Presentation on customer

relationship management

Prepared by:
Mandeepa Bhatia
Roll no: 260517
 agenda

RELATIONSHIP MANAGEMENT
 Definition of CRM
 Concept of CRM

 Evolution of CRM

 Various Schools of thoughts of CRM

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 Definition of customer relationship
management
 CRM (customer relationship management) is an
information industry term for methodologies, software,

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and usually Internet capabilities that help an
enterprise manage customer relationships in an
organized way.
 For example:
An enterprise might build a database about its
customers that described relationships in sufficient
detail so that management, salespeople, people
providing service, and perhaps the customer directly
could access information, match customer needs with
product plans and offerings, remind customers of
service requirements, know what other products a
customer had purchased, and so forth. 3
 Concept of customer relationship
management
 CRM is a combination of policies, processes, and
strategies implemented by an organization to unify its
customer interactions and provide a means to track

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customer information.
 It is used to support these processes; information about
customers and customer interactions can be entered,
stored and accessed by employees in different
company departments.
 CRM goals are to improve services provided to
customers, and to use customer contact information for
targeted marketing.
 It involves the use of technology in attracting new and
profitable customers, while forming tighter bonds with
existing ones.
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 CRM includes many aspects which relate
directly to one another
 Front office operations — Direct interaction with
customers, e.g. face to face meetings, phone calls, e-
mail, online services etc.

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 Back office operations — Operations that ultimately
affect the activities of the front office
(e.g., billing, maintenance,planning, marketing, 
advertising, finance, manufacturing, etc.)
 Business relationships — Interaction with other
companies and partners, such as suppliers/vendors and
retail outlets/distributors, industry networks (lobbying
groups, trade associations). This external network
supports front and back office activities.
 Analysis — Key CRM data can be analyzed in order to
plan target-marketing campaigns, conceive business
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strategies, and judge the success of CRM activities
(e.g., market share, number and types of
customers, revenue, profitability).
 Evolution of CRM

 Three converging trends have enabled the

emergence of CRM applications as a major force
in the market place. 

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 The first trend is the availability of robust, scalable
decision support technology.
 Data warehouse software is helping companies collect
vast quantities of data from multiple, heterogeneous
sources, such as accounting, manufacturing, human
resources, sales force automation, and customer
service applications. 
 This provides the technological foundation for building
a consolidated, enterprise wide view of the customer,
rather than a limited perspective offered by
departmental applications. 
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 Evolution of CRM cont….

 The second trend is the emergence of front-

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office applications. 
 This has made it easier for companies to
identify and track customers. 
 It tends to focus on the sales and the
marketing departments.

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 Evolution of CRM cont….

 The third trend is the recognition that a new,

individual customer-focused marketing model

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is needed to maintain a competitive
advantage.
 The emergence of the one-to-one marketing
phenomenon has helped companies to have
their marketing activities focus on the
customer, rather than on their products,
distributors, sales force or suppliers.
 One-to- one marketing helps drive an analysis
of customer share, rather than market share.
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 Various Schools of thoughts of CRM

 There are three different schools of thought with regard

to whether cultural heritage can contribute in any

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meaningful way towards poverty eradication and
national economic development in Uganda.
 The traditional economists, generally view cultural
heritage as a barrier to poverty eradication and
economic development. 
 A recent study of culture and media in Poverty
Reduction Strategic Papers (PRSPs) noted that a
number of countries, “make no reference to culture or
only mention culture in a way that it implies a negative
or lacking societal characteristic that needs to be
addressed.”
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 Various Schools of thoughts of CRM cont….

 The second school of thought is that of

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professional cultural workers and scholars.
 This group sees cultural heritage as an
indispensable and vital force in fostering social
and economic development.

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 Various Schools of thoughts of CRM cont….

 The third school of thought belongs to the

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cultural practitioners and the majority of
members of local communities. 
 Due to the lack of vital information, they are
uncertain whether cultural heritage has the
potential to reduce poverty. Some of them are
skeptical, while others just admit they do not
know.

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