crm tutorial_ mca

7/31/2019 CRM Tutorial_ MCA

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Customer Relationship Management (CRM)

UNIT -1

Definitions and Concepts

Custom:

The word derives from "custom," meaning "habit"; a customer was someone whofrequented a particular shop, who made it a habit to purchase goods of the sort theshop sold there rather than elsewhere, and with whom the shopkeeper had tomaintain a relationship to keep his or her "custom," meaning expected purchases inthe future.

Customer:

Entity that receives or consumes products ( goods or services ) and has the ability to choose between different products and suppliers .

Entity directly served by an organization .

Entity within a firm who establishes the requirement of a process ( accounting , forexample) and receives the output of that process (a financial statement , forexample) from one or more internal or external suppliers.

A customer (also known as a client , buyer , or purchaser ) is usually usedto refer to a current or potential buyer or user of the products of an individualor organization , called the supplier , seller , or vendor . This is typically throughpurchasing or renting goods or services .

Customer also includes by extension any entity that uses or experiences theservices of another. A customer may also be a viewer of the product orservice that is being sold despite deciding not to buy them. The generaldistinction between a customer and a client is that a customer purchases

products whereas a client purchases services .The word derives from "custom," meaning "habit"; a customer was someonewho frequented a particular shop, who made it a habit to purchase goods of the sort the shop sold there rather than elsewhere, and with whom theshopkeeper had to maintain a relationship to keep his or her "custom,"meaning expected purchases in the future.
http://www.businessdictionary.com/definition/entity.htmlhttp://www.businessdictionary.com/definition/receive.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/goods.htmlhttp://www.businessdictionary.com/definition/services.htmlhttp://www.businessdictionary.com/definition/ability.htmlhttp://www.businessdictionary.com/definition/supplier.htmlhttp://www.businessdictionary.com/definition/entity.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.investorwords.com/1967/firm.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.businessdictionary.com/definition/output.htmlhttp://www.businessdictionary.com/definition/financial-statement.htmlhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Distributor_(business)http://en.wikipedia.org/wiki/Sellerhttp://en.wikipedia.org/wiki/Vendorhttp://en.wikipedia.org/wiki/Purchasinghttp://en.wikipedia.org/wiki/Rentinghttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://www.businessdictionary.com/definition/entity.htmlhttp://www.businessdictionary.com/definition/receive.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/goods.htmlhttp://www.businessdictionary.com/definition/services.htmlhttp://www.businessdictionary.com/definition/ability.htmlhttp://www.businessdictionary.com/definition/supplier.htmlhttp://www.businessdictionary.com/definition/entity.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.investorwords.com/1967/firm.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.businessdictionary.com/definition/output.htmlhttp://www.businessdictionary.com/definition/financial-statement.htmlhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Distributor_(business)http://en.wikipedia.org/wiki/Sellerhttp://en.wikipedia.org/wiki/Vendorhttp://en.wikipedia.org/wiki/Purchasinghttp://en.wikipedia.org/wiki/Rentinghttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)


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Customer relationship management:

CRM is comprehensive approach for creating, maintaining, and expanding customerrelationships.

CRM is business strategy designed to optimize profitability, revenue, and customersatisfaction.

CRM is a business strategy that aims to understand/appreciate, manage, andpersonalize the needs of an organizations current and potential customers.

CRM is a competitive strategy and process of acquiring, reacting and partneringwith selective customers to create superior value for the company and thecustomer.

CRM is a business strategy that applies working with customers such that they

receive great service and are motivated to return again and again to do morebusiness with the company.

CRM is a broadly recognized, widely-implemented strategy for managing andnurturing a companys interactions with clients and sales prospects.

CRM involves using technology to organize, automate, and synchronize businessprocessesprincipally sales activities, but also those for marketing , customer service , and technical support . The overall goals are to find, attract, and win newclients, nurture and retain those the company already has, entice former clientsback into the fold, and reduce the costs of marketing and client service.

CRM is the ability to recognize & manage the increase in customer loyalty and toprevent the shifting & transformation of business to the competitor.

CRM is a process or methodology used to learn more about customers' needs andbehaviors in order to develop stronger relationships with them. There are manytechnological components to CRM, but thinking about CRM in primarily technologicalterms is a mistake. The more useful way to think about CRM is as a process thatwill help bring together lots of pieces of information about customers, sales,marketing effectiveness, responsiveness and market trends.

CRM helps businesses use technology and human resources to gain insight into thebehavior of customers and the value of those customers.

CRM is an information industry term for methodologies, software, and usuallyInternet capabilities that help an enterprise manage customer relationships in anorganized way.
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...............For example, an enterprise might build a database about its customersthat described relationships in sufficient detail so that management, salespeople,people providing service, and perhaps the customer directly could accessinformation, match customer needs with product plans and offerings, remindcustomers of service requirements, know what other products a customer hadpurchased, and so forth.

CRM works on 3 principles;

1) To Acquire a CustomerToughest Thing2) To Retain a CustomerEasy to get back an old one3) To Service a CustomerMost important to maintain loyalty

CRM Technology:

Broadly Categorized into:

1) Proactive Vs Reactive CRM2) Operational, Collaborative and Analytical CRM

1) Proactive Vs Reactive CRM

Reactive

Proactive

One-to-One Offering with increased Personalization

Compan Customer

Stimulus

Respond

Compan Customer

Stimulus

Offering

Customer

Repository
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2) Operational, Collaborative and Analytical CRM

Operational CRM:

-Also known as Front office CRM

-Includes Customer facing applications

-Involves areas where direct customer contact occurs

-Interactions are referred as Customer Touch points:

- Face to Face touch points

Sales Service Channel Events Stores Promotions

- Database Driven Touch points

Telephone Email SMS

Fax ATMs Mass Media

- Advertizing/ Website

- ERP like Segment of CRM

CustomerService

Marketing

Sales

InvoiceBilling

OrderManagement

Operational CRM


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Collaborative CRM

Enables two way dialogs betweens a company like

- Business Partners

- Agents

- Brokers

- Distributors

- Dealers

- Resellers

- Retailers

Analytical CRM

- Also known as back office CRM

- Involves understanding customer activities that occurred in the front

Office

- Uses Data marts / Data warehouses such as customer Repositories

- Uses Data warehousing and Mining

- Studies customer behavior patterns


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Objectives of CRM

Streamlined sales and marketing processes Higher sales productivity Added cross-selling and up-selling

Improved service, loyalty, and retention Increased call center efficiency Higher close rates Better profiling and targeting Reduced expenses Increased market share Higher overall profitability Marginal costing

Customer Life Cycle
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Customer life cycle is a term used to describe the progression of steps acustomer goes through when considering, purchasing, using, and maintainingloyalty to a product or service.

