• This Module discuss the topic related to Type of CRM, The Strategic Framework for CRM, Strategic CRM, Analytical CRM, Analytical CRM answers these questions, Successful analytical CRM solution, Benefits of Analytical CRM, Case on Analytical CRM, Collaborative CRM, Case on Collaborative CRM, Social CRM, Types of Social Media, Understanding Social CRM, Difference Between Traditional and Social CRM, Benefits of SCRM, Risk Associated with SCRM, Steps towards effective SCRM, Critical Success Factors for SCRM.
MIS 13 Customer Relationship ManagementTushar B Kute
The slides are created for 'Management Information System' subject of SEIT under University of Pune, INDIA.
Subject Teacher: Mr. Tushar B Kute,
Sandip Institute of Technology and Research Centre, Nashik.
Ppt top challenges in crm implementationSalesBabuCRM
CRM is specially designed to maintain a healthy relationship with the customers. The sales end is the one that enjoys most of the benefits of CRM software. CRM software acts as a hub to provide benefits to the various departments in a company such as the marketing team, sales team, and customer support teams.
MIS 13 Customer Relationship ManagementTushar B Kute
The slides are created for 'Management Information System' subject of SEIT under University of Pune, INDIA.
Subject Teacher: Mr. Tushar B Kute,
Sandip Institute of Technology and Research Centre, Nashik.
Ppt top challenges in crm implementationSalesBabuCRM
CRM is specially designed to maintain a healthy relationship with the customers. The sales end is the one that enjoys most of the benefits of CRM software. CRM software acts as a hub to provide benefits to the various departments in a company such as the marketing team, sales team, and customer support teams.
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
Service marketing- customer relationship managementsksbatish
customer relation management in service sector, the profitability segmentation of customers in service marketing, service marketing, the types of customers in various segmentation,
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
Service marketing- customer relationship managementsksbatish
customer relation management in service sector, the profitability segmentation of customers in service marketing, service marketing, the types of customers in various segmentation,
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
This Module describe Customer Relationship Management (CRM): Definition, purpose and benefits of CRM, Relationship marketing and CRM, components of CRM
Customer relationship management and relationship marketingPROF.JITENDRA PATEL
This Module talk about basic of Customer relationship management and relationship marketing. Major Component, advantages, properties and example of CRM.
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
In partnership with a leading global technology analyst firm, Dun & Bradstreet commissioned a new study to examine how Customer Data Management (CDM) impacts business development and overall performance. This exclusive study proves that smart CDM is essential for driving growth and staying ahead of the data explosion
- 1 - Ivey Business Journal NovemberDecember 2002No one SilvaGraf83
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
- 1 - Ivey Business Journal NovemberDecember 2002No one RayleneAndre399
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
Introduction to electronics customer relationship management (e crm)PROF.JITENDRA PATEL
This Module Introduce Electronics Customer Relationship Management (e-CRM) and discuss topic such as eCRM Definition, eCRM Features, Benefits of eCRM, Customer based application of eCRM, Sales Based application of eCRM and Various eCRM based components.
3. This module discusses the various governmental Institutional Support provided to nurture entrepreneurship in India especially Small scale and cottage industry in villages. , Type of Support provided by governmental agencies, Directorate of Industries, Industrial Development Corporation, State Financial Corporations, State Small industries Development Corporation(SSIDC), Khadi and Village Industries Commission (KVIC),National Small Industries Corporation (NSIC) and Small Industries Development Bank Of India(SIDBI).
2. This module discuss the Entrepreneurship Definition, Basic of Entrepreneurship, Entrepreneur As Organizer and Innovator, The Myth about Entrepreneurship, Functions of Entrepreneur, Types of Entrepreneur, Evolution of Entrepreneurship, Entrepreneurial Revolution, Characteristics of Entrepreneur, Entrepreneur Vs Manager, Corporate Entrepreneur, Entrepreneur Vs Intrapreneur, Entrepreneurial Decision process, Role of Entrepreneurship in Economic Development, Ethics and Social responsibility of Entrepreneurs, Opportunities for Entrepreneurs in India and Woman as Entrepreneur.
