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Introduction Strategic Framework Managerial Applications of Framework Future Research Opportunities Conclusion

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Developed a strategic framework for CRM that helps broaden the understanding & role Identified five key cross-functional CRM processes Developed process-based framework for CRM strategy & Implementation

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Employee a customer centric approach Processes were aligned to ensure customer satisfaction Sufficient resource allocation IMC:
All the departments work together to a single unified vision Customer culture is practiced Remove waste activities Emphasis on value addition

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CRM is not a system but a philosophy Problems Faced:

IMC & Standard Chartered were able to minimize the adverse effects of change through planning

getting all the employees on the same boat fears of downsizing training rejection of the system as soon as attention of top management diverted

Created awareness about the impact of change well in advance before changes were made

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Data entering a CRM system determines the difference between success & failure of a CRM Data quality is critical Pak Suzuki relies heavily on data collected by research companies rather than its internal research Scrubbing tools to cleanse data reduce dirty data

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CRM Philosophy: Customer Focus All actions had to add value to the customer IMC & Sc:.
Training was provided before installing the system Strong advantage prepared the end users in advance provided ample time for users to discuss their apprehensions and queries
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Pak Suzuki made sure that a certain amount of time was made available for possible disruptions
sales territories were being redesigned great impact over the CRM the disruption time was used for
changing the existing sales territory structure incorporating the changes in the existing plan

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Creating CRM Awareness & Understanding

CRM Readiness Assessment

CRM Change Management

CRM Project Management

Employee Engagement & Empowerment

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The Strategy Development Process

The Creating Value Process

Multiple Channel Integration Process

Information Management Process

Performance Evaluation Process

Organizing for CRM Implementation

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Five key CRM processes

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CREATING CRM AWARENESS AND UNDERSTANDING

CRM READINESS ASSESSMENT

PROCESS 1: STRATEGY DEVELOPMENT

CRM PROJECT MANAGEMENT

PROCESS ENABLEMENT PROCESS 2: CREATING VALUE PROCESS 3: MULTIPLE CHANNEL INTEGRATION PROCESS 4: INFORMATION MANAGEMENT

EMPLOYEE ENGAGEMENT AND EMPOWERMENT

PROCESS 5: PERFORMANCE EVALUATION

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CRM CHANGE MANAGEMENT

Awareness refers to full understanding. The process for creating awareness is to:

Problems are caused undesired employee performance Four Conditions for Desired Performance:
AWARENESS of what constitutes desired performance ABILITY to do it RESOURCES to do it MOTIVATION to do it
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Describe the performance you desire in terms of the WHOLE Picture

Effective Change Management Program Is Essential Several Recurrent Change Management Issues Emerged:
The Need To Establish A Senior Sponsor For CRM Creating A CRM Vision Facilitating Improved Cross-functional Working Within The Organization, Training And Incentives Regarding Usage

Senior level understanding, sponsorship and leadership are clearly critical in a complex CRM implementation
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Two CRM implementation approaches adopted by organizations:

A dominant hard implementation of CRM A soft implementation of CRM

In Pakistan simple project management is not much popular

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Employees have a crucial role to play within the CRM processes and implementation activities Employee engagement starts with the recruitment process Employees need to be motivated to use their discretion in order to deliver a better quality service to customers Engaging employees involves creating the right culture and climate for employees to operate in

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Research was based on large companies No exploration of CRM strategy in nonbusiness areas No attempt to identify highly specific components in particular industry settings Main attention was not on enterprises seeking to develop strong relationships with their customers

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