The document summarizes key findings from a study analyzing sales challenges facing the business services industry. It finds that business services firms face downward pricing pressure and difficulty developing effective sales strategies. Compared to "World-Class" firms, business services firms lack sales manager coaching and coordination across functions. The study suggests business services firms could overcome challenges by leveraging discounts and expanding to new markets, but need more coaching and coordinated actions to do so effectively.
Embracing Customer Relationship Management (CRM) to Improve Organisational Vi...IOSRJBM
The study aimed at finding ways of improving organisational viability by small businesses in Chinhoyi through applying Customer Relationship Management (CRM). This study was prompted by lack of growth of the sector. These firms have been facing a business environment characterised by low Gross Domestic Product (GDP), foreign currency challenges, high unemployment, brain drain, liquidity crisis, high competition and low demand for domestic products. The descriptive design was used. Thirty registered small businesses, with approximately 100 subordinates and 25 managers/supervisors formed the target population for the study. The sample size was 40 and comprised of 30 subordinates and 10 managers/supervisors. Simple random sampling was used to select respondents for the study. The research instruments used were questionnaires, observations and interviews. The study found out that many small businesses do not have a comprehensive CRM programme. The study concluded that lack of a comprehensive customer relationship management programmes by small businesses has been hampering performance of the sector. The study recommends the implementation of CRM programmes by small businesses in Zimbabwe through information centres and embracing information technology. Feedback processes are also necessary for CRM. There is need to carry out a national survey on CRM for small businesses for generalisation of findings across the entire Zimbabwean economy.
The CRM market in India is valued at approximately INR ab billion in 2012 and is estimated to grow at a CAGR of ~xyz% over 2013-2018. Telecom is the largest procuring sector within the Indian CRM market. The major players implementing CRM solutions are Company A, B, C and D, followed by Company E and F. Drivers of CRM adoption include improved customer relationships and operational efficiency, while challenges are implementation costs and lack of awareness of benefits. Emerging trends include rising cloud adoption, demand for transparency, social CRM, and mobile CRM.
The document discusses how customer relationship management (CRM) can help leisure operators sustain and increase customer acquisition, retention, and loyalty during difficult economic times. It analyzes a study of six leisure operators that found CRM provided benefits by building long-term customer relationships. Effective CRM requires an integrated approach involving customer data collection and analysis, business process changes to improve customer experience, and employee training. The document also identifies gaps in how leisure operators currently apply CRM and opportunities to better measure customer lifetime value.
This document discusses customer relationship management (CRM) strategies. It defines CRM as a process that seeks to build long-term customer relationships through carefully managing customer information and touchpoints. It outlines a four-step CRM framework involving identifying, interacting with, differentiating between, and customizing for customers. The document also discusses increasing customer lifetime value, attracting and retaining customers, handling complaints, building loyalty, and provides examples from Apple and Harley-Davidson.
This document provides an overview of relationship marketing and customer relationship management. It discusses relationship marketing as a holistic concept that focuses on identifying, establishing, maintaining and enhancing relationships with customers and other stakeholders for mutual benefit. Relationship marketing requires developing long-term trusting relationships and seeing customers as strategic resources. Customer relationship management involves collecting, analyzing and using customer data to improve profitability by generating greater customer lifetime value.
This document provides an overview of key concepts in services marketing. It begins by discussing IBM's shift from manufacturing to services, with services now accounting for over half of IBM's revenues. The document then defines what services are and distinguishes between service industries, services as products, customer service, and derived services. It also discusses the tangibility spectrum and trends in the service sector. The rest of the document covers why services marketing is important given the rise of service economies and customers demanding solutions. It then discusses the differences between goods and services marketing and highlights characteristics of services like intangibility. Finally, it introduces the expanded services marketing mix framework which includes people, physical evidence, and processes in addition to the traditional 4Ps.
This document discusses business-to-business (B2B) e-commerce and customer relationship management (CRM). It outlines the similarities and differences between B2B and CRM, and strategies for integrating the two. Some key benefits of integration include improved efficiency, quality, and access to supply chain information. The document also discusses a case study of B2B CRM implementation at a Turkish supermarket chain called Migros, which realized benefits like easier access to information, valid data, decreased costs, and increased sales through the integration of its operations with suppliers.
Embracing Customer Relationship Management (CRM) to Improve Organisational Vi...IOSRJBM
The study aimed at finding ways of improving organisational viability by small businesses in Chinhoyi through applying Customer Relationship Management (CRM). This study was prompted by lack of growth of the sector. These firms have been facing a business environment characterised by low Gross Domestic Product (GDP), foreign currency challenges, high unemployment, brain drain, liquidity crisis, high competition and low demand for domestic products. The descriptive design was used. Thirty registered small businesses, with approximately 100 subordinates and 25 managers/supervisors formed the target population for the study. The sample size was 40 and comprised of 30 subordinates and 10 managers/supervisors. Simple random sampling was used to select respondents for the study. The research instruments used were questionnaires, observations and interviews. The study found out that many small businesses do not have a comprehensive CRM programme. The study concluded that lack of a comprehensive customer relationship management programmes by small businesses has been hampering performance of the sector. The study recommends the implementation of CRM programmes by small businesses in Zimbabwe through information centres and embracing information technology. Feedback processes are also necessary for CRM. There is need to carry out a national survey on CRM for small businesses for generalisation of findings across the entire Zimbabwean economy.
The CRM market in India is valued at approximately INR ab billion in 2012 and is estimated to grow at a CAGR of ~xyz% over 2013-2018. Telecom is the largest procuring sector within the Indian CRM market. The major players implementing CRM solutions are Company A, B, C and D, followed by Company E and F. Drivers of CRM adoption include improved customer relationships and operational efficiency, while challenges are implementation costs and lack of awareness of benefits. Emerging trends include rising cloud adoption, demand for transparency, social CRM, and mobile CRM.
The document discusses how customer relationship management (CRM) can help leisure operators sustain and increase customer acquisition, retention, and loyalty during difficult economic times. It analyzes a study of six leisure operators that found CRM provided benefits by building long-term customer relationships. Effective CRM requires an integrated approach involving customer data collection and analysis, business process changes to improve customer experience, and employee training. The document also identifies gaps in how leisure operators currently apply CRM and opportunities to better measure customer lifetime value.
