Medreich CRM (2)

A study to understand the concept of customer relationship management with reference to medreich life care ltd., bombay

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Chapter 1

INTRODUCTION

MARKETS:

The concepts of exchange and relationships lead to the concept of a market. A market is the set of actual and potential buyers of a product. These buyers share a particular need or want that can be satisfied through exchange relationships.

Marketing means managing markets to bring about profitable customer relationships. However, creating these relationships takes work. Sellers must search for buyers, identify must first create a need-satisfying marketing offer (product). It must decide how much it will charge for the offer (price) and how it will make the offer available target consumers (place).Finally, it must communicate with the target customers about the offer and persuade them of its merits (promotion).

MARKETING:

Marketing is the business function that identifies customer needs and wants. Creating customer value and satisfaction are the heart of modern marketing thinking and practice. Marketing is the delivery of customer satisfaction at a profit.

Many people think of marketing only as Selling & advertising. But selling & advertising are Only the tip of marketing. Marketing means managing markets to bring about exchanges and relationships for the purpose of creating value and satisfying needs & wants.


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Today, marketing must be understood not in the old sense of making a sale telling and selling but in the new sense of satisfying customer needs. If the marketer does a good job of understanding consumer needs; develops products that provide superior value; and prices, distributes, and promotes them effectively, these products will sell very easily. Thus, selling and advertising are only part of a larger marketing mix a set of marketing tools that work together to satisfy customer needs and build customer relationships.

Broadly defined, marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging value with others. In a narrower business context, marketing involves building profitable, value laden exchange relationships with customers. Hence, we define marketing as the process by which companies create value for customers and build strong relationships in order to capture value from customers in return.

CUSTOMER NEEDS, WANTS, AND DEMANDS:

The most basic concept underlying marketing is that of human needs. Human needs are states of felt deprivation. They include basic physical needs for food, clothing, warmth, and safety: social needs for belonging and affection: and individual needs for knowledge and self expression. Marketers did not create these needs: they are a basic part of the human makeup.

Wants are the form human needs take as they are shaped by culture and individual personality. An American needs food but wants a Big Mac, French fries, and a soft drink. A person in Mauritius needs food but wants a mango. Rice, lentils, and beans. Buying power shapes wants, wants become


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demands. Given their wants and resources, people demand products with benefits that add up to the most value and satisfaction.

MARKETING MANAGEMENT:

The analysis, planning, implementation and control of programs design to create, build and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

Production concept:

Management should focus on improving production and distribution efficiency. When the demand for a product exceeds the supply, management should looks for ways to increase production. When the products cost is too high, improved productivity is needed to bring it down. Product concept:

Consumer will favour products that offer the most quality, performance and innovative features. Thus, an organization should devote energy to making continues product improvements.

Selling concept:

Consumers will not buy enough of the organizations products unless its under takes large-scale selling and promotion effort.

MARKETING MANAGEMENT CONCEPTS

Production Product Selling Marketing Societal


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Selling:

Selling is also important function of marketing. It is the process where by goods and services finally flow to the customers who need them. Selling focuses on the needs of the seller.

Marketing concept:

The marketing concept holds that achieving organizational goals depends on determining the needs and wants of target markets and delivering the desired satisfaction more effectively and efficiently than to competitors.

Marketing means obtaining customers. Marketing focuses on the needs of the purchaser. Makes profits by creating long term customer relationships based on customer value and satisfaction.

Existing Selling & Profits through

Factory products promoting sales volume

Customer Integrated Profits through

Market needs marketing customer satisfaction


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Societal concept:

The societal marketing concept holds that the organization should determine the needs, wants and interests of target markets.

CUSTOMER RELATIONSHIP MANAGEMENT

Customer Relationship Management entails all aspects of interaction a company has with its customer, whether it is sales or service related; it starts with the foundation of relationship marketing. CRM is a systematic approach towards using information and ongoing dialogue to built long losing mutually beneficial customer relationship. The use of CRM technology forms the crucial front-end of any e-business strategy, essentially CRM has emerged as convivial weapon in the hands of the industry laggards as well as leaders to cascade the business suites; the only touch point which is formulating this base is the awareness amongst the corporatists to suffice the customers already available to the companies to large extent.

In todays first-paced competitive business environment its more important than ever to create and maintain long-losing business relationships.

Today, Customer Relationship Management (CRM) manages business process spanning sales, support, and marketing creating effective customer interactions. Given the purpose of CRM, the functionality is straightforward, and the benefits of successful deployments clearly generate value and profitability for any company. Grate CRM solutions need to encourage users to interact with the application as well as be in-tune with the business and IT cost-saving needs.

For the modern-day CRM to be world class it needs to be revolutionary in market incursion and evolutionary in technological up gradation.


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Today the major business focus is towards endowing value addition to the sales cycle, and customer retention rather than constructing a new customer base which is costlier and also an uncertain chase from business perspective. The basic philosophy behind CRM is that a companys relationship with the customer would be the biggest asset in the long-run.

It is now vital for CRM vendors to develop a sound understanding of their target organizations customer and deliver them with solutions which help in achieving long-term business relations with their customers. Vendors must also build long-term customer relationship management strategies with the end-user organizations to assure a series of deployments, and hence ensuring a regular revenue stream for themselves as well as their customers.

Before implementing any Customer Relationship Management solution in the organization there are many questions which need a comprehensive explanation from the users point of view.

o What is the added value preposition of the CRM to the organization? o What would be the environment under which the implementation

done? o How would the synergies be reflecting in the processes of the

company? These are mere stencils of the holistic scenario prevalent right now, and

are to a great extent a factor which harms the opportunities of long-term survival for any CRM vendor.

CRM stands for Customer Relationship Management. It is a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success. There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a process that will help bring


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together lots of pieces of information about customers, sales, marketing effectiveness, responsiveness and market trends.

GOALS OF CRM:

The idea of CRM is that it helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers. If it works as hoped, a business can:

Provide better customer service Make call centers more efficient Cross sell products more effectively Help sales staff close deals faster Simplify marketing and sales processes Discover new customers Increase customer revenues

It doesn't happen by simply buying software and installing it. For CRM to be truly effective, an organization must first decide what kind of customer information it is looking for and it must decide what it intends to do with that information. For example, many financial institutions keep track of customers' life stages in order to market appropriate banking products like mortgages or IRAs to them at the right time to fit their needs.

Next, the organization must look into all of the different ways information about customers comes into a business, where and how this data is stored and how it is currently used. One company, for instance, may interact with customers in a myriad of different ways including mail campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales force staff and marketing and advertising efforts. Solid CRM systems


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Link up each of these points. This collected data flows between operational systems (like sales and inventory systems) and analytical systems that can help sort through these records for patterns. Company analysts can then comb through the data to obtain a holistic view of each customer and pinpoint areas where better services are needed. For example, if someone has a mortgage, a business loan, an IRA and a large commercial checking account with one bank, it behooves the bank to treat this person well each time it has any contact with him or her.

NEED FOR A CRM PROJECT:

Not really. But one way to assess the need for a CRM project is to count the channels a customer can use to access the company. The more channels you have, the greater need there is for the type of single centralized customer view a CRM system can provide.

How long will it take to get CRM in place

A bit longer than many software salespeople will lead you to think. Some vendors even claim their CRM "solutions" can be installed and working in less than a week. Packages like those are not very helpful in the long run because they don't provide the cross-divisional and holistic customer view needed. The time it takes to put together a well-conceived CRM project depends on the complexity of the project and its components.

CRM cost:

A recent (2001) survey of more than 1,600 business and IT professionals, conducted by The Data Warehousing Institute found that close to 50% had CRM project budgets of less than $500,000. That would appear to


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indicate that CRM doesn't have to be a budget-buster. However, the same survey showed a handful of respondents with CRM project budgets of over $10 million.

