Why CRM Doesn't Work: How to Win By Letting Customers Manage the Relationship

by Frederick Newell, Seth Godin

CRM was supposed to help businesses better understand their customers and increase efficiency. Yet most companies are not getting the return they expected. Is it possible to make customers happy and, at the same time, improve ROI? Is there a practical, affordable way to get customers to say what they really want?  

In Why CRM Doesn't Work , leading international marketing consultant Frederick Newell explains why it's time to change the game to CMR (Customer Management of Relationships). CMR allows companies to empower customers so they'll reveal what kind of information they want, what level of service they want to receive, and how to communicate with them--where, when, and how often. It is a bold solution for businesspeople at all levels in all industries who want to stay ahead of the curve in the development of customer loyalty.  

Newell shows by lesson and example why the current CRM isn't working, what needs to change, and how to put the CMR philosophy to work--without additional expense. The book includes case studies of good and bad relationship marketing from companies as diverse as Kraft Foods, Procter & Gamble, Budweiser, Charles Schwab, Dell, IBM, Lands' End, Sports Authority, Radio Shack, and Staples.  

With the knowledge in this book, a company can learn to build long-term relationships and bring in profits instead of relying on one-time sales. Why CRM Doesn't Work is important reading for companies of every size that are trying to satisfy and sell to today's consumer.

Genres: Business

256 pages, Hardcover

First published January 1, 2003

Reviews

[Dez Van Der Voort · Rating 1 out of 5]

After 17 years of publication, this book may still seem relevant. Companies are still arguing whether to continue expensive software such as salesforce. The point is, CRM is not a substitute for customer relationship, rather, an excel sheet, a paper calendar and some communication software or phone does the job just as well.

This books is a mesh of many different books, and isn’t thorough enough, nor to the point. And looking back 17 years later, their examples are blatantly wrong, such as the now bankrupt or nearly bankrupt Sears, or Borders bookstore (I miss that place in NY).

Being in both sales and marketing jobs, I can attest firsthand that understanding customers is key, however, this book doesn’t give me new information on how to cross that chasm efficiently.

[Claudia Yahany · Rating 3 out of 5]

Se le notan sus casi 20 años. No es nomás cambiar las letras CRM por CMR. Darle el poder al usuario tampoco es novedad. Para ejecutar una estrategia centrada en los usuarios se necesita:

- entender que el problema no se arregla con un curita, es un tema de fondo
- conocimiento práctico (y profundo) sobre tácticas comerciales, herramientas tecnologías y relaciones personales
- influencia absoluta sobre el equipo (o una posición de liderazgo que permita cambiar al equipo cuando sea necesario, porque será necesario)
- el dinero suficiente para conseguir los recursos necesarios (y saber invertirlos)

[Roland]

It is a rather interesting book with lots of good ideas on why technology - the shiny CRM application you just bought - will not help you no matter how much you wish, unless you change your own behaviour, attitude and thinking.

Written quite a few years ago, but still valid as companies still can't grasp the concept that CRM is not gathering data mindlessly on the customer, and you actually should treat your customer as if he was valuable to you.

But it's changing.And the book is worth reading.

[Meera Sapra · Rating 4 out of 5]

This book gives good insight into understanding the value of business relationships and the importance of letting the customer take charge. I particularly loved the case-studies and examples. Highly recommended read!