This document discusses customer relationship management (CRM) strategies. It defines CRM as a process that seeks to build long-term customer relationships through carefully managing customer information and touchpoints. It outlines a four-step CRM framework involving identifying, interacting with, differentiating between, and customizing for customers. The document also discusses increasing customer lifetime value, attracting and retaining customers, handling complaints, building loyalty, and provides examples from Apple and Harley-Davidson.
This document provides an overview of relationship marketing and customer relationship management. It discusses relationship marketing as a holistic concept that focuses on identifying, establishing, maintaining and enhancing relationships with customers and other stakeholders for mutual benefit. Relationship marketing requires developing long-term trusting relationships and seeing customers as strategic resources. Customer relationship management involves collecting, analyzing and using customer data to improve profitability by generating greater customer lifetime value.
This document provides an overview of key concepts in services marketing. It begins by discussing IBM's shift from manufacturing to services, with services now accounting for over half of IBM's revenues. The document then defines what services are and distinguishes between service industries, services as products, customer service, and derived services. It also discusses the tangibility spectrum and trends in the service sector. The rest of the document covers why services marketing is important given the rise of service economies and customers demanding solutions. It then discusses the differences between goods and services marketing and highlights characteristics of services like intangibility. Finally, it introduces the expanded services marketing mix framework which includes people, physical evidence, and processes in addition to the traditional 4Ps.
This document discusses business-to-business (B2B) e-commerce and customer relationship management (CRM). It outlines the similarities and differences between B2B and CRM, and strategies for integrating the two. Some key benefits of integration include improved efficiency, quality, and access to supply chain information. The document also discusses a case study of B2B CRM implementation at a Turkish supermarket chain called Migros, which realized benefits like easier access to information, valid data, decreased costs, and increased sales through the integration of its operations with suppliers.
This chapter discusses relationship marketing and customer relationship management. It contrasts transactional marketing with relationship marketing, which focuses on developing long-term relationships. The chapter identifies the four elements of relationship marketing and the three levels of relationship intensity. It explains how firms enhance customer satisfaction, build buyer-seller relationships, and use databases and technology like CRM to improve relationships. The chapter also covers business-to-business relationship marketing techniques.
This document discusses Customer Relationship Management (CRM) and its importance for organizations. It states that CRM considers customers as insiders rather than outsiders and aims to build long-term relationships through commitment, services and quality conforming to customer requirements. CRM is defined as an ongoing process of identifying and creating new value for individual customers over their lifetime with an organization. The document also outlines Gordon's 11 C's of relationship marketing which are key aspects of maintaining customer relationships.
EVOLUTION OF CUSTOMER RELATIONSHIP
CRM-Definition, emergence of CRM practice, factors responsible for CRM growth, CRM Process, framework of CRM, Benefits of CRM, Types of CRM, Scope of CRM, Customer Profitability, Future Trends in CRM, CRM and Cost-Benefit Analysis, CRM and Relationship Marketing, Customer Relationship Management Unit-1 IMBA Osmania University
The document discusses integrating customer relationship management (CRM) processes to build relationships. It explains that CRM involves a timely delivery of excellent service through a combination of business processes and technology. It also discusses top CRM applications in various industries, strategic drivers of CRM, defining CRM, managing the customer lifecycle through CRM, requirements for new CRM architectures, trends in CRM, and provides a roadmap for implementing CRM.
Final CRM Power Point for Project Management classDebbie Zornes
If you are a business owner or work in Customer Relations please watch this video my teammates and I made for our Project Management class. Send your ratings of it to me via private message. Here is what I need to have answered after you watch it:
Score one to five how effective you thought the presentation was
1 2 3 4 5
What was the most useful part of the presentation?
1 2 3 4 5
What was the least helpful?
1 2 3 4 5
What would you change about this presentation?
1 2 3 4 5
Overall how was the presentation experience?
1 2 3 4 5
The document discusses customer relationship management (CRM) strategies and the use of data in CRM. It describes the C-MAT model for customer management, which involves understanding customer value, behavior and attitudes. It also discusses integrating customer data into CRM strategies using tools like data warehousing and data mining to collect and analyze large amounts of customer data. The document provides examples of how companies can use data mining techniques like correlation, segmentation and propensity analysis to gain insights into customers.
A framework for customer relationship managementVivek Gopan
1. Customer relationship management (CRM) involves using technology to organize sales, marketing, customer service and technical support to manage interactions with current and future customers.
2. Companies analyze customer purchase histories and characteristics stored in a customer information file to calculate customer lifetime value and identify the most profitable customers to target.
3. Relationship marketing programs like loyalty programs, customer satisfaction initiatives, and mass customization are used to increase customer retention, loyalty, and long-term profitability.
Erp Peoplesoft Functionality Of Crm Softwarebrighteyes
The document provides an overview of the functionality of CRM software. It defines CRM and discusses operational vs analytical CRM. It describes the objectives of CRM in engaging, transacting with, fulfilling, and servicing customers. It then outlines the functionality of CRM software, including modules for employees, customers, products, activities, documents and other features like integration with other systems and portals. Specific examples are given of CRM software capabilities.
The document discusses several comprehensive models of customer relationship management (CRM). It describes four key models: 1) the IDIC model which focuses on identifying, differentiating, interacting with and customizing for customers, 2) Francis Buttle's 2004 model with a goal of enhanced customer profitability through various stages, 3) the QCi model which depicts activities to acquire and retain customers using people, processes and technology, and 4) Payne's five-process model separating CRM into strategic, operational and analytical processes. It also briefly outlines several additional CRM models and frameworks.
This document discusses elements of a business model ontology related to customer relationships, including target customers, distribution channels, and relationships. It defines target customers as the types of customers a company wants to address, and notes companies segment customers to allocate resources effectively. Distribution channels describe how a company delivers value to customers, either directly or indirectly. Channels can be decomposed into links. Relationships are based on customer equity and can include relationship mechanisms like personalization and trust. The document provides examples and references to further describe these elements.
