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Chapter # 1. Introduction to CRM

1.1 Evolution of CRM

Customer Relationship Management (CRM) is one of those magnificent concepts that swept the
business world in the 1990’s with the promise of forever changing the way businesses small and large
interacted with their customer bases. In the short term, however, it proved to be an unwieldy process
that was better in theory than in practice for a variety of reasons. First among these was that it was
simply so difficult and expensive to track and keep the high volume of records needed accurately and
constantly update them. In the last several years, however, newer software systems and advanced
tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a
reality. As the price of newer, more customizable Internet solutions have hit the marketplace;
competition has driven the prices down so that even relatively small businesses are reaping the benefits
of some custom CRM programs.

1.2 In the beginning…

The 1980’s saw the emergence of database marketing, which was simply a catch phrase to define the
practice of setting up customer service groups to speak individually to all of a company’s customers. In
the case of larger, key clients it was a valuable tool for keeping the lines of communication open and
tailoring service to the clients needs. In the case of smaller clients, however, it tended to provide
repetitive, survey-like information that cluttered databases and didn’t provide much insight. As
companies began tracking database information, they realized that the bare bones were all that was
needed in most cases: what they buy regularly, what they spend, what they do.

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1.3 Advances in the 1990’s

In the 1990’s companies began to improve on Customer Relationship Management by making it more of
a two-way street. Instead of simply gathering data for their own use, they began giving back to their
customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts
and other perks for customer loyalty. This was the beginning of the now familiar frequent flyer
programs, bonus points on credit cards and a host of other resources that are based on CRM tracking of
customer activity and spending patterns. CRM was now being used as a way to increase sales passively
as well as through active improvement of customer service.

1.4 Introduction Customer Relationship Management - CRM

The generally accepted purpose of

Customer Relationship Management

 (CRM) is to enable organizations to better serve its customers through the introduction of reliable
processes and procedures for interacting with those customers.In today's competitive business
environment, a successful CRM strategy cannot be implemented by only installing and integrating a
software package designed to support CRM processes. A holistic approach to CRM is vital for an effective
and efficient CRM policy. This approach includes training of employees, a modification of business
processes based on customers' needs and an adoption of relevant IT-systems (including soft- and maybe
hardware) and/or usage of IT-Services that enable the organization or company to follow its CRM
strategy. CRM-Services can even redundantize the acquisition of additional hardware or CRM software-
licences.The term CRM is used to describe either the software or the whole business strategy oriented
on customer needs. The second one is the description which is correct. The main misconception of CRM
is that it is only software, instead of whole business strategy.

2Downloaded from a2zmba.blogspot.comMajor areas of CRM focus on service automated processes,

personal information gathering and processing, and self-service. It attempts to integrate and automate
the various

customer serving

processes within a company.There are three parts of application architecture of CRM:

operational - automation to the basic business processes (marketing, sales, service)

analytical - support to analyse customer behaviour, implements business intelligence alike technology

cooperational - ensures the contact with customers (phone, email, fax, web...) Operational part of CRM
typically involves three general areas of business. They are (according to Gartner Group) a Enterprise
marketing automation (EMA), Sales force automation (SFA) and a Customer service and support (CSS).
The marketing information part provides information about the business environment, including
competitors, industry trends, and macroenviromental variables. The sales force management part
automates some of the company's sales and sales force management functions. It keeps track of
customer preferences, buying habits, and demographics, and also sales staff performance. The customer
service part automates some service requests, complaints, product returns, and information requests.
Integrated CRM software is often also known as "front office solutions." This is because they deal
directly with the customer. Many call centers use CRM software to store all of their customer's details.
When a customer calls, the system can be used to retrieve and store information relevant to the
customer. By serving the customer quickly and efficiently, and also keeping all information on a
customer in one place, a company aims to make cost savings, and also encourage new customers.CRM
solutions can also be used to allow customers to perform their own service via a variety of
communication channels. For example, you might be able to check your bank balance via your WAP
phone without ever having to talk to a person, saving money for the company, and saving you time.

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Improving customer service

CRMs are claimed to improve customer service. Proponents say they can improve customer service by
facilitating communication in several ways:

Provide product information, product use information, and technical assistance on web sites that are
accessible 24 / 7

Help to identify potential problems quickly, before they occur

Provide a user-friendly mechanism for registering customer complaints (complaints that are not
registered with the company cannot be resolved, and are a major source of customer dissatisfaction)

Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly
can increase customer satisfaction)

Provide a fast mechanism for correcting service deficiencies (correct the problem before other
customers experience the same dissatisfaction)

Identify how each individual customer defines quality, and then design a service strategy for each
customer based on these individual requirements and expectations

use internet cookies to track customer interests and personalize product offerings accordingly

use the internet to engage in collaborative customization or real-time customization

•
Provide a fast mechanism for managing and scheduling followup sales calls to assess post-purchase
cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies

Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going support
(improve efficiency and effectiveness)

Provide a mechanism to track all points of contact between a customer and the company, and do it in an
integrated way so that all sources and types of contact are included, and all users of the system see the
same view of the customer (reduces confusion)

The CRM can be integrated into other cross-functional systems and thereby provide accounting and
production information to customers when they want it

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Improving customer relationships

CRMs are also claimed to be able to improve customer relationships . Proponents say this can be done
by:

CRM technology can track customer interests, needs, and buying habits as they progress through their
life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as
they change.

The technology can track customer product use as the product progresses through its life cycle, and
tailor the service strategy accordingly. This way customers get what they need as the product ages.

In industrial markets, the technology can be used to micro-segment the buying centre and help
coordinate the conflicting and changing purchase criteria of its members

When any of the technology driven improvements in customer service (mentioned above) contribute to
long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships,
increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with
customer acquisition and customer ?training?), increase sales revenue, and thereby increase profit
margins.

Technical functionality

A CRM solution is characterised by the following functionality:

scalability - the ability to be used on a large scale, and to be reliably expanded to what ever scale is
necessary.

multiple communication channels - the ability to interface with users via many different devices (phone,
WAP, internet, etc)

workflow - the ability to automatically route work through the system to different people based on a set
of rules.

database - the centralised storage (in a data warehouse) of all information relevant to customer
interaction

customer privacy considerations, e.g. data encryption and the destruction of records to ensure that they
are not stolen or abused

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Privacy and ethical concerns

CRMs are not however considered universally good - some feel it invades customer privacy and enable
coercive sales techniques due to the information companies now have on customers - see persuasion
technology. However, CRM does not necessarily imply gathering new data, it can be used merely to
make "better use" of data the corporation already has. But in most cases they are used to collect new
data.

