What is *CRM at the Speed of Light* about?

*CRM at the Speed of Light* by Paul Greenberg explores **Social CRM strategies** for modern businesses, emphasizing collaboration with customers in a hyper-connected world. The book details how companies can shift from operational customer management to fostering trust and transparency through social media, real-time feedback, and shared value creation. It covers frameworks like customer lifetime value (CLV), industry-specific applications, and the evolution from traditional CRM to customer-centric ecosystems.

Who should read *CRM at the Speed of Light*?

This book is essential for **CX professionals, marketers, and business leaders** seeking to align CRM with social customer expectations. It’s valuable for those implementing CRM systems, designing customer engagement strategies, or navigating vertical industries like retail, finance, or healthcare. Academics studying digital transformation will also benefit from its theoretical and practical insights.

Is *CRM at the Speed of Light* worth reading?

Yes, as the **definitive guide to Social CRM**, it combines decades of research with actionable tactics for customer collaboration. The Fourth Edition updates case studies, measurement techniques like net promoter score (NPS), and emerging trends, making it a critical resource for adapting to empowered, tech-savvy customers.

What are the key takeaways from *CRM at the Speed of Light*?

- **CRM is a strategy, not just technology**: Focus on mutual value and cultural alignment - **Customer empowerment demands collaboration**: Social media shifts control to customers, requiring transparency - **Metrics matter**: Track CLV, customer brand value (CBV), and referral value (CRV) to quantify CRM success

How does Social CRM differ from traditional CRM?

Traditional CRM focuses on **internal processes and databases**, while Social CRM prioritizes **two-way dialogue** across social channels. It integrates customer-generated data from platforms like LinkedIn or Twitter, enabling real-time collaboration and co-created solutions. This shift reflects customers’ demand for influence over brand interactions.

What frameworks does Paul Greenberg introduce in the book?

Greenberg outlines a **five-part framework**: 1. The Era of the Social Customer 2. Collaborating with Customers 3. Operational CRM Fundamentals 4. Industry-Specific Applications 5. Holistic Strategy Design Each section blends theory with tools like customer journey mapping and feedback loops.

How does the book address customer experience (CX)?

Two dedicated chapters analyze CX as the **core of CRM success**, stressing personalized interactions, empathy-driven service, and seamless omnichannel integration. Examples include using AI for predictive support and social listening to resolve issues proactively.

What industries are covered in *CRM at the Speed of Light*?

The book provides vertical insights for **retail, finance, healthcare, and B2B sectors**, highlighting unique challenges like regulatory compliance or complex sales cycles. Case studies illustrate how companies tailor CRM strategies to industry-specific customer needs.

光速CRM

保罗·格林伯格

3.84(103 Reviews)

《光速CRM》概述

这部 CRM 的“圣经”彻底改变了企业与客户建立联系的方式。保罗·格林伯格（Paul Greenberg）的这部杰作将客户策略从单纯的技术转变为核心商业哲学，也因此让他跻身 CRM 名人堂。你正在错失什么样的竞争优势？

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第 1 章

When Social Meets Business: The CRM Revolution

In the world of customer relationships, there's a revolution happening that's transforming how businesses connect with their customers. Paul Greenberg's "CRM at the Speed of Light" has become the definitive guide to this transformation-so much so that it's been dubbed "the bible of the CRM industry" and translated into eight languages. Used by over 70 universities as a primary text, the book has earned Greenberg recognition as "the dean of CRM" and "the godfather of CRM" by industry insiders. What makes this work particularly significant is its timing: it captures the precise moment when traditional Customer Relationship Management evolved into Social CRM, reflecting a fundamental power shift from companies to customers that's reshaping business landscapes worldwide.

