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  1. 1. A A MAJOR RESEARCH PROJECT ON “CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS IN TELESHOPPING INDUSTRY” For Partial Fulfillment Of the Requirement for the Degree of BBA (E-Com) Batch – 2009 – 2012 Submitted by: Guided by: SHRIYANSH RAJ GUPTA Mrs. SONA FATING MBA{e-COMMERCE} 5yrs. VI-SEM
  2. 2. CERTIFICATE This is to certify that the research work entitled “CUSTOMER RELATIONSHIP MANAGEMENT IN TELESHOPPING INDUSTRY” has been carried by SHRIYANSH RAJ GUPTA under my guidance and supervision. I also certify that the research carried out is an original work of the candidate. Ms SONA FATING FACULTY, IMS-DAVV INDORE
  3. 3. ACKNOWLEDGEMENT Many have contributed to the successful completion of this project, I would like to place on record my grateful thanks to each one of them, and the report would be incomplete without giving due credit to them I feel extremely exhilarated to have completed this project under the able guidance of Ms SONA FATING (faculty IMS). His guidance and timely encouragement has infused courage in me to complete the work successfully. I would also like to thank Mr. LOKENDRA PATIDAR (IT head, World Class Services pvt. Ltd.) And other officials of WCS who helped me in completion of this research project, and giving me theirprecious time and cooperation. SHRIYANSH RAJ GUPTA MBA {e-COMMERCE}5yrs 6TH SEM. 2011-2012
  4. 4. EXECUTIVE SUMMARY/INTRODUCTION Customer relationship management (CRM) is a widely implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy. Teleshopping is direct response television commercials that offers product for direct sale to consumer via response through the web, by phone, or by mail. There are long-form infomercials, which are typically between 15 and 30 minutes in length, and short-form infomercials, which are typically 30 seconds to 120 seconds in length, are also known as paid programming (or Infomercials in Europe). Teleshopping is a name for Direct Response Television Shopping (DRTV).Other being catalogue, letters, brochures, etc. The “CRM SYSTEM IN TELESHOPPING INDUSTRY” is designed as a generalized package for storing information and monitoring activities. The system facilitates recording and monitoring all customer activities oriented towards end user satisfaction. This is achieved through user friendly interface, fast and timely retrieval of data and generation of various useful reports. In teleshopping industry there is no actual face to face contact between seller and customer. It’s the responsibility of CRM to maintain relationship integrity with customer by tracking his every update fromstartto end. Following project report evaluates various aspects and issues of implementing successfully a CRM in teleshopping firm (with reference to ‘world class services, it studies its key features and suggestions for further development. Research involves co-relation between its performance before and after implementation of CRM.
  5. 5. Objective The “CRM SYSTEM IN TELESHOPPING INDUSTRY” is designed as a generalized package for storinginformation and monitoringactivities. The system facilitates recording and monitoring all customer activities oriented towards end user satisfaction. This is achieved through user friendly interface, fast and timely retrieval of data and generation of varioususefulreports. In teleshopping industry there is no actual face to face contact between seller and customer. It’s the responsibility of CRM to maintain relationship integrity with customer by tracking his every updatefrom start to end. Following project report evaluates various aspects and issues of implementing successfully a CRM in teleshopping firm (with reference to ‘world class services, it studies its key features and suggestions for further development. Research involves co-relation between its performance before and after implementationof CRM. Research Methodology  Methodology  Data CollectionMethod  Time limit  Methodology This chapter examines the various methodologies available for the work to be completed. These deals with the methods available for collecting and gathering the needed data as well as the methods available for analyzing and interpreting the various data into the needed information.
  6. 6. Following project report uses case study(explanatory) method for fulfilment of research study. Since project is being developed on the study of specified firm “WCS pvt. ltd”, it uses the secondary data available by firm.  Data CollectionMethod Secondary data source: Secondary data are those data which have already been collected by someoneelse and which have already been used as per required. There are basically two sourcesto collect secondary data a) Internally: Provided by the company/organization b) Externally: Various publication of central, state and local Government.  Books, magazines, newspapers  Internet After only keeping in mind that mine research is specific firm oriented, it was preferred to use secondary data from the firm and other secondary sources .
  7. 7. DECLARATION I hereby declare that the project entitled “CUSTOMER RELATIONSHIP MANAGEMENT IN TELESHOPPING INDUSTRY” is my original research work conducted under the supervision of ‘Ms. SONA FATING (faculty-IMS, DAVVIndore) SHRIYANSH RAJGUPTA MBA (E-COMMERCE) 5YRS.VI-SEM
  8. 8. CONTENTS 1. Teleshopping  Teleshopping in India  Developments in 1990’s  Strategic orientation  Problems faced by teleshopping industry  Measures taken  Potential of growth in future 2. Customer relationshipmanagement  Benefits  Challenges  Types and variations  Strategy  Implementation and adoption issues  Statistics and market trends in CRM  Impact of e-commerce on CRM  e-CRM(analysis) 3. The worldclass services(WCS)  Introduction  Strategic orientation  Products it offer  Working mechanism  Organizational structure 4. WCS & CRM  Major reasons for shift towards CRM  Area of CRM activities  Implementation issues  How did they overcame these issues  Interview of IT head of the company  Comparative performance post CRMimplementation 5. Conclusions 6. Limitations 7. Bibliography
  9. 9. TELESHOPPING The concept of teleshopping originated in US in mid 1980s to offer the products which are not available in the retail market. It received lukewarm response in its early years but in the mid 1990s, it started gaining popularity. In 2000, the teleshopping market in the US was valued at $2 billion dollars. It was not as successful in the other parts of the world as it was in the US because of several problems. In late 1990s it picked up momentum due to change in lifestyle and improvement in standard of living. By 2001, the total teleshopping market in the world amounted to $5 billion. Major Teleshopping Networks COUNTRY Major teleshopping networks in various countries US Home shopping network ,QVC, Telebrands ,TSN Japan Shop Channel Europe TV-SHOP Australia TVSN China China shopping network INDIA Telebrands(India),Asian Sky Shop
  10. 10. Teleshopping inIndia It became operational in mid 1990s in India. With Basic Concept You should be offering what is not available in retail market. Major players were Telebrand & ASK (Asian sky shop). But it grew at a very slow rate due to following reasons:-  Lack of education and awareness.  Low standard of living.  Low rate of women employment.  Low penetration of TV. Another major problem was the entry of local players. They provided the intimated products not only at cheaper price but also the facility of personally touch and appraise them. The difference in culture and language also posed problems. Another major problem was growing criticism for some of its product that claimed to do seemingly impossible task for consumer. The need for continuous innovation in the products also became a challenge for them. During early 1990s Indian laws prohibited customers to import products, without acquiring prior permission from the regulating authorities. The main reason for the evolution of teleshopping in India was the restrictions imposed by the RBI. The laws prohibited customer to import products and repatriation of money without the prior permission of RBI. During the mid- 1990s, Telebrand India, a 100% subsidiary of Telebrand Corp, pioneered the concept of teleshopping in India.
