Description
notes according to ou syllabus
Chapter 15 Customer Relationship Management (CRM)
Learning Objectives
Define CRM; Understand the importance of CRM;
Explain the determinants of CRM and the key stages in its development;
Discuss the main functions and various models of CRM; Explain the role of salespeople as relationship developers Discuss the management of customer relationships.
Chapter 15: Customer Relationship Management (CRM)
What is Customer Relationship Management (CRM)?
CRM is “the development and maintenance of mutually beneficial long-term relationships with strategically significant customers”
(Buttle, 2000)
CRM is “an IT enhanced value process, which identifies, develops, integrates and focuses the various competencies of the firm to the ‘voice’ of the customer in order to deliver long-term superior customer value, at a profit to well identified existing and potential customers”.
(Plakoyiannaki and Tzokas, 2001)
Chapter 15: Customer Relationship Management (CRM)
Understanding Customer Relationship Management (CRM)? CRM is a business philosophy based on upon individual customers and customised products and services supported by open lines of communication and feedback from the participating firms that mutually benefit both buying and selling organisations. The buying and selling firms enter into a “learning relationship”, with the customer being willing to collaborate with the seller and grow as a loyal customer. In return,, the seller works to maximize the value of the relationship for the customer’s benefit. In short, CRM provides selling organisations with the platform to obtain a competitive advantage by embracing customer needs and building value-driven long-term relationships.
Chapter 15: Customer Relationship Management (CRM)
Determinants of CRM Trust The willingness to rely on the ability, integrity, and motivation of one company to serve the needs of the other company as agreed upon implicitly and explicitly. Value The ability of a selling organisation to satisfy the needs of the customer at a comparatively lower cost or higher benefit than that offered by competitors and measured in monetary, temporal, functional and psychological terms.
Chapter 15: Customer Relationship Management (CRM)
Determinants of CRM In addition to trust and value, salespeople must: Understand customer needs and problems; Meet their commitments; Provide superior after sales support; Make sure that the customer is always told the truth (must be honest); and Have a passionate interest in establishing and retaining a longterm relationship (e.g., have long-term perspective).
Chapter 15: Customer Relationship Management (CRM)
Stages in the development of a Customer Relationship
The Pre-relationship Stage
The event that triggers a buyer to seek a new business partner.
The Early Stage
Experience is accumulated between the buyer and seller although a great degree of uncertainty and distance exists.
The Development Stage
Increased levels of transactions lead to a higher degree of commitment and the distance is reduced to a social exchange.
The Long-term Stage
Characterised by the companies’ mutual importance to each other.
The Final Stage
The interaction between the companies becomes institutionalized.
Chapter 15: Customer Relationship Management (CRM)
Stages in the Development of a Key-Account Relationship
High
Synergistic KAM Partnership
Degree of involvement
Mid-KAM Early-KAM
Low
Pre-KAM
Transactional Nature of customer relationship
(Millman and Wilson, 1995)
Collaborative
Chapter 15: Customer Relationship Management (CRM)
A Relationship Life Cycle Model
High cooperation Low competition
Prerelationship stage
Development stage
Maturity stage
Decline stage
Low cooperation High competition Time
(Wilkinson and Young, 1997)
Chapter 15: Customer Relationship Management (CRM)
Functions of Customer Relationship Management Direct functions (are the basic requirements of a company that are necessary to survive in the competitive marketplace) Profit; Volume; and Safeguard Indirect functions (are the actions necessary to convince the customer to participate in various marketing activities). Innovation: Market; Access.
Chapter 15: Customer Relationship Management (CRM)
Functions of Customer Relationship Management
Value Creation Process
Technology delivery process •R&D •Technology integration •Efficiency, effectiveness learning
Management Decision Process Customer sensitivity •Diversity •Information •Differentiated offering
Product delivery process •Concept to launch •Manufacturing process
Value-based Strategies •Pricing •Communication
Customer delivery process •Supply chain •Distribution •Infomediation (distribution of information)
(Sharma et. al., 2001)
Chapter 15: Customer Relationship Management (CRM)
The role of salespeople as relationship builders and promoters
Salespeople by:
identifying potential customers and their needs; approaching key decision makers in the buying firm; negotiating and advancing dialogue and mutual trust; coordinating the cooperation between the customers and their company; encouraging the inter-organisational learning process; contributing to constructive resolution of existing conflicts; and leading the customer relationship development team are the individuals in any organisation who act both as relationship builders and as relationship promoters.
