antenance Oo! new app, Starbucks and Apple co-created vue fn ther servic systems by combining tele wallet and mone convenient and time saving for both “s ves for cols to be served a ther ofl shop, piatforn” With this the nu c sto ero mepate hr ont ad oie Acros ‘and contained the risks of ts ober and fran (Source: rpetnkedn convpulslstarbvla-ase-study-inovation-erm st rele} Teantstawrouy, ‘aient Used wth permission from Stvroula Panalotaropon sooner oo meet i welll updates INTRODUCTION eed | 0 ‘Companies, through the years, have been relying heavily on Saeed a eee of bi nec Bas GRM. Siebel, Oracle, and SAP were some a be aie snd Epiphany oma it {Bxnidit 99" spake Saefnce oan cee re Software asaservice (SaaS) and became a service Prova social CRM the CRM market. The development of social media and open source setae farther gas “ Faoence 2 impetus in the working of businesses and widened their opportunities further. Thus, sion areaddresse ‘alto started to look forward for better and efficient services. : srrously a8 Seual nenvorking changed the experience of its users and met the changing demands, a customers Ttis now being used as a tool by consumers for expressing their opinions at all tins Conimers cl Siywhere in the world, The role ofthe customer feedback i, asa result, being valued exstomers seit can make or break businesses, Business entities are becoming aware of its power ana | whe compan tying their best to engage the present as well as their potential customers. With the increase in itself, 's . ‘Sham phones and personal computer (PC) penetration, the mobility of customers hes inca and market ‘Therefore, companies are including the demands oftheir customers who are on the move into ti feedback, i strategies Besides, there are various technologies that aid CRM further in its functioning. ‘Due to the advancements in technologies, the future of organizations lies with CRY, Organizations must therefore pursue strategies further which are in tandem with the catego ‘customers they as a company want to attract and gain advantage. It can only be made posse because of the Internet and enhanced connectivity at all levels. Thus, the interaction berwea | gyeupon is an onlin the consumers, companies, and the product online has improved. The opinions and feedbackd | er various products customers on the products and services that they use have become one of the salient featursis | potential customer designing of strategies for their advantage. Companies are therefore able to listen and resoxi | __Websiles and choo to the demands of the customers. For all this to happen, companies use technology and delitt by receiving e-mail products desirable by the customers to create better competitive advantage. wad on a dail and buy in m¢ Cloud-based CRM Cloud-based software today has become a cost-efficient way of gathettt data of its customers and is gaining much popularity among various industries. In this technol | all applications of @ company or an individual can be run through a server from a distance. To | applications now are not only limited to a specific place where the computer is functiond),* | also through another computer, however low is its configuration, from a faraway location | a high-end software. This is used by many companies where the services are provided o"* ‘on-demand basis. It means that they are borrowing the computing power of the Interne Some of the categories on the basis of service provided by the company arc as follows: Software as a Service (SaaS) _In this, a majority of the work is done on another ot through the Internet. Only some of the cloud computing applications have to be dowd | many of them are run on the browser. Its major benefit is that it can run on the lates $9" even though the machine is an outdated model. In this service, the upgrade as we! * © scanned with OKEN Scannerance of tht nits util asa Service (P are selecte' mn. raintet ccd 07 software is done by the serv tion and service required. aa) In this service, a computer is created virtually atthe others Mand customized further based on the service requirements of the : 18 ofthe Service (IaaS) The organization need not set up it TECHNOLOGICAL DEVELOPMENTS I'CAM 245 ¢ provider, The client pays the service provid vider infrastructure to gructure as & rents such as data storage, Web hosting, and processing power, but it can asc requiem sete services of 8 ‘updates and also creat ups eed and equ sed paced on its specific neo sii 92 social CRM Feuence any PPO readdresed OPC essa they are aware centralized Data coxomes effective! wilize jes Secu Social media is gaining gr duct as well as its bran rly on social me Jy. CRM data may iniselt is an ongoing a and markets better. It is mac feedback, in addition to the market Exhibit 9.1 har online partnership firm which offers vouchers Seo es nd anions a a scouted pce The ed ests cn phase vues by visiting the va Choasing the best offer suitable for them or {Bev ena ntteatons for an atractve new deal. . aig basis, about the best things to do, see, ene fo han 600 malts om more than 40 ee git as owen of empoyes who vameee Cie and Palo Alto offices with its Sheers at America, Asia, and Africa, eto a poze saioned invarous “kets ty pnd and sarc and ween see ou bet enon . teens tl azepted inthe market se ate ec: soon he customer A an Orstang i ‘unmanageable for the Se Be i egey on operations, and ae fo the customer re in Teaized that quests Oty soit they could not go on hon and they looked for various dia. This gives companies an impe that it can make Centralized data plays 2 not always end up generat ‘he company but it will help them in maintaining nd long-term process whic de possible through responses on Si hind party or a service provider with the help of the Internet. The third rity in them. The company only pays for the infrastructure ‘ements, The organization therefore has the liberty to scale up its ‘ds and need not invest hugely in its infrastructure from start ‘ound and the consumers are in a position where they can d image and perception. Their feedback and grievances tus to take customer feedback or break any business. major role in ORM as it helps target and engage ting leads for the sales team or regular relationships with their customer. This, fr helps the company in knowing its customers efficient analysis of its customers’ intentions and ‘ales and inventory available in the market. Groupon enterpises-lvel support solution as they anticipated further owth in business. i was complicated and impractical to execute as it was Important for them not to hamper thelr customer experience. Therefore, they did a thorough search on the Wab for an onlina support software and found Zendesk, a Web-based solution 10 be mast appropriate as it was capable of supporting the increasing volume of business. Today, Groupon employs more than 150 customer support agents who handle nearly 15,000 tickets per day. Zendesk’s macros which have predefined answers to its FAQS are Groupon's favourite Zendesk feature in helping the company to provide best service to its customers through better information, These macros also help Groupon to train Is agents further to deliver one-touch solution to its customers. Zendesk is also able to integrate Its macros with other solutions like Good Data, and as a result enable Groupon {0 process its one millionth customer. This has only been possible because of the scalabilly provided by SaaS. (Source: wwrw.rackspace.com) © scanned with OKEN Scanner2S CUSTOMER RELATIONSHIP MANAGEMENT Exhibit 94 (Contd) mics CRM 2011 on-promise as a solution and integrated Foto ber on promo apicationsIncing BAAN {Inky ERP and Mobile | Express for their salos representatives. ‘The sales reprosontathes can now access Dynamics CRM solution and data through @ web browser on thelr mobile device without installing any additional software. It allows then to aovess customer information on-the-go, keeping them informed and up-to-date. Now, Dynamics CRM generates consolidated reports besad on zones, MIS for business reviews, order status, old reports add to the company’s business planning and ‘execution. It has also customized a unique credit rating system thet decides the credit cyte, discounts, and other offers for Its customers. It uses predefined business criteria ‘such as previous order value, business opportunity, etc., to etermine the creit rating improving customer management DIFFERENCE BETWEEN CRM AND E-CRM for ls custom. Italo ghes updates on tui porns, oder, oustanding eacton, tg members and managors 10 Improve the ty "Ot nae It also manages all individuals and revo 1 Pr bringing agit 10 the business processes, Liha, been integrated with follow-ups reducing tro en bay adding ofcioncy inthe system, Sete Wit ll these Iitatives, they Were abo toby database which row helps them to take quik HS cay decison, It has aso resulted in nceasing thew | its receivables, maximized its business pportunj a} | efficiency wit mobile access, and saved tina eg | shortened its sales cycle by focusing on the right. a8 ay | | 1] | by reducing sales cosls and In closing deals aye? ©-CRM stands for electronic customer relationship management. All the activities of guy relationship in the organization is done using information technology. This is further ya ¢ integrating itself with the internal organization resources and the external marketing sir to know and satisty the needs ofthe customers. e-CRM is better when compared to CRM found to be very effective in communicating better with its customers. The differences bees e-CRM and CRM are as follows: 1. CRM uses phone, fax, and the retail store for contacting its customers, while CRM sg wireless, PDA (personal digital assistance) technology, the Internet, and e-mail to contac customers. CRM requires the client to download all the different applications for viewing its web-basd applications, whereas eCRM does not have any such requirements. The personalized views of CRM are not available whereas personalized views of -CRM ax related to purchase preferences as well as the history of purchases by a customer. 