What are some examples of the types of data CRM projects should be collecting?

Responses to campaigns Shipping and fulfillment dates Sales and purchase data Account information Web registration data Service and support records Demographic data Web sales data

SUCCESSFUL CRM IMPLANTATION

Break your CRM project down into manageable pieces by setting up pilot programs and short-term milestones.

Starting with a pilot project that incorporates all the necessary departments and groups that gets projects rolling quickly but is small enough and flexible enough to allow tinkering along the way.

Make sure your CRM plans include a scalable architecture framework. Don't underestimate how much data you might collect (there will be

LOTS) and make sure that if you need to expand systems you'll be able to.

Be thoughtful about what data is collected and stored. The impulse will be to grab and then store EVERY piece of data you can, but there is


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often no reason to store data. Storing useless data wastes time and money.

Recognize the individuality of customers and respond appropriately. A CRM system should, for example, have built-in pricing flexibility.

CRM projects to fail:

Many things from the beginning, lack of a communication between everyone in the customer relationship chain can lead to an incomplete picture of the customer. Poor communication can lead to technology being implemented without proper support or buy-in from users.

For example, if the sales force isn't completely sold on the system's benefits, they may not input the kind of demographic data that is essential to the program's success. One Fortune 500 company is on its fourth try at a CRM implementation, primarily because its sale force resisted all the previous efforts to share customer data.

10 Tips for implementing customer self-service

Learn everything about your customers.

Conduct focus groups to ensure that they want self-service.

Define clear business goals.

Evaluate the technology for its technical and financial merits.

Does it match your customer base? Will it boost profitability?

Offer training to employees.

Expect this to be an iterative process that requires making changes as


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you learn more about your customers.

Develop an effective way to measure results.

Under promise and over deliver.

Customer relationship management is a business strategy to select and manage the most valuable customer relationships. CRM requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes. CRM applications can enable effective customer relationship management, provided that an enterprise has the right leadership, strategy, and culture. -The CRM Primer, www.crmguru.com

BENEFITS OF A CRM PROGRAM

Cultural changes

The four phases of implementation

a. Research & Best practices: Ben b. Casino case: Jason

ITs role in CRM:

Improved customer retention

Greater retention results in a larger future customer base

CRMs relation to the supply chain


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Chapter 2

INTRODUCTION TO ORGANISATION

INTRODUCTION

Medreich is a fully integrated pharmaceutical company with an established presence across the globe. The company is involved in the manufacturing and marketing range of pharmaceutical preparations in various dosage forms catering to diverse Therapeutic categories, across various geographies.

Medreich has state of the art Formulation Development centre housing competence to develop products with a focus on NDDS. Medreich has in house capability to ensure regulatory compliance in regulated markets across the globe.

With a client base spread across 54 countries, the company is involved in manufacturing of formulations for multinationals like GSK, Pfizer, Sanofi Aventis, Wyeth, Adcock Ingram, Mylan, Actavis and many other customers.

With more than 2000 employees worldwide, Medreich has built a reputation for raising the bar on product quality while maintaining high standards of service levels.

ABOUT MEDREICH

Medreich facilities have received the seal of approval from leading global regulatory bodies such as -UK MHRA, Australia TGA, SA MCC, Health Canada, and French AFSSAP, GCC, PIC, regulatory bodies of various countries in the African continent and independent bodies like UNICEF and MSF.


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A blend of manufacturing, research and development, documentation services, deep insights in the pharmaceutical domain, enduring partnership, and above all the passion to win, translates into the Medreich advantage in the areas of Quality, Innovation, Value addition and Every Time - On Time deliveries.

The specialized and premier positioning is the result of years of planned investment in manufacturing facilities, client servicing, people and technology.

Medreich has six manufacturing facilities in India and one in Spain built to comply with standards stipulated by international regulatory bodies and multinational pharmaceutical companies.

Medreich was one of the early companies to have a dedicated betalactam manufacturing facility in early 90's. In addition to this betalactam facility Medreich now has two dedicated Cephalosporin manufacturing facilities.

HISTORY In 1994, when Smithkline Beecham tasked Medreich plc to source

quality generic drugs, for its Africa operations, it came upon a little company that had world class quality parameters. This company was guided by the Beecham technical and regulatory protocols that it used in its own facility in UK. The little company, Medreich, has come a long way since then. But the guiding principles remain the same - aim to make a difference through leveraging technological excellence by way of building partnerships with strong and vibrant local partners, around the globe.

GLOBAL REACH - Local Partnerships The combination of worldwide scale and local insight gives the

organisation solid foundations on which to grow. Good internal and external communication between the partners and the centre will help ensure long-


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term prosperity. The organisation nurtures the key values of customer, performance, innovation and sense of urgency in the way we work.

SUBSIDIARIES & JOINT VENTURES MEDREICH FRANCE SARL LDP LABORATORIOS TORLAN SPAIN SA MEDREICH PLC MEDREICH NIGERIA LTD. MEDREICH SA (PTY) LIMITED MEDREICH FAR EAST LIMITED MEDREICH KALI MACAU LIMITED PHARMAZEN MEDICALS PTE LIMITED MEDREICH AUSTRALIA PTY LIMITED

MILESTONES 2011 Medreich Lifecare 2009 Entry to Domestic Market 2008 Formation of GENOVO JV with Substipharm. France;

Commissioning of New R&D facility. 2007 JV with Adcock Ingram, South Africa; Commissioning of new

Cephalosporin site (Hyderabad); Additional solid dose site. 2005 Globalisation Medreich Ltd. formation; Internationl investor (Temasek, Singapore) 2004 Technology driven: Formulation Development, Regulatory

Affairs, Clinical Research. 2000 Exclusive Manufacturer of branded products for MNC's in India;

GSK, Pfizer, Sanofi. 1999 Leading Manufacturer of Generics for Developed Markets:

(MHRA, MCC, TGA approved) 1994 Preferred partner to produce products for Smithkline Beecham

HSA program.


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FAST FACTS ABOUT MEDREICH 1) The Antibiotics Specialist 2) We make 2 of the top selling drugs in the Indian Market place for Pfizer

and GSK. 3) Regulatory approvals from the MHRA in UK, TGA in Australia. 4) AUGMENTIN for GSK is made by us in a dedicated Betalactum facility. 5) Formulations include solid dosages tablets and capsules as well as

injectables. We Produce products exclusively for Wyeth and Sanofi Aventis.

6) We have a dedicated CEPHALOSPORIN facility. 7) We have a capability to produce over 500 products. 8) Our R& D venture Genovo employs over 75 scientists. 9) Our Regulatory team has around 25 people with expertise in Dossiers. 10) Fifteen nationalities across the globe. 11) Renowned names like Actavis, Pfizer, Wyeth, Merck, GSK, Sanofi

Aventis, Pharmacare and Adcock Ingram are just a few of the growing list of global pharma majors that have strong and synergistic partnerships with us.

12) We also offer Tropicalized Packaging, Slow release palatables and Soft Gels.

13) Expertise in Advanced Released Technologies (SR, IR, ER..etc) and Codeine based products

14) International Scientific Advisory Board with reputed scientists from UK, Europe and Asia.

15) Large number of Stock Keeping Units, internationally approved.