  11. 11. In mid-1995, TSN (another major US-based teleshopping network) and Asian Sky Shop (ASK) which was founded in 1984, headquartered in Mumbai, owned by the media giant-zee, also entered the market. The other major players in the Indian Teleshopping market were TVC, TSNM and Star Warnaco. Major players in India All these networks adoptedthe following (DEVELOPMENTS During late 1990s ):  Buying time slots on popular channels that had high penetration and enjoyed good viewership among the target customers.  Providing a special product code for every product and displaying it along with its price.
  12. 12.  Setting up call centers in various cities, on the basis of the scale of operations and the extent of penetration expected.  Providing viewers with telephone numbers of these call centers and asking them to call their nearestcall centers for further queries.  Teleshopping companies targeted segment premium-end TV viewers, with high purchasing power which mainly nuclear families were pursuing career.  Offered value for money products such as electronic goods, fitness devices, home appliances and toys.  The joint families gaveway to nuclear families.  The networks decided to target the premium end TV viewers with high purchasing powers.  New products were introduced constantly to attract customer attention.  Now they started using infomercials developed in studios & featured well known personalities such as former film & TV stars.  The special attention was given pricing strategies as they were broughtdown to make the products moreaffordable.  Focused on franchisebaseacross the country.  Started accepting credit cards to encourage customers to respond to their offers.
  13. 13. STRATEGIES FOLLOWED BY MAJOR TELESHOPPING NETWORKS IN INDIA WITH SPECIFIC REFERENCE TO EACH ELEMENT OF THE MARKETING MIX Product: Main products are utility product- fitness devices, healthcare/auto care, household appliances etc. & value expressive products-jewellery, apparels & home décor. Strategy: The teleshopping networks more focused on offering innovative & value for money products, which are not available in the markets otherwise. New products were introduced constantly to attract customer attention and ward off competition. Price:The price of the productin the late 90s was as low as 5003, targeting to upper classes. Strategy: the teleshopping networks competed with each other & with local players by offering the same benefits at the lower price. The price of the articles offered ranged between Rs.200 to Rs 12000, with majority of the products falling in the 1000-5000 range. Place: Initially they have zero distribution channels i.e. they are selling directly to the customers. Strategy: With the entry of local players they have changed their strategy & focused on strengthening the franchises base across the country. Telebrands India extended its network to over 90 cities across the country while ASK extended to 60 cities across the country. Promotion:Dubbed versions of infomercials wereused in the early years. Strategy: As the product range expanded to include domestic product as well the networks developed infomercials in India. These infomercial featured well known film/ TV stars. The network also offers early bird prices, price reduction, money return offers, accessories etc.
  14. 14. PROBLEMS FACED BY TELESHOPPING NETWORKS IN INDIA  Lack of education & awareness among people.  Lower rate of women employment.  Low penetration of TV/telephones.  Another major problemfaced by them was “feel & touch” factor.  Entry of local players.  Cultural & language differences as they show the dubbed infomercials into regional languages AND Criticismof infomercials .  Another was growing criticismfor some of its products.  They focused mainly on metro & B-class cities neglecting towns & semi-ruralareas.  Imitation products  Higher prices  Limited reach of products
  15. 15. MEASURES TO BE TAKEN  Opening of retail outlets in major cities  Keep in mind whatcustomer wants  Introducing innovativeproducts  Online shopping  Effective payment system  The courier and the distribution network should be highly effective.  Gift offers and discounts  Air time (repetitive presentation of product during peak and slack hours on TV)  The price of the product should ideally be above Rs. 500 and below Rs. 15000  These products should requireminimum after sale services.
  16. 16. POTENTIAL TO GROW IN THE FUTURE  DESPITETHEABOVEPROBLEMS THE TELESHOPPING MARKETWAS BELIEVED TO HAVEA LOT OF POTENTIAL ININDIA WITH THEFACTS :-  Emergence of nuclear families and convenience- seeking people and middle class population.  Standard of living also improved and people became receptive towards trying out innovative products and concepts.  Since global teleshopping networks proved to be a huge success, there seemed to be a strong possibility of being successfulin India also.  Offering online shopping services through special retail outlets.  Market growth – Rs 250 crorein 10 years, Projected to double in next 10 years.
  17. 17. CUSTOMER RELATIONSHIP MANAGEMENT Customer relationship management (CRM) is a widely implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy. Benefits of Customer Relationship Management A Customer Relationship Management system may be chosen because it is thought to providethe following advantages:  reduced costs, because the right things are being done (ie., effective and efficient operation)  increased customer satisfaction, because they are getting exactly what they want (ie. meeting and exceeding expectations)  ensuring that the focus of the organisation is external  growth in numbers of customers  maximisation of opportunities (eg. increased services, referrals, etc.)  increased access to a sourceof market and competitor information  highlighting poor operational processes  long term profitability and sustainability.  Better stand against global competition.
  18. 18. Challenges Successful development, implementation, use and support of customer relationship management systems can provide a significant advantage to the user, but often there are obstacles that obstruct the user from using the system to its full potential. Instances of a CRM attempting to contain a large, complex group of data can become cumbersome and difficult to understand for ill-trained users. The lack of senior management sponsorship can also hinder the success of a new CRM system. Stakeholders must be identified early in the process and a full commitment is needed from all executives before beginning the conversion. Additionally, an interface that is difficult to navigate or understand can hinder the CRM’s effectiveness, causing users to pick and choose which areas of the system to be used, while others may be pushed aside. This fragmented implementation can cause inherent challenges, as only certain parts are used and the systemis not fully functional. The increased use of customer relationship management software has also led to an industry-wide shift in evaluating the role of the developer in designing and maintaining its software. Companies are urged to consider the overall impact of a viable CRM software suite and the potential for good or bad in its use. 1.Complexity Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to simple CRM solutions which focused on monitoring and recording interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself. Next came the advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered as on-premises software that companies purchase and run on their own ITinfrastructure.
