8/28/2015e-business1 core crm process competencies unit - ii

04/19/23 E-Business 1

Core CRM Process Competencies

Unit - II


Core CRM Process Competencies

are – cross-selling and up-selling, – direct marketing & fulfillment, – customer service and support, – Customer Billing – store front & field service, – Retention Management.


CRM Process Competencies


a). Cross- Selling & Up-SellingA software include the capabilities to

– Qualify prospects.– Track contacts.– Refer them to sales persons when appropriate.

Software used to– Schedule sales calls– Keep detailed records about sales activities– Check on the status of customer orders.

Software may also be integrated with • inventory software (to see what products are in stock)

or • field service/external customer support (to learn how the

product is working for the customer)


b). Direct Marketing & Fulfillment

• Works like sell well and delivers fast.

• Includes presale interaction

“Presale”- Techniques such as direct marketing and advertisement, provide potential customer with the necessary information’s to make a purchase order or decision.

• Marketing Automation is critical as organization grows larger.

• More difficult to manage multiple and simultaneous programs and also to track costs across multiple channels.


b). Direct Marketing & Fulfillment

Fulfillment- Goal is to • Provide information to customer and

• Prospects or forecast quickly, easily and efficiently-

• Whether it is product or service inquiries, • or direct mail responses, pricing • or billing issues • responding to requests in a timely manner is critical.


c). Customer Service Support

• Provides customer care & other services

Application includes – support for service request management, – account management, – contact & activity management, – customer surveys, – return material authorizations, and – detailed service agreements

• these discrete applications work together • used to manage customer who are having problems with

products or services to resolves those problems.


d). Customer Billing

• CRM doesn’t include billing process

• Internet billing is entry point to host additional services includes customer self care and automated sales

• Internet bill is the gateway, has digital dialogue

• Only few bills are delivered online today

• So paper bill – primary channel for communication between customer and company


e). Field Service Operations

• There is nothing like the hands–on approach to encourage faith with customers about company.

• Field service is the hands–on extension of external customer support

• It is activated when a problem cannot be solved over the phone

• It requires sending a repair person to the customer site

• To perform maintenance or repair equipment

• Field service features

– scheduling & dispatching repaint personnel – managing inventory and logistics – and handling contracts and accounting.


e) Retention Management

• Effective decision support depends on the ability to gather customer information of great levels of detail.

• Detailed knowledge about customers allows companies to treat all customers individually

• Separate the customer who are high maintenance and low margin prospects

Thus the core CRM competencies are identified


Supporting Requirements of the Next Generation CRM Infrastructure

Unit - II


• Comprehensive universal trend to ride into the next century is – integration, integration, integration.

• Customer relationship requires integration

• 5 types of integration.– Customer content.– Customer contact information– End–to–End business process.– Extended Enterprise or partners.– Front–office and back–office Systems.

Requirements of the Next Generation CRM Infrastructure


a. Integration of Customer Content

• Key Requirement of CRM Appln is

– Ability to access, manage and process all relevant customer content

– Which includes the seamless integration of structured and unstructured customer data

– In past companies collects data, but the problem is didn’t know what do with it.

• Now company learned to create a clear picture about customer and their relationships

• all content about them must be easily accessible.


b. Integration of Customer Contact Information

• Contact Management (CM) is defined as the electronic captive of customer information with the capability to access & share information throughout the organization for sales and services only.

• Company goal – zero leakage of customer information

• Maintain Consistency in all channels

• Same rules has to followed whenever the customer contacts

• Same thing has to followed for all customer

• Make virtual contact center and

• Make information available at all time


c. Integration of End–to–End Business Process

• keys are consistency and simplicity of sale & service to the customer.

• Sales and Service are separate functions– Sales – occurs during sales cycle– Service – occurs after sale activity

• Customer need service, both before and after the sale –next traditional service.

• Web (Marketing Channel)-Interactive customer-core & fulfillment centre.


d. Integration of the Extended Enterprise

• To provide the kind of service that guarantees.

• Customer loyalty, companies must extend their partners & vendors CRM infrastructure via the internet & intranets.

• Through this, partners can share information, communicate, and collaborate with the enterprise using Web–based applications

• For this Partners Relationship Management (PRM) is integrated

• PRM Functions – Pricing and Promotions– Configuration – Available to Promise (ATP)


e. Integration of Systems

• CRM integrates with telephony, web, and database technologies

• To provide a 360 degree view of customer attributes and account history.

