Winning Customers – Winning Sales

ThS. Nguyễn Thị Trung Trinh – 090.88.736.88

Assessment

1. Điểm quá trình (30%):

1.1 Attendance (15days = 10đ) => 10%
1.2 Group presentation & debated by others => 20%
- Book presentation (10%)
- Competitors’ Data analysis on E-commerce (10%)

2. Giữa kỳ (20%):
Group presentation & debated by others:
- Customer Journey
- CRM Project planning & applying (MKT, Sales, Customer service)
3. Cuối Kỳ (50%):
- Informed by Training Dept
 Day Contents
- Part 1: Introduction to CRM

- Part 2: Strategic to CRM

1-9 - Part 3: Implemeting the CRM strategy

- Part 4: Developing and managing Customer-related databases

- Part 5: Future of CRM

- Group presentation & debated by others:
10,11
- Competitors’ Data analysis on E-commerce
- Group presentation & debated by others:
12,13, 14
- CRM Project planning & applying (MKT, Sales, Customer service)
15 - Review
 Part 1 - Contents
13. Companies want relationships with customers
1. Value through the MKT Mix
14. When do customers want relationships with suppliers?
2. “Customer service” in doing business
15. Why B2B customers do NOT want relationships with
3. Changes in business environment suppliers
4. Changes with respect to Consumers 16. Three stages of the customer lifecycle

5. Changes with respect to the Marketplace 17. Customer retention definition

18. KPIs for customer retention programs
6. Changes with respect to Data Storage Technology
19. Retention issues
7. Changes with respect to Marketing Function
20. Other tools for customer acquisition
8. Bad cases studies in doing business
21. Promotional activities that build B2B leads
9. Evolution and Growth of CRM 22. Sources of B2C prospects
10. Growth of the CRM Industry 23. Networking definition
11. What Drives CRM Industry Forward? 24. Buzz or word-of-mouth definition
12. Organisational benefits from managing customer 25. Partner management
retention 26. Customer club definition
Part 1 - Contents

27. Types of consumer sales promotion 38. Reward Structure

28. Satisfaction-Loyalty-Profit Chain 39. Customer Retention and Acquisition Strategies
29. Managing Relationships And Building Loyalty 40. Offer Options
30. Customer Loyalty 41. Definitions of CRM
31. The Wheel Of Loyalty 42. Types of CRM
32. What Drives Customers to Switch 43. Operational CRM: some applications
33. Loyalty program definition 44. Misunderstandings about CRM
34. Loyalty management 45. Components of CRM Strategy
35. Loyalty management functionality 46. Contents of Request for proposals
36. What you need to compute LTV (Lifetime value)? 47. What about social CRM?
37. Design Characteristics of Loyalty Programs 48. Link Between CRM and Customer Value
 Part 2 - Contents
1. How Might Consumers Handle Perceived Risk? 10. Customer service experience strategy
2. Strategic Responses to Managing Customer 11. Flower of service product
Perceptions of Risks
12. Why is the Service Environment
3. CRM strategy defined important?
4. Key strategic goals in CRM-driven 13. Service delivery system –
organizations HR/Technology/Process
5. Key Stakeholders of Strategic CRM 14. Marketing automation definition
6. Customer Management strategy Orientation 15. Benefits from marketing automation
7. Customer interaction map 16. Email campaign management
8. CRM project design and planning process 17. Tele-marketing
9. Steps in Developing a CRM Strategy
Part 2 - Contents

18. Tele-marketing functionality 27. Key Account Management (KAM)

basics
19. Online marketing
28. Benefits from KAM
20. Online marketing functionality
29. SFA will enhance performance when …
21. Social media marketing
30. Service automation definition
22. Five stages of social media customer
management 31. Benefits from service automation
23. Sales force automation definition 32. Where is service automation
deployed?
24. Key technologies for SFA
33. Key technological elements of SA
25. SFA functionality
34. KPI’s for call- and contact-centres
26. Account management
Part 3 - Contents

