Showing papers on "Customer relationship management published in 1999"

e-Business: Roadmap for Success

Abstract: (All chapters conclude with a Memo to the CEO.) Foreword. Preface. Moving from e-Commerce to e-Business. What Makes This Book Different? Who Should Read This Book? How This Book Is Organized. Acknowledgments. 1. From e-Commerce to e-Business. Linking Today's Business with Tomorrow's Technology. e-Business = Structural Transformation. e-Business Requires Flexible Business Designs. Challenge Traditional Definitions of Value. Define Value in Terms of the Whole Customer Experience. e-Business Communities: Engineering the End-to-End Value Stream. Integrate, Integrate, Integrate: Create the New Techno- Enterprise. Needed: A New Generation of e-Business Leaders. 2. e-Business Trend Spotting. Increase Speed of Service: For the Customer, Time Is Money. Empower Your Customer: Self-Service. Provide Integrated Solutions, Not Piecemeal Products. Integrate Your Sales and Service: Customization and Integration. Ease of Use: Make Customer Service Consistent and Reliable. Provide Flexible Fulfillment and Convenient Service Delivery. Contract Manufacturing: Become Brand Intensive, Not Capital Intensive. Learn to Outsource: You Cannot Be Good at Everything. Increase Process Visibility: Destroy the Black Box. Learn the Trends in Employee Retention. Integrated Enterprise Applications: Connect the Corporation. Meld Voice, Data, and Video. Multichannel Integration: Look at the Big Picture. Wireless Applications Enter the Mainstream. Middleware: Supporting the Integration Mandate. What Is Common to All These Trends? 3. Think e-Business Design, Not Just Technology. Constructing an e-Business Design. The First Step of e-Business Design: Self-Diagnosis. The Second Step of e-Business Design: Reversing the Value Chain. The Third Step of e-Business: Choosing a Narrow Focus. Case Study: Service Excellence at American Express. Case Study: Operational Excellence at Dell Computer. Case Study: Continuous Innovation at Cisco Systems. Business Design Lessons Learned. 4. Constructing the e-Business Architecture. Why Is Application Integration Important? The New Era of Cross-Functional Integrated Apps. Integrating Application Clusters into an e-Business Architecture. Aligning the e-Business Design with Application Integration. 5. Customer Relationship Management: Integrating Processes to Build Relationships. Why Customer Relationship Management? Defining Customer Relationship Management. Organizing around the Customer: The New CRM Architecture. Supporting Requirements of the Next-Generation CRM Infrastructure. Organizational Challenges in Implementing CRM. Next-Generation CRM Trends. Building a CRM Infrastructure: A Manager's Roadmap. 6. Selling-Chain Management: Transforming Sales into Interactive Order Acquisition. Defining Selling-Chain Management. Business Forces Driving the Need for Selling-Chain Management. Technology Forces Driving the Need for Selling-Chain Management. Managing the Order Acquisition Process. Cisco and Selling-Chain Management. Elements of Selling-Chain Infrastructure. The Custom Foot: Transforming Shoe Sales with Technology. 7. Enterprise Resource Planning: The e-Business Backbone. Why Is Management Willingly Paying Millions for ERP Suites? ERP Decision = Enterprise Architecture Planning. The COTS ERP That Keeps on Ticking: The SAP Juggernaut. ERP Usage in the Real World. ERP Implementation: Catching the Bull by the Horns. The Future of ERP Applications. 8. Supply Chain Management: Interenterprise Fusion. Defining Supply Chain Management. Basics of Internet-Enabled SCM: e-Supply Chain 101. Basics of Internet-Enabled SCM: e-Supply Chain 201. e-Supply Chain Fusion: e-Supply Chain 301. e-Supply Chain Fusion Management Issues. The Future: e-Supply Chains in 200X. Supply Chain Management: A Manager's Roadmap. 9. e-Procurement: The Next Wave of Cost Reduction. Structural Transition: From Isolated Purchasing to Real-Time Process Integration. Why Is Procurement a Top-Management Issue? What Exactly Is Operating Resource Procurement? Operating Resource Procurement at Microsoft: MS Market. Procurement Business Problem: Lack of Process Integration. Next-Generation Integrated Procurement Applications. Elements of Buy-Side e-Procurement Solutions. Buy-Side Applications for the Procurement Professional. Elements of Sell-Side e-Procurement Solutions. The e-Procurement Manager's Roadmap. 10. Knowledge-Tone Applications: The Next Generation of Decision Support Systems. Knowledge Apps: Why They Are Important. Knowledge Tone Is an Application Framework. Emerging Classes of Knowledge-Tone Applications. Knowledge-Tone Usage in the Real World. Tech Trends Driving Knowledge-Tone Framework Investments. Elements of the Knowledge-Tone Architectural Framework. Core Technologies: Data Warehousing. Enabling Technologies: Online Analytical Processing. A Roadmap to Knowledge-Tone Framework. 11. Developing the e-Business Design. The Challenges of e-Business Strategy Creation. Roadmap to Moving Your Company into e-Business. Phase 1: Knowledge Building. Phase 2: Capability Evaluation. Phase 3: e-Business Design. e-Business Design in Action: The Case of E*TRADE. 12. Translating e-Business Strategy into Action. e-Business Blueprint Creation Is Serious Business. Basic Steps of e-Business Blueprint Planning. Doing the Right Projects: A Prioritization Blueprint. Putting It All Together: The e-Business Blueprint Case. Key Elements of a Business Case. Communicate, Communicate, Communicate. e-Business Project Planning Checklist. Doing the Projects Right: An Execution Blueprint. Why e-Business Initiatives Fail. Endnotes. Index.

