Hardik (70) Sm & Crm1

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Assignment on Service marketing and Customer

Relationship Management

Submitted by: Hardik Rajgor (70)

Submitted to: Prof. Gincy Mathew

S. K. Patel Institute of Management and Computer Studies

Gandhinagar, India

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VODAFONEINTRODUCTION- VODAFONE ESSAR

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced operations in1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai.Vodafone Essar now has operations in 23 circles with over with over 85.82 million customers**.Vodafone has partnered with the Essar Group as its principal joint venture partner for the Indianmarket. Vodafone Essar is owned by Vodafone 67% and Essar Group 33%.

The company used to be named Hutchison Essar, reflecting the name of its previous owner,Hutchison. However, the brand was marketed as Hutch. After getting the necessary governmentapprovals with regards to the acquisition of a majority by the Vodafone Group, the company wasrebranded as Vodafone Essar. The marketing brand was officially changed to Vodafone on 20

September 2007. On September 20, 2007 Hutch became Vodafone in one of the biggest brandtransition exercises in recent times

Despite the official name being Vodafone Essar, its products are simply branded Vodafone. Overthe years, Vodafone Essar, under the Hutch brand, has been named the ‘Most Respected

Telecom Company', the ‘Best Mobile Service in the country' and the ‘Most Creative and Most

Effective Advertiser of the Year'. It offers both prepaid and postpaid GSM cellular phonecoverage throughout India with good presence in the metros.

Vodafone Essar provides 2.75G services based on 900 MHz and 1800 MHz digital GSMtechnology, offering voice and data services in 23 of the country's 23 licence areas. It is among

the top three GSM mobile operators of India.Vodafone Essar is the 1st Indian Telecom operator to receive the Payment Card IndustrySecurity Standard (PCI DSS) certification for its Mumbai operation in 2009. Also it is the firsttime that Vodafone has launched Recharge Online.

**Figures from Cellular Operators Association of India, October 31, 2009

PRODUCT AND SERVICES OFFERED BY VODAFONE

The products offered by Vodafone are prepaid phone services, Vodafone Postpaid, World

Calling Cards, Gulf Calling Card, Magic Box handsets, iPhone 3G, Vodafone Handyphone andVodafone PCO.

The services offered by Vodafone are Tunes & downloads, Entertainment, Devotional,sports, News & Updates, Call Management Services, Astrology, Finance, Travel, InternetBonus Card, Mail, Messaging & more, Dial in Services , Bill Info, Vodafone BusinessSolutions and Vodafone Tuesdays

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COMPETITORS OF VODAFONE

The competitors of Vodafone in India are:-

• Bharti Airtel

• Reliance Communications

• Idea cellular Limited, Virgin Mobile

• TATA (DOCOMO)

• TATA Indicom

• Aircel

• Spice communications Limited

• State owned MTNL and BSNL

POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGICAL ANALYSIS

Political: - Governmental and legal issues affect how the company operates.

• Regulation

• Infrastructure

• Banning of phone use in certain circumstances and areas.

• Health issues

Economic: - Factors influencing the purchasing power of customers and the company's cost of capital.

• Cost of 3G licenses

• Cost of calls being driven down

• Worldwide recession

• Third world countries

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Social: - Demographic and cultural aspects of the environment which influence customer needsand market size.

• Health Issues

• Demographics • Social Trends

• Picture phones

• Mobile Etiquette

• Saturation Point

Technological: - The technological advancements that are coming in the telecom industry.

• 3G

• UMTS (2.5G)

• GPRS/WAP

• SMS / MMS

MARKETING OBJECTIVE OF VODAFONE

Vodafone endeavors to ensure that customer needs are at the centre of all of the Group's actions.The Group seeks to use its understanding to deliver relevance and value to each customer andcommunicate to them on an individual, household, community or business level, with theultimate aim of encouraging customers to stay with Vodafone for longer and use and promote theGroup's services more.

Vodafone is a customer knowledge driven organization which aims to make the most of its deepcustomer understanding by approaching customers with the most appropriate product through achannel they enjoy at a time that is best for them. This approach firmly places Vodafone as anorganization that listens to its customers, delivers value and enhances their experience.

The marketing objective of Vodafone is to be the top mobile service provider of India by the endof the year 2010. Their strategy for the same includes innovating and deliver on customers' totalcommunications needs, educating customer about various products and cellular telephony,creating brand awareness and enhancing attitudes thereby influencing purchases.