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Chapter # 2. CRM Planning

2.1 CRM Planning: Keys for Project Success

Whether you're updating, upgrading, jump-starting, or restarting your CRM efforts, some basic steps will
help keep you on the path to a positive ROI.Thinking about the potential ROI of your customer
relationship management (CRM) project should start during the selection process. Before you write an
RFP or start talking to vendors, you need to do some homework to ensure that you're on the right track
to maximize ROI.

2.2 Identify the Problem — and the Solution

Before you start thinking about vendors, you should define your problem in clear business terms. Do you
need to improve management visibility into the sales pipeline? Reduce customer support costs or
improve customer support? Reduce customer-related administrative overhead? Making your CRM
challenges specific will help you determine which technologies or components are most likely to deliver
ROI and how you can prioritize your development and deployment plans. Most companies' CRM goals
fall into a couple of main categories:•Improved sales performance •Improved management visibility
•Improved customer support •Improved marketing •Reduced costs If your CRM goals fall into more
than two of these categories, you'll likely want to prioritize one over the other and plan a phased
deployment. It's also a good idea to know at this point what your likely budget is, how flexible it is, and
what your procurement officer or CFO will be looking for in terms of business justification. If you know
walking into the project that you'll need to show a six-month payback period, for example, you can plan
accordingly.

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2.3 Make the Short List

Regardless of your relationship with existing vendors, previous experience, and technology
environment, you should make a short list of potential vendors and give them a fair evaluation before
you make a decision. Your short list should be easy to define based on these factors:•Your CRM goals.
The vendors whose functionality meets your needs will depend on whether you're looking for improved
sales, improved reporting and forecasting, improved support, improved marketing, or a combination of
different customer-related technology. •Your existing environment and IT philosophy. Do you have
existing databases, order systems, or contact lists that will need to be integrated or migrated into your
CRM solution? Do you expect to do your own development or use consultants or systems integrators?
Are you comfortable outsourcing your sales and marketing data in its entirety - or in part? Answering
these questions will help you determine whether a large-scale CRM infrastructure, a hosted solution, a
point solution, or a broad solution is likely to deliver maximized ROI. •Your user dynamics. Are the
employees you expect to use the solution technology savvy and open to change, or are they the ones
still using pencils and paper to track leads? The greater the magnitude of the change you expect them to
make, the greater the risk that adoption will slow the ROI of your project. •Your budget. CRM solutions
such as Siebel and SAP can cost millions of dollars to deploy and require a team for ongoing support and
maintenance. On the other end of the spectrum, Microsoft CRM and FrontRange (for example) can cost
considerably less. You can expect a hosted solution to have a minimal upfront investment and from
$500 to $1,500 per user per year. Clearly defining your requirements and characteristics in each of these
key areas will prepare you for the next step - evaluating each individual solution's ability to deliver
returns based on the costs and benefits associated with a deployment.

Check Resumes

8Downloaded from a2zmba.blogspot.comOnce you've identified the likely vendors to deliver the best
solution for you, you'll want to check their references - and this doesn't mean just reading case studies
on their Web sites. Look to independently developed case studies and your own interviews with
references to learn about their decision process, project successes and challenges, and whether or not
their spending - and benefits - met expectations.

Find a Partner (Check Resumes, 2)

In the CRM world, few companies will deploy a solution without some help from external consultants or
systems integrators. Selecting and planning how you work with consultants is just as important to your
project's success as the technology you choose.

Justify Your Investment

Once you've identified your goals and selected a short list of vendors, you can use a structured
evaluation of costs and benefits to determine the best solution in terms of ROI and build the business
case for moving forward. On the costs side, you'll want to consider the initial and ongoing software,
hardware, consulting, internal personnel, and training costs associated with the project. Here are a few
guidelines to keep the ROI from your CRM project on track:•You should spend less on software and
consulting than 70 percent of expected annual direct benefits. •You should be able to deploy and
achieve some returns in fewer than six months (even if it's only a pilot). •For a hosted solution, you
should see benefits in fewer than 60 days. •Consulting costs should not be more than twice your initial
software investment. •Training users should take fewer than four hours. On the benefits side, you'll
want to consider both direct and indirect benefits. Prioritize your expected benefits from most direct to
most indirect, and then work on your estimates, using internal surveys, case study data, and reliable
benchmarking information as a starting point for quantifying expected benefits for your company.

Key Decision Factors

9Downloaded from a2zmba.blogspot.comBy and large, there's no such thing as a bad CRM solution.
Most solutions deliver value when they're chosen based on clear business needs and deployed correctly.
Once you've identified your CRM needs and your short list, there are a number of factors to consider to
help you make the right solution decision.

User Adoption

In evaluating the type of CRM solution that will be best for your organization in terms of user adoption,
you'll want to consider two key factors:•The willingness of users to adopt the application. Adoption can
often be as much about politics and culture as it is about technology. Successful adoption will also
depend on how much users will have to change their normal way of doing work to use the solution.
•The technology ability of potential users. Many CRM solutions are complex and difficult to use; others
have a more intuitive look and feel. Choose a solution that fits the abilities of your users. Once you've
determined where your organization fits, you'll want to consider both the complexity of the solution and
ease (or difficulty) involved in adding and evolving functionality over time as your needs change and
your users become more comfortable with the solution. Here are some red flags you should look out for
in evaluating solutions in terms of user adoption:•Plans for extensive customization •Multiple
components that will be integrated to meet your needs •Lack of a track record supporting "your kind" of
sales reps •Functionality planned "for the next release" •An extensive training program •Ongoing
consulting requirements for any changes or updates

Cost

In CRM, "you get what you pay for" isn't always true. In fact, many companies in the past have
overspent on CRM components and features that never delivered value to their users - if they even
made it out of the box. You'll have the most success with a measured approach that doesn't have to
include a hefty initial license fee.