Building Data Mining Applications for CRM

Abstract: From the Publisher: How data mining delivers a powerful competitive advantage! Are you fully harnessing the power of information to support management and marketing decisions? You will,with this one-stop guide to choosing the right tools and technologies for a state-of-the-art data management strategy built on a Customer Relationship Management (CRM) framework. Authors Alex Berson,Stephen Smith,and Kurt Thearling help you understand the principles of data warehousing and data mining systems,and carefully spell out techniques for applying them so that your business gets the biggest pay-off possible. Find out about Online Analytical Processing (OLAP) tools that quickly navigate within your collected data. Explore privacy and legal issues. . . evaluate current data mining application packages. . . and let real-world examples show you how data mining can impact — and improve — all of your key business processes. Start uncovering your best prospects and offering them the products they really want (not what you think they want)! How data mining delivers a powerful competitive advantage! Are you fully harnessing the power of information to support management and marketing decisions? You will,with this one-stop guide to choosing the right tools and technologies for a state-of-the-art data management strategy built on a Customer Relationship Management (CRM) framework. Authors Alex Berson,Stephen Smith,and Kurt Thearling help you understand the principles of data warehousing and data mining systems,and carefully spell out techniques for applying them so that your business gets the biggest pay-off possible. Find out about Online Analytical Processing (OLAP) tools thatquickly navigate within your collected data. Explore privacy and legal issues. . . evaluate current data mining application packages. . . and let real-world examples show you how data mining can impact — and improve — all of your key business processes. Start uncovering your best prospects and offering them the products they really want (not what you think they want)!

Mastering Data Mining: The Art and Science of Customer Relationship Management

Abstract: From the Publisher: "Berry and Linoff lead the reader down an enlightened path of best practices." -Dr. Jim Goodnight, President and Cofounder, SAS Institute Inc."This is a great book, and it will be in my stack of four or five essential resources for my professional work." -Ralph Kimball, Author of The Data Warehouse Lifecycle ToolkitMastering Data MiningIn this follow-up to their successful first book, Data Mining Techniques, Michael J. A. Berry and Gordon S. Linoff offer a case study-based guide to best practices in commercial data mining. Their first book acquainted you with the new generation of data mining tools and techniques and showed you how to use them to make better business decisions. Mastering Data Mining shifts the focus from understanding data mining techniques to achieving business results, placing particular emphasis on customer relationship management.In this book, you'll learn how to apply data mining techniques to solve practical business problems. After providing the fundamental principles of data mining and customer relationship management, Berry and Linoff share the lessons they have learned through a series of warts-and-all case studies drawn from their experience in a variety of industries, including e-commerce, banking, cataloging, retailing, and telecommunications.Through the cases, you will learn how to formulate the business problem, analyze the data, evaluate the results, and utilize this information for similar business problems in different industries.Berry and Linoff show you how to use data mining to:* Retain customer loyalty* Target the right prospects* Identify new markets for products and services* Recognize cross-selling opportunities on and off the Web. Thecompanion Web site features:* Updated information on data mining products and service providers* Information on data mining conferences, courses, and other sources of information* Full-color versions of the illustrations used in the book