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STRENGTHS, WEAKNESS, THREATS AND OPPORTUNITIES ANALYSIS

Strengths

• Amongst Top Three Mobile operators in India

• Globally Renowned Name

• Strong infrastructure

• Strong advertising campaigns

Weakness

• Not able to tap rural areas

• Brand image of catering only to urban and sub urban areas

Opportunities

• Rural Areas still needs to be tapped

• Mobile Number portability

Threats

• Mobile Number Portability

• Entry of new Licenses like Virgin Mobile

• Lower Tariffs announced by Rival Players

MOBILE NUMBER PORTABILITY (MNP)

MNP allows subscribers to retain their existing mobile telephone numbers when switching fromone access service provider (telecom operator) to another, irrespective of mobile technology orfrom one technology to another, or the same or any other access service provider. In other words,it enables the subscriber to retain his/her phone number, when switching subscription from one

mobile service provider to another.

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Benefits to phone subscriber

• Free mobility from one service provider to another, without changing the mobile number

• Price competition it the market is competitive

• Competition will force service providers to improve quality of service and product innovat ion,in order to retain and expand the customer base

• Many value-added services may be offered by service providers to attract customers, either freeor at low costs

Costs for phone subscribers

• Telecom operator charges porting tees in many countries. These charges comprise of administrative tees and recurring monthly fees for number porting services

• Often, there is a waiting period for mobile subscribers to get their number successfully ported.

This waiting period ranges from 1-2 working days in Hong Kong, to 4-7 working days in Taiwanand Singapore, resulting in too much inconvenience for subscribers

Benefits to telecom operators

• It increases competition by allowing consumers to switch service providers, yet retaining their

old mobile phone number, which help telecom operator to improve its product line and services

• It provides a fair chance to all the service providers. Player with better quality of service and

innovative products can sustain in the long term• It can be one of the major reasons for the industry to consolidate

Costs for telecom operators

• Increase in churn rate directly affects the revenues of the service provider

• Increases price competition

• It may put pressure on margins, as product innovation costs and marketing costs may increase

• Increased investments in back -end services

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MNP - GLOBAL EXPERIENCE

MNP has often been considered as a tool utilized by the Government to effect increasedcompetition and improve quality of service, since the subscriber has the liberty to switch fromone service provider to another. The subscriber will benefit, as he/she gets better and innovative

service at a fair price. MNP works well in the backdrop of sound telecom system andinfrastructure, highly penetrated market and in an environment of cut-throat competition.

Service providers are mostly apprehensive about MNP due to the fear of high churn rates.However, as per the global experience, churn rates have not necessarily moved up, after theimplementation of MNP, due to issues such as porting charges, time taken to port andhomogeneity of services offered by various operators. Intensity of competition, its impact onpricing and quality of service are the major drivers of MNP.

In most markets when MNP was introduced, the Wireless penetration was between 60% to 80%.Post introduction of MNP the churn rate in most of the markets have clearly shown an increase,

but only for 6 to12 months. Majority of countries have seen large operators losing subscribermarket share to competition. NTt DoCoMO lost its share from 54% to 50% in Japan, FranceTelecom lost 2% from 50% share to 48%, SK Telecom in South Korea lost 3% from 53% to50% and Chungwa in Taiwan lost 2% from 39% to 37%.

Globally, Singapore was the first country to implement MNP in 1997, followed by Hong Kongin 1999 and Australia in 2001. Off late, many countries have adopted the MNP model to preventmarket doldrums and putting pressure on service providers to furnish more services at acompetitive price level. However, it has not been able to produce any significant results in thesemarkets.

Around the world, MNP has been a mixed bag of success and failure. While it has worked inmarkets like Hong Kong and Australia, it failed to bear fruit in the UK, France, Germany,Pakistan, Ireland, Malta, among others. MNP worked in Hong Kong due to the speedy portingprocess and the availability of already implemented solution (for fixed-line services). InAustralia, the regulator effectively promoted number portability and was able to maintain themaximum porting time of just under three hours. While it has worked in markets like Hong Kongand Australia, it failed to bear fruit in the UK, France, Germany, Pakistan, Ireland, Malta, amongothers.