This Module discuss the topic related Understanding Customer Loyalty, Loyalty Status, various switching Reason by the Customer, Firm Response to Customer, Customer Satisfaction with Timeliness of Firm Response to Service Failure, Complaining Customers Statics, Customer Complaint Actions Following, Excellent Recovery to Complaining Customer, Customer Value, Customer Demand Levels, Factors influencing Customer Behavior, Customer Satisfaction Analysis, Relationship between Customer Satisfaction and Loyalty, Advantage of Brand Loyalty, Advantage of Customer loyalty Affecting Brand, Types of Customer Loyalty, Various Loyalty Programs, Linking Profitability with loyalty, Measurement of customer loyalty, Level of customer loyalty, The Satisfaction Profit Chain, Behavioral Loyalty, Attitudinal Loyalty, CRM KPI, The American Customer Satisfaction Index Model, Various Industry Satisfaction Example, Relationship between customer satisfaction and repeat purchase, Measuring Customer Satisfaction, Design and Use of a CSM Program, Benefits of CSM, What else should CSM Measure and Cases on Profitability and Loyalty.
This Module discuss the topic related to Understanding CRM, Need for CRM, CRM Objectives, Goals of CRM, How CRM helps Business, Essentials for CRM strategies, Acquisition Strategies, Referrals Programs, Retention Strategies, Why should you care about existing customers, Welcoming the Customers, Customer Responsiveness for CRM initiative, How to be Responsive to Customer, Customer Recognition, and Personalization and various Cases on Retention Strategies and Personalization.
This module discuss Service Operations Management Selected Issues, New Service Development, Service Blueprint, Dimension of Service Quality, Managing Service Experiences, Front-office/Back-office Coordination, Analyzing Process, Service Quality, Gaps in Service Quality, Developing a Culture of Service Quality, Service Recovery, Yield Management, Waiting Time Management, Service Encounter, Service Marketing Triangle, Way to use Service Marketing Triangle, Internal Marketing, External Marketing and Interactive Marketing.
This module discuss about Strategic Control, Strategic Control Process, Different Controlling Techniques, Operational Control-Budgeting, Scheduling, Key Success Factors, Benchmarking and Essentials of Effective Control System.
This Module Describe the Competition and Marketing View of Competition. It discuss about Generic Strategy, Common Requirement for Generic Strategies, Grand Strategy, Type of Grand Strategy, Growth Strategy, Concentration Strategies, Integration Strategy, Diversification Strategy, Mergers and Acquisition, Joint Ventures, Stability Strategy, Retrenchment and Portfolio Restructuring .
This Module describe in detail about Rural Marketing Overview, Rural Share in Stocks of Consumer Demand, Evolution of Rural Marketing, Rural Consumer Profile, Myth of Rural Marketing, Rural Market Attraction, Challenges and Constraint of Rural Marketing, 4 A’s of Rural Marketing, Buying Model for Rural Customer, Factor Affecting Rural Buying Behavior, Socio Cultural Factors, Technological Factors, Economical Factors, Political Factors, Buyer Characteristics such as Age and lifestyle, Occupation, Economic situation, Personality and Self Concept, Psychological factors, Degree of Buyer Involvement and Duplicate and look alike Product in rural marketing.
This module discuss in detail Business Environment Definition, Strategically Important Components, Components of External Environment, Political Environment, Economical Environment, Socio Cultural Environment, Technological Environment, Natural Environment, Legal Environment, Demographical Environment, Industry’s Dominant Economic Features, Competitive Analysis, Porter 5 Force Model, Sixth Force of Porter 5 Force Model, Strategic Group, Strategic Group Analysis, Analysis of Company’s Resources, Capability and Competitive Position, SWOT Analysis, TOWS Analysis, Internal Analysis Definition, Steps in Internal Analysis, Resource Audit, Value Chain Analysis, Building Core Competency, BCG Matrix and Approaches to Internal Analysis.
This Module talks and discuss about Consumer Market, Consumer buying and Industrial Buying, Types of consumers, Buyer behavior, Factor Influencing on buying behavior, Environmental Influence on buying process,Customer loyalty and Customer delight.
This Module cover Purpose of Sales Promotion, Sales Promotion Techniques, Personal selling, definition and features, Objective of personal selling, Features of salesmanship, AIDAS Formula, Qualities of good Salesman.
This module discuss the issue related to Strategic Formulation like Vision, Mission, policies ,objectives, goal , balance score card and strategic Intent
This Module explains Advertisement Definition, Concept, Features, Objective of Advertising, Purpose, Importance, Characteristics, Advertising Functions, Advertising and Marketing Management, Classification of Advertisement, Creation of Ads and Advertisement Industry in India.
