This document outlines the five major phases of a CRM implementation project: 1) Develop the CRM strategy, 2) Build the CRM project foundations, 3) Specify needs and select partner, 4) Implement the project, and 5) Evaluate performance. It focuses on the first phase of developing the CRM strategy, which involves conducting a situation analysis, educating stakeholders, developing a CRM vision, setting priorities and goals/objectives, and identifying people, process, and technology requirements to build the business case. The goals of most CRM strategies are to enhance customer satisfaction/loyalty, increase revenue, and reduce costs.
My final presentation for my internship which recaps the projects and processes I worked on. This presentation was educational in the details of digital and content marketing practices as well as showing and explaining the why behind projects.
Digital Marketing is an alternative terms for online marketing or e-marketing. There is no difference between online marketing and digital marketing but a few experts also make a few difference between both type marketing as they have said that digital marketing bears of virtual products but online marketing carries virtual and physical products. Business and marketing has been redirected to online presence either physical or digital products because World Wide Web has become common household name around the globe. Normally customers and clients check their needs online either physical products or digital products.
My final presentation for my internship which recaps the projects and processes I worked on. This presentation was educational in the details of digital and content marketing practices as well as showing and explaining the why behind projects.
Digital Marketing is an alternative terms for online marketing or e-marketing. There is no difference between online marketing and digital marketing but a few experts also make a few difference between both type marketing as they have said that digital marketing bears of virtual products but online marketing carries virtual and physical products. Business and marketing has been redirected to online presence either physical or digital products because World Wide Web has become common household name around the globe. Normally customers and clients check their needs online either physical products or digital products.
E-Commerce also known as electric commerce or internet commerce, refers to buying and selling goods using internet also sharing information and money to execute these transactions. E-Commerce also refers to use internet to do transactions and buying products.
The first in a series of presentations designed to help entrepreneurs, managers and anyone interested in marketing learn the marketing tools necessary to be successful.
This is a compilation of introductory notes on Service Marketing with emphasis on meaning, evolution, universal nature of services, challenges to delivering services and finally basic insights into 7Ps of marketing from the perspectives of marketing of services.
E-Commerce also known as electric commerce or internet commerce, refers to buying and selling goods using internet also sharing information and money to execute these transactions. E-Commerce also refers to use internet to do transactions and buying products.
The first in a series of presentations designed to help entrepreneurs, managers and anyone interested in marketing learn the marketing tools necessary to be successful.
This is a compilation of introductory notes on Service Marketing with emphasis on meaning, evolution, universal nature of services, challenges to delivering services and finally basic insights into 7Ps of marketing from the perspectives of marketing of services.
Career in Crm :- Customer Relationship Management (CRM) has become an essential aspect of business operations in today's highly competitive market. By effectively managing relationships with customers, companies can enhance customer satisfaction, increase sales, and drive business growth. As a result, the demand for professionals with expertise in CRM is on the rise. In this article, we will explore the various aspects of building a successful career in CRM and the opportunities it offers.
This guide provides insight to help you take a more customer-centric view of your business. It walks you through how to weigh and consider your CRM options, answering questions
CRM Assessment eBook
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
- 1 - Ivey Business Journal NovemberDecember 2002No one SilvaGraf83
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
- 1 - Ivey Business Journal NovemberDecember 2002No one RayleneAndre399
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
USING CRM SOLUTIONS TO INCREASE SALES AND RETAIN VALUABLE CUSTOMERSInsideUp
CRM is an important tool for creating business success. The better your customer relationships, the
easier it is to conduct business and generate revenue. Using available technology to improve
customer relations management simply makes good business sense.
If you need further information, or would like assistance in selecting a CRM provider, go to
http://www.insideup.com/compare/customer_relationship_management
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. 2
CRM implementation
In this chapter we’ll look at the five major phase of a CRM
implementation, and the processes and tools that can be used
within those phase to ensure that CRM projects deliver what is
expected of them. Depending on the scope of the project some
of these phases, processes and tools may not be required. The
key phases, as show in Figure 3.1 are :
1. Develop the CRM strategy
2. Build the CRM project foundations
3. Specify needs and select partner
4. Implement the project
5. evaluate performance
2
4. 4
Phase 1: Develop the CRM Strategy
CRM strategy can be defined as follows:
CRM strategy is a high-level plan of action that aligns people,
processes and technology to achieve customer-related goals.
1. Situation analysis
Development of the CRM strategy starts with a situation
analysis. This analysis set out to describe, understand and
appraise the company’s current customer strategy. It helps to
have an organizing framework to guide your analysis. The
comprehensive models of CRM that are described in Chapter 1
might be helpful.
4
5. 5
Another useful framework is the customer strategy cube. This
is a three-dimensional analysis of your company’s served market
segments ,market offerings and channels (routes to market). The
situation analysis answers the questions, ‘Where are we now?’,
‘Why are we where we are?’ in term of the three dimensions of
the cube.
5
6. 6
• Customer or segments
Which segments do we target? Which segments do we serve?
What are our customer-related marketing and sales objectives?
