Customer Relationship Management Sesion 1

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Peter Drucker said “The purpose of a business is to create customers”, showing the importance of keeping customers and maintaining a deep relationship with them. Customer Relationship Management (CRM) is the strategy and the tool to ensure that you FengShui customers’ experience and they become and remain loyal. Through your CRM system, you understand your customers and even anticipate the changes in your market, whether your customers are internal or external, consumers or businesses, whether they connect with you electronically or face to face, from across the globe or across town, or whether your customers are patients, members or citizens. In this course, we will review different CRM strategies and technologies, pointing out the importance of leadership, processes and persons. Through case studies, we will gain experience in CRM critical success factors, what data needs to be collected, how data can be translated into information, customer intelligence and how that information can be shared across the organization;we will see its relationship to e-business, knowledge management, ERP and other information systems; we will review some technological platforms; andin sum, we will understand the evolution from a product-centric orientation to a customer-centric approach in the XXI century.

SESSION 1. Customer Relationship Management is not an optionP.C.: Canyon Ranch (HBS 9-805-027)This case study evaluates the potentials of customer relationship management (CRM) to inject new lifeblood into a business, providing the basis for discussing the notion of CRM. It shows the power of data and data analysis. SESSION 2. Developing a CRM StrategyP.C.: Grey Worldwide: Strategic Repositioning Through CRM (Asian C. HKU164)This case study analyses how a CRM strategy can be used as a very powerful tool to avoiding having to compete on cost and can support a differentiation strategy. Grey Hong Kong and China, in the media and communication market, needs to reposition its services in the growing Asian market. Brand building through knowledge about the customer and constant dialog are the key elements of its CRM strategy. SESSION 3. The CRM cycleP.C.: IIF AND QUATEAMS CREATING A CUSTOM CRM (Ivey 904E30)This case study introduces an organization in the international financial industry. IIF provides a continuous flow of information and analysis to financial institutions through meetings, published reports and a website. The CRM needs assessment detects three priority areas: membership management, events management and payment processing. The proposed system will be analyzed and the implementation process discussed. SESSION 4. CRM implementationP.C.: Bancaja A (HBS 9-107-055)This case study shows a real CRM technology implementation. Bancaja, savings bank and financial institution decides to start a customer analytics initiative after a set of acquisitions, a new strategic plan and a new business vision, aiming at saving costs and the segmentation of its commercial actions. The CRM initiative is implemented for the design of an optimal revolving credit card in the Spanish market and explores bottlenecks related to integration with legacy systems, acquisition of data and ethical considerations.

SESSION 5. Data mining and data warehousingT.N.: Diamonds in the Data Mine (HBR R0305H)P.C.: Bancaja B (HBS 9-107-066)Using the same background information of Bancaja, this case study reviews a customer intelligence project where conjoint analysis and mini-campaigns are considered in a complementary manner. It introduces the expenses involved in campaigns, the selection of target populations and the validation of ownership models. The model aims at indicating a set of customers with greatest propensity to buy actually, responding at higher rates. It reviews the role and benefits of predictive modeling and the identification of best targets. SESSION 6. CRM, Innovation and Return on InvestmentP.C.: ROI for a Customer Relationship Management Initiative at GST (Kellog KEL232)This case study discusses a ROI initiative to calculate marketing investment in the telecommunications industry. It focuses on measuring CRM analytical initiatives, datawarehouses and data accuracy. SESSION 7. Integrating CRM with e-business, ERP, Supply Management, Knowledge Management and other information systemsP.C.: Quest Foods Asia Pacific and the CRM initiative. (Ivey 901M11)This case study shows the relationship between CRM, BPR, knowledge management, the Extranet and other information systems within a company. Quest Food Asia Pacific creates flavors and textures for food and beverage companies. To achieve certain growth in the Asia Pacific market, this company decides to move to next phase of e-business – full interactivity. SESSION 8. CRM Change ManagementP.C.: Evergreen Investments: Mobile CRM (A) (HBS 9-605-057)This case study analyses opportunities and risks of migrating from a CRM system based on mobile phone and laptop to a mobile CRM system using Blackberry. Evergreen Investments is a mutual fund company whose customers are institutional investors (“wholesellers”) and investment professionals but not individuals. Such wholesellers need to be managed with very accurate information.

SESSION 9. CRM Change Management (II)P.C.: Evergreen Investments: Mobile CRM (B) (HBS 9-605-058)Using the same company, this case study analyses the type of organizational culture that a mobile CRM system can create, as well as success factors and further opportunities for innovation. SESSION 10. Success Factors in CRM implementationDoc.: “CRM Done right” (HBR R0411H)P.C.: Best Buy Co., Inc.: Customer-Centricity (HBS 9-506-055)This case study describes Customer-Centricity as a particular business model. Best Buy is a retailer of consumer electronics, home-office products, and related services. SESSION 11. The way forward: Business IntelligenceP.C.: Business Intelligence Software at SYSCO (HBS 9-604-080)This case study helps wrap-up issues related to selection, use and benefit of an enterprise-level business intelligence (BI) system. For SYSCO, a food service company, BI is a technology intended to provide superior monitoring and analysis capabilities. SESSION 12. GroupPresentations.

