CRM Projct

A study to Understand the Concept of Customer Relationship Management with Reference to Medreich Life Care ltd., Bombay

Chapter 1

INTRODUCTION

MARKETS:

The concepts of exchange and relationships lead to the concept of a

market. A market is the set of actual and potential buyers of a product.

These buyers share a particular need or want that can be satisfied through

exchange relationships.

Marketing means managing markets to bring about profitable customer

relationships. However, creating these relationships takes work. Sellers must

search for buyers, identify must first create a need-satisfying marketing offer

(product). It must decide how much it will charge for the offer (price) and how

it will make the offer available target consumers (place).Finally, it must

communicate with the target customers about the offer and persuade them of

its merits (promotion).

MARKETING:

Marketing is the business function that identifies customer needs and

wants. Creating customer value and satisfaction are the heart of modern

marketing thinking and practice. Marketing is the delivery of customer

satisfaction at a profit.

Many people think of marketing only as Selling & advertising. But

selling & advertising are Only the tip of marketing. Marketing means

managing markets to bring about exchanges and relationships for the

purpose of creating value and satisfying needs & wants.

Today, marketing must be understood not in the old sense of making a

sale – ‘’telling and selling’’ – but in the new sense of satisfying customer

needs. If the marketer does a good job of understanding consumer needs;

develops products that provide superior value; and prices, distributes, and

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promotes them effectively, these products will sell very easily. Thus, selling

and advertising are only part of a larger ‘’marketing mix’’ – a set of marketing

tools that work together to satisfy customer needs and build customer

relationships.

Broadly defined, marketing is a social and managerial process by

which individuals and groups obtain what they need and want through

creating and exchanging value with others. In a narrower business context,

marketing involves building profitable, value – laden exchange relationships

with customers. Hence, we define marketing as the process by which

companies create value for customers and build strong relationships in order

to capture value from customers in return.

CUSTOMER NEEDS, WANTS, AND DEMANDS:

The most basic concept underlying marketing is that of human needs.

Human needs are states of felt deprivation. They include basic physical

needs for food, clothing, warmth, and safety: social needs for belonging and

affection: and individual needs for knowledge and self – expression.

Marketers did not create these needs: they are a basic part of the human

makeup.

Wants are the form human needs take as they are shaped by culture

and individual personality. An American needs food but wants a Big Mac,

French fries, and a soft drink. A person in Mauritius needs food but wants a

mango. Rice, lentils, and beans. Buying power shapes wants, wants become

demands. Given their wants and resources, people demand products with

benefits that add up to the most value and satisfaction.

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Marketing Management concepts

Production Product Selling Marketing Societal

ExistingSelling &Profits throughFactoryproductspromotingsales volume


MARKETING MANAGEMENT:

The analysis, planning, implementation and control of programs design

to create, build and maintain beneficial exchanges with target buyers for the

purpose of achieving organizational objectives.

Production concept:

Management should focus on improving production and distribution

efficiency. When the demand for a product exceeds the supply, management

should looks for ways to increase production. When the products cost is too

high, improved productivity is needed to bring it down.

Product concept:

Consumer will favour products that offer the most quality, performance

and innovative features. Thus, an organization should devote energy to

making continues product improvements.

Selling concept:

Consumers will not buy enough of the organizations products unless its

under takes large-scale selling and promotion effort.

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CustomerIntegratedProfits throughMarketneedsmarketingcustomer satisfaction


Selling:

Selling is also important function of marketing. It is the process where

by goods and services finally flow to the customers who need them. Selling

focuses on the needs of the seller.

Marketing concept:

The marketing concept holds that achieving organizational goals

depends on determining the needs and wants of target markets and delivering

the desired satisfaction more effectively and efficiently than to competitors.

Marketing means obtaining customers. Marketing focuses on the

needs of the purchaser. Makes profits by creating long term customer

relationships based on customer value and satisfaction.

Societal concept:

The societal marketing concept holds that the organization should

determine the needs, wants and interests of target markets.

