Grey Worldwide implemented a CRM strategy to reposition itself. It analyzed its strengths like its strong brand and customer database, and weaknesses like a lack of integrated customer knowledge. Opportunities included untapped Asian markets and threats like rising competition. Grey leveraged its brand and customer data by creating a single customer view. It customized service plans, assigned key managers, and built feedback mechanisms. Grey assessed its CRM strategy based on people, learning, customer value, and technology alignment. It positioned itself in Asia by measuring CRM performance through criteria like customer retention, loyalty, and brand equity.

1. STRATEGIC REPOSITIONING
THROUGH CRM
-GREY WORLD
WIDE
Case study

2. CONTENTS
ABOUT THE CASE1
ANALYSIS2
CONCLUSION33

3. WHAT IS GREY WORLDWIDE?
Grey Global Group was a full
communications enterprise with 16 global
partner companies focused on distinct
communications disciplines and engaged in a
wide range of marketing and
communications activities.

4. 16 GLOBAL PARTNERS
1. ALLIANCE
2. APCO Worldwide
3. Beyond Interactive
4. Elemental Interactive
5. G2.
6. GCI
7. Grey direct
8. Grey Directory Marketing, Inc.
(GDMI)).
9. Grey Healthcare Group.
10. Grey Interactive (GI)
11. Grey world wide
12. G WHIZ
y.com
13. J. Brown/LMC Group
14. Mediacom
15. Visual Communications Group (VCG).
16. Wing Latino Group Wing Latino

5. WHAT IS CRM? HOW GREY PURSUE THE
DEVELOPMENT OF CRM?

6. ANALYSIS
strengths weakness Threat Opportunities

7. THREAT
-Increasing competition
-New technology leads to new effectively competing
business models
-Rising customer expectations
-Increasing cost of acquiring new customers
-Changing in the communications industry from
generalization to specialization
-Strong price pressure
-Pure online companies are able to produce
competitive high quality products at lower prices

8. OPPORTUNITIES
-No legacy system that require conversion so
Grey can introduce state-of-the-art CRM tools
-China is a huge potential market
-Focus on CRM will provide some business
solutions.
-Asian market will enter a customer service
area.

9. STRENGHTS
1.Strong Brand
2.Existing customer database and knowledge

10. REVENUE Revenue has increased but the %
growth has reduced

11. WEAKNESSES
www.themegallery.comCompanyLogo
Lack of an integrated customer knowledge database

12. TRADITIONAL CUSTOMER SERVICE VS CRM

13. WHAT TRADITIONAL BUSINESS ASSETS
AN GREY RELAY ON AND HOW IT CAN
LEVERAGE THEM TO CAPTURE E-
MARKETING CAPABILITIES?

14. -Grey can use its huge customer database by
integrating it to create a single customer profile.
-Knowledge integration of business customer by
proper segmentation.

15. -Grey is having technology teeth which they can use to
integrate the customer information from multiple touch point
to a single profile to provide holistic view about business
and customers.
-Technology can be used to create a cost effective
marketing campaign

16. -Grey is a known name which they can use in building
relationship and trust.
-Can use brand name to build relationship with major
service providers in Asia-Region.

17. REDEFINE CUSTOMER VALUE USING CRM
-Through high end technology try to tap the opportunity
in data networking & telephony areas.
-Strategize using the right market knowledge
pertaining to the client.
-Integrate Knowledge Management across the firm.It
would capture
1. Customer usage behaviour
2. Contact History
3.Product enquiries and Corporate Data

18. DIFFERENTIATION
TECHNIQUE TO BE
EMPLOYED

19. 1.CUSTOMIZED SERVICE PLAN
ACCORDING TO THE CLIENT TYPE
-Traditional Client-Assessment of competitive landscape and
require brand building and brand strengthening.
-Sophisticated clients-Possess strong marketing & brand
strategies but require to develop customer relationship vision
and strategy and further implementation of the same.
.

20. 2.KMAS(KEY ACCOUNTS
MANAGERS) IS ASSIGNED FOR
HIGH-CALIBER CLIENTS…

21. 3.DATA WAREHOUSING AND DATA
MINING TECHNIQUES SHOULD BE
EMPLOYED TO CREATE A
INTEGRATED KNOWLEDGE
MANAGEMENT ACROSS THE FIRM

22. 4. BUILD AND INTEGRATE A STRONG FEEDBACK
MECHANISM TO HELP EVOLVE THE CUSTOMER
CENTRIC STRATEGY.

23. HOW TO INTEGRATE THE BACK-END &
FRONT-END PROCESSES

24. BUILD A CUSTOMER PROCESS BLUEPRINT THAT
GREY CAN EMPLOY TO MAXIMIZE THE UTILITY
OF ITS EXISTING CUSTOMER BASE.
Define objective:
Specify the objective of
CRM for Asia region
Build customer equity as
well as brand equity
Methodology
select the tech. and
techniques such as data
mining and customer
profiling to analyze data
ORGANIZATIONAL
ALIGNMENT
IMPLEMENTATION
Select appropriate
implementation tools and
programs suitable for
geography like Brand
Future +GRM character.

25. BUILD A FRAMEWORK TO ASSESS CRM
STRATEGY

26. , CRM STRATEGY SHOULD BE ASSESSED ON
FOLLOWING ADDITIONAL PARAMETERS
People:
Does CRM strategy envisage dedicated teams for CRM implementation
and development of management talent to capture the benefits and build it
into system?
Learning:
Does CRM enable learning environment for customer facing departments
and people?
Customer Value:
Will CRM initiatives result into customer value creation and customer
satisfaction.
Alignment:
Is CRM strategy aligned with business strategy?
Technology
Does company have technological capabilities for CRM or Does it have
technology aptitude to employ and adapt to new technologies which are
needed for CRM?

27. BASED ON ASSESSMENT ,HOW SHOULD GREY
WW-HK/CHINA POSITION ITSELF IN ASIA’S
CRM MARKET

28. CRITERIA TO MEASURE CRM
PERFORMANCE
Customer retention Customer loyalty
Brand equity

29. BRANDEQUITY
Addedvaluethebrandbringstothecompany
Financialvalueofthebrand
Marketshare
Brandextension

30. CUSTOMERLOYALTY
Repurchaserateandrepurchasevalueby
customer.
Lifetimecustomervalue

31. CUSTOMERRETENTION
Retentionrate
Returnoncustomerretentioninvestment