The major obstacles that can limit growth of MNP are porting charges and time taken forporting. Porting charges and porting time are critical as the two are inversely proportional to the

use of MNP. Operators in Germany and UK charge high porting charges, in the range of $25.5 -$43, and take 4-5 days for porting. The Netherlands takes up to 60 days for porting. The quickerand seamless the porting process of MNP implementation, the higher is the likelihood of churn.Consumers would feel it to be too much of a pain if porting process takes weeks and hence, maynot opt for MNP.

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INDIAN TELECOM INDUSTRY SCENARIO

India is the 2nd largest telecom market in the world after China. The industry comprises of 429million subscribers, which include 392 million wireless subscribers and rest wireline subscribers.Wireless segment is growing at a CAGR of 62% over last 5 years. It grew by 50% in FY09.

Target of 500 million subscribers by 2010, which industry has drawn out seems easilyachievable.

Subscriber growth of over 50% y-o-y over last 5 years

(Source: TRAI data, Keynote Capitals Research)

VARIOUS KEY ISSUES RELATING TO MNP IMPLEMENTATION IN INDIA

Major dynamics of the Indian telecom industry include geographical structure, demographicprofiles, revenue patterns, competition and quality of service. The impact of MNP on the telecom

industry can only be understood by analyzing these dynamics.GEOGRAPHICAL STRUCTURE OF THE INDIAN TELECOM INDUSTRY

India's geographical structure is not very conducive for maintaining ARPUs. India comprises of 4 telecom circles, which consist of the high income Metro circle and lower income À, Â and Ñcircles.

Metro circle first adopted mobile services, while the other three circles viz., À, Â and Ñ circlestook time to catch up. Initially, Metro circle witnessed exponential growth, which has sincestagnated, as teledensity has already crossed 90%. However, the remaining three circles are

growing faster, as teledensity is much lower.In addition to the consistent tariff cuts, shift in the focus of telecom operators from Metro tolower income Â and Ñ Circles is one of the major reasons for deterioration of ARPUs. À, Â andÑ circles offer easy entry to entrants, compared to Metro circle, due to the low teledensity of theformer. Entrants will have to lure the subscribers of other operators by offering better quality and / or lower tariffs.

UNDERPERFORMANCE OF METRO CIRCLE VIS-A-VIS REST

Circle wise subscriber numbers and growth in India (Million nos.)


Subscriber growth quarter-on-quarter

(Source: TRAI data and Keynote Capitals Research)

Mobile Tele-density vis-a-vis Subscriber growth

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High per capita income of Metros vis-a-vis rest


Higher average spend on Mobile calls in Metros


MPN'S EFFECT ON THE TELECOM INDUSTRY BASED ON GEOGRAPHIC STRUCTURE

MNP is more attractive for entrants and existing operators in Metro circle than in other circles.Metro circle offers limited growth potential for new subscriber addition; entrants and existingoperators will both compete for the existing customer base of the latter. MNP is a good tool forthese operators. Since Vodafone has a strong customer base in metro circles, MNP can act as a

tool for it to further increase it by capitalizing on strong customer base to lure away customersfrom its competitors. However, pricing and quality of service will play a major role in customerretention.

In other circles, existing operators will target both, new subscribers, as well as existingsubscribers of other operators.

MNP IMPLEMENTATION IN INDIA AND ARPU'S

Falling call tariffs has been the major driving factor for the Indian telecom industry since year2000. Fall in call tariffs negated the rapid growth in subscriber numbers, helping operators adjust

to the reducing ARPUs. Major reasons for the fall in ARPUs are competition and TRAI'sconsistent efforts towards reducing various duties helped reduce call tariffs.

ARPU and Minutes of Usages show inverse trend

(Source: TRAI, industry data and Keynote Capitals Research)

However, ARPU deceleration is faster than MOU growth

(Source: TRAI, industry data and Keynote Capitals Research)

Revenue per user per minute decelerated from Rs2 to Re0.4(Source: TRAI, industry data and Keynote Capitals Research)

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MNP'S IMPACT ON TELECOM INDUSTRY BASED ON REVENUE STRUCTURE

Price competition may intensify post MNP implementation. Basic services and the quality of services in the telecom industry are quiet homogenous, making pricing and value added services(VAS) the key differentiator, and major tool to attract and retain subscribers.

In a worst-case scenario, new players or small existing players may adopt cheap pricingstrategies to attract and retain subscribers.