The document discusses concepts and considerations around customer relationship management (CRM). It begins by addressing some common misconceptions about CRM and provides a definition. It then discusses how CRM can help businesses by delivering competitive differentiation, customer intimacy, and return on customer investment. Finally, it outlines some foundational elements that are important to developing an effective CRM strategy, including defining goals, segmentation, metrics, and making customer management a core part of the business.
This document discusses current approaches used by companies to measure marketing return on investment (ROI). It focuses on the practices of a large Indian telecom company.
The introduction provides background on the increasing importance of marketing accountability and measuring financial outcomes rather than just intangible outcomes like brand awareness.
The literature review discusses challenges marketers face in measuring ROI and how most lack standard methods. It outlines some common metrics used like revenue growth and definitions of ROI calculations.
The objectives are to assess the telecom company's marketing activities and promotional ROI measurement approaches, and evaluate the financial implications of the methods used.
This document discusses customer relationship management (CRM) and its key elements and processes. It outlines the main components of CRM as customer knowledge, relationship strategy, communication, individual value proposition, and sales force automation. The core CRM processes include customer acquisition, interaction management, retention, attrition, and defection. It provides details on how each of these processes work and their importance for building and maintaining customer relationships.
The document provides an overview of business-to-business (B2B) marketing. It defines business marketing and outlines key differences between B2B and consumer marketing. Specifically, it notes that B2B demand is derived, customers are concentrated, the buying process is complex, technology and customization are important, and total cost of ownership is a key factor. The document also discusses B2B products/services, markets, customers, procurement processes, and challenges of government and institutional procurement.
This document discusses stakeholder engagement and financial inclusion. It notes that stakeholders include customers, who are important for a company's value and survival. Creating meaningful interactions between stakeholders allows for shared objectives and solutions. The document also discusses the importance of financial inclusion and access to a variety of financial services for low-income groups to help mitigate risks and vulnerabilities. Barriers to financial inclusion include lack of identity proof, remoteness, and financial illiteracy.
CRM is a business philosophy focused on developing long-term relationships with customers. It involves understanding customer needs, maintaining open communication, and delivering superior customer value profitably. The role of salespeople is to build and promote customer relationships by identifying needs, coordinating cooperation, and leading relationship development. Successful CRM leads to a unique asset of relationship networks. Relationship marketing similarly focuses on customer retention and relationship enhancement rather than new customer acquisition. On-demand CRM software like Salesforce has become popular due to its low costs and minimal IT requirements compared to on-premise software. Open source CRM is also emerging as a lower-cost alternative.
The document discusses Customer Relationship Management (CRM). It covers topics like the evolution of customer interactions over time, customer loyalty levels and retention rates, identifying touchpoints and moments of truth, differentiating and customizing interactions for different customer segments, and using different media like face-to-face, phone, and internet for interactions.
This document provides an introduction to customer relationship management (CRM). It discusses the evolution from pre-industrial relationship-centric marketing to industrial era product-focused marketing and the return to relationship marketing in the information era. Technological advances, competition, growth of services, and quality management programs have enabled more effective CRM. CRM aims to enhance customer loyalty and relationships through understanding customers and multiple levels of service.
This document summarizes a research paper that examines the impact of customer relationship management (CRM) technology on firm and relationship performance in distribution networks. The research paper aims to 1) identify factors that promote CRM implementation among small retailers 2) determine if integrating customer information management and relationship marketing better explains CRM performance and 3) investigate if manufacturer support contributes to relationship quality. Statistical analysis of the research model found the intensity of CRM implementation by small retailers is influenced by perceived importance of customer information, manufacturer support, and competitiveness, which in turn improves CRM performance and relationship quality.
The World Needs ISoc (Islamic Society)AjmalSultany
This document discusses the importance of serving other Muslims and one's role in ISoc. It provides several hadith about the rewards of helping and benefiting other Muslims. It encourages completing sentences about what ISoc means and one's role. It prompts reflection on why one was chosen for this opportunity and responsibility over other options. The goal is to help individuals understand their duty to the Muslim community and determine how to fulfill that duty through their role in ISoc.
Net Media Planet is an award-winning paid search marketing agency that operates across 59 markets and 28 languages, generating over €90 million in annual client revenue. The document discusses recent developments in search marketing, including the growing importance of social signals and mobile/tablet advertising. It provides recommendations for leveraging these trends such as targeting relevant media, customizing ads based on device, and analyzing mobile sales data to improve performance. The key takeaways are to deeply understand customers, use hyper-targeted ads like on YouTube for incremental sales, and analyze mobile data to grow performance.
This chapter discusses relationship marketing and customer relationship management. It contrasts transactional marketing with relationship marketing, which focuses on developing long-term relationships. The chapter identifies the four elements of relationship marketing and the three levels of relationship intensity. It explains how firms enhance customer satisfaction, build buyer-seller relationships, and use databases and technology like CRM to improve relationships. The chapter also covers business-to-business relationship marketing techniques.
This document discusses Customer Relationship Management (CRM) and its importance for organizations. It states that CRM considers customers as insiders rather than outsiders and aims to build long-term relationships through commitment, services and quality conforming to customer requirements. CRM is defined as an ongoing process of identifying and creating new value for individual customers over their lifetime with an organization. The document also outlines Gordon's 11 C's of relationship marketing which are key aspects of maintaining customer relationships.
EVOLUTION OF CUSTOMER RELATIONSHIP
CRM-Definition, emergence of CRM practice, factors responsible for CRM growth, CRM Process, framework of CRM, Benefits of CRM, Types of CRM, Scope of CRM, Customer Profitability, Future Trends in CRM, CRM and Cost-Benefit Analysis, CRM and Relationship Marketing, Customer Relationship Management Unit-1 IMBA Osmania University
The document discusses integrating customer relationship management (CRM) processes to build relationships. It explains that CRM involves a timely delivery of excellent service through a combination of business processes and technology. It also discusses top CRM applications in various industries, strategic drivers of CRM, defining CRM, managing the customer lifecycle through CRM, requirements for new CRM architectures, trends in CRM, and provides a roadmap for implementing CRM.
