A Complaint Is A Gift Recovering Customer Loyalty When Things Go Wrong 2nd Edition Janelle Barlow, Claus Moller, Tony Hsieh - Solutions

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3. What are the various components of theCRM architecture from an operationalperspective?
2. What are advantages and disadvantageswhen implementing CRM on anorganizational basis versus on a limitedfunctional basis (e.g., sales force only)?
1. What factors will you consider whenmeasuring the ROI of CRM investments?
This underscores the assertionof this chapter that managing customerrelationships effectively requiresmore than running a (complex) loyaltyscheme – it is rather about continuousefforts to create value for the customers(Medland, 2016).? Exercise Questions
Mark Price, even claims that points havebecome «meaningless» to consumers.In addition, the retailer has significantlyextended its portfolio by partnering withdry-cleaning services or offering a clickand-collect service for purchases madeat partner retailers. Clearly, this aimsat creating a
2. Tesco’s up-market competitor Waitroseon the other hand has radically simplifiedits loyalty scheme offering directbenefits like a cup of coffee or a newspaperinstead of abstract bonus points.The managing director of Waitrose,
3. Reflecting on the CRM strategy and CRMimplementation of Capital One, whichareas for improvement do you see?1. In 1995, the British retailer Tescolaunched its «Clubcard» which was tobecome one of the most important retailinnovations in the twentieth centuryand built the foundation for Tesco’s
2. It is often claimed that CRM can createcompetitive advantage. Does CRM createcompetitive advantage for Capital One? Ifso, how?
1. If it is to become more than a concept,CRM needs to be translated into specificactivities and processes. Based on thecase, what are key CRM activities andprocesses of Capital One?
5. What are the key steps in developing aCRM strategy?
. Have you heard stories of companies thathad difficulties in defining a CRM strategy?What was the nature of the problem,and how could it have been solved?
3. Can a heavily operations-oriented company(e.g., Walmart) benefit from practicingCRM?
2. What structural changes must an organizationundertake to switch from a productto a customer orientation? Shouldcompanies start investing in such structuralchanges?
1. Are traditional marketing principlesvalid in the age of CRM? What are thefundamental differences between transaction-based marketing approaches andrelationship-based marketing approaches?
2. The global sports apparel companyAdidas has recently announced that itis about to launch the first 3-D printedsneaker. That essentially means, in thefuture each sneaker can be fully individualizedand produced in batch sizeone. The move towards a «segment ofone» was made possible by
Thus, the bank has built acustomer-centric organization that offersmodular services depending on the client’srequirements (Collardi, 2012).
At the Swiss private bank Julius Baerfor example, in the past the relationshipmanager was the sole contact for theclient. Today, the relationship manageris rather a guide to the bank’s serviceoffering including bespoke investmentadvisory services combined with automatedmonitoring and
1. Many private banks serving high networth clients are radically transformingthe way they manage customer relationships.
3. What are the barriers to increasedcooperation between the companies andthus effective CRM?
2. If DPWN creates an integrated key accountmanagement system, which key processesneed to be integrated across the threecompanies?
1. How would one define and measure thepotential for cross selling in this context?
. Is there a necessity for manufacturers topartner up with retailers in order todevise an effective CRM strategy?
2. What is the look and feel of strategic CRMin the FMCG environment?
1. How would you define and measurecustomer value to Henkel? Should itdefine value on the individual level or onthe segment level?
5 What the company actually offers the customers.
5 What the company says it offers the customers.
What customers value.
5 How are you involved in lead tracking, leadfollow-up, data transfer, and other dailyactions, and how can these processes beimproved?
5 What are your reporting needs and requirements?
5 How involved are you in outreach activitiessuch as telemarketing and direct mail?
5 How can you reduce administrative andscheduling requirements that detract from thetime available to build relationships?
5 How can you improve your communicationwith customers and management?
What data can be made available to help youbetter understand customers?
5 How do you interact with customers?
5 What types of data do you use?
What functions do you perform?
10. Develop a conceptual design and prototypeplan.
9. Develop a new technology and functionalityframework.
8. Map functionality to business processes.
7. Identify gaps in technology functionality.
6. Develop enhanced business workflows andprocesses.
5. Define business requirements.
4. Discuss the vision for the business and theoperational plan.
3. Review existing technologies, features, andcapabilities.
2. Map current workflows, interfaces, andinterdependencies.
. Identify the services and products being supported.
9. Companies want relationships with customers,but do customers want relationshipswith companies? Please discuss.
8. Illustrate situations where you think companiesare following CRM practices. Pointout where they are going wrong.
7. Which kind of CRM measures that fosteror leverage dimensions of value from thecustomer have you encountered?
6. Which dimensions of value from the customercan be distinguished and how dothey differ from one another?
5. Explain what we have learned in the lastfew years about the SPC.
4. What is value from the customer’s point ofview? What should managers be aware of?
3. What makes CRM the preferred approachto marketing in the Information Age?
2. How are CRM activities similar/differentfrom marketing activities? Please discuss.
1. How do you define CRM?
2. Many firms have integrated customers intheir product development process leveragingcustomer knowledge value. Oneexample is the Danish toy manufacturerLego: Lego enthusiast can submit theirown creations online and if it gathersat least 10,000 votes by other users, it isreviewed by Lego. If it
