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1、BESTPRACTICEEarlyadoptersofcustomerrelationshipmanagementsystemswereoftendisappointedbyhighcostsandelusivebenefits.NowsomecompaniesarereapingstrongreturnsontheirCRMinvestments.CRMDoneRightbyDarrellK.RigbyandDianneLedinghamhroughthelate1990sandintoITinve
2、stmentwhoseinitialunmetsimismtooptimism,cutbackstonewT2000,managersplowedmillionsofpromisenearlykilledofftheapproach.spending?dollarsintoinformationsystemsmeantButsomethingunexpectedhashap-Toanswerthesequestions,westudiedtotrackandstrengthencustomerrel
3、a-pened:Seniorexecutiveshavebecomeawiderangeofcompaniesthathavetionships.Oftenbuiltaroundcomplexconsiderablymoreenthusiasticaboutrecentlybeensuccessfulinimplement-softwarepackages,thesecustomerre-CRM.In2003,Bain&Company’san-ingCRMsystems,andwediscovere
4、dlationshipmanagement(CRM)systemsnualManagementToolsSurveyof708somecommonthreadsintheirexperi-promisedtoallowcompaniestore-globalexecutivesfoundthatfirmsactu-ences.Mostimportant,they’vealltakenspondefficiently,andattimesinstantly,allybegantoreportincreas
5、edsatisfac-apragmatic,disciplinedapproachtotoshiftingcustomerdesires,therebytionwiththeirCRMinvestments.InCRM,launchinghighlyfocusedproj-bolsteringrevenuesandretentionwhile2001,CRMhadrankednearthebottomectsthatarerelativelynarrowintheirreducingmarketin
6、gcosts.Butmostofalistof25possibletoolsglobalexec-scopeandmodestintheirgoals.Ratherfirmsfailedtoreaptheexpectedbene-utiveswouldchoose.Twoyearslater,itthanuseCRMtotransformentirebusi-fits,andasexecutivesdramaticallyre-hadmovedintothetophalf.Infact,nesses,t
7、hey’vedirectedtheirinvest-ducedITexpensesinsubsequentyears,82%ofsurveyedexecutivessaidtheymentstowardsolvingclearlydefinedCRMsalesplummeted.Afterrising28%plannedtoemployCRMintheircom-problemswithintheircustomerrela-between1999and2000,CRMsalespaniesin200
8、3–alargejumpfromthetionshipcycle–theseriesofactivitiesdroppedby5%in2001,25%in2002,and35%whoemployeditin2000.Today,thatrunsfromtheinitialsegmenting17%in2003,accordingtothetechnologyCRMspendingappearstobepickingandtargetingofcustomersallt