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PRODUCTS:

PENICILLINS

FLEMING - Co-Amoxiclav PROMOX - Amoxicillin REICHLOX - Ampicillin and cloxacillin RYFLOX - Flucloxacillin REICHLIN - Ampicillin PENVIN - Phenoxy Methyl Penicillin

CEPHALOSPORINS

AXACEF - Cefuroxime Axetil ROXICEF - Cefuroxime Sodium ZAFALEX - Cephalexin ZOXIM - Cefixme ZIDIM - Ceftazidime ZOXON - Ceftriaxone ZOTAX - Cefotaxime ZOCEF - Cefradine

QUNILONES

NORZOL - Norfloxacin & Tinidazole PROXACIN - Ciprofloxacin SURFLOX - Norfloxacin

CARDIOVASCULAR & DIABETES

CORSTAT - Simvastatin GUAMET - Metformin CAREDIN - Nifedipine AMEDIN - Amlodipine MAPRIL - Ramipril LIPRIL - Lisinopri


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EURIL - Enalapril TELOL - Atenolol

ANTI FUNGALS

LUCON - Fluconazole FUNGRAL - Ketoconazole TEBINISIL - Terbinafine

ANALGESICS

UNCLE JOE - Paracetamol DYMOL - Diclofenac Sodium + Paracetamol IBEX - Paracetamol, Ibuprofen & Caffeine MYOLIEVE - Chlorzoxazone + Paracetamol BRUMED - Ibuprofen PARAFLAM - Ibuprofen And Paracetamol COLDEEZ - Paracetamol + Chlorphenamine Maleate + Phenylephrine

Hydrochloride TRUGESIC

ANTIHISTAMINES

HISTACET - Cetirizine CEZINE - Promethazine LOTIN - Loratadine ESLOTIN - Desloratadine

OTC RESPIRATORY

MUCODIL SYRUP - Terbutaline Sulphate, Bromohexine Hcl & Guaiphenisin Expectorant TUSSEX SYRUP - Paracetamol, Dextromethorphan Hbr, Guaiphenisin

& Menthol


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ANTIMALARIALS

MALAREICH - Sulfadoxine& Pyrimethamine MALAFIN - Sulfamethoxypyrazine & Pyrimethamine LOQUIN - Amodiaquine Hydrochloride QUINORAL - Quinine Sulphate QUININJECT - Quinine Dihydrochloride ARMACT - Amodiaquine Hydrochloride & Artesunate ARTRIN - Artemether + Lumefantrine

ANTI ULCERANTS

OMIZEC - Omeprazole ULTICER - Ranitidine CETIDINE - Cimetidine

OTHER ANTI INFECTIVES

C-CIN - Clindamycin TRIMOPRIM - Co - Trimoxazole BIOZOLE - Metronidazole ELISCA - Chloramphenicol RYCIN - Erythromycin XYCLIN - Doxycycline EVRIL - Gentamycin AZIMAX - Azithromycin

MEDREICH LIFECARE PRODUCTS

ARGINITRIC- L-arginine BENZOCLAV - Co-amoxiclav AXACEF - Cefuroxime Axetil EZYFLEX - Phenyramidol Hydrochloride REOSTIN - Glucosamine Hydrochloride TRABICAL TABLETS - Calcium, osteominerals and osteovitamins

with calcitriol


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TRABICAL SYRUP - Calcium, Calcitriol DUORANDIL - Nicorandil MEDVITE DROPS - Syrup and Tablets Multivitamin, multiminerals METACROME - Multivitamin, multimineral with Chromium picolinate

and biotin FEROLACT TABLETS AND SYRUP - Iron, folic acid, vitamin B12 NATOLAC - Docosahexanoic Acid NATOLAC - FM - Docosahexanoic acid, Folic acid and

Methylcobalamin VAGIMYCIN - Clindamycin & Clotrimazole COMENSAL - Saccharomyces Boulardii GLYCLAMIN - Metformin & Gliclazide FRUTCEE - Mineral Ascorbate TRAPCID - Rabeprazole Sodium SUPRACID - Supracid NATOZ - Antioxidants GISSICOR - Marine source omega 3 fatty acids


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Chapter 3

REVIEW OF LITERATURE

1) A LEADING PHARMACEUTICAL COMPANY USES CRM AND BI TO DRIVE BUSINESS RESULTS; Company Name Pliva International d.o.o. www.pliva.com

Story of Success

PLIVA is the European subsidiary of Barr Pharmaceuticals, Inc., a global specialty pharmaceutical company engaged in the development, manufacture and marketing of generic and proprietary pharmaceuticals, biopharmaceuticals and active pharmaceutical ingredients. Barr Pharmaceuticals is the third largest manufacturer of generic pharmaceuticals in the world. PLIVA was established in 1921 and with headquarters in Zagreb, Croatia, it is the leading Central and Eastern European pharmaceutical company with a portfolio of more than 1,200 products competing in over 30 countries worldwide, including the key markets of Croatia, Germany, Poland and Russia. PLIVAs success in the highly competitive pharmaceuticals market is highly dependent on its sales team, working with customers that include hospitals, pharmacies and other medical care institutions using PLIVA products. To ensure success of their sales force, PLIVA is constantly looking to provide them with the tools they need to do their work. In providing these tools, the company has faced a number of challenges. Sales teams in different countries were using different software tools to support their business processes. All of the solutions used had specific limitations and the company was looking to replace them with a unified solution that would provide all the necessary functionalities.


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2) Customer Relationship Management in the Pharmaceutical Industry; T. Puschmann R. Alt

Customer centricity has long been a guiding principle for many businesses. However, it is usually limited to marketing existing products with as strong a customer focus as possible. Corporate strategy remains product-centered. Customers typically have a fractured view of an enterprise. Conversely, the enterprise has only a splintered view of the customer, determined by different customer contact points, as customer information is usually locked in departmental silos. This article argues that trends like electronic commerce drive the need for a more customer-centric view. Customer relationship management, which is built on an integrated view of the customer across the whole organization, is currently being discussed as an appropriate concept for achieving this. To illustrate the elements of the concept, a case study undertaken at a pharmaceutical company provides the necessary empirical evidence.

3) Perspective: The Changing Face of Pharma CRM; Eric Newmark

This IDC Health Insights Perspective evaluates the changing landscape of CRM and SFA in the pharmaceutical industry and discusses manufacturers' needs and challenges and the software applications most broadly utilized.

IDC Health Insights recently finished conducting a six-month research effort to review the current vendor landscape in the pharmaceutical CRM space. This effort was conducted in response to a significant increase in inquiries received by IDC Health Insights' clients around pharma CRM and SFA. Inquiries were foremost focused on the United States but also contained significant international concerns due to increasing globalization occurring within many pharmaceutical companies along with many


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manufacturers looking to reduce CRM to a single global instance. To update and confirm existing IDC market share data on this space, IDC Health Insights spoke with dozens of pharmaceutical companies and surveyed all major CRM vendors serving this market on both their current customer list and their user install base. Each vendor was willing to share this information to varying degrees. IDC Health Insights combined this information with its own research to calculate the projected market share data discussed in this report.

4) Is pharma serious about customer relationship management?; Kevin Dolgin

In our marketing excellence focus month, Kevin Dolgin compares the role of a sales rep in the financial industry with the pharmaceutical industry. In particular, Kevin looks at how customer-facing personnel build and maintain relationships and how the introduction of predictive analysis could affect pharma.

Years ago, the job of a pharmaceutical sales representation was to visit doctors as much as possible. During the visit, the rep was supposed to deliver the same pre-determined message as every other rep consistency was key and the same message was delivered to all the reps physicians. Reps were also expected to contribute substantially to the question of who, exactly to see; they could re-assign doctors to different segments, within certain limitations.

Of course, these days, everything is different. Most reps are expected to make as many calls as possible to physicians, taking care to present the same thing to everyone while providing significant input into the constitution of their target lists.

Oh, wait, nothing much seems to have changed. Strange, really, since direct sales are an extraordinarily expensive channel of promotion and physicians themselves are increasingly limited in their prescription discretion.


