CRM

[1] Customer Relationship Management

Customer relationship management (CRM) creates a comprehensive picture of customer needs, expectations and behaviors by analyzing information from every customer transaction. CRM creates the customer intelligence necessary to develop customer relationships.

[2] Customer Lifetime Value
Customer Lifetime Value seeks to maximize profit by analyzing customer behavior and business cycles to identify and target customers with the greatest potential net value over time.

[3] Customer Retention
Customer Retention uses behavioral analysis to categorize customers and design tactical strategies that will sustain and maximize the activities of the most valuable customers.

Activity-Based Management

Activity-based management (ABM) is a cost accounting tool applying cost analysis, target costing and management accounting across the organization. Activity-based management (ABM) enables managers to enhance profits through cost control and tracking practices.

Business Intelligence

Business intelligence (BI) uses knowledge management, data warehouse, data mining and business analysis to identify, track and improve key processes and data, as well as identify and monitor trends in corporate, competitor and market performance.

Analysis and Reporting   

Business intelligence reporting and monitoring includes ad hoc and standardized reports, dashboards, triggers and alerts. Business analytics include trend analysis, predictive forecasting, pattern analysis, optimization, guided decision-making and experiment design.

Data Management

Data management ensures data integrity and availability through methodologies such as data warehousing, cleansing, profiling, stewardship, modeling and definition. Effective business decisions rely on data accuracy and reliability.

Knowledge Management

Knowledge Management methodologies record and disseminate both explicit and tacit process and performance strategies and actions to identify best practices and innovative techniques and ideas.

 

Performance Management in the Customer Centric Enterprise

Our Server

Five great presenters. Five great presentations. These video webcasts present leading experts in Performance and Customer Relationship Management. Hear about new concepts for an integrated management approach that creates a better return from your customers.
It is recommended that you follow these steps: [1] Register at the BetterManagement.com site  [2] Download or open the slides. Please do not use our server links as they will not operate from your computers. You need to download whatever is permitted and make your own links. [3] Watch and enjoy the webcasts or the wealth of resources available.
I. Performance Management in the Customer Centric Enterprise
	Gary Cokins, Strategist, Performance Management Solutions, SAS Click here to download a PDF version of the slides Our Server
II. Aligning Your Strategy to the Customer Value Proposition
	David Norton, CEO, The Balanced Scorecard Collaborative Click here to download a PDF version of the slides Our Server
III. Maximizing Your "Return on Customer"
	Martha Rogers, PhD, Founding Partner, Peppers & Rogers Group Click here to download a PDF version of the slides Our Server
IV. Business Intelligence: Critical Capability to Become a Knowledge-Driven Client-Centric Organization
	Tony LoFrumento, Executive Director, Business Intelligence & Customer Relationship Management, Morgan Stanley Click here to download a PDF version of the slides Our Server
V. The Customer Value Dimension
	Meredith S. Devine, Cost Manager for White-Collar Costing, Nestec SA, Nestlé Click here to download a PDF version of the slides Our Server

Another very good presentation

Performance Management: Making It Work    ( 40 minutes )
This interview with Gary Cokins explores the subtleties of performance management and what it can do for your organization. Need Registration with SAS.

This webcast series entitled Maximising Marketing ROI: Practical Approaches for Practical People explains how to increase the effectiveness and efficiency of your marketing spend.
 

