crm notes.docx

7/30/2019 crm notes.docx

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1 | P a g e p r e p r e d b y K o m a l S i n g h C h a u h a b A s s i s t P r o f e s s o r V C M T B i j n o r U P

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Relationship Marketing

Definition-

Marketing activities that are aimed at developing and managing trusting and long-

term relationships with largercustomers.

In relationship marketing, customer profile, buying patterns, and history

ofcontacts are maintained in a sales database, and an account executive is assigned to one or

more major customers to fulfill theirneeds and maintain the relationship.

Introduction

Relationship marketing is a strategy designed to foster customer loyalty, interaction and long-

term engagement. This customer relationship

management (CRM) approach focuses more on

customer retention than customer acquisition.

Relationship marketing is designed to develop

strong connections with customers by providing

them with information directly suited to their needs

and interests and by promoting open

communication. This approach often results in

increased word-of-mouth activity, repeat business

and a willingness on the customers part to provide

information to the organization.

Relationship marketing contrasts with transactional marketing, an approach that focuses on

increasing the number of individual sales. Most organizations combine elements of both

relationship and transaction marketing strategies.

Relationship marketing was first defined as a form of marketing developed from direct response

marketing campaigns which emphasizes customer retention and satisfaction, rather than a

dominant focus on sales transactions.

As a practice, relationship marketing differs from other forms of marketing in that it recognizes

the long term value of customer relationships and extends communication beyond intrusive

advertising and sales promotional messages.[
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With the growth of the internet and mobile platforms, relationship marketing has continued to

evolve and move forward as technology opens more collaborative and social communication

channels. This includes tools for managing relationships with customers that go beyond simple

demographic and customer service data. Relationship marketing extends to include inbound

marketing efforts, (a combination of search optimization and strategic content), PR, social media

and application development.

Development

Relationship marketing refers to a short-term arrangement where both the buyer and seller have

an interest in providing a more satisfying exchange. This approach tries to dis ambiguously

transcend the simple post purchase-exchange process with a customer to make more truthful and

richer contact by providing a more holistic, personalized purchase, and uses the experience to

create stronger ties.

According to Liam Alvey,[1] relationship marketing can be applied when there are competitive

product alternatives for customers to choose from; and when there is an ongoing and periodic

desire for the product or service.

Modern consumer marketing originated in the 1960s and 1970s as companies found it more

profitable to sell relatively low-value products to masses of customers. Over the decades,

attempts have been made to broaden the scope of marketing, relationship marketing being one of

these attempts. Arguably, customer value has been greatly enriched by these contributions.

The practice of relationship marketing has been facilitated by several generations of customerrelationship management software that allow tracking and analyzing of each customer's

preferences, activities, tastes, likes, dislikes, and complaints. For example, an automobile

manufacturer maintaining a database of when and how repeat customers buy their products, the

options they choose, the way they finance the purchase etc., is in a powerful position to develop

one-to-one marketing offers and product benefits.

In web applications, the consumer shopping profile can be built as the person shops on the

website. This information is then used to compute what can be his or her likely preferences in

other categories. These predicted offerings can then be shown to the customer through cross-sell,

email recommendation and other channels.

Relationship marketing has also migrated back into direct mail, allowing marketers to take

advantage of the technological capabilities of digital, toner-based printing presses to produce

unique, personalized pieces for each recipient through a technique called "variable data printing".

Marketers can personalize documents by any information contained in their databases, including

name, address, demographics, purchase history, and dozens (or even hundreds) of other


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variables. The result is a printed piece that (ideally) reflects the individual needs and preferences

of each recipient, increasing the relevance of the piece and increasing the response rate.

Scope

Relationship marketing has also been strongly influenced by reengineering. According to(process) reengineering theory, organizations should be structured according to complete tasks

and processes rather than functions. That is, cross-functional teams should be responsible for a

whole process, from beginning to end, rather than having the work go from one functional

department to another. Traditional marketing is said to use the functional (or 'silo') department

approach. The legacy of this can still be seen in the traditional four P's of the marketing mix.

Pricing, product management, promotion, and placement. According to Gordon (1999), the

marketing mix approach is too limited to provide a usable framework for assessing and

developing customer relationships in many industries and should be replaced by the relationship

marketing alternative model where the focus is on customers, relationships and interaction over

time, rather than markets and products.

