Career Development and Lifestyle Planning
Customer Relationship Management 2 CreditsBU.420.720.XX [NOTE: Each section must have a separate syllabus.][Day & Time / ex: Monday, 6pm-9pm][Start & End Dates / ex: 3/24/15-5/12/15][Semester / ex: Fall 2016][Location / ex: Washington, DC]Instructor[Full Name]Contact Information[Email Address][Phone Number, (###) ###-#### (Optional)]Office Hours[Please specify the day and time of the 2 hours that will be dedicated to office hours each week. For evening classes, faculty may wish to hold their office hours by phone or email. While faculty are permitted to state “and by appointment,” office hours should not be held exclusively by appointment.]Required Text(s) & Learning MaterialsTextbookCustomer Relationship Management – Concept, Strategy, and Tools (2nd Edition)V. Kumar; Werner ReinartzEdition: 2012Publisher: SpringerISBN#: 978-3642201301Case StudiesHarrah’s Entertainment, Inc. (Week 2)FEATUREDRajiv Lal; Patricia Maratone CarroloPublication Date: June 14, 2004Source: HBS Premier Case CollectionProduct Number: 502011-PDF-ENGLength: 27pOrdering: Leading with Data: The Emergence of Data-Driven Video (Week 3)FEATUREDRussel Walker; Mark Jeffery; Linus So; Sripad Sriram; Jon Nathanson; Joao Ferreira; Julia FeldmeierPublication Date: Apr 1, 2010Source: Kellogg School of ManagementProduct Number: KEL473-PDF-ENGLength: 19pOrdering: : QuickBooks Upgrade (Week 5)FEATUREDPhillip E. PfeiferPublication Date: Jan 3, 2007Source: Darden Business PublishingCase Number: M-0496Length: 7pOrdering: the “Relationship” Back into CRM (Week 1)FEATUREDSusan Fournier; Jill AveryPublication Date: April 01. 2011Source: MIT Sloan Management ReviewProduct Number: SMR385-PDF-ENGLength: 12pOrdering: Data: The Management Revolution (Week 3)FEATUREDAndrew McAfee; Erik BrynjoffssonPublication Date: Oct 01, 2012Source: Harvard Business ReviewProduct Number: R1210C-PDF-ENGLength: 9pOrdering: Big Data is Different (Week 3)SUPPORTThomas H. Davenport; Paul Barth; Randy BeanPublication Date: Oct 01, 2012Source: MIT Sloan Management ReviewProduct Number: SMR428-PDF-ENGLength: 4pOrdering: Scientist: The Sexiest Job of the 21st Century (Week 3)SUPPORTThomas H. Davenport; D.J. PatilPublication Date: Oct 01, 2012Source: Harvard Business ReviewProduct Number: R1210D-PDF-ENGLength: 8pOrdering: Business Value with Analytics (Week 6)FEATUREDDavid Kiron; Rebecca SchockleyPublication Date: Oct, 01, 2011Source: MIT Sloan Management ReviewProduct Number: SMR403-PDF-ENGLength: 7pOrdering: IT Fumbles Analytics (Week 6)SUPPORTDonald A. Marchano; Joe PeppardPublication Date: Jan 1, 2013Source: Harvard Business ReviewProduct Number: R1301H-PDF-ENGLength: 9pOrdering: Analytics 2.0 (Week 6)SUPPORTWes NicholsPublication Date: Mar 01, 2013Source: Harvard Business ReviewCase Number: R13013C-PDF-ENGLength: 10pOrdering: Marketing: Mindset and Program Development (Week 7)FEATUREDBruce D. Weinberg; Salvatore Parise; Patricia J. GuinanPublication Date: Sep 15, 2007Source: Business HorizonsProduct Number: BH246-PDF-ENGLength: 10p Ordering: ApplicationStudents will need to sign-up for a free, 3-month trial of ModelMAX??to complete their Intuit: QuickBooks Upgrade Case Individual Exercise. ModelMAX??is both a?predictive?and?descriptive?model building application that automates and safeguards the model building process. Students will enter the data sets provided in the Intuit Case and then be expected to complete the predictive modeling assignment. Follow the following link to sign-up for the free trial (). When prompted, enter Johns Hopkins Carey Business School in the Company field, and the course name and number in the Intended Use field.Course DescriptionStudents investigate the critical role and impact that customer relationship management (CRM) plays in marketing and business decision making. Topics include CRM history and evolution, database marketing, big data, customer lifetime value, predictive modeling, analytics, key performance indicators (KPIs), multichannel customer management, and CRM platform systems. Course content begins with the definition and overview of CRM, and then proceeds to detail the evolutionary trend from database management to the current use of big data and analytics in the multichannel environment. Students are expected to understand how data can be leveraged by marketers to quantify marketing results, forecast marketing goals, and realize marketing objectives. The course in divided into three sections: (1) Customer Centricity & Data Evolution; (2) Leveraging & Quantifying Data; and (3) CRM Management.Prerequisite(s)NoneLearning ObjectivesBy the end of this course, students will be able to: Understand the strategic marketing goals driving customer relationship management (CRM) programs in contemporary business