Students are expected to attend every class and to participate in class discussions. Class participation grades are based on three aspects: your attendance in class, your contributions to class discussions and contributions in forums and blogs of the class. Contributions to discussions must focus on quality, not quantity. Students also write two short reports, one page each, assessing the CRM strategy in two of the case studies. Students can select the cases according to their interests and particular knowledge on a specific industry. Write-ups must be submitted before the beginning of the related session. Every group will prepare a presentation for last session and a report. There are two options: (a) CRM strategy in a specific organization (data may be difficult to obtain without relevant contacts and/or experience in the organization); (b) Potentials of a particular CRM strategy applied to a given organization (preferably a well-known sector or area of interest). In both cases, focus must be in contributing personal ideas and value judgements (rightness, wrongness or usefulness based on a personal view). Additional individual and group activities such as current topic reports will be part of final grading.

Describe the industryDescribe CR positionWhat is the competitive advantage? The health and healing department integratedWhat is the image in the market?Operationalize the slogan: CR is a different experience for each customer

Three revenue generating departments: Health and Healing, Hotel and Spa. What is the business model? (BCG)How to maintain uniqueness and avoid competition?How to create demand for return visits to health and healing?Should increase personalization?Marketing: word of mouthreferal business20% travel agenciesIncreasing direct marketing over email and webIT readiness? YesIT infrastructure is enabling CRM?Property Management System CLS?Scheduling System?Guestware?Are applications integrated?

Theoretical because it is maximum in the industry, not actualHigh groceries low houses or carsCustomizability gasoline low cruise high

How do you judge their current use of CRM concepts?Personalization is only array of servicesNo scheduling

What should CR strategy look like? website enhancements: personalized diets or exercise regimes, online tools to chart progress—weight loss, exercise and reps completed—or to input medical data—blood pressure, resource centers such as medical databases, access to a Canyon Ranch professional or a support group through chat, rooms, bulletin boards, or phone callsuse the web to prebook services: if strategies not directly impacting customers, “what advantages to CR do these initives yield?” alternatives:data miningcalculate lifetime value of customertiering system (higher value guests) Two classes of initiatives:guest experience (ie, customer facing initiaves)data analysis and makketing (ie inward facing initiatives)

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Customer Relationship Management Sesion 1 - Presentation Transcript

Session #1. Manuel Rincon
CUSTOMER MANAGEMENT: CRM AND BUSINESS INTELLIGENCE
Objectives
Review CRM strategies and technologies
Understand data and information flows
Explore integration with other information systems
Review some technological platforms
Discuss the customer centric approach
1
2
3
4
CRM is not an option
Developing a CRM strategy
The CRM cycle
CRM implementation
Learning flow
Learning Flow II
5
6
7
8
Data mining and data warehousing
CRM, Innovation and ROI
Integrating CRM
CRM Change Management
Learning Flow III
9
10
11
12
CRM Change Management II
Success Factor in CRM implmntn
Business Intelligence
Group Presentations
Evaluation
Bibliography
Customer Relationship Management - Mcgraw Hill - 2003
Mckinsey Quarterly 2002 n2 - Emerging Marketing CRM
CRM Peoplesoft
CRM SAP
CRM Microsoft Dynamics
CRM Return On Investment ROI - Payback or Backfire, Returns or Reruns [Gartner]
Data Mining Techniques For Marketing, Sales, And Crm. Wiley - 2004
Integrating ERP, CRM, Supply Chain Management, and Smart Materials - AUERBACH-2001- [0849310768]
http://library.ie.edu
Gartner
What is CRM?
CRM today is about keeping the old-time spirit of customer connection even when you can’t shake every hand.
“CRM aims at ensuring that customers become and remain loyal”
What is a customer?
External customers: Those outside the organization who buy the goods and services the organization sells.
Internal customers: A way of defining another group inside the organization whose work depends on the work of your group. They are your “customers.” It’s your responsibility to deliver what they need so they can do their jobs properly
consumers or businesses,
connect electronically or face to face,
from across the globe or across town.
What is a customer? II
Patients are customers too?
And citizens?
Public sector and non-profit organizations prefer the word “member” or “citizen”. When tax revenue, donations, or grants are operating capital “patronage” or “support” instead of “sales.”
The point is still the same: must add value to the individuals and organizations that use your services, buy your products and support you financially.
Another definition
“FengShui the Experience”
FengShui translates as “the way of wind and water,” the ancient Chinese practice of analyzing the building, environment, people, and time in order to create maximum harmony, health, prosperity, and beauty.
FengShui the customer experience by looking at ways to increase ease of access, flow of process, and the aesthetics of the setting.
Canyon Ranch
The Canyon Ranch case tells the story of a dominant firm faced with the challenge of remaining on top of its industry in the face of increasing competition.
There is a need to inject new lifeblood into a successful business.
Questions:
Should Canyon Ranch engage in a personalization and CRM strategy? Why?
What should CR strategy look like? Focus on CR in the Berkshires
Is the proposed CRM strategy sustainable? What can CR do to increase its potential for sustainability?
Customer Data Strategic Matrix
Where is Canyon Ranch?
Customer Data Strategic Matrix
Does a CRM Strategy fit with Canyon Ranch Overall Positioning?
Questions:
Should Canyon Ranch engage in a personalization and CRM strategy? Why?
What should CR strategy look like? Focus on CR in the Berkshires
Is the proposed CRM strategy sustainable? What can CR do to increase its potential for sustainability?
Thank You !