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Of course, thats one of the principle reasons there are fewer reps, but its rather striking that the underlying nature of the job hasnt really changed much at all.

I can hear you protesting its totally different being a rep now than it was ten or fifteen years ago. There are far more restrictions on what can be done with physicians, for one thing. True enough, but this is just restricting the industry in its movements, not redefining the reps role, and for the most part, the reaction has been to try to figure out how to maintain the old model despite these restrictions. Not much of a change, that.

But wait, back then our systems werent as sophisticated. Now, reps have computers, some have iPads. We spent millions with Siebel and Cegedim to buy ourselves some customer relationship management, youll say. But lets face it, you cant buy customer relationship management any more than you can buy respect, all you can do is buy the systems that should make it easier, and in the end, most of those systems were primarily used to generate key performance indicators (KPIs) about reach and frequency and coverage at frequency, or whatever KPIs you use. Thats not CRM, CRM is a way of doing business, and it involves managing the relationship between the customer and the company.

5) Transformation in the Pharmaceutical Industry Developing Customer Orientation at Pharma Corp ; Rainer Alt

Abstract

The pharmaceutical industry is in the midst of a fundamental transformation. Institutional regulations that have been in place for decades are being removed and competitive pressures force pharmaceutical companies to adopt customer-oriented strategies. Information technology which has traditionally been applied to many processes in this industry is an important enabler for the interaction with key customer segments such as


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physicians and patients. However, developing and transforming customer relationships is merely a technological undertaking. Changes are required regarding strategy, processes as well as the systems architecture. To develop an integrated customer relationship management strategy this research draws on elements from established business redesign. The emphasis is on portals that bundle services for the patients and physicians customer processes. This architecture framework has been elaborated in cooperation with nine companies and applied at a major pharmaceutical company.

Summary and Outlook

Deregulation, cost pressures, and new Internet channels are forcing pharma companies to adopt customer-oriented strategies and to reflect the sustainability of their existing strategies. CRM systems and customer process portals are becoming strategic necessities that determine customer retention as well as the operational efficiency of sales and marketing processes. Pharma companies face transformations on three levels. The business architecture supports the positioning regarding the target customer segments and electronic intermediaries. The process architecture identifies customer processes for each segment and derives portal services which can also be sourced from external service providers. Finally, the system architecture reflects the organizational culture and enables interoperability across eterogeneous applications. Pharma Corp estimates that the CRM architecture leads to benefits in two areas.


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6) SOCIAL CRM AND ITS IMPACT ON PHARMACEUTICAL INDUSTRY MR. SHUVAM CHATTERJEE

ABSTRACT

In the recent years, the rise of social networking has not only created a new social structure where individuals across geographies are tied up more cohesively, but has also given rise to a fresh area of study in Sociology, which gives a new tool to scholars and practitioners for understanding human, and more importantly consumer behavior. Social networking tools have started acting as a repository of information contributed by linked customers. A focus study of the content can actually help companies in understanding the customers experience with the companys product or service which in turn can be translated to enhanced customer satisfaction. Socially created content could also be used to attract new customers. Moreover, a check on such content can also help companies avoid any possible damage to their brand equity. This paper tries to analyze the current customer relationship management concepts and set of difficulties that they face. The paper tries to point out the new possibilities offered by social networking tools and it would map the solution to the listed problems with these possibilities. The paper tries to pinpoint the effects of increasing adaptation of viral marketing on the CRM practices and would therefore study the implications of a tie up in one of the important vertical such, Pharmaceuticals.

CONCLUSION

Social networking provides a great opportunity for the pharmaceutical industry to come near to their customer and reach out to new customers. The enormous growth in the social networking will be replicated in the developing countries like India after an extensive coverage in the developed markets. The social networking could be a very strong and effective medium for the pharma industry to communicate their values and strategies to their customers.


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7) CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY (A TEACHING CASE STUDY) ; Tamilla Curtis; Donald Barrere; Tom Griffin

Despite the benefits offered by the integration of customer relationship management (CRM) strategy with advanced technology, many companies still fail to see competitive advantage results promised by CRM. This case study provides a platform for student analysis and discussion in this area. This case study is presented in two parts. The first part describes the unsuccessful implementation of an integrated CRM system within a midsize financial firm based in the US; the second part provides an overview of CRM development in Russia of two telecommunication companies. Suggested questions for discussion are presented. Appendix A provides an overview of CRM that can be employed at the option of an instructor to transition between a specific curriculum and the case. Teaching notes (including example responses for each discussion question) are available by contacting the corresponding author.

With the growing emphasis on customer knowledge in service industries CRM strategy can be a very useful tool for managers. Whether or not a business focuses its effort on production innovation, operation efficiency or low price, companies must have customers (Peppers and Rogers, 2004). CRM helps companies realign their resources in order to increase operational activity and place the consumer at the center of the business. A CRM strategy is aimed at delivering a superior customer experience in order to create stronger customer relationships, which lead to customer loyalty.

In a global arena it seems that customer relationship is understood in a similar way (Ramaseshan et al., 2006). However, in emerging economies, customer service will continue to be ignored until finances become available to secure a firm's existence (Hisrich, 1996). CRM strategies, including the technological aspect, are not as simple as they seem. Though there is


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sufficient empirical research to design and implement a successful CRM strategy, it does not guarantee a desired outcome though causes of high failure rates of CRM can be isolated and effectively managed. Despite a large number of success stories, many companies face a number of problems with CRM implementation even within a single market (Ramaseshan, et al., 2006).

8) CUSTOMER RELATIONSHIP MANAGEMENT IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR Elizabeth A. Sea; Trevor G. Hartland;, Mohamed S. Abdel-Wahab and Christopher G. Miller

Construction Skills (CS), Sector Skills Council for the construction industry, has a remit of addressing the skills and training needs of the construction sector. With employers being the key customers for CS it is essential to have a Customer Relationship Management (CRM) programme in place to address employers training needs. The aim of this study is to investigate the factors that would aid successful implementation of a CRM programme at CS. A succession of in-depth interviews together with a focus group revealed the importance for a commonly agreed understanding of what constitutes a successful CRM programme, and that this process should be clearly defined and communicated across the whole organisation. It was further found that there is a need for top management commitment and a supportive organisational structure in order to successfully implement a CRM programme at CS. An efficient CRM programme is seen as a prerequisite to CS' effective engagement with construction employers so that it can respond effectively to their skills and training needs.

CONCLUSION

This research aimed to identify and investigate the success factors for the implementation of a CRM programme at CS. It was found that there was a need for a structured process to support the implementation of CRM to ensure all parties involved have a common understanding of how they need to


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input a clear strategic plan to underpin the organisational, cultural and process changes in order to support the application of new technology.

9) CRM Case Study: The Analytics That Power CRM at Royal Bank [of Canada]; Kathleen Khirallah

Introduction

Royal Bank [formerly Royal Bank of Canada] has led an aggressive effort to manage the quality of its interactions with customers. In pursuing a customer relationship management (CRM) business strategy, the stated objective of the bank is to capture the full potential of our customer base through the use of customer information to deliver the right solutions in a consistent, professional manner at every point of contact.This TowerGroup Research Note investigates the steps Royal Bank has taken to build and fortify its CRM capabilities within the realm of customer knowledge. This Note also investigates the analytics and customer decisioning capabilities that provide the backbone of the banks CRM activities.Royal Bank has embraced CRM as a critical business strategy and has been actively pursuing this mission for approximately three years. While the bank has pursued technologies that enable CRM through both customer interaction and customer knowledge, it has made particular strides in the areas of customer knowledge, decisioning, and the use of advanced analytics. At Royal Bank, gathering and mining customer data to better understand and serve customers is a critical imperative that is yielding success.

