CRM News Feed

Below the radar, there was a lot happening that was new and very exciting in the CRM industry, according to Denis Pombriant.

Liz and Jim Roche say that sales organizations in 2006 knew they had to improve but did little about it.

Relevancy was the name of the game for sales forces in 2006, says Gil Ben-Dov.

Everyone involved in CRM process and planning needs to understand, according to Dick Lee, why CRM, as originally conceived, has been wounded almost beyond flight.

It has been three steps forward but one step back for customer experience management, according to Olga Botero.

Loyalty experts Howard Schneider and Richard Metzner extract valuable advice from the worst marketing practices of 2006.

The year 2006 marked the shattering of one-way “control” of the customer, according to Christopher Carfi.

Without a strategy, mobile TV in the end will be just a gimmick, writes Dan Steinbock.

Why don’t fast-food restaurants focus more on improving the sensory experience? wonders Sampson Lee.

At base, professional sports teams are just like any other business, writes John Federman, They are in the game to increase the bottom line.

When Jim Barnes talks to car dealers, he’s not hearing any sense of the need for relationship building.

Bob Thompson and Jim VonDerheide, the head of CRM Strategies, discuss the challenges of managing customer relationships in a hospitality corporation with multiple brands and franchises.

To Nestlé, the key to tapping into the Latin American and Caribbean region is creating relationships with people, according to Kelly Hlavinka and Leopoldo Gomez.

The way larger banks treat customers to achieve short-term financial goals makes it more expensive to work on long-term relationships, writes Dick Lee.

Customer advocacy may be the greatest single indicator of banking health, according to Aaron Reid.

Jeanne Bliss explains how a well-known clothing company took its trademark customer extras out of buyers’ margins and why.

The secret of success lies in balancing external inconsistencies and internal tensions, writes David Rance.

To be customer-centric, you have to get back in the ring, like Rocky Balboa, says CRMGuru founder Bob Thompson, who has some advice for top executives.

We ought to be looking at how we innovate in an era when blockbuster new products are not coming out every 15 minutes, argues Denis Pombriant.

You must think past what the customer is buying to understand what the customer will do with it, says Jim Barnes.