Supply chain management: an empirical study of its impact on performance

Abstract: Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options to achieve competitive success in the 1990s. However, attempts by companies to implement these options have not been universally successful and have in many cases failed to yield the desired results. This study presents details of a survey carried out to determine whether particular quality management, supply base management, and customer relations practices can impact corporate performance. In addition it examines the impact analyzing the competitive environment has on performance. Regression models identify several factors that directly and positively impact corporate performance. These include the extent to which companies analyze the strategies of competitors and determine future customer requirements, and the commitment they have to evaluating performance throughout the supply chain.

Customer relationship leadership: a leadership and motivation model for the twenty‐first century business

Abstract: Customer relationship management, or CRM, is a new management concept ‐ a new approach ‐ to managing customers. CRM is about the management of technology, processes, information resources, and people needed to create an environment that allows a business to take a 360‐degree view of its customers. CRM environments, by nature, are complex and require organizational change and a new way of thinking about customers ‐ and about a business in general. Creating such an environment requires more than adequate management of the customer relationship or new technologies, it requires new forms of leadership as well. Customer relationship leadership, or CRL, is a new model that leaders can embrace to recreate or readjust their leadership styles in order to foster an atmosphere in their businesses to adopt and practice the principles of CRM. While CRM environments improve business performance, initiatives undertaken in this new management field require sound leadership as well. CRL is a recommended approach to bridge...

Regaining Service Customers Costs and Benefits of Regain Management

Abstract: Service markets are increasingly competitive while at the same time customer loyalty decreases. To succeed in these markets, service providers have to address not only prospects and existing customers but also lost customers as a distinct target group for their customer management. This article develops a conceptual basis for “regain management” aimed at winning back customers who either give notice to terminate the business relationship or whose relationship has already ended. Regain management offers service providers profitable acquisition by adopting a specific management process consisting of regain analysis, regain actions, and regain controlling. Essential for this process is a customer database that allows segmentation of lost customers and a segment-specific variation of regain dialogues and regain offers.

Key accounts: effectively managing strategic complexity

Abstract: This case study is the result of in‐depth investigation into a major Swedish multinational company in the data processing and computer equipment field. Addresses the issue of key account management and questions some of the existing views in the literature. In particular, it demonstrates that key customer account management involves much more than “better relationship management”, and extends far beyond sole consideration of sales to, and profitability of (for the supplier), the individual customer. Covers many considerations, which start at the corporate strategy level, going via customer portfolio management, and down to the management of complex networks of actors involved in the relationship between supplier and key customer account.

A firm-level framework for planning electronic commerce information systems infrastructure

Abstract: Many firms fail to properly plan their electronic commerce information systems (ECIS) infrastructure before embarking on electronic commerce. Poor planning is often attributed to lack of a framework. Most of the frameworks used for information systems planning were developed before the recent surge of electronic commerce. Each of these frameworks emphasizes one aspect or theme of the business. In the context of E-commerce, a firm-level framework is needed that integrates several themes and recent concepts from the discipline of information systems (IS). The six components are organizational E-commerce strategy, business processes transformation, information technology management, information management, customer management, and organizational knowledge management. The framework emphasizes the significance of framework components and their interrelationships to planning an ECIS infrastructure. The main objective of the framework is to draw management attention to issues and opportunities associated with the six components of the framework. An illustrative approach is outlined to develop a method based on the framework. Firms can use the framework to develop a customized method for their ECIS infrastructure planning.

CRM Definitions — Defining customer relationship marketing and management

Abstract: There is no universally agreed definition of customer relationship management. Find out how leading experts define the term — and what the corporate world makes of the concept.