How satisfied are they? What is our market share? What is our
share of customer spending? Which technologies do we use to
support our marketing, selling and service functions, and how
well do they operate?
• Market offerings
Which product do we offer? What is our branding strategy? How
well known are our offerings? Who do we compete against?
Who do we compete against? What advantages or
Disadvantages do we offer vis-à-vis our competitor? How do our
prices compare with our competitors? What are our margins?
6
7. 7
• Channels
Which channel to do we use to distribute to our customers-
direct and indirect? Which channels are most effective? Which
channel management processes have most impact on our costs
or channel member experience?
The goal of this audit is get a clear insight into the strengths
and weaknesses of the company’s customer strategy. Data can
be collected from executives, managers, customer contact
people and, importantly, customers. Business plans can be
studied. One of the outcomes might be a customer interaction
map Figure 3.3
7
8. 8
Normally, the interactions that have important impact on customer experience
or your own costs become primary candidates for reengineering and/or
automation. The audit will serve as the start point for thinking about what you
want to achieve from a CRM implementation.
8
9. 9
2. Commence CRM education
There is considerable misunderstanding about it. If you are
about to embark on a CRM implementation, it is important that
all stakeholders have a clear understanding of what CRM denotes.
Your IT people might think that it is a technology project. Your
marketing people might think it is something to do with a new
approach to market segmentation. Your sales people might think
it is about a new centralized database for customer records.
9
10. 10
Education has the twin benefits of allaying any fears that people
might have, base on their misunderstandings, and encouraging
participation from people whose jobs might be impacted.
Education enables stakeholders to identify opportunities to
improve their workplace. Some of the better websites are
www.customerthink.com, www.mycustomer.com,
www.crm2day.com, www.crmdirectory.com,
www.intelligententerprise.com
10
11. 11
3. Develop he CRM vision
Your CRM vision is a high-level statement of how CRM will change
Your business as it relates to customers. The software-as-a-
service(SaaS) company, saleforce.com, provides a number of
examples of CRM visions.
• We will work with our member in a trust-based relationship to
represent their interests and to satisfy their needs for high
value, security and peace of mind in motoring, travel and home.
• Nurturing relationship one cup at a time. Deliver a customer
experience that consistently develops enthusiastically satisfied
customers in every market in which we do business.
11
12. 12
• Build and maintain long-term relationships with valuable
customer by creating personalized experiences across all touch
points and by anticipating customer needs and providing
customized offers.
• Nothing is more important than marketing every user successful.
The CRM vision gives shape and direction to your CRM strategy.
The CRM vision might be senior management’s perspective, based
on what they learned from the education process, or it could be
the product of a wider visioning process that engages more
members of your company, perhaps even customers and partners.
The vision will eventually guide the development of measurable
CRM outcomes.
12
13. 13
4. Set priorities
CRM projects vary in their scope and can touch on or more
customer-facing parts of your business-sales, marketing or service.
Clear priorities for action, normally focused on cost reduction or
enhanced customer experience, might fall out of the situation
analysis, but more time and debate is often necessary. Priority
might be given to projects which produce quick wins, fast returns
or are low-cost.
13
14. 14
5. Establish goals and objectives
Goal and objectives emerge from the visioning and prioritizing
processes. Although the terms ‘goals’ and ‘objective’ tend to be
used synonymously, we use the word ‘goal’ to refer to a
qualitative outcome and ‘objective’ to refer to measurable
outcome. For example, a CRM goal might be to acquire new
customer.
Figure 3.4 reports data from Gartner Inc. Their research shows
that CRM goals generally cluster into three broad areas:
- enhancing customer satisfaction or loyalty
- Revenue enhancement
- Cost reduction
The bars in the chart show the percentage of respondents to
their survey reporting each CRM goal. It is clear from this
information that CRM strategies often pursue several goals.
14
16. 16
6. Identify people, process and technology requirements
The next step is to begin the process of identifying the people,
process and technology requirements for the goal and objectives
to be achieved. You’ll return to these matters repeatedly as the
project unfold, but at this stage you need general idea of the
changes that are necessary so that you can begin to identify
costs and construct a business case. If your goal is to enhance
cross-selling opportunities you might need to invest in training
sales people to ask the right questions, engineering a new
opportunity management process and acquiring sale-force
automation software.
17. 17
7. Develop the business case
The business case is built around the cost and benefits of the
CRM implementation and answers the question: ‘Why should we
invest in this CRM project?’ The business case looks at both cost
and revenues. CRM implementations can generate additional
revenues in a number of way:
• conversion of more leads from suspect to prospect to
opportunity
• more cross-selling and up-selling
• more accurate product pricing
• higher level of customer satisfaction and retention
• higher level of word-of-mouth influence
• more leads and/or sales from marketing campaigns
• Incremental sales from more effective selling processes.
18. 18
Cost can be reduced by:
• improved lead generation and qualification
• lower costs of customer acquisition
• more efficient account management
• less waste in marketing campaigns
• reduced customer service costs
• more efficient front-office processes.