BOSSARD ASIA PACIFIC

-CRM STRATERGY

By-Hardik Dwivedi
Priyanka Mishra
Harsha Tilak
Sripal
Shruti Drolia
Vasuprada M.
Aditya Mishra
Niladri Chakravarty
Ashish Baharani
ABOUT- BOSSARD
 Founded in 1831 from a local handwork business in Zug to a
Swiss industrial business and an international trading concern.

 The business is being run by the 7th generation in the Bossard

family.

 Bossard has around 1800 employees, engaged in the global

procurement and sale of every type of fastening element.

 Bossard also provides engineering and logistical services

associated with these products.
Contd.
 Core Competence-Fastening Technology

 Over 75 affiliates in 3 regions namely-

5. Europe
6. America
7. Asia/Pacific

 USP – Technical advice on Engineering & Technology

Need For CRM
 Due to tremendous competition

 Cost of Customer Acquisition rising

 Margins started eroding

 Highly Distributed Operations

 FIVE KEY STRATEGIES WITH
CRM
1. FOCUS ON EXISTING 2. MAXIMIZE REVENUE
CUSTOMERS OPPORTUNITIES

 RETAIN THE RIGHT  EVALUATE THE MARKETING MIX

CUSTOMERS

 RE-PRIORITIZE SALES
 MAXIMIZE CUSTOMER INVESTMENTS
PROFITABILITY
Contd.
3. DO MORE WITH LESS 4. REDUCE OPERATIONAL COSTS

 STREAMLINE BUSINESS  RIGHT-SIZE SERVICE COSTS

PROCESSES

 REDUCE COSTS THROUGH

 IMPROVE PERSONAL CONSOLIDATION
PRODUCTIVITY
Contd .

5 . OPTIMIZE EXISTING IT ASSETS

 MAXIMIZE THE VALUE OF EXISTING SYSTEMS

CRM INITIATIVE IN BOSSARD

qInitiative was taken to face the increasing competition in Asia

Pacific region and to reduce the cost of customer acquisition.

qMove towards a Dashboard CRM – driven Strategy.

qImplementation Risk

qHigh cost involved

DCRM
q Describes a CRM implementation where customer
related information and key data points are organised in
dashboards at a glance.

q It contains Contact details, Number of visit, Key

profitability indicators such as margin contribution
charts.

q Important indicators such as KPI are captured in the

system

q Could be seen as a sophisticated sales management tool

USE Of CRM
 Being used for Market identification, segmentation and
customer tracking

 Use of HYMC Screen as a part of DCRM

 Separate screen to analyse whether a company growing

, shrinking in conjunction with the margin trend.

 Includes a report about new working and market

opportunity analyzing the pipeline trend.

 As a knowledge base and sales force management tool.

Challenges of DCRM strategy
implementation

 Development process takes longer

 Sufficient manpower is required for operating

the system which may be a difficulty for a mid
size company like Bossard.

 Continuous input from the market is

necessary to improve and upgrade the system.
 SWOT ANALYSIS

Strengths:
•Scott’s confidence on his employees.
•Low cost in developing an internal internet
based solution.
•Bossard employees who have a strong
understanding of the business model.
•Compatibility to existing ERP systems.
Weaknesses:

 Lack of support from Bossard’s headquarters in

switzerland.
 Employees from the development team have to be
taken out from their regular duties.
 Lack of experience of DCRM among the
employees.
Opportunity
 Facilitates the sales person knowledge.
 Strong customer base.
 High yield margin contribution (HYMC).
 Increase company's future growth
potential.
 Improved technology.
Threats
 Huge cost involved.

 Un cooperation from top to bottom level

due to past beliefs and
miscommunication.

 Cut throat Competition.

 Q 1 - ROLE OF CRM

• Enables sales staff to give better advice to customer

• Tracks prospective customer

• Providing Value Added Services

• DCRM – Converting expenditure to opportunity

SEGMENTING EXISTING
MARKETS AND DEVELOPING
NEW ONES
 STEP 1 – Important to look at market segmentation
 STEP 2 – Select most profitable customer in that
segment.

True Profit = Customer Profit -

HYMC

Decides whether the customer

should be targeted
Contd.

Separate screen used for analyzing

whether a company was growing or
shrinking
Powerful tool to understand in which
company Bossard should invest
Pipeline report – overview of potential
customers
Q 2 - OPPORTUNITIES
Readymade information about the
company ‘s performance to the
employees
Good track record of customer data
Not dependent on one employee
Saves cost
Consumes less time
Serves various uses
 PROBLEMS

Initial investment may seem to be high

Proper employee training is required for
smooth functioning of the proposed
system
Improper usage of the customer data
Q3-
RECOMMENDATIONS

ØImplementation of DCRM system

Ø Communicate the value proposition of DCRM

ØTraining of the employees and customers