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2025 | Buch

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CRM Goes Digital

Design and Use of Digital Customer Interface in Marketing, Sales and Service

herausgegeben von: Sabine Kirchem, Martin Stadelmann, Mario Pufahl, David Laux

Verlag: Springer Fachmedien Wiesbaden

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis

Über dieses Buch

Customer management has taken on entirely new forms since digitalization. This brand-new CRM book is dedicated to the latest approaches that dominate sales, marketing, and service in this era of digitalization. Topics include Omni-Channel or mobile CRM concepts, Big Data and social media tools, new customer experience or loyalty approaches, and Artificial Intelligence, etc.

In this forward-looking, practice-oriented, and conceptually sound customer relationship management book, readers will learn about future developments in customer management using digital CRM (dCRM), product, and service optimization. The book also focuses on sales management and the improvement of sales performance through radical customer orientation. The chapters are written by, and for, academic, consulting, and company experts who appreciate a theoretical and practical approach to the topic.

Inhaltsverzeichnis

Frontmatter

Plan

Frontmatter

The CRM Competence Model: The Basis of Consistently Customer-Oriented Company Design

Abstract

In a multitude of strategic CRM implementation initiatives, the application of an integrative concept (often referred to as CRM framework) has proven decisive for successful analysis, conception, and realization of comprehensive and consistent customer management. The CRM competency model presented in this chapter is a holistic analysis and design approach for sustainably establishing competitively superior customer relationship management. It accounts for a comprehensive understanding of CRM in terms of content and meanwhile forms the basis for a tried-and-tested CRM project procedure and a uniform CRM terminology. The analysis and design framework addresses central aspects of CRM in four CRM context fields, seven CRM competence fields, and across three phases of the customer journey: the management of marketing (the “need”), sales (the “buy”), and service (the “use”). The application context of the CRM competency model is based on numerous best practices in customer relationship management, identified by research, education, business, and consulting practice.

Martin Stadelmann

People and Organization in the CRM Competence Model: New Approaches to Organizational Development on the Way to a Customer-Centric Company

Abstract

Customer orientation requires non-universal CRM systems and processes, a coherent corporate culture, and employees with a customer focus. Employees want self-determination, a sense of purpose, and further development, while shareholders demand sustainable profit growth. This requires balancing planning security and adaptability on a time scale that is shorter than ever. Traditional methods and ways of thinking about change are slow and ineffective and therefore being overtaken by new organizing methods. Organizations must constantly adapt, integrate internal and external ideas and influences, and provide frameworks for adaptable, responsible, and motivated people. Self-organization and decision-making authority replace rigid hierarchies and leadership models. The responsive organizations presented here demonstrate these characteristics and can be the basis for end-to-end customer-centric enterprises.

Frank Klinkhammer

The Exploded View as a Frame of Reference for More Successful CRM

Abstract

Companies depend on continuously, and increasingly rapidly, aligning customer-oriented services and related organizational structures, processes, systems, and data with market requirements. Typical challenges in the CRM environment show that selective measures and isolated projects are only somewhat suitable for achieving sustainable improvements. It is essential to build up a common basic understanding of the interrelationships. Only by taking a holistic view and using different perspectives is it possible to localize the relevant fields of action on the company and customer sides. This chapter outlines the path from the company analysis to the final project roadmap. It uses the “Exploded View” model, which was developed by the consulting firm foryouandyourcustomers and has been used successfully in numerous customer projects.

Hans Albrecht Bartels, Jonathan Möller

Performance Management: Leadership in the Digital Transformation

Abstract

Companies that can match the increasing pace of innovation and address change with a strong customer-centric strategy can continue to be successful in the future, but only if they successfully implement defined strategies and strategic initiatives. The importance of performance management for successful strategy implementation is not a new insight, but it requires new approaches that enable targeted and modern employee management with an agile management system. If performance management is to retain its important role in successful strategy implementation in the future, currently established management and controlling processes must adapt to become more flexible. Agile leadership systems combined with a continuous leadership process form an important coherence to transformational leadership, which is central to managing digital change.

Jürgen Brunner Candrian

On the Way to Digital CRM (dCRM): The Transformation of Customer Management

Abstract

In the move from the “traditional” handling of prospects and customers to the modern understanding of Digital CRM (dCRM), numerous professional and technical core trends are emerging and being embedded within the design of customer management, with increasingly recognizable effects. This analysis highlights seven core trends that every company should address to become a data-driven business. Not every trend is equally relevant to every company’s individual requirements. However, the practical examples listed here are worth exploring from a wider perspective: they provide individual companies with digital transformation ideas, and help to envision the ideas as use cases.

