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Assumption 2: Timely and Relevant Offers
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The second assumption is wrong for a similar reason. Do you eat because you are hungry, or because you received a timely communication telling you that a particular restaurant was having a special on lobster dinners Of course, if you are hungry, you enjoy lobster, and you have the time and money to go to that restaurant right now, the offer would be a delightful blessing. But the warehouse cannot contain that
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T h e M i r a g e of C R M
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information. Mass marketing on TV showing people eating delicious lobster dinners at a low price can work wonderfully. The image sticks in people s minds and will be recalled the next time they are hungry. You don t need a warehouse to design and place such ads. Mass marketing works very well and is a lot cheaper in terms of sales per dollar spent. Of course, there are situations in which a timely and relevant offer can make the difference in a sale. Banks know a lot about people s demographics and behavior. They can predict the probability of a particular customer s buying a particular product and the lifetime value that the customer would produce for the bank if it were to offer the product and the customer were to accept the offer. This also applies to automobile companies that have customers on 3-year leases, and to scores of other situations. But for most of these situations, good old database marketing will work just ne. We can pick out all the people who have lived in their homes for 5 years or more and do not have a home equity loan, and send them an offer. It works. We are marketing to segments. We don t need a warehouse or one-to-one marketing to be successful.
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Assumption 3: Becoming Customer-Centric
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The third assumption, that companies can rapidly move from being product-focused to being customer-focused, is the weakest of all. After working with dozens of large American corporations, I can report that it is almost impossible for most companies to become customer-focused. Why is this so Because of the way business is developed. You create a new camera, a new computer, a new automobile, or a new hotel. The company that develops the product wants to realize a return on its investment. It puts a product manager in charge of marketing the product and tells her to get busy. The product manager does everything she can think of: mass marketing, point-of-purchase displays, retailer subsidies, direct marketing. Of course, if you have a list of prospects in your warehouse, she may try a promotion to that list to see if it works. But her goal is to sell hotel space in this new hotel, and only secondarily to increase overall customer lifetime value to the company.
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Could you replace all the product managers with customer segment managers and have no product managers at all Not likely. No company has ever done that, and none ever will. Once you have developed a product, you can t leave the promotion of that product to chance. You simply won t say, We will be nice to our customers and hope that they notice our new hotel. We won t speci cally promote this new hotel, because one of our older hotels may suit some customers better.
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Assumption 4: CRM Mathematics
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To understand the return on investment from CRM, let s do a little math. We have to start with some basic principles. Customers do respond to communications, offers, and promotions. For the communication to work, however, the seller has to have some sort of established business. He has a product or service to sell and a working distribution channel. In order to use CRM, he has to have a revenue stream (otherwise, where would he get the money to build his warehouse ). The reason for using CRM is to make incremental increases in the level of sales that is currently being made through mass marketing, retail stores, catalogs, and database marketing. The marketer assumes that if there were just more information about the customer s decision-making process, it would be possible to increase the sales level (of customers and prospects) by as much as 5 or 10 percent. Let s say that the marketer is selling some product or service for $150. It could be rental cars, small appliances, or carpets. The marketer contacts 20 million customers per year and has sales of $900 million. The current marketing methods involve mass marketing and direct marketing to customer segments, including a loyalty program. We will assume that of the $150, net profits per sale are 10 percent after deducting all costs, including marketing.
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