This is your opportunity to contribute to research and development of Strategic
Interactive Marketing. You may either submit articles for inclusion here,
or if you already have a suitable paper on the web, why not send us its URL.
All contributions will be accredited unless you request anonymity.
Use this form or your
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first please see the statement of authority
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We're looking forward to hearing from you.
Provided by Antoin O Lachtnain, editor
of NUA's Making It Work - August 2000
In this article, Antoin asserts that if systems like ERP and CRM are to be
a business success then companies need to look at IT as an enabler and ensure
that due emphasis is given to organisational aspects such as culture, learning,
management reach etc..
A presentation provided by Dr. Kathy Keeling of Department of Computation
and Manchester School of Management, UMIST. Autumn 2000.
It considers the challenges for designing systems for public access, in
particular kiosk systems, and includes a quantitative method for evaluating
their usefulness. It is based on research work sponsored by EPSRC.
format - can be read by MS
Provided by Seth Godin, this
is the first 4 chapters of his book which you can download and read off-line.
Selth Godin argues that mass advertising no longer works in a world
where people are saturated with advertising messages. Apparently, on average
we each see 3,000 advertising messages a day. Whilst a larger advertising
budget does gain more retention and more sales, the effect is short-lived
as ones competitors must do likewise. The result is a zero-sum game but at
great expense. Only the advertising agencies gain. Godin outlines a marketing
strategy that over time builds trust and relationship to the point that customers
openly invite you to sell to them. Godin sees Permission Marketing as
complementing Peppers' and Rogers' One
to One Marketing.
You can order this book from
Submitted by B. Joseph
Pine II and James H. Gilmore, April 1999
The Financial Services industry has no doubt thought itself a cut above
manufacturing and mass production, but complacency is equally turning it
into a mass services industry, delivered in a production line fashion at
the lowest cost possible. First ATMs, and now call centres, are the automated
machines of Financial Services. In this extract from their new book, Pine
and Gilmore argue that if Financial Services are to survive, they must at
least deliver memorable experiences and ultimately they should seek to transform
the lives of their customers.
Submitted by Sorcha Ni hEilidhe, September
This paper reflects on the recent Fletcher Research survey that shows UK
banks are falling behind their US counterparts in addressing the needs of
Generation X. Sorcha argues that banks need to develop personalities so as
to develop sophisticated relationships with customers as opposed to delivering
Submitted by Don Peppers and Martha Rogers,
Ph.D., July 1998
In this paper, the world's foremost authorities on One to One Marketing,
describe how some of America's leading service companies are building lasting
and profitable customer relationships. Read how:
American Finance and Investment personalises in-bound calling scripts.
Sky Alland captures and acts on customer phone conversations on behalf of
Submitted by Abram, Hawkes plc,
In this research study, a quantitative analysis of 40 financial services
companies, we have sought to:
Identify the extent to which such companies recognise the term relationship
marketing, and its perceived benefits.
Understand the practices underlying the concept.
Gain insight into the progress being achieved, and any barriers to progress.
[People Solutions not IT
Solutions][Designing for User
[In Search of the Experience Economy]
[Building Banking Relationships with Generation X]
[The One to One Enterprise Depends
on High Impact Customer Interaction]
[Relationship Marketing in the Financial Services
[One to One Marketing]
[SIM Executive Summary]
[Key Information & Resources]
[List of Support Topics]
[Copyright Fair Use]
[For a Full list of Contents see the Site Map]
This page last updated August 2000 © Managing Change