1. Options for Implementing 7. Data mining outputs

CRM 8. Data review and gap analysis
2. In-house Development 9. Understanding CRM project
3. Buy Licensed CRM Software costs
4. Outsource A Managed 10. Budgeting with Key Performance
Service Indicators
5. Marketing analytics 11. Project implementation
6. Three types of analytics 12. Performance evaluation
Part 4 - Contents

1. Customer Database 8. Data-building schemes

2. Benefits of Data Based Customer 9. Failure to integrate data leads
Value Management Approach to…
3. Benefits of Marketing Databases 10. Analytical CRM
4. Uses of Marketing Databases 11. The purposes of Analytical CRM
5. Why customer-related data are 12. Analytics for CRM strategy and
important tactics
6. Big data 13. How analytics are used during
7. 3V’s of Big data the customer lifecycle
14. Service analytics
15. Data mining
Part 4 - Contents

16. What data mining analytics do 23. Tools To Identify The Best Candidates
17. Marketing Metrics 24. Impacts of Customer Churn on a firm
18. Traditional and Customer Based 25. How to deal with an unhappy
Marketing Metrics customer?
19. Why don’t unhappy customers 26. It’s time to fire a guest
complain? 27. Risk management plan
20. Managing Complaints 28. Service recovery definition
21. The Gaps Model 29. Organizing Framework For Managing
22. CRM with Employees Complaints And Service Recovery
Part 5 - Contents

1. The importance of change 7. Social CRM Strategies

management 8. Consumer-to-Consumer Interaction
2. Kotter’s 8-steps to managing change 9. Sentiment Analysis
3. Back office processes that support 10. Global CRM
CRM
11. Database CRM
4. Challenges Facing CRM through
Traditional Channels
5. CRM through a Direct Channel – the
Internet
6. Future of CRM
 Bạn chọn
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1. Value through the marketing mix
1. Value through the marketing mix

Price
Service
Process
Product

People
Promotion

Place
Physical environment
2. Customer service in doing business

“Customer service is not a

department,… it’s everyone’s job”
 Video Clip
Korean Car Bowing
3. Changes in business environment

 Greater demand for learning about

➢ Customer preferences

➢ Product and service customization

➢ Focus on customer-centric instead of product-centric strategies

4. Changes with respect to Consumers

 Growing consumer diversity- due to demographic and behavioral trends

➢ Ageing of the population in developed countries- “de-youthing”

➢ Increased diversity in ethnicity of population

➢ Increasing individualization

 Time scarcity
➢ Activities compete for customers’ time

 Value consciousness and intolerance for low service levels

➢ Rise in customer expectations

➢ Decline in consumer satisfaction level

4. Changes with respect to Consumers
 Information availability and Consequences
technological aptitude
a. Marketers should be wary
➢ Customers more
knowledgeable in making of placing heavy time
purchase decisions demands on consumers
➢ More comparisons across b. The major challenge facing
providers and transactions companies has become
 Decrease in loyalty meeting consumer demands
➢ Diversification of holdings rather than cost reduction
across service providers even
within same household
5. Changes with respect to the Marketplace

 More intense competition between firms for customers

 Fragmentation of markets

 Diminishing product-quality

differentiation

Consequences

a. Value added to customers by offering customized product and service propositions

b. To maintain market share, need to realign business strategy to become customer-centric
6. Changes with respect to Data Storage Technology

 Better technology, cheaper and larger storage units

 Huge increase in demand for data storage
 Increased popularity of data warehouses

Consequences
a. Better information about customer behavior and attitudes
b. Better prediction of customer buying behavior
c. Too much data can lead to misapplication and wrong analysis
6. Changes with respect to Data Storage Technology

27
6. Changes with respect to Data Storage Technology

28
6. Changes with respect to Data Storage Technology
7. Changes with respect to Marketing Function

 Media dilution and multiplication of channels

➢ Proliferation of communication media focused on the customer

▪ Direct-to-consumer channels - email, telephone

▪ Interactive media - internet, interactive TV etc

➢ Reduced need for techniques focused on price alone due to

▪ Availability of new data collection and communication tools
▪ Marketing processes such as loyalty programs
7. Changes with respect to Marketing Function