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Existing Environment

What other solutions and data sources do your sales or customer support representatives use today,
what solutions are they most comfortable using, and what will need to be integrated in some way into
the CRM solution you choose to deliver value? How you integrate existing resources and applications
into a CRM project should not be an afterthought. In selecting a vendor, you'll want to explore how it
can integrate with your existing environment. Demand to see a track record with reference customers in
a similar situation.

Best Practice: Make a Match

One company chose Microsoft CRM because it would easily integrate with back-end office applications,
because the sales force was already familiar with the Microsoft interface look and feel, and because the
design of the application closely matched its existing business processes. It achieved a payback of five
months.

Flexibility

In addition to the initial development, integration, and deployment, when selecting a solution, you
should consider how easy it will be to make changes over time as your needs change. In all likelihood,
the way you use CRM will change over time - and the flexibility of the application to enable you to
support those changes can have a significant impact on the ongoing cost of the solution.

Best Practices
Once you've determined which solution is right for you and built the business case, you'll want to make
sure you have the key checkpoints in place so that the project delivers on your ROI expectations. Pricing
and PurchasingBefore you sign on the dotted line, make sure you've done due diligence on your contract
with the vendor. Double-check the following:•Is the initial license price per user in line with industry
benchmarks?

11Downloaded from a2zmba.blogspot.com•Are you paying less, more, or the average annual industry
maintenance? If you decide to stop paying maintenance in the future, does your contact support that?
•If you're purchasing multiple modules at the same time, do you have a clear view of the cost of each
item? Are you sure you should be buying them all now, or would a phased approach be better? •What
commitment has the vendor made to your deployment time line? If a third party is involved, how are
the deployment risk and responsibility being shared?

Deployment

Piloting a CRM solution can be a great way to judge both whether or not the solution will work for you
and how flexible and agile the solution (and vendor) is in responding to specific needs. Most hosted
solution vendors offer a free or nearly free pilot option today; depending on the level of customization
and integration needed, a pilot of an internal solution before you buy may or may not be possible.

Best Practice: Pilot First

One company deploying an ePeople CRM solution used an initial pilot at one location to evaluate the
application and get valuable feedback on how and when the software should be expanded to other
locations. Even after you've made the commitment, piloting to a select group of users before you
complete customization is a good way to determine whether or not the solution works - and to gain
valuable feedback on how and with what changes the solution should be rolled out to the broader
population.

Best Practice: Phase In Functionality

One company deploying a JD Edwards CRM solution found that while it achieved a positive ROI, it could
have accelerated user adoption and thus shortened its payback period by introducing functionality to
users in phases. A phased approach would have reduced initial customization costs and the need to train
users, who were somewhat overwhelmed by the features of the solution.

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Fine-Tuning Your ROI

If you've picked the right vendor, planned a deployment with clear milestones, and gotten users on
board, you've probably received 70 percent of the ROI you can expect. The trick to really successful CRM
is continuing to evaluate and evolve your solution to deliver greater value. You'll also want to keep track
of potential upgrade opportunities and take a close look at the business case - both the benefits of
upgrading and the time and pain associated with the upgrade - before you make a change.
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Chapter # 3. CRM in Business

3.1 Introduction

In this day and age the use of internet sites and specifically e-mail, in particular, are touted as less
expensive communication methods, compared to traditional methods like telephone calls. This
revolutionary type of service can be very helpful, but it is completely useless if you are having trouble
reaching your customers. It has been determined by some major companies that the majority of clients
trust other means of communication, like telephone, more than they trust e-mail. Clients, however, are
not the ones to blame because it is often the manner of connecting with consumers on a personal level
making them feel as though they are cherished as customers. It is up to the companies to focus on
reaching every customer and developing a relationship.CRM software can run your entire business.
From prospect and client contact tools to billing history and bulk email management. The CRM system
allows you to maintain all customer records in one centralized location that is accessible to your entire
organization through password administration. Front office systems are set up to collect data from the
customers for processing into the data warehouse. The data warehouse is a back office system used to
fulfill and support customer orders. All customer information is stored in the data warehouse. Back
office CRM makes it possible for a company to follow sales, orders, and cancellations. Special regressions
of this data can be very beneficial for the marketing division of a firm.

3.2 CRM Software: A key to scalability and efficiency

CRM Software provides added strength to your existing plan.

CRM software is not a "cure-all" for the CRM program in your business. Successful launch of a CRM
software campaign requires a strong CRM plan for your business, with complete objectives and clear
priorities. CRM software can offer incredible accuracy, track-ability and detailed follow-up capabilities.

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3.3 How do you choose CRM Software?

Does the emphasis of the CRM software package match the emphasis of your CRM objectives? Identify
your specific objectives and verify your CRM software can meet those needs.

Is your software user friendly? If you can't effectively use the software why use it? CRM software
training is usually available by contacting the vendor and asking for recommended referrals.

•
How do other companies feel about the software? Call the provider company and ask for a number of
preferrals, (preferably three or four companies in similar size and scope).

3.4 What are some key components of CRM software?

History and Trend Management

History Tracking - get instant perspective into all customer interactions

Trend Management- see the status of all pending sales and potential revenue of entire pipeline

CRM Software Automated Processes

Remote Web Synchronization- automatically follow-up with leads generated from your site

Automated Process Management - allows consistent communication with customer based on user-
defined criteria

CRM software Data-base Information

Centralized Information - centralize, manage and simplify access to critical business information

Industry Templates and Form s- allows access to a database of industry specific CRM forms

CRM Software Sales and Marketing Analysis

Sales & Quota Analyses - view forecasted sales, closed sales, and comparisons between sales and quota

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Leads Analysis - track responses to identify effective campaigns

CRM Software Mobil Technology Capabilities

•

Synchronization Wizard - keep calendar and contact information up-to-date on your PDA or laptop while
you travel

Remote Access Capabilities - access your CRM software through the internet. Not all CRM software
packages are the same. They will greatly range in price and capabilities. CRM Advisor suggests a
thorough evaluation is done comparing multiple CRM software packages.

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Chapter # 4. Analytic CRM

4.1 Analytic CRM for Retailers:

An ROI Perspective

The Retailers Data Challenge

Today’s retail environment includes increased competition among stores, a general economic
downturn, rising interest rates and higher gas and heating oil prices. All of these factors have reduced
the disposable income available to many retailers, core customers. In this economic environment,
retailers must learn to generate more business from their existing customers. To do this they must first
mine the data they have collected on customer purchases and loyalty programs. Still, retailers are
drowning in customer data.

