CRM

CUSTOMER RELATIONSHIP
MANAGEMENT

Faculty : Prof .Ashok Kumar

Slides not for cirulation 1

Recommended Text Books :

1. Customer Relationship management
Emerging concepts, Tools & Application

J.N Sheth , Atul Parvatiyar
G.Shainesh

2. The Ultimate CRM Handbook
John. G . Freeland TMH edition

3. CRM at the lightening speed.
Paul Greenberg

Why CRM ???????

Why do customers quit ???
Research shows :

• 1% die
• 3% become dormant .
• 5% develop high aspiration .
• 9% leave for competitive reasons
• 14% are dissatisfied due to non value added
service
• 68% quit because of an attitude of
indifference( relationship) by marketer
. Slides not for cirulation 3

Traditional Marketing approach.

Traditionally, marketers have been trained to acquire new
customers, the ones who have not bought the product
category before or those who are currently competitors’
customers. This has required heavy doses of mass
advertising and price-oriented promotions to customers and
channel members.
Today, the tone of the conversation has changed from
customer acquisition to retention. This requires a different
mindset and a different set of tools.

The need to better understand customer behavior and focus
on those customers who can deliver long-term profits has
changed how marketers view the world.

Transition to CRM world
Traditional approach Contemporary approach

Production centric Customer centric
business Approach business approach

Mass production •Customized production

Economy of scale •Low volume & more variety
economy Of scope
Low cost & volume
Push. •Product delivery as a total solution
of Product & service
Sell ! Sell! Sell !!!
•Generate Pull demand

Transition to CRM world

•Customer = kasth se • Customer grants
Mar me destiny
•Customer has need, so •If customer likes me they
they come. will stay with me .

•Customer think I am in •Customer think I am
-dispensable dispensable
•
•They have no choice •More option, More
competition


1.Which of the following a business enterprise don’t need ?

Market Share
Brand visibility
YoY revenue growth
YoY bottom line growth
Loyal customer
Reduced cost of operation
All of them

2.What should a business do to achieve all above ?

Customer centric business process
Customer oriented top management
Customer oriented operation team
Customer friendly business models
Value added solution
Long term relationship approach
All Above

Today’s corporate challenges
Is customer chasing a product Or product chasing a
customer ??


What do corporate world think of CRM

“Initially, when Bharti started its telecom
operations, just 40 percent of our customer
issues used to get resolved , this has now
gone up to about 90 percent," : vice president .

"It is vital for us to manage the expectations of
our customers and provide them with innovative
products and services in a manner which makes
them loyal," explains Gangotra.

"It is this need that made us opt for a CRM
(customer relationship management) solution,"
she says. Slides not for cirulation 9

CRM application in VOLKSWAGEN
Volkswagen AG is the largest automobile maker in Europe. More than 36 million
vehicles carry on their logo. Like other automobile manufacturers, the
company is well informed about its customers and heavily depends on this
information. However, they lose contact with the car owner after the first
change of ownership (after an average 3.7 years). As a result, the company
does not have current information about many of its customers.
In 1988, the company started its ‘Customer Come First’ marketing strategy.
Under this strategy, all of the decision-making processes are based on the
‘Voice of Customer.’ The company carefully monitored their response to
35 advertisements, customer expectations, and customer satisfaction. Customer
forums and focus group are used to hear the customer voice.
Volkswagen developed services such as service guarantee, the emergency plan,
the mobility guarantee, the customer club, and toll-free service phone. All
advertising media are designed toward two-way communication. This allows
the company to obtain useful information such as lifestyle, demographic, and
behavioral data.
The company maintains a central database to provide club card, bonus point
programs, club shops, and Volkswagen magazine. Every contact points with a
customer gives the company more information about the customer, so the
company can constantly improve the quality and value of the customer
Database.

Virgin Mobile’s vision required applications that could support the delivery
of a real time experience at any time of day, across multiple channels. “It’s
easier to have such a system for a postpaid cellular service , since they
just run the billing system a month after the calls have been made to
determine what the customer owes,” explains Mike Parks. CIO “For a
prepaid service , everything happens immediately, resulting in a
tremendous systems challenge.

You need systems that can seamlessly integrate with other systems. You
need to be able to instantly share data across channels and complete
transactions in real time. You must have real-time failover, so customers
are not inconvenienced if a system goes down.

To meet the challenge, Virgin Mobile knew it needed a customer
relationship management (CRM) solution that would allow customers to
speak with knowledgeable, friendly customer service employees who
could resolve their inquiries in a single call. “We wanted to give our
service agents the ability to have control of the call—not just to provide
information—,” says Mike Parks.

What is CRM ecosystem

Business Process

CRM levels
360 degree view
of client


Customer Life Cycle & CRM practice .
CRM practice in an organization helps to manage
customer life cycle in most profitable way.

CRM

Impulsive Compulsive Addictive
buying buying buying


The customer life cycle encompasses four continuous patterns
in which businesses interact with customers across multiple
channels and touch points.

CRM process integrates the right employees, partners,
processes, and technology to optimize relationship
management across all four patterns within a customer life
cycle:
. Engage: Recognizing potential customers and converting
them into (first-time) buyers.

. Transact: Getting the customer to make a purchase.

. Fulfill: Providing the total one point solution .

. Service: Providing customer care and service across all
channels. Slides not for cirulation 14

Integrating CRM with organization’s Business
Three important factors which determine the financial success of an enterprise: Market
Driven solution, Delighted Customer , Customer centric organization culture .

Consumer
Research

Strategy Formulation

Implementation Feedback

Communication

Measuring CRM driven ROI


Measuring business performance
Businesses have long since measured financial
performance with traditional financial measurement tools:
profit and loss statements, balance sheets and cash flow
statements. These measurement frameworks suffer from
limitations; they measure past activities.

Kaplan and Norton created the balanced
scorecard framework to address some of these
deficiencies and have expanded the tool to measure the
impact of strategy.
Balanced scorecard intends to predict future financial
performance and track how effectively the corporate
strategy is executed.

Balance Score card is a framework of evaluation used to measure
the overall effective ness of an organization.

The 4 perspectives used to evaluate the overall performance are :
Customer perspective , Learning & knowledge perspective , Financial
perspective & Internal process perspective.

The CRM specific perspectives are : 1. Customer Value perspective ,
which measures the financial benefits gained form the customer .