 Decreasing market efficiency and effectiveness due to

➢ Focus on acquisition, price and short-term transactions

➢ Proliferation of new contact channels

➢ Increased or flat cost of contact

➢ Decreased customer response

➢ Reduced value for advertising in any medium

Consequences
a. Pressure on the marketing function
b. Marketing in danger of being restricted to advertising and media planning
8. Bad case studies in doing business

33
8. Bad case studies in doing business

34
 Video Clip

Terrible Hotel Service

www.themegallery.com
 Video Clip

A Crazy Train in Japan

www.themegallery.com
8. Bad case studies in doing business

37
8. Bad case studies in doing business

Phục vụ kiểu
KHÔNG CÓ …
Mấy
CHỢ VẪN ….
Mợ
38
9. Evolution and Growth of CRM
1st generation 2nd generation 3rd generation
>1990 >1996 >2002

Call Center Management

Customer Service Support
Integrated customer facing Strategic CRM
Sales force Automation Front-end ( marketing, sales, service)

ERP Integration
Campaign Management Customer analytics
Complete Web integration
Scope:
Marketing function Entire organization
Service function Service function
Sales function Sales function

Goals:
Reduce cost of interaction
Improve service operations Improve customer experience Cost reduction & Revenue growth
Increase sales efficiency Increase customer retention Competitive Advantage
10. Growth of the CRM Industry

Approximate Worldwide CRM Investments

(applications, hardware, and services)
50 47.5 60%

40.0
50%
40
34.6
Spendings in $million

Year-to-Year Growth
29.7 40%
30 25.9
23.7
30%
20.0
20
13.5 20%

10
10%

0 0%
1999 2000 2001 2002 2003 2004 2005 2006

Mean estimates as of 2002 and 2003 across various providers

Spendings
CRM outsourcing services not included
Year-to-Year Growth %

Sources: IDC, Aberdeen, Gartner, Forrester

11. What Drives CRM Industry Forward?

 Shift from transactional to  IT vendors and associated change

relationship –based markets management consultancies

 Growing proof of value in  Reducing costs of data storage and

targeted customer relationships capture

 Improved effectiveness of  Developments in Customer Value

marketing communication tools measurement
 12. Organisational benefits from managing customer
retention

 Reduced marketing costs

➢ Fewer dollars need to be spent replacing churned customers
 Better customer insight
➢ Suppliers are able to develop a better understanding of customer requirements and
expectations. Customers also come to understand what a supplier can do for them.
➢ Consequently, suppliers become better placed to identify and satisfy customer
requirements profitably, selling more product and service to the retained customer.
➢ Over time, as relationships deepen, trust and commitment between the parties is
likely to grow, and revenue and profit streams from customers become more secure.
13. Companies want relationships with customers

Why?
 Because companies that manage their customer base in order to identify, satisfy
and retain profitable customers enjoy better business results
 Reduced customer churn creates

➢ A larger customer base

➢ Longer average customer tenure

➢ Reduced marketing costs to replace defected customers

➢ Better understanding of customer requirements

➢ More cross-selling opportunities

14. When do customers want relationships with suppliers?

In the B2C context, customers may value relationships for several reasons:
 Recognition. Customers may feel more valued when recognised and addressed by
name.
 Personalisation. Products or services can be customized.

 Power. Relationships with suppliers can be empowering.

 Risk reduction. A relationship can reduce, or even perhaps, eliminate perceived risk.

 Status. Customers may feel that their status is enhanced by a relationship with a
supplier.
 Affiliation.
People’s social needs can be met through commercially based, or non-
commercially based, relationships.
15. Why B2B customers do NOT want relationships with
suppliers?

