Multichannel Challenge, The

Description:
While innovation in products and services continues apace, today's competitive strategy is equally based on innovation in the route to market. Tesco.com, Direct Line, First Direct and easyJet are just a few examples of innovative channel strategies as a key component of the value proposition. We find ourselves in a multi-channel world. This book is drawn from the experience of major companies such as IBM, First Direct, Taylor Woodrow and BT. Lessons are explained clearly: be Multi not multiple; channels as weapons; think combinations; design from the top, but think people and measure it. The key concepts are backed by carefully tested practical advice from making organisational change to understanding channel metrics. Based on work from Cranfield's world leading Customer Management Forum, this is the essential practical guide for senior management in key areas like marketing, sales, customer services and strategy. It shows how, with the internet and call centre alongside existing resellers, and with sales forces channel management and integration a critical activity, you can employ channel management to maximise the success of your channel strategy. Based on IBM's worldwide experience and the huge research reach of Cranfield, this practical guide is authoritative, full of major international cases, guiding you to easy implementation. From strategy to metrics the book shows how the best companies blend and balance channels to maximum sales effect, and how you can apply this in your own organisation.

Review:
'Channels aren't alternatives, they're complements. This book is the first fully to unleash the commercial power of this simple truth. Based on deep experience, the authors provide a practical, road-tested process for developing multichannel strategy. Don't just read it, use it!' Mike Ashton, Senior Vice President - Marketing, Hilton International ' 'Should we improve customer experience or reduce channel costs?' Through the breakthrough concept of channel chains, this influential team shows how we can do both at the same time, with startling results. A wake-up call that's useful, fresh, and above all, practical.' Don Peppers and Martha Rogers, Ph.D., authors of Rules to Break and Laws to Follow and co-founders of Peppers & Rogers Group 'Enterprises face a wide set of channel options through which to engage their clients. But these are no longer binary choices. Complex chains of interaction are being developed, driven by our customers' desire to use the channel that suits them at the time that suits them. At last, here is a book that helps navigate this minefield and that gives practical advice on how to build the right channel strategy.' Kevin Bishop, Vice-President IBM.com, NE Europe 'Raises multichannel customer management to another level with a complete toolbox of concepts, cases and techniques. A great piece of work. Excellent writing, too.' Don Schultz, Professor Emeritus-in-Service of Integrated Marketing Communication, Northwestern University From Foreword by Alan Hughes: 'Customers are only too delighted to use a low-cost channel when it's right for the job, but there are other times - such as when they have a complaint - when we would be mad not to roll out the cavalry of warm human contact. The tools in this book can help managers to unlock their creativity to put this jigsaw together properly.' Alan Hughes, former Chief Executive, First Direct and General Manager in charge of marketing, products and service at HSBC and Midland Bank

Table of Contents:
Introduction; The case for change (1): treat different customers differently (Case study: IBM); The case for change (2): channel combining for wealth (Case study: BT Major Business); The case for priority: picking win-winners (Case study: Intelligent Finance); The case for investment: mind the gap (Case study: General Motors - two generations of multi-channel CRM); Executing channel change (Case studies: DVLA, First Direct); Multi-channel metrics: where's the customer gone? (Case study: Taylor Woodrow); Postlude: Future sense.

Author Biography:
By Hugh Wilson, Director of the Centre for e-Marketing at Cranfield School of Management, UK; Rod Street, Head of Customer Management, IBM Business Consulting, UK; and Lindsay Bruce, Research Fellow, Cranfield School of Management, UK