| preface This book is a practical blueprint for implementing a new
organizational entity—the relational enterprise. Everyone agrees that we are
working in an era of unprecedented change. Marketing and service agendas are clear. The
Internet is a key tool in every organization’s strategy. We can focus on loyalty,
relationships, one-to-one marketing, personalization, customization, self-service …
This year alone over 20 new relationship technology categories have been created.
Everyone is in agreement on what to do. There is
just one topic no one is talking about. How is the organization going to get it
done? How are managers going to integrate all these new initiatives, and what will the
organization have to look like to accomplish it?
CooperComm has spent over twenty-five years consulting to
improve customer-facing processes and satisfaction. Most recently, we have been conducting
research, and training vendors and implementation partners worldwide on relationship
management. Several truths have emerged:
1. The traditional hierarchical, departmental organization
structure is obsolete.
2. Fundamental terms of business … employees,
customers, suppliers, etc. … need to be completely redefined.
3. Leading edge relational systems have finally reached the
point where required service levels and processes can be provided to customers.
4. e-Business technologies are revitalizing some
"passed fad" concepts such as open-book management, continuous process
improvement, and reengineering.
There’s new life for several of these great ideas that were ahead of their
time.
5. Organizations are now in a race to execute the
transition to a relational enterprise. Competitors won’t vote lagging vendors off the
island, customers will.
The task that remains is to understand how to leverage all
of this for an updated organizational structure. Analysts are talking about a new
functional department within the organization, led by some sort of customer relationship
czar. This doesn’t go far enough. The relationship function is more strategic than
that, and the changes to an organization must be far more extreme. How do you get there?
Chapters 1 through 4 establish the conceptual foundation.
They completely redefine traditional terms such as customer, employee, organization, and
job.
Chapters 5 through 11 focus on the new realities of
customer service. Ask anyone and they can immediately give you an example of poor service.
These chapters provide the measuring stick for designing truly effective customer-facing
systems.
Chapters 12 through 14 detail the IT agenda. Relational
systems must leverage new concepts and implement required service practices—all with
a focus on profit maximization.
Chapters 15 through 19 will benefit IT and management
decision-makers. The CRM implementation track record is very poor. To be successful, there
are many strategic and tactical decisions that have to be made in selecting partners and
vendors, and in implementing an integrated system. There are also important issues in risk
management and organizational health that must be addressed. Chapter 21 provides a
collection of resources for further learning. Some of the references are classics that
must now be considered as back in their prime. Others are up-to-the-minute, Web-based
resources that offer late breaking news.
All the chapters contain footnotes and references to trade
literature, books, and analysts’ opinions. There’s an overwhelming amount of
information available on relationship management, and it is surprisingly consistent in its
content and conclusions. We have included as much of this research as possible, most of it
very recent, so that you can see the depth and breadth of the agreement about relational
enterprises.
The research firms are fond of saying that relationship
management is useless without analytics. Well, analysis is useless without action. This
book shows you what it takes to become a third millennium relational enterprise. The
prize? Profit maximization and a six-month lead on the bad guys … and a very
interesting next few years.
Kenneth Carlton Cooper
table of
contents
Figures and Tables
37 CRM screen shots • 38 figures • 10 tables • 1 cartoon
PART ONE: Relational Enterprise Building Blocks
Chapter 1: The Expanding Definition of
“Organization”
Expanding the Organization • Organizational Relationships
Chapter 2: The Expanding Definition of
“Employee”
De-Facto Reengineering • Redefining “Core Competence” • The
Multi-Class Workforce • Informal Employees
Chapter 3: The Expanding Definition of
“Customer”
Windows into the Relational Enterprise • Portals as Profit-Makers •
Turning Employees into Customers • Expanding Customer Profit Opportunities •
Turning Partners into Customers
Chapter 4: The Relational Structure
Hierarchical Structures • Flow of Information • Flow of Work •
Reengineering and the Case Worker • The Emergence of Roles
PART TWO: Relational Enterprise Service Processes
Chapter 5: The Relational Business Cycle
The Ramifications of Self Service • The Business Cycle
Chapter 6: Maximizing Interaction Satisfaction
Measures of Interaction Satisfaction • Great Follow-Up Is the Only Recovery
Option • Satisfaction through a Roles-Base Structure
Chapter 7: A Second Generation Definition of
“360-Degree View”
A Bi-Directional 360-Degree View • Lifetime Customer Profitability •
360-Degree View and the Business Cycle
Chapter 8: The Expanding Definition of CRM
In Use Definitions of CRM • Three Kinds of CRM • Consolidation into RM
Chapter 9: The Expanding Definition of
Collaborative CRM
Characteristics of an Effective Channel • The State of Bandwidth •
Collaborative CRM Channels
Chapter 10: Transitioning to a Customer Interaction
Center
Defining the Customer Interaction Center • Levels of Service • CIC
Universals • The e-CIC
Chapter 11: Effective Relational Processes
Value-Added Processes • Systematizing Relational Processes • Who Owns the
Process?
PART THREE: Relational Enterprise Systems
Chapter 12: New Relational Data Types
New Data Types are Required • Extending the Data Model
Chapter 13: Understanding Relational Systems
Relational Systems Architecture • 6 Types of RM Applications • An
Employee Example
Chapter 14: RM Analytics
The Analytics System • The Importance of Analytics • Analytics vs.
Accounting Systems • From TCO to Transition Costing • Use of Balanced Scorecards
• Employees Must Be Able to Use Analytics • Roles-Based Analytics
PART FOUR: Relational Enterprise Leadership
Chapter 15: Benefits of Relational Systems
5 RM Justification Philosophies • RM Justfications • A Critical Error in
Evaluating Benefits
Chapter 16: Evaluating Relational Systems
Look Beyond Features • Customization Philosophies • Customization
Architectures
Chapter 17: Evaluating Relational System Vendors
5 Basic Reasons to Pick a Vendor • Vendor Solution Philosophies
Chapter 18: Managing RM Change
Organizations Can’t Evolve to Get There • Random Change is Even Worse
• The Change Track Record • 5 Rules for Success
Chapter 19: Creating the Relational Enterprise
Review of Learning Points • It’s a Matter of Scope • Types of
Workers • Creating the Enterprise Relationship Process Owner • The Office of
Enterprise Relationships • Transition Steps • Develop a Plan
Appendix: Relational Enterprise Resources
Vendor Management Experts • “Big Picture” Business Books •
Customer Relationship Management Books • Related Training Videos • Internet
Resources • Publications
Epilogue
Acronym Glossary
Index |
