Customer Relationship Management of Nokia : Nokia Corporation (Finnish pronunciation) (OMX: NOK1V, NYSE: NOK, FWB: NOA3) is a Finnish multinational communications corporation that is headquartered in Keilaniemi, Espoo, a city neighbouring Finland's capital Helsinki.[3] Nokia is engaged in the manufacturing of mobile devices and in converging Internet and communications industries, with over 123,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 41 billion and operating profit of €1.2 billion as of 2009.[1] It is the world's largest manufacturer of mobile telephones: its global device market share was 30% in the third quarter 2010, down from an estimated 34% in the third quarter 2009 and an estimated 33% in the second quarter 2010.[2] Nokia's estimated share of the converged mobile device market was 38% in the third quarter, compared with 41% in the second quarter 2010.[2] Nokia produces mobile devices for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia offers Internet services such as applications, games, music, maps, media and messaging through its Ovi platform. Nokia's subsidiary Nokia Siemens Networks produces telecommunications network equipment, solutions and services.[4] Nokia is also engaged in providing free digital map information and navigation services through its wholly-owned subsidiary Navteq.[5]
Nokia has sites for research and development, manufacture and sales in many countries throughout the world. As of December 2009, Nokia had R&D presence in 16 countries and employed 37,020 people in research and development, representing approximately 30% of the group's total workforce.[1] The Nokia Research Center, founded in 1986, is Nokia's industrial research unit consisting of about 500 researchers, engineers and scientists.[6][7] It has sites in seven countries: Finland, China, India, Kenya, Switzerland, the United Kingdom and the United States.[8] Besides its research centers, in 2001 Nokia founded (and owns) INdT – Nokia Institute of Technology, a R&D institute located in Brazil.[9] Nokia operates a total of 15 manufacturing facilities[10] located at Espoo, Oulu and Salo, Finland; Manaus, Brazil; Beijing, Dongguan and Suzhou, China; Farnborough, England; Komárom, Hungary; Chennai, India; Reynosa, Mexico; Jucu, Romania and Masan, South Korea.[11][12] Nokia's industrial design department is headquartered in Soho in London, England with significant satellite offices in Helsinki, Finland and Calabasas, California in the USA.
Customer relationship management (CRM) is a broad term that covers concepts used by companies to manage their relationships with customers, including the capture, storage and analysis of customer information.
Aspects of CRM
There are three aspects of CRM which can each be implemented in isolation from each other:
* Operational CRM- automation or support of customer processes that include a company’s sales or service representative
* Collaborative CRM- direct communication with customers that does not include a company’s sales or service representative (“self service”)
* Analytical CRM- analysis of customer data for a broad range of purposes
META Group (acquired by Gartner in April 2005) developed this conceptual architecture in the late-1990s, and dubbed it the “CRM Ecosystem”
Operational CRM
Operational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database as necessary.
One of the main benefits of this contact history is that customers can interact with different people or different contact “channels” in a company over time without having to repeat the history of their interaction each time.
Consequently, many call centers use some kind of CRM software to support their call centre agents.
Collaborative CRM
Collaborative CRM covers the direct interaction with customers. This can include a variety of channels, such as internet, email, automated phone (Automated Voice Response AVR). It can generally be equated with “self service”.
The objectives of Collaborative CRM can be broad, including cost reduction and service improvements.
Analytical CRM
Analytical CRM analyses customer data for a variety of purposes including
* design and execution of targeted marketing campaigns to optimise marketing effectiveness
* design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention
* analysis of customer behaviour to aid product and service decision making (e.g. pricing, new product development etc.)
* management decisions, e.g. financial forecasting and customer profitability analysis
* prediction of the probability of customer defection (churn).
Analytical CRM generally makes heavy use of predictive analytics.
Strategy
Several commercial CRM software packages are available which vary in their approach to CRM. However, CRM is not just a technology, but rather a holistic approach to an organisation's philosophy in dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considers not only technology, but furthermore the broader organisational requirements.
The objectives of a CRM strategy must consider a company’s specific situation and its customers needs and expectations.
Technology Considerations
The technology requirements of a CRM strategy can be complex and far reaching. The basic building blocks include
* A database to store customer information. This can be a CRM specific database or an Enterprise Data warehouse.
* Operational CRM requires customer agent support software.
* Collaborative CRM requires customer interaction systems, eg an interactive website, automated phone systems etc.
* Analytical CRM requires statistical analysis software as well as software that manages any specific marketing campaigns.
Each of these can be implemented in a basic manner or in a high end complex installation.
Successes
While there are numerous reports of "failed" implementations of various types of CRM projects, these are often the result of unrealistic high expectations and exaggerated claims by CRM vendors.
Applications such as Oracle (News - Alert) Mobile Field Service and Oracle’s Siebel Wireless will enable mobile field service, field sales, and mobile professionals to use one device to access these business applications, and voice communications, when not in office.
According to Anand Subbaraman, director, Field Service Product Strategy at Oracle, the partnership will enable mobile professionals to make informed decisions more quickly, offer better customer service, and enhance the productivity and experience of the mobile worker.
Guy Waterman, senior director, Mobile Product Strategy at Oracle said that the certification will provide a critical market differentiation for enterprises seeking to gain a competitive advantage through mobile CRM deployments.
Mobile users can utilize Oracle’s Siebel Wireless Applications for Sales, Service, Partner Relationship Management and eService using the Nokia device to connect to the Internet to view, edit and create information in their companies’ Siebel Enterprise database.
Field service dispatchers and their service representatives can use Oracle Mobile Field Service to access relevant work schedules and job information through their mobiles. This allows better collaboration since work requests are created, updated and subsequently completed.
