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"Do I have a relationship with 17 million people?" asked Jim VonDerheide, vice
president, CRM Strategies, for Hilton Hotels in a conversation I had with him for
a white paper on customer experience management. "I don't think I do," VonDerheide said,
answering his own question. "Do I interact with 17 million people? You bet."
When you're sitting at a Starbucks typing out your business report with a college student
IMing who knows who at a table next to you, Starbucks is not practicing CRM, VonDerheide
says. He believes there's no real relationship with you. The Starbucks people know nothing
about you. But they have created an experience.
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outside forces will increasingly impact your
He goes on to call CRM and CEM "broken old business logic that says the company is still pre- customer touchpoints. Here's what you need
eminent." In Greenberg's mind, the customer must be preeminent. to know, and what you should be doing now.
"A lot of these companies have millions of customers. There's no way they're going to
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individually interact," said Greenberg. "It's almost impossible."
But you can react to the customer and put in place techniques to figure out what the
customer wants.
One of Greenberg's favorite examples is the video game world, where game makers have
opened up source code to users (known as members of the "mod" community for the
"modifications" they make in the games) and have embraced the altered games to great
success.
Even in the traditional CRM technology world, you see what he means, with SAP's Developer
Network of enterprise collaboration. "You've got this massive network of minds that can
collaborate on solving problems and creating innovation," Greenberg said.
Samsung, too, engages customers in designing its products, according to Greenberg. And
Procter & Gamble has a network of 600,000 "moms" called Vocalpoint, where P&G taps into
what the moms think and feel about products. In exchange for easy access to products and
samples "before your friends," women give feedback on entertainment, fashion, music, food
and beauty.
"In CRM, the focus was on the company, its products and transactions. It was an inside-out
view. It was the communicated brand," Hill said. "As far as experiences went, they were
designed around the communicated brand. As often as not, customer communications didn't
reflect what customers actually experienced at the point of purchase or when using the
product."
Hill cites research that he says showed 80 percent of customers surveyed didn't believe that
they would actually receive what is so expensively promised. "And 80 percent of them will
still be disappointed," he said. In CEM, however, the focus is on customers' experiences with
the real brand—"the one that exists in their head as a result of peer recommendations and
their own accumulated experience," Hill said.
Gwynne Young
Gwynne Young is a former newspaper writer, columnist and copy editor who has
managed online content for several companies, including Pets.com and Gartner. She has
a master's degree in journalism from Northwestern University’s Medill School of
Journalism.
2 comments »
Prof Perry
Jun 15, 2007 - 19:47
Interesting Contrast
The question is not CRM vs CEM...there are clearly some examples of CEM that
are unrelated to CRM, as in the Starbucks case where the customer is not known
to Starbucks.
....However, can you effectively plan and implement CRM without thoroughly
understanding CEM? If CRM is truly about mutually satisfying relationships
between buyers and sellers, one would think not.
reply
maxim ivashkov
Jan 31, 2010 - 10:18
In my view CEM tackles the knowledge and potential of the customers by certain
structures/processes. I believe that introduction of NPS was the first step to that.
However, intuitively some companies using active clients/promoters already for a
longer time. Like Lego rewards successful design with a percentage of sales.
Really interesting trend /branch within marketing, I follow it with a huge interest.
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Maxim Ivashkov
reply
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