“Listening to customers must become everyone’s business.

With most competitors moving

ever faster, the race will go to those who listen and respond more intently”.
- Tom Peters, Thriving on Chaos

Chapter 1: Conceptual Framework for CRM

What is Customer Relationship management?

Before we begin to examine the conceptual foundations of CRM, it will be useful to
define what is CRM. A narrow perspective of customer relationship management is
database marketing emphasizing the promotional aspects of marketing linked to database
efforts.
Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in
which a variety of aftermarketing tactics is used for customer bonding or staying in touch
after the sale is made.
Shani and Chalasani define relationship marketing as “an integrated effort to identify,
maintain, and build up a network with individuals consumers and to continuously
strengthen the network for mutual benefit of both sides, through interactive,
individualized and value-added contacts over a period of time”.
The core theme of all CRM and relationship marketing perspectives is its focus on co-
operative and collaborative relationships between the firm and its customers, and/or other
marketing actors.
CRM is based on the premise that, by having a better understanding of the customers’
needs and desires we can keep them longer and sell more to them.
Growth Strategies International (GSI) performed a statistical analysis of Customer
satisfaction data encompassing the findings of over 20,000 customer surveys conducted
in 40 countries by Infoquest.
The conclusions of the study were:
• A Totally Satisfied Customer contributes 2.6 times as much revenue to a company as
a Somewhat Satisfied Customer.

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• A Totally Satisfied Customer contributes 17 times as much revenue as a Somewhat
Dissatisfied Customer.
• A Totally Dissatisfied customer decreases revenue at a rate equal to 1.8 times what a
Totally Satisfied Customer contributes to a business.
• By reducing customer defection (by as little as 5%) will result in increase in profits
by 25% to 85% depending from industry to industry.
An important facet of CRM is “customer selectivity”. As several research studies have
shown not all customers are equally profitable (Infact in some cases 80% of the sales
come through 20% of the customers). The company must therefore be selective and
tailor its program and marketing efforts by segmenting and selecting appropriate
customers for individual marketing programs. In some cases, it could even lead to “
outsourcing of some customers” so that a company better utilize its resources on those
customers it can serve better and create mutual value. However, the objective of a
company is not to really prune its customer base but to identify appropriate customer
programs and methods that would be profitable and create value for the firm and the
customer. Hence, CRM is defined as:
Customer Relationship management is a comprehensive strategy and process of
acquiring, retaining and partnering with selective customers to create superior
value for the company and the customer.
As is implicit in the above definition, the purpose of CRM is to improve marketing
productivity. Marketing productivity is achieved by increasing marketing efficiency
and by enhancing marketing effectiveness. In CRM, marketing efficiency is achieved
because cooperative and collaborative processes help in reducing transaction costs and
overall development costs for the company. Two important processes for CRM include
proactive customer business development and building partnering relationship with
most important customers. These lead to superior value creation.
The basic concept is that the customer is not someone outside the organisation, he is a
part of the organisation.

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 Key CRM principles
Differentiate Customers: All customers are not equal; recognize and reward best
customers disproportionately. Understanding each customer becomes particularly
important. And the same customers’ reaction to a cellular company operator may be quite
different as compared to a car dealer. Besides for the same product or the service not all
customers can be treated alike and CRM needs to differentiate between a high value
customer and a low value customer.
What CRM needs to understand while differentiating customers is:
- Sensitivities, Tastes, Preferences and Personalities
- Lifestyle and age
- Culture Background and education
- Physical and psychological characteristics
• Differentiating Offerings
→ Low value customer requiring high value customer offerings
→ Low value customer with potential to become high value in near future
→ High value customer requiring high value service High value customers who
require a high level of
→ High value customer requiring low value service service are maintained
Low value customers who without expanding the
High require high levels of service costly offering to the entire
must either purchase the higher customer population
level of service or become our
competitors low value/high
Service Requirement

cost customers

Low
Low Customer Value High
Fig. 1 Customer value – Service Matrix
Keeping Existing Customers

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Grading customers from very satisfied to very disappointed should help the organisation
in improving its customer satisfaction levels and scores. As the satisfaction level for each
customer improve so shall the customer retention with the organisation.
• Maximizing Life time value
Exploit up-selling and cross-selling potential. By identifying life stage and life event
trigger points by customer, marketers can maximize share of purchase potential. Thus the
single adults shall require a new car stereo and as he grows into a married couple his
needs grow into appliances.
• Increase Loyalty
Loyal customers are more profitable. Any company will like its mindshare status to
improve from being a suspect to being an advocate.
Company has to invest in terms of its product and service offerings to its customers. It
has to innovate and meet the very needs of its clients/ customers so that they remain as
advocates on the loyalty curve. Referral sales invariably are low cost high margin sales.
(Fig 2. Categorizing Customers)
High

*You have No Choice But To *Cultivate Relationship.

Handle Them Very Carefully. Spend Energy.
Will Consume Energy Go Out Of Your Way.
Plan
Strategic Importance To Your Business

# Think Of Innovative Ways of #Think Of Strategies TO Move Them

Getting them On Your Side, But
The ‘Cost Of Acquisition’ Must Be
Controlled
*Focus On Short Term Profitability.
Spend Minimum Energy To Meet Your
Objectives.
#Don’t Pursue.
Use Opportunity As It Comes.
Short Term Acquisition Shouldn’t Affect
Long Term Image.
Low
Away From Competition. *Existing
Will Consume Disproportionately Customers
High Energy.
#Potential
*Very cautious decision needed. Re-examine
business Plan & Strategy. Evaluate That Customers
Your Loss (i.e. Your competitor’s gain)
Doesn’t become nightmare for you.
#Needs In-depth strategic review as acquisition
alone and dissatisfaction later could be more
harmful

Low High
Relationship & Profitability Potential

Summarizing CRM activities:

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 The CRM cycle can be briefly described as follows:
1. Learning from customers and prospects, (having in depth knowledge of
customer)
2. Creating value for customers and prospects
3. Creating loyalty
4. Acquiring new customers
5. Creating profits
6. Acquiring new customers
Learning from
customers a&
Creating prospects
Profits

Acquiring new
customers
Fig.3 1
CRM Activities 5
3 Creating value
for customers &
4
prospects

Creating loyal 2
customers
Figure 4 Customer Life Cycle Management

Customer Need
Assessment & Acquisition

Customer Retention
and referrals for new
customers Customer Development
through personalization
and customization

Customer Equity Leverage through

Cross Selling and Up Selling

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The Emergence of CRM Practice
The Past:
Looking back at a snapshot history of marketing, we can see the following clear
developments and progression over the last four decades:
• 1960’s – the era of Mass Marketing, when Gibbs SR toothpaste began the first
marketing of this kind with its black and white campaign.
• 1970’s – saw the beginning of segmentation, direct mail campaigns and early
telemarketing (such as publishing)
• 1980’s – where Niche marketing made millionaires of those who were best at it.
• 1990’s – Relationship Marketing. The explosion of telemarketing and call centres,
all set up to develop relationships with customers. The recognition of the true value
of retention and the use of Lifetime Value as a business case.
In addition to this, a number of key marketing concepts can also be used to see where
CRM has developed from:
• Satisfying Needs, Customer Orientation
• The organisation needs to be arranged so that all functions contribute
• Profit must be the consequence of delighting customers (Kotler)
Developing customer relationship has historical antecedents going back into the pre
industrial era. Similarly artisans often developed customized produce for each customer.
Such direct interaction led to relational bonding between the producer and the consumer.
It was only after industrial era’s mass production society and the advent of the
middlemen that there were less frequent interactions between producers and the
consumers leading to transactions oriented marketing. The production and consumption
factions got separated leading to marketing functions being performed by the middle men
and middlemen are in general oriented towards the economic aspects of buying since the
largest cost is often the cost of goods sold.
In recent years however, several factors have contributed to the rapid development and
evolution of CRM. These include: -

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 1. The growing de-intermediation process in many industries due to the advent of
sophisticated computer and telecommunication technologies that allow producers to
directly interact with end-customers. For example, in many industries such as
airlines, banks insurance, software or household appliances and even consumables,
the de-intermediation process is fast changing the nature of marketing and
consequently making relationship marketing more popular. Databases and direct
marketing tools give them the means to individualize their marketing efforts.
2. Advances in information technology, networking and manufacturing technology have
helped companies to quickly match competition. As a result product quality and cost
are no longer significant competitive advantages.
3. The growth in service economy. Since services are typically produced and delivered
at the same institution, it minimizes the role of the middlemen.
4. Another force driving the adoption of CRM has been the total quality movement.
When companies embraced TQM it became necessary to involve customers and
suppliers in implementing the program at all levels of the value chain. This needed
close working relationships with the customers. Thus several companies such as
Motorola, IBM, General Motors, Xerox, Ford, Toyota, etc formed partnering relations
with suppliers and customers to practice TQM. Other programs such as JIT and MRP
also made use of interdependent relationships between suppliers and customers.
5. Customer expectations are changing almost on a daily basis. Newly Empowered
customers who choose how to communicate with the companies across various
available channels. Also nowadays consumers expect a high degree of
personalization.
6. Emerging real time, interactive channels including e-mail, ATMs and call centre that
must be synchronized with customer’s non-electronic activities. The speed of
business change, requiring flexibility and rapid adoption to technologies.
7. In the current era of hyper competition, marketers are forced to be more concerned
with customer retention and customer loyalty.
8. As several researches have found out retaining customers is less expensive and more
sustainable competitive advantage than acquiring new ones.

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 9. On the supply side it pays more to develop closer relationships with a few suppliers
than to develop more vendors.
10. In addition several marketers are concerned with keeping customers for life than
making one time sale. There is a greater opportunity for up selling and cross selling.
In a recent study, Naidu, et al(1999) found that relational intensity increased in
hospitals facing a high degree of competitive intensity
11. The globalization of world marketplace makes it necessary to have global account
management for the customers.
CRM Formation Process
In the formation process, three important decision areas relate to defining the purpose (or
objectives) of engaging in CRM, selecting parties (or customer partners) for appropriate
CRM programs and developing programs (or relational activity schemes) for relationship
engagement with the customer.

Purpose
 Increase Team Structure
Role Specification
Effectiveness
 Improve
Relationship
Efficiency Planning Process Performance
 Strategic
 Financial
Process Alignment
Programs  Marketing

 Account → Retenti
Management Monitoring Process on
 Retention
Marketing Communication

Partners Employee Motivation

 Criteria
 Process
Employee Training

Evolution
• Enhancement
• Improvement
Fig 5. CRM Process Framework

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CRM Purpose
The overall purpose of CRM is to improve marketing productivity and enhance value for
parties in involved in the relationship. By seeking and achieving operational goals, such
as lower distribution costs, streamlining order processing and inventory management,
reducing the burden of excessive customer acquisition cost, and through customer
retention economics, firms could achieve greater marketing efficiencies. They can
enhance marketing effectiveness by carefully selecting, customers for its various
programs, individualizing and personalizing their market offerings to anticipate and serve
the emerging needs of individual customer, building customer loyalty and commitment,
partnering to enter new markets and develop new products, and redefining the
competitive playing field for their company. Thus, stating the objectives and defining the
purpose of CRM in a company helps clarify the nature of CRM programs and activities
that ought to be performed by the partners. Defining the purpose would also help in
identifying suitable relationship partners who have necessary expectations and
capabilities to fulfill mutual goals. It will further help in evaluating CRM performance by
comparing results achieved against objectives. These objectives could be specified as
financial goals, marketing goals, strategic goals, operational goals, and general goals.
Customers are motivated to engage in relational behavior because of psychological and
sociological benefits associated with reduction in choice decisions. In addition, to their
natural inclination of reducing choices, consumers are motivated to seek the rewards and
benefits associated with CRM programs.
Relational Parties
In the Initial phase, a company has to decide which customer type and specific customers
or customer groups will be the focus of their CRM activities.
CRM Programs
A careful review of literature and observation of corporate practices suggest that there are
three types of CRM programs: continuity marketing; one-to-one marketing; and,
partnering programs. These take different forms depending on whether they are meant for
end-consumers, distributor consumers, or business-to-business customers.

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Table 1 presents various types of CRM programs developed for different types of
customers.
Customer Types Mass Markets Distributors Business to
Program Types Business
Markets
Continuity Marketing • After- Marketing • Continuos • Special Sourcing
• Loyalty Programs Replenishment Arrangements
• Cross-Selling • ECR Programs
One-to-One Marketing • Permission Marketing • Customer Business • Key Account
• Personalization Development • Global Account
Partnering/Company- • Affinity Partnering • Logistics Partnering • Strategic
Marketing • Co-Branding • Joint Marketing Partnership
• Co-Design
• Co-Development
Table 1 CRM Programs
Continuity Marketing Programs
Take the shape of membership and loyalty card programs where customers are often
rewarded for their member and loyalty relationships with the marketers. The basic
premise of continuity marketing programs is to retain customers and increase loyalty
through long-term special services that has a potential to increase mutual value through
learning about each other.

One-to-one Marketing
Meeting and satisfying each customer’s need uniquely and individually. In the mass
markets individualized information on customers is now possible at low costs due to the
rapid development in the information technology and due to availability of scalable data
warehouses and data mining products. By using online information and databases on
individual customer interactions, marketers aim to fulfill the unique needs of each mass-
market customer. Information on individual customers is utilized to develop frequency
marketing, interactive marketing, and aftermarketing programs in order to develop
relationship with high-yielding customers. In the context of business-to-business markets,
individual marketing has been in place of quite sometime. Known as Key Account

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Management Program, here marketers appoint customer teams to husband the company
resources according to individual customer needs.

Partnering Programs
The third type of CRM programs is partnering relationships between customer and
marketers to serve end user needs. In the mass markets, two types of partnering programs
are most common: co-branding and affinity partnering.

