Download CRM Unplugged: Releasing CRM's Strategic Value by Doug Turk, Philip Bligh PDF

By Doug Turk, Philip Bligh

This e-book presents thought-provoking and sensible suggestion approximately find out how to force sustainable company effect from customer-facing tasks. the recommendation is predicated on a cautious combination of good comprehend frameworks from leaders like Professor Michael Porter and years of expertise from the authors and major organisations. The descriptions of ways to take advantage of CRM to extend aggressive virtue and increase profitability are fairly interesting, as they raise CRM from a enterprise initiatve to a enterprise imperative.

The authors have integrated lots of examples of genuine global successes and screw ups, and consequently hold the booklet rooted in useful and actionable directions. I hugely suggest this publication for CRM rookies and specialists and for technical and enterprise execs, as there's very important suggestion in the following for everybody.

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Additional info for CRM Unplugged: Releasing CRM's Strategic Value

Sample text

Some of the initiative’s original goals have now been achieved. The elimination of duplication in claims processing and billing, as well as other benefits, have allowed the company to streamline its sales force and medical management team. However, the price tag for the project has exceeded the $1 billion planned and significant damage was done to the company’s reputation and its financial performance. 29 CRM Unplugged CRM Contributes to a Scary Halloween for Hershey Candy producers record 40 percent of their annual sales between October and December.

By pursuing improvements that satisfy these criteria, customer value is enhanced, profitability is improved, and the firm’s competitive position is strengthened. This is a straightforward customer-first approach to improving your business. It is simply cheaper, quicker, and more effective than the popular but failed technology-first CRM approaches of the past. As mentioned, CRM initiatives have not strengthened their sources of competitive advantage for most companies. In some cases, CRM has actually been harmful as effort and funds are expended on the wrong improvements for the wrong customers.

It just couldn’t deliver the orders to customers. By December 1999, the company announced it would miss already lowered earnings targets. It stated that lower demand in the last few months of the year was in part a consequence of the earlier fulfillment and service issues. 30 A Review of CRM Failures Hershey had embarked on the project in 1996 to better coordinate deliveries with its retailers, allowing it to keep its inventory costs under control. The company also needed to address Y2K problems with its legacy systems.

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