In contrast, relationship marketing is cross-functional marketing. It is organized around

processes that involve all aspects of the organization. In fact, some commentators prefer to call

relationship marketing "relationship management" in recognition of the fact that it involves much

more than that which is normally included in marketing.

Martin Christopher, Adrian Payne, and David Ballantyne[2] at the Cranfield School of

Management claim that relationship marketing has the potential to forge a new synthesis

between quality management, customer service management, and marketing.

Satisfaction

Relationship marketing relies upon the communication and acquisition of consumer requirements

solely from existing customers in a mutually beneficial exchange usually involving permission

for contact by the customer through an "opt-in" system.[3] With particular relevance to customer

satisfaction the relative price and quality of goods and services produced or sold through a

company alongside customer service generally determine the amount of sales relative to that of

competing companies. Although groups targeted through relationship marketing may be large,

accuracy of communication and overall relevancy to the customer remains higher than that of

direct marketing, but has less potential for generating new leads than direct marketing and is

limited to Viral marketing for the acquisition of further customers.

Retention

A key principle of relationship marketing is the retention of customers through varying means

and practices to ensure repeated trade from preexisting customers by satisfying requirements


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above those of competing companies through a mutually beneficial relationship[3][4] This

technique is now used as a means of counterbalancing new customers and opportunities with

current and existing customers as a means of maximizing profit and counteracting the "leaky

bucket theory of business" in which new customers gained in older direct marketing oriented

businesses were at the expense of or coincided with the loss of older customers.[5][6] This

process of "churning" is less economically viable than retaining all or the majority of customers

using both direct and relationship management as lead generation via new customers requires

more investment.[7]

Many companies in competing markets will redirect or allocate large amounts of resources or

attention towards customer retention as in markets with increasing competition it may cost 5

times more to attract new customers than it would to retain current customers, as direct or

"offensive" marketing requires much more extensive resources to cause defection from

competitors.[7]However, it is suggested that because of the extensive classic marketing theories

center on means of attracting customers and creating transactions rather than maintaining them,

the majority usage of direct marketing used in the past is now gradually being used more

alongside relationship marketing as its importance becomes more recognizable.[7]

It is claimed by Reichheld and Sasser[8] that a 5% improvement in customer retention can cause

an increase in profitability of between 25 and 85 percent (in terms of net present value)

depending on the industry. However Carrol, P. and Reichheld, F.[9] dispute these calculations,

claiming they result from faulty cross-sectional analysis. Research by John Fleming and Jim

Asplund indicates that engaged customers generate 1.7 times more revenue than normal

customers, while having engaged employees and engaged customers returns a revenue gain of

3.4 times the norm.

According to Buchanan and Gilles,[10] the increased profitability associated with customer

retention efforts occurs because of several factors that occur once a relationship has been

established with a customer.

The cost of acquisition occurs only at the beginning of a relationship, so the longer the

relationship, the lower the amortized cost.

Account maintenance costs decline as a percentage of total costs (or as a percentage of

revenue).

Long-term customers tend to be less inclined to switch, and also tend to be less price

sensitive. This can result in stable unit sales volume and increases in dollar-sales volume.

Long-term customers may initiate free word of mouth promotions and referrals.

Long-term customers are more likely to purchase ancillary products and high margin

supplemental products.


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Customers that stay with you tend to be satisfied with the relationship and are less likely

to switch to competitors, making it difficult for competitors to enter the market or gain market

share.

Regular customers tend to be less expensive to service because they are familiar with the

process, require less "education", and are consistent in their order placement.

Increased customer retention and loyalty makes the employees' jobs easier and more

satisfying. In turn, happy employees feed back into better customer satisfaction in a virtuous

circle.

Relationship marketers speak of the "relationship ladder of customer loyalty". It groups types of

customers according to their level of loyalty. The ladder's first rung consists of "prospects", that

is, people that have not purchased yet but are likely to in the future. This is followed by the

successive rungs of "customer", "client", "supporter", "advocate", and "partner". The relationship

marketer's objective is to "help" customers get as high up the ladder as possible. This usuallyinvolves providing more personalized service and providing service quality that exceeds

expectations at each step.

Customer retention efforts involve considerations such as the following:

1. Customer valuation Gordon (1999) describes how to value customers and categorize

them according to their financial and strategic value so that companies can decide where to

invest for deeper relationships and which relationships need to be served differently or even

terminated.