This Module covers Definition,Relevance , Characteristics , Level, Approach of Strategic Management along with Strategic Management Model, Strategist and Pitfall in Strategic Management
This Presentation describes the fourth P of Marketing. The presentation discuss Promotion Definition, Integrated Marketing Communication Process, Promotion Mix, Marketing Communication, Marketing Communication Process, Objectives of Promotion, Advertising, Sales Promotion, Public Relation and Direct Marketing
This Presentation discuss the third element of Marketing Mix i.e. Place it addresses Type of Marketing Channels, Alternative Marketing Channels, Hybrid Marketing Channel, Primary Goods Channels and Channel Selection Strategy.
This Presentation discuss about Second Element of Marketing Mix i.e. Pricing. The module covers topic like Pricing Concepts, Pricing Definition, Role of Pricing Mix, Pricing Objectives, Pricing Methods, Importance of Pricing in Marketing and Factors Influencing/Affecting Pricing Decisions.
This presentation covers topic like Information Definition
Meaning of Information System
2.1 Component of Information System
2.2 Functional elements of Information System
2.3 Types of Information System
2.4 Application of Information System
2.5 Recognizing Information System
3. Information System and Society
3.1Information Society
3.2 Types of Information Society
4. Information System and Organization
4.1 ERP Information System in Organization
4.2Information System for a Business Organization.
5. Constraint and Limitation of Information System
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Solid waste management & Types of Basic civil Engineering notes by DJ Sir.pptxDenish Jangid
Solid waste management & Types of Basic civil Engineering notes by DJ Sir
Types of SWM
Liquid wastes
Gaseous wastes
Solid wastes.
CLASSIFICATION OF SOLID WASTE:
Based on their sources of origin
Based on physical nature
SYSTEMS FOR SOLID WASTE MANAGEMENT:
METHODS FOR DISPOSAL OF THE SOLID WASTE:
OPEN DUMPS:
LANDFILLS:
Sanitary landfills
COMPOSTING
Different stages of composting
VERMICOMPOSTING:
Vermicomposting process:
Encapsulation:
Incineration
MANAGEMENT OF SOLID WASTE:
Refuse
Reuse
Recycle
Reduce
FACTORS AFFECTING SOLID WASTE MANAGEMENT:
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Power-sharing Class 10 is a vital aspect of democratic governance. It refers to the distribution of power among different organs of government, levels of government, and social groups. This ensures that no single entity can control all aspects of governance, promoting stability and unity in a diverse society.
For more information, visit-www.vavaclasses.com
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Types of crm
1. Types of CRM
Prepared By
Jitendra Patel
Assistant Professor
Prestige Institute of
Management and Research,
Indore.
12/26/2020 1
Jitendra Patel, Assistant Professor, PIMR,
Indore
2. Module III
• Type of CRM
• The Strategic Framework for CRM
• Strategic CRM
• Analytical CRM
• Analytical CRM answers these questions
• Successful analytical CRM solution
• Benefits of Analytical CRM
• Case on Analytical CRM
• Collaborative CRM
• Case on Collaborative CRM
• Social CRM
• Types of Social Media
• Understanding Social CRM
• Difference Between Traditional and Social CRM
• Benefits of SCRM,
• Risk Associated with SCRM
• Steps towards effective SCRM
• Critical Success Factors for SCRM12/26/2020 2
Jitendra Patel, Assistant Professor, PIMR,
Indore
4. The strategic framework for CRM
12/26/2020 4
Jitendra Patel, Assistant Professor, PIMR,
Indore
5. Strategic CRM
• Strategic CRM is focused upon the development of a customer-
centric business culture.
• This culture is dedicated to winning and keeping customers by
creating and delivering value better than competitors.
• In a customer-centric culture you would expect resources to be
allocated where they would best enhance customer value, reward
systems to promote employee behaviours that enhance customer
satisfaction and retention, and customer information to be
collected, shared and applied across the business.
• 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.
• There is evidence that customer-centricity correlates strongly with
business performance
12/26/2020 5
Jitendra Patel, Assistant Professor, PIMR,
Indore
6. Analytical CRM
• Analytical CRM is concerned with capturing,
storing, extracting, integrating, processing,
interpreting, distributing, using and reporting
customer-related data to enhance both customer
and company value.
