of the database company talked at length about connecting databases to applications, after the privacy officer had finished weighing in on the risks of opt-in marketing. The call center executive discussed new advances in live chat. The analyst inveighed against CRM vendors who didn't offer sufficient analytics, making a few of his co-panelists shift in their chairs.

In fact, the discussion topics were so far removed from one another that the panelists might as well have been speaking different languages. As the moderator quickly learned, integrating the discussion in any meaningful way was a more significant undertaking than a mere hour would allow. As with the CRM marketplace, there was no holistic message—just differentconversations. Shuffling out of the

auditorium, none of the attendees left with a clear CRM vision they could take back to work and begin promoting.

Nevertheless, we all have our eyes on the CRM ball. Aberdeen Group's "Customer Relationship Management: Year 2000 Edition" report predicts the CRM market will grow from $8 billion in 1999 to more than $24 billion by 2003. Such pronouncements—and there are many—represent sufficient ammunition for many companies to target CRM before thoroughly scoping it.

The problem is the noise. Companies worldwide are declaring themselves "customer-focused" and forking over millions of dollars on CRM-related technologies. Over-hyped vendor products clash with varied interpretations of CRM objectives, leading many companies to simply automate ineffective marketing and customer support processes. And because many of these processes rely on sporadically gathered data and shoddy business practices ("I can't help you; you'll have to talk to our billing department—and they're closed"), these firms were no closer to building solid customer relationships than prior to adopting CRM.

Likewise, customers have more choices than ever before, and a vendor's arch competitor is often—as the current sound bite goes—just a mouse-click away. Without customers, products don't sell and revenues don't materialize. And without establishing customer loyalty, a profitable customer can be as fleeting as a dot-com Web site. Suddenly, customers matter.

Thus, banks have succeeded in automating their marketing processes and calculating customer value. Communications companies are busy trying to reduce churn. Retailers and e-tailers alike are launching customer loyalty programs with alarming speed. And everyone has an Internet strategy for stimulating purchases. The only thing many of these forward-thinking companies have in common is their struggle to separate the truth from the hype.

This book seeks to mitigate the spin rampant in the CRM marketplace, first by defining CRM and its various components and then by providing a guide to successful delivery of a CRM program. It will serve both as a resource, defining and illustrating key CRM concepts, and as a field guide, directing you in the best approaches for adopting and implementing your own CRM solution. In the latter role, the Handbook points out mistakes as well as successes, allowing you to learn from those who fell too early for the hype ("We're your one-stop CRM shop!"). In the former role, it will help clear the clutter and provide straightforward explanations of the various types of CRM, as well as how they can work together.

And, like a good CRM initiative, the book revolves around the customer's experience. After all, no matter how informative the material or how knowledgeable the source, the message should always be geared toward the right audience. CRM conference panel organizers, take note! How to Read This Book

This book is written for a wide range of readers, from executives to practitioners. Part 1 is geared toward executives, project managers, and businesspeople interested in understanding the components of CRM and their definitions, as well as how those components are being used. Part 2 is for project managers, consultants, business analysts, and technical practitioners who need practical tips on CRM planning and implementation.

Readers with specific areas of interest can skip to individual chapters. Table I-1 briefly explains each chapter and its audience focus. Table I-1: The Handbook's Chapters and Their Intended Audiences