2. Customer satisfaction perspective which measures the level of
satisfaction achieved by products & service .

3. Customer interaction perspective that measures the operational
excellence of internal process & multi channel management.

4. Customer knowledge perspective that measures the quality of
customer knowledge & data analysis.

Concept of Balance Score Card in service
sector .


Measuring ROI in CRM driven business model.

Internally focused measurement Externally focused measurement

Customer
Value Value
Consumer
Creation delivery
Behavior
&
Attitude
Consumer
Insight
Customer Loyalty

Word of mouth

Increasing retained profitable
Slides not for cirulation Client base 20


Internal Customer consumer Financial
Process perception Behavior Perspective


Kaplan and Norton’s balanced scorecard framework

CLV( Projected
revenue)

(Business process)


RFM approach for CRM strategy
(Recency, Frequency, Monetary Value )
• Recency
– When was the last customer interaction?
• Frequency
– How frequent was the customer in its
interactions with the business?
• Monetary value of the interactions


Recency, Frequency, Monetary Value

Marketing Problem:
A firm has sent e-mail to 30,000 of its existing
customers, announcing a promotion of $100. 458
of them responded (1.52% of the customers)

Is there any relation between the responding
customers and their historical purchasing
behaviours?


RFM Method:
Recency Coding

• 30,000 customers are sorted in descending
order with respect to their most recent
purchases

• Sorted data is divided into 5 equal groups, each
of them containing 6,000 people

• Recency codes are assigned: Top group has
code 5, bottom group has code 1


RFM Method:
Recency Coding
Recency Results
4.00 • According to analysis based on
Response %

3.1 customer recency, the group
having the highest recency
3.00 group has also the highest
response rate
2
2.00 1.5 • Remark:
(3.10% + 2.00% + 1.50% +
1.00 0.62 0.62% + 0.38) / 5= 1,52% which
0.38 is the response rate

0.00 • Strict Rule: Ones who have
5 4 3 2 1 purchased recently are much
more willing to buy new products
Recency code R than others purchasing in the 26
Slides not for cirulation
past

RFM Method:
Frequency Coding
• Sort the 30,000 customers with respect to
frequency metrics.
– Frequency metrics: Average number of purchases
made by customer in a time period t
– Sort customers in descending order with respect to
their purchase frequency.
• Assign them to 5 groups, top %20 in the first
frequency group.
• Assign frequency codes such that the top group
has code 5 and the bottom group has code 1.

RFM Method:
Frequency Coding
Frequency Results
3 2.8
• It is observed that highest
2.5 response rate is from the
2.1
customers having highest
Response %

2
frequency
1.5 1.3
• Frequent people respond
1 0.8
0.9 better than less frequent ones
but differences between
0.5 groups are less than the ones
0 in the recency
5 4 3 2 1 • The lowest frequency group
Frequency code F always contains new
customers
• That is why it is named RFM

RFM Method:
Monetary Value Coding

• The same process as recency and frequency
coding
• Sorting is done with respect to monetary value
metric
– Monetary value metric is the average amount
purchased in a time period t
• At the end of the monetary value coding, assign
monetary value codes M = 1,...,5 to groups
according to their groups.


RFM Method:
Monetary Value Coding
2.5 Frequency Results
2.1
2 1.8 • It is observed that highest
Response %

1.4
response rate is from the
1.5 customers having highest
1.2
1.1
monetary value
1
• Unlike the recency case,
0.5 there are not big differences
between groups
0
5 4 3 2 1
Monetary value code M


RFM Method:
Putting the Codes Together
• At the end of the monetary coding firm obtain R
F M metrics for customers. Each customer
belongs to one of 125 possible combinations of
the RFM values:

Database

R
1 2 3 4 5

F
21 22 23 24 25

231 232 233 234 235 M

RFM Method:
STEPS
• Create 3 digits RFM codes cells
• All cells having the same number of customers
in them
• RFM values are used to define group of
customers that marketing campaign should
target or should avoid
• Used for identifying customers having high
probability to respond to campaigns:
555’s response rate > 552’s > 543’s >541....
• Increase the response rate
• Increase profitability not for cirulation
Slides 32

Customer Value Metrics

• Critical measures used to define customer worth
in knowledge-driven and customer-focused
marketing


Customer Value Metrics:
Size of Wallet
J

• Size of wallet = ∑S
j =1
j

Sj = Sales to focal customer by firm j

• Assumption: Firms prefer customers with large
size of wallet in order to retain large revenues
and profits


Individual Share of Wallet (SW)
• A proportion expressed in terms of percentage,
calculated among buyers
• Measured at individual level
• A measure of loyalty
• Can be used in future predictions
• Different from the “market share”, which also
considers customers with no purchase
Sj
• Individual share of wallet % = J

∑S
j =1
j

S j = Sales to focal customer by firm j

Customer Value Metrics

• Share of wallet and size of wallet should be
analyzed together because...

Size of Share of Purchases
Wallet Wallet
Customer 1 $500 50% $250

Customer 2 $100 50% $50


Transition Matrix
• Shows expected share of wallet from multiple
brands
• Depicts consumer’s willingness to buy over time
• Transition probability from B to A, than from A to
C: 10%*20% = 2%

Brand A Brand B Brand C
Brand A 60% 30% 20%
Brand B 10% 80% 15%
Brand C 20% Slides not for 15%
cirulation
70% 37

Lead analysis & sales forecast

RFQ analysis & Bid preparation (Investment
proposal )

Sales control

Sales collaterals & templates

Sales productivity analysis

Field intelligence report


Depending on the company’s business model , CRM
measurement frameworks vary. Some key categories of
performance measurement include:

1. Brand performance measures
2. Customer asset management
3. Customer behavior
4. Marketing performance
5. Sales force performance
6. Service center performance
7. Field service performance
8. Supply chain and logistic performance
9. Web site performance


1.Brand-building
Customer equity building
Customer behavioral modeling
Customer value management
Customer-facing operations

2. Marketing operations
Sales force operations
Service center operations
Field service operations

3.Supply chain and logistic operations
Web site operations
Leading indicator measurement

4. Balanced scorecards
Customer knowledge management

Dimensions of Loyalty & loyalty management

1 Emotive
Loyalist loyalist
2 Inertial
loyalist

3 Deliberative
Customer loyalist

Downward 1 Life style
Migrators Downward
migrator

2 Deliberative
migrator

3 Dissatisfied
Downward migrator

Marketing Statistics

• The average business never hears from 96% of
its unhappy customers.
• They tell a minimum of 9-10 other people about
their bad experiences.
• Getting a repeat customer from unhappy
customer group is extremely difficult .
• Every positive experience is shared with 2 to 3
people( prospective customer ).
• For every single complaint received, there are in
fact 26 customers withfor cirulation
Slides not
the similar concern. 42

Marketing Statistics…

• Of the customers who register a complaint, as many as
70% will do business again with your organization if the
complaint is resolved effectively.
• This figure goes up to 95% if the complaint has been
resolved promptly.
• 40% of complaints result from customer mistakes or
incorrect expectations.
• Customers who complain and get satisfactory results
are 8% more loyal than if no complaint at all.


