The quality of customer information management in customer life cycle management
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Merlin Stone is IBM Professor of Business Transformation at the University of Surrey, Business Research Leader for IBM Business Consulting Services and Director of QCi Ltd, and The Database Group Ltd.
Bryan Foss is CRM Solutions Executive with IBM Global Financial Services.
Iain Henderson is a consultant with QCi Ltd.
Dave Irwin is Solutions Designer for Acxiom Corporation.
Jon O’Donnell is Head of Telecommunication Customer Analytics with IBM Business Consulting Services.
Neil Woodcock is Chairman of QCi Ltd.
Abstract This paper reviews the detailed findings from empirical research into how well companies plan and manager the acquisition and use of customer data. The research shows that few companies reach good standards in this area, and so run the risk of their data not being able to support their CRM strategies and policies or indeed privacy or data protection requirements. The paper then turns to how data can be used to support the management of the customer life cycle, particularly when combined with advance analytics.
Professor Merlin Stone Business Research Leader, Business Consulting Services, IBM UK Ltd, 76 Upper Ground, South Bank, Mailpoint SOUTHBANK 2PB2, London SE1 9PZ, UK. Tel: ⫹44 (0)20 7202 3000; Fax: ⫹44 (0)20 7202 5887; e-mail: [email protected]
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INTRODUCTION In the first paper in this series of three, the authors examined the theory and concepts of data quality management and briefly highlighted some empirical findings. This paper explains in more detail how these findings relate to using data to develop customer insight. The conceptual and experiential material used in this paper comes from: — QCi’s work in helping clients base
Journal of Database Marketing
Vol. 10, 3, 240–254
their customer management strategies on their customer knowledge — IBM’s global banking team’s work on configuring systems to use customer data — the IBM Business Consulting Services analytics practice, which helps clients get value from their customer data — including improving analysis and business processes. In this paper, this information is presented with specific reference to the mobile telephony
䉷 Henry Stewart Publications 1479-182X (2003)
The quality of customer information management in customer life cycle management
Table 1: CMAT scoring process No real progress: nothing/very little happening, possibly isolated small initiatives Isolated activity: something happening, not systematic, not broadly deployed Some commitment and some progress: concept understood, plan to implement, resource allocated Full commitment and real progress: plans exist, resources allocated, implementation begun Clear evidence and being implemented: doing it, can be seen, no evidence of effect yet Fully implemented and having an effect: company is doing it, it can be seen, proper evidence it is working
0 15 30 60 80 100
Competitors
The customer experience
Customer management activity Analysis and planning
The proposition
Targeting Enquiry management
Win back Managing problems
Measuring the effect
Welcoming
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