Customer life cycle into five distinct steps:

- Reach- Acquisition- Conversion- Retention- Loyalty

CLC means getting a potential customer's attention, teaching them what youhave to offer, turning them into a paying customer, and then keeping them asa loyal customer whose satisfaction with the product or service urges othercustomers to join the cycle.

CLC is often depicted by an ellipse, representing the fact that customerretention truly is a cycle and the goal of effective CRM is to get the customerto move through the cycle again and again.

A customer life cycle framework includes metrics for reach, acquisition,conversion and retention. This framework gives you a business model forunderstanding the nature of your business in relation to other businesses.

In today's business environment, the trend is for most businesses to use both

online and offline channels in their marketing plans. The broad categories of reach, acquisition, conversion and retention can be used to further clarify themetrics you measure.

Whereas in the past, marketing managers could simply report that they got30 percent more visitors who bought 10 percent more widgets. Now, using acustomer life cycle framework to interpret the powerful reports in webanalytics solutions, managers can pinpoint the initiatives that brought morevisitors or the optimal sales path that increased sales. You can identify themarketing activities that succeed and those that don't, fine tuning yourmarketing activities.

The following are definitions for the metrics in the customer life cycle. Thesemetrics will be used when you create your Key Performance Indicators, themeans for achieving your business goals.


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Reach

Reach is defined as the likelihood of gaining someone's attention. This can bedisplayed in a number of ways, depending on how you are looking at it.

The number of searches completed for your paid search keyword phrases. The number of reads an article written by someone representing your

company received. The number of users who view banner impressions served on a website. The number of subscribers to a newsletter you sponsor or that contains your

ad. The number of readers who subscribe to a newspaper or magazine and will

see your ad. The number of views your billboard ad receives. The number of views your TV spots secure.

Each qualifier is both easy and difficult to measure. Any banner network cantell you how many banner impressions were served or the number of timesyour search phrases were used. Likewise, any magazine or newsletter can tellyou how many readers they have. Any marketing vendor can tell you howmany valid addresses your direct mail piece was sent to. But how could youknow how many people read your article or actually received your piece of mail? And if they did receive it, how do you know they opened it? It isimpossible to accurately calculate this data.

This is why reach is difficult to measure. No matter how powerful your webanalytics solution, no one can tell you the number of people who actually readand think about your marketing message.

For that reason, reach is tied to acquisition; we can't measure the number of people who read a message but we can infer this value from the percentage of people you are able to acquire. So when thinking about reach, keep in mindthat it is correlated to the actual acquisition of visitors.

Acquisition

If reach is defined as the likelihood of gaining someone's attention, thenacquisition can be defined as how well you got it. Did they make it to yoursite? Did they click on a link or type your domain in their browser and bringthemselves to your site? That's acquisition.

To some, acquisition is more accurately measured in terms of a visitor notonly arriving, but also engaging in some sort of action, like a purchase.However, any visitor who lands on your site as a result of one of your ads has


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the potential to complete an activity of value. Thus, it can be considered anact of arrival or response.

Acquisition stats are focused on your source of traffic, which can be thereferring domain, a search engine or a search key phrase. Your web analytics

solution extends this measurement, allowing for the qualification of visitors. Inso doing, it runs into the measurement of conversion.

Conversion

Conversion is the successful completion of specific activities by your sitevisitors that result in a positive contribution to your bottom line.

Conversion can be measured differently for different activities. Conversiondoes not have to equal a sale. It can be the downloading of a document or

application, the act of submitting information to generate leads, the locatingof information in an FAQ or support document, the act of navigating from ageneral to a more specific page, the specific amount of time spent on awebsite, the viewing of a specific number of pages, or viewing key pages likethe services page with pricing information.

Studying the sales path to conversion will help you make changes to yourwebsite and influence marketing initiatives that will impact your visitors'ability to complete desired goals. This is a win-win situation because it leadsto customer satisfaction and increased profits for your business

We have discussed the fact that a website may want to measure manydifferent conversion rates. It is important to measure all the conversion ratesthat matter, but do not compare your rates to those of others. Research firmshave published studies about conversion rates by business category, and thisinformation is interesting, but it should not be used to gauge your ownsuccess. Your measure of success should be the increase (or desirabledecrease) in your site's key performance indicators over time.

Select the top three or four key performance indicators for your website (ormarketing campaigns) and measure these over time, tracking progress and

making the changes that will improve future conversions. It is also importantto keep your conversion rates to yourself since competitors can use the datato your disadvantage.


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Retention

The reach, acquisition and conversion phrases in the customer life cycle havebeen very time-invested, but now you need to concentrate on keeping thoserepeat customers. Research says that an existing customer is worth morethan a new customer, so you need to monitor and hold on to them which isno easy task with the Internet making competitors just a click away. If yousell a product, someone can make it cheaper. If you provide a service,someone can always do it better or faster. Unless your products and servicesare well branded or very unique, your business will always be subject tochurn.

That is why it is important to measure retention. Retention measures theactivities of your repeat customers, tracking everything they do on your sitewhether it is a purchase or any other activity. By watching the individual

actions of your repeat customers, you can respond optimally to their needs,then up sell and cross sell products and services to them. Visitor segmentationtools are an important aid to understanding your repeat customers.

Re-Purchase

Suspect

LeadGeneration

LeadQualification

Meet

CustomerRetention

Service/Delivery

Order Quote

Custom

er LifeCycle

New Tier- Tier- Tier- Tier- Declining Lapsed


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New Customers Existing/Active Customers

Entering in CustomerBase

It shows the stages of a businesss customers: new, existing, declining,lapsing. And the ability to tier active customers also is valuable. Each tier hasits own dynamics. There is much more to CRM than a simple frequency loyaltyprogram. Its a deeper level understanding of the customer base.Understanding the statuses of customers from this point of view is powerfulmarketing information.

Modern CRM is more than the analytics and outbound campaigns. The socialCRM movement is gaining strength, and its incorporating many social networkprinciples into the customer engagement process.


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eCRM (Electronic CRM)

E-CRM is not just your call center, self-service Web site, sales forceautomation tool or the analysis of customers' purchasing behaviors. E-CRM isall of these initiatives working together to enable you to more effectively

respond to your customers' needs and to market to them on a one-to- onebasis. It's about the customer, not any individual piece of technology. If weevaluate and understand how our customers behave and how we need torespond to them, then we can begin to understand the component pieces of e-CRM.

