MINI PROJECT

Advance Customer Relationship Management Software

LEAD MANAGER

UNITED INSTITUTE OF MANAGEMENT, PRAYAGRAJ

AFFILIATED TO DR. A.P.J. ABDUL KALAM TECHNICAL
UNIVERSITY, LUCKNOW

MASTER OF BUSSINESS ADMINISTRATION [MBA]

Academic Year
(2022-24)
Under the Supervision of
MS AKSHITA PANDEY

Submitted by
Satyam Tiwari
ID: 13220267
MBA 1st Semester.

1
Table of Contents
Mini Project-2022-2024.......................................................................................................................3
ACKNOWLEDGEMENT..................................................................................................................4
DECLARATION.................................................................................................................................6
CHAPTER - 1......................................................................................................................................7
INTRODUCTION...............................................................................................................................7
CHAPTER- 2.....................................................................................................................................10
OBJECTIVE......................................................................................................................................10
CHAPTER-3......................................................................................................................................11
Literature Review..............................................................................................................................11
The impact of loyalty with e‐CRM software and e‐services.......................................................12
CRM software success: a proposed performance measurement scale.......................................13
An operations management perspective on adopting customer-relations management (CRM)
software..........................................................................................................................................14
Software as a service based CRM providers in the cloud computing: Challenges and technical
issues...............................................................................................................................................14
RESULTS.......................................................................................................................................18
CHAPTER-4......................................................................................................................................20
Idea Creation.....................................................................................................................................20
CHAPTER-5 IDEA SCREENING...................................................................................................26
STRENGTH...................................................................................................................................28
WEAKNESS..................................................................................................................................29
OPPORTUNITY............................................................................................................................29
THREATS......................................................................................................................................30
Feasibility Analysis............................................................................................................................32
CRM Upd+.......................................................................................................................................32
ates Solutions..................................................................................................................................32
Feasibility Analysis........................................................................................................................33
 Artificial Intelligence and AI powered customer support......................................................33
 Process automation advances................................................................................................34
 Data Integration.....................................................................................................................34
 Blockchain..............................................................................................................................35
Chapter 7............................................................................................................................................36
Concept Development........................................................................................................................36
CHAPTER- 8.....................................................................................................................................40
MARKETING STRATEGY DESIGN.............................................................................................40

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  Segmentation..........................................................................................................................41
 Target Market........................................................................................................................42
 PRICING STRATEGY.........................................................................................................43
Chapter-9...........................................................................................................................................44
COMMERCIALIZATION...............................................................................................................44
CHANNELS...................................................................................................................................45
CHAPTER-10................................................................................................................................46
LEARNING OUTCOME..............................................................................................................46
REFERENCES..................................................................................................................................48

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 Mini Project-2022-2024

This is to certify that Mr/Ms…………………………………Roll No

……………….Student of MBA 1st semester of our Institute has prepared
Report on

Concept/title……………….……………………..

He/she has developed the concept of developing new product/ service under my
supervision and has completed with/ partial fulfilment of the provisions of
AKTU, Lucknow.
The work is original and has not been submitted anywhere else in any manner.

Signature: ………………………
Name/Mr/MS./Dr…………………

4
 ACKNOWLEDGEMENT

It is a matter of great pleasure to thanks all esteemed who helped me to

complete my final research project successfully otherwise it would not been
possible.
Acknowledgment is not only a ritual but also an expression of indebtedness to
all those who have helped in the completion process of the project. One of the
most pleasant aspects of collecting the necessary and vital information and
compiling it is the opportunity to thank all those whose activity contributed to it.

I would like to express my deepest gratitude and thanks To PROF. KK.

MALVIYA (PRINCIPAL UIM), DR. ROHIT KUMAR VISHWAKARMA
(HEAD OF DEPARTMENT UIM), MR. PRIYATOSH MISHRA (CLASS
COORDINATOR) and project guide MS. AKSHITA PANDEY (ASST.
PROFESSOR) for the valuable guidance and constant encouragement which
extend to me through my research project.

Date:
Place: Prayagraj
Satyam Tiwari
MBA 1st Sec - D
Roll No. 40
ID: 13220267

DECLARATION

5
This is to certify that I have completed the Mini Project entitled Advance CRM
Software Lead Manager as an outcome of my own effort under the guidance
of Ms. Akshita Pandey.
The requirement for the award of the degree of Masters of Business
Administration at United Institute of Management, Naini Prayagraj.
This is an original piece of work and I have not submitted it earlier elsewhere.

Place: Prayagraj Name: Satyam Tiwari

Date: Roll No: 40
Student ID: 13220267

6
 CHAPTER - 1
INTRODUCTION

7
SOFTWARE NAME: LEAD MANAGER
OUR VISION-: Provide the best feature which will provide a dynamic
structure to the company which will help in marketing and understanding
the needs of customers.
Customer relationship management (CRM) is an approach to managing a
company's interaction with current and potential customers. It uses customer
history data analysis with companies to improve business relations with
customers, specifically with a focus on customer maintenance and ultimately
increasing sales. One important aspect of the CRM approach is CRM systems
that compile data from a number of different communication channels,
including the company website, telephone, email, live chat, marketing materials,
and more recently social media. Through a CRM approach and systems used to
facilitate it, businesses learn more about their target groups and how best to
meet their needs.
The concept of new CRM software is to provide artificial intelligence, data
integration, and process automation which will give proper efficiency to the
business and increase the growth of the industry.