Chapter 15: Customer Relationship Management (CRM)
Models of Customer Relationship Management
The Evans and Luskin (1994) model for effective Relationship Marketing
Relationship marketing inputs •Understanding customer expectations •Building service partnerships •Empowering employees •Total quality management
Relationship marketing outcomes •Customer Satisfaction •Customer loyalty •Quality products •Increased profitability Assessment state •Customer feedback •Integration
(Evans and Luskin, 1994)
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Initiating the relationship Engage in strategic prospecting and qualifying; Gather and study pre-call information; Identify buying influences; Plan the initial sales call; Demonstrate an understanding of the customer’s needs; Identify opportunities to build a relationship; and Illustrate the value of a relationship with the customer
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Developing the relationship Select an appropriate offering; Customise the relationship; Link the solutions with the customer’s needs; Discuss customer concerns; Summarize the solution to confirm benefits; and Secure commitment.
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Enhancing the relationship Assess customer satisfaction; Take action to ensure satisfaction;
Maintain open, two-way communication; and
Work to add value and enhance mutual opportunities.
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships Qualifying prospects for relationship building
High
Use a non customized approach
Opportunities for adding value
Build a strong and lasting relationship
Seek better opportunities elsewhere
Low Low
Focus on loyalty-building program
High
Potential profitability of customer
Chapter 15: Customer Relationship Management (CRM)
Relationship networks The ultimate outcome of a successful CRM strategy is the creation of a unique company asset known as a relationship network. A relationship network consists of the company and its major customers with whom the company has established long and enduring business relationships. The additional aspects of a global salesperson’s job are to: Manage customer value; Act as customer advocate; and Enhance customer loyalty and build a “health” and profitable network of relationships.
Chapter 15: Customer Relationship Management (CRM)
Summary CRM is a new business philosophy based on trust and value; The core function of CRM is the value creation process; Customer relationships develop over time; The role of global salespeople in the process is that of both relationship builders and relationship promoters; and The basic premise of CRM is to offer superior value to customers in an effort to turn prospects into customers, customers into loyal customers, and loyal customers into partners.
doc_638168676.ppt
notes according to ou syllabus
Chapter 15 Customer Relationship Management (CRM)
Learning Objectives
Define CRM; Understand the importance of CRM;
Explain the determinants of CRM and the key stages in its development;
Discuss the main functions and various models of CRM; Explain the role of salespeople as relationship developers Discuss the management of customer relationships.
Chapter 15: Customer Relationship Management (CRM)
What is Customer Relationship Management (CRM)?
CRM is “the development and maintenance of mutually beneficial long-term relationships with strategically significant customers”
(Buttle, 2000)
CRM is “an IT enhanced value process, which identifies, develops, integrates and focuses the various competencies of the firm to the ‘voice’ of the customer in order to deliver long-term superior customer value, at a profit to well identified existing and potential customers”.
(Plakoyiannaki and Tzokas, 2001)
Chapter 15: Customer Relationship Management (CRM)
Understanding Customer Relationship Management (CRM)? CRM is a business philosophy based on upon individual customers and customised products and services supported by open lines of communication and feedback from the participating firms that mutually benefit both buying and selling organisations. The buying and selling firms enter into a “learning relationship”, with the customer being willing to collaborate with the seller and grow as a loyal customer. In return,, the seller works to maximize the value of the relationship for the customer’s benefit. In short, CRM provides selling organisations with the platform to obtain a competitive advantage by embracing customer needs and building value-driven long-term relationships.
Chapter 15: Customer Relationship Management (CRM)
Determinants of CRM Trust The willingness to rely on the ability, integrity, and motivation of one company to serve the needs of the other company as agreed upon implicitly and explicitly. Value The ability of a selling organisation to satisfy the needs of the customer at a comparatively lower cost or higher benefit than that offered by competitors and measured in monetary, temporal, functional and psychological terms.
Chapter 15: Customer Relationship Management (CRM)
Determinants of CRM In addition to trust and value, salespeople must: Understand customer needs and problems; Meet their commitments; Provide superior after sales support; Make sure that the customer is always told the truth (must be honest); and Have a passionate interest in establishing and retaining a longterm relationship (e.g., have long-term perspective).
Chapter 15: Customer Relationship Management (CRM)
Stages in the development of a Customer Relationship
The Pre-relationship Stage
The event that triggers a buyer to seek a new business partner.
The Early Stage
Experience is accumulated between the buyer and seller although a great degree of uncertainty and distance exists.
