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- Wiley
More About This Title Performance-Driven CRM: How to Make Your CustomerRelationship Management Vision a Reality
English
Enthusiastically adopted by many firms as the way of the future, Customer Relationship Management is now facing its toughest challenge yet: the company evaluation. Measuring what gains CRM has made for your company, if any, is sound business. And Performance-Driven CRM lets you determine how sound your investment in CRM has been, with practical tools for measuring and monitoring CRM initiatives and its impact on operations and the bottom line. Fully equipped with questionnaires, assessment tools, exercises, and action plans, the book also contains case studies and best practice examples from PricewaterhouseCoopers's global CRM practice, including FedEx, NEC, and Sears. With tips on e-business applications, the book describes how to use Web tools in research and what to measure in an Internet environment. This is an ideal resource for measuring-and maximizing-the return on your firm's CRM investment.
English
Moosha Gulycz (Toronto, Ontario) is a Principal Consultant with PricewaterhouseCoopers' Customer Relationship Management (CRM)Practice. She is responsible for the Canadian CRM Integrated Multi Channel Solutions services practice. She has spoken across the US and Canada on the topic of the relationship between CRM and Performance Mearsurement.
English
PART ONE: DETERIMING AND ALIGNING THE CRM VISION.
Chapter 1. Getting Started: The Need for a CRM Vision to Drive the Process.
Chapter 2. The Myths and the Facts Surrounding CRM.
PART TWO: CREATING PERFORMANCE DRIVEN CRM--THE THREE CRITICAL PERFORMANCE PROGRAMS.
Chapter 3. Understanding Your Customer--The Customer Performance Program.
Chapter 4. Understanding Your Organization--The Organizational Performance Program.
Chapter 5. Committing to Continuous Improvement in Quality Service--The Quality Service Performance Program.
PART THREE: THE TOOLS TO BUILD AND ENABLE THE PERFORMANCE PROGRAMS.
Chapter 6. The Tools and Technology Required for Creating the Customer Performance Program.
Chapter 7. The Tools and Technology Required for Creating the Organizational Performance Program.
Chapter 8. The tools and Technology Required for the Quality Service Performance Program.
PART FOUR: LEADING PRACTICES IN CREAING PERFORMANCE DRIVEN CRM.
Chapter 9. Linking the Customer Performance Program and the Quality Service Program.
Chapter 10. Staying the Course--Focusing on Your People.
Chapter 11. Conclusion--How to Ensure that Performance Driven CRM Becomes a Reality: Watch Out for these Pitfalls.
Appendix A: Glossary.
Appendix B. Building Your Performance Improvement Plan (PIP).
Index.
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— Kenneth D. Tuchman, Chairman and CEO, TeleTech Holdings, Inc.
"This book has hit at the heart of the CRM issue: How to ensure alignment of the internal organization with external customer needs. This three-pronged performance management mechanism is infinitely logical and workable. This book is a must-read for every manager today."
— Laura Pollard, President, CRMA (Customer Relationship Management Association) Canada
"This book provides a comprehensive framework to chart any organization's CRM journey and help it stay the course. It also allows the reader, CRM savvy or not, to learn through meaningful, real-world anecdotes."
— Chantal Gagnon, Vice President, Customer Care, Zurich North America Canada
"Performance Driven CRM provides a structure for those wanting to truly deliver improved relationships with their strategic customers. It provides an important performance management perspective an a roadmap for lasting CRM."
— Larry Flynn, Vice President, Marketing and Customer Development, OLGC
"Performance Driven CRM recognizes that marketing has fundamentally changed (some say it's dead) and that CRM is the new reality. The authors understand the critical success factor of integrating CRM into every facet of a company's vision rather than just layering it in. This is a practical roadmap to CRM success."
— Mike Russill, Chairman, AADCO Automotive Inc.
"Performance Driven CRM gets down to basics in stating that 'at the end of the day,' the purpose of performance driven CRM is to change behaviour of people (customers, management, and staff). One of the special features of this book is the strong argument and practical tools it provides for a continual focus on 'what we're learning' while the CRM journey unfolds."
— Mary Cone Barrie, Ph.D., Director, School of Continuuing Studies, University of Toronto
