Contents -- List of figures -- List of tables -- List of contributors -- Foreword -- Acknowledgements -- Introduction -- Part 1 The scorecard results and conclusions -- 1 What is CMAT? -- THE SCOPE OF A CMAT ASSESSMENT -- HOW A CMAT ASSESSMENT IS CARRIED OUT -- THE BENEFITS OF CMAT ASSESSMENT -- 2 Overall analysis -- CUSTOMER MANAGEMENT PERFORMANCE IS DISAPPOINTING -- WHY THE SCORES HAVE DECLINED -- WHY COMPANIES ARE PERFORMING SO POORLY, DESPITE THE INVESTMENT -- IT'S NOT ALL DOOM AND GLOOM -- 3 Customer management around the world -- NORTH AMERICA -- CANADA -- GERMANY -- SWITZERLAND -- AUSTRIA -- UNITED KINGDOM -- DEVELOPING ASIA PACIFIC -- JAPAN -- IMPORTANCE OF THESE FINDINGS -- 4 Where companies can create and destroy value -- INTRODUCING THE CUSTOMER MANAGEMENT VALUE CHAIN -- FOCUSING ON CUSTOMER VALUE -- 5 Analysis and planning -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 6 Proposition -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 7 Customer management activity -- WHERE VALUE IS BEING CREATED (EXTRACTED FROM HIGHEST-PERFORMING COMPANIES) -- EXAMPLES OF BEST PRACTICES -- 8 People and organization -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 9 Information and technology -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 10 Process management -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 11 Measurement -- CHARACTERISTICS OF THE HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 12 The customer experience -- CHARACTERISTICS OF HIGHEST-PERFORMING COMPANIES -- EXAMPLES OF BEST PRACTICES -- 13 The role of customer information management and usage in best practice customer management -- INTRODUCTION -- METHODOLOGY AND FINDINGS.

GENERAL FINDINGS -- INFORMATION MANAGEMENT AND USAGE FINDINGS -- BEST PRACTICES -- CONCLUSIONS -- 14 The Dutch insurance industry CMAT study -- INTRODUCTION -- GENERAL RESULTS -- DIRECT INSURERS SCORE BEST -- ANALYSIS AND PLANNING -- PROPOSITION -- PEOPLE AND ORGANIZATION -- INFORMATION AND TECHNOLOGY -- PROCESSES -- CUSTOMER MANAGEMENT ACTIVITIES -- MEASUREMENT -- CUSTOMER EXPERIENCE -- CONCLUSIONS -- 15 Trends in customer management -- CUSTOMER MANAGEMENT SPEND IS INCREASING -- TRENDS IN CUSTOMER CONTACT CHANNELS AND MEDIA -- 16 The business case for customer management -- THE CORRELATION BETWEEN CUSTOMER MANAGEMENT AND BUSINESS PERFORMANCE IS CLEAR -- IDENTIFYING THE MAIN BENEFITS -- BENEFITS AS A PERCENTAGE OF TURNOVER -- THE SIZE OF THE INVESTMENT: THE 4:1 RULE -- THE ORGANIZATION'S MATURITY AND COMPETENCE IN CM MANAGEMENT -- SUMMARY BASE DATA USED IN QCi RESEARCH -- 17 Guidelines for successful CRM implementation -- CM PROJECTS ARE FAR MORE LIKELY TO FAIL THAN SUCCEED -- PROJECT IMPLEMENTATION TIPS -- Part 2 Measurement, systems and data -- 18 Return on investment on e-CRM -- INTRODUCTION -- E-CRM IS CRM ENABLED BY INTERNET TECHNOLOGIES -- BACK TO BASICS FOR AN E-CRM METRIC -- LEARNING FROM THE MISTAKES OF THE PAST -- DETERMINING THE ROI ON E-CRM IS CHALLENGING -- THE CHANGE REQUIRED IS GREATEST ON PEOPLE, ORGANIZATION AND PROCESSES -- PUBLISHING INFORMATION -- INTERACTION -- TRANSACTION -- INTEGRATION -- E-CRM FOR COST REDUCTION -- E-CRM FOR INCREASED REVENUES -- E-CRM FOR IMPROVING CASH-FLOW MANAGEMENT -- E-CRM FOR IMPROVEMENTS IN THE CUSTOMER EXPERIENCE -- THE COSTS OF E-CRM ARE IN TECHNOLOGY, PROCESS, PEOPLE AND ORGANIZATION -- CONCLUSIONS -- 19 UK data warehousing and business intelligence implementation: general and retail -- INTRODUCTION -- THE CURRENT STATUS -- THE RESEARCH RESULTS -- THE CASE STUDY -- CONCLUSIONS.

