CRM Implementationa key to success

CRM Strategy

Business Strategy

Customer Experience

Technology

Processes

CRM Implemetation

CRM implementation Roadmap

Scenario analysis

Purpose and objective

Business planning

Process Design

Technology and Vendor Selection

Solution Development

Implementation

Measurement

Scenario Analysis

CRM strategy requires to answer the questions as below

What is the business of the firm?

Who are its customer

Where the firm place with respect to its competitors

What is the present business scenario and how it likely to

evolve in the future
Scenario analysis helps a firm to understand its position vis- a
-vis its competitors. The firm can then define what it needs to
do to improve its performance in the market and develop
relationship with its customers

Purpose and Objective

After analysis of its environment , the firm need to define its

purpose for going in for a CRM exercise.

This may be to build more effective, efficient and long lasting

relationships with their customers.

The firm should not embark upon a CRM exercise just

because its competitors have done so or it is the latest Fad in
the industry

Planning

The most critical operation here is to define CRMs over all

objectives at the department and the enterprise level
Planning phase include documentation of high level CRM
business goals in the form of business document
It also includes details of what need to be done and the people
who would be responsible for the same
Many fundamental changes may occur in an organisation
because of such an exercise
There are 5 interrelated areas that are subject to changes.
These include
Business Focus, Organisational Structure, Business metrics ,
Marketing Focus, technology

Process Design

CRM changing the entire focus of the organisation to

customer centric with the process and operations getting
design around the customers.

The process design is an important phase wherein the firms

look at their current processes and try to redesign
processes to make them more customer focused

the

Technology and Vendor Selection

While evaluating the product

from the different vendor

various technologies and vendors are evaluated with the

factors like current systems , capabilities of CRM Solutions in
terms of their functionalities and other such factors

Solution Development

It consist of various activities such as customization

of features that are not present in the product, process
integration and testing by using the prototype and the
design of the database

Sometime integration of different CRM solutions

with each other and also the back end system takes
place in this stage

Implementation

Organisation develop the solution and document it .

End user need to be trained

Measurement

Development of metrics for measuring the performance of CRM

solution and comparing it with the desired performance

If it fall short of expectations, the firm might go back and refine its
CRM requirement

Metrics helps the firm to measure the success of

CRM

implementation in terms of how well it has solved the business

problem

Sometime improvement may be gradual as users become familiar

with new technology and business processes

Developing Relationship
Orientation

5 Strategies in the development of

relationship management are
Core offerings
Relationship customization
Service augmentation
Relationship pricing
Internal marketing

From Product-Focused to Customer Centric Firm

Feature

Product-Focused

Customer-Centric

Customer Orientation

Discrete transaction at a point in time

Event-oriented marketing
Narrow Focus

Customer life-cycle orientation

Work with customer to solve both immediate and
long term issues
Build customer understanding at each interaction

Solution Mindset

Narrow distribution of customer value

proposition
Off-the-shelf products
Top-down design

Broad definition of customer value proposition

Bundles that combines products, services and
knowledge
Bottom-up, designed on the front lines

Advice Orientation

Perceived as outsider selling in

Push product
Transactional relationship
Individual to individual

Working as an insider
Solutions focus
Advisory relationship
Team-based selling

Customer Interface

Centrally driven
Limited decision-making power in field
Incentives based on product economics and
individual performance

Innovation and authority at the front line with

customer
Incentives based on customer economics and
team performance

Business Processes

One size fits all processes

Customization adds complexity

Tailored business streams

Balance between customization and complexity
Complexity isolated within the system

Organizational Linkages
& Metrics

Rigid organizational boundaries

Organizational silos control resources
Limited trust across organizational
boundaries

