Page 84 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Unit 6: Customer Retention

1. Innovative Measures: Banks have relationship managers for selected customers, airlines Notes
have frequent flyer programs to reward loyal customers, credit card companies offer
redeemable bonus points for increased card usage, telecom service operators provide
customized services to their heavy users, and hotels have personalized services for their
regular guests. It is, however, with the rapid rise of new entrants into the market place and
increased competition that companies in other sectors have recognized the business
potential within a captured base.
2. Improved Operating Performance: Sluggish growth rates, intensifying competition and
technological developments businesses induced to reduce costs and improve their
effectiveness. Business process re-engineering, automation and downsizing reduced the
manpower costs. Financial restructuring and efficient fund management reduced the
financial costs. Production and operation costs have been reduced trough Total Quality
Management (TQM), Just in Time (JIT) inventory, Flexible Manufacturing Systems (FMS)
and efficient Supply Chain Management (SCM).
3. Increased Focus: However, reduction in costs alone is no longer enough or is necessarily
an effective strategy. In facing the competitive threats, such as new entrants, pricing
pressures, technology along with the related costs and also including the time lags in
procuring, maintaining and strengthening one’s market, more and more organizations
are realizing that the traditional marketing model is no longer effective. With a flood of
new entrants offering quality products and services at lower prices, many sectors have
been turned into commodity markets. In a market place where loyalty has plummeted
and the cost of acquiring new customers is prohibitive, companies have turned to their
current customers in an attempt not only to retain them but also to exploit the potential
within. This has enabled them not only to respond to the threats in their market place but
also positioned the strategically to take advantage of the opportunities available.

6.4 Keys for Customer Retention

Some of the techniques used in organizations to retain their customers are:
1. SFA (Sales Force Automation): CRM also incorporates enhanced sales force automation
(SFA) functionality. SFA puts account information directly in the hands of field sales staff,
making them responsible for maintaining it and thus helps them to be more productive.
Now, as part of CRM, SFA is also focused on cultivating customer relationships and
improving customer satisfaction.
2. TQM (Total Quality Management): TQM has been another driving force. TQM is aimed at
improving quality and reducing costs. The TQM philosophy has been prevalent in many
companies, which find it necessary to involve both suppliers and customers for
implementing TQM at all levels of the value chain. Companies like IBM, Motorola, General
Motors, Xerox, Ford and Toyota are consistent users of TQM and hence also of CRM. Other
programs like JIT supply and MRP (Material Resource Planning) have also made for the
use of interdependent relationship between supplier and customer.
3. SSA (Systems Selling Approach): SSA is yet another factor which has become more common
with the advent of digital technology and complex products. The systems selling approach
involves the integration of parts, supplies and the sale of services along with a particular
capital equipment. In the capital goods market, customers appreciate the idea of system
integration. Sellers have been able to sell augmented products and services. This has also
been extended to consumer packaged goods and services sector.
4. KAM (Key Account Management): Another offshoot of CRM has been the development of
key Account Management Program as some companies insisted upon new purchasing

LOVELY PROFESSIONAL UNIVERSITY 79