 Fear of dependency
 Lack of perceived value in the relationship
 Lack of confidence in the supplier.
 Customer lacks relational orientation
 Rapid technological changes
16. Three stages of the customer lifecycle

1. Customer acquisition
2. Customer retention
aims to keep a high proportion of current customers by reducing
customer defections
3. Customer development
aims to increase the value of those retained customers to the
company
Linking Customer Acquisition, Relationship Duration, and Customer Profitability

Relationship
Duration
Acquired Customer
Customers Profitability
Prospects
Non-acquired
Customers

Acquisition Process Retention Process

-Firm actions
-Customer actions
-Competitor actions
-Customer characteristics
17. Customer retention definition

 Customer retention is the number of customers doing business

with a firm at the end of a financial year expressed as
percentage of those who were active customers at the
beginning of the year.
18. KPIs for customer retention programs

a. Raw customer retention rate. g. Cost of customer retention

b. Raw customer retention rate in h. Share of wallet of the
each customer segment. retained customers
c. Sales-adjusted retention rate. i. Customer churn rate per
d. Sales-adjusted retention rate in product category, sales
each customer segment. region or channel.

e. Profit-adjusted retention rate. j. Cost-effectiveness of

customer retention tactics.
f. Profit-adjusted retention rate in
each customer segment.
19. Retention issues

 Retention measures should be made with an understanding of customer

profitability issues
 The fundamental purpose of focussing CRM efforts on customer retention is
to ensure that the company maintains relationships with strategically significant
customers.
 It may not be beneficial to maintain relationships with all customers. Some
are
➢ too costly to serve

➢ strategic switchers constantly in search of a better deal

➢ not strategically significant in roles such as door opener, inspiration or

technology partner
20. Other tools for customer acquisition

 Referrals  SMS campaigning

 Events  Email campaigning
 Shows  Product placement and
 Publicity integration

 Telemarketing or cold  Pitching

canvassing
21. Promotional activities that build B2B leads

 Exhibitions
 Seminars
 Workshops
 Trade shows
 Conferences
 Advertising
 Publicity
 Email campaigning
22. Sources of B2C prospects

 Advertising

 Sales promotion

 Buzz or word-of-mouth

 Social media

 Merchandising
23. Networking definition

Networking is the process of establishing and

maintaining business-related personal relationships
24. Buzz or word-of-mouth definition

Word-of-mouth is interpersonal communication about a

product or organization in which the receiver assumes
the communicator to independent of commercial
influence.
25. Partner management

 Partner management solutions enable companies to coordinate and work

collaboratively with channel partners and others.
 Partner management solutions are used to manage processes:
➢ partner qualification and sign up, development of joint business plans and
objectives, cooperative advertising and promotions, lead management, co-
branding of collateral and point-of-sale materials, measuring partner
performance, partner training, administration of marketing funds, and
specialist partner incentive schemes.
26. Customer club definition

A customer club is a company-run membership

organisation that offers a range of value-adding
benefits exclusively to members.
27. Types of consumer sales promotion

 Sampling  Banded packs

 Free trials  Free premiums
 Discounts  Cross promotions
 Coupons  Lotteries
 Rebates or cash-back  Competitions
 Bonus packs
28. Satisfaction-Loyalty-Profit Chain

Product
Performance

Service Customer Retention / Revenue /

Performance Satisfaction Loyalty Profit
Employee
Performance

Source: Strengthening the satisfaction-profit chain”, Eugene W Anderson, Vikas

Mittal. Journal of Service Research, Nov 2000. Vol 3, Iss.2, p 107
 29. Managing
Relationships And
Building Loyalty

62
30. Customer Loyalty

 Loyalty to a product or service by repeat purchases can be due to customer’s

natural satisfaction and preference for the products’ features and benefits
 Loyalty can also be induced through marketing plans and programs from the
firm
 Behavioral loyalty: the observed action that customers have demonstrated
towards a particular product or service
 Attitudinal loyalty: the perceptions and attitudes that a customer has
towards a particular product or service
31. The Wheel
Of Loyalty

64
32. What Drives Customers to Switch

65
33. Loyalty program definition

A loyalty scheme is a customer management program that

offers delayed or immediate incremental rewards to
customers for their cumulative patronage.