CRM Governance Process

• Greater the scope of CRM program and associated tasks, and the more complex is the
composition of the relationship management team; the more critical is the role
specification decision for the partnering firms.
• It is essential to establish intra-company communication particularly among all
concerned individuals and corporate functions that directly play a role in managing
the relationship with a specific customer or customer group.
• With mass-market customers frequent face-to-face interactions will be uneconomical.
Thus marketers should create common bonds through symbolic relationships,
endorsements, affinity groups, and membership benefits or by creating online
communities
• Involving customers in the planning process would ensure their support in plan
implementation and achievement of planned goals. All customers are not willing to
participate in the planning process nor is it possible to involve all of then for
relationship marketing programs for the mass markets.
• Operating process between the company and customer partners: Operating alignment
will be needed in order processing, accounting and budgeting processes, information
systems, merchandising process, etc
• Human resources decisions are also important in creating the right organisation
climate for managing relationship marketing. Training employees to interact with
customers, to work in teams, and manage relationship expectations are important. So
is the issue of creating the right motivation through incentives and rewards.

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• Periodic evaluation of goals and results, initiating changes in relationship structure,
design or governance process if needed, creating a system for discussing problems
and resolving conflicts.

CRM Performance Evaluation Process

Without a proper performance metrics to evaluate CRM efforts, it would be hard to make
objective decisions regarding continuation, modification, enhancement, or termination of
CRM programs.

If co-operative and collaborative relationship with the customers is treated as an

intangible asset of the firm, its economic value add can be assessed using discounted
future cash flows estimates. Here the term relationship equity comes in where you
measure the intangible assets of the firm.

Another global measure used by firms to monitor CRM performance is the measurement
of relationship satisfaction. By measuring relationship satisfaction, one could estimate the
propensity of either party’s inclination to continue or terminate the relationship. Such
propensity could also be indirectly measured by measuring customer loyalty.

CRM Implementation Issues

One of the most interesting aspects of CRM development is the multitude of customer
interfaces that a company has to manage in today’s context. Until recently, a company’s
direct interface with the customers, if any was primarily through sales people or service
agents. In today’s environment most companies interface with their customers through a
variety of channels including sales people, service personnel, call centres, Internet
websites, marketing departments, fulfillment houses, market and business development
agents, etc. For large customers it also includes cross-functional teams that may include
personnel from various functional departments. While each of these units could operate
independently, they still need to share information about individual customers and their
interactions with the company on a real time basis. For example, a customer who just

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placed an order on the Internet and subsequently calls the call centre for order verification
expects the call centre staff to know the details of his or her order history. Similarly a
customer approached by a sales person unaware that she has recently complained about
dissatisfactory customer service, is not likely to be treated kindly by the customer.

Therefore effective CRM requires a front-line information system that shares relevant
customer information across all interface units. Relational databases, data warehousing
and data mining tools are thus very valuable for CRM systems and solutions.

However, the challenge is to develop and integrated CRM platform that collects relevant
data input at each customer interface and simultaneously provides knowledge output
about the strategy and tactics suitable to win customer loyalty and support. If a call centre
personnel cannot identify or differentiate a high value customer and does not know what
to up-sell or cross sell to him then it would be a tremendous loss of opportunity for the
company. Although most CRM software solutions based on relational databases are
helping share customer information, they still do not provide knowledge output to the
front line personnel. As shown in Figure.6, CRM solutions platform needs to be based on
interactive technology and processes. It should assist the company in developing and
enhancing customer interactions and one-to-one marketing through the help of suitable
intelligent agents that help develop front-line relationship with customers. Such a system
would identify appropriate data inputs at each customer interaction site and use analytical
platforms to generate appropriate knowledge output for front-line staff during customer
interactions.

In addition, implementation tools to support interactive solutions for customer

profitability analysis, customer segmentation, demand generation, account planning,
opportunity management, contact management, integrated marketing communication,
customer care strategies, customer problem solving, virtual team management of large
global accounts, and measuring CRM performance would be the next level of solution
sought by most enterprises.

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 Internet
Sales Group
Knowledge
Data Input
Output
Knowledge
Data Input Integrated Marketing Output
Information Platform
Knowledge •Information Content Data Input
Output •Relational Databases Call Centre
•Decision Support System
Market Knowledge
•Active Intelligence
Development Data Input •Business Rules Output
•Collaborative Communication
Knowledge • User Profiles Data Input
Output
Knowledge
Data Input Customer
Output
Marketing Operations/
Service

Figure 6 . Information Platform for CRM

Since CRM implementation comprises a significant information technology (IT)
component, these companies have handed over the responsibility of CRM
implementation to information technology departments. They are focussed on simply
installing CRM software solutions without a CRM strategy or program in place. This
leads to creating an operational tool within the company, but the usability and
effectiveness in producing desirable results from such tools is limited. CRM tools would
be valuable when they are used to identify and differentiate individual customers and to
generate individualized offer and fulfill customized solutions. The lack of CRM strategy
or CRM programs, would leave the front-line people without any knowledge of what they
should be doing with the additional customer information that they now have access to.
For those who apply themselves and develop improvised solutions, it could backfire as ad
hoc solutions could cause unintended deterioration in customer relationships. Appropriate
strategy and excellent implementation are both needed for obtaining successful results.
From a corporate implementation point of view, CRM should not be misunderstood
to simply mean a software solutions implementation project.

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 Chapter 2: CRM and Related Concepts

Knowledge Management (KM) with focus on CRM

As Peter Drucker defined “Information is data endowed with relevance and
purpose”.
To effectively implement a CRM solution it is very important to identify real knowledge
about different types of customers (Viz. Most valued customers, Most growable
customers, Below zero customers) from plethora of internal and external data, figures,
surveys, etc. A straightway technique is to create a data warehouse, thereafter
information which is required to effectively implement principles of CRM, could be
mined out of this data warehouse.
Marketing, sales after-sales people would be knowledge workers. Front office could be
more productive if they could utilize customer knowledge. Knowledge Management
(KM) is about embracing a diversity of knowledge resources, like legacy systems,
existing data warehouses, portals, websites, customers, suppliers, partners, external
marketing research agencies and cultivating the knowledge where it resides.

Metrics, ROI, Balance Scorecard method, benchmarking are some of the common
technique of KM system evaluation. KM implementation is the key to CRM.
It’s a proven fact that 80% of an organisation revenues come form 20% of its customers,
it becomes imperative to design CRM solutions keeping in mind these most valuable
customers and to leverage 80% non structured data of about 20% of these most valuable
customers.
Just as more tangible corporate assets like computer systems have a finite shell life, so
too does knowledge, it must be available at the right time to be able to act upon it.
Retaining tacit knowledge (derived from experiences, data and documents) means
retaining the individual, which is invariably not possible. It is possible to generate
explicit knowledge from tacit knowledge, but it’s a complex exercise. The key ingredient
of this exchange is face to face sharing of knowledge or virtual environmental tools like

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Lotus Notes, which can facilitate tacit knowledge exchange. Hence for tacit knowledge
exchange text mining is very useful and important. There are ways to do text mining, like
search engines, web solutions, text analysis tools, etc. The key to successful customer
KM is personalization, i.e. how to extract the knowledge that is pertinent to the user and
translate it into a format that is easily understood. The choice of Customer Knowledge
Management (CKM) architecture should have a layered approach. Existing systems
should be seamlessly linked with the proposed layer. The choice for CKM system could
be Web (Enterprise information portal) or a packaged solution such as Lotus Notes,
Microsoft solution.

Role of CRM in the Context of SCM

In the context of SCM, where alliances and partnerships are keys to success, CRM plays
an important role in building long-term relationships. Apart from the end-users, it
involves internal employees, channel members and other external entities such as
advertising agencies and consulting organisations. The success of relationships depends
upon sharing of savings from the supply chain, which may be reinvested to further
enhance its efficiency, and sustain the competitive advantage.
The supply chain of tomorrow will look like a virtual organisation, seamlessly integrated
through sharing data and savings as well. The bonding between partners will be closely
held by CRM practices.

ERP and CRM

Like ERP, CRM solutions focus on automating and improving business processes, albeit
in front-office areas such as marketing, sales, customer service, and customer support.
Whereas ERP implementation can result in improved organisational efficiency, CRM
aims to provide organisational effectiveness by reducing sales cycle and selling cost,
identifying markets and channels for expansion, and improving customer value,
satisfaction, profitability, and retention. While CRM applications provide the framework
for embodying, promoting and executing best practices in customer facing activities, ERP

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provides the backbone, resources and operational applications to make organisations
more efficient in achieving these goals.
Regain Management
“ The cost of acquiring a new customer is 9 to 12 times that of holding on to an existing
customer.”-Philip Kotler
A study conducted by Andersen Consulting in conjunction with EIU found that
businesses are intensifying their focus on customer and are taking a more process
oriented approach to customer relationship management. Key Findings of the study are:
(a) the number of businesses citing customer retention as a critically important measure
in the next 5 years has jumped to nearly 60%, as companies shift their focus from
attracting new customer to retaining their more profitable ones;
(b) by 2002, 83% of companies expect to have customer data warehouses, up from about
40% today; and
(c) companies predict their use of Internet to collect customer data will surge by 430%
Consumer Life Time Value
Quantifying the “value” of customers is absolutely essential in regain management. In
fact, the percentage of profit a company makes from continued sales to its own customer
base is consistently higher than the profit made on original sale.. Each of the customers
then delivers an income stream and the stream of profit far exceeds the value of original
purchase. Income streams contribute cash flows in terms of years for any single product.
Regain Strategies:
• Customization
• Differentiation Strategies
The lost customer would be segmented differently from the existing customer. Base and
the company could provide additional features and benefits to win them back.
“Wow” Syndrome
For example, a client checks into a hotel and his/her room isn’t ready. The clerk could
respond by “You are in luck! Your room isn’t ready. That means you get to eat breakfast
“on us” and use our business centre for free!”

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 Chapter 3: Technological Tools for CRM

Tools
• Customer database
A good customer information system should consist of a regular flow of information,
systematic collection of information that is properly evaluated and compared against
different points in time, and it has sufficient depth to understand the customer and
accurately anticipate their behavioral patterns in future. The customer database helps
the company to plan, implement, and monitor customer contact. Customer
relationships are increasingly sustained by information systems. Companies are
increasingly adding data from a variety of sources to their databases. Customer data
strategy should focus on processes to manage customer acquisition, retention, and
development.

Other Technologies that are used are as follows:

• Electronic Point of Sale(EPOS)
• Sales Force Automation
• Customer Service Helpdesk
• Call Centres
Call Centre helps in automating the operations of inbound and outbound calls generated
between company and its customer. These solutions integrate the voice switch of
automated telephone systems (e.g. EPABX) with an agent host software allowing for
automating call routing to agents, auto display of relevant customer data, predictive
dialing, self service Interactive Voice Response systems, etc. These systems are useful in
high volume segments like banking, telecom and hospitality. Today, more innovative
channels of interacting with customers are emerging as a result of new technology, such
as global telephone based calls centres and the internet. Companies are now focusing to

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 offer solutions that leverage the internet in building comprehensive CRM systems
allowing them to handle customer interactions in all forms.
• Systems Integration
While CRM solutions are front office automation solutions, ERP is back office
automation solution. An ERP helps in automating business functions of production,
finance, inventory, order fulfillment and human resource giving an integrated view of
business, where as CRM automates the relationship with customer covering contact and
opportunity management , marketing and product knowledge, sales force management,
sales forecasting, customer order processing and fulfillment, delivery, installation, pre-
sale and post-sale services and complaint handling by providing an integrated view of the
customer. It is necessary that the two systems integrate with each other and complement
information as well as business workflow. Therefore, CRM and ERP are complementary.
This integration of CRM with ERP helps companies to provide faster customer service
through an enabled network, which can direct all customer queries and issues through
appropriate channels to the right place for speedy resolution. This will help the company
in tracking and correcting the product problems reported by customers by feeding this
information into the R&D operations via ERP.

CRM – A FRAMEWORK

Traditional Approach to CRM Web-Enabled & Integration

Approach

• Customer Contact by • Customer Information

− Telephone Integration with System
− Mail technology • Customer Database
− In Person • Electronic Point of Sale
• Personal Selling (Web & Internet) • Sales Force Automation
• After Sales Service • Automation of Customer
• Complaint Handling Support
• Account Management • Call Centres
• Customer care • Systems Integration
• Customer Satisfaction • Lifetime value of a Customer

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Data Mining for CRM: Some Relevant issues
Data mining is an important enabler for CRM. Advances in data storage and processing
technologies have made it possible today to store very large amounts of data in what are
called data warehouses and then use data mining tools to extract relevant information.
Data mining helps in the process of understanding a customer by providing the necessary
information and facilitates informed decision-making.
Operational CRM solutions involve integration of business processes involving customer
touch points. Collaborative CRM involves the facilitation of collaborative services(such
as e-mail) to facilitate interactions between customer and employees. All this effort
produces rich data that feeds the Analytical CRM technologies.

Operational CRM Analytical CRM Collaborative CRM

Customer

Fig.8 Interactions between CRM Technologies

Information Requirements Of An Effective CRM Solution

The employees of a firm employing CRM would require rich information about their firm
and customer base including:
• Information about the market
• Information about the firm
• The current segment
• Demographic Distribution (by age, sex, education, income, marital status, etc)
• The firm’s best customers and the segment they belong to, products they buy,
preferences, habits and tastes of each segment.
• Individual level information consisting of:

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 → Customer personal details such as name, address, family details,
education, etc
→ The customer group /segment to which the individual belongs
→ History of present and past behavior
→ Likes, dislikes, habits and preferences
→ Events coming up in their personal life etc.

 Levels of data mining operations

The aggregate or the Macro level
Mining at the macro level gives us a broad overview of the data e.g. when customer
of the retail store are segmented by profitability criteria, we obtain clusters who are
profitable to various extent. Knowledge obtained by mining at macro level is useful
when dealing with situations where:
• We are dealing with a customer about whom we do not have individual
information . Hence, we need to extrapolate the characteristics of the group to which
he/she might belong. In retail store example, a store can segment its customers on
basis of age and characteristics can be extracted. When a new customer enters the
store, the salesman could use his intuition in arriving at the customer’s age and
recover the characteristics of that age group such as the frequently bought products,
colour preferences, etc.
• Targeting new set of customers. If the retail chain has opened a new store it can
use the data from the most similar current store to predict the behavior of the new
prospects.
• We are dealing with aspects of the service, which influence a majority of the
customer and therefore cannot be customized to suit individual tastes, example being
the design of the physical layout of a retail store.
• Predicting the possibility of an action that the cu has never undertaken. A
customer might not have tried out a new product because he/she was not aware of it.
A salesman can encourage him/her to try out the product if his/her profile matches
that of the current product users.

