Slide T NG - SV - Part 2 - Strategic To CRM

Winning Customers – Winning Sales
ThS. Nguyễn Thị Trung Trinh – 090.88.736.88

Assessment
1. Điểm quá trình (30%):

1.1 Attendance (15days = 10đ) => 10%
1.2 Group presentation & debated by others => 20%
- Book presentation (10%)
- Competitors’ Data analysis on E-commerce (10%)
2. Giữa kỳ (20%):
Group presentation & debated by others:
- Customer Journey
- CRM Project planning & applying (MKT, Sales, Customer service)
3. Cuối Kỳ (50%):
- Informed by Training Dept
Day Contents
- Part 1: Introduction to CRM
- Part 2: Strategic to CRM
1-9 - Part 3: Implemeting the CRM strategy
- Part 4: Developing and managing Customer-related databases
- Part 5: Future of CRM

- Group presentation & debated by others:
10,11
- Competitors’ Data analysis on E-commerce
- Group presentation & debated by others:
12,13, 14
- CRM Project planning & applying (MKT, Sales, Customer service)
15 - Review
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Part 2 - Contents
1. How Might Consumers Handle Perceived Risk? 10. Customer service experience strategy
2. Strategic Responses to Managing Customer 11. Flower of service product
Perceptions of Risks
12. Why is the Service Environment
3. CRM strategy defined important?
4. Key strategic goals in CRM-driven 13. Service delivery system –
organizations HR/Technology/Process
5. Key Stakeholders of Strategic CRM 14. Marketing automation definition
6. Customer Management strategy Orientation 15. Benefits from marketing automation
7. Customer interaction map 16. Email campaign management
8. CRM project design and planning process 17. Tele-marketing
9. Steps in Developing a CRM Strategy
Part 2 - Contents
18. Tele-marketing functionality 27. Key Account Management (KAM)

basics
19. Online marketing
28. Benefits from KAM
20. Online marketing functionality
29. SFA will enhance performance when …
21. Social media marketing
30. Service automation definition
22. Five stages of social media customer
management 31. Benefits from service automation
23. Sales force automation definition 32. Where is service automation
deployed?
24. Key technologies for SFA
33. Key technological elements of SA
25. SFA functionality
34. KPI’s for call- and contact-centres
26. Account management
1. How Might Consumers
Handle Perceived Risk?
9
1. How Might Consumers Handle Perceived Risk?
 Seeking information from trusted and respected personal sources such as family,
friends and peers.
 Using the Internet to compare service offerings, to search for independent reviews
and ratings, and to explore discussions on social media.
 Relying on a firm that has a good reputation.
 Looking for guarantees and warranties.
 Visiting service facilities or trying aspects of the service before purchasing, and
examining tangible cues or other physical evidence.
 Asking knowledgeable employees about competing services to learn about what to
look out for when making this decision.
2. Strategic Responses to Managing Customer Perceptions of Risks
 Encourage prospective customers to preview the service through their company

websites and videos.
 Encourage prospective customers to visit the service facilities before purchase.
 Offer free trials suitable for services with high experience attributes.
 For services with high credence qualities and high customer involvement,
advertising helps to communicate the benefits, usage and how consumers can
enjoy the best results.
11
2. Strategic Responses to Managing Customer Perceptions of Risks
 Display credentials
 Use evidence management, an organized approach where customers are
presented with coherent evidence of the company’s targeted image and its value
proposition
 Have visible safety procedures that build confidence and trust
 Give customers access to online information about the status of an order or
procedure.
 Offer service guarantees such as money-back guarantees and performance
warranties
12
3. CRM strategy defined
 CRM strategy is a high level plan of action that aligns people,

processes and technology to achieve customer-related goals.
 Depending on the scope of the business, there would be a

corresponding CRM system. Enterprises can apply the CRM system
that is available from suppliers or can using the customized CRM
system as their expectation.
3. CRM strategy defined
4. Key strategic goals in CRM-driven organizations
 Acquisition of carefully targeted customers or market segments