The economic marketing environment of B2B has shifted from a product-

centric view to a customer-centric view. Companies have realized that their
customers have become the first priority for doing business. To establish and
maintain a long-term buyer-seller relationship, companies are required to have a
well-implemented CRM. CRM, being “one of the basic and most crucial
elements of the marketing philosophy” (Mandic, 2011, p.347) will help
companies deliver better performance and higher value to their customers. In
other words, CRM is all about collaborating with each customer (Mandic,
2011), which is also reflected in a definition by Parvatiyar and Sheth (2001) that
“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. It involves the integration of
marketing, sales, customer service, and the supply-chain functions of the
organization to achieve greater efficiencies and effectiveness in delivering
customer value” (p. 5). Therefore, CRM can be used as a business strategy in
order to manage relationship marketing, and create a win-win situation
(Krasnikov et al., 2009 and Kumar et al., 2011), between companies, who
add value to each customer and customers being loyal in return (Mandic, 2011).

8
Companies have access to a wealth of customer-related information in ways that
were unimaginable just a few decades ago. The ability to obtain high-quality,
actionable information in a timely manner is increasingly important, especially
given the marketing landscape of fragmented communication media and
sophisticated technologies such as mobile messaging, web-based supply chains,
and e-commerce. As a result, companies are becoming more dependent on
software to convert information into actionable intelligence and to communicate
that intelligence to customer touch points in a timely manner. Customer
management software is an important component of both analytical and
operational customer relationship management (CRM) implementations.
Nowadays every company wants to make a connection with the customer so
that the company knows about the customer’s need and want with the help of
CRM software companies not only connect with customers but also they made
advertisements for products and services. Every company is using CRM
software but still, the software needs some updates and improvements, in CRM
software we can make possible improvements so that it will work more
efficiently and provide better results.

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 CHAPTER- 2
OBJECTIVE
 To develop an innovative idea for marketing and need generation form of
a project report of Advance CRM Lead Manager.
 To understand the importance and relevance of the innovation idea, its
feasibilities, and detail descriptions.

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 CHAPTER-3
Literature Review

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The impact of loyalty with e‐CRM software and e‐services
Steven A. Taylor (Illinois State University, Normal, Illinois, USA)
Gary L. Hunter (Illinois State University, Normal, Illinois, USA)
E‐service is a critical strategic marketing consideration today for many firms,
based largely on the promise of more cost‐effective models of self‐service
relative to large (and expensive) call centers for technical support and customer
service. The rapidly emerging electronic customer relationship management (e‐
CRM) industry provides the primary tools for implementing e‐service.
Interestingly, the e‐CRM industry faces the same challenges and strategic
marketing considerations as their organizational customers, in that they must
deliver exceptional service and support to the companies purchasing/using e‐
CRM software. A review of organizational mission/vision statements suggests
that e‐CRM companies are generally positioning themselves as exemplars of
customer satisfaction provision and relationship management. However, recent
industry analysis suggests that their organizational customers generally report
low to ambivalent ratings on customer satisfaction measures (our study also
supports these findings). This discrepancy could be partly attributed to very
little empirical inquiry having appeared to date to assess the efficacy of existing
relationship marketing theories within this fast‐moving industry. The current
study provides an exploratory investigation that looks at the well‐established (in
other marketing settings) relative influences of quality, customer satisfaction,
and loyalty in the formation of future purchase intentions and word‐of‐mouth
behaviors within the e‐CRM industry. Concludes that e‐CRM marketers must
first identify means of increasing the overall level of customer satisfaction
within their industry, and then begin to consider moving beyond customer
satisfaction toward broader loyalty‐based strategic marketing objectives to
support their relationship marketing practices. Practitioner and research
implications of the reported study are discussed.

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CRM software success: a proposed performance
measurement scale
Wander Trindade Venturini and Óscar González Benito Journal of
Knowledge Management Article publication date: 13 July 2015
 Purpose: This article aims to seek to provide a performance
measurement scale for customer relationship management (CRM)
software. The CRM concept is wide, yet prior literature offers only
specific approaches. This scale goes beyond specific scenarios, to cover
the various perspectives on CRM and provide quantitative validation of
the measures.
 Design/methodology/approach: This paper describes the complete
process for conceptualizing and operationalizing this reflective second-
order construct, including a thorough literature review, qualitative
research, and a quantitative study with 208 companies that have
implemented CRM software.
 Findings: Three main, interconnected constructs emerge to measure
CRM software performance: customer life cycle, firm performance and ,
operational performance. Retention, loyalty and, satisfaction indicators
form the customer life-cycle dimension. Firm performance refers to
market share, efficiency, product adaptation, and new product launch
indicators. The operational dimension includes improvement in sales
performance, marketing campaigns, customer service an,d analysis of
customer information.
 Research limitations/implications: This scale guides every element
involved in CRM software implementation, toward a common objective.
 Practical implications: The CRM scale supports CRM software industry
players and firms that intend to implement CRM software. The three
model constructs provide guidelines about which improvements should
be noted with a CRM implementation.
 Social implications: This scale helps the companies who intend to
implement CRM software conduct their agreement with the other parts
involved (consultants, software developers and the firm).
 Originality/value: This paper meets an identified need, namely, to
provide a CRM software performance measurement scale. The huge,
unique sample is exclusive and obtained from a dedicated CRM software
developer.