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 The Individual or Micro level
As interactions of the individual with the firm increases, the firm obtains more data about him/her. Offering individualized value
adding propositions can strengthen relationship with the individual customer. For this, we need to track the cu and mine at the
individual or micro level. Some important features to note about mining at this level are:

• Micro-level mining provides specific information about a particular customer.

For example, the retail store can go to the extent of finding out the preferred
colours of his shirt
• A firm takes up micro level mining to build a detailed customer profile of a
regular customer.
• Data mining this level might be expensive if the data mining tool has to cull
out individual information from a large database. Having a separate database for
profitable customer might be helpful.
• Knowledge obtained at the individual level is useful in situations where:
− The firm wants to customize its offering to the customer based on the
customer’s tastes and preferences e.g. the retail store can offer discounts on the
purchase of a bundle of products that the customer prefers buying together.
− The firm wants to assist the purchase of a new product based on the
information it has of the last purchase. For example, if a customer has bought a
suit in his visit, then the store might offer a discount on the purchase of a tie of
a matching colour.
− The firm wants to take advantage of the personal events in a customer’s life
(e.g. birthdays, anniversaries, birth of child etc.) to further cement the precious
relationship.
− Current patterns that go against usually observed customer behavior point to
interesting phenomenon. If retail customer suddenly switches brand then
he/she might not be satisfied with the last purchase.
The most common operations used at this level are: -

Classification:

- 22 -
Classification is a process that maps a given data item into one of the several predefined
classes. CRM uses classification for a variety of purposes like behavior prediction,
product and customer categorization.
Regression
Regression is the operation of learning a function that predicts the value of a real valued
dependent variable based on values of other independent variables. Regression finds
application in a CRM environment where prediction needs to be made about the behavior
regarding real value added variables. Suppose the retail store collects data on the monthly
visits of the customers viz. Frequency, time spent on each visit. And purchases made
during each visit. If the manager has a strong intuition that total purchase is linked to
frequency of visit, then this situation can be modeled by regression. This model can then
be used to predict future purchases of a customer. Regression needs sufficient amount of
data to be reliable and valid.
Link Analysis
Link Analysis seeks to establish relationship between items or variables in a database
record to expose patterns and trends. Link analysis can also trace connections between
items of record over time. The most important link analysis application in CRM, called
market basket analysis, is an operation that seeks relationship between product items
characterizing product affinities or buyer preferences. The retail store collects thousands
of interactions daily. A link analysis task performed on this data will point to items that
are bought together e.g. bread and butter are bought together rather than bread and orange
juice. Such information can be used to design store layouts, design coupons, etc.
Segmentation
Segmentation aims to identify a finite set of naturally occurring clusters or categories to
describe data.
Deviation Detection
Deviation Detection (DD) focuses on discovering the most significant changes in the data
from previously measured, expected or normative values. Most CRM solutions have a
DD task running in parallel on a regular basis. Suppose a retailer finds out that the sales
from a particular section of the store have been much less than expected. This deviation
on further analysis points out to non-stocking of a popular brand.

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Tools such as decision trees, rule induction, case based reasoning, visualization
techniques, nearest neighbor techniques, clustering algorithms, etc are used for the above
purposes.
The existing CRM Solutions
Delivering the ‘360 view’ requires automation to bring together all the data concerning a
customer. This implies the organisation has to change from:
Mass Marketing Product Focus
Product Focus Customer Focus
Economies of Scale Economies of time
1 way communication Interactive
Response Time Real Time

Present CRM Alternatives

Present CRM solutions are offered by host of vendors that are to a great extent not
industry specific. While there are some vendors, who have come up with industry
specific solutions, the broad model around which the CRM solutions are built remain the
same. Adopting a similar or a look a like solution across industries is what causes major
strain in servicing a customer.
Typical offerings of the current CRM solutions (such as Siebel, Oracle Apps or
MySap.com, etc) vary from solution to solution. However typical CRM offerings consist
of:
Customer Development Field sales, Tele sales, Internet Sales
Service Centre Call Centres, Field Service
Sale management and support Internet Customer Service
Market Analysis Service Interaction Centre
Internet, Tele marketing Business Partner Collaboration
Product and brand management

The Customer focussed organisation: CRM Model

- 24 -
The idea here is to develop systems that allow flexibility, work on not completely
predefined processes so as to enable front office to be proactive to each customer needs
The Mindset impact on CRM
A typical data warehouse will have the following components:
• While developing a data warehouse one takes into account all the legacy and operation
systems. But typically sales teams could be managing leads on an excel worksheet.
Sometimes critical DSS input like “Profitability Analysis” itself may reside on a
worksheet.
Data
Warehouse

Legacy & Operation

Extract & Transfer

Risk FP&A Mktg & Campaign

Cube Cube Sales Cube Mgmt

OLAP Tool

Thus a Data Warehouse solution must be able to accept information from such
“unstructured” sources as well as budget for an open architecture to enable plug-in for
systems to be developed in the future.
a) Generally the existing information is mapped into a data warehouse. Since a customer
centric info-base is being developed, its is critical that extensive customer research is
done to identify their information needs and thus what profile data will be relevant for
us. Thus any data-warehousing project needs to work closely with the research team.
b) After extracting the data from various systems, we need to scrub and clean the data,
deduplicate.
c) Even though we may find 80% of the names in a database of a million customers
using combinations of lets say a 1000 first and last names, to take into account all

- 25 -
 possible combinations we may actually need a database of 10,000 first and last
names. Even then we may not be able to comprehensively cover all future
combinations. Now, the system must expect this kind of input on a regular basis
rather than it happening by exception, as is the case with updating “masters” in a
traditional system.
d) Ad-hoc querying is a tool that is most often used in such applications. Unfortunately
not much effort is made to make this tool “end-user” friendly so that even a layman
could run his/her reports. Typically a data-warehouse and data mining person is
placed in information technology to manage all queries. With the advent of tools like
MetaData Repository, drill down OLAP tools and Palm Pilots it is now possible for
hardcore marketing and sales types to directly access and run their queries. Infact we
need to budget for training the sales and marketing team with the use of data-
warehouse.
e) The real power of the CRM system is its ability to provide a rich, value added
experience to our customers at all touch points – call Centres, kiosks, retail outlets,
mobile devices, Internet and branches. Integration and information dissemination
must happen at all these points. Thus the CRM specialist in marketing must be well
versed with all these tools and techniques.

eCRM
What is eCRM?
In simplest terms eCRM provides companies with means to conduct interactive,
personalized and relevant communications with customer across both electronic and
traditional channels. It utilizes a complete view of the customer to make decisions about
messaging, offers and channel delivery. It synchronises communication across otherwise
disjoint-customer facing systems. It adheres to permission based practices, respecting
individual’s preferences regarding how and whether they wish to communicate with you
and it focuses on understanding how the economics of customer relationship affect the
business.
eCRM Vs CRM

- 26 -
CRM is essentially a business strategy for acquiring and maintaining the “right”
customers over the long term. Within this framework, a number of channels exist for
interacting with customers. One of these channels is “electronic” – and has been labeled
“e-commerce” or “e-business”. This electronic channel does not replace the sales force,
the call Centre, or even the fax. It is simply another extension, albeit a powerful new one,
to the customer. The thrust of eCRM is not what the organisation is “doing on the web”
but how fully the organisation ties its on-line channel back to its traditional channels, or
customer touch points.

Why employ eCRM?

Companies need to take firm initiatives on the eCRM frontier to
• Optimize the value of interactive relationship
• Enable the business to extend its personalized reach
• Company-ordinate marketing activities across all customer channels.
• Leverage customer information for more effective emarketing and ebusiness
• Focus the business on improving customer relationship and earning a greater share
of each customer’s business through consistent measurement, assessment and
“actionable” customer strategies.
The six “E’s” of eCRM
1. Electronic channels
2. Enterprise
3. Empowerment
4. Economics
5. Evaluation
6. External Information
eCRM Architecture
The primary inputs to this module are mainly from the eCRM Assessment and strategy
alignment modules. During this stage the company will try and develop a Connected
Enterprise Architecture (CEA) within the context of the company’s own CRM strategy.
The following is a set of technical eCRM capabilities and applications that collectively
and ideally comprise a full eCRM solution:

- 27 -
 • Customer Analytical Software
• Data mining software
• Campaign Management software
• Business Simulation
• A real time decision engine

Review and Assessment of CRM solutions

CRM software applications embody best practices and employs advanced technologies to
help organisations achieve these goals.
Categories of CRM solutions
Any enterprise , which wants to implement CRM solutions can choose from four
categories of solutions
− Integrated applications suite
− Interfaced applications bundle
− Interfaced best of breed solutions
− Best of cluster
Selecting an interfaced best of breed approach for pure functionality or a front office
application suite solely for integration limits enterprise choices. Enterprises need to start
with a clear picture of the basic truths of integration, interfacing and functionality. An
integrated application suite is a set of application that employs a common architecture,
referencing a common logical database with a single schema. Some suites are more often
interfaced application bundle i.e. a set of interfaced application from a single vendor
containing more than one technical architecture or more than one logical database-
frequently assembled by the vendor through the process of acquisition or partnership
An alternative approach to suites is an interfaced best of breed solution – an approach
whereby an enterprise selects from multiple vendors a set of applications that must be
interfaced to work together, either by the enterprise, one of the selected vendors or a third
party integrator. The individual applications are not the best in any objective sense.
Rather, some enterprises select the applications because they best meet the particular
needs. The challenge of this approach is that, in some cases, the enterprise fails to

- 28 -
complete the necessary interfaces to get the individual applications working together;
consequently, the applications remain stove pipes. Best of cluster is similar to best of
breed except that here best is chosen from the cluster and they are interfaced.
Key requirements for CRM solutions
Some of the functional and technical requirements for CRM solutions are as listed below:
• Business intelligence and analytical capabilities
• Unified channels of customer interactions
• Support for web based functionality
• Centralized repository for customer information
• Integrated work flow
• Integration with ERP applications
Functional Components of CRM solution
CRM applications are a convergence of functional components, advanced technologies
and channels. Functional components and channels are described below:
Sales applications
Common applications include calendar and scheduling, contact and account management;
compensation; opportunity and pipeline management; sales forecasting; proposal
generation and management; pricing; territory assignment and management; and expense
reporting.
Marketing applications
These include web based and traditional marketing campaign planning, execution, and
analysis;list generation and management; budgeting and forecasting; collateral generation
and marketing materials management.
Customer service and support applications
These include customer care; incident, defect and order tracking; field service; problem
and solution database; repair scheduling and dispatching; service agreements and
contracts; and service request management.
Given below is a brief review of what some of the known vendors in this area have in
their applications for these verticals. The table 2 at the end gives comparative assessment
of the products discussed below for the above verticals:
• SIEBEL

- 29 -
It continues to out market and out sell the competition. It is one of the few front office
suite vendors having vertical specific functions. Its functionality is compelling. It can be
integrated with most of the back office solution like SAP and Oracle. It has solutions for
automotive, public sector (US), communications, consumer goods, apparel and footwear,
energy, finance, insurance, health care, life sciences and high technology industry sectors.
The solutions for the verticals described above are discussed below:
• For Consumer goods: a Siebel eConsumer goods offers eBusiness solution spanning
the entire demand chain from the end consumer, through the retailer and the
wholesaler, to the manufacturer. It has robust trade promotions planning
functionality allowing users to manage customer promotion plans and the funds to
support them, while comprehensive route planning functionality enables integrated
account targeting. Using Siebel eConsumer Goods, organisations can also identify
customer-buying behaviors and translate this understanding into new trade
promotions and product offerings
• For Financial Services: Siebel eFinance enables banking, brokerage, insurance, and
capital market organisations to establish and maintain long term profitable
relationship with consumers, small businesses, and corporate customers. The
organisations can capitalize on information captured during each customer
interaction to more effectively cross-sell and up-sell additional products and services.
Additionally, Siebel eFinance provides a comprehensive view of the entire customer
relationship across multiple product lines, enabling financial service organisations to
provide a personalized experience across all channels.
• For Healthcare: Siebel eHealthcare gives organisations the ability to streamline and
improve sales, member services, medical management, and network management
services. By using multiple distribution channels, including the Internet, call Centres,
home office staff and independent brokers, Siebel eHealthcare provides organisations
with a single view of their customers, thereby ensuring better service and improved
quality of care.
• For telecom service providers: Siebel eCommunications helps wireless, cable, and
Internet service providers to target and win the right customers, accelerate service
delivery, and provide service across all touchpoints. Siebel eCommunications

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 embodies the industry’s best practices for generating accurate service orders,
managing billing inquiries and adjustments, and up-selling and cross-selling
additional services. By using Siebel eCommunications’ integration technology,
service representatives and salespeople can instantly access information such as
billing, order management, and network management from Operation Support
Systems (OSS), to deliver highly responsive customer support and significantly
increase sales.
Siebel 99, the vendor's major release, boasts 117 applications that span sales and service
and incorporate multiple vertical markets.
A major effort in the new application release is it integrates all the channels companies
use to contact customers: Web, E-mail, voice, wireless and face-to-face contact.
Some of Siebel employee- Some of Siebel customer- Some of the additional products
facing applications are: facing applications are: available in version 6.0
Siebel eBusiness Connector for SAP R/3
Siebel Call Center Siebel eChannel
®
Siebel eMail Response Siebel eCustomer Siebel Communications Server
Siebel Field Service Siebel eMarketing Siebel Distance Learning
Siebel Marketing Siebel eSales Siebel Global Enterprise Support
Siebel Sales Siebel eService Siebel Language Extensions
Siebel Service Siebel Wireless
• Clarify
It offers customer service & support and field service suite; however its sales
functionality is immature.
• Oracle
Oracle is betting everything on its thin, Web Based, centralized computing model. The
Internet computing architecture is compelling for connected non-mobile users; Oracle is
rebuilding functionality on the new platform and integrates its various acquired products.
It offers a broad set of functionality across e-commerce, front office and business
intelligence applications.

