The right of Francis Buttle to be identified as the author of this work has been asserted in derscontcyptuhors.gq Buttle, F. () Customer relationship management: concepts and tools. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW. Customer Relationship Management, Second Edition by Francis Buttle derscontcyptuhors.gq The Last Black Unicorn Tiffany .
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Stan Maklan has joined Francis Buttle as co-author. This book provides a comprehensive and balanced review of Customer Relationship Management. Customer Relationship Management by Francis Buttle. Read online, or download in secure PDF or secure EPUB format. CUSTOMER. RELATIONSHIP. MANAGEMENT. Concepts and technologies. Third edition. FRANCIS BUTTLE AND. STAN MAKLAN. R. Routledge.
Stan has worked with leading telecommunications, computing, consumer products, defence, automotive, electricity, water and professional services companies.
consultant ~ researcher ~ facilitator ~ keynote speaker
Stan began his career with Unilever Canada. He subsequently moved with that firm to the UK and then Sweden, where he was Marketing Director of its Toiletries business. He then spent ten years as a management consultant with global leaders in information technology: Computer Sciences Corporation CSC and then Sapient.
Stan completed a PhD that explores how firms change their marketing competencies when developing direct relationships with consumers online. He subsequently joined the faculty at Cranfield where he has authored numerous articles, conference papers and books.
Learn more at www. Welcome also to a new author team. Stan Maklan has joined Francis Buttle as co-author.
This book provides a comprehensive and balanced review of Customer Relationship Management. It explains what CRM is, the costs it creates and the benefits it delivers, the many varied contexts in which it is used, the technologies that are deployed, and how CRM can be implemented. It shows how CRM practices and technologies are used to enhance the achievement of marketing, sales, and service objectives throughout the customer lifecycle stages of customer acquisition, retention and development, whilst simultaneously supporting broader organizational goals.
The book has been written to meet the demand for an impartial, academically sound examination of CRM. It is a learning resource both for students of CRM and for managers wanting a better appreciation of the role that CRM can play in their own organizations.
CRM, and the business strategies it supports, have changed dramatically since the previous edition was published. No longer do businesses set the rules about how they will interact with customers through their control of communication channels and brand messaging. Customers now decide when and how they will interact with companies. CRM was made possible by advances in Information Technology, namely the ability to capture, store, interpret and distribute customer-related data cost-effectively so that organizations could enact their relationship management strategies.
CRM practice has conventionally relied on its exploitation of structured data about customers, prospects and partners housed in company-owned databases. This is changing rapidly. Much of the data customers generate, for example on social media platforms, are unstructured and require complex new technologies if they are to be useful in executing relationship management strategies.
Equally the sheer volume and variety of data that organizations can access is growing exponentially. The third edition of this book aims to capture this disruptive change to relationship management practices, whilst accepting that the field is evolving very quickly.
Information is driving changes in customer relationship management practices. The next waves of IT deployment focused on personal productivity desktop computing and supply chain management e. Next, IT was applied to customer relationship management, and most recently to customer experience management CXM.
Customer Relationship Management (eBook, PDF)
We feel confident that the next wave of technology-supported innovation in CRM will feature new business models founded on real-time, mobile data, particularly customer data. CRM, the most mature of the IT-enabled customer-facing management disciplines, has an enhanced role in such an environment and we believe remains the cornerstone for marketing, sales and customer service in the future. In producing this third edition we knew we had to reflect this evolving landscape, and in true customer-oriented manner, we also surveyed readers and adopters of the previous edition.
They told us what they wanted in this revision, and much of it was a reflection of Web 2. These are data that are typified by their volume, velocity and variety. The data that are held by social media platforms are only one type of big data.
Technology firms are promoting new solutions that are collectively known as Social CRM solutions. Although there are a number of chapters dedicated to CRM technologies, and technology matters are considered throughout the book, the book puts technology into a managerial context.
