Features
- Cover Type: Paperback with 272 pages
- Published by: Prentice Hall
- Edition: 2nd Edition December 26, 2001
- Written in: English
- ISBN 10 Number: 0130990698
- ISBN 13 Number: 978-0130990693
-
Book Dimensions:
9.2 x 7.1 x 0.6 inches
- Weighs: 14.4 ounces
Book Description
Cutting-edge in perspective, this book presents innovative proven methods for determining whether a CRM strategy for changing the way a company provides service (by adding new technology, processes, and procedures) will realize the return on the investment projected. It emphasizes 1) that it is the cost of training both customer service personnel and customers which makes or breaks a new technology implementation, and 2) that the path for success is obtaining and using data measures from customer contact centers to create cost/benefit and return on investment calculations. Throughout, readers see through measurable data-containing examples how the theory is applied with great success by various real-life companies. Thinking Outside the CRM Box. Start with the People. The Secret to Risk Management of CRM: People. The CRM Successful People Process™ (CRM SPP™): The Key to Opening Up Employees to Change. Teams and Their Impact on CRM Implementations. Why Should You Measure Customer Service? Customer Lifetime Value Calculations. Benchmarking Your CRM Center. Measuring People Who Provide Service. The ROI of Training that Impacts the Bottom Line. Using Technology the Smart Way: ROI of Improved Customer Service by an Airline. Measuring Process: Promises, Promises-Service Level Let Downs vs. SP3M™. Technology that Optimizes CRM. For a variety of executives, managers, and consultants in companies with customer service departments.
Reader Reviews
This book is a collection of trends, theories and quotes from ten to 25+ years ago. I believe the phrase "cutting edge" is used in the product description - this is clearly the work of an underemployed political speech writer. I decided to take a class - you know, to stay current and the instructor assigned this cluttered mess. Thankfully, I borrowed the book and can return it. The authors cram every possible diagram, chart and spiffy quote they can find into insanely long and disorganized chapters. But they have a secret plan. Throughout the chapters they refer to two assessment tools (conveniently offered on associated web sites) as THE solutions for ensuring successful CRM implementations. These assessment instruments are not in the book. Rather they must be accessed and I think paid for separately. So the cash you paid for the book is merely an advertising fee (someone has to pay for this stuff) and when you have read the last page and close the book you'll know what you don't have - one of those assessments they keep talking about. If you took an organizational behavior course, or a project management course, or occasionally read a trade publication or two, you'll definitely recognize most of the concepts in the book. If you actually finished your degree, you probably won't want either of the assessments. Now, I was given the option of rating this book with between 1 and 5 stars. I had no choice but to give it one star. But if I could give it a dead rat or stinky fish rating, I would choose one of those instead. Save your money for a harmonica.
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