 The retention and development of strategically significant customers or
market segments
 The continuous development and delivery of competitively superior value
propositions to the selected customers
5. Key Stakeholders of Strategic CRM
Customers
Preferred Value
Propositions
Owners Partners
Practice of
Strategic
CRM
Employees Suppliers
Management
6. Customer Management strategy Orientation
 Defined as the set of organizational values, beliefs, and strategic actions that enable
the implementation of customer management principles
 Characterized by a top management belief and commitment that the customer is at

the center of activity
 Recognizes that customers are heterogeneous in needs and value to the firm and
reflects a readiness to treat different customers differently
 Considers the fact that a longer-term view of revenues from customers needs to be
taken into account
7. Customer interaction map
www.themegallery.com
8. CRM project design and planning process
5 Phases
Phase 1: Develop the CRM strategy
➢ Situation analysis
➢ Commence CRM education
➢ Develop the CRM vision
➢ Set priorities
➢ Establish goals and objectives
➢ Identify contingencies, resources and people changes
➢ Agree the business case with the Board
Phase 2: PhaseBuild the CRM project foundations
➢ Identify stakeholders
➢ Establish governance structures
➢ Identify change management needs
➢ Identify project or program management needs
➢ Identify critical success factors
➢ Develop risk management plan
Phase 3: Needs specification and partner selection
➢ Process engineering
➢ Data review and gap analysis
➢ Initial technology needs specification, and research alternative solutions
➢ Write request for proposals (RFP)
➢ Call for proposals
➢ Revised technology needs identification
➢ Assessment and partner selection
Phase 4: Project implementation
➢ Refine project plan

➢ Identify technology customisation needs
➢ Prototype design, test, modify and roll out
Phase 5: Performance evaluation
➢ Project outcomes
➢ Business outcomes
Gain enterprise-wide commitment
Build a CRM project team
Analysis of business requirements
Define the CRM strategy

10. Customer service experience strategy
01 + 02 + 03 = 04
Service Service Service Guest
Product Setting Delivery Experience
System
11. Flower of service product
The Flower of Service: Core

Product Surrounded by
Clusters of Supplementary
Services
30
a. Flower of service - Information
 To obtain full value from any good or service, customers need relevant information.
 Direction to service site
 Schedules/service hours
 Price information
 Terms and conditions of sale/service
 Advice on how to get the most value from a service
 Warnings and advice on how to avoid problems
 Confirmation of reservations
 Receipts and tickets
 Notification of changes
 Summaries of account activities
31
Giao diện
Grabfood
Giao diện
Shoppee
32
c. Flower of service – Billing
• Billing is common to almost all services (unless the service is provided free-of-
charge).
• Billing can be:
 Periodic statements of account activity.
 Invoices for individual transactions.
 Verbal statements of amount due.
 Online or machine display of amount due for self-payment transactions.
34
c. Flower of service – Billing
35
d. Flower of service – Payment
A variety of payment options exist A variety of payment options exist

Self-service Direct to payee or intermediary
 Inserting card, cash or token into • Cash handling or change giving
machine
• Check handling
 Electronic funds transfer
• Credit/charge/debit card handling
 Mailing a check
• Coupon redemption
 Entering credit card information
online • Automatic deduction from financial deposits
 Online payment systems such as • Automated systems
PayPal, Google Wallet or Bitcoins
• Pre-arranged automatic deduction for bill payment
through direct debit
36
d. Flower of service – Payment
e. Flower of service – Consultation
Consultation - involves a dialog to probe for customer requirements and

then develop a tailored solution
o Customized advice
o Personal counseling
o Tutoring/training in service use
o Management or technical consulting
38
f. Flower of service – Hospitality
Hospitality - reflect pleasure at meeting new customers and greeting old ones when
they return
 Greeting
 Food and beverages
 Toilets and washrooms
 Waiting facilities and amenities
o Lounges, waiting areas, seating
o Weather protection
o Magazines, entertainment, newspapers
 Transport
g. Flower of service – Safekeeping
Safekeeping - assistance with safekeeping customers’ personal possessions

