Home > Store

Accelerating Customer Relationships: Using CRM and Relationship Technologies

Register your product to gain access to bonus material or receive a coupon.

Accelerating Customer Relationships: Using CRM and Relationship Technologies

Book

  • Sorry, this book is no longer in print.
Not for Sale

About

Features

Description

  • Copyright 2001
  • Dimensions: 7" x 9-1/4"
  • Pages: 512
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-088984-9
  • ISBN-13: 978-0-13-088984-3

In Accelerating Customer Relationships, a world-renowned CRM expert demonstrates how to build knowledge "infostructures" that deliver breakthrough profitability and customer loyalty. Ronald S. Swift walks you step-by-step through integrating every customer touchpoint: retail, Web, call center, and beyond. Swift covers every aspect of enterprise-wide relationship management -- strategies, processes, partnerships, platforms, software, methodologies, and more. Through practical examples and case studies, Swift demonstrates how to use today's CRM and data warehousing technologies to identify your most profitable customers, find more just like them, and drive unprecedented rates of customer loyalty and profitability. Learn how to build a complete infostructure and Active Data Warehouse to support real-time decision support and marketing -- and discover the key factors associated with a successful CRM deployment. From calculating the economic value of CRM projects to gaining the benefits of profiling without compromising customer privacy, Ronald S. Swift shows how to get the job done -- before your competitors do!

Sample Content

Table of Contents



1. Managing Customer Relationships 1:1

Foundations of the Past Drive Our Future. The Major Types of Customers. Who Really Knows Their Customers? Keeping the Customers You Have. How You Serve Your Customers Is a Major Competitive Differentiator. Defining Customer Relationship Management. Some Companies Do CRM Naturally. Targeting Profitable Customers. Positioning Is the Key to Success in Business. Who Owns the Customer? Changes in Customer Positioning. Using Data Better Enables You to Manage Relationships with Your Customers. CRM Is Easy for Small Companies. Large Companies Must Succeed at CRM. CRM Is Not Easy for Many Companies. Costs and Benefits of Relationship Management. Who Is Responsible for CRM? Why This Book Is for You! Are You Ready for CRM? Marketing Communications Strategies. The Power of Relationship Optimization. Management Considerations.



2. Defining Your CRM Process.

Why Create a Process for CRM? CRM As a "Process"—Not a Project. Major Objectives and Benefits of a CRM Process. From Product Focus to Customer Focus. The Business View of a Marketing Process. The CRM Organization's Structure. Integration of Business, Information, People, Process, and Technology. Successful Excellence: Israel's Pele-Phone. Data Warehouse Requirements Definition. Management Considerations.



3. The Role of Information Technology.

The Change from Data to Relationships. Six Key Enterprise Priorities. Four Stages of Knowledge Maturity. Integrating the Business Functions and Info-Structure Provides the Foundation. The Enterprise Opportunity. Preparing for Cultural and Idea Interchanges. The Role of Technology in Driving Customer Retention and Profitability. Enabling Customer Retention and Higher Profits. Who Are Your Customers? CRM Enables Customer Segmentation. Data Data Everywhere. Enabling the New Marketing Litany: The Four Cs. Customer Retention. Knowing the Customer and Using Cross-selling. Enabling Target Marketing. The Importance of Enabling Technologies. The Emergence of Relationship Technologies. Excellence in Business Transformation: Hallmark Cards. Management Considerations.



4. Learning from Information: Data Mining.

The World of Learning from Information Itself. The Role of Data Mining. Electronic Commerce. Operationalizing the Customer-Centric Data Warehouse. The Data Mining Process. Using Data Mining and Modeling for Business Problems. Selection Criteria for Data Mining Technologies. Management Considerations.