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An operations management perspective on adopting
customer-relations management (CRM) software
Marc J. Schniederjans, Qing Cao &Vicky Ching GU Pages 3974-3987 |
received 14 Feb 2011, Accepted 08 Aug 2011, Published online: 26 Sep 2011
Enterprise resource planning (ERP) systems are made up of software that
chiefly support individual functional areas (e.g., operations management
practices and policies), but seeks to share information to support organization-
wide integration goals. In this paper we examine the influences of operations
management (OM) customer focus policies and practices, as well as software
vendor capabilities in supporting OM, on ERP reasons for adoption of software
and vendor selection of customer relations management (CRM) systems. An
empirical study utilizing structural equation modeling (SEM) is used to
determine if an OM customer focus affects the adoption of CRM. The results
show that collaboration between OM and marketing managers in the acquisition
of CRM software improves business performance and supports the prior
research that advocates the need for closer integration of these two functional
areas. The results also show that OM reasons for adoption of CRM can have a
moderating effect on business performance as well.

Software as a service based CRM providers in the cloud

computing: Challenges and technical issues
Alireza Souri, Parvaneh Asghari & Reza Rezaei , Journal of Service Science
Research volume 9, pages219–237 (2017)
n recent year, cloud computing as a new internet-based computing model
provides different service providers dynamically. Today, Software-as-a-service
(SaaS) is one of main key points of the computing procedure. However, by
raising user interactions, the complexity of the cloud processes is increasing
with the advancement of technology. Therefore, providing appropriate services
to response the Customer Relationship Management (CRM) applications are
challengeable in cloud environments. To the best of our knowledge, there is no
any systematic and detailed review in the field of the SaaS based CRM
providers in cloud computing. Therefore, this paper categorizes the SaaS
features based on key points of the CRM providers. The SaaS features
compared with each other according to important factors of the CRM providers
such as business size, service deployment, ease of use, availability and
efficiency. The advantages and disadvantages of each provider discussed as
well as providing some hints for solving their problems.

14
It is not possible for a business to survive in the current economic environment
without understanding its customers and having a positive relationship with
them. CRM as a concept is as old as the business itself (Motiwalla and
Tompson, 2009) Along with economic growth, the need for CRM is also
growing rapidly. Companies need CRM because they have to improve their
performance. The performance delivered to their customers will help them to
meet customers’ needs and expectations.
Looking back at the history of CRM, CRM initially focused on responding to a
market, at first it was mass marketing that gave way to targeted segment
marketing and target marketing, and finally individual (Motiwalla and
Tompson, 2009).
Later, companies realized that maintaining customer loyalty and retention
customers/existing customers were more profitable than acquiring new
customers, which is shown in the research done by Battor and Battor (2010),
attracting new customers costs five times as much as keeping or managing
existing customers (Battor and Battor, 2010 and David and Aaker, 2011).
The importance of retaining current customers and building long-term customer
relationships has become a higher priority.
Later, companies realized that maintaining customers loyalty and retaining
customers/existing customers were more profitable than acquiring new
customers, which is shown in the research done by Battor and Battor (2010),
attracting new customers costs five times as much as keeping or managing
existing customers (Battor and Battor, 2010 and David and Aaker, 2011).
The importance of retaining current customers and building long-term customer
relationships has become a higher priority.
Other researchers point out that one of the most critical factors of superior
performance that fits into today’s competitive business environment is to create
and manage close customer relationships (Battor and Battor, 2010 Mandic,
2011). Nowadays, globalization creates more opportunities for large and small
companies to deliver similar products with a low cost for customers (Motiwalla
and Tompson, 2009), which means that customers have more alternative
choices for their suppliers. It is not enough for companies to only deliver quality
products, additionally unique and dynamic services can attract customers
because the customer’s special needs are met (Motiwalla and Tompson, 2009
and Krasnikov et al., 2009). Therefore, companies need to identify a proper
way of CRM implementation in relation to different levels, such as localized,

15
globalized or socialized. Furthermore, companies need to focus on creating all
activities directed toward customers in order to achieve customer satisfaction,
and gain retention and loyalty.
The reasons for implementing CRM are to identify potential customers, to get to
know customers, keep information concerning customers, improve
communication with customers, offer a diverse level of support and customized
solutions, and deliver higher added value (Mandic, 2011 Valentim et al.,
2011). In other words, CRM is a process to select profitable customers, which
requires a proper mix of the skilled sales force, business strategies, and
information technology.
The research on CRM implementation tends to focus on either the alleged
failure to deliver business benefits or the activation and deactivation conditions
that affect CRM performance.
For example, Sweat reported failure rates between 25 and 80 percent. Too
expensive investments in technology – both software and hardware – are cited
as a significant cause of CRM's failure to deliver value. People issues are also
implicated in the failure of CRM implementations. McKinsey reported that 59
percent of companies that were successful in their CRM implementations
addressed cultural change issues, compared to 33 percent of companies that did
not.
More recently, Iriana and Buttle found that companies that foster an atmosphere
of innovation or risk-taking, thereby creating an environment for employees to
act in the best interest of customers, tend to perform better in CRM. However,
very little has been published on CRM software deployment and its impact on
company performance. In fact, the whole area is so under-researched that the
Marketing Science Institute has singled it out as a research priority area.
However, CRM is not only a simple tool or a product, it is “a strategic approach
designed to improve shareholder value through developing appropriate with key
customers and customers segments. CRM unites the potential of IT and
relationship marketing strategies to deliver profitable, long-term relationships,”
(Knox et al., 2003, p. 19). Therefore, to get an expected and positive outcome
by implementing CRM approach, there are many challenges and difficulties that
companies need to face and overcome, which are discussed in the following
chapter.