Customer Profitability and Life time Value.

As cost of serving a customer increases over
the years ,due to inflation ( rise in input cost )
profit earning ability of the firm decreases
during the life time . Hence customer centric
business leverage on RLEATIONSHIP
MANAGEMENT as key strategy to improve
customer profitability over the lifetime of the
customer.


Customer lifetime value represents exactly how much each
customer is worth in monetary terms, and therefore exactly how
much a marketing department should be willing to spend to
retain each customer or a specific segment .

Relationship can be contractual or referral. Accordingly the cost
of maintaining the relationship will change. This will reflect in
CLV.


CLV model makes simplifying assumptions :

1. Churn rate: The percentage of customers who end their
relationship with a company in a given period. One minus the
churn rate is the retention rate. Most models can be written
using either churn rate or retention rate. If the model uses only
one churn rate, the assumption is that the churn rate is constant
across the life of the customer relationship.

2.Discount rate: The cost of capital used to discount future
revenue from a customer. The current interest rate is generally
used as a simple discount rate.


3.Retention cost/ Cost of servicing : The amount of money a
company has to spend in a given period to retain an existing
customer. Retention costs include customer support, billing,
promotional incentives, etc.

Period : The unit of time into which a customer relationship is
divided for analysis. A year is the most commonly used period.
Customer lifetime value is a multi-period calculation, usually
stretching 3-7 years into the future.
In practice, analysis beyond this point is viewed as too
speculative to be reliable. The number of periods used in the
calculation is sometimes referred to as the model horizon.

4.Periodic Revenue: The amount of revenue collected from a
customer in the period.

Customer Lifetime Value (simplified formula)

n
CLV = Σ D [(Rt – Ct)] - Ac + Rf [ Rtr – Acr ]
t=1
(1+r)t (1+r)t

Where:
t = Year
n = Length of customer relationship
r = Discount rate
Rt = Revenue earned from customer in year t
Ct = Cost of servicing customer in year t
Ac = Full acquisition costs
Rf = Number of referrals generated by customer each year
D = customer retention rate
Acr = Reduced acquisition costs .
Rtr = Revenue from referral customer
backup FolderSpecial LTV Calculator2.xls

The CLV equation can also be used to show where
additional profits can be obtained from customers.
Increased profits can result from:

· Increasing
J, the number of products
purchased, by cross-selling.

· Increasing P, the price paid, by up-selling or
charging higher prices.

· Reducing C, product marginal costs.

· Reducing MC, the customer acquisition
costs.

CLV proposition


Effectiveness of Loyalty Programme

E
f
f
e
c
t
i
v Customer
e
Exit point
n
e
s
s

Time taken

to redeem CLP


Hence in a competition driven market
having more business challenges,
to attract , acquire and retain a customer,
business practices which are customer
centric ( Customer Relationship
Management ) is imperative and need of
the business.


Adoption( diffusion ) of the new product concept
happens only if :


Diffusion strategy
Factors which are responsible for early adoption are :

1. Perceived relative advantage

2. Compatibility with existing process , values , belief etc

3. Low complexity : Easy operation, maintenance. User
friendly.

4. Trailability : Ease of experimenting

5. Observability : Visual effect


Create adopter categories :
Innovators
Early adopters
Early majority
Late majority
Laggards Early Early
Innovators
adaptors majority

Strategy to : Develop innovators : Acquire innovators through price ,
trivertising , trade promotion, BTL promotion
flexible terms of take back if not satisfied
etc. Mass media

Develop Adaptors : Extensive sales promotion .

Push early majority ; Create demand through urgency , opportunity
loss, artificial delay etc.

Lead Management Process

Lead management or opportunity management process involves a CRM
process which help to identify the right opportunities , qualify the opportunities
and convert them. More popularly known as sales pipeline or sales
funnel management .
As the suspect to customer ratio decreases drastically in any sales process ,
sustained forecasting model for lead generation is must .

Material planning , production planning , budget , profit guidelines , etc largely
depend on the revenue plan of the firm .
Sales forecast happens to be the initial link for sound revenue plan. C RM
practice address this issue.


Customer Life Time value ( CLV) in the marketing lexicon explains
the concept that each customer in the database should be analyzed
in terms of current and future profitability to the firm.

A model of the profitability of a customer based on past and
current purchases is the following:

Profits t = ∑[ ∑ (P j – C j) - ∑ MC k] + R( PJ – CJ )
T
(1+ r)² (1+ r)²
where:
t = the current time period,
T = the total number of time periods in the database,
J = the number of products purchased,
K = the number of marketing tools used to target customers,
Pj = Revenue generated from the purchase.
Cj = Cost of the product purchased,
MCk = Customer acquisition costs).

Steps to develop CRM perspective in an organization.

1. Building database of customer activity

2. Set up a process to analyze the data base according to
activity .

3. Report which customer to target

4. Establish business process to build relation with the target
customer

5. Establish & convey customer privacy issues.

6. Define metrics for measuring the success of CRM program in
the organization


CRM perspective in an organization.


CRM Eco system
Intelligent and easy business solutions that
enable extraordinary customer experiences

Customer
Service
Empowered Connected
Sales Force Field
Employees Automation Service
Customers

Marketing eCommerce
Automation

Informed Integrated
Management Partners


CRM strategy in an organization helps to build 360
Degree view of the customer


CRM Process At HDFC


Technology:


CRM removes the disjoint & micro perspective of a customer in enterprise


Measuring business performance
Businesses have long since measured financial
performance with traditional financial measurement tools:
profit and loss statements, balance sheets and cash flow
statements. These measurement frameworks suffer from
limitations; they measure past activities.

