Escolar Documentos
Profissional Documentos
Cultura Documentos
PROCESS MODEL
STRATEGIC CRM
Strategic CRM is focused upon the development of a
customer-centric business culture. This culture is
dedicated to winning and keeping customers by
creating and delivering value better than competitors.
In a customer-centric culture resources are allocated
where they would best enhance customer value,
reward systems, to promote employee behaviours
that enhance customer satisfaction and retention, and
customer information to be collected, shared and
applied across the business.
OPERATIONAL CRM
Operational CRM automates and improves
customer-facing and customer supporting
business processes. CRM software
applications enable the marketing, selling and
service functions to be automated and
integrated.
ANALYTICAL CRM
Analytical CRM is concerned with capturing, storing,
extracting, integrating, processing, interpreting, distributing,
using and reporting customer-related data to enhance both
customer and company value.
Analytical CRM builds on the foundation of customer-related
information. Customer-related data may be found in enterprisewide repositories:
Sales data (purchase history),
Financial data (payment history, credit score),
Marketing data (campaign response, loyalty scheme data)
Service data
SSCs
There are four types Customer Portfolio
Analysis (SSC):
The high life-time value customer
Benchmarks -These are customers that
other customers copy.
Inspirations- customers who inspire change
in the supplying company. These may be
customers who find new applications,
come up with new product ideas, find ways
of improving quality or reducing cost.
CUSTOMER INTIMACY
Most companies collect customer data. Some
industries are overwhelmed with information
scanner data, loyalty card data, complaints files,
market research, geodemographic data.
The challenge is to use the data to better understand
the who, what, why, where, when and how of
customer behaviour.
Mining data intelligently is, of course, a source of
huge competitive advantage, and it enables a more
refined CPA to be undertaken.
NETWORK DEVELOPMENT
A companys network position i.e. its
connectedness to other parties who
co-operate in delivering value to the
chosen customer, is a source of great
competitive advantage.
Networks consist of partners like
these, employees, suppliers and
owners/investors.
Value Proposition
Development
Although it is traditional to focus on the product
as the main source of value, many companies
are finding that people, process and service
offer more competitive advantage as products
become more commoditised. How things are
done with and for customers Process - is particularly important. There may
be small processes, such as: how complaints
are handled; or big processes, such as how new
products are jointly developed with customers.