This document discusses customer relationship management (CRM) and logistics interfaces. It covers topics such as the relationship between companies and customers, stockists, and trade partners. It emphasizes developing and enhancing relationships with customers to increase customer retention and lifetime value. It also discusses using CRM inputs to optimize transportation and inventory management for cost effectiveness.

1. Customer Delight:
CRM
&
Logistics Interface
Presented at MDP organised by Management Development Center & UPES DEhradun
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2. CRM
•C USTOMER
•R ELATIONship
•M ANAGEMENT
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3. RELATIONship
BETWEEN
COMPANY AND C&FA
C&FA AND STOCKIEST
STOCKIeST AND TRADE TRADE
TO THE CONSUMER
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4. Relationship marketing
Moving from a ‘transactional’ model of
marketing to a ‘relationship’ model
Advocate
Emphasis
On
on
e
Supporter developing
s and
n
enhancing
Enhancing
Emphasis r Client g
on new relationships
d
Customers
customers (customer
g
s t
Customer
(customer
new s keeping)
scatching) r
rProspect )
r
)
t
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5. What is relationship
marketing ?
• Marketing designed to
create, maintain, and
enhance strong relationships
with customers and other
stakeholders
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6. CRM vs Relationship Marketing:
• CRM develops a customer strategy and introduce
segmentation to allow those requirements to be
fulfilled
• CRM may mean radical changes on many levels in
the organisation
• Chances of failure are reduced if some basic pitfalls
are avoided
• Relationship marketing does not have to be
technology intensive
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7. Why is it important?
• It costs five times as much to attract a new
customer as it does to keep a current one
satisfied.
• It is claimed that a 5% improvement in customer
retention can cause an increase in profitability of
between 25 and 85 percent depending on the
industry.
• Likewise, it is easier to deliver additional
products and services to an existing customer
than to a first-time “buyer.”
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8. Customer Lifetime Value
• Losing an existing customer
means losing the entire
revenue stream that
customer represents – not
just that single encounter or
sale.
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9. WHO IS CUSTOMER ?
• IS HE DELIGHTED ?
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10. WHO IS THE CUSTOMER: DEFINITION
• The next person (individual of function / group) in the work
place, the receiver of output and the next to act on it.
A customer may be either external or internal.
• External customers are those who buy our products /
services.
• Internal customers are individuals / departments who use
our outputs as their input and we become their suppliers.
• In an organization, all of us are both supplier and
customers to one another like a chain.
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11. the Customer wants…………..
• Right Quality
• Right Quantity
• Right Time
• Right Cost
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12. “ A Customer is the most
Important visitor on our premises
He is not dependent on us
We are dependent on him.
He is not an interruption to our work
He is the purpose of it
He is not an outsider in our business.
He is a part of it.
We are not doing him a favour
by serving him
He is doing us a favour by giving us an
opportunity to do so.”
Mohandas K. Gandhi
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13. CRM – A DEFINITION
• CRM is an integrated organizational
approach in delighting customers (both
external and internal) by meeting their
expectation on a continuous basis
through everyone involved with the
organisation working on continuous
improvement in all products, services and
processes along with proper problem
solving methodology.
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14. Attracting, retaining and
growing customers
• Customer delivered value – the
difference between total customer
value and total customer cost.
– Value includes product, services,
personnel and image value.
– Cost includes monetary, time,
energy and psychic costs.
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15. Customer satisfaction
• The extent to which a product or service‟s
perceived performance matches a buyer‟s
expectations.
• What are expectations based on?
– Past buying experiences
– Friends, family and other associates
– Information about the competition
– Promises made in marketing materials
(your brand)
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16. Customer loyalty & retention
• Highly satisfied customers are:
– Less price sensitive
– More likely to talk favorably about
you
– More likely to refer you to others
– Remain loyal for longer
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17. CRM Stakeholders:
• Advertising agencies
• Call centers
• Company employees
• CRM vendors.
• Consultants
• CRM developers
• Marketing
• Sales
• Telecom hardware vendors
• Legal counsel Dabur Consumer Health