How do you leverage available data sources to find workable day-to-day solutions to marketing problems? Incorporating basic principles and best practice case examples, the series highlights practical hints and tips for how to make these techniques work for your own company or organization.
I. Collaborative CRM: Turning Nectar into Honey
	Learning Objectives: How retailer loyalty card data can be used by manufacturers to develop closer relationships with the consumers of their brands How brand preferences can be built and sustained Why it makes financial sense for retailers and manufacturers to cooperate in this area
II. Loyalty Cards: Are You Missing Out On Smarter Ranging and Promotional Intelligence?
	Learning Objectives: Alternative promotional tactics Better in-store promotional implementation Consumer-centric ranging
III. Forecasting: Can You Predict the Impact of Promotions?
	Learning Objectives: How to predict the volume of sales for any given product promotion What data and modelling you need to achieve this How to leverage retailer EPOS data How this approach has been applied by a major UK retailer How to develop an optimal promotions strategy to maximise sales and/or profit
IV. Customer Centric Targeting : Supercharging your Campaign Response Rates
	Learning Objectives: How to know what you need to know about your customers How to predict future customer behaviour using circumstance and attitudinal data How to project attitudinal variables onto each customer in your database What benefits a major European garden products retailer has achieved from doing this for the past five years.
V. Media: How Do You Measure Sales Effectiveness?
	Learning Objectives: The ways in which media communications can be measured How to understand what media exposure your customers and consumers are experiencing How that combined weight of communication is influencing their behaviour How to measure the impact of your own and your competitors advertising and communications activity on your sales performance How to optimise your spend to maximise the sales efficiency and profitability of your advertising and media communications budget
VI. From Consumer Goods to Financial Services: Why You Must Model the Marketing Mix
	Learning Objectives: The best planners are those who create the future, not those who just plan for the future Why past sales performance is not necessarily a good guide to the future The techniques you need to understand individual monthly sales performance from a strategic standpoint How to project sales performance three years ahead with greater confidence How to determine what marketing mix you need to guarantee the outcome
VII. Forecasting: Is Your Business Under the Weather?
	Learning Objectives: How consumer behaviour is affected by the weather The key steps in analysing this relationship for your business Which weather variables are the best to use How to use weather forecasts to improve your business planning
VIII. Profiting from Promotions Analysis
	Learning Objectives: How to use Electronic Point Of Sale (EPOS) data from retailer extranets to improve the sales effectiveness and profitability of your Promotional Programmes. How to account for and estimate the impact of all the relevant cross-substitution effects. How to predict the impacts of future marketing activities, even if they differ in nature from those run in the past.

• Article: Using Softening Agents to Ease the Pain of a Big Sale
• Article: The Struggle for Control of Customer Information
• Article: Is the Internet Undermining Customer Value?
• Article: Self Service May Come Back to Haunt Customers

Principles of Marketing tutorials

[I] The Basics

• Part [1] Tutorial: About Marketing
• Part [2] Marketing Research

[II] Customers and Markets

• Part [3] Tutorial: Consumer Buying Behavior

Possibly the most challenging concept in marketing deals with understanding why buyers do what they do (or don’t do).  But such knowledge is critical for marketers since having a strong understanding of buyer behavior will help shed light on what is important to the customer and also suggest the important influences on customer decision-making.  Using this information, marketers can create marketing programs that they believe will be of interest to customers. 

As you might guess, factors affecting how customers make decisions are extremely complex.  Buyer behavior is deeply rooted in psychology with dashes of sociology thrown in just to make things more interesting.  Since every person in the world is different, it is impossible to have simple rules that explain how buying decisions are made.  But those who have spent many years analyzing customer activity have presented us with useful “guidelines” in how someone decides whether or not to make a purchase. 

In fact, pick up any textbook that examines customer behavior and each seems to approach it from a different angle.  The perspective we take is to touch on just the basic concepts that appear to be commonly accepted as influencing customer behavior.  We will devote two sections of the Principles of Marketing tutorial to customer behavior.  In this section we will examine the buying behavior of consumers (i.e., when people buy for personal reasons) while in next section  we will examine factors that influence buyer’s decisions in the business market.

This tutorial includes the following topics:

  1. Consumer Buying Behavior
  2. Types of Purchase Decisions
  3. Why Consumers Buy
  4. What Influences Purchasing
  5. Internal: Perceptual Filter
  6. Internal: Knowledge and Attitude
  7. Internal: Personality and Lifestyle
  8. Internal: Roles and Motivation
  9. External: Culture and Groups
10. External: Situation
11. How Consumers Buy
12. Purchase Decision Steps 1 and 2
13. Purchase Decision Steps 3, 4 and 5

• Part [4] Tutorial: Business Buying Behavior

The business market is comprised of organizations that, in some form, are involved in the manufacturer, distribution or support of products or services sold or otherwise provided to other organizations.  The amount of purchasing undertaken in the business market easily dwarfs the total spending by consumers.  Because the business market is so large it draws the interest of millions of companies worldwide that market exclusively to business customers.  For these marketers understanding how businesses make purchase decisions is critical to their organizations’ marketing efforts. 

