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business
customer relationship management
Customer Relationship Management Concepts Applications And Technologies 5th Edition Daniel D Prior ,Francis Buttle ,Stan Maklan - Solutions
3. Describe the nature of the company’s value proposition and its role in creating customer perceived value.
4. Describe how the company can use the marketing mix to convey customer perceived value.
5. Describe how the company’s operations relate to the provision of customer perceived value.
1. What is customer perceived value? What are the two most common ways to conceptualise customer perceived value? Which one of these might be more relevant to a retail outlet? Explain your answer.
2. What is the difference between value-in-exchange and value-in-use? What are the implications of each idea of value for a bank? Explain your answer.
3. How does the company’s value proposition create customer perceived value? Use an example of a company’s value proposition with which you are familiar to illustrate your response.
4. How can a company use the marketing mix to convey customer perceived value?
5. How do the company’s operations relate to the provision of customer perceived value?
1. Define a customer portfolio, a customer segment, and customer portfolio management (CPM).
2. Describe how the company’s vision, mission and objectives relate to CPM.
3. Describe how the company’s risk appetite relates to CPM.
4. Describe the main reasons for analysing the company’s customer portfolio.
5. Describe the common portfolio models useful for CPM.
1. What is a customer portfolio? How does this concept differ from a customer segment?
2. What is customer portfolio management (CPM)? What are the benefits of CPM? What are the costs?
3. How might a company’s vision, mission, and objectives affect CPM? How might a company’s risk appetite influence CPM?
4. What are the main tasks that companies seek to accomplish through analysis of customer-related data?
5. What sorts of customer portfolio analysis models can companies select from?
1. Define marketing automation (MA).
2. Describe the benefits and costs of MA to companies.
3. Describe the types of marketing campaigns possible with MA software.
1. What is marketing automation (MA)? Why might a company choose to adopt MA?
2. Describe the benefits and costs of MA to companies? What recommendations would you make to a company considering MA?
3. How might companies use MA software? What functionality might support a company operating in a B2C setting? How might this differ for a company operating in a B2B setting?
1. Define sales force automation (SFA).
2. Describe the members of an SFA ecosystem.
3. Describe SFA functionality relevant to salespeople.
4. Describe SFA functionality relevant to sales managers.
5. Describe the benefits and costs of SFA.
1. What is SFA? Why might a company choose to adopt SFA? Why might they choose to avoid SFA?
2. Who are the main stakeholders in the SFA ecosystem? What vested interests do they have when considering a company’s decision to implement SFA?
3. What are the main functions of a SFA system most relevant to salespeople?
4. What are the main functions of SFA most relevant to sales managers?
1. Define customer service and explain how it relates to service quality and service standards.
2. Define service automation (SA).
3. Describe the main contexts where SA is in common use.
4. Describe the benefits and costs of SA to organisations.
5. Describe the functionality available within SA software.
1. What is customer service? How does customer service relate to service quality and to service standards?
2. What is service automation? Why might a company choose to adopt SA? Why might a company choose to avoid SA?
3. What are the main contexts where SA is in common use? What might prevent the adoption of SA in other contexts?
4. What functionality is common in SA software? How might this functionality affect workflows in a company?
1. Describe the role of CRM analytics and how they support CRM strategy and tactics.
2. Describe how analytics supports customer management throughout the customer journey in terms of marketing, sales, and service.
3. Describe the role of data mining for: describing and visualising, classification, estimation, prediction, affinity grouping and clustering.
4. Describe the types of analytics that apply to structured, unstructured, and Big Data.
5. Describe the role of Artificial Intelligence (AI) in analytical CRM.
1. What is the role of CRM analytics and how they support CRM strategy and tactics?
2. How can companies use analytics to support customer management throughout the customer journey in terms of marketing, sales, and service?
3. What are the components of data mining?
4. What are the types of analytics that apply to structured, unstructured, and Big Data?
5. What is the role of Artificial Intelligence (AI) in analytical CRM?
1. What are the steps necessary for the development of a customer-related database useful from CRM?
2. What are the implications for different data types and sources as this relates to customer-related database development?
3. What are the issues that companies face when managing customer-related databases?
1. Generate a business case for CRM that aligns with both the strategic goals of the company and the needs/behaviours of customers.
2. Describe and plan for the immediate operational benefits from CRM.
3. Describe and plan for potential future benefits arising from improved operational effectiveness.
4. Describe the options for company structure as this relates to CRM.
1. How might a company generate a business case for CRM that aligns with both the strategic goals of the company and the needs/behaviours of customers?
2. What are the immediate operational benefits from CRM? How might a company estimate the benefits and costs of CRM prior to CRM implementation?
3. How might a company plan for potential future benefits arising from improved operational effectiveness?
4. What are the main organisational structures that companies can adopt and what are their CRM implications?
1. The five major phases in a CRM implementation project.
2. Tools and processes relevant to each phase of CRM implementa-tion projects.
3. The importance of project management and change management throughout the implementation process.
1. What are the five major phases in a CRM implementation?
2. What are some common tools and processes relevant to each phase of CRM implementation?
3. What impacts do professional project management and change management have throughout the implementation process?
1. How current advancements in technology are influencing CRM.
2. Current trends in CRM adoption.
3. How old habits continue to limit the potential of CRM in many companies.
4. Privacy and ethics as these relate to CRM.
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