• Vantive

- 31 -
Vantive offers a compelling customer service and support and field service suite. The rest
of its front office functionality makes it suite more of a bundle. The solution is integrated
with PeopleSoft at the back office.
Table 2 Comparative Assessment of CRM Products for Vertical Specific Requirements
CRMApplicationRequireme Siebel Clarify Oracle Vantive
nt
Consumer Products
Category Management Available Available Available Available
Promotion Management Available Available Available Available
Demand Planning Available N.A. Available N.A.
Interactive Selling Available Available Available Available

Telecom Service Providers

Blended Sales & service contact Available Available Available Available
Centre
Competitive Pricing Analysis N.A. N.A. N.A. N.A.
Integration with Billing System Available Available Available N.A.
Churn management Available Available Available N.A.

Commercial Banking
Contact Centre Available Available Available Available
Profitability Analysis Available Available Available Available
Integrated Targeting N.A. N.A. Available N.A.
Marketing Datamining N.A. N.A. Available N.A.

Pharma & Healthcare

Contract Management Available N.A. Available N.A.
Marketing Analysis N.A. Available N.A. N.A.
Disease Education System Available N.A. N.A. N.A.
Knowledge Management System Available Available N.A. Available
Some Indian CRM solutions are by Sales Logix, Logix Microsystems, Sonata Software,
Oracle India, L&T information technology, etc.
Other CRM solutions are Aurum, Epiphany, Avyaya and Onyx.

Some frequent modules that most CRM have is:

Forecast Management, Encyclopedia Management, Campaign Management, Brand
Management, Opportunity Management, and Event Management.
CRM solutions are interwined combinations of technology and business processes. In
order to be effective CRM service providers will need a balanced understanding of both

- 32 -
products and services. It’s necessary to have an expertise in not CRM technology but also
customer service processes.
The potential use of CRM lies in it being the leading indicator of future revenue than just
being used as a customer facing transaction-processing tool or as a lagging indicator
communicating past consumer grievances.
The complete concept of CRM can be mapped on a technology solution as per the
following blue print. The databases feed the technology infrastructure which links You
with the customer touch points.
Thus we have four components of a CRM initiative rollout
• Customer Value Management Strategy
• CRM roadmap keeping in mind industry nuances
• Database solutions
• Customer access channels

Case Study 1: Implementing a Technology-

Based CRM Solution

- 33 -
 The ICICI Experience

ICICI set up as Development Bank over four decades ago to provide products and
services for the corporate segment, diversified into the retail segment of the financial
markets in the early 1990s.
In 1994, it established ICICI bank as a commercial bank that is flexible, innovative and
prompt in meeting customer requirements. In addition to the bank, the retail initiatives
include Prudential ICICI AMC, ICICI Personal Financial Services, ICICI Capital
Services, and ICICI web trade, Prudential ICICI Life Insurance, ICICI Lombard General
insurance. This apart the retail initiatives also include a plethora of web based businesses
including city portals and various other utility sites such as billjunction.com,
icicimoneymanager.com, and magiccart.com, among others.
The Retail Strategy
As part of plans, it is implementing various projects to establish world class CRM
practices, which would provide an integrated view of its customers to everyone in the
organisation. CRM at ICICI involves increased communication between the virtual
universal bank and its customers and prospects, as well as within the group itself. The
underlying idea is to enhance every instance of contact with the customer. ICICI believes
that a true customer centric relationship can only be accomplished by considering the
unique perspectives of every single customer of the organisation. Hence the pressing
need to put in place a technology enabled CRM solution.
The CRM Roadmap
CRM, at ICICI, is viewed as a discipline as well as a set of discrete software
technologies, which will focus on automating and improving the business processes
associated with the customer – face –to-face, call Centre, ATM, web, telephone, kiosk,
bank branch, sales associates, etc – so as to allow ICICI to carry out cradle-to-grave
customer management more efficiently. It should allow ICICI to engage in one-to-one
marketing by tracking complete customer life-cycle history. To begin with it will
automate process-flow tracking in the product sales process, and be able to generate
customized reports and promote cross selling. It will also enable efficient campaign

- 34 -
 management by providing a software interface for definition, tracking, execution, and
analysis of campaigns.
From an architecture perspective, the enterprise-wide CRM solution should seamlessly
integrate non-transactional related customer information housed in the front-office with
the transactional information housed in the back office.
Implementing CRM
A very detailed and comprehensive CRM action plan was developed based on the
understanding that CRM will require enterprise wide transformation.
The CRM Business Transformation Map below shows the various aspects of that change.

BUSINESS FOCUS

Product Sales Channel Marketing Service Customer

ORGANISATIONAL STRUCTURE

Product Place Promotion Channel Contact Customer

Management Management Management Management Management Management

BUSINESS METRICS

Product Place Program Customer Customer Customer

Patterns &
Performance Performance Performance Revenues Lifetime Value
Profitability
and Loyalty

MARKETING FOCUS

Mass Sales Marketing Integrated Marketing Segment CRM

Specific
Advertising Promotion Campaigns Communications
Marketing
TECHNOLOGY

Transaction Data Data Access Data Warehouse Data Marts Customer

Processing Maintenance Touchpoint
Systems
Source: “How to Get There From Here” by Melinda Nykamp, President, Nykamp Consulting group
Interviews with key individuals throughout the organisation helped identify different
initiatives that have been launched, all focussed on CRM.

- 35 -
The next step in the planning process was a Gap Analysis. This analysis essentially
compared current stage against optimal relative to the five aspects of business, to identify
and specifically describe the gaps.
The CRM Business Cycle:
• Understand and Differentiate
Organisations cannot have a relationship with the customer unless they understand
them… what they value, what types of services are important to them, how and when
they like to interact, and what they wan to buy. True understanding is based on a
combination of detailed analysis and interaction. ICICI group’s customers need to see
that the company is differentiating service and communication based on both what they
have learned independently and on what the customer has told them. At the same time,
differentiation should be based on the value customer are expected to deliver.
• Develop and Customize
ICICI believes that the extent of customization should be based on the potential value
delivered by the customer segment.
• Interact and Deliver
ICICI is strongly of the opinion that value is not just based on the price of the product or
the discounts offered. In fact, customer perceptions of value are based on a number of
factors including the quality of products and service, convenience, speed, ease of use,
responsiveness, and service excellence.
• Acquire and Retain
The more ICICI learns about customers, the easier it is to pinpoint those that are
producing the greatest value for the organisation. Successful customer retention basically
involves getting it “right” on an ongoing basis. And that is exactly what ICICI group aims
to achieve out of its CRM initiatives.
Successful customer retention is based very simply on the organisation’s ability to
constantly deliver on three principles:
 Maintain interaction; never stop listening to customers
 Deliver on customer’s value definition. Remember that customers change as they
move through differing life stages; be alert for the changes and be prepared to modify
the service and value proposition as they change.

- 36 -
• Prioritizing Changes
Because there might be many gaps, therefore many changes that an organisation
will need to make, prioritization was critical. The evaluation of each of the
strategies identified to resolve the gaps at ICICI were based on:
 Cost to implement – including initial one time costs, as well as anticipated ongoing
expenses.
 Overall benefit – some changes may have higher impacts on an organisation’s ability
to increase customer value and loyalty.
 Feasibility – based on the organisation readiness, data and systems support, resource
skill sets and a number of other factors.
 Time Required – including the time necessary for training and addressing “cultural”
change management issues related to a specific strategy

• Creating an Action Plan

The next step in the planning process was the development of a very detailed
action plan. While the complete plan might span three or more years, it was based
on three-month phases with clear deliverables that will demonstrate both progress
and quick hits or measures of success. The plan identified interdependent
activities and should comprehensively detail the time and resources required for
each activity.
Another key factor for the planning process was the Leadership Action Plan.
Advancing on the CRM transformation map required significant organisation
change. This part of the action plan helped assess the drivers and restraints of
change and the organisation’s readiness to assess the change.
Selecting and Implementing a Technology Based Solution
Technology
The success of the CRM initiatives were contingent on various decisions pertaining to
technology. Some of the key issues were: -
(a) Make or Buy: - The decision to buy was based on an evaluation of an identified set of
criteria. Some criteria were Functionality, Flexibility, Scalability, Fit with existing

- 37 -
 architecture, etc. was decided to purchase an off-the-shelf CRM solution and
customize it to suit ICICI’s requirements.
(b) From whom to buy: Some Criteria included were CRM expertise, Retail Finance
Experience, Credentials including financials, client list, life history, etc. A detailed
Request for Information (RFI) was sent to each of the shortlisted companies. After
receiving the RFIs, another round of evaluation was done. After shortlisting two
product vendors and system integrators, reference calls were made to several of the
past clients of all shortlisted companies.
Processes
All processes were mapped on to product by understanding the details. During the course
of the process mapping, several opportunities for improvement were identified and
implemented.
The Sales Process – Pre CRM and Post Implementation of CRM
Independent Databases

Call Centre Sales Agent Scrutiny Credit Agent Operations

Database

Call Centre Sales Agent Scrutiny Credit Agent Operations

Lessons so far from the ICICI experience

- 38 -
If CRM involves optimizing product, price, place of distribution, promotion, sales and
service, why are so many companies struggling? Hasn’t anyone really mastered the art
and science of CRM, and if not, why is it so difficult?
CRM is difficult because it is an enterprise wide initiative.
• CRM is not a technology initiative. Many have confused CRM as a technology
initiative, and assigned the CRM implementation project to their information system or
information technology group. CRM conferences often equate to technology exhibits
and demonstrations. Technology is needed in order to implement CRM – particularly the
customization part – but technology is not the driver of CRM, or the solution to
successful CRM implementation.
• CRM is not exclusively a marketing initiative. Many organisation have merely
equated CRM with customer focused marketing, or data-driven/database marketing.
CRM results in more effective, data driven marketing efforts; CRM requires marketing
experience. But CRM is strictly not a marketing initiative.
• CRM is not exclusively a sales initiative. Similar to marketing, CRM is often lodged
within the sales department. The sales-force, after all, is extremely close to their
customers…understanding their needs and wants., and trying to fulfill them. Sales,
however, is just one functional area that can benefit from CRM, and that is necessary for
effective CRM.
• CRM is not exclusively a service initiative. As with sales and marketing, customer
service is one functional aspect of successful CRM implementation. But customer
service is not the sole driver of the process.
CRM involves marketing, sales, service, and technology, as well as the other inner
workings of the organisation. Having even one “broken spoke in the wheel”. one area of
the organisation that is less than committed to CRM … can make the difference between
success and failure.

Case Study 2: Building Relationship with Doctors

- 39 -
 For Effective Marketing
The Case of the Pharmaceutical Industry

Introduction
The Indian Pharmaceutical market is worth approx. Rs. 140000 million growing at a
healthy 10%. There are around 16,000 players both in the organised and the unorganised
market vying for a piece of this pie. It is a very fragmented market with the number one
player, Glaxo Wellcome, having a market share of 5.8%. Infact the combined of the top 5
companies does not exceed 20%. Earlier MNC’s used to sell on the quality plank but
today quality is a table stake condition where even the smallest player is able to meet the
highest quality norms.
Doctor Population
There are approximately 500,000 doctors in India who are registered with the Indian
Medical Association. The largest of the pharmaceutical companies cannot meet more
than 125,000 of this doctor population. As a result most of the doctors are being met by
atleast 60-100 companies.
Out of the total doctor population as much as 60-65% are general practitioners within the
basic MBBS degree. The higher specialties constitute the remaining 35-40%.

Promotion
In an ethical market product promotion is directed solely to the qualified directors. No
advertising mentioning the brand names is allowed in the lay press. The medical
representative (MR) is the major means of promotion though other media like direct mail,
journal advertising, conferences, also play a role albeit a limited one.

Starting a CRM initiative

- 40 -
Having understood the major characteristics of the industry, the identification,
differentiation, interaction and customization (IDIC), model as suggested by Don Peppers
and Martha Rogers would be used to understand the steps to a CRM initiative.
Identification
The first step towards any CRM initiative is identification of the customer. Each medical
representative maintains a list of doctors in his area. This list is generated through
interviews with stockists, retailers, as well as his peers from other companies. The list
called the MSL (must see list), MVL (Must Visit List), Customer list, etc typically lists
the name, address, telephone no., specialty, qualification, visit timings, and other basic
data of the doctor. The key driver for a CRM program is integration of this data from all
the MRs to a central database.
The next step is to add to this data by collecting details from other sources like
• Membership directories of association: Almost all cities have their branches of the
Indian Medical Association’s (IMA). These have a directory of all their members listing
their contact details and some personal information. These are a good source to begin
with but most are updated at very long intervals and hence the veracity of the data has to
be checked. Similarly, there are individual associations for almost all the specialties
whose membership directories are also easily available.
• List of conference participants: each specialty of doctor organises a national level
conference every year where members from all over the country attend. Details can be
collected through the sponsorship of the front-desk; organising contests, or distributing
give always in exchange for information.
• Doctors Referral: Another route would be akin to a member get member scheme
wherein doctors would be encouraged to refer follow practitioners.
Thus a semblance of a database would take shape. The term is a misnomer, since at best
it is a customer list, as it contains nothing more than contact information along with some
basic information. But nevertheless it is a starting point.
The database at no stage can be termed as final as collection of doctor details is an
ongoing process. Continuos additions, updations and deletions are always taking place.
The list cam be mined for details of specialty wise break-up, geographical coverage etc,
to serve as a tool for the marketing decision making process.

