THE FIRST RESEARCH WORK EVER DONE ON THIS TOPIC. FOR DOWNLOAD CONTACT 9617562428

1. A
A
MAJOR RESEARCH PROJECT
ON
“CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS
IN TELESHOPPING INDUSTRY”
For Partial Fulfillment
Of the Requirement for the Degree of
BBA (E-Com)
Batch – 2009 – 2012
Submitted by: Guided by:
SHRIYANSH RAJ GUPTA Mrs. SONA FATING
MBA{e-COMMERCE}
5yrs. VI-SEM

2. CERTIFICATE
This is to certify that the research work entitled
“CUSTOMER RELATIONSHIP MANAGEMENT IN
TELESHOPPING INDUSTRY” has been carried by
SHRIYANSH RAJ GUPTA under my guidance and
supervision. I also certify that the research carried out
is an original work of the candidate.
Ms SONA FATING
FACULTY, IMS-DAVV
INDORE

3. ACKNOWLEDGEMENT
Many have contributed to the successful completion of this
project, I would like to place on record my grateful thanks to
each one of them, and the report would be incomplete
without giving due credit to them
I feel extremely exhilarated to have completed this project
under the able guidance of Ms SONA FATING (faculty IMS).
His guidance and timely encouragement has infused courage
in me to complete the work successfully.
I would also like to thank Mr. LOKENDRA PATIDAR (IT head,
World Class Services pvt. Ltd.) And other officials of WCS who
helped me in completion of this research project, and giving
me theirprecious time and cooperation.
SHRIYANSH RAJ GUPTA
MBA {e-COMMERCE}5yrs
6TH
SEM. 2011-2012

4. EXECUTIVE SUMMARY/INTRODUCTION
Customer relationship management (CRM) is a widely implemented strategy
for managing a company’s interactions with customers, clients and sales
prospects. It involves using technology to organize, automate, and synchronize
business processes—principally sales activities, but also those for marketing,
customer service, and technical support. The overall goals are to find, attract,
and win new clients, nurture and retain those the company already has, entice
former clients back into the fold, and reduce the costs of marketing and client
service. Customer relationship management describes a company-wide
business strategy including customer-interface departments as well as other
departments. Measuring and valuing customer relationships is critical to
implementing this strategy.
Teleshopping is direct response television commercials that offers product for
direct sale to consumer via response through the web, by phone, or by mail.
There are long-form infomercials, which are typically between 15 and 30
minutes in length, and short-form infomercials, which are typically 30 seconds
to 120 seconds in length, are also known as paid programming (or Infomercials
in Europe). Teleshopping is a name for Direct Response Television Shopping
(DRTV).Other being catalogue, letters, brochures, etc.
The “CRM SYSTEM IN TELESHOPPING INDUSTRY” is designed as a generalized
package for storing information and monitoring activities. The system
facilitates recording and monitoring all customer activities oriented towards
end user satisfaction. This is achieved through user friendly interface, fast and
timely retrieval of data and generation of various useful reports. In
teleshopping industry there is no actual face to face contact between seller
and customer. It’s the responsibility of CRM to maintain relationship integrity
with customer by tracking his every update fromstartto end.
Following project report evaluates various aspects and issues of implementing successfully
a CRM in teleshopping firm (with reference to ‘world class services pvt.ltd), it studies its
key features and suggestions for further development. Research involves co-relation
between its performance before and after implementation of CRM.

5. Objective
The “CRM SYSTEM IN TELESHOPPING INDUSTRY” is designed as a
generalized package for storinginformation and monitoringactivities.
The system facilitates recording and monitoring all customer
activities oriented towards end user satisfaction. This is achieved through
user friendly interface, fast and timely retrieval of data and generation of
varioususefulreports.
In teleshopping industry there is no actual face to face contact between
seller and customer. It’s the responsibility of CRM to maintain relationship
integrity with customer by tracking his every updatefrom start to end.
Following project report evaluates various aspects and issues of
implementing successfully a CRM in teleshopping firm (with reference
to ‘world class services pvt.ltd), it studies its key features and
suggestions for further development. Research involves co-relation
between its performance before and after implementationof CRM.
Research Methodology
 Methodology
 Data CollectionMethod
 Time limit
 Methodology
This chapter examines the various methodologies available for the
work to be completed. These deals with the methods available for
collecting and gathering the needed data as well as the methods
available for analyzing and interpreting the various data into the
needed information.

6. Following project report uses case study(explanatory) method for
fulfilment of research study. Since project is being developed on the
study of specified firm “WCS pvt. ltd”, it uses the secondary data
available by firm.
 Data CollectionMethod
Secondary data source:
Secondary data are those data which have already been collected by
someoneelse and which have already been used as per required.
There are basically two sourcesto collect secondary data
a) Internally: Provided by the company/organization
b) Externally: Various publication of central, state and local
Government.
 Books, magazines, newspapers
 Internet
After only keeping in mind that mine research is specific firm oriented, it
was preferred to use secondary data from the firm and other secondary
sources .

7. DECLARATION
I hereby declare that the project entitled “CUSTOMER RELATIONSHIP
MANAGEMENT IN TELESHOPPING INDUSTRY” is my original
research work conducted under the supervision of ‘Ms. SONA FATING
(faculty-IMS, DAVVIndore)
SHRIYANSH RAJGUPTA
MBA (E-COMMERCE)
5YRS.VI-SEM

8. CONTENTS
1. Teleshopping
 Teleshopping in India
 Developments in 1990’s
 Strategic orientation
 Problems faced by teleshopping industry
 Measures taken
 Potential of growth in future
2. Customer relationshipmanagement
 Benefits
 Challenges
 Types and variations
 Strategy
 Implementation and adoption issues
 Statistics and market trends in CRM
 Impact of e-commerce on CRM
 e-CRM(analysis)
3. The worldclass services(WCS)
 Introduction
 Strategic orientation
 Products it offer
 Working mechanism
 Organizational structure
4. WCS & CRM
 Major reasons for shift towards CRM
 Area of CRM activities
 Implementation issues
 How did they overcame these issues
 Interview of IT head of the company
 Comparative performance post CRMimplementation
5. Conclusions
6. Limitations
7. Bibliography

9. TELESHOPPING
The concept of teleshopping originated in US in mid 1980s to offer the
products which are not available in the retail market. It received lukewarm
response in its early years but in the mid 1990s, it started gaining
popularity. In 2000, the teleshopping market in the US was valued at $2
billion dollars. It was not as successful in the other parts of the world as it
was in the US because of several problems. In late 1990s it picked up
momentum due to change in lifestyle and improvement in standard of
living. By 2001, the total teleshopping market in the world amounted to $5
billion.
Major Teleshopping Networks
COUNTRY Major teleshopping networks in
various countries
US Home shopping network ,QVC,
Telebrands ,TSN
Japan Shop Channel
Europe TV-SHOP
Australia TVSN
China China shopping network
INDIA Telebrands(India),Asian Sky Shop

10. Teleshopping inIndia
It became operational in mid 1990s in India. With Basic Concept You should be
offering what is not available in retail market. Major players were Telebrand &
ASK (Asian sky shop). But it grew at a very slow rate due to following reasons:-
 Lack of education and awareness.
 Low standard of living.
 Low rate of women employment.
 Low penetration of TV.
Another major problem was the entry of local players. They provided
the intimated products not only at cheaper price but also the facility of
personally touch and appraise them. The difference in culture and
language also posed problems. Another major problem was growing
criticism for some of its product that claimed to do seemingly impossible
task for consumer. The need for continuous innovation in the products also
became a challenge for them.
During early 1990s Indian laws prohibited customers to import products,
without acquiring prior permission from the regulating authorities. The
main reason for the evolution of teleshopping in India was the restrictions
imposed by the RBI. The laws prohibited customer to import products and
repatriation of money without the prior permission of RBI. During the mid-
1990s, Telebrand India, a 100% subsidiary of Telebrand Corp, pioneered the
concept of teleshopping in India.

