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| Posted: |
05 May 2008 |
| Published: |
01 Jan 2005 |
| Format: |
PDF
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| Length: |
15
Page(s) |
| Type: |
White Paper |
| Language: |
English |
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ABSTRACT:
Over the last decade, many businesses have invested in Customer Relationship Management (CRM) initiatives to increase customer satisfaction and loyalty to boost their revenue streams. At the heart of CRM is a set of activities that come under the heading "customer communications." These activities include everything from billing to direct mail marketing to e-marketing to electronic bill presentment and payment (EBPP) to customer call center operations.
To maximize the effectiveness of these customer communications it is necessary to integrate them with the appropriate business processes they connect with, however disparate those processes may seem to be. Businesses need to make these processes talk to one another, then take those integrated information streams and plug them into their CRM effort. This allows the organization to benefit from examining all relevant customer information before reaching out to the customer.
It is this integration of key business processes and their related information streams into CRM that defines and drives Customer Communication Management (CCM).
By approaching customer communication as this kind of catalyst for change, companies can create greater organizational efficiency while optimizing the profit potential of every customer communication. CCM can uncover opportunities for lower costs and higher revenues both by developing customer relationships that are more rewarding in every sense and by streamlining business processes so they are less costly, more integrated and more effective.
To realize its full potential, CCM must be implemented enterprise-wide. But this needn't be done all at once. There are seven gateways - seven points of entry - to begin reaping the CCM benefits.
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BROWSE RELATED RESOURCES:
Business Processes | CRM |
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View All Resources
sponsored by Pitney Bowes Group 1 Software |
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