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Balancing Customer and Enterprise Needs

Contact centers have the ability to collect massive amounts of customer information.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Computers, Electronics, Financial Services/Banking, Software 
  • Relevance: 69%
  • Member Price: FREE
Using Customer Segmentation to Innovate

Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant 
  • Relevance: 69%
  • Member Price: FREE
Work with Customers to Identify and Edge Out Competitors

Many organizations think they know who their competitors are, but their customers might have a very different perspective.

Type: Best Practices and Business Drivers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Relationship Management, Competitive Intelligence, Organization and Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.2.2 Capture and assess customer needs, 1.1.2 Survey market and determine customer needs and wants, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Consumer Products/Packaged Goods, Electronics, Financial Services/Banking, Medical Equipment, Printing & Publishing 
  • Relevance: 69%
  • Member Price: FREE
How Best-Practice Organizations Use Customer Information

Most organizations collect information about their customers, but few know which data to rely on and how to use it. Best-practice organizations handle customer information differently from the average organization.

Type: Best Practices and Business Drivers  Topics: Customer Loyalty, Customer-focused Processes and Functions, Customer Relationship Management, Customer Satisfaction, Customer Segmentation  Processes: 5.1.1.1 Analyze existing customers, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers), 5.3.3.3 Analyze product and service satisfaction data and identify improvement opportunities, 5.3 Measure and evaluate customer service operations, 5.3.3 Measure customer satisfaction with products and services  Industry: Financial Services/Banking, Retail/Catalog/Mail Order 
  • Relevance: 66%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Using CRM and CI Investment to Build Relations

APQC's perspective on best practices in using customer relationship management (CRM) and competitive intelligence (CI) investment to build relations, featuring case examples from MEDRAD.

Type: Best Practices and Business Drivers  Topics: Customer Relationship Management, Customer-focused Processes and Functions  Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services 
  • Relevance: 42%
  • Member Price: FREE
Using CRM and CI to Build Customer Relations

APQC's perspective on best practices in Using CRM and CI to Build Customer Relations, featuring case examples from Eastman Kodak, Fidelity, Hudson's, and MEDRAD.

Type: Best Practices and Business Drivers  Topics: Customer Relationship Management, Customer-focused Processes and Functions  Processes: 1.1 Define the business concept and long-term vision, 1.0 Develop Vision and Strategy 
  • Relevance: 42%
  • Member Price: FREE
Using Competitors to Build Customer Relations

APQC's perspective on best practices in Using Competitors to Build Customer Relations, featuring case examples from Eastman Kodak, Fidelity, and MEDRAD.

Type: Best Practices and Business Drivers  Topics: Customer Relationship Management, Customer-focused Processes and Functions  Processes: 9.1.1.2 Assess the external environment, 9.1 Design and construct/acquire nonproductive assets, 9.1.1 Develop property strategy and long-term vision 
  • Relevance: 42%
  • Member Price: FREE
Keep Them Coming Back: A Framework for Developing Superior Customer Relationships

Only by thoroughly understanding the competitive landscape from the customer's perspective can an organization maintain its customer base and excel in the marketplace.

Type: Best Practices and Business Drivers  Topics: Customer Relationship Management, Customer-focused Processes and Functions  Processes: 3.0 Market and Sell Products and Services 
  • Relevance: 42%
  • Member Price: FREE
Customer Relationship as Strategic Advantage

APQC's perspective on best practices in Customer Relationship as Strategic Advantage, featuring case examples from Pulte Homes and Medrad.

Type: Best Practices and Business Drivers  Topics: Customer Relationship Management, Customer-focused Processes and Functions  Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services 
  • Relevance: 41%
  • Member Price: FREE
Renewal Practices in Membership-driven Organizations 2006

This concise benchmarking report is the result of an online survey designed and posted by APQC in 2006. Fifty-six membership-driven organizations provided validated data concerning renewal rates for their members.

Type: Reports and Books  Topics: Customer Loyalty, Customer-focused Processes and Functions, Customer Relationship Management, Customer Relationship Marketing, Customer Retention, Measurement, Business Excellence  Processes: 3.1 Understand markets, customers, and capabilities, 3.0 Market and Sell Products and Services, 3.2 Develop marketing strategy  Industry: Non-Profit 
  • Relevance: 40%
  • Member Price: FREE
  • Nonmember Price: $19.95
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