4, The design ofa CRM system is related to job production and its functions, whereas the dei of e-CRM system is based on the customer needs. 5. The maintenance of CRM is very expensive, whereas the maintenance of e-CRM iss expensive and requires even lesser time. » 2 CRM SOLUTION AND ITS COMPONENTS. Various applications of CRM with the help of advanced technologies and channels are helt organizations to execute their CRM effectively. The applications are defined as follows: Sales-based applications With the advent of sales force automation, companies have we able to automate the end-to-end activities of their sales persons. This includes scheduling 4 © scanned with OKEN ScannerTECHNOLOGICAL DEVELOPMENTS mice ; sanagement, pricing of i preity asning of ters cot nan mecording of expenses. The daly sales reports terse at 1 ing i ‘i re alsa rece ci Snes ing eter Necrr finer reporting, andl saving of eon, Sales Force ies its users (customer oF sales representative) to assemble cn Lad ate Hf ble the produc ication contains a lot of information for jor) also allow r at atom gr Yrished sods. Its configuration appli the users need not necessarily be technical experts to integrate fut ‘0 i a ponents netphl a8 7 rect he gers available t0 ther pe fo sed applicntione “Theysupplementthe SFA applicaionsandintgatfuter ork cations of the organization such as Web-based marketing, campaign planning, san out ap nays Ie also suppor's the organization in generating lists and its management, coi a forecas! ‘ing, erating collaterals, ‘marketing materials management. Tt can be jade" an ;clopaedia, which acts as @ repository of the product, its pricing and its competitive ales an 00” portend cisribubOm agement. Marketing automation applications resis of services that they provide and the targets they intend an account! d reporting ! tt oma applications for customers These applications are deployed sen supPimor darough he Web for providing sel-serice, allowing the organization to 7 ‘ramets with speed Accurae and efficiency. The customer service ago their CS) applicat is care incidents, defects management, order err ons aon database, repein scheduling and dispatching, service igement of customers for speedy actions. as follows. SOFTWARE sancof ihe popular CRM software are described on Demand, Oracle re (CCA), | CRM, Oracle CRM ‘oo global CRM Oracle Siebel CRM Oracle CRM software portfolio includes Oracle Siebel EBusiness Suite (EBS), PeopleSoft Enterprise, ntact Centre; rod : RightNow, and the Jatest flagship P! elfservi on ‘with about six million use! ely 130 million s cane market conditions, it has developed industry-specific vertical market CRM solutions, The Paik ps to bea success. thas @ reputation for high risk ‘and expensive deployments: itend tg aes its enterprise software solution for nid level as well as start-UP customers WhO d changing lement CRM with limited budgets. Due to the failure of CRM implementation Se ae Cxpectations creustomers, markets have switched (0 cloud computing. Oracles women erviod loped Oracle CRM on demand for SaaS, CRM prospects and RightNow for "beth fags and Oracle Fusion for higher-end broad-based applications, speculating these hip products in the future. Sap Sap ree ERM system isa fully i ly integrated application which targets the business software verticals such as banking an te the "item aya EMS Of mi an mid-si ; ce, Sap idesize organizations in industry-specific 's CRM 5 r : ystem offers several integrated modules which automal © scanned with OKEN Scannera CUSTOMER RELATIONSHIP MANAGEMENT >| ae facing process arcas such as SAP GRM Sales (sles force, oO aioe SAPCRM Service, SAP CRM Interaction Centre, saat Channel vith emarketing e-service, an e-commerce), and SAP CRM a cRM agent Inte wii competior, Oracle SAP has more recent ele hs () SAP Sales on Demand which ia coudbated CRM an nt 8 ' on-premise ERP (enterprise resoures planning applicatan “i, Business ByDesign, which isa fall ERP cloud suite that includes CRM, Wand Gi Sg acceptance of cloud computing and its expansion in most marke expectations of consumers, SAP also provided a Business by De option which in itself is a purpose-built cloud and SaaS ERP as well as CRM. AP Cay artnes cy ts based on the ot : hit sign cloud prodye Product covering the begs id Salesforce.com Salesforce.com isa leading vendor of CRM software applications using software-asae: or cloud computing model. The company’s flagship product is a CRM system de for businesses of all sizes and industries worldwide. It fo edge opportunitics related to cloud (including social networks and mobile), Salesforce.com ig over two million global customers and it continues to grow faster than the market. Itisyep ficxible, easy to customize and low in cost as compared to other CRM software because, consumers pay on the basis of its usage and also has the option Of scalability based on es growing needs of his business. Salesforce.com is also advancing its platform-as-aseniy PaaS) solution called Force.com and managing an eco-system of integrated thindpen, Products in an online marketplace called ‘AppExchange’, Salesforce cons rices its CR, software solutions to businesses on a subscription basis, Primarily through its direc sly and rarely through a business partner channel, This software solution ie not available ir on-premise or private cloud use, cuses mainly on th Microsoft Dynamics Microsoft Dynamics CRM is a unique software in the overcrowded CRM market. Ieuestt ‘ame code base for both its on-premise and software-as-a-servce (SaaS) delivery models. Is Tae choices to its customers by supporting its multiple public clouds for iw SaaS de Customers also have the option to subscribe to its dynamics CRM directly from Microsofiort®? may choose to purchase from a number of hosting providers or its specialized channel pare Teallows its cloud customers and business partners to install serves side coe on the MoO cloud. This permits gre dS ud. This permits greater extensibility for a number of business processes not Suppo others, Sugar CRM - es Sugar CRM software is an open source CRM systems its competitive advange Toner that its a consumer-rendly product. Ie is also functionally rich and wai [ew Price. Is, therefore, the most cost-effective CRM solution avaable in the Us stems provide their customers choices outide the waditional commer OP CRM applications like SAP, Oracle, Salesforce, and Microsoft. This open sue useful for companies which have budgetary constraints and are looking for 4 © scanned with OKEN ScannerTECHNOLOGICAL DEVELOPMENTS INCA — 22% que business processes. ‘This package provides a viable alternatiy ‘ vtwvare an also an entry point to an enterprise-wide open source software bye also involves low-acquisition costs and also has a choice in software delivery estn0lO@ jas SanS/cloud oF on-premise, It has more freedom from vendor locksin and pet? Ne has wide support globally with an increased attention and adoption by companies a athe globe goverment and uni ge ged ORD ‘AND MOBILE CRM formation is the key because these interactions take place at all jnformation to the company, which has to be further that he is able to use Sales Force Automation (SFA) hhas to be simplified further and updated frequently rar the Web server running the CRM software iene storage point at Fe ecured and accessed by all their salespersons at reduced costs. rie vvevices, such as personal digital assistant (PDA), cell phones, aa 7 wf cvonway pagers, tablet PCs and many other devices having a display screen We hon munication feature can acces the Web through wireless networking. This has wee rested in providing various benefits to the company by being fast and giving a field are able to access all the important a response, The employees working in th Brmaton needed by them and arc able to clarify their doubts instantly. They are also ith their reporting head and are able to forward the message thle to coordinate better wit e ab f thei boss about their performance. This helps the organization and its management in it er market control. They are also able to contact their customers immediatel having great y rs i d sind when required. For this purpose, they use their own PDAs (personal digital assistant) through which they are able to access all the information about their company such as their pedormance, market news, share prices, as well as check the inventory available in the factory and other branches in addition to the status of the delivery of the orders taken by : Ty them catlier, Thus, they are prepared in providing satisfactory information to their clients a a “y are prepé P is service them better. Recent developments in technology have also resulted in better communications among bro departments in a company. This is done in a simplified way by encoding descriptive fomation about data so that it can be gathered and shared across various applications. Fer example, XMI ; 8 i le, XML (Extensible Markup Language) can provide information about a Purchase order ‘ guage) Pp mt i by its salesperson to the company ‘accounting system, which recognizes Fan, Processes it in time, New wireless protocols such as WAP (Wireless application *oeol) allow informs A 7 company’s lead ation to be conveyed to a varicty of devices on a real-time basis. A (¢l phone for apa igement system, therefore, transmits its sales leads to a salesperson’s * nae solution, Bluetooth has also become a new standard for