MNP IMPLEMENTATION IN INDIA AND COMPETITIVE SCENARIO

Competition is one of the major driving factors of the Indian telecom industry. Launch of CDMAservices and entry of new players are the major events, which made the industry highlycompetitive over a period of time. Consistent rounds of tariff cuts and improvement in thequality of services only resulted from high competition. Players upgraded themselves by makinghuge investments to improve the infrastructure and thereby the quality of services offerings, in

view of the size of the market and the opportunities it offered.Indian telecom industry is one of the most competitive telecom industries in the world with 12players offering services to over 390 million subscribers. However, the top 5 players havecaptured significant market share of 85%, while the other 7 players account for just 15%.Considering the size of the market, the TRAI has allowed entry of new players, which would fuelcompetition further.

Existing players


NEW ENTRANTS AND ENTRY OF EXISTING PLAYERS IN NEW CIRCLES TO FUELCOMPETITION

CDMA launch and the entry of new players helped industry grow many-told since year 2000.The number of players increased from 2 per circle in 2000 to 5 in 2008. This number has sincegone up to 12, as the TRAI has allowed entry of more players into the industry. The entry of newplayers would intensify competition in terms of pricing and services offerings.

Existing competition scenario

(Source: Industry, Keynote Capitals Research)Competitive scenario after addition of new players

(Source: Industry, Keynote Capitals Research

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NEW PLAYERS AND EXISTING PLAYERS IN NEW CIRCLES

In January 2008, the TRAI granted telecom license to 5 new players while permitting entry of 4

existing players into new circles.MNP is a good tool for new players, who would like to establish their presence in the low-growth, highly penetrated Metro and A circles. Overall, MNP can be beneficial, as it may divertinvestments to better product offerings and differentiation of services.

WHAT TO EXPECT IN INDIA?

The introduction of Mobile Number Portability is considered good news for consumers, butpresents a looming threat for mobile operators since it presents consumers with the choice of retaining their current mobile phone numbers even if they change their operator.

According to a recently conducted Mobile Consumer Insights study conducted by The NielsenCompany to gauge consumer attitudes and behavior towards mobile operators in India, it seemsthat close to one in five (18%) Indian mobile phone subscribers would change their mobileoperator if Mobile Number Portability is introduced into the market. Nielsen augments the studywith objective measurement of network performance, with the Consumer Insights part of thestudy measuring metrics such as satisfaction, willingness to recommend, reasons for churn andreasons for operator selection.

As per the survey 1 in four Reliance and Tata Indicom subscribers would be keen to change theiroperator if Mobile Number Portability is introduced, followed by close to one in five (19%) of

BSNL subscribers.INTERESTING INSIGHTS

• High spenders, postpaid subscribers and business subscribers show a greater tendency to switch

if Mobile Number Portability is introduced

• Prepaid, low and medium spend users are not motivated to switch

• Postpaid subscribers have almost double the minutes of usage compared to pre -paid subscribersand the incidence of data application usage is also higher among postpaid and high spenders

• More than half (55%) of all respondents were generally satisfied with their mobile operator and

48 percent were satisfied with the network quality

• 46 percent were satisfied with the network coverage area of their operator and 43 percent were

satisfied with the price they paid for the mobile phone service by their operator

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• Satisfaction scores on network quality dropped for almost all operators, with Airtel, BSNL and

Reliance registering the greatest drops

• Vodafone has the highest postpaid subscr iber base in India

Chart 1: Top 2 Box: Sum of ‘definitely will switch operator' and ‘probably will switch operator'

LEAST LOYAL SUBSCRIBERS ARE IN THE FOLLOWING CIRCLES

Mumbai and Delhi Metro, UP East and West, Gujarat, Rajasthan, Andhra Pradesh, Karnataka,Kerala, and Rest of West Bengal (does not include Kolkata Metro)

HIGH RETENTION CIRCLES

Loyalty to operators is seen to be higher among lower socio-economic groups, older age groups,and among females. Circles in which subscribers show higher retention levels are ChennaiMetro, Haryana, Himachal Pradesh, Punjab, UP East, Rest of Maharashtra (does not includeMumbai Metro), Rest of Tamil Nadu (does not include Chennai Metro), Bihar, and Jharkhand.