2. Customer retention measurement Dawkins and Reichheld (1990) calculated acompany's "customer retention rate". This is simply the percentage of customers at the beginning

of the year that are still customers by the end of the year. In accordance with this statistic, an

increase in retention rate from 80% to 90% is associated with a doubling of the average life of a

customer relationship from 5 to 10 years. This ratio can be used to make comparisons between

products, between market segments, and over time.

3. Determine reasons for defection Look for the root causes, not mere symptoms. This

involves probing for details when talking to former customers. Other techniques include the

analysis of customers' complaints and competitive benchmarking (see competitor analysis).

4. Develop and implement a corrective plan This could involve actions to improve

employee practices, using benchmarking to determine best corrective practices, visible

endorsement of top management, adjustments to the company's reward and recognition systems,

and the use of "recovery teams" to eliminate the causes of defections.


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A technique to calculate the value to a firm of a sustained customer relationship has been

developed. This calculation is typically called customer lifecycle value.

Retention strategies may also include building barriers to customer switching. This can be done

by product bundling (combining several products or services into one "package" and offering

them at a single price), cross selling (selling related products to current customers), crosspromotions (giving discounts or other promotional incentives to purchasers of related products),

loyalty programs (giving incentives for frequent purchases), increasing switching costs (adding

termination costs, such as mortgage termination fees), and integrating computer systems of

multiple organizations (primarily in industrial marketing).

Many relationship marketers use a team-based approach. The rationale is that the more points of

contact between the organization and customer, the stronger will be the bond, and the more

secure the relationship.

Application

Relationship marketing and traditional (or transactional) marketing are not mutually exclusive

and there is no need for a conflict between them. A relationship oriented marketer still has

choices at the level of practice, according to the situation variables. Most firms blend the two

approaches to match their portfolio of products and services. Virtually all products have a service

component to them and this service component has been getting larger in recent decades.

Internal marketing

Relationship marketing also stresses what it calls internal marketing, or using a marketing

orientation within the organization itself. It is claimed that many of the relationship marketing

attributes like collaboration, loyalty and trust determine what "internal customers" say and do.

According to this theory, every employee, team, or department in the company is simultaneously

a supplier and a customer of services and products. An employee obtains a service at a point in

the value chain and then provides a service to another employee further along the value chain. If

internal marketing is effective, every employee will both provide and receive exceptional service

from and to other employees. It also helps employees understand the significance of their roles

and how their roles relate to others'. If implemented well, it can also encourage every employee

to see the process in terms of the customer's perception of value added, and the organization's

strategic mission. Further it is claimed that an effective internal marketing program is a

prerequisite for effective external marketing efforts. (George, W. 1990)

The six markets model

Christopher, Payne and Ballantyne (1991) from Cranfield University goes further. They identify

six markets which they claim are central to relationship marketing. They are: internal markets,


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supplier markets, recruitment markets, referral markets, influence markets, and customer

markets.

Referral marketing is developing and implementing a marketing plan to stimulate referrals.

Although it may take months before you see the effect of referral marketing, this is often the

most effective part of an overall marketing plan and the best use of resources.

Marketing to suppliers is aimed at ensuring a long-term conflict-free relationship in which all

parties understand each other's needs and exceed each other's expectations. Such a strategy can

reduce costs and improve quality.

Influence markets involve a wide range of sub-markets including: government regulators,

standards bodies, lobbyists, stockholders, bankers, venture capitalists, financial analysts,

stockbrokers, consumer associations, environmental associations, and labor associations. These

activities are typically carried out by the public relations department, but relationship marketers

feel that marketing to all six markets is the responsibility of everyone in the organization. Eachmarket may require its own explicit strategies and a separate marketing mix for each.

Three Phases of Relationship Marketing

A successful business puts great effort into developing a relationship with its customers. People

support businesses they know, like and trust. Relationship marketing puts an emphasis on

attracting and retaining customers by meeting their needs. Mastering relationship marketing can

result in customer retention, word-of-mouth referrals, business growth and profitability. There

are three main phases to relationship marketing.

Visibility

Creating consistent visibility with your target market and key partners creates brand awareness.

This comes from creating effective content and engaging promotion strategies that attract your

target market. A relationship is built by getting to know each other. Showcase what your

business has to offer and learn more about your customer; by doing so you create a rapport with

each other. This can be accomplished through social media, blog posts, video or email

marketing, white papers and reports.