Today, there are many ways a customer can interact with a vendor includingvia a salesperson, Web site, catalog, e-mail, store, trade show exhibit oradvertisement. With today's technology, it's possible for each of these contactpoints to be driven from the same base of information about the customer.However, it is not unusual for these contact points to be driven from discretebases of information which are not coordinated and do not have the samecontent. Your sales force doesn't know about your customers' interactionswith your Web site. Your call center doesn't know the customer was visited bya salesperson last week. You send e-mails without consideration of recentcatalog purchases. Consequently, the customer thinks you don't have your acttogether. An integrated customer information architecture to support all of these applications could prevent this lack of coordination.

The first need identified in delivering true e-CRM is an integrated customerinformation architecture. Creating and maintaining this integrated information

architecture is not a trivial process. The various applications contributing tothe architecture need to be identified. The architecture needs to be designedto support the various applications and technologies involved, and vice versa.The data must then be extracted, transformed and loaded into theenvironment. Replication strategies may need to be incorporated to keep theapplications in synchronization with each other. Creating and maintaining thisarchitecture may cost millions and still not be perfect; however, thearchitecture is the fundamental cornerstone of comprehensive e-CRM.

The next step is to segment and analyze what we have. We need tounderstand why, what, where, when and how our customers make purchases.We need to understand where we make money. We need to know whichchannels are working and which ones aren't. We need to understand what ourcompetitors are doing. There are statistical analysis techniques that canprovide this insight. However, these are not for the layperson. You shouldhave marketing and statistical analysis experts on your staff to use the toolsand make sense of the outcomes of the analyses. The tools to answer thesequestions are the true OLAP (online analytic processing) tools on the market


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today. There is also a special subset of tools that facilitate the heavy-dutystatistical analysis or data mining.

Once we better understand our customers, we need to be able to promote tothem in a direct way. In today's business environment, this can take many

forms. We may want to personalize their interactions with our Web site, e-mail, pagers, voice- mail, faxes or other telephonic messages. We may wantto personalize the script on their next calls to our call center or have oursalespeople call them with specific product or service offerings. We need to beable to construct and manage promotions using a variety of channels andmonitor the success of those promotions. We need closed-loop processeswhich allow us to initiate, manage and monitor promotions through all of ourchannels. Tools to support this area are fragmented and solution-specific.Sales force automation (SFA) and call center applications only address onepiece. Personalization engines only cover the Web. Broadcast engines onlydeal with telephony.

It's only when a customer initiates a purchase and that purchase is recordedby the sales, inventory, general ledger and other transactional applicationsthat we obtain the raw material we need to further understand the customerand to evaluate the effectiveness of our promotions. Oftentimes we havemultiple versions of these applications to handle specific products or channels.It's not just these transactional applications, but also the transactions beingcaptured by our SFA and call center applications. The challenge is to extractthe necessary customer transaction data from these discrete applications andincorporate that data in our CRM-ready data warehouse. It is then that we

have "closed the loop" and can truly attain one-to-one and permissionmarketing relationships with our customers.

Mass production and mass marketing of the midtwentieth century changedthe methods business used to relate with their customers. Customers came tofeel that mass marketing reduced them to a number. The unique relationshipcustomers established over time with the company somehow got lost in thistransition. Many companies are now starting to reestablish this connection andare reengaging their customers by implementing relationship marketingbased on customer relationship management (CRM) software (1).

During the last fifteen years, we have witnessed evolutionary changes inbusiness software deployment, with a rapid move from central computing toclient/server architectures, and more recently to web architectures. Thesuperior capabilities of next-generation information technology have been adriving force in redesigning business processes. Increasingly, businessesdepend on IT, and IT has been characterized as the enabler of change (5).Piccoli outlines a framework of customer-service life cycle to gain competitive


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advantage and uncover opportunities by using IT (9). With technicaladvancement, companies face the challenges of technology adoption andacceptance. These decisions are complex, and often the perceptions of various parties, including customers, non-IT staff, and IT staff must beaddressed and reconciled.

Within this context, we examine the evolving nature of CRM systems, focusingon the difference between CRM and eCRM. Their technological differences areidentified as a starting point in understanding if these differences exist inpractice, and if so, how organizations respond to them.

THE BUSINESS CONCEPTS BEHIND CRM

Technology can greatly assist firms in developing great customer relationshipsby linking the front-office process (e.g. sales, marketing management, ordermanagement, sales management, sales planning, pricing, after sales serviceand support) with back-end processes (e.g. procurement, finance, payroll,shipping, production planning, profitability analysis, receivables and payables,inventory management, and human resources).

Since the introduction of CRM, the term has been defined in different ways,with no clear consensus. Some authors emphasize establishing a call center,while for others it meant mining a customer data warehouse. Others used theterm to describe a web presence targeting customers.

Without consensus, managers have a difficult time understanding howfunctional areas of the organization interact within CRM.

Handen defines CRM as the process of acquiring, retaining and growingprofitable customers.

He further states that in order to be successful in the future, organizationsneed to better understand customers needs. It is important for organizationsto understand these needs and be in position to act quickly.

Massey asserts that CRM is about attracting, developing and maintaining

profitable customer relationships over time.

CRM is a strategy to identify and satisfy customers needs and behaviors; anddoing so will result in a stronger relationship with them.

Greenberg defines CRM as the commitment of the company to place thecustomer experience at the center of its priorities and to ensure that incentive


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systems, processes, and information resource leverage the relationship byenhancing experience. According to this definition, the experience of the customer is a cumulativeeffect of a series of interactions. The objective of CRM essentially is toenhance this cumulative effect and thus the loyalty of the customer.

Loyal, repeat customers are intangible assets and provide a true competitiveadvantage to any organization. It is estimated that the cost of acquiring a newcustomer is about five times that of maintaining a current customer. It standsto reason that it makes economic sense to pay closer attention to the needs of current customers. confident managers know this and understand theimportance and the value of this strategy.

CRM AND eCRM

The 1990s was a period of remarkable growth of a class of software called ERP(Enterprise Resource Planning). ERP systems tie-in numerous legacy systemsused for the back-end operations so that systems across a firm are linked,thereby making information across the firm available more easily. Until then,organizations deployed a host of specialized application servers throughout theorganization, each dedicated to perform a specific function. With ERP systems,an organization is able to capture data in one place and integrate it seamlesslythroughout various departments and processes. Although ERP systems arehelpful in managing back-end operations, they are not designed to capturedata and support the complexities of marketing (e.g. marketing campaigns,customers changing preferences, and finer nuances of customers behavior).On the other hand, CRM systems were specifically developed for the front-end applications and were quickly adopted.