- 41 -
Differentiation
The success of any loyalty program lies in differentiating the key customers. Typically, a
MSR would classify his doctors using the ABC Method as core, important and others
based on the amount of business he gets.(or expects to get) from them. The number of
sub-classes would vary but the principle would be the same. In a typical pyramidal
fashion the top-rung doctors who are the least in number would be commercially most
important and the importance would linearly decrease as one goes down the pyramid. The
numbers would propotionately increase as per the Pareto principle.
The point to be borne in mind is that the whole basis of diffrentiation is being done on
very subjective terms of the perception of the local MR unlike other industries viz.
Airlines, who would classify frequent fliers based on data collected from reservation.
Since there is no formal mechanism of capturing data about the revenue generated from a
doctor, the MR is the sole and final judge.
Thus the database formed is step one, can be now classified into the important doctors
and the not so important ones.
Interaction
Now comes the stage of building on the database collected and refined in the above 2
stages. The basic idea now is to build on the data collected in the first stage. The idea is
get to know the doctor intimately. His hobbies, likes, dislikes, family details,etc. The
fundamental premise being that the doctor is as human as anybody else is and hence we
should recognise his individuality. It is of utmost important that it is decided beforehand
what kind of information would be collected and much more importantly how it will be
used.
Interaction can be done at two levels:
• Firstly, personally at the MR level: the most productive would be using human
intervention. The MR can easily collect most of the information from his day to day
interaction with his customers. Alternatively a formal structured questionnaire can also
be administered.
The biggest hurdle to this approach is not surprisingly enough the MR. A level of
conviction has to e brought into him that the data he would collect would actually be used
and more importantly will help him do his job better. Numerous instances abound of

- 42 -
companies who have gone about collecting loads of information on their doctors through
their MRs and finally not using them at all.
• Secondly. Direct at the corporate level. : The structured questionnaires requesting
further details can also be mailed to doctors with each response entitled to a token gift,
etc. This approach typically would yield a lower rate of return but the quality of
information would be superior to the first approach as it is coming directly from the
doctor. The information collected is then incorporated to the basic database earlier
formed. Just to give an idea of the type of information collected by companies consider
the following:
• Personal information : date of birth, marriage anniversary, details of children,
qualification and experience, etc
• Hobbies and Interests: Activities during spare time, tv channels watched, general
interest, magazines read, favorite vacation destinations, etc
• Professional Interests: Type and name of medical journals read, professional
membership of associations, attendence at national conferences, etc
• Ownership Details: Household durables owned, vehicle ownership, etc
Companies have been able to collect enormous amount of such data, through either of the
means elaborated earlier. What is important to note that they have been able to
demonstrate their sincerity in actually using this data.
Customisation
This is the time to start using the data. The easiest and the most preliminary step is to
start greeting the doctor on his birthday and marriage anniversary. From a simple card
personally signed to a personal phone call from the head office anywhere in the country
to a birthday cake being actually presented are some of the ideas. Even bouquets can be
delivered at the doorstep. A company even arranges for the doctor to have dinner with
spouse on their marriage anniversary, with the tab taken care ofcourse!
But more important to customise the interaction with the doctor based on the data we
have on him. Gifts based on the interests and hobbies can be presented. If a doctor has
expressed interest in national conferences of his specialty the same can be arranged.
The success of the whole programme hinges on how well can the companies pass on the
data of the doctor to their field force and train them on how to use this data. He is actually

- 43 -
the man of the moment. It is necessary that the information received on an interaction be
fed into the system so that it can be used for the next interaction. A sort of ‘master-
database’ can be generated which would recover every contact with a doctor through the
field, mail, telephone, web, etc. this master database would be the key driver to foster a
learning relationship.
Loyalty programme
The next obvious step is to have a loyalty programme as a frequency marketing initiative.
An ideal loyalty programme would be able to identify its key accounts, reward them for
their custom and encourage them to increase their spend.
This concept in case of the pharmaceutical industry has a twist since the customer (the
doctor) is not the actual consumer (the patient) of the product. Thus there are ethical
issues involved in rewarding points in return for prescriptions.n One cannot have a
reward programme based on the redemption of these points.
One approach would be to set the whole programme based on the classification into
which the doctor falls. Thus the lowest rung would be restricted to the basic of activities.
The number and the level of activities would increase as the important of the doctor
grows. A branded programme can be started for the most important doctors. It is
important that it is clearly defined at the onset what will be the objective of the
programme and more importantly convey the exclusivity of the programme. The doctor
has to be made to realise that he is the ‘chosen one’. All activities and inputs should only
reinforce this communication.
The success of such a programme hinges on making the doctor covet the membership to
the programme. Thus a continuos monitoring is required of the returns generated from the
doctor. If they fall below a predefined limit then the doctor can be downgraded and his
privileges reduces.

Direct Marketing
It is a valuable tool for effective CRM. Since a captive database has been put into place it
can easily lend itself to direct marketing initiatives. As the primary fields captured are the
contact address a program through mail is easiest to accomplish. Brand awareness

- 44 -
mailers, new launches, contests all can be conducted by mail. Information technology has
several advantages
• It is very cost effective: A large audience can be touched at a relatively cheaper cost
as compared to personal selling.
• It can be targeted and specific to the right target audience in term of specialisation or
geographical area.
• It is measurable with use of reply devices one can immediately gauge the efficacy of
a campaign. In fact since the target audience for a brand is usually sharply defined in
terms of their specialisation e.g. An allergy product to ENTs, Dermatologists and GPs,
the response received is usually much higher then that accepted as a norm in other
industries. A response of 15-20% can be easily achieved through such communications.
Most of the pharmaceutical companies have realised the advantages of this mode of
communication. The primary rationale is to save the time of the field by promoting the
low involvement (for the doctor) products, promote brand recall for a new product,
exploit alternative avenues for brand promotion etc.
Apart from mail other DM media like telemarketing and web have also been tried. While
telemarketing has been tried for promoting new launches to get instant feedbacks the web
has still to achieve its potential. The PC penetration in India is still very low which
handicaps the growth of this mode. Using the e-mail to correspond and interact with
doctors is being tried. It is especially useful for targeting higher specialties, which is more
technology savvy and information hungry.
Call Centre
In case of chronic therapies like hypertension, serious conditions like AIDS and in
hitherto unknown conditions (atleast in India) like erectile dysfunction the call centre
provides the answer.
The medium lends an ear to three types of customers
1. Doctors, who would like to more about the drug profile, discuss a specific case, ask
for a reference on use in a specific condition.
2. Patients who seek counseling, the nearest physician or chemist shop. The telephone
provides anonymity to the caller especially when discussing taboo subjects
3. Retailers asking for pricing details, product availability

- 45 -
With the advent of paging companies who can provide a single number nation wide,
facility of leased lines from DOT and the toll free numbers in select metros this medium
is set for take-off.
There are certain factors to be borne in mind whilst setting up a call centre. The sheer
diversity of the country means that callers would speak different languages and may not
be comfortable with English. This is especially relevant if the centre would cater to calls
from patients. Also doctors would not prefer their queries being answered by a lay person
without any medical knowledge. Thus most medical queries have to be escalated to a
qualified physician who responds to a doctor’s queries within a set time limit.
These limitations notwithstanding, the call centre is an excellent medium to come closer
to the customer and pharmaceutical industry is realising the potential.
Measurement Systems
The measurement system would require studying the prescription profile of the doctors
who are being exposed to the CRM programme vis a vis a control sample who are met by
the field force but not exposed to CRM activities. The prescription given by the doctors
can be studied over a particular time frame and the amount of prescriptions before
exposure to the programme can be measured. The idea is to check if the prescription
levels have increased after the doctor has been made the member of the loyalty
programme. This method would at best provide a qualitative idea but would nevertheless
give an idea of the success or failure of the programme.
Conclusion
The importance of internally marketing the CRM programme is very important. The
success of the whole programme hinges on the support of the top management who can
act as a mentor. The programme takes time to take off and much more time to actually
show results.

Case Study 3: Relationship Building in

Cement Marketing
The Case of Indian Rayon

- 46 -
Indian Rayon an Aditya Birla group company, was one of the first cement companies
which felt the need to gain this immediate distinguishing factor and further long run
equity by using CRM as a strategy.
The company wanted to bring about a transformation in the way in which it interfaced
with its customers. Dealers being the interface with the customers were identified as one
of the major areas in this direction.
The company consciously worked on the aspect of maintaining long term relationship
with its set of customers and came out with the conclusion that if the user-customer can
build long-term relationship with the distribution channel (and thus the company) of
Indian rayon cement Products, this will be a major gain in the overall strategic marketing
objectives of the company and also it will provide the company a distinct positioning.
Indian Rayon decided to upgrade select dealers to become Birla Super Shoppes. The
intention was also to make the retailer go beyond being a mere sales channel. The Birla
Shoppes were geared to become Centres for what the company prefers to call “
technomarketing service” and relationship outlets focussed at maintaining long term
relationship with its customers, which no other competitor can offer.
The idea of building relationship with the customers through this unique route came after
studying the buying behaviors of customer more closely. For one, the customer base was
not homogenous – there were different categories of cement buyers in the market; the
mason, the civil engineer, the architect, the contractor, and the institutional or large scale
buyer along with the end user.
While each of its customer has some degree of knowledge and practical experience of the
products quality and usage, there was a latent need for technical information and advice
before purchase. In most cases though this need was never addressed, simply because the
dealer himself did not know much. At the same time most dealers tended to stock
multiple brands were more concerned with pushing their stock then spending time
explaining the exact details of any brand.
Each of these Shoppes had a qualified civil engineer that offered free technical
consultation to every customer. Customers were provided with comprehensive
information right from manufacturing of cement to its application in various end
purposes. Based on the type of construction, the right type of cement along with the free

- 47 -
advice on the usage of cement and other additives and building materials. To further
consolidate customer relationship each shoppe a regular “Mason Meet” where the actual
users are invited and given technical and practical knowledge and solutions. Besides the
shoppe owners of a particular area also get together once a week on an average for
market and technical information sharing.
Here the differences are ironed out and collective strategies shaped. The company
involvement manifests through the regular seminars and training programs that are
organised for the shoppe personnel.
Indian rayon has been successful in achieving results on twin fronts of CRM:
a) Consolidating Relationships with the customers through the unique distribution
channel route.
b) The company has also been able to strengthen bonds with its distribution
channel(who is also amongst the company’s customer groups)
Conclusion
To conclude, CRM in cement industry although in a very nascent stage has strong
strategic connotations. CRM is a strategy towards the marketers’ objective of providing
value to its customers. This value when translated is able to provide a distinct equity to
the cement marketers to stand apart and gain an edge in the clutter of intense competition,
and relatively undifferentiated products – which is peculiar to the cement industry.

Chapter 4: Organising for CRM

Assessing Need
How do you know your business requires CRM?

- 48 -
It is very easy for a business to get caught in the latest ‘customer trap’ when it is being
driven by the information technology (IT) market. Every business does require CRM; the
question is to what level?
Trends
Many businesses are pushed by the current trend to change their business strategy,
especially around CRM. There are basically three trends that effect a business:
Consumer
The customer is an ever-changing image, to be really successful with CRM you must
recognize the customer trends that are effecting the business.
If a business does not understand a customer profile and the changes that have occurred
then it is not possible to provide true customer relationship management.
Products
It is the business providing the products that meet the changing customer trends. Products
need to be reviewed constantly perhaps enhanced or even removed. Supermarkets are a
perfect profile to look at for viewing ‘product trends’, they constantly add and remove
products and they constantly view customer buying profiles and set out the pattern of the
store to meet the strongest buying trend. This may not always be by using the latest
‘technology’, it could be by just reviewing shells at the end of the day, but the super
market is at the minimum watching for the two basic trends in CRM.

Technology
Ensure that the business is ready to install the new technologies, is the customer data upto
it, or is it time to start again? Do you need to review every technology being used or just
one area. Will it assist the business, is it going to grow with the business requirements or
is the technology just another ‘trend’? Relationship management should not be an
alternative to existing functions/technology; it could be a logical extension to enhance
those in existence, though it could radically change some of the operational processes.

Is your Business ready? Are your customers Ready?

What are the costs, monetary, time, people and long-term issues?

- 49 -
Does CRM really matter?
Whatever the business activity is all companies have to ask themselves is CRM the real
factor for their company to succeed. Some customers do not need long-term relationship
with their suppliers; therefore only minimal information is required from that customer.
That however is still a form of CRM. Other companies have high quality and high value
customers that they need to know information about, they need to provide exceptional
service, the ‘pedigree’ of CRM.
Whatever the business is, if it has customer it has to ask, does customer relationship
management matter? What does it man to them in business terms? At what cost? What is
the overall loss if not adhered to?
CRM: Yes it does really matter – the strategy needs to last, be constantly reviewed
and can evolve over time.

Employee Empowerment and CRM

The Case of Hewlett-Packard India

- 50 -
 Relationship between Employee Satisfaction, Customer Satisfaction & Market
Share

Productivity Satisfaction
With Manager

Market Customer Employee Job

Share Satisfaction Satisfaction Satisfaction
-ve

-ve Cost Of Satisfaction with

Quality Right Skills
Market
Share

40%
ESS

CSS
35%

30%

25%
1990 91 92 93 94 95 96 97

CSS ESS Market Share

Initiatives for Employee satisfaction

A demotivated, unenthusiastic and unhappy employee will never care for the customers.
Also organisations willing to spend money when they are doing well should spend on
employees more rather than less when things get bad. An employee satisfaction survey
should be carried out on a regular basis.

- 51 -
Hewlett Packard (HP) Case
HP sells its products through its channels. Whenever the customer purchases a product,
and there is an issue to be resolved, the point of contact is the front line team. It handles
the usage-related, the application related and the real product related issues. The backend
team handles the upgradation issues. The partners provide the hardware support. The
sales and services are provided by DPSP’s and the ASP’s only. Typically in a month, the
total number of customer calls logged in at HP are 21,000 out of which 4600 are through
web support, 1270 e-mails and 15,000 telephone calls. They use automated call
distribution software, which also enables to track the particular history of the customer.
The service providers are assessed continuously. It is a challenge to motivate engineers
who are the employees of the service providers and are not HP employees. The
engineers/service providers’ performance is monitored on:
• Turnaround Time
• Number of parts requested per call
(Multiple Part consumption)
• Closing the call
• Customer satisfaction
• Repair rate
• Effective handling of customer escalations
HP has allocated points for each of these parameters for partner performance
measurement. In case the partner performance falls below the desired level of points, then
there would be deduction in the reimbursements of that reseller. However if he exceeds
the given point scale then he qualifies for additional reimbursements which are offered as
rewards.
HP contacts all customers, who are not happy with the service, and through the partners it
is attempted that certain steps are taken so that the customer is happy. The training
program for the partner is also regularly revived.
There is also a Reward 1000 plus program where there are points awarded. There are
points for various aspects such as training, quiz bulletin, customer feedback, customer
service, re-repair rate. The top contributors among the resellers are identified and are sent
for training or entertainment apart from monetary incentives.