Critical customer information is inaccessible and underutilized.

More decision-makers need more access to consistent corporate data about their customers.

Loyalty program, POS, and demographic databases exist, yet are not integrated within a retail
corporation.

Merchandisers and direct marketers lack expertise in the standard analysis applications sold by business
intelligence vendors today.
•

Current retail data analysis systems require heavy IT resources to maintain and utilize. According to The
Marriage of Category Management & Customer Management, written by Gary Robins and published in
RIS, July 1999, .Category Management and promotion management need to include analyses of loyal
customers. Failure to consider the effects on loyal customers’ means resources spent on category
management and promotion might be and probably is in some or many cases harming your business.
Combining category and loyalty data analysis has been done before, but with great difficulty. The
biggest hurdle now is getting robust, fast databases to handle the huge amount of integrated data.

17Downloaded from a2zmba.blogspot.comCustomerView was designed to address these retail data

challenges. CustomerView supports the retailers. Top marketing objectives to solve these problems:

Reward loyal shoppers and get them to buy more

According to Robert Blattberg, director of the Center for Retail Management at Northeastern.s Kellogg
Graduate School of Business, a study of a chain drug retailer showed a 30%/70% split, meaning the top
30% of their customers generated 70% of their revenues. It also revealed which categories were more
important to top and bottom level customers.

In another example, a small regional chain with seven stores targeted 18,000 of their best customers
based on recency and overall dollar amount spent. Of the 18,000 customers mailed, 921 responded,
generating a 5.1% response rate. Total revenue brought in from this particular promotion was in excess
of $227,000 generating more than $22 for every dollar spent on the promotion. The events average
transaction was $24744 an almost $50 increase from their normal average transaction.

Target top switchers

If your firm is not the lowest cost producer in the category and your switchers are price sensitive, the
best marketing strategy for addressing price-sensitive purchasers is to attempt to change their
preference structure by raising their awareness of, and preference for, specific brand/product
attributes, whether they are tangible or intangible. Then try to persuade these Price Sensitive
Purchasers that your offering has the better value, all things considered. The goal is to increase sales
and market baskets of top switchers.

Optimize trade areas and improve assortments store-by-store

•
A leading supermarket chain recently used data from loyalty programs to edit which products to delist in
a category. .It is not just sales, it is how it is affecting loyal customers,. was the mantra from the chain.
In a test of the carbonated

18Downloaded from a2zmba.blogspot.combeverage category, the chain did not lose customers even
after eliminating 26% of the category.s SKUs.

Cross-sell the most profitable products and increase the average basket size

A leading beverage company, which has been working with over 40 retailers, says that use of loyalty
data does help retailers increase basket size. According to a senior category manager, .we did a
presentation with a small chain in Houston, Texas, and this company had a 6.5% increase in dollars per
basket and a 9.8% gain in total dollars among their best shoppers.

Maximize ROI for programs funded with manufacturer co-op funds

A national retailer recently completed a targeted promotion with a leading CPG company. 350,000
pieces were mailed bringing the retailer an additional $124,000 of co-op dollars. The piece featured 10
different products, received 16.4% response rate, and the market basket of the responders was 40%
greater than the non-responders.

4.2 Who can benefit by using CustomerView?

CustomerView is targeted at five key audiences within the retailer’s organization:

Financial

CustomerView enables retailers to take existing customer data and use it to drive revenue, increase
market basket size, and build market share with no additional capital expenses and labor costs. It
enables the CFO to show increased margins on current capital and enables profitable growth.

Merchandisers

CustomerView enables merchandisers to improve the effectiveness of their staff. Using CustomerView,
merchandisers can quickly see how certain products can increase market basket size. Using
CustomerView they can see how merchandise mix

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accordingly. CustomerView can help merchandisers measure and build retention. It can show market
basket value of loyal vs. non-loyal customers. CustomerView can quickly help identify the value of a
consumer that shops in critical categories vs. the shopper that does not.
Operators

CustomerView can help Operations Executives make changes in an intelligent way. Using CustomerView
a retailer can keep labor constant while increasing margins. CustomerView can help increase the depth
of category purchases by turning cherry pickers into buyers, increasing a loyal customers shopping trips
to a category and increasing overall market basket size.

Consultants

Loyalty and POS databases tend to be stand-alone systems not integrated with category management
systems. Most data is uncleansed and hosted in many locations. This leads to many opportunities for
consultants to create systems to clean the data, aggregate the data, de-duplicate the data, household
the data, etc. before the data enters the CustomerView system. There are also many opportunities for
consultants to use CustomerView to help the retailers interpret, translate, and develop strategies based
on the information and provide business practice recommendations.

Vendors

CustomerView can help CPG manufacturers build category/brand sales by using real retail data.
CustomerView can help them build their share of market by identifying customers buying a particular
category of products, but not their brands. CustomerView can show the CPG manufacturer how to
increase multi-segment sales by identifying likely purchase behavior across divisions, departments or
categories.

4.3 Optimizing Customer Interactions and Marketing Analytics

Customer conversations and new analytical marketing techniques make dynamic customer relationship
optimization a new top priority.

Business competence comes down to a company’s ability to generate value by using meaningful
propositions, relevant interactions, messaging, information, and conversations that

20Downloaded from a2zmba.blogspot.comcustomers find compelling. The most important thing that
CRM can do for you today and tomorrow is help you create effective conversations that are crafted with
credible, holistic intelligence and delivered to the right customer on the right channel at the right time.
Businesses need to create economic value, which requires understanding customers and then engaging
them with value propositions. The single most important event that happens in business is a customer
conversation. The conversation is where economic value begins – revenues, activity, paychecks, and
shareholder value. Every company should make the composition of those “value props” its highest
priority. But are they doing so? How well do businesses create conversations? How much do firms
optimize opportunities? What are some of the best firms driving new customer value? This latest
management challenge is being addressed by the best of- breed CRM analytical tools that provide
marketers with the intelligence to understand customers so that value propositions are relevant and
arrive at the most opportune time for the customer. The new analytics provide capabilities for
companies that wish to make it a business priority to create uniquely effective value propositions. The
interesting thing is that customers expect it. Yes, customers expect you to know them – and to treat
them as persons and remember every contact and transaction they’ve ever made. This idea has been in
existence for a decade, since database marketing began to grow in popularity and use. B2B or B2C or
B2B2C buyers now instinctively believe that their providers should know them.

