Gartner is a leading information technology research and advisory company founded in 1979 with over 7,600 associates. It provides valuable consulting services to over 10,000 clients worldwide. The document then discusses Gartner's eight building blocks of CRM, strategies for CRM implementation, Vodafone's use of CRM across its customer lifecycle, and how analytics can provide insights for personalized marketing. Key CRM best practices highlighted are that all eight of Gartner's blocks are essential for success and the hardest to implement involve metrics, processes, and changing employee behaviors.

1. Gartner Competency
CRM Model
Rohan
Nikita
PratyushGartner Competency Model 1

2. Gartner Inc. is the world's leading information technology
research and advisory company.
Valuable partner to clients in approximately 10,000 distinct
enterprises worldwide.
Founded in 1979, Gartner is headquartered in Stamford,
Connecticut, USA, and has 7,600 associates, including more
than 1,600 research analysts and consultants, and clients in 90
countries.
Gartner Competency Model 2

3. The Eight Building Blocks of CRM
Following an analysis of several hundred organisations in 2002 Gartner created
a CRM framework called the eight building blocks..
It coined the term “ True CRM”
Gartner Competency Model 3

4. Customers for Life
“To earn our customer’s loyalty, we will anticipate their needs and act to create
superior value on their eyes”
We want to be known for
• Consistency
• Reliability
• Flexibility
• Responsiveness
• Innovative Services
We will make this happen in an enriching environment of trust, co-operation and
mutual respect. Gartner Competency Model 4

5. 5 Point Strategy for CRM Implementation
• Prioritize initiatives and create a structured roadmap
• Determine gaps and identify initiatives
• Benchmark current state
• Identify the current user experience levels
• Baseline current business processes and goal setting
Gartner Competency Model 5

6. Gartner Competency Model 6

7. Gartner Competency Model 7

8. • Vodafone’s ability to chart out an average lifecycle allows it to market different services. It
prospects aggressively through advertising
• 2nd Stage combines provisioning and verification. Vodafone activates a customer’s account and
makes a first rating of the customer based on application
• Vodafone’s well planned welcome process includes a call informing clients of the Vodafone’s
helpline and various value added services. At the end of this stage their first bill is generated
• The first collection marks the start of up-selling and cross selling. Analytical module steps in,
CRM has to make every attempt count since clients can only be approached only a fixed number
of times.
• This stage may see a client wishing to leave. To keep churn down, Vodafone uses retention
policies and loyalty processes to bring back clients back to the fold. Many clients are won back.
Gartner Competency Model 8

9. Custom analytics provide meaningful insight for personalized customer
communications and interactions. Vodafone can:
• Identify customer's value segment
• Understand customer needs and preferences
• Create targeted marketing and sales campaigns for specific customer segments
• Monitor customer responses
• Apply experiences to future campaigns
• Steer customer’s buying behaviour
Gartner Competency Model 9

10. Gartner Competency Model 10

11. • Cases closed same day
• Number of cases handled by agent
• Number of service calls
• Average time for resolution
• Average number of service calls per
day
• Percentage of service renewals
• Customer satisfaction level
• Complaint time-to-resolution
• Average number of service request by
type
• Percentage of compliance with SLA
• Revenue coming from commercial
partners
• Complaints handling [email/calls]
• Brand Image
• Customer categorisation
Gartner Competency Model 11

12. CRM Best Practises: Key Findings (2007)
• All eight building blocks are essential for successful CRM
• Only one block involves technology, underscoring the
importance of viewing CRM as a business strategy.
• The hardest blocks to get right are the metrics to measure
success, the definitions of key processes and the work
required to convince employees to alter their behaviours.
• Organisations that are able to address all eight blocks are
more successful than those that miss one or two.
Gartner Competency Model 12

13. Thank You…!
Gartner Competency Model 13