- 52 -
So at HP, there is synchronisation of the employee satisfaction and customer satisfaction
process to ensure a higher market share.

Chapter 5: Status of CRM In India

A Survey of Service Firms

Successful implementation of CRM requires a strategic approach, which encompasses

developing customer centric processes, selecting and implementing technology solutions,

- 53 -
employee empowerment, customer information and knowledge generation capabilities to
differentiate them, and the ability to learn from best practices.

Research Objectives
The current research was aimed at determining the approach being adopted by businesses
in India for relationship marketing. The research focussed on the following major issues:
• Do managers in service firms believe that their processes are customer centric?
• Do they select technology on the basis of an understanding of customer needs?
• Have they empowered their employees to deliver superior services?
• Do they have a customer knowledge strategy? How well do they manage their
customer relationships?

Methodology
The research was exploratory in nature and adopted a two-stage process. During the first
stage, 50 managers of service firms operating in India were surveyed through respondent
administered questionnaires. These managers belonged to the following three categories:
a) Hospitality Industry encompassing hotels and restaurants
b) Information technology and
Respondent Profile
Telecom industry which
included software firms and I.T &
Hospitality
telecom providers 29% Telecom
36%
c) Financial Services included
commercial banks and Finance
mutual funds 35%

The survey focussed on the quality and the customer centric processes, technology
selection, employee empowerment, and customer knowledge strategy to gauge the status
of CRM practices in these firms.

- 54 -
In the second stage, managers of select firms in each category of services were
interviewed to understand the relationship marketing practices adopted by them. These
interviews explored the following issues:
1. What are the various CRM initiatives undertaken by the firm?
2. How do they develop these programs?
3. How do they measure the effectiveness of these programs?
4. How successful are these programs in retaining customers?

Analysis of Findings
Processes
The managers reported a wide divergence with respect to the adoption of quality
assurance across the three sectors. The I.T and telecom sector is at the forefront of
adopting a formal quality management organisation. Most of the players in the hospitality
and the finance sector report having some methods in place to ensure quality
management initiatives. About 8% of the overall sample have indicated the absence of
any quality initiatives in their organisations.

Quality Assurance Process

80% 69%
60% 52%50%

40% 33%38%
27%
20% 14%12%
4%
0%
None Some Methods Formal Organ.

Finance Hospitality I.T & Telecom

At the broad level, most managers believe that they understand most of the interactions
between customers and their business processes. About 50% of them have indicated that

- 55 -
 70% 62%
60% 52%
48% 50%
50%
40% 35% 35%
30%
20% 15%
10% 4%
0%
0%
Some Most All

Finance Hospitality I.T & Telecom

they have a full understanding of all possible interactions between customers and their
business processes. Customer-centric marketing emphasizes understanding and satisfying
the needs, wants, and resources of individual customers rather than those of mass
markets.
Therefore it is very important to have an understanding of all linkages between the
customers and the business processes which help fulfill the customer needs.

Technology Selection
Information Technology (I.T) is a major facilitator for CRM implementation. In response
to the question on whether they take into consider customers’ needs when selecting and
implementing information technology, about 30% of managers have indicated that they

Customer Centric IT

70% 62%
60%
50%
50%
38% 38%
40%
29%
30% 23% 23% 23%

20% 14%

10% 5% 3%
0%
0%
Non e Con sidered Va lida te Cus tomer Cent ric

Finance Hospitality I.T & Telecom

have considered customer needs. Only 14% of managers in financial services do
customer validation when selecting technology. While only 23% of the managers in

- 56 -
 information technology & telecom firms believe that their technology selections are
customer centric whereas this was over 50% in the other two sectors.

Employee Empowerment
When asked whether their employees are empowered to make decisions in favor of the
customers, less than a quarter of the managers across the three sectors indicated that
every employee is empowered to take actions to ensure the ultimate satisfaction of the
customer. Most of them feel that their employees have been empowered to take
independent decisions within the guidelines. This aspect of limited empowerment gets
reinforced when one looks at the linkage between the employee’s rewards with the
customer centric behavior. Over 18% of the respondents across the sectors have reported
no linkages or use of ad hoc methods to reward customer centric behavior.

60% Employee Empowerment

50%
43% Finance

40% Hospitality
28% 28%
24% 23% 24%24%
20%
20% 10% 12%
15% I.T & Telecom

0% Strictly Rule Bond Independent Encourage decisions Require every

Decisions w ithin w hich affect employee to ensure
guidelines customer satisfaction customer satisfaction

Facilitation of employees for their role fulfillment through information technology is

another aspect of employee empowerment. Information technology helps employees
respond to customer queries and provide support in a fast and timely manner. It helps
employees respond to customer queries and provide support in a fast and timely manner.
It helps them access information, which is normally spread across the organisation. Over
54% of I.T and Telecom firms have provided the most effective technology to all
employees who interact with customers. This reduces to 42% for the hospitality and 19%
for the financial services sector.

- 57 -
Customer Knowledge Strategy
Customer knowledge gets built when information is collected systematically over a
period of time. This can be done through regular surveys and also during customer

70%
Strategy for Collecting Customer Information
62%
60%
48%
50%
42%
40%
27% 27%
30% 24% 23%
20% 14% 12% 14%
8%
10%
0%
0%

None Is Encouraged Have Programs Continous Strategy

Finance Hospitality I.T & Telecom
interactions. But importantly this information has to be combined with the organisation’s
experiences with customers to build rich customer profiles, buying behavior, preferences
and usage patterns.
Over 60% managers in the hospitality industry have indicated that they have a continuous
strategy for collecting customer information. In most of the services, opportunities to
come in direct contact with their customers are high in comparison to other businesses
that have intermediaries and hence have an arms length relationship with their customers.
Therefore it is natural for service firms to collect customer information on a regular basis.
But information collection is just the first step in generating customer knowledge. This
information has to be combined with experiences to develop consumer insights which

Strategyfor CombiningCustomer InformationwithExperiences togenerate

Knowledge
80%
67%
70%
60%
50%
38%
40% 33% 33%
27%
30% 24%
17% 17% 19%
20% 15%
10%
10%
0%
0%
Poor Is Encouraged Process for Select Rigorous Process for
Customers each Customer
Finance Hospitality I.T&Telecom

- 58 -
help them serve their customers better.

When it comes to combining customer information with experiences, service firms seem
to be economizing. Most of them seem to be doing it for select customers. Hotels do it for
their regular guests specially those who have enrolled for their membership schemes.
Financial service providers selectively do it for their high net worth individuals who
typically use multiple offerings of the service provider.

Most service firms rely on periodic surveys to understand their customers’ expectations
and also understand and anticipate their behaviors. Over 40% of managers in the financial
services have indicated that they work with customers as a team to ensure that their
expectations are met or exceeded. It is very important to work with customers to
understand their expectations as research has consistently indicated that one of the major
reasons for poor service quality is the gap between managers perceptions about customers
expectations and actual customer expectations (Parasuraman, Zeithmal and Berry 1985).

Individualized Marketing Programs

60% 54% The purpose
50% of collecting
36% 35%
40% 33% 33% customer
28% 28%
30% information
19%
20% 14%
8%
12% and
10%
0% developing
0%
Mass Market Perceived Niche Some for Individuals All Programs knowledge is
Specific to each
Finance Hospitality I.T & Telecom customer needs to be able to
differentiate customers and meet their specific requirements. Peppers, Rogers and Dorf
(1999) have recommended a four-stage process of Identification, Differentiation,
Interaction, and Customization for implementing one to one relationships with customers.
Over 50% managers in financial services have indicated that they have critical business
information about their relationships with individual customers. This falls to about 40%
in the hospitality and IT services. Customer knowledge can be used to initiate

- 59 -
customization of the service for customers based on their needs. By tailoring the elements
of services marketing mix, firms can customize their offerings to all or select customers.

A majority of the marketing programs are targeted for smaller segments of the markets.
But there is a growing trend towards individualizing these programs. With the emergence
of e-commerce, this trend is going to further intensify.

Some of the important findings of the depth interviews with managers of these services
are: -
(a) The relationship initiatives undertaken by firms have been directed towards customer
retention. The initiatives were mostly membership /privilege schemes with gradations
based on frequency and value of usage / purchase.
(b) Most of them also indicated that these schemes were table stakes i.e. they cannot
survive in the business without these schemes if everyone else offers them. But the
race is always to differentiate on the basis of convenience for customers.
(c) The source and reasons for adopting these programs were found to be diverse -
frontline initiatives, adaptation of successful programs in parent organisations abroad
especially for the multinational firms, or copying competitor’s offerings. Pioneers in
the industry like one of the multinational bank, which introduced the concept of
relationship manager, adopted the practices of their parent organisation.
(d) A common finding, across sectors, was the absence of measures for determining the
effectiveness of these programs. Managers were convinced that these retention
programs had long-term benefits but they were still grappling with metrics which
would indicate that the investments were paying off.
(e) In several cases, there was a lack of coordination across functional departments.
Although managers admitted that cooperation and coordination were crucial, they
accepted that many a times, only marketing and customer service ended up as the
'program champions'. This had impact on the success of the overall program.
(f) The managers of firms who have been successful in relationship management
reported strong top management support for their initiatives as well as complete
employee involvement cutting across departmental boundaries.

- 60 -
Conclusions
Relationship marketing is emerging as a new area of focus for service firms in India. But
these are mainly based on some loyalty programs and investments in technology for
enhancing the capability of databases. Managers should ensure that while investing in
databases, technology, human resources and relationship marketing programs, attempts
should also be made to develop milestones, which help them sustain these initiatives.
These milestones become benchmarks against which future programs get evaluated.
Measurement metrics get developed over a period of time when one starts collecting
information about customers, their buying patterns, usage behavior, referrals, etc and start
linking them to the marketing programs.

Successful firms take a long term strategic view of customer relationship management. It
cannot be solely managed through periodic programs. To be successful, firms need to be
marketing oriented before initiating relationship-marketing initiatives. A holistic
approach which leads firms to develop customer centric process, integrate technology
through customer oriented approaches, motivate employees to perform to their full
potential through empowerment are prerequisites for firms to successfully utilise their
customer knowledge for customized or even one to one marketing.

Chapter 6: CRM in Select Services

- 61 -
1. Taj Air Caterers & Singapore Airlines
Taj actively participates in product designs and influences service design, wherever
necessary. This has evolved after getting an insight into Singapore Airlines’ customer
profile and their needs. The product is designed to reflect their passengers’ preferences,
which are quite different in Delhi and Mumbai, and on different sectors ex-Mumbai. TAJ
Chefs conduct an annual workshop on Indian Cuisine for Singapore Airlines’ caterers
worldwide. Taj staff gets trained at Singapore Airlines’ catering subsidiary, SATS. Taj
Caterers share a lot of information and can access technology issues with Singapore
Airlines.

2. Taj Air Caterers & GE Capital Services

There is e-mail connectivity between the service provider i.e. Taj and GE (for canteen
and food supply). Taj Customer Relations responds within a stipulated time frame
directly to GE employees and analyse their satisfaction. Also on cards is a ‘Fitness
Program’ where Taj’s experts will share information of food nutrition, exercise, etc with
GE staff. Similarly, a Loyalty Program is being designed wherein for purchases of snacks
and confectionery, GE employees can obtain attractive discounts at Taj outlets/hotels.
With another company Taj is involved in cafeteria design and selection of equipment.

3. Titan Watch Repair Services

- 62 -
What did Titan Do?
The Titan Signet CRM initiative was undertaken in May 1995 to provide that ‘extra’
touch to its special customers at the exclusive World of Titan stores.
Its mission was to create a sense of belonging of the customer to the store and vice versa
by:
• Building a special relationship with high life time value Titan customers
• Recognising and rewarding his/her loyalty to Titan
• Providing a platform for direct feedback from these valued customers to the company

Where?
It initially started in 6 showrooms in Banglore. Today the Titan Signet has been extended
to 102 World of Titan showrooms across 59 cities all over India

Behind The Scenes

While the program has taken customer bonding one step further in Titan, there are many
behind-the-scene activities that ensure that the program is run efficiently, effectively and
with the level of enthusiastic participation. These are :
• Showroom Personnel are trained not only in the operations of the program at the
showroom but also in the finer details of CRM.
• Enrolments in the program are tracked on a monthly basis for each showroom, along
with data on purchases made by Signet members who have returned to the showroom to
buy again.
• Signet operations form a part of the quarterly appraisal for their showrooms, thereby
ensuring that they earn more marks on their efficient and effective performance.
• A grievance redressal system is in place to ensure that our valued customers are
responded to within stipulated time frame.

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 Case Study 5: Customer Relationship Management
At APTECH

The case of APTECH Ltd. Deals with an organisation in the intensely competitive
information technology education and software services industry. In such markets where
technology is changing by the minute, organisations take initiatives to obtain even the
slightest competitive edge. The company described in the case is in the process of
implementing a Customer Response System across its 1500 odd centres. The impact of
such a move is being felt on customer satisfaction ratings and the critical word of mouth
that attracts new inquiries. There are of course certain implementation issues to be
tackled. In order to evaluate the system implementation at test centres, and to work
through the implementation in the remaining centres. APTECH is considering some
cultural and organisational issues within the organisation. Also, besides its relationships
with customers, it is working on its relationship with business partners and employees.