short-range Vion ie tiation, andthe web portal software provides the cell phone or PDA with sndors 1 _ thay are providi tis : Cet eng en Ragin aces to their enwalized Servers through multiple devices Me ea and news reper ales person can opt for a most suitable option to access on their cell phone during their interaction with the customer. Fangs Ping is also openi “le ete HO hovzons for organizations as they Jook forward to take once AUTOMATION sags ofsales, process informa Tea te llthe couchpoints provide tipi to the field salesperson s0 mf ability therefore . Aas mation avail D he headquarters. In this, © scanned with OKEN Scannera act CAM WIPLEMENTTICN apy yr ns soe! oeien (Source: wnww.customers.mierotoft.com), ‘a er .c competition in the markets. Hence, n there tment nth — esany analyse HS consumers an comps 7 iid his is only possible by storing data, na ge wh castomers at diflrent ouchpoin emanating in mares ong Hn, by eal, MESSAGES cl_phoves or rough socal mea interfaces, ough ts int therefore js crucial for the company. With the on-going competition and the 1 touchPO® .q in demand ‘and supply, the customer expectations have changed, theref ‘tren peter insight and information to manage their relations with them, a eer pn atiization of upeoming technologies in the markt and the ae activities ‘and analysing customer information, as well as providing customer support by en aering a strategies. In tis proces, che costs must justify the present and Future Semen cum aks without exceeding the company’ earnings, The company sn evecare ots eur on investments (ROD and plan its CRM implementation jeer wo ogni n CRM applications ac justied. Hence we not only consider een nets but abso the cost of hing people and the inet bene i races. ni wie “Mecgs about all the aspects involved in CRM implementation 1 ig ik, based on which CRM is successfully implement- rearing with its need and framewor Bains. We will aso discuss the Key aspects of the implementation process and erase how a successful ORM can serve its purpose. ‘The operational issues faced by 2 sizions during the implementation of CRM will also be discussed. The chapter will also se inbemation about the various CRM vendors available in the market and the upcom- se chaologies and the processes through which the best CRM solution is selected. Later aaa antoks discuss ERP (Enterprise Resource Planning) and its integration into CRM in opanizations, nt station “ s orp jes are depen ‘SER INTERFACE AND COMPONENTS OF CRM sate portant that before implementing CRM, we must understand the elements 25S pes om endo for beter insight. In chapters and 2, we have already ind serve) mbar which supports all the three key areas of management (marketing, snr cpt CRM therfore, ean serve better through » contact ‘management that is a Mohelp packearseoari like enquiries, sales, prospects of the customer, and so on. It an inbuilt marketing identify as to which activities will generate what kind of business. ein dar ak ems setup that is capable of tacking cuore who have “npaiar they remain ae the organization can attract customers with tailor-made "ie aha tough creation hen for a longer time. CRM systems also enhance the sles “die yn PtOviss the qui a leads, accounts, opportunities for converting them into sales Ou ity and service through better contact management. All these iter Wo kflows and collaboration by implementing the following aspect © scanned with OKEN ScannerO88 CUSTOMER RELATIONSHIP MANAGEMENT Customer ints ‘These days, customers interact with a com, eee otal system must therefore have a thorough view ofall its Clstomen Mh, the touchpoints used in the sales process and the information sougt ht through Vario med on The salesperson must have an idea of the customer and his Understanding about the py ty through the Internet or other touchpoints before meeting him face-to-face, for inode new product or suggesting an upgrade of the product. This exercise if done iuiiouy ing him an edge over the other in the competition to understand the customer's nee end By vil father help the salesperson in convineing the customer better by , leading to creation of better customer relationship and satisfaction, fulfilling hig requ CRM Applications CRM is implemented through a number of, applications Giscusseq ae Chapter 11: Applications of CRM) which helps the firms further in Providing offers, gona orders, and enhancing the quality of response further through regular custe feedback. ‘This is integrated further with the help of various technologies included in the sales, marketing, and service functions of the organization, Sales and the sales management It includes contact and management, tmanagemen (aves, entry of orders, generation of proposal etc) and analon ofig een (forecasting, sales cycle analysis, win/loss analysis, alignment of territory and its as, rollup, and drilkdown reporting). All these are the important fanctions in sales why q greanization should integrate fll ints CRM system for better functioning THe sales funcitg bas to be managed across various domains and business units, Since the sales personnel ay the formidable source of information for the company, they should have all the necessany to access up-to-date information regularly from the t to other domain business, Their interaction with the prospective customers, converting them into a customer sa then maintaining a profitable relationship with them are the key aspects of business (Fig. 104, Marketing Today, campaign management is mostly done throu, with the management of its opportunities, and generation of leads by enhancing ot pany throu, Mer enguise available ang ae gh a multichannel medi, ‘web-based encyclopaedia, segmentation of nates tracking it further. ORM therefore mus input generally content manageme: factors in business, nee Comat * By direct mail BL depres les persons * Through + Thro aves touchpoins | eae coupons Wosks customers Sales Functions of Management Senin tt | CAM applications | management + By campaign management « Through hep | activites * Through segmentation * Through cust LL * By personalization and customization care F1Q:10.1 Customer interlace and |CRM application components © scanned with OKEN ScannerCAM IMPLEMEnTaTign) ~ «includes the occurrence of varions inci ae servic ; nc tacking oF the eid SoReal Ween ee ents ‘i i onships, at differe 00 co mnanagement of orders and Nia oteadi aes ie ithe py the company to its customers serves an important Se The serv ns active atic it it eee Ose. t Ke a pro-active eaten with its customers. ‘This satisfies the ah is responsible in ‘The CRM systems therfore help in managing the €ctmes beter a ge more facilities fo itscustomers= ibeitmdntaing inseam oes eae nei informati Jers queries, oF thei or theit information needs, or requests for orders cel it oats and their quality servic we prov anne Prout the product, coe ce Ex 10.1) exhibit 10.1 CRM Initiatives at Ford India in an automobile company starts with about scheduled maintenance plans th fi et qe tpsatsed ‘consumer Whose functional dealers, who intend to vats ta eae teas pirations have not been met. The they take with non-genuine parts and unauthorized service ‘on the product performance centres, These loyalty programmes encourage the consum- ed Tsatistaction. Any ers to maintaln thelr car as Pot the prescribed standards and erred Totes weighing of various facie geting th best prance fom the vies, s wel s ce, as well as earning more value on its resale. wet ity en farkets have alsO become price- ~ of regular promotions and discounts Enhancing Maintenance Maintenance is one of the im individually ard In portant aspects and the ‘cost incurred by the customer during + should provide total satisfaction ie tase r ng rads. Al these conditions ae made the markets highly competitive. purchase and post purchas Ford india has put its to the ‘customer, To encourage this ‘aspect, Ford India has a an forall ts models where the cus- ‘aang el hese conditions, ud process. The Hfecycle otal fed maintenance sor ean maintain hs car at ied price for 8 yee wih scheduled maintenance ves he contre of its Ci texans customer therefore can be divided into ‘ae sales, and resale experience Tus, no escalation This covers all the echanyeisanine Situation where they nave tO provided by the company through ts authorized sence deal eee stages, they want fo survive ers all around the country, which includes al mechanical and tes, ee ‘eotial repairs except he wear and fear of pas el “ te Customer Experle socident repairs. This saves the customers from infaton 2 & fst go Penbaraiet sito red rosin of cost spae pats oe ‘one hand, han its retail ho ars resale vae ofthe carn Ne OMe male Tl parece at all its retail out- enhancing the me tahoe dan ‘also runs regular brand entity pro- a rete igned to enhance customer satisfac Localization Toremain successful al the innovations rnrbaleala a ere experience. All inthe headquarters fare being brought to the Indian me t Were oturPaN and the ambience ‘conforms because the gap today between the launch ‘of international Nu models in India have requoed and the consumers ‘seg toe the Vat foward for better models wit new and improved features. FOr ‘att onparies part the Brand The great- setting this trend In Ford Indl, technology is being used &5 Ney vee intensive competitive an engine for growth in Indian markets and therefore the con wees a eee pany trying hard to cont! be mares witht ocalzaor tenth ey regula ivi mostly on customer This Is helping them fo prio thelr spare parts compet! o Reag the en seers loyally pro- and they aro adopting a repair versus replacemant approach. obese tase serving, reguar To reduce cost, Ford India also has 8 remanufacturing Pro evn any 0S fom Ford autho which are sparse These remanutae- . 