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Overview of Syllabus

Introduction: Definition of CRM, CRM as a business strategy, elements of


CRM, CRM processes and systems (1 Session).

Strategy & Organization of CRM: History of CRM, Dynamics of Customer


Supplier Relationships, Nature & Context of CRM strategy, the Relationship
oriented Organization (2 Sessions).

Marketing Aspects of CRM:

Customer Knowledge, privacy Issues,

Communications & Multi-Channels in CRM, the individualized customer


proposition, Relationship Policy (4 Sessions).

Analytical CRM: Relationship data management, Data Analysis and Data


Mining, Segmentation & Selection, Retention & Cross-Sell Analysis, Effects of
Marketing Activities, reporting Results (4 Sessions).

Operational CRM: Call Centre Management, Internet & Website, Direct Mail
(4 Sessions).

Collaborative CRM (2 Sessions).

CRM Subsystems: Contact Management, Campaign Management, Sales Force


Automation (4 Sessions).

Choosing CRM Tools / Software Package: Short-listing Prospective CRM


Vendors, setting evaluation criteria for the appropriate CRM Package, selection,
CRM Implementation (2 Sessions).

CRM Systems & Implementation: CRM Systems, Implementation of CRM


Systems (3 Sessions).

Applications in Various Industries: Applications in Manufacturing, Banking,


Hospitality & Telecom Sectors (3 Sessions).

Ethical Issues in CRM (1 Session).

Reference Books
1. Customer Relationship Management
By
Peelen, Ed. Pearson
2. Customer Relationship Management: Integrating Marketing Strategy & information
By
Zikmund, William G. et al., John Wiley
3. Customer Relationship Management (Emerging Concepts, Tools & Applications)
By
Sheth, Jagdish N. et al., TMH

Customer Relationship
Management
It refers to practices, strategies and technologies that
companies use to manage and analyze customer interactions
and data throughout the customer lifecycle, with the goal of
improving business relationships with customers, assisting
in customer retention and driving sales growth.

CRM systems are designed to compile information on


customers across different channels -- or points of contact
between the customer and the company -- which could
include the company's website, telephone, live chat, direct
mail, marketing materials and social media.
CRM systems can also give customer-facing staff detailed
information on customers' personal information, purchase
history, buying preferences and concerns.

Types of Relationship
B2B
B2C
B2B2C

CRM Process

CRM Systems
Call Centers
Contact Center Automation
Social Media
Location-based Services
CRM Systems for B2B Transactions

Strategy & Organization of CRM

History of CRM
In the 1980s and most of the 1990s, many enterprises cut costs,
restructured and trimmed operations to achieve their financial objectives.
As a result, they developed a well-practiced behavior of looking inward
for answers when they had to find new ways to satisfy shareholders.
In the 1990s, a new strategic approach named relationship marketing
evolved.
Originating in the service or industrial marketing literature, relationship
marketing focuses on the development and cultivation of long-term
profitable relationships.
Relationship marketing considers relationships in every direction.
The customer relationship management approach focuses on profitenhancing relationships with customers

In the 1990s companies began to improve on customer relationship


management by making it more of a two-way street.
Instead of simply gathering data for their own use, they began giving
back to their customers not only in terms of the obvious goal of improved
customer service, but in incentives, gifts and other perks for customer
loyalty.
This was the beginning of the now familiar frequent flyer programs,
bonus points on credit cards and a host of other resources that are based
on CRM tracking of customer activity and spending patterns.
CRM was now being used as a way to increase sales passively as well as
through active improvement of customer service

Before 1993, CRM included two major markets


Sales Force Automation (SFA) and
Customer Services (CS)

According to Gray and Byun in 2001, CRM involves all of


the

corporate

functions:

marketing,

manufacturing,

customer services, field sales, and field service, required to


contact customers directly or indirectly.
More and more other important but less obvious functions
are being linked with CRM, like order management, return
materials authorization, billing, etc.

Dynamics of Customer Supplier Relationships


Customers and suppliers have the same goalto satisfy end user. The
better the supplier quality, the better the suppliers long-term
position, because the customer will have better quality. Because
both the customer and suppliers have limited resources, they must
work together as partners to maximize their return on investment.

10 principles to ensure quality products and services and eliminate


unsatisfactory conditions between the customer and the supplier:

1. Both customers and the suppliers are fully responsible for the control of quality.
2. Both the customer and supplier should be independent of each other and respect
each others independence.
3. The customer is responsible for providing the supplier with clear sufficient
requirements so that supplier can know precisely what to produce.
4. Both the customer and the supplier should enter into a non adversarial contract
with respect to quality, quantity, price, delivery method, and terms payments.
5. The supplier is responsible for providing the quality that will satisfy the customer
and submitting necessary data upon customers request.

6. Both the customer and the supplier should decide the method to evaluate the quality
of the product or service to the satisfaction of both parties.
7. Both the customer and the supplier should establish in the contract the method
by which they can reach an amicable settlement of any disputes that may arise.
8. Both the customer and the supplier should continually exchange information,
sometimes using multifunctional teams, in order to improve the product or service
quality.
9. Both the customer and the supplier should perform business activities such as
procurement, production, and inventory planning, clerical work, and systems so
that an amicable and satisfactory relationship is maintained.
10. When dealing with business transactions, both the customer and supplier should
always have the best interest of the end user in mind.

Grades of Strategy
Corporate Strategy (What Business Should I be in?).
Business Strategy (How Should I Compete?).
Competitive Strategy (How Do I Beat the Competition?).

Functional Strategy (How Should I Operate?).


Customer Strategy (How Do I Win the Customer?).

Organizational Strategy (How Should I Organize my Resources?).

The Relationship Oriented Organization

Elton Mayo suggested that social groups and interpersonal factors must be
considered when addressing organizational performance. This was the birth
of the human relations movement in business management.

It assumes that workers are, by nature, good people who are intelligent,
creative and self-motivating.

In the proper environment, employees are self-directed, will seek and accept
responsibility for completing tasks, and take pride in doing a good job.

Relationships with managers and co-workers are as important to employees


as the work they do.

Workers are involved in decision making, and job satisfaction leads to


organizational commitment.

Characteristics of Relationship-oriented Organizations


Relationship-oriented organizations have an entrepreneurial
culture.
They value flexibility and spend time and resources anticipating
trends and shifts in the marketplace in addition to using
historical operations data for planning purposes.
Frequently, these organizations are risk takers that want to drive
changes in their markets.
The leadership style is people-focused; work is a cooperative
enterprise; and managers are tasked with bringing out the best in
their workers.

Organizational Structure and Decision-making


Relationship-oriented organizations tend to have a flatter organizational
structure than traditionally managed hierarchical organizations.
Control is decentralized with departments, teams and individual
employees having more autonomy and decision-making authority.
Employees must have the skills and knowledge necessary to assess a
situation, evaluate alternatives and make sound decisions.
Lateral communication across teams and departments is essential in
coordinating activities and work production.

Employee Management

The relationship-oriented organization is employee-centered.

Employees are its most important resource, so job satisfaction and employee
development take priority over rules and procedures.

A manager's job is to design and implement systems that support selfmotivation, autonomy and individual decision-making.

Open, honest, two-way communication between employees and managers is


essential.

Employees are encouraged to ask for the type and frequency of management
support that they need, whether it is asking a question, testing a new idea,
regular status meetings or an occasional verbal pat on the back.

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