  19. 19. 2.Poor usability One of the largest challenges that customer relationship management systems face is poor usability. With a difficult interface for a user to navigate, implementation can be fragmented or not entirely complete. The importance of usability in a system has developed over time. Customers are likely not as patient to work through malfunctions or gaps in user safety,and there is an expectation that the usability of systems should be somewhat intuitive: “it helps make the machine an extension of the way I think — not how it wants me to think.” An intuitive design can prove most effective in developing the content and layout of a customer relationship management system. Two 2008 case studies show that the layout of a system provides a strong correlation to the ease of use for a system and that it proved more beneficial for the design to focus on presenting information in a way that reflected the most important goals and tasks of the user, rather than the structure of the organization. This “ease of service” is paramountfor developing a systemthat is usable. In many cases, the growth of capabilities and complexities of systems has hampered the usability of a customer relationship management system. An overly complex computer system can result in an equally complex and non- friendly user interface, thus not allowing the system to work as fully intended. This bloated software can appear sluggish and/or overwhelming to the user, keeping the system from full use and potential. A series of 1998 research indicates that each item added to an information display can significantly affect the overallexperience of the user.
  20. 20. 3.Fragmentation Often, poor usability can lead to implementations that are fragmented — isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: [siloed thinking] and decision processes frequently lead to separate and incompatible systems, and dysfunctionalprocesses. A fragmented implementation can negate any financial benefit associated with a customer relationship management system, as companies choose not to use all the associated features factored when justifying the investment. Instead, it is important that support for the CRM system is companywide. The challenge of fragmented implementations may be mitigated with improvements in late- generation CRM systems. 4.Business reputation Building and maintaining a strong business reputation has become increasingly challenging. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of the world in the era of the social customer; in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mindset in an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer experience for good or ill. Even one unhappy customer can deliver a body blow to a business. Some developments and shifts have made companies more conscious of the life-cycle of a customer relationship management system. Companies now consider the possibility of brand loyalty and persistence of its users to purchaseupdates, upgrades and future editions of software. Additionally, CRM systems face the challenge of producing viable financial profits, with a 2002 study suggesting that less than half of CRM projects are expected to provide a significant return on investment. Poor usability and low usage rates lead many companies to indicate that it was difficult to justify investment in the softwarewithoutthe potential for more tangible gains.
  21. 21. 5.Security concerns A large challenge faced by developers and users is found in striking a balance between ease of use in the CRM interface and suitable and acceptable security measures and features. Corporations investing in CRM software do so expecting a relative ease of use while also requiring that customer and other sensitive data remain secure. This balance can be difficult, as many believe that improvements in security come at the expense of systemusability. Research and study show the importance of designing and developing technology that balances a positive user interface with security features that meet industry and corporate standards. A 2002 study shows, however, that security and usability can coexist harmoniously. In many ways, a secure CRM systemcan become more usable. Researchers have argued that, in most cases, security breaches are the result of user-error (such as unintentionally downloading and executing a computer virus). In these events, the computer system acted as it should in identifying a file and then, following the user’s orders to execute the file, exposed the computer and network to a harmful virus. Researchers argue that a more usable system creates less confusion and lessens the amount of potentially harmfulerrors, in turn creating a more secureand stable CRM system. Technical writers can play a large role in developing customer relationship management systems that are secure and easy to use. A series of 2008 research shows that CRM systems, among others, need to be more open to flexibility of technical writers, allowing these professionals to become content builders. These professionals can then gather information and use it at their preference, developing a system that allows users to easily access desired information and is secureand trusted by its users.
  22. 22. Types/variations 1.Sales force automation Sales force automation (SFA) involves using software to streamline all phases of the sales process, minimizing the time that sales representatives need to spend on each phase. This allows a business to use fewer sales representatives to manage their clients. At the core of SFA is a contact management system for tracking and recording every stage in the sales process for each prospective client, from initial contact to final disposition. Many SFA applications also include insights into opportunities, territories, sales forecasts and workflow automation, quote generation 2.Marketing CRM systems for marketing help the enterprise identify and target potential clients and generate leads for the sales team. A key marketing capability is tracking and measuring multichannel campaigns, including email, search, social media, telephone and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Alternatively, Prospect Relationship Management (PRM) solutions offer to track customer behaviour and nurture them from first contact to sale, often cutting out the active sales process altogether. In a web-focused marketing CRM solution, organizations create and track specific web activities that help develop the client relationship. These activities may include such activities as free downloads, online video content, and online web presentations. 3.Customer serviceandsupport CRM software provides a business with the ability to create, assign and manage requests made by customers. An example would be Call Center software which helps to direct a customer to the agent who can best help them with their current problem. Recognizing that this type of service is an important factor in attracting and retaining customers, organizations are increasingly turning to technology to help them improve their clients’ experience while aiming to increaseefficiency and minimize costs.
  23. 23. CRM software can also be used to identify and reward loyal customers which in turn will help customer retention. Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solveclient problems. 4.Appointment Creating and scheduling appointments with customers is a central activity of most customer oriented businesses. Sales, customer support, and service personnel regularly spend a portion of their time getting in touch with customers and prospects through a variety of means to agree on a time and place for meeting for a sales conversation or to deliver customer service. Appointment CRM is a relatively new CRM platform category in which an automated system is used to offer a suite of suitable appointment times to a customer via e-mail or through a web site. An automated process is used to schedule and confirm the appointment, and place it on the appropriate person's calendar. Appointment CRM systems can be an origination point for a sales lead and are generally integrated with sales and marketing CRM systems to capture and storethe interaction. 5.Analytics Relevant analytics capabilities are often interwoven into applications for sales, marketing, and service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence. Sales analytics let companies monitor and understand client actions and preferences, through sales forecasting and data quality. Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaigns. Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating “buy signals,” marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess thevalue of multi-faceted programs as a whole.
  24. 24. These types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other service and support channels, in order to correct problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, servicequality, agent performance, and the frequency of various issues. 6.Integrated/collaborative Departments within enterprises — especially large enterprises — tend to function with little collaboration. More recently, the development and adoption of these tools and services have fostered greater fluidity and cooperation among sales, service, and marketing. This finds expression in the concept of collaborative systems that use technology to build bridges between departments. For example, feedback from a technical support center can enlighten marketers about specific services and product features clients are asking for. Reps, in their turn, want to be able to pursue these opportunities without the burden of re-entering records and contact data into a separate SFA system. 7.Small business For small business, basic client service can be accomplished by a contact manager system: an integrated solution that lets organizations and individuals efficiently track and record interactions, including emails, documents, jobs, faxes, scheduling, and more. These tools usually focus on accounts rather than on individual contacts. They also generally include opportunity insight for tracking sales pipelines plus added functionality for marketing and service. As with larger enterprises, small businesses are finding value in online solutions, especially for mobile and telecommuting workers. 8.Social media Social media sites like Twitter, LinkedIn, Facebook and Google Plus are amplifying the voice of people in the marketplace and are having profound and far-reaching effects on the ways in which people buy.
