This paper addresses the CRM experience of Orange France, a mobile phone service provider, in assessing the customer care experience of its 18 million customers. Within a highly competitive market, French customers increasingly consider that price, network, and distribution channels are not considerably different between the three mobile phone operators and define the difference as the quality of customer care. The requirements of Orange France in developing a CRM approach are defined and in turn the methodology developed for Orange in listening to client opinions and receiving quick feedback on responses is reviewed. Scorange® is a new methodology using sampling and fieldwork for a quick results delivery survey. Scorange® satisfaction measurement offers each CRM level in the company the tools for permanent improvement of quality service while also providing Orange Executives with a daily management report of quality in customer centres.
This paper discusses a technique that combines consumer survey data with learning about in-market purchasing dynamics in order to predict sales volume potential for a new product at the individual consumer level. Once the highest potential consumers have been identified, they can be profiled in a number of ways; these profiles can be subsequently linked to databases to facilitate tactical targeting solutions for the new brand. All of this analysis is done prior to the new product launch.
This paper describes a recently completed project at Verizon Wireless that addresses the problem of customer attrition (churn). Outstanding results have been accomplished by combining Data Mining techniques with effective one-to-one marketing campaigns in an effort to save customers in the extremely competitive Los Angeles market.Integrating CRM techniques with predictive modeling proved to be very effective in preserving Verizon's customer base. The methods used and experience gained through the project are explained, along with specific concrete examples of what did and did not work in the customer retention process. This should provide invaluable insight and guidelines on approaches used for those who are involved in similar efforts in the customer retention field.
The essence of analytical CRM consists in learning from past customer interactions to improve future actions. The data that is collected can be later analysed to illustrate all important aspects of the customer interaction process. In the past, most CRM projects restricted the collected data to company internal process (transactional) data. The author stresses that internal data alone does not cover all important aspects of the customer interaction and further demonstrates that major information dimensions must be covered by other data sources, mainly by market research.Three different practical ways to combine (anonymous) market research data with (personalized) internal data are reviewed, respecting the restrictions of privacy protection and ESOMAR guidelines.
This paper offers a simple model to aid exploration of the role of market research in the interface of CRM strategy and the brand. The paper considers what is understood by 'a CRM strategy', followed by a brief review of current thinking about brands. In synthesising these two discussions, the case is made for market research to play a powerful mediatory role in the creation and delivery of brands by means of a CRM strategy. Critical to this is the view that effective CRM needs to integrate the perspectives of both organisations and consumers.
This study uses statistical analysis to link a series of disparate studies involving measurements of customer satisfaction, employee satisfaction, customer retention, and strategic business unit profitability. The data are collapsed at the business unit level and related using a multivariate statistical technique to depict high-level linkages. Demonstration of statistically significant levels of association will be of interest to those organizations that have customer and employee satisfaction programs.
This paper shows how two quite disparate banks in culture and outlook - Natwest Bank and the Royal Bank of Scotland - came together and evolved a comprehensive CRM strategy. In doing so it will demonstrate why it is necessary to marry the top-down macro approach (e.g. brand and customer strategy) with the bottom-up micro implementational issues 'on the ground' in order to become truly customer centric. Additionally the authors show that a closer relationship is needed between research agency and client if such a CRM strategy is to be delivered effectively within this environment. Lastly, the paper reviews how customers really want to be treated and how this is being translated across all parts of the two banks.
Understanding the customer and the type of relationship customers wish to have is key to CRM. This means not only customer profiling and knowledge of customer behaviour but also insight into customer motivations and attitudes. Through effective market segmentation, companies can identify differences between customers and manage them flexibly. Market research has a critical role to play that, in combination with company held or other external intelligence about the customer, can provide a fully rounded view of the customer. Undertaken on an on-going basis, this process enables companies to adapt to market changes and to anticipate and cater for the specific needs and wants of individual customers, thereby consolidating customer loyalty.
This paper examines the challenges of using a large CRM database as a sampling frame for research purposes. It is based on Centurion's experiences of designing, developing and implementing such systems. Apart from the core sampling process the paper examines user interfaces, automated processing for 'continuous' or 'event-based' research and the Customer Contact Control systems. Finally, the benefits and opportunities that the integration of a sampling system with CRM has brought not just to market research activities, but to the business of Barclays Bank PLC as a whole, are discussed. It is hoped that this paper will provide a checklist and useful information for any organisation wishing to conduct MR and extract sample from their in-house customer database.
Email, chat lines, newsgroups, and forums are the new ways by which people increasingly interact. In this paper a methodology is presented to extract and measure the intangible elements of a relationship, as feelings and opinions, otherwise impossible to be detected, as appear in these interactions. Based on text mining technology, this methodology can be successfully applied to CRM (Customer Relationship Management), as well as ERM (Employee Relationship Management), SRM (Supplier Relationship Management), and XRM (eXtended Relationship Management) applications. This methodology is presented from a theoretical as well as a practical point of view using a business case realized in Conoco, Inc., an American oil company.
This paper outlines the continuous relationship marketing (CRM) challenges - poor data quality, poor direct marketing skills, and organizational resistance - unique to emerging markets and recommends practical ways of overcoming them. It describes in detail a 'do it, fix it' approach to CRM based on a pilot team and a basic infrastructure rather than on huge investment. Successful companies have resolved the above challenges and achieved substantial CRM impact through this practical approach.