Conclusion

Serving the consumer market in Canada for financial services is an enormous undertaking. The geographic span of the country is huge, and the needs of consumers are varied and complex. These realities have forced Royal Bank to rely upon technology to meet the requirements of the consumer


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financial services market. And as the bank has sought to refine its business strategies to include a relationship management component, the need for technology has become even more critical. Yet the bank recognizes that technology alone will not provide it with a comprehensive CRM business strategy.

An interesting aspect of Royal Banks approach to CRM is that it does reflect a balance among technology, people, and business processes. While technology powers the advanced analytics that allow the bank to create meaningful and appropriate sales and service strategies, it must also rely

upon well-trained personnel and CRM-based business processes if it is to be successful in building relationships with clients. The acknowledgment of this reality and the willingness to allocate resources accordingly separates Royal Bank from most other FSIs.

10) CRM in Russia and U.S. -- Case Study from American Financial Service Industry; Dr. Tom Griffin, Tamilla Curtis, Donald Barrere

Abstract

This paper discusses Customer Relationship Management in two sharply contrasting business cultures: the United States and Russia. Included in the present work is a case study of a midsized American financial services firm that illustrates a common path to the decision to have a CRM system: the planning, selection, and the implementation of the CRM program, including a discussion of the likelihood of success. The clients in this case are Financial Advisors, who in turn sell the investment products to the end user individual investors. CRM in Russia is yet in its infancy as the economy emerges from 200 years as a pure commodity economy with little customer service much


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less customer relationship management as part of management philosophy. The study concludes with implications and suggested research.

CONCLUSION

The most frequent causes of the high failure rate of CRM implementations in America can be isolated and effectively managed. Early recognition, planning, and control of these aforementioned causes of failure should increase the probability of success of the CRM system. In Russia, where CRM systems are in their infancy, it remains to be seen if there are sufficient cross-cultural similarities in the challenges in the implementation phase to accelerate the success of Customer Relationship Management in Eastern Europe by learning through the mistakes of their Western counterparts. This is an area in need of further research.

11) Understanding a Customer Relationship Management System; http://www.robabdul.com

OVERVIEW

Customer Relationship Management system is also known as Customer Relationship Management System or abbreviated as CRM., eCRM refers to an electronic Client Relationship Management System that it computer based.

CHALLENGE

My target audience for this Case Study is for the faint-hearted non-technical individuals that have little or no technical knowledge of electronic systems.

SOLUTIONS In a broad sense or the term, CRM is a holistic process, governed by


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information technologies, which focus on creating two-way communication with customers so that organizations have an intimate knowledge of their needs, wants, and buying patterns.

In this way, CRM helps companies understand, as well as anticipate, the needs of current and potential customers. Critical business processes are transparent to the decision makers in the organization. For example, a CRM system can tell you, the current financial status of your finances, anticipate re-ordering of goods, or how well a marketing campaign has done.

CRM should bring all key business processes that support the business which include sales, marketing, customer service, training, professional development, performance management, human resource development, and compensation. Many CRM project fail because they implemented without being customer focused.

12) Social CRM Connects Customers and Drives $5M Benefit

About Best Buy

Best Buy is a multinational retailer of technology and entertainment products and services. With operations in the United States, Canada, Europe, China, and Mexico, the Best Buy family of brands and partnerships collectively generates more than $45 billion in annual revenue and includes brands such as Best Buy; Audiovisions; The Carphone Warehouse; Future Shop; Geek Squad, Jiangsu Five Star; Magnolia Audio Video; Napster; Pacific Sales; The Phone House; and Speakeasy. Approximately 155,000 employees apply their talents to help bring the benefits of these brands to life for customers through retail locations, multiple call centers and websites, inhome solutions, product delivery, and online communities.


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Business Challenge

How does one of the leading electronics retailers in the world engage its audience, provide support, build advocacy, and provide recommendations across multiple channels, in a scalable and manageable way?

Solution

In early 2008, Best Buy took the initial step to begin engaging customers, publicly and transparently, outside of the traditional channels of retail stores and customer support (phone, email, and direct mail).The Best Buy team, which would ultimately become the Social and Community team, proactively monitored the blogosphere for customers in need of either customer service support or technical assistance and then helped resolve their questions or guided them to the answer.

In 2008, the team took a big step forward launching the new Best Buy Community, powered by Lithium Technologies. The community offers a place where customers can engage in conversations with Best Buys advocates including Blueshirts, Geek Squad Agents, and the community teams, as well as with other customers. Users interact with peers; ask questions, rate answers by giving them kudos, and mark the best replies as accepted solutions

13) Customer Relationship Management (CRM) in Banking: A Case Study of ICICI Bank; http://www.mbaknol.com/management-case-studies/

ICICI Banks CRM Initiatives ICICI Bank has to manage more than 13 million customers. The bank

has over 550 branches, a network of 2025 ATMs, multiple call centres, Internet banking and mobile banking. Its customers often use multiple channels, and they are increasingly turning to electronic banking


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options. Business from the Internet. ATMs and other electronic channels now comprises more than 50 per cent of all transactions.

In the process of making its business grow to this level, ICICI Bank has distinguished itself from other banks through its relationship with customers.

The Teradata solution focuses on a Customer Relationship Management (CRM) platform. Information from various legacy and transaction systems is fed into a single enterprise called wide data warehouse. This allows the bank to generate a single view of its customers. The warehouse has the capability to integrate data from multiple sources comprising Oracle and flat files. The Behaviour Explorer enables profiling of customers and querying on various parameters. These enable the bank staff create suitable campaigns for targeting individual customers on the basis of their requirements.

The logistics in the system have also led to other benefits like interactive reports, unearthing cross-selling opportunities as well as finding out about the channel usage undertaken by a segment. The data access was facilitated through the use of Cognos Power Cubes.

14) Customer Relationship Management in Call Centers: The uneasy process of re(form)ing the subject through the people-by-numbers approach; Catrina Alferoff and David Knights

Abstract

Real-time technology has the capability of symbolising both customers and call center representatives (and the moment of interaction), purely by/as numbers, or forms. The pinnacle of this data processing is Customer Relationship Management (CRM), where the digitized data is assembled so as to reproduce a mimetic model of the customer. This could be seen as a


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metamyth (Adams & Ingersoll 1990) that, in its concealed appearance within corporate databases, seems to cuts loose from any critical inquiry. In this paper, we offer an embryonic form of such a critique through the analysis of a number of original call center case studies. It seeks to analyze the nature of abstraction at the heart of IT-based CRM practices, and the contradictions that such abstraction can foster.

15) Strategic Issues in Customer Relationship Management (CRM) Implementation.; Christopher Bull Abstract

A number of Customer Relationship Management (CRM) implementations has grown dramatically in recent years. However, few academic studies of the issues associated with the implementation of the concept are available. In this paper, the author offers a modest contribution through the analysis of a case study of a CRM implementation at a United Kingdom based manufacturing company. The case study illustrates that CRM is a complex and holistic concept, organised around business processes and the integration of information technologies. The study also highlights that implementing CRM requires effective leadership, sourcing, targeting and evaluation strategies

Conclusion The results of the study are cause for concern for they support the

findings of other surveys that show a high failure rate for CRM. This research was conducted because of the relative lack of CRM empirical studies, particularly within this business sector. This modest contribution has identified and analysed some of the approaches and theories relating to CRM and CRM project implementation. The study confirms that CRM is a complex and holistic concept requiring appropriate business processes and integrated systems. In addition the study demonstrates the relevance of the need for effective leadership, sourcing, targeting and evaluation within CRM strategies.


