Cu s to m e r R e la tio n s hi p M a n a g e m e n t

C R M C A PA B I L I
TIES
• Dhfghdgsfbvhshcsdjfchgvxbv
• Gkh
• Vhbjvb
vbj
C R M C A PA B I L I T Y A P P L I C
AT I O N S
Customer
Acquire Enhance Retain
life cycle

Direct marketing

Cross-sell and up-sell

Partial
functional Proactive service
solutions
Customer support

Sales force automation

 CRM CAPABILITIES SUPPORTED BY B
USINESS OPERATIONS
• Consumer surveys and focus groups
• Delivering information to consumers
• Tracking promotional materials
• Tracking samples
• Managing coupons
• Managing the point of sale
• Billing
• Invoiciing
• Fufilling orders
• Mass customizing products and services
 CRM CAPABILITIES SUPPORTED BY B
USINESS MANAGEMENT
• Managing customer touches

• Managing marketing campaigns

• Monitoring marketing campaign performance

• Managing inventory levels

• Driving mass customization

• Managing cross-sell and up-sell opportunities

• Customizing marketing channels, such as the web

• Personalizing communications

• Driving contact centre scripts

• Capturing key performance metrics

 CRM CAPABILITIES SUPPORTED BY B
USINESS INTELLIGENCE
• Click stream analysis
• Market basket analysis
• Customer segmentation
• Cross-selling analysis
• Life-time customer value (LTV) analysis
• Recency/frequency/Monetary analysis(RFM)
• Dimensional “what if” analysis
• Customer profiling
• Cluster analysis
• Factor analysis
• Conjoint analysis
• Discriminant analysis
• Pricing analysis
• Market channel profiling
 ANTECEDENTS OF CRM RESOURCES CAPABILITIES PERFORMANCE
CAPABILITIES H1
Customer (+) Customer
Customer-relating capabilities resul orientation capabilities Business
t from the organizational culture t  customer performance:
hat considers customers’ need a p interaction  Overall
riority, the organization system th management performance
at promotes customer relationship H2 capability  market share
building and the information tech Customer centric (+)  customer H4  Sales growth
nology (IT) that enables customer organisational relationship (+)  Profitability
upgrading  Customer
information acquisitions and anal system
capability satisfaction
ysis. Therefore, we propose that c  customer win-back
ustomer orientation, customer-cen capability
tric organizational system and CR
M technology are three key antec CRM
edents that may strengthen CRM c technology
apabilities of a firm. Controls
H3
Industry (Service Vs
(+) Goods)
Firm size
Competition industry
 USE OF CRM CAPABILITIES MATRIX
CRM capabilities matrix is an abstraction of the underlying features a
nd functionality desired by the business.
System-To-Capability footprint analysis of CRM capabilities to the u
nderlying systems/software provides an understanding of which syste
m supports what capability and the fragmentation or monolithic natur
e of the functional coverage.
CRM capability map can be a basis to evaluate vendor offerings as th
ey offer better proxy to assess the functionality, rather than deep-in-t
he-weeds requirements.
The list of capabilities can be used to influence the modular and
granularity of the IT services that orchestrate the capability fun
c t i o n a l i t y. T h e f u t u r e s t a t e e v o l u t i o n o f t h e C R M c a p a b i l i t i e s c a
n be envisioned with capability-centric requirements roadmap.
 C RM Applic ations t h at inc lude
C APA BIL IT I ES

Sa l es F o rc e A ut o m a t io n
01 Opportunity Management, Quote
Management, Sales Forecasting, etc.
and Order

M a r k e t i ng A u t o m a t i o n
02 Campaign and E-mail management, Lead Reporting and
Analytics, Website Search Engine Optimization and
Landing page and form creation.

C us t o m er Su p po r t a n d S e rv i c e
03 Case and Ticket Management, Customer Portals, Time
Tracking and Knowledge Management.
C R M C A PA B I L I T
Y MODEL
A CRM c a p a b ili ty i s a f o un d a ti o n a l b ui ld in g b lo c k ,
a n d it e sta b li sh e s a c o m m o n la n g u a g e b e tw e e n b u s in
e s s a n d I T. I n s te a d o f f o cu s i n g o n s y s te m s o r p r o c es
s e s , w h ic h a r e vo l a tile a n d tr a ns i s te n t , l ev er a g in g C
R M b us in e ss c a p a b ili tie s w ill h el p in u n d e r s t a n di ng
t h e c ur r e n t st a te a n d en v is io n in g t he f u tu r e s t a te a n
d c r a f ti n g a ca p a b il it y- ce nt r ic C RM tr a n s f o r m a ti on
r o a d m ap .
CRM MATURITY MODEL STAGES
1 UNDEFINED 2 PROGRESSIVE
No CRM system. Contact database used.

Reps Manage Opportunity Funnel in Excel or Not at All. Reps Manage Opportunity Funnel in contact database but
reporting is inaccurate.
Lead Sources are unknown.
Some lead sources known.
Sales process is not defined.
Sales process defined but not mapped to buying process.
Success metrics are unknown and not tracked.
Success metrics for top performing reps are known.
Opportunity win rate is less than 10%.
Opportunity win rate is 10-15%.

3 MATURE 4 WORLD-CLASS
CRM system in place. CRM system integrated with other Business Application.
Reps Manage Opportunity Funnel in CRM System. Opportunity funnel is accurate, ability to forecast.
Lead sources at mostly known. Lead source tied to sales to determine campaign ROI.
Sales process is mapped to buying process and opportunity Sales process is repeatable and measurable.
funnel in CRM.
Success metrics are managed closely to get Reps
Success metrics tracked. performing.
Opportunity win rate is 15%. Opportunity win rate is 20%.
 GARTNER’S CRM CAPABILITY MODEL
SCORE DESCRIPTION DEFINITION

6 Maximum Theoretical highest level of achievement.

Describes an enterprise that has differentiated itself based on

5 Leading customer-centric capabilities and has simultaneously redefined those
EXCELLENT capabilities.

Describes an enterprise that has not only developed customer-centric

4 Optimizing
capabilities, but also actively integrates them into its daily operations.

Describes an enterprise that has implemented basic customer-centric

3 Practicing
capabilities; basic CRM capabilities have been implemented.
IMPROVING
Describes an enterprise that has a rudimentary, loosely woven set of
2 Developing
customer-centric capabilities in place.

Describes an enterprise that exhibits few customer-centric

1 Aware
capabilities; considering and planning CRM initiatives in this area.
POOR
0 Ground Zero No action taken on CRM initiatives in this area thus far.
THANK YOU