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 In the early 1990s, SFA applications dominated the CRM software
market. This remains a core component of CRM software suites.
Rackman argued that we should review what we've learned about SFA
adoption so we don't make the same mistake with CRM software more
broadly.
 History shows that the success rate of SFA implementations may not be
as high as suppliers would like. One study estimates it to be around 50
percent. Others are even more pessimistic, reporting a failure rate of
between 60 and 75 percent.
 Two recent academic studies have begun to shed light on the impact of
CRM-related technologies on company performance. Based on a sample
of 172 US companies, split 50:50 between goods manufacturers and
service organizations, Jayachandran et al. found that companies with
relational information management processes (i.e., they have interactive
customer contact, from which customer information is captured,
integrated and widely deployed and used across the business) tend to
experience better customer satisfaction and customer retention outcomes.
Furthermore, this association is even stronger when the company's CRM
system is capable of front-office activities across the sales, marketing and
service functions.
 In one survey of senior executives across five continents (North and
South America, Europe, Asia and Africa), Bain and Co. found that the
use of CRM tools had increased from 35 to 78 per cent between 2000 and
2002. But satisfaction with the performance of these tools was below 50
per cent.
 But a more recent survey of 328 US IT executives by CIO Insight
magazine found that satisfaction may be increasing — 20 per cent said
that their CRM deployment exceeded their expectations, 50 per cent said
they met their expectations, while only 20 per cent said they were below
expectations.
 Different authors provide conflicting views on the impact of CRM
software on business performance. Thirty-one per cent of a sample of 202
projects reports that CRM software had improved their ability to sell and
service their customers.
 Starkey and Woodcock34 claim that returns on CRM investments can be
as high as 400 per cent over the full life of a CRM project. Woodcock's
benchmarking study suggests a strong positive association (r=0.80)
between customer management expertise and business performance.
Success is not guaranteed by simply adopting new software. Rather it

17
 depends on overcoming a host of barriers such as a lack of ownership
among senior executives, lack of education, resistance from functional
and departmental silos, and so on.
 Similarly, we propose to evaluate the effectiveness of the software by
assessing how well it is deployed across the three lifecycle stages. It
follows that if the performance of the software exceeds the company's
expectations in each of these three customer management activities, then
logically, it should be reflected in higher satisfaction with the software's
ROI performance.
 This should in turn impact positively on business outcomes, significant
among which is enhanced company profitability (Figure). Thus, we
hypothesize

CRM software performance model

Manufacturing and service companies
The nature of a company's goods and services can also affect its use and
satisfaction with CRM software. It can be argued that service companies have a
higher propensity to build relationships than service companies. Because of
their intangibility and variability, services are said to have a higher perceived
risk than similarly priced goods. Risk to customers is reduced if they develop a
closer relationship with a trusted supplier. Service companies are therefore
motivated to invest in relationship building. Due to the higher level of
intangibility, services are also easier to adapt. Customization depends on the
service provider's ability to perceive and respond to different customer
requirements. This creates a significant role for customer-specific insights that
can be gained through customer interaction. We, therefore, expect service
companies to be more active in using CRM software for customer acquisition,
retention, and development activities.

RESULTS
The deployment of CRM software in the industry is far from mature, whether it
is used for customer acquisition, retention, or development purposes. A number
of managerial implications flow from this research. First, companies must
ensure that their CRM software investment achieves the desired goals
throughout the three-phase customer lifecycle: customer acquisition, retention,

18
and customer development. The more each of these goals is enhanced by the
deployment of CRM software, the more satisfied companies will be with their
investment. Second, of the three life cycle stages, customer retention appears to
be most strongly associated with managers' reporting of improved company
profitability. To gain credibility, CRM software vendors must demonstrate
convincingly that the software will help in customer acquisition, retention, and
development, with a greater emphasis on customer retention. Finally, vendors
should be aware that larger companies may find it more difficult to satisfy CRM
deployments than smaller companies.

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CHAPTER-4
Idea Creation

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The idea of Advance CRM is created in my mind when I was working in Byjus,
where I was working on CRM software, the overall performance was
satisfactory but not excellent some features are available in the software so the
sales team was unable to perform, and facing lots of problem on creating sales
and handling the customers.
I want some new features in that software so that the whole sales team get
benefited from that idea. I also searched on lots of sites and want to develop
some new ideas.
Today’s generation is very advance and technology oriented and everyone want
that the work should be done in a very simple and fast, I use only advanced
technology and build a software which will be more advanced as compare with
current working CRM software.
Following features of advance CRM are as follows:
 We provide CRM leads management with the help of an AI system.
 A sales team can use AI to score a lead, increasing the likelihood of
winning a closed sale.
 First, AI analyzes the lead, and based on interest or buying history, it can
provide a score and recommend what steps are needed to increase
success.
 Using business rules and predictive models, AI embedded in CRM
software can recommend steps to sales or service associates to assist with
service requests or upsell opportunities.
 Defining work tasks and if they should be performed either by a machine
or human helps organizations enable their resources to better serve
customers.
 Task automation specifies process flow and tasks to perform and
may identify that certain tasks need to be performed by other
resources based on the skilled employee’s availability.
 The ability to plug in data from systems such as Google Maps,
government subscription services, mobile cellular services, SMS text
messages, and so forth are based on the internet and delivered through
web services. The use of web services assumes that everything is a
resource.
There are lots of CRM software available in the industry and many are very
popular like:
 Zoho CRM for scaling a business