11. In mid-1995, TSN (another major US-based teleshopping network) and
Asian Sky Shop (ASK) which was founded in 1984, headquartered in
Mumbai, owned by the media giant-zee, also entered the market. The other
major players in the Indian Teleshopping market were TVC, TSNM and Star
Warnaco.
Major players in India
All these networks adoptedthe following
(DEVELOPMENTS During late 1990s ):
 Buying time slots on popular channels that had high penetration and
enjoyed good viewership among the target customers.
 Providing a special product code for every product and displaying it
along with its price.

12.  Setting up call centers in various cities, on the basis of the scale of
operations and the extent of penetration expected.
 Providing viewers with telephone numbers of these call centers and
asking them to call their nearestcall centers for further queries.
 Teleshopping companies targeted segment premium-end TV viewers,
with high purchasing power which mainly nuclear families were
pursuing career.
 Offered value for money products such as electronic goods, fitness
devices, home appliances and toys.
 The joint families gaveway to nuclear families.
 The networks decided to target the premium end TV viewers with
high purchasing powers.
 New products were introduced constantly to attract customer
attention.
 Now they started using infomercials developed in studios & featured
well known personalities such as former film & TV stars.
 The special attention was given pricing strategies as they were
broughtdown to make the products moreaffordable.
 Focused on franchisebaseacross the country.
 Started accepting credit cards to encourage customers to respond to
their offers.

13. STRATEGIES FOLLOWED BY MAJOR TELESHOPPING NETWORKS IN INDIA
WITH SPECIFIC REFERENCE TO EACH ELEMENT OF THE MARKETING MIX
Product: Main products are utility product- fitness devices, healthcare/auto
care, household appliances etc. & value expressive products-jewellery,
apparels & home décor.
Strategy: The teleshopping networks more focused on offering
innovative & value for money products, which are not available in the
markets otherwise. New products were introduced constantly to
attract customer attention and ward off competition.
Price:The price of the productin the late 90s was as low as 5003, targeting
to upper classes.
Strategy: the teleshopping networks competed with each other &
with local players by offering the same benefits at the lower price.
The price of the articles offered ranged between Rs.200 to Rs 12000,
with majority of the products falling in the 1000-5000 range.
Place: Initially they have zero distribution channels i.e. they are selling
directly to the customers.
Strategy: With the entry of local players they have changed their
strategy & focused on strengthening the franchises base across the
country. Telebrands India extended its network to over 90 cities
across the country while ASK extended to 60 cities across the
country.
Promotion:Dubbed versions of infomercials wereused in the early years.
Strategy: As the product range expanded to include domestic
product as well the networks developed infomercials in India. These
infomercial featured well known film/ TV stars. The network also
offers early bird prices, price reduction, money return offers,
accessories etc.

14. PROBLEMS FACED BY TELESHOPPING NETWORKS IN INDIA
 Lack of education & awareness among people.
 Lower rate of women employment.
 Low penetration of TV/telephones.
 Another major problemfaced by them was “feel & touch” factor.
 Entry of local players.
 Cultural & language differences as they show the dubbed
infomercials into regional languages AND Criticismof infomercials .
 Another was growing criticismfor some of its products.
 They focused mainly on metro & B-class cities neglecting towns &
semi-ruralareas.
 Imitation products
 Higher prices
 Limited reach of products

15. MEASURES TO BE TAKEN
 Opening of retail outlets in major cities
 Keep in mind whatcustomer wants
 Introducing innovativeproducts
 Online shopping
 Effective payment system
 The courier and the distribution network should be highly effective.
 Gift offers and discounts
 Air time (repetitive presentation of product during peak and slack hours
on TV)
 The price of the product should ideally be above Rs. 500 and below Rs.
15000
 These products should requireminimum after sale services.

16. POTENTIAL TO GROW IN THE FUTURE
 DESPITETHEABOVEPROBLEMS THE TELESHOPPING MARKETWAS
BELIEVED TO HAVEA LOT OF POTENTIAL ININDIA WITH THEFACTS :-
 Emergence of nuclear families and convenience- seeking people and
middle class population.
 Standard of living also improved and people became receptive towards
trying out innovative products and concepts.
 Since global teleshopping networks proved to be a huge success, there
seemed to be a strong possibility of being successfulin India also.
 Offering online shopping services through special retail outlets.
 Market growth – Rs 250 crorein 10 years, Projected to double in next 10
years.

17. CUSTOMER RELATIONSHIP MANAGEMENT
Customer relationship management (CRM) is a widely implemented strategy
for managing a company’s interactions with customers, clients and sales
prospects. It involves using technology to organize, automate, and synchronize
business processes—principally sales activities, but also those for marketing,
customer service, and technical support. The overall goals are to find, attract,
and win new clients, nurture and retain those the company already has, entice
former clients back into the fold, and reduce the costs of marketing and client
service. Customer relationship management describes a company-wide
business strategy including customer-interface departments as well as other
departments. Measuring and valuing customer relationships is critical to
implementing this strategy.
Benefits of Customer Relationship Management
A Customer Relationship Management system may be chosen because it is
thought to providethe following advantages:
 reduced costs, because the right things are being done (ie., effective and
efficient operation)
 increased customer satisfaction, because they are getting exactly what
they want (ie. meeting and exceeding expectations)
 ensuring that the focus of the organisation is external
 growth in numbers of customers
 maximisation of opportunities (eg. increased services, referrals, etc.)
 increased access to a sourceof market and competitor information
 highlighting poor operational processes
 long term profitability and sustainability.
 Better stand against global competition.

18. Challenges
Successful development, implementation, use and support of customer
relationship management systems can provide a significant advantage to the
user, but often there are obstacles that obstruct the user from using the
system to its full potential. Instances of a CRM attempting to contain a large,
complex group of data can become cumbersome and difficult to understand
for ill-trained users. The lack of senior management sponsorship can also
hinder the success of a new CRM system. Stakeholders must be identified early
in the process and a full commitment is needed from all executives before
beginning the conversion.
Additionally, an interface that is difficult to navigate or understand can hinder
the CRM’s effectiveness, causing users to pick and choose which areas of the
system to be used, while others may be pushed aside. This fragmented
implementation can cause inherent challenges, as only certain parts are used
and the systemis not fully functional.
The increased use of customer relationship management software has also led
to an industry-wide shift in evaluating the role of the developer in designing
and maintaining its software. Companies are urged to consider the overall
impact of a viable CRM software suite and the potential for good or bad in its
use.
1.Complexity
Tools and workflows can be complex, especially for large businesses.
Previously these tools were generally limited to simple CRM solutions which
focused on monitoring and recording interactions and communications.
Software solutions then expanded to embrace deal tracking, territories,
opportunities, and the sales pipeline itself. Next came the advent of tools for
other client-interface business functions, as described below. These tools have
been, and still are, offered as on-premises software that companies purchase
and run on their own ITinfrastructure.