environments.Develop a “beyond buzzword” grasp of key CRM concepts (e.g., value, relationships, equity, etc.) and link them to CRM program goals and activities.Design effective marketing programs and campaigns based on customer understanding, behavioral data, and relevant CRM metrics. Evolve customized methods to measure, monitor, and evaluate CRM programs against strategic marketing goals and benchmarks.Avoid the pitfalls and traps inherent in CRM implementation by learning from practitioner experiences.To view the complete list of Carey Business School’s general learning goals and objectives, visit the Carey website.Attendance Attendance and participation are part of your course grade. Participants are expected to attend all scheduled class sessions. Failure to attend class will result in an inability to achieve the objectives of the course. Excessive absence will result in loss of Class Participation, Peer Review and Individual Group points. Full attendance and active participation are required for you to succeed in this course. Missing even two classes means that you have not been present at 25% of the class sessions and learning.For an absence to be excused, you must have contacted the instructor prior to the class meeting, and you must provide a valid, legitimate, substantiated excuse at the next class session. Even if you miss classes you are (almost) never excused from turning in your assignment by EOD on the day of the missed class. Attendance is also critical for group projects. Some classes may include opportunities for teams to work together, though this will depend on time constraints.Assignments AssignmentCourse Learning Objective(s)WeightAttendance & Class Participation n/a15%CRM Concepts Exam1, 225%Customer LTV Individual Exercise1, 2, 35%Intuit Predictive Modeling Group Exercise1, 2, 3, 515%Group CRM Project1, 2, 3, 535%Group Peer Review45%Total100%Attendance & Class Participation Individual GradesStudents will be evaluated after each class for their in-class work and at the end of each week for their online work, based on their contributions to discussions. Contributions are defined as: observations that advance the discussion or change the direction of the class discussion, insightful commentaries that raise learning points, probing questions that challenge the extant discussion and yield new directions, and analyses that clarify and amplify case facts. Class attendance is a pre-requisite for class contribution; therefore, students will earn a 0 on days they do not attend class. A minimal grade is assigned for attendance without active participation. Class contribution will be graded 0-5 according to the following subjective criteria. Individual scores will be added and compared to the class as a whole, and then a final score of 0-5 will be assigned to each individual for his/her entire course contribution. 5 = Able to answer or ask questions with good examples from the readings and makes several excellent points that reveals deep thought about the issue(s), and understanding of the readings. Student raises the level of discourse. This score is rare.4 = Raises a number of good points from the cases and readings, less inspired than a 5, but reveals a clear understanding of the material, with the ability to apply it.3 = Raises one or two good points, and shows a rudimentary grasp of the readings and cases. Essentially, attempts to draw some linkage with the concepts used in the class.2 = Makes one or two points but does not attempt to apply what is learned in the readings or lectures, i.e., superficial common sense-type answers to questions that required more insight.1 = Shows up for class but does not participate and/or makes a minimal effort on-line.0 = Did not attend class.CRM Concepts ExamA 25-question Concepts Exam will test students on their command of critical concepts, terms, and issues covered during the class. The exam will be taken Week 5 (at the beginning of class) and will focus on all relevant information from class readings, class lectures, and discussions to that point. Additional test information can be found on Blackboard.Customer Lifetime Value Individual ExerciseEach individual student will be responsible for answering take-home questions that calculate Customer Lifetime Value. We as marketers leverage LTV to (1) diagnose the health of a company/organization and (2) make informed tactical decisions. Our calculations in this assignment will help us to understand how to apply retention and migration models to business. This is an individual assignment. Please do not discuss with classmates how to answer the questions. Details about the assignment can be found on Blackboard. Keep in mind that our class discussion that focuses on Customer Lifetime Value is critically important because