Credibility

Credibility comes from building trust with your target market. Your potential customers' trust

determines if they will support and refer your business. Are you who you say you are? Can your

customer trust your product or service? Are your solutions and strategies adding value to their

lives? Be creative, consistent and genuine in your efforts to show you care about their

challenges. Integrity in your business has a direct reflection on the quality and reliability of your

organization.


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Profitability

The profitability of your business is a measure ofthe value you provide. If you arent profitable,

then determine how you can create more value for your customer. That is determined by

researching and engaging with your customer; ask them what works and what does not. You may

learn that your customer does not feel valued or heard. Learn more about what they want, and

create experiences, products and services that give them the results they desire.

Repeat

Continue to create consistent visibility, honest credibility and profitability, by engaging and

improving how you connect with your customers. Retaining business relationships with previous

customers opens the door to referrals. This means you can consistently attract new business and

maintain old business. Retaining customers allows your business to be innovative in creating

new products and services that add value to your target market. Relationship marketing should

never have an ending and should continue to evolve throughout every aspect of the customersexperience.


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Introduction

Establishing and maintaining good relationships with customers provided few problems in the

past when businesses were small and customers were identifiable by sight rather than by an IDnumber or code. The Manager of the small business knew each of his customers, understoodtheir value to him in terms of how much they spent and how often, remembered theiridiosyncrasies and their preferences. Customer relationship management was a term unknownbut a practice adhered to if business was to be successful.

Today, the sheer size of businesses and organizations and the wide range of customers meansthat good customer relationships must be explicitly managed if they are to be successful. Thus,the concept of Customer Relationship Management or CRM has arisen. Customer RelationshipManagement may be defined as:

Soutiman Das Gupta (2005)

One way that large businesses can have at hand the necessary customer information needed tomaintain good customer relationships is through the use of technology. There are, indeed,many sophisticated CRM systems that attempt to manage customer data and even thecustomer experience.

CRM technology enables

information about the customer to be stored in databases

businesses to analyse that data, pull out customer preferences and make clear theirbehaviour

easy access to that data across departments that may be widely geographicallydispersed

easy access for customers in terms of online transactions

speedy personalized communications that enable the customer to feel valued and

special even though in reality they may be just one of hundreds of thousands ofcustomers

Definitions of CRM

CRM is a business and marketing strategy that integrates technology,process and all business activities around the customer.

...a management strategy that enables an organisation to becomecustomer-focussed and develop stronger relationships with its clientele. Ithelps piece together information about customers, sales, marketingeffectiveness, responsiveness and market trends.


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Feinberg & Kadam (2002)

There are, however, multiple definitions of CRM and the actual definition may vary according tothe particular department or industry defining the concept.

On the next few pages we will look at CRM in HEIs and FECs. It may be that for educationalinstitutions it feels more appropriate to use the term Partner Relationship Management. The

cultural difference between the corporate world and the education sector may call for a differentapproach. This point is highlighted by the Corporate Projects Manager from one HEI:

Whilst we must ensure that we first and foremost we have a financiallysustainable institution there are loads of relationships we foster becausewe measure benefits in many other ways which have more to do with our

place in society our mission and our shared values. The problem at themoment is the language is very corporate and the general impression isleft that what CRM is about is putting a very large vacuum hose into aclients pockets and sucking until there is nothing left but fluff. We need tobe on the look out to develop our own CRM language in the sector. I thinkthe concept of mutuality between the HEI's and Constituents is important.

Using a definition that suits your organization is important. However, whatever definition youdecide upon, it is useful to keep the following quote in mind.

Keep the technological aspects of CRM in perspective as the means, notthe end. Think successful corner shop as an underlying principle. There,a working memory of customers, supported by two-way dialogues, iswhat enabled effective customer relationship management.

The compo nents of CRMLets look now at the components of a CRM system and how it might work in practice. Below isan example of a CRM implementation in a Local Authority (National Project Guide, 2004)

The diagram below shows how the implementation of CRM enables customers to be connectedto front and back office and possible third parties.


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The central component of a CRM solution is generally the creation of asingle shared customer database allowing information to be collectedonce but used many times. The sharing of this customer data across theauthority, in conjunction with the functional tools provided by a CRMsolution, allows the authority to make gains in both efficiency and

effectiveness.National Project Guide (2004)

A unified view of the customer

The advantages of a unified view of the customer, compared with the more traditional approachare also illustrated in the following diagram from Rodgers and Howlett (2000).