Executives' Perspectives on IT: Unraveling the Link between Business Strategy, Management Practices and IT Business Value

Abstract: Executives’ Perspectives on IT: Unraveling the Link between Business Strategy, Management Practices and IT Business Value 1 Paul P. Tallon (ptallon@uci.edu) Kenneth L. Kraemer (kkraemer@uci.edu) Center for Research on Information Technology and Organizations, Graduate School of Management, University of California, Irvine, CA 92697–4650 Abstract Executives’ perspectives on realized IT payoffs are clearly important in IT investment decisions. In this paper, we investigate the link between business strategy, management practices and IT business value. Our results indicate that corporations with more focused goals for IT achieve higher payoffs from IT throughout the value chain. We also find that management practices contribute to IT payoffs and that a corporation’s use of management practices relates to their strategic intent or goals for IT. impact of IT on different aspects of firm performance. By considering the goals behind a firm’s IT investments, we can provide a more meaningful assessment of IT payoffs. For example, we can evaluate payoffs in specific areas such as sales and marketing or customer relations, areas that have traditionally eluded objective measures of IT payoffs. Finally, evaluating IT payoffs against a set of underlying goals for IT can generate insights into whether a firm’s IT investments are providing direct support for the business strategy. Introduction Although previous research suggests that investments in information technology (IT) have a positive impact on firm performance, many business executives remain skeptical about the payoffs from IT. Already frustrated by an inability to quantify certain intangible benefits from IT, executives cite frequent delays and budget overruns to support their claim that IT is not delivering on its promise. As decentralization continues to place business executives in a position of authority and control over IT, these sentiments will have an impact on the scale and direction of future IT investment decisions. As a consequence, executives’ perspectives are clearly relevant to the debate on IT payoffs and beyond that, to a broader discussion of how IT can support the business strategy. In this paper, we present findings from a global survey of business executives in “Fortune 1000” firms. Faced with conflicting views of IT payoffs, we asked business executives to reveal their strategic intent or corporate goals for IT, and to then assess (in perceptual terms) the A Process Model of IT Business Value Insights into IT payoffs at the firm-level can be gleaned from research on the “productivity paradox” (Brynjolfsson and Hitt 1996; Dewan and Min 1997; Lichtenberg 1995). However, as the primary focus of these studies has been on the productivity impacts of IT, a wide variety of impacts in areas such as improved inventory management, greater product variety and enhanced customer service, have been excluded from a broader analysis of IT payoffs. Therefore, in response to calls for a more inclusive and comprehensive assessment of IT payoffs, we introduce a process-oriented model of IT business value (Figure 1). While there are many ways of depicting the processes within a corporation, the value chain is perhaps the most widely used (Porter 1985). A process-oriented model also provides a mechanism for representing goals for IT in the sense that different business strategies emphasize different parts of the value chain. Therefore, by using the value chain to identify key business processes, we can construct a framework within which to evaluate IT payoffs. Management Practices Realized IT Value Strategic Intent for IT Focused Goals Value Chain Unfocused Figure 1. Conceptual Model of IT Business Value Firm Performance

Customer relationship management system and method

Abstract: A customer relationship management system and method provides and implements a multi-phase closed-loop approach, including specifying, analyzing, designing, executing, and tracking operations associated with a marketing campaign. Marketing campaigns are developed based on defined constraints, and subdivided according to segments and cells. Full support for distinct marketing channels, each having unique characteristics, is provided.

E-Tailing

Abstract: From the Publisher: The statistics are staggering: 2.6 million small U.S. businesses have web sites, a number estimated to double by 2002. More than a hundred million individuals shop online; many with credit cards. e-tailing puts business owners and managers in position to benefit from this explosive growth. Marketing consultant and online expert Bernadette Tiernan describes the economics, technology, and inner workings of the e-commerce world. She details how to become a cyber-merchant and develop customer relations, whether selling products or services. e-tailing. -- addresses all issues that a successful business-to-consumer e-commerce venture must consider -- fills in the important details unique to internet markets such as secure commerce and partnerships -- offers the best strategies to minimize risk and offer your customers the highest security -- includes case studies and success stories from CBS, The Gap, CDNow, GO Babies "RM" and others With step-by-step instructions, numerous checklists, and case study examples, e-tailing offers an easy read on one of the most explosive and profitmaking topics in business today.

Hospitality 2000 — The Technology: Building customer relationships:

Abstract: The strategic use of technology in marketing is one of the most significant challenges facing the hospitality industry. This paper reports on findings of a survey of global executives and addresses...