第 2 章

The Social Customer Revolution: Power to the People

The business world has undergone a seismic shift. While companies once controlled customer relationships through limited information channels and standardized products, today's customers have seized control of the conversation. This transformation didn't happen overnight-it evolved through distinct phases that Greenberg carefully documents. In the 1950s-60s, manufacturers were "gods" who created standardized products for mass consumption. Madison Avenue advertising agencies could reach 80% of American women through just three TV networks. Customers had limited product knowledge beyond manufacturer brochures and accepted poor service because alternatives were scarce. The post-WWII economic boom meant demand outstripped supply, and "the customer is king" was merely lip service. By the late 1980s through early 2000s, technology enabled customized goods at lower prices while the internet gave buyers unprecedented access to product information from actual users. Courier services like FedEx leveled the playing field, allowing any manufacturer to deliver products quickly. Retail adapted with both niche products and discount warehouses, while e-commerce sites like Amazon changed the game. Companies began differentiating through experiences rather than just products-exemplified by Starbucks charging $5 for a 45-cent coffee because customers paid for the experience. Today, we've entered what Greenberg calls "the era of the social customer," where customers-not companies-are at the hub of the business ecosystem. This shift is driven primarily by Generation Y "digital natives" who spend more time online (12.2 hours weekly) than watching TV (10.6 hours). They routinely engage in "time shifting" (consuming content whenever they want) and "place shifting" (accessing content wherever they want), forcing businesses to adapt. What makes today's "Generation C" (for "connected") customers particularly powerful is their willingness to broadcast opinions through blogs (120,000 new ones daily) and social networks. They're defined by six characteristics: they're Content-hungry, Connected with peers, Creative with ideas, Collaborative with companies, Contextual in their thinking, and Communicative about their experiences. As NBC's Beth Comstock acknowledged: "If consumers are in control, they're going to figure out how they want to watch. We have to find the right solution."

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第 3 章

From CRM to Social CRM: A Fundamental Shift

Traditional CRM is defined as "a philosophy and business strategy supported by systems and technology designed to improve human interactions in a business environment." This operational, transactional approach focuses on customer-facing departments with objectives like increased revenue and customer retention. Companies typically implemented CRM systems to track sales pipelines, manage service requests, and monitor marketing campaign effectiveness, often treating customers as passive participants in these processes. Social CRM represents a fundamental evolution beyond this model. Defined collaboratively by 300 industry professionals, it's "a philosophy and business strategy, supported by technology, business rules, processes, and social characteristics, designed to engage the customer in a collaborative conversation to provide mutually beneficial value in a trusted environment." This new paradigm acknowledges that customers are active participants who shape brands, influence other customers, and contribute to product development. The differences are profound. While CRM 1.0 focused on customer-facing features isolated from back-office functions, Social CRM integrates customers into the entire enterprise value chain, from product ideation to post-purchase support. Traditional CRM encouraged institutional relationships and viewed customer processes from the company's perspective; Social CRM promotes authenticity, transparency, and models company processes from the customer's viewpoint. For example, while traditional CRM might focus on optimizing call center metrics, Social CRM emphasizes creating meaningful dialogue across multiple channels, including social media, community forums, and collaborative platforms. The shift moves from companies producing products for customers to businesses becoming aggregators of experiences, with intellectual property created jointly rather than protected exclusively. Companies like Lego and Starbucks have embraced this approach by creating innovation platforms where customers can submit and vote on new product ideas, effectively becoming co-creators in the development process. The once-coveted "360-degree view" of the customer is no longer sufficient. When customers carry on important business conversations beyond company walls, transaction histories and interaction records provide only basic knowledge. Gaining deeper customer insight requires three critical components: data (purchase histories, website visits, social media interactions, and mobile app usage), profiles (personal information about interests, preferences, and lifestyle choices), and customer participation (active involvement in supporting your understanding of their interests through feedback, reviews, and community engagement). This evolution demands new metrics beyond traditional KPIs like customer satisfaction and retention. Companies must now measure engagement levels, social influence, community contribution, and the value of customer-generated content. Organizations successful in Social CRM understand that customer relationships are no longer just about transactions but about building sustainable, mutually beneficial partnerships that create value for all stakeholders.

