The 2005 Information Management Awards
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The Information Management Awards, now in their tenth year, are the premier European recognition of excellence and innovation in the management of business information. They are a showcase for the success stories of organisations that have demonstrated the vision and business skills to implement very successful projects and develop innovative new products. The awards are managed by Elan Conferences; however, from very early on in their history, they have been supported by our journals — especially the Journal of Database Marketing and Journal of Targeting, Measurement and Analysis. Members of our editorial boards are involved in the judging and occasionally we help to hand out the awards themselves. This journal also publishes details of some of the key projects put forward for an award and the key learnings that organisations may be able to glean from them.
John Ozimek e-mail: [email protected]
AWARD CATEGORIES Awards are made in some 16 categories relevant to the way in which businesses make use of information to support themselves and their customers. These include knowledge management, mobile information, business-to-business, business-to-consumer, business intelligence and Geographic Information Systems (GIS).
䉷 Palgrave Macmillan Ltd 1741-2447/06 $30.00
Vol. 13, 4, 309–318
The category that is likely to be most informative for readers of this journal is customer relationship management (CRM). In 2005, there were 29 entries in this category: six from the public sector (mainly councils); the remainder from private organisations. The majority restricted themselves to the CRM category — though a few, perhaps wider in their application, entered multiple categories. CRM CATEGORY Not only do individual projects provide specific learnings, they also provide a broad insight into what businesses are doing at present in the name of CRM. Of course, there is no guarantee that this is the same as the overall CRM field of activity right now. It is a good indicator of where a broad cross-section of organisations that feel they are deeply involved in ‘doing CRM’ believe it to be. The following descriptions of projects undertaken are based on the organisations’ own view of how well they have done. Readers should therefore treat the narrative with caution and remember that organisations as a whole prefer to promote good news about their activities rather than bad. The general outline is likely to be correct, but the overview may be a little more rose-tinted than an independent auditor might sometimes conclude.
Database Marketing & Customer Strategy Management
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Ozimek
Table 1: Analysis of projects in customer relationship management area Project features
Frequency
Better customer information: Single customer view Better customer information: Profiling Targeting of message Lead management Customer prompts Other information: Sales & sales support Service support Product Customer Dialogue Process: Service support Mobilisation Call centring Web basing Operational efficiencies
Types of project One of the first and
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