Customer Relationship Management (CRM)

11

Customer Relationship ManagementCustomer Relationship Management(CRM)(CRM)

Nancy PrivesNancy PrivesJulien CouilloudJulien Couilloud

Eric MeyerEric MeyerJon StegenJon Stegen

April 22, 2004April 22, 2004

22

AgendaAgenda

Introduction of CRMIntroduction of CRM

Discussion of CRM ComponentsDiscussion of CRM Components

Critical Success Factors for CRMCritical Success Factors for CRM

Implementation of CRMImplementation of CRM

Case Study of NexstarCase Study of Nexstar

ConclusionConclusion

33

What is CRM?What is CRM?

““CRM is…a long-term commitment, CRM is…a long-term commitment, best when initiated in a well-defined best when initiated in a well-defined scope and with clear objectives, and scope and with clear objectives, and then slowly grown and expanded as then slowly grown and expanded as successes and failures are realized.”successes and failures are realized.”

Kay Mandati, Relationship Manager for Kay Mandati, Relationship Manager for BMW North AmericaBMW North America

McKim, Bob, “The differences between CRM and database marketing” McKim, Bob, “The differences between CRM and database marketing” Journal of Database ManagementJournal of Database Management, Vol. 9, 4, July 2002, pp. 371 – 375., Vol. 9, 4, July 2002, pp. 371 – 375.

44

What is CRM?What is CRM?

““CRM is not a tool or a technology; it is CRM is not a tool or a technology; it is a business practice that utilizes a business practice that utilizes technology and requires technology and requires organizational evolution.”organizational evolution.”

Joe Rapolla, CRM Manager for Venvidi Joe Rapolla, CRM Manager for Venvidi Universal Music GroupUniversal Music Group

McKim, Bob, “The differences between CRM and database marketing” McKim, Bob, “The differences between CRM and database marketing” Journal of Database ManagementJournal of Database Management, Vol. 9, 4, July 2002, pp. 371 – 375., Vol. 9, 4, July 2002, pp. 371 – 375.

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CRM DefinedCRM Defined

““CRM, or Customer Relationship Management, is a CRM, or Customer Relationship Management, is a company-wide business strategy designed to reduce company-wide business strategy designed to reduce

costs and increase profitability by solidifying customer costs and increase profitability by solidifying customer loyalty. True CRM brings together information from all loyalty. True CRM brings together information from all

data sources within an organization (and where data sources within an organization (and where appropriate, from outside the organization) to give appropriate, from outside the organization) to give one, holistic view of each customer in real time.”one, holistic view of each customer in real time.”

““What is CRM?” from What is CRM?” from www.destinationcrm.com/articles/default.asp?ArticleID=1747www.destinationcrm.com/articles/default.asp?ArticleID=1747 , viewed 3/11/04 , viewed 3/11/04

66

What CRM is NotWhat CRM is Not

A Database Marketing SystemA Database Marketing System A Software PackageA Software Package A Pure Marketing StrategyA Pure Marketing Strategy A Pure IT StrategyA Pure IT Strategy

““What is CRM?” from What is CRM?” from www.destinationcrm.com/articles/default.asp?ArticleIDwww.destinationcrm.com/articles/default.asp?ArticleID=1747=1747 , viewed 3/11/04 and Howlett, Dennis, and Keith Rodgers, “What is , viewed 3/11/04 and Howlett, Dennis, and Keith Rodgers, “What is

CRM?” from CRM?” from http://http://www.destinationcrm.com/articles/default.asp?ArticleIDwww.destinationcrm.com/articles/default.asp?ArticleID=3293=3293 , viewed 3/11/04 , viewed 3/11/04

77

Why CRM?Why CRM? Higher costs associated with getting Higher costs associated with getting

new customersnew customers• Five to oneFive to one• Industrial sales: 8-10 calls vs. 2-3 callsIndustrial sales: 8-10 calls vs. 2-3 calls• Marketing for Web customers: $34 vs. $6.80Marketing for Web customers: $34 vs. $6.80

Better to retain customers & build Better to retain customers & build loyaltyloyalty• Up-sellUp-sell• Cross sellCross sell