20 Using advanced data analytics to improve customer management -- INTRODUCTION -- TREATING THE CUSTOMER AS AN INVESTMENT -- SINGLE-ENTITY VIEW -- IMPLEMENTING ECA -- CONCLUSION -- 21 Applying IT in customer management -- INTRODUCTION -- THE BASICS OF SYSTEMS SELECTION -- RECENT CHANGES -- IMPLEMENTATION -- BUILDING AN INTEGRATED IT CAPABILITY FOR CUSTOMER MANAGEMENT -- FUTURE TECHNOLOGY TRENDS -- CONCLUSIONS -- 22 CRM's Achilles heel: understanding the customer -- INTRODUCTION -- WHAT HAPPENED TO THE CRM 'VISION'? -- WHERE MARKETING AND RESEARCH FIT IN -- THE 'SOLUTIONS' PLAYING FIELD: WHAT'S GOING ON -- THE 'CLOSED LOOP' BREAKDOWN -- CUSTOMER EXPERIENCE MANAGEMENT SOLUTIONS: CRM LOOKS IN THE MIRROR -- ANALYTICAL AND MARKET RESEARCH INTEGRATION -- E-RESEARCH AND BUSINESS -- CULTURAL AND ORGANIZATIONAL CHANGE: A REALITY IN ORGANIZATIONS -- CONCLUSION AND OUTLOOK -- Part 3 The sectoral view -- 23 Managing public sector customers -- INTRODUCTION -- THE CHALLENGE -- SPECIAL ISSUES AFFECTING PUBLIC SECTOR CUSTOMER MANAGEMENT -- INTER-SECTOR DIFFERENCES -- UNDERSTANDING THE CUSTOMER -- TRANSLATING EXPERIENCE BETWEEN SECTORS -- DELIVERING BEST VALUE LOCAL CUSTOMER SERVICE TO THE UK CITIZEN -- MEASURING CUSTOMER MANAGEMENT PERFORMANCE -- CASE STUDY 1: PUBLIC SECTOR CMAT -- CASE STUDY 2: THE COST OF CUSTOMER MANAGEMENT -- CASE STUDY 3: SERVICE TO THE ELDERLY -- 24 CRM strategy and implementation in telecommunications -- PART 1: CONTEXT AND METHODOLOGY -- THE VISION -- THE FORCES -- PART 2: CASE STUDIES -- COMPANY W -- COMPANY X -- COMPANY Y -- COMPANY Z -- BUILDING THE CRM STRATEGY -- TELECOM ITALIA -- OVERALL CONCLUSION -- 25 Business-to-business CRM -- INTRODUCTION -- B2B MARKET CONTEXT -- EFFECTIVE ACCOUNT MANAGEMENT, POSSIBLY GLOBAL IN SCALE -- CUSTOMERS: THE FINAL LINK IN THE SUPPLY CHAIN -- MEASUREMENT AND CRM METRICS IN B2B -- CONCLUSIONS.

