Customer Relationship Management

System
For
Different Banking Sector

BY

1.Heena Barot: 02
2.Pooja Jaiswal: 07
3.Fauzia Shaikh: 17
INTRODUCTION
 Customer Relationship
Management entails all aspects
of interaction a company has
with its customer, whether it is
sales or service related; it starts
with the foundation of
relationship marketing. CRM is
a systematic approach towards
using information and on going
dialogue to built long lasting
mutually beneficial customer
relationship.
 Due to CRM companis are
growing to a great extend
 CRM Features & Function in
Banking?
1. CRM AS A BANKING STRATEGY
2. PAST RECTIFIES PRESENT
3. THE D4 BANKING ANALYSIS
• Strategy
• People
• Technology
• Process
Is a design of CRM Strategy
 Refer Figure

1. What is CRM and Customer

focus?
 WHAT IS CRM?
• A Strategy,
• A Process,
• A Software,
• A Philosophy,
• A Project,
• A Programmer,
• A Buzzword,
• A Call center Support
2. Procedure for implementation of
Function?
 The nine truth of Relationship in
Banking and Marketing
1. Customer are no longer 6. The life time value of
loyal. customer is not relevant.
2. Customers do not really 7. Do not over complete the
want a relationship but programme.
companies do.
8. Keep reporting smile and
3. Customers want
information.
focused on the customer.
4. Customers not only want to 9. What if? Ask it often.
be thanked for their Experiment every chance
patronage, they expect it. you get and don’t call it
5. Customers controls their testing.
selling process.
 “Basic customer expectations”

The Basic Customer Experience

                                                                                                                                                                                                                                                                                    
 Top 6 Reasons of CRM
Failure
1. The CRM project is viewed as a technology project.
2. The CRM project is implemented without an overall
strategy & roadmap.
3. The CRM project is implemented in one “big bang”
approach.
4. The CRM projects failed to address the human
factors of the customers and staff.
5. The CRM project failed to address the operational
gaps between strategy and implementation.
6. Data Quality, Availability and integration Issues.
 CONCLUSION

The wealthier the CRM or customer, the

more demanding they are – and the
clients expect more and more from their
banks. Competition for the “Supremely
Elite” is increasing.