85. Customers a uthor- gramme on certain parts which a’ . | ~~“ re sensitized tured parts are fully ‘certified with warranty. | I © scanned with OKEN Scanner‘270 CUSTOMER RELATIONSHIP MANAGEMENT ee ae it jHIncluslve process that ensures even the 12 | oe eee ah pa aan be arte mets are measured and evaluated perodically tical ae, | Ways Pres in Is pra accredited service stand- elements are delivering of the car on time atter serve rmanutocturers in India which hoside ty car. Al athor- right the fist imo iso, oc. also has cated Quay cat Fs eS ect sonics sandercs which fais caltng to more than BO er cent ot ts once se aed byetercrare A repulse s conduct aos th county | ote mahi ng the required standards, The quality care Is NEED FOR IMPLEMENTING CRM ically, CRM is not merely putting some components of information techno} chest it is a facilitator that is expected to streamline the process ef the organization, Ts implementation makes the company more customer-centric, resulting in better relationship ‘i customers. This requires sufficient resources along with the backing of an efficient lead that can galvanize the resources and commitment of is employees for better effectiveness this, the analytics has to fulfil its responsibility by collecting information through its mula touchpoints resulting in understanding the expectations of their customers better, anticiat the demands, opportunities, threats in markets, and their Strengths and weaknesses. They da bring positive results by adopting ‘customer software’, which justifies its utility and costs Indl these aspects, implementation plays a pivotal role and is based on the following facts: 1. Changing markets with changing expectations of customers, 2. Improving the business processes for improved information system, 3 Bexer analytics improves relationship with customers, as they are able to share mee information between the employees leading to better strategic decisions. 4- Enhancing customer base and productivity in markets, 5- Being proactive and having better sense of customer needs and expectations. 6. Analysing the information collected through multiple touchpoints to enhance customer fc and customer loyalty, 7. Integrating CRM helps an organization to provide information on customer profiles a market segmentation, Market segmentation helps companies to focus on their campaigns#! makes it more effective in terms of objective achievements and cost-effectiveness. 8. Implementation fives a g60-degree view of its customers and helps their employes # Shoniing marketing, sales forts, A better link is created through prom incor thich generates sales leads and helps the company to follow-up through &* Bees hen ne Party vendor. The feedback yerernon through sales, camps ice gives them the Tight information on hoy id i nm hi m, an strategies can be aligned for better formate Customers feel about the = a implementation therefore takes place through a packaged approach, which i oe information conte sto™ With a single dats ne database is integrated“, ee and is accessed by all, It therefore Ped 5 jot canta also ensures that the data is u implementation enables companies to interact with their © scanned with OKEN Scannerhough multiple channels such as web, phone, fix, direct mail, e-mail, in person, oF theengh , oF thronigh jest sales agents oF partners, RAMEWORK FOR IMPLEMENTING CRM CAM IMPLEMENTATION 27) The CRM implementation starts with strategic planning and ends up with performance improvements, Acco on five ring to A, Payne and P, Frow, the strategic framework for CRM is based cross-sectional processes as mentioned as follows (Fig. 10.2): Formulation or the Development Process Strategy development starts with a business ‘sion that the company ‘or positon to an intended positon by segmenting the type of custome coe integration of busines strategy is of high priority. The next component characteristics. Both of these constitute major components of the CRM strategy, dex goals of business. The CRM development process in organizations there- business and customer strategies. This includes examination and anal- fis costomer characteristics, ofthe existing and potential customer base, and their choices and determining the most appropriate segment, which can serve them better. The company realizes that its competitive reflects and reinforces wi fore starts with a review of the ys ferences. These data helps the organization in feauitable for the organization, through which they je future depends on the strength ofthe relationships it has with its customers VelueCreation Value creation isthe means by which we segment. Based on the value proposition of the company, in the process, There are other values wh based on acquisitio liftime value which the organization tries it most companies focus on identifying the pro based on the costs incurred in customer acquisi the strategy development process are transformed into programmes, value, The three elements involved in this process are the products, which promotes the brand value and this in turn helps in addin Exhibit 10.2 Amazon Anazon & Zappos are two companies who have been Suczesstu in creating values for their customers. They ‘tow a customer-centric approach, where they focus all ther acvties around the customer and thelr needs. The a has alvays been towards having a 360-degree view {stones which hasbeen posit by gathering data \atious customer touchpoinis, which enabled them to a the customer's buying behaviour, interests, and ents. This has provided them opportunities to creato copay tas for thelr best customers. Amazon, as @ casos — found opportunities to serve its existing Or its new customers through their innovative business model, which has been built around the market and its changing customer values. They have always upgraded themselves by building new models and have exploited them to their advantage. Amazon has an unique ablity to launch and run new types of businesses, simultaneously extracting value from existing ones. This was only possible because they know that the desires of customers keep changing ‘and they have to observe these changes in the customer environment and deliver value proactively by anticipating the customer, These feedbacks have been gathered through market orientations and are taken up seriously by adding value propositions to enhance existing products and services. (Conte) © scanned with OKEN Scanner and its management have in mind. This involves steps to transform the pres- rs. In this process, alignment is the type of industry and which create and deliver value to the customer a customer receives assessment value ‘ich the organization receives through the transaction, wn and retention of customers. Both these values help the company to create a ts best to maximize in the long term. This is possible as fitability of products rather than the profits achieved tion and retention, In this process, the outputs of which deliver them better services, and relationships, ig customer value (Exhibit 10.2). Neemi cisrwennvooerwnuonie aN Exhibit 10.2. (Cond) Arar tas moierte eta aun aa nals ard based on tho dostas of he casomes. On thn nae senna aghe sn bt enue betty dae ve oposton canbe tut ates 2 customer valve prapastion and a ragcal prof formula bult even i itis hard for tho company. Hence, pprepiay 7 a vatie and Pnovatve business model. They have always formulas, key resources, and processes have Brot, tobe ‘owes move on evening vae 8 custome fest But tat enhances its val further, Al thoes can be bat % 's iso rroortant tht the values are identified by companias models for delivering real-value based cn oppertuntae’* Gene eneninee Information Management ‘The management of information involves ways in which the custo, ‘tion is organized and then further replicated for improving the CRM activities by orsanization. This information management process takes place in two stages which ince, the es i Reviewing of CRM strategy in the organization with its relevant components in terms of, information management needs. This is possible by determining the technological Option required to implement the desired strategy. 4H) Integrating all its customer interactions across all communication channels such 25 its fone office, back office applications, and other business functions, But with the Browing diversny of customer channels, system integrations are designed to bring together data, computer, Procedures, and the people who create output for information management process. The IT infrastructure, therefore, should create a data repository which integrates all the data of is customers, enabling them further for better understanding and also uslization of the asin tools embedded in the system. Multichannel Integration The multichannel strate; gy and its integration offers great scope fr cahancing both the channel preferences of customers and attractiveness as well as responsvxes of its customers. This is done by making products/services available at different locatioss facilitating their convenience and reach in markets. Through multichannel integration, companies are able to map themselves further to attract and hold its customers, As a result, 22 enhanced customer experience is delivered at affordable cost. The success of CRM thus depen on the ability ofthe organization to gather and deploy customer knowledge from its channel. Tt Channels considered for interaction are through two mediums: physical medium formed b involvement of its sales force, outlets, telephony, and direct marketing, and the virtual m ie includes direct marketing done through electronic commerce and mobile commerce Tojuit the effectiveness of the CRM, it is necessary to understand the nature of different customer ie interacting on various occasion