Secrets of Customer Relationship Management: It's All About How You Make Them Feel

Rating:
Summary: Finally!
Review: At last, someone who understands that "loyalty" is an emotional bond, human feeling, not simply bribery or monopolization under a sweeter-sounding name. Barnes' background in psychology allows him to take this view, and as a result he can write more usefully about what loyalty really is and really isn't than most anyone else out there.

Rating:
Summary: Finally!
Review: At last, someone who understands that "loyalty" is an emotional bond, human feeling, not simply bribery or monopolization under a sweeter-sounding name. Barnes' background in psychology allows him to take this view, and as a result he can write more usefully about what loyalty really is and really isn't than most anyone else out there.

Rating:
Summary: An important reminder about loyalty!
Review: Barnes argues that "genuine" customer relationships are built by understanding and attending to the emotional experience generated by customer interactions. Accordingly, retention tactics that merely increase switching costs or reward customers for loyal behaviour are not sufficient in creating true long-term customer value.

Barnes' work accepts and compliments the work of other authors who present a more mechanical, economic view of the customer relationship. He reminds those with technology-driven customer strategies that CRM is fundamentally about people. Readers using this book in addition to Rust, Zeithaml and Lemon's "Driving Customer Equity" will gain a very balanced appreciation of customer-focused marketing today.

Long on text and short on graphics and case examples, this book is not a quick read. However, for those compelled to invest some time in this subject, the content is well written and useful.

Chapter 4 contains a particularly useful discussion on drivers of customer value.

In Chapter 10, Barnes presents a relatively pessimistic view on possibilities of developing genuine customer relationships through the Internet. Accordingly, those looking to improve their e-channel knowledge should probably look elsewhere.

Dan Michaluk is a simulation designer for ExperiencePoint, creators of award-winning business simulations.

Rating:
Summary: CRM is personal.
Review: Barnes's discussion on CRM is unique: instead of looking at managing systems and processes--what I called the operation issues of CRM--Barnes discussed and illustrated how personal CRM should be. This is not a manual for CRM implementation; if you do happen to work on CRM related matters, this is a must as you will gain an insight of what CRM is about--making your customer feel good. It's that un-complicated!

One chapter I found irresistable is the chapter on Internet and CRM. I believe the author had summarized and highlighted the essence of implementing CRM through Internet, and what considerations to give etc.. It is not tactical, but you will find his inputs valuable.

Happy reading.

Rating:
Summary: CRM is personal.
Review: Barnes's discussion on CRM is unique: instead of looking at managing systems and processes--what I called the operation issues of CRM--Barnes discussed and illustrated how personal CRM should be. This is not a manual for CRM implementation; if you do happen to work on CRM related matters, this is a must as you will gain an insight of what CRM is about--making your customer feel good. It's that un-complicated!

One chapter I found irresistable is the chapter on Internet and CRM. I believe the author had summarized and highlighted the essence of implementing CRM through Internet, and what considerations to give etc.. It is not tactical, but you will find his inputs valuable.

Happy reading.

Rating:
Summary: The subtitle should be the title
Review: It IS all about how you make them feel

To the company or individual who believes that price and product features are dominant drivers of customer behavior, Barnes doesn't so much reveal secrets, as issue a direct challenge arguing that the health of the customer relationship determines the long term outlook of the business.

Barnes' view, based on a considerable amount of research with companies in North America and Europe, is that even customer satisfaction and customer loyalty are not sufficient concepts for understanding why customers chose to do business with a particular firm. In his view, it's emotional. Customers have so many choices today, and there are so many good suppliers, that they can, (in fact need to), base their purchase decisions on how they feel about doing business with a given supplier.

Just because it's about emotions, however, doesn't mean it's unmanageable or even unmeasurable. For his clients, Barnes assesses the value that can be created for the customer in the relationship. He tests the company's actual performance in delivering it. He assesses, as well, the long term economic value of the relationship to the company and the cost of maintaining it. With this information strategic decisions can be made about where and how much to invest in developing relationships.

Like many business books today, this book could stand a resolute editor. Barnes is clearly pitching a point of view, so perhaps it's understandable that he covers the same ground from several different directions, but it does get repetitive. The repetition, however, doesn't diminish the message, and the reader looking for justification for developing about the emotional connection to the customer will find a great deal of support, insight, and methodology here.

Rating:
Summary: The subtitle should be the title
Review: It IS all about how you make them feel

To the company or individual who believes that price and product features are dominant drivers of customer behavior, Barnes doesn't so much reveal secrets, as issue a direct challenge arguing that the health of the customer relationship determines the long term outlook of the business.

Barnes' view, based on a considerable amount of research with companies in North America and Europe, is that even customer satisfaction and customer loyalty are not sufficient concepts for understanding why customers chose to do business with a particular firm. In his view, it's emotional. Customers have so many choices today, and there are so many good suppliers, that they can, (in fact need to), base their purchase decisions on how they feel about doing business with a given supplier.

Just because it's about emotions, however, doesn't mean it's unmanageable or even unmeasurable. For his clients, Barnes assesses the value that can be created for the customer in the relationship. He tests the company's actual performance in delivering it. He assesses, as well, the long term economic value of the relationship to the company and the cost of maintaining it. With this information strategic decisions can be made about where and how much to invest in developing relationships.

Like many business books today, this book could stand a resolute editor. Barnes is clearly pitching a point of view, so perhaps it's understandable that he covers the same ground from several different directions, but it does get repetitive. The repetition, however, doesn't diminish the message, and the reader looking for justification for developing about the emotional connection to the customer will find a great deal of support, insight, and methodology here.