Customer Relationship Management (CRM): Management, ...

 

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Paper
31.
Implementing the paradigm shift from satisfaction to loyalty
T.R. Rao and Francis D’Souza, ESOMAR, Financial Services, London, February 2005
Standard Chartered Bank has over 500 locations around the world and employs over 30,000 staff. It created a new customer feedback survey to get customers to evaluate their experiences and identify way ...

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Paper
32.
True romance - delivering the brand promise
Roger Sant, ESOMAR, Financial Services, London, February 2005
In service industries, customer relationships are built on experiences – good and bad. If the experience doesn’t live up to the brand promise then the relationship will fail. This paper argues that th ...

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Paper
33.
Segment and prosper
Babara Elson, Admap, June 2004, Issue 451, pp.44-46
Barbara Elson, head of database and direct marketing at 23red, considers the history and growing disaffection for segmentation strategies, consumer-centric marketing and CRM. Using examples such as S ...

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Paper
34.
CRM gets stuck at the door
David Jefferies, Admap, June 2004, Issue 451, pp.41-43
David Jefferies, of Pitney Bowes, looks at the reasons why so many CRM projects fail or come in over budget. He reports on a survey among marketing professionals in the UK’s top 1000 companies, and t ...

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Paper
35.
Managing the Competitive Customer RelationshipTM
Tommy Tang, Jianmin Yuan and Danny Yang, ESOMAR, Asia Pacific Conference, Shanghai, March 2004
Competition is the theme of every market. Taking customer relationships out of the context of market competition can be compared to the ancient Chinese idiom of inventing a cart behind a closed door. ...

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Paper
36.
The impact of low birth rates towards the life stage segmentation model in CRM
Andy Kung, Mayer Lam and Ivy Cheung, ESOMAR, Asia Pacific Conference, Shanghai, March 2004
The Life Stage segmentation model has been widely used in the area of analytical CRM and target marketing. The model is based on the use of customer demographics data and classifies a business organiz ...

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Paper
37.
Why shift to customer experience measurement seated in brand values rather than process delivery?
Gavin Winter and Duncan Sands, ESOMAR, Automotive Conference, Lausanne, March 2004
In a market place where achieving competitive advantage through product differentiation alone is seen as only part of the equation, the creation of a unique customer experience is seen as the new batt ...

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Paper
38.
'Hi, Marx'
Nick Gadsby, Market Research Society, Annual Conference, 2004
Suggests that the philosophy of Marx, especially his concept of `alienation’, applies to consumers today, as they become more cynical about the aims of commercial and political marketing. Consumers ar ...

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Paper
39.
CRM: relationships or management?
Karen Enver, Admap, February 2004, Issue 447, pp.20-22
Karen Enver, planning director at Draft London, argues that despite 15 years of CRM and ever-increasing funds being allocated to contact service strategies, the customer is just as fickle as ever. Th ...

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Paper
40.
Can we really manage?
Admap, February 2004, Issue 447, pp.18-19
In this introductory article to Admap’s ‘Focus: CRM & loyalty’ the author raises the issue of how to implement the strategies postulated by customer relationship management. This calls for total seni ...

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Paper
41.
Marketing Transformation: Increase Profitability by Making Every Interaction Intelligent
Jon Miller and Jackie Horowtiz, American Marketing Association, 2004
The marketing world has witnessed many changes in the last few years, including increasing consumer scepticism, the advent of new communications technology and a changing legal climate. This paper ana ...

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Paper
42.
The Twelve Laws of Loyalty and How Marketing Leaders Leverage Them
Jill Griffin, American Marketing Association, 2004
Customer loyalty and profitability are traditionally seen as being inextricably tied to each other. This paper identifies strategies for building customer loyalty, including knowing your core customer ...

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Paper
43.
Managing intangible assets to create tangible value in organisations
Berth Jonsson, Mikael Paltschik and Soumya Roy, ESOMAR, Congress 2003
This paper is based on the premise that the intangible asset of a company, in form of its employees and customers, and the relationship the company forms with these constituencies, are what create val ...

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Paper
44.
E-commerce - the tools to do CRM properly at last?
Laurence Grinter, Neil Fox and David Burrows, Admap, June 2003, Issue 440, pp.34-35
The authors remind readers that customer relationships management in the e-commerce sector has been widely criticised. They argue that successful e-commerce is not limited to technology but embraces a ...

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Paper
45.
Marketing infalliable remedy
Teresa Cometto and Martin Zalovich, ESOMAR, Latin American Conference, Uruguay, May 2003
The aim of this paper is to understand the behaviour unleashed by the consumer crisis, the adaption of trade, the opportunities that the different formats and brands have as well as the threats to the ...