 Child care, pet care
 Parking for vehicles, valet parking
 Coat rooms
 Baggage handling
 Storage space
 Safe deposit boxes
 Security personnel
40
h. Flower of service – Exceptions
Exceptions - supplementary services that fall outside the routine of normal

service delivery
 Special requests
 Problem-solving
 Handling of complaints/suggestions/compliments
 Restitution
41
12. Why is the Service Environment important?
The Russell Model

Of Affect
43
12. Why is the Service Environment important?
Signs, symbols
People
Music Color
Service
Setting
Artifacts Scent
Spatial layout & functionality

13. Service delivery system – HR/ Tech/Process
Service Delivery System Including human components (restaurant servers,

sound engineer,…) and the physical processes (kitchen facilities...) plus the
organizational and information systems and techniques that help deliver the
service to customer.
Ex: Example of guest’s check in to room => Check in procedure.
45
Attitude
Communication
Appearance skill
Smiling
Knowledge
face
 Receiving & giving by 2 hands  Do not say “bad words” in front

 Addressing the guest by name. of the guests
 Remember the guest’ name  Do not take guest’s money

except tips.
 Do not talk in private when
there are guests around  Do not squeeze acne in front of
guests.
 Do not laugh or joke loudly in
the presence of guests.  Others ….
 Do not show unpleasant face

when encounting the guest
Group work
According to your opinion, will machines replace

humans in the hospitality industry? Give out your
detail explanations and examples to support your
point of view.
“Sales go up and down

Service stays forever”
Moments of Truth - Definition
 A moment of truth in service is simply any interaction during

which a customer may form an impression of your brand or
product. This impression may be either positive or
negative.
24/7 service — 24/24 service

 24/7 service — 24 hours a day, 7 days a week, around the world.

 Factors determining the opening hours - customer needs and wants and the
economics of opening hours
 Extended Operating Hours - Pressure from consumers, Changes in legislation,
Economic incentives to improve asset utilization, Availability of employees to
work during "unsocial" hours, Automated self-service facilities
a. Process stages
Most service processes can be divided into 3 main steps
1. Pre-process stage - the preliminaries occur
• Appearance
E.g. making a reservation, parking the car, getting seated, and being –
presented with the menu Uniforms
2. In-process stage - main purpose of service encounter is accomplished
• E.g. enjoying the food and drinks in a restaurant
3. Post-process stage - activities necessary for closing of encounter happens
• E.g. getting the check and paying for dinner
55
13. Service delivery system25. Service
– HR/ Process Redesign - Improving
Tech/Process
Quality & Productivity
b. Process design
Design efforts focus on achieving the following four key objectives:

➢ Reduced number of service failures.
➢ Reduced cycle time from customer initiation of a service process to its
completion.
➢ Enhanced productivity.
➢ Increased customer satisfaction.
56
c. Key Components of Blueprint Example
1. Definition of standards for each 6. Line of visibility

front-stage activity 7. Back-stage processes by customer-
2. Principal customer actions contact personnel
3. Physical and other evidence for 8. Support processes involving other
front-stage activities service personnel
4. Line of interaction 9. Support processes involving IT
5. Front-stage actions by customer-
contact personnel
59
19. Customer Relationship Management
d. Customer self-service
 Web self-service
 Interactive voice response (IVR)
 Kiosks
 Self-checkout
 Apps
64
What are the advantages and disadvantages of Customer

self-service for organization?
What are the advantages and disadvantages of Customer

self-service for the guest?
For Organization
Advantage & disadvantage of Co-production
ADVANTAGES DISADVANTAGES
Reduce Labor Costs Increase Liability Risk
Improve Quality Guest Training Costs
Reduce Service Failures Increase Needs for Employee Training
New Market Niche Increase Design Costs
Enrich Employee Jobs May Interfere with Other Units
Variability in Guest
For Guest
Advantage & disadvantage of Co-production
ADVANTAGES DISADVANTAGES
Reduce Service Costs May Frustrate Guest
Increase Interest May Diminish Service Level