Chương trình khách hàng thân thiết là một chương trình quản lý khách
hàng cung cấp phần thưởng trong thời hạn sau khi dùng dịch vụ hoặc ngay
lập tức cho khách vì sự đóng góp của KH đối với doanh nghiệp
CRM at Work: Supermarkets - Difficulty in Building True Loyalty

 Despite spending hundreds of millions of pounds on price-cutting campaigns

and loyalty card schemes, supermarkets
have only persuaded a small minority of shoppers to stay loyal
 According to a report from Mintel Research:
➢ Only 15% of all grocery shoppers are completely loyal to the store where they do
their main grocery shopping
➢ 29% use one other store
➢ 22% use two others
➢ Men are more likely than women to be loyal to a single store
➢ 46% of men shop in just one or two main stores
34. Loyalty management

 Loyalty management functionality allows organisations to develop and operate

loyalty management programs.
 The development of customer loyalty is a goal of many CRM programs. The
availability of loyalty management applications is a direct response to this need.
35. Loyalty management functionality

 Set-up one or more loyalty programs

 Manage multiple targeted membership schemes
 Manage multiple tier models and classes, control all the aspects of tier management from the
number of tiers and tier rewards to point expiration rules
 Set-up partners, products and services offered for accrual and redemptions including product
catalogs
 Create and deploy targeted loyalty promotions
 Setup and manage simple to complex accrual rules and promotions
 Define and manage redemption models using multiple payment modes and currencies
 Perform membership and partner administration tasks
 Run statements and manage member communications.
Examples of LPs

 Frequent-Buyer programs
 City Bagels, a sandwich retail chain offers every 10th sandwich free for customers who
have nine stamps from previous purchases
 Volkswagen Club and Card
➢ Customers collect points from Volkswagen (VW) for servicing their car or buying
accessories and from partners of car rental companies and tour operators

➢ The points can be redeemed for dealer services, price reductions on car purchases, and
catalog merchandise
 Star Alliance Frequent Flyer Program
➢ Any flight on any Star Alliance airline counts towards a members frequent flyer program
36. What you need to compute LTV (Lifetime value)?

Insight into future buying behaviour (phân tích hành vi mua hàng trong tương lai)
➢ Probabilities of buying products 1-n over the next x time periods (xác suất mua sp 1-n
trong x khoảng thời gian tiếp theo)
➢ Margins earned from those products (Lợi nhuận thu được từ những sản phẩm đó)
➢ Periodic costs of customer management (Chi phí quản lí KH định kỳ)

Plus, for new customers

➢ Costs of customer acquisition (chi phí tìm kiếm KH mới)

And finally
➢ Discount rate (Tỷ lệ chiết khấu)
37. Design Characteristics of Loyalty Programs

 Reward structure  Sponsorship (existence of partner

network, network externalities)
➢ Hard vs. soft rewards
➢ Single vs. multiform LP
➢ Product proposition support
(Choice of rewards) ➢ Within sector vs. across sector LP

➢ Aspirational value of reward ➢ Ownership (focal firm vs. other

firm)
➢ Rate of rewards
➢ Tiering of rewards
➢ Timing of rewards
Mini case: Starwood Hotels

 Operates a customer loyalty program called Starwood Preferred Guest (SPG) - allows
customers to accumulate points for staying and spending with Starwood
 Unique - points never expire and Starwood does not have “black-out dates”
 Challenges
➢ Collection of too much information on individual customer behavior without knowing
how to use it, exacerbated by customer’s concern about privacy invasion
➢ Very little knowledge over a large portion of its customer base; while roughly 7
million Starwood customers are members of the loyalty program, 6 million are not
➢ Knowing the extent to which customers will tolerate frequent offerings; while
maximizing its cross-selling and up-selling opportunities
 38. Reward Structure
a. Hard vs. soft rewards
 Financial or tangible rewards (hard rewards) and those based on psychological or emotional benefits (soft
rewards)
 Hard rewards: price reductions, promotions, free products and preferred treatment
 Soft rewards: psychological benefit of having special status in addition to receiving preferred customer
service. EX: Happy birthday, anniversary

b. Product proposition support

 Reward directly supports the firm’s product proposition
➢ Example: The US Bagel franchise Finagle-A-Bagel has a LP that allows participants to redeem their
accumulated bonus points for the firm’s own products – sandwiches and drinks
 Allows LP member to redeem points for products that are completely unrelated to the focal firm’s offering
➢ Example: British Petroleum’s LP users may redeem points from their gasoline-related purchases for
merchandise such as first-aid kits, photographic films, coffee mugs, and Barbie dolls
38. Reward Structure