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The ELMS case is an archetypal study of a CRM implementation that has failed to deliver in these core areas and where many lessons can be learnt by other adopters. It is an interesting example of the affect of CRM and how it is forcing companies to change. Despite a decade of developments in respect of business process change, systems integration and information sourcing, it is only now with the threat of CRM centric competition, targeting customers effectively, that ELMS are exposed by their indifference to change in such areas. The impact of CRM is real and the failure to implement it effectively seems to be typical. This is a disturbing scenario because of the accumulation of factors that now need to be tackled, the lack of expertise to resolve them and the lack of time in which to respond appropriately. Thus there is a great need for additional empirical research within CRM to identify the extent of such issues, the state of organisational effectiveness and for further or new insights. This particular research is ongoing and will aim to develop and expand upon the issues raised by conducting more empirical studies.

16) An organizational perspective on cri tical success factors for customer relationship management A descriptive case study; Nora Kamprath, Maximilian Rglinger

ABSTRACT

Despite much IS research on CRM in general and CRM-related critical success factors (CSFs) in particular, CRM projects are still subject to high failure rates. Most current CSF studies focus on a project or technological perspective. What they neglect, for instance, is an organizational perspective, i. e. the setting in which people execute operational CRM processes and which should be considered and/or established during CRM projects. In order to provide deeper insights into the organizational perspective, we conducted a descriptive case study within a CRM project at the German sales department of a globally acting company from the electronics and electrical engineering


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industry. We also had the chance to analyze two of the companys so-called sales business types (SBTs), namely product sales and solution sales. We identified 13 organizational CSFs, compiled a ranking for each SBT, and conducted a cross-SBT analysis.

SUMMARY AND CONCLUSION

We intended to gain a better understanding of CRM by taking on an organizational perspective on CSFs. As a result of a descriptive case study, we identified 13 organizational CSFs. We also proposed a ranking for each SBT and a cross-SBT analysis. For product sales, the top three CSFs are Early technical involvement in calls for tenders, Back office as customer contact point, and Long-term customer care by the same sales representative. For solution sales, the top three CSFs are Topicality of order/project list, Consideration of win/loss analyses, and Early technical involvement in calls for tenders. We hope that the identified CSFs constitute a step towards a holistic approach to CRM and help companies to achieve overall CRM objectives. Companies may implement the CSFs, for instance, by following the rankings as well as by successively reengineering organizational CRM processes and CRM systems.

According to the case studys context, the findings are supposed to hold for sales departments, especially for those that serve business customers by area-covering direct sales. We admit that this is a restricted scope. Nevertheless, we deliberately accepted this restriction because we aimed at identifying concrete CSFs. In order to gain further insights, e. g. with respect to other SBTs, marketing departments, or other perspectives on CRM, further empirical research is necessary. This may be conducted by means of multiple-case studies or field experiments.


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17) A Customer Relationship Management Roadmap: What Is Known, Potential Pitfalls, and Where to Go William Boulding, Richard Staelin, Michael Ehret, & Wesley J. Johnston

The goal of this preface is to describe how the special section on customer relationship management (CRM) was developed. In May 2003, Richard Staelin, Executive Director of the Teradata Center for Customer Relationship Management at Duke University, proposed that Journal of Marketing (JM) publish a special section. The proposalincluded activities that were designed to promote interactions among marketing academics and practitioners; the goal was to stimulate dialogue and new research on CRM. I found the proposal attractive because CRM is a broad-based topic that interests many marketers. After extensive discussion, the American Marketing Association (AMA) and the Teradata Center formally agreed to cosponsor the special section. Subsequently, there was a conference on Relationship Marketing and Customer Relationship Management (cochaired by Michael Ehret, Wesley Johnston, Michael Kleinaltenkamp, and Lou Pelton) that took place at Freie Universitt Berlin in the summer of 2003;1 a conference on Customer Management (cosponsored by the Marketing Science Institute and the Teradata Center) that was held at Duke University in March 2004; and two special sessions on CRM that were featured at the AMA Winter Educators Conference held in San Antonio, Tex., in February 2005. The conferences provided many opportunities for dialogue, and the response from marketers who attended these events was enthusiastic. I also invited Richard Staelin and William Boulding (Executive Codirector of the Teradata Center) to work with me as consulting editors for the special section, and they agreed. A call for papers requested that authors submit their manuscripts to JM by May 2004. The consulting editors and I evaluated every submission with the assistance of an expert panel that included Leonard Berry, John Deighton, Michael Ehret, Christian Grnroos, Sunil Gupta, Wayne Hoyer, Wagner Kamakura, Wesley Johnston, Donald R. Lehmann, Charlotte Mason, Carl


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Mela, Scott Neslin, Roland Rust, Michel Wedel, and Valarie Zeithaml. All submissions underwent JMs standard double-blind review process, and members of JMs editorial review board served as reviewers. I would like to express my appreciation to everyone who participated in the development of the special section. The culmination of our work together is a set of nine articles and two essays that advance the science and practice of CRM. I hope that these articles stimulate new intellectual discoveries.

18) CRM EXCELLENCE AT KLM ROYAL DUTCH AIRLINES; Stijn Viaene

ABSTRACT

This teaching case tells the story of the rebirth of CRM at KLM Royal Dutch Airlines since 2002 and its successful liftoff during 2003, for which KLM received Gartners 2004 CRM Excellence Award. The Award presents a natural moment of reflection on past CRM achievements and future plans. The case allows us to (1) dissect a CRM success story, that contrasts nicely with many of the CRM horror stories of the 1990s, and identify key success factors;

(2) focus attention on the viability of the planned approach KLM uses for implementing CRM; (3) introduce and show the importance of program management as a construct for structurally growing and governing enterprise-wide investment in CRM; and (4) help reinforce lessons around CRM and business-ICT alignment.


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19) A Case Study: CRM Adoption Success Factor Analysis and Six Sigma DMAIC Application Zhedan Pan, Hoyeon Ryu, and Jongmoon Baik

Abstract

With todays increasingly competitive economy, many organizations have initiated customer relationship management (CRM) projects to improve customer satisfaction, revenue growth and employee productivity gains. However, only a few successful CRM implementations have successfully completed. In order to enhance the CRM implementation process and increase the success rate, in this paper, first we present the most significant success factors for CRM implementation identified by the results of literature reviews and a survey we conducted. Then we propose a strategy to integrate Six Sigma DMAIC methodology with the CRM implementation process addressing five critical success factors (CSF). Finally, we provide a case study to show how the proposed approach can be applied in the real CRM implementation projects. We conclude that by considering the critical success factors, the proposed approach can emphasize the critical part of implementation process and provide high possibility of CRM adoption success

Conclusion

A well-defined business process/implementation process can increase customer satisfaction with a companys high-quality products or services, and be regarded as a key factor to a companys success as well as long-term competitiveness in the market. In this paper, we focused on process improvement to achieve the high success rate of CRM implementations. First, we identified 5 critical success factors for CRM implementations based upon the results of the literature review and the survey. Then, we proposed a strategy to integrate the Six Sigma DMAIC methodology with the CRM implementation process addressing these 5 critical success factors. Finally,


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we provided a case study, in which the proposed approach was used for the CRM adoption at a human service company in China. Not only all the project goals were achieved and the project was successfully completed with the standardized sales process and efficient service process, but also the business goals of the company in that year were also achieved. By considering the critical success factors, the proposed approach can emphasize the critical parts of CRM implementation processes and provide high possibility to succeed the CRM adoption.

