||four elements of crm
management briefings and technical education
independent advice on tools and methods
||History of interactions with customer.
||Know your customer, serve and exploit your customer better.
||Behaviour monitoring, pattern-matching
to SPRM If you are managing the relationship with the customer, do
you not expect the customer to manage the relationship with you?
CRM systems often refuse to acknowledge (and try to flatten) the rich and
complex signals received from or about customers.
CRM as customer
surveillance - fosters the illusion that the database contains the
Whole Truth about customers.
Customer identity New ways of
identifying customers - individuals instead of large corporations, individuals
as members of friendship circles, and so on. Implications for IT,
especially data management.
Pitfalls of Tactical
In customer relationship management, considerable effort is devoted
to establishing a stable identity for customers – sometimes against the
wishes or interests of the customers themselves. As a private customer,
I don’t necessarily want a supermarket to record and analyse details of
my purchases, and I may only be persuaded to grant access to my identity
in return for a discount scheme implemented using a so-called loyalty card.
As a car driver, I may want to obtain and compare several different and
independent quotes for car insurance – and this need may be frustrated
if the insurance industry recognizes me as the same again. Meanwhile,
the insurance industry very much does want to recognize me as the same
again, because it sees the tactic of hidden identity as a cover for fraud.
Different views on the customer
In a commercial organization, different departments may have different
notions as to the identity of the customer. (For example, does a grocer
sell a breakfast cereal to children or to their parents? Does an oil company
sell petrol to motorists, or to petrol stations? Among other things, how
you answer this question affects the number of customers you think you
||CRM as a sales tool. "I see you bought this, would you like this -
NO GO AWAY."
||CRM fails to hide the organizational mess that hides behind the call
||Anything not in their script they are unable to handle.
||Call centre rarely seems "empowered". Staff bear the brunt of complaints
they can do nothing about.
||Large companies and virtual enterprises have multiple unconnected call
centres. (Only adds to the problem rather than solving it.)
||CRM as customer surveillance
- fosters the illusion that the database contains the Whole Truth about
||Thus instead of promoting better relationships with the customer, CRM
becomes a bureaucratic obsession with the content of the customer database.
with thanks to Lawrence Wilkes.
||Managing Change - a rich
source of material on Customer Relationship Management: Mass Customization,
Call Centres, and other related topics