Part 1. Defining CRM Part 1 explains types of CRM—offering real-life examples of how businesses are using them—and explains how they fit together.
Chapter Description Intended Audience
Chapter 1: Hello, Goodbye. The New Spin on Customer Loyalty Introduces CRM's value proposition from a business perspective and explains why companies are rushing to jump on the CRM bandwagon. Any reader needing an introduction to CRM and its role in business strategy should read this chapter.
Chapter 2: CRM in Marketing Explores marketing's recent history and transition from product focus to customer focus to the latest craze: improving the customer's experience. For executives in charge of planning and funding customer loyalty, acquisition, and retention programs and for marketing staff, including product, segment, and campaign managers. Sales management might consider starting here prior to reading Chapter 4.
Chapter 3: CRM and Customer Service Covers why customer service is the locus of most CRM programs and how new customer service strategies and technologies promise to enhance customer loyalty—not to mention a company's revenues. Customer support staff members at all levels will enjoy comparing their company contact center environments with the best practices outlined in this chapter. Also of interest to marketing staff looking at other customer touchpoints.
Chapter 4: Sales Force Automation The birthplace of CRM, SFA includes a variety of tactical and strategic functions. This chapter goes from managing customer leads and accounts to sharing customer knowledge via wireless media. Sales managers and sales reps alike can use this chapter as a benchmark for how they're managing their customer contacts and leads. Also valuable for field service personnel.
Chapter 5: CRM in e-Business Given the challenges e-business presents, this chapter discusses where the customer fits in the supply chain for both B2B and B2C relationships. Managers and developers responsible for delivering e-business, particularly eCRM, as well as users and developers of ERP and supply chain management systems.
Chapter 6: Analytical CRM Analytical CRM leverages the data gathered from cross-functional customer touchpoints to help companies make strategic decisions. This chapter covers the risks and rewards of analyzing and acting on new customer knowledge. For business people for whom decision support is a critical job function, as well as data analysts using sophisticated predictive techniques. Also helpful for marketing managers who rely on data analysis for launching new programs.
Part 2. Delivering CRM Part 2 describes the key components of a CRM program and offers examples and checklists for ensuring they are performed thoroughly and in the right sequence to mitigate risk and ensure successful CRM delivery.
Chapter 7: Planning Your CRM Program Explains how to evaluate your company against CRM critical success factors. This chapter also describes how to gauge the complexity of your CRM initiative and how that complexity determines a range of planning and development activities, including requirements gathering and ROI calculation. For business analysts and consultants who will be gathering and documenting CRM requirements, as well as project managers who will be charged with translating them into a working CRM system. Also helpful for CRM sponsors and end users who must understand the tasks and resources necessary in CRM planning.
Chapter 8: Choosing Your CRM Tool Discusses CRM technology software features and explains requirements-driven technology selection. This chapter contains checklists and interview questions for both CRM software vendors and application services providers (ASPs). For IT executives and project managers charged with leading CRM technology selection efforts, as well as stakeholders who need to understand CRM technology-selection best practices. The vendor evaluation questions might help vendors better prepare for prospect and client presentations.
Chapter 9: Managing Your CRM Project Describes how to delineate, prioritize, and staff CRM projects and highlights some common roadblocks to successful development. Discusses establishing success metrics and measuring against them, and includes a CRM Implementation Roadmap. Technical staff, CRM development team members, and project managers will be interested in the roles integral to CRM projects, as will CRM stakeholders who want to learn more about where to begin.
Chapter 10: Your CRM Future This chapter introduces some of the main roadblocks known to sabotage CRM programs. It also covers some controversial CRM trends. Business sponsors and project managers interested in ensuring the success of their CRM programs, as well as business users who want a preview of CRM features on the horizon.
Further Reading A compendium of books, magazines, journals and Web sites to aid readers in their CRM research.
Glossary Definitions for the CRM-related terms used throughout the book, as well as coverage of some current business and technology buzzwords.

Toward the end of the content chapters, you'll find a "Checklist for Success," describing the best practices involved in achieving the objectives discussed in that chapter. (If you're underway with CRM, use this checklist as a tool to perform gap analysis against your current project.) In addition, because CRM is inherently a business management initiative, each chapter concludes with a section titled "The Manager's Bottom Line," summarizing the discussion for managers and executives who might be sponsoring CRM in their companies.

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Table of Contents

Acknowledgments.

About the Author.

Introduction.

I. DEFINING CRM.

1. Hello, Goodbye: The New Spin on Customer Loyalty.

The Cost of Acquiring Customers.

From Customer Acquisition to Customer Loyalty.

. . . to Optimizing the Customer Experience.

How the Internet Changed the Rules.

What's In a Name?

CRM and Business Intelligence.

The Manager's Bottom Line.

2. CRM in Marketing.

From Product to Customer: A Marketing Retrospective.

Target Marketing.

Relationship Marketing and One-to-One.

Campaign Management.

CRM Marketing Initiatives.

