1. Concept and Context of CRM
Chapter 1
Concept and Context of CRM
CUSTOMER RELATIONSHIP MANAGEMENT

2. Buyer and Seller Relationship over the Ages
Barter Age
Customized Product Age
Mass Production Age
- Customer
- Consumer
Customization Age: 1:1 Relationship

3. a) CRM is about Strategy
What is CRM
Strategy, Process, Software, Philosophy, Project???
a) CRM is about Strategy
CRM is about creating a competitive advantage by
being the best at understanding, communicating,
delivering and developing existing customer
relationships, in addition to creating and keeping
new customers (Strategic CRM)

4. Ask questions for a good CRM Strategy
What products and services are we offering now and in the future?
In what markets?
What customer groups will these products and services appeal to?
Which of these are of greatest value to the organization? In terms of expenditure, reliability, growth potential?
What additional needs do the most valuable customer groups have? Adiitional products? Additional services?
In what different ways can we do business to deliver to our customers better?

5. Designing a CRM Strategy
Cog Wheel Process: CRM (UK) Ltd.
(Four Key Areas of the Business)
- Strategy
- People
- Technology
- Processes

6. D4 Company Analysis
Step 1: Define the existing customer relationship management processes within the company
Step 2: Determine the perceptions of how the company manages their customer relationships both internally and externally
Step 3: Design the ideal customer relationship management solutions relative to the company or industry
Step 4: Deliver a strategy for the implementation of the recommendations based on the findings

7. What motivates companies to adopt CRM Strategies?
Competition: Globalization
Customer Expectation: e-Commerce
Technology: Touchpoints
Diminishing impact of advertising: Information through and web sites

8. b) CRM – the ‘customer’ thread
What is CRM?
b) CRM – the ‘customer’ thread
Whether the customers are current / potential / selected CRM is about acquiring, retaining, partnering, personalizing relationships with them
CRM helps businesses use technology and human resources to gain insight into the behavior of customers and the value of these customers.

9. Concept of Personalization and Customization
Customization: Customization assumes that manufacturer will design / or enable designing a product to suit customer needs.
Personalization: Personalization is about customer becoming a co-creator of the content of their experience.

10. Relationship Hierarchy

11. Loyalty Pyramid

12. Nine Truths of Relationship Marketing
TRUTH # 1: Customers are no longer loyal.
TRUTH # 2: Customers do not really want a relationship but companies do.
- Your Best Customers Can Leave
- Your Marginal Customers Can Move
- Consumers Can Become Customers
TRUTH # 3: Customers want information.
TRUTH # 4: Customers not only want to be thanked for their patronage, they expect it.

13. Nine Truths of Relationship Marketing
TRUTH # 5: Customers control the selling process.
TRUTH # 6: The Lifetime Value of a customer is not relevant.
TRUTH # 7: Do not overcomplicate the program.
TRUTH # 8: Keep reporting simple and focused on the customer.
TRUTH # 9: WHAT IF? Ask it often. Experiment every chance you get and don’t call it testing.

14. CRM, Marketing and Relationship Marketing
Investment in ‘relationship’ with various stakeholders is very
important. CRM is the domain of relationship management with
customers.
Industrial Revolution: “This is what I make, won’t you please buy it?”
Customer Revolution: “This is what I need, Can’t you please make it.”
Companies have to turn from a ‘make and sell’ philosophy to
‘sense and respond’ philosophy.
[Please look at the Table at Page No. 21]

15. Holistic Marketing Framework
The THREE dimensions (CRM, Relationship Marketing and Marketing) are extremely lucidly integrated in a concept called ‘Holistic Marketing’ framework.
The Holistic Management framework enables management to answers following questions:
How can a company identify new value opportunities for renewing its marketing – (Marketing Dimension)
How can a company create more promising new value offering? – (Stakeholders Relationship Dimension)
How can a company use its capabilities and infrastructure to deliver the new value offering efficiently? – (CRM Dimension)

16. Holistic Marketing Framework
The THREE dimensions (CRM, Relationship Marketing and Marketing) are extremely lucidly integrated in a concept called ‘Holistic Marketing’ framework.
Management Decision depends on:
How can a company identify new value opportunities for renewing its marketing – (Marketing Dimension)
How can a company create more promising new value offering? – (Stakeholders Relationship Dimension)
How can a company use its capabilities and infrastructure to deliver the new value offering efficiently? – (CRM Dimension)
Three organizational functions will play the major role in the economy: the ‘demand management’ function, the ‘resource management’ function and ‘network (Relationship) management’ function.

17. Transaction VS Relationship Marketing
Transaction Marketing
Relationship Marketing
Functional Marketing
Cross-functional marketing
Focus on a single sale
Focus on customer retention
Orientation on product feature
Orientation to customer values
Short time scale
Long time scale
Little emphasis on customer service
High emphasis on customer service
Moderate customer contact
High customer contact
Quality is a concern of production
Quality is everyone’s concern

18. Tangible Relationship (30 R’s)
Classic Market Relationship: Consisting of the relationship between the supplier and the customer, between the customer-supplier-competitor and the classis network distribution channels.
Special Market Relationship: Relationship via full time and part time marketers, interaction between customers and service providers, relationship in industrial and business marketing, e-relationship, green relationship (environment and health based, law based)
Mega Relationships: Personal and social network, mass media
Nano Relationships: Relationship between internal customers and internal suppliers, the relationship between operations management and marketing, relationship with the employee market.
First TWO considers as Direct market Relationship and Last TWO considers as Non-Market Relationships

19. Proactive versus Reactive CRM
Types of CRM
Proactive versus Reactive CRM
Operational, Collaborative and Analytical CRM

20. Proactive versus Reactive CRM

21. Operational, Collaborative and Analytical CRM
Operational CRM: Front office CRM. Interaction between the customer and marketer directly through customer touchpoint (POS, Call centers, web etc.).
Face to face touchpoints: Sales/Service/Channel/Events/Stores/Promotions
Database driven touchpoints:
Telephones/ /Mail/SMS/Fax/Loyalty Cards/ATM’s
Mass Media:
Advertising/PR/Websites
Any Transaction can take place through these touchpoints. Low level managers interact in this stage and process the information to the mid level managers

22. Operational, Collaborative and Analytical CRM
Collaborative CRM: Two way dialog between a company and its customers through a variety of channels (business partners, agents, brokers, intermediaries) to facilitate and improve the quality of customer interactions and maintain a long term profitable relationship.
Performed by Mid level managers and transform the information to the top level managers and decision makers.

23. Operational, Collaborative and Analytical CRM
Analytical CRM: Known as back-office or strategic CRM. It involves understanding the customer activities that occurred in the front office. Using technology, mass data is going to transformed into ‘business knowledge’ (behavior patters, preferences, values of customers).
Top Level managers and decision makers establish the process and convey the message to the mid level and low level managers for implementation.