Unit V: Implementation of CRM: Elements of CRM System, CRM implementation-

Barriers

IMPLEMENTATION OF CRM

The implementation of a customer relationship management (CRM) solution is best treated as a

six-stage process, moving from collecting information about your customers and processing it to
using that information to improve your marketing and the customer experience.

Stage 1 - Collecting information

The priority should be to capture the information you need to identify your customers and
categorise their behaviour. Those businesses with a website and online customer service have an
advantage as customers can enter and maintain their own details when they buy.

Stage 2 - Storing information

The most effective way to store and manage your customer information is in a relational database
- a centralised customer database that will allow you to run all your systems from the same
source, ensuring that everyone uses up-to-date information.

Stage 3 - Accessing information

With information collected and stored centrally, the next stage is to make this information
available to staff in the most useful format.

Stage 4 - Analysing customer behaviour

Using data mining tools in spreadsheet programs, which analyse data to identify patterns or
relationships, you can begin to profile customers and develop sales strategies.

Stage 5 - Marketing more effectively

Many businesses find that a small percentage of their customers generate a high percentage of
their profits. Using CRM to gain a better understanding of your customers' needs, desires and
self-perception, you can reward and target your most valuable customers.

Stage 6 - Enhancing the customer experience

Just as a small group of customers are the most profitable, a small number of complaining
customers often take up a disproportionate amount of staff time. If their problems can be
identified and resolved quickly, your staff will have more time for other customers.

Implementation issues / Barriers

Increases in revenue, higher rates of client satisfaction, and significant savings in operating costs
are some of the benefits to an enterprise. Proponents emphasize that technology should be
implemented only in the context of careful strategic and operational planning. Implementations
almost invariably fall short when one or more facets of this prescription are ignored:

Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the
workforce. In other instances, enterprises simply automate flawed client-facing processes
rather than redesign them according to best practices.
Poor integration: For many companies, integrations are piecemeal initiatives that
address a glaring need: improving a particular client-facing process or two or automating a
favored sales or client support channel. Such point solutions offer little or no integration or
alignment with a companys overall strategy. They offer a less than complete client view and
often lead to unsatisfactory user experiences.

Toward a solution: overcoming siloed thinking. Experts advise organizations to

recognize the immense value of integrating their client-facing operations. In this view,
internally-focused, department-centric views should be discarded in favor of reorienting
processes toward information-sharing across marketing, sales, and service. For example,
sales representatives need to know about current issues and relevant marketing promotions
before attempting to cross-sell to a specific client. Marketing staff should be able to leverage
client information from sales and service to better target campaigns and offers. And support
agents require quick and complete access to a clients sales and service history.
CRM IMPLEMENTATION CASE STUDY Volkswagen (VW) is one of the worlds leading
automobile manufacturers and the largest carmaker in Europe. As Volkswagen pursues its goal of
becoming the number one automaker in the world by 2018, India has become a key component
of its strategy. India is currently the worlds second fastest growing car market, with shipments
expected to more than double by 2018.

CRM PRACTICE : 1 TALKING NEWSPAPER

VW India created groundbreaking campaigns such as the worlds first talking newspaper

It used light-sensitive chips to speak to readers aboutVolkswagen as they turned the pages of
their morningnewspaper.

The talking newspaper ad created a sensation in India, andgarnered worldwide attention for
taking print advertising to anew level. In one year, brand awareness more than
quadrupled,increasing from 8 percent to a high of 37 percent.

CRM PRACTICE - 2 ATTRACTING WORKINGPROFESSIONALS

Challenge

Create brand awareness among working professionals

Build loyalty and aspiration

Influence decision-making

Solution

Establish VW-branded Company Page on LinkedIn

Enable LinkedIn members to recommend their favorite VWmodels

Use LinkedIn Recommendation Ads to extend reach

Why LinkedIn? #1 resource for career-minded professionals

Precise targeting by seniority and geography ensures match with affordability criteria,
dealership locations

Results

2,700 product recommendations in 30 days

2,300 new followers on VW India Company Page

960,000 viral updates about VW car models

CRM PRACTICE - 3 MADE IN INDIA

Challenge: To foray into the small car segment

Solution: The campaign created by DDB Mudra and executed byMediaCom, clearly displayed
the made in India factor in the Polowhich is rolling out of the Chakan plant in Pune.