Howlett, Dennis, and Keith Rodgers, “What is CRM?” from Howlett, Dennis, and Keith Rodgers, “What is CRM?” from http://http://www.destinationcrm.com/articles/default.asp?ArticleIDwww.destinationcrm.com/articles/default.asp?ArticleID=3293=3293 , viewed 3/11/04 and , viewed 3/11/04 and Byun, Jongbok and Paul Gray, “Customer Relationship Management” from Byun, Jongbok and Paul Gray, “Customer Relationship Management” from http://http://crm.ittoolbox.com/documents/document.asp?icrm.ittoolbox.com/documents/document.asp?i=2629=2629 , ,

viewed 3/11/04viewed 3/11/04

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Size of CRM MarketSize of CRM Market

05

1015202530354045

19

99

20

00

20

01

20

02

20

03

20

04

20

05

Year

Billio

ns

of

$

Aberdeen Group

AMR Research

ForresterResearch

Yankee Group

99

Size of CRM MarketSize of CRM Market

Hewson Group reported $8.8 billion Hewson Group reported $8.8 billion in 2003in 2003

Aberdeen Group projects $17.7 Aberdeen Group projects $17.7 billion in 2006billion in 2006

Key point to remember: market is in Key point to remember: market is in the billionsthe billions

http://www.crm2day.com/library/EpZZEEuEluLDzGsHRc.phphttp://www.crm2day.com/library/EpZZEEuEluLDzGsHRc.php , viewed4/10/04 and , viewed4/10/04 and http://http://

www.destinationcrm.com/articles/default.asp?ArticleIDwww.destinationcrm.com/articles/default.asp?ArticleID=3293=3293 , viewed 4/15/04 , viewed 4/15/04

1010

CRM VendorsCRM Vendors

Siebel SystemsSiebel Systems PeopleSoftPeopleSoft OracleOracle Nortel Networks (Clarify)Nortel Networks (Clarify) SalesLogixSalesLogix E.piphanyE.piphany

http://www.crm2day.com/library/EpZZEEuEluLDzGsHRc.phphttp://www.crm2day.com/library/EpZZEEuEluLDzGsHRc.php , viewed 4/10/04 and , viewed 4/10/04 and http://http://www.destinationcrm.com/articles/default.asp?ArticleIDwww.destinationcrm.com/articles/default.asp?ArticleID=3293=3293 , viewed 4/15/04 , viewed 4/15/04

1111

Dealing with ChannelsDealing with Channels

Phone ATM

Internet

Teller Personal banker

Mail

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End to End CRM InfrastructureEnd to End CRM Infrastructure

Integrated database

Sales

Billing

Accounts

Call center

Business IntelligenceProcess

Improvement

Refined Business Processes

Call Center FaxDirectSales

StoreE-mailWeb

Access

….

Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002

1313

Scope of CRMScope of CRM

CRM modules:CRM modules:• Sales Force Automation Sales Force Automation • Marketing AutomationMarketing Automation• Call centerCall center• Analytics/DataminingAnalytics/Datamining

1414

Sales Force AutomationSales Force Automation Contact managementContact management

• Name, address, phone number …Name, address, phone number …• Organization charts, behavior characteristicsOrganization charts, behavior characteristics

Account ManagementAccount Management• Multiple links to other informationMultiple links to other information

Opportunity ManagementOpportunity Management• Specific opportunitiesSpecific opportunities• Sales rep working on caseSales rep working on case• Assigned revenue creditAssigned revenue credit• Potential for closingPotential for closing• CompetitionCompetition• ……

1515

Cont’dCont’d

Example: Contact ManagementExample: Contact Management

Saleslogix.com

1616

Cont’dCont’d

Sales forecastingSales forecasting

Saleslogix.com

1717

SFA BenefitsSFA Benefits

• $$$$ Increase revenue/reduce costsIncrease revenue/reduce costs

• Customer retentionCustomer retention Through relationshipThrough relationship

• SynchronizationSynchronization Up to date info everywhereUp to date info everywhere

1818

Marketing Automation (EMA)Marketing Automation (EMA)

e-version of marketing campaignse-version of marketing campaigns• ExecuteExecute• MonitorMonitor• RefineRefine

1919

Traditional Marketing CampaignTraditional Marketing Campaign

MarketingCampaign

Other PhoneEmail Registr.

CampaignRefinement

MarketingCampaign

Other PhoneEmail Registr.

CampaignRefinement

Time

Greenberg, Paul, CRM at the speed of light, Mc Graw-Hill, California 2001.Greenberg, Paul, CRM at the speed of light, Mc Graw-Hill, California 2001.

