The management CRM Customer relations managers / Models
A wide range of models Relationship Management CRM overall guest were developed. The author introduces five of them in this chapter.
1 THE IDIC Model
CIDI is described as below (Figure 6)
Figure 6: The methodology IDIC (Peppers and Rogers, 2004)
CIDI model was developed by Peppers and Rogers (2004) According to the CIDI model, companies should take four measures to build stronger relationships one-to-one with clients:
• identify who the clients are companies and the construction of a deep understanding of them.
• Differentiate their customers to identify who among them are more valuable today and that offer more for the future. Also, the differentiation may allow companies to design and implement specific strategies designed to meet customer needs of different customer individually. Customers represent different levels of value for the company and they themselves are fundamentally not the same enterprise. According Peppers and Rogers (2004), customer differentiation of the task involve a company in the categorization of its customers through both their value to the company and what their needs are.
• Interact with them to ensure that companies understand customer expectations and their relationships with other suppliers or brands. Thus, companies must improve the effectiveness of their customer interactions. Each successive customer interaction should take place in the context of all previous interactions with that customer. A conversation with a client should pick up where the last left off. Efficient customer interactions offer greater insight into customer needs.
• Customization of supply and communication to ensure that customer expectations are met. Indeed, the company must adapt certain aspects of his behavior towards a client, depending on the needs and the value of that individual. To involve a client in a relationship, a business must adapt their behavior to meet the needs of the customer. This could involve "mass customization of a product or adapt certain aspects of his service" (Peppers, Rogers and Dorf, 1999).
2 The model of quality competitiveness index (QCI)
QCI are independent specialists that help chip companies in customer management. They are both strategic theorist and leading practitioners (Hewson et al, 2002). The model shown below QCI is described as below.
Figure 7: The QCI model customer management (and all Hewson, 2002)
The above is described as a customer management model, thus omitting the word "relationship." In the center of the model, they highlight a series of activities which companies conduct with a view to acquire and retain customers. This model also has people running processes and using technology to assist in these activities.
3 CRM Customer Relationship Management Value Chain Model
The CRM value chain (Fig. 7) is a model that companies can follow when developing their CRM strategies (Buttle, 2004). This model was developed by a range of SMEs such as IT, software, telecommunications, financial services, retail, media, manufacturing and construction. This model is built from solid theoretical principles and practical demands of the business.
Figure 8: The CRM Value Chain (Buttle, 2000)
The main purpose of this model is, in Buttle (2004), to ensure that the company is building long-term mutually benefical relationships with strategically important customers. Thus, some customers are simply expensive to acquire and service.
Buttle has identified four types of strategically important customers (SSC), such as the customer high value-time of life which is a key SSC and now all margins that may be earned in a relationship. He said tempting as it may seem, all customers have high volume high LTV. If they require JIT personalized delivery, or other costly ways to serve, their values can be significantly reduced. We know of a company that applied cost disciplines to trace process costs to its customers based on activities [...] resulted in the company redesigned its manufacturing and logistics processes, and sellers negotiated increases price
The second group of SSC is in the author's "benchmarks" above that are customers other than copy. For example, an equipment manufacturer distributors of the machine is ready to do business with a company because "they can tell others they provide to customers the largest sales operation in the world" (Buttle, 2000 ).
The third group of SSC are inspirations' customers. They are those who are finding new applications, "come up with new product ideas, find ways to improve quality or reduce costs. Perhaps the most demanding customers, or who complain of frequent and if their own LTV low potential, they offer other important sources of value. "
The fourth agreement with what Buttle (2004) calls "magnet costs" related to those that absorb an unusually high volume of fixed costs, allowing other, smaller customers to become profitable
John Stevenson (2007), says that the CVC includes four steps:
- The first stage deals with the customer to determine which combination of the most profitable customers. The result is companies should seek their target customers. They should assess and segment their customers into groups that are most desirable to do business with them meet its criteria of what a customer is desirable. This is called, according to Stevenson (2007), analysis of the customer portfolio.
- The second step concerns the privacy of the customers. Having found the business segments want to continue, they need to get to know those of this segment very well and better than their competitors know them. In short, they want to show that they know them intimately, for example, knowing their birthday, the number of children they have and their respective anniversary.
- The third stage concerns the definition value proposition. So you understand as much as possible on the customers they have chosen to serve, companies are then able to create a specific value proposition tailored for them.
Buttle (2000) had raised five steps to profitable relationships that are, in the analysis of the customer portfolio (CPA), customer intimacy, network development, the development of the value proposition and relationship management.
Very briefly, analyzes the CPA, according Buttle (2000), the customer base to identify customers to target with different value propositions. The privacy of clients now involves getting to know the customers selected as segments or individuals and building a customer database that is accessible to all those whose decisions or activities impact on attitude and behavior of customers. Buttle involves network development as the third step in which a solid network of relationships to be built with employees, suppliers, partners and investors who understand the requirements of selected clients.
The fourth step is to develop, with the compliance of the network, proposals which make the value together with the customer and the company. At this stage, to date, the network must work together to create and deliver the chosen value (s) to selected customers, great value is "more effective solutions and better found customer issues" (Buttle, 2000). The final step is to manage the customer relationship.
However, the activities or the above steps should be managed. Companies need to manage each customer through their life cycle. To enable management of customer life cycle and stages of portfolio analysis, privacy, and the development of the value proposition, automated data systems are needed.
4 Five Forces model of La Payne
This is a global model developed by Adrian Payne 'The model identifies five fundamental processes in Customer Relationship Management CRM as strategy development process, the value creation process, the multichannel integration process, the evaluation process performance and information management processes. They can be grouped into strategic CRM, operational CRM and Customer Relationship Management CRM analytics.