21
  Salesforce Sales Cloud for customizability
 Bitrix24 for multi-channel communication
 Pipedrive for being easy-to-use
 Ontraport for automating online transactions
 Nimble for customer prospecting
 Nutshell for managing a sales team
 Apptivo for business management
 Close for inside sales teams
 NetHunt CRM for Gmail power users

Above mentioned CRM is very popular and provides excellent service in the
industry but everything is required to change with the change in time and trends.
CRM software is also required to update and add some innovation in the
working style of CRM management.

With the help of the following points we understand why CRM is important for
industries with some updates and innovations:

 Stagnant customer experience:

22
 Using a CRM helps you learn more about your prospects, so you can
personalize your messaging and deliver more value right from the start.
So basically, if you're not using a CRM, it's going to be much harder for
you to do all of this, and the customer experiences your business offers
will stagnate and underwhelm.
 Inefficiency:
Without a CRM, you probably don't realize how much time your team
spends on repetitive, tedious tasks like manually searching for customer
information. Fortunately, CRM is process-based, so it eliminates much
of the inefficiency that affects your company and hurts its profitability.
 Poor team collaboration:
If you don't use CRM, it will be pretty difficult for members of the same
and especially different teams to learn more about each other's best
practices and pinch-hit for each other whenever someone goes on
vacation or gets sick.
 Lack of follow-up:
When sales leads aren't followed up systematically, you can end up
missing out on a lot of money-making opportunities. CRM provides
templates, workflows, processes, and reminders that increase follow-ups,
which leads to more closed sales.
 Fewer insights:
Without a CRM, it's not as easy to see how good your business is doing
and how productive your teams are. A CRM system will give you both a
high-level and on-the-ground picture of staff performance; this includes

team-wide and individual conversion rates by deal stage, deal velocity,

23
 The idea of advanced CRM is generated when I was working on CRM
Software Leadsquared, this CRM software required lots of updates.
Leadquared only provides a few features:
 Calling feature
 Customers location
 Insight details
 Sales records
 Day-to-day records
 Price pitching
 Payments

Some features are very old and not working efficiently which breaks the
productivity of industries, to solve the problem of industries we have to add
some innovative ideas into CRM software which requires some updates.
CRM innovation trend
1: Artificial Intelligence and AI-powered customer support
 Customer service
 Lead management
 Next best action
2: Process automation advances
 Task automation
 Work distribution
3: Data integration
 Third-party systems
4: Blockchain

24
 Security
 Transparency
 User control
 Clean data

25
 CHAPTER-5
IDEA SCREENING

26
Innovation in CRM software is required because it increases the work efficiency
and productivity. The most reliable customer relationship management (CRM)
system can promote your small business by effectively saving and managing
consumer and prospect data, it can support your marketing team to get new
consumers faster by increasing your lead volume. A comprehensive business-
oriented CRM solution performs all this on one platform, holding your business
connected with minimum IT involvement and putting you on the track to better
growth. It can get you more consumers by expanding your sales team’s strength
to close deals. It can support your service team to make more clients happy with
smart and creative help desk solutions.
With the help of SWOT analysis, we understand the work process and
innovative techniques of CRM software.

27
STRENGTH
 Better Knowledge of Customers:
Customer Relationship Management is a customer-centric technique. The
main focus of the CRM technique is on the customers of the Business. It
helps businesses to acquire the all required information for customers.
This information is then stored and used for understanding customer
behavior.

 Retain More Customers:

It not only focuses on understanding and serving the existing customers
of businesses. CRM aims at acquiring more and more customers for
businesses. It targets to increase the customer base & retain them for the
long term. Through CRM, a communication channel is developed
between customers and businesses which acquires all information
regarding customers.
 Better Segmentation:
CRM enables businesses in the proper segmentation of market audiences
in a systematic way. It collects and supplies all required information
regarding potential customers which helps in classifying them according
to their interests and criteria.
 Minimizes Cost:
Cost-effective is one of the major advantages of CRM to business. It
helps in reducing costs associated with several processes in many ways.
Firstly it reduces all the paperwork involved in different processes.
 Enhance Corporate Image:
A good image in the market is a dream for every business. Business
having a good reputation enjoys several benefits in the market. Customers
get easily attracted to these brands. A good image of the company also
helps it in acquiring funds from the market.
 Increase Business Growth:
CRM has an effective role in increasing the profits & turnover of the
business. Through it, businesses increase their return on investment.
CRM helps in creating more and more loyal customers in the long term.

