Newell introduces the idea of customer-managed relationships (CMR) and also shows by example (and spices it up with humor) how often CRM initiatives fail because most companies are still product--- and not customer--- focused.
Newell then goes further and explains how any business can discover why, when, how, and where customers want to be contacted....simply by realizing who today's customer is, and by listening to them. With these ideas in mind, it really makes you wonder how any company can miss these clues and continue to alienate customers as often as they do. With this book in hand, perhaps more executives will be able to create a truly customer-focused culture; one that lets the customer take control.
Beyond these insights and ideas, Newell questions how technological, financial, and other changes of the future will effect how CRM is being done today, and how CMR can be an answer to many of the most pressing issues.
This book truly speaks to businesspeople in any industry, at any sized company, and at any stage of their CRM initiative (even if they don't yet have one)
This book entertains while also encouraging its readers to think hard and formulate their own answers to their company's problems. CRM - such a grand (and wonderful) business strategy, still needed a new approach, and Newell delivers it.
As many people point out in the book, someone will sell you lots of technology bells and whistles whether you need them or not and whether or not you are prepared to use them properly. With this book, you can overcome that problem by using the thoughtful process outlined in the book to make your whole company move into an effective, customer-focused direction. I especially liked the way that it focuses on those relatively few current and potential customers who could make a real difference.
Although the message is a simple one that you could have gotten from a magazine article, I found it helpful to read the many detailed examples in the book. Those that described customer frustrations were the best as reminding me of how badly most companies treat their customers.
I should admit my bias in liking this book so much. On pages 172 and 173, Mr. Newell repeats two of my favorite stories about why humans have stalled behaviors that serve no current purpose . . . both of which appear in a book I co-authored in 1999, The 2,000 Percent Solution. In the first story, a woman cuts off the end of a ham before roasting it. When asked by her husband why she does that, she says that her mother always did. It turns out that her mother's roasting pan was too small for a ham . . . so that's what started the habit. In the second story, experimenters douse monkeys with cold water when one reaches for a banana. Soon the other monkeys will attack any monkey that tries to reach for a banana. Gradually change all of the monkeys in the cage, and they will still attack any monkey who tries for a banana . . . even though none of them have ever been doused with cold water.
So break out of your old habits of manipulating customers to reduce your costs and improve your profits so that you can establish a mutually advantageous and pleasant relationship that makes it easier for profitable customers to do more business with you.
Why did I grade the book down one star? Well, in a lot of sections the book is very repetitious. In some sections, one set of ideas follow another that don't seem to fit together . . . but there's no discussion of how they connect . . . although Mr. Newell clearly thinks they do.
If you agree with his premise and just want to work on doing the right things, you can skip forward to chapter 16 which focuses on the change process that he recommends.