Stanley A. Brown (Toronto, Canada) is Partner in Charge of the Centre of Excellence in Customer Care at PricewaterhouseCoopers in Toronto.

Stanley A. Brown is the Contributing Editor of Customer Relationship Management and a Partner in the Customer Relationship Management (CRM) consulting practice at PricewaterhouseCoopers. He leads PricewaterhouseCoopers' International Centre of Excellence in Customer Care. He is a frequent speaker on the topic of customer care, and writes regularly for newsletters and magazine around the globe. He is the author of five previous books: Strategic Customer Care: An Evolutionary Approach to Increasing Customer Value and Profitability (Wiley, 1999), Breakthrough Customer Service: Best Practices of Leaders in Customer Support (Wiley, 1997), What Customers Value Most: How to Achieve Business Transformation by Focusing on Processes That Touch Your Customers (Wiley, 1995), Total Quality Service, and Creating the Service Culture.

Foreword

xi

Preface

xix

Acknowledgements

xxvii

Part One: First Principles in CRM: Overview

1

(48)

Putting CRM to Work: The Rise of the Relationship

7

(12)

CRM: Why Bother?

7

(2)

Anatomy of a Campaign

9

(2)

Four Types of Customer Relationship Management

11

(4)

Implementing CRM

15

(4)

The Need for a Market-Intelligent Enterprise (MIE)sm

19

(22)

Strategic Use of Customer and Prospect Information

24

(3)

Transactional Focus

27

(1)

Operational Use of Information

28

(6)

Strategic Channel Management

34

(2)

Technology-Enabled Business Opportunities

36

(1)

Enterprise-Wide Approach

37

(4)

Becoming Market Intelligent

38

(3)

A Case Study on CRM and Mass Customization: Capital One

41

(8)

The Company

41

(1)

The Challenge

42

(5)

Summary

47

(2)

Part Two: Step One: Building and Implementing the Customer Strategy: Overview

49

(58)

Creating Loyalty: Its Strategic Importance in Your Customer Strategy

55

(14)

The Concept of Loyalty

55

(2)

Defining Loyalty

57

(2)

Critical Measurement to Guide Your CRM Strategy

59

(6)

Summary

65

(4)

From Customer Loyalty to Customer Dependency: A Case for Strategic Customer Care

69

(18)

The Three Stages

69

(1)

Five Foundation Pillars for Strategic Customer Care (Stage III)

70

(9)

Getting the Foundation Right

79

(1)

Twelve Steps to Success

80

(1)

Are You Ready?

80

(5)

Conclusion

85

(2)

Customer Acquisition and CRM: A Financial Services Perspective

87

(20)

Business Model Transformation

88

(1)

Using Real-Time Information Enterprise-Wide

88

(1)

Moving Beyond Data Mining

89

(1)

Creating the Customer-Centric Enterprise

89

(4)

The Current State of Play

93

(5)

Supporting Sales and Service Staff with Advanced Technology

98

(2)

The Role of Sales Incentives

100

(1)

Innovations in Recruitment, Training and Development

101

(1)

Enhance Brand Value with Superior Service

102

(1)

Strategic Imperatives

102

(1)

Overcome Obstacles that Impede Progress

103

(4)

Part Three: Step Two: The Need for Effective Channel and Product Strategies: Overview

107

(106)

Customer Relationship Management through New Product Development

113

(16)

Create

115

(2)

Assess

117

(3)

Test

120

(3)

Implement

123

(3)

Conclusion

126

(3)

Channel Management and Customer Relationship Management

129

(14)

Channel Strategy Defined

129

(1)

The Conflict of Interests Between the Organization and the Customer

130

(1)

The Influence of the Channels in Increasing the Value of the Product

131

(1)

The Evaluation Criteria of the Customer

132

(2)

Channels From the Organization's Perspective

134

(7)

Conclusion

141

(2)

Embracing the e-Channel

143

(16)

Electronic Business: The New Horizon is Here

143

(2)

The Top Five Findings: Summary

145

(2)

The Top Five Findings: Discussion and Analysis

147

(10)

Conclusion: The Challenges that Lie Ahead

157

(2)

e-Channel Management: Electronic-Customer Relationship Management

159

(30)

Creating Balance

159

(1)

From Self-Service to Electronic-Customer Relationship Management (eCRM)

160

(1)

Challenges in Delivering True Electronic-Customer Relationship Management

161

(25)

Summary

186

(3)

The Customer-Centric Organization in the Automotive Industry---Focus for the 21st Century

189

(24)

Why Consumer-Centric?

190

(4)

The Automotive Industry in Perspective

194

(4)

Original Equipment Manufacturers

198

(3)

Automotive Suppliers

201

(3)

Dealers/Automotive Retailers

204

(4)

Consumers

208

(2)

Summary: Moving to Consumer-Centric Enterprise

210

(3)

Part Four: Step Three: The Infrastructure Strategy: Overview

213

(48)

The Tools for CRM: The Three Ws of Technology

217

(10)

The Parts

218

(2)

Working Together

220

(1)

A Three Ws Case: eCRM in the Telco Industry

221

(3)

Conclusion

224

(3)

Using the Tools: Database Marketing, Data Warehousing and Data Mining

227

(14)

Filipacchi Media Background

227

(2)

Understanding the Current Environment

229

(3)

Identifying True Cost and Benefits

232

(6)

Assessing the Organizational and Process Implications to Make it a Reality

238

(2)

Summary

240

(1)

CRM in the Telecommunication Industry: A Case Study of Swisscom

241

(20)

Company Profile

241

(2)

Strategic Customer Relationship Management at Swisscom

243

(6)

The Joker Loyalty Program

249

(10)

Summary

259

(2)

Part Five: Enabling the CRM Strategy: Overview

261

(78)

Implementing CRM: 20 Steps to Success

267

(16)

Business-Oriented Solutions

270

(1)

Project Management

271

(3)

Change Management

274

(5)

The Implementation Strategy and Planning

279

(2)

Questions for the Reader

281

(2)

Using Catalytic Measures to Improve CRM

283

(12)

The Balanced Scorecard

284

(1)

What is a Catalytic Measure?

285

(2)

Road Map for Implementing a Catalytic Measure Program

287

(6)

Conclusion

293

(2)

Best Practices in Outsourcing CRM and Lessons Learned

295

(12)

Dollars and Cents

296

(1)

Teleservice Trends

297

(2)

CRM Outsourcing

299

(4)

Lessons Learned

303

(3)

Conclusion

306

(1)

Learning and Knowledge Management Programs in the Age of CRM

307

(14)

Impact of a CRM Culture on Sales and Marketing Organizations

308

(4)

Impact of a CRM Culture on Customers

312

(2)

Impact of a CRM Culture on Suppliers

314

(2)

A Road Map to Developing Required Competencies

316

(4)

Conclusion

320

(1)

Implementing CRM: The Need for Performance Alignment

321

(18)

The Organization

321

(1)

The Call to Action

322

(10)

Creating the Right Environment

332

(1)

A Staged Evolution: Moving From Platform to Platform

333

(3)

Lessons Learned

336

(1)

Final Thought on What's Needed to Succeed

337

(2)

Conclusion

339

(4)

Appendix 1: List of Contributors

343

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