Page 259 - DMGT308_CUSTOMER_RELATIONSHIP_MANAGEMENT

Customer Relationship Management

Notes Self Assessment

Fill in the blanks:
6. There are …………………… phases in customer life cycle.
7. The first phase of customer life cycle is …………………….

8. The last phase of customer life cycle is …………………….
9. In …………………… phase the evaluation and selection of the CRM product that best fits
the requirements of the organization is carried out.

10. System maintenance is a part of …………………… phase.



Caselet Employee Satisfaction Translates to Customer
Service Results

ecognizing that its unique advantage in the market is based on superior customer
service and that customer service is directly related to the satisfaction of its
Remployees, a 500-employee fleet leasing company determined to redesign its
Human Resources functions. The company felt it would improve employee retention by
establishing itself as an organization employees believed a good place to work. The
company believed that by establishing long-term careers; it could build a workforce
which would ensure the company’s success. Management retained a DHC consultant to
assist in establishing goals for the effort, to facilitating a cross-functional team, and direct
the implementation of solutions.
Seven initiatives were identified which would enhance employee skills and performance,
align individual goals with corporate goals while giving employees ownership and control
of their own success. Three of the seven initiatives were chosen for the first phase of
implementation because of their impact on the workforce.
Job Descriptions: To clarify expectations, assist in recruiting the right employees, provide
basic information for designing a compensation program, and provide a basis for
performance management, job descriptions were created for all positions and made
available to all employees on the LAN. A communication and training effort launched the
program and employees learned how to access, create and maintain job descriptions
company wide.
Performance Management Program: A performance management program was designed
to give employees ownership of professional development and performance improvement.
Emphasis was on collaborative goal setting, employee coaching, development, and
empowerment. Managers were trained in leadership and coaching skills to ensure success.
The program focused on developing employees and rewarding performance based on
critical, company-wide performance dimensions developed using focus groups. The
program was designed to open communication and collaboration, to standardize rating
systems, rating criteria and formats while allowing flexibility for departmental
requirements and changing business requirements.
Compensation Program: Senior management reviewed and redesigned the compensation
strategy to assure objective, consistent, equitable rewards for performance. Market analysis
Contd...

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