This is not a book about technologies, but it is about how marketers, salespeople, service staff and their managers can use technologies to better understand and meet the requirements of customers, whilst also meeting organizational goals and objectives.
We have also refined the focus of the book. We have removed content that was not valued by readers and adopters, and streamlined what has been retained.
This third edition continues to draw on academic and independent research to ensure that it is both theoretically sound and managerially relevant. Research from a wide range of academic disciplines contributes to the book. Supplementing these academic credentials, the book also makes use of research conducted by independent analysts such as Gartner and Forrester, two organizations that conduct leading-edge, state-of-the-art research into CRM and related areas. CRM tools are deployed across all customer-facing parts of organizations.
Users include sales representatives and account managers, marketing managers, market analysts, campaign managers, market managers, customer relationship managers, and customer service managers. These users are exposed to just a fragment of the CRM universe.
This book can put their role into broader context. As an impartial review of the field, it is not tied to any particular perspective on CRM. Indeed, the book identifies a number of holistic models that provide different and competing overviews of CRM. The book identifies three different types of CRM — strategic, operational and analytical. The book is structured so that the chapters on each of these types of CRM are clustered together.
Several chapters are dedicated to each type of CRM.
Francis Buttle is an honorary professor of Marketing and Customer Relationship Management and author of more than peer-reviewed papers and 13 books which have been cited over 12, times earning him an h-index of Buttle is best known for his development of the marketing discipline of "Customer relationship management" a strategic business practice that aims to build and maintain long-term mutually beneficial relationships with customers. He was the world's first university professor of CRM.
Buttle has taught CRM in universities on three different continents. Buttle currently lives and operates a customer management consulting company in Sydney , Australia, providing consulting, management development and mentoring services to for-profit and not-for-profit organizations. From Wikipedia, the free encyclopedia. The analysis helps to create a profile of customers, their needs.
Furthermore, it helps the business to strategize for effective interaction and help discover highly valued customers for a long-term relationship Buttle Network development The process of network development is slow and steady as it requires extensive interaction between the organization and the customers, at every step of the relationship.
Moreover, the customer needs to be engaged at the pre-sales, sales and at the post-sales stage. For instance, to develop this kind of network, Amway chose to make their customers a part of their marketing plan. The company worked to include their loyal customers to develop more connections for the company in return of greater concessions on products and services, along with a percentage of commission on sales through them to their related networks, thus building a quite extensive customer network.
Value proposition development The proposition of value in relation to a product or service comes when the organization has an overall idea of what the customer needs, and how the company can strategize to provide to the customers.
The process involves: development of sources and, development of products and services to address the value-based needs of customers. For instance, Airtel, one of the leading telecommunications providers in India, created an application wherein the customers can access all information related to their services.
Customers can also customize their subscription and service plans as per their needs. The customers can also talk to customer service to manage their service plans.
This helped Airtel with better leverage and helped to create a valuable network.
Manage customer lifecycle Customers may not remain indefinitely loyal to a business. The lifecycle of a customer may include the time from which an individual is a prospect to the time when the individual has become a customer and left it. On the other hand, in some cases, the customer might become interested in advocating the services and products of the company to their peer network.
Furthermore, the company is always interested to convert the customer into its advocate, thus, helping in extending the lifecycle of a customer.Screenshots are a feature of the book.
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An Instructor's PowerPoint pack is available to lecturers who adopt the book. Examines how different company work groups — sales, marketing, PR, advertising and senior management — recognise and respond to negative word of mouth.
CRM software applications enable the marketing, selling and service functions to be automated and integrated.
Customer Relationship Management (eBook, PDF)
The risks of this orientation are twofold: 1 winning large contracts is not the same thing as making money from them and 2 focus on the immediate sale rarely allows enough slack resources to experiment and innovate to serve emerging needs and wants not yet articulated by customers.
Namespaces Article Talk. Marketing communication theory: what do the texts teach? Based on a sample of US companies, split between goods manufacturers and service organisations, Jayachandran et al.