5. The Stages of Growth for CRM and Data Warehouse.

The Six Stages of Growth. Categorizing Analytical Approaches. The Types of Decision Support. Managing the "Stages of Growth" in Customer-Centric Enterprise Info-Structure Environment. The Info-Structure or Framework. DW Successes from Long-Term Detailed Historical Enterprise Data. Any Question—At Anytime—of Any Data—from Any Level of Business. Mature Data Warehousing and CRM Decision Support. CRM and the Stages of Growth for Customer-Centricity. Management Considerations.



6. Data Warehouse Methodology.

The Proof Is in the Experience. The Planning Phase. The Design and Implementation Phase. Usage, Support and Enhancement Phase. How to Achieve a High Degree of Scalability. Management Considerations.



7. Building the CRM Data Warehouse and Info-Structure.

Defining Your Timeframes and Objectives. Defining a DW Framework and Building a Data Warehouse. Building a Data Warehouse in 100 Days. Phase 1: Analysis & Design. Phase 2: Implementation. Phase 3: Reports, Queries, and Analytical Uses.



8. Critical Success Factors for CRM and DW.

Strategic "IT and Business" Enterprise CSFs. Information Infra-Structure CSFs. Guidelines for Success—Knowing Your Providers. Seven Rules for Discussions with CRM Solution Providers. Business Questions and Issues. Information Technology Questions. Business Users' Questions. Red Flags. Management Considerations.



9. Data Privacy: Ensuring Confidence.

The Need for Data Privacy. Guidelines—The OECD Principles. Online Privacy Alliance. The Emerging “P3P Standard.” European Legislation.The Approach to Privacy in Data Warehousing. Opportunity for Enhanced Customer Relationship Management. Building Privacy into the Data Warehouse. Management Considerations.



10. Implementing Privacy and Customer Views.

Applying the Privacy Policies to a Data Warehouse for CRM. Opportunities for Managing Your Customers. P3P Adoption Scenario: Retail Data Warehouse. Enhanced Personal Data. Potential Marketing Initiatives. Using Privacy Views to Implement Privacy in a CRM Environment.



11. The @ctive Data Warehouse.

A New Breed of Decision Support. Knowing Differences—Old World Versus Active Info-Structures. First Generation Implementations—The Refreshment Cycle. Current Generation Data Warehouse Implementations. Learn by Having Very Detailed CRM Data About Customers. The @ctive Data Warehouse Strategy. Web-Based Business Opportunities. Paving the Future for Knowledge Commerce. Coming of Age in the New Age of E-Commerce. E-commerce and E-business. Excellence in Business Transformation: Delta Air Lines Takes Off Using Advanced @ctive Data Warehousing for CRM. Management Considerations.



12. The Economic Value of CRM.

One-to-One Marketing. Anticipated Results of CRM—Key Assumptions and Verifications. How to Get Your Economics Around CRM. The Payback from Detailed Information and the Cost of Not Having It. Advancing Toward Strategic Economics of CRM. Management Considerations.



13. The Strategic View of Data Warehousing and CRM.

Sustainable Competitive Advantage (SCA). The Eternal Struggle of Business. Strategic Thinking. Data Warehousing and Strategic Thinking. A Rising-Tide Strategy. Data Warehousing and the Strategic Paradox. Data Warehousing and Maneuverability. Management Considerations.



14. How Companies Succeed Using CRM, Data Warehousing, and Relationship Technologies.

The Financial Services Industry. The Manufacturing and Distribution Industries. The Retail Industry. The Airline and Tourism Industries. The Ground Transportation Industry. The Telecommunications Industry. The Health Insurance Industry. The Entertainment Industry. Management Considerations.



15. Studies of Communications Industry Implementations.

The Oshita Research Project—Focus on Knowledge. Four-Phase Technique for Research in CRM. The Communications Industry—A Review. Research Findings. Understanding Strategic Horizons. Management Considerations.



Appendix A: Author's End Notes and Acknowledgments.


Appendix B: Bibliography/References.


Index.

Preface

Preface

Corporations that achieve high customer retention and high customer profitability aim for:

The right product (or service),
to the right customer,
at the right price,
at the right time,
through the right channel,
to satisfy the customer's need or desire.