Final CRM Power Point for Project Management classDebbie Zornes
If you are a business owner or work in Customer Relations please watch this video my teammates and I made for our Project Management class. Send your ratings of it to me via private message. Here is what I need to have answered after you watch it:
Score one to five how effective you thought the presentation was
1 2 3 4 5
What was the most useful part of the presentation?
1 2 3 4 5
What was the least helpful?
1 2 3 4 5
What would you change about this presentation?
1 2 3 4 5
Overall how was the presentation experience?
1 2 3 4 5
The document discusses customer relationship management (CRM) strategies and the use of data in CRM. It describes the C-MAT model for customer management, which involves understanding customer value, behavior and attitudes. It also discusses integrating customer data into CRM strategies using tools like data warehousing and data mining to collect and analyze large amounts of customer data. The document provides examples of how companies can use data mining techniques like correlation, segmentation and propensity analysis to gain insights into customers.
A framework for customer relationship managementVivek Gopan
1. Customer relationship management (CRM) involves using technology to organize sales, marketing, customer service and technical support to manage interactions with current and future customers.
2. Companies analyze customer purchase histories and characteristics stored in a customer information file to calculate customer lifetime value and identify the most profitable customers to target.
3. Relationship marketing programs like loyalty programs, customer satisfaction initiatives, and mass customization are used to increase customer retention, loyalty, and long-term profitability.
Erp Peoplesoft Functionality Of Crm Softwarebrighteyes
The document provides an overview of the functionality of CRM software. It defines CRM and discusses operational vs analytical CRM. It describes the objectives of CRM in engaging, transacting with, fulfilling, and servicing customers. It then outlines the functionality of CRM software, including modules for employees, customers, products, activities, documents and other features like integration with other systems and portals. Specific examples are given of CRM software capabilities.
The document discusses several comprehensive models of customer relationship management (CRM). It describes four key models: 1) the IDIC model which focuses on identifying, differentiating, interacting with and customizing for customers, 2) Francis Buttle's 2004 model with a goal of enhanced customer profitability through various stages, 3) the QCi model which depicts activities to acquire and retain customers using people, processes and technology, and 4) Payne's five-process model separating CRM into strategic, operational and analytical processes. It also briefly outlines several additional CRM models and frameworks.
This document discusses elements of a business model ontology related to customer relationships, including target customers, distribution channels, and relationships. It defines target customers as the types of customers a company wants to address, and notes companies segment customers to allocate resources effectively. Distribution channels describe how a company delivers value to customers, either directly or indirectly. Channels can be decomposed into links. Relationships are based on customer equity and can include relationship mechanisms like personalization and trust. The document provides examples and references to further describe these elements.
The document discusses concepts and considerations around customer relationship management (CRM). It begins by addressing some common misconceptions about CRM and provides a definition. It then discusses how CRM can help businesses by delivering competitive differentiation, customer intimacy, and return on customer investment. Finally, it outlines some foundational elements that are important to developing an effective CRM strategy, including defining goals, segmentation, metrics, and making customer management a core part of the business.
This document discusses current approaches used by companies to measure marketing return on investment (ROI). It focuses on the practices of a large Indian telecom company.
The introduction provides background on the increasing importance of marketing accountability and measuring financial outcomes rather than just intangible outcomes like brand awareness.
The literature review discusses challenges marketers face in measuring ROI and how most lack standard methods. It outlines some common metrics used like revenue growth and definitions of ROI calculations.
The objectives are to assess the telecom company's marketing activities and promotional ROI measurement approaches, and evaluate the financial implications of the methods used.
This document discusses customer relationship management (CRM) and its key elements and processes. It outlines the main components of CRM as customer knowledge, relationship strategy, communication, individual value proposition, and sales force automation. The core CRM processes include customer acquisition, interaction management, retention, attrition, and defection. It provides details on how each of these processes work and their importance for building and maintaining customer relationships.
The document provides an overview of business-to-business (B2B) marketing. It defines business marketing and outlines key differences between B2B and consumer marketing. Specifically, it notes that B2B demand is derived, customers are concentrated, the buying process is complex, technology and customization are important, and total cost of ownership is a key factor. The document also discusses B2B products/services, markets, customers, procurement processes, and challenges of government and institutional procurement.
This document discusses stakeholder engagement and financial inclusion. It notes that stakeholders include customers, who are important for a company's value and survival. Creating meaningful interactions between stakeholders allows for shared objectives and solutions. The document also discusses the importance of financial inclusion and access to a variety of financial services for low-income groups to help mitigate risks and vulnerabilities. Barriers to financial inclusion include lack of identity proof, remoteness, and financial illiteracy.
CRM is a business philosophy focused on developing long-term relationships with customers. It involves understanding customer needs, maintaining open communication, and delivering superior customer value profitably. The role of salespeople is to build and promote customer relationships by identifying needs, coordinating cooperation, and leading relationship development. Successful CRM leads to a unique asset of relationship networks. Relationship marketing similarly focuses on customer retention and relationship enhancement rather than new customer acquisition. On-demand CRM software like Salesforce has become popular due to its low costs and minimal IT requirements compared to on-premise software. Open source CRM is also emerging as a lower-cost alternative.
The document discusses Customer Relationship Management (CRM). It covers topics like the evolution of customer interactions over time, customer loyalty levels and retention rates, identifying touchpoints and moments of truth, differentiating and customizing interactions for different customer segments, and using different media like face-to-face, phone, and internet for interactions.
This document provides an introduction to customer relationship management (CRM). It discusses the evolution from pre-industrial relationship-centric marketing to industrial era product-focused marketing and the return to relationship marketing in the information era. Technological advances, competition, growth of services, and quality management programs have enabled more effective CRM. CRM aims to enhance customer loyalty and relationships through understanding customers and multiple levels of service.
This document summarizes a research paper that examines the impact of customer relationship management (CRM) technology on firm and relationship performance in distribution networks. The research paper aims to 1) identify factors that promote CRM implementation among small retailers 2) determine if integrating customer information management and relationship marketing better explains CRM performance and 3) investigate if manufacturer support contributes to relationship quality. Statistical analysis of the research model found the intensity of CRM implementation by small retailers is influenced by perceived importance of customer information, manufacturer support, and competitiveness, which in turn improves CRM performance and relationship quality.