Figure 9: The strategic CRM model (Payne, 2006).
Payne (2006) also presented a strategic framework / model (Figure 8) for Customer Relationship Management CRM consists of five generic processes such as strategic development, value creation, Multichannel integration, information management, and evaluation performance.
The strategy development process is the integration of the company's strategy from the perspective of the organization and customer strategy as to how to interact cabinet and choose their clients. The process of creating value with the main objective to identify the company can create value for the customer and the value of the organization can also benefit. The multichannel integration consists of all virtual and physical channels with which the company plans to interact with. But the main thing here is that, whatever the contact channel, the goal is to create an experience that is as uniform and common.
The information management process consists of a number of different computer data storage systems, back and front office applications and analytical tools. It is therefore necessary to access the visibility of the system so that the need for performance evaluation process set in and it is my concern strategic surveillance can be used to determine customer satisfaction and standards,
. Various authors have proposed framework of CRM customer relationship management strategy. Buttle (2001) provides a value chain Relationship Management CRM customer that identifies a series of "primary" highlighted the steps above. These are useful because it takes into account the implementation issues. Sue and Morin (2001) to develop a framework based on CRM initiatives, expected results and contribution. However, this framework is not based on processes and, as acknowledged by the authors, many initiatives are not explicitly identified in the framework. Winer (2001) describes a model which contains: a database of customer activity; analyzing the database; decisions to target customers; tools for customer targeting; how to build relationships with targeted customers; Privacy issues and metrics to measure the success of the program Management CRM Customer Relationship. All these frameworks provide some useful indications; However Frow and Payne (2005) argue that none seem to adopt a conceptual focus on the explicit cross-functional processes; they used a group of executives with extensive experience experts in CRM and IT sectors to identify specific cross-functional process. Thus, the two authors identify five CRM processes, including: the strategic development; value creation; multi-channel integration; information management; and performance evaluation (Fig. 7).
5 Dasai et al / Conceptual Model
The framework was developed by Dasai el al (2007) in which the examination is driven to the competitive CRM performance of internal and external perspectives. The dynamic capacity of CRM is the key source of competitive CRM performance given the rapid evolution of today's business environment, which erodes the value of existing skills (below) figure.8
Figure 10: Conceptual Model (Desai et al, 2007)
Figure 8 above includes re-configurability resources, social networking capacity and market orientation that the dynamic capability of pilot CRM. Although IT variables that CRM technology and knowledge management are Moderators linking between dynamic capability and competitive CRM CRM performance. As such, the direct impact of varying IT skills must be judged and seen on the competitive CRM performance.
6 The Forrester Model
Forrester CRM model is grouped into four types, such as: Strategy; Process technology; and people. The model produces results in the conclusions hundreds of companies using CRM as a strategic, in-depth analysis of more number of solution providers and suppliers also with the discussion with about many consultants. For companies who wish to launch their CRM programs or for those who find it difficult to get the best from their CRM programs after it was launched. In addition, performance dashboard (Figure 9) shows the criteria used by companies to measure the overall performance using CRM.
Figure 11: Model CRM Forrester (Forrester Research, 2008)
Figure. 12: CRM Performance Scorecard (Forrester Research, 2008)
The author notes that the above dashboard resembles that produced by Gartner Group (WDI, 2002). Nevertheless, some criteria were used. Thus, it must be adapted to affirm CRM dashboard performance of Forrester is an improvement from that of Gartner. Table 1 provides Gartner dashboard of performance.
Table 1: Performance Scorecard Gartner CRM (WDI, 2002)
7 The maturity model
Gartner CRM Maturity Model is a tool in which the group used in the rating of companies in terms of their ability to effectively use CRM. To determine the category in which a company is placed on the model, they are first evaluated in terms of overall CRM vision and strategy, experience a consistent customer value, organizational collaboration, process, information, technology, metrics.
All these elements were what made the score card performance measurement of Garner was discoursed earlier, but the difference is that, haven marked your performance on the basis of the elements, the maturity model will then enable the company to know where they are right now and where they want to be over a period of time, that the duty they need to achieve this status. It is a very useful tool that every company that aims to satisfy their customers and also maintain a lead in its industry, should make use of perhaps all defined intervals. Table 2 shows what the model looks like.
Table 2: Gartner CRM Maturity Model for the company (Gartner Group, 2001)
Frames discussed above, it has been observed by the investigator that there are similarities that cut through them. Forrester Research use as a reference and were bonded by placing frames Dasai Payne et al and on both sides of the frame Forrester of each component in the frame together, indicating that they all have the same in all four component elements of Forrester frame.
Dasai framework
Forrester Framework
Payne framework
Strategy
Process
Technology
People
Customer focus
Focus Organization
CRM dynamic capability
CRM Technology
knowledge management
Industry Control
Strategy Development
Value creation
Multi-channel integration
Information management
Performance evaluation
Figure 13: Summary of Different managers (by the author)
Figure 13 above shows that each of these frames contains. Looking at the strategy, it focuses on the customers and the organization of a side; and strategic development and value creation on the other side. A successful business must understand how the customer can be turned into an advantage through the delivery of a value proposition. According Close et al (2001), it provides objectives, segments and customers, and it should define how resources will be used interactions.
Respectively the organization, this implies a change of culture, structures and behaviors to ensure that staff, partners, and suppliers work together to deliver what is promised. However, the researcher will consider the scope of the Forrester as a basis for the continuation of our research.
0 التعليقات