2020

EMAEMA

E-Marketing Campaign

EMA toolsCampaignrefinement

Direct mail Registr.PhoneEmail

Feedback

RefinementRefinement

FeedbackFeedback

Time


2222

EMA BenefitsEMA Benefits

Information gathering, extraction, and analysis Information gathering, extraction, and analysis reducedreduced

Refinement of campaign in midstreamRefinement of campaign in midstream Free up laborFree up labor

2323

Call CentersCall Centers

Customer Service CounterCustomer Service Counter

HelpdeskHelpdesk

Call CenterCall Center

2424

ExampleExample

1

2

3

4

5

Customer Profile

CRM Server/datawarehouse


2525

FunctionalitiesFunctionalities

Automated Intelligent Call RoutingAutomated Intelligent Call Routing• Identify who is calling and whyIdentify who is calling and why• Use caller historyUse caller history• Route the callerRoute the caller

Workforce Management SoftwareWorkforce Management Software• Call volume forecastCall volume forecast• Agent schedulingAgent scheduling

2626

Call Center BenefitsCall Center Benefits

Service ConsistencyService Consistency• Call-scriptingCall-scripting

MonitoringMonitoring• Feedback on serviceFeedback on service• CSR efficiencyCSR efficiency

Cost cuttingCost cutting• Time spent reducedTime spent reduced

2727

Analytics/Data miningAnalytics/Data mining

How to get a single version of the Customer Truth ?

MARKETINGCONTACTCENTER

SFA

Customer contactCorporate contact

Product listSales revenuesPayment data

Sales revenuesCustomersegments

Promotion historyCampaignresponse

Customer score

Customer contactsTrouble-ticket

historySurvey responses

Payment data


2828

Need for integrationNeed for integration Risk of CRM “stovepipes”Risk of CRM “stovepipes”

• Ex: Client receives cross sell promo after complainEx: Client receives cross sell promo after complain

Motivating customer to come back?Motivating customer to come back?• Preferred productsPreferred products• Consumption rateConsumption rate• ValuesValues• LifestyleLifestyle• Life stageLife stage• Behavior outside your companyBehavior outside your company

Impossible with information “snapshots”!Impossible with information “snapshots”! Build Build central data warehousecentral data warehouse

Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002

2929

Need for analysisNeed for analysis

Operational CRM-Activity Mgt- Contact Mgt

- Campaign Mgt- Pricing

-Customer support

Enterprise data

Analytical CRM

Work Force Optimization

Customer profiling

Customer segmentation

Channel analysis

Churn analysis

Risk scoring

Campaign measurement

Prospect qualification

Revenue analysis

Non CRM data:- ERP

- Financial- Billing

Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002.Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002.

• Don’t let your data seat in a data warehouse!

• Use software solution for analysis

3030

Implementation rateImplementation rate

42% of CRM licenses not installed42% of CRM licenses not installed• DiscountsDiscounts• Implementation Implementation (5 times cost of license)(5 times cost of license)

• Maintenance costs Maintenance costs (1/4 of license cost/seat)(1/4 of license cost/seat)

• Inadequate resourcesInadequate resources

Martin Schneider, Customer Relationship Management, 2004Martin Schneider, Customer Relationship Management, 2004

3131

Success rateSuccess rate 5 years ago5 years ago

• High failure rate (70% Tafti, 2002)High failure rate (70% Tafti, 2002) Reason: “Boil the ocean!” + Techno firstReason: “Boil the ocean!” + Techno first

TodayToday• Most projects see payback <1yearMost projects see payback <1year

Secret? Secret? Better methodologyBetter methodology Smaller projects and reasonable objectiveSmaller projects and reasonable objective

Martin Schneider, Customer Relationship Management, 2004Martin Schneider, Customer Relationship Management, 2004Tafti, 2004Tafti, 2004

3232

Critical Success FactorsCritical Success Factors Planning & setting the directionPlanning & setting the direction

• CRM-focused visionCRM-focused vision Reasonable & specific expectationsReasonable & specific expectations Reasonable & specific time tableReasonable & specific time table

• Explain importance & relevance of CRMExplain importance & relevance of CRM Need support & involvement of managementNeed support & involvement of management Need support & involvement of staffNeed support & involvement of staff

Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Dyche, Jill, The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002.Boston, 2002.

