Abstract
Customer relationship management (CRM) has come to mean many things. For many the concept is merely an upmarket term for direct marketing. The originators of CRM — like IBM — however, were very clear about CRM … it was specifically about getting customers to provide their own customer service through the web. By making the enterprise accessible to customers, customers would service themselves at a much lower cost. New sales would be created through customer satisfaction, which would be self-generated. The paradox was that the more ‘work’ customers did for themselves, the better the experience. Was this concept based upon a brilliant understanding of the human mind or just a sharp way of selling more software? A decade on, this paper examines how the budget airline easyJet has adopted the specific principles of CRM as a central element of its strategy, even to the point where passengers pay to perform their own customer service. The strategy appears to be working.
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