CRM  WEBCASTS

CHAPTER   [1] CONTINUED

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. 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. 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.

[1]

GREAT WEBCASTS         

Great Webcasts Performance Management in the Customer Centric Enterprise 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.

 

[2]

Maximising Marketing ROI: Practical Approaches for Practical People 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.   Associated Articles Collaborative CRM: The Kaleidoscope Principle Richard Cuthbertson & Steve Messenger have written this article to accompany the first webcast in the series. Marrying Market Research and Customer Relationship Marketing Steve Messenger's second article to accompany the webcast series.

 

 

[3]

Siebel Demos         DEMOS Siebel Enterprise Contact Center Analytics Siebel Enterprise Sales Analytics Siebel 7.7 Solutions Register to view Siebel product demos — learn more about CRM best practices, business strategies, and product capabilities.

 

[4]

mySAP CRM: Demos Experience firsthand the features, functionality, and benefits of mySAP Customer Relationship Management (mySAP CRM). These brief, user-friendly demos show how mySAP CRM performs in a real-world environment: Complaint Handling for Logistics Service Providers Discover how mySAP Customer Relationship Management allows you to aggregate customer information from disparate systems, integrate processes to improve customer service, resolve customer problems in real time, and provide services that enhance customer relationships. Watch the demo. -- Log-in required. mySAP CRM: Improving Order Management Find out how mySAP CRM enables your sales staff to create sales orders, check product availability in real-time, and change orders on-the-fly -- so you can drive effective sales processes, respond to changing customer needs, and achieve a faster time to value. Watch the demo. -- Log-in required.

 

[5]