19. 2.Poor usability
One of the largest challenges that customer relationship management systems
face is poor usability. With a difficult interface for a user to navigate,
implementation can be fragmented or not entirely complete.
The importance of usability in a system has developed over time. Customers
are likely not as patient to work through malfunctions or gaps in user
safety,and there is an expectation that the usability of systems should be
somewhat intuitive: “it helps make the machine an extension of the way I think
— not how it wants me to think.”
An intuitive design can prove most effective in developing the content and
layout of a customer relationship management system. Two 2008 case studies
show that the layout of a system provides a strong correlation to the ease of
use for a system and that it proved more beneficial for the design to focus on
presenting information in a way that reflected the most important goals and
tasks of the user, rather than the structure of the organization. This “ease of
service” is paramountfor developing a systemthat is usable.
In many cases, the growth of capabilities and complexities of systems has
hampered the usability of a customer relationship management system. An
overly complex computer system can result in an equally complex and non-
friendly user interface, thus not allowing the system to work as fully intended.
This bloated software can appear sluggish and/or overwhelming to the user,
keeping the system from full use and potential. A series of 1998 research
indicates that each item added to an information display can significantly
affect the overallexperience of the user.

20. 3.Fragmentation
Often, poor usability can lead to implementations that are fragmented —
isolated initiatives by individual departments to address their own needs.
Systems that start disunited usually stay that way: [siloed thinking] and
decision processes frequently lead to separate and incompatible systems, and
dysfunctionalprocesses.
A fragmented implementation can negate any financial benefit associated with
a customer relationship management system, as companies choose not to use
all the associated features factored when justifying the investment. Instead, it
is important that support for the CRM system is companywide. The challenge
of fragmented implementations may be mitigated with improvements in late-
generation CRM systems.
4.Business reputation
Building and maintaining a strong business reputation has become increasingly
challenging. The outcome of internal fragmentation that is observed and
commented upon by customers is now visible to the rest of the world in the
era of the social customer; in the past, only employees or partners were aware
of it. Addressing the fragmentation requires a shift in philosophy and mindset
in an organization so that everyone considers the impact to the customer of
policy, decisions and actions. Human response at all levels of the organization
can affect the customer experience for good or ill. Even one unhappy customer
can deliver a body blow to a business.
Some developments and shifts have made companies more conscious of the
life-cycle of a customer relationship management system. Companies now
consider the possibility of brand loyalty and persistence of its users to
purchaseupdates, upgrades and future editions of software.
Additionally, CRM systems face the challenge of producing viable financial
profits, with a 2002 study suggesting that less than half of CRM projects are
expected to provide a significant return on investment. Poor usability and low
usage rates lead many companies to indicate that it was difficult to justify
investment in the softwarewithoutthe potential for more tangible gains.

21. 5.Security concerns
A large challenge faced by developers and users is found in striking a balance
between ease of use in the CRM interface and suitable and acceptable security
measures and features. Corporations investing in CRM software do so
expecting a relative ease of use while also requiring that customer and other
sensitive data remain secure. This balance can be difficult, as many believe that
improvements in security come at the expense of systemusability.
Research and study show the importance of designing and developing
technology that balances a positive user interface with security features that
meet industry and corporate standards. A 2002 study shows, however, that
security and usability can coexist harmoniously. In many ways, a secure CRM
systemcan become more usable.
Researchers have argued that, in most cases, security breaches are the result
of user-error (such as unintentionally downloading and executing a computer
virus). In these events, the computer system acted as it should in identifying a
file and then, following the user’s orders to execute the file, exposed the
computer and network to a harmful virus. Researchers argue that a more
usable system creates less confusion and lessens the amount of potentially
harmfulerrors, in turn creating a more secureand stable CRM system.
Technical writers can play a large role in developing customer relationship
management systems that are secure and easy to use. A series of 2008
research shows that CRM systems, among others, need to be more open to
flexibility of technical writers, allowing these professionals to become content
builders. These professionals can then gather information and use it at their
preference, developing a system that allows users to easily access desired
information and is secureand trusted by its users.

22. Types/variations
1.Sales force automation
Sales force automation (SFA) involves using software to streamline all phases
of the sales process, minimizing the time that sales representatives need to
spend on each phase. This allows a business to use fewer sales representatives
to manage their clients. At the core of SFA is a contact management system for
tracking and recording every stage in the sales process for each prospective
client, from initial contact to final disposition. Many SFA applications also
include insights into opportunities, territories, sales forecasts and workflow
automation, quote generation
2.Marketing
CRM systems for marketing help the enterprise identify and target potential
clients and generate leads for the sales team. A key marketing capability is
tracking and measuring multichannel campaigns, including email, search, social
media, telephone and direct mail. Metrics monitored include clicks, responses,
leads, deals, and revenue. Alternatively, Prospect Relationship Management
(PRM) solutions offer to track customer behaviour and nurture them from first
contact to sale, often cutting out the active sales process altogether.
In a web-focused marketing CRM solution, organizations create and track
specific web activities that help develop the client relationship. These activities
may include such activities as free downloads, online video content, and online
web presentations.
3.Customer serviceandsupport
CRM software provides a business with the ability to create, assign and
manage requests made by customers. An example would be Call Center
software which helps to direct a customer to the agent who can best help
them with their current problem. Recognizing that this type of service is an
important factor in attracting and retaining customers, organizations are
increasingly turning to technology to help them improve their clients’
experience while aiming to increaseefficiency and minimize costs.

23. CRM software can also be used to identify and reward loyal customers which in
turn will help customer retention. Even so, a 2009 study revealed that only
39% of corporate executives believe their employees have the right tools and
authority to solveclient problems.
4.Appointment
Creating and scheduling appointments with customers is a central activity of
most customer oriented businesses. Sales, customer support, and service
personnel regularly spend a portion of their time getting in touch with
customers and prospects through a variety of means to agree on a time and
place for meeting for a sales conversation or to deliver customer service.
Appointment CRM is a relatively new CRM platform category in which an
automated system is used to offer a suite of suitable appointment times to a
customer via e-mail or through a web site. An automated process is used to
schedule and confirm the appointment, and place it on the appropriate
person's calendar. Appointment CRM systems can be an origination point for a
sales lead and are generally integrated with sales and marketing CRM systems
to capture and storethe interaction.
5.Analytics
Relevant analytics capabilities are often interwoven into applications for sales,
marketing, and service. These features can be complemented and augmented
with links to separate, purpose-built applications for analytics and business
intelligence. Sales analytics let companies monitor and understand client
actions and preferences, through sales forecasting and data quality.
Marketing applications generally come with predictive analytics to improve
segmentation and targeting, and features for measuring the effectiveness of
online, offline, and search marketing campaigns. Web analytics have evolved
significantly from their starting point of merely tracking mouse clicks on Web
sites. By evaluating “buy signals,” marketers can see which prospects are most
likely to transact and also identify those who are bogged down in a sales
process and need assistance. Marketing and finance personnel also use
analytics to assess thevalue of multi-faceted programs as a whole.