• Analytical CRM builds on the foundation of
customer-related information.
• Customer-related data may be found in
enterprise-wide repositories: sales data
(purchase history), financial data (payment
history, credit score), marketing data (campaign
response, loyalty scheme data) and service data.
12/26/2020 6
Jitendra Patel, Assistant Professor, PIMR,
Indore
7. • To these internal data can be added data from
external sources: geo-demographic and lifestyle
data from business intelligence.
• organizations, for example. With the application
of data mining tools, a company can then
interrogate these data.
• Analytical CRM has become an essential part of
many CRM implementations. Operational CRM
struggles to reach full effectiveness without
analytical information about customers.
12/26/2020 7
Jitendra Patel, Assistant Professor, PIMR,
Indore
8. Analytical CRM answers these
questions
1. Who are our most valuable customers?
2. Which customers have the highest propensity to
switch to competitors?
3. Which customers would be most likely to
respond to a particular offer?
4. Which customers shall we target with this offer?
5. What is the relative priority of customers
waiting on the line, and what level of service
should be offered?
6. Where should I focus my sales effort?
12/26/2020 8
Jitendra Patel, Assistant Professor, PIMR,
Indore
9. Analytical CRM
• Analytical CRM can lead companies to decide that
selling approaches should differ between
customer groups.
• Higher potential value customers may be offered
face-to-face selling;
• lower value customers may be contacted by
telesales.
• Furthermore, the content and style of customer
communications can be tailored, perhaps for a
particular segment, using customer analytics.
• This enhances the probability that a given offer
will be accepted by the customer
12/26/2020 9
Jitendra Patel, Assistant Professor, PIMR,
Indore
10. Analytical CRM
• From the customer’s point of view, analytical
CRM can deliver timely, customized, solutions
to the customer’s problems, thereby
enhancing customer satisfaction.
• From the company’s point of view, analytical
CRM offers the prospect of more powerful
cross-selling and up-selling programmes, and
more effective customer retention and
customer acquisition programmes.
12/26/2020 10
Jitendra Patel, Assistant Professor, PIMR,
Indore
11. Analytical CRM
• Widening the relationship with customers by
acquiring new and profitable customers.
• Lengthening the relationship with customers by
targeting existing resources and strengthening
the foundation of those relationships.
• -Deepening the relationship with customers by
transforming minor customers into highly
profitable ones. An additional step is increasing
the share of sales revenue (and hence the share
of wallet), or recognizing cross-selling or up-
selling opportunities with current customers and
making the right offers.
12/26/2020 11
Jitendra Patel, Assistant Professor, PIMR,
Indore
12. Analytical CRM
To widen the customer relationships, the firm should consider
the factors like :
• the kind of customers to be acquired
• the kind of customers who will drive the growth in future
and
• the type of new customers, who are likely to be interested
in the firm‘s products.
To lengthen the customer relationships, a firm needs to
answer following questions:
• Which customers in particular it want to keep?
• Which customers will drive most of the profits?
• Which customers might switch to the competitors and
why?
• Which customers are dissatisfied with the services and
products of the firm?
12/26/2020 12
Jitendra Patel, Assistant Professor, PIMR,
Indore
13. Successful analytical CRM solution:
• Capturing all relevant customer information from
different sources, channels, and touch-points and
then integrating it into a customer knowledge
base with a 360° view.
• Applying a comprehensive set of analytical
methods to measure and optimize customer
relationships and answering all relevant business
questions.
• Deploying analytical results to improve the CRM
processes, interactions with customers, and
business planning with customers.
• Integrating customer value with shareholder
value and strategic enterprise management.12/26/2020 13
Jitendra Patel, Assistant Professor, PIMR,
Indore
14. Benefits of Analytical CRM
• Acquire new profitable customers.
• Improve the firm‘s relationships with
existing customers by addressing
their individual needs.
• Optimize cross-selling and up-selling
opportunities.
• Improve customer loyalty and reduce
customers' propensity to churn.12/26/2020 14
Jitendra Patel, Assistant Professor, PIMR,
Indore
15. Benefits of Analytical CRM
• Aim the firm‘s resources at high-value customers
and build more profitable customer relationships
by:
• Targeting the investments in marketing, sales,
and service.