Customer Analytics Customer analytics applies Business Intelligence and reporting methodologies such as data mining and OLAP (Online Analytical Processing) to CRM applications. These applications are customized to analyze, report on and predict customer behavior. Customer data marts store information that can be analyzed with data mining tools to build customer behavior models. Data marts are also used to create targeted advertising campaigns to increase customer return rates. OLAP: The CRM Enabler    Introduction Customer Relationship Management has continued to thrive and is reaching increased levels of maturity. The reasons behind this are many, but my favorite is quite simple: if your competitors have a better understanding of your customers and how they interact with you, they will attempt and likely succeed in driving your customers away from you and toward their products or services. The commonly accepted subsets of CRM are: Sales Force Automation Call Center and Other Types of Customer Interface Operations Purchase Recommendation Engines and Real-Time Content Customization Engines Marketing Segmentation, Campaign Operations, and Campaign Management Analysis permeates all of the above facets of CRM. A sales organization needs analytics to understand and better manage lead sources, opportunity success rates and reasons, employee performance, etc. Similarly, contact centers use predictive analytics to understand root causes, pinpoint product issues, call routing effectiveness. But perhaps the most intensive use of analysis goes into the Marketing department, where customers are segmented, campaigns are built and executed, then the results are analyzed, which is then used to more effectively re-start the entire cycle. The underlying concept which makes this type of analysis possible is On-Line Analytics Processing, or OLAP, and is the focus of the following pages. OLAP and Data Warehousing OLAP is the underlying concept behind Data Warehousing, one of the technologies that makes the types of analysis discussed above possible. Data Warehousing as a concept has been around for over a decade (and OLAP is much older then that), it has definitely matured, and is as "hot" as it has ever been. Until several years ago, the very definition of Data Warehousing was debated: Does a data warehouse encompass data across the entire enterprise, or can it be departmental, and still be considered a data warehouse? Or do these departmental "warehouses" automatically become data marts, a lower ranking citizen in the nation of Data Warehouses. In fact, the definitive difference between the Mart and the Warehouse has narrowed down since the early Data Warehouse days. In most cases, it is not a question of what it is, but rather, what its purpose is. A warehouse that is enterprise wide, for instance, can be small because it is departmental and only warehouses marketing data. But you could still correctly call it a data mart. Data Warehouses enable us to do something that traditional operational systems were either unable to do, or doing it was very impractical and inefficient: Warehouse Data. Operational systems collect and store the current state of data. For example, if your company tracks customer complaint calls, you can ask your operational system "How many complaint calls did we get yesterday?". However, it would be difficult to ask "How many complaint calls did agent John Doe answer, between 10 and 11 am, on October 28, 2000, relating to our Model X Widget, with status of 'Critical'?" This kind of question would require serious effort on the part of your IT team to answer; the answer could come too late for you to make a relevant business decision. The question may not be considered important enough by the IT team to even be answered, because "more important people may have more important questions." Even if you get an answer, the answer may create more questions, such as "Give me a breakdown of the Model X Widget variations, for that same time period, for all agents, that shows number of 'Critical' complaints by variation." Say you can make things happen, and you get your answers in a timely manner. Well, the answers may be wrong! Wrong because many organizations have more than one system that may track this same information (or fragments of it), and subsequently there may be more than one "version" of the true answer. Similarly, if your CEO asks its VPs "How many Model X Widgets did we sell last September?", the Accounting, Finance, and Sales VPs could come up with different numbers, because they will use different systems and methodologies (i.e. the tracking metrics of returns, uncollectible debt, recalls, etc may vary across these organizations). This is where Data Warehousing comes in. First, it understands business rules that show a "single version of the truth." Second, it answers complex business questions with great ease. In fact, analysts can easily get up-to-the-minute answers, without IT's involvement, to questions such as "How many complaint calls did agent John Doe answer, between 10 and 11 am, on October 28, 2000, relating to our Model X Widget, with status of 'Critical'?". Now, that's power of information; it can turn office clerks into powerful decision-makers. But what makes up a Data Warehouse? It is a database, with a special schema design. Most operational databases consist of a large number of highly normalized tables, By contrast, Data Warehouses have a fact table (or tables) in the middle, surrounded by dimension tables. This design looks like a star, and therefore it is called a star schema. The fact table contains numerical values (such as dollar amounts, quantities, and other measures)—hence the descriptor “fact.” The dimension tables hold the dimension (such as Time), and its subsets (minute, hour, day, month, year), which define the depth of granularity. A degree of normalization can be added to this star schema, by adding related tables to the dimension tables, if needed. In this case, the schema design looks more like a snowflake, and this is what it is known as. The dimensions, in effect describe the “cold hard facts,” by explaining that the fact 200 means “200 variations of the product Widget, sold on September 20, in Japan, via the Web Channel.” This example contains the following dimensions: Product, Time, Geography, and Sales Channel. Why de-normalize a database in this way? A star schema design provides for the fastest possible query time, and data warehouses are used specifically for fast queries that require execution times that follow the train of thought. Star schemas are fast (it is often said 100 times more efficient) because querying them requires very few joins between tables, compared with normalized tables. Compared to normalized databases, however, star schemas are very inefficient at data storage and writing data, which is why they are used specifically for querying purposes. The best way to get a quick return on investment on often costly Data Warehousing projects is to use other OLAP technologies to tap into its data and get information that will enable better strategic and tactical business decisions. Why is a cube often used to represent OLAP? Although a cube is an inaccurate representation of OLAP, answering this question will show what OLAP does and how it works. The "cube" is actually the data. You may have heard of "slicing and dicing:" What this means is that you can look at particular piece of information inside the cube. So why a cube? At the core of OLAP databases is multidimensionality. This allows for data to be looked at from different perspectives, or through different dimensions. Say you have time, product, status, and request type dimensions. This means that you can look at the number of requests that occurred in a particular time window, for a particular product, and that have a particular status. That's not all. The dimensions can have granularity, which can allow you to drill down, and see further detail. So why is a cube an inaccurate representation of OLAP? A cube has 3 (or 6, depending on how you look at it) dimensions; whereas an OLAP database may have more or less. The two main OLAP technologies: Relational OLAP (ROLAP) and Multidimensional OLAP (MOLAP). Both are based on the same concepts that are at the basis of Data Warehousing: storage of data across time and other dimensions (i.e. products, agents, budgeted expenses, actual expenses, etc). What separates them is how they work under the hood. ROLAP holds the data in a relational database, in a Relational Database Management System (RDBMS), such as Oracle or Microsoft SQL Server. In effect, ROLAP is a Data Warehouse, plus special querying tools that enable quick and user friendly querying. ROLAP systems in practice are typically a hybrid of an RDBMS (say, Oracle), and the query tool (such as Cognos PowerPlay, Brio, etc.) Some query tools can be very specialized, such as the Epiphany Marketing product. With minimal configuration, marketing analysts can these off-the-shelf specialized products to create specialized marketing mailing lists, create, manage and analyze campaigns, etc. MOLAP holds the data in a multidimensional database (MDB). This is a completely different technology from the RDBMS packages. MDBs have been around for as long as RDBMS, although they have not been as well known. MDBs are more inefficient at storing data, however, their querying time is faster than ROLAP. More popular MOLAP database packages include Hyperion Essbase, Oracle Express, Holos, etc.   (Please see Successful Customer Relationship Management - Why ERP, Data Warehousing, Decision Support and Metadata Matter  SAS   Our Server ) . Item (10) on this page. Also very important DSS & I. Systems   Database Management  Our Server Only