24. These types of analytics are increasing in popularity as companies demand
greater visibility into the performance of call centers and other service and
support channels, in order to correct problems before they affect satisfaction
levels. Support-focused applications typically include dashboards similar to
those for sales, plus capabilities to measure and analyze response times,
servicequality, agent performance, and the frequency of various issues.
6.Integrated/collaborative
Departments within enterprises — especially large enterprises — tend to
function with little collaboration. More recently, the development and
adoption of these tools and services have fostered greater fluidity and
cooperation among sales, service, and marketing. This finds expression in the
concept of collaborative systems that use technology to build bridges between
departments. For example, feedback from a technical support center can
enlighten marketers about specific services and product features clients are
asking for. Reps, in their turn, want to be able to pursue these opportunities
without the burden of re-entering records and contact data into a separate SFA
system.
7.Small business
For small business, basic client service can be accomplished by a contact
manager system: an integrated solution that lets organizations and individuals
efficiently track and record interactions, including emails, documents, jobs,
faxes, scheduling, and more. These tools usually focus on accounts rather than
on individual contacts. They also generally include opportunity insight for
tracking sales pipelines plus added functionality for marketing and service. As
with larger enterprises, small businesses are finding value in online solutions,
especially for mobile and telecommuting workers.
8.Social media
Social media sites like Twitter, LinkedIn, Facebook and Google Plus are
amplifying the voice of people in the marketplace and are having profound and
far-reaching effects on the ways in which people buy.

25. Customers can now research companies online and then ask for
recommendations through social media channels, as well as share opinions
and experiences on companies, products and services. As social media is not as
widely moderated or censored as mainstream media, individuals can say
anything they want about a company or brand, positiveor negative.
Increasingly, companies are looking to gain access to these conversations and
take part in the dialogue. More than a few systems are now integrating to
social networking sites. Social media promoters cite a number of business
advantages, such as using online communities as a source of high-quality leads
and a vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to
"Hypertargeting" their sales and marketing communications.
Some analysts take the view that business-to-business marketers should
proceed cautiously when weaving social media into their business processes.
These observers recommend careful market research to determine if and
where the phenomenon can provide measurable benefits for client
interactions, sales and support. It is stated that people feel their interactions
are peer-to-peer between them and their contacts, and resent company
involvement, sometimes responding with negatives about that company.
9.Non-profit andmembership-based
Systems for non-profit and membership-based organizations help track
constituents and their involvement in the organization. Capabilities typically
include tracking the following: fund-raising, demographics, membership levels,
membership directories, volunteering and communications with individuals.
10.Horizontal Vs. Vertical
Horizontal CRM manufacturers offer the same non-specialized base product
across all industries. They tend to be cheaper, least common denominator
solutions. For example, a bakery would get the same product as a bank.
Vertical CRM manufacturers offer specialized, specific industry or pain-point
CRM solutions.

26. In general, horizontal CRM solutions are less costly up front, and more costly in
the future, due to the fact that companies must tailor them for their particular
industry and business model. On the other hand, Vertical CRM solutions tend
to be more costly up front and less costly down the road because they already
incorporatebest practices that are specific to an industry and business model.
Major CRM vendors offer horizontal CRM solutions. In order to tailor a
horizontal CRM solution, companies may use industry templates to overlay
some generic best practices by industry on top of the horizontal CRM solution.
Horizontal CRM vendors may also rely on value added reseller networks of
systems integrators to build vertical solutions and sell them as 3rd party add-
ons or to come in and customize the solution to fit into a particular scenario.
Vertical CRM vendors focus on a particular industry. As a general rule of thumb
in CRM, it is ten times as costly to build a vertical solution from a horizontal
software program than it is to find a particular vertical solution that is already
tailored to your business modeland industry.

27. Strategy
For larger-scale enterprises, a complete and detailed plan is required to obtain
the funding, resources, and company-wide support that can make the initiative
of choosing and implementing a system successfully. Benefits must be defined,
risks assessed, and costquantified in three general areas:
 Processes: Though these systems have many technological components,
business processes lie at its core. It can be seen as a more client-centric
way of doing business, enabled by technology that consolidates and
intelligently distributes pertinent information about clients, sales,
marketing effectiveness, responsiveness, and market trends. Therefore,
a company must analyze its business workflows and processes before
choosing a technology platform; some will likely need re-engineering to
better serve the overall goal of winning and satisfying clients. Moreover,
planners need to determine the types of client information that are
most relevant, and how best to employ them.
 People: For an initiative to be effective, an organization must convince
its staff that the new technology and workflows will benefit employees
as well as clients. Senior executives need to be strong and visible
advocates who can clearly state and support the case for change.
Collaboration, teamwork, and two-way communication should be
encouraged across hierarchical boundaries, especially with respect to
process improvement.
 Technology: In evaluating technology, key factors include alignment with
the company’s business process strategy and goals, including the ability
to deliver the right data to the right employees and sufficient ease of
adoption and use. Platform selection is best undertaken by a carefully
chosen group of executives who understand the business processes to
be automated as well as the software issues. Depending upon the size of
the company and the breadth of data, choosing an application can take
anywherefroma few weeks to a year or more.

28. Implementation
Implementationissues
Increases in revenue, higher rates of client satisfaction, and significant savings
in operating costs are some of the benefits to an enterprise. Proponents
emphasize that technology should be implemented only in the context of
careful strategic and operational planning. Implementations almost invariably
fall shortwhen one or morefacets of this prescription are ignored:
 Poor planning: Initiatives can easily fail when efforts are limited to
choosing and deploying software, without an accompanying rationale,
context, and support for the workforce. In other instances, enterprises
simply automate flawed client-facing processes rather than redesign
them according to best practices.
 Poor integration: For many companies, integrations are piecemeal
initiatives that address a glaring need: improving a particular client-
facing process or two or automating a favored sales or client support
channel. Such “point solutions” offer little or no integration or alignment
with a company’s overall strategy. They offer a less than complete client
view and often lead to unsatisfactory user experiences.
 Toward a solution: overcoming siloed thinking. Experts advise
organizations to recognize the immense value of integrating their client-
facing operations. In this view, internally-focused, department-centric
views should be discarded in favor of reorienting processes toward
information-sharing across marketing, sales, and service. For example,
sales representatives need to know about current issues and relevant
marketing promotions before attempting to cross-sell to a specific client.
Marketing staff should be able to leverage client information from sales
and service to better target campaigns and offers. And support agents
require quick and complete access to a client’s sales and service history.

29. Adoption issues
Historically, the landscape is littered with instances of low adoption rates.
Many of the challenges listed above offer a glimpse into some of the obstacles
that corporations implementing a CRM suite face; in many cases time,
resources and staffing do not allow for the troubleshooting necessary to tackle
an issueand the systemis shelved or sidestepped instead.
Why is it so difficult sometimes to get employees up to date on rapidly
developing new technology? Essentially, your employees need to understand
how the system works, as well as understand the clients and their needs. No
doubt this process is time consuming, but it is well worth the time and effort,
as you will be better able to understand and meet the needs of your clients.
CRM training needs to cover two types of information: relational knowledge
and technological knowledge.
Statistics
In 2003, a Gartner report estimated that more than $1 billion had been spent
on software that was not being used. More recent research indicates that the
problem, while perhaps less severe, is a long way from being solved. According
to CSO Insights, less than 40 percent of 1,275 participating companies had end-
user adoption rates above 90 percent. Additionally, many corporations only
use CRM systems on a partial or fragmented basis, thus missing opportunities
for effective marketing and efficiency.
In a 2007 survey from the UK, four-fifths of senior executives reported that
their biggest challenge is getting their staff to use the systems they had
installed. Further, 43 percent of respondents said they use less than half the
functionality of their existing system; 72 percent indicated they would trade
functionality for ease of use; 51 percent cited data synchronization as a major
issue; and 67 percent said that finding time to evaluate systems was a major
problem. With expenditures expected to exceed $11 billion in 2010,
enterprises need to address and overcomepersistentadoption challenges.

