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Table 2-7 Gains from 5 Percent Increase
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Present 5-year NPV New 5-year NPV Increase Percent increase $29,493,352 $33,970,846 $ 4,477,494 15%
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How does Reichheld suggest that the 5 percent increase be brought about He has some very ingenious and valid ideas. The book is lled with excellent suggestions. Here are only a few of them: Improve employee loyalty by increasing the employee retention rate (since retained employees help to retain customers). Recruit the right sort of customers to begin with (some customers are inherently loyal, and others are inherently disloyal). Change the commission system to reward retention as much as or more than acquisition. Nowhere in Reichheld s book does he suggest building a huge data warehouse and purchasing CRM software to go with it. If we had done this, we would have had to factor into Tables 2-6 and 2-7 the cost of the CRM needed to produce the 5 percent increase in the retention rate. The 15 percent growth in net present value might disappear or even become negative if we were to do so. So, unfortunately, CRM proponents have been using numbers from Reichheld s book to justify their programs without any solid justi cation in the book whatsoever.
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There is a fundamental disconnection between the goals of CRM and the results. If you have invested millions of dollars and you have a wonderful data warehouse and analytic software, then what How do the data warehouse and software increase the retention rate Somehow, you are supposed to take the software and change customers behavior. The CRM Forum (www.crm-forum.com) lists three reasons why CRM usually fails:
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1. Problems with organizational change and internal politics 2. Lack of the right skills and enterprisewide understanding of the initiatives 3. Poor initiative planning Unfortunately, many CRM analysts write a type of dense prose that is almost impossible for normal people to understand. Take this example from a Gartner Group report on the CRM Forum: Enterprises struggling with lack of coordination across departments should consider the needs of individual groups and work on a topdown/bottom-up strategy. Because department-level CRM deployments may be more cost-effectively supported by a Tier 2 system integrator with domain-speci c skill sets and software relationships, the enterprise should identify a master list of approved smaller service providers to work on individual projects. It really should not be so complicated. The goal of CRM is to select the right prospects and to get customers to be more loyal and buy more. Software is of only marginal help in doing this. The goals can be achieved only by coming up with products, services, tactics, strategies, and communications that the customers will like and respond to. The CRM warehouse and software do none of these things. The goal can be realized, however, in many other ways, which are outlined in this book. So, what should you do Sungmi Chung and Mike Sherman suggested in the McKinsey Quarterly that the two most essential resources in any CRM program are a wealth of hypotheses about the composition of possible target segments and a variety of offers to test these hypotheses. They point out that Less is more if it makes it possible for the process of testing and re ning offers to start sooner rather than later. It will be more than enough to begin with some demographic details about customers and information about the products they currently own, such as their account balances, and the kinds of transactions they have undertaken during the course of the previous 12 months.
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CRM is, in general, a mirage, an illusion based on a nice idea (the right offer to the right customer at the right time) that does not work out in practice: One-to-one marketing, which sounds wonderful, may in fact not be possible in most product and service situations. We lack the information. The data about any individual that are available may not be suf cient to predict that individual s behavior, although it may be suf ciently accurate to predict the behavior of the customer segment of which he or she is a part. Making the right offer to the right customer at the right time may be impossible. People make decisions based on personal factors that cannot be captured in a database. We can, however, pro tably target segments. Companies cannot easily shift from being product-focused to being customer-focused. It sounds great, but few have actually done it. Most never will. Even if CRM were to work in theory, it does not work in practice because the increased pro ts are swamped by the increased costs. We must keep in mind that customer communications, which are triggered by CRM or a database, produce only incremental results. You are already selling something. You hope to sell more and keep customers longer by using the database and communications. The incremental sales are usually only slightly more than the sales you would have gotten without the database and the communications. You have to justify your CRM not on the basis of total sales, but on the basis of these incremental sales. Many marketers are doing database marketing and calling it CRM. They don t have a warehouse or million-dollar software. They are marketing to segments and making money doing it. That is great. But it is not CRM. NCR, which sells the TeraData computer, has developed some very sucessful data warehouse applications for very large banks,
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