“Nokia and Oracle are now able to deliver essential mobile solutions to professionals: the ability to access real-time customer information. This is critical for executives, sales professionals, and field service personnel that spend a majority of their time away from their offices,” said Director of Alliance and Solutions Marketing at Nokia, Chris Fletcher in a press release.
He continued: “The combination of access to critical Oracle applications, combined with the best of class enterprise voice capabilities provided by the Nokia E61 and Nokia E62, make for a compelling mobile enterprise solution.”
Nokia has sites for research and development, manufacture and sales in many countries throughout the world. As of December 2009, Nokia had R&D presence in 16 countries and employed 37,020 people in research and development, representing approximately 30% of the group's total workforce.[1] The Nokia Research Center, founded in 1986, is Nokia's industrial research unit consisting of about 500 researchers, engineers and scientists.[6][7] It has sites in seven countries: Finland, China, India, Kenya, Switzerland, the United Kingdom and the United States.[8] Besides its research centers, in 2001 Nokia founded (and owns) INdT – Nokia Institute of Technology, a R&D institute located in Brazil.[9] Nokia operates a total of 15 manufacturing facilities[10] located at Espoo, Oulu and Salo, Finland; Manaus, Brazil; Beijing, Dongguan and Suzhou, China; Farnborough, England; Komárom, Hungary; Chennai, India; Reynosa, Mexico; Jucu, Romania and Masan, South Korea.[11][12] Nokia's industrial design department is headquartered in Soho in London, England with significant satellite offices in Helsinki, Finland and Calabasas, California in the USA.
Customer relationship management (CRM) is a broad term that covers concepts used by companies to manage their relationships with customers, including the capture, storage and analysis of customer information.
Aspects of CRM
There are three aspects of CRM which can each be implemented in isolation from each other:
* Operational CRM- automation or support of customer processes that include a company’s sales or service representative
* Collaborative CRM- direct communication with customers that does not include a company’s sales or service representative (“self service”)
* Analytical CRM- analysis of customer data for a broad range of purposes
META Group (acquired by Gartner in April 2005) developed this conceptual architecture in the late-1990s, and dubbed it the “CRM Ecosystem”
Operational CRM
Operational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database as necessary.
One of the main benefits of this contact history is that customers can interact with different people or different contact “channels” in a company over time without having to repeat the history of their interaction each time.
Consequently, many call centers use some kind of CRM software to support their call centre agents.
Collaborative CRM
Collaborative CRM covers the direct interaction with customers. This can include a variety of channels, such as internet, email, automated phone (Automated Voice Response AVR). It can generally be equated with “self service”.
The objectives of Collaborative CRM can be broad, including cost reduction and service improvements.
Analytical CRM
Analytical CRM analyses customer data for a variety of purposes including
* design and execution of targeted marketing campaigns to optimise marketing effectiveness
* design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention
* analysis of customer behaviour to aid product and service decision making (e.g. pricing, new product development etc.)
* management decisions, e.g. financial forecasting and customer profitability analysis
* prediction of the probability of customer defection (churn).
Analytical CRM generally makes heavy use of predictive analytics.
Strategy
Several commercial CRM software packages are available which vary in their approach to CRM. However, CRM is not just a technology, but rather a holistic approach to an organisation's philosophy in dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considers not only technology, but furthermore the broader organisational requirements.
The objectives of a CRM strategy must consider a company’s specific situation and its customers needs and expectations.
Technology Considerations
The technology requirements of a CRM strategy can be complex and far reaching. The basic building blocks include
* A database to store customer information. This can be a CRM specific database or an Enterprise Data warehouse.
* Operational CRM requires customer agent support software.
* Collaborative CRM requires customer interaction systems, eg an interactive website, automated phone systems etc.
* Analytical CRM requires statistical analysis software as well as software that manages any specific marketing campaigns.
Each of these can be implemented in a basic manner or in a high end complex installation.
Successes
While there are numerous reports of "failed" implementations of various types of CRM projects, these are often the result of unrealistic high expectations and exaggerated claims by CRM vendors.
Applications such as Oracle (News - Alert) Mobile Field Service and Oracle’s Siebel Wireless will enable mobile field service, field sales, and mobile professionals to use one device to access these business applications, and voice communications, when not in office.
According to Anand Subbaraman, director, Field Service Product Strategy at Oracle, the partnership will enable mobile professionals to make informed decisions more quickly, offer better customer service, and enhance the productivity and experience of the mobile worker.
Guy Waterman, senior director, Mobile Product Strategy at Oracle said that the certification will provide a critical market differentiation for enterprises seeking to gain a competitive advantage through mobile CRM deployments.
Mobile users can utilize Oracle’s Siebel Wireless Applications for Sales, Service, Partner Relationship Management and eService using the Nokia device to connect to the Internet to view, edit and create information in their companies’ Siebel Enterprise database.
Field service dispatchers and their service representatives can use Oracle Mobile Field Service to access relevant work schedules and job information through their mobiles. This allows better collaboration since work requests are created, updated and subsequently completed.
“Nokia and Oracle are now able to deliver essential mobile solutions to professionals: the ability to access real-time customer information. This is critical for executives, sales professionals, and field service personnel that spend a majority of their time away from their offices,” said Director of Alliance and Solutions Marketing at Nokia, Chris Fletcher in a press release.
He continued: “The combination of access to critical Oracle applications, combined with the best of class enterprise voice capabilities provided by the Nokia E61 and Nokia E62, make for a compelling mobile enterprise solution.”
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