Cross-organizational teaming
Joint credit
High degree of organizational trust

Source: Booz Allen Hamilton

Solutions Advance Customer Value Proposition

Industry

Traditional
Value
Proposition

Traditional
Product

Truck
Manufacturing

Trucks

We sell and service

trucks

Aerospace
Components

Aerospace
Fasteners

We sell highperformance fasteners

Utilities

Electricity

We provide electricity
reliability

Chemicals

Lubricants

We sell a wide range of

lubricants

Pharmaceuticals

Drugs

We sell pharmaceuticals

Value-Added
Services

Customer-Centric
Value Proposition

Financing
Service

We can help you reduce

life-cycle transportation
costs

Application/Design
support

We can reduce your

operational costs

Energy asset
maintenance

We can help you reduce

total energy costs

Usage and
application design
Lubricant analysis

We can increase your

machine performance and
up-time

Product support
Outcomes-driven
information
database

We can help you better

manage your patient base

Source: Booz Allen Hamilton

Customer Centric Processes

Development of customer centric processes requires the following steps

Understand the value being delivered to the customers
Scrutinize the current process being employed to delivered the product
and services
Determine the wants needs and convenience of the customer
Inspecting whether the current process are centered around the
customer wants and needs
Estimate the gap of current in the current customer centric and required
customer centricity
Analyse the current processes can be designed around the customer
Testing the technology and new means of delivery option that can be
achieve the same

Building Organizational Capability

Through Internal Marketing

Internal marketing is a management philosophy . It stresses the need

for the need for the management of various firms to continuously
encourage employees and enhance their understandings about the
roles they perform in the organisation
Focus on internal marketing is on how to get and retain customer
conscious
employees. Effective services require people who
understand what services are all about and where they fit in the
delivery chain of the services
If the firm wants to keep its employees satisfied it first has to
identified their want and needs and allowed to improve their job
profiles and stature and grow with the firm
Communication program that are designed to work attitudes and
behavior

Issues in Implementation of technology

solution for CRM

An organisation needs to test its product with regards to its feature,

capability to perform the required functions as desired by the
organisation and finally the degree of fitness with the existing
technology based in the organisation

Most organizations usually adopt a requirement driven approach

towards identifying the relevant solution

The 1st step is to define the business problem

2nd to specify the functionality to meet the specified requirement .

Each function should map to the business requirement

Define the product that support the identified functionality

Make or Buy

CRM develop if
Require core CRM capabilities that can not be provided by the
product that exist in the market at that movement
On shelf packages is too expensive
Single CRM cannot provide the functionalities required by the
firm
The firm want a unique product that competitors cannot use

Technical Criteria

Functionality
Flexible in incorporating changes
Customization
Scalability
Fit in existing architecture
Fit with global best practices
Upgradability
Commercial impact
Compatibility with other CRM solutions
Degree of integration

Vendor Issues

CRM expertise

Expertise in the area where the firm going in for the purchase
is operating

Implementation expertise

Focus on CRM ( ERP providers are converted into CRM )

Credentials of vendor including financials, client list, life

history

Vendors understanding of firms business

ICICI BANK

ICICI was set up as a development bank to provide products and services for the
corporate segment.

It diversified into the retail segment of the financial markets in the early 1990s
while transforming itself into a technology intensive financial service group.

In the mid-nineties, ICICI raised debt from the retail market. Since then it has been
trying to increase its reach to this segment by mobilizing resources and offering
quality investor service through ICICI Infotech Services, a subsidiary of ICICI.

In 1994, it established ICICI Bank as a commercial bank that is flexible,

innovative and prompt in meeting customer requirements.

It also offers other retail initiatives such as personal services, capital services, Web
trade, life insurance and other services.

ICICI- RETAIL STRATEGY

ICICIs retail strategy was centered around intensive

deployment of technology to help reduce cost of service,
increase customer retention, help in cross selling and upselling while improving process efficiencies.

The bank looked towards allowing the customers use multiple

electronic channels including internet, ATMs, call centers,
contact centers, desktops, kiosks, mobiles and other hand held
devices for conducting financial transactions.

CRM- THE ICICI

EXPERIENCE

CRM at ICICI involves increased communication between the

virtual universal bank and its customers and prospects as well
as within the group itself.

The underlying idea is to enhance every instance of contact

with the customer.

ICICI believes that a true customer-centric relationship can

only be accomplished by considering the unique perspectives
of every single customer of the organization.

