Archives for October 1st, 2003

WHY CRM DOES NOT WORK

Book News, PublicNet: 1 October, 2003

By Frederick NewellCRM was supposed to help organizations to understand their customers better and increase efficiency. Yet most organizations are not getting the return they expected. This book makes a compelling case for putting the customer in the driver’s seat and allowing the customer to manage the relationship. The book is filled with practical examples and tips and is an ideal solution for avoiding ‘CRM backlash’. The author argues that it’s time to change the game to CMR (Customer Management of Relationships). CMR empowers customers so they’ll tell you what kind of information they want, what level of service they want to receive, and how they want you to communicate with them – where, when, and how often.

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ONLINE GOVERNMENT SUPERMARKET OPENS NEXT YEAR

Headlines, PublicNet: 1 October, 2003

The Office of the e-Envoy plans to launch the On-line Government Store early next year. It will attempt to draw together on line services currently scattered across government and replace UKOline. The store will be based around customer needs, rather than what organization is providing the service. The design of the store is based on three years research and experience.There will be a multi channel shop front providing services through the web, digital TV and other devices such as mobile phones. The shop will operate as a supermarket but the services on the shelves will be provided by franchisees, eg central departments and local authorities, not the supermarket owner.

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FLOOR TARGETS MESSAGE NOT GETTING THROUGH

Headlines, PublicNet: 1 October, 2003

Many councils and other local public service agencies are failing to recognize the potential of floor targets to create better neighbourhoods and improve service delivery to poorer communities. The Neighbourhood Renewal Unit is concerned that three years after the targets were introduced there is still confusion about the benefits they can bring because managers have not sorted out how they relate to the raft of other targets they are expected to achieve.Traditionally, targets are designed to raise standards and they focus on where most can be achieved, rather than where most help is needed. This results in successful areas improving and poor performers doing little better. In contrast floor targets set minimum standards which must be achieved nationally. They focus on where help is needed.

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