How to Leverage Behavioral Science Insights for Direct Mail Success
UNIT - 4 CRM PLANNING AND IMPLEMENTATION
1. UNIT – IV CRM PLANNING AND
IMPLEMENTATION
By VARUN KESAVAN
E – MAIL ID – varunkesavan@yahoo.com
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2. STRATEGIC CRM
STRATEGIC CRM IS A COMPLEX SET OF
ACTIVITIES THAT TOGETHER FORM THE BASIS
FOR A SUSTAINABLE AND HARD TO INITIATE
COMPETITIVE ADVANTAGE.
THE AIM OF STRATEGIC CRM IS TO
CONCENTRATE AND ENHANCE THE KNOWLEDGE
ABOUT CUSTOMERS AND USE THIS KNOWLEDGE
TO IMPROVE AND CUSTOMISE THE
INTERACTIONS WITH CUSTOMERS TO MAINTAIN
LONG – TERM RELATIONSHIP WITH THEM.
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3. REASONS FOR ADOPTING
CRM STRATEGIES
COMPETITITON
CONSUMER EXPECTATION
TECHNOLOGY
DIMINISHING IMPACT OF ADVERTISEMENTS
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5. STRATEGIC CRM
PLANNING PROCESS
STAGE – 1 AMPLIFY COMMITMENT
STAGE -2 BUILDING VALUABLE PROJECT TEAM
STAGE – 3 REQUIREMENT ANALYSIS
STAGE – 4 DEFINE THE C RM STRATEGY
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6. IMPLEMENTING CRM
STRATEGIES
STEP – 1 IDENTIFICATION OF CUSTOMERS
STEP – 2 DIFFERENTIATION OF SERVICE
STEP – 3 INTERACTION WITH CUSTOMERS
STEP – 4 CUSTOMISATION OF PRODUCTS,
SERVICES AND COMMUNICATION
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7. ESSENTIALS OF CRM
STRATEGY
CLEAR ALIGNMENT
CUSTOMER FOCUSED
SENIOR EXECUTIVE SPONSORSHIP
USE OF FULL RANGE TECHNOLOGY
SELLING THE COMPANY AS WELL AS THE WARES
PUTTING CURRENT APPLICATION TO STRATEGIC
USE
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8. CRM PLANNING AND
IMPLEMENTATION
COMPONENTS OF CRM PLANNING AND
IMPLEMENTATION
CRM READINESS ASSESMENT
CRM CHANGE MANAGEMENT
CRM PROJECT MANAGEMENT
EMPLOYEE ENGAGEMENT IN CRM PROJECT
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9. PHASES IN CRM
PLANNING AND
IMPLEMENTATION DEVELOP THE CRM STRATEGY
BUILD CRM PROJECT FOUNDATIONS
NEEDS SPECIFICATIONS AND PARTNER
SELECTION
PROJECT IMPLEMENTATION
PEROFMANCE EVALUATION
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11. IMPLEMENTATION OF
ISSUES IN CRM
EXCLUSIVITY
LACK OF TRAINING
WASTED FUNDS
SMALLER BUSINESSES
COSTS
TRANSITION
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12. GUIDELINES FOR
SUCCESSFUL CRM
PLANNING AND
IMPLEMENTATION
DEVELOP CORPORATE – WIDE CRM ENGAGEMENT FROM
KEY SHAREHOLDERS
ENVISION THE COMPANY’S CRM STRATEGY
DETERMINE AND PRIORTISE CRM DRIVERS AND
REQUIREMENTS
DEVELOP A CRM ROADMAP
THINK INTEGRATION
DO YOUR HOMEWORK AND CREATE A SHORTLIST
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13. CONTINUD……….
APPLY THE 80 – 20 RULE IN THE SELECTION
PROCESS
KEEP EVERYONE IN THE LOOP
LEARN ADJUST AND EVLOVE
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14. POWER OF ANALYTICAL
CRM
CUSTOMER ANALYTICS
MARKETING ANALYTICS
SALES ANALYTICS
SERVICE ANALYTICS
CHANNEL ANALYTICS
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15. STEPS IN ANALYTICAL
CRM PROCESS
STEP – 1 PROBLEM FORMULATION
STEP – 2 PREPARATION
STEP – 3 DEFINITIVE ANALYSIS
STEP – 4 VISUALISING
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22. CALL CENTRE MGMT
A CALL CENTRE IS THE PLACE WHERE A LARGE
NO OF PEOPLE HANDLE THE INCOMING AS WELL
AS OUTGOING TELEPHONE CONVERSATIONS OF
A VARIED NATURE WITH THEIR CUSTOMERS.
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23. FEATURES OF CALL
CENTRE SYS
AUTOMATIC CALL DISTRIBUTION
INTERACTIVE VOINE RESPONSE(IVR)
PREDICTIVE DIALLING
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24. OBJECTIVES OF CALL
CENTRES
INCREASED SALES
CUSTOMER SERVICE
CUSTOMER RETENSION
OPTIMAL RESOURCE UTILISATION
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25. CLASSIFICATIONS OF
CALL CENTRE
INBOUND/OUTBOUND
INTERNATIONAL/NATIONAL
IN- HOUSE / OUTSOURCED
OTHERS
CONTACT CENTRE
BLENDED CALL CENTRE
TELEPHONE ANSWERING
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26. USE OF TECHNOLOGY IN
CALL CENTRE
AUTOMATIC LEAD SELECTION
AUTOMATED CALL DISTRIBUTOR(ACD)
COMPUTER TELEPHONY INTEGRATION(CTI)
VIRTUAL CALL CENTRE
CLOUD COMPUTING
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27. TRAITS OF CRM
MANAGER
PROFESSIONALISM
COMMUNIACATION
AVAILABILITY AND RESPONSIVENESS
UNDERSTANDING EXPECTATIONS
PRODUCT/ SERVICE KNOWLEDGE
MANAGING CLIENT PROBLEMS
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28. FUNCTIONAL
CATEGORIES OF CRM
MANAGERS ASSIGNMENT ON THE BASIS OF PRODUCT
CLIENT ASSIGNMENT ON THE BASIS OF
GEOGRAPHIC LOCATION
SELECTIVE CLIENT ASSIGNMENT
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29. ROLE OF CRM
MANAGERS
CUSTOMER SERVICE
MKTG
DATA ANALYSIS
STAFF SUPERVISION
ADMINISTRATIVE DUTIES
COACHING SESSIONS
CUSTOMER INTERACTIONS
MAKING CHANGES
PROBLEM SOLVING
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