Customer management system and recording medium

Abstract: PROBLEM TO BE SOLVED: To efficiently provide article information interest for customers to customers by electronic mail and to improve the customer attraction of the store by providing a customer master, a means which reads a customer ID out when the card of the customer is inserted and adds specific points to the point balance in the customer master, etc. SOLUTION: A center 21 when informed of information on an object customer of electronic-mail distribution from a client 31 extracts the customer ID corresponding to the information by referring to the customer master 23 and distributes contents reported in the customer ID to a store system 1 by electronic mail. The customer visits the store without purchasing any special hardware and inserts the customer card 1 into a terminal and then points are added, thereby issuing shopping tickets, coupon tickets, etc. Further, article information that the customer is interested in is distributed by electronic mail and when an answer to it is inputted, points are added to efficiently provide interesting article information by electronic mail, thereby increasing the customer attraction of the store.

Customer Profitability — Information just isn’t enough

Abstract: Customer relationship management demands that you understand which customers create profits and those that destroy it. However this is just not enough if you want stay in business in the long term. This paper explores how customer management solutions based on a scaleable data warehouse and a strategy to couple profitability measurements with predictive modeling can create sustained competitive advantage. Historic profitability measures just don’t measure profitability — financial accounting systems fail the test. You need something to replace them that can actually support the business and the business decisions that must be made.

Customer service management: towards a management information base for an IP connectivity service

Abstract: Customer service management (CSM) offers a management interface between customer and service provider which enables customers to individually monitor and control their subscribed service. This paper presents an approach towards the definition, implementation and instantiation of a CSM management information base for an IP connectivity service (CSM-IP-MIB). The approach uses object-oriented techniques to model the CSM-IP-MIB in order to facilitate reusability and specialization in real-life scenarios. The CSM-IP-MIB consists of four packages that reflect the relevant details of the IP connectivity service, including contracts, SLA, topology, current and historical state of the IP connectivity, QoS parameters, QoS violations and problem management as well as authentication and access control to provide customer-specific views. The CSM-IP-MIB is implemented using the CORBA technology, resulting in a distributed client/server application, which is being instantiated for the IP connectivity service of the German Research Network Organization.

Virtual Active Networks - Safe and Flexible Environments for Customer-managed Services

Abstract: Recent research has demonstrated the benefits of active networks: customized network services can easily be built and modified, packet streams can be processed inside the network, etc. This paper addresses the question how the benefits of active networking can be exploited in a telecom environment, where a large number of customers must share a common network infrastructure. We introduce a framework that allows customers to deploy and manage their own active services in a provider domain. The key concept in this framework is the Virtual Active Network (VAN). A VAN is a generic service, offered by the provider to the customer. From the customer's point of view, a VAN represents an environment on which the customer can install, run and manage active network services, without further interaction with the provider. From the provider's perspective, the VAN serves as the entity for partitioning the provider's resources and isolating customers from one another in virtual environments. We describe how the VAN concept, VAN management, and customer service management is realized on ANET, an active networking testbed.

Winning CRM Strategies

Abstract: ...and how community banks can implement them Every bank I have known, regardless of size, prides itself on providing good-quality customer service. In response to the question, "What's your greatest strength?" the answer is either "Good-quality customer service," or "We know our customers." The challenge is that the benchmarks for good-quality customer service and knowing your customer are changing dramatically, and yesterday's standards just won't enable a bank to win tomorrow. Banks will require new tools and strategies in the future in order to maintain this reputation, and that will likely involve CRM. The customer moves front and center A longtime friend recently reminded me that sometimes the simplest of concepts are the most difficult to grab hold of. Customer relationship management--or CRM--is one of them. On one level, CRM simply refers to organizing your bank around the needs of your most valuable (read "profitable") customers. That's a straightforward concept, and just about everyone would agree it is a sound business strategy for any bank to follow. But once you begin looking at how to manage the customer relationship, you realize that CRM represents a new way of doing business for banks. It incorporates such seminal concepts as the sales culture, one-to-one marketing, data warehousing, data mining, customer segmentation, loyalty programs, and cross-selling. To the large banks and other financial services firms spending tens of millions to perfect these strategies, CRM is a state of mind, a behavior, an amalgam of strategies. Quite simply, it puts the customer at the center of the universe. It emphasizes profitability. And it's technology enabled. But what does all this mean for the community bank? In the community banking world, CRM must become a rallying call around which the bank organizes a "customer-centric" business strategy that harnesses information technology to discover and anticipate customers' financial needs and engages all the business lines in the bank in satisfying those needs. CRM uses both internal and external data to identify the bank's most profitable customers and prospects, and devotes time and attention to expanding account relationships with those customers through individualized marketing, repricing, discretionary decisionmaking, and customized service--all delivered through the various sales channels that the bank uses. Ironically, the definition evokes memories of an earlier time when community bank presidents knew all their customers and their families and negotiated loans and interest rates were based on how valuable the customer was to the bank. With CRM, such personalized business dealings are again possible. We are clearly coming full circle. CRM will enable large financial institutions to look, feel and act like a community bank--effectively managing hundreds of thousands of customer relationships through the use of technology-driven sales and marketing. Why CRM makes sense now Bankers' traditional strategy has been to attract large numbers of customers, one product at a time. They use the branch system and mass marketing techniques to attract deposit accounts and sell loans, and they treat everyone more or less equally, regardless of balances and numbers of accounts. At least three things have happened, however, to make this volume-based business strategy less viable and to demonstrate the need for CRM: 1. Competing financial services providers are arriving on the scene. They bring with them sophisticated marketing applications that are focused on attracting some of your bank's best customers. 2. New technologies are a relatively egalitarian tool. The very largest banks with their supercomputers and their tens of terabytes of capacity can manipulate their customer information in dazzling ways and at blinding speeds. …

