SECTION 1: OVERVIEW AND CRITICAL SUCCESS FACTORS FOR CRM

Chapter 1: Introduction
Learn valuable lessons from leading companies
Planning a CRM strategy: how this report will help
Avoid the easy solution
Definition and significance of customer relationship management

Chapter 2: Executive Summary

Chapter 3: CRM Strategy Planner
Core tasks
Define business objectives
• Company examples: Shell Europe Oil Products, RS Components, Mc-Graw Hill, Royal Bank of Canada, Boehringer Ingelheim
Key questions
Understand the three dimensions of CRM
• Company examples: Automobile Association
Key questions
Establish a structured approach to project management
• Company examples: McGraw Hill, Boehringer Ingelheim, Royal Bank of Canada
Key questions
Identify corporate and customer needs
• Company examples: Bank of America, Boehringer Ingelheim
Key questions
Re-engineer customer-facing processes in line with customer needs
• Company examples: RS Components, Bank of America, Shell Europe Oil Products
Key questions
Use a structured approach to selecting technology
• Company examples: Boehringer Ingelheim, Mc-Graw Hill
Key questions
Ensure that systems development is business-led
• Company examples: Boehringer Ingelheim, RS Components
Key questions
Establish actionable measures of customer performance
• Company examples: Royal Bank of Canada
Key questions
Actively manage culture change and win buy-in
• Company examples: Mc-Graw Hill, Royal Bank of Canada, RS Components
Key questions
Develop a phased implementation strategy
• Company examples: Shell Europe Oil Products, RS Components, Mc-Graw Hill
Key questions

Chapter 4: Critical Success Factors for CRM
Goals and objectives for CRM initiatives
Practical success factors
KPMG's six critical success factors
Generic critical success factors
Developing customer-facing processes
• Company examples: Spot-on Marketing, DHL
Creating a customer culture
• Company examples: AAH Meditel, Royal Bank of Scotland
Introducing customer-based measurements
Effective use of information technology
• Company examples: Lucent Technologies, Mobil Oil Corporation, Canada Life UK
Segmentation and understanding customers
Developing an integrated process
Causes of failure
Key learning points

SECTION 2: CRM - TEN KEY CHALLENGES

Chapter 5: Adopting a Multi-Disciplinary Approach to the CRM Project
Summary
How the customer changes the company
Improving technology and processes
Connect with enterprise-wide initiatives
Rethinking the enterprise
The effect on customer experience
Starting with the business case
Writing the business case
• Company examples: Shell Europe Oil Products, Compaq
Owning the customer
The Chief Customer Officer
Board-level responsibility
It's a people thing
Support from the top
Involve everyone
Be prepared to adapt
Scoping the technology
Structured frameworks for CRM projects
ISM's ten-step approach
Key learning points

Chapter 6: Customer Assets and Customer Knowledge
Populating the database
Legacy systems
Dangers of data decay
Third party sources
Match rates
Customer ownership
Purchasing intentions and event triggers
Harvesting data on the Internet
The empowered e-consumer
Have I the right to know you?
Key principles of data capture
Levels of data required
Leveraging existing customer knowledge
Dynamic market segmentation
Dynamic customer segmentation
How the market impacts on the customer
Demon's experience using its data
Customer knowledge equals profitability
Key learning points

Chapter 7: Managing the People, Culture and Organizational Issues
Summary
The need to consult internally
Achieving buy-in and cultural change
Centralized customer resources versus local implementation
Managing outsourced suppliers
Proving the return on investment
Key learning points

Chapter 8: Establishing End-to-End Processes
Summary
The need to change the business process
First steps
Integrated processes
Integrating goals and objectives
The principles of business process re-engineering
Critical success factors for business process re-engineering
Ten critical success factors
Leveraging best practice in process re-engineering
Linking the components with technology
Key learning points

Chapter 9: Customer Knowledge and the Data Warehouse
Summary
Supporting integrated processes with customer data
Defining the customer data component
Managing the implementation of a data warehouse
Persuade people to use new systems
Benefits of the data warehouse and beyond
Key learning points

Chapter 10: Developing a CRM Measurement Strategy
Summary
CRM and the new metrics
Balanced scorecard and measurement frameworks
Drivers of customer performance methodology
Benchmarking company performance
Best practices in the sales process
Tracking marketing and customers
Reporting on the new measures
Key learning points

Chapter 11: Automating Operational CRM
Summary
Technological support for CRM
Core components of automated CRM
Increasing channels and introducing the Web
Key learning points

Chapter 12: Developing Tools for Analytical CRM
Summary
Sourcing data from CRM systems
External databases
Creating reports in CRM systems
Modelling behaviour
Key learning points

Chapter 13: Enterprise-wide Integration of Applications
Summary
CRM as an integrated process
ERP in the integrated organization
Enterprise integration applications
Data issues in legacy systems
Application selection for ERP compatibility
Evaluating systems vendors
Partnership approach
Adding in the Internet
A major delivery channel in CRM
New forms of integrated CRM
Key learning points

Chapter 14: Implementing and Rolling out CRM
Summary
CRM implementation principles
Incentives for change
McKean's four types of worker
Other areas of resistance
Careful recruitment
Accepting the timescale
Seeing the benefits
Key learning points

SECTION 3: CASE STUDIES

The Automobile Association
Boehringer Ingelheim
McGraw-Hill Higher Education
Royal Bank of Canada
RS Components
Learning points
Shell Europe Oil Products

Chapter 15: Future Trends in CRM
Summary
The rise of the infomediary and data co-op
Concerns about sharing customer data
The development of data co-ops in the UK
Club Canvasse
Euro Direct
Abacus Direct
Marrying up ease of access with large-scale data sources
Other contenders
Limitations in the scope for data co-ops
The shape of CRM to come
KPMG's model
The storyline
Conclusion