Part 4 Channels and media -- 26 Multi-channel customer management -- CHANGING TIMES, CHANGING CHANNELS -- DEFINITION OF MULTI-CHANNEL CUSTOMER MANAGEMENT -- WHY MULTI-CHANNEL CUSTOMER MANAGEMENT IS IMPORTANT NOW -- THE BENEFITS -- THE CHALLENGES -- SEVEN FACTORS DRIVING CHANGE -- DETERMINING CHANNEL FUNCTIONALITY -- CUSTOMER EXPERIENCE MUST BE THE START POINT -- OVERCOMING TECHNOLOGY COMPLEXITY -- ORGANIZATIONAL ISSUES -- MEASUREMENT -- THE ECONOMICS OF MULTI-CHANNEL INTEGRATION -- RECOMMENDATIONS -- CHECKLIST -- 27 Permission-based e-mail -- INTRODUCTION -- ETHICAL ISSUES AND THE INTERNET -- PERMISSION-BASED E-MAIL MARKETING -- RESEARCH METHODOLOGY -- RESULTS -- CONCLUSION -- 28 The data lessons of e-mail in CRM -- 29 Measuring and improving the usability of new media -- INTRODUCTION -- IMPROVING USABILITY -- WHY PEOPLE DO NOT BUY FROM WEB SITES -- THE SOLUTION -- THE BENEFITS -- WHAT TO DO ABOUT IT -- CASE STUDY: PUTTING CITIZENS FIRST, ESTABLISHING USABLE E-GOVERNMENT -- Part 5 Implementation and the future -- 30 Customer and employee loyalty -- HAPPY EMPLOYEES, HAPPY CUSTOMERS, HIGH PROFITS? -- 31 Declining UK customer service standards -- METHODOLOGY -- CUSTOMER SERVICE: BUSINESS FASHION OR WORTHWHILE INVESTMENT? -- BENCHMARKING BEST PRACTICE CUSTOMER SERVICE -- UK COMPANIES ARE SITTING ON A CUSTOMER SERVICE TIME BOMB -- THE EFFECTS OF POOR SERVICE -- CONCLUSION -- 32 Governance and executive sponsorship in CRM programmes -- INTRODUCTION -- PROGRAMME GOVERNANCE -- THE HISTORIC VIEW OF ORGANIZATIONS AND CHANGE -- THE PROCESS AND STYLE OF CHANGE -- THE CHALLENGE OF CHANGE -- THE RISE OF PEOPLE, OR STAKEHOLDER, POWER -- A RANGE OF ROLES AND TYPES OF LEADERSHIP -- THE EXECUTIVE SPONSOR ROLE: DIRECTOR, SCRIPTWRITER AND PRODUCER -- EXECUTIVE SPONSORSHIP IN THE INITIAL PHASE -- ACHIEVING COMMITMENT VIA 'SYMBOLIC ACTION': THE PART-TIME ACTING ROLE.

CONCLUSIONS AND IMPLICATIONS FOR MANAGEMENT -- 33 Managing customers: challenges for the future -- BRANDING IN AN ERA OF CRM -- BUILDING LOYALTY AND RELATIONSHIPS INTO PRODUCTS -- CRM: JUST LIKE THE CORNER SHOP? -- A SINGLE VISION OF CRM, A SINGLE CUSTOMER VIEW? -- SEGMENTATION, NOT STEREOTYPING -- COMPETING FOR SHARE OF WALLET -- MANAGING BRANCH CUSTOMERS: THE LOCAL VIEW OF CRM -- KNOW YOUR BAD CUSTOMER: A NEW SET OF REQUIREMENTS -- RETAILING: TO R OR NOT TO R -- THE MAGIC OF CUSTOMER KNOWLEDGE: DARE WE OUTSOURCE IT? -- UNDERSTANDING THE CUSTOMER - INSTANTLY! -- THE NEW CALL CENTRE CHALLENGE -- E-MARKETING AND MULTI-CHANNEL MARKETING: SEAMLESS OR SEAMY? -- SERVICE: THE MOST COMMON CONTACT OF ALL -- THE UNIFYING THEME: KNOW WHERE YOU ARE AND MEASURE WHAT YOU ACHIEVE -- Index.