within the multi-channel environment and the costs ad mat Provided by customers in each stage of the relationship lifecycle. A market-driven ape therefore, should determine the choice of channel based on the relative economies of ¢ options available from both customer and organization perspective, and the most 2p)" form of channel options for specific customer segments is selected accordingly. or ‘To succeed further, the company should offer personalized relationship to its cus ‘making it economically viable through various channels, as itis essential for enhanc ng and confidence of the customers, With different channels, customer experiences dill 2 becomes very critical for the organization and its customers, ‘The benefit of offering ani value to the customer retains the customer and increases profitability and also rest! © scanned with OKEN ScannerCAM IMPLEMENTATION — 774 cr tensitivity to price, Customer interaction, supplier touchpoints, ane eorwimers in «Fennel represent the most ctucial opportunites to be leveraged far further aluanta : technology helps them extensively in improving their touchpoints, “Pie sho sea mnere abont the customers and their responses. Exaliating alternative lps their probable ROL too, It has been observed that the ratings in terms of the customer experience, both within and do not have a superior or a proprietary technology, but they ‘Lon how they uli the technology solution and also through {T in handling customers. Their contribution becomes very 1 act accordingly. With better eustor sip Jn these CASS jetps them to munication programmes I mmpany’ which achieves high re the channels, generally Aeicallyachiewe high ratings bas Te quality and expertise of the sta aware of the needs of customer and are able t gmportant as they are see and knowledge, they are able to deliver excellent customer service across all functions. Assessment The organizationat di ifferent intervals try tofind out ways to enhance er profits and shareholders’ value. This is possible through their knowledge of standards rec et by the company. Development of metric t0 measure their results and strategizing it peer to enhance their performance is also done. Though in CRM the functionally separated Setrmance measurement systems are not appropriate, various tools and approaches are ation must, therefore, develop its own vallable to enhance their performances. Every organiz Composite set of measures based on its success maps and must also ensure that its objectives sear of CRM are delivered for its future growth, Performance monitoring and assessment sae em in giving them a more detailed view as its results in reducing costs and enhancing its cnployee, customer, and shareholder value, This further drives their performances and develops Sa own success formula, by revolutionizing of activities and results. ‘Tas snows in Fig. 10.2 represent the interaction and the feedback loops between different proceses, The various shifts visualized within the given industry in its strategic development Pinte have an impact on the choices of channel preferred by the company in the integration recess. This happens due toa multichannel effect and has a direct impact on the decisions taken pote ju ereation process. The decisions onthe customer's segment choice, taken during the srategy development process, also vary on a case-to-case basis. Value creation process is based ate eof the economic modelling. Thus, all ofthese are co-related and its success is based on callectve functioning (Exhibit 10.9). MPLEMENTING CRM PROJECTS We have earlier discussed the five key processe: Butthe effective management of customer relationships 2nd interlinked and critical in the success of any CRM initiative (Fig. 10.3). Simply undergoing the process docs not guarantee success of CRM. The four critical elements which an organization has to take care of are as follows: aeaeat Of CAM Reedness Theis very important, as the overall position of the CRaon has w be assesed in regard to whether the organization i prepared for the (2M implementation agains he coss ands. They have to montoy whether their [iiss ar wel developed as compared other compen in Ue markt, Ther re Hany mil ae in the development of CRM: preplaning, building a data repository, "presents a g ie , well-developed, and a highly advanced phase. Each of these stages specific level of CRM maturity and it is characterized by the extent to which .s which constitute the CRM strategic framework. involves many aspects which are different © scanned with OKEN Scanner74 CUSTOMER RELATIONSHIP MANAGEMENT Multipl-channet Pertorm Strategy development Value creation ng process Integration process t88084m en, Value ¢ 1) \ [fstennagsSy customer u P || Salesforce J) |.) receives $ |Ll 4 T TL "Employes +Business leet oo |e 5 5 }<|| Value vision | + value n ‘ || 1 R Customer nus and , | a |] Ouest A vale |}, seem vee t E * Shan |] certs | assessment § D vie | ] fi © *Cost fe E Telephony =~) eduction | || a > f A T: N Value it E Performance t organization |} | Direct | =— on recelves 7 marketing [""| M ae strategy bey E Vv A * Standards reas * Acquistion T \ N On economics 4 [eS f A *Satstecton | customer + Retention E || y || Eectronic |) | g Measure characteristics ‘economics 4 A || commerce | 4 + Resut adie h ci E performance «Segment Ls —— Hl indicators waniety |) y [| motte Koi] Ps | , commerce ] 7 =| im ty th Data repository | [te et Data pont hk IT systems Analysis, Front-oftice Backotice |, tools applications applcetins | Fig.10.2 A Conceptual Framework of CRM strategy Source: Based on A. Payne and P.Fiow Exhibit 10.3 Marketing Channels Many products like 7 sl Personal computers are sold through stores, and department stores. In addition, large erd inp chars ol bon Thay canbe bough drealybushesses tat puctases tougr a {fom the manulacurer over the telephone, by dct mal, or or trough company outlets ot agen. TS, ae edhe webs o! the company or trough oninestoreon —requements and usagje-—bougt ether for peso! ee ja eet rough iterant kinds of retailers, which may in bull choice of cnannel varie. Te chanel ra Include independent computer stores, franchised compuler may range from two to five levels. The simplstis th ce © scanned with OKEN Scannerexhibit 10.8 (Contd) cago n wich goods and servos move dey tom #2 tr to tho consumer without any interme vructr® occurs in industries Where consumers fp onder products direct from the manufacturer eb anu fuls tose order though ts ov sO gation syst. Tf prevalent in computers Ese elec routs. nhs catego ede one sre oe very popu This i one eter ety Pes case of Computer or consuduabes oF bycommareret one stores which are sling a large range nryes Inthe threelevel channel suture, thor or oie to ates intermediaries between the consumers wpe mandctrers Rtas place orders for products soy tom the manufacturers and sel hl products fo he se ers diferent markes.A fourth ves also avaiable ee manufactur gol products to wholesales rather Tetons. n the fouevel structure, te oaies place CAMIMPLEMENTATION 275 orders for goods from wholesalers directly rathar than through the manufacturers. Finally, a manufacturer's agent can also sorve as an Intermediary betweon the manufacturer and the wholesalers, making it a flve-level channel structure. This {iverovel channel structure may consist of a manufacturer, fa wholesaler, a jobber, a retailer, and the consumer, The jobber services the small retailers who are not covered by the large wholeselers in the industry. Apart from these, there are retal chains in diferent formats directly handled by companies or through franchisees. Al these channels have been segmenting themselves to cater to diferent markets by enhancing the company sales and completing the sales ‘oyele by buying products of the company, making it zvallable in markets for the convenience to its customers. Inthe whole process, values are added making the company and brand successful in diffrent markets and regions. [__ cians aeetorent_) Cc { fella Mi Process 1: Strategy development Cc { ! {Wk A Enabling processes 4 & Process 2: Process 3: Process 4: Value creation | | Multi channel] | Information linegration _| | management M | { { 4s T Employee engagement Process 5: Performance assessment Fig. 10.3 Key elements for organising CRM implementation Source: Basad on A. Payne and P.Frow the is eae fi S come® information is available, It also depends on the expertise and experience of managers who know the stages of development of CRM. If the organization is in © scanned with OKEN Scanneron y stage of development, itis usefil for them to do an overview audit of the key — Pens is weiher ieasiapecnens bo wadeentand importance ano Pr the company, and buy the same at an early stage to enhance its competitive adyannt®s markets, A general audit gives the organization an initial view on its CRM Priorities, ang t in priorities determine where the effort should be applied for better results. For exarpig: ¢* case of a bank, where the audit was done for assessment of CRM readiness and change, recommended tobe necessary in ll its processes with more importance on valu eee performance assessment, For this, a number of new CRM initiatives were identified. and pro, teams were formed for implementation. Thus, a gap has to be felt between the current Tom and the desired position, and emphasis has to be put on each processes. The process et strategy development, performance assessment, information management, value Creation, the multichannel integration as discussed above, in the framework for implementing Ca ‘This aul very valuable to the organization, asthe structured discussions withthe cen ‘managers around the scorings are extremely valuable to them in highlighting the ac which the organization should concentrate