MADHIRA INSTITUTE OF TECHNOLOGY & SCIENCE

KODAD – 508206

MADHIRA TALENT FEST - 2010

ABSTRACT
ON
CRM

Name: SAMPATH KUMAR BANDARU

Subject : CRM
Cell: 8099111364
Place: KODAD
Branch : MBA (Mdra)
H.T. No. 4122-09-672-062

References:

1 Alex Berson , Stephen Smith , Kurt Thearling, Building Data Mining Applications for CRM,
McGraw-Hill Professional, 1999
2 Boon, O., Brian, C., Craig, P., 2002. Conceptualising the requirements of CRM from an
organisational perspective: a review of the literature. In: Proceedings of 7th Australian
Workshop on Requirements Engineering AWRE; 2-3 December; Melbourne; Australia.
 ABSTRACT

Customer relationship management (CRM) is a customer-focused business strategy

that dynamically integrates sales, marketing and customer care service in order to
create and add value for the company and its customers. This change towards a
customer-focused strategy is leading to a strong demand for CRM solutions by
companies. However, in spite of companies' interest in this new management model,
many CRM implementations fail. One of the main reasons for this lack of success is that
the existing methodologies being used to approach a CRM project are not adequate,
since they do not satisfactorily integrate and complement the strategic and technological
aspects of CRM.This paper describes a formal methodology for directing the process of
developing and implementing a CRM System that considers and integrates various
aspects, such as defining a customer strategy, re-engineering customer-oriented
business processes, human resources management, the computer system,
management of change and continuous improvement

Conceptually, customer relationship management (CRM) has been widely

embraced by businesses. In practice, however, examples of success contrast with
anecdotes where the diffusion of CRM into organizations continues to be a slow
process and/or where CRM implementation outcomes have fallen short of expectations.
Successful implementation depends on a number of factors such as fit between of a
firm’s CRM strategy and programs and its broader marketing strategy, and
intraorganizational and interorganizational cooperation and coordination among entities
involved in implementation. Building on the results of a survey of the CRM-
implementation-related experiences of 101 U.S.-based firms, in this article the authors
identify factors associated with successful CRM implementation and advance directions
for future research.
 Customer relationship management can be affected by as many as nine different
types of cycles. These include macro cycles such as economic and industry cycles, as
well as company-specific cycles such as budget and inventory cycles. CRM systems
can be an essential tool for effectively tracking and managing these diverse cycles. This
white paper discusses the impact of each of nine different types of cycle on a business,
and shows how CRM software can be used to mitigate the negative impacts of those
cycles, while making the most of the opportunities that cycles present.

As a practical matter, managers often adapt their sales and service tactics to the
capabilities or limitations of the CRM software in place. Ideally, though, sales and
service tactics should be formulated on a best practices basis, with the technology then
put in place around those practices. No matter what stage of development a company's
CRM program is in, it faces some form of decision opportunity to implement this type of
thinking. This white paper looks at three decision opportunities for CRM systems that
companies face, and how to put tactics first in each case, and then match the CRM
technology to those tactics.

The service sector is receiving much deserved attention resulting from its
inevitable role in a country’s economic de-velopment. Despite all the efforts gaps such
as the relationship between technological advances and service development are yet to
be revealed from the perspective of new applications that organizations want to develop
and implement. This paper explores opportunities using a comprehensive model (and
CRM, as an example) that can be used to extend the research relating service
development to the technology development aspects of the market.