Save Service Time Requires a Learning Curve Period
Decrease The Opportunity for Service May Face An Embarrassed Moment If

Failure They Fail When Co-producing
Reduce The Risk of Unpleasant Surprises
Chance to Show Off

e. Waiting service
Virtual Waits Ecall wait list

e. Waiting service
Play a games at Charles de

Gaulle airport
26. Managing Capacity & Demand
14. Marketing automation definition (MA)
Marketing automation is the application of computerised technologies to

support marketers and marketing management in the achievement of
their work-related objectives.
Marketing automation là việc áp dụng các công nghệ máy tính để hỗ

trợ các nhà làm MKT và quản lý MKT trong việc đạt được các mục
tiêu liên quan đến công việc của họ.
15. Benefits from marketing automation
a. Enhanced marketing efficiency

 The replication of marketing processes delivers greater control over costs.
When marketers use manual systems and ad hoc processes, there can be
considerable inefficiencies. MA enables companies to develop more
streamlined, cost-efficient processes, that can be operated by any marketing
incumbent, whether experienced or new-to-role.
b. Greater marketing productivity
 MA enables companies to run dozens, even thousands of campaigns and
events through multiple channels simultaneously.
c. More effective marketing.
 MA allows marketers to employ what is known as closed-loop marketing

(CLM). CLM is based on a Plan-Do-Measure-Learn cycle.
d. Improved accountability
 MA provides better data and analysis on which to judge the commercial

return from marketing activities, improved transparency, and faster
(almost real time) information for management.
e. Enhanced responsiveness.
 Marketers have traditionally created and implemented annual marketing

plans with campaigns and promotions planned and scheduled many
months ahead. MA allows marketers to respond instantly to opportunities,
even if not part of a plan.
 MA functionality enables companies to engage in real-time marketing,

responding immediately to an identified opportunity.
f. Improved marketing intelligence.

 MA’s embedded reporting and analytics functionality provides valuable
management insights into markets, customers, campaigns, events etc.
g. Improved customer experience.
 Customers receive personalized, relevant communications and offers at
appropriate times.
h. Improved customer engagement.
 Customers develop a stronger sense of emotional and behavioural
identification with the firm.
Geography
Leads
Industry
Routed Sales Team
MKT Product Interest

Automation
Other business Rules
Interested
Ready to buy
Engaged
MKT Automation Platform
https://triggerm.digital/nen-tang-marketing-automation/
16. Email campaign management
 Email campaign management is a specific form of campaign management in

which the communication medium is direct mail.
 Direct mail has many applications including lead generation, lead conversion,
building awareness, up-selling and cross-selling, customer retention, database
building or image enhancement. Important contributors to direct mail success
are the list, the creative execution, the offer, and the timing.
 Email is cheap, easy to use and ubiquitous.
 Open and click-through rates, the most commonly used email marketing
metrics, provide marketers with some insight into how an email message has
performed.
16. Email campaign management – Basic steps
a. Email address planning - Xây dựng danh sách địa chỉ email
b. Email program flow planning - Xây dựng kịch bản
c. Email content planning - Sáng tạo nội dung
d. Email distribution - Phân phối email
e. Assessment & report - Đo lường, phân tích & tối ưu hóa

a. Email address planning - Xây dựng danh sách địa chỉ email
Thu thập địa chỉ Email cũ và mới
Xác nhận tình trạng địa chỉ Email
Bổ sung liên tục
Xác nhận OPT-IN khách hàng

b. Email program flow planning - Xây dựng kịch bản
 Email 1: Email chào mừng và làm quen, giới thiệu về chiến dịch
 Email 2: Giới thiệu những đề nghị hấp dẫn cho nhu cầu hiện tại & tương lai
 Email 3: Thông tin về các quy trình, cách thức để sử dụng được sản phẩm dịch
vụ hay nhận ưu đãi và hướng dẫn mẹo tăng doanh số
 Email 4: Giải đáp thắc mắc
 Email 5: Chào tạm biệt
 Email 6: Bảng tin mới …
KH không mở
KH xác nhận KH mới KH mở mail KH quan tâm KH mua hàng
mail
c. Email content
planning - Sáng
tạo nội dung +
Email 1.1 Email 2.1 Email 3.1 Email 4
distribution
Email 1.2 Email 2.2 Email 3.2