第 4 章

Experience is Everything: The New Business Currency

The fundamental shift from customer management to customer experience represents a seismic change in how businesses interact with consumers. This transformation isn't merely trendy - it's driven by evolving consumer expectations and behaviors. The core premises remain deceptively simple yet profound: customers who like you stay with you; those who don't will leave. Modern consumers actively seek to control their lives and fulfill their personal agendas in an increasingly complex world. Companies that help customers achieve these goals in valuable, unobtrusive yet memorable ways will be liked, retained, and ultimately rewarded with loyalty and advocacy. American Girl exemplifies the experience economy with its premium-priced dolls ($205 compared to typical $38 dolls). Their success stems from selling stories and experiences rather than just plastic objects. Each doll comes with a rich historical narrative, complete with books detailing their character's journey through significant periods in American history. The American Girl store experience transforms shopping into premium entertainment, creating an immersive world where young girls and their dolls are the stars. Customers typically spend $400 per visit, engaging in various activities: dining with dolls in themed cafes ($17-22 per person), watching high-quality theater shows ($15-28), treating dolls to hair styling sessions ($10-20), and accessing personalized services like doll hospitals and custom outfit creation. The brand's success extends beyond mere retail transactions. Despite premium pricing, American Girl succeeds because parents recognize and willingly pay for the value of the experience - not just dolls but tools for imagination, education, and memory-making. Children become deeply engrossed in their doll's personality and story, supported by an ecosystem of accessories, clothing, books, and the special attention they receive in stores. This emotional connection creates lasting value that transcends the product's physical worth. Even during economic downturns, when Barbie sales declined 9% in 2008, American Girl sales rose 7% to $463 million, representing 8% of Mattel's gross sales and about 15% of operating profit. The guiding principle for crafting memorable experiences is counterintuitive but powerful: "You don't have to have luxury. You just have to feel luxurious." This insight requires companies to deeply understand what makes individual customers feel valued and special, then provide that within their budgetary constraints. Success doesn't require expensive items like diamond-encrusted phones or designer handbags - it could be personalized t-shirts, exclusive meet-and-greets with executives, VIP game tickets, engaging website games, or targeted discounts. Southwest Airlines, for example, creates memorable experiences through humor and personality rather than luxury amenities. Disney parks master this by treating every guest as a VIP through small but meaningful touches like personalized greetings and character interactions. The key is making customers feel special and recognized, regardless of the actual cost to the company. In today's marketplace, the experience itself has become the product. Companies must shift from selling goods and services to staging memorable events that engage customers personally and create lasting emotional connections. This transformation requires understanding that value lies not in what you sell, but in how you make customers feel during every interaction with your brand.

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第 5 章

Enterprise 2.0: Transforming Workplace Culture

The contemporary workplace faces a fundamental clash: customer experiences are highly individual and interaction-focused, while businesses remain process-driven and operationally focused. Enterprise 2.0 offers a bridge between these opposing paradigms, transforming workplace culture to accommodate younger workers and consumer thinking. Andrew McAfee of Harvard Business School defines Enterprise 2.0 as "the use of emergent social software platforms within companies, or between companies and their partners or customers." The SLATES framework characterizes Enterprise 2.0 tools: Search capabilities for finding information easily, Links connecting content, Authoring tools for broad audiences, Tags for organic categorization, Extensions that enhance productivity through automated analysis, and Signals like RSS that notify users of new content. Gen Y employees, 76 million strong, are the first generation to spend more time online than watching TV. They're multitaskers who expect immediate gratification. This creates workplace challenges, as illustrated by Cdw Berbee's experience when 125 staff members demanded iPhones "immediately" to perform their jobs. Gen Y workers prioritize work-life balance, desire workplace enjoyment, involve parents in career decisions, prefer collaboration, question formal authority, and expect access to familiar tools. Zappos exemplifies a company with a contemporary culture that accommodates these new expectations. Their remarkable culture rests on ten core values including "Deliver WOW Through Service" and "Create Fun and a Little Weirdness." Performance objectives focus on call quality rather than efficiency, with no sales-based goals. Every employee undergoes five weeks of customer service training, during which they're offered $2,000 to quit if they don't fit the culture. This culture is documented annually in an unedited "culture book" available to anyone. Zappos' growth has been phenomenal-from $1.6 million revenue in 2000 to over $1 billion in 2008, with profitability and positive cash flow. Their customer metrics are equally impressive: 75% repeat buyer rate among 9.7 million customers, with repeaters purchasing 2.5 more times annually and increasing their spending over time.

第 6 章

New Business Models: The Customer as Co-Creator

Social CRM expands beyond CRM 1.0 by incorporating personalization of customer-company interactions and integrating customers into company planning and direction. While CRM 1.0 viewed customers as objects of successful sales, Social CRM sees them as subjects of valuable experiences. The PC and video game industry provides a prototype for new business models that incorporate customer participation and co-creation. The "mod" (modification) community represents a revolutionary business model where customers actively alter products to suit their preferences. This began in 1996 when John Carmack of ID Software designed Doom to be modified by users after seeing enthusiastic hacking of his previous game Wolfenstein. Rather than fighting unauthorized modifications, Carmack embraced them, saying "Seeing how someone had put the death star into our game felt so amazingly cool." The model reached new heights with Electronic Arts' Spore Creature Creator in 2008, which allowed gamers to create creatures before the full game's release. Within just one month, nearly 2 million creatures were created by 691,242 community members, generating substantial revenue and marketing buzz while building anticipation for the main game release. The game industry's success with mod communities stems from companies actively supporting fan participation rather than restricting it. Game producers host fan sites where modifications can be downloaded and forums discuss everything from coding techniques to mod history. Modders invest months or even years of passionate work without financial compensation, receiving only tools, source code access, and visibility for their creations. This arrangement works because customers value different things than companies do-they find worth in the creative experience itself, community participation, and the ability to share their work freely. Unlike traditional transactional relationships, this represents a labor of love where both parties benefit in ways meaningful to each: companies gain sales and loyalty while customers gain personalized experiences and creative fulfillment.