• Directing firm‘s attention and services more
effectively toward such customers.
• Forcing internal efficiencies and process
improvements.
• Automate and personalize customer interactions
based on sound customer knowledge.
• Integrate the firm‘s overall strategies with its
strategies in marketing, sales and service.
12/26/2020 15
Jitendra Patel, Assistant Professor, PIMR,
Indore
16. Case on Analytical CRM
12/26/2020 16
Jitendra Patel, Assistant Professor, PIMR,
Indore
17. Collaborative CRM
• Collaborative CRM is the term used to describe
the strategic and tactical alignment of normally
separate enterprises in the supply chain for the
more profitable identification, attraction,
retention and development of customers.
For example,
• manufacturers of consumer goods and retailers
can align their people, processes and
technologies to serve shoppers more efficiently
and effectively. They employ practices such as co-
marketing, category management, collaborative
forecasting, joint new product development and
joint market research.
12/26/2020 17
Jitendra Patel, Assistant Professor, PIMR,
Indore
18. Collaborative CRM
• Collaborative CRM uses CRM technologies to communicate
and transact across organizational boundaries.
• The term is usually applied to more recent technologies such
as electronic data interchange (EDI),portals, e-business, voice
over internet protocol (VoIP), conferencing, chat rooms, web
forums and e-mail.
• These technologies allow data and voice communication
between companies and their business partners or customers.
• Collaborative CRM enables separate organizations to align
their efforts to service customers more effectively. It allows
valuable information to be shared along the supply chain
12/26/2020 18
Jitendra Patel, Assistant Professor, PIMR,
Indore
19. Collaborative CRM
• Some CRM technology vendors have developed
partner relationship management (PRM)
applications that enable companies to manage
complex partner or channel ecosystems and
reduce the costs of partner or channel
management.
• PRM applications are often used to manage
partner promotions. A manufacturer of consumer
goods might have a dozen or more different
cooperative advertising programmes running
simultaneously.
• PRM allows companies to manage the
distribution of funds, plan and control
promotions and measure outcomes
12/26/2020 19
Jitendra Patel, Assistant Professor, PIMR,
Indore
20. • Collaborative filtering : Collaborative filtering
is the method of making automatic
predictions (filtering) about the interests of a
user by collecting taste information from
many users (collaborating).
12/26/2020 20
Jitendra Patel, Assistant Professor, PIMR,
Indore
21. Case on Collaborative CRM
12/26/2020 21
Jitendra Patel, Assistant Professor, PIMR,
Indore
22. Social CRM
• Social CRM unites social media technology
with customer relationship management.
12/26/2020 22
Jitendra Patel, Assistant Professor, PIMR,
Indore
23. Types of Social Media
• Social Networks : These sites allow people to
build personal web pages and then connect with
friends to share content and communication.
• Blogs: Blogs are online Journals with entries
appearing with the most recent first. It is widely
and most commonly used social media tool by
organization to communicate and share relevant
information with customers.
• Wikis : These websites allows people to add
content to or edit the information on them, act
as communal document or database. The best-
known wiki is Wikipedia.
• Podcasts : Audio and Video files that are
available by subscription through services.12/26/2020 23
Jitendra Patel, Assistant Professor, PIMR,
Indore
24. Types of Social Media
• Forums : These are areas for online discussion,
often around specific topics and interests. They
are powerful and popular element of online
communication.
• Content communities: These communities
organize and share particular kind of content. Eg
are Flickr, Tublr and Youtube.
• Micro-blogging: Social networking combined
with bite-sized blogging, where small amounts of
content (‘updates’) are distributed online and
through the mobile phone network. Twitter is
leader in Micro-blogging and most commonly
used Micro-blogging site.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
25. Understanding Social CRM
• The way in which people communicate with
each other and with their favorite brands has
changed.
• Communication is more immediate, public
and distributed.
• Companies focus on improving and managing
the social customer experience, they need to
incorporate and involve their customer to co-
create social interactions with their CRM
strategies and processes.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
26. Understanding Social CRM
• The overall objectives of social CRM is to get
closer to the customers and provide a better
social customer experience.
• Companies seeking to build new social CRM
capabilities must adapt, augment and rethink
their product, channel and customer strategies
as well as their people skills.
• The key to successful social CRM effort lies in
extending traditional CRM Strategies and
Processes to company’s entire extended social
network.