Gordon, Ian. “Best Practices: Customer Relationship Management” Gordon, Ian. “Best Practices: Customer Relationship Management” Ivey Business Journal Ivey Business Journal Online,Online, 2002, pp. 1-6. 2002, pp. 1-6.

Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Technologies, Prentice Hall PTR, Upper Saddle River, 2001.Technologies, Prentice Hall PTR, Upper Saddle River, 2001.

3333

Critical Success FactorsCritical Success Factors

Planning & setting the direction Planning & setting the direction (Cont.)(Cont.)• Resource allocationResource allocation• Align individual goals with CRM goalsAlign individual goals with CRM goals




3434


Service & communication Service & communication managementmanagement• High quality service for customersHigh quality service for customers• High quality support for employeesHigh quality support for employees• Communication integrationCommunication integration



3535


Technology relationship strategiesTechnology relationship strategies• Ensure proper integration of technology Ensure proper integration of technology

& business strategies& business strategies• On-going technology trainingOn-going technology training



3636


Personnel development & enterprise Personnel development & enterprise managementmanagement• Value your employeesValue your employees• Goals for improving each person’s Goals for improving each person’s

productivityproductivity• Encourage cooperationEncourage cooperation


Lacity, Mary, Management of IT Projects,” 2003.Lacity, Mary, Management of IT Projects,” 2003.Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship

Technologies, Prentice Hall PTR, Upper Saddle River, 2001.Technologies, Prentice Hall PTR, Upper Saddle River, 2001.

3737


Information protectionInformation protection• Customer info is an assetCustomer info is an asset• Rules & policiesRules & policies• AccountabilityAccountability• Customer privacyCustomer privacy



3838


Resource investments & application Resource investments & application strategiesstrategies• Portfolio of technology investmentsPortfolio of technology investments• Information into knowledge for a sustainable Information into knowledge for a sustainable

competitive advantagecompetitive advantage• Process, not a projectProcess, not a project• Ongoing evaluationOngoing evaluation




3939


ContributionContribution• Rewards & explanationsRewards & explanations• Various forms of measurementVarious forms of measurement• Rewards improve customer service Rewards improve customer service




4040

ImplementationImplementation

Adequate time & resources for Adequate time & resources for implementationimplementation• Implementation in small stepsImplementation in small steps

Be flexibleBe flexible




4141

Customer FocusCustomer Focus

Strategies focus on end-customer Strategies focus on end-customer relationshiprelationship

Sell what the customer wantsSell what the customer wants Measure customer attitudesMeasure customer attitudes Keep track of competitorsKeep track of competitors



Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Technologies, Prentice Hall PTR, Upper Saddle River, 2001Technologies, Prentice Hall PTR, Upper Saddle River, 2001..

4242

Best practices SummarizedBest practices Summarized High Level of CommunicationHigh Level of Communication Management SupportManagement Support Strategy Drives TechnologyStrategy Drives Technology Implement IncrementallyImplement Incrementally Hire outside experts if necessaryHire outside experts if necessary Involve Knowledgeable UsersInvolve Knowledgeable Users Customer-Oriented FocusCustomer-Oriented Focus



Lacity, Mary, Management of IT Projects,” 2003.Lacity, Mary, Management of IT Projects,” 2003.Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship Swift, Ronald, Accelerating Customer Relationships: Using CRM and Relationship

Technologies, Prentice Hall PTR, Upper Saddle River, 2001.Technologies, Prentice Hall PTR, Upper Saddle River, 2001.

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Confidential and Proprietary

A Closer Look at CRM in the Financial Services Industry

44


Company Background

• Founded on June 29, 1999 as a collaboration of a experienced mortgage management team and the investment firm, Kohlberg Kravis Roberts & Co.

• Management Team with over 100 years of combined industry experience

• Corporate Operations begins in 2000 as the company positions itself as a direct lender and mortgage processing BPO

Source: www1.nexstar.com/servlet/nexstar.PressReleases, viewed 3/1/04

45


Nexstar’s Business Model

• Mortgage Processing Outsourcer: Balanced portfolio of large national lenders, medium-sized regional lenders, and small credit unions and community banks

• BPO is largest portion of business (over 90%)

• Direct Lender: Similar to traditional mortgage companies; Not the strategic focus (demand-driven)

46


Nexstar’s Products / Services

• Offers a variety of mortgage products to clients and direct consumers (Conventional, Jumbo, FHA, Fixed rate mortgages, Adjustable Rate Mortgages, Flex 97)

