Grey Worldwide-Strategic

Repositioning Through CRM

Submitted to: Prof. G. Shainesh
Customer Relationship Management– Term VI

Case Analysis: Group-09

Manish Kumar Urele(0911033) Shubhajeet
Mazumdar(0911051)
Suhas S Shetiya (0911055)
Vijay Kumar (0911207)
Neeraj Kumar Agrawal(0911257)
Q1. Analysis: Asian CRM market
• Increasing competition
• No legacy system that requires
• New technology leads to new effectively competing
conversion so Grey can introduce
business Models
• Rising customer expectations state-of-the-art CRM tools
• China is a huge potential market
• Increasing cost of acquiring new customers
• Changing in the communications industry from • Focus on CRM will provide some
generalization to specialization business
• Pure online companies are able to produce solutions
competitive high quality products at lower prices • Asian market will enter a
• Strong price pressure Threat Opportunities
customer service era

Strengths
Weaknesses

• Strong brand • Lack of an integrated customer

• Existing customer database and knowledge knowledge database
Q2. What is your understanding of CRM? How Grey pursue the
development of CRM?

• What is CRM (In Grey context)?

• An initiative designed to give a holistic approach in customer management
• ‘Integrated marketing’ approach:
• From ‘Generalization’ to ‘Specialization’
• To create, identify, evaluate, capture, enhance, share and apply Grey’s
intellectual capital
• A broad concept involving both hardware and software

• Development of CRM in Grey

Development of CRM philosophy and tools:
• Development of 4-point philosophy for customer management focus
• Data mining and customer profiling as key areas in Grey’s CRM strategy
• CRM implementation tools: ‘Brand Futures+’ and ‘CRM Charter’
Operational Actions:
• Use of Existing database: customer segmentation, market needs analysis
• Movement of senior executives to parent company
• New structure used by CRM charter to serve targeted clients
• Grey’s companies benefitted from their wisdom and experience
Q3.a Compare traditional customer service with
CRM
Traditional Customer Service CRM
• No emphasis on building customer • Put lot of emphasis to build an
database or having multiple database integrated customer database

• Customer acquisition focused • Customer retention & loyalty focused

• Short term : Used to satisfy customer’s • Long Term: Database used to segment
need & requirement only customer, determining profitable
customer, analyzing business strategy

• Minimal use of technology • Technology is backbone

• “Every customer is important” , kind of • “Focus on key profitable customer”, kind

attitude of attitude

• Based on Transactional Marketing • Based on Relational Marketing

philosophy Philosophy
Q3.b What traditional business assets can Grey
relay on and how it can leverage them to capture
e-marketing capabilities
• Customer database
• Grey can use its huge customer database by integrating it to create a single
customer profile
• Knowledge integration of business customer by proper segmentation

• Technology
• Grey is having technology teeth which they can use to integrate the customer
information from multiple touch point to a single profile to provide holistic
view about business and customers
• Technology can be used to create a cost effective marketing campaign

• Brand Equity
• “Grey” is a known name which they can use in building relationship and trust
• Can use brand name to build relationship with major service providers in
Asia-Region
• Can attract talented human capital to run the operations & strategy
Q4.a Redefine Customer Value using CRM

Through high end technology try to tap the opportunity in

Data networking & Telephony area

Strategize using the right market knowledge pertaining to the

client

Integrate Knowledge Management across the firm. It would

capture
• Customer usage behavior
• Contact History
• Product enquiries and Corporate Data

Use Key Account Managers to service high caliber clients with

help of KM and further cut costs in serving this key clients.
Q4.b Differentiation Technique to be employed

Customized Service plan according to the client type

• Traditional Client- Assessment of competitive landscape and require brand building
and brand strengthening
• Sophisticated clients- Possess strong marketing & brand strategies but require to
develop customer relationship vision and strategy and further implementation of the
same

KMAs (Key Account Managers) assigned for high-caliber clients

Data Warehousing and Data mining techniques should be employed

to create a Integrated Knowledge Management across the firm

Build and Integrate a strong feedback mechanism to help evolve the

Customer centric strategy
Q5. How to integrate the Back-end & front-end
processes

Formulate an unique process of gathering data

• Optimization in both front-end and back-end as per operational needs

Train entire staff to make sure uniformity among all employees,

both as per thought process, action and Implementation

Interaction within the firm should be done via CRM Technology

Front-end staff should be encouraged to think strategically

And Back end staff should be able to support them in their

claims
Q6. Build a customer process blueprint that Grey
can employ to maximize the utility of its existing
customer base
2
1
Define objective Methodology
• Specify the objective of CRM • Select the technology and
for Asia region- Build techniques such as Data mining
customer equity as well as and customer profiling to
brand equity analyze data

3 4
Organizational Alignment Implementation
• Recruit and train people to • Select appropriate
implement the idea implementation tools and
• Build organizational culture having programs suitable for geography
GRM orientation like Brand Future+ & GRM Charter
 Q7.a Build a framework to assess CRM strategy.
CRM process framework

Other than above two parameters, CRM strategy should be assessed on

following additional parameters :
 People: Does CRM strategy envisage dedicated teams for CRM implementation and
development of management talent to capture the benefits and build it into system?
 Learning: Does CRM enable learning environment for customer facing departments and people?
 Customer Value: Will CRM initiatives result into customer value creation and customer
satisfaction
 Alignment: Is CRM strategy aligned with business strategy?
 Implementation: what about the cost, time and effectiveness of CRM?
 Technology: Does company have technological capabilities for CRM or Does it have technology
aptitude to employ and adapt to new technologies which are needed for CRM?
Q7.b Based on assessment, how should Grey WW-HK/China
position itself in Asia’s CRM Market

2
1
Long-term and Sustainable Integrated communication
partner company
• Grey WW-HK/China should • Company should have a more
aim to position itself as holistic positioning where they
trusted, sustainable partner move from ‘Generalization’ to
among its clients. ‘Specialization’

3 4
Comprehensive business Efficient and effective and
solutions company differentiated
• Offer a wide range of solutions in • Company should position itself
brand, PR, Ad, Design etc. as efficient and effective partner to
• Offer Sophisticated and high-end its prospective clients with a
solution for globally exposed and differentiated offerings
educated clients
Q8. Criteria to measure CRM performance
Brand equity
Added value the brand brings to the company
Financial value of the brand
Market share
Brand extension
Customer loyalty
Repurchase rate and repurchase value by customer
Lifetime customer value
Customer retention
Retention rate
Return on customer retention investment