 |  |
 |  |  |
Customer Relationship Management |
CRM
is getting a lot of attention among popular management concepts today.
Yet, many companies admit that their investments in this arena have
been disappointing. Looking back on their experience in recent years,
the authors of Customer Relationship Management identify the underlying
reasons for these failures. Among these are the fact that companies
often confuse the tool with strategy, underestimate the scope of change
required, etc. The book offers highly practical advice on how to avoid
these traps and exploit the full potential of initiatives designed to
personalize customer relationships.
|
|
Simon Knox, Stan
Maklan, Adrian Payne, Joe Peppard and Lynette Ryals |
|
 |
|
Loyalty Rules! |
In
his bestseller, The Loyalty Effect, Frederick
F. Reichheld demonstrated that corporate performance is strongly correlated
to the loyalty of key partners, i.e. employees, customers, suppliers
and investors. Loyalty Rules! shows that loyalty
is more important today than ever before, refuting the popular belief
that the rules of the loyalty game have been changed forever by the
new economy. Above all, this book proposes many helpful tips drawn from
observation of best loyalty practice leaders.
|
|
Frederick
F. Reichheld, |
|
|
|
|
Commitment-Led Marketing |
Customer
satisfaction is one of the principal indicators tracked by marketing.
Yet, Commitment-Led Marketing shows that the
correlation between satisfaction and loyalty is actually very weak.
The authors hold up “brand commitment” as a much better indicator
of future purchasing behavior. Companies are encouraged to use commitment
to segment the market. This segmentation is then suggested as an ideal
framework upon which to hang marketing strategy and allocate marketing
budgets, particularly with regard to communication.
|
|
Jan
Hofmeyr et Butch Rice, |
|
|
|
|
Driving Customer Equity |
Companies
often base their strategic decisions on product profitability analyses.
As rational as this approach may seem, it often leads to poor decisions,
e.g. eliminating an unprofitable product that attracts profitable customers.
Driving Customer Equity emphasizes the importance of customer orientation.
According to the authors, decisions must be geared toward developing
the company’s customer equity, that is, the current and potential
value of its customers. The book then describes several ways to increase
customer equity.
|
|
Roland
T. Rust, Valarie A. Zeithaml |
|
|
|
The Loyalty Effect |
This
book incites companies to be proactive in their efforts to retain their
key partners, i.e. customers, employees, and shareholders. The author
uses figures and concrete examples to demonstrate the considerabe impact
of this approach on company profitability and describes principles that
can be used to reinforce the loyalty of each partner type.
|
|
Frederick
F. Reichheld,
Harvard Business School Press, 1995. |
|
|
|
Customer Connections |
This
book offers an original approach to strategic analysis that is not based
on traditional product/market/competency analyses, but rather on a precise
understanding of the value of different relationships between companies
and their customers.
|
|
Robert
E. Wayland and Paul M. Cole,
Harvard Business School Press, 1997. |
|
|
|
Customer Intimacy |
This
book, written by the authors of «L'exigence du choix, » (The
Choice Imperative) develops upon one of the three options proposed in
the previous book, namely, proximity to the customer. Using numerous supporting
examples, the author decribes various means to implement this strategy.
|
|
Fred
Wiersema,
Knowledge Exchange, 1996. |
|
|
|
|
 |  |  |