tailieunhanh - HANDBOOK OF CRM: Achieving Excellence in Customer Management Part 6

Chapter 6. The performance assessment process. The strategic framework for CRM Strategy development process: Value creation process: Value customer receives • Value proposition • Value assessment Customer segment lifetime value analysis Multi-channel integration process | Chapter 6 The performance assessment process The strategic framework for CRM Strategy development process Performance assessment process Business strategy Business vision Industry and competitive characteristics Customer strategy Customer choice and customer characteristics Segment granularity Sales force Value creation process Multi-channel integration process Value customer receives Value proposition Value assessment Value organization receives Acquisition economics Retention economics Outlets s Telephony N S Direct marketing Electronic commerce Mobile commerce Shareholder results Employee value Customer value Shareholder value Cost reduction Performance monitoring Standards Satisfaction measurement Results and KPIs Data repository IT systems Analysis tools Front-office applications Back-office applications Information management process The performance assessment process is the final process in the Strategic Framework for CRM. The purpose of this process is to ensure that the organization s strategic aims in terms of CRM are being delivered to an appropriate and acceptable standard and that a basis for future improvement is firmly established. As shown in the above figure the process has a dual focus on shareholder results which provides a macro-view of the key drivers of CRM performance and on performance monitoring which involves a more detailed micro-view 284 Handbook of CRM Achieving Excellence in Customer Management of the key descriptors of CRM performance. This process involves focusing on two key issues 1. How can we create increased profits and shareholder value 2. How should we set standards develop metrics measure our results and improve our performance Together these issues provide an understanding of how CRM delivers shareholder results and how CRM performance can be measured and thus further enhanced. As emphasized throughout this book CRM breaks with traditional management practice in that it involves the whole organization and emphasizes avoiding