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` CRM is a management approach a model that puts a customer
at the core of a company processes and practices.
practices.
` CRM leverages cutting edge technology integrated strategic
planning up-
up-close and personal marketing techniques and
Organization development tools to build internal external
relationships that increase profit margins and productivity
within a company.
company.

 
` CRM is a cross functional process for achieving:
` A continuing dialogue with customers
` Across all their contact and access points, with
` Personalized treatment for the most valuable customers
` To increase customer retention and the effectiveness of
marketing initiatives
  
` CRM¶s can be broken down into three key components.

Front Éffice
Interaction Éperations
Wit (sales,
Éperational
C sto ers arketing,
(e ail, letters, service etc)
p one,
eetings, fax
etc)
En ance
Collaborative Analytical Co pany
elations ip
it C sto er
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` ¥arget
` Find


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` Understand
` Attract
` Qualify
` Close
` Learn from

` Develop

` ¥o meet the changing expectations of customer due to:
(a) social and demographic factors.
(b) economic situations.
(c) educational standards.
(d) competitors product
(e) experience.

` Loyal customers are the source of most profits

` A relatively small percentage of customers may generate most of the profits.
` Marketing cost and efforts are less for existing customers.
` Dissatisfied customers tell others about their experiences.
` So do satisfied customers.

` Slowing the rate of defection grows the customer base.

` Reducing costs (e.g. through self-service).



 
 





  
  

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›   ¥eam tructure
-increases e ectiveness
-improve e iciency ole peci ication

Planning Process
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- ccount gmt Process lignment - trategic
- etention ktg. - inancial
-Co-op greement onitoring Process - arketing
- trategic Partnership ‡ etention
Communication ‡ atis action
‡ loyalty
Employee otivation
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Employee ¥raining
-Criteria
-Process "  
-Enhancement
-Improvement
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Æap 1 : ot knowing what customers expect

Æap 2 : ot selecting the right service design standards
Æap 3 : ot delivering to Service Standards
Æap 4 : ot matching erformance to romises
Æap 5 : erceived Service and Expected Service
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Electronic Customer Relationship
Management

Latest paradigm in the world of CRM

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` Due to the introduction of new technology

` Due to globalization
(to satisfy the customers at global level)
Sometimes customer itself prefer to do online
purchasing.

` Basically e-CRM is concerned with attracting &

keeping economically valuable customers &
eliminating less profitable ones.

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Customer Contacts Traditional Means-Retail Through Internet, - Mail,
Store, Telephone Ér Fax Wireless, Mobile And PDA
Technologies

System Interface Wor s With Bac end Designed For Frontend As

Application Through RP Well As bac end
System Applications Through RP,
Data Mart And Data
Warehouse

System IT Requires PC Clients To Here, Browser Is The

Download Various Applets Customers Portal To e-
And Applications. CRM
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Customization and Different People Require Personalized Views ased
Personalization Different Information ut Én Purchase Are Possible.
Personalized Views For
Different Audience Are Not
Possible Here

System Focus System Is Designed Around System Is Designed Around

Product And Job Functions. The Customers Need.
Here, Applications Are nterprise Wide Portals Are
designed Around Éne Designed And Not Limited
Department Ér usiness To A Single Department.
Unit.
Systems Maintenance And Implementation Is Longer System Implementation
Modifications And Costly. Require Less Time And Cost.
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` Convenience

` Improvement in overall quality of customer experience

` Increased profitability
According to Anderson consulting a typical $1b company can gain up to $130 million
through ECRM.
Another study shows that 10% gain in repeat customers can add about 10% in the
company¶s profit.
` Increased customer loyalty
It include personalization concept of time saving.

collaborative filtering personalization s/w

` More effective marketing.

` Improved customer service and support.

¥hrough ECRM right tools helps sending right orders to right customers at right time.

` Æreater efficiency and cost reduction.



‡ Huge money is required to implement ECRM.

‡ Highly knowledge requiring process.

‡ Results are not according to expectations.

‡ Sales and Marketing are reluctant to adopt new automated

CRM system.
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Understanding your customer is key to retentionǥ..



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‡ CRM is rimarily about ¥echnology

‡ Successful CRM projects are managed by I¥
‡ ³Executive buy-in is the key´
‡ ³We need to roll this out across the enterprise
ASA ´
‡ ³CRM systems are intuitive«. Users will only
need some initial hand holding.´
5



` Not feasible for every market and customers
` customers donǯt want to be committed to every brand/relationship
` Not feasible for low-involvement, habitual purchasing in 2 or
2C
` Some markets/customers may have low Dzpersonalization potentialdz.

` Shopping agents used by consumers undercut the idea of relpǯs.

` The organizational capability to produce a

seamless/personalized experience is more difficult to master
than a transactional approach.

` Lower tier customers may become disaffected when they find out
service is differentiated.
5



` ³ ast history with other management fads and mounting
evidence from the field suggests that most firms will fail
to gain even a fleeting advantage from their CRM
initiatives. Many will be purely defensive, having been
initiated to keep up with the leaders or to narrow
disadvantages. Meanwhile, firms such as Oracle, Siebel
and the eppers and Rogers Æroup are busily diffusing
best practices, and hundreds of software vendors are
making their latest database, call center, and sales force
automation software widely available and economical to
use, thus ensuring that all competitors are equally
equipped.´ ››


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` Websites:
- ephany.com
- google.com