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Winning Customer Loyalty Is The Key To A Winning CRM Strategy by Darrell K. Rigby, Frederick Reichheld and Chris Dawson
Winning Customer Loyalty Is The Key To A Winning CRM Strategy by Darrell K. Rigby, Frederick Reichheld and Chris Dawson
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Winning customer loyalty is the key to a
winning CRM strategy
Form follows function, and the one practice that loyalty initiatives, successful and unsuccessful, at more
illustrates this truism best of all, perhaps, is than 200 companies in a wide range of industries. Based
customer relationship management. For example, on our research, we believe CRM fails because most
when choosing a CRM technology, realign your executives don't know what they are buying or how to
organization and processes to fit your customer get the most out of this powerful tool. Most of the time,
strategy, and then choose the appropriate they're so enthralled by the fancy technology that they
technology. As these authors maintain, tailoring don't start at the beginning-by deciding who their target
the technology to the company's business customers should be. Yes, CRM software can help to
processes and culture is just as important as answer that question. But CRM cannot eliminate the
tailoring the business processes to the strategy. hard work it takes to create a customer-focused
organization that wins customer loyalty over the long
By Darrell K. Rigby, Frederick Reichheld and Chris term.
Dawson
Why is winning customer loyalty so crucial? Several
Darrell K. Rigby is a director of Bain & Company years ago, in The Loyalty Effect, Bain & Company
in Boston and the founder of the firm's annual documented the outstanding financial results you can
management tools survey. Frederick F. Reichheld achieve by cultivating customer loyalty: A five-per-cent
is a director emeritus of Bain & Company and a increase in customer retention increases profits by 25-
Bain fellow. He is the author of The Loyalty Effect 95 per cent. The reason? It costs so much to acquire
(Harvard Business School Press, 1996) and Loyalty customers that many of these relationships are
Rules! (Harvard Business School Press, 2001) Chris unprofitable in the early years. Only later, when the cost
Dawson is a vice-president in the Toronto office of serving loyal customers falls and the volume of their
of Bain & Company. He leads Bain's Canadian purchases rises, do relationships generate big returns.
loyalty practice. That finding prompted a lot of executives to search for
ways to keep their customers loyal.
Customer Relationship Management (CRM) is wildly
popular, very expensive and hard to resist. Yet many Their enthusiasm is not surprising, especially now.
executives remain unhappy about CRM and its lack of With the arrival of the Internet, it's harder than ever to
results. A Bain & Company survey has shown that 72 keep a customer. They have far more choices, and a
per cent of executives planned to use CRM by the end couple of clicks allow them to check out the competition
of 2001. Still, CRM ranked fourth from last out of the for a better deal. Churn has gone up. In fact, a company
25 tools we tracked for executive satisfaction. Tellingly, with a seemingly impressive 90-per-cent retention rate
one in five executives had abandoned CRM altogether, will lose more than half of its customers in five years.
saying that it drove away valuable customers. When times are tough, who wouldn't want to increase
profits and reduce costs, just by keeping more of the
Why are so many executives unhappy about a customers you already have?
management tool that's so popular? Why do so many
CRM projects fail? CRM is a powerful tool-in the hands of someone who
knows how to use it-but it can backfire when used
We've spent the last decade analyzing customer- improperly. Many executives, for instance, have used