c. Aspirational value of reward

Consumers prefer hedonic goods as opposed to utilitarian goods when receiving a
gift or a LP reward
➢ Mercedes Benz’s LP makes it possible to transform points against a flight in a
MIG 29 combat aircraft
➢ Neimann Marcus, the US luxury retail chain, gives out each year a new list of
“wow and cool” rewards. These unique rewards include a world famous
photographer to come to a customer’s home for taking pictures
38. Reward Structure

d. Rate of rewards
➢ Ratio of reward value (in monetary terms) over transaction volume (in monetary terms)
➢ How much a consumer is getting in return for concentrating his or her purchases
e. Tiering of rewards
➢ Rewards based on asset accumulation response function - how assets or rewards are accumulated as a
function of spending behavior
f. Timing of Rewards
➢ Determined by minimum redemption rules, type of reward given out, and reward rate
➢ Longer the timing to build up to a certain reward level, the greater the “breakage” (the amount of rewards
that are never redeemed)
➢ “Lock-in” effect - firm creates redemption rules that favor long accumulation periods, thereby impacting
customer retention
➢ Customers build up assets that function as switching cost
 39. Customer Retention and Acquisition Strategies
Allocate resources between existing and new customers

Retention Strategy: Acquisition Strategy:

Keep existing customers Attract new customers

Market decisions: Market decisions

Segment your customers by lifetime value Target the customers based on the model of
Retain your best customer existing customer
Develop one-to-one marketing Develop new markets
Product/Service decisions Product decisions:
Develop relationship marketing Highlight your price/ product offer
Retain your clients with superior quality service Have a clear positioning on the market
Develop tailor-made products Develop attractive branding
Cross-sell and up-sell Give incentives to add initial value to the
Cross-merchandise new customer
40. Offer Options

Price incentives Early bird offer

Payment options Contests and sweepstakes
“You have been specially chosen” Multiple discount offers
Premiums
Multiple product offer
Samples
Deluxe edition
Free trial
Automatic shipment Bounce-back
“Member gets member” Money back guarantee
41. Definitions of CRM

 CRM is a business strategy that maximizes profitability, revenue and customer

satisfaction by organizing around customer segments, fostering behaviour that
satisfies customers, and implementing customer-centric processes.
 CRM is an integrated information system that is used to plan, schedule and control
the pre-sales and post-sales activities in an organization. CRM embraces all aspects of
dealing with prospects and customers, including the call center, sales force,
marketing, technical support and field service.
 The primary goal of CRM is to improve long-term growth and profitability through a
better understanding of customer behaviour. CRM aims to provide more effective
feedback and improved integration to better gauge the return on investment (ROI) in
these areas.
42. Three types of CRM

Type of CRM Dominant characteristic

Strategic CRM is a core customer-centric business strategy that aims

Strategic
at winning and keeping profitable customers.

Operational CRM focuses on the automation of customer-facing

Operational
processes such as selling, marketing and customer service.

Analytical CRM is the process through which organizations transform

Analytical customer-related data into actionable insight for either strategic or
tactical purposes.
43. Operational CRM: some applications
44. Misunderstandings about CRM

1. CRM is database marketing

2. CRM is a marketing process
3. CRM is an IT issue
4. CRM is about loyalty schemes
5. CRM can be implemented by any company
45. Components of CRM Strategy

1) Customer-Management
Orientation

4) CRM
Strategy
Implementation

2) Integration and 3) Information capture

alignment of and alignment of
organizational processes technology
46. Contents of Request for proposals (RFP)

a. Instructions to respondents f. Technology issues:

b. Company background ➢ Delivery model, on-premise, blended
c. The CRM vision and strategy ➢ Functionality required – sales,
marketing and service
d. Strategic, operational, analytical and
➢ Management reports required
collaborative CRM requirements
➢ Hardware requirements
e. Process issues:
➢ Architectural issues
➢ Customer interaction mapping
➢ Systems integration issues
➢ Process re-engineering
➢ Customization issues
➢ Upgrades and service requirements
➢ Availability of free-trial periods
46. Contents of Request for proposals (RFP)

g. People issues:
 Project management services

 Change management services

 Management and staff training

h. Costing issues
i. Implementation issues – pilot, training, support, roll-out, time-line
j. Contractual issues
k. Criteria for assessing proposals
l. Time-line for responding to proposals
47. What about social CRM?