further, in order to improve its CRM perfonmnt™ Both these scorings are weighed against the existing scenario and the proposed scenarg = that it gives them an indication to follow the processes and the conditions required to achieye those performances through CRM. To extend its response rates, itis also possible to develo, simple web-based programme to collect and aggregate all the information emanating roe the company to give them a better understanding ofits readiness and advantages dered adopting it further. ORM Change Management ‘Yo implement a complex large-scale CRM initiative, compari must grow substantially as per expected change in its organizational dynamics and culm change in the process. Hence, a change management programme is necessary, which can ile care ofthe dynamics of CRM for its people as well as processes, because adopting technology ms; not be the only success criteria for the organization. Success depends on the adopted process and for this, the Seven S Framework tool serves to identify issues relevant to the busines. The framework also provides means to identify the key skills as well as the new skills, ifrequired bye organization. In all these situations, three recurring change management issues emerged: () de need to establish a senior executive in charge of CRM with expertise and authority, (2) to creat 2 CRM vision, and (g) facilitate an improved cross-functional team of marketing, IT, and human resource management within the organization, CRM Project Management Project management controls the time scales and the budget wiz implementing CRM in the organization. In this, BDN (benefits dependency framework) vos backwards from the project objectives to ensure that all the necessary changes in the busines made before the CRM technology solution is implemented. Some organizations adopt a lage scale approach for CRM implementation focusing on IT, analytics, centralization, and camp? management. The emphasis is on an integrated customer database with marketing data m8 a shared data model, marketing analysis, and data mining tools (auch as propensity motes or targeting and triggering activities). There is integration of all the touchpoints/channe feedback loops to the centralized database and a standardization of customer interaction i service processes. Other organizations find an incremental and a modular approach © development (focusing on decentralized customer experience management and © relationships) which is visualized as the most appropriate amongst all. It focuses on CU) interaction skills and strategizes on the development of new customer-centric touchpoi™™ the ability to build relationships. 278 CUSTOMER RELATIONSHIP MANAGEMENT © scanned with OKEN ScannerBe OY CRM IMPLEMENTATION 277 Engagement An organization cannot develop and operate its custo Hoyer ai proceses without the help of motivated and trained eaployees, Hoth charg: cs. Hoth change syste , agement and project management are filly dependent on it. In high-demand situati a ations, panage! mar pganizaton requires an active engagement and commitment from customer-facing, staff te es eon erating eter camer experens, ‘Due to this, most of the organizations wheeze the signitiant values which mployees contribute in their business as they ine mi@ntal in important processes like customer service, improving efficiencies ‘cohasichag mente fidence, and repeat purchases made by customers Turban knowledge, atitudes sar combined with IT and CRM system need to ‘work effectively for both the user omers who are subjected to it. instr const and behav ampanis and the cust Key to CRM Implementation Implementing a new software system is not easy as it changes the working of the organization, uch as its work culture, knowledge of people, interaction with each other, controlling of various ‘d accountabilities. The organization is ‘confident that the change implemented 'd for the employees. But there is no surety, 28 jts success is dependent on for organization to adopt change information an by them will be goo the CRM users. It is therefore necessary the acceptance o! ‘hanagement strategies by taking care of the following aspects: Presence of @ Committed Senior Executive |The prescnce of'a senior executive is mandatory, iho has the expertise and knowledge about the prevailing industry, the market, and Processe® He must also have done a few vrecessful CRM implementations to add value to the company by promoting its utilization. His commitment therefore is very crucial to the success of the implementation process, as he has to stay informed at all times, have t allocate resources, solve a the existing and the emanating Toadblocks. He must always motivate others and must be a heer leader to get people involved totally in the process. Commitment of the Team Commitment of the leader and his endurance can further boost the performance of the team, as they feel proud to be associated with ther. This is possible by selecting the right people, nurturing them by giving time and authority to complete all their assigned projects. ‘The team members must therefore be fully committed to give enough time for its success. Project Manager A strong manager must also be assigned to specifically handle customer service/sales and marketing, It is the IT department which eventually manages these projects, but most of the important decisions in a successful implementation are related to the business processes rather than the software, hardware, OF network. Thus, the project manager who is overseeing the project must have the requisite knowledge of al the aspects involved in the process and its ramifications for taking meaningful decisions. riening and Process Analysis In this stage, we take into consideration the complete customer cycle and study it further by creating a ‘Model office’ installation to test the business processes me ae panos CRM software, to be implemented in the organization. This gives an model off 7 ere the processes require a change and where it has to be customized. During the are part cheat the project team shows the configuration toa large number of experts, who involved in ue review committee to study its utility in the presence of the executives who will be lecision making. Faclitaton An external consultant i i ilitator i implementation consultant is also involved to act as a facilitator in the whole process. He has the required experience in handling the system and also © scanned with OKEN Scanner7B CUSTONER RELATIONSHIP MANAGEMENT oN understands the process ofthe organization. His expertise therefore helps the organ doing a better analysis of the implementation or go for redesigning, if required, Wh” ton experienc, he helps the organization in getting useful recommendations, if he per ttt, Teeives ramification in the system. ™ Define Success 1 is essential that the goals of the organization have to be deter advance, and the same must be documented. The document must state the reat implementing CRM in the organization with a note of its objectives and the cn be measure its success, The metrics must be mentioned in advance, For example, ifthe organi’ intends to enhance the satisfaction ofits customers, then a pre-determined goal ae Phased Approach ‘The implementation must be done in a phased man, specific functional unit and then expanding to other functional areas or unin acton organization. Thit helps in understanding the processes better and reducing umexpeced The most typical phase in the organization comes in rolling out ofits customes Support fines” followed by the locally connected sales or a particular sales group, followed by its remote wer” lication, iy mt Starting wit Keep Simple Simplicity is the mantra for Success. Since this is a complex appli implementation in computer applications is mixed with business Processes. It is therein advisable to start from the basic by listing the core features followed by the other py a phased manner. This approach decreases the initial resi Training of Employees ‘Training is an important phase in any CRM. implementation, andte organization must see that all the people involved in the Project must be trained before they finalize on the implementation process, It must also be ensured that the CRM adminisva is tained enough to understand the process before administeri i companies exhaust their budget in completing tt! to economize on the training by keeping it as helt ecause training is an important clement for the sce implementation process and therefore try priority. But this is a risky proposition bi of CRM implementation, Successful CRM Implementation CRM is not just a technology, but it is also about the involvement of people and ae because people and process are important pre-requisites for installing CRM. To unders 5 s' Provess, Figure 10.4 gives an overview of the implementation process with all the steps 2 path: «ae yi Design CRM implementation decision is made to automate a part of the busines 4 help of software, This is done based on specific planning and decision making. Thus the CRM implementation Process, the following steps must be undergone: Formation of the and the leader. H Project. The proje ye ; . ject manager is the KEY Projectteam In the project team, the project them further is main task is to estimate the resources and assemble dhe coma ‘ct team must also consist of members from other areas of © scanned with OKEN ScannerCAM IMPLEMENTATION — 27) (oo | Beveien |—+[_Impiemont |—+{ Evatuation a Leet project | Prepare the production Training of users ain ation of te project 0 ‘Supporting the & environment Finalize configuration Implementation [renngorthe tea Development and testing Final Data migration Review of the project ipentes the data migration Installing workstation Next phase of