Traditional structure

Characteristics:

Silo of information

Different views of customer, even in front office


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Limited communication among departments

No transparency through supply chainain

Unified view of the customer

Characteristics:

Departments linked around same data can be tied to marketing campaigns

Visibility across enterprise

Better customer service

More effective front- and back-office operations

A case-study is available describing how CRM has been used successfully within an HEIto provide a unified view of thestudent through the integration of student records,finance and personnel systems.

CRM and other industries

Although the cultures and working practices of other organizations may be quite different fromthose of HEIs and FECs, it can still be useful to look at how they have implemented CRM andthe benefits they have obtained. The examples that follow are taken from the banking, airline,hotel and amusement park industries.

The Banking Industry

Banks are a long way along the CRM route, recognizing the need to target customers effectivelyand to identify the value of particular customers and the investment needed to gain their loyalty.

They use technology

to collate accurate, up-to-date information on customers to target products and services to coincide with the life-stages of customers.

to provide greater customer access to products and services (24-hour banking)They need effective processes:

to ensure transactions are safe

to reassure customers that their transactions are safe
http://www.jiscinfonet.ac.uk/InfoKits/infokit-related-files/hertfordshire-case-study.pdfhttp://www.jiscinfonet.ac.uk/InfoKits/infokit-related-files/hertfordshire-case-study.pdf


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to consolidate multiple records for individual customers

to alleviate distress when errors do occur eg the AIB banking group assigns to groups ofcustomers designated Relationship Managers to deal with grievances and to provide amore personalized service

Case study: CRM usage in the banking industryThe Airline Industry

The airline industry is extremely competitive and while safety record, image, price and flightconvenience are undoubtedly influences on passenger behaviour, it is service that is the realdifferentiator (Enterprise Information, 2005).

The airline industry uses technology

to allow customers to find out travel information such as flight availability and cost offlight.

To allow customers to book flights online

To allow customers to check-in online at any time and from anywhere.

To collect information about individual customers preferences and buying behavior

To identify profitable customers

To build loyalty by rewarding profitable customers

To increase sales

The processes that allow the airlines to implement all of this are only apparent to the customerwhen technology fails! The people element may become apparent when the technology andthe processes fail! So, for example, when Terminal 5 failed, blame was placed on

Technical errors (technology)

Mechanical failures (technology)

Lack of system testing (processes)

Poor communication(processes)

Complacency (people)

Refusal to listen (people)

Lack of training (process)

Inadequate contingency plans (process)

Case study: CRM usage in the airline industryThe Hotel Industry

Customer service has always been a high priority for the hotel industry.

The hotel industry uses technology

Develop sophisticated websites that allow potential customers to view their facilities

To enable online booking
http://jisc.cetis.ac.uk/crm-tools/documents/aib-case-study.pdfhttp://jisc.cetis.ac.uk/crm-tools/documents/aib-case-study.pdfhttp://mis.ucd.ie/courses/KLMCRMcase.pdfhttp://mis.ucd.ie/courses/KLMCRMcase.pdfhttp://mis.ucd.ie/courses/KLMCRMcase.pdfhttp://jisc.cetis.ac.uk/crm-tools/documents/aib-case-study.pdf


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To collect information about individual customers preferences

To use the data they have collected to offer loyalty packages to profitable customers.

Processes have to be in place to ensure that all staff from manager to receptionist, from kitchenstaff to cleaner all have the necessary training and information to provide a seamless,consistent and individualized service to their customers.The people element becomes apparent when individual members of staff fail to showcommitment to the processes designed.Commitment can be encouraged by other processes that enable staff to feel valued andrewarded.

This is less easy to overcome, however, when there is a conflict of interest, as can occurbetween franchiser, management company and owner of hotel.

Case study: CRM usage in the hotel industry

The Amusement Park Industry

Even Mickey Mouse uses CRM!

Case study: CRM usage in the amusement park industryKey points to remember about CRM

Good Customer Relationship Management involves people, processes andtechnology

The IT infrastructure integrates disparate customer data and enables a betterunderstanding of customers

Efficient processes are essential if the data is to be used effectively

Well-trained and committed staff ensure the smooth running of the system

Partner Relationship Management may feel a more appropriate term to use thanCRM. Choose a definition that suits your particular institution

Be aware of cultural constraints

Learn from others who have travelled further down the road of CRM

Now that you are familiar with the concept of CRM we shall look at it in more detail inthecontext of Higher and Further Education.

Jump to another section
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