  25. 25. Customers can now research companies online and then ask for recommendations through social media channels, as well as share opinions and experiences on companies, products and services. As social media is not as widely moderated or censored as mainstream media, individuals can say anything they want about a company or brand, positiveor negative. Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. Social media promoters cite a number of business advantages, such as using online communities as a source of high-quality leads and a vehicle for crowd sourcing solutions to client-support problems. Companies can also leverage client stated habits and preferences to "Hypertargeting" their sales and marketing communications. Some analysts take the view that business-to-business marketers should proceed cautiously when weaving social media into their business processes. These observers recommend careful market research to determine if and where the phenomenon can provide measurable benefits for client interactions, sales and support. It is stated that people feel their interactions are peer-to-peer between them and their contacts, and resent company involvement, sometimes responding with negatives about that company. 9.Non-profit andmembership-based Systems for non-profit and membership-based organizations help track constituents and their involvement in the organization. Capabilities typically include tracking the following: fund-raising, demographics, membership levels, membership directories, volunteering and communications with individuals. 10.Horizontal Vs. Vertical Horizontal CRM manufacturers offer the same non-specialized base product across all industries. They tend to be cheaper, least common denominator solutions. For example, a bakery would get the same product as a bank. Vertical CRM manufacturers offer specialized, specific industry or pain-point CRM solutions.
  26. 26. In general, horizontal CRM solutions are less costly up front, and more costly in the future, due to the fact that companies must tailor them for their particular industry and business model. On the other hand, Vertical CRM solutions tend to be more costly up front and less costly down the road because they already incorporatebest practices that are specific to an industry and business model. Major CRM vendors offer horizontal CRM solutions. In order to tailor a horizontal CRM solution, companies may use industry templates to overlay some generic best practices by industry on top of the horizontal CRM solution. Horizontal CRM vendors may also rely on value added reseller networks of systems integrators to build vertical solutions and sell them as 3rd party add- ons or to come in and customize the solution to fit into a particular scenario. Vertical CRM vendors focus on a particular industry. As a general rule of thumb in CRM, it is ten times as costly to build a vertical solution from a horizontal software program than it is to find a particular vertical solution that is already tailored to your business modeland industry.
  27. 27. Strategy For larger-scale enterprises, a complete and detailed plan is required to obtain the funding, resources, and company-wide support that can make the initiative of choosing and implementing a system successfully. Benefits must be defined, risks assessed, and costquantified in three general areas:  Processes: Though these systems have many technological components, business processes lie at its core. It can be seen as a more client-centric way of doing business, enabled by technology that consolidates and intelligently distributes pertinent information about clients, sales, marketing effectiveness, responsiveness, and market trends. Therefore, a company must analyze its business workflows and processes before choosing a technology platform; some will likely need re-engineering to better serve the overall goal of winning and satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and how best to employ them.  People: For an initiative to be effective, an organization must convince its staff that the new technology and workflows will benefit employees as well as clients. Senior executives need to be strong and visible advocates who can clearly state and support the case for change. Collaboration, teamwork, and two-way communication should be encouraged across hierarchical boundaries, especially with respect to process improvement.  Technology: In evaluating technology, key factors include alignment with the company’s business process strategy and goals, including the ability to deliver the right data to the right employees and sufficient ease of adoption and use. Platform selection is best undertaken by a carefully chosen group of executives who understand the business processes to be automated as well as the software issues. Depending upon the size of the company and the breadth of data, choosing an application can take anywherefroma few weeks to a year or more.
  28. 28. Implementation Implementationissues Increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are some of the benefits to an enterprise. Proponents emphasize that technology should be implemented only in the context of careful strategic and operational planning. Implementations almost invariably fall shortwhen one or morefacets of this prescription are ignored:  Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, context, and support for the workforce. In other instances, enterprises simply automate flawed client-facing processes rather than redesign them according to best practices.  Poor integration: For many companies, integrations are piecemeal initiatives that address a glaring need: improving a particular client- facing process or two or automating a favored sales or client support channel. Such “point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than complete client view and often lead to unsatisfactory user experiences.  Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize the immense value of integrating their client- facing operations. In this view, internally-focused, department-centric views should be discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service. For example, sales representatives need to know about current issues and relevant marketing promotions before attempting to cross-sell to a specific client. Marketing staff should be able to leverage client information from sales and service to better target campaigns and offers. And support agents require quick and complete access to a client’s sales and service history.
  29. 29. Adoption issues Historically, the landscape is littered with instances of low adoption rates. Many of the challenges listed above offer a glimpse into some of the obstacles that corporations implementing a CRM suite face; in many cases time, resources and staffing do not allow for the troubleshooting necessary to tackle an issueand the systemis shelved or sidestepped instead. Why is it so difficult sometimes to get employees up to date on rapidly developing new technology? Essentially, your employees need to understand how the system works, as well as understand the clients and their needs. No doubt this process is time consuming, but it is well worth the time and effort, as you will be better able to understand and meet the needs of your clients. CRM training needs to cover two types of information: relational knowledge and technological knowledge. Statistics In 2003, a Gartner report estimated that more than $1 billion had been spent on software that was not being used. More recent research indicates that the problem, while perhaps less severe, is a long way from being solved. According to CSO Insights, less than 40 percent of 1,275 participating companies had end- user adoption rates above 90 percent. Additionally, many corporations only use CRM systems on a partial or fragmented basis, thus missing opportunities for effective marketing and efficiency. In a 2007 survey from the UK, four-fifths of senior executives reported that their biggest challenge is getting their staff to use the systems they had installed. Further, 43 percent of respondents said they use less than half the functionality of their existing system; 72 percent indicated they would trade functionality for ease of use; 51 percent cited data synchronization as a major issue; and 67 percent said that finding time to evaluate systems was a major problem. With expenditures expected to exceed $11 billion in 2010, enterprises need to address and overcomepersistentadoption challenges.
  30. 30. The amount of time needed for the development and implementation of a customer relationship management system can prove costly to the implementation as well. Research indicates that implementation timelines that are greater than 90 days in length run an increased risk in the CRM system failing to yield successfulresults. Additionally, researchers found the following themes were common in systems that users evaluated favorably. These positive evaluations led to the increased use and more thorough implementation of the CRM system. Further recommendations include  “Breadcrumb Trail”: This offers the user a path, usually at the top of a web or CRM page, to return to the starting point of navigation. This can prove useful for users who might find themselves lost or unsure how they got to the currentscreen in the CRM.  Readily available search engine boxes: Research shows that users are quick to seek immediate results through the use of a search engine box. A CRM that uses a search box will keep assistance and immediate results quickly within the reach of a user.  Help Option Menu: An outlet for quick assistance or frequently asked questions can provide users with a lifeline that makes the customer relationship management software easier to use. Researchers suggest making this resource a large component of the CRM during the development stage. A larger theme is found in that the responsiveness, intuitive design and overall usability of a system can influence the users’ opinions and preferences of systems. Researchers noted a strong correlation between the design and layout of a user interface and the perceived level of trust from the user. The researchers found that users felt more comfortable on a system evaluated as usable and applied that comfortand trustinto increased use and adoption.