planning getenal let Confonna ae Going Ive nthe peo the project iio a production system Pass process jodel office review ppanes* te Fig. 10.4 CRM implementation path xe the software. Both the members of the team must be allowed to interact with each to discuss about the project’s utility, salient features, and so on. If need be, the teams can redesign or fine- their needs, They can therefore be allowed to participate in the ‘Model office d if all the things are in order. Most of the companies today generally opt ting firm or a software vendor who can assist them in the implementation process. In this situation, the presence of a project manager becomes necessary. Definition of project Project planning is necessary which is inclusive of the objectives and scope, and a plan is then prepared including the tasks to be performed and the person responsible. Generally, it is advised to involve a consultant who has same domain expertise. It is also necessary that the project team has an answer to the following questions: {) What group or group of customers will benefit from the software chosen in the CRM package? (i) How will the company know about the success of the implementation? (Gi) What are the short-term objectives? (i) What are the long-term objectives? (v) What are the risks and constraints faced by the organization? (vi) What is the scope of the project? the goals and scope of the CRM project, the organization ¢ how it will be implemented. It must also include a schedule f the potential roadblocks and timeframe. It tune system to suit Review’ to understan fora third-party consul Project plan After determining must prepare a project plan and defin« Prepared by a trained consultant, who is aware o} must be executed in a phased manner and the consultant should help the company with his oe and experience to determine what is to be included in each phase. This must be done for better functioning as it will enhance the success factor and confidence in the organization. Business process analysis The business processes to be automated is examined further by organization, as this is one of the most critical factors for the success of CRM. i) iewi s 6) Reviewing of ts current processes The current processes has to be documented for: : Major user groups of the software For each major user group, the dstinet activities to be performed from the beginning _ lll the end have to be listed so that the software is chosen as per the utility. fi) Varing Oe must be in a position to move smoothly from one step to another. ¢ ae of business processes These include the following functions performed in ization: © scanned with OKEN ScannerBR) CUSTOWEER RELATIONSHIP MANAGEMENT + Retuming the product for refund because of complaints. nnsferring the registration of the product from one user to another, + Handling the enquiry of customers, for example, its shipping date. + Handling an e-mail campaign for customers owning a specific product, ng users of the particular product about any complaints received for fig, ing the grievances, "Bor + Qualifying a lead for creating a sales opportunity. (Gi) Map the current processes of the CRM system The CRM system has to be tested apy each of the procedures to determine its success. The detailed study also leads to works specific tasks offline and to discuss the results as per requirement of the team. An indi team member therefore needs more in-depth training, so thatthe team members an to complete the assigned jobs effectively. Sample business processes are documented fae best navigation. (i) Identity and resolve the gaps Individual team members from each functional area can nig their observations and issues in the prevailing situation. A brainstorming session can scheduled with all the members to compile a final list enlisting customization needs an areas where change is required. (%) Documenting of business processes The business processes have to be documented fom initial planning to the review of business processes and the design, The documentation cx be used as a training material, and the required customizations have to be treated asa pan of the gap analysis. (wi) Define your reporting needs Based on its working, a list of critical reports with samples must be identified for better functioning of the CRM. The reports available in the CRM system are examined further to see if the necessary data in the database appears in the report. Develop Prepare the production environment For the right CRM implementation, aftr identifying business processes and activities, the need for the right hardware and software gauged to support the CRM system. (i) Hardware and software The system requirements, both hardware and software, has to 6: prepared as per the specifications provided in the CRM solution. (ii) Network configurations For implementing software, the overall strategy is to examine 280 how the various groups will be getting access to the database. ‘There are four typical was to do so. Network users It includes users within an internal local area network (LAN). These have the fastest connection to the application server and/or database server. Remote users These are users who access the application without the LAN, Remote have various methods to access: Connecting to LAN by dial up connection The conncction to the LAN can bedi established by dialling into the remote access server. : te Connecting to LAN through secured the Internet The connection to LAN ca" ale established via a secure Internet connection or virtual private network (VPN). i] it needs a 7° In both the cases, where the user is connected through the LAN locally, he hardware to support both the remote connections (modems or VPN equipment). The las iret © scanned with OKEN ScannerCAM IMPLEMENTATION — Za aysupport a remote user is vin the public Internet, This method it based on hor your network in with web access and security. { implementation chosen may thus provide Internet access through a number of configu The € srethods ; wvrer based where the access is through the browser. This is the most common Bro method anit often used for software as a service (SaaS) deployments Uses a rich client or ‘smart? client, where the client talks tothe service provider on a seb servers ; *fothmethodsrequire an internal configuration involving firewallsand usually a‘De-militarized zone, ot DMZ, For all thes, a pilot study is done with the help of its network users. If you frend to add the mobile users in the pilot study, and its requirements are felt further in the final sot, then the testing of remote access has to be done based on its end users. jeconnected user These users do not have LAN connection in the remote access. There are lot of ways by which the CRM vendors can support its disconnected users. This access cod is therefore tested thoroughly as it can greatly affect the CRM implementation. office productivity users The workers handling information do not typically connect Geely to ts CRM implementation, but need o answer questions and take decisions based on tbe prevalent information til date. These users access all the information directly through office productivity tools like Microsoft office, Outlook, Word, or Excel. These tools are connected Ree enterprise applications, and ofice business applications (OBA) provide them contextual access to a broader community of users. Development and testing the data migration ‘The consultants from the selected CRM nior assist the organization in importing the older data and include in its product training. “The data is also cleaned up further based on its future requirements such as: «Types of key data « Data fields with non-date data + Numerical fields containing out-of-the-range data (data greater or less than what we expect tofind) « Key data fields containing no data or insufficient data which is not useful + Outof-date data (c.g. having company name, address, phone, area code, zip code, et) Allthese checks are done on the sample data to assess its overall quality. Ifthe error rates are more than 25 per cent, then the import has to be addressed separately. {) Option to scrap the data If the database is small and the garbage level is high, it is _ advisable to start with the available correct data, (i) Importing Many CRM tools help the organization in building data imports which has to __ be used later with the help of many database systems. (i) Consider duplicates Duplicate data needs to be identified if the data is coming from mail sure, Once the duplicate data are identified, the accurate ones need to be ‘tracted, C a figuring and customizing ‘The CRM systems cannot be used as it has to be configured as umied based on the situation and the environmental changes. This is based on two ‘egories; 9 ‘i se figurations are those which are handled by settings within the CRM system. Examples: ‘ting up of users and its security © scanned with OKEN Scanner282 CUSTOMER RELATIONSHIP MANAGEMENT q + identifying system defaults and changing ¢ nfigurable business rules Every CRM gystem therefore requin these tasks without the assistance of adi administrator should be posted. Since the configuration includes securi is therefore made sure that everyone uses the system approp CRM vendors therefore give the company alternatives for config administrator opts for the most suitable one, {i Customization is where writing or changing the code takes place. In some ¢ existing code is modified adling new controls, Some CRM solutions also allan build new fimetionality within the system, which ean be integrated further in heey functionality. In such cases, the consultant provides assistance to the organization RM is essential and it also provides them the strategic value, It should therefore be on planned to get the maximum value out of the