INTRODUCTION

Today, computers are not restricted to computer software field only, in fact they have
become a necessary part of every business industry. This has led to tremendous rise in the
demand for trained computer professionals. With the increasing focus on computer
software development by the Indian government and NASSCOM along with many
software export houses, this demand is bound to increase even further in the near future
and in the years to come. The Indian computer software industry itself has grown from a
mere 0.3 billion ten years back to 70 billion today. The rapid growth of this industry has
led to high growth in the computer education and training business. Private institutes
today produce about 65% of the software professionals and remaining by government
affiliated institutes. The growth in the demand in future is expected to be spurred by the
growth in the information technology sector both domestic and international, which is
growing by the rate of 30-40%. The demand for computer software professionals has
shown an increasing trend over the years. As a result of this many entrepreneurs took to

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this opportunity and opened computer-training institutes. Over the years these institutes
have developed rapidly to become huge in terms of their spread and the number of
students churned out. Notably among them are companies like NIIT, APTECH, SSI,
TULEC, BITS, IEC, LCC, SOL-STAR etc.

Structure of information technology Education Industry

The information technology education industry in India is estimated to be around 625

crores. Although there are many players, it is mainly dominated by NIIT and APTECH in
the organised sector. This sector is growing at the rate of 20%.

Market Shares

Others
30% NIIT
40%

APTECH
30%

NIIT APTECH Others

CRM at APTECH

“There are tow sides to APTECH’s business: student education, and corporate
consultancy, training, software, etc. Eighty percent of the students enroll at APTECH
because of word of mouth. There is qualitative and quantitative research. However, what
experience was shared is not documented. Therefore, we now have a system known as
Customer Response System (CRS) that captures any suggestion, complaint or query
made by a student. As far as reusable templates are concerned, they are widely used in e-
commerce and ERP solutions. For ERP solution we have an e-link template that reduces
development time by sixty percent. We also have a service portal where plug and play
solutions can be downloaded. As far as students are concerned CRM is providing
unlimited access to anyone in the organisation.”

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How did APTECH get into customer care?

Firstly, APTECH was in the knowledge management business. There was a need to be
able to practice what one preached. Secondly, there was the business imperative. The
need to be at the vanguard of the quality initiatives was recognised. There were already
manual systems in place, both formal and informal. Formal mechanisms included
feedback forms, while informal channels included faculty interaction and open houses.
However, these contained an element of subjectivity. If a student had a good rapport with
the centre staff his/her feedback, complaints, suggestions, and queries were paid
cognisance. A need was felt for more quantifiable metric. Students, being young, are
wary of expressing their concerns. An element of monotony had crept into the manual
systems – students said what they were expected to say. In the feedback forms emphasis
was placed on the contents of the course.

CRM Road Map at APTECH

There are two units of CRM – CRS and CAS. Using CRS, a student gives feedback on
the Centre, Product, People, and Specific Issues. R.O., Product Design, and General
Management for Monitoring Centre Performance, Improving or revamping the product,
making policy decisions, and for Overall improvement in delivery process using this
feedback. Where policy decisions are taken, they affect CAS (Centre Automation
System) and RAS (Regional Automation System) and changes are incorporated as
necessary.
The second unit CAS (Centre Automation System) is the database of the students.
Currently this database is used by Centre Personnel for student tracking and by the R.O.
for monitoring centre performance in terms of product delivery. The plan is to have a web
interface, so that students can access their information on a limited basis. This will help
the student o judge his/her current status and accordingly plan if any corrective action is
required. E-mail facility is already available for APTECH members, so that the student
can consult the respective Faculty/Centre Personnel in case any assistance is required for
planning. It is also planned to use the available information and extend the concept to a

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call centre., so those inquiries can be directed to the nearest point, as convenient to them.
Company also plans to use the database being built up for alumni, so that students placed
by them can be given value added inputs on a time to time basis, depending on their
requirements and current job profile.

Customer Response System (CRS)

CRS is a customer service solution and not a data crunching operation. It covers three
locations: centre, regional office, and head office. In the centres and the regional offices
CRS consists of Client Service Module, while in the head office it consists of Client
Server as well as Knowledge Management modules. There are multiple objectives of
CRS:
• Provide sufficient information, through an easy to access interface, to the customer
for judging their current status and make a plan for the future based on the same
• Provide an interface for the customer to communicate his/her views on the service
received by them.
• Have a mechanism in place to capture warning signals at an early stage to enable
proactive preventive action.

Technology behind CRS

The Client Server module has a back end developed in Oracle, and a front end developed
in Powerbuilder. The Knowledge Management module is developed in Lotus Notes. In
each centre CRS is linked to the Centre Automation System. In the regional office it is
linked to the regional automation system. The Client-Server module has various screens
like review categories/notifications – Exception, Today’s Feedback, Awaiting
Rectification, Ratified and Pending Closure.

A flow chart, indicating the mechanics of how the Client-Server module functions, is
shown in Exhibit 1.

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 New FEEDBACK by student

Exception
Today’s Feedback
Notification to SRO/CH Awaiting Ratification
Ratified
Pending Closure

Actions/Investigation

Inform Student to ratify

Ratified Awaiting Over 15 days

Ratification

Pending
Closure

Satisfied Ratified Close

Complaint

Closed

Exhibit 1 Flow Diagram of Client Service Module

CRS Interface
At the centre level, students, student relationship officer (SRO) and administrators
interface with the system. Whereas, at the regional office level the regional head, regional
SRO, and the administrator interface with the system.
Features at the centre level – there is a complaint registering facility for students. The
system provides accessibility to all students. It enables ease of complaint retrieval by
centre management. Analysis report on the complaints can be generated. Also, exception

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reports can be produced. There is a complaint closure facility. The student ratifies all
complaints. The student receives a complaint acknowledgement. A facility to send
reminders/repeat a complaint has been provided. The student receives intimation for
ratification of redressed. The SRO/Centre Head is notified of all complaints. There is
facility to request for immediate regional office/head office intervention by SRO/Centre
Head. Dynamic querying on complaint data can be done. A facility to query on complaint
status and for forced closure of feedback has been provided.
Features at the regional office level – Complaint entry by regional office personnel is
possible. The feature of automatic escalation of complaints has been provided. Analysis
reports across centres and analysis reports can be generated. The regional office has
access to complaint information from all centres, updated weekly. There is a facility to
find out details of complaints logged earlier by a student while receiving a complaint.
Dynamic querying on complaint data and query on complaint status are possible.
Personnel at the regional office level can participate in discussions to resolve complaints
and be informed about action taken at the head office. They also have access to
knowledge repositories at head office.
CRS reports – The different reports generated by the CRS system are:
Complaint Category wise Frequency Analysis, Cycle Time for Redressal Analysis, Status
Report, Status Statistics, Complaint Details, Exception report, Complaint recurrence
analysis, and Root Cause Analysis

Knowledge management module

The Knowledge management module can be viewed from two perspectives – User and
Knowledge administrator/integrator. The architecture of the Knowledge Management
module is shown in Exhibit 3. Mr. Jahangir Kazimi, Solution Architect of the Knowledge
Management Module says that from users, perspective it consists of six links:
• Discussion Group
• Knowledge Repository
• Latest Updates
• Best Practices
• FAQs

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 Exhibit 3 Architecture
Complaint Management System – KN Functional Architecture

Oracle Application

Authors/
Experts Contributors
Exception
Reports

Knowledge
Discussion
Repository
Groups
Outcomes

Users

Discussion group: feedback is grouped by category, by centre, region, or author. It is

possible to trace the thread of a compliant. Where it originated, who responded first, next
and so on? The status of a feedback can be discerned. One of the options under
discussion group is Priority Issues - This contains complaints that are not resolved for a
certain number of days. Once a discussion is concluded more responses are not required.
Knowledge Repository – Once a feedback is closed it may or may not be knowledge
enriching. If it is generally applicable it undergoes a process of cleansing and filtering
and is then stored in the Knowledge Repository. The default view is my view. This
consists of the tasks allotted to the user by the knowledge integrator. There is a blank
format tat the user can fill in. the user can also initiate a request to the author. All
documents go through a two-stage validation process. Each document has to have an

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approver. The approved document is then forwarded to the knowledge integrator for
incorporation in the Knowledge Repository.
Latest Updates: Contains complaints by category e.g. by author. There are various ways
of presenting information.
Best Practices: There are various document forms such as Best Practice, root cause, and
problem-solution.
FAQ’s: Here are answers to frequently asked questions are stored.
Besides these five options there are search mechanisms. There are different search
features. One way is to search for a key word in the entire document. Another way is tp
search for keywords assigned by the author.
The knowledge integrator validates the structure and the content of Best Practice, Root
cause, and Problem Solution documents. The knowledge integrator acts as a link between
the Knowledge management and the Client Server modules. The functions of the
knowledge integrator are two fold. First, he/she acts as a facilitator, ensuring that the
right people interact to find the correct solution. He/she acts as a moderator – closing,
declaring and concluding discussions. The knowledge integrator can notify employees,
with a date by which to contribute, if they are not participating on a certain issue. Second,
the knowledge integrator drives what is happening in the forums. Whether a feedback is
knowledge enriching or not is not a black and white issue. Therefore, there is the concept
of a brewing tank. Knowledge is created, captured and stored. No immediate decision is
taken on putting it in the Knowledge Repository. It is possible that after the review of the
expired discussions, some knowledge item is placed in the Knowledge Repository.

Implementation Process
There are Faculty, Counselor, Administrative Staff and other category of members in a
centre. It was imperative that all members of the Centre were convinced about this
system. To achieve this an exhaustive session was conducted to all members of the
Centre covering the various aspects of the system and the advantages of the system. The
main challenge was to remove the phobia of COMPLAINT and replace this as a
suggestion for improvement. This cannot be achieved in one round of training. , so atleast
2 to 3 rounds of training were conducted, which was reinforced by the top management,

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whenever a communication took place. Once the centre staff was convinced, and then the
second step of introducing the system to the students was undertaken. This was 2-step
procedure:
(a) Publicise the existence of the system for the usage of the students. This was done
(i) By putting up posters in the centre
(ii) Announcing in the classes by the faculty
(iii) Informing them during informal meeting by counselors, Centre Head, etc
(b) Encourage the students to use the system, by promptly attending to the feedbacks
received.
Since the CRS was coupled with CAS no additional infrastructural requirement was there
to implement CRS in the Centre. The whole process of implementation in the Centre took
roughly one calendar month time.

Conclusions
The primary requirement for any system to get implemented successfully is the buy – in
process of the end user. The complete success depends upon how much the user is
convinced about the benefits of the system to be implemented. For CRS there are 3 users
namely: Student, Centre Head and Student Relation Officer.
Through word of mouth among the students the usage of CRS as a platform for
communicating the feedback to the centre is increasing on day-to-day basis. Since
APTECH is in the early stages of implementing CRS, the only two parameters currently
that they are looking at is the response time and the resolution time on a feedback. As the
system matures, two of the major metrics that will be looked at is product delivery and
time for delivery.

The Customer’s viewpoint:

Few students of APTECH franchised centre where CRS had not yet been installed and
few students from a centre run directly by APTECH where CRS where CRS went online
were interviewed to understand its immediate impact. Students from the first type of
centres were highly dissatisfied because their basic expectations in terms of service and
facilities were not met, they didn’t know anything about CRS or any system by which

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they can give the feedback on which some meaningful action can be taken. They were
also not at all sure if the franchised centre would act on the feedback. While students
from APTECH run centres were highly satisfied with the facilities, and services as they
exceeded their expectations. They started using the system in the 4th week of April 2000
and have found it very useful. They have seen the actions been taken very fast on the
issues raised by them in the CRS.
The benefits of CRS were predicted to be manifold.
1. APTECH’s is a people- oriented service. Some of the employees are brilliant, and
possess domain specific expertise. There existed informal networks within the
organization, e.g. a particular employee was considered to be the ‘boss’ in Java
programming, and would be consulted on this particular subject.
2. The aim was to go beyond customer service. The endeavor was creating a virtuous
cycle, a spiral process, of a learning organization.
3. To measure the performance of the employees.
4. To create a tighter and well-knit network among the employees.
5. To improve the quality of response to feedback
CRS has helped APTECH in reaping these benefits.

Financial Framework for CRM

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 There are organisational constraints encountered in execution of CRM programs. Mainly
they are as follows:
• A mismatch between resource allocated and service levels desired for building
customer relationship
• Absence of financial business case and ROI for investments in Customer Relationship
• Horizontal non alignment of organisations to customers line of sight
• Balance to be achieved between maximisation of revenue and customer satisfaction.
Direct selling machinery would have costs that are significantly higher than referral sale
– hence the need to invest in customer relationship with an eye on acceleration of
referrals so as to bring down costs or increase productivity of sales. (higher cold call to
order ratio) . Figure1 illustrates the phenomenon that organisations can drive referral sale
line in a manner that can reduce time T1 and with that in figure 1(a) the overall unit
selling cost (average of direct sales cost + referral sale cost) can be reduced with higher
sales productivity. Composite Costs
100%
100% Direct Sale

% 50% Unit
of Selling
ove cost
rall Referral Sale
sale
T1 T1
Time Time

Fig. 1. ‘Torpedo Graph’ Fig. 1.(a) Sale Cost Line

Figure 2 illustrates that with a given investment in direct sale channel the productivity
can at best be only slightly increasing line, while a referral line will be an exponentially
increasing trend line with growing subscriber numbers. This creates a multiplier effect
that quickly overtakes the direct sale numbers. Organisation dependency on direct sale
can gradually be reduced since they stand to account for reduced numbers in the overall
sums.

- 74 -
 Direct sale

Sale
Unit
No.
Referral Sale

T1
Time Figure 2

Organisational measure of referral propensity can be taken through customer feedback on

their willingness to recommend the product to their friend and acquitances.
Data of Likelihood to Recommend from Kerela market of Escotel subscriber is
illustrated below. This is based on face to face survey conducted through independent
market research agency on a sample base with >95% confidence level. Company
commissioning the survey was identified to the respondents.

1997 1998 1999 2000

71% 78% 86% 86%

Impact of referrals was measured as a part of six-sigma improvement team working on

Sales productivity improvement. Order conversion rates from various sources of lead
generation was taken and the results are as follows
Method of lead generation Sample Size Conversion Rate
Cold Calling 2210 3%
Database 1674 1%
Referrals 352 29%

Organisation/selling channels have to individually draw the sale cost line for their
products. This will determine saving rate impact through referrals and can serve as a
decision point for how much investment should be made for tracking & accelerating
referrals.

