1. CRM AND SELLING Presented by: Joel Maxim Pais 01016018 MBA II 2010-2012 Alousius institute of management and information technology (AIMIT)

4. CRM and Sales CRM requires the salesperson to have greater knowledge of customers and generally provides greater flexibility in making decisions that enhance customer satisfaction.

5. CRM and Technology CRM on any large scale is impossible without electronic storage and processing of large quantities of data that all functional areas of the firm can share. Considering the salesperson is the direct agent interacting with customers, the sales manager as a supervisor is responsible for managing many inputs into this system.

6. Web Technologies and CRM E-mail is useful in managing customer contact information and becomes critical in customer service efforts. Many leads are generated from e-mails. E-mail also helps with push technology, which uses data stored about a particular customer or customer group to send information and promotional material at a time when the data suggests the customer will be interested in a purchase. A decade or so ago, e-mail was a relatively safe, reliable communication vehicle. Today, with the siege of SPAM e-mails, firms must use systems to curtail the volume of junk messages.

7. CRM and Production CRM systems can be either analytical or operational. Analytical CRM focuses on aggregating customer information electronically, enabling the company to better identify target markets and opportunities for cross-selling. operational CRM is more focused on using information to improve internal efficiencies. Information about a transaction with a customer is automatically fed into a decision- support system that schedules logistical and production operations.

8. CRM and Production Consider companies like Bridgestone or Michelin. Their primary product is tires. Increasingly, new car models are made with-unique specifications for tires—meaning a dramatic increase in the numbers of specific tires that must be produced. Without CRM, a production manager might have to carefully devise a production schedule calling for certain models of tires to be produced on certain days of the month. With CRM the production manager doesn't worry about this decision. Infor­mation from customer orders is automatically fed into the decision support system, and production schedules are determined just in time. In other words, the number and types of tires produced are based on real-time sales information. CRM integration is one of the keys to CRM success.

9. Customer Portfolios With CRM, sales managers are more interested in having their salespeople know customers than products. Customer portfolios are sets of customers that have something in common. Eg: Pharmaceutical sales­people may be assigned to customer groups defined by areas of medical specialties such as paediatrics or cardiology.

10. Customer Portfolios A customer's past behaviour is the single best indicator of future purchasing behaviour. When salespeople are assigned to small numbers of similar customers, they become very familiar with past behaviour. Customer portfolio assignments enable salespeople to empathize with the customers' problems and quickly suggest solutions. This approach not only increases sales but, more importantly, the customer realizes greater value, strengthening the relationship even further