• Customer service levels must higher than other lenders for Nexstar’s Business Model to succeed

• Workflow managed in three distinct work channels:– Channel One: Lender Clients and Nexstar Direct

– Channel Two: Washington Mutual

– Channel Three: Chase Manhattan

47


The IT Environment at Nexstar

In-House IT Staff(Help Desk/ Strategic IT )

Rich G aglianoNexstar IT M anager

St. Louis, M O

Eotek IT Staff(W eb-Based T echology)

Steven BucuvalasChief T echology Officer

Evergreen, CO

Jerry HalbrookCIO/COO/Co-Founder

48


The IT environment at Nexstar

• In-house IT staff (St. Louis, MO)– Approximately 15 full time IT staff– In-house functions includes: help desk, new

workstation setup, strategic IT (mostly in web-based technologies), Eotek facilitation

• Eotek IT staff (Evergreen, CO)– Over 30 full time IT staff– Web-development and web-methods technology– Implement new web-based rollouts– Other software maintenance (Siebel, Loanquest)

49


Nexstar / Eotek Relationship

• Upon incorporation, Eotek chosen as an independent consulting firm on web-based technologies

• Nexstar purchases Eotek on August 26, 1999

• Currently, Eotek develops and manages 100% of the Nexstar’s web-based technology, as well as co-managing many of its other IT software, such as Siebel and Loanquest.

Source: www1.nexstar.com/servlet/nexstar.PressReleases, viewed 3/1/04

50


CRM in the Mortgage Industry

• Volatility of the market hinders large investments in CRM

• In-house CRM initiatives are rare; most use large CRM vendors and ASPs

• Most market participants look at CRM as a technology, not as a strategy or process

51


CRM at Nexstar

• Mr. Christopher Hunter– Business Analyst– Business Process Manager– Technology Team Analyst

• Professional Experience– Bachelor’s Degree in Computer Science – Business Analyst at Oracle CRM– Independent Consultant for Siebel

52


Nexstar’s CRM Overview

• Nexstar’s business model necessitates the use of CRM

• “In reality, Nexstar’s business processes and technology are used solely to bolster customer service levels (workflow management)…not deliver CRM”

• “Although not the intended purpose, all of Nexstar’s software combined can be considered a superior CRM tool…at least compared to other industry competitors”Chris Hunter, Nexstar Financial Corporation

53


Nexstar’s CRM Overview

• Nexstar’s biggest CRM tool: Siebel CRM Solutions Software

• External consultants have used both successfully and unsuccessfully

• A cost-conscious management does not support large IT projects at this time

54


The Siebel/Avaya Relationship

• Siebel CRM Solutions– One of the big three CRM software companies (with

OracleCRM and PeopleSoft CRM)– An industry leader that multiple verticals that allow for

customization of CRM capabilities (CRM for everyone philosophy)

– Caters to businesses of all sizes– According to Gartner Group’s Vendor Ratings, Siebel

received an overall positive rating

• Avaya Professional Services– A Siebel Alliance Partner that provided Computer

Telephony Integration (CTI)

Sources: www.siebel.com/for everyone, viewed 3/1/04 www.siebel.com/gartner/reg_leader.shtm, viewed 3/1/04

55


Siebel Proposed Benefits

• Increase call center workflow via call and email routing

• Allow customer communication and interactions with various media (email, fax, phone)

• Improve customer service by combining customer information in one user interface

Source: www.siebel.com, viewed 3/1/04

56


Choosing Siebel

• Parties involved with process: Nexstar Senior Management and External Consultant, Eotek

• The choice narrowed to two big players: PeopleSoft CRM and Siebel

• Siebel was the easy choice due to vast customization of applications (verticals), product reliability, and unparalleled service and implementation support functions

• Siebel was more closely aligned with the strategic business model of Nexstar

57


Choosing Siebel

“When we looked at the Siebel-Avaya partnership, it was clear that this was far more than just a marketing agreement; it was a tight, strategic alliance with truly integrated offerings. As we designed our infrastructure, we knew that we could count on the durability of this high-level collaboration.”