[6]

Back to Basics

It is important in a study of CRM to have a refreshing reading, on why customers buy. Accordingly it is recommended to read the following:

[7]

 

Forrester Research

 

Accenture

 

1to1 Glossary

 

1to1 Helpful Links

 

1to1 on.the.run

 

All your R. Software

Additional Text Materials

 

Publication

Knowledge@Wharton

Harvard Business Review

HBO e-learning

INSEAD Knowledge

Strategy + Business

The McKinsey Quarterly

MIT Sloan M. Review

CIO

Executive Summaries

HBS Working Knowledge

Accenture Outlook on line

Stanford G. S. of Business

Stanford Audio & Video

Better Management.com

Businessweek: Media center

A & A Readings Portal

A & A Readings

Audio & Video

Mainly CRM

CRM Today

Oracle Magazine

DestinationCRM.com

TechRepublic

BNET

CRM Daily.com

CRMGuru

eCRMGuide

IntelligentCRM

IT Papers.com

IT Toolbox CRM

searchCRM

Mainly Hospitality

Hospitality Technology

Hospitality Upgrade

Hotel Online

Hotel Marketing Coach

1. The New World of Sophistication
   From mashups and analytics to melanges and intimacy, in the coming year CRM's evolving opposable thumbs will add dexterity to business processes.
2. Analytics Brought to Bear
   How strength in numbers--in this case, the analytics of customer data--transforms sales teams into sales forces.
3. The BI Tools Bonanza
   Simple, rewarding BI tools have been developed over the past three years, quietly accelerating marketers' ability to see and hear.
   
