The words in the CRM (Customer Relationship Management) have become short‐hand buzz words for describing how firms foster a 360‐degree review of the customer lifecycle. The…
Abstract
The words in the CRM (Customer Relationship Management) have become short‐hand buzz words for describing how firms foster a 360‐degree review of the customer lifecycle. The primary goal of this study is to provide a synopsis of innovative CRM concepts that can assist entrepreneurial small firms develop a process to effectively communicate with their customers, such as an e‐newsletter and CD‐ROM direct mail campaign. A practitioner‐oriented model is developed that depicts the CRM process of using multiple communication channels, building loyalty, establishing customer retention tactics, and changing service offers to foster the customer experience.
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This paper aims to look at what CRM 2.0 is and how it impacts customer insights. It will show how CRM 2.0's incorporation of social tools and strategies with traditional…
Abstract
Purpose
This paper aims to look at what CRM 2.0 is and how it impacts customer insights. It will show how CRM 2.0's incorporation of social tools and strategies with traditional operational functions meets the demands of twenty‐first century “social” customers.
Design/methodology/approach
The paper presents a combination of independent research by the author for the last decade and third‐party sources. This means direct client consulting, interviews with senior corporate management and copious access to expert sources and documents.
Findings
The new breed of customer requires corporate transparency, authenticity and interaction. To affect this intelligent, aggressive social consumer, richer insight than that of the past is necessary. CRM and social tools use combined provides the capability for this insight.
Research limitations/implications
CRM 2.0 as a fully integrated strategy and system remains immature, though the integration of CRM traditional technologies with social networks is ongoing and increasingly coexistent. CRM 2.0 thus must be seen as strategically maturing but technologically immature.
Practical implications
Any company that understands that their customers are demanding something more and different will adopt CRM 2.0 strategies to gain greater insight into their customers and to support creation of mutual value.
Originality/value
By systematically providing an understanding of how contemporary customers act and what they demand and how CRM 2.0 satisfies that, this adds to contemporary scholarship and modern business practice.
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Pierre-Yves Cremieux, Pierre Ouellette, Marie-Claude Meilleur, Stephanie Leong, Paul Greenberg and Howard Birnbaum
Although previous studies have attempted to isolate the effect of pharmaceutical spending on health outcomes, most have been limited by analysis of inherently heterogeneous…
Abstract
Although previous studies have attempted to isolate the effect of pharmaceutical spending on health outcomes, most have been limited by analysis of inherently heterogeneous inter-country data. This study focuses on one particular health outcome — infant mortality at the state level in the U.S. — and shows that its important determinants include: (1) pharmaceutical expenditures; (2) health economic infrastructure (e.g. number of practicing physicians, number of hospital beds); (3) socio-demographics (e.g. teenage birth rate, low-weight births, high school graduation rate, racial composition of state population); and (4) state-level economic aggregates (e.g. a disposable income, percent of population below the poverty line).
Marketing is the business of matching supply and demand, profitably. More broadly it includes creating demand and/or creating supply. We apply these ideas to an urgent…
Abstract
Marketing is the business of matching supply and demand, profitably. More broadly it includes creating demand and/or creating supply. We apply these ideas to an urgent supply/demand problem, that of feeding the additional 3 billion people expected to be on earth by 2050. We argue that this can be achieved by a combination of tweaks to the supply side and tweaks to the demand side. But the sooner we start, the better.
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The most obvious symptom of the most obvious trend in the building of new libraries is the fact that, as yet, no spade has entered the ground of the site on Euston Road, London…
Abstract
The most obvious symptom of the most obvious trend in the building of new libraries is the fact that, as yet, no spade has entered the ground of the site on Euston Road, London, upon which the new building for the British Library Reference Division has to be erected. Some twenty years of continued negotiation and discussion finally resulted in the choice of this site. The UK and much more of the world awaits with anticipation what could and should be the major building library of the twentieth century. The planning and design of a library building, however large or small, is, relatively speaking, a major operation, and deserves time, care and patience if the best results are to be produced.