30. The amount of time needed for the development and implementation of a
customer relationship management system can prove costly to the
implementation as well. Research indicates that implementation timelines that
are greater than 90 days in length run an increased risk in the CRM system
failing to yield successfulresults.
Additionally, researchers found the following themes were common in systems
that users evaluated favorably. These positive evaluations led to the increased
use and more thorough implementation of the CRM system. Further
recommendations include
 “Breadcrumb Trail”: This offers the user a path, usually at the top of a
web or CRM page, to return to the starting point of navigation. This can
prove useful for users who might find themselves lost or unsure how
they got to the currentscreen in the CRM.
 Readily available search engine boxes: Research shows that users are
quick to seek immediate results through the use of a search engine box.
A CRM that uses a search box will keep assistance and immediate results
quickly within the reach of a user.
 Help Option Menu: An outlet for quick assistance or frequently asked
questions can provide users with a lifeline that makes the customer
relationship management software easier to use. Researchers suggest
making this resource a large component of the CRM during the
development stage.
A larger theme is found in that the responsiveness, intuitive design and overall
usability of a system can influence the users’ opinions and preferences of
systems.
Researchers noted a strong correlation between the design and layout of a
user interface and the perceived level of trust from the user. The researchers
found that users felt more comfortable on a system evaluated as usable and
applied that comfortand trustinto increased use and adoption.

31. Helpmenus
One of the largest issues surrounding the implementation and adoption of a
CRM comes in the perceived lack of technical and user support in using the
system. Individual users — and large corporations — find themselves equally
stymied by a system that is not easily understood. Technical support in the
form of a qualified and comprehensive help menu can provide significant
improvement in implementation when providing focused, context-specific
information.
Data show that CRM users are often unwilling to consult a help menu if it is not
easily accessible and immediate in providing assistance. A 1998 case study
found that users would consult the help menu for an average of two or three
screens, abandoning the assistance if desired results weren’t found by that
time.
Researchers believe that help menus can provide assistance to users through
introducing additional screenshots and other visual and interactive aids. A
2004 case study concluded that the proper use of screenshots can significantly
support a user’s “developing a mental model of the program” and help in
“identifying and locating window elements and objects.”
This research concluded that screen shots allowed users to “learn more, make
fewer mistakes, and learn in a shorter time frame,” which can certainly assist
in increasing the time frame for full implementation of a CRM system with
limited technical or human support.
Experts have identifiedfive characteristics tomake a helpmenu effective:
 “context-specific” — the help menu contains only the information
relevant to the topic that is being discussed or sought
 “useful“ — in conjunction with being context-specific, the help menu
must be comprehensive in including all of the information that the user
seeks
 “obvious to invoke“ — the user must have no trouble in locating the
help menu or how to gain access to its contents

32.  “non-intrusive“ — the help menu must not interfere with the user’s
primary path of work and must maintain a distance that allows for its
use only when requested
 “easily available“ — the information of the help menu must be
accessible with little or few steps required
Development
Thoughtful and thorough development can avoid many of the challenges and
obstacles faced in using and implementing a customer relationship
management system. With shifts in competition and the increasing reliance by
corporations to use a CRM system, development of software has become more
important than ever. Technical communicators can play a significant role in
developing softwarethat is usableand easy to navigate.
Clarity
One of the largest issues in developing a usable customer relationship
management system comes in the form of clear and concise presentation.
Developers are urged to consider the importance of creating software that is
easy to understand and without unnecessary confusion, thus allowing a user to
navigate the systemwith ease and confidence.
Strong writing skills can prove extremely beneficial for software development
and creation. A 1998 case study showed that software engineering majors who
successfully completed a technical writing course created capstone experience
projects that were more mindful of end user design than the projects
completed by their peers. The case study yielded significant results:
 Students who completed the technical writing course submitted
capstone projects that contained more vivid and explicit detail in writing
than their peers who did not complete the course. Researchers note that
the students appeared to weigh multiple implications on the potential
user, and explained their decisions more thoroughly than their peers.
 Those participating in the writing course sought out test users more
frequently to add a perspectiveoutside their own as developer.

33. Students appeared sensitive of the user’s ability to understand the
developed software.
 The faculty member overseeing the capstone submissions felt that
students who did not enroll in the technical writing class were at a
significant disadvantage when compared to their peers who did register
for the course.
In the case study, researchers argue for the inclusion of technical writers in the
development process of software systems. These professionals can offer
insight into usability in communication for software projects. Technical writing
can help build a unified resource for successful documentation, training and
execution of customer relationship management systems.
Test users
In many circumstances, test users play a significant role in developing
software. These users offer software developers an outside perspective of the
project, often helping developers gain insight into potential areas of trouble
that might have been overlooked or passed over because of familiarity with
the system. Test users can also provide feedback from a targeted audience: a
software development team creating a customer relationship management
software system for higher education can have a user with a similar profile
explore the technology, offering opportunities to cater the further
development of the system. Test users help developers discover which areas of
the softwareperformwell, and which areas require further attention.
Research notes that test users can prove to be most effective in providing
developers a structured overview of the software creation. These users can
provide a fresh perspective that can reflect on the state of the CRM
development without the typically narrow or invested focus of a software
developer.

34. A 2007 study suggests some important steps are needed in creating a quality
and effective test environment for software development. In this case study,
researchers observed a Danish software company in the midst of new creating
new software with usability in mind. The study found these four observations
most appropriate:
 The developers must make a conscious effort and commitment to the
test user. Researchers note that the company had dedicated specific
research spaceand staff focused exclusively on usability.
 Usability efforts must carry equal concern in the eyes of developers as
other technology-related concerns in the creation stage. The study
found that test users became discouraged when items flagged as
needing attention were marked as lower priority by the software
developers.
 Realistic expectations from both test users and software developers help
maintain a productive environment. Researchers note that developers
began to limit seeking input from test users after the test users
suggested remedies the developers felt were improbable, leading the
developers to believe consulting the test users would only prove to be
more work.
 Developers must make themselves available to test users and colleagues
alike throughoutthe creation process of a softwaresystem.
The researchers note that some of the best instances of usability adjustments
can be made through casual conversation, and that often usability is bypassed
by developers because these individuals never think to consult test users.
Allowing users to test developing products can have its limits in effectiveness,
as the culture of the industry and desired outcomes can affect the effect on
CRM creation, as a 2008 case study suggests that the responsiveness of test
users can vary dramatically depending on the industry and field of the user.

35. Research suggests that test users can rate the importance or severity of
potential software issues in a significantly different fashion than software
developers. Similarly so, researchers note the potential for costly delay if
developers spend too much time attempting to coerce hesitant test users from
participating.
Additionally, involving too many test users can prove cumbersome and delay
the development of a CRM system. Additional research notes that test users
may be able to identify an area that proves challenging in a software system,
but might have difficulty explaining the outcome.
A related 2007 case study noted that test users were able to describe roughly a
third of the usability problems. Further, the language used by test users in
many circumstances proves to be quite general and lacking the specific nature
needed by developers to enact real change.
Privacy and data security system
One of the primary functions of these tools is to collect information about
clients, thus a company must consider the desire for privacy and data security,
as well as the legislative and cultural norms. Some clients prefer assurances
that their data will not be shared with third parties without their prior consent
and that safeguards arein place to prevent illegal access by third parties.

