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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.
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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-