Table of Contents


why crm doesn't work: how to win by letting customers manage the relationship
Why CRM Doesn't Work: How to Win by Letting Customers Manage the Relationship
byFrederick Newell ISBN:1576601323
Bloomberg 2003 (265 pages)

This book is important reading for companies of every size that are trying to satisfy and sell to today's consumer. The author shows by lesson and example why the current CRM isn't working, what needs to change, and how to put the CMR philosophy to work.

Table of Contents
Why CRM Doesn’t Work—How to Win by Letting Customers Manage the Relationship
Foreword
Preface
Part I - What’s Not Working
Chapter 1- Why Doesn’t CRM Work?—Does the Customer Really Want to be Managed?
Chapter 2- It’s Not a Question of the Chicken or the Egg—It’s Not Technology that Drives Relationships
Chapter 3- “One Girl in a Convertible...”—It Takes More than a Database
Chapter 4- Why Do We Have Two Ears and Only One Mouth?—The importance of dialog
Chapter 5- It’s No Longer Good Enough to Ask Forgiveness Rather Than Permission—One Person’s Relevance Is Another Person’s Intrusion
Part II - What Needs to Change
Chapter 6- Permission in Action—The Internet as a Permission-Only Zone
Chapter 7- Type, Point, Click, and Send Now—Cheaper and faster than a letter, less intrusive than a phone call, less hassle than a fax
Chapter 8- Who’s Minding the Store?: CMR Is Not About How You Look At Customers—It’s About How Customers Look At You
Chapter 9- Personalization Technology—Boon or Bust? Empowering the Customer Requires More than Just Personalization
Chapter 10- But What About the Loyalty Card?—Does CMR Mean the End of Traditional Loyalty Marketing?
Chapter 11- No Card? No Problem!—Customers Tell Us a Lot Without Volunteering Personal Information
Chapter 12- All Cows Look Alike: Brand Building—It Begins and Ends with the Customer
Part III - How to Change
Chapter 13- Before You Build a Better Mousetrap—Is CMR for Everyone?
Chapter 14- Customer Service—Who Cares?—CMR Doesn’t Mean “Best Customer Service” for Everyone
Chapter 15- Which Customers and Why—You Can’t Make Everyone Happy
Chapter 16- Crossing the Chasm—What Will You Need to Change?: Eight Steps to CMR Success
Chapter 17- There’s No Free Lunch—But CMR Should Not be an Added Expense
Chapter 18- Don’t Boil the Ocean—Be Wary of the Big-Bang Approach
Part IV - A Look Ahead
Chapter 19- There’s No There, There—Can Customer Relationships Survive Internet Ubiquity?
Chapter 20- Electronic Empowerment—How Will Electronics Revolutionize Customer Communication?
Chapter 21- What Do Customers Want from Mobile Messaging?—Do Customers Really Want to Order Groceries While Driving Home from Work?
Chapter 22- Will Wall Street Care?—Relationships as a Corporate Asset
Conclusion
Notes
Index
List of Tables
List of Sidebars


Back Cover

CRM was supposed to help businesses better understand their customers and increase efficiency. Yet most companies are not getting the return they expected. Is it possible to make your customers happy and, at the same time, improve ROI? Is there a practical, affordable way to get customers to tell you what they really want?

In Why CRM Doesn’t Work, leading international marketing consultant Frederick Newell explains why it’s time to change the game to CMR (Customer Management of Relationships). CMR allows you to empower customers so they’ll tell you what kind of information they want, what level of service they want to receive, and how they want you to communicate with them—where, when, and how often. It is a bold solution for businesspeople at all levels in all industries who want to stay ahead of the curve in the development of customer loyalty.

Newell shows by lesson and example why the current CRM isn’t working, what needs to change, and how to put the CMR philosophy to work at your company—without additional expense. You’ll read case studies of good and bad relationship marketing from companies as diverse as Kraft Foods, Procter & Gamble, Budweiser, Charles Schwab, Dell, IBM, Lands’ End, Sports Authority, Radio Shack, and Staples.

With this book, you can build long-term relationships and bring in profits instead of relying on one-time sales. Why CRM Doesn’t Work is important reading for companies of every size that are trying to satisfy and sell to today’s consumer.

About the Author

Frederick Newell, a leading international marketing consultant and CEO of Seklemian/Newell, has helped giant multinationals as well as small business around the world develop and manage customer relationship strategies to strengthen customer loyalty and increase profitability. Newell is the author of Loyalty.com, Wireless Rules, and The New Rules of Marketing.