Kaplan and Norton created the balanced
scorecard framework to address some of these
deficiencies and have expanded the tool to measure the
impact of strategy.
Balanced scorecard intends to predict future financial
performance and track how effectively the corporate
strategy is executed.


Internally focused measurement Externally focused measurement

Customer
Value Value
Consumer
Creation delivery
Behavior
&
Attitude
Consumer
Insight
Customer Loyalty

Word of mouth

Increasing retained profitable
Slides not for cirulation Client base 67


Internal Customer consumer Financial
Process perception Behavior Perspective


CLV( Projected
revenue)

(Business process)


Depending on the company’s business model , CRM
measurement frameworks vary. Some key categories of
performance measurement include:

1. Brand performance measures
2. Customer asset management
3. Customer behavior
4. Marketing performance
5. Sales force performance
6. Service center performance
7. Field service performance
8. Supply chain and logistic performance
9. Web site performance


1.Brand-building
Customer equity building
Customer behavioral modeling
Customer value management
Customer-facing operations

2. Marketing operations
Sales force operations
Field service operations

3.Supply chain and logistic operations
Web site operations
Leading indicator measurement

4. Balanced scorecards
Customer knowledge management

Products and services originate in the company’s value
production capabilities and then flow through the value
delivery capabilities and to the customer. The
company’s customer insight capabilities must collect
knowledge about the customer’s behavior and mindset
and inform the value production and delivery
capabilities.

While companies frequently measure customer value
production and delivery capabilities, very few measure
the customer insight or knowledge management
capabilities.

CRM strategy helps to build 360 degree view of the
customer

Pre consumption
Stage

Desire state
Perception & And aspiration
Consumption
stage Attitude displayed Driving the unstated
During consumption Need
Expectation gap
Or delight
Behavioral
Symptoms forcing
shift

Post consumption
Stage Slides not for cirulation 73

Evaluate Differentiate
360 degree Build
Customer Customer
Customer retention
ROI
View strategy


Identify your customer

H
Selectively
Add value
exit
& reduce cost
To serve.
Cost to
Serve

Move up the Differentiate through
Value chain VAS &
Retain
L

L H
Profitability


Is this the way you are Managing
Customers ?

MyWe keep track of customers using
sales, service, and marketing teams
My sales andtrack of customers using of
We keep service teams keep track
useOutlook, spreadsheets, paper,
separate applications; They can’t
things, but I am not sure where
our financial application
and manila folders
share information

•Customer chaos
•High Dissatisfaction
•High churn rate
•Low profitability
•Low brand equity

Is this how you want to manage
Customers ?

My sales, service, and our profitable
We know who are marketing teams
My sales and trackservice teams using of
We keep service teams keep follow
and of customers track
Our sales & closely work with them to
customers
are integrated tightly and share
our financialprocesses
consistent application
things.
enhance the experience of our products &
customer information for decision
making
services


ORGANIZATIONS NEED CUSTOMER CENTRIC
APPROACH AND CULTURE TO BUILD POSITIVE
CUSTOEMR EXPERIENCE , LOYALTY .

ORGANIZATION NEED TO DELIVER TOTAL BRAND
EXPERIENCE .

MUST DELIVER MULTIPLE TOUCH POINT VALUE

HIGH CUSTOMER LIFE TIME VALUE

Total Customer Solution = Product + Customer
service


Customer Relationship Management

• “Process of creating and maintaining
relationships with business customers or
consumers”
• “A holistic process of identifying, attracting,
differentiating, and retaining customers”
• “Integrating the firm’s value chain to create
enhanced customer value at every step”
• “An integrated cross-functional focus on
improving customer retention and profitability for
the company.”


A customer centric business processes
practiced by an organization from acquisition to
retention to build bonding , enhance positive
customer experience, increase multiple touch
point value and create high customer life time
value.



The use of information-enabled systems
for enhancing individual customer
relationships to ensure long-term
customer loyalty and retention


CRM process focuses more on personalized marketing
rather than mass marketing .

CRM process is developed on the principles of
relationship marketing concepts.

CRM process is created around customer service
concepts .

CRM is not just a software . MYTH

CRM can do well only in B2B model . MYTH

CRM process demands an attitude shift at
management level, change in business
process level to adapt to customer needs,
technology support to deliver & service the
customer fast and quick.
CRM = Customer oriented + Customer oriented + Information
Organizational culture business process Technology


Contemporary CRM process focuses on :

Proactive approach rather than reactive .

Personalized care to individual customer

Extensively leverage on technology

Product & service offerings specific rather than generic

Integrated with back end operations like ERP .


Relationship Management


Shift from transactional marketing to Relationship Marketing

Interdependence

Relation ship
Marketing

Collaborate
Conflict

Transactional
Marketing

Independence


Relationship Marketing & customer Loyalty .

Relationship. CLV
CEM CTV
Marketing

It helps to build a life time customer value for the
organization .

CRM initiative helps the organization to manage relation
better to maximize revenue & life span while keeping the
operational cost low.


Level of relationship strategies

•Integrated information service • Volume & frequency
•Joint investments • Rewards
•Shared process & equipment • Bundling & cross selling
• Stable pricing

Structural Financial
bond bond

Mass •Continuos relationship
customization Customization Social •personal relationship
Customer bond bond •social bonds among
intimacy customers.
Innovation •

Distinctions in Customization
Mass Marketing Customization

Relationship Customer is passive Customer is active
with customers participant in process co-producer,
Customer needs Researched and May not be
articulated articulated
Product and service Marketing and R&D Customized based
offering drive offering on customer
interactions
Price Fixed prices with Value based pricing;
discounting customer
determined
Communication Advertising and PR Integrated,
interactive
Distribution Mix of direct and Direct (online)
indirect not for cirulation
Slides 90

CRM process focus areas

Customer Service
Process
Sales process

Marketing
Contact & Activity management
Management process
process


SALES Management
Process


Sales Planning
A good sales strategy evolves from a good sales planning. Any sales
planning should ideally begin with the situation analysis.

Organization’s present position vis a vis the competition . Competition need
to be looked from direct & indirect perspective.

Its inherent strength & weak ness in a given account , market segment ,
territory , product etc.
The Sales planning process comprises of :

Business Marketing Sales Sales Sales
Objective Plan Plan Budget Responsibility

Evaluate & Sales
Control Report

Challenges of Sales Management process

•Long Sales Cycles : In complex products and
services ( solution sales ), the sales process from
lead generation to closure tend to get longer than
anticipated.