Information Technology—in the form of sophisticated databases fed by electronic commerce, point-of-sale devices, ATMs, and other customer touch points—is changing the roles of marketing and managing customers. Information and knowledge bases abound and are being leveraged to drive new profitability and manage changing relationships with customers.

The creation of knowledge bases, sometimes called data warehouses or Info-Structures, provides profitable opportunities for business managers to define and analyze their customers' behavior to develop and better manage short- and long-term relationships.

Relationship Technology will become the new norm for the use of information and customer knowledge bases to forge more meaningful relationships. This will be accomplished through advanced technology, processes centered on the customers and channels, as well as methodologies and software combined to affect the behaviors of organizations (internally) and their customers/channels (externally).

We are quickly moving from Information Technology to Relationship Technology. The positive effect will be astounding and highly profitable for those that also foster CRM.

At the turn of the century, merchants and bankers knew their customers; they lived in the same neighborhoods and understood the individual shopping and banking needs of each of their customers. They practiced the purest form of Customer Relationship Management (CRM). With mass merchandising and franchising, customer relationships became distant. As the new millennium begins, companies are beginning to leverage IT to return to the CRM principles of the neighborhood store and bank.

The customer should be the primary focus for most organizations. Yet customer information in a form suitable for marketing or management purposes either is not available, or becomes available long after a market opportunity passes, therefore CRM opportunities are lost.

Understanding customers today is accomplished by maintaining and acting on historical and very detailed data, obtained from numerous computing and point-of-contact devices. The data is merged, enriched, and transformed into meaningful information in a specialized database. In a world of powerful computers, personal software applications, and easy-to-use analytical end-user software tools, managers have the power to segment and directly address marketing opportunities through well managed processes and marketing strategies.

This book is written for business executives and managers interested in gaining advantage by using advanced customer information and marketing process techniques. Managers charged with managing and enhancing relationships with their customers will find this book a profitable guide for many years. Many of today's managers are also charged with cutting the cost of sales to increase profitability.

All managers need to identify and focus on those customers who are the most profitable, while, possibly, withdrawing from supporting customers who are unprofitable.

The goal of this book is to help you:

  • identify actions to categorize and address your customers much more effectively through the use of information and technology,
  • define the benefits of knowing customers more intimately, and
  • show how you can use information to increase turnover/revenues, satisfaction, and profitability.

The level of detailed information that companies can build about a single customer now enables them to market through knowledge-based relationships. By defining processes and providing activities, this book will accelerate your CRM "learning curve," and provide an effective framework that will enable your organization to tap into the best practices and experiences of CRM-driven companies (in Chapter 14).

In Chapter 6, you will have the opportunity to learn how to (in less than 100 days) start or advance, your customer database or data warehouse environment.

This book also provides a wider managerial perspective on the implications of obtaining better information about the whole business. The customer-centric knowledge-based info-structure changes the way that companies do business, and it is likely to alter the structure of the organization, the way it is staffed, and, even, how its management and employees behave.

Organizational changes affect the way the marketing department works and the way that it is perceived within the organization. Effective communications with prospects, customers, alliance partners, competitors, the media, and through individualized feedback mechanisms creates a whole new image for marketing and new opportunities for marketing successes.

Chapter 14 provides examples of companies that have transformed their marketing principles into CRM practices and are engaging more and more customers in long-term satisfaction and higher per-customer profitability.

In the title of this book and throughout its pages I have used the phrase "Relationship Technologies" to describe the increasingly sophisticated data warehousing and business intelligence technologies that are helping companies create lasting customer relationships, therefore improving business performance. I want to acknowledge that this phrase was created and protected by NCR Corporation and I use this trademark throughout this book with the company's permission. Special thanks and credit for developing the Relationship Technologies concept goes to Dr. Stephen Emmott of NCR's acclaimed Knowledge Lab in London.

As time marches on, there is an ever-increasing velocity with which we communicate, interact, position, and involve our selves and our customers in relationships.

