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Tables of Contents for The Customer Management Scorecard
Chapter/Section Title
Page #
Page Count
List of figures
x
 
List of tables
xii
 
List of contributors
xiv
 
Foreword
xvi
 
Acknowledgements
xvii
 
Introduction
1
8
Neil Woodcock
Merlin Stone
Bryan Foss
PART 1. THE SCORECARD RESULTS AND CONCLUSIONS
9
150
What is CMAT?
11
10
Neil Woodcock
Michael Starkey
Merlin Stone
The scope of a CMAT assessment
11
7
How a CMAT assessment is carried out
18
2
The benefits of CMAT assessment
20
1
Overall analysis
21
7
Neil Woodcock
Michael Starkey
Merlin Stone
Customer management performance is disappointing
21
2
Why the scores have declined
23
1
Why companies are performing so poorly, despite the investment
23
3
It's not all doom and gloom
26
2
Customer management around the world
28
13
Michael Starkey
Neil Woodcock
Merlin Stone
Sarah Boussofiane
North America
29
3
Canada
32
1
Germany
33
1
Switzerland
34
1
Austria
35
1
United Kingdom
36
1
Developing Asia Pacific
37
1
Japan
38
2
Importance of these findings
40
1
Where companies can create and destroy value
41
6
Neil Woodcock
Michael Starkey
Merlin Stone
Introducing the customer management value chain
41
2
Focusing on customer value
43
4
Analysis and planning
47
11
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
48
1
Examples of best practices
48
10
Proposition
58
9
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
58
1
Examples of best practices
59
8
Customer management activity
67
10
Neil Woodcock
Michael Starkey
Merlin Stone
Where value is being created (extracted from highest-performing companies)
68
1
Examples of best practices
69
8
People and organization
77
6
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
78
1
Examples of best practices
79
4
Information and technology
83
4
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
84
1
Examples of best practices
84
3
Process management
87
7
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
88
1
Examples of best practices
88
6
Measurement
94
5
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of the highest-performing companies
95
1
Examples of best practices
95
4
The customer experience
99
4
Neil Woodcock
Michael Starkey
Merlin Stone
Characteristics of highest-performing companies
99
1
Examples of best practices
100
3
The role of customer information management and usage in best practice customer management
103
18
Dave Irwin
Clarke Caywood
Iain Henderson
Introduction
103
3
Methodology and findings
106
1
General findings
107
1
Information management and usage findings
108
2
Best practices
110
9
Conclusions
119
2
The Dutch insurance industry CMAT study
121
9
Hans Neerken
Roland Bushoff
Introduction
121
1
General results
122
1
Direct insurers score best
122
1
Analysis and planning
123
1
Proposition
124
1
People and organization
125
1
Information and technology
126
1
Processes
126
1
Customer management activities
127
1
Measurement
127
1
Customer experience
128
1
Conclusions
128
2
Trends in customer management
130
7
Neil Woodcock
Michael Starkey
Merlin Stone
Customer management spend is increasing
130
2
Trends in customer contact channels and media
132
5
The business case for customer management
137
13
Neil Woodcock
Michael Starkey
Merlin Stone
The correlation between customer management and business performance is clear
137
3
Identifying the main benefits
140
1
Benefits as a percentage of turnover
141
1
The size of the investment: the 4:1 rule
142
1
The organization's maturity and competence in CM management
143
5
Summary base data used in QCi research
148
2
Guidelines for successful CRM implementation
150
9
Neil Woodcock
Michael Starkey
Merlin Stone
CM projects are far more likely to fail than succeed
150
1
Project implementation tips
151
8
PART 2. MEASUREMENT, SYSTEMS AND DATA
159
94
Return on investment on e-CRM
161
11
Mark Cerasale
Merlin Stone
Julie Abbott
Introduction
161
1
e-CRM is CRM enabled by Internet technologies
162
1
Back to basics for an e-CRM metric
163
1
Learning from the mistakes of the past
164
1
Determining the ROI on e-CRM is challenging
164
1
The change required is greatest on people, organization and processes
164
1
Publishing information
165
1
Interaction
166
1
Transaction
166
1
Integration
167
1
e-CRM for cost reduction
167
1
e-CRM for increased revenues
168
1
e-CRM for improving cash-flow management
168
1
e-CRM for improvements in the customer experience
169
1
The costs of e-CRM are in technology, process, people and organization
169
1
Conclusions
170
2
UK data warehousing and business intelligence implementation: general and retail
172
6
Merlin Stone
Julie Abbott
Tony Dobbs
Introduction
172
1
The current status
172
2
The research results
174
1
The case study
174
2
Conclusions
176
2
Using advanced data analytics to improve customer management
178
15
David Selby
Julie Abbott
Introduction
178
1
Treating the customer as an investment
179
1
Single-entity view
180
1
Implementing ECA
181
9
Conclusion
190
3
Applying IT in customer management
193
28
Bryan Foss
Thorsten Gorchs
Juergen Uhl
Divya Verma
James Richie
Merlin Stone
Introduction
193
1
The basics of systems selection