CRM ROAD MAP OF ICICI

CRM is viewed as a discipline as well as a set of discrete

software technologies, which will focus on automating and
improving the business processes associated with managing
customer relationships in the areas of sales, marketing,
customer service and support.
The organizations aims to achieve the end goal of one-to-one
marketing.
The CRM Software applications will facilitate the
coordination of multiple business functions.
Coordinate multiple channels of communication with the
customer to carry out customer management more efficiently.

CRM ROAD MAP OF ICICI

It should allow ICICI to engage in one-to-one marketing by

tracking complete customer life-cycle history.

To begin with, it will automate process-flow tracking in the

product sales process, and be able to generate customized
reports and promote cross selling.

It will also enable efficient campaign management by

providing a software interface for definition, tracking,
execution and analysis of campaigns.

IMPLEMENTING CRM

There are five interrelated areas:

Business Focus.
Organizational Structure.
Business Metrics.
Marketing Focus.
Technology.
The key to building the CRM action plan was in
understanding with the organization that stood relative to
each of the five aspects of change.
Interviews with key individuals throughout the organization
helped identify different initiatives that have been launched,
all focused on CRM.

The next step in the process was a Gap Analysis,

this analysis helped identify the CRM
organizational holes:
Marketing, sales and service practices.
Collection, capture, processing and deployment of
customer information.
Distribution and operations effectiveness at
customer touch points.

THE CRM BUSINESS CYCLE

Understand and
Differentiate

Organizations need to understand their customers in order to have a

relationship with them.

Profiling to understand demographics, purchase patterns and channel

preference.

Primary research to capture needs and attitude.

Customer valuation to understand profitability, as well as lifetime value

or long-term potential.

The ICICI Groups customers need to see that the firm is differentiating
service and communications, based on their learning independently and
on the customer expectation and the expected values

Develop and Customise

In a customer-focused world, product and channel development

has to follow the customers lead, identify customers wants,
determine the value and desire of the customer, etc.

Organizations are increasingly developing products and services,

and even new channels based on customer needs and service
expectations.

ICICI believes that the extent of customization should be based on

the potential value delivered by the customer segment.

Interact and Deliver

To foster relationships, organizations need to insure that:

All areas of the organization have easy access to relevant,
actionable customer information.
All areas are trained how to use customer information to
tailor interactions based on both customer needs potential
customer value.
ICICI is strongly of the opinion that value is not just based on
the price of the product or the discounts offered but are based
on a number of factors including the quality of products and
services, convenience, speed, ease of use, responsiveness, and
service excellence.

Acquire and Retain

The more ICICI learns about customers, the easier it is to pinpoint

those that are producing the greatest value for the organization.

They aim to continue to learn more about each customer segment

and use it for successful customer retention.

As ICICI moves step further in CRM they hopes to gain insight

and understanding that enhance the subsequent efforts.

The

organization shall become increasingly sophisticated in the

implementation of CRM processes, and over a period of time shall
become increasingly profitable by doing so.

Successful customer retention is based on the organization's

ability to constantly deliver, based on three principles:
Maintain interaction; never stop listening.
Continue to deliver on the customers definition of value.
Customers change as they move through differing stages of
their lives, which implies that the firm needs to be alert for
changes and to modify its services and value propositions as
they change.

Implementation

Implementation was divided into following stages:

Analysis

Mapping Design

Customization

Integration

User Acceptance Testing

CRM Strategy

CRM is difficult because it is enterprise wide initiative

Technology is needed in order to implement CRM particularly

the customization part

CRM is not exclusively a marketing , sales, service, or

technology initiative

Important

requirement

is

the

acknowledgement

that

organisation become customer focused and conducts its

operation from the point of view of customers

THANK YOU

Kiosk
a small open-fronted hut or cubicle from which
newspapers, refreshments, tickets, etc. are sold.
Difference between a call center and a contact
center
call center is focused on incoming and outgoing
voice calls, a contact center is able to manage
customers with both voice calls and data
applications like e-mail, Web-based chat/instant
messaging, and in some cases will include the
capability to share Web pages sent to and from the
customer.