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Performance Driven CRM

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Performance Driven CRM

How to Make Your Customer Relationship Management Vision a Reality

Wiley,

15 min read
10 take-aways
Text available

What's inside?

The customer is always right about one thing: make me happy and you’ll make money. Here’s how to manage your company on your customer’s behalf.

Editorial Rating

7

Qualities

  • Applicable

Recommendation

Right or wrong, the customer is always the source of prosperity. Since your business depends on satisfying, keeping and increasing your customers, you’ll be glad to know their happiness is in your hands. Stanley A. Brown and Moosha Gulycz describe how to start and run an effective Customer Relationship Management (CRM) program. First, understand your customer and your organization. Then, commit to improving quality, ever striving up hill. Though they stop blessedly short of saying, "just hire us," the authors/consultants explain how to use CRM techniques and measurement tools. The principles are familiar, but the detail-rich text uses visuals, questionnaires and case studies for deeper, hard-core teaching. All this nitty-gritty isn’t for amateurs, so getAbstract.com knows the target customers for this book: managers involved in customer relations; this door is for staff only.

Summary

CRM: The Basics

Performance driven Customer Relationship Management (CRM) is an ongoing system based on continuous improvement. Organizations use it to sustain lasting customer relationships. You can employ CRM to get a better understanding of your current and potential customers and to anticipate, manage and personalize your firm’s interaction with them. Embark on this initiative armed with a clear picture of your organization’s competencies and a commitment to quality service for your internal and external customers. CRM utilizes measurements, standards and benchmarks, and calls for continuous organizational improvement of skills, processes and activities.

Begin with a vision to set the course for your journey to a successful CRM program. Tailor your CRM vision to your current needs and your strengths and competencies; otherwise you will achieve limited and possibly only short-term success. This vision includes:

  • Vision statement - How do you envision your organization’s future? While you might also have a long-term vision, include a shorter time frame, such as 18 months, listing what you might realistically accomplish in a more limited period.

About the Authors

Stanley A. Brown is a partner in PricewaterhouseCoopers LLP’s Customer Relationship Management (CRM) consulting practice. He leads PwC Consulting’s International Center of Excellence in Customer Care. He is a frequent speaker on customer care and the author of six books on customer service. Moosha Gulycz leads the Canadian CRM Integrated Multichannel Solutions/Call Center consulting practice at PwC Consulting.

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