CRM is a competitive strategy and process of acquiring, reacting and partnering with selective customers to create superior value for the company and the customer.
This chapter provides the basics of Electronic Customer Relationship Management and gives a clear idea about the e-CRM. It also gives the knowledge of changing perspective of the e-CRM practices
This chapter covers the basic introduction to Customer Relationship Management. It provides a conceptual foundation to CRM practices and implementation of the CRM
This Presentation contains the study features and characteristics of Sales Manager. Its roles, Functions and responsibilities.
This also contains another part that is about Salesmanship in which it includes concept, objectives, functions, types of Salesman and what are the qualities of a Good Salesmen .
Customer Relationship Management or CRM is a model for managing a company’s interactions with current and future customers. It involves using technology to organize, automate, and synchronize sales, marketing, customer service and technical support.
It is a new business philosophy based on trust and value
It provides selling organisations with the platform to obtain a competitive advantage by embracing customer needs and building value-driven long-term relationships.
This chapter provides the basics of Electronic Customer Relationship Management and gives a clear idea about the e-CRM. It also gives the knowledge of changing perspective of the e-CRM practices
This chapter covers the basic introduction to Customer Relationship Management. It provides a conceptual foundation to CRM practices and implementation of the CRM
This Presentation contains the study features and characteristics of Sales Manager. Its roles, Functions and responsibilities.
This also contains another part that is about Salesmanship in which it includes concept, objectives, functions, types of Salesman and what are the qualities of a Good Salesmen .
Customer Relationship Management or CRM is a model for managing a company’s interactions with current and future customers. It involves using technology to organize, automate, and synchronize sales, marketing, customer service and technical support.
It is a new business philosophy based on trust and value
It provides selling organisations with the platform to obtain a competitive advantage by embracing customer needs and building value-driven long-term relationships.
Knowing your customer, Doing a regular follow-up, Interacting with them, Offering them the best most importantly simplifying work to get the best output....
Presentation to The National Association of Credit Union Service Organizations (NACUSO) about developing a customer focused approach to achieve business goals. Gaining a deeply intimate understanding of customer behavior is at the heart of the relationship required to engage both customers and employees. An organization’s ability to understand, act upon and internalize customer information has a direct and tangible impact on business performance.
Organization’s readiness to deliver on customer experiencebjornbierhaalder
We believe that the future of service organizations will be more customer centric. Most service providers have the ambition to become truly customer centric, but day-to-day reality shows that fulfilling this ambition may not be as straightforward as expected. We notice a gap between ambition and current reality.
A lot of research has been done on customer experience, but not on organization’s readiness to deliver the customer experience to customers. To move from promise to delivery, being ready as an organization may be crucial.
Customer centricity starts with truly understanding what your customers really want. This implies for us, too. Vlerick Business School and MCH Consultancy have co-created a research to understand the perceptions of decision makers and senior managers on the current state of customer centricity among service providers in the Netherlands.
During May and June 2014 we have conducted an online survey with over 150 respondents in the Netherlands. The results of this survey give valuable insights in the changes required towards being customer centric as an organization. This quantitative research is the first step on our journey to understand what it takes to become a true customer centric service provider that consistently delivers its customer experience.
Chapter 4 Creating Customer Value, Satisfaction, and LoyaltyNishant Agrawal
Creating Customer Value, Satisfaction, and Loyalty
Organizational Charts
What is Customer Perceived Value?
Determinants of Customer Perceived Value
Steps in a Customer Value Analysis
Measuring Satisfaction
What is Quality?
A review on enhancing digital customer experience with a holistic, integrated measurement system having clear linkages between metrics at every level of customer delivery
There are several ways by which advertisements erode moral values:
1. Surrogate advertising
2. Puffery
3. Exaggeration
4. Unverified claims
5. Women stereotyping
6. Unhealthy brand competition
7. Children in advertisement
1. What are the subgroups under hospitality industry?
2. Porters five force analysis
3. Growth drivers and strategies
4. Key trends
5. Major players
6. Risks
AR is the digitally enhanced view of the real world. But how did it evolve and how do marketers use it??
We will look at:
1. Customer’s Needs and wants
2. AR Enabled Marketing Communication
3. AR at various stages of product lifecycle
4. Use Augmented Reality in Advertising
5. How AR is used in business
6. Why AR works?
7. Brands using AR
8. AR as a Marketing tool
Communication is important. But the communication being persuasive is much more important. A a management graduate it becomes important for every student to understand how to persuade the customers.
Here are some simple ways!!
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Definition
• CRM is a competitive strategy and process of
acquiring, reacting and partnering with
selective customers to create superior value for
the company and the customer.