Criticality of Critical Incidents in Customer Relationships

Abstract: In this article we challenge the traditional service encounter oriented view on critical incidents. Instead we propose an approach based on a customer relationship view. The main research questions are: “In what way do critical incidents affect the customer relationship? How critical are critical incidents? When and why are critical incidents critical?”. We develop and present a tentative framework for analyzing critical incidents in customer relationships. Our framework is built on two main contextual dimensions; (1) the situational context which can be divided into an internal, actorbased and an external, environmental context and (2) the time dimension which captures the history, the present state and the future of the relationship.

Customer information control system and customer information control method of electronic equipment

Abstract: A customer information control system of electronic equipment for controlling personal information and product identification information of the electronic equipment belonging to a customer, as customer management information, on a host machine, in which the electronic equipment automatically reads out the product identification information from a product identification information storing unit for storing the product identification information in a readable way and sends the product identification information and the personal information to the host machine as the customer management information, while the host machine receives the customer management information from the electronic equipment and when the customer management information has not been registered in a customer information database, registers the sent customer management information into the customer information database.

Method and system for providing a global satellite based telecommunication network

Abstract: A system and method for providing services to users of a global telecommunications network (100). The system and method use service business system (410) which includes service providers who sell subscriptions for usage of the telecommunications network (100), a gateway business system (420) which includes service activation, Tier II customer support, payment and settlement processing, service provider management, usage collection, and retail rating, and a business support system (430) which includes gateway relationship management, financial and treasury and usage collection. Billing files and reports are distributed to a plurality of destinations.

Electronic commerce and the business-to-business customer relationship life cycle

Abstract: 24 leaves : ; Includes bibliographical references (leaves 20-24). ; "August, 1999". This research was supported by a grant from the Social Sciences and Humanities Research Council of Canada

Realizing the Potential of ERP Systems: The Strategic Implications of Implementing an ERP Strategy: The Case of Global Petroleum

Abstract: Enterprise Resource Planning (ERP) systems have been implemented by many organizations. Although there is a growing body of ERP literature, the gap between the potential for ERP projects and what they deliver in practice has received scant attention yet the issue has serious financial and strategic implications for organizations. This paper contributes to this important area through the analysis of an ERP project in a global conglomerate. It is shows that to realize the full benefits from the heavy investments associated with ERP implementation, organizations must consider how the system is viewed and used. The case analysis indicates ERP systems are unlikely to provide competitive advantage alone. Rather, they should be used to underpin and augment further innovative business and IT projects in areas such as e-commerce, customer relationship management and business intelligence.

Measuring, managing and improving the performance of CRM

Abstract: Customer relationship management (CRM) has largely escaped systematic measurement, and as a result its ability to deliver profitable performance is often regarded sceptically and under-supported by senior management This paper describes a unique framework for assessing the effectiveness of performance management in the CRM area It enables both marketers and senior executives involved in aspects of customer management to evaluate how effective they are managing and improving the performance of their CRM The framework is driven by a cause-and-effect model (the Drivers of Customer Performance) and a performance management framework (the Virtuous Circle)