Page 264 - DMGT308_CUSTOMER_RELATIONSHIP_MANAGEMENT

Unit 10: Delivering Customer Offer

“better” than another. The task force recognized that this did not fit their organization’s Notes
values. Their goal was to meet customer needs, regardless of whether the relationship was
“transactional” or “Strategic”. Once again, a DHC structured approach yielded a workable
solution by redesigning the relationship types from a “pyramid” to a “continuum”.
Results

The executive level steering committee accepted the task force’s recommendations. Today
the organization is able to build actionable CRM strategies and to measure their return.
Because the whole process is based on relationship types defined by concrete activities,
the client is able to:

 Clearly define current relationship types in all functional areas.
 Gap those relationships versus customer requirements.
 Build actionable strategies based on the activities required to close gaps.
 Assess the potential ROI of implementing the resulting CRM strategy.
 Measure the results annually.

Questions
1. What is your understanding of the case?
2. Explain the case issue from your perspective.
3. Analyse the problem and offer suggestions in the favour of your answers.

Source: http://dechert-hampe.com/index.php/what-we-do/productivity-performance-improvement/
153-building-a-crm-strategy

10.4 Summary

 CRM strategies offer companies a complete view of their customers across the entire
organization.
 When implemented properly, a CRM strategy integrates all customer-facing and back
office applications with the same data. Companies reap large gains from these efficiencies
by offering better service and developing deeper relationships with customers.
 In order to achieve those gains, the implementation of the CRM strategy has to create a
360-degree view of the customer. This means merging the information silos maintained
by each department into a single data repository accessible by all departments.

 Selection of technology is vital to a successful CRM implementation. Selecting a package
approach, rather than tying together existing individual components, enables each
department to tie into the same database with systems that speak the same “language.”

 Implementation of a CRM strategy is by no means a project for the IT department alone.
 Marketers must be directly involved in the process because they will ultimately win or
lose based on the quality of the outcome.

 If implemented properly, a CRM strategy enables marketers to interact with customers
armed with useful information.

 Additionally, by analyzing existing customer data, marketers have better tools to build
future marketing campaigns, increase sales and drive ROI.

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