This is especially prevalent indeveloping markets where 51% of the customersstate that they purchase productsbecause they benefit the environmentor society (The Regeneration Roadmap,2012). Consequently, what constitutesvalue to the customer is subject to changewhich managers need to be aware ofwhen
1. While quality and price still dominatecustomers’ perception of the value of anoffering, other factors are entering theequation. A study by The RegenerationRoadmap shows that the environmentaland social aspects of an offering areincreasingly important attributes forcustomers.
5. How has CRM evolved in the pastdecade? List some primary changes andtheir effect.
4. Which technologies influence strategicCRM, on both the consumer and thecompany sides?
3. List some key changes in the businessenvironment. How are these changesdriving the shift from product-basedmarketing to customer-based marketing?
1. What is customer value, and why is thisterm essential for CRM?2. What makes CRM the preferred approachto marketing in the modern informationage?
What are all the ways you currently use to give each other feedback inside the organization? How can you improve these ways?
How can you give feedback to your colleagues in such a way that you maintain strong, effective working relationships?
Every time we allow the post offi ce to deliver packages late and we just grumble to ourselves and say nothing to our postal carriers, we enable mail delivery services around the world to continue at minimal levels. And with the competition they face, this is no gift to them.
Every time a credit card company sends our bill late with barely enough time for us to make our payment without incurring late charges and we don’t threaten to cut up our card if the practice continues, we allow the company to believe that this devious policy is okay.
Every time we’re served restaurant food that is too salty, overcooked, too tough, or whatever, and we don’t say anything, the restaurant has no way of knowing its food is substandard or that the new chef isn’t working out.
Every time we receive shoddy luggage service at a hotel and the bellhop sticks a hand out for a tip and we give the bellhop money, we’re telling the bellhop that tips aren’t connected to the service behavior but are a requirement.
Every time we go to a restaurant that is overbooked and we have to wait thirty minutes for our reserved table and we don’t speak up, diners let the owners believe this is an acceptable practice. Some restaurants do this intentionally so the waiting diners will run up a bar tab.
Every time we get passed from one department to another without being helped and we don’t speak up, we allow the company to not improve its internal communications.
Every time we stand in a long line in the grocery store because additional cash registers aren’t being staff ed and we don’t point this out, we enable managers to believe that they can get away with inadequate service.
What needs to happen to make your organization’s culture one in which people are willing to apologize?
How much energy is consumed by staff confl icts because people don’t feel comfortable handling personal criticism?What can be done to change this pattern?
How can people in your organization use feedback from each other as the basis for personal growth and development?
Your staff lets you know through an anonymous feedback survey that they think your managerial style leaves something to be desired.
A friend tells you that you talk too much and are always trying to dominate the conversation, especially at parties.
You show up late for an appointment with a colleague. Your co -worker says something negative about this to you, even though he or she frequently keeps you waiting.
Someone in your household complains that you always leave a mess in the bathroom that he or she has to clean up.
Your children tell you that you are always criticizing them. “Don’t you love us anymore?” they ask.
Your boss lets you know that you keep arriving late to staff meetings, and this creates problems for everyone in att endance.
A work colleague criticizes you for your sloppy follow-through:you promised to do something and you didn’t.
A close friend complains that you are never available to spend time with him or her anymore.
How can everyone in your company get more involved in learning from?
How can you drive more traffi c to your Web site or to your communication channels?
How carefully are you monitoring discussion about your company on the Internet? What is being said about the company?
Do you get regularly updated information about your written complaints?
Does everyone in your organization know the address where complaint letters should be sent?
Do you do anything to exceed customers’ expectations when they write?
Do your response letters specifi cally speak to the customers’ needs, or are they generic?
Who responds to your customers’ complaint letters?
Under what circumstances do your customers write complaint letters?
What are all the ways your customers can get back to you in written format?
What is your average response time to complaint letters? Do you use form letters when responding? If your response takes more time than usual, do you let your customers know why you haven’t gotten back to them yet?
Sell the quality of your brand or products.
Consider some type of redress for the customer, such as a coupon.
Demonstrate through language that you are grateful to be informed.
Always mention the specifi c problem the customer faced.
Look carefully at your automated responses (perhaps sent out im -mediately aft er a customer’s e-mail is received) and make sure you communicate a desire to get back to customers in a specifi ed period of time. Personalize these responses to the degree you can—at least with the customer’s
Make sure you are appropriately staff ed to respond in a timely fashion.
Ask customers to choose the category of complaint they are sending, giving them a drop-down menu, so their e-mail can be forwarded to the correct department.

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A Complaint Is A Gift Recovering Customer Loyalty When Things Go Wrong 2nd Edition Janelle Barlow, Claus Moller, Tony Hsieh - Solutions

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