Email 1
Gửi lần Email 1.3 Email 2.3 Email 3.3

đầu
Email bảng tin
Loại bỏ
16. Email campaign management - Notes
 Email sending frequency - Tần số gửi email
 Email sending timeline - Thời điểm gửi email
 Number and grouping of Email- receivers - Số lượng và phân

nhóm đối tượng
 Tools - Công cụ hỗ trợ
e. Assessment & report - Đo lường, phân tích & tối ưu hóa
Metrics reviews: Next steps

- Number of mails sent - Cleaning up the Mail list
- Number of email openings - Rating the level of
- Number of clicks interests
- Number of Mail Errors - Change the appropriate

tools
- Number of Rejections
17. Tele-marketing
 Tele-marketing is the use of the telephone to identify and qualify

prospects, and to sell and service the needs of customers.
 Tele-marketing takes two forms: inbound (calls from customers) and

outbound (calls to customers). Some call centres perform a blended
function with agents both making and receiving calls.
 Tele-marketing is widely employed in both B2C and B2B environments,

but is subject to legislative control due to its intrusive nature.
18. Tele-marketing functionality
❖ Auto-dialling: Quay số tự động

❖ Predictive dialling: Quay số dự đoán
❖ Automated voice-messaging: Nhắn tin thoại tự động
❖ Contact list management: Quản lý danh sách khách hang để liên hệ
❖ Agent management: Quản lý đại lý
❖ Do Not Call compliance: Tuân thủ luật không được gọi
❖ Screen pop with caller ID: Màn hình hiển thị ID người gọi
❖ Scripting, including objection response: Lên kịch bản, bao gồm mục tiêu phản hồi
❖ Computer Aided Telephone Interviewing (CATI): Phỏng vấn qua điện thoại có máy tính hỗ trợ
❖ Interactive Voice Response (IVR): Phản hồi giọng nói tương tác
Online marketing is the process of creating value

by building and maintaining online customer
relationships.
 Develop and manage online content

 Create a social media presence
 Establish a blog
 Create an engaging online customer experience
 Develop and promote apps
 Search engine optimization
 Keyword marketing
 Online advertising campaigns
 Perform web analytics.
 Social media marketing is the practice of using social media for

customer management purposes.
 Social media platforms include Facebook, YouTube, Flickr, Tumblr,
Twitter, Pinterest, Wikipedia and LinkedIn.
 Social media have disrupted communication between organizations,
communities, and individuals.
 Marketers no longer control brand-related communication.
Communication is now multi-lateral, not unilateral.
22. Five stages of social media customer management
a. Track consumer sentiment in social media.
b. Use social media to communicate with customers.
c. Integrate social media into customer service.
d. Create a social media team across all customer touch points.
e. Develop an integrated company-wide social media strategy.

Google analytics audience report
23. Sales force automation definition
Sales Force Automation(SFA) is the application of

computerised technologies to support sales people and
sales management in the achievement of their work-
related objectives.
a. SFA hardware includes desktop, laptop and handheld devices, and

contact/call centre technology.
b. SFA software comprises both ‘point’ solutions that are designed to

assist in a single area of selling or sales management, and
integrated solutions that offer a range of functionality.
Tools for salespeople Tools for sales managers
Account management Document management
Activity management Incentive management
Collaboration Product encyclopaedia
Contact management Sales analytics
Contract management Sales forecasting
CPQ - Configure-Price-Quote Territory management
Event management Workflow development 25. SFA
Lead management functionality
Opportunity management
Order management
Pipeline management
Product configuration
Product visualization
Proposal generation
Quotation management
 Account management offers sales reps and managers a complete view of the
customer relationship including contacts, contact history, completed
transactions, current orders, shipments, enquiries, service history,
opportunities, and quotations.
 This allows sales reps and account managers to keep track of all their
obligations in respect of every account for which they are responsible,
whether this is an opportunity to be closed, an order or a service enquiry.
27. Key Account Management (KAM) basics
 There is a major trend towards key account management, national account