•Disconnected lead information system making
decision process of lead qualification difficult .

•Need for transparent sales transaction in
de- centralized customer set up.

•Control & streamline Sales forecast process.

•Unable to assess sales productivity

Sales Force Automation

• Manages lead generation, tracks movement of
leads through the pipeline, allows better usage
of customer data, integrates activities across
sales channels, simplifies relationship
management, forecasts for opportunities
• Helps to understand competitive position in
sales situation .
• Sales funnel ( Sales pipeline ) management
• Sales person productivity analysis

Revenue management is key the success of any
business .
•Revenue Planning : Begins during the third quarter for
next fiscal year.
•Input is gathered from sales & marketing team and
other sources and Revenue plan is fixed.

•Related expenses are decided & planned profit is pre
decided.
•Revenue plan is broken up into sales targets for
product line & communicated to sales force .
Q1( AMJ) Q2(JAS) Q3( OND) Q4 ( JFM)

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11
M12
annual revenue plan.xl

Sales Process Management

Sales force
Productivity Sales performance Annual business
Sales Planning
management Analysis planning
Order loss
Status report
& analysis

Order Order Business partner Channel partner
management Acquisition Management Warehouse
Order vetting C&F
•Technical
•Commercial
Feedback to Opportunity
sales team Management
Sales funnel
management


Generate More Leads: Capture those leads through a
variety of channels including your Web site.

Campaign ROI Top Search Terms Leads by Source Lead Quality

Web Site Visitors Web Form
• Google AdWords • Organic Web traffic • “Contact me” request
• Email Marketing • AdWords referrals • Free trial
• Email responses • Event registration
• Direct Mail
• Cold Calls
Inbound Calls Create New Leads Lead Capture
• Partners
• Yellow pages • Cold calling
• Set up auto-response emails
• TV • Google Maps • If one doesn’t exist, create a new lead -”Thank you for your interest”
• Radio • Word-of-mouth referrals -Your trial information
-Event details
• Events
Lists Import Data • Set up lead assignment rules
• Trade Shows
-Geography
• Purchased list • Use the import
• PR -Company size
• Trade show wizard or Excel -Product of interest
• Legacy data connector

Close More Deals
Close deals faster by providing a single place for updating deal information, tracking opportunity
milestones, and recording interactions. Easily analyze your sales pipeline so you can quickly
identify and eliminate any bottlenecks in the sales cycle.
Retail sales
forecast.xls

Closed Business
Top 10 Deals Top Sales Reps
by Month
Sales
Marketing

Open Opportunities Presentation Proposal Negotiation Won
YesNew Customers
No
You can Customize Sales force to Support
monitor your fit your internal sales Sales force gives your entire
opportunities methodologies and company a 360-degree view of
reports and processes, making it Keep an archive of your dead opportunities. your customers and facilitates
dashboards to easier to monitor your Use email marketing and collaboration across your
keep track of sales pipeline. organization, helping you build
call downs to re-market strong, lasting customer
your top deals to your archived relationships.
and prioritize opportunities.
your time.

Lead analysis & sales forecast

RFQ analysis

Bid preparation (Investment proposal )

Sales coordination

Sales collaterals & templates

Sales productivity analysis

Field intelligence report

Sales target The amount of sales each sales representative, team, product or product category has
committed or is assigned to solicit.

Close percentage This metric goes by many names. The purpose of the metric is to score a lead with a
percentage that it is likely to turn into a sale. As sales personnel work with the
customer to answer questions, exchange information, prepare legal contracts and so
on, the percentage is changed up or down.

Customer score Not only are leads scored, but customers are too. By scoring a customer, companies
can develop a model that helps them predict which customers are likely to purchase
their product or service. Many attributes (size of the company, geographic location,
level of access into the company, level of cultural, industries the customer serves,
size of budget for the solution being sold) can go into scoring a customer. In this
regard, customer scoring is similar to a segmentation exercise.

Sales expenses This metric includes all expenses related to the sale, such as travel, entertainment,
printing, shipping, use of other internal resources, 3rd party expenses, etc.

Close rate The percentage of sales leads that convert to sales. This is often tracked at the sales
representative, team, customer segment and product/product category level.


Sales totals The total number of sales represented by all leads. This metric is often multiplied
by the close percentage for a weighted sales leads number. This metric is used to
predict future sales.

Sales lost The number (or percentage) of sales lost, broken down by reasons, which can
include loss to a competitor, loss of customer funding, and many other reasons.

Training impact Companies use different techniques to detect the impact of sales training on the
sales force, including sales staff surveys on training effectiveness and
comparisons in other sales metrics pre- and post-training.

Cross-sell rate The percentage of sales totals that include items that were not specifically
requested but recommended by the sale force or through marketing.

Number of calls The number of calls made by a sales representative or sales team. This can be
broken down by new account calls and existing account calls.

Number of new How many new customers have been added during a period of time.
customers


Key returns from improved sales performance
and management include the following:

• Increased salesperson productivity
• Increased sales management productivity
• Decreased cost of customer acquisition
• Increased revenues (increased profits on
revenues)
• Decreased administrative overhead
• Reduced employee training costs


Customer Service management

QoS ( Quality of Service ) delivered
by an organization is judged by its
customer of the basis of 5 key
parameters known as serve qual
parameters.


1. Tangibles of Service :
( Infrastructure & facilities , Employ commitment (People)
& the process links of services laid to build efficiency &
problem resolution )

2. Responsiveness :
Attitude (Willingness) to help the customer proactively.

3. Reliability : Dependability on the service & accuracy of
the service.

4. Assurance : Competence of the organization to deliver
the promises & gain credibility for service .

5. Empathy : Caring for the customer . Feeling of concern
& responsibilities.
Ser Mktg not for cirulation
Slides 105
Proprietary slides

Tangibles of Service

Responsiveness
Reliability

Assurance
Empathy
Serve Qual Model.