system with a reasonable mix, configuration, and if you want to cant ontinye ity settin, tly on real-time 1 ration, and the Cy ANS, thy Model office review comes into existence after the project team completes the 7 configuration and documentation of the business processes. = @ Purpose is to walk through the system configuration to validate the team work and approval to roll out. This is an opportunity to get all the stakeholders together and convine them that their system is configured but some customization is required in the system baed on their feedback. (i) Procedure — In this, the cascs are used to develop the function list in the business Proces: analysis phase to provide the agenda for a modcl office review. The users are provided with documented processes and asked to use CRM application. They are monitored as to how they can navigate the system, and the difficulties they come across are noted. This is area which needs customization and additional documentation. All the user groups therefore should make sure that they execute the system satisfactorily. The findings are recorded from the model office review and the recommendations are incorporated in the CRM system and processes. The changes are then executed by the project team to run the mode! review again, because they have a calculated time in their project plan for making te necessary changes based on the model office review. (ii) Finalize business process documentation — Based on the feedback received during the mode] office review, the business process documentation is again revised and finalized further by keeping everybody in the loop, so that their support is gamered when the need arises. Implementation User training Training is an important aspect in the success ofa CRM implementation. Process training Examples include when a customer calls to return a merchandise a cross-ship the replacement. In this case, the organization will work in various steps in the CX system and ensure that all the end users see the demonstration and then practice it further. Som more examples of such cases are: Customer calls requesting additional documents Sales request for the system A support issue which emerges in a sales call to a present customer Accustomer calls to request for an invoice to extend his agreement of service A customer calls and indicates that he has taken a product from another company A prospect calls the company and asks about its product © scanned with OKEN ScannerCAM IMPLEMENTATION — 20 + Astock of business cards are received from a tradeshow a atomer is dissatisfied with the response from the company and tells this to the support ‘aff through a call and asks to redress it fast of the training therefore is to provide preferred means for the company to ‘The mission ecomplih these task in the particular software arsals ‘The team is rehearsed on the software, so that they { Putyour team through rehe entation and procedures to are able to lear the procedures required for additional docurn run the system efficiently. ii) Take time to do it right ‘Training is required prior to the implementation, as the users sed to understand it further and devote more time to smoothen the entire process gi) Keep training New training is required for new employees, while for the existing ones, now tasks and procedure training are required from time to time to understand the objective and the process. Who will do the training Training is generally outsourced to a professional trainer, and the ORM vendor finds the right candidate who is well aware of the industry and business the organization. wna is capable of moulding the training needs to meet the needs of jointly with the software vendor by «9 The third option The third option is to wor siiessing the issues and processes that are specific tothe company and leaving the general an dechnical issues to him. The company must be proactive in ‘understanding the processes are used in conducting is business and what the company intends to further accomplish after the implementation. 4) Who needs to be trained Training has to be provided to every employee who will be using The sofware in the organization. Ifthe complete CRM package is being implemented in the Sranization, the end user training should be categorized based of the user types. Training is saly considered complete when the users become confident of handling the process and features. ®) Finalize configuration comprises of two parts: {) Finalize the network configuration The applications h deployment server. If servers are placed in a different location, the chosen domain. (i) Finalize application configuration During the model office phase, the company tries to have multiple configurations ofits CRM applications. Itis then tested on various options, ad the decisions are taken based on the results received from various configuration settings and security systems — individually. Finaldatamigration The dataat this point isintegrated s phase and is ensured further for smooth functioning. jtallng the workstation Migration of its final pra in tandem, For browser-based applications, sits wih the URL of the CRM application. In case Ga diaibuted through a CD network drive whic inne ee the network itself, For such clients, CRM applicati Pope sever installation, which provides web pages for accessing client ins duane sas administrator then sends out a URL for page installation and ‘stallion ‘tread install it on their system, alternatively, the IT staff visits them and ly from the shared website. ave to be installed in the then it has to be moved to ceveral times during the development | data and the end user workstation are it can be initiated by sending an e-mail of big companies, CRM application +h is copied and then the workstations ion additionally creates stallation allows its run the © scanned with OKEN Scanner{O(STOMER RELATIONSHIP MANAGEMENT Going live in the production system > ‘The final step is ‘Going live’ by ma ping 4, i i Oo . ‘This puts an end to the users from he srveiietion process into the new CRM system, This ; ‘ me te mt mek ations which become redundant after implementation of the CRM systenn, companies sometimes keep the old applications running even after introducing a r till available, many users do not readily switch un essential for the company to train every user befor and it is also recommended that the users must be disconnected from the old system system. But if the old system i forved to do the same, ‘Thus, it Evaluation Supporting the implementation While using the CRM system, the employees, the training, might come across certain roadblocks or have doubts, which are general, CH, Son cplacenne ntl they are © Boing Ine totally,” in spite of % 'Y Tedresseq, by the IT help desk staff. The CRM administration must therefore provide a buffer ti employees until they have hands-on experience on the CRM usage. Review of the project The project is reviewed to find what process can be ki can be discarded. Changing and moulding the systems to meet the business re the company is very important, and this could be done in a post-mortem meetin, member is present and reviews the project by stating his problem and shares improve the performance. Next phase of planning After the post-mortem meeting, phase to recommend further changes to be made the comp advantage, itis necessary to have a strong change management in the ‘Model office’ should be continued further. Suggestion without any problem. CRM is all about people and processes therefore is needed for enhancing its revenues because of ch: change is at par with the prevalent trends in the market (Exhil ime For the ept and what quirements of 8; where eve, Suggestions tp itis time to start planning for the neg any. To give the company a compeise process in place. The proces followed ns for betterment should benefit all wes and not just technology. More anais ange in its people and processes, Ths bit 10.4 and 10.5). Exhibit 10.4 Insurance Industry—Successful CRM Implementation at Reliance General Insurance ‘The insurance industry is becoming more competitive due to its magnitude. The advertising etforts are also being countered by competitor portals, insurance advertisers, and corporate ‘lignes. In this, large share of business is driven through intermediaries where the challenges continue to exist, The ‘Companies therefore fave st revenue targets spread across ‘00 many stakeholders. The stakeholders struggle to deal wi) numerous processes, systems, and geographies, In Insurance sector, speedy documentation and processing at ‘he time of issue of policies and prompt redressal of customer Gievances are essential. In this sector, CRM tnitatve Is expected to inttoduoe a new technology inthe system that Can Communicate and educate the ‘mployees. The primary Customers are the policy holders, beneficiaries, insured agents, or brokers. They must have clear understanding Of each of the customer Segment, bulld information and Strategy to provide customers with right product and service. ‘The company therefore collects and combines customet information trom various officials and sources for utliing to gain more advantage. Reliance General Insurance Limted, one of the active players in the insurance industry, is aleadg Provider of health, car, home, travel, and business insu with a network of over 200 officas spread across 173 cies and 22 states all around the country. Challenges Faced In Roliance General Insurance faced a multitude of cate due to provalence ot itarentprocasss or ierent user Segments resulting in differant reporting systems st ‘organizing and streamlining of the reporting sys" eed of the hour. They had to eliminate the multiple rea tools and the custom data reconciliation, which . ve © scanned with OKEN Scanner