20) Towards a holistic perspective of customer relationship management (CRM) implementation: A case study of the Housing and Development Board, Singapore Thompson S.H. Teo, Paul Devadoss, Shan L. Pan

Abstract

Organizations have increasingly recognized the importance of managing customer relationships, and many rganizations are turning to customer relationship management (CRM) to better serve customers and facilitate closer relationships with them. This paper examines the implementation of CRM at the Housing and Development Board (HDB) in Singapore. The CRM architecture (comprising operational CRM, collaborative CRM and analytical CRM) deployed at HDB reflects a holistic approach to CRM implementation that integrates three key perspectives of CRM, namely, the business, technology and customer perspectives. Drawing from the case study, we present a holistic framework for CRM that binds information technologies with business processes for the delivery of high service quality.

The importance of developing an integrated strategy towards CRM has long been emphasized in the literature [39]. However, researchers have emphasized the importance of business processes in CRM [10], or technology


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as an enabler in CRM [24]. In this paper, we have presented a holistic framework integrating all three perspectives of CRM, namely, business, customer and technology. Drawing on the successful CRM experience of a government agency in Singapore, we have shown how a holistic approach to CRM delivers remarkable results. HDB, the organization in our case study, approached CRM in a manner that encompasses operational CRM, collaborative CRM and analytical CRM. HDB invested much time and funds in its goal to better serve its customers, and this has led to the implementation of an integrated CRM architecture to support its corporate objective of providing quality services to its customers. The end result has been the successful implementation of CRM. The achievement is reflected in the numerous awards that HDB has won: In January 2002, HDB was one of the 20 organizations selected for the Intelligent20 Award for the innovative use of technology. In March 2002, the CIO of HDB was named IT Person of the year by the Singapore Computer Society in recognition for his leadership in the use of IT within HDB and promoting IT certification within the industry. HDB thus serves as an instructive case of successful IT and CRM deployment. However, other viable approaches to CRM may also exist. Future research can examine the different approaches used by various organizations in implementing CRM and improve on the holistic framework proposed in this study. Previous CRM research has generally focused on the private sector. Though public sector organizations are not profit oriented and are more concerned with cost reduction, the objective of CRM as a means to achieving superior service quality is relevant to both private and public sector organizations. Future research can examine differences in CRM practices among private and public sector organizations. This case study contributes towards better understanding of CRM implementation and expands the paradigm of customer service to include integration with business processes and technology adoption. Overall, this case study should be useful in helping researchers and practitioners better understand the importance of a holistic approach to CRM as well as the potential impact of CRM on the organization.


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The study also fills a void in the literature as there are few cases of successful CRM implementation in the public sector published in academic journals. By examining successful cases of CRM implementation, practitioners can adapt and learn from other firms' experiences.

21) A Case for Analytical Customer Relationship Management Jaideep Srivastav Jau-Hwang Wang Ee-Peng Lim and San-Yih Hwang

Abstract. The Internet has emerged as a low cost, low latency and high bandwidth customer communication channel. Its interactive nature provides an organization the ability to enter into a close, personalized dialog with individual customers. The simultaneous maturation of data management technologies like data warehousing, and data mining, have created the ideal environment for making customer relationship management (CRM) a much more systematic effort than it has been in the past. In this paper we described how data analytics can be used to make various CRM functions like customer segmentation, communication targeting, retention, and loyalty much more effective. We briefly describe the key technologies needed to implement analytical CRM, and the organizational issues that must be carefully handled to make CRM a reality. Our goal is to illustrate problems that exist with current CRM efforts, and how using data analytics techniques can address them. Our hope is to get the data mining community interested in this important application domain.

Conclusion

The Internet has emerged as a low cost, low latency and high bandwidth customer communication channel. In addition, its interactive nature provides an organization the ability to enter into a close, personalized dialog with its individual customers. The simultaneous maturation of data management technologies like data warehousing, and analysis technologies


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like data mining, have created the ideal environment for making customer relationship management a much more systematic effort than it has been in the past. While there has been a significant growth of software vendors providing CRM software, and of using them, the focus so far has largely been on the relationship management part of CRM rather than on the customer understanding part. Thus, CRM functions such as e-mail based campaigns management; on-line ads, etc. are being adopted quickly. However, ensuring that the right message is being delivered to the right person, that multiple messages being delivered at different times and through different channels are consistent, is still in a nascent stage. This is often leading to a situation where the best customers are being over communicated to, while insufficient attention is being paid to develop new ones into the best customers of the future. In this paper we have described how Analytical CRM can fill the gap. Specifically, we described how data analytics can be used to make various CRM functions like customer segmentation, communication targeting, retention, and loyalty much more effective. Our hope is that the data mining community will address the analytics problems in this important and interesting application domain.

22) Customer relationship management: A case study of a Greek bank; Evangelia Blery, Michalis Michalakopoulos

Abstract Today, banks are facing an aggressive competition and they have to make efforts to survive in a competitive and uncertain market place. Banks have realised that managing customer relationships is a very important factor for their success.Customer relationship management (CRM) is a strategy that can help them to build long-lasting relationships with their customers and increase their profi ts through the right management system and the application of customer-focused strategies. CRM in the banking sector is of strategic importance. In this study, a single descriptive case study


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of one major Greek bank that has implemented CRM is presented. The aim of this study is to analyse the design and implementation of CRM in the bank, identify the benefi ts, the problems, as well as the success and failure factors of the implementation and develop a better understanding of CRM impact on banking competitiveness as well as provide a greater understanding of what constitutes good CRM practices.

THE CONTRIBUTION OF THIS STUDY

This study contributes to the fi nancial services literature as it is one of the very few that have examined CRM applications, a comparatively new technology, in the Greek banking sector, where very limited research has taken place on the implementation of CRM. The results of the study support the fi ndings of other studies mentioned in the literature and they can be of defi nite interest and potential value to managers responsible for implementing CRM in banking as well as beyond the specifi c context of fi nancial services. Academically, further research based on these fi ndings can add to the present pool of knowledge by further examining CRM application in other banks.

23) CASE STUDY OF INVESTIGATE AND IMPROVE CUSTOMER RELATIONSHIP MANAGEMENT FOR SALES AND EVENTS MANAGEMENT DEPARTMENT IN SHANGRI LA HOTEL CHIANG MAI Aticha Kwaengsopha

Abstract

Most of the Hotel companies all shapes and sizes are facing the challenge of maximizing results in a fast changing hospitality marketplace, where the decisions you make daily on groups and meetings directly impact your on-going performance. The customer relationship Management (CRM) had become an importance topic for both academicians and business people.


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There are many existing academic literature of customer relationship management, which mostly not provided a clear indication of what specifically constitutes CRM process. This article is about investigating the CRM in Shangri La hotel, Chiang Mai in Sales and Event management department to find what should be improve to make the sale process more efficiency, rising of revenue and customer satisfaction. Involved in creating customer knowledge competence. The questions are addressed in three sectional studies focusing on the Sales and Event Management department in Shangri-La hotel, Chiang Mai. The first how CRM process retain the customer in hotel industry, the second what are The best practice support the CRM and the third how the CRM effect to the ROI of the hotel

Conclusion and Recommendation

Since the result of the management level and the employee level have a significant difference on the CRM perception and in each part of the CRM categories for example process, technology, people and the business culture. This show that implemented a CRM is not really success. To be known and apply effectively, the training needs to be involved. Customized system will be full of timesaving, moneymaking features; but without training, no one will be able to take advantage of them. Without a doubt, training can make or break an automation implementation. Successful CRM projects set plan 2 full days for training for each 52 users when the system is rolled out The study is to improve the Customer Relation Management in Events Sales Management to be more effective and efficiency: The case study in Customer relationship management in Shangri la hotel Chiang Mai, focus on the lacking element of the CRM and planning the training program and developing the sales process to be more efficiency. This research is aiming for the perception of internal CRM. The issue is one of problem of Sales and Marketing Department of Shangri La, Chiang Mai. This training and improvement will help the sales creating the well relationship between sales team and the customer, which means the result is the high satisfaction of customer especially the repeater


