Assignment on-managing
- 2. CUSTOMER-RELATIONSHIP-MANAGEMENT DEFINATION • IS-A-BUSINESS-STRATEGEY-THAT-OUTCOMES-FROM-REVENUUE- CUSTOMER-PROFITABILTY-AND-CUSTOMER-SATISFACTION • IT-IS-A-STARTEGY-LEARN-ABOUT-CUSTOMER-NEEDS-SATISFACTION • MAKE-STRONGER-RELATIONSHIP-AMONG-THEM • FOR-EXAMPLE-GRAMMENPHONE-CUSTOMER-CARE-SERVICES- • PROVIDING-SERVICES-TO-SIM-CONSUMER-VIA • ONLINE-CUSTOMER-CARE-SERVICES • HELPLINE-CUSTOMER-CARE-SERVICES • FACE-TO-FACE-CUSTOMER-CARE-SERVICES
- 3. HISTORY&POTENTIAL-IMPLEMENTATION B&S – Buying & Selling RM – Relationship Marketing CIMS – Customer Information Management Systems CRM – Customer Relationship Management e-CRM- A subset of CRM that focuses on enabling customer interactions via e-channels (The web, email and wireless)
- 4. THEORIES-AND-POTENTIAL-OBJECTIVE 80-20 THAT-MEANS-80-PERCENT-PROFIT-COMES-FROM-20-PERCENT- LONG-LAST-CUSTOMER SALES CUSTOMER-SERVICE MARKETING- AUTOMATION CALL-CENTRE,SALE E- COMMERCE,RETAILER, FIELD,SALES,THIRD,PA RTY,BROKERGAE,DISTR IBUTER. CALL,CENTRE,ASPECT S,WEB,BASED- SERVICES CAMPAIGN,MANAGEME NT,CONTENT,MANAGEM ENT,DATA,ANALYSIS. 1.IT infrastructure 2.Process change Potential-costs Of-CRM
- 5. 3-PHASES-AND-POTENTIAL-OBJECTIVES-CRM Acquiring-new-relationship Enhancing-new-relationship Retaining-customer-relationship. Customer-types-Platinum-supreme, customer,regular,loyal Gold-not-so-loyal Iron-temporary. Lad- want special attention but don’t buy much and show no loyalty
- 6. FOCUSING-ON-CUSTOMERS Satisfaction is an attitude; loyalty is a behavior” Loyal customers spend more, are willing to pay higher prices, refer new clients, and are less costly to do business with. It costs five times more to find a new customer than to keep an existing one happy. Perceived quality Perceived value Customer satisfaction Customer expectations Customer loyalty
- 7. CUSTOMER SATISFACTION AND LOYALTY Satisfaction is an attitude; loyalty is a behavior. Loyal customers spend more, are willing to pay higher prices, refer new clients, and are less costly to do business with. It costs five times more to find a new customer than to keep an existing one happy. Build relationships through commitments, provide accessibility to people and information, set service standards, and follow-up on transactions Effective complaint management processes Measure customer satisfaction for improvement Organization level consumers external customers employees society Process level internal customer units or groups Performer level individual internal customers
- 8. KEY-DIMENSIONS-OF-QUALITY. Performance-primary-operating-characteristics Features-bells-and-whistle Reliability-probability-of-using-liability Conformance-degree-to-which-characteristics-match- standards Aesthetics-look-feel-sound-smell Reliability-ability-to-provide-what-has-promised Tangibles-physical-ability-appearance-of-personal Responsiveness-willing-to-help-customer-provide-prompt- service Empathy: degree-of-caring-individual-attention Responsiveness-willingness-to-help-customer-and- provide-prompt-services
- 10. DEMAND-MANAGEMENT-CUSTOMER-SERVICES Defined as “focused efforts to estimate and manage customers’ demand, with the intention of using this information to shape operating decisions.” Recent practice has been just the opposite, with the manufacturer determining the what, where, when, and how many of the sale. chaos of Demand Management 1. Lack of communication between departments results in little or no coordinated response to demand information. 2. Too much emphasis is often placed on forecasts of demand with little attention paid to collaborative efforts and strategic and operational plans that need to be developed from the forecasts. 3. Demand information is often used more for tactical and operations purposes than for strategic purposes. 4. Primary emphasis should be on using demand information to create likely scenarios of the future as they relate to product supply alternatives. 5. Resulting business successes will be a outcome of the better match of demand to product availability.
- 11. MAJOR LOGISTICAL PROBLEM THAT MAY ARISE WHEN DEMAND MANAGEMENT (DEMAND) AND PROCUREMENT (SUPPLY) DOES NOT ALIGN
- 12. 1 .GATHERING AND ANALYZING KNOWLEDGE ABOUT CONSUMERS, THEIR PROBLEMS, AND THEIR UNMET NEEDS. 2. IDENTIFYING PARTNERS TO PERFORM THE FUNCTIONS NEEDED IN THE DEMAND CHAIN. 3. MOVING THE FUNCTIONS THAT NEED TO BE DONE TO THE CHANNEL MEMBER THAT CAN PERFORM THEM MOST EFFECTIVELY AND EFFICIENTLY. 4. SHARING WITH OTHER SUPPLY CHAIN MEMBERS KNOWLEDGE ABOUT CONSUMERS AND CUSTOMERS, AVAILABLE TECHNOLOGY, AND LOGISTICS CHALLENGES AND OPPORTUNITIES. 5. DEVELOPING PRODUCTS AND SERVICES THAT SOLVE CUSTOMERS’ PROBLEMS. 6. DEVELOPING AND EXECUTING THE BEST LOGISTICS, TRANSPORTATION, AND DISTRIBUTION METHODS TO DELIVER PRODUCTS AND SERVICES TO CONSUMERS IN THE DESIRED FORMAT. 1.ORDER PROCESSING. 2.ORDER PREPARATION. 3.ORDER SHIPMENT. 4.LENGTH AND VARIABILITY OF THE ORDER CYCLE. Demand Management Objectives (Six main objectives)
- 13. INTEGRATION OF SALES FORECASTING AND PRODUCTION
- 14. SUPPLY-CHAIN