4. The ABCs of CRM from CIO 
5. Customer Relationship Management (CRM) - Beyond the “buzz”   
6. CRM Overview

7. Is CRM Dead? Alive or dead, CRM is vastly changed from the acronym we once thought we knew. 

8. The ROI of CRM STRATEGIES FOR MEASURING AND MAXIMIZING CUSTOMER RELATIONSHIPS
9. Implementing a CRM Strategy
10. "Winning the Competition for Customer Relationships"  (PDF) By Professor George Day  Our Server
11. Are All of Your Customers Profitable (To You)?  . By Gary Cokins, SAS     Our Server
12. How and Why Do Customers Identify With Companies? By Michael Ahearne, C.B. Bhattacharya, Thomas Gruen, IESE Insight  Our Server
13. You Can’t Gauge Your Business Success Without Effective Measurement By Niall Budds, Quaero,  Our Server
14. Customer Relationship Management: Challenging the Myth By Donald A. Marchand & Rebecca Meadows, IMD, Our Server
15. Marrying Market Research and Customer Relationship Marketing Saïd Business School & Ipsos UK,, Our Server
16. Marketing Shouldn't Always Drive Customer Strategy By Naras Eechambadi, Quaero, Our Server
17. Executing to Plan: How to Close the Gap By Don Peppers and Martha Rogers, Ph.D., Peppers & Rogers Group, Our Server
18. Unlocking the Value of Your CRM Initiative 
    Effective ROI gains will be realized through CRM implementations. However, CRM initiatives depend upon more than simply introducing a technology solution to the organization. In short, CRM strategy is dependant upon the sum-total of all planning, development and adoption tasks needed to achieve the company's customer-related goals. Our Server. Peppers & Rogers Group
19. What Every Exec Should Know About Customer Retention By Don Peppers & Martha Rogers, Ph.D.,  Peppers & Rogers Group  
20. Leveraging Value With a More Effective Customer Interaction Center (CIC)
    The traditional call center continues its battle to prove its value within the organizational structure. For many leading companies, the shift from a cost center to a revenue generator is already underway. See how leading companies can achieve success, the people, processes and technologies required to make that transition successful by aligning with the company's customer vision, including its ability to differentiate customers by their value and needs. Our Server. Peppers & Rogers Group  
21. 1to1 Mobility: Customer-based Strategies for the Wireless World
    Mobility - the convergence of wireless communication and global positioning technology - is changing the way we interact with our friends, families and customers. Next generation technologies such as broadband wireless networks (also known as 3G, or third-generation networks), mobile devices and on-demand audio and video, will make possible a deeper and more effective approach to successful customer strategy across the enterprise. Our Server  Peppers & Rogers Group  
22. CRM Momentum Building: How to Turn Around Your Stalled CRM Implementation
    You've secured the funding for CRM. You've hired a reputable integrator. You've bought the ultimate CRM technology. You've implemented your tools and automated your processes. And yet your company-wide CRM implementation - the one you're leading - is many months late, way over budget and has yet to deliver on its promise. Here are six practical suggestions on how to get things moving forward again. Our Server.  Peppers & Rogers Group  
23. How Retailers are Using Customer Insight to Build Competitive Advantage
    It's no secret. Retail profitability is connected to customer insight. Years ago, the best retailers were those that could generate pedestrian traffic and had well merchandized stores offering fresh displays and good service. Firmly entrenched in the "Relationship Age," today's leading retailers are leveraging their rich customer bases to build profitable relationships with valuable customers by focusing their merchandising, marketing and customer service offerings into a powerful, integrated brand offering. Our Server. Peppers & Rogers Group  
24. CRM in a Down Economy…Revisited
    In 2001, Peppers & Rogers Group published its first white paper, CRM in a Down Economy. With two years of a lagging market under our belt, we wanted to find out just how accurate our CRM prescriptions for better business really are. "CRM in a Down Economy … Revisited", takes a critical look at the new strategies and practices that have emerged. Our Server. Peppers & Rogers Group  
25. Privacy: Beyond Compliance
    Leading companies are leveraging their databases in order to create long-term competitive advantage. These relationships that bring strong returns are built on trust. See how companies are building trusted relationships with customers through the responsible collection and use of their data. Our Server. Peppers & Rogers Group