“Initially flattered by being treated less as a number and more as an individual with distinct
requirements, consumers are now communicating their demands back to their suppliers. Where once
they would not consider the idea of bargaining, they now tell the managers of brand retail chains what
they are prepared to pay and specify how they want products sourced, designed, styled, combined,
assembled, delivered, and maintained.” Accelerating Customer Relationships

, Swift As Internet communities of practice have grown, people have become more vocal about what
they expect from providers in many consumer serving industries. More than two years ago, the book

The Cluetrain Manifesto: The End of Business as Usual

discussed the new realities of value propositioning and marketing techniques for the new millennium.

21Downloaded from a2zmba.blogspot.comHere are the pertinent highlights:• Marketing is really various
types of interaction or conversations.• Technology is enabling conversations among human beings that
were not possible in the era of mass media.• These networked conversations are enabling powerful new
forms of social organization and knowledge exchange.• As a result, markets are getting smarter, more
informed, and more organized.•Already, companies that speak in the language of the pitch are no
longer speaking to anyone.• Companies can now communicate with their markets directly.If they blow
it, it could be their last chance. The opportunities for companies that leverage CRM to interactively
communicate with relevance and timeliness are enormous. Yet intelligence from across the enterprise is
required to understand and predict what customers will want to know about and demand. The potential
to generate dramatic ROI on such an investment is worth five to 10 to 100 times the investment.

“Focusing on and predicting customer demand and making decisions both proactively and scientifically is
an opportunity worth hundreds of millions, if not billions, of dollars of incremental revenue… starting
with segmentation and improved forecasting, then shifting to integration and alignment of functions
based on demand, and finally reaching optimization, which is the application of advanced mathematics
to dramatically improve decisions.”

4.4 Manage Your Value Propositions to Better Manage Your Brand and Your Business

A value proposition may be articulated in text on a Web site, catalog, or direct mail piece, or in a
telephone conversation. This is where brand differentiation first appears: the proposition is the first
impression of the brand and its value to customers. Thus it is critical in initiating conversations,
transactions, and relationships. But a value proposition is so much more than a message. The value
proposition drives the organization’s core logic for creating value.
22Downloaded from a2zmba.blogspot.comAlthough it’s true that value propositions will naturally
evolve over time as markets and competitive conditions change, the competitive advantage belongs to
companies that can proactively and quickly adapt their value propositions for optimal business results.
Professor Ari Ginsberg of New York University’s Stern School of Business insists that companies can
better invent and reinvent value propositions by analytical means that center on customer behavior, in
his words, “analyzing dimensions of value.” It is specifically in this area – exploring dimensions of value –
that customer analytics can make an enormous difference in understanding customers well enough to
generate more effective value propositions.For managing value propositions effectively, companies
need to first understand what customers value – by using analytical tools integrated with marketing
automation systems for creating and acting on customer intelligence. And to take this a step further, the
analytics and automation are best supported by an enterprise view of the business and customers,
driven in real-time for capturing, managing, and delivering data to marketers and analysts for
decisioning.

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Chapter # 5. Market Automation

5.1 Marketing Automation - The CRM Vendor Solutions

The components offered in a front- office application suite fall into three general categories:

Customer Service and Support:

These applications automate the service and support functions, including analytics, and they provide
workflow engines that facilitate efficient problem and inquiry escalation, tracking and resolution. They
provide customizable, dynamic scripting capabilities for the customer service representatives as well as
the capability to record customer responses in a shared contact repository. In a call center environment,
they also integrate with (or provide) computer telephony integration (CTI) capabilities that allow
automatic call routing and automatic screen pop-ups containing customer and product information to
agents' workstations as they are answering or initiating calls.

Sales Force Automation:

These are tools that automate the collection and distribution of all types of sales information. They
allow for the design of sales teams based on defined criteria. Calendar management, activity
management, sales reporting and forecasting, lead distribution, and tracking sales contacts with
customers and prospects are some of the myriad of capabilities offered within these solutions. Many
also provide access to internal and competitive product information as well as the automated collection
and distribution over the Internet of relevant external information such as breaking industry news and
customer-specific events. Sophisticated pricing and product configuration engines and third-party
channel management capabilities are also available.

Marketing Automation:

These applications provide the ability to create automated marketing campaigns and track the results.
Generating lists of customers to receive mailings or telemarketing calls, scheduling automatic or manual
follow-up activities and receiving third-party lists for incorporation into the campaigns are all typical
functions. Internet personalization tools are offered

24Downloaded from a2zmba.blogspot.comhere to track behavior on a Web site and allow tailoring of
the contact experience, or generation of specific cross-selling opportunities, based on this behavior.
Inbound and outbound e-mail management capabilities are also becoming popular components of the
marketing automation suites.Let's take a closer look at the marketing automation component because it
has been positioned as the solution for all CRM analytics.

Campaign Management

Segmenting customers, generating targeted marketing campaigns for these segments and tracking
results are important parts of CRM analysis. Integrated MA tools provide these capabilities and provide
campaign offers and results directly to the customer sales and support processes. Incorporating offers
and solicitations into the common contact repository and prompting contact agents to follow-up on
campaigns can yield dramatic benefits. Some of the features provided are:

Planning marketing activities and developing campaign hierarchies.

Outlining marketing campaign objectives.

Defining campaign success measurements.

Coordinating multiple channels and event triggers to automate response actions.

Building and testing sample campaigns on a subset of customers.

•

Storing and reusing content from previous marketing campaigns.

Measuring campaign effectiveness by linking directly to call center, front-line employees and sales force.

Importing third-party target lists.

Tracking fulfillments supplied to the client via each channel to avoid duplication and maximize
effectiveness.

Tracking customer inquiries related directly to campaigns.

Tracking sales force closures related directly to campaigns.