- Parvatiyar and sheth
2
3. Why is CRM important ?
• Competition
• Consumer expectation
• Technology
• Diminishing impact of advertising
3
4. Scope of CRM
• Build long term and profitable relationship
with chosen customers.
• Getting closer to the customers at every point
of contact with them.
• By fostering customer's loyalty, the company
spends less time acquiring new customers and
saves then time on other projects.
4
5. Piece of software solution.
Sales tactics
Call center services
Another buzzword like ERP /
BUSINESS PROCESS
MANAGEMENT.
5
7. Relationship Orientation
• A relationship is composed of a series of
interactive episodes between dyadic parties over
time.
– Making a purchase
– Enquiring about a product
– Making a sales call
– Negotiating terms
– Dealing with complaints
• Independence to Dependence to Interdependence
7
11. Commitment
• Trust, Shared values and belief
• Trustworthy partners
• Size of investment
Negatives
• Opportunism
• High termination cost
• Search cost and learning cost
11
12. Transaction Vs Relationship
• Transaction: Trade of values between parties.
– Monetary
– Non-Monetary
• Relationship orientation: Treating customers in
an individualized way.
– Long term
– Mutually beneficial
12
13. Exchange map
1. Good quality, durable planes
2. Fair price
3. On-time delivery
4. Good financing terms
5. Prompt service and availability of spares
Boeing FedEx
1. Good price
2. Timely payment
3. Good Word Of Mouth
13
14. Transaction Vs. Relationship Marketing
Transaction
• One off exchanges
• Brand management
• Short-term focus
• Mass communication
• Isolated market research
• Market share
• Profitabilty
• Brand equity
Relationship
• Ongoing exchange
• Customer management
• Long-term focus
• Personal communication
• Ongoing dialogue
• Mind share
• Lifetime value of customer
• Customer equity
14
15. Why companies want relationship
with customers?
• Reduce marketing cost
• Better customer insight
• Lifetime value: Present day value of all net
margins earned from a relationship with a
customer, customer segments or group of
customers.
15
17. Why companies do not want relationship
with customers?
• Loss of control
• Exit cost
• Resource commitment
• Opportunity cost
17
18. Why customers want relationship with
suppliers?
• B2B Context
– Product complexity
– Product strategic significance
– Service requirement
– Financial risk
• B2C Context
– Recognition
– Personalization
– Status and affiliation
18
19. Why customers do NOT want
relationships with suppliers?
• Fear of dependency
• Lack of perceived value in the relationship
• Lack of confidence in the supplier
• Customer lacks relational orientation
• Rapid technological changes
19
20. Customer satisfaction, loyalty & business
performance
• CRM aims to improve the Business
performance by enhancing Customer
Satisfaction and driving up Customer Loyalty.
Customer’s Need and expectation
Identification & fulfilment Satisfied customer
Repurchase Business Process increases.
20
22. Customer satisfaction
• Customer Satisfaction is the customer’s
fulfilment response to a customer experience
or some part thereof.
• Satisfaction is measured by comparing the
customer experience with the customer
expectations.
• This is called Expectation – disconfirmation
model of Customer Satisfaction.
22
23. … continued
Expectation – disconfirmation model
• If experience meet expectation then customers are
Satisfied.
• Experience > expectation = Positive
disconfirmation.
• Experience < expectation = Negative
disconfirmation.
• At times experience meets expectation but still
unsatisfied because of low expectation.
23
24. Customer loyalty
• Loyalty can be defined and measured by two
major approach.
– Behavioural loyalty.
– Attitudinal loyalty.
• Behavioural loyalty is measured by reference
to customer purchase behaviour and loyalty is
expressed in continued buying.
• Many companies use RFM measures of
Behavioural variables.
24
25. … continued
R – Recency of purchase (time since last
purchase)
F – Frequency of purchases (No. of purchase in a
given period)
M – Monetary value of purchase.
• Attitudinal loyalty is measured with reference
to Belief, Feeling and purchasing intention
25
26. … continued
• Two dimensional model of customer loyalty
Based on Relative attitude & Repeat purchase
behaviour.
26
27. Business performance
• Measured in two ways
– Quarterly profit(or) Earnings/share
– Balanced score card(leading companies)
• Four Key performance Indicator(KPI)
– Financial
– Customer
– Process
– learning & growth
27
28. … continued
• Implied Connection B/w Indicators is
People(learning & Growth) do things (process) for
customers(Customer) that have affects on business
performance(Financial).
• Drivers of Business performance:
– Customer outcomes of satisfaction
– Loyalty
• Share of customer is the popular measure of CRM.
28