Home CRM	Ch1 Retention	CRM Webcasts	Ch2 BI
Ch3 On Demand	Ch4 ABM	Ch5 Opinion	Ch6 Hospitality
Ch7 Automotive	Appendix	CRM MAGAZINES

System requirements for this site are: (Microsoft windows XP, Real, QuickTime or Window Media players, Adobe Acrobat Reader, Macromedia Shockwave Player, Window Explorer, PowerPoint, Word, Excel). Also all links to be opened in new windows .A DSL connection. In the future we shall use Adobe Acrobat Connect Professional (previously Adobe Breeze). Please use latest edition of above software's. Please do not use our server links which are in abundance on this site, as they will not operate from your computers. You need to register, download whatever is permitted and make your own links.

This a self training site and till now used also for linking my study to the best knowledge providers on the net, for content to my thesis. The site depends on a selection of books and publications. Also links to the best consultants, Vendors on earth in the subjects of business & IT. And links to the best free content of the best Universities on Earth. You need before surfing the site to know which are the consultants, Vendors and Universities. Register on line, so you can log in freely. Also subscribe if this service is available to their free e mails which will give you prior notice on new content.

TABLE Of CONTENT

INTRODUCTION

1 Introduction

2 The ABCs of CRM

3 Making sense of customer relationship management

4 An Example: ORACLE SIEBEL

5 CRM top of the management agenda

6 Customer Relationship Management: A Databased Approach

7 Decision Support Systems & Intelligent Systems

8 Collaboration, CRM v.2 and the Truth about Chat By CIO Magazine

9 The ABCs of ERP By CIO Magazine

10 The ABCs of Supply Chain Management
What does supply chain software do? What is supply chain collaboration? Do I need ERP first? Get answers to these questions and more By CIO Magazine

11 The ABCs of SOA By CIO Magazine

12 What You Need to Know About Service-Oriented Architecture By CIO Magazine

13 Go to Next Generation IT Explore one of the most profound developments in the history of IT: the shift to a service-oriented architecture, or SOA. Presented by CIO and Computerworld.

14 The Really, Really Hard Software Architecture Strategy By CIO Magazine

15 The ABCs of the IT Infrastructure Library (ITIL) By CIO Magazine

16 The ABCs of IT Project Management Only 29 percent of IT projects are completed on time and on budget. Here's some advice on how to improve your odds. by Joseph Phillips, CIO Magazine

17 A Definition from an encyclopedia..........

18 CRM & THE HOSPITALITY INDUSTRY

19 CRM & THE AUTOMOTIVE INDUSTRY

20 Build your own Research from These Magnificent Links

CHAPTER [1]

(Customer Relationship Management) , (Customer Lifetime Value), & (Customer Retention)

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. More

a-Chapter 1 of a thesis. The Impact of CRM on Customer Retention By Amal Shawky

b-From The MckinseyQuarterly.com Connecting CRM systems for better customer service

c-An Introduction By The Chartered Institute Of Marketing UK

[1.1] What is CRM? By CIO Magazine

[1.2] Unlocking the Value of Your CRM Initiative by (Peppers & Rogers Group )

[1.3] Customer Relationship Management (CRM) - Beyond the “buzz”

[1.4] Winning the Competition for Customer Relationships By Professor George Day

[1.5] What Every Exec Should Know About Customer Retention By Don Peppers & Martha Rogers, Ph.D., Peppers & Rogers Group )

[1.6] Leveraging Value With a More Effective Customer Interaction Center (CIC) by (Peppers & Rogers Group )

[1.7] 1to1 Mobility: Customer-based Strategies for the Wireless World by (Peppers & Rogers Group )

[1.8] CRM Momentum Building: How to Turn Around Your Stalled CRM Implementation by (Peppers & Rogers Group )

[1.9] Marketing Automation - Why CRM Investments Make Sense by SAS

[1.10] Successful Customer Relationship Management - Why ERP, Data Warehousing, Decision Support and Metadata Matter by SAS

[1.11] Enabling Partner Value Networks Through Partner Relationship Management by Oracle

[1.12] Making Every Contact Count By Tom Van Horn and Robert E. Wollan, Accenture.