  31. 31. Helpmenus One of the largest issues surrounding the implementation and adoption of a CRM comes in the perceived lack of technical and user support in using the system. Individual users — and large corporations — find themselves equally stymied by a system that is not easily understood. Technical support in the form of a qualified and comprehensive help menu can provide significant improvement in implementation when providing focused, context-specific information. Data show that CRM users are often unwilling to consult a help menu if it is not easily accessible and immediate in providing assistance. A 1998 case study found that users would consult the help menu for an average of two or three screens, abandoning the assistance if desired results weren’t found by that time. Researchers believe that help menus can provide assistance to users through introducing additional screenshots and other visual and interactive aids. A 2004 case study concluded that the proper use of screenshots can significantly support a user’s “developing a mental model of the program” and help in “identifying and locating window elements and objects.” This research concluded that screen shots allowed users to “learn more, make fewer mistakes, and learn in a shorter time frame,” which can certainly assist in increasing the time frame for full implementation of a CRM system with limited technical or human support. Experts have identifiedfive characteristics tomake a helpmenu effective:  “context-specific” — the help menu contains only the information relevant to the topic that is being discussed or sought  “useful“ — in conjunction with being context-specific, the help menu must be comprehensive in including all of the information that the user seeks  “obvious to invoke“ — the user must have no trouble in locating the help menu or how to gain access to its contents
  32. 32.  “non-intrusive“ — the help menu must not interfere with the user’s primary path of work and must maintain a distance that allows for its use only when requested  “easily available“ — the information of the help menu must be accessible with little or few steps required Development Thoughtful and thorough development can avoid many of the challenges and obstacles faced in using and implementing a customer relationship management system. With shifts in competition and the increasing reliance by corporations to use a CRM system, development of software has become more important than ever. Technical communicators can play a significant role in developing softwarethat is usableand easy to navigate. Clarity One of the largest issues in developing a usable customer relationship management system comes in the form of clear and concise presentation. Developers are urged to consider the importance of creating software that is easy to understand and without unnecessary confusion, thus allowing a user to navigate the systemwith ease and confidence. Strong writing skills can prove extremely beneficial for software development and creation. A 1998 case study showed that software engineering majors who successfully completed a technical writing course created capstone experience projects that were more mindful of end user design than the projects completed by their peers. The case study yielded significant results:  Students who completed the technical writing course submitted capstone projects that contained more vivid and explicit detail in writing than their peers who did not complete the course. Researchers note that the students appeared to weigh multiple implications on the potential user, and explained their decisions more thoroughly than their peers.  Those participating in the writing course sought out test users more frequently to add a perspectiveoutside their own as developer.
  33. 33. Students appeared sensitive of the user’s ability to understand the developed software.  The faculty member overseeing the capstone submissions felt that students who did not enroll in the technical writing class were at a significant disadvantage when compared to their peers who did register for the course. In the case study, researchers argue for the inclusion of technical writers in the development process of software systems. These professionals can offer insight into usability in communication for software projects. Technical writing can help build a unified resource for successful documentation, training and execution of customer relationship management systems. Test users In many circumstances, test users play a significant role in developing software. These users offer software developers an outside perspective of the project, often helping developers gain insight into potential areas of trouble that might have been overlooked or passed over because of familiarity with the system. Test users can also provide feedback from a targeted audience: a software development team creating a customer relationship management software system for higher education can have a user with a similar profile explore the technology, offering opportunities to cater the further development of the system. Test users help developers discover which areas of the softwareperformwell, and which areas require further attention. Research notes that test users can prove to be most effective in providing developers a structured overview of the software creation. These users can provide a fresh perspective that can reflect on the state of the CRM development without the typically narrow or invested focus of a software developer.
  34. 34. A 2007 study suggests some important steps are needed in creating a quality and effective test environment for software development. In this case study, researchers observed a Danish software company in the midst of new creating new software with usability in mind. The study found these four observations most appropriate:  The developers must make a conscious effort and commitment to the test user. Researchers note that the company had dedicated specific research spaceand staff focused exclusively on usability.  Usability efforts must carry equal concern in the eyes of developers as other technology-related concerns in the creation stage. The study found that test users became discouraged when items flagged as needing attention were marked as lower priority by the software developers.  Realistic expectations from both test users and software developers help maintain a productive environment. Researchers note that developers began to limit seeking input from test users after the test users suggested remedies the developers felt were improbable, leading the developers to believe consulting the test users would only prove to be more work.  Developers must make themselves available to test users and colleagues alike throughoutthe creation process of a softwaresystem. The researchers note that some of the best instances of usability adjustments can be made through casual conversation, and that often usability is bypassed by developers because these individuals never think to consult test users. Allowing users to test developing products can have its limits in effectiveness, as the culture of the industry and desired outcomes can affect the effect on CRM creation, as a 2008 case study suggests that the responsiveness of test users can vary dramatically depending on the industry and field of the user.
  35. 35. Research suggests that test users can rate the importance or severity of potential software issues in a significantly different fashion than software developers. Similarly so, researchers note the potential for costly delay if developers spend too much time attempting to coerce hesitant test users from participating. Additionally, involving too many test users can prove cumbersome and delay the development of a CRM system. Additional research notes that test users may be able to identify an area that proves challenging in a software system, but might have difficulty explaining the outcome. A related 2007 case study noted that test users were able to describe roughly a third of the usability problems. Further, the language used by test users in many circumstances proves to be quite general and lacking the specific nature needed by developers to enact real change. Privacy and data security system One of the primary functions of these tools is to collect information about clients, thus a company must consider the desire for privacy and data security, as well as the legislative and cultural norms. Some clients prefer assurances that their data will not be shared with third parties without their prior consent and that safeguards arein place to prevent illegal access by third parties.
  36. 36. Market structures This market grew by 12.5 percent in 2008, from revenue of $8.13 billion in 2007 to $9.15 billion in 2008.The following table lists the top vendors in 2006- 2008 (figures in millions of US dollars) published in Gartner studies. Vendor 2008 Revenue 2008 Share (%) 2007 Revenue 2007 Share (%) 2006 Revenue 2006 Share (%) SAP AG 2,055 22.5 (- 2.8) 2,050.8 25.3 1,681.7 26.6 Oracle 1,475 16.1 1,319.8 16.3 1,016.8 15.5 965 10.6 676.5 8.3 451.7 6.9 MicrosoftCRM 581 6.4 332.1 4.1 176.1 2.7 Amdocs 451 4.9 421.0 5.2 365.9 5.65 Others 3,620 39.6 3,289.1 40.6 2,881.6 43.7 Total 9,147 100 8,089.3 100 6,573.8 100 Relatedtrends Many CRM vendors offer Web-based tools (cloud computing) and software as a service (SaaS), which are accessed via a secure Internet connection and displayed in a Web browser. These applications are sold as subscriptions, with customers not needing to invest in purchasing and maintaining IT hardware, and subscription fees are a fraction of the costof purchasing softwareoutright. The trend towards cloud-based CRM has forced traditional providers to move into the “cloud” through acquisitions of smaller providers: Oracle purchased RightNow in October 2011 and SAP acquired SuccessFactors in December 2011.