The Development Stage
Increased levels of transactions lead to a higher degree of commitment and the distance is reduced to a social exchange.
The Long-term Stage
Characterised by the companies’ mutual importance to each other.
The Final Stage
The interaction between the companies becomes institutionalized.
Chapter 15: Customer Relationship Management (CRM)
Stages in the Development of a Key-Account Relationship
High
Synergistic KAM Partnership
Degree of involvement
Mid-KAM Early-KAM
Low
Pre-KAM
Transactional Nature of customer relationship
(Millman and Wilson, 1995)
Collaborative
Chapter 15: Customer Relationship Management (CRM)
A Relationship Life Cycle Model
High cooperation Low competition
Prerelationship stage
Development stage
Maturity stage
Decline stage
Low cooperation High competition Time
(Wilkinson and Young, 1997)
Chapter 15: Customer Relationship Management (CRM)
Functions of Customer Relationship Management Direct functions (are the basic requirements of a company that are necessary to survive in the competitive marketplace) Profit; Volume; and Safeguard Indirect functions (are the actions necessary to convince the customer to participate in various marketing activities). Innovation: Market; Access.
Chapter 15: Customer Relationship Management (CRM)
Functions of Customer Relationship Management
Value Creation Process
Technology delivery process •R&D •Technology integration •Efficiency, effectiveness learning
Management Decision Process Customer sensitivity •Diversity •Information •Differentiated offering
Product delivery process •Concept to launch •Manufacturing process
Value-based Strategies •Pricing •Communication
Customer delivery process •Supply chain •Distribution •Infomediation (distribution of information)
(Sharma et. al., 2001)
Chapter 15: Customer Relationship Management (CRM)
The role of salespeople as relationship builders and promoters
Salespeople by:
identifying potential customers and their needs; approaching key decision makers in the buying firm; negotiating and advancing dialogue and mutual trust; coordinating the cooperation between the customers and their company; encouraging the inter-organisational learning process; contributing to constructive resolution of existing conflicts; and leading the customer relationship development team are the individuals in any organisation who act both as relationship builders and as relationship promoters.
Chapter 15: Customer Relationship Management (CRM)
Models of Customer Relationship Management
The Evans and Luskin (1994) model for effective Relationship Marketing
Relationship marketing inputs •Understanding customer expectations •Building service partnerships •Empowering employees •Total quality management
Relationship marketing outcomes •Customer Satisfaction •Customer loyalty •Quality products •Increased profitability Assessment state •Customer feedback •Integration
(Evans and Luskin, 1994)
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Initiating the relationship Engage in strategic prospecting and qualifying; Gather and study pre-call information; Identify buying influences; Plan the initial sales call; Demonstrate an understanding of the customer’s needs; Identify opportunities to build a relationship; and Illustrate the value of a relationship with the customer
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Developing the relationship Select an appropriate offering; Customise the relationship; Link the solutions with the customer’s needs; Discuss customer concerns; Summarize the solution to confirm benefits; and Secure commitment.
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships
The global salesperson must be involved in the following activities in order to initiate, develop and enhance the process that is aimed at building trust and commitment with the customer.
Enhancing the relationship Assess customer satisfaction; Take action to ensure satisfaction;
Maintain open, two-way communication; and
Work to add value and enhance mutual opportunities.
Chapter 15: Customer Relationship Management (CRM)
Managing Customer Relationships Qualifying prospects for relationship building
High
Use a non customized approach
Opportunities for adding value
Build a strong and lasting relationship
Seek better opportunities elsewhere
Low Low
Focus on loyalty-building program
High
Potential profitability of customer
Chapter 15: Customer Relationship Management (CRM)
Relationship networks The ultimate outcome of a successful CRM strategy is the creation of a unique company asset known as a relationship network. A relationship network consists of the company and its major customers with whom the company has established long and enduring business relationships. The additional aspects of a global salesperson’s job are to: Manage customer value; Act as customer advocate; and Enhance customer loyalty and build a “health” and profitable network of relationships.
Chapter 15: Customer Relationship Management (CRM)
Summary CRM is a new business philosophy based on trust and value; The core function of CRM is the value creation process; Customer relationships develop over time; The role of global salespeople in the process is that of both relationship builders and relationship promoters; and The basic premise of CRM is to offer superior value to customers in an effort to turn prospects into customers, customers into loyal customers, and loyal customers into partners.
doc_638168676.ppt