 Social CRM is a term widely used by technology firms with solutions to sell.
 In time Social CRM will become part of a larger discussion of “big data”.
 Social CRM technologies essentially enable users to exploit social network data for
customer management purposes.
 Social media data can be used to enhance analytical CRM
 Where consumers use social media (e.g. Facebook) to make purchases, social media
become part of operational CRM.
48. Link Between CRM and Customer Value

 Customer Value: The economic value of the customer relationship to the firm –
expressed on the basis of contribution margin or net profit

 CRM is the practice of analyzing and utilizing marketing databases and leveraging
communication technologies to determine corporate practices and methods that
will maximize the lifetime value of each individual customer to the firm
Hỏi gì khum?
 Review - Part 1 - Contents
13. Companies want relationships with customers
1. Value through the MKT Mix
14. When do customers want relationships with suppliers?
2. “Customer service” in doing business
15. Why B2B customers do NOT want relationships with
3. Changes in business environment suppliers
4. Changes with respect to Consumers 16. Three stages of the customer lifecycle

5. Changes with respect to the Marketplace 17. Customer retention definition

18. KPIs for customer retention programs
6. Changes with respect to Data Storage Technology
19. Retention issues
7. Changes with respect to Marketing Function
20. Other tools for customer acquisition
8. Bad cases studies in doing business
21. Promotional activities that build B2B leads
9. Evolution and Growth of CRM 22. Sources of B2C prospects
10. Growth of the CRM Industry 23. Networking definition
11. What Drives CRM Industry Forward? 24. Buzz or word-of-mouth definition
12. Organisational benefits from managing customer 25. Partner management
retention 26. Customer club definition
Review - Part 1 - Contents

27. Types of consumer sales promotion 38. Reward Structure

28. Satisfaction-Loyalty-Profit Chain 39. Customer Retention and Acquisition Strategies
29. Managing Relationships And Building Loyalty 40. Offer Options
30. Customer Loyalty 41. Definitions of CRM
31. The Wheel Of Loyalty 42. Types of CRM
32. What Drives Customers to Switch 43. Operational CRM: some applications
33. Loyalty program definition 44. Misunderstandings about CRM
34. Loyalty management 45. Components of CRM Strategy
35. Loyalty management functionality 46. Contents of Request for proposals
36. What you need to compute LTV (Lifetime value)? 47. What about social CRM?
37. Design Characteristics of Loyalty Programs 48. Link Between CRM and Customer Value
 Part 2 - Contents
1. How Might Consumers Handle Perceived Risk? 10. Customer service experience strategy
2. Strategic Responses to Managing Customer 11. Flower of service product
Perceptions of Risks
12. Why is the Service Environment
3. CRM strategy defined important?
4. Key strategic goals in CRM-driven 13. Service delivery system –
organizations HR/Technology/Process
5. Key Stakeholders of Strategic CRM 14. Marketing automation definition
6. Customer Management strategy Orientation 15. Benefits from marketing automation
7. Customer interaction map 16. Email campaign management
8. CRM project design and planning process 17. Tele-marketing
9. Steps in Developing a CRM Strategy
Part 2 - Contents

18. Tele-marketing functionality 27. Key Account Management (KAM)

basics
19. Online marketing
28. Benefits from KAM
20. Online marketing functionality
29. SFA will enhance performance when …
21. Social media marketing
30. Service automation definition
22. Five stages of social media customer
management 31. Benefits from service automation
23. Sales force automation definition 32. Where is service automation
deployed?
24. Key technologies for SFA
33. Key technological elements of SA
25. SFA functionality
34. KPI’s for call- and contact-centres
26. Account management
See you!