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Customer Relationship Management: The Bottom Line to Optimizing Your ROI (NetEffect Series), 2/E
Dr. Jon Anton, Purdue University
Natalie L. Petouhoff, PH.D., BenchmarkPortal, Inc.

ISBN-10: 0130990698
ISBN-13:  9780130990693

Publisher:  Prentice Hall
Copyright:  2002
Format:  Paper; 272 pp
Published:  12/26/2001
Status: Instock


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Description

For undergraduate/graduate-level courses in Quantitative Measurement and Consumer Behavior.

Cutting-edge in perspective, this text presents innovative proven methods for determining whether a Customer Relationship Management (CRM) strategy for changing the way a company provides service (by adding new technology, processes, and procedures) will realize the return on the investment projected. Throughout, students see through measurable data-containing examples how CRM theory is applied with great success by various real-life companies. They learn 1) the scientific reasons why people resist change, 2) a process to deal with it (Successful People Process SSP™) and a process to measure the results in an on-going manner, and 3) how to tie those measure results to the bottom-line (SP3M™).


Features

  • NEW - Realistic redefining of CRM—Shows that CRM is not a box of technology, but a corporate strategy and a tactical implementation of technology, process and people.

    • Allows for superior, out-of-the-box thinking and discussion for both students and instructors.

  • NEW - ROI model for Human Potential and training—As it applies to customer service and technology projects.

    • Shows students how to put hard numbers to human potential—something that has long been ignored or only thought of as “soft skills”—i.e., no real affect on the bottom-line.

  • NEW - Method for calculating customer lifetime value.

    • Shows students to calculate the customer lifetime value and explains how that relates to the profit and loss statements.

  • NEW - Method for selecting employees for the CRM project as well as for customer service jobs.

    • Gives students a tool that allows them to scientifically choose the right people for the right job.

  • NEW - The “change/productivity” connection—Shows why employees react to change negatively and how that affects team productivity.

    • Helps students understand the reactions in an employees' brains when they are yelled at by a supervisor and how that reaction causes companies to loose money.

  • NEW - How to benchmark a CRM center before and after a technology implementation—Shows that taking measurements before a CRM implementation will ensure that the right things will be changed; and that taking measurements periodically after the change will indicate if the technology change worked and what should be added or changed next to stay competitive.

    • Helps managers know exactly where they stand with respect to their peers, so they can know what in service delivery process (CRM) they need to change.

  • NEW - Real stories of actual CRM implementations—Includes those that did not go well (and why) as well as those where a successful process was implemented to guide the CRM to team to measure their success.

    • Enables both students and training leaders to to see how CRM consultants would solve a problem and set up a measurement system that guaranteed results.

  • NEW - More examples from real-world software vendors—With actual screen shots.

    • Shows students what the person using the technology on a day-to-day basis would see and use.


New To This Edition

  • Realistic redefining of CRM—Shows that CRM is not a box of technology, but a corporate strategy and a tactical implementation of technology, process and people.

    • Allows for superior, out-of-the-box thinking and discussion for both students and instructors.

  • ROI model for Human Potential and training—As it applies to customer service and technology projects.

    • Shows students how to put hard numbers to human potential—something that has long been ignored or only thought of as “soft skills”—i.e., no real affect on the bottom-line.

  • Method for calculating customer lifetime value.

    • Shows students to calculate the customer lifetime value and explains how that relates to the profit and loss statements.

  • Method for selecting employees for the CRM project as well as for customer service jobs.

    • Gives students a tool that allows them to scientifically choose the right people for the right job.

  • The “change/productivity” connection—Shows why employees react to change negatively and how that affects team productivity.

    • Helps students understand the reactions in an employees' brains when they are yelled at by a supervisor and how that reaction causes companies to loose money.

  • How to benchmark a CRM center before and after a technology implementation—Shows that taking measurements before a CRM implementation will ensure that the right things will be changed; and that taking measurements periodically after the change will indicate if the technology change worked and what should be added or changed next to stay competitive.

    • Helps managers know exactly where they stand with respect to their peers, so they can know what in service delivery process (CRM) they need to change.

  • Real stories of actual CRM implementations—Includes those that did not go well (and why) as well as those where a successful process was implemented to guide the CRM to team to measure their success.

    • Enables both students and training leaders to to see how CRM consultants would solve a problem and set up a measurement system that guaranteed results.

  • More examples from real-world software vendors—With actual screen shots.

    • Shows students what the person using the technology on a day-to-day basis would see and use.


Table of Contents

I. OPERATIONAL CRM—ACCESSIBILITY.

 1. Thinking Outside the CRM Box.

 2. Start with the People.

 3. The Secret to Risk Management of CRM: People.

 4. The CRM Successful People Process™ (CRM SPP™): The Key to Opening Up Employees to Change.

 5. Teams and Their Impact on CRM Implementations.

II. ANALYTICAL CRM—MEASURING PEOPLE, PROCESS, AND TECHNOLOGY.

 6. Why Should You Measure Customer Service?

 7. Customer Lifetime Value Calculations.

 8. Benchmarking Your CRM Center.

 9. Measuring People Who Provide Service.

10. The ROI of Training That Impacts the Bottom Line.

11. Using Technology the Smart Way: ROI of Improved Customer Service by an Airline.

12. Measuring Process: Promises, Promises—Service Level Let Downs vs. SP3M™.

13. Technology That Optimizes CRM.



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Companion Website - Petouhoff, 2/E
Anton & Petouhoff
©2002  |  Prentice Hall  |  On-line Supplement; 0 pp  |  Live
ISBN-10: 0130481718  |  ISBN-13: 9780130481719

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Leader's Guide Website, 2/E
Anton
©2002  |  Prentice Hall  |  On-line Supplement; 0 pp  |  Live
ISBN-10: 0130481726  |  ISBN-13: 9780130481726

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Companion Website - Petouhoff, 2/E
Anton & Petouhoff
©2002  |  Prentice Hall  |  On-line Supplement; 0 pp  |  Live
ISBN-10: 0130481718  |  ISBN-13: 9780130481719

Show Downloadable Files
 | More Info

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Websites and online courses

Companion Website - Petouhoff, 2/E
Anton & Petouhoff
©2002  |  Prentice Hall  |  On-line Supplement; 0 pp  |  Live
ISBN-10: 0130481718  |  ISBN-13: 9780130481719

Show Downloadable Files
 | More Info


Websites and Online Courses

Companion Website - Petouhoff, 2/E
Anton & Petouhoff
©2002  |  Prentice Hall  |  On-line Supplement; 0 pp  |  Live
ISBN-10: 0130481718  |  ISBN-13: 9780130481719

Show Downloadable Files
 | More Info

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