[1.13] Service in the Customers' Eyes:
What Works, What Doesn't and How It Contributes to High Performance by Accenture

[1.14] Who Needs Customers, Anyway? By Martin Koch & Patric Imark, SAS Institute AG, Switzerland

[1.15] Break With the Past: Get Intimate With Your Customers by (IMD l Article)

[1.16] Implementing a CRM Scorecard - Part 1 By James Brewton CRMetrix

[1.17] Marketing Performance Management: The CMO’s Ultimate Toolkit By Lane Michel, Quaero

[1.18] Turning Data into Action By John Gaffney and Larry Dobrow, Peppers & Rogers Group

[1.19] Loyalty Programs Must Create Real Value By David Peak, Peppers & Rogers Group

[1.20] You Can’t Gauge Your Business Success Without Effective Measurement
By Niall Budds, Quaero

[1.21] Customer Relationship Management: Challenging the Myth By Donald A. Marchand & Rebecca Meadows, IMD

[1.22] Marketing Shouldn't Always Drive Customer Strategy By Naras Eechambadi, Quaero

[1.23] Marrying market research and customer relationship marketing by Saïd Business School & Ipsos UK

[1.24] Generating Higher Profits by Managing Customers as Financial Assets By Tracey Ah Hee and Adam Ramshaw, Genroe

[1.25] Executing to Plan: How to Close the Gap By Don Peppers and Martha Rogers, Ph.D.

[1.26] Are All of Your Customers Profitable (To You)? By Gary Cokins SAS

[1.27] Top Down vs. Bottom Up By Gregory J. Nolan, Association for Management Information in Financial Services

[1.28] Old Rules & New Rules

[1.29] Real Time Decision Support: Creating a Flexible Architecture for Real Time Analytics by Greg Barnes Nelson and Jeff Wright,

CHAPTER [1] CONTINUED

CRM WEBCASTS

More

[1.1.1] Great Webcasts Performance Management in the Customer Centric Enterprise By BetterManagement

[1.1.2] Maximising Marketing ROI: Practical Approaches for Practical People By BetterManagement

[1.1.3] Siebel Demos

[1.1.4] mySAP CRM: Demos

[1.1.5] Customer Analytics

[1.1.6] Back to Basics

[1.1.7] Excerpts from Philip Kotler Marketing Management & Other Books. A marketing collection.........

CHAPTER [2]

(Business Intelligence), (Analysis and Reporting), (Data Management)

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.

Getting CRM right means integrating processes both within and across business functions to drive more effective customer interactions and unlock greater customer value. More mature areas such as campaign management, sales force automation, contact center and ecommerce are adding advanced capabilities through analytics, business process management and knowledge management tools. Newer areas such as Field Service, Marketing Resource Management, and Sales Asset Management are broadening departmental capabilities and enabling CRM to reach new heights. Customer data integration (CDI), Customer Interaction Hubs and Customer Experience Management make the relationship visible and customer interactions cohesive throughout the organization. Customer value analysis and customer data mining enable more insightful customer interactions within the context of the interaction.

Master data consists of facts that define a business entity, facts that may be used to model one or more definitions or views of an entity. Entity definitions based on master data provide business consistency and data integrity when multiple IT systems across an organization (or beyond) identify the same entity differently.
In an Internet-based survey that TDWI ran in mid-2006, the business entity most often defined in master data is the customer (74%), followed by products (54%) and financials (56%). Other entities include business partners (49%), employees (45%), locations (41%), sales contacts (25%), and physical assets (21%).
Depending on where and how it’s practiced, MDM solutions fall into three broad categories. Operational MDM is built into and/or used to integrate operational applications for ERP, CRM, financials, and so on. Analytic MDM is prominent in data warehousing, because of the balance between tracking data lineage (to ensure you have the right data) and repurposing data to create new structures (like aggregates and time series). Enterprise MDM is far broader in scope than operational and analytic MDM and—as a discrete infrastructure—may encompass them.
MDM has long been practiced as part of a larger application, as seen in analytic MDM (usually for a data warehouse) and operational MDM (usually for an ERP system). The current trend is to take MDM out of its isolated silos and make it a separate solution, so it can achieve a broader enterprise scope that integrates master data and related definitions across more systems. Today, few organizations practice MDM as a separate solution (20%), although most of those embracing the practice have done so with enterprise scope (76%).
In TDWI’s MDM survey, 83% of respondents reported that their organizations have suffered problems due to poor master data, and 54% claimed to have derived benefits from good master data. Data warehousing and BI issues are deeply affected, with reporting and other BI functions either suffering (81%) or succeeding (54%) based on the quality of master data. For example, when compliance involves reporting, MDM helps to populate reports accurately (to avoid an audit) and to answer questions about data’s lineage (in the event of an audit). But master data also affects other business functions, like customer service, marketing, purchasing, product introductions, and the supply chain. And it assists with business integration issues like mergers, acquisitions, and reorganizations.
A first step in designing a software solution for MDM is deciding whether business entities and their storage should follow a hierarchical, multidimensional, object-oriented, relational, or flat data model. A common struggle early in MDM practice is to get beyond reacting to master data problems (like out-of-sync systems) and start proactively searching for opportunities for improvement (like including more systems in the MDM grid).
As a key success factor, most organizations need business people to be involved in the creation of business entity definitions, if the definitions are to be valid and useful. Likewise, for master data to achieve its goal—consensus-driven definitions applied consistently—it must be shared ruthlessly, which in turn demands a central organizational structure with an executive mandate, like a data governance committee or data stewardship program. These much-needed corrections to how master data is managed have deep ramifications for organizational structures and staffing.

