Chapter # 1.Introduction to CRM 1.

1 Evolution of CRM Customer Relationship Management (CRM) is one of those magnificent concepts that swept the business world in the 1990s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be anun wieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them. In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs INTRODUCTION CUSTOMER RELATION MANAGEMENT The generally accepted purpose of Customer Relationship Management (CRM) is to enable organizations to better serve its customers through the introduction of reliable processes and procedures for interacting with those customers. In today's competitive business environment, a successful CRM strategy cannot be implemented by only installing and integrating a software package designed to support CRM processes. A holistic approach to CRM is vital for an effective and efficient CRM policy. This approach includes training of employees, a modification of business processes based on customers' needs and an adoption of relevant IT-systems (including soft- and maybe hardware) and/or usage of ITServices that enable the organization or company to follow its CRM strategy. The term CRM is used to describe either the software or the whole business strategy oriented on customer needs. The second one is the description which is correct. The main misconception of CRM is that it is only software, instead of whole business strategy.

Major areas of CRM focus on service automated processes, personal information gathering and processing, and self-service. It attempts to integrate and automate the various customer serving processes within a company. There are three parts of application architecture of CRM: operational - automation to the basic business processes (marketing, sales, service) analytical - support to analyse customer behaviour, implements business intelligence alike technology Co operational - ensures the contact with customers (phone, email, fax, web...) Operational part of CRM typically involves three general areas of business. They are (according to Gartner Group) a Enterprise marketing automation (EMA), Sales force automation (SFA) and a Customer service and support (CSS). The marketing information part provides information about the business environment, including competitors, industry trends, and macroenviromental variables. The sales force management part automates some of the company's sales and sales force management functions. It keeps track of customer preferences, buying habits, and demographics, and also sales staff performance. The customer service part automates some service requests, complaints, product returns, and information requests. Integrated CRM software is often also known as "front office solutions." This is because they deal directly with the customer. Many call centers use CRM software to store all of their customer's details. When a customer calls, the system can be used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information on a customer in one place, a company aims to make cost savings, and also encourage new customers. CRM solutions can also be used to allow customers to perform their own service via a variety of communication channels. For example, you might be able to check your bank balance via your WAP phone without ever having to talk to a person, saving money for the company, and saving you time. Improving customer service CRMs are claimed to improve customer service. Proponents say they can improve customer service by facilitating communication in several ways:

 Provide product information, product use information, and technical assistance on web sites that are accessible 24 / 7 Help to identify potential problems quickly, before they occur Provide a user-friendly mechanism for registering customer complaints (complaints that are not registered with the company cannot be resolved, and are a major source of customer dissatisfaction) Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction) Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction) Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations use internet cookies to track customer interests and personalize product offerings accordingly use the internet to engage in collaborative customization or real-time customization Provide a fast mechanism for managing and scheduling follow up sales calls to assess postpurchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going support (improve efficiency and effectiveness) Provide a mechanism to track all points of contact between a customer and the company, anddo it in an integrated way so that all sources and types of contact are included, and all users ofthe system see the same view of the customer (reduces confusion)

The CRM can be integrated into other cross-functional systems and thereby provide accounting and production information to customers when they want it Improving customer relationships CRMs are also claimed to be able to improve customer relationships . Proponents say this can be done by: CRM technology can track customer interests, needs, and buying habits as they progress through their life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as they change. The technology can track customer product use as the product progresses through its lifecycle, and tailor the service strategy accordingly. This way customers get what they need as the product ages. In industrial markets, the technology can be used to micro-segment the buying centre and help coordinate the conflicting and changing purchase criteria of its members When any of the technology driven improvements in customer service (mentioned above) Contribute to long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships, increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with customer acquisition and customer ?training?), increase sales revenue, and thereby increase profit margins.

Chapter # 2.CRM Planning 2.1 CRM Planning: Keys for Project Success Whether you're updating, upgrading, jump-starting, or restarting your CRM efforts, some basic steps will help keep you on the path to a positive ROI Thinking about the potential ROI of your customer relationship management (CRM) project should start during the selection process. Before you write an RFP or start talking to vendors, you need to do some homework to ensure that you're on the right track to maximize ROI.

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