Ideally, CRM allows an organization to tailor its products and services to eachcustomers preferences. CRM may be used to create a personalized, one-to-one experience that will give the individual customer a sense of being caredfor, thus opening up new marketing opportunities based on the preferencesand history of the customer. Croteau and Li point out CRM is a customer-focused business strategy thataims to increase customer satisfaction and customer loyalty by offering a moreresponsive and customized service to each customer. With the movement of business applications to the Internet, CRM hasenhanced an organizations capabilities by providing access to its customers


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and suppliers via the Web. This web experience and communication throughthe wireless web is called eCRM. The Internet is advancing eCRM; it providesfeatures that are attractive to customers and business organizations.

Differences between CRM and eCRM are subtle, but important. They concern

the underlying technology and its interfaces with users and other systems. Forexample, many eCRM systems provide the customer with a self-servicebrowser-based window to place orders; check order status; review purchasehistory; request additional information about products; send e-mails andengage in a host of other activities. These capabilities provide customersfreedom in terms of place and time. The customer no longer is limited tocontacting an organization during regular business hours, and the organizationdoes not have to provide a live contact at the other end for customersinquiries and requests. Figures 1 and Figure 2 depict a common, high-leveltechnology map of traditional CRM and eCRM systems respectively.Traditionally, CRM systems use client/server technologies where all programsand applications are run on one or more centralized servers. The front-endoperations of the system interface with the backend operations throughtraditional ERP systems. The system does not use data warehouses or datamarts. ERP systems act as data repositories and capture data from both thefront-end and back-end operations. The usual customer touch points areretails stores and the organizations customer service and support centers;e.g., personal contact through retail outlets, telephone, and fax.

With eCRM, the interface between the front-end and back-end operations isnot only through ERP, but it also utilizes data warehouses and data marts.Data warehouses is a logical collection of information, gathered from severaloperational databases, used to create business intelligence in support of business activities and decision-making. Data warehouses aremultidimensional databases. The layers in a data warehouse representinformation according to different dimensions. A data mart is a subset of adata warehouse in which only a focused portion of the data warehouseinformation is kept (4). Customer touch points in eCRM are expanded toinclude the Internet and wireless devices, supporting mobile and PDAtechnologies.

The users in CRM are the employees of the organization or the retails storespersonnel. The system provides access via a set of predefined menus andchoices, which cannot be customized by the user. Any customization requiresmaking significant changes at the system level. In eCRM, on the other hand,an individual can easily customize these applications and menusthrough their web-based user interfaces. The application programs in CRM are


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telephone, or fax. mobile and PDA technologies.System Interface Works with the back-end

applications through ERPsystems.

Designed for front-endapplications, which in turninterface with backendapplications through ERP

systems, data warehouses, anddata marts.

System Overhead(clientcomputers)

Web-enabledapplications require a PCclient to download variousapplets and applications.These applications and appletswould have to be rewritten fordifferent platforms.

No such requirement; thebrowser is the customersportal to eCRM.

CustomizationandPersonalizationof Information

Different audiences requiredifferent views and types of information. Personalizedviews for different audiencesare not possible. Individualcustomization requiresprogramming changes.

Highly individualized dynamic and personalized views basedon purchases and preferencesare possible. Each audienceindividually customizes theviews.

System Focus System is designed aroundproducts and job functions(for internal use). Web-enabled applications aredesigned around onedepartment or business unit

System is designed around thecustomers needs (for externaluse). Enterprise wide portalsare designed and are notlimited to a department orbusiness unit.

SystemMaintenance andModification

Implementation is longer andmanagement is costly becausethe system is situated atvarious locations and onseveral servers.

Reduced time and cost.System implementation andexpansion can be managed inone location and on one server.

UNIT-2

Sales Force Automation (SFA)


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SFA: By automating your company's sales efforts, you can efficiently forecast,track and fulfill orders and customer interactions; analyze sales forecasts andcompetitor trends; manage sales cycles and communicate with salesrepresentatives both in the office and on the road. These services, knowncollectively as Sales Force Automation (SFA), use technology to reduce

administrative work and increase sales team productivity.

SFA systems are information systems used in CRM and management thathelp automate some sales and sales force management functions. They arefrequently combined with a Marketing Information System to increase theSales Target and to work with the Leads.

SFA systems are a type of program that automates business tasks such asinventory control, sales processing, and tracking of customer interactions, aswell as analyzing sales forecasts and performance. Businesses may have acustom version developed specifically for their needs, or choose from amongthe increasing number of sales automation software products, such as InteractCommerce's ACT! and GoldMine Software's GoldMine. Sales automationsoftware is sometimes called sales automation software, and sometimes calledcustomer relations management ( CRM ) software.

A SFA , typically a part of a companys customer relationship management system, is a system that automatically records all the stages in a salesprocess. SFA includes a contact management system which tracks all contactthat has been made with a given customer, the purpose of the contact, andany follow up that might be required. This ensures that sales efforts are not

duplicated, reducing the risk of irritating customers. SFA also includes a sales lead tracking system , which lists potential customers through paid phone lists,or customers of related products. Other elements of an SFA system caninclude sales forecasting , order management and product knowledge . Moredeveloped SFA systems have features where customers can actually modelthe product to meet their required needs through online product buildingsystems. This is becoming more and more popular in the automobile industry,where patrons can customize various features such as color and interiorfeatures such as leather vs. upholstered seats.

An integral part of any SFA system is company wide integration amongdifferent departments. If SFA systems arent adopted and properly integratedto all departments, there might be a lack of communication which could resultin different departments contacting the same customer for the same purpose.In order to mitigate this risk, SFA must be fully integrated in all departmentsthat deal with customer service management.
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information the organization is looking for. The application also hasimplications based upon their size, organization rollup, demand of newsystem, sales processes, and number of users.

Dependent upon what you're looking for, services can fall into 2 categories:

On-Premise Software and On-Demand Software. With on premise software,the customer manages and purchases the application. On-Premise softwarehas some advantages and disadvantages dependent upon what a customer isreally looking for. The disadvantage of on-premise to some is the higher costof the software along with maintenance. Customization is also required forsome who utilize additional processes outside of the normal out of the boxsolution. Time is also a factor. Much on-premise software takes longerimplementation times along with numerous testing and training sessions. Theoverall advantage of on-premise software is looking at the overall return oninvestment. Utilization of the application for three to five years becomes morecost effective. Another advantage can be the based upon the amount of data.With on-demand you are held to a certain volume restriction, but with on-premise your data restrictions are based upon the storage size of your localhardware. The on-demand solution on the other hand takes shorterimplementation time, less cost, and tailored to meet the customers need.