we will be reviewing the textbook at that time. Your deliverable is an Excel spreadsheet showing cell calculations along with your written assumptions.Intuit: QuickBooks Upgrade Case Group ExerciseEach individual student will be responsible for reading the Intuit Case, downloading the ModelMAX? software (depending on equipment), inputting the data set, and solving the assignment. Students are expected to work in groups but equally contribute. Because ModelMAX? is PC based, at least one student in each group needs to have a PC for the group to complete this assignment. Often students have Apple products and unfortunately they are not compatible for this assignment. Our assignment objectives are to understand how to apply a CRM up-selling strategy and to understand the power of predictive modeling. Details about the assignment can be found on Blackboard. Instructions for Obtaining a Student Copy of ModelMAX? Software can also be found on Blackboard. This is a group assignment, but your grade is registered as an individual. Your deliverable is a ModelMAX? Report with detailed Assumption Notes.CRM Research Group ProjectEach student is to join a project group. The project group takes on the role of consulting firm hired by a client (new venture start-up, established small business, growing mid-level company, or an enterprise level corporation). Your assignment is to recommend the optimal CRM system for your respective client. To start your assignment, review the list of 40 potential CRM vendors that is available on Blackboard. You may add additional vendors to your work if you believe that it is in your client’s best interest. Your recommendation should be based on the takeaways from class readings, discussions, and lectures. The deliverable is a 15-20 minute presentation (PowerPoint, Prezi, or SlideRocket), along with a 5- to 10-page supporting document detailing project assumptions. This presentation and document are due on the last scheduled class meeting time of the semester.The following risk/reward criteria should be evaluated in your deliverable:Price: What are the cost and value of the CRM system relevant to the client’s size, scope, and mission statement?On-/Off-Premise: Is the service hosted and delivered from a location that belongs to the CRM service provider or the client?Scalability: Can the system be scaled both up and down rapidly based on requirement?Billing Flexibility: Are fees levied on a subscription basis or can be tied to actual consumption?Channel Integration: What marketing channels does the CRM system support and/or can be added?Data Integration: What data file formats does the system support?Open/Closed: Is the CRM system open or closed sourced, and can it be modified and customized?Universal Access: Is the system virtually accessible to anyone authorized to utilize it?Simplified Management: Does the system have a user-friendly and intuitive interface and administrative controls?Multi-Tenancy: How secure is the CRM system, and what risks are associated with shared tenant resources?Service-Level: How robust and comprehensive is the service-level support?Group CRM Project GradesStudents will be evaluated on their end-of-class presentation. Students are graded as individuals, but their group’s work and final deliverables will clearly impact the individual’s final grade. Students are expected to demonstrate leadership, drive, creativity, and a firm grasp of the materials, while raising the quality of the group’s work. An individual’s grade will be based in part on how that individual’s group compares to the other presenting groups in the class. The reason is straightforward. In a professional setting, normally only one company will win the contract. As a result, it is likely that only one group will earn the highest presentation grade. This reflects the competitive nature of the market place and helps to differentiate between good and great work and further prepare students. The presentations will have the following factors evaluated:The thesis/research question was clear.There was a clear issue and rmation was presented in logical sequence.The group leveraged technology in an innovative way.The group’s creative was compelling and captivating.The presenter provided sufficient background.The speaker’s introduction was effective.The conclusion was effective.Speaker’s position was supported by reasons.Position was supported by rmation sources were identified.Credibility of sources was established.Presenter used effective transitions.The speaker made good use of time.Presenter made good use of A/V.Presenter was easy to follow.Volume and pacing were effective.Group Peer Review GradesThe purpose of this evaluation is to give credit to those students who went the 'extra mile' or who did their fair share