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WEAKNESS
 Costly:
Implementation of a CRM system requires a huge cost to be spent by the
business. CRM software is too costly as it came with different price
packages as per the needs of organizations. It increases the overall
expenses of businesses and may not be suitable for small businesses.
 Training:
For the proper functioning of CRM, trained and qualified staff is
required. It takes a huge cost and time for providing training to
employees regarding CRM systems.
 Security Issues:
Another major drawback with CRM is the insecurity of data collected and
stored. All of the data collected is stored at one centralized location which
has a threat of being lost or hacked by someone.
 Eliminates Human Element:
CRM has eliminated the involvement of humans as it works on a fully
automated system. Whole Data is collected and processed automatically
through CRM software. A company’s relationship with its customers can
be properly managed through direct interaction between peoples and its
staff.
 Third-Party Access:
CRM data can be obtained and misused by other parties. There have been
many cases where web hosting companies take and sell CRM data to a
third party. Various sensitive data about customers may get into the
wrong hands and cause loss to people.

OPPORTUNITY
 Internal Value Of A CRM
One of the greatest values of a quality CRM is its ability to bring teams
together and allow greater access of data across a company. Through a
single source of truth, all members of your organization can share
mutually beneficial information on a donor, student or customer. With
mutual access, collaboration and quality communication proliferate
throughout the organization, unifying staff in a singular pursuit for a
greater customer experience.
For a non-profit, this can mean seeing a complete picture of donors and
their interactions with the organization across fundraising, marketing and

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 program departments. An educational institution could get a complete
view of every learner and alumnus with digital-first engagements across
each lifecycle. For-profit businesses can generate value through a CRM's
ability to register leads and contacts and effectively manage the sales
pipeline to fulfilment.
 External Value Of A CRM
CRMs generate significant value through digital transformation,
specifically through the ability to create greater visibility into customers
and their interactions with your company. The greatest example of this
ability is through a concept known as Customer 360, referring to the 360-
degree view a CRM can grant through the consolidation of data.
 Choosing Your CRM
When deciding on the right CRM for your organization, you must first
make sure you fully understand how your technology currently operates
across departments. What are the pain points? Which departments would
most benefit from better overlap with disparate departments through
technology? What aspects of your customers’ experience would benefit
most from more internal overlap?
It’s important to involve key stakeholders and thought leaders from all
sections of your business to understand where the biggest opportunities
for growth lie. The process of exploring CRM options will be productive
in itself, as it will allow you to rethink what you want technology to
accomplish.

THREATS

 Going over budget
This is probably the nightmare of everyone who has ever organized a big
project. Passing your forecasted budget can be a huge headache.
 Going beyond your timeline
You probably have a specific date in mind when you want to start using a
new CRM. But migrating all of your lead and customer data into a new
system can take time, sometimes more than you were expecting. The
main problem with going past your deadline is the cost—if you time the
migration wrong, you’ll end up paying for two CRM systems until the
transfer is finished. And in the meantime, you’ll be trying to manage a
team that’s working between two different systems, and juggling new
data that’s coming in while trying to migrate the old data over.

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 Getting stuck with a steep learning curve
With some CRMs, you can import your data and start working from day
one. With others, your team will spend weeks trying to learn how the new
system works. During that time, they will not be productive salespeople.
They’ll be struggling to do their jobs in a system they don’t understand,
which means lost time (and revenue).
 Low adoption rates
If your team isn’t keen on the new CRM, you’ll be facing a common
cause of CRM implementation failure. A low adoption rate means your
team is struggling to move over from the old system, or they’re simply
not using the new one.
 Inability to scale over time
You may have found the perfect CRM for your business right now; but
what about in 6 months or a year? Will, that CRM still fit your business,
sales process, and leads?
Beware—many CRM systems with low price tags for small businesses
charge hefty fees once you get above a certain threshold for leads,
outreach, and other aspects.

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Feasibility Analysis
We target our service will reach to the small business also. Mostly CRM are
very costly for small business that’s why the organizational are growth of small
business is very low. Our motive is to provide best CRM service for small
businesses.

CRM Upd+
ates Solutions
 Make sure you have all the facts about your new
CRM
Before you make a decision, you need to do a deep dive into how much
everything costs. This may sound a bit obvious, but it’s important to get
all the facts before you sign on the (virtual) dotted line.
For example, does the pricing plan you’ve chosen cover all the features
that you’ll need? Are necessary features stuck in an add-on package?
What about onboarding and team training? Are those included in the
subscription, or do you have to pay extra for them?
 Clean up your data at the start of your process
Having clean, well-structured data should be the starting point of your
CRM implementation process. When you are able to import clean data
into a new CRM, this will infinitely lower the time it takes to migrate to a
new CRM.
Plus, when reps log into their new CRM for the first time and see clean,
structured, understandable data, they’ll appreciate the value of the new
CRM much faster.
 Make a plan for training and onboarding your team
If you decide that a more complex CRM is worth the learning curve for
your team, remember to include practical onboarding and training for
your team to get up-to-speed with the new system.
 Make sure your chosen CRM is regularly updated
and improved