Ser Mktg not for cirulation
Slides 106
Proprietary slides

Service Quality Gap Model

Perception Gap

Communication
Employee Gap
perception

Delivery Gap
Knowledge
gap

Standard gap
Management – Employee
perception

CUSTOMER SERVICE MANAGEMENT
PRE SALE SERVICE POST SALE SERVICE

•CALL CENTER MANAGEMENT

•FILELD SERVICE MANAGEMENT

HELP DESK MANAGEMENT

WARRANTY SERVICE & NON WARRANTY SERVICE

SPARE SERVICE MANAGEMENT

FIELD ENGINEER ALLOACATION


Designing SLA for committed service
SLA is formal & legal document detailing the scope of service with standard
Operating procedure explained by the service provider to set right expectation
Of the client. ( Eliminate Service Gap )
Components of SLA
Scope of service to be rendered
Committed Total turn around time
Penalty clauses
Implementation time
Joint responsibility

Financial implication
Price escalation clause
Commercial implications

Legal implication
Termination clause
Renewal clause Slides not for cirulation 109

SLA Management encompasses :

SLA contract definition (basic schema
with the quality of service parameters.)
SLA negotiation
SLA monitoring
SLA enforcement, according to defined
policies.


CUSTOMER SERVICE MANAGEMENT PROCESS

SERVICE SERVICE STATISTICS
SERVICE ROI PERFORMANCE

Call call call call call incentives
capture analysis allocation tracking closure calculation
Set up auto-response
emails with id code
•SERVICE CALL benchmark
THR’U Web Site
• Email TO CC
Web Form • “Contact me” request

• Calls Thr’u
TOLLFREE NO. Inbound Calls Service call
• Allocation process

Import Data
Preventive call
Management Warranty
customer • Use the import
Database wizard or Excel
connector

Call tracking: logging to resolution

Call uptime calculation : Actual time / total committed time



Call counts and The number and duration of calls either received or sent, often
duration broken down by call type, which is input by the call center
representative after completing the call.

Average hold time The amount of time a customer has to wait before being served by
an agent.

Abandonment rate The number of calls abandoned expressed as a percentage of the
total calls. These are customers who hang up while waiting for an
agent or get disconnected.

Average The average time a caller waited before abandoning the call.
abandonment time

Adherence The amount of time the agent is “in their seat” ready to take calls,
expressed as a percentage of the total time the agent is scheduled.

Wrap-up time The amount of time, after the call is completed, the agent needs to
complete administrative tasks related to the call.

Average cost per call The sum of all costs for running the center divided by the number of calls
received.

Average talk time The amount of time the agent spends on the call talking to a customer.

Average handle time The sum of the talk time and the wrap-up time.

Agent utilization The amount of time agents spend on calls versus other internal tasks,
expressed as a percentage of available time.

Blocked calls The number and percentage of calls that receive a busy signal and could not
even get to the automatic call distribution system (ACD).

Service level A goal for call center performance. A widely used format for the goal and
values is for a call center to answer 80% of the calls within 20 seconds.

Call quality Companies have devised ways to monitor the quality of a call and the agent’s
abilities. Scores can include vocal intonation, friendliness, promptness,
knowledgeableness, and adherence to procedures.


Response time Amount of time it takes a service agent to respond

Completion time Amount of time it takes a service agent to resolve a customer’s
problem.

Repair fulfillment The amount of time it takes to deliver a requested part or service
time needed for a repair.

Service level This metric is similar identical to the call center metric when
applied to inbound phone calls. It includes additional measures
when applied to all support calls.

Customer Many companies routinely survey their customers after a service
satisfaction score call to verify satisfaction.

Service call priority Service calls are frequently prioritized to comply with service
contracts or warranty terms or to indicate the importance of the
request.

CRM driven Supply chain performance.

Fill rate The number of items ordered compared with items shipped.
Fill rate can be calculated on a line item, SKU, case or value
basis.

On time ship rate What percent of orders where shipped on or before the
requested ship date. On time ship rate can be calculated on a
line item, SKU, case or value basis.

Performance to What percentage of orders where shipped on or before the
promise promised ship date. In some cases, some items may be on
back order or delayed for whatever reason. This metric
captures the overall conformance with promised ship dates.

Backorders The number (or percentage) of unfulfilled orders.


Customer order The average time it takes to fill a customer order.
cycle time

Cash to cycle time The number of days between paying for raw materials and getting
paid for the product by the customer.

Supply chain cycle The total time it would take to satisfy a customer order if all
time inventory levels were 0.

Perfect Order The error-free rate of each stage of an order. Error rates are captured
Measure at each stage (order entry, picking, delivery, shipped without
damage, invoiced correctly) and multiplied together.

Upside flexibility The ability of a supplier to meet additional demand requirements


Contact and activity Management

•KAM process

•Blue book / Account dossier /Customer history
sheet preparation

•Scheduler and calendaring events

•Project management process


The critical new interfaces for sales
Marketing Strategy

Large

Key/Global
Account
Management
Customer The shrinking
Sales Level/ domain for the
Potential traditional
salesforce?
Direct
channels/
Internet-based
sales

Small

Low High
Customer Slides not for cirulation Requirements
Service/Relationship 119

The relational development model
KAM

Integrated

Strategic Interdependent
intent of
seller
Cooperative

Basic

Exploratory

Strategic intent of buyer

Adapted from a model developed by Millman, A.F. and Wilson, K.J.
“From Key Account Selling to Key Account Management” (1994)

Key account preliminary categorization

Degree of KAM relationship stage Needs of parties to
collaboration KAM relationship
High: collaborative
Integrated Realization of fullest potential
of both organizations

Confidence in relationship, stable
Interdependent
& highly evaluated by both sides

Cooperative Reduction of risk,
ability to forecast

Basic
Operational, efficient
transactions

Low: transactional


Creating closer relationships with supply chain
partners

D D
I I
Marketing From Marketing
R R
E E
C Operations Operations C
T T
O Information Sales Purchasing Information O
R Systems Systems
R
S S
Supplier Customer

Creating closer relationships with supply
chain partners

Directors Directors
selling company To buying company

Marketing Marketing

Operations Operations

Information Information
Key-Account Systems Systems Supplier
Co-ordination Development

Supplier Customer

Key account categorization

A Top 15 (in volume/revenue generated)

B Next 30

C Next 55


Selection of Key Accounts
Supplier Business
Strength with Customer
High low
High

Strategic Star
Account
Attractiveness
Large
Status Streamline

Low

Medium

Small


The key customer portfolio
Supplier business strength
with customer
High Low
High

