讲述某咨询企业英文(pdf 28页)

CONTENTS
Introduction...........................................2
How Traditional CRM Ignores the Customer ....................3
The Evolution of CRM....................................6
The Competitive Advantages of Next Generation CRM ...........8
Implementing Next Generation CRM ...............................11
Next Generation CRM Market Imperatives ...............................16
Next Generation CRM in Action: The ipulsys Case Study .........18
Why Next Generation CRM Works ............................23
Endnotes & Acknowledgements...................24

 

The following fictionalized vignette presents a picture of what is available today at a
number of companies that are pursuing Next Generation Customer Relationship Management
(CRM) solutions.
Schillinger International, an automotive components maker, maintains design and
production facilities throughout North America, Europe, and Asia. The firm uses an IP-based
virtual private network (VPN) to connect its design teams, and employs computer-assisted
design tools in its product development process. The company's network provider is
GlobalCom, a leading communications company that has deployed next generation CRM
software.
We follow Schillinger's Vice President of Communication, Darla Chase, as she copes
with the company's shifting network capacity demands.
In this scenario, Schillinger has dynamically self-provisioned in order to cope
with shifting network requirements. None of this has required an internal bureaucracy at
Schillinger or contact with GlobalCom's customer service people. Instead, it has all been
done via sophisticated monitoring of network usage and real time responses to anticipated
demand. It is this level of functionality - and ultimately customer satisfaction - that is the
promise of Next Generation Customer Relationship Management software tools.
Competition in the communications industry has
become the strategist's nightmare of a war waged on many fronts.
Battles over technology rage as firms grapple with the disruptive
effects of wireless service demands and Internet-based telephony
on the private switched telephone network. A global race for scale
has seen national incumbents invest billions in foreign markets.
The perceived need to diversify services has companies such as
AT&T, NTT, and Vodafone moving toward content provision, despite
capital market pressures to stay focused on their profitable core
businesses. And the emergence of "non-telco" entrants such as
Virgin in the UK and a wide variety of electric utility companies
in the US is creating a new class of competitors single-mindedly
focused on winning the highest-value customers.
Despite uncertainty about how best to compete in the
evolving communications marketplace, most companies know that
at least one aspect of their business is critically important no matter
how other competitive questions are resolved: they know they must
excel at serving customers.
That's why, across every industry, Customer Relationship
Management (CRM) has emerged as a management priority for
four of every five Fortune 1000 companies. The total market for
CRM technologies and services exploded to US $39 billion in 1999,
and is projected to exceed US $125 billion by 2004—a penetration
rate and level of investment that rivals Total Quality Management in
its heyday, and, more recently, Enterprise Resource Planning (ERP).
In its most basic form, CRM is an integrated approach
to sales, customer care and service quality designed to lower
selling costs, garner wallet share, and increase customer retention.
Basic CRM generally involves automated call centers, sales force
automation, and integrated customer information systems. For an
incumbent communications company, where the key to short-term
profitability may involve defending an embattled franchise, this
"first generation" CRM can often deliver immediate value.
The future, however, belongs to a broader vision
that moves from simply managing customer relationships to
enhancing customer value—an approach that reflects the need
for communications firms to provide increased value to customers
while simultaneously capturing more value for themselves. This
requires a shift from merely serving existing customers with existing
products in a cost effective manner to delivering superior value
through dynamic product and service strategies that track and
respond to evolving customer needs.
In contrast to traditional CRM, a Next Generation
Customer Relationship Management strategy creates seamless
integration from the customer to the network and back again,
delivering superior performance across the full spectrum of
customer engagement opportunities. From customer-driven product
configuration and provisioning to opportunity management, order
management, and targeted customer service, forward-thinking
communications companies are already implementing next
generation CRM with remarkable results.
Second Generation CRM
First Generation CRM

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