Internet Personalization

Personalization is the ability to track and respond to customers in an individualized fashion based upon
their past contacts and behavior. The true value of personalization in CRM is when it extends beyond the
Internet to encompass all customer contacts

25Downloaded from a2zmba.blogspot.comacross the organization. By integrating personalization into

the front-office applications, every contact with your customers can be well planned and personalized.
This is a good example of the acceleration of analytics into action. Features of personalization tools
include:

Collecting information on Internet site visits.

Addressing customers who visit the site by name and remembering their preferences.

Allowing visitors to customize content to suit their purposes.

•
Showing customers specific content based on who they are and past behaviors.

Offering specific products (on the Internet or over the phone) based on past behaviors.

Allowing for the possibility of self-adjusting campaigns and offerings based on customer behavior.

Integrating technologies and techniques for optimal customer understanding based on transaction
history, demographic analysis and collected information.

E-Mail Management

E-mail management capabilities are used in two ways in MA - inbound and outbound. Inbound e-mail
management capabilities assist organizations in handling inbound inquiries from customers. While on
the surface this would seem to be a purely service-oriented activity, organizations are linking these
facilities to their personalization technologies and thus tuning the resulting communications on the basis
of CRM analytics. Benefits of this can be quite high as it offers a chance to extend personalization
techniques to multiple communication types. Outbound e-mail management capabilities provide the
ability to construct and execute permission-based marketing campaigns (where the dialog has been
started with a customer via e-mail communications) and are said to be up to 20 percent more successful
than traditional direct marketing at a fraction of the cost. Features include:

Automation of the targeting and sending of mass e-mails.

Automation of mass e-mail responses.

Use of decision engines to parse information from incoming e-mail correspondence.

26Downloaded from a2zmba.blogspot.com

Crafting responses to incoming e-mail without human intervention.

5.2 Closing the Loop - Adopting an Architected Solution

Now that we understand the CRM analytic capabilities offered with MA solutions, what's the catch?
When MA modules are implemented as an integrated, open part of an enterprise business intelligence
environment, there may be no catch. The catch is the temptation to implement these front-office
product suites and bypass the enterprise as a whole and the data warehouse specifically. While this
automates certain types of marketing activities and integrates these activities to the front line, it lacks
the depth, breadth and share ability of an architected data warehouse solution. The organization is
deprived of the more sophisticated forms of CRM analytics, forming yet another departmental silo of
analysis, furthering the very data mart chaos and inconsistency that the data warehouse is designed to
prevent. Let's examine the Corporate Information Factory (CIF) architecture to determine where the MA
integration points should be. Figure 1 illustrates the CIF. As stated earlier, the CIF provides a high-level
technology road map for organizations wishing to develop CRM initiatives. The CIF is a logical
architecture whose purpose is to provide a framework for implementing integrated technology across all
areas, all departments and all functions of an organization. Building a framework such as the CIF enables
organizations to share customer information freely and distribute analytical results to all individuals in
the organization that need them. The CIF consists of three primary types of CRM systems

Business Operations

are the core operational systems (billing systems, product or policy systems, call center and sales force
automation systems, etc.) that run the day-to-day business processes in an organization. Information
originates in these systems and flows through a data acquisition process into the rest of the CIF where it
is consolidated and integrated for strategic and tactical decision making. Front-office solutions generally
reside here as they facilitate the day-to-day sales and service processes.

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Business Intelligence

provides the capabilities required for the strategic decision making in the organization. Business
intelligence consists of the data warehouse, data marts and associated analysis tools, and can provide
the technology infrastructure and information necessary to manage the complex relationships and
analytics required to understand CRM interactions. Properly architected, the MA components of the
front-office applications would reside here.

Business Management

enables organizations to act on the analytical results generated within business intelligence. Business
management consists of the operational data store (ODS) and its associated transaction interfaces as
well as the associated oper marts. Business management systems are subject-oriented, integrated,
current-valued and supply a single point of access for information across the enterprise. An enterprise
customer profiling system is a good example of a CRM business management function. The primary
integration point for the MA components is the data warehouse contained in the business intelligence
environment. The data warehouse is defined as a subject-oriented, integrated, time-variant, cleansed
and non-volatile collection of data for strategic analysis. You can think of it as a big bucket of generic,
detailed, enterprise-wide, static and historical data. The data warehouse can serve as the source of data
for data marts and for the MA components (which are actually just another set of souped-up data
marts). Unlike the data marts or MA components, the data in the data warehouse is not set up for a
particular application or department.The data warehouse consists of standardized, consistent pieces of
data. By constructing the data warehouse in the most generic and flexible way possible, you can build
just about any data mart for CRM analysis. You are only limited by your technology and the data that
you can acquire from your operational systems.

The data warehouse reflects the enterprise's view of data in terms of business rules and strategic
requirements. Because the data in the warehouse is to be used for multiple CRM analytical purposes
spanning multiple departments, it must accommodate and reinforce the enterprise's vision of its CRM
initiative.

It is optimized for flexibility. The data must not display a bias or prejudice toward any one kind of
analytical processing. For example, if the data

28Downloaded from a2zmba.blogspot.comwarehouse is designed using a data model that is prejudiced

toward known data relationships or certain business processes, then analytical activities that search for
unknown relationships are compromised or, in effect, eliminated.

It provides detailed data for subsequent use by the data marts. Because the data warehouse must be
the source for data marts containing aggregated and summarized data, exploration warehouses
containing detailed data, data mining warehouses containing statistical samples of data and MA
components which fall somewhere in between in terms of detail and history required, it must contain
the proper level of detailed data to satisfy these very diverse requirements. The goal is for the data
warehouse to have the "least common denominator" level of data for the data marts and the MA
components. It must serve star schemas, cubes and flat files for statistical analyses, and subsets of data
for ad hoc querying.The Information Feedback loop, running across the top of Figure 1, is the other key
component of the CIF for integrating MA components. This is the set of processes that transmit the
intelligence gained through usage of the strategic CIF components to appropriate data stores. This is the
mechanism by which we push BI "out to the masses." It is also the mechanism by which we allow the
MA components to receive information from the data warehouse and to feed information back into the
data warehouse or on to the operational systems or ODS. Examples abound of storing the

results

of BI analyses in operational systems such as the front-line applications. One such example is to store
the results of a customer lifetime value (LTV) analysis - that is, the actual score given to each customer
based on their calculated LTV to the enterprise. The numerical values generated from such an analysis
can be stored in the front-office system and accessed by the MA components during the generation of
campaigns or scripts for call center agents. Behavior toward each customer is altered based on the
knowledge of the customer's LTV score. Higher valued customers may receive different campaign
solicitations than those with a lower score.Conversely, the solicitations generated by the MA
components should also be transported via Information Feedback into the data warehouse. This allows
all analytic applications in the organization to take advantage of the valuable information generated by
MA components.