  37. 37. pioneered the concept of delivering enterprise applications through a web browser and paved the way for future cloud companies to deliver software over the web. continues to be the leader amongstproviders in cloud CRM systems. The era of the "social customer" refers to the use of social media (Twitter, Facebook, LinkedIn, Yelp, customer reviews in Amazon, etc.) by customers in ways that allow other potential customers to glimpse real world experience of current customers with the seller's products and services. This shift increases the power of customers to make purchase decisions that are informed by other parties sometimes outside of the control of the seller or seller's network. In response, CRM philosophy and strategy has shifted to encompass social networks and user communities, podcasting, and personalization in addition to internally generated marketing, advertising and webpage design. With the spread of self-initiated customer reviews, the user experience of a product or service requires increased attention to design and simplicity, as customer expectations have risen. CRM as a philosophy and strategy is growing to encompass these broader components of the customer relationship, so that businesses may anticipate and innovate to better serve customers, referred to as "Social CRM". Another related development is vendor relationship management, or VRM, which is the customer-side counterpart of CRM: tools and services that equip customers to be both independent of vendors and better able to engage with them. VRM development has grown out of efforts by ProjectVRM at Harvard's Berkman Center for Internet & Society and Identity Commons'Internet Identity Workshops, as well as by a growing number of startups and established companies. VRMwas the subject of a cover story in the May 2010 issue of CRM Magazine. In his 2001 META Group (now Gartner) research note, analyst Doug Laney first proposed, defined and coined the term Extended Relationship Management (XRM).
  38. 38. He defined XRM as the principle and practice of applying CRM disciplines and technologies to other core enterprise constituents, primarily partners, employees and suppliers... as well as other secondary allies including government, press, and industry consortia. The proliferation of channels, devices, social media and the ability to mine "Big Data" has CRM futurists talking about the shift from 20th Century "Push" CRM to 21st Century Customer Transparency (CT). In January, 2011, The Customer- Transparent Enterprise published by Dennison DeGregor defined this next generation model for CRM. EMERGING IMAPCTOF E-COMMERCEON CRM In a fastchanging internet world there are very clear trends that are emerging :  Speed: people expect service at fast speed  Increase of global market place: more more people , communities across the globe are able to build relationships.  Around the clock availability  expansion of partners : internet offers the ability for the organizations and people alike to partner with suppliers and customers alike across the globe. In global market place the channels of marketing are already causing an impact on the buying behavior of individuals as well as organizations alike. Some of the trends are :  VERTICAL E-MARKET PLACE :industry specific market place such as being formed by auto giants where organized buyers and sellers can meet, list, negotiate, make orders and track delivery.  BUY SITE AND SELL SITE: where consumers and organization are alike can buy or sell online through online shopping mart concept.  HORIZONTAL MARKET PLACE: service that run across the different vertical e-market places or business to customers (B2C) buy and sell sites. Such sites should be delivery sites , insuranceetc.
  39. 39.  Use of internet to optimize supply chain management(SCM) : earlier organizations use to use EDI rather than the expensive preposition for limited numbers of partners but now organizations are implementing new ERP systems to optimize its SCM. E-CRM In simplest terms e-crm provides company to conduct interactive, personalized and relevant communications across the globe with their customers by utilizing the traditional and electronic channels both. It adheres to permission based practices, respecting individual's preferences regarding how and whether they wish to communicate with you and it focuses on the understanding how the economics of the customers relationships affects the business. e- CRM is the electronic based version of CRM. The user of the a e- CRM solution uses the sources of the internet to increase the relationship with the customer. web based CRM can easily handle the relationships between Central sales management, regional sales office, customers care, sales, sales distribution, regional sales team. Why employ e-CRM  To optimize the value of the interactive relationships  Enable the business to extends its personalized reach in the hand of customers  Co-ordinating marketing initiatives across the all customers channels  Leverage the customer`s information for more effective e-marketing and e-business  Focus the business on improving the customers relationship and earning a greater share of each customer`s business through consistent measurement, assessment and actionable customer strategy.
  40. 40. The six “E`s” of e-CRM E- “electronic channels” E- “enterprise” E- “empowerment ” E- “Economics” E- “ Evaluation ” E- “External Information ”
  41. 41. 1. Electronic channels: new electronic channels such as web and personalized e- messaging have become a medium for fast and interactive , economic communication , challenging company to keep pace with the increased velocity. E – crm thrives on these electronic channels. 2. Enterprise : through e- CRM the company gains the mean to touch and shape a customers experience through sales, services and corners offices whose occupants need to understand and assess the customers behavior. 3. Empowerment: it must be structured to accommodate consumers who now have the power to decide when and how to communicate with the company. Through ,which channel , at what frequency. An e- CRM must be structured to deliver timely pertinent, valuable information that consumers accepts in exchange of his/her attention. 4. Economics : an e-CRM strategy ideally should concentrate on the consumer economics, which drives smart asset allocation decisions, directing efforts at individuals likely to provide the greatest return on customer- communication initiatives. 5. Evaluation: understanding the customers relies on a company`s ability to attribute customers behavior to market programs, evaluate customer interactions along various customers touch points channels and compare anticipate ROI against actual returns through analytic reporting. 6. EXTERNAL INFORMATION : the e-CRM solution should be able to gain and leverage information from such sources as third party information networks and webpageprofiler application.