Richard Harkwell, VP of Customer Experience

Source: http://www.siebel.com/common/includes/case_study.shtm, viewed 2/28/04

58


Siebel Implementation

• Rollout of Siebel Call Center, Siebel eFinance, and Avaya CRM fully deployed and functional to the call center (approx 75 agents) in 90 days

• Implementation conducted by Siebel Global Services, Avaya Professional Services, and Eotek

• Eotek helped to integrate Siebel with the current web-based technology, CCR Web


59


Post-Implementation Evaluation

• A third party consulting firm was employed by Nexstar to evaluate the implementation of Siebel

• It was intended to ensure that the the proper functionalities were delivered and that full integration was made will Nexstar existing system, CCRWeb

• The name of the firm could not be released

60


Siebel: A User’s Perspective

61



62



63



64


Siebel: A Strategic Success?

“The Siebel-Avaya Solution also enables Nexstar to streamline the process of responding to customer inquiries….Avaya and Siebel work in tandem to identify callers by ID number, draw their customer records from the Siebel database, and then route calls automatically to the most appropriate agent based on overall agent availability and skill level.”

Richard Harkwell, VP of Customer Experience


65


Siebel: A Strategic Success?

• Siebel successfully delivered all the proposed customer communication and customer service capabilities it promised

• Payment for Siebel allowed financial flexibility: negotiated flat rate per seat; paid on an annual basis

• Project delivered on-time and changes were relatively easy to implement with Siebel Global Services, but a large portion of the CRM functionalities are not currently used

66


Siebel: A CRM Success Story?

BEST PRACTICE YES NO

High Level of Communication X

Management Support X

Strategy Drives Technology X

Implement Incrementally X

Hire outside experts if necessary X

Involve Knowledgeable Users X

Customer-Oriented Focus X

67


Other CRM Initiatives

• According to Christopher Hunter, Nexstar is beginning to look more closely at CRM opportunities, although funding remains a issue with management

• Currently, Nexstar is negotiating with a potential client to expand CRM initiatives

• Most of the talk is centered around an “offspring of CRM”: Partner Relationship Management (PRM)

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ConclusionConclusion

Integration/silosIntegration/silos Business strategy/one view of Business strategy/one view of

customercustomer IT enabledIT enabled Customer CentricCustomer Centric

6969

Outsourcing?Outsourcing? Variety of servicesVariety of services

• Hosting, application, call centers, …Hosting, application, call centers, …

Ex of benefitsEx of benefits• Call center: >40% cost saving on 30 user sales force Call center: >40% cost saving on 30 user sales force

automationautomation• Implementation: Weeks instead of MonthsImplementation: Weeks instead of Months

Brendan B Read, Call Center Magazine, San Francisco, Nov 2001

7070

Outsourcing off-shore?Outsourcing off-shore? Off-shore?Off-shore?

• >150,000 contact workers employed oversees >150,000 contact workers employed oversees

Keep in mindKeep in mind• Cross cultural misunderstandingCross cultural misunderstanding• TrainingTraining• Customers should not ask themselves where they are callingCustomers should not ask themselves where they are calling

Brendan B Read, Call Center Magazine, San Francisco, Nov 2001

7171

ReferencesReferences Dyche, Jill, The CRM Guide to Customer Relationship Management, Dyche, Jill, The CRM Guide to Customer Relationship Management,

Addison-Wesley, Boston, 2002.Addison-Wesley, Boston, 2002. Gordon, Ian. “Best Practices: Customer Relationship Management” Gordon, Ian. “Best Practices: Customer Relationship Management” Ivey Ivey

Business Journal Online,Business Journal Online, 2002, pp. 1-6. 2002, pp. 1-6. Lacity, Mary, Management of IT Projects,” 2003.Lacity, Mary, Management of IT Projects,” 2003. Swift, Ronald, Accelerating Customer Relationships: Using CRM and Swift, Ronald, Accelerating Customer Relationships: Using CRM and

Relationship Technologies, Prentice Hall PTR, Upper Saddle River, 2001.Relationship Technologies, Prentice Hall PTR, Upper Saddle River, 2001. Brendan B Read, Call Center Magazine, San Francisco, Nov 2001Brendan B Read, Call Center Magazine, San Francisco, Nov 2001 Martin Schneider, Customer Relationship Management, 2004Martin Schneider, Customer Relationship Management, 2004 Greenberg, Paul, CRM at the speed of light, Mc Graw-Hill, California 2001.Greenberg, Paul, CRM at the speed of light, Mc Graw-Hill, California 2001.

Documents

Customer Relationship Management (CRM)