The major players in the Sales Force Automation System includes:1. Oracle Siebel2. Salesforce.com3. Microsoft Dymanics4. Oracle EBS (E-business suite)

5. Zoho CRM6. Peoplesoft

SFA packages typically include a Web-ready database, an e-mail package,and customizable templates. A three-tiered architecture is typically used toseparate the database, server, and application to reduce programmingdemands on clients. A module-based design is generally used, to allow usersto customize the package to suit their needs.

In August 2000, Oracle released a free CRM software package,OracleSalesOnline.com which makes information - such as contacts,schedules, and performance tracking - available online through the includeddatabase program. The package is designed for medium-to-large enterpriseswith mobile work forces. All data and storage are based at an Oracle facility,similar to the application service provider ( ASP ) model, which means thatdata can be accessed from any Internet connection and that the client doesn'tneed special hardware or software. The Oracle package also includes onlinestaff training.


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What makes a good sales force automation software ?

The term sales force automation refers to a system designed to track andmanage sales activities for individuals and even large sales forces.

- An integral part of any SFA system is company-wide integration amongdifferent departments . If SFA systems arent adopted and properly integratedto all departments, there might be a lack of communication that could resultin different departments contacting the same customer for the same purpose.In order to mitigate this risk, SFA must be fully integrated in all departmentsthat deal with customer service management.

- A good sales force automation system allows information about salesopportunities to be easily accessible so it can be reviewed. This informationstored in a sales force automation system may relate to individuals,

companies, and even specific transactions.

-Good sales force automation should provide the means for a busy salesmanager to quickly find out what is happening with each sales opportunityand sales representative.

-A good sales force automation system should provide a company with themeans to identify the sales trends that affect the business.

-Sales force automation software should provide comprehensive informationon how each team member is performing.

-Should allow the company to accurately forecast future trends and companyprofits. If these forecasts are not up to expectations the sales forceautomation software can help make improvements.

-The sales force automation software should be able to automatically send outpersonalized e-mails to individuals or companies to make sure contact ismaintained.

-Good sales force automation software should assist the sales team in closing

sales.Mobile Sales Force Automation Application

A huge number of sales managers are always on the go. The expansion of Smartphones has reignited the creation of Mobile Sales Force AutomationSystems. Most companies IT department are aware that adopting newcapabilities require extensive testing. Despite the required time to test such a
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new product, it will payoff in the future for the sales department. Smartphone appeals to salespeople, a part of a company's department that is extremelyresistant to new technology implementation. Smartphones are easy to carryand easy to use, great interface design, touchscreens and fast wirelessnetwork capabilities like 4G and 3G phones. More than 55% of global 2000

organization will deploy mobile SFA project by 2011 and newer Smartphoneplatforms, such as Apple's OSX and Google's Android , point to a future of increasing diversity in device selecting and support for sales force. Whenimplementing the Mobile Sales Force Automation Application or during the firststage of systems development life cycle, project teams will need to evaluatehow prospective solutions comprising smartphones devices, software andsupport infrastructure and carrier services are packaged to deliver optimalsystem usability, manageability and integrative capabilities, as well as highscalability, reliability and performance. Its always good to put in mind that

just like any new technology, success comes with usability.

Advantages to the marketing manager

Understanding the economic structure of your industry Identifying segments within your market Identifying your target market Identifying your best customers in place Doing marketing research to develop profiles (demographic,

psychographic, and behavioral) of your core customers Understanding your competitors and their products Developing new products Establishing environmental scanning mechanisms to detect

opportunities and threats Understanding your company's strengths and weaknesses Auditing your customers' experience of your brand in Developing marketing strategies for each of your products using the

marketing mix variables of price, product, distribution, and promotion Coordinating the sales function with other parts of the promotional mix

(such as advertising, sales promotion, public relations, and publicity) Creating a sustainable competitive advantage Understanding where you want your brands to be in the future, and

providing an empirical basis for writing marketing plans on a regularbasis to help you get there Providing input into feedback systems to help you monitor and adjust

the process

Strategic advantages

Sales force automation systems can also create competitive advantage:
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As mentioned above, productivity will increase. Sales staff will use theirtime more efficiently and more effectively. The sales manager will alsobecome more efficient and more effective (see above). This increasedproductivity can create a competitive advantage in three ways: it canreduce costs, it can increase sales revenue, and it can increase market

share. Field sales staff will send their information more frequently. Typically

information will be sent to management after every sales call (ratherthan once a week). This provides management with current information,information that they will be able to use while it is still valuable.Management response time will be greatly reduced. The company willbecome more alert and more agile.

These systems could increase customer satisfaction if they are usedwith wisdom. If the information obtained and analyzed with the systemis used to create a product that matches or exceeds customerexpectations, and the sales staff use the system to service customersmore expertly and diligently, then customers should be satisfied withthe company. This will provide a competitive advantage becausecustomer satisfaction leads to increased customer loyalty, reducedcustomer acquisition costs, reduced price elasticity of demand, andincreased profit margins.

Disadvantages

Detractors claim that sales force management systems are:

difficult to work with require additional work inputting data dehumanize a process that should be personal require continuous maintenance, information updating, and system

upgrading costly difficult to integrate with other management information systems

Salesforce SFA provides your sales team with a complete customer view thatis shared with support and marketing in real time, so you can track and

optimize your pipeline and ultimately close more deals.

SFA Features:

Lead management. Managing leads effectively and optimizing lead flowacross sales and marketing are critical to achieving sales success. With Sales
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force, you can track prospect inquiries and seamlessly route qualified leads tothe right people so sales reps get instant access to the latest prospects andleads are never dropped or lost. Security controls let you give reps access toleads in their own territories only and to manually share specific leads withother users.