Strategic Selective
investment investment

Key account
attractiveness
Pro-active Management
maintenance for cash

Low


Supplier Relationships as a Source of
Business Advantage
Business Business Process
Type Contribution Criteria
Criteria
10 Strategic • “First mover” advantage • KAM lead
10 Suppliers • Channels to market • Business strategy driven
< 1% of • Reverse revenue generation • “A team” on both sides
suppliers

20
Preferred • Point-to-point solution • Relationship manager
600 Suppliers • Technology access • Strategy from CatMan
c. 20% of all
• Operational advantage • SLA scorecard
suppliers

1, 350
Commodity • Cost improvement • Managed locally
3,000 Suppliers • Superior service levels • Performance monitored
c. 80% of all suppliers • Ease of transaction • E-enabled


Blake and Mouton

9
1/9 9/9
The customers The problem
friend solver

5/5
Concern for Compromise
customer “Method” approach

1/1 9/1
The order The pressure
taker salesman
1
1 9
Concern for making the sale

Implementing an Account Planning
Process
STEP 1

Continuous
Identify strategic customer &Improvement
Develop account
planning process

STEP 2

Continuous
Facilitate buy-in Improvement
at local manager
and KAM levels

STEP 3

Provide guidance
( CSH ), commit resources and discipline to
ensure
that plans are developed and used. Measure
account profitability.


Developing the Strategic
Account Planning Process
• The strategic account planning process
should be specific and actionable, and
include
– Objectives and activities
– Action plans designed to meet the objectives
– Assigned responsibilities and accountabilities
– A listing of the resources required to
implement the plans


Facilitating Buy-In
• Training and education programs can
facilitate buy-in within the selling
organization
• Sales education programs must
emphasize the value that KAM and sales
managers can provide to these strategic
accounts


Providing Guidance for Plan Development
and Implementation

• Key Account Managers provide much
guidance and leadership to their team
& buyers .
• They seek ongoing support from top
management
• Identify new opportunities & help
buying organization in decision
making.
• Act as problem for cirulation & evangelist. 132
Slides not solver

The Engineering Perspective

DATA MINING


Six E’s e CRM are :

1. Electronic channel integration : (Web, Mail & messaging )

2. Enterprise : Across the organization other than sales &
marketing function are able to interact & provide
customer centric services & products. ( Enterprise
integration ERP , Work flow , DRP ) .

3. Empowerment : Enabling the customers to decide when
& how to stay in touch with the organization.

4. Evaluation : Evaluate customer interaction along various
touch point channel & compare anticipated ROI against
accruals.

5 Economics : Concentrate on customer economics , which
drives smart asset allocation decision & greatest return on
customer communication

6. External information : Leverage information from third
party sources , web page profiler etc.


CRM application & development tools
Functional capabilities

Software Basic CMS SFA Help Added features
Analysis Desk
MySAP .com * * *

Siebel * ** ** * *

Clarify ** *

Sales Logix * *** *

Oracle
People soft * ** *

Netsol * * **

SAS * ***
Teradata * ***
Micro
strategy * Slides not for cirulation ** 136

Popularly used BI tools:

•Business objects,
•Teradata,
•Cognos - Power play
•Informatica ,
•Crystal enterprise suite ,
• SAS ,
•Micro strategy.


Data Mining

• Collection, storage, and analysis of –typically
huge amounts of- data
• Data readily resides in the company’s data
warehouse
• Data cleaning is almost inevitable


Data Mining

Goals of Data Mining

• Developing deeper understanding of the data
• Discovering hidden patterns
• Coming up with actionable insights
• Identifying relations between variables, inputs
and outputs
• Predicting future patterns


Data Mining:
Steps
• Data selection
• Data cleaning
• Sampling
• Dimensionality reduction
• Data mining methods


Data Mining:
Methods
• Exploratory Data Analysis
• Segmentation
– Cluster Analysis
– Decision Trees
• Market Basket Analysis
• Association rules
• Information Visualization
• Prediction
– Regression
– Neural Network
– Time Series Analysis

Information Visualization

Data mining algorithms...
• Can only detect certain types of patterns
and insights
• Are too complex for end users to
understand


• A field of Computer Science which has
evolved since the 1990s.

• Before 1990s: Graphical methods for data
analysis to pave the way for statistical
methods
• After 1990s:
– Computer hardware has advanced with
respect to memory, computational power,
graphics calculations
– Software has advanced with respect to user
interfaces
– Data collection systems have advanced
(barcodes, RFID, ERP)


• The analyst does not have to
understand complex
algorithms.

• Almost no training required.

• There are no limits to the types
of insights that can be
discovered.

Marketing Data analysis for
strategic marketing decisions.

Data standardized Information about
To a common format Data available in
DW

CRM process & information technology


Technology


Typical e CRM Architecture

CRM tool used for building high customer touch

Classification: It maps data into predefined group or
clusters . These classes are predefined . Classification
algorithms requires that the classes are defined on the data
attributes values. ( Micro Segmentation of consumers )

Regression : It assumes that the target result fit in to some
known type of functions ( eg linear , logistic etc ) & then
determines the best function which models the given data.

Clustering : The approach is useful for determining the
similarity On the predefined attributes . Identifying precise
set of variables / parameters describing the data set for
decision making process. Consumer modeling for
promotion strategy.
Summarization : It is used for extracting representative
information about the data not for cirulation
Slides base. It maps data in to subsets
149
with associated simple description.

CRM Project implementation
methodology
Envisioning

Planning

Development

Deployment
Post
Deployment


Components for CRM software project management
model

Basic components are common to any industries which
include
1. Scope management
2. Time management
3. Resources management
4. Quality management
5. Cost management
6. Communications management
7. Risk management,
8. Procurement management
9. Integration management.

Implementing CRM solution: Technology
perspective

CRM solutions stand on a integrated database of
customers/ transaction data , which are used for
building proactive marketing strategies .

People , Process & Technology are the corner stones
of any successful CRM solution implementation .

Industry nuances are to be kept in mind while
designing CRM solution for an organization.

Integration issues with back end operation viz ERP
work flow management etc need to be addressed prior
to the selection of CRP solution.

Data mining process: It helps to predict future trends & behavior allowing

the business to make proactive knowledge based decisions.

Data mining taxonomy .

Predictive model Descriptive model

Classification Clustering

Regression summarization

Time series analysis Association rules

Prediction Slides Sequence discovery
not for cirulation 153

Using Customer tracker an organization can do
following :
•Profile key contacts.
•Schedule activities and view tickler lists.
•Generate, distribute and store customer
correspondence.
•Create, store and track customer contracts.
•View customer project lists and support tickets.
•Identify, track and manage opportunities.
•Sales executives and administrators can leverage
views of Pending Pipeline, Win / Loss Data, and
Activity Lists.
•Establish a portal for named customer contacts to
submit project requests and support tickets.