• It means a company can combine information on all products and services used by a customer

• and share information across all delivery channels & points of contact.

• 4 technology must work together for execution this strategy – Legacy Systems - old system in company has to be integrated– Computer telephony integration (CTI) – to manage incoming calls– Data warehousing. – extract data from transaction system for effective

analyzing – Decision support technology.- use of analytical and model tool to make

decision


Organizational challenges in Implementing CRM

• Nothing is ever simple.

• CRM requires a high degree of political, cultural, and organizational change.

• Organizational issues that companies must tackle to implement CRM includes

– CRM may reduce an individual business unit’s contribution.– CRM requires making a careful transition from an existing “silo-

centric” to an integrated customer–centric infrastructure.– Organizations with global operations must manage customer

interactions in different languages, time zone, currencies.

• CRM has a definite impact on the shape of the organization and the roles of employees.


Next – Generation CRM Trends

Unit - II



Fig. Channel Interface CRM Infrastructure

Customer

Partner

Purchases

History

Operations

Marketing

Billling

Application Integration

Back Office

Web

e-Mail

Call Center

SFA

POS

Direct Mall

Wireless

Touch P

oints

Front Office

Customer



• It’s important to note that a CRM infrastructure alone isn’t sufficient.

• The growth of the CRM market is also happening at customer contact points, such as call centers and web.

• Management needs to re-evaluate customer contract points.

• This rises two questions:– How will the emergence of Internet–delivered customer service

affect traditional communication channel support?– Will online customer service really be cheaper than traditional

support channels?



A. The Rise of the Call Center as a Powerful Customer Contact Point

B. Listening to the Customer

C. Customer loyalty: Lute-warm or Fanatical

D. Multichannel Integrated Service Experience

E. Higher Service Expectations.

F. New competition Creates New Headaches


a. The Rise of the Call Center as a Powerful Customer Contact Point

• The call centre is one of the main growth areas of customer contact

• 70% of all customer contact occurs at the call center.

• A call centre is a group of agents and voice response units (VRUs) • That assist customers with support, inquiry and transaction functions.

• As the call centre evolutes into a sales-and-service channel, this help prepare for the future.

• For service companies, the call center’s focus has evolved from a customer service interaction center to a selling channel.

• Manager has to think, how to transfer high-touch capabilities of the call–center to the low–touch medium of the web.


b. Listening to the Customer

– Call center and web channel must be transformed into listening outposts

– It keep track of what customers are talking about.

– Careful to listen to the right set of customers.

– Asking the wrong customers for feedback should be negotiated.

– Ask yourself, how does the company listen to it customer?

– What systems are in place for doing this effectively?


c. Customer loyalty: Lute-warm or Fanatical

• In this changing and challenging environment, customers have more choices.

• Customers are beginning to ask companies, “What have you done for me lately?”

• This may be the biggest challenge corporations faces as they move forward in the call center and web channels.

• Like it or not, the change driven by the internet has made people smarter

• It is better to find information about competitors • what you sell, what you don’t sell, and what people have to say about you.

• Think about this, – how can call centre help to build customer loyalty? – When the customer call you, do they get courteous services? – Are they delighted when the call is over?


d. Multichannel Integrated Service Experience

• Customer visit the web home page of a car manufacturer

• Browse the features and options of their latest model.

• Just clicking a button and an agent from the manufacturer calls you within a minute.

• Answers question and schedules a test drive on next day.

• Same technologies that are raising customer expectations can also be used to meet and exceed them through integrated solutions

• It offers superior customer service at every contact point

• Internet, call centre, storefronts, ATMs and person to person selling.


e. Higher Service Expectations.

• Customer dissatisfaction with service is widespread

• Expectations of customers interfacing the call centers are higher than ever.

• Customers are beginning to take what used to be exceptional service as the starting point.

• As competition increases customer expectation more from the organizations with which they have ongoing relationships.

• Relationship with customers to be strong then companies must view the world through their customer’s eyes.


f. New competition Creates New Headaches

• Are new startups creating new value propositions for the customers?

• Globalization and deregulation are opening up new markets, increasing the reach of competition.

• When competition is fierce, go back to basics: create values for the customer.

• Executives at many companies now find themselves contemplating new value creation issues.

• Today, any advantage based on product or service innovation is short-lived;

• creating new value propositions for customers is key to survival in an increasingly dynamic market.

8/28/2015e-business1 core crm process competencies unit - ii

Documents

customer slide

customer service support

customer care

customer site

potential customer

customer surveys

customer billing store

customer billing crm