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第 7 章

Collaborative Tools: Enabling Customer Engagement

Social media has fundamentally transformed how people communicate in the 21st century, creating unprecedented opportunities for direct customer engagement. While businesses have been slow to adopt these tools, customer demand is pushing them forward at an accelerating pace. Customers are going to have conversations about your company with or without you-the question is whether you'll participate and shape the narrative. These discussions happen across multiple platforms, from Twitter and LinkedIn to specialized forums and review sites, making it essential for companies to develop a comprehensive social media strategy. Blogs remain the most prevalent and mature form of social media, making them an ideal entry point for social media plans. Despite their accessibility and proven benefits, only 12.2% of Fortune 500 companies were blogging as of April 2009, representing a massive missed opportunity. For businesses, blogs serve multiple crucial functions: they provide direct customer access to senior management, create collaboration spaces for customer ideas, address customer service issues, and facilitate partnerships with business channels. Successful corporate blogs like those from Microsoft, IBM, and Southwest Airlines demonstrate how regular, authentic content can build trust and foster customer relationships. Wikis have evolved into powerful collaborative knowledge bases for customer support, enabling real-time information sharing and problem-solving. The Angel.com IVR wiki exemplifies this approach by incorporating works-in-progress documents, community conversations, meeting agendas, and project plans. This wiki brings together partners, suppliers, vendors, carriers and customers to collectively solve problems in a transparent environment. For customer support operations, wikis allow representatives to capture, integrate and continually refine solutions to customer problems without administrative barriers. Companies like SAP and Mozilla have successfully implemented customer wikis that significantly reduced support costs while improving customer satisfaction. Customer communities represent a powerful service channel where customers help solve each other's problems through peer-to-peer support. When companies facilitate these communities behind their firewall, they gain multiple benefits: reduced service costs (Helpstream found 70% of issues resolved without agent involvement), enhanced goodwill through transparency, and valuable customer-developed solutions. The ROI is substantial-Natalie Petouhoff found online service communities deliver 99% ROI in under 12 months. Companies like Dell's IdeaStorm and My Starbucks Idea have successfully leveraged customer communities to drive innovation and improve customer experience. Effective community management requires ongoing customer engagement through several key practices: establishing clear community purpose and guidelines, employing dedicated community managers and volunteer moderators, identifying and nurturing the influential 1% of members who create most content, engaging lurkers through polls, contests, and targeted outreach programs, addressing negative feedback immediately and transparently, providing expert content until the community becomes self-generating, encouraging peer-to-peer interactions through recognition programs, and facilitating company-member collaboration through regular events and feedback sessions. Successful communities like Spotify's Community and Adobe's User Forums demonstrate how consistent management and engagement can create vibrant, self-sustaining customer communities that deliver significant value to both the company and its customers.

第 8 章

Sales and Marketing in the Social Era

Today's customers no longer expect to be sold to-they expect partnership. They want involvement in company decisions affecting them and need information for informed choices. While salespeople can't maintain deep personal relationships with every lead, customers typically seek a bond with the company the salesperson represents. The feeling of closeness can exist without direct human relationships, expressed as "I just feel that they know me." Amazon exemplifies this approach, offering convenience through easy product discovery, doorstep delivery, and tools like Amazon Prime for expedited shipping. Their recommendation engine and engagement tools make customers feel personally known, creating not just loyal repeat customers but advocates. Social media provides access to self-qualifying prospects in communities of interest. Though social media doesn't close business-that still requires consistent follow-up and human interaction-it can generate richer relationships with existing contacts and spawn new leads. Effective approaches include participating in expert discussions as a peer rather than a salesperson, answering questions in forums, using social media monitoring tools to identify potential leads, commenting on relevant blogs, writing your own expertise-focused blog, creating informative videos and podcasts, maintaining both personal and corporate Twitter accounts, sharing presentations on platforms like Slideshare, and creating communities of interest. Traditional marketing's "4 Ps" (product, price, promotion, placement) are outdated in today's customer-centric world. Three competing marketing logics exist: The broken product-centric approach focuses on communicating tangible product attributes but fails in an era where such differentiation is increasingly difficult. The equally flawed company-centric approach prioritizes brand over customer needs, treating customers as passive recipients of one-way messaging. The new customer-centric marketing logic emphasizes interactions that help customers achieve multiple desired outcomes through personalized value offerings. This approach makes knowledge rather than product the competitive advantage and engages customers in meaningful conversations.

