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92 views21 pages

Chapter 1

Uploaded by

Nhi Pham
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CUSTOMER RELATIONSHIP MANAGEMENT

CONCEPTS AND TECHNOLOGIES

Chapter 1: Introduction to CRM


Section A: The basics of CRM

Section A consists of 4 chapters focused on the


following.

Chapter 1: Introduction to CRM


Chapter 2: Understanding relationships
Chapter 3: The customer life cycle: customer acquisition
Chapter 4: The customer life cycle: customer retention
and deelopment
Selected definitions of CRM 1

v CRM is an information industry term for


methodologies, software, and usually Internet
capabilities that help an enterprise manage customer
relationships in an organized way.
v CRM is the process of managing all aspects of
interaction a company has with its customers,
including prospecting, sales, and service. CRM
applications attempt to provide insight into and
improve the company/customer relationship by
combining all these views of customer interaction into
one picture.
Selected definitions of CRM 2

v CRM is an integrated approach to identifying,


acquiring, and retaining customers. By enabling
organizations to manage and coordinate customer
interactions across multiple channels, departments,
lines of business, and geographies, CRM helps
organizations maximize the value of every customer
interaction and drive superior corporate performance.
Selected definitions of CRM 3

v CRM is an integrated information system that is used


to plan, schedule and control the pre-sales and post-
sales activities in an organization. CRM embraces all
aspects of dealing with prospects and customers,
including the call center, sales force, marketing,
technical support and field service. The primary goal
of CRM is to improve long-term growth and
profitability through a better understanding of
customer behaviour. CRM aims to provide more
effective feedback and improved integration to better
gauge the return on investment (ROI) in these areas.
Selected definitions of CRM 4

v CRM is a business strategy that maximizes


profitability, revenue and customer satisfaction by
organizing around customer segments, fostering
behaviour that satisfies customers, and implementing
customer-centric processes.“
Three types of CRM

Type of CRM Dominant characteristic

Strategic CRM is a core customer-centric


Strategic business strategy that aims at winning and
keeping profitable customers.

Operational CRM focuses on the automation of


Operational customer-facing processes such as selling,
marketing and customer service.

Analytical CRM is the process through which


Analytical organizations transform customer-related data
into actionable insight for either strategic or
tactical purposes.
Customer centricity and other business logics 1

1. Product-oriented businesses believe that


customers choose products with the best quality,
performance, design or features.
2. Production-oriented businesses believe that
customers choose low-price products.
3. Sales-oriented businesses make the assumption
that if they invest enough in advertising, selling,
public relations (PR) and sales promotion,
customers will be persuaded to buy.
Customer centricity and other business logics 2

4. A customer or market-oriented company shares a


set of beliefs about putting the customer first. It
collects, disseminates and uses customer and
competitive information to develop better value
propositions for customers. A customer-centric firm
is a learning firm that constantly adapts to customer
requirements and competitive conditions.
Operational CRM: some applications
Marketing automation
Campaign management
Event-based (trigger) marketing
Marketing optimization
Sales force automation
Account management
Lead management
Opportunity management
Pipeline management
Contact management
Quotation and proposal generation
Product configuration
Service automation
Case (incident or issue) management
Customer communications management
Queuing and routing
Service level management
Sources of customer-related data for analytical CRM

v Internal sources
● Sales data (purchase history), financial data (payment
history, credit score), marketing data (campaign response,
loyalty scheme data) and service data.
v External sources
● Geo-demographic and life-style data from business
intelligence organisations, for example.
● ‘Big data’ including posts to social media sites and sensor
data. Includes both structured and unstructured data.
Beneficiaries of analytical CRM

v Customer
● Analytical CRM can deliver timely, customized, solutions to
the customer’s problems, thereby enhancing customer
satisfaction.
v Company
● Analytical CRM offers the prospect of more powerful cross-
selling and up-selling programs, and more effective
customer retention and customer acquisition programs.
What about social CRM?

v Social CRM is a term widely used by technology firms with


solutions to sell.
v In time Social CRM will become part of a larger discussion
of “big data”.
v Social CRM technologies essentially enable users to
exploit social network data for customer management
purposes.
v Social media data can be used to enhance analytical CRM
v Where consumers use social media (e.g. Facebook) to
make purchases, social media become part of operational
CRM.
Misunderstandings about CRM

1. CRM is database marketing


2. CRM is a marketing process
3. CRM is an IT issue
4. CRM is about loyalty schemes
5. CRM can be implemented by any company
Core definition of CRM

v CRM is the core business strategy that integrates


internal processes and functions, and external
networks, to create and deliver value to targeted
customers at a profit. It is grounded on high quality
customer-related data and enabled by information
technology.
CRM constituencies

1. Companies implementing CRM


2. Customers and partners of those companies
3. Vendors of CRM systems
4. CRM cloud solutions providers
5. Social media players
6. Vendors of CRM hardware and infrastructure
7. Management consultants
CRM challenges vary across context

1. Banks
2. Auto manufacturers
3. Technology solution vendors
4. Consumer goods manufacturers
5. Not-for-profits
The IDIC model of CRM

v Identify who your customers are and build a deep


understanding of them
v Differentiate your customers to identify which
customers have most value now and which offer
most for the future.
v Interact with customers to ensure that you
understand customer expectations and their
relationships with other suppliers or brands
v Customize the offer and communications to ensure
that the expectations of customers are met.
The CRM Value Chain

Figure 1.1
Payne’s 5-process model of CRM

Figure 1.2
Gartner’s competency model of CRM

Figure 1.3

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