Chart 2: Top 2 Box: Sum of ‘definitely will switch operator' and ‘probably will switch operator'

"Consumers and the market will decide who the predominant player will be, with thesignificant developments in the industry of Mobile Number Portability. As the market grows andhyper-competition takes effect, retention of the right type of customers will becomecritical," said Shankari Panchapakesan, Executive Director, Telecom Practice, The

Nielsen Company, India. .Mobile Number Portability represents a powerful opportunity foroperators to drive in-bound porting of high-value subscribers provided they have a goodunderstanding of who is more likely to switch and why," said Panchapakesan.

In India, Mobile Number Portability can be leveraged by operators through smart, targetedmarketing and promotions to coincide with the introduction of the facility.

Indian wireless market act advantageous to existing operators and may partially nullify the MNPimpact, such as low penetration (~33%) might allow all players to grow. Lowest tariffs(US$0.02) provide limited scope for pricing war and 92% of subscribers use pre-paid serviceswhere churn rate is already high at 45-54%. High porting charge of say Rs 1,000 or high porting

time of about 10-15 days will discourage subscribers from using MNP, affordable and fasterservice could encourage more use/ misuse of MNP.

Wireless operators will try to serve loyal post-paid subscribers, who form ~8% of industrysubscriber base but ~35% of industry revenues. In spite of accounting for a meagre 10% of themarket, the post-paid segment has an average revenue per user, or Arpu, that's thrice as much asprepaid, bolstered no doubt by big spenders with corporate accounts. Marketing spending isexpected to rise post-portability, as incumbents scramble to fence their subscribers in, and new

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players announce competitive rates and less cluttered networks. But this time around, thecommunication will no longer be built on a one-size-fits-all, acquisition- driven approach. It willbe targeted sharply on the high-end segment of post-paid consumers. Since Vodafone has thehighest post paid customer base, it will act as a stimulus to retain them as well as attract newcustomers.

Perhaps belatedly, customer retention and loyalty programmes will become far more critical.Pradeep Shrivastava, chief marketing officer, Idea Cellular Ltd, says: "Perhaps it ishigh time operators had a greater focus on customer service. Now your existing subscribers havea choice to move on the same number. The focus is going to be more in terms of ensuring youhave fewer and fewer dissatisfied customers. It's not so much about publicizing who you are; it'sdelivering who you are which is going to be critical."

VAS IS THE DIFFERENCE?

In the mean time, with diminishing returns on calls and SMSes, cellular operators need to shift

their focus to value added services (VAS), opine experts. In mature markets like Japan andKorea, 30 to 40 per cent of revenues come from VAS. In India, operators earn around 90 per centfrom voice and only 10 per cent from VAS. Revenue per user doesn't normally increase on voiceservices and VAS can boost margins for the operator. An example for this is "Withreality shows, an SMS to vote for your favorite contestant costs the user Rs6. The cost of providing that SMS might be less than 10ps to the operator. That's some margin, no doubt.However, person-to-person SMS is priced much lower.

VAS will also help in retaining higher end customers. The higher end segment has remaineduntouched by the recent price wars because it is not so price sensitive. They also tend to be veryloyal to their phone numbers. When mobile number portability comes into play, operators risk

losing this higher-end customer base. This could also affect large bulk enterprise deals. So, onereally needs to think about how to retain these consumers by offering compelling services.

BEYOND CALLER TUNES

Although there are several examples of VAS that are doing well, they are restricted to servicessuch as caller tunes or on-demand music. High-spending customers, who typically also ownsmartphones, look for internet-based services, which are just not up to the mark in India. Today,ring tones account for a disproportionate share of the VAS pie and that is only because there isn'tmuch else of value that has been marketed to the consumers. KPMG's Shetty agrees:"When telecom services get into the eco-system of the people -- and by that I mean

the economic life-cycle of people, when they use it for business services... That's when thesecond revolution will take place."

This is happening at a very smallscale today. Instances are company called Baba Jobs which hasa mobile service to help rural migrants find jobs in cities. This is a very niche application. Butpeople are willing to pay Rs30-40 per month for the service.

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Another such tool is Reuters Market Light, which provides farmers price information on variouscrops from nearby mandis. This service has, according to the company, been used by 1, 35,000farmers in two years. Even farmers are willing to spend Rs60 per month, because they feel theycan get a return on their investment.