Opportunity management. Opportunity management enables sales teamsto work together to close deals faster by providing a single place for updatingdeal information, tracking opportunity milestones, and recording allopportunity-related interactions. Sales force can be customized to fit yourinternal sales methodologies and processes, making it easier for yourmanagers to monitor their sales pipelines.Global forecasting. Sales force SFAs global forecasting capabilities giveorganizations clear visibility into their sales pipelines. Accurate, timelyforecasts of revenue and demand help sales close more deals, bring in higherprofits, and align expenses with revenue growth. Forecasting also givescompanies critical visibility into future product and service demand trends.Territory management. With the territory management capabilities in Salesforce, you can easily define, administer, analyze, and change sales territoriesto match your sales organization, no matter how complex it is or howfrequently it evolves.Customizable forecasting. Global, customizable forecasting capabilities inSalesforce give organizations clear visibility into their sales pipelines.Accurate, timely forecasts of revenue and customer demand help sales closemore deals, bring higher profits to the company, and align expenses withrevenue growth. Forecasting also gives companies critical visibility into futureproduct and service demand trends.Approvals and workflow. Salesforce provides workflow automationcapabilities that you can easily customize to better manage yourorganizations unique sales processes. The result is greater control overroutine activities, the elimination of redundant tasks, and adherence to yourapproval processes.Account and contact management. Sales force gives your entire companya 360-degree view of each of your customers, enabling you to acquire deepknowledge of every account and contact, facilitate collaboration across yourorganization, and build and maintain strong, lasting customer relationships.Activity management. Coordinating customer-facing activities and events is

a critical part of closing business and managing customer relationships. Salesforces activity management capabilities help keep your reps organized andworking together so your customers receive the attention they need.Product catalog. Sales force enables organizations to manage even the mostcomplex product catalogs with ease. You can easily maintain and secure evenlarge catalogs and multiple price books centrally for increased consistencywhile giving your teams easy access to the precise product and pricinginformation they need.


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Document management. Sales force provides instant access to the mostrecent versions of the sales and marketing documents and materials yourteams needall in one place. Sales force acts as your on-demand resource forcritical business materials by providing a common document repository toenable consistent and effective communications from anywhere in the world.

Contract management. Sales forces contract management capabilitiesseamlessly integrate back-office financial functionality into your front office.As a result, your organization is able to effectively manage the entirecustomer lifecyclefrom a contracts approval through its renewaltoenhance profits.Email templates. Why should salespeople start with a blank page whenwriting customer and prospect emails? HTML email templates that sales repscan personalize are big time-savers for reps and also ensure that evenindividual communications are accurate and on message. Automatic trackinghelps reps know when to follow up.Asset management. Knowing precisely which products your customers havepurchased and installed is essential to world-class sales and service. WithSales force, you can track which of your products each of your customers haspurchased. Plus, you can broaden your view of sales opportunities by alsotracking which competing products they are using.Partner management. Sales force delivers unparalleled visibility into yourcompanys entire sales pipelineincluding both direct and indirect channels.Salesforce PRM, salesforce.coms on-demand solution for managing yourchannel partner relationships, is seamlessly integrated with Sales force SFA.The result: one pipeline and one forecast across all channels.Reports and dashboards. With customizable reports and dashboards, salesmanagers and executives have instant access to the real-time data andanalysis they need to run the business effectively. Easy-to-use sales analyticstools help managers analyze sales pipelines, perform win-loss analyses, createhistorical trend analyses, and more. Dashboards pull it all together, providinginstant access to a consolidated, real-time view of sales data.Data quality management. Maintaining data quality is critical, especiallywith customer and prospect information. With Sales force, you can be certainyour customer database has valid data and is free of duplicates.Mobile solutions. Mobile CRM capabilities from Sales force keep sales repsconnected while they are away from the office. With support for disconnected

laptops, wireless email devices (such as the BlackBerry), and wireless PDAs,traveling reps are never out of touch with their critical data.Microsoft Outlook, Word, and Excel integration. Workers dont have totoggle back and forth between Sales force SFA and Microsofts popularproductivity and email tools. Our tightly integrated and easy-to-use solutionsallow users to work more productively in the critical applications they usemost.


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sales force automation is a technique of using software to automate the

business tasks of sales, including order processing, contact management,information sharing, inventory monitoring and control, order tracking,customer management, sales forecast analysis and employee performanceevaluation.

The Sales Force Technology Problem:

Many new technologies have been introduced to aid in the efficiency andeffectiveness of the selling process. However, people in Sales are much toobusy making their quarterly numbers; to have much, if any time to spend onevaluating, implementing and learning new Sales tools. Other departments,like IT, dont understand the dynamic complexity inherent in the Salesprocess; as a result they are ill-equipped to successfully select and deploySales tools. Most companies who have deployed SFA systems, reportdisappointing results; with many reporting little or no use of the SFA system ayear after deployment. When investigating the cause of the poor results, theevidence has as shown that these companies all took thequick implementation route. This implement approach is driven by dates, andproviding basic out of the box functionality; which in most cases, offers littleor no value to Sales Reps, contributing significantly to little or no use problem.This high failure rate creates revenue growth and market share opportunities

for the companies who successfully optimize their selling channels.

The Following are some of The Key Success Factors with the SFAProjects:

_ Foster the understanding that it is in the companys best interest, to takethe time and effort to successfullydeploy technology that helps the Sales Force look good in the eyes of thecustomer.

_ Treat the Sales Force as a strategic asset of the company, not somethingthat needs fixing.

_ Help management get what they need, by making sure that the sales repsget what they need.

_ Focus on helping the rep; think & talk 3 to 1, Give 3 benefits to reps, forevery 1 you have to do


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_ Constantly think how we can positively differentiate the company in theminds of the customers. .

_ Benchmark the companys competitors sales performance numbers,structures and methods.

_ Develop sales ownership; work with formal & informal sales leadership,

developing a selling vision of howthe sales force will be the best in the industry through tech. asst. selling

_ Focus on shortening & fattening the pipe, i.e. taking time out of the sellingprocess, & adding newopportunities.

_ Work with marketing, sales and support; look at the entire customerlifecycle end to end.

_ Where is sales time spent? What non-selling activities can be eliminated orautomated focus on creating moretime selling = higher growth with the same resources.

_ What steps in the buying process can be improved? What can be done fasterand with higher quality?

_ Keep it simple; dont give Sales too much all at once, think drip irrigationvs. fire hose.

_ Keep the momentum going; have SFA training on the agenda at all Salesmeetings.

_ Have evening phone support, top reps sell during the day and doadministration at night.

_ Do not rely on techies and accountants to succeed; get experience help thatis credible to Sales.

UNIT-3

Enterprise Marketing Automation (EMA)

EMA is a CRM module (or Independent software) that helps a business planand run marketing campaigns. It helps a Business by maintaining, managingand filtering prospective customers and provides a targeted short list to runcampaign.


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The information can be collected from various sources like public directories orcan be bought from paid providers. It can also include Work Flow automationto automate entire process and sending each responsible person a reminder,when action is due.

Enterprise Marketing Automation (EMA) is a workflow-driven solution formanaging complex customer-facing marketing programs. EMA combines arobust outbound marketing engine with highly-scalable, proprietary workflowand rules engines. The result is a unique application that allows marketers todefine their customer-facing marketing processes using EMA's graphical toolsand then have EMA execute per-customer workflow processes for trueautomated one-to-one marketing.

