1. CRM and 4 P’s of Marketing
Dr Ramakrishnan ramakrish54@gmail.com
2. In today's highly competitive business world
CRM can be considered as the ultimate
solution for both customers as well as
organizations.
CRM considers customers not as outsiders but as
insiders to the business and aims to build a
long-term relationship with them.
A high degree of customer contact, commitment
and services are therefore essential features of
CRM
3. Quality is defined, not by internal
perceptions, but by the standards and
expectations of the Customer.
Quality is Conformance to Customer
requirements.
Quality is vital to keep Customers,
sustain profitability and gain market
share for all types of organization.
4. CRM is an on-going process of identifying and
creating new value with individual customers
and then sharing the benefits of this over a
lifetime of association.
Involves the understanding, focusing and management
of On-going Collaboration between
Suppliers and Selected Customers
for
Mutual Value Creation &
Sharing through Interdependence and Organizational
Alignment.
5. The ideas and ideals of CRM can be
traced to the fundamental concept of
Customer Focus of TQM.
Customer is thus the Business.
Focusing on
Customer Relationships
is thus an Investment.
7. Gordon’s 11C’s of CRM
• Customer
• Categories
• Capabilities
• Cost, Profitability and Value
• Control of the Contact to Cash Processes
• Collaboration and Integration
• Customization
• Communications, Interaction & Positioning
• Customer Measurements
• Customer Care
• Chain of Relationships
8. Gordon’s 11 C's of Relationship Marketing
• Relationship marketing implies that individual objectives will be
Customer formulated for each customer, and that strategies for dealing with
each will be developed
Categories
Capabilities
Cost, profitability
and value
Control of the
contact to cash
processes
Collaboration
and
integration
Scope of product and service offerings that will be provided
to the customer
Range of capabilities that must exist within the company in order
to
generate mutual benefit
Understanding and Improving Profitability to the Customer, and
then sharing this value
Ensure that processes perform effectively and efficiently in the
mutual interest of the Customer and Company,
Some degree of integration of the customer's business processes
with those of the company's, it requires a collaborative
approach at the highest levels
9. Gordon’s 11 C's of Relationship
Marketing
Continued
Customer
Products or services are to be tailored to the needs and expectations of
the customer, to create maximum value to the customer
Categories
Communications,
interaction and
positioning
Customer
measurements
Customer care
Scope of product and service offerings that will be provided
to the customer
Customer relationships are based on communication. Hence
communications with the customer must be highly interactive and
meaningful to them.
One must have almost obsessive concern with customer
measurement,
There must be genuine concern for the customer's business. That
would ensure a relationship that creates mutual value.
The entire chain of relationships of those involved in the creation of
Chain of
value from company to customer, including suppliers,
relationships
intermediaries, employees, etc are to be maintained.
10. Key Business aspects of CRM
Customer Value,
Customer Care, and
Customer Retention
11. The "4 Ps of CRM Success" are
Planning,
People
Process
Platform
13. At Maruti, customer complaints per
10,000 vehicles serviced is one of
the most important measures of
customer care and forms a
significant aspect of dealer
performance monitoring and rating.
14. Key factors for success in Indian Conditions
Providing customer a product, which is more acceptable to him
Affordability of the product
Available nearest to consumers
Awareness among consumer
Relevance to Consumer
Returns to Consumers
Response generation through promotion
Relationship through product and service
The Web is an ideal place to market and sell, service customers, partners and employees, make purchases, improves processes and capture, share and distribute knowledge.
Available seven days a week, 24 hours per day, it can empower users to buy, sell, quote, configure, compare, recruit, analyze, repair, and so on.
Because the web site touches so many parts of an enterprise, so many functions and so many varied users, all with different roles, tasks, capabilities and working environments, it is important for builders to understand what the site can mean to a business and specifically how the site can impact these 6 areas.
The Web is an ideal place to market and sell, service customers, partners and employees, make purchases, improves processes and capture, share and distribute knowledge.
Available seven days a week, 24 hours per day, it can empower users to buy, sell, quote, configure, compare, recruit, analyze, repair, and so on.
Because the web site touches so many parts of an enterprise, so many functions and so many varied users, all with different roles, tasks, capabilities and working environments, it is important for builders to understand what the site can mean to a business and specifically how the site can impact these 6 areas.
Customer Experience Begins in the Vision
Achieving the long-term value of customer relationship management (CRM) requires a strategy involving the whole business and should be approached at an enterprise level. Only a small, but growing, number of enterprises are tackling CRM at this level, with most CRM initiatives consisting of departmental projects or attempts to integrate the work of multiple projects. Following extensive analysis, Gartner created the Eight Building Blocks of CRM (see Figure 1) — a framework to help enterprises see the big picture, make their business cases and plan their implementation.
Customers' experiences when interacting with the enterprise play a key role in shaping their perception of the enterprise — the value it provides and the importance it places on the customer relationship. Good customer experiences drive satisfaction, trust and long-term loyalty. Poor customer experiences have the opposite effect and, because bad news travels faster and further than good news, they harm the enterprise's ability to create new relationships with prospects. No amount of internal "second guessing" can simulate what it's really like to be a customer.
By year end 2003 the most successful 10% of CRM implementations will have invested more in refining measures and monitors of the customer's view of the relationship than in analysis of value to the supplier (0.6 probability).
Customer Experience Begins in the Vision
Achieving the long-term value of customer relationship management (CRM) requires a strategy involving the whole business and should be approached at an enterprise level. Only a small, but growing, number of enterprises are tackling CRM at this level, with most CRM initiatives consisting of departmental projects or attempts to integrate the work of multiple projects. Following extensive analysis, Gartner created the Eight Building Blocks of CRM (see Figure 1) — a framework to help enterprises see the big picture, make their business cases and plan their implementation.
Customers' experiences when interacting with the enterprise play a key role in shaping their perception of the enterprise — the value it provides and the importance it places on the customer relationship. Good customer experiences drive satisfaction, trust and long-term loyalty. Poor customer experiences have the opposite effect and, because bad news travels faster and further than good news, they harm the enterprise's ability to create new relationships with prospects. No amount of internal "second guessing" can simulate what it's really like to be a customer.
By year end 2003 the most successful 10% of CRM implementations will have invested more in refining measures and monitors of the customer's view of the relationship than in analysis of value to the supplier (0.6 probability).