36. Market structures
This market grew by 12.5 percent in 2008, from revenue of $8.13 billion in
2007 to $9.15 billion in 2008.The following table lists the top vendors in 2006-
2008 (figures in millions of US dollars) published in Gartner studies.
Vendor
2008
Revenue
2008
Share
(%)
2007
Revenue
2007
Share
(%)
2006
Revenue
2006
Share
(%)
SAP AG 2,055
22.5 (-
2.8)
2,050.8 25.3 1,681.7 26.6
Oracle 1,475 16.1 1,319.8 16.3 1,016.8 15.5
Salesforce.com 965 10.6 676.5 8.3 451.7 6.9
MicrosoftCRM 581 6.4 332.1 4.1 176.1 2.7
Amdocs 451 4.9 421.0 5.2 365.9 5.65
Others 3,620 39.6 3,289.1 40.6 2,881.6 43.7
Total 9,147 100 8,089.3 100 6,573.8 100
Relatedtrends
Many CRM vendors offer Web-based tools (cloud computing) and software as
a service (SaaS), which are accessed via a secure Internet connection and
displayed in a Web browser. These applications are sold as subscriptions, with
customers not needing to invest in purchasing and maintaining IT hardware,
and subscription fees are a fraction of the costof purchasing softwareoutright.
The trend towards cloud-based CRM has forced traditional providers to move
into the “cloud” through acquisitions of smaller providers: Oracle purchased
RightNow in October 2011 and SAP acquired SuccessFactors in December
2011.

37. Salesforce.com pioneered the concept of delivering enterprise applications
through a web browser and paved the way for future cloud companies to
deliver software over the web. Salesforce.com continues to be the leader
amongstproviders in cloud CRM systems.
The era of the "social customer" refers to the use of social media (Twitter,
Facebook, LinkedIn, Yelp, customer reviews in Amazon, etc.) by customers in
ways that allow other potential customers to glimpse real world experience of
current customers with the seller's products and services. This shift increases
the power of customers to make purchase decisions that are informed by
other parties sometimes outside of the control of the seller or seller's network.
In response, CRM philosophy and strategy has shifted to encompass social
networks and user communities, podcasting, and personalization in addition to
internally generated marketing, advertising and webpage design. With the
spread of self-initiated customer reviews, the user experience of a product or
service requires increased attention to design and simplicity, as customer
expectations have risen. CRM as a philosophy and strategy is growing to
encompass these broader components of the customer relationship, so that
businesses may anticipate and innovate to better serve customers, referred to
as "Social CRM".
Another related development is vendor relationship management, or VRM,
which is the customer-side counterpart of CRM: tools and services that equip
customers to be both independent of vendors and better able to engage with
them. VRM development has grown out of efforts by ProjectVRM at Harvard's
Berkman Center for Internet & Society and Identity Commons'Internet Identity
Workshops, as well as by a growing number of startups and established
companies. VRMwas the subject of a cover story in the May 2010 issue of CRM
Magazine.
In his 2001 META Group (now Gartner) research note, analyst Doug Laney first
proposed, defined and coined the term Extended Relationship Management
(XRM).

38. He defined XRM as the principle and practice of applying CRM disciplines and
technologies to other core enterprise constituents, primarily partners,
employees and suppliers... as well as other secondary allies including
government, press, and industry consortia.
The proliferation of channels, devices, social media and the ability to mine "Big
Data" has CRM futurists talking about the shift from 20th Century "Push" CRM
to 21st Century Customer Transparency (CT). In January, 2011, The Customer-
Transparent Enterprise published by Dennison DeGregor defined this next
generation model for CRM.
EMERGING IMAPCTOF E-COMMERCEON CRM
In a fastchanging internet world there are very clear trends that are emerging :
 Speed: people expect service at fast speed
 Increase of global market place: more more people , communities across
the globe are able to build relationships.
 Around the clock availability
 expansion of partners : internet offers the ability for the organizations
and people alike to partner with suppliers and customers alike across
the globe.
In global market place the channels of marketing are already causing an
impact on the buying behavior of individuals as well as organizations alike.
Some of the trends are :
 VERTICAL E-MARKET PLACE :industry specific market place such as
being formed by auto giants where organized buyers and sellers can
meet, list, negotiate, make orders and track delivery.
 BUY SITE AND SELL SITE: where consumers and organization are alike
can buy or sell online through online shopping mart concept.
 HORIZONTAL MARKET PLACE: service that run across the different
vertical e-market places or business to customers (B2C) buy and sell
sites. Such sites should be delivery sites , insuranceetc.

39.  Use of internet to optimize supply chain management(SCM) : earlier
organizations use to use EDI rather than the expensive preposition
for limited numbers of partners but now organizations are
implementing new ERP systems to optimize its SCM.
E-CRM
In simplest terms e-crm provides company to conduct interactive, personalized
and relevant communications across the globe with their customers by utilizing
the traditional and electronic channels both.
It adheres to permission based practices, respecting individual's preferences
regarding how and whether they wish to communicate with you and it focuses
on the understanding how the economics of the customers relationships
affects the business.
e- CRM is the electronic based version of CRM. The user of the a e- CRM
solution uses the sources of the internet to increase the relationship with the
customer.
web based CRM can easily handle the relationships between Central sales
management, regional sales office, customers care, sales, sales distribution,
regional sales team.
Why employ e-CRM
 To optimize the value of the interactive relationships
 Enable the business to extends its personalized reach in the hand of
customers
 Co-ordinating marketing initiatives across the all customers channels
 Leverage the customer`s information for more effective e-marketing
and e-business
 Focus the business on improving the customers relationship and
earning a greater share of each customer`s business through
consistent measurement, assessment and actionable customer
strategy.

40. The six “E`s” of e-CRM
E-
“electronic
channels”
E- “enterprise”
E-
“empowerment
”
E-
“Economics”
E- “
Evaluation
”
E- “External
Information
”

41. 1. Electronic channels: new electronic channels such as web and
personalized e- messaging have become a medium for fast and
interactive , economic communication , challenging company to keep
pace with the increased velocity. E – crm thrives on these electronic
channels.
2. Enterprise : through e- CRM the company gains the mean to touch and
shape a customers experience through sales, services and corners offices
whose occupants need to understand and assess the customers
behavior.
3. Empowerment: it must be structured to accommodate consumers who
now have the power to decide when and how to communicate with the
company. Through ,which channel , at what frequency. An e- CRM must
be structured to deliver timely pertinent, valuable information that
consumers accepts in exchange of his/her attention.
4. Economics : an e-CRM strategy ideally should concentrate on the
consumer economics, which drives smart asset allocation decisions,
directing efforts at individuals likely to provide the greatest return on
customer- communication initiatives.
5. Evaluation: understanding the customers relies on a company`s ability
to attribute customers behavior to market programs, evaluate customer
interactions along various customers touch points channels and
compare anticipate ROI against actual returns through analytic
reporting.
6. EXTERNAL INFORMATION : the e-CRM solution should be able to gain
and leverage information from such sources as third party information
networks and webpageprofiler application.