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第 9 章

Customer Service: The Most Transformative CRM Component

Customer service has become the most transformative and potentially viral component of CRM strategy. While companies often respond to service failures with quick fixes-firing employees, reinstating customers, or relying on exceptional individual representatives-they frequently miss the crucial need to institutionalize effective practices, processes, and engagement models that prevent problems from recurring. Traditional call centers are losing budget share to multichannel and e-services approaches as customers increasingly prefer self-service options. This shift stems partly from customer empowerment but equally from institutional failures in contact centers. A Forrester study of 5,000 respondents identified key problems: 57% felt calls were routed to the wrong agents, 62% found knowledge bases inadequate, and 60% believed agents lacked proper customer data access. The fundamental issue lies in misaligned metrics-call centers measure efficiency (calls per hour, average handle time, abandonment rates) rather than problem resolution. This creates a disconnect between corporate priorities and customer expectations, resulting in what Fred Reichheld calls the "80/8 gap": 80% of companies believe they provide good service, while only 8% of customers agree. The new customer service model operates on nine core principles: (1) Customer service is becoming the most important Social CRM pillar as it handles the most charged customer interactions; (2) Customer experience dominates over efficiency; (3) Every interaction should move the relationship forward, never backward; (4) Service must include both inbound response and external outreach; (5) Community-based care leverages customer-to-customer support; (6) Companies must listen to conversations both inside and outside their firewall; (7) Collaboration across departments enhances service value; (8) Anticipating and preventing problems is superior to solving them; and (9) Metrics must shift from efficiency to measuring customer experience. Comcast transformed its customer service through Twitter with @ComcastCares. What made this approach revolutionary was breaking down formal customer service barriers by directly engaging customers and solving problems immediately. Frank Eliason's team evolved by listening to feedback, personalizing interactions, and creating individual Twitter IDs for team members while maintaining the @ComcastCares group identity. Within five months, they reached over 1,000 customers with issues.

第 10 章

The Future of CRM: From Transactions to Engagement

Social CRM strategy fundamentally focuses on customer engagement rather than just managing transactions. Unlike CRM 1.0, which centered on process efficiencies and interaction effectiveness, Social CRM recognizes that customers control their own interactions and treats them as partners who provide value in exchange for benefits. This requires companies to be authentic, transparent, and willing to reveal more about their inner workings so customers can make informed decisions based on their personal agendas. Customer experience mapping is a granular process covering all interaction channels. It encompasses every touchpoint from when customers first engage with the company through all subsequent interactions. Beyond tracking specific interactions, mapping must capture customer expectations and the importance they assign to each experience. This approach helps companies understand the dramatic differences in what customers value-as illustrated by two five-star reviews for the same T-shirt shop where customers valued entirely different aspects: one appreciated the quick turnaround and creative freedom while the other valued the personal connection with staff. The ideal customer is an advocate or evangelist-someone who feels personally invested in your company and acts as a goodwill ambassador. These passionate customers drive significant revenue: Karmaloop's "street teams" (8,000 members from their 800,000-person community) generate 15% of annual revenue. Harley-Davidson owners are so devoted they tattoo the company logo on their bodies, helping secure a 63% market share. Don't confuse advocacy with loyalty-they're not the same. Dr. V. Kumar and Werner Reinartz's seminal 2003 study found only a "weak to moderate" correlation between loyalty and profitability. The problem? Loyal customers expect more from companies they're loyal to. They know how to "game the system" and often expect compensation for complaints rather than simple resolution. Looking ahead, Greenberg predicts several key developments: mobile CRM becoming increasingly important for sales organizations due to hardware improvements and vendor investments; greater integration between traditional CRM and Web 2.0 applications as vendors incorporate social functionality; and social software companies increasingly integrating with CRM applications through APIs and plug-ins as they recognize CRM as a lucrative mature industry to enter. Perhaps most importantly, authenticity and transparency are becoming business imperatives as CRM transforms from purely transaction-based systems to engagement toolsets. In an ecosystem where customers own the conversation, companies must be responsive, open and straightforward about problems rather than pushing marketing hype. Customers now expect to be treated as partners rather than "objects of sale," with access to information they need to make intelligent decisions. Despite all the technological advances making communication easier, the core principle remains unchanged: CRM is about crafting delightful customer experiences. Ultimately, CRM still boils down to one simple premise: "If customers like you, they'll stay with you. If they don't, they won't."