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customer that are the main customer of Shangri La Chiang Mai. This will lead to the increasing of hotels revenue and reducing of complaints. Lastly, the reputation of hotel will be phenomenal in the longterm that benefit to customer retention. In order to have a successful CRM system, the further research should include the entire department in Shangri-la to see more perception and bring to the conclusion for implementation for the next step of improving the CRM. This will give them the opportunity to respond faster and provide better service. But some companies overrely on technology and they forget that at the end of the day, CRM has to do with people and depends a lot on the quality of their employees work. The success of a CRM strategy is often easured in terms of customer retention

24) CUSTOMER-RELATIONSHIP MANAGEMENT A CASE STUDY OF COMMERCIAL BANKS IN JAMMU AND KASHMIR; S. Tandon

CUSTOMER satisfaction is one of the formidable challenges in marketing of services in banking industry in our country. The thrust on customer service has increased after liberalisation of Indian economy. Customer satisfaction is an urgent need of the hour. This can be achieved by efficient customer service and immediate tactful handling of customers grievances. Better customer-management relationship leads to customer satisfaction and a good public image is to win over the customers. Hence, public relations should be one of the strategies to achieve customer satisfaction. Banking system has a significant role to play in the rapid growth of the economy. Effectiveness of Banking system depends upon the customers satisfaction and in fact customer is the kingpin of the banking industry. No industry can afford to ignore its customers and banks are required to give top priority in providing satisfactory and efficient service to their customers. The purpose of this paper was to study the actual level of customer satisfaction in four commercial Banks in Jammu and to make a


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comparative analysis of the level of customer satisfaction through five point likert scale. Study has revealed that customers are highly satisfied with the employees and the management of the banks. Comparative analysis of level of customer satisfaction in four banks shows that employees in the Central Bank of India are the most satisfied lot. The paper provides an opportunity to the employees of the all the four banks to understand the requirement of providing prompt and quality service to their customers. Effort should be made to raise the level of customers satisfaction amongst all the Banks.

25) Customer Relationship Management (CRM) in the Banking Sector of Pakistan: Problems and Challenges; Shahzeb Ali Malik, Trevor Wood-Harper

Abstract

Customer Relationship Management (CRM) came into the power when banking institutions were getting more and more competitive. The focus of CRM helped banks to understand the customers current needs, what they have done in the past, and what they plan to do in the future to meet their own goals (Xu, et al., 2002). Even though most of the banks in the developing countries such as: Pakistan, India etc. have realised the importance of CRM and implemented its applications, but the initial investigations of the current research have shown that quite a number of CRM goals does not produce required results and even worse, in some cases users say that CRM has damaged customer relationships. Therefore, this paper is based on highlighting the problems and challenges in the banking sector of Pakistan using CRM. Also, some of the major problems in the banking sector of Pakistan are identified using the qualitative interviews from different bank employees and customers and their findings are presented in this paper.


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Conclusions and Future Work

This paper is a part of ongoing PhD project which is based on improving the use of customer relationship management (CRM) in the banking sector of developing countries such as: Pakistan. In this paper, we have presented the background knowledge of CRM and uncover some of the major problems and weaknesses while using the CRM applications in the banking sector of Pakistan. Pakistan has been selected for the purpose of current research since the current CRM strategy in the banking sector is not acquiring desired results. To highlight some of the major problems, we have conducted several interviews from different bank customers and employees of some well known banks in Pakistan. The findings of these interviews are presented in this paper. However, in order to improve the current CRM strategy, we have to perform a comparative analysis between the banks in Pakistan (developing country) and U.K (developed country). U.K banks are selected since they are more advance in terms of CRM implementation and the country is considered as one of the leading developed country. Listed below are a few targets which would be used for future work.

26) CUSTOMER REALTIONSHIP MANAGEMENT (CRM) IMPLEMENTATION A BEST PRACTICES PERSPECTIVE AND A PROPOSED MODEL; http://www.meqa.org/

This report examines and provides a detailed analysis of Customer Relationship Management (CRM) with respect to its implementation in the organisations. The study investigates market trends, levels of its current practice, levels of successes and failures and the factors associated with the implementation of the same. In order to gain proper understanding of the subject matter research, two different case studies are discussed in detail. At the end, the study presents a proposed model of successful implementation of CRM along with a set of recommendations following the conclusion. The paper then discusses two different case studies with respect to the


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implementation of CRM in the financial services industry Robeco Bank (Switzerland) & a German Bank (Anonymous). Thus, analysing the issues practically involved and raised in the implementation of the management system aimed at creating customer value, and also putting forward the experiences of two different companies in the same industry. Therefore, looking into the challenges created for the management, causes/factors associated with and resulting in the success/failure of CRM as a means of creating customer value, and overall experience of the companies attempting to implement CRM. The discussion therefore leads to a roadmap for uccessful implementation of CRM with a recommendation of Ten Key Steps for uccessful implementation of CRM in an organisation. Lastly, in the light of the analysis presented and case studies discussed, an independent conclusion under the subject matter research is formed along with a set of recommendations/suggestions.

27) Customer Relationship Management: A key Success Factor in Services Marketing; (A Case Study of Tourism (Hotel) Services in Navi Mumbai) Ms Vani Kamath*, Ms Shweta Bhonsale* and Dr. Pradip Manjrekar Introduction

In order to survive in this present world of competition, hotels will have to formulate marketing strategies in a way to not only woo customers toward them but also retain them. The secret here is that retention cost is very low when compared to the cost of attracting new customers. Some of the basic problems facing hotels today are provision of better service alternatives to its customers, generation of more income from non core based services, improving the profitability of the hotel system and above all the "Customer Retention". The root cause of all these problems lies in the failure to adopt marketing approach. This is so because the marketing concept will facilitate them to be more scientific in solving their business problems, satisfy their customer's requirements or needs and maintain a profitable win-win relation


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with their customers, which will enable hotels to stay closer to their customers, maintain as well as increase market share and counter the competition successfully.

The Navi Mumbai Scenario: Hotels in Navi Mumbai are facing high competition both from within the area and also from other hotels. In order to succeed under existing conditions, hotels will have to perceive the needs of its customers and devise better means of fulfilling them. In general, most of the studies on hotel sector deal with an analysis of financial aspects such as profitability, productivity and financial performance without much concentration on the customer retention, loyalty, etc., which has now changed in the recent years, with attempts being made to study certain aspects of marketing in hotels. However, a majority of these studies have been on customer service satisfaction, without much focus on customer relationship management. Very few attempts have been made to assess the marketing function from a hoteler's point of view. With a dearth of literature on marketing of hotel services in Navi Mumbai, it is hoped that the present study makes a humble contribution in this area.

The changes in the present day hotel environment has led to introduction of a marketing philosophy in banks. The 7 Ps, viz., product, price, promotion, place, people, process and physical evidence of a hotel can help in meeting customer needs as well as tackling competition and establishing a strong customer base with customer relationship management as a core function. With the emergence of liberalization in the Indian hotel system, there is a great change in the future hotel market scenario. The organization structures have become more customer focused and any further reorganization would depend on future strategy which would surely have customer relationship management as a focus area. This means that the hotels are now obliged to make a serious attempt to deal with the problems affecting their future growth and profitability, with customer orientation being a non-negotiable strategy.


RIMS Chandrapur 51

28) Integration of customer relationship management: status quo and implications for research and practice; MATTHIAS MEYER, LUTZ M. KOLBE

This paper assesses the state-of-the-

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