Cross-Selling and Up-Selling.

Customer Retention.

Behavior Prediction.

Customer Profitability and Value Modeling.

Channel Optimization.

Personalization.

Event-Based Marketing.

Customer Privacy--One-to-One's Saboteur?

A Marketing Automation Checklist for Success.

CASE STUDY: Eddie Bauer.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

The Manager's Bottom Line.

3. CRM and Customer Service.

The Call Center and Customer Care.

The Contact Center Gets Automated.

Call Routing.

Contact Center Sales Support.

Web-based Self-Service.

Customer Satisfaction Measurement.

Call-Scripting.

Cyberagents.

Workforce Management.

A Customer Service Checklist for Success.

CASE STUDY: Juniper Bank.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

The Manager's Bottom Line.

4. Sales Force Automation.

Sales Force Automation: The Cradle of CRM.

Today's SFA.

Sales Process/Activity Management.

Sales and Territory Management.

Contact Management.

Lead Management.

Configuration Support.

Knowledge Management.

SFA and Mobile CRM.

From Client/Server to the Web.

SFA Goes Mobile.

Field Force Automation.

An SFA Checklist for Success.

CASE STUDY: Hewlett Packard.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

The Manager's Bottom Line.

5. CRM in e-Business.

eCRM Evolving.

Multichannel CRM.

CRM in B2B.

Enterprise Resource Planning.

Supply Chain Management.

Supplier Relationship Management.

Partner Relationship Management.

An e-Business Checklist for Success.

The Manager's Bottom Line.

6. Analytical CRM.

The Case for Integrated Data.

A Single Version of the Customer Truth.

CRM and the Data Warehouse.

Enterprise CRM Comes Home to Roost.

The Major Types of Data Analysis.

OLAP.

Where Theory Meets Practice: Data Mining in CRM.

Clickstream Analysis.

Personalization and Collaborative Filtering.

An Analysis Checklist for Success.

CASE STUDY: Union Bank of Norway.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

The Manager's Bottom Line.

II. DELIVERING CRM.

7. Planning Your CRM Program.

Defining CRM Success.

From Operational to Enterprise: An Implementation Scenario.

Determining CRM Complexity.

Preparing the CRM Business Plan.

Defining CRM Requirements.

Cost-Justifying CRM.

Understanding Business Processes.

BPR Redux: Modeling Customer Interactions.

Analyzing Your Business Processes.

CASE STUDY: Verizon.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

A CRM Readiness Checklist for Success.

The Manager's Bottom Line.

8. Choosing Your CRM Tool.

Maintaining a Customer Focus: Requirements-Driven Product Selection.

Defining CRM Functionality.

Narrowing Down the Technology Choices.

Defining Technical Requirements.

Talking to CRM Vendors.

Negotiating Price.

Checking References.

Other Development Approaches.

Homegrown CRM.

Using an ASP.

A CRM Tool Selection Checklist for Success.

CASE STUDY: Harrah's Entertainment.

What They Did.

The Challenges.

Good Advice.

The Golden Nugget.

The Manager's Bottom Line.

9. Managing Your CRM Project.

A Pre-Implementation Checklist.

The CRM Development Team.

CRM Implementation.

Scoping and Prioritizing CRM Projects.

A CRM Implementation Roadmap.

Business Planning.

Architecture and Design.

Technology Selection.

Development.

Delivery.

Measurement.

Putting the Projects Together.

A CRM Implementation Checklist . . . for Failure.

The Manager's Bottom Line.

10. Your CRM Future.

Making the Pitch: Selling CRM Internally.

CRM Roadblocks.

The Four Ps.

Process.

Perception.

Privacy.

Politics.

Other CRM Saboteurs.

Lack of CRM Integration.

Poor Organizational Planning.

Demanding Customers.

Customer Service That's Really Bad.

Looking Toward the Future.

The Customer as SME.

The Rise of Intermediaries.

Digital and Broadband Revolutionize Advertising.

The Threat and Promise of Customer Communities.

CRM Goes Global.

The Coming CRM Backlash?

The Manager's Bottom Line.

Further Reading.

Glossary.

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