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CRM and shareholder value

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28th Mar 2002
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I am currently undertaking a research project into the link between CRM and shareholder value in the UK consumer business secor. I am looking to interview Marketing/Strategy/Database Managers to collate their view on CRM, and whether it does add value in practice to the bottom line. Other areas of interest include measurement and accountability of CRM (relating to strategic aspects, rather than technology). If anyone can assist with this project, please post your replies back to this site. Many thanks
Lisa Evans

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By vdimitroff
29th Mar 2002 18:12

It may benefit your research to reverse the order of topics, investigating the measurement first, and only then asking for managers' (often subjective) opinions on whether CRM impacts the bottom line. Where solid metrics have been devised (and are appropriately used), results should speak for themselves. In the absence of metrics any expert opinion should be taken with a few hundred milligrams of sodium chloride...

Another area of possible interest would be to add an angle of SRM (shareholder relationship management - unnecessary acronym, of course). Many companies do treat different customers differently. Do they apply the same principle to shareholders? How about those who are shareholders AND customers? In a past consulting job we implemented a shareholder relationship programme for a telco, which was linked to their customer loyalty programme. I even thought I had invented the word 'investomer', but noticed a US company using it before me :o( There is a lot of theory (even technology solutions) for channel partner management (PRM is an official acronym), a lot of work is also done on ERM (employee -) and CRM (where C is for Citizen relationship management - in the public sector). The huge and powerful entity of shareholders (whose loyalty can make or break even the largest company) has remained relatively unnoticed by CRM gurus worldwide.

Some research would help draw attention and I would be quite interested to contribute.

V. Dimitroff
[email protected]

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avatar
By vdimitroff
29th Mar 2002 18:12

It may benefit your research to reverse the order of topics, investigating the measurement first, and only then asking for managers' (often subjective) opinions on whether CRM impacts the bottom line. Where solid metrics have been devised (and are appropriately used), results should speak for themselves. In the absence of metrics any expert opinion should be taken with a few hundred milligrams of sodium chloride...

Another area of possible interest would be to add an angle of SRM (shareholder relationship management - unnecessary acronym, of course). Many companies do treat different customers differently. Do they apply the same principle to shareholders? How about those who are shareholders AND customers? In a past consulting job we implemented a shareholder relationship programme for a telco, which was linked to their customer loyalty programme. I even thought I had invented the word 'investomer', but noticed a US company using it before me :o( There is a lot of theory (even technology solutions) for channel partner management (PRM is an official acronym), a lot of work is also done on ERM (employee -) and CRM (where C is for Citizen relationship management - in the public sector). The huge and powerful entity of shareholders (whose loyalty can make or break even the largest company) has remained relatively unnoticed by CRM gurus worldwide.

Some research would help draw attention and I would be quite interested to contribute.

V. Dimitroff
[email protected]

Thanks (0)