management, regional account management and global account management
 KAM is a structure that facilitates the implementation of CRM at the level of the
business unit
 Are two ways to implement KAM.
➢ A single dedicated person is responsible for managing the relationship, or
➢ A key account team is assigned” - The team membership might be fully dedicated to
a single key account, or may work on several accounts
1. Doing large amounts of business with a few customers offers

considerable opportunities to improve efficiency and effectiveness
2. Selling at a relationship level produces disproportionately high volume,
turnover and profit.
3. Repeat business can be considerably cheaper to win than new business
4. Long-term relationships enable the use of facilitating technologies such
as extranet-enabled portals, EDI and shared databases
5. Familiarity and trust reduce the need for checking and make it easier to
do business
Sales management report
1. Sales people find that the SFA application is easy to use

2. Sales people find the technology useful because it fits their
roles well.
3. Availability of appropriate-to-task SFA training
4. Users have accurate expectations about what SFA will deliver
5. Users have a positive attitude towards innovation
6. Users have a positive attitude towards technology

7. Availability of user support after roll out, for example, a help desk.
8. Involvement of user groups including sales reps and managers
during SFA project planning and technology selection.
9. Deployment of a multi-disciplinary team in the SFA project
planning phases
10. Senior management support SFA.
30. Service automation definition (SA)
Service automation is the application of computerised

technologies to support service staff and management
in the achievement of their work-related objectives.
31. Benefits from service automation
a. Enhanced service effectiveness

b. Enhanced service efficiency
c. Greater service agent productivity
d. Better agent work experience
e. Improved customer experience
f. Improved customer engagement
g. Improved customer retention
32. Where is service automation deployed?
a. Contact centres
➢ are configured to communicate with customers across multiple
channels including voice telephony, web, mail, email, SMS, multimedia
messaging, instant messaging, web chat, social media and fax. call-
centres
➢ As contact centres spend more time interacting with customers in social
media, some firms re-imagine their contact centres as customer
engagement centres.
• Website (Tab CSKH, Thông tin liên hệ)

• Website (Google docx form)
• Web chat
• Facebook, Zalo, Viber, Email.
• Fchat, manychat Best CRM
• Forum Contact centers
• Zalo
• Apps
• Viber
• Email
• AI (trí tuệ nhân tạo)
• Social listening Tool
32. Where is
service
automation
deployed?
32. Where is
service
automation
deployed?
32. Where is
service
automation
deployed?
b. Call centres
➢ are generally dedicated to voice telephony communications, whether through
a public switched telephone network, cell-phone network, or VoIP.
c. Help-desks
➢ are usually associated with IT environments where assistance is offered to IT
users. SA applications such as case management, job management and
service level management are used in this setting.
d. Field service
➢ iswidespread in both B2C and B2B environments. Service automation applied
to field service operations involves technologies such as job management,
scheduling, mapping and spare parts management.
a. Infrastructure
 When service is delivered through a central call-centre or contact-
centre, in a multi-channel environment, there needs to be tight
integration between various communication systems, including
telephony, email, and web.
b. Data
 Access to the right customer-related data, to enable the service
agent to identify and fix the issue promptly is critical to the delivery
of responsive customer service.
c. Devices
 Where service is delivered by a distributed work-force, smaller,
lighter, devices such as laptops, Windows-enabled hand-held
devices, and smart phones or cell phones such as Blackberries,
tend to be employed; these are typically not found in call- and
contact-centres. Synchronisation is also an issue for a distributed
service team. Periodic synchronisation with the central CRM
database enables service engineers and others to ensure that they
are fully apprised of their daily scheduled appointments.
d. Software.
 Volumes received
 Average queuing time
 Average handle time (AHT)
 Abandon rate
 Average speed of answer
 Response time
 First call (or contact) resolution (FCR)
 Self-service issue resolution
Hỏi gì khum?
Review - Part 2 - Contents
1. How Might Consumers Handle Perceived Risk? 10. Customer service experience strategy
2. Strategic Responses to Managing Customer 11. Flower of service product
Perceptions of Risks
12. Why is the Service Environment
3. CRM strategy defined important?
4. Key strategic goals in CRM-driven 13. Service delivery system –
organizations HR/Technology/Process
5. Key Stakeholders of Strategic CRM 14. Marketing automation definition
6. Customer Management strategy Orientation 15. Benefits from marketing automation
7. Customer interaction map 16. Email campaign management
8. CRM project design and planning process 17. Tele-marketing
Review - Part 2 - Contents
18. Tele-marketing functionality 27. Key Account Management (KAM)