• The overall purpose of social CRM is to drive
customer value.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
27. Difference Between Traditional and Social CRM.
Traditional CRM.
• Traditional CRM was
primarily leveraging on
customer information and
managing the customer.
• The traditional CRM helps
manage customer
relationships on large scale.
Social CRM
• Social CRM is concerned
with engaging the customer
rather than managing them.
• Social CRM helps in making
one to one conversation
with customers with tools
like Face book and Twitter
which was not possible in
traditional CRM.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
28. Difference Between Traditional and Social CRM.
Traditional CRM.
• Traditional CRM is
fundamental to driving
business performance.
• The knowledge that has
been gained on customer
behavior and attitudes will
help drive benefits through
the value chain.
Social CRM
• The Social CRM deals in
timely and relevant manner
that can deliver financial
benefits to the companies.
• The Social CRM benefits lies
in customer lifecycle,
acquisition, value
development and
managing cost.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
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29. Difference Between Traditional and Social CRM.
Traditional CRM.
• Traditional CRM about
traditional customer loyalty
program and customer
relationship management .
• The traditional CRM deals
with offline management of
customer and data
capturing.
Social CRM
• The Social CRM helps in
capturing the experiences
of the customers.
• The Social CRM helps in
building trust and
relationship with customer
by personally interacting
with millions of customer
across the globe.
•
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Jitendra Patel, Assistant Professor, PIMR,
Indore
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30. Benefits of SCRM
1. Affordable: Most of the social media sites
like Facebook, twitter, blogs, wikies are free
thus their efforts are much cheaper than
traditional media.
2. Targeted efforts by company: Another
benefit would be that an organization can
divert their marketing efforts towards
specific targeted segment, broaden the reach
to individual customers and offer them
customized services/products.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
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31. Benefits of SCRM
3. Help in shortening the sales cycle: Once the
prospects have been identified, it helps in
connecting with them directly. Thus avoiding
various issues related to time zone,
geographical barriers and schedule.
4. Increased trust and loyalty: The continuous
communication on social media helps in
gaining trust and loyalty of the customers.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
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32. Benefits of SCRM
• Information Processing: the social media
helps in giving various types of information to
the customer for him/her to analyze and take
decisions.
• Open Feedback Mechanism: The company
receives open feedback from the customers
which helps them in improving their products
and services.
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Indore
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33. Risk Associated with SCRM
• Social media is very unpredictable
• It allows both customers and critics to comment at
times.
• The customers and prospect can be the part of
negative comments and complaints.
• The customer wants their problems to resolve earliest
• The reliability of social media metrics is also
questionable.
• The information shared on would leak to the
competitor.
• It is difficult to justify the investment for social media.
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Jitendra Patel, Assistant Professor, PIMR,
Indore
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34. Steps towards effective SCRM
1. Aligning objectives.
2. Innovative Technology
3. Integrate SCRM with Contact Centre
4. A 360-degree view
5. Insight Analysis.
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Indore
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35. Critical Success Factors for SCRM.
• Find your customers
• Learn the language
• Listen
• Engage
• Make use of what you learn.
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Indore
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36. Reference
• Alok Kumar, Chhabi Sinha and Rakesh Sharma ‘Customer Relationship
Management Concept & Application’ Biztanra, New Delhi. 2018.
• Antony Lawerence, Customer Relationship Management, Himalaya Publishing
House, 2010.
• Boone and Kurtz , Contemporary Marketing, 16th edition, Cengage Learning, 2014
• Buttle, F. “Relationship Management Concepts and Technologies” Second edition,
Elsevier, Burlington, MA Great Britain (2009)
• Mallika Srivastava ‘Customer Relationship Management ‘ Vikas Publication
,Noida UP India .2016.
• Payne, A. “HANDBOOK OF CRM: Achieving Excellence in Customer Management”
Elsevier, Burlington, MA Great Britain (2005)
• Philip Kotler and Gary Armstrong “Principles of Marketing”, New Delhi, Prentice
Hall of India, 15th Edition, 2013.
• Philip Kotler, Kelvin Lane, Keller, Abraham Koshi, Mitihlesh Jha, Principles of
Marketing Management, South Asian Perspective, Pearson Education, 14th Edition
2011.
• Shainesh,G Sneth and Jagdish N, Customer Relationship Management, MacMillan
India Ltd,2005
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Indore
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