The objective of Enterprise Marketing Automation applications is to make amarketing campaign efficient. EMA provides the company with business-related information like industry trends and competitor information. Thisinformation helps a business model its marketing strategy to outperform themarket. The solution also gauges the effectiveness of a marketing strategy.

In many B2B companies, a sales team is the primary method for reaching outto the market. Salespeople call prospects and customers, but they can only doso much in a day. Marketing campaigns can dramatically increase your reach.In B2B its always best to start with your companys annual goals and developcampaigns to meet those numbers. For example, when you know how many

new customers you need, you can calculate how many leads youll need, thendesign campaigns to generate those leads throughout the year.

Marketing campaigns can include many different media:

Email, search, banners and other online marketing Publicity Direct mail Telemarketing Trade shows and events Print, radio and other traditional media

Here are three sample campaigns:

GENERATE NEW LEADS
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1. Use search to generate traffic to your website.2. Prospect requests information via email.3. Email the requested information.4. Call the prospect; qualify the prospect further and determine nextsteps.

DRIVE EXISTING PROSPECTS TO YOUR TRADE SHOW BOOTH & VIPRECEPTION

1. Mail a postcard to attendees 3 weeks before the show; invite them toyour booth with an intriguing incentive.2. Mail a special invite to key prospects and customers to for a VIPreception. Ask them to RSVP by phone, email or URL.3. Call key prospects and customers as a second effort.4. Send an email to all confirmed attendees and 3 days before theevent.5. Email the non-respondents one last time.

HIT YOUR MARKET WITH A SPECIAL OFFER1. Run banner ads on industry websites and targeted email newsletters.2. Send out a special email to your house list.3. Create an intriguing story and tie it to your offer. Write a search-optimized press release and post on your site; distribute releases andpitch to a key industry reporter.

4. Run a series of paid search ads.

Best CaseYou plan and execute your campaigns to hit specific goals. You dont alwayshit them, but you test and improve different elements; the ROI on youroverall budget is above your goal. You focus on an offer and call-to-action,and you touch your prospects several times and follow up when appropriate.You recognize the challenges in measuring results, but you do what you can;it helps you improve the next time around.

Neutral CaseYour campaigns arent the most creative or the splashiest, but youve hitmany of your marketing goals. You dont test but your response rate is fine.You dont know your ROI but you generally know which campaigns work best.Yet when youre faced with ambitious annual goals, you have problemsgaining budget approval. Since you stick with the same campaigns year in andout, its also difficult to figure out how to generate additional leads.


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Worst CaseYour marketing programs tend to be reactive suddenly youre low on leadsor falling short of your goals and you launch a campaign to fix the problem.Since your programs dont seem to work, its difficult to gain budget approval

for future campaigns that could be more well-planned and executed. Its avicious cycle and you dont know how to get out of it.

Plan a Marketing Campaign

Quantify your goals

Plan your campaigns to meet your annual revenue and volume goals.For example, if youre trying to generate 100 new customers, figure outhow many leads youll need and when youll need them.

Think about how youll use different media. For example, your salesteam may be able to generate 30% of your leads through prospecting;the rest may come from telemarketing, email, direct mail, searchmarketing, webinars, trade shows and more.

Generate campaign ideas and strategies

Identify all of the business goals that will need marketing support. Youmay need campaigns to generate and nurture prospects, sell direct orthrough a channel, or market to existing customers.

Evaluate ideas and options: traditional sales activities, internetmarketing, telemarketing, direct mail, email, publicity and more.

Target your audience

With more specific targeting, you can speak more directly to theprospect and raise your response rates in the process.

Deliver one or two key messages and your call-to-action

If you include every detail about your product and company, its easyfor prospects to become overwhelmed. Just move a prospect one stepat a time.

Be creative your market is bombarded with messages daily, so grabtheir attention and engage them.

Plan to measure


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When you measure your campaigns, its easier to gain budget approval thenext time around. Youll also know exactly which programs produce thehighest return.

Establish how youll measure each campaign. If there are variables you

cant measure, decide how you will account for those results. Identify how youll capture the data youll need unique phone

numbers, unique URLs, etc.

Plan your fulfillment

Your fulfillment processes can help or hurt your close rate, so make sureyou outline your requirements. For example, if youre running acampaign where prospects request a software demo and it doesntarrive for a week, your prospects may lose interest.

Continually test and improve

Even on a small campaign, you can evaluate your ad, copy, list or otherfactors before you spend your entire budget.

Choose a subset of your list or two versions of an ad; test them in smallquantities and choose the best one for rollout. Then you can test asecond variable against the winner in the first test.

Keep the testing cycle going and track your results over time. Youllimprove your response rates and return on investment.


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Internet marketing , also known as digital marketing , web marketing ,online marketing , search marketing or e-marketing , is the marketing (generally promotion) of products or services over the Internet .

Internet marketing is considered to be broad in scope [1] because it not onlyrefers to marketing on the Internet, but also includes marketing done via e-mail and wireless media. [2] Digital customer data and electronic customerrelationship management ( ECRM ) systems are also often grouped togetherunder internet marketing. [3]

Internet marketing ties together the creative and technical aspects of theInternet, including design, development, advertising, and sales. [4] Internetmarketing also refers to the placement of media along many different stagesof the customer engagement cycle through search engine marketing (SEM),
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search engine optimization (SEO), banner ads on specific websites, emailmarketing , and Web 2.0 strategies

Internet marketing is associated with several business models :

E-commerce : a model whereby goods are sold directly to consumers( B2C ), businesses ( B2B ), or from consumer to consumer ( C2C ). [ citationneeded ]

Lead -based websites: a strategy whereby an organization generatesvalue by acquiring sales leads from its website. [ citation needed ] Similar towalk-in customers in retail world. These prospects are often referred toas organic leads.

Affiliate Marketing : a process wherein a product or service developed byone entity is sold by other active sellers for a share of profits. [citation needed ]

The entity that owns the product may provide some marketing material(e.g., sales letters, affiliate links, tracking facilities, etc.); however, thevast majority of affiliate marketing relationships come from e-commercebusinesses that offer affiliate programs. [ citation needed ]

Local Internet marketing: a strategy through which a small companyutilizes the Internet to find and to nurture relationships that can be usedfor real-world advantages. [ citation needed ] Local Internet marketing uses toolssuch as social media marketing , local directory listing, [6] and targetedonline sales promotions.