42. KEY FEATURES OF e-CRM
 Regardless of an company objectives e-CRM solution must posses
certain key characteristics. Itmustbe:
 driven by a DATA WAREHOUSE
 Focused on the consistent metrics to asses customers actions across
the channels
 Structured to identify a customer profitability or profit potential
 To determine the effective allocation decisions accordingly, so that
most profitable customers could be indentified and retained and the
resource could be invested in the relationships, which are more
profitable.
EVOLVING TO ‘e-CRM’
In nutshell company a company evolving to e-CRM should be:
 Define its business objective. This would be specific and different for
different businesses
 Assess its current position with respect to the environment and
determine its current level of “sophistication” along the e-CRM
continuum ( e-CRM assessment)
 Define new business processes and align its existing business strategy
and existing processes in line with the new realities (e-CRM Strategy
alignment)
 Define a technical architecture and the criteria`s associated with this
architecture and the important criteria associated with this
architecture. (e-CRM)

43. E-CRM ASSESSMENT
Before the implementation of a particular strategy into any business
scenario, it is worthwhile to know the current state of the business with
respect to prevailing competition. It is very important to develop a
numerical measure of how a company measures up in the eye of the
customers with respect to its competitors. In this particular case of e-
CRM ,an e- CRM capability index would be devised , which provide a
benchmark for cross company comparison based on these results, a
company identifies quick hits based upon e- CRM gap which can which
can be immediately implemented to improve the business processes
,impact the bottom line and further enhanced its understanding of its
customers` view of the company. E- CRM stage would be the diagnostic
stage , followed by e-CRM strategy alignment and e-CRM architecture
model.
E-CRM STRATEGY ALIGNMENT
Every company moving in to e- CRM must make a key decisions on a
number of significant customers related factors. Each company must
indentify, measure and align to the gaps that exist between customer
expectations already measured in the e-CRM assessment stage and the
internal capabilities that these customers expectations.
Ideally in this module a company should try to build up the consensus
across the functions , which the company need to take to satisfy the
customer expectations.

44. E-CRM architecture
The primary input to this module are mainly from the e-CRM assessment
and strategy alignment modules. during this stage the company will try
and develop a connected enterprise architecture(CEA) within the
context of the companies' own customers relationship management
strategy. The following is set of technical e-CRM capabilities and
applications that collectively and ideally comprise full e-CRM solutions:
 Customers analytic softwares
 Data mining softwares
 Campaign management softwares
 Business simulation
 A real time decision engines

45. The “WWOORRLLDD CCLLAASSSS SSEERRVVIICCEESS PPVVTT.. LLTTDD..””
(WCS)
Introduction:
It is an teleshopping firm started 2years back in 2010, with head office in
Indore. It is currently dealing in its 2 major products namely ‘advanced herbal
body growth’ and ‘power-prash’. Company have seen a remarkable growth in
past 2 years and have emerged as a key player of teleshopping industry in
central India.
Strategic orientation
Product:Main products areutility, healthcare
Strategy: more focused on offering innovative & value for money products,
which are not available in the markets otherwise. New products were
introduced constantly to attract customer attention and ward off competition.
Price: The price of the product ranges 2100-3500, targeting to middle and
upper classes.
Strategy: compete with other & with local players by offering the same
benefits at the lower price.

46. Place: Initially they had zero distribution channels i.e. they were selling directly
to the customers, but now they have a wide network of dealers n distributors
across the nation.
Strategy: With the entry of local players they have changed their strategy &
focused on strengthening the franchises baseacross thecountry.
Promotion:Dubbed versions of infomercials are used in the early years.
Strategy: As the product range expanded to include domestic product as well
the networks developed infomercials in India. These infomercial featured well
known film/ TV stars. The network also offers early bird prices, price reduction,
money return offers, accessories etc.
Products at a glance
1. BODY GROWTH: an ayurvedic formulation in form of powder, aims
at increasing height and flourish body growth without any side
effects.
2. POWER PRASH: another ayurvedic formulation that claims of
curing most of the sexual related disabilities.(It was the first A-
rated(adult) product launched in the history of Indian
teleshopping)
3. NATURAL WATER SOFTNER: for treatment of hard water.
4. DARD SANJEEVNI: ayurvedic jointpain oil.

47. Working mechanism in WCS
Step1: productplanning n development
Step2: creation of an elaborative TV-infomercial and displaying
methods to book an order for any particular product (generally via
telephone).
Step3: negotiation with TV channels to show this infomercial. (key
points of negotiation: time slot of channel, cost of telecast,
viewership rating etc.). and then getting it telecasted as per
negotiation.
Step4: creation of a dedicated call-centre that will handle the
responseof viewers when they call after viewing that infomercial.
Step5: executives of call centre provide necessary information and
then books product order by asking name and address of the
customer.
Step6: customer order data verification and entry, forwarding order
to dispatch department which map it to particular distribution
channel as per customer address.
Step7: delivery of product to customer at address provided, and
getting the payment(cash on delivery)
-The domain of crm

48. The organizational architecture of WCS
The electronic media that acts as interface between the company and its target
customers. Generally its Television infomercial which provide contact no. in
them which eventually lands into call(order booking) centre of the company.
For WCS it possess a range of national channels like NDTV india, NDTV imagine,
SAHARA samay, SAHARA one, enter10, zee jagran,etc. and bunch of regional
channels also.
The dedicated 24x7 call centre where executives receives calls from
customers, provide information, convince them, books order by taking
necessary information (name/address/permanent contact no.). for any
teleshopping firm this call centre is the back bone of the business, because
Customer is virtual until he makes the payment. It’s the Only link between
customer-company
The support systems that involves cluster of departments like back office,
administration, finance, R&D, marketing, HR, etc.
The distribution channel. The more spreaded wide network a teleshopping
have of its dealers, distributors, franchisee, the more will be its deliverance
efficiency. The distribution channel backs the entire business by collection of
much needed revenue and hence furnishing the smooth working of entire
business setup.

50. WCS & CRM
Initially when the company started it relied heavily on traditional data entry
and paper work mechanism to keep records of its customers, but soon it came
to recognize the unavoidable need for hi-tech software mechanism to keep a
precise store of its customers over the time. It was then the company
administration advocated for development and implementation of CRM
systemin its working structure.
The major reasons for company’s shift towards CRM:
 INCREASEIN CUSTOMER SERVICE
One of the objectives of CRM is increase in customer service, to establish
customer loyalty company need to improve customer service to make
customer feel that they have received better service
 INCREASEINEFFICIENCY
One of the most important goals of CRM is the increase in organization
efficiency and effectiveness. This is almost always adopted by every
organization. It is necessitated by the fact that increase in efficiency is
required to boostsuccess
 LOWERING OPERATING COST
CRM manages to reduce operating costs through a workforce
management system. This helps to maximize skills and thus reduce cost.
These reduced costs enable an organization to achieve greater efficiency
 AIDING THEMARKETING DEPARTMENT
Another goal of CRM is generally aiding the marketing department in all
its efforts. This includes marketing campaigns, sales promotions etc. If
this is fixated as one of the goals of CRM, then it should be
communicated to those involved. This goal is fundamental as it boosts
sales indirectly thereby increasing the profitability.