Martin Stadelmann, Patrick Schäfer, Peter Tüscher, Juliane Waack

Sales Performance Management: Excellence in CRM with Digital Control Concepts

Abstract

This chapter explains what successful sales performance management entails, why it is necessary for a holistic digital CRM strategy, and what it requires, particularly in terms of business and technology. From a technical point of view, the focus is a tried-and-tested sales methodology with the dimensions of strategy, organization, controlling, and personnel. An important success factor for digital CRM is change management that motivates digital transformation throughout the company. The concept of the “Digital Workplace for Sales” represents a professional and technological digital workplace for sales managers and employees through modern CRM cloud platforms, business intelligence, and artificial intelligence solutions. This digitizes the necessary professional requirements through CRM to unlock process efficiencies and intelligences.

Mario Pufahl

Building a Next-Generation Digital Marketing Strategy

Abstract

Digital has become a dominant component of customer experience. Previously, companies saw technology as a useful way to record information and transactions for analysis and post-processing. But we are now facing simultaneous, worldwide societal changes, precipitated by a pandemic that brought meetings and sales on traditional channels to a screeching halt, and accelerated digital commerce operations. The collective consciousness of consumers has also evolved, so companies must redouble their efforts to invent new business models, frequently in line with the circular economy and sustainability principles. Building a next-generation digital marketing strategy therefore requires a series of preliminary steps and investment before implementation.

Frédéric Demierre

Implement

Frontmatter

How to Get a 360° Customer View

Abstract

To keep an eye on all lead and customer activities, online and offline, and thus obtain a 360° customer view, companies must link applications from different software providers. Using Salesforce in cooperation with Google as an example, this chapter explains how data exchange and diverse, flexible functionalities help to keep lead management and the entire customer journey in view, across all customer phases and channels. Note: This chapter refers to an article in CRM goes digital 2019.

Steffen Deufel

Implementing the Customer Interface of the Future: Requirements for Business and Technical Architecture

Abstract

This article highlights the changes in the customer interface over the last 20 years and explains which approaches companies can leverage today to adequately use the increasing number of customer interfaces for their own company or customer communication from both a company- and customer-perspective. In addition, it will be explained how technical solutions for customer interfaces can be evaluated and deployed from the requirements generated by customers and the company.

Peer Stehling

Explore the Right Personas for Successful Marketing, Sales, and Service

Abstract

Personas are representative, fictitious, realistic profiles of customers, users, and other target groups. They support personal communication through careful examination of needs, challenges, and motivations. This chapter introduces the concept, offers guidance on developing your own personas, and provides numerous best practices and explanatory information for possible applications and complementary methods and processes.

Sabine Kirchem, Juliane Waack

Agile Design and Implementation of Digital Offerings: Holistically Realizing Customer Goals, Business Requirements, and Technical Implementation

Abstract

Digital measures are only successful if they address customer needs and create benefits for organizations and employees at the same time. Keeping the needs of (internal) customers in focus throughout the entire development process is challenging and often unsuccessful. The key to success lies in involving all relevant roles throughout the entire development process and in clearly defining customer requirements. A case study helps to explain the recipes for successful customer-oriented development.

Glenn Oberholzer, Sandro Ruberti

Voice and Speech Recognition for Banks and Insurance Companies

Abstract

The customer experience plays a crucial role in the foreground of intelligent customer relationship management. The latest technologies in the speech environment contribute greatly to optimize the customer experience. New approaches to speech recognition are already a reality today. In this article, this disruptive trend and the benefits that can be realized with it are highlighted.

Jürg Schleier, Jakob Hauser

Use

Frontmatter

Customer Behavior in the New Normal: What Is Temporary and What Will Remain?

Abstract

COVID-19 has caused huge, irreversible changes all over the world. Lockdowns and social distancing have rapidly accelerated digitalization. But user behavior has also been forced to change. For companies, the question now is which behavioral changes are temporary and which are here to stay.

Sabine Kirchem, Juliane Waack

Swiss Re Corporate Solutions: Transforming a Traditional CRM System into a Customer Engagement Management (CEM) Solution

Abstract

B2B insurance is characterized by tailored offerings and higher premiums, with intermediaries pivotal in structuring insurance programs. Relationship management extends beyond sales to include functions like Underwriting, Claims Management, and Operations. Marketing in B2B insurance focuses on distributing tailored risk knowledge to known customer bases rather than generating leads. Strategic relationship management competencies include Sales Management, Customer Insights, and Digital Marketing, aiming to enhance customer and broker servicing quality.

Tobias Mäder

Trigger-Based Marketing: Tiki-Taka for Digital Customer Relationship Management

Abstract

The following chapter postulates that the Tiki-Taka style of play with high agility and low error interaction is also the right style of play for digital CRM and trigger-based marketing is the means of choice to get close to this style of play. The following questions will be addressed from a business perspective: What is trigger-based marketing and how can companies proceed? A three-step process is presented for this purpose. How do you systematically find the triggers of your own customers? Five main sources of triggers are identified. What is the connection between trigger-based marketing and digitalization, especially marketing automation and personalization? Overall, the chapter shows that the digitization of CRM is an enabler of trigger-based marketing, but that trigger-based marketing also helps to demonstrate clear and timely successes of digitization and automation.

