Chapter 5. The information management process. The strategy framework for CRM Strategy development process: Value creation process: Value customer receives • Value proposition • Value assessment Customer segment lifetime value analysis Multi-channel integration process | Chapter 5 The information management process The strategy framework for CRM Strategy development process Value creation process Performance assessment process Business strategy Business vision Industry and competitive characteristics Customer strategy Customer choice and customer characteristics Segment granularity Value customer receives Value proposition Value assessment Value organization receives Acquisition economics Retention economics Sales force Multi-channel integration process Direct marketing Electronic commerce Mobile commerce Outlets Telephony Shareholder results Employee value Customer value Shareholder value Cost reduction Performance monitoring Standards Satisfaction measurement Results and KPIs Data repository IT systems Analysis tools Front-office applications Back-office applications Information management process Û 0 Û 0 Û 0 The information management process is concerned with two key activities the collection and collation of customer information from all customer contact points and the utilization of this information to construct complete and current customer profiles which can be used to enhance the quality of the customer experience thus contributing The information management process 227 to the value creation process. As companies grow and interact with an increasing number of customers through an increasing diversity of channels the need for a systematic approach to organizing and employing information becomes ever greater. Two questions are of special importance in the information management process 1. How should we organize information on customers 2. How can we replicate the mind of customers and use this information to improve our CRM activities Where customer information is spread across disparate functions and departments interactions with the customer are based on partial or no knowledge of the customer even though the customer may have been with the organization for years. This fragmentation of customer knowledge creates two major