To increase your Return on Investment (ROI), the right information and relationship technologies are critical for effective Customer Relationship Management. It is now possible to:

  • know who your customers are and who your best customers are
  • stimulate what they buy or know what they won't buy
  • time when and how they buy
  • learn customers' preferences and make them loyal customers
  • define characteristics that make up a great/profitable customer
  • model channels are best to address a customer's needs
  • predict what they may or will buy in the future
  • keep your best customers for many years

This book features many companies using CRM, decision-support, marketing databases, and data-warehousing techniques to achieve a positive ROI, using customer-centric knowledge-bases.

Success begins with understanding the scope and processes involved in true CRM and then initiating appropriate actions to create and move forward into the future. Walking the talk differentiates the perennial ongoing winners. Reinvestment in success generates growth and opportunity.

Success is in our ability to learn from the past, adopt new ideas and actions in the present, and to challenge the future.

Respectfully,

Ronald S. Swift
Dallas, Texas
June 2000

Updates

Submit Errata

More Information

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.

Overview


Pearson Education, Inc., 221 River Street, Hoboken, New Jersey 07030, (Pearson) presents this site to provide information about products and services that can be purchased through this site.

This privacy notice provides an overview of our commitment to privacy and describes how we collect, protect, use and share personal information collected through this site. Please note that other Pearson websites and online products and services have their own separate privacy policies.

Collection and Use of Information


To conduct business and deliver products and services, Pearson collects and uses personal information in several ways in connection with this site, including:

Questions and Inquiries

For inquiries and questions, we collect the inquiry or question, together with name, contact details (email address, phone number and mailing address) and any other additional information voluntarily submitted to us through a Contact Us form or an email. We use this information to address the inquiry and respond to the question.

Online Store

For orders and purchases placed through our online store on this site, we collect order details, name, institution name and address (if applicable), email address, phone number, shipping and billing addresses, credit/debit card information, shipping options and any instructions. We use this information to complete transactions, fulfill orders, communicate with individuals placing orders or visiting the online store, and for related purposes.

Surveys

Pearson may offer opportunities to provide feedback or participate in surveys, including surveys evaluating Pearson products, services or sites. Participation is voluntary. Pearson collects information requested in the survey questions and uses the information to evaluate, support, maintain and improve products, services or sites, develop new products and services, conduct educational research and for other purposes specified in the survey.

Contests and Drawings

Occasionally, we may sponsor a contest or drawing. Participation is optional. Pearson collects name, contact information and other information specified on the entry form for the contest or drawing to conduct the contest or drawing. Pearson may collect additional personal information from the winners of a contest or drawing in order to award the prize and for tax reporting purposes, as required by law.

Newsletters

If you have elected to receive email newsletters or promotional mailings and special offers but want to unsubscribe, simply email information@informit.com.

Service Announcements

On rare occasions it is necessary to send out a strictly service related announcement. For instance, if our service is temporarily suspended for maintenance we might send users an email. Generally, users may not opt-out of these communications, though they can deactivate their account information. However, these communications are not promotional in nature.

Customer Service

We communicate with users on a regular basis to provide requested services and in regard to issues relating to their account we reply via email or phone in accordance with the users' wishes when a user submits their information through our Contact Us form.

Other Collection and Use of Information


Application and System Logs

Pearson automatically collects log data to help ensure the delivery, availability and security of this site. Log data may include technical information about how a user or visitor connected to this site, such as browser type, type of computer/device, operating system, internet service provider and IP address. We use this information for support purposes and to monitor the health of the site, identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents and appropriately scale computing resources.

Web Analytics

Pearson may use third party web trend analytical services, including Google Analytics, to collect visitor information, such as IP addresses, browser types, referring pages, pages visited and time spent on a particular site. While these analytical services collect and report information on an anonymous basis, they may use cookies to gather web trend information. The information gathered may enable Pearson (but not the third party web trend services) to link information with application and system log data. Pearson uses this information for system administration and to identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents, appropriately scale computing resources and otherwise support and deliver this site and its services.