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《光速CRM》核心主题

social customer revolution
collaborative value creation
customer experience strategy
enterprise value chain
digital relationship management

《光速CRM》经典语录

CRM is a philosophy and a business strategy, supported by a system and a technology, designed to improve human interactions in a business environment.
Social CRM is the company’s response to the customer’s ownership of the conversation.
The customer owns the experience.
Customers-not companies-are at the hub of the business ecosystem.

《光速CRM》主要人物

Paul GreenbergAuthor and CRM expert known as the dean of CRM
Beth ComstockNBC executive who discussed consumer control

关于作者

Paul Greenberg 是备受赞誉的《CRM at the Speed of Light》（光速 CRM）一书的作者，被全球公认为“CRM 教父”，他是客户关系管理与参与领域的先驱战略家。他的这部开创性著作常被誉为“CRM 行业的圣经”，探讨了整合技术、数据和以客户为中心的实践以推动业务成功的尖端战略。

作为 The 56 Group 的创始人，Greenberg 为财富 500 强企业和技术创新者提供咨询，融合了他在 CRM、客户体验和社交 CRM 框架方面数十年的专业知识。他共同主持具有影响力的 CRM Playaz 节目，并为 ZDNet 贡献思想领导力内容。他还曾在多伦多大学罗特曼管理学院等机构的顾问委员会任职。

他的后续著作《The Commonwealth of Self-Interest: Business Success Through Customer Engagement》进一步巩固了他在现代 CRM 实践中的权威地位。《CRM at the Speed of Light》已被翻译成九种语言，并被 70 多所大学采纳为核心教材，至今仍是专业人士和学者的基石。Greenberg 于 2010 年入选 CRM 名人堂，是该荣誉历史上首位非厂商身份的获奖者。

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@Chloe, Solo founder, LA

117

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@Raaaaaachelw

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@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

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@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

查看更多网络上关于 BeFreed 的讨论

开启你的学习之旅，就是现在

第 7 章

光速CRM

概述《光速CRM》概述

一本书，多种聆听方式。

When Social Meets Business: The CRM Revolution

The Social Customer Revolution: Power to the People

边听边看，每个词都清晰呈现

From CRM to Social CRM: A Fundamental Shift

Experience is Everything: The New Business Currency

从 《光速CRM》中收获更多

Enterprise 2.0: Transforming Workplace Culture

New Business Models: The Customer as Co-Creator

边听边看，每个词都清晰呈现

Collaborative Tools: Enabling Customer Engagement

Sales and Marketing in the Social Era

从 《光速CRM》中收获更多

Customer Service: The Most Transformative CRM Component

The Future of CRM: From Transactions to Engagement

你已读完 《光速CRM》

《光速CRM》核心主题

《光速CRM》经典语录

《光速CRM》主要人物

关于作者

下载《光速CRM》摘要

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关于本书的常见问题

What is CRM at the Speed of Light about?

Who should read CRM at the Speed of Light?

Is CRM at the Speed of Light worth reading?

What are the key takeaways from CRM at the Speed of Light?

该学习计划的一部分

Tech Tools for Network Growth & Logistics

发现更多

BeFreed 汇聚全球求知若渴的学习者

BeFreed 汇聚全球求知若渴的学习者

一本书，多种聆听方式。

When Social Meets Business: The CRM Revolution

The Social Customer Revolution: Power to the People

边听边看，每个词都清晰呈现

From CRM to Social CRM: A Fundamental Shift

Experience is Everything: The New Business Currency

从 《光速CRM》中收获更多

Enterprise 2.0: Transforming Workplace Culture

New Business Models: The Customer as Co-Creator

边听边看，每个词都清晰呈现

Collaborative Tools: Enabling Customer Engagement

Sales and Marketing in the Social Era

从 《光速CRM》中收获更多

Customer Service: The Most Transformative CRM Component

The Future of CRM: From Transactions to Engagement

你已读完 《光速CRM》

用户还喜欢

该学习计划的一部分

Tech Tools for Network Growth & Logistics

发现更多

《光速CRM》概述

从《光速CRM》中收获更多

从《光速CRM》中收获更多

你已读完《光速CRM》

从《光速CRM》中收获更多

从《光速CRM》中收获更多

你已读完《光速CRM》