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Chasing the lodestone Sam Anahory of PricewaterhouseCoopers
proposes a three-stage model of CRM use that could lead to very high returns. |
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“So what do you do for a living?” an executive asked me at a conference I attended not so long ago. “Oh, I create dotcoms on behalf of my clients,” I replied, figuring that it would take too long to explain properly what I really do. “Oh dear,” he said, “you must have been very badly hit by the collapse of technology stocks this year.” The comment struck me because, in fact, we’ve never been busier. So why the discrepancy? For many years we have all become used to a rampaging bull market, where new customer acquisition was the name of the game. As the US and European economies grew, the demand for new channels to market (to help capture an even greater market share) grew apace. This meant that for many established players, creating a new e-channel was the name of the game. How the specific return on investment (ROI) stacked up mattered rather less than having a presence. In many cases, the business justification was purely on ‘strategic imperative’ – for example, “Our competitors have a phone/web-based customer sales/service centre, so we need to have one too.” |
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International Consultants' Guide January
2001 |
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Customer
Relationship Management