The World Needs ISoc (Islamic Society)AjmalSultany
This document discusses the importance of serving other Muslims and one's role in ISoc. It provides several hadith about the rewards of helping and benefiting other Muslims. It encourages completing sentences about what ISoc means and one's role. It prompts reflection on why one was chosen for this opportunity and responsibility over other options. The goal is to help individuals understand their duty to the Muslim community and determine how to fulfill that duty through their role in ISoc.
Net Media Planet is an award-winning paid search marketing agency that operates across 59 markets and 28 languages, generating over €90 million in annual client revenue. The document discusses recent developments in search marketing, including the growing importance of social signals and mobile/tablet advertising. It provides recommendations for leveraging these trends such as targeting relevant media, customizing ads based on device, and analyzing mobile sales data to improve performance. The key takeaways are to deeply understand customers, use hyper-targeted ads like on YouTube for incremental sales, and analyze mobile data to grow performance.
This document discusses the Islamic doctrine of al-Wala' wa'l-Bara', which involves allegiance to Muslims and disassociation from non-Muslims. It covers several topics:
1. The rights Muslims have upon one another are based on love for the sake of Allah. True love of Allah requires following his commands and hating what he hates.
2. Issues pertaining to living in non-Muslim lands like migration to Muslim countries are discussed.
3. Jihad for Allah's sake, prohibitions on spying on Muslims, abandoning heretical beliefs, and severing ties with non-Muslims through marriage and inheritance are covered.
4. Imitating non
2tionplus - the social network Educational program for collaborative learning.Sujai.G Pillai
2tionPlus is an Android tablet app that provides collaborative learning tools like sharing class lessons, notes, and videos. It allows students to clarify doubts remotely through features like an online whiteboard for tutoring and text-to-speech playback. Students can also find expert tutors, plan their studies, and access over a million educational videos organized by subject.
This document discusses different types of energy including potential, kinetic, mechanical, thermal, electrical, chemical, and nuclear energy. It explains how energy can change forms through conversions and gives the example of how a dam converts the potential energy of water into kinetic and then mechanical and electrical energy. The document also discusses the law of conservation of energy and how the food we eat provides chemical energy that our cells convert to biological energy through cellular respiration. Living things store and release energy using ATP, which cells make by adding phosphate groups to ADP and release energy by breaking phosphate bonds.
All living things are composed of cells, which are the basic units of structure and function. Eukaryotic cells contain specialized internal structures called organelles that carry out different functions. The nucleus contains the cell's DNA and directs protein production. Other organelles such as mitochondria, chloroplasts, the endoplasmic reticulum, Golgi apparatus and lysosomes help modify and transport proteins and carry out other specialized functions, allowing the cell to survive.
What impact does Customer Management have on Business PerformanceDoug Leather
We know intuitively that managing the customer portfolio well leads to improved business performance. This slide deck shares important insights into what makes customer management work and how to measure it. This is based on research done by QCi (the main players now with The Customer Framework Ltd) and although I put this deck together 6 years ago I was astounded as to how relevant the thinking still is. The sad reality is that Customer Management capability hasn't improved very much over the years (in the majority of cases, hence we are still subject to inconsistent and poor customer experience) yet it remains a topic that is spoken about and focussed upon by many organisations. The difference that I find today versus 7 or 8 years ago is that MORE people talk about customer management than previously, however I don't se much improvement in the understanding of what it involves or much improved capability in operationalizing customer centric business.(this is a generalised statement)
The document summarizes the results of a 2018 study on the state of B2B sales. Some key findings include:
1) Market-leading companies are seeing their perceived value erode and are increasingly viewed as vendors rather than strategic resources. The number of sales professionals perceiving themselves as vendors tripled from 2015 to 2018.
2) Procurement and vendor management practices pose major challenges and trends for sales teams. Sales professionals acknowledge complying with these practices despite knowing it reduces their chances of success.
3) Factors like controlling the sales process, developing advocates in the customer's organization, and accessing decision makers can boost close rates by up to 74%. However, sales teams still struggle with skills in these
Research shows that the most successful companies use benchmarking as a key management process and information tool. As your company develops its annual strategic plans and budget, it helps to understand where you stand relative to your peers and competitors. Deviating from benchmarks isn’t good or bad: But it is important to know why and by how much you deviate in order to test and justify your decisions.
OPEXEngine Founder and CEO Lauren Kelley delivered this “Data-Driven Decision Making” presentation to an audience of over 100 CFOs at an invitation-only event hosted by General Catalyst Partners, a Boston-based venture firm on 19-Oct-2011.
Bi24 whitepaper Bi24 - How legal firms can harness the power of analyticsDavid Ricketts
The document discusses how legal firms are employing business analytics to improve their sales performance in an increasingly competitive market. It outlines how new entrants are offering lower-cost services, putting pressure on traditional firms to overhaul their operations and prioritize business development. Analytics provides opportunities for firms to gain better visibility into sales data and track metrics like customer behavior and retention. When integrated into a CRM system, analytics can help firms develop targeted marketing strategies and sales processes. The document provides examples of how analytics reports can optimize activities like opportunity evaluation, campaign effectiveness, and predictive client spending.
Slide share The Case for Customer Relationship Excellence - European Qualit...Dr. Ted Marra
Ted Marra argues that many companies focus too much on cost reduction and not enough on customer relationships during economic downturns. He recommends focusing on revenue growth by prioritizing customers and delivering value rather than constantly pursuing lower costs. While cost reduction approaches are tempting, they can weaken companies in the long run. True competitiveness comes from adding value for customers through people, technology, processes, and support rather than just lowering prices.
The Competitiveness Of Hong Kong And Asian Accounting Firms Rev May 2012Robert_Sawhney
This document provides an overview of strategic management concepts for accounting firms. It discusses that marketing is about client value rather than promotion. High performing professional service firms are client focused, innovative, understand client industries, systematically collect market information, demand information sharing, communicate clear values, are aware of competitors, and think long term. Strategy involves choosing markets and services to deliver unique value. Implementation is challenging and requires changing mindsets to view marketing as strategic. The document also discusses globalization, strategic alliances, mergers, and alternatives to billable hours for pricing services.