  42. 42. KEY FEATURES OF e-CRM  Regardless of an company objectives e-CRM solution must posses certain key characteristics. Itmustbe:  driven by a DATA WAREHOUSE  Focused on the consistent metrics to asses customers actions across the channels  Structured to identify a customer profitability or profit potential  To determine the effective allocation decisions accordingly, so that most profitable customers could be indentified and retained and the resource could be invested in the relationships, which are more profitable. EVOLVING TO ‘e-CRM’ In nutshell company a company evolving to e-CRM should be:  Define its business objective. This would be specific and different for different businesses  Assess its current position with respect to the environment and determine its current level of “sophistication” along the e-CRM continuum ( e-CRM assessment)  Define new business processes and align its existing business strategy and existing processes in line with the new realities (e-CRM Strategy alignment)  Define a technical architecture and the criteria`s associated with this architecture and the important criteria associated with this architecture. (e-CRM)
  43. 43. E-CRM ASSESSMENT Before the implementation of a particular strategy into any business scenario, it is worthwhile to know the current state of the business with respect to prevailing competition. It is very important to develop a numerical measure of how a company measures up in the eye of the customers with respect to its competitors. In this particular case of e- CRM ,an e- CRM capability index would be devised , which provide a benchmark for cross company comparison based on these results, a company identifies quick hits based upon e- CRM gap which can which can be immediately implemented to improve the business processes ,impact the bottom line and further enhanced its understanding of its customers` view of the company. E- CRM stage would be the diagnostic stage , followed by e-CRM strategy alignment and e-CRM architecture model. E-CRM STRATEGY ALIGNMENT Every company moving in to e- CRM must make a key decisions on a number of significant customers related factors. Each company must indentify, measure and align to the gaps that exist between customer expectations already measured in the e-CRM assessment stage and the internal capabilities that these customers expectations. Ideally in this module a company should try to build up the consensus across the functions , which the company need to take to satisfy the customer expectations.
  44. 44. E-CRM architecture The primary input to this module are mainly from the e-CRM assessment and strategy alignment modules. during this stage the company will try and develop a connected enterprise architecture(CEA) within the context of the companies' own customers relationship management strategy. The following is set of technical e-CRM capabilities and applications that collectively and ideally comprise full e-CRM solutions:  Customers analytic softwares  Data mining softwares  Campaign management softwares  Business simulation  A real time decision engines
  45. 45. The “WWOORRLLDD CCLLAASSSS SSEERRVVIICCEESS PPVVTT.. LLTTDD..”” (WCS) Introduction: It is an teleshopping firm started 2years back in 2010, with head office in Indore. It is currently dealing in its 2 major products namely ‘advanced herbal body growth’ and ‘power-prash’. Company have seen a remarkable growth in past 2 years and have emerged as a key player of teleshopping industry in central India. Strategic orientation Product:Main products areutility, healthcare Strategy: more focused on offering innovative & value for money products, which are not available in the markets otherwise. New products were introduced constantly to attract customer attention and ward off competition. Price: The price of the product ranges 2100-3500, targeting to middle and upper classes. Strategy: compete with other & with local players by offering the same benefits at the lower price.
  46. 46. Place: Initially they had zero distribution channels i.e. they were selling directly to the customers, but now they have a wide network of dealers n distributors across the nation. Strategy: With the entry of local players they have changed their strategy & focused on strengthening the franchises baseacross thecountry. Promotion:Dubbed versions of infomercials are used in the early years. Strategy: As the product range expanded to include domestic product as well the networks developed infomercials in India. These infomercial featured well known film/ TV stars. The network also offers early bird prices, price reduction, money return offers, accessories etc. Products at a glance 1. BODY GROWTH: an ayurvedic formulation in form of powder, aims at increasing height and flourish body growth without any side effects. 2. POWER PRASH: another ayurvedic formulation that claims of curing most of the sexual related disabilities.(It was the first A- rated(adult) product launched in the history of Indian teleshopping) 3. NATURAL WATER SOFTNER: for treatment of hard water. 4. DARD SANJEEVNI: ayurvedic jointpain oil.
  47. 47. Working mechanism in WCS Step1: productplanning n development Step2: creation of an elaborative TV-infomercial and displaying methods to book an order for any particular product (generally via telephone). Step3: negotiation with TV channels to show this infomercial. (key points of negotiation: time slot of channel, cost of telecast, viewership rating etc.). and then getting it telecasted as per negotiation. Step4: creation of a dedicated call-centre that will handle the responseof viewers when they call after viewing that infomercial. Step5: executives of call centre provide necessary information and then books product order by asking name and address of the customer. Step6: customer order data verification and entry, forwarding order to dispatch department which map it to particular distribution channel as per customer address. Step7: delivery of product to customer at address provided, and getting the payment(cash on delivery) -The domain of crm
  48. 48. The organizational architecture of WCS The electronic media that acts as interface between the company and its target customers. Generally its Television infomercial which provide contact no. in them which eventually lands into call(order booking) centre of the company. For WCS it possess a range of national channels like NDTV india, NDTV imagine, SAHARA samay, SAHARA one, enter10, zee jagran,etc. and bunch of regional channels also. The dedicated 24x7 call centre where executives receives calls from customers, provide information, convince them, books order by taking necessary information (name/address/permanent contact no.). for any teleshopping firm this call centre is the back bone of the business, because Customer is virtual until he makes the payment. It’s the Only link between customer-company The support systems that involves cluster of departments like back office, administration, finance, R&D, marketing, HR, etc. The distribution channel. The more spreaded wide network a teleshopping have of its dealers, distributors, franchisee, the more will be its deliverance efficiency. The distribution channel backs the entire business by collection of much needed revenue and hence furnishing the smooth working of entire business setup.
  49. 49. WCS & CRM Initially when the company started it relied heavily on traditional data entry and paper work mechanism to keep records of its customers, but soon it came to recognize the unavoidable need for hi-tech software mechanism to keep a precise store of its customers over the time. It was then the company administration advocated for development and implementation of CRM systemin its working structure. The major reasons for company’s shift towards CRM:  INCREASEIN CUSTOMER SERVICE One of the objectives of CRM is increase in customer service, to establish customer loyalty company need to improve customer service to make customer feel that they have received better service  INCREASEINEFFICIENCY One of the most important goals of CRM is the increase in organization efficiency and effectiveness. This is almost always adopted by every organization. It is necessitated by the fact that increase in efficiency is required to boostsuccess  LOWERING OPERATING COST CRM manages to reduce operating costs through a workforce management system. This helps to maximize skills and thus reduce cost. These reduced costs enable an organization to achieve greater efficiency  AIDING THEMARKETING DEPARTMENT Another goal of CRM is generally aiding the marketing department in all its efforts. This includes marketing campaigns, sales promotions etc. If this is fixated as one of the goals of CRM, then it should be communicated to those involved. This goal is fundamental as it boosts sales indirectly thereby increasing the profitability.