Cookies and Related Technologies

This site uses cookies and similar technologies to personalize content, measure traffic patterns, control security, track use and access of information on this site, and provide interest-based messages and advertising. Users can manage and block the use of cookies through their browser. Disabling or blocking certain cookies may limit the functionality of this site.

Do Not Track

This site currently does not respond to Do Not Track signals.

Security


Pearson uses appropriate physical, administrative and technical security measures to protect personal information from unauthorized access, use and disclosure.

Children


This site is not directed to children under the age of 13.

Marketing


Pearson may send or direct marketing communications to users, provided that

  • Pearson will not use personal information collected or processed as a K-12 school service provider for the purpose of directed or targeted advertising.
  • Such marketing is consistent with applicable law and Pearson's legal obligations.
  • Pearson will not knowingly direct or send marketing communications to an individual who has expressed a preference not to receive marketing.
  • Where required by applicable law, express or implied consent to marketing exists and has not been withdrawn.

Pearson may provide personal information to a third party service provider on a restricted basis to provide marketing solely on behalf of Pearson or an affiliate or customer for whom Pearson is a service provider. Marketing preferences may be changed at any time.

Correcting/Updating Personal Information


If a user's personally identifiable information changes (such as your postal address or email address), we provide a way to correct or update that user's personal data provided to us. This can be done on the Account page. If a user no longer desires our service and desires to delete his or her account, please contact us at customer-service@informit.com and we will process the deletion of a user's account.

Choice/Opt-out


Users can always make an informed choice as to whether they should proceed with certain services offered by InformIT. If you choose to remove yourself from our mailing list(s) simply visit the following page and uncheck any communication you no longer want to receive: www.informit.com/u.aspx.

Sale of Personal Information


Pearson does not rent or sell personal information in exchange for any payment of money.

While Pearson does not sell personal information, as defined in Nevada law, Nevada residents may email a request for no sale of their personal information to NevadaDesignatedRequest@pearson.com.

Supplemental Privacy Statement for California Residents


California residents should read our Supplemental privacy statement for California residents in conjunction with this Privacy Notice. The Supplemental privacy statement for California residents explains Pearson's commitment to comply with California law and applies to personal information of California residents collected in connection with this site and the Services.

Sharing and Disclosure


Pearson may disclose personal information, as follows:

  • As required by law.
  • With the consent of the individual (or their parent, if the individual is a minor)
  • In response to a subpoena, court order or legal process, to the extent permitted or required by law
  • To protect the security and safety of individuals, data, assets and systems, consistent with applicable law
  • In connection the sale, joint venture or other transfer of some or all of its company or assets, subject to the provisions of this Privacy Notice
  • To investigate or address actual or suspected fraud or other illegal activities
  • To exercise its legal rights, including enforcement of the Terms of Use for this site or another contract
  • To affiliated Pearson companies and other companies and organizations who perform work for Pearson and are obligated to protect the privacy of personal information consistent with this Privacy Notice
  • To a school, organization, company or government agency, where Pearson collects or processes the personal information in a school setting or on behalf of such organization, company or government agency.

Links


This web site contains links to other sites. Please be aware that we are not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave our site and to read the privacy statements of each and every web site that collects Personal Information. This privacy statement applies solely to information collected by this web site.

Requests and Contact


Please contact us about this Privacy Notice or if you have any requests or questions relating to the privacy of your personal information.

Changes to this Privacy Notice


We may revise this Privacy Notice through an updated posting. We will identify the effective date of the revision in the posting. Often, updates are made to provide greater clarity or to comply with changes in regulatory requirements. If the updates involve material changes to the collection, protection, use or disclosure of Personal Information, Pearson will provide notice of the change through a conspicuous notice on this site or other appropriate way. Continued use of the site after the effective date of a posted revision evidences acceptance. Please contact us if you have questions or concerns about the Privacy Notice or any objection to any revisions.

Last Update: November 17, 2020