29Downloaded from a2zmba.blogspot.comBeware of vendor sales pitches that contain phrases such as
"our MA module can drive your entire marketing process," or "MA provides a direct link between CRM
analytics and your customer contact points." While the capabilities embodied in the MA modules do
provide significant value, they do not provide sufficient sophisticated analysis capabilities to be your sole
vehicle for all CRM analytics. Instead, bypass the hype, implement MA capabilities that make sense for
your organization and ensure that MA modules use the information feedback mechanism to feed
information to and receive information from the data warehouse or operational systems. Staying true to
an architecture such as the CIF will provide you with the guidelines necessary to build the integrated
customer information environment required to drive your CRM strategies.

5.3 New Customer Management Tools For Higher IQ and Peak Business Results

To create a sustainable competitive advantage through CRM or customer management and marketing
processes, a business must master leading-edge intelligence tools that raise its organizational IQ
(intelligence quality) to peak levels. Fully-informed business decisions, fully-informed tactics, and
relevant, right-time value propositions to individual customers – require an integrated infrastructure
that can capture, analyze, and optimize information from across the extended enterprise including all
customer channels – with increasing speed and synchronicity. The best value propositions will be
created when a business has the CRM tools to do the following:•

Understand the economics of your customer relationships

both today and in terms of individual lifetime value – to better anticipate the migration of customer
assets over time; •

Improve your ability to evaluate and use every customer interaction

as actionable marketing opportunities with rules driven lead management tools;•

Cultivate highly relevant and profitable dialogues

with customers across all channels, including the e-channel, for better strategic brand and customer
equity management; •

Align business resources and customer communications

for effective tactical process execution that balances customer expectations and company objectives;
30Downloaded from a2zmba.blogspot.com•

Master sophisticated multistep and event-based marketing

and know when your customers are most receptive to offers and messages;•

Intelligently manage the e-channel

to drive revenue growth across all channels; and •

Leverage the full power

of a real-time, enterprise-wide data warehouse.

Chapter # 6. CRM Initiative

6.1 Implementing a CRM Initiative

According to the surveys, through the year 2004 only 35% of businesses will accurately forecast the
implementation cost and ROI projections before initializing a CRM strategy, and less than 20% will stick
to the guidelines and initiative plans they’ve established without veering off the designated course to an
unsuccessful destination. This is an avoidable situation that mainly illustrates the infant growing pains
many companies have when trying to wrap their arms around any new business strategy. Inexperience
with such an important, yet often difficult, strategy comes from it being a young and untested initiative.
If a business has done their homework and intelligently forecasted the resources needed to fulfill a CRM
initiative, the pains and pitfalls currently being experienced will lessen and the benefits will increase.
Initializing a CRM campaign and carrying it out for the long haul is a project that involves hands from
throughout a business, from customer support personnel, to IT professionals, to obvious key individuals
like CRM project managers. From the person taking incoming phone calls and providing accurate service
to the caller, to the database-analyzing software that efficiently and smoothly manages and processes
customer data, to the front-end Web site that is tailored to individual customers through such things as
preferred language and topics of interest, every facet needs to work in conjunction. Being able to touch
all points of customer interaction requires a comprehensive set of software that is effective and
comprehensive. An intelligent database system that can support and store many users and their
information is critical. This makes customer management very streamlined and easier. Additionally, the
ability to instigate highly specific queries that result in rich, pinpoint demographic information is also an
invaluable part of any CRM implementation. The cost of re-

31Downloaded from a2zmba.blogspot.comgearing a business to be customer-centric depends on each

case and can only be calculated with that in mind. There is no universal equation in which to plug
numbers or “general” projection figures that can be applied across the board. Fact is, CRM initiatives are
company-wide endeavors and become more elastic and abstract because of this. Consequently,
assessing costs is not as simple as checking the price tags on CRM software. Predicting costs must be
done through a unique look at every case.In the end, the result of a successful CRM campaign will
eventually minimize costs, such as the high price of luring and enticing new customers, and won’t break
the bank of any company. In fact, businesses will see an extremely healthy increase in profits while
their costs will level off to a very manageable point if they’ve succeeded in their CRM goal.

6.2 Seven Steps to Managing Your CRM Initiative

1. Business analysis: Focus on your customer data-collection process

The first step in your CRM project should be business analysis. Take a step back and look at the areas of
your firm that deal with customer data (most of your firm, probably). How well are you handling data
right now? Are you collecting all the data you want from your clients or would you like to collect more?
Is this information accessible by all those who need it? Do you ever have to reenter information as the
client moves from Marketing & Sales through to Time & Billing?

2. Needs analysis: Make a list of your customers' needs

As you ask yourself these and other questions, make a list of your customers' needs. Start with the
absolute essentials at the top. Examples of these needs may include collecting certain types of
information, a centralized database, scalability, and capability to access the system remotely. An
important note to remember—this list should include all your essential needs, even the needs met by
your current system. As you work through your list of essentials, begin to add nice to haves. These are
needs that you would like to meet but are not critical to the success of your CRM system. Make sure
your whole project team contributes to this list—you won't think of everything on your own.

3. Product evaluation: Compare vendors and products

After you have your list of needs compiled, you can start comparing vendors and products. As you are
looking at features offered by the different products, try to cross

32Downloaded from a2zmba.blogspot.comthe critical needs off your list first before you look at nice to
haves. There will undoubtedly be products that meet a lot of your nice to haves, but are lacking in one
or more critical needs. Critical needs must be met so that the time, money, and ideas given to the CRM
project do not change systems for the sake of change. When you are making your project plan, allow
plenty time for this phase. It is very important not to rush through your evaluation. Take your time, view
lots of demos, and ask lots of questions.