of the team work. Conversely, if any team member did not do their fair share (for whatever reason), then that student should not get full credit for the work. Be assured that all data on the Peer Review Form will be held in confidence and only seen by the instructor.Performance evaluation is an important part of every manager’s job. You are expected to make fair and accurate evaluations. The purpose of the Peer Review is to give the instructor an insider’s view on the team dynamics. Peer evaluations represent 5 points and are tied to the team performance of an individual student’s grade. It cannot be used to inflate the grade of every member of the team. You will find the Peer Review Form in Blackboard and it MUST be turned in at the start of the last day of class or the individual student will have 2 points taken away from his/her own peer review grade.GradingThe grade of A is reserved for those who demonstrate extraordinarily excellent performance. The grade of A- is awarded only for excellent performance. The grade for good performance in this course is a B+/B. The grades of D+, D, and D- are not awarded at the graduate level. Please refer to the Carey Business School’s Student Handbook for grade appeal information. Tentative Course Calendar**The instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar.WeekTopicReadingDue1Customer Centricity & Data Evolution:CRM – Conceptual FoundationIntroduction – What is CRM?History of CRMStrategic Customer Relationship Management TodayRelationship Marketing and the Concept of Customer ValueOngoing One-2-One Personalized DialogCRM Challenges and OpportunitiesCustomer Relationship Management – Concept, Strategy, and ToolsChapters 1 & 2(Pages 3 – 30)ReadingPutting the “Relationship” Back into CRM (FEATURED)Session Reading – be prepared for class discussion2Customer Centricity & Data Evolution:Strategic CRMStrategic CRM OverviewCustomer Management OrientationDeveloping a CRM StrategyImplementing the CRM StrategyElements of a CRM SystemReturn on Investment of CRMCRM ImplementationBuilding Loyalty ProgramsWhat is a Loyalty ProgramLoyalty Programs: Increasing in PopularityProblems with Loyalty ProgramsLoyalty Program Design and ImplementationCustomer Relationship Management – Concept, Strategy, and ToolsChapters 3, 4, 5, 6, & 10 (Pages 35 – 141, 183 – 200)CaseHarrah’s Entertainment, Inc. (FEATURED)Session Reading – be prepared for class discussionGroup teams formed and information emailed to professor with individual names and team name listedIn-class discussion viewing of Harrah’s Entertainment, Inc. VideoIn-class discussion of developing a CRM Strategy using Harrah’s Entertainment , Inc. as an exampleBegin Customer LTV Individual Exercise 3Customer Centricity & Data Evolution:Data Mining to Big DataData Mining OverviewThe Data Mining ProcessUsing DatabasesTypes of DatabasesBenefits of Marketing DatabasesUses of Marketing DatabasesIntroduction – What is Big Data?Why Big Data?Data ScientistsOrganizing for Big DataData Privacy & EthicsCustomer Relationship Management – Concept, Strategy, and ToolsChapters 7 & 8(Pages 143 – 174)CaseNetflix Leading with Data: The Emergence of Data-Driven Video (FEATURED)ReadingsBig Data: The Management Revolution (FEATURED)How Big Data is Different (SUPPORT)Data Scientist: The Sexiest Job of the 21st Century (SUPPORT)Session Reading – be prepared for class discussionModelMAX? Software installed by end of classModelMAX? demonstrationSession Reading – be prepared for class discussionIn-class discussion on Netflix Case – Database Marketing Evolution (from offline to online data)Group presentation topics due4Leveraging & Quantifying Data:Customer Analytics Part ITraditional Marketing MetricsCustomer Acquisition MetricsCustomer Activity MetricsPopular Customer-Based Value MetricsCustomer Lifetime Value: FundamentalsIssues in Computing Customer MetricsCustomer Metrics ApplicationsCustomer Relationship Management – Concept, Strategy, and ToolsCaseIntuit: QuickBooks Upgrade (FEATURED)Session Reading – be prepared for class discussionCustomer LTV Individual Exercise due at start of classEach student needs to bring their own laptop computer to class to be able to participate in the Maru Batting Center: Customer Lifetime Value in-class exercise5Leveraging & Quantifying Data:Customer Analytics Part IIStrategic Customer-Based Value MetricsPopular Customer Selection StrategiesTechniques to Evaluate Alternative Customer Selection StrategiesSources of DataTest Design and AnalysisThe Predictive Modeling ProcessCustomer Relationship Management – Concept, Strategy, and ToolsChapter 14 (Pages 279 – 296)Session Reading – be prepared for class discussionCRM Concepts Exam at start of classGuest Speaker 6CRM Management:Operational CRM & Analytic’s Role in CRMSoftware