Clients Look Ahead at Agencies (RSW/US 2011 Survey)Kirill Smirnov
The 2011 New Business Report: A Client’s Look Ahead at Agencies was completed by 174 key Marketing decision makers from across the United States during March, 2011. The study takes a look at where Marketers think Agencies are headed in the coming years and analyzes Marketers’ overall satisfaction with Agencies and presents ideas/suggestions on how Agencies should pitch and market to prospective clients.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
As part of our mission to help companies make the best software selection decisions. The goal was to answer some of the critical questions that companies should ask themselves before embarking on this business task.
The key findings from the document are:
1) Companies are looking to CRM to improve performance and grow business, but CRM success can be improved significantly from less than 15% to over 70% by focusing on key steps.
2) The steps that have the greatest impact on CRM success are human-oriented steps like change management and process change, not big ticket technology items.
3) Some CRM success drivers are consistent across situations, while others vary depending on geography, company size and scope, and other influencers. Change management and process change always contribute strongly to success.
The key findings from the document are:
1) Companies are looking to CRM to improve performance and grow business, but CRM success can be improved significantly from less than 15% to over 70% by focusing on key steps.
2) The steps with the greatest impact on CRM success are human-oriented steps like change management and process change, not big ticket technology items.
3) Some CRM success drivers are consistent across situations, while others vary by geography and situation. Change management and process change always contribute strongly to success.
In the last ten years, sales professionals have been asked to do more with less. Most businesses have experienced several rounds of reductions in force, as acquisition and bottom-line pressures eliminate human capital from business. Business has looked to improved technology to keep pace with competitors and run with minimal work forces, thus producing an increasingly stressful, and competitive environment.
Business.com Small Business Pulse 2013 Lead Generation InsightsBusiness.com
Business.com conducted an extensive survey of over 500 B2B companies about their lead generation efforts. This report summarizes that data and provides analysis on how marketers are using lead generation, what fields and types of leads are most valuable, and how they are nurturing those leads after they receive.
- The document provides an overview and key findings from a survey of 41 customer reference programs.
- While programs excel at producing reference materials and fulfilling requests, customer participation and measuring impact on business outcomes is still lacking.
- To remain relevant in the new subscription economy, reference programs need to focus more on customer retention, experience, and demonstrating value to both internal and external stakeholders.
- Key recommendations include increasing focus on the customer journey, becoming more strategic partners, and better integrating with sales.
This document discusses how Microsoft Dynamics CRM can help organizations pursue five key strategies to succeed in challenging economic times: 1) Focus on existing customers, 2) Maximize revenue opportunities, 3) Do more with less, 4) Reduce operational costs, and 5) Optimize existing IT assets. It provides examples of how Dynamics CRM helped companies streamline processes, improve customer retention and profitability, optimize marketing efforts, and increase sales effectiveness. The document argues that Dynamics CRM enables organizations to better navigate economic uncertainty through enhanced customer insights and more efficient operations.
Increasing company value by sales channels choices 1.1Greg Nutkins
This document discusses different sales channel strategies for software companies, specifically comparing direct sales versus indirect/partner channels. It notes that indirect channels can help reach new geographies and customer segments in a more cost-effective manner by spreading sales and support costs across multiple product lines. However, direct sales may be preferable for large deals and customers. The document provides financial models comparing the profitability of different channels and qualitative factors to consider. It also outlines what resellers/partners look for in vendors, how they should be compensated, and keys to a successful partner program like transparency into results and treating partners as extensions of the company.
The document discusses strategic issues related to implementing customer relationship management (CRM) systems. It provides an overview of CRM, highlighting that CRM involves both business processes focused on customers as well as technological components like data collection and analysis. The document also discusses challenges in implementing CRM, such as the need for effective leadership, a holistic approach that integrates CRM across the organization, and properly identifying and targeting customer groups. It presents a case study of a CRM implementation at a UK manufacturing company to illustrate these issues.
1) CPG companies are focusing more on improving promotion effectiveness rather than increasing trade spending or improving deduction reconciliation in 2011.
2) While some CPG companies plan to decrease trade budgets in 2011, most will keep budgets flat or increase spending slightly.
3) Rising costs are forcing most CPG companies to plan price increases in 2011, but most believe retailers will pass these costs directly to consumers rather than help absorb any of the increases.
International Journal of Business and Management Invention (IJBMI)inventionjournals
The document summarizes customer relationship management (CRM) strategies used by Airtel and Zain in the telecommunications industry. It finds that:
1) Airtel divides its customer care cell into four departments to handle different customer segments. It also implements CRM through customer care executives and measures effectiveness through a third party.
2) Airtel designs special loyalty programs and incentives, especially for privileged customers. It has a complaint handling system and incorporates customer feedback.
3) Zain collects customer personal information through its website to perform data mining and convert data into useful business insights. It aims to improve capabilities to acquire and retain customers to increase market share.
International Journal of Business and Management Invention (IJBMI)
2010.sbps.business services
1. Business Services
By Leff Bonney, Professor of Marketing, Florida State University
analyzed using statistical techniques to detect differences
After reviewing the data from the 2010 Miller Heiman Sales between the 2009 and 2010 survey data and to look for major
Best Practices Study, it appears the main challenges facing differences in the responses from business services staff and
the business services group are quite similar to those of 2009. staff representing World-Class Sales Organizations. This type
The down economy continues to apply downward pressure of analysis yielded interesting insights as to the state and
on business services companies in terms of pricing strategies trends in the business service sector. It also provided some
and general financial performance. Like last year, business interesting insights into the ways that business services firms
services customers are applying commodity buying strategies may be able to overcome the apparent commoditization of the
to these services and it appears that business services sales services that they provide.
personnel are at a loss when it comes to formulating effective
selling strategies.