  50. 50.  BUILDING BRAND VALUE Building Brand is the foremost objective of a company, CRM represent positive approach towards customer values ultimately developing positive brand value  PROFITMAXIMIZATION A single satisfied customer can provide company with many more customers, it increases and in the end it increases profit of a company
  51. 51. Implementation issues faced by WCS Exorbitant Costs One of the problems with CRM is the huge investment needed to maintain a customer database. The additional expense comes because of the money needed for computer hardware, software, personnel etc. The costs involved are enormous and most often than not the resultant ROI from the CRM implementation fail to cover the costs involved. This leads to a negative feeling within the company about CRM and it's so called successes and ultimately results in CRM collapse. “For WCS costwas ~20lakhs.” Inadequate Focus on Objectives Secondly when starting off on a CRM strategy the objectives are clearly established and followed. Management and employees know fully well what is needed to work towards organizational goals. The goals themselves are clearly laid out after meticulous planning. However midway during the CRM implementation, when hard times hit, the organization loses sight of its goals and ultimately steers away from it. At times goals get interchanged and lose their importance. Companies find themselves work at home directory towards goals that are less important and forgetting the ones that really are. This is one of the fundamental and mostly felt problems in CRM.
  52. 52. Insufficient Resources Sometimes in phased implementation of CRM, if conditions worsen within the company or without, organizations start lessening their budgets for the current phase. When funds are less, budgets strained, the necessary costs required for CRM success are not employed. As a result CRM starts failing midway. The most important aspect- that of maintaining consistency is lost. Organizations fail to utilize the necessary resources for success and thus resultin failure. Inappropriate Metrics Organizations have basically failed to use the right metrics. Failure to choose the right method of measurement and implement it is one of the chief reasons why CRM fails. Different metrics have to be employed for the calculation of different goals. Companies seldom pause to analyze which metric is needed for which element and ultimately use the wrong one. This results in faulty measurement and CRM disappointments. Complex Systems CRM simple? The hype says so, the experts agree. Is this really the case? Organizations who have employed it though have a different opinion. They are witness to the fact that CRM packages can be highly complex, with vast amounts of intricacies. If this is the casethen how do simple employees cope?
  53. 53. The answer lies in sufficient training being given in order that they are able to comprehend and deal with the difficulties easily. Business Needs MostImportant One of the chief mistakes companies make is letting the technology drive their CRM functionality. What's happening is that companies are endeavoring to go to the industry leaders, gain the technology needed and then apply it to the business problems only to find that it isn't solving any of them. Instead they need to analyze their business problems first and then find the appropriate CRM solution for it. This backwards step is responsiblefor CRM failure. No Customer Focus Customer oriented strategy? Yes, CRM does play the part. Customer oriented employees? Now 'that' requires an effort on the part of the organization. It needs to motivate employees to be absolutely customer centric. This involves tremendous effort on the part of the company but is highly essential. CRM problems arise because of employee reluctance to be more customer focused. The result is a highly expensive customer strategy being adopted by the company in an effort to retain customers, with reluctant, unfocussed employees implementing it.
  54. 54. Slow Returns Another failure of CRM is its inability to provide quick returns on investment. Organizations find themselves waiting for years before they are able to see actual returns on their investment. Most experts view the low ROI as a major problem with CRM but fail to see that the long wait is just as difficult. Waiting for years to see their investments show results, tests patience and leads to both employees and management slackening their efforts in the implementation. HOW DID THEY OVERCAME THESE ISSUES  DELIBERATE MARKET RESEARCH BEFORE MAKING A MOVE TOWARDS CRMIMPLEMENTATION  STAFFTRAINING  COMMUNICATIONFLUENCYATALL LEVELS  LEADERSHIP  FOLLOWEDBRICKBYBRICKIMPLEMENTATION  LIMITEDAMOUNTOFINFORMATIOM  TIMELYREVIEWNMAINTENANCE
  55. 55. A INTERVIEW WITH THE ‘IT HEAD’ OF WCS ‘MR. LOKENDRA PATIDAR’ QUESTION1: whatled you to make a shift to CRM? Ans: Increasing pile of customer information, customer retention, back- up for growth were among the major needs to make a shift towards CRM. QUESTION2: Did you made research drive and studied pros and cons and feasibility before making final decision of getting CRM? Ans: yes, we had a detailed market research for evaluating the feasibility of CRM with the goal and objectives of the company. Infactwedid this evaluation over a period of 6 months. QUESTION3: Did you haveany implementation issues? Ans: yeah, we had some minor issues like computer literacy among executives of call-centre, high installation cost, break-down of PRI. However weovercameall those difficulties. QUESTION4: totalcost incurred on CRM installation? Ans: it was a little over 20lakhs.
  56. 56. QUESTION5: CRM base? Rate of increase? Rate of new customers? Percentage of repeat customers? Ans: till yesterday we had CRM base of 54lakh+ customers, on an average we are having a new customer in every 40second with a 11.6% repeatcustomers every hour. QUESTION6: Whatinformation you usually collect fromyour customers? Ans: in teleshopping the core information required from customer is their permanent contact no. because it’s the only connection between company and him. Every single contact no. is precious for company. Other information that we gather from them includes:  Name and address  Alternative contact no.  Productin which they are interested in  Expected time of purchase QUESTION7: whatmedia you useto connect with customers? Ans: the telephonic media is our major media with customers; however use of e-mail is extended when it comes to dealers and other distribution network.
  57. 57. QUESTION8: Whatareyour strategies to retain customers? Ans: we provide discounts to our repeat customers. Further our call centre executives are trained to provide customer personified attention and make them feel that they are important and special for us. QUESTION9: How successful you feel your CRM is? And what are your future expectations with it? Ans: till now we are having a great time with our CRM, and the company has seen a remarkable growth in efficiency after its implementation. Future is always uncertain but we believe in walking in sync with the tide of time, so we may regular update and adjust as per the need of the hour.
  58. 58. A comparative review of performance of WCS Post CRM implementation
  59. 59. Conclusions  As far as the success story of CRM implementation in WORLD CLASS SERVICES PVT. LTD. Is concerned we can undoubtedly declare that CRMs are a hit in customer oriented organizations like those in teleshopping industry.  Though its implementation come with some unavoidable challenges, a wise leadership and decision making as well as pre-study of pros and cons may help in successfulinstallation.  Implementing customer relationship management systems impeccably help in customer acquisition and retention, and their efficient management.  Further, a continuous effort in data updation and refining will help in better and effective service deliverance. As seen in case of WCS the continuous revival of repeat customer’s data helped them in providing special attention to privileged customer. Implementationof this system alsohelped inthe following ways:-  Quick and consistentavailability of crucialcustomer Information in time.  Substantial improvement in maintaining integrity and accuracy of information in comparison to manual system.  Facility to update information as and when required.  Capability to generate s variety of complex reports accurately along with the capability to generate various MIS reports, which help the management in their decision taking activities
  60. 60. Limitations: Research outputs and conclusion may vary from firm to firm in teleshopping industry. CRM implementation may not be always impressive for different scalesof firms inindustry.
  61. 61. Bibliography:  Wikipedia   WORLD CLASS SERVICES PVT. LTD 