Tools and DashboardsCampaign Planning and DevelopmentCampaign Execution, Analysis and ControlWhat are Analytics and how do they impact CRMAnalytics as a Marketing DisciplineHow to leverage KPIs to create Marketing FocusSocial Media CRM – Building CommunitiesGlobal CRMConnecting to Customers through multiple mediums and Match Back AnalysisCustomer Relationship Management – Concept, Strategy, and ToolsChapter 9, 10, & 17(Pages 177 – 182, 207 – 234, 357 – 371)ReadingsCreating Business Value with Analytics (FEATURED)Why IT Fumbles Analytics (SUPPORT)Advertising Analytics 2.0 (SUPPORT)Session Reading – be prepared for class discussionIntuit Predictive Modeling Individual Exercise due at start of classVisit Google Analytics home page and review content. Be prepared to discuss capabilities and whether or not it represents an evolutionary branch of CRM. KPIs Wiki YouTube Video and search the term KPIs online. Be prepared to discuss how this impacts the organizing of Analytics Data and CRM. Management:Multichannel Customer Management & CRM in B2B ContextCRM & The Marketing ChannelsThe Emergence of Multichannel Customer ManagementThe Multichannel CustomerDeveloping Multichannel Management StrategiesCRM and Sales Force AutomationCRM and Key Account ManagementHybrid OffersCustomer Relationship Management – Concept, Strategy, and ToolsChapter 12 & 13(Pages 235 – 276)ReadingMultichannel Marketing: Mindset and Program Development (FEATURED)Session Reading – be prepared for class discussionView Multi-Channel Funnels YouTube Video and be prepared to discuss how such tools can impact CRM. CRM Group PresentationsCRM Group Presentation & Supporting DocumentGroup Peer ReviewCarey Business SchoolPolicies and General InformationBlackboard SiteA Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at . Support for Blackboard is available at 1-866-669-6138.Course EvaluationAs a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course.Disability ServicesAll students with disabilities who require accommodations for this course should contact Disability Services (carey.disability@jhu.edu or 410-234-9243) at their earliest convenience to discuss their specific needs. If you have a documented disability, you must be registered with Disability Services to receive accommodations.?Please note that accommodations are not retroactive.?Therefore it is strongly encouraged that you identify your needs to Disability Services as early as possible.Honor Code/Code of ConductThe Carey community believes that honesty, integrity, and community responsibility are qualities inherent in an exemplary citizen. The objective of the Carey Business School Honor Code is to create an environment of trust among all members of the academic community while the qualities associated with success are developed in students. All students are expected to view the Carey Business School Honor Code/Code of Conduct tutorial and submit their pledge online.?Please contact the student services office at carey.students@jhu.edu if you have any questions.Students are not allowed to use any electronic devices during in-class tests. Calculators will be provided if the instructor requires them for test taking. Students must seek permission from the instructor to leave the classroom during an in-class test. Test scripts must not be removed from the classroom during the test.Student Success CenterThe Student Success Center offers free online and in-person one-on-one and group coaching in writing, presenting, and quantitative courses. The center also offers a variety of workshops and exam study sessions, and provides a list of self-guided resources. Most of the tutors are current Carey students. For more information or to book an appointment, please visit the Student Success Center website. Other Important Academic Policies and ServicesStudents are strongly encouraged to consult the Carey Business School’s Student Handbook and Academic Catalog and Student Resources for information regarding the following items:Statement of Diversity and InclusionInclement Weather PolicyCopyright StatementUnless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only.?The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code. ................
................
In order to avoid copyright disputes, this page is only a partial summary.
To fulfill the demand for quickly locating and searching documents.
It is intelligent file search solution for home and business.
Related download
- ba 422 marketing decision models university of houston
- conceptual model of crm in the social media age
- the customer pyramid creating and serving
- chapter 1—an overview of marketing
- lifetime duration in customer base analysis
- career development and lifestyle planning
- an information theoretic model of customer information