193
1
Recent changes
194
2
Implementation
196
2
Building an integrated IT capability for customer management
198
14
Future technology trends
212
8
Conclusions
220
1
CRM's Achilles heel: understanding the customer
221
32
Raymond Pettit
Introduction
221
1
What happened to the CRM 'vision'?
222
2
Where marketing and research fit in
224
4
The `solutions' playing field: what's going on
228
3
The 'closed loop' breakdown
231
7
Customer experience management solutions: CRM looks in the mirror
238
3
Analytical and marked research integration
241
2
e-research and business
243
5
Cultural and organizational change: a reality in organizations
248
2
Conclusion and outlook
250
3
PART 3. THE SECTORAL VIEW
253
60
Managing public sector customers
255
26
Merlin Stone
Alison Bond
Roger Clarkson
Peter Hayes
Peter Lavers
Clare Traynor
David Williams
Neil Woodcock
Introduction
255
2
The challenge
257
1
Special issues affecting public sector customer management
258
2
Inter-sector differences
260
1
Understanding the customer
261
1
Translating experience between sectors
262
2
Delivering best value local customer service to the UK citizen
264
7
Measuring customer management performance
271
1
Case study 1: public sector CMAT
271
3
Case study 2: the cost of customer management
274
2
Case study 3: service to the elderly
276
5
CRM strategy and implementation in telecommunications
281
22
Rob Mattison
Len Tiu Wright
Julie Abbott
Andy Brown
Dave Cox
Mike Faulkner
Merlin Stone
Part 1: context and methodology
281
2
The vision
283
2
The forces
285
2
Part 2: case studies
287
1
Company W
287
1
Company X
288
1
Company Y
289
2
Company Z
291
2
Building the CRM strategy
293
3
Paperless complaint resolution
296
4
Telecom Italia
300
2
Overall conclusion
302
1
Business-to-business CRM
303
10
Genevieve Findlay
Mark Cerasale
Merlin Stone
Introduction
303
1
B2B market context
303
2
Effective account management, possibly global in scale
305
3
Customers: the final link in the supply chain
308
2
Measurement and CRM metrics in B2B
310
1
Conclusions
311
2
PART 4. CHANNELS AND MEDIA
313
48
Multi-channel customer management
315
17
Matt Hobbs
Mahnaz Khaleeli
Merlin Stone
Changing times, changing channels
315
1
Definition of multi-channel customer management
316
1
Why multi-channel customer management is important now
317
1
The benefits
317
1
The challenges
318
1
Seven factors driving change
319
2
Determining channel functionality
321
1
Customer experience must be the start point
322
1
Overcoming technology complexity
323
1
Organizational issues
324
1
Measurement
325
1
The economics of multi-channel integration
326
1
Recommendations
326
2
Checklist
328
4
Permission-based e-mail
332
13
Teresa Waring
Antoine Martinez
Introduction
332
1
Ethical issues and the Internet
333
1
Permission-based e-mail marketing
334
1
Research methodology
335
1
Results
336
7
Conclusion
343
2
The data lessons of e-mail in CRM
345
7
Jane McCarthy
Merlin Stone
Measuring and improving the usability of new media
352
9
Vanessa Donnelly
Emma Reeves
Lada Gorlenko
Introduction
352
1
Improving usability
353
1
Why people do not buy from Web sites
354
1
The solution
354
1
The benefits
355
1
What to do about it
355
2
Case study: putting citizens first, establishing usable e-government
357
4
PART 5. IMPLEMENTATION AND THE FUTURE
361
62
Customer and employee loyalty
363
9
Colin Livingstone
Julie Abbott
Happy employees, happy customers, high profits?
366
6
Declining UK customer service standards
372
12
Alison Bond
Merlin Stone
Methodology
373
1
Customer service: business fashion or worthwhile investment?
374
2
Benchmarking best practice customer service
376
2
UK companies are sitting on a customer service time bomb
378
2
The effects of poor service
380
1
Conclusion
381
3
Governance and executive sponsorship in CRM programmes
384
14
Peter Floyd
Bryan Foss
Introduction
384
2
Programme governance
386
4
The historic view of organizations and change
390
1
The process and style of change
390
1
The challenge of change
391
1
The rise of people, or stakeholder, power
392
1
A range of roles and types of leadership
393
1
The executive sponsor role: director, scriptwriter and producer
394
1
Executive sponsorship in the initial phase
394
1
Achieving commitment via 'symbolic action': the part-time acting role
395
1
Conclusions and implications for management
396
2
Managing customers: challenges for the future
398
25
Merlin Stone
Bryan Foss
Branding in an era of CRM
398
2
Building loyalty and relationships into products
400
2
CRM: just like the corner shop?
402
1
A single vision of CRM, a single customer view?
403
2
Segmentation,not stereotyping
405
1
Competing for share of wallet
406
1
Managing branch customers: the local view of CRM
407
2
Know your bad customer: a new set of requirements
409
1
Retailing: to R or not to R
410
1
The magic of customer knowledge: dare we outsource it?
411
2
Understanding the customer - instantly!
413
2
The new call centre challenge
415
1
e-marketing and multi-channel marketing: seamless or seamy?
416
3
Service: the most common contact of all
419
2
The unifying theme: know where you are and measure what you achieve
421
2
Index
423