Master data management is about defining shared business entities, like customer, product, and financials.
MDM practices tend to be operational or analytic, but can be both when the scope is enterprisewide.
MDM is cross-functional by nature, so it benefits from a governance organization that fosters collaboration between business and IT.

More

[2.1] The Challenges of Data Management By Robert Lerner

[2.2] Data Profiling: The Blueprint for Effective Data Management By Robert Lerner

[2.3] The Data Quality Process By Robert Lerner, Current Analysis

[2.4] Enhancing the Value of Data Through Integration and Enrichment
By Robert Lerner

[2.5] Keeping on Top of Data By Robert Lerner

[2.6] How to Choose a Data Management Solution By Robert Lerner

[2.7] The Challenges of Customer Data Integration By Robert Lerner, Current Analysis

[2.8] Emerging Issues: Master Data Management and Data Quality By Robert Lerner

[2.9] A CDI Solution for the Rest of Us By Robert Lerner

[2.10] A Real-World CDI Implementation By Robert Lerner

[2.11] Dashboard Design: Key Performance Indicators & Metrics By Thomas Gonzalez BrightPoint Consulting

[2.12] Barriers to Performance Improvement By Becca Goren, SAS

[2.13] The Smart Business Intelligence Framework By Colin White B-EYE Network

[2.14] Putting the Business Back into BI By Dave Wells TDWI

[2.15] Getting Started with Operations Analytics By Bill Collins and Richard Keith DecisionPath Consulting

[2.16] Business Intelligence - Beyond the Software By Steven Campbell International Legal Technology Association

[2.17] 12 Tips for Generating Rich Data From CRM Magazine

[2.18] THE ESSENTIAL INGREDIENT: How Business Intelligence depends on data quality By Mat Hanrahan A DCR Data quality resource

[2.19] Designing Executive Dashboards, Part 1 By Thomas Gonzalez

[2.20] Designing Executive Dashboards, Part 2 By Tom Gonzalez

[2.21] Voice over IP for Dummies Our Server 64 Pages. (by Tim Kelly) Avaya

[2.22] Contact Centers for Dummies Our Server 80 Pages (By Réal Bergevin and Allen Wyatt)

[2.23] Mobile Workforce for Dummies Our Server Pages 76 (by Allen Wyatt)

[2.24] VoIP Security For Dummies Our Server Pages 68. Avaya

CHAPTER [3]

ON DEMAND CRM & PLAYERS

(Sales automation, Marketing automation, Customer Service/Call Centers, Analytics, Channel Management, Integration, SMB/Mid-market , Enterprise CRM, Industry News, Vertical CRM Solutions). More

CHAPTER [4]

(Activity Based Management)

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. More

[4.1] Activity Based Management: Improving Processes and Profitability--Chapter 1. Introduction By Brian Plowman, Develin & Partners

[4.2] Activity Based Management: Improving Processes and Profitability--Chapter 2. Historical Perspective By Brian Plowman, Develin & Partners

[4.3] Activity Based Management: Improving Processes and Profitability--Chapter 3. So What is ABM? By Brian Plowman, Develin & Partners