Unfortunately, the down economy is continuing to hurt
The business services industry is made up of firms that
business services firms with general financial performance
specialize in support services for commercial businesses.
decreasing from the 2009 to 2010 versions of the Miller
Examples of the type of firms operating in this industry include
Heiman study. In 2009 it appeared the business services
commercial document management companies, staffing firms
firms were showing very low growth across the spectrum
and facilities management. There were 140 business services
of performance metrics indicating the these firms were still
respondents who completed the 2010 survey.
showing some positive performance in 2008-2009. However,
Two research methods were employed in generating this now these same firms are beginning to see actual declines in
business services report. First, interviews were conducted with key performance measures. For example, the average sale per
sales representatives and managers working in the business customer in 2009 was flat compared to the previous year but in
services sector. The interviews were analyzed looking for this year’s study business services respondents indicated that
specific trends or patterns. Second, the hard data obtained sales per customer were down 1-5 percent. In some sense,
from the 2010 Miller Heiman Sales Best Practices Study was this is a logical progression of events given the slow recovery
2. in the general economy. Services tend to lag product declines reported lower quota achievement compared to most of the
in that business services are often seen as key aspects of other industries reported in the 2010 Miller Heiman Sales Best
doing business that cannot be reduced as easily as product Practices data. However, this could also be due to a slow
expenditures. However, it appears that as the economy response of business services firms to the downward pressure
continues to show little to no growth, service expenditures are of the economy and the fact that the industry was still showing
finally beginning to decrease on a per customer basis. signs of growth in late 2008 resulting in unachievable quotas in
the following year. Regardless, it represents an area of concern
The interviews with business services managers reinforced
for business services firms.
this idea as one manager indicated that their customers are
beginning to apply more traditional, commodity purchasing In terms of customer retention and growth, the business
processes and procedures to business services purchasing. services sector is in a holding pattern. 2010 respondents
“Things are changing quickly. It has been a long time since indicated that customer retention was flat compared to very
we made sales calls on purchasing managers, but in the last low growth in 2009. The same pattern exists for new account
couple of years, we have had to build relationships with the acquisition and the number of qualified opportunities/leads;
purchasing department. We are also having to comply with 2010 shows no change in new accounts and leads while
more stringent purchasing requirements which unfortunately 2009 showed slight growth for these two important metrics.
means more bidding on projects compared to years past,” In summary, the business services sector can best be
says Bill, a manager at a major business services firm in characterized by no growth in new customers and holding
Tallahassee, Florida. steady with current customers. Downward pricing pressure
however, has eroded sales per customer resulting in lower
Further analysis of the 2010 data supports the centralization of
sales revenues for business services organizations in 2010
purchasing processes of business services clients. Differences
compared to slight growth in revenues in 2009.
between the 2009 and 2010 data show that business services
sales reps are dealing with fewer decision makers. Likewise,
the smaller buying center uses more stringent selection As previously mentioned, the analysis of the 2010 data included
criteria in the purchasing process. In 2010, business services a review of the perceptional gaps between business services
respondents were more likely to say that customers required respondents and respondents from companies identified
formal ROI calculations in purchasing decisions than in 2009. as World-Class. Specifically, a group of high-performing
A business services sales representative interviewed for the companies was used as a point of comparison and labeled
study said, “We are getting pretty beat up by the purchasing “World-Class Sales Organizations.” A robust system for
process. Our customers are asking for bigger discounts which determining World-Class Sales Organizations was developed
we are giving without much upside for us other than we get based on complex factors that contribute to revenue growth.
to keep a customer.” Again, the survey data supported this To be considered as a World-Class Sales Organization,
in that more 2010 respondents indicated that they are giving companies were evaluated based on an algorithm that
price concessions while getting less in return compared to incorporates their activities in each of the six sales elements
2009 respondents. Ultimately, this is beginning to spill into covered within this survey. Additionally, these sales elements
rep quota achievement as business services respondents correlate to superior sales performance. Once all World-Class
3. Sales Organizations were identified, comparisons to business World-Class Sales Organization respondents said that their
services firms across all aspects of the survey were made. performance review process includes a coaching element.
The largest gaps between World-Class firms and business This is more than two times the number of business services
services firms were identified as a means of highlighting respondents with only 39 percent reporting that their firm
major areas for business services firm improvement. included coaching elements in performance reviews. Finally,
World-Class respondents were 3.5 times more likely to
This comparison method revealed two major areas for
say that the sales meetings effectively reinforced the sales
improvement that business services firms may want to
process than sales staff representing business services
consider in the near future. The first theme relates to managerial
firms; 82 percent for World-Class firms versus 23 percent
support of business services sales representatives. The data
for business services firms. From the analysis, it seems that
from the survey revealed that sales managers from World-
World-Class firms are achieving superior sales performance
Class Sales Organizations spend more than twice as much
in the down economy by leveraging the talent and knowledge
time coaching reps compared to managers from business
of their sales managers via a more conscious effort to coach
services firms. Respondents from World-Class firms
the sales force.
indicated that their sales managers spend 40 percent of their
time coaching sales representatives compared to business The second area that business services trail far behind
services sales managers who spent just 15 percent of their World-Class Organizations is in the level of coordination
time coaching sales reps. Similarly, nearly 90 percent of all across key groups within the company. The biggest indication
that business service firms lack a coordinated response to
the commoditization of their services is in the alignment
between sales and marketing. Close to 90 percent of World-
Class firms indicated that sales and marketing were aligned
35% 90% versus just 25 percent of business services firms. Another
indication of poor coordination between the marketing and
sales functions is found in business services firms’ inability
to put together a coherent, formalized value proposition
necessary to satisfy more sophisticated services buying
22% 84% 31% 90%
4. centers. Eighty-nine percent of World-Class Organizations switching to other service providers.” The analysis of World-
indicated that they have a compelling value proposition versus Class and business services firms demonstrated that there
36 percent of business services firms. is a direct correlation between sales manager coaching and
coordinated actions across the firm and being able to get
This lack of coordination not only exists between marketing and
value in return for price discounts. This is evidenced in the
sales in business services firm, but also between sales reps
fact that high levels of coaching and coordination led to 60
and upper management. Seventy-five percent of respondents
percent of World-Class firms reporting that they are able to get
from World-Class firms indicated that there was a formal
value in return for price discounts. In contrast, the low levels of
process for engaging upper levels executives in the selling
coaching and coordination led to only 18 percent of business
process. This is three times more than business services firms
services firms reporting that they are able to leverage their
where just 22 percent of the respondents said that there was a
discounting efforts.
formal process for executive-to-executive selling in their firms.