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Feasibility Analysis
 Artificial Intelligence and AI powered customer
support
According to Teredata’s “State of Artificial Intelligence for Enterprises”
report, 80 percent of those interviewed were in the process of
implementing a form of AI in their organization. In this rapidly
expanding scene, we see AI assisting CRM platforms in the following
ways
1. Customer service:
As AI chatbots are being deployed to handle more service requests,
information is now being captured and leveraged through CRM
applications. For instance, let’s say an auto insurance claim is
initiated via a web chat. During its task handling, the chatbot
collects necessary data—such as customer name—and
authenticates the customer and vehicle. Upon collection, the data
can be passed to a human associate to complete the insurance claim
process.
2. Lead management:
A sales teams can use AI to score a lead, increasing the likelihood
of winning a closed sale. First, AI analyzes the lead and based on
interest or buying history, it can provide a score and recommend
what steps are needed to increase success. For example, a medical
device manufacturer may receive a lead from a hospital. In this
case, AI would use sales history, data about the hospital, close ratio
of similar hospitals, and the interest level to provide a score. The
AI can then recommend different products and features to offer,
such as a field service contract for preventive maintenance, which
would increase the likelihood closing that individual account.
3. Next best action:
Using business rules and predictive models, AI embedded in CRM
software can recommend steps to sales or service associates to
assist with service requests or upsell opportunities. As associates
navigate through customer calls, AI analyzes the data they enter in
the service request in CRM. Based on certain criteria, the system
suggests an offer to sell, an add-on product, or a service to the
customer.

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 Process automation advances

Organizations have been using CRM to automate basic workflow, in

which events will trigger an action. If a service request had been
previously opened and the status has changed to closed, then a workflow
rule might state that an email should be sent to the customer informing
them that their case has been closed.
1. Task automation : Defining work tasks and if they
should be performed either by a machine or human helps
organizations enable their resources to better serve customers.
Task automation also provides the step-by-step instructions of
what actions to perform.
2. Work distribution: Task automation specifies process flow
and tasks to perform and may identify that certain tasks need to be
performed by other resources based on the skilled employees
availability. The ability to distribute or route tasks is another
capability within Process Automation trending in CRM platforms.

 Data Integration
CRM systems provide and consume massive amounts of data.
Traditionally, CRM technology platforms have integrated with corporate
systems such as ERP, accounting, claims processing, and billing systems
that retrieve transactional data

1. Third-party systems: The ability to plug in data from systems

such as Google Maps, government subscription services, mobile
cellular services, SMS text messages, and so forth are based on the
internet and delivered through web services. The use of web
services assumes that everything is a resource.
2. Internet of Things: Refrigerators, automobiles, medical
devices, garage door openers, and many other machines are
attaching themselves digitally to the internet. A report by Cisco
predicts that by 2021 there may be nearly 27.1 billion connected
networks and devices in the world.

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 Blockchain

Blockchain is an ongoing list of interlinked records called blocks. They

create an open, decentralized ledger that keeps track of transactions
between parties that is absolutely verifiable. But what does blockchain
have to do with CRM? Here’s a few instances of how it’s providing value
to CRM:
1. Security:
Blockchain assigns network keys that restrict unauthorized access,
the security mechanism of block chain. Since CRM platforms are
in the cloud, cloud security has gotten better, but it’s still based on
a centralized security system approach. Blockchain is decentralized
and distributed through synchronization in a peer-to-peer
networking approach. Fraud attempts are far more challenging to
penetrate.
2. Transparency:
Blockchain is decentralized and requires no middleman to verify,
such as a financial institution, or other third-party broker to
provide. This increases speed to securely and transparently engage
with customers.
3. User control:
Blockchain stores and encrypts personal data and verifies this
access without sharing any specifics, thus controlling what level of
data is accessed. CRM systems will, in effect, subscribe to
customer data as permitted by each individual’s grant rights.
4. Clean data:
Who is tired of how inaccurate your data is in other companies’
CRM databases? Duplicates, wrong addresses, wrong emails, and
other elements create frustration for customers. Blockchain can
store and encrypt personal data and confirm details upon inquiry
(such as a mobile phone company verifying your address or current
employer) without truly sharing data with the inquiring party.
Instead of storing the customer submitted address, Blockchain
would confirm the customers’ address complies with the mobile
phone company need for a valid servicing address.

35
 Chapter 7
Concept Development

36
The concept of advanced CRM software is to provide the best use of leads in
such a way that every single lead will perform and utilize all the details.
Now I will explain what the need for new product development is:
New Product development helps an organization (or a startup) achieve organic
growth by creating products that solve real customer problems. Some of the
reasons for considering new product development include:
 Meet changing consumer needs.
 Launch a product in a new market.
 To maintain a competitive edge.
 To introduce a product based on disruptive technology.
 Help solve a unique customer problem.
 Help solve a common customer problem in a unique way.
Secondly finding the right idea for new product development can be a
challenging task. Here are some of the tried and tested ways of coming up with
new product development ideas are:
 Survey customers for understanding their problems
 Identify internal, personal problems that you can solve
 Identify new, disruptive technologies that you can experiment with
 Look for problems that customers face with an existing product (serving
the same niche)
As we know that every product and services have a LOGO so we design a logo
for new advance CRM software:

37
Concept development Ideas are as follows:
 We provide CRM leads management with the help of an AI system
 A sales team can use AI to score a lead, increasing the likelihood of
winning a closed sale.
 First, AI analyzes the lead, and based on interest or buying history, it can
provide a score and recommend what steps are needed to increase
success.
 Using business rules and predictive models, AI embedded in CRM
software can recommend steps to sales or service associates to assist with
service requests or upsell opportunities.
 Defining work tasks and if they should be performed either by a machine
or human helps organizations enable their resources to better serve
customers.
 Task automation specifies process flow and tasks to perform and
may identify that certain tasks need to be performed by other
resources based on the skilled employee’s availability.
 The ability to plug in data from systems such as Google Maps,
government subscription services, mobile cellular services, SMS text
messages, and so forth are based on the internet and delivered through
web services. The use of web services assumes that everything is a
resource.