In some ways understanding the business market is not as complicated as understanding the consumer market.  For example, in certain business markets purchase decisions hinge on the outcome of a bidding process between competitors offering similar products and services.  In these cases the decision to buy is often whittled down to one concern – who has the lowest price.  Thus, unlike consumer markets, where building a recognizable brand is very important, for many purchase situations in the business market this is not the case.

However, in many other ways business buying is much more complicated.  For instance, the demand by businesses for products and services is affected by consumer purchases (called derived demand) and because so many organizations may have a part in creating consumer purchases, a small swing in consumer demand can create big changes in business purchasing.  Automobile purchases are a good example.  If consumer demand for cars increases many companies connected with the automobile industry will also see demand for their products and services increase (we will later refer to these companies as supply chain members).  Under these conditions companies will ratchet up their operations to ensure demand is met, which invariably will lead to new purchases by a large number of companies.  In fact, it is conceivable that an increase of just one or two percent for consumer demand can increase business demand for products and services by five or more percent.  Unfortunately, the opposite is true if demand declines.  Trying to predict these swings requires businesses to not only understand their immediate customers but also the end user, which as we will discuss, may be well down the supply chain from where the business operates.

This section discusses the unique characteristics of the business market.  We will see that marketers must appeal to business customers in ways that are distinct from how they would approach consumers.  While marketers selling to other businesses operate with most of the same marketing tools used by marketers of consumer products, how they employ these tools to reach their marketing objectives may be quite different.

This tutorial includes the following topics:

  1. Business Buying Behavior
  2. Who is in the Business Market
  3. Supply Chain Market
  4. Business User Markets
  5. Business vs Consumer Markets
  6. Buying Center Decision-Making
  7. Buyer Experience, Timing, Order Size
  8. Number of Buyers, Promotion Type
  9. Types of Purchase Decisions
10. How Businesses Buy
11. Purchase Decision Steps 1 and 2
12. Purchase Decision Steps 3, 4 and 5

• Part [5] Targeting Markets

[III] Product 

• Part [6] Product Decisions
• Part [7] Managing Products

[IV] Distribution

• Part [8] Distribution Decisions
• Part [9] Retailing
• Part [10] Wholesaling
• Part [11] Product Movement

[V] Promotion

• Part [12] Promotion Decisions
• Part [13] Advertising
• Part [14] Advertising Campaign
• Part [15] Sales Promotion
• Part [16] Public Relations

From

Marketing, 7/e by Roger A. Kerin; Eric N. Berkowitz; Steven W. Hartley; & William Rudelius

Chapter 5

Marketing: Consumer Behavior

Chapter 6

Marketing: Organizational Markets and Buyer Behavior

Please see

Principles of Marketing, 10/e
by Philip Kotler , Gary Armstrong

Chapter 6: Consumer Markets and Consumer Buyer Behavior

Please Open all the following Graphs while reading this chapter

Animated Figure 6-1 

Animated Figure 6-2 

Animated Figure 6-6

Chapter 7: Business Markets and Business Buyer Behavior

Please Open all the following Graphs while reading this chapter

Animated Figure 7-2  

Animated Figure 7-3 .

From Marketing Management, 11/e
Philip Kotler

• Chapter 1: Defining Marketing for the 21st Century
• Chapter 2: Adapting Marketing to the New Economy
• Chapter 3: Building Customer Satisfaction, Value, and Retention
• Chapter 19 Managing integrated marketing communications
• Chapter 21: Managing the sales force
• Chapter 22 Managing the total marketing effort