In firms where the executive management team is not involved
in direct selling efforts, managers will often still be involved
in evaluating deals that sales representatives are pursuing.
One way that upper management exerts influence on deal-
17% 57%
making is by setting established procedures for investing
in large deals; more importantly, by setting procedures for
when to stop investing in large deals. The heavy emphasis
on established procedures for working on large deals is yet
another area where World-Class firms outpace the business
services group at large. Fifty-seven percent of World-Class
firms reported having established procedures in place for Another key aspect to overcoming pricing pressure is to look
investing in large deals whereas only 21 percent of business for non-traditional customers who may not be as familiar with
services firms reported having similar procedures. the business services industry as traditional customers. Again,
the impact of manager coaching and coordinated action in
The two themes, managerial support and coordinated
reaching out to non-traditional markets was assessed in both
responses to changing markets, are key drivers that can
the World-Class and business services groups. Like leveraging
reverse the effects of downward pricing pressure. Regardless
discounts, coaching and coordination were directly correlated
of the industry, when faced with downward pricing pressures,
with success in selling into non-traditional markets. The end
firms should try to leverage price discounts into something
result was that World-Class firms were roughly twice as good
that provides some value in return. An example of leveraging
at moving into these new markets as business services firms.
pricing discounts is to get longer time commitments from
These results suggest that business service firms should
customers. One manager interviewed for the study mentioned,
strive to get managers more involved in guiding sales reps
“We have not been doing a good job with asking customers
into new markets and that marketing staff and the executive
to agree to longer-service agreements despite the fact that
management team should also become active participants in
we continue to offer lower prices to keep the customers from
the effort to sell to non-traditional clients.
5. leaving the printing firm to work for a major pharmaceutical
The business services industry is not immune to the negative company where he served as a senior sales representative. In
effects of the down economy. As revealed in this year’s Miller 2003, he returned to the University of Georgia where he earned
Heiman Sales Best Practices Study report, business services his master’s in Business Administration and in 2004 he entered
firms are experiencing downward pricing pressure from the doctoral program at the University of Tennessee-Knoxville
established clients with no growth in new accounts. The end where he received his PhD in marketing.
result is an industry whose firms are faced with decreases in
overall revenue. However, as demonstrated by World-Class
firms, business service firms may be able to offset some of The 2010 Miller Heiman Sales Best Practices Study is the
those negative effects by becoming more adept at leveraging seventh annual effort to determine the broad challenges
the price discounts they offer to established customers. currently facing the sales profession. The respondents included
Being able to move into non-traditional service markets is an in this report are limited to those who are selling in what
additional avenue for overcoming the performance challenges Miller Heiman has defined as a complex selling environment
in the business services industry. To accomplish these two - those who are required to influence multiple decision makers
strategies, the data shows that business services firms should in what is typically a long sales cycle. Looking at the sales
encourage more active coaching of the sales force from organization in six main areas, study participants were asked
front-line sales managers and more disciplined, coordinated to respond with their level of agreement regarding 51 critical
actions from other groups such as marketing and the upper sales activities. This report is specific to responses from the
management team. business services industry, which included 130 participants.
Leff Bonney The survey was designed as exploratory research to collect
Leff is a professor of marketing at Florida State University. He primary data using a structured design. Formal statistical
specializes in B2B marketing with research interests including procedures were used to analyze the data. Such procedures
sales force integration into other organizational functions and included exploratory factor analysis, reliability analysis,
sales force innovation. Leff has authored articles appearing in regression analysis, and frequency analysis. This is the seventh
The Journal of Marketing Theory and Practice, The European year of this study.
Journal of Marketing, and Industrial Marketing Management
as well as other leading academic publications. In addition to
After the broad issues and metrics were reviewed, the instrument
research, Leff teaches in the Florida State University Sales
was subjected to a pretest. The final instrument contained six
Center (www.fsusalesinstitute.com) which has won numerous
sales elements and a customer environment section with a total
awards for its sales education and training.
of 51 closed-end questions based upon a 7-point Likert scale for
Prior to returning to academia, Leff spent nearly 10 years in sales responses of Strongly disagree, Disagree, Somewhat disagree,
and sales management. He started his selling career as a sales Neutral, Somewhat agree, Agree, Strongly agree. Fourteen
representative for a large commercial printing company. Leff metric-type questions were included in this study. Finally, six
held several positions in sales and sales management before demographic questions were included.
6. Data for this study were collected from late-September 2009 Busines Services Titles
through late-October 2009. C-Level Executive 13
President/GM 14
Sales VP/Director 37
Responses were solicited globally from sales professionals Sales Manager 22
who are currently or have been in contact with Miller Heiman. Sales Representative 15
However, the study was not limited to Miller Heiman clients. Marketing 3
We actively pursued a cross section of participants, industry Training 13
and geography, for the study from a variety of databases. Human Resources 2
The comparisons provided in this report include World-Class Business Development 22
Sales Organizations compared to business services sales Account Management 9
organizations in the study and perception gaps among C-level, Sales Operations 2
sales management, and sales force positions.
Business Services Size of Deal
$0 - $5K 19
The large number of responses to this survey adds to the $5K - $25K 39
previous six years’ momentum and validates that this is one $25K - $100K 35
of the most comprehensive and statistically reliable research $100K - $250K 20
efforts on sales effectiveness done to date. More than 25,000 $250K - $500K 13
sales professionals have participated in these studies to date. $500K - $1 million 5
$1 million + 19
The substantial number of responses received for this year’s
report was from a broad cross-section of industries, positions,
Business Services Sales Geographies
and company sizes. Respondents included in this report are
North America 63%
only those who are in the complex selling environment, defined
Europe 24%
as needing to influence three or more people in the sales cycle.
Australia 6%
(In addition, this self-reported factor was cross-validated within
Africa 1.5%
the study.) Of over 1,992 total responses, 1,502 responses met Latin America 1%
the criteria of “complex selling environment.” Other 4.5%