[ edit ] One-to-one approach

In a one-to-one approach, marketers target a user browsing the Internetalone and so that the marketers' messages reach the user personally. [ citationneeded ] This approach is used in search marketing, for which the advertisementsare based on search engine keywords entered by the users. This approachusually works under the pay per click (PPC) method. [ citation needed ]

[ edit ] Appeal to specific interests

When appealing to specific interests, marketers place an emphasis onappealing to a specific behavior or interest, rather than reaching out to a

broadly defined demographic.[ citation needed ]

These marketers typically segmenttheir markets according to age group, gender, geography, and other generalfactors. [ citation needed ]

[ edit ] Niche Marketing

Niche and hyper-niche internet marketing put further emphasis on creatingdestinations for web users and consumers on specific topics and products.
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[ citation needed ] Niche marketers differ from traditional Internet marketers as theyhave a more specialized topic knowledge. [ citation needed ] For example, whereas intraditional Internet marketing a website would be created and promoted on ahigh-level topic such as kitchen appliances, niche marketing would focus onmore specific topics such as 4-slice toasters. [ citation needed ]

Niche marketing provides end users of such sites very targeted information,and allows the creators to establish themselves as authorities on the topic orproduct. [ citation needed ]

[ edit ] Geo-targeting

In Internet marketing, geo targeting and geo marketing are the methods of determining the geolocation of a website visitor with geolocation software , anddelivering different content to that visitor based on his or her location, such as

latitude and longitude, country, region or state, city, metro code or zip code ,organization, Internet Protocol (IP) address, ISP , and other criteria.

Email marketing is a form of direct marketing which uses electronic mail asa means of communicating commercial or fund-raising messages to anaudience. In its broadest sense, every email sent to a potential or currentcustomer could be considered email marketing. However, the term is usuallyused to refer to:

sending email messages with the purpose of enhancing the relationshipof a merchant with its current or previous customers, to encourage

customer loyalty and repeat business, sending email messages with the purpose of acquiring new customers or

convincing current customers to purchase something immediately, adding advertisements to email messages sent by other companies to

their customers, and sending email messages over the Internet , as email did and does exist

outside the Internet (e.g., network email and FIDO ).

Advantages

Email marketing (on the Internet) is popular with companies for severalreasons:

An exact return on investment can be tracked ("track to basket") andhas proven to be high when done properly. Email marketing is oftenreported as second only to search marketing as the most effectiveonline marketing tactic. [2]
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Advertisers can reach substantial numbers of email subscribers whohave opted in (i.e., consented) to receive email communications onsubjects of interest to them.

Over half of Internet users check or send email on a typical day. [3] Email is popular with digital marketers, rising an estimated 15% in 2009

to 292m in the UK. [4]

[ edit ] Disadvantages

A report issued by the email services company Return Path, as of mid-2008email deliverability is still an issue for legitimate marketers. According to thereport, legitimate email servers averaged a delivery rate of 56%; twentypercent of the messages were rejected, and eight percent were filtered. [5]

Companies considering the use of an email marketing program must makesure that their program does not violate spam laws such as the United States'Controlling the Assault of Non-Solicited Pornography and Marketing Act ( CAN-SPAM ), [6] the European Privacy and Electronic Communications Regulations2003, or their Internet service provider 's acceptable use policy .

Opt-in email advertising

Opt-in email advertising, or permission marketing , is a method of advertisingvia email whereby the recipient of the advertisement has consented to receiveit. This method is one of several developed by marketers to eliminate thedisadvantages of email marketing. [7]

Opt-in email marketing may evolve into a technology that uses a handshakeprotocol between the sender and receiver. [7] This system is intended toeventually result in a high degree of satisfaction between consumers andmarketers. If opt-in email advertising is used, the material that is emailed toconsumers will be "anticipated". It is assumed that the consumer wants toreceive it, which makes it unlike unsolicited advertisements sent to theconsumer. Ideally, opt-in email advertisements will be more personal andrelevant to the consumer than untargeted advertisements.

A common example of permission marketing is a newsletter sent to anadvertising firm's customers. Such newsletters inform customers of upcomingevents or promotions, or new products. [8] In this type of advertising, acompany that wants to send a newsletter to their customers may ask them atthe point of purchase if they would like to receive the newsletter.

With a foundation of opted-in contact information stored in their database ,marketers can send out promotional materials automaticallyknown as Drip
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Marketing . They can also segment their promotions to specific marketsegments . [9]

E-Marketing CampaignsE-Marketing Campaigns provide businesses and advertisers with an easilycustomised, efficient form of marketing to complement existing advertisingstrategies and close in on the elusive and profitable interactive market. Emailcampaigns supply proven, measurable results and can take your currentmarketing campaign to the next level. For product promotion, eventinvitations, query responses and newsletters, Email provides an all-in-onesolution. Convenient, highly targeted and most importantly, cost-effective,Exa's E-Marketing Campaigns are an easy choice

Why choose E-Marketing Campaigns?

Email has been actively integrated into the daily lives of the everydayconsumer. Approximately 1.4 billion email accounts were active as of 2009with that number predicted to rise to 1.9 billion by 2013 (The Radicati GroupEmail Statistic Report, 2009). Marketing to email affords businesses, brandsand organisations the unique opportunity to take advantage of alreadyestablished communication channels in a convenient, non-intrusive,uncomplicated fashion.

E-Marketing Campaign statistics are also easily tracked with read and click-through rates available. Click-throughs from email to website can then bemonitored to further measure the actions of email recipients.

The benefits of E-Marketing Campaigns include:

Speed: messages are delivered straight to the recipients' inboxes,instantly

Reach and Penetration: overcomes geographical parameters that existwith other communication methods

Ease and Efficiency: messages can be distributed to multiple recipients

at the click of the mouse Low Cost: requires minimal investment to set up an appropriate

technical system Targeted: allows you to target specific recipient groups and reach a

defined, engaged audience
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EMA uses Internet to;

1) Capture2) Extract & 3) Analyze

the information about each customer and each market segment.

EMA gives the design tools to1) Plan2) Execute3) Monitor & 4) Refine

your marketing campaign to level of individual within market segment.


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InternetCustomerData

MarketSegmentData

EMA

Capture

Extract

Analyze

Monito

r

Execute

Plan

Refinement

Design Tools

New MarketingCampaign

Customer and MarketInformation

Filtered

Information


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UNIT-5

Implementing CRM


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UNIT-6

Application Service Provider (ASP)


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UNIT-7

Impact of CRM on Marketing Channels and Vice Versa

crm tutorial_ mca

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