basics
30. Service automation definition
22. Five stages of social media customer
management 31. Benefits from service automation
23. Sales force automation definition 32. Where is service automation
deployed?
25. SFA functionality
Part 3 - Contents
1. Options for Implementing 7. Data mining outputs

CRM 8. Data review and gap analysis
2. In-house Development 9. Understanding CRM project
3. Buy Licensed CRM Software costs
4. Outsource A Managed 10. Budgeting with Key Performance
Service Indicators
5. Marketing analytics 11. Project implementation
6. Three types of analytics 12. Performance evaluation
See you!

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Winning Customers – Winning Sales

ThS. Nguyễn Thị Trung Trinh – 090.88.736.88

1. Điểm quá trình (30%):

- Part 2: Strategic to CRM

1-9 - Part 3: Implemeting the CRM strategy

- Part 4: Developing and managing Customer-related databases

- Part 5: Future of CRM

18. Tele-marketing functionality 27. Key Account Management (KAM)

 Encourage prospective customers to preview the service through their company

 CRM strategy is a high level plan of action that aligns people,

 Depending on the scope of the business, there would be a

 Acquisition of carefully targeted customers or market segments

 Characterized by a top management belief and commitment that the customer is at

Phase 1: Develop the CRM strategy

Phase 2: PhaseBuild the CRM project foundations

Phase 3: Needs specification and partner selection

Phase 4: Project implementation

➢ Refine project plan

Phase 5: Performance evaluation

Gain enterprise-wide commitment

Build a CRM project team

Analysis of business requirements

Define the CRM strategy

The Flower of Service: Core

 Invoices for individual transactions.

 Verbal statements of amount due.

 Online or machine display of amount due for self-payment transactions.

A variety of payment options exist A variety of payment options exist

Consultation - involves a dialog to probe for customer requirements and

o Tutoring/training in service use

o Management or technical consulting

 Food and beverages

 Toilets and washrooms

 Waiting facilities and amenities

o Lounges, waiting areas, seating

o Magazines, entertainment, newspapers

Safekeeping - assistance with safekeeping customers’ personal possessions

 Parking for vehicles, valet parking

 Safe deposit boxes

Exceptions - supplementary services that fall outside the routine of normal

The Russell Model

Spatial layout & functionality

Service Delivery System Including human components (restaurant servers,

 Receiving & giving by 2 hands  Do not say “bad words” in front

 Remember the guest’ name  Do not take guest’s money

 Do not show unpleasant face

According to your opinion, will machines replace

“Sales go up and down

Moments of Truth - Definition

 A moment of truth in service is simply any interaction during

24/7 service — 24/24 service

 24/7 service — 24 hours a day, 7 days a week, around the world.

Design efforts focus on achieving the following four key objectives:

c. Key Components of Blueprint Example

1. Definition of standards for each 6. Line of visibility

 Interactive voice response (IVR)

What are the advantages and disadvantages of Customer

What are the advantages and disadvantages of Customer

Improve Quality Guest Training Costs

Reduce Service Failures Increase Needs for Employee Training

New Market Niche Increase Design Costs

Enrich Employee Jobs May Interfere with Other Units

Increase Interest May Diminish Service Level