51.  BUILDING BRAND VALUE
Building Brand is the foremost objective of a company, CRM represent
positive approach towards customer values ultimately developing
positive brand value
 PROFITMAXIMIZATION
A single satisfied customer can provide company with many more
customers, it increases and in the end it increases profit of a company

55. Implementation issues faced by WCS
Exorbitant Costs
One of the problems with CRM is the huge investment needed to maintain a
customer database. The additional expense comes because of the money
needed for computer hardware, software, personnel etc. The costs involved
are enormous and most often than not the resultant ROI from the CRM
implementation fail to cover the costs involved. This leads to a negative feeling
within the company about CRM and it's so called successes and ultimately
results in CRM collapse. “For WCS costwas ~20lakhs.”
Inadequate Focus on Objectives
Secondly when starting off on a CRM strategy the objectives are clearly
established and followed. Management and employees know fully well what is
needed to work towards organizational goals. The goals themselves are clearly
laid out after meticulous planning. However midway during the CRM
implementation, when hard times hit, the organization loses sight of its goals
and ultimately steers away from it. At times goals get interchanged and lose
their importance. Companies find themselves work at home directory towards
goals that are less important and forgetting the ones that really are. This is one
of the fundamental and mostly felt problems in CRM.

56. Insufficient Resources
Sometimes in phased implementation of CRM, if conditions worsen within the
company or without, organizations start lessening their budgets for the current
phase. When funds are less, budgets strained, the necessary costs required for
CRM success are not employed. As a result CRM starts failing midway. The
most important aspect- that of maintaining consistency is lost. Organizations
fail to utilize the necessary resources for success and thus resultin failure.
Inappropriate Metrics
Organizations have basically failed to use the right metrics. Failure to choose
the right method of measurement and implement it is one of the chief reasons
why CRM fails. Different metrics have to be employed for the calculation of
different goals. Companies seldom pause to analyze which metric is needed for
which element and ultimately use the wrong one. This results in faulty
measurement and CRM disappointments.
Complex Systems
CRM simple? The hype says so, the experts agree. Is this really the case?
Organizations who have employed it though have a different opinion. They are
witness to the fact that CRM packages can be highly complex, with vast
amounts of intricacies. If this is the casethen how do simple employees cope?

57. The answer lies in sufficient training being given in order that they are able to
comprehend and deal with the difficulties easily.
Business Needs MostImportant
One of the chief mistakes companies make is letting the technology drive their
CRM functionality. What's happening is that companies are endeavoring to go
to the industry leaders, gain the technology needed and then apply it to the
business problems only to find that it isn't solving any of them. Instead they
need to analyze their business problems first and then find the appropriate
CRM solution for it. This backwards step is responsiblefor CRM failure.
No Customer Focus
Customer oriented strategy? Yes, CRM does play the part. Customer oriented
employees? Now 'that' requires an effort on the part of the organization. It
needs to motivate employees to be absolutely customer centric. This involves
tremendous effort on the part of the company but is highly essential. CRM
problems arise because of employee reluctance to be more customer focused.
The result is a highly expensive customer strategy being adopted by the
company in an effort to retain customers, with reluctant, unfocussed
employees implementing it.

58. Slow Returns
Another failure of CRM is its inability to provide quick returns on investment.
Organizations find themselves waiting for years before they are able to see
actual returns on their investment. Most experts view the low ROI as a major
problem with CRM but fail to see that the long wait is just as difficult. Waiting
for years to see their investments show results, tests patience and leads to
both employees and management slackening their efforts in the
implementation.
HOW DID THEY OVERCAME THESE ISSUES
 DELIBERATE MARKET RESEARCH BEFORE MAKING A MOVE TOWARDS
CRMIMPLEMENTATION
 STAFFTRAINING
 COMMUNICATIONFLUENCYATALL LEVELS
 LEADERSHIP
 FOLLOWEDBRICKBYBRICKIMPLEMENTATION
 LIMITEDAMOUNTOFINFORMATIOM
 TIMELYREVIEWNMAINTENANCE

59. A INTERVIEW WITH THE ‘IT HEAD’ OF WCS ‘MR. LOKENDRA PATIDAR’
QUESTION1: whatled you to make a shift to CRM?
Ans: Increasing pile of customer information, customer retention, back-
up for growth were among the major needs to make a shift
towards CRM.
QUESTION2: Did you made research drive and studied pros and cons and
feasibility before making final decision of getting CRM?
Ans: yes, we had a detailed market research for evaluating the
feasibility of CRM with the goal and objectives of the company.
Infactwedid this evaluation over a period of 6 months.
QUESTION3: Did you haveany implementation issues?
Ans: yeah, we had some minor issues like computer literacy among
executives of call-centre, high installation cost, break-down of
PRI. However weovercameall those difficulties.
QUESTION4: totalcost incurred on CRM installation?
Ans: it was a little over 20lakhs.

60. QUESTION5: CRM base? Rate of increase? Rate of new customers?
Percentage of repeat customers?
Ans: till yesterday we had CRM base of 54lakh+ customers, on an
average we are having a new customer in every 40second with a
11.6% repeatcustomers every hour.
QUESTION6: Whatinformation you usually collect fromyour customers?
Ans: in teleshopping the core information required from customer is
their permanent contact no. because it’s the only connection
between company and him. Every single contact no. is precious
for company. Other information that we gather from them
includes:
 Name and address
 Alternative contact no.
 Productin which they are interested in
 Expected time of purchase
QUESTION7: whatmedia you useto connect with customers?
Ans: the telephonic media is our major media with customers;
however use of e-mail is extended when it comes to dealers and
other distribution network.

61. QUESTION8: Whatareyour strategies to retain customers?
Ans: we provide discounts to our repeat customers. Further our call
centre executives are trained to provide customer personified
attention and make them feel that they are important and special
for us.
QUESTION9: How successful you feel your CRM is? And what are your future
expectations with it?
Ans: till now we are having a great time with our CRM, and the
company has seen a remarkable growth in efficiency after its
implementation.
Future is always uncertain but we believe in walking in sync with
the tide of time, so we may regular update and adjust as per
the need of the hour.

62. A comparative review of performance of WCS
Post CRM implementation

63. Conclusions
 As far as the success story of CRM implementation in WORLD CLASS
SERVICES PVT. LTD. Is concerned we can undoubtedly declare that CRMs
are a hit in customer oriented organizations like those in teleshopping
industry.
 Though its implementation come with some unavoidable challenges, a
wise leadership and decision making as well as pre-study of pros and
cons may help in successfulinstallation.
 Implementing customer relationship management systems impeccably
help in customer acquisition and retention, and their efficient
management.
 Further, a continuous effort in data updation and refining will help in
better and effective service deliverance. As seen in case of WCS the
continuous revival of repeat customer’s data helped them in providing
special attention to privileged customer.
Implementationof this system alsohelped inthe following ways:-
 Quick and consistentavailability of crucialcustomer Information in time.
 Substantial improvement in maintaining integrity and accuracy of
information in comparison to manual system.
 Facility to update information as and when required.
 Capability to generate s variety of complex reports accurately along with
the capability to generate various MIS reports, which help the
management in their decision taking activities

64. Limitations:
Research outputs and conclusion may vary from firm to firm in
teleshopping industry. CRM implementation may not be always
impressive for different scalesof firms inindustry.

65. Bibliography:
 Wikipedia
 www.Businessmart.biz
 WORLD CLASS SERVICES PVT. LTD
 www.thecrmcoach.com