On the whole, it is hard to deny that cellular operators are under pressure on multiple fronts: thelevelling off of new and high-usage customers, falling revenue per user, the spectrum squeeze,and a deadly price war that is bound to hurt revenues. Plus, the TRAI is getting into the picture totrim hitherto fat margins on SMSes. And there's also the risk of consumer disenchantment withpoor quality of services which could, with number portability in the offing, result in the erosionof customer base. It is clear that the tough times ahead will be a call of opportunity that, if notanswered swiftly, may prove to be a fatal missed call.

STRATEGY FOLLOWED BY VODAFONE

Vodafone in order plan for the future and in wake of mobile number portability decided to

distinctly identify its value added services by launching the Zoozoos campaign during the IndianPremier League 2 (IPL-2). Cricket is considered to be a religion in India, and Zoozooz capturedattention of nearly two billion people during the IPL. People eagerly waited for breaks betweenmatches to see more stories about Zoozoo. Zoozoos have been successful in giving Vodafone amakeover and establishing maximum brand presence. It is an excellent example of a well-laidout marketing strategy. It was a fresh and innovative concept and Vodafone wonderfullypromoted their services by creating different stories featuring Zoozoos. There were no celebrityendorsements. The charm of the Zoozoo was itself a great self-marketing strategy and they wereinstant success among masses. Within few days, Zoozooz created a huge audience for them,giving a boost to the Vodafone brand.

People were already in awe of those cute and lovable characters, but the curiosity heightenedwhen Vodafone disclosed that Zoozooz were not animated, rather humans were playing thosecharacters. People were more hungrier to know about their favorite Zoozooz.

In the second phase, after the release of these ads, Vodafone promoted these characters on socialmedia sites, which was another wise decision. Zoozoo fan clubs are there on social networkingsites like Facebook, YouTube, Orkut, Twitter, and many more, where they have a hugefollowings. Now Vodafone has announced to launch the Zoozoo goodies like zoozoo toys,zoozoo mugs, zoozoo keychains, zoozoo t-shirts, etc.

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DEFINITION:

Customer relationship management is the process of utilizing detailed information about

individual customers and carefully managing all the customers’ touch points with the aim of maximizing customer loyalty. The objective of crm process is to create a powerful new tool forcustomer retention, customer value, customer acquisition and customer profitability.

CRM ACTIVITIES IN BANKING INDUSTRY:

The bank handles the CRM in a technical way, by collecting the information about its customersfrom data warehouse and customer meetings, the information includes the market position of thecustomers, the management, what type of contracts the customers is signing in and how much,

what type of credit customer wants. The bank uses the collected information for analysis, whichfinally helps to form a strategy and to induce new customer offers that will suit most of thecustomers. Through broad product offering the bank help companies release capital throughefficient payment routines and create conditions for growth with the aid of a number of differentfinancing solutions. The bank also offers the corporate customers a number of differentinvestment options to create the best yield for excess liquidity. When it comes to customeroffers, the bank offer all the services to all the customers but there are some unique offers whichthe bank provides to the selected customers according to their customer needs. Branch has amajor role in this offer because bank feels that branch is sitting in front of the customer not thehead office, so branch has better understanding about its customer. The bank uses branch, phone,email, direct mail and advertising channels to interact with its customers. Bank providesunderstandable information on the services provided. Their ambition is to always ensure thatcustomer knows what he is deciding and understand the potential consequences. In differentbanks, different departments are made foe CRM process, in some banks a separate departmentcoordinates the customer relationship management process which is responsible for marketingstrategies and following it up and in some banks corporate sales department is responsible forCRM process.

CRM TOOLS:

The banks are using following tools to interact with its customers: call center automation, contactmanagement, data warehousing, campaign management, knowledge management, field service

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management, marketing automation, sales service automation, personalization and emailmanagement.

BENEFITS OF CRM:

Gaining sales momentum Increasing acquisition of new customers Improving retention of existing customers. Increasing the profitability of existing customers. Improving distribution and channel management. Maximizing the value of CRM investments.

CONCLUSION:

Customer Relationship Management is concerned with attracting, maintaining and enhancingcustomer relationship in multi service organizations. CRM goes beyond the transactionalexchange and enables the marketer to estimate the customer's sentiments and buying intentionsso that the customer can be provided with products and services before the starts demanding.Customers are the backbone of any kind of business activities, maintaining relationship withthem yield better result.

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