[4.4] Activity Based Management: Improving Processes and Profitability--Chapter 4. Frameworks for Measurement and Improvement By Brian Plowman

[4.5] Activity Based Management: Improving Processes and Profitability--Chapter 5. The ABM Framework By Brian Plowman

[4.6] Please visit our ABM & ABC Site

[4.7] Please visit our Financial Resources Site

CHAPTER [5]

OPINION on SUCCESS or FAILURE CRM More

[5.1] How Sales Teams Should Use CRM From CRM Magazine February 2006)

[5.2] Making Sense Of Sales Software to improve your sales process may finally be ready for prime time. From BusinessWeek.com, spring 2006

[5.3] 11 Ways to Ensure CRM Success Consultants were asked to list some common CRM mistakes, and to then advise readers on how to avoid them.
by Colin Beasty From CRM Magazine December 2005

[5.4] Barriers to CRM Success Tech obstacles to CRM success can be considerable, but others include process and people concerns--read here about two companies' experiences. by Colin Beasty From CRM Magazine May 2006

[5.5] 100 Proven CRM Ideas, Part 1 ...successful and disastrous: 90 bright ideas for your CRM strategy and 10 dim ones to avoid. Edited by David Myron From CRM Magazine June 2005

[5.6] Data miners dig a little deeper By Michelle Kessler and Byron Acohido, USA TODAY

[5.7] Please visit our A & A Marketing Site

[5.8] Please visit our Marketing Site

[5.9] Please visit our M. Management Site

[5.10] Please visit our Sales Site

[5.11] Please visit our Sales Management Site

[5.12] Please visit our ON Competition Site

CHAPTER [6]

HOSPITALITY EXAMPLES More

CHAPTER [7]

AUTOMOTIVE EXAMPLES

More

APPENDIX SUPPLEMENTS RESOURCES

More

(Customer Relationship Management) , (Customer Lifetime Value), & (Customer Retention)

Establishing a macro view of customers and determining the most beneficial way to divide them into meaningful customer groups, requires specific insight into your organization and its goals. Here are some ideas for grouping customers:

• By product or service (i.e., historical buyers of speakers)
• By category of product or service (i.e., historical buyers of consumer electronics)
• By geographic location (i.e., all customers in the Western United States)
• By purchase frequency (i.e., all customers who have purchased at least once in the last six months)
• By annual purchase value (i.e., all customers who purchased goods valued at $1,000 or more in the last year)
• By customer value (i.e., all customers who represent 20 percent of the company's business, and those who represent the remaining 80 percent)
• By lifecycle stage (i.e., prospect, free trial customer, paying customer, repeat customer, loyal customer)

Globally speaking, companies that implement CRM solutions want to identify and prioritize the customer groups that deliver the most revenue to the company. Of course, in some instances, a combination of criterion is required to best arrange your audiences. For example, your centralized customer database may be arranged by service or category of product coupled with the stages of your customer lifecycle. This provides a view of all customers, and potential customers you've come in contact with, interested in specific products that sit in the prospect group, free trial group, purchaser group, etc. Once customers are arranged in such a way you can then begin messaging to them with only relevant information designed to move them from their current lifecycle stage of free trial group to a higher value stage, such as paying customer (See Figure).

The important thing is to clearly define what's relevant and collect only the data that fits that definition. Many organizations lose sight of the goal here, and collect every bit of information they can, only to be buried in reams of meaningless data. To avoid this trap, think in terms of how your customers have already engaged with you (requested information, participated in a free/discounted trial, purchased, advocated on your behalf) and then define the next logical action. It is critical to align specific and measurable events with each stage of your customer's lifecycle so that you can track the success of your interactions with them and their dependence on your organization. This yields more satisfied customers and ultimately delivers higher financial value per customer to the organization. Further, a profile of these best customers must be created and applied to an acquisition effort aimed at finding more prospective customers just like them.

Data collection and customer profiling is effective for creating short- and long-term customer value, but only after you have successfully defined your customers, determined the status of those customer relationships today, where you wanted to move them, and what you needed to know in order to achieve that goal. In the final analysis, it's having the right data and translating it into actionable marketing intelligence that will lead to success. And that requires a practical solution that builds value over time and enables the investment to unfold in a way that is reflective of the return it provides.