4. Product configuration: Make the system fit your firm

No matter what product you choose, there will most likely be some configuration that needs to be done
to make the system fit your firm. Treat this as a subproject with its own project plan that includes
timelines and milestones. Many products are highly customizable at the front end, but far less so when
they are implemented. Don't get poor results because you sped through this step. Customization may
not be all at the software end; you may have to do some process reengineering in your firm, as well.
Remember to document everything. Make a user's manual for the software, and a process manual with
flowcharts for the business processes.
5. Pilot implementation: Roll out a small pilot to marketing first

After you have customized the system to your specifications, roll it out in a small, pilot environment.
Start with your Marketing users; they will use the software heavily and will be able to provide you with
some high-quality feedback. Keep it in a small group until you have the system customized the way you
want it. When you have reached that point, roll it out to all users.

6. Full implementation: Communicate with users to explain the change

As you roll the system out to all users, this will be a significant change for most of your users. In addition
to learning a new software interface, many users will be faced with entire new business processes. The
biggest factor here is communication. Make sure your users understand why this change is taking place;
don't just mandate the change. Use training sessions and documentation to assist the users with the
new system.

7. Evaluation: Follow-through for a successful implementation

As more and more firms are implementing CRM systems, plenty of success stories are emerging. The
firms that experience successful implementations have a plan from the beginning and follow it through
to the end. Failed implementations often are the result

33Downloaded from a2zmba.blogspot.comof choosing a product that does not meet the firm’s needs or
poor communications between project teams and end-users. Follow these 7 steps to managing your
CRM initiative for a successful CRM implementation experience.

Chapter # 7. CRM Implementation

7.1 The Implementation Process

Know the required commitment for CRM implementation success

Many companies think that choosing a solution is the hard part. In reality, choosing a system is relatively
easy. Implementing a system is the hard part of the process. In choosing a solution it is common for a
team to be brought together to develop a needs analysis document. It is not uncommon for teams to
spend months developing selection criteria and subsequently choosing a vendor. Typically, however,
less thought is put into how the solution is going to be implemented which is one of the reasons for the
well documented, high failure rate. Unlike back end systems (ERP, SCM, etc) the use of which is required
for day-to-day operation of a organization, companies and employees have lived without CRM and may
be able to continue doing so. Each person has their own way of doing things and those habits are
difficult to change. To overcome all of the possible obstacles, CRM must become part of the culture of
an organization and people must recognize that by using the system they are helping the team become
more effective as a whole.

7.2 Implement And Learn The Basics First

It is no surprise that once companies select a solution they race to implement that solution. Customers
have been sold on the return on investment (ROI) of the solution, and know that ROI will not come until
the team is effectively using the solution. The common mistake here is trying to do too much at one
time. The reality is that users who are overwhelmed by a tool end up not using it. It is important that
you establish and focus on short, medium and long-term goals.

34Downloaded from a2zmba.blogspot.comAlthough often overlooked or assumed, the first goal is to

make sure that the user group is proficient on the base functionality of the system. Users need to be
able to comfortably duplicate what they have routinely been doing in the new system. For instance, if
inside sales receive incoming phone calls; do they know how will they log those in the new system? If
outside sales make sales visits, how can they eliminate filling out call reports? How are people going to
send email and create letter and manage their task list? Users who quickly become proficient on this
base functionality will be more apt to want to learn more and reap the potential added benefits of more
proficient use of the new system.

7.3 Outline An Implementation Strategy

The first step of implementing a new CRM system is to determine a strategy. The implementation
strategy should be developed with the software provider to determine and document the process to roll
the solution out to the user group. Questions like “What is the timeline?” “Should everyone be brought
on at once or do a pilot?” “Where are the strengths and weaknesses in of the company and the
individual users?” all need to be answered. User champions and administrative champions need to be
selected. Look within the organization to determine whom the power users will be and solicit their
support on the project. Identify those users who will be the most reluctant to change and help them
understand how this will benefit them (One of the most effective ways to overcome reluctance is to help
each reluctant user to find one or two things that will make their job easier so that they begin to see the
power of the system for themselves). Short, medium and long-term goals need to be established and
monitored for each department and for the organization as a whole. Companies may find that they want
to track one metric for inside sales, another for outside sales, and a third for marketing. Some
companies have chosen to motivate users by offering incentive compensation related directly to system
utilization. Each organization is unique and goals and incentives need to be thought through on a case-
by-case, department-by-department, and possibly user-by-user basis.

7.4 Invest Time In Training

35Downloaded from a2zmba.blogspot.comTraining is a major component of long-term success and

should be budgeted for sufficiently. Having the software provider spend one day training users is not
enough to be successful. Training should be divided into multiple stages designed to fit the particular
user group needs. Those stages may include beginner user training, advanced training, trainer training,
goal-specific training, utilization reviews, and users groups to name a few.

Beginner User Training:

 Most users’ first experience with their new CRM tool will be during beginner user training which is
intended to get users comfortable with all of the basic functionality of a system and should be
mandatory for all users. Users will not become an expert in one day. Use this time to ensure that
everyone is comfortable enough with the system that, once the trainer has gone, they can do all of their
routine tasks in the new system. Breaking up beginner user training into multiple groups over multiple
days will allow users to use the system while the trainer is still available, and to work through real life
situations.

Trainer Training:

Some organizations opt for training a core group of user champions who will then be responsible for
training the entire team. This allows companies to rely more heavily on internal resources. This may
require an additional upfront expense but should allow minimization of future training costs, especially
for larger user groups.

Utilization Reviews:

After beginner user training plan to set up utilization reviews, both internally and with the solutions
provider, to track usage and to uncover issues before they become real problems. Most systems have
built in tools to monitor successful usage of the system. Typical questions that need to be answered are
“Who is using the system?” “Who is not using the system?” “What are they using it to do and are they
following the established standards?” “Are we achieving the goals we set for ourselves and if not why?”
“What additional assistance (training or consulting) do we need from our solutions provider?” “What
else should we be doing in the system?” “Who else should be on the system that is not currently on the
system?” By working internally and with the software provider to track usage and monitor success and
failure throughout the user group, the Company will be able to maximize the benefits of improved sales
process management.

User Groups:

Another component of success will be internal and external user group forums. On some set interval
(daily, weekly, biweekly), especially in the beginning, internal user groups can be very useful to help
team members learn from each other

36