18. Risk of CRM Implementation
Failure:
• Vendor failure
• Customer Rejection
• Cost overruns
• Time overruns
• Disruption of service
• Internal rejection
• Evolving standards
• Shifting customer expectations
• General Economic Slowdown
• New Technology
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19. COST EFFECTIVE TRANSPORTATION
• Minimize number of transporters.
• Give CRM inputs to transporters.
• Use appropriate size of vehicles for cost effectiveness.
• Reduce vehicle waiting time at plant.
• Use dedicated single transporter exclusively working for the
organization.
• Work out PDP & monitor the performance
• Negotiate Rs./Km. instead of Rs./Kg. with dedicated
transporters.
• Consolidate materials at regional locations for better utilisation
of trucks.
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20. Stockiest Retention
Sales
Customers Retained
Customers Shifted
Changed as un
attended
Adding New
Customers
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21. STOCKIEST RETENTION
• Incentivizing Stockiest on regular basis to retain them.
• Offering best Quality Products and generating market pull.
• Fast processing of claims thru hassle free procedures.
• Drishti installed at stockiest covering 80% of business.
• Setup COP unit to minimize order processing at C&FA‟s.
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22. Employee Retention
• Survey on total employee satisfaction in 2005 among the
leading FMCG Companies.
Dabur listed in Top 3 FMCG groups and awarded with
„DABUR‟ A GREAT PLACE TO WORK
• Long Service Awards for Employees
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23. APPROACHES
TRADITIONAL crm
Assume Customers Study Customer Need
Need
SPCIFY Verify Throughly
SPCIFY Verify by searching Problems
Produce Estimate Produce Right Quality
Quality
Education to Listen and attend to
Customer Customer
Face Major Problems Face Minor Problems
Fix Problems By Fix Problems By Up
Down Stream Initiation Stream Initiation
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24. AROUND THE DABUR IN
14 MINUTES AVSEQ01.DAT
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25. OUR GROWTH STRATEGY
EXPAND
ACQUIRE INNOVATE
The underlying thread of strategy is:
“PEOPLE”
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26. Dabur At-a-Glance
Dabur India Limited has marked its presence
with some very
significant achievements and today
commands a market leadership
status.Our story of success is based on
dedication to nature,
corporate and process hygiene, dynamic
leadership and commitment
to our partners and stakeholders. The results
of our policies and
initiatives speak for themselves.
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27. • Leading consumer goods company in India with 4th largest
turnover of Rs.4110 Crore (FY10-11)
• 6 major strategic business units
• Home And Personal Care (HPC) Oral Care (OC) Health Care
(HC) Ayurvedic (AYU) Fem (Fem) Foods (FOODS)
• 3 Subsidiary Group companies -Dabur International & newu
• 8 step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur
Egypt Ltd (Egypt), Asian Consumer Care
(Bangladesh), Asian Consumer Care (Pakistan), African
Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-
UAE), Weikfield International (UAE) and Jaquline Inc. (USA).
• 17 ultra-modern manufacturing units spread around the
globe
• Products marketed in over 60 countries
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28. • Wide and deep market penetration with 50 C&F agents,
more than 5000 distributors and over 2.8 million retail outlets
all over India
Strategic positioning of Honey as food product,
leading to market leadership(over 75%) in branded honey market
Dabur Chyawanprash the largest selling Ayurvedic medicine
with over 65% market share.
Vatika Shampoo has been the fastest selling shampoo brand in India for
three years in a row
Hajmola tablets in command with 60% market share of digestive tablets
category.
About 2.5 crore Hajmola tablets are consumed in India every day
Leader in herbal digestives with 90% market share
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29. DABUR DOCTORS MEET
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30. DABUR HEALTH CAMPS
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31. LEADING VAID HONOUR
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32. DABUR TRAINING SESSION
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33. Manufacturing Units
• Narendrapur (WB) • Katni (MP)
• Sahibabad (UP) • Beergunj (Nepal)
• Alwar (Rajasthan) • Zabel-ali (Dubai)
• Baddi (HP) • Kalyani (WB)
• Rudrapur (Uttaranchal) • Ramadan (Egypt)
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34. Established : December 1979

35. Our People are our Strength
 Established : Dec. 1979
 Strength : 155
 Scientists : 138
 Consultants : 06
 Admin. Staff. : 18
 BAMS/MDs  Oil Technologists
 MBBS/MDs  Food Technologists
 Pharmacists (M.Pharms/Ph.Ds)  Information Scientists
 Chemists (M.Sc./Ph.Ds)  Oncologists
 Botanists  Plant Tissue Culturists
 Agronomists  Animal Tissue Culturists
 Biotechnologists  Pharmacologists

36. Research Areas
Ayurvedic Drug Research Agronomy
Pharmaceutical Research Biotechnology
Clinical Research
Analytical Development
Phytopharmaceuticals
Synthetic Chemistry
Personal Care Products
New Drug & Peptide Research
Oncology Research
CGMP/Regulatory Affairs Food Technology
Veterinary Health
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37. DRF Affiliations...
 DSIR, Government of India
 Expert Committee on Herbal Medicines
 Bureau of Indian Standards
 Working Group of I.P.
 Drug Technical Advisory Board, Ministry of H & FW
 Member, Ayurvedic Pharmacopoeia Committee
 Scientific Committee, Indian Herbal Pharmacopoeia
 National Bio-diversity Board, Dept. of Biotechnology
 AAPS, USA
 Professional Bodies/Associations
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38. Our Partners in Clinical Research
36 Medical Colleges & Teaching Hospitals
Some Prestigious ties
– All India Institute of Medical Sciences, New Delhi
– Institute of Medical Sciences, BHU, Varanasi
– JIPMER, Pondicchery
– MGIMS, Sewagram, Wardha
– Seth GS Medical College & KEM Hospital, Mumbai
– Central Drug Research Institute, Lucknow
– PG Institute of Basic Medical Sciences, Calcutta
– Apollo Group Hospitals, Chennai & New Delhi
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39. Thus Dabur Products Offer…….
Quality
Safety
Efficacy
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40. 1884 - 2009
• Dabur AV.mpg
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