CRM implementation

•User interface.
•Session management
•Work flow
•Database
•Graphics
•Messaging
•Business

Introducing The Solution…
An easy to use
Combine
Outlook CRM Solution

with


Pipe line reporting tool.


Conclusion :
CRM is a business philosophy driving an
organization to build customer centric
business process & culture to gain
competitive edge in cut throat competition
driven market for sustainability & growth.

Technology is the backbone of any
successful CRM process implementation .

CRM Information platform
INPUT
Contact & Activity
Sales data management

Sales management
User profiles
Business rules
Business intelligence Marketing Programs
Market development For decision support Loyalty program
Product Relational database Sales promotion
Consumer Collaborative communication Pre sale prom
Competition Process
Price Customized information Customer delivery
Content operation & service

Marketing Process Call center
Business policy Help desk
& rules SMS alert
IVR
Internet access

CRM Process Framework
Formation Management & Governance Performance

CRM Purpose
Increase
Effectiveness &
Improve efficiency
Team structure Relationship
Role definition
Planning process Strategic
Programs
Process alignment Marketing
Account
Monitoring process Financial
Management
Market communication Customer
Retention Marketing
Employee motivation Satisfaction
Co-op agreements
Employee Training & loyalty
Strategic Partnership

Partners Feed back &
Criteria Process improvement
Process Slides not for cirulation 175

CRM Approach in an organization.

CRM SOLUTION includes all customer-facing
business applications integrated under a single
customer database .

• Sales Force Automation (SFA)

• Customer Service (CS)

• Sales and Marketing Management (SMM)

• Contact & Activity Management

Technology driven approach to CRM
Back end integration & Multipoint interaction
Develop touch point Descriptive & predictive With customer
Behavior Customer engagement

Operational CRM Analytical CRM Collaborative CRM

CUSTOMER


Technology driven approach to CRM

Web enabled & integrated
Building customer
Customer database
contact through:
Data security
Telephone
Data recovery & redundancy
Mail
Web Mining
Personal contact
Business network
After sale
Data integration with back end
Complaint handling
Business operation
Key Account
Data mining
Management
Integration with automated customer
Customer Care
Contact process
IVR
Help desk
SMS
Internet


Organization’s aim is to develop more of clients &
advisors.
Clients & advisors are likely to generate positive word of
Mouth ( WOM) which are called a reference customers.

Advisor / Partner
Foresters good
Client Customer
Repeat Loyalty
customer

First time
Customer

Prospect

Suspect


An Organization wants answers to the following
Questions:

• What are your customer satisfaction levels?
• What is your customer attrition rate?
• What are your customer's needs?
• Do you focus new product development around customer
feedback?
• Do Sales, Customer Service, and Technical Support work
together to provide outstanding customer service?
• Do you build and modify work processes around servicing the
customer better?
• Do you currently consolidate all customer related data into one
repository?
• Do you integrate key front office, back office, and web office
systems to interact with each other?

A media firm would like to plan and analyze its business
performance like : demographic profiling
Direct mail
Telemarketing
Cost and revenue analyses
Customer care, and retention .

Integration of various point-products and functions ( media
planning , media buying , client servicing, account
management etc , for advertising, circulation or clickstream
analytics etc to get an holistic perspective of the customer &
business .

In order to achieve this objective, they need comprehensive
and integrated CRM solutions.


Traditional marketing strategies focused on the four Ps (price,
product, promotion, and place) to increase market share. The
main concern was to increase the volume of transactions
between seller and buyer.
Volume of transactions is considered a good measure of the
performance of marketing strategies and tactics.

CRM is a business strategy that goes beyond
increasing transaction volume. Its objectives are to
increase profitability, revenue, and customer
satisfaction.

To build CRM, an organization wide set of tools, technologies,
and procedures are required to promote the relationship with the
customer to increase sales.


Rationale of Relationship marketing & customer
retention

Relationship Customer experience Customer life time
Marketing value

Relationship marketing can occur at different levels & each
successive levels of strategy results in ties & binds the customer
closer to the organization & helps to increase the competitive
advantage of the organization.

Level of relationship strategies

1 Financial Bonds 2 Social bond
3 Customization bond 4 structural bond


Sales information management in CRM ( Reporting
pipe line )
Enterprise Reporting using Sales Execution Framework
(SEF) reporting tool that would serve as the master data
source for every customer or potential customer within the
sales pipeline. Only those customers loaded by sales
force into the software application are considered when
measuring overall revenue and individual sales goals.

The Enterprise Reporting development had two clear
goals while building the SEF reporting tool:

• To drive consistent sales information across the
company .
• To ensure a simple and straightforward pipeline.

Building Role-Based Dashboards:

With opportunity management processes and business
rules already in place in the field, the development groups
need to find more productive method for reporting and
analyzing pipeline data.
Simplified, standardized reporting application that would
offer a level of functionality similar to that of SEF Reports,
in the form of personalized screen ( role-specific
Dashboard ) . All employees within a certain job category
would then be able to view the information on their
personalized screen in the same way, thereby solving many
of the communication problems.


Presentation layer of CRM (Enterprise Desktop)

The field salespeople use the enterprise desktop for
entering all of their opportunity data. Extract,
transform, and load (ETL) and Data Transformation
Services (DTS) processes take all of the data directly
from the data store and consolidate it in a single, local
SQL Server 2000 database.

SEF Dashboard uses this localized database to extract
and display sales pipeline data with the Business
Analytics application. Other data stores—such as SEF
Database, a SQL Server 2000 database for revenue
data—and quota and software licensing databases, also
SQL Server 2000, connect to the local SQL Server.
The consolidated database is refreshed from all the
other data stores fort nightly. cirulation
Slides not for 191

The reporting application uses the default/custom
built authentication tool within the operating
System to create and personalize a role based
dashboard for each user.
When field users log on to operating system
running on their personal computers, they click the
dashboard application icon located on their
desktops. SEF Dashboard automatically recognizes
the user and his or her job definition. The tool then
opens to the user’s personal role-based dashboard.
No additional procedures are required to
log on to the dashboard application.


CRM

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