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PLC
Reactive Response Proactive
Anticipation
Mani’s
• A cigarette that can’t be smoked
by a minor.
Growth
Adoption
time
Customer Satisfaction
Customer Loyalty
Tony Zingale
Clarify
http://www.crmproject.com/wp/zingale.html
Customer Satisfaction
A little boy went into a drug store, reached for a
soda carton and pulled it over to the telephone. He
climbed onto the carton so that he could reach the
buttons on the phone and proceeded to punch in
seven digits. The store owner listened to the
following conversation.
The boy said, "Lady, I want to cut your lawn". The
woman replied, "I already have someone to cut my
lawn". Lady I will cut your lawn for half the price of
the person who cuts your lawn now." The woman
responded that she was very satisfied with the
person who was presently cutting her lawn.
Customer Satisfaction
The little boy found more perseverance and
offered,"Lady, I'll even sweep your curb and your
sidewalk, so on Sunday
you will have the prettiest lawn in all of North
Palm Beach, Florida." Again the woman answered
in the negative. With a smile on his face, the little
boy replaced the receiver.
Referrals
Company Profit
Reduced
operating
costs
Increased
purchases
and higher
balances
Base Profit
1 2 3 4 5 6 7
Customer Loyalty
Frederick Reichheld, The Loyalty Effect
Product Differentiation
Customer Differentiation
Vegetable vendor
Marketing to Customer
Segments
Spend Service
Your Best Customers - GOLD Dollars Here
80% of Revenue
1% of Total Reactivate or
Revenue These may be losers
Archive
Product Life Cycle Customer
Life Cycle
Enquiries
Partners
Inactive or
ex-customer
Source: Marketing Management
Philip Kotler
Transaction Learning
Relationship
Transaction Learning
Relationship
• The customer tells the enterprise what he wants, with
interaction and feed-back. (tailor, hair-stylist …)
• The enterprise meets these specifications by
customizing its products or services and it remembers
these specifications. (Barber)
• With more interaction and feed-back enterprise learns
more about the individual.
• The customer will get locked in as the switching cost
become too high.
Share of the Market Share of the
Customer
From ice cream to soft drinks to tea to restaurants to computer
training to ….
Needs Satisfied
Needs Satisfied
Fruit vendor
Individual CRM Corporate
Memory
BRAND EQUITY
-Brand Recognition
-Brand Image
-Brand Personality
CUSTOMER EQUITY
VALUE EQUITY •LTV of the Customer Base
•Access to Raw Material(s) •Brand Experience
•Distribution Network •Emotional attachment with the
•Production facilities brand/company
•Core competence •Trust and long-term relationship
© Dr. M J Xavier
Fixed Place Marketing
Ubiquitous Marketing
Shares,
Travel,
leisure..
CRM CREE (Customer
Relationship Experience
Enhancement)
Customer Equity
Leverage through
Cross Selling and Up
Selling
© Dr. M J Xavier
Customer Need
Assessment and
Acquisition
Customer Equity
Leverage through
Cross Selling and Up
Selling
© Dr. M J Xavier
The Customer-Centric Model
With CRM, the customer is at the heart of the enterprise’s strategy and becomes the center
of all potential interactions.
CRM
CRMisiscomprised
comprisedofofthree
threetechnology
technologycomponents:
components: Technology
TechnologyEnabled
Enabled
Marketing
Marketing (TEM), Technology Enabled Selling (TES), Customer Service&&Support
(TEM), Technology Enabled Selling (TES), Customer Service Support
(CSS).
(CSS).
Gartner Group
A Broader Perspective - ERM
(Enterprise Relationship
Management)
Shareholder Value
Creation
$20
$16
$12
$8
$4
$0
1998 1999 2000 2001 2002 2003
Global
GlobalCRM
CRMmarket
markethas
hasreached
reached$17
$17billion
billionby
by2003
2003and
andisisexpected
expectedto
toreach
reach$50
$50billion
billion
in 2010.
in 2010.
Source: GartnerGroup
Oracle Corporation
CRM Websites
• http://searchcrm.techtarget.com/?
Offer=GoCRM1 (Comprehensive and
unbiased coverage. Good case studies)
• http://www.cio.com/resources/ (Excellent
source on IT Applications - Good articles)
CRM applications are purchased (and projected to
be purchased) evenly across vertical markets, with
Healthcare leading the way.
Domestic CRM Applications
Vendor Software Revenues (1997 - 2002)
Healthcare
12% n
Telecommunications
Other
39% 10%
Insurance
8%
Process mfg
Wholesale 8%
Retail Financial services Business/legal svcs
4% 5% 6% 8%
U.S.
U.S.revenues
revenuesfor
forCRM
CRMapplications
applicationssoftware
softwaretotaled
totaled$1.4B
$1.4Bin
in1998.
1998. The
Themarket
markethas
has
expanded to $6.7B in 2002 and is expected to grow to $50B in 2010.
expanded to $6.7B in 2002 and is expected to grow to $50B in 2010.
Source: IDC’s Corporate Computing Group, Software and Systems Vertical Views Program, 1998 (Software Vendor’s Guide to U.S.
Vertical Markets, Part 1: Applications, IDC #17246)