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CRM IN HMTL: A Financial Analysis
Hutchison Max Telecom Ltd. (HMTL) is the leading cellular operator in India. It owns
the brand ‘Orange’. In Mumbai, there are about 14,000 customer interactions in a day, i.e.
on an average a single customer interacts once in 14 days. Therefore, one can appreciate
the fact for having an effective customer relation.
The customer interactions can be segmented into various categories:
E-Mail 2%
Direct Walk-In 5%
Fax/Letter 8%
Calls 85%
The peak load hours are from 10:00 AM to 11:00 PM. In telecom industry the cost of
handling the customer can be calculated by assigning the various cost factors such as cost
of operation of call office, cost of mailers. Staffing cost, etc. it is not possible to
quantitatively find out the benefits of having a CRM. Instead of the Cost-Benefit
Analysis, it is recommended the cost of not serving the customer (i.e. when CRM is not
in place).

Financial Analysis
The complete transition from the internally developed CRM to a commercial CRM
package would take 6 to 12 months.
A typical commercial CRM package to be installed at HMTL would cost around Rs. 5
Crore (Assuming one would go for a top of the line CRM package like Siebel, Vantive,
Clarify, Oracle.)
Assumptions
Package is purchased for 100 sales people
Cost of Product acquisition including opportunity cost and training cost is approximately:
Rs. 5 crores.
Other Costs are as follows:
− Staffing Cost: In call centre at HMTL, the staff requirement is around 100, which can
be reduced to 80 using CRM
− Telephone outcall cost

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− Delay cost
− Transition cost
Benefit Parameters
 Reduction in staff cost
 Enhanced productivity (subscriber to agent ratio)
 Quicker turnaround times
 Saving due to call handling by alternate channels
 Better Customer Relations
 Churn Prevention
 Segmented Promotions
The total benefits expected from these parameters are approximately Rs.3 crores. Hence
it is safe to conclude that the payback period should be approximately 2 years for HMTL.

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 Input to System
FRONT END

IVR/VoIP

Call Centre
Computer
Browser
ACD
Presentation
Layer

Telephones

Web mail
Server

Computer

MIDDLE
WARE

Database

BACK END OLAP Server Output to Management

Data Storage Layer

Data Mining Layer

ERP

Figure. CRM Scheme In HMTL

References

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 Gruen, T. W. (1997), ’Relationship Marketing: The Route to Marketing Efficiency
and Effectiveness’, Business Horizons, November – December,
 Berry, L. L. (1983), ‘Relationship Marketing of Services: Growing Interest, Emerging
Perspectives’, Journal of the Academy of Marketing Science,
 Parasuraman, A., Zeithaml, V. A., and Berry, L. (1985), "A Conceptual Model of
Service Quality and its Implications for Future Research," Journal of Marketing
 Payne, A. (2000), ‘Relationship Marketing: The UK Perspective’, in Sheth, J. N. and
Parvatiyar, A. (eds.) Handbook on Relationship Marketing, Sage Publications, Inc.:
 Reichheld, F. F. and Sasser, W. E. (1990), 'Zero Defections: Quality Comes to
Services', Harvard Business Review, September – October
 Sheth, J. N. and Parvatiyar, A. (1995) ‘Relationship Marketing in Consumer Markets:
Antecedents and Consequences', Journal of the Academy of Marketing Science
 Jagdish And Sheth, Atul Parvatiyar, G Shainesh, ‘CRM Emerging Concepts, Tools
and Applications’
 Websites
 www.crmassist.com
 www.crmguru.com
 www.crmfoundation.com
 www.crmindia.org
 www.crmsearch.com
 www.crmcommunity.com
 www.CRM-forum.com
 Philip Kotler: Marketing Management

*****

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GLOSSARY
ABC - Activity Based Costing An accounting method that enables an organization to understand where
costs are incurred by allocating costs to all activities and then charging these to the relevant product,
product line, customer or supplier.
Anomalous data - Data that result from errors (for example, data entry keying errors) or that represent
unusual events. Anomalous data should be examined carefully because it may carry important
information.
Analytical model - A structure and process for analyzing a data set. For example, a decision tree is a
model for the classification of a data set.
Artificial neural networks - Non-linear predictive models that learn through training and resemble
biological neural networks in structure.
Association - A search for associated products in a range. Used in retail (simultaneous purchases),
services and finance (multi-holding) etc. Temporal associations trace out sequences of associations. They
enable purchasing behavior patterns to be anticipated. They are based on the probability of purchase of a
product at a known time, taking into account the purchase of another product at instant.
Business Intelligence (BI): This process involves analyzing and exploring structured, domain-specific
information — often stored in data warehouses — to enable users to discern trends, recognize patterns,
gain insights and draw conclusions. The BI process includes communicating findings and effecting
change. The BI domains include customers, products, services and competitors.
Back-office - business applications which relate to the day to day transactions of a business such as
accounting, logistics, human resources
Call-centre - application which helps to manage telephone based contact with customers.
Configurator - application which uses a set of rules to help guide a customer through the features and
options of a complex product ensuring that they only choose a combination which is compatible and meets
their needs
Classification - Definition of segments.
Contact strategy - matching lifestage with the probability of responding to a customized promotion.
Clustering - The process of dividing a data set into mutually exclusive groups such that the members of
each group are as "close" as possible to one another, and different groups are as "far" as possible from
one another, where distance is measured with respect to all available variables.
Churn analysis - The profile's definition of customers that have left and the identification of customers
that are likely to leave.
Classification - The process of dividing a data set into mutually exclusive groups such that the members
of each group are as "close" as possible to one another, and different groups are as "far" as possible from
one another, where distance is measured with respect to specific variable(s) you are trying to predict. For
example, a typical classification problem is to divide a database of companies into groups that are as
homogeneous as possible with respect to a creditworthiness variable with values of "Good" and "Bad."
Cross selling - Cross selling of a product. Enables the customer portfolio to be increased and their loyalty
to grow.
Database marketing - An approach by which computer database technologies are harnessed to design,
create and manage customer data files containing information about each customer's characteristics and
history of interactions with the company. These files are used as needed for locating, selecting, targeting,
and establishing relationships with the customers to enhance the long-term value of these customers to
the company.
Data mining - The process of selecting, exploring, and modeling large amounts of data to uncover
previously unknown patterns of data to gain a business advantage. Involves examining data on customers
and transactions in order to find hitherto unknown information in the data and respond to it
Decision tree - Technique splitting a population studied (purchasing, response, etc.) into a series of sub-
populations (branches) described by criteria. It is based on the explanatory capacity of response to each
of the criteria taken into account by the analysis. The representation in the form of a tree enables easier
analysis of the results. We also speak of segmentation trees (same thing).
Data warehouse - A system for storing and delivering massive quantities of data. The database which
allows the manipulation of large quantities of information to aid analysis and decision making
Data Mining: This functionality involves the process of discovering meaningful correlations, patterns and

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trends by sifting through large amounts of data stored in repositories. Data mining employs pattern
recognition technologies, as well as statistical and mathematical techniques.
Decision tree - A tree-shaped structure that represents a set of decisions. These decisions generate rules
for the classification of a data set.
Direct marketing - All actions of direct communication with customers and prospects (often based on the
previous definition of segments).
Dynamic segmentation - This is based on the qualification, at each instant, of each customer in relation
to a family of offered products. A score per family is prepared and calculated periodically for each
customer. When the score reaches a threshold value, the customer is automatically prospected for the
corresponding offer.
Electronic CRM: E-CRM involves the integration of Web channels into the overall enterprise CRM
strategy. The goal is to drive consistency within all channels relative to sales, CSS and marketing
initiatives to achieve a seamless customer experience and maximize customer satisfaction, customer
loyalty and revenue. A component of CRM and e-business, it includes such Web-based customer
channels as e-sales, e-service, e-marketing and e-retailing.
EFTPOS - Electronic Funds Transfer at the Point of Sale - Technology that enables consumers to pay
for goods with plastic / cards to debit account directly.
EPOS - Electronic Point Of Sale – Checkout counter equipped with bar code reader
Efficient Consumer Response (ECR) - ECR is a strategy to remove unnecessary costs from the retail /
grocery distribution system and make it more responsive to consumer demand. It requires distributors and
suppliers to focus jointly on the efficiency of the total grocery chain rather than the efficiency of individual
components. Aims to reduce total costs, inventories and physical assets and improve consumer choice,
satisfaction and service.
Exploratory data analysis - The use of graphical and descriptive statistical techniques to learn about the
structure of a data set.
Electronic Business: E-business comprises any Internet- or network-enabled business activity that
transforms internal and external relationships to create value and exploit market opportunities driven by
the new rules of the "connected economy".
Enterprise Resource Planning (ERP): This is a business strategy that improves shareholder and
customer value by integrating manufacturing, financial and distribution functions to dynamically balance
and optimize an enterprise's resources.
Electronic ERP: E-ERP represents the Web-enabled elements of an ERP business strategy that improve
shareholder and customer value by integrating interenterprise manufacturing, financial and distribution
functions to dynamically balance and optimize the resources of the enterprise together with its trading
partners.
Front office - the category of applications that might be used by employees who have direct contact with
the customer or by the customer themselves, such as a call-centre or sales force automation system
Knowledge Management (KM): This is a business process that formalizes management and leverages
an enterprise's intellectual assets. KM is an enterprise discipline that promotes a collaborative and
integrative approach to the creation, capture, organization, access and use of information assets,
including the tacit, uncaptured knowledge of people.
Lifestyle data - Data on individuals/households typically collected via consumer questionnaires, sold by
companies such as ICD and Claritas.
Life Time Value (LTV) – Predicted value of a customer to an organization, i.e. expected future
profitability. Rather than concentrating on the instantaneous profitability of a customer, we seek to
determine their trajectory over time (inactive-> average customer-> good customer-> very good
customer), and then estimate the profitability potential over the period of the relationship. Actions are
subsequently implemented which will raise the customer on this trajectory (or will avoid a descent).
Marketing information database - This is created from internal management systems and external data.
It is the customer knowledge base (data warehouse marketing).
Middleware: This term is used in many ways. Basically, middleware is the software "glue" that helps
programs and databases that may be on different computers work together. More formally, GartnerGroup
defines middleware as "runtime system software that directly enables application-level interactions among
programs in a distributed computing environment." Its most basic function is to enable communication

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between application programs or DBMSs within a single-application system or across multiple-application
systems
Marketing mix - Elements of the marketing process that need to be coordinated - often referred to as the
four P's: product, price, place (physical distribution and marketing channels - in other words how the
product gets to where the customer wants it - for example sales force, wholesale or retail outlets etc),
promotion.
One to One Marketing - Relational marketing conducted at the individual level by establishing a personal
relationship (including in direct marketing) with each customer. Depending basically on the number of
customers, it is the last stage in the customer relationship.
OLAP - Online analytical processing. Refers to array-oriented database applications that allow users to
view, navigate through, manipulate, and analyze multidimensional databases.
Predictive model - A structure and process for predicting the values of specified variables in a data set.
7 P's of relationship marketing - 4P's + People, Process, Provision of Customer Service.
POS - Point of Sale - Place where purchase is actually made e.g. checkout or hole-in-the-wall
Partner Relationship Management (PRM): This is the CRM element that extends sales, marketing,
customer service and other enterprise business functions to partners to foster more-collaborative channel
partner relationships.
Personalization: Using continually adjusted user profiles to match content or services to individuals,
personalization includes determining a user's interest based on his or her preferences or behavior,
constructing business rules to select relevant content based on those preferences or behaviors, and
presenting the content to the user in an integrated, cohesive format.
Profiling – Describing typical customers in terms of demographics, habits etc
Psychographics - Basis for segmenting consumer markets based on social class (A, B, C1 etc), lifestyle
and personality.
Relational marketing – Marketing centered on the relationship established with the customer base. It
rests on continuous knowledge of the requirements of the customer in relation to supply and the channels
of distribution. Expected results : loyalty, resistance to external offers, power of recommendation.
RFM -(Recency, Frequency, Monetary) - classic marketing technique, you typically want to find
customers who purchased recently, purchase frequently and spend a large amount.
Share of wallet - a measure of how much of a consumer's total business a company has.
Supply Chain Management (SCM): This is the process of optimizing the delivery of goods, services and
information from the supplier to the customer. SCM is a set of business processes that encompasses a
trading-partner community engaged in a common goal of satisfying the end customer.
Sales force automation (SFA) - a tool for use by the sales force which helps them to manage the sales
cycle, hold information about their contacts and give them access to information from the back-office
systems about pricing and product availability
Segmentation - Technique of identification, on the criteria chosen, of groups of potential customers with
the same requirements and needs (eg. with regard to the product offered)
Four broad types of criteria may be distinguished:
1. geographical (territory, region, housing micro-area)
2. socio-demographic (age, income, sex, profession, etc.)
3. behavioral (purchase situation, user status, etc.)
4. psychographical (social class, lifestyle, cultural class, etc.)
Targeting - Selection of a sub-population in a customer or prospect file. Targeting may be done by
focusing on:
1. the costs generated
2. the expectation of maximum profitability
3. the expectation of maximum return
Telephone Preference Service (TPS) - A service enabling domestic telephone subscribers who don't
wish to receive unsolicited telephone calls to register their numbers.
Up-selling - Technique of increasing the value of a customer by selling products with a higher status or
perceived value (eg. A credit card company offers a gold card to its standard card holders.)
Value chain analysis - Technique used to view organization as a series of customer facing processes.
Constructing the value chain consists of identifying the sequence of direct activities that add value to the

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customer and indirect or support activities that enable the direct activities to take place.

Annexure 1:

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Sample Questionnaire asked to 50
managers across various companies in
the service industry.

1. What are the various CRM initiatives undertaken

by the firm?
2. How do they develop these programs?
3. How do they measure the effectiveness of these
programs?
4. How successful are these programs in retaining
customers?
5. What are the quality and customer centric
processes that they follow?
6. How do they decide the technology that is to be
implemented?
7. What steps have they undertaken for employee
empowerment?
8. What strategy do they follow to acquire more
knowledge about the customer?

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