Frank M. Hannich, Marcel Hüttermann

Artificial Intelligence Meets Homo Sapiens: Possible Applications and Limits of Artificial Intelligence

Abstract

A special encounter: Algorithms developed by humans meet everything humans and nature embody—from industrial processes to our very own behavior. A race has begun between countries and companies to decide for themselves the enormous potential of AI and its impact on our consumer behavior and society. But it is important to go beyond the euphoria by understanding the topic, its potential applications, and also its limitations to mitigate the risk of getting lost in techno-believing magic.

Jochen Werne

The Digitalization of Customer Contact in Healthcare

Abstract

Digital transformation is changing the landscape of many industry sectors. Healthcare, and health insurers face particularly significant challenges. On the one hand, technical innovations create opportunities; on the other hand, they have disruptive potential. Insurance carriers have to solve key tasks besides the societal problem of rising healthcare costs. They need to digitize their limited customer contact points. Modern technologies offer new solutions to promote healthier lifestyles for insured people and to monitor ongoing treatments. Prevention and monitoring of therapies are thus moving into insurance companies’ sphere of influence. In this way, the health of policyholders can improve sustainably in the long term. The cost burden caused by medical absences and illness is relieved. Effective methods include intelligently using loyalty technologies and customer dialogue through digital and mobile platforms.

Kolja A. Rafferty

Optimize

Frontmatter

Digital CRM: From Disruption to Business Model

Abstract

This article explains how customer behavior and digitalization act as disruptors for markets and businesses and how they change the way communication, services, and customer relationships function in this day and age. In examples, Laux explains how these changes can be used to innovate business models and get closer to customers.

David Laux

Using Customer Data and Feedback to Optimize Products and Services

Abstract

The market’s increasing diversity of providers, products, and services confronts today’s companies with expanding customer demands and desires for immediate, individual treatment. Systematically managing customer data and concretely collecting and using feedback makes an effective and efficient customer approach possible, and also facilitates the individualization and optimization of services and products. This chapter deals with the preconditions, options for action, and effects of individualized service design. First, we discuss the necessity of data collection and enrichment as a basis for the use of customer data. Subsequently, we demonstrate possibilities and design measures in interaction and performance optimization through concrete examples. At the end of the chapter, we summarize relevant findings for decision-makers with guiding questions for a management-oriented approach in customer-data-centric product and service design.

Laura Braun, Sven Reinecke

How “Smart Technologies” Will Change Customer Relationship Management

Abstract

This chapter shows how key business dimensions have changed over time and how they can be simply characterized today. The use of smart technologies is more central today, supporting relationship processes efficiently and effectively. Smart technologies allow companies to better understand customer journeys and design personalized interactions. The chapter will also describe which digital, technological developments are of particular relevance for relationship design. Furthermore, it will show which four relationship dimensions characterize customer relationships in general, to what extent smart technologies impact customer relationships and design, and how these influence customer touchpoints, supply chains, and relationship dimensions, and impact existing and established customer relationships and touchpoints.

Evangelos Avramakis

Customer Experience of Today and Tomorrow

Abstract

Today, customer experience increasingly differentiates good from not-so-good brands. Customers want to be understood and do not expect abstract addresses or experiences. They expect a seamless journey across various touchpoints with a brand. Customers do not mind whether they interact online or offline. The necessary emotions must be present to bind customers to the brand in the long term and thus increase their customer value.

Frank Müller

Behavioral Economics and CRM: Improved Prediction of Customer Behavior

Abstract

Behavioral economics is a research field that studies decision-making behavior in real decision-making situations. Our decisions are not always as rational as we believe; very often they are irrational, i.e., they contradict the predictions of the standard model of homo economicus. However, there are also generally valid patterns behind irrational behavior, meaning that irrational decision-making behavior can also be predicted.

This chapter provides a brief overview of behavioral economics and links its approaches with predictive modeling methods. This enables the modeling and forecasting of customer behavior in new decision-making situations, such as the acceptance of new products or services, and thus helps to derive optimal courses of action.

Herbert Bucheli

Correction to: Trigger-Based Marketing: Tiki-Taka for Digital Customer Relationship Management

Frank M. Hannich, Marcel Hüttermann

Titel: CRM Goes Digital
herausgegeben von: Sabine Kirchem
Martin Stadelmann
Mario Pufahl
David Laux
Verlag: Springer Fachmedien Wiesbaden
Electronic ISBN: 978-3-658-45798-3
Print ISBN: 978-3-658-45797-6
DOI: https://doi.org/10.1007/978-3-658-45798-3