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Classic paper - a key, timeless read
46.
Research-based CRM - lessons learned and new directions
Sharon Rees, Professor Merlin Stone and Professor Clive Nancarrow, Market Research Society, Annual Conference, 2003
The growth of Customer Relationship Management (CRM) has been dramatic, yet the CRM opportunity is rarely fully exploited. Reasons for this are described with an emphasis on opportunities for marketin ...

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Classic paper - a key, timeless read
47.
CRM and new marketing
Gailynn Nicks and Kevin Ford, Market Research Society, Annual Conference, 2003
CRM, for all its talk of customers, is still typically about the company controlling its relationship with those customers. Customers, however, are in control. They usually manage their relationships ...

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Paper
48.
Building a truly customer-centric CRM model
Andy Kung, ESOMAR, Asia Pacific conference, Singapore, December 2002, pp.1-14
Customer Relationship Management (CRM) is one of the few emerging businesses recording significant growth since 2000 despite the recent worldwide economic downturn. CRM covers a wide range of business ...

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Paper
49.
Mapping stakeholders
Alan Mitchell, Market Leader, Issue 19, Winter 2002, pp.36-40
Argues the importance of paying attention to relationships with people - the various `stakeholders' on whom the business depends. Businesses which appear to be doing well sometimes, by damaging key re ...

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Paper
50.
Automated web services for CRM and market research
Tommy Tang, Andy Kung and Siu-wai Leung, ESOMAR, Consumer Insight Congress, Barcelona, Sept 2002
This article describes possible uses of technical web service standards in customer relationship management (CRM) and market research (MR). A single CRM web portal for a particular type of customer ca ...

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Paper
51.
Building holistic relationship communication programs in an interactive marketplace
Kirsti Lindberg-Repo and Prof Don E Schultz, ESOMAR, Consumer Insight Congress, Barcelona, Sept 2002
This paper discusses a model of the communication processes that occur between marketers and their customers, for use in Customer Relationship Management (CRM). The model assumes that communication is ...

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Paper
52.
Customer value delivery in business markets
Conor McHugh and John Slevin, Admap, September 2002, Issue 431, pp.41-43
This article describes and examines the concept of customer value offers (CVO) in the business -to-business sector. The concept is based on delivering superior value to targeted customers and providi ...

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Paper
53.
Customer Value Measurement for Competitive Advantage
Peter Burgess, Admap, May 2002, Issue 428, pp.35-37
Peter Burgess reviews some of the latest research studies into customer satisfaction and loyalty programmes and concludes that while research in this area is growing there is evidence that brand apat ...

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Paper
54.
The customer satisfaction measurement and listening revolution
Jean-Paul Dayan, Laurent Depond and Gerard Bon, ESOMAR, CRM Conference, Prague, March 2002, pp.229-240
This paper addresses the CRM experience of Orange France, a mobile phone service provider, in assessing the customer care experience of its 18 million customers. Within a highly competitive market, Fr ...

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Paper
55.
No successful CRM without MRC
Thomas Liehr, ESOMAR, CRM Conference, Prague, March 2002, pp.193-208
The essence of analytical CRM consists in learning from past customer interactions to improve future actions. The data that is collected can be later analysed to illustrate all important aspects of th ...

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Paper
56.
From customer research to CRM
Farrokh Suntook and Chris Brooke, ESOMAR, CRM Conference, Prague, March 2002, pp.39-58
Understanding the customer and the type of relationship customers wish to have is key to CRM. This means not only customer profiling and knowledge of customer behaviour but also insight into customer ...

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Paper
57.
Analytics count
Arthur O'Connor and Raymond Pettit, ESOMAR, CRM Conference, Prague, March 2002, pp.27-38
Companies today are acutely aware of the tremendous benefits associated with understanding customers. Many have embraced customer relationship management (CRM) to achieve this understanding. Thus, com ...

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Paper
58.
From holistic marketing to holistic customers
Roger Donbavand and Maryan Broadbent, ESOMAR, CRM Conference, Prague, March 2002, pp.13-26
This paper shows how two quite disparate banks in culture and outlook -Natwest Bank and the Royal Bank of Scotland - came together and evolved a comprehensive CRM strategy. In doing so it will demonst ...

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Paper
59.
Market research: Mediating between CRM and the brand
Peter Cooper and Susan Baker, ESOMAR, CRM Conference, Prague, March 2002, pp.169-171
This paper offers a simple model to aid exploration of the role of market research in the interface of CRM strategy and the brand. The paper considers what is understood by 'a CRM strategy', followed ...

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Paper
60.
Newspapers, advertisers, and CRM
Tony Coad, International Newsmedia Marketing Association, Ideas Magazine, March 2002
As advertisers insist on accountability of investment, newspapers in the United Kingdom face tremendous opportunities to meet this new demand through CRM -- even as the record for CRM in other industr ...

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