26. Understanding Unique ID Solutions
    A unique identification approach to CRM will fundamentally change how a firm competes by having full visibility of customer financial, operating, and interaction data. This white paper shows how moving from aggregate data on a product or brand equity basis to the individual customer level of analytics is essential to understanding and managing the revenue and cost drivers behind aggregate results. Our Server.   Peppers & Rogers Group
27. Smart Retailers Use Customer Intelligence Throughout Organization By Robert Garf,  AMR Research, Our Server
28. Top Down vs. Bottom Up By Gregory J. Nolan,  Association for Management Information in Financial Services, Our Server
29. Customer Service in Customers' Eyes  Accenture,  Our Server
30. Are You Worthy of the Loyalty You Desire? By Kevin and Jackie Freiberg,  San Diego Consulting Group, Inc. Our Server
31. Let CRM Drive Your Supply Chain By Khristen Chapin,  Integrated Solutions for Retailers. Our Server
32. Generating Higher Profits by Managing Customers as Financial Assets By Tracey Ah Hee and Adam Ramshaw,  Genroe. Our Server
33. Who Needs Customers, Anyway? By Martin Koch & Patric Imark, SAS Institute AG, Switzerland. Our Server
34. Break With the Past: Get Intimate With Your Customers
    IMD l Article
35. Implementing a CRM Scorecard - Part 1 By James Brewton,  CRMetrix. Our Server
36. Marketing Performance Management: The CMO’s Ultimate Toolkit By Lane Michel, Quaero. Our Server
37. Turning Data into Action By John Gaffney and Larry Dobrow, Peppers & Rogers Group. Our Server
38. Want Value from Your Acquisition? Try a Customer-Centric Approach By Russ Cobb, SAS. Our Server
39. Truth and Trust: They Go Together By Stever Robbins,  Harvard Business School Working Knowledge. Our Server
40. Making Every Contact Count By Tom Van Horn and Robert E. Wollan, Accenture. Our Server
41. CRM Empowers Harrah’s to Look Backwards and Forwards When Developing Campaigns By Jeanette Slepian, BetterManagement. Our Server
42. Getting it Right: Turning Customer Value into Competitive Advantage in Retail Banking SAS and Peppers & Rogers Group. Our Server
43. Which Customers Are Worth Keeping and Which Ones Aren’t? Managerial Uses of CLV  Knowledge@Wharton.   Our Server  
44. BetterManagement LIVE Interviews the Thought Leaders. Our Server
45. Loyalty Programs Must Create Real Value By David Peak, Peppers & Rogers Group. Our Server
46. A Cingular Challenge: Becoming More Than the Sum of its Parts  Knowledge@Wharton. Our Server
47. If You're Going by the Old Rules, You Don't Know Your Customer
    SAS l Article
48. The Twelve Laws of Loyalty  AMA article
49. The Lowdown on Customer Loyalty Programs: Which Are the Most Effective and Why Published: September 06, 2006 in Knowledge@Wharton. Our Server
50. Striking the CRM Balance Rich customer relationships that generate loyalty and revenue are critical to sustained performance. To meet this challenge, companies are deploying Customer Relationship Management (CRM) applications and strategies across their organizations. Our Server. Microsoft Business Solutions now Microsoft Dynamics.
51. A CRM Blueprint: Maximizing ROI from your Customer-based Strategy An analysis of the CRM Marketplace that provides in-depth case studies and offers perspective as you build your company's customer-based strategy. Our Server. Microsoft Dynamics GP (formerly Microsoft Great Plains)
52. An E-commerce Bluprint: How to Maximize ROI from your Web Strategy As innovation continues on the Web, one business directive remains for: Interact and transact with customers on the Web or be left behind This white paper offers insights and best practices from companies who have had success. Our Server. Microsoft Dynamics GP (formerly Microsoft Great Plains)
53. Marketing Automation - Why CRM Investments Make Sense  SAS Our Server   (24 pages)
54. Successful Customer Relationship Management - Why ERP, Data Warehousing, Decision Support and Metadata Matter  SAS   Our Server     (9 pages)
55. Customer Loyalty - Are You Wired for It  AMA article
56. Move Over, Baby Boomers  CIO article
57. Best Practices in Lead Management  AMA article
58. Stand Out and Be Heard   AMA article
59. CRM's High Wireless Act   Wireless immediacy allows enterprises to pursue CRM simplicity with powerful rewards for everyday functions. From CRM Magazine
60. Marketing Transformation  AMA article
61. Philip  Kotler Quotes on Marketing
62. Principles of Direct Response Advertising Media