38
39
 CHAPTER- 8
MARKETING STRATEGY DESIGN

40
The global customer relationship management market size was valued at USD
57.83 billion in 2021. The market is projected to grow from USD 63.91 billion
in 2022 to USD 145.79 billion by 2029, exhibiting a CAGR of 12.5% during
the forecast period. The global COVID-19mic has been unprecedented and
staggering, with experiencing lower than anticipated demand across all regions
compared to pre-pandemic levels. Based on our analysis, the global customer
relationship management market growth had exhibited a decline of 10.0% in
2020 compared to 2019.

 Segmentation

1. Demographic Segmentation:
This software is for every employee from the top level of management to
the lower level. As we know that CRM software is not a new platform but
we develop a new technology with this software that will provide the best
results.
2. Geographic Segmentation
Software is built for every type of firm with dynamic features which will
be used by every organization in the world, also available in every
language like English, Spanish, Chinese, etc. it will create demand in the
market.

3. Psychological Segmentation

41
 This software is helpful for every organization because it targets similar
groups of people with the help of AI which generates sales and targets
customers according to their tastes and preferences.
4. Behavioral Segmentation
With the help of AI and third-party application, we target customers who
are searching for the product on a different platform.

 Target Market
Companies that use CRM software are located worldwide, however, the largest
market is the United States. LM developers and architects are highly educated
and earn a high income. They are typically career-minded and aspirational,
LM’s target markets are located globally, with the second largest number of
customers in the UK, followed by Canada, Germany and India.
The price strategy depends on the subscription to the software, we are providing
the cheapest price of CRM software to the customers, and our targeting
customers are many industries like education sectors, banking, insurance,
hospitalities, and many manufacturing industries also.
Examples of targeting companies are:

42
  PRICING STRATEGY:
The pricing of LEAD MANAGER is very low as compared to other CRM
software we are following the pricing method in which we provide training of
software and time-to-time updates too.
The pricing strategy of the Lead Manager is as follows:
 The first plan will be available on monthly bases and the cost of the first-
month trial plan will be Rs 999.
 Secondly, we are providing a Monthly plan for the organizations is Rs 18999
including one-month training.
 Thirdly we are providing a one-year full plan that is a Full Subscription of
Rs 149499 including one year update.

43
 Chapter-9
COMMERCIALIZATION

44
We are targeting big and small industries both and marketing and sales are very
important for any organization, our software is available at a very low cost we
launch our service through websites and applications.
Lead Manager will provide unique techniques for utilizing the leads and provide
the best way to convert the leads into sales with the help of AI and third-party
application system.
The availability of software is for windows and android both platforms and the
application is available on the Play store, Microsoft store, and App store.

CHANNELS
 Direct launch into the market
 App store (IOS software)
 Play store (Android)
 Microsoft Store (Windows)
 Available on websites
 E- Commerce platforms

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 CHAPTER-10
LEARNING OUTCOME

46
 Introduction Customer Relationship Management (CRM) – I learn
that this concept giving organizations to plan, design, and control strategy
aiming to maintain customer relationships efficiently. Globalization
phenomena need organizations to sustain competitive advantage and use
CRM as a tool to distinguish them from competitors. Enable
organizations to create communication with customers at a new level.
Internet concept, e-CRM to overcome barriers.
 Customer Relationship Management (CRM)- CRM is a business
strategy to select and manage customers to optimize long-term value.
 CRM requires a customer-centric business philosophy and culture to
support effective marketing, sales, and service processes. CRM
applications can enable effective customer relationship management, and
shows that there is a right leadership, strategy and culture that persists in
the organization.
 Review of literature for practitioners, CRM represents an enterprise
approach to developing full-knowledge about customer behavior and
preferences and to developing programs and strategies that encourage
customers to continually enhance their business relationship with the
company. Marketing scholars are studying the nature and scope of CRM
to formulate strategies and processes for customer classification and
selectivity; one-to one relationships with individual customers
 The Emergence of CRM Practice 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 the airline,
banking, insurance, computer software, or household appliances
industries and even consumables, the de-intermediation process is fast
changing the nature of marketing and consequently making relationship
marketing more popular.
 Conclusion CRM refers to a conceptually broad phenomenon of business
activity, and if the phenomenon of cooperation and collaboration with
customers becomes the dominant paradigm of marketing practice and
research, CRM has the potential to emerge as the predominant
perspective of marketing which is also applicable to the education sector
especially the higher education sector.

47
REFERENCES
 Taylor, S.A. and Hunter, G.L. (2002), "The impact of loyalty with e‐
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 Venturini, W.T. and Benito, Ó.G. (2015), "CRM software success: a
proposed performance measurement scale", Journal of Knowledge
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 Amiri A (2016) Application placement and backup service in computer
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 The Opportunities And Challenges When Getting Started With A CRM,
Tal Frankfurt, Forbes Councils Member.
 The global customer relationship management market is projected to
grow from $63.91 billion in 2022 to $145.79 billion by 2029, at a CAGR
of 12.5%
Read More at:-
https://www.fortunebusinessinsights.com/customer-relationship-management-crm-
market-103418

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