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CUSTOMER RELATIONSHIP MANAGEMENT

Customer Relationship Management entails all aspects of interaction a

company has with its customer, whether it is sales or service related; it starts

with the foundation of relationship marketing. CRM is a systematic approach

towards using information and ongoing dialogue to built long losing mutually

beneficial customer relationship. The use of CRM technology forms the crucial

front-end of any e-business strategy, essentially CRM has emerged as

convivial weapon in the hands of the industry laggards as well as leaders to

cascade the business suites; the only touch point which is formulating this

base is the awareness amongst the corporatists to suffice the customers

already available to the companies to large extent.

In today’s first-paced competitive business environment it’s more

important than ever to create and maintain long-losing business relationships.

Today, Customer Relationship Management (CRM) manages business

process spanning sales, support, and marketing creating effective customer

interactions. Given the purpose of CRM, the functionality is straightforward,

and the benefits of successful deployments clearly generate value and

profitability for any company. Grate CRM solutions need to encourage users

to interact with the application as well as be in-tune with the business and IT

cost-saving needs.

“For the modern-day CRM to be world class it needs to be

revolutionary in market incursion and evolutionary in technological up

gradation.”

Today the major business focus is towards endowing value addition to

the sales cycle, and customer retention rather than constructing a new

customer base which is costlier and also an uncertain chase from business

perspective. The basic philosophy behind CRM is that a company’s

relationship with the customer would be the biggest asset in the long-run.

It is now vital for CRM vendors to develop a sound understanding of

their target organizations customer and deliver them with solutions which help

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in achieving long-term business relations with their customers. Vendors must

also build long-term customer relationship management strategies with the

end-user organizations to assure a series of deployments, and hence

ensuring a regular revenue stream for themselves as well as their customers.

Before implementing any Customer Relationship Management solution

in the organization there are many questions which need a comprehensive

explanation from the user’s point of view.

o What is the added value preposition of the CRM to the organization?

o What would be the environment under which the implementation

done?

o How would the synergies be reflecting in the processes of the

company?

These are mere stencils of the holistic scenario prevalent right now, and

are to a great extent a factor which harms the opportunities of long-term

survival for any CRM vendor.

CRM stands for Customer Relationship Management. It is a strategy

used to learn more about customers' needs and behaviors in order to develop

stronger relationships with them. After all, good customer relationships are at

the heart of business success. There are many technological components to

CRM, but thinking about CRM in primarily technological terms is a mistake.

The more useful way to think about CRM is as a process that will help bring

together lots of pieces of information about customers, sales, marketing

effectiveness, responsiveness and market trends.

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GOALS OF CRM:

The idea of CRM is that it helps businesses use technology and human

resources to gain insight into the behavior of customers and the value of

those customers. If it works as hoped, a business can:

Provide better customer service

Make call centers more efficient

Cross sell products more effectively

Help sales staff close deals faster

Simplify marketing and sales processes

Discover new customers

Increase customer revenues

It doesn't happen by simply buying software and installing it. For CRM to

be truly effective, an organization must first decide what kind of customer

information it is looking for and it must decide what it intends to do with that

information. For example, many financial institutions keep track of customers'

life stages in order to market appropriate banking products like mortgages or

IRAs to them at the right time to fit their needs.

Next, the organization must look into all of the different ways

information about customers comes into a business, where and how this data

is stored and how it is currently used. One company, for instance, may

interact with customers in a myriad of different ways including mail

campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales

force staff and marketing and advertising efforts. Solid CRM systems

Link up each of these points. This collected data flows between

operational systems (like sales and inventory systems) and analytical systems

that can help sort through these records for patterns. Company analysts can

then comb through the data to obtain a holistic view of each customer and

pinpoint areas where better services are needed. For example, if someone

has a mortgage, a business loan, an IRA and a large commercial checking

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account with one bank, it behooves the bank to treat this person well each

time it has any contact with him or her.

NEED FOR A CRM PROJECT:

Not really. But one way to assess the need for a CRM project is to

count the channels a customer can use to access the company. The more

channels you have, the greater need there is for the type of single centralized

customer view a CRM system can provide.

How long will it take to get CRM in place

A bit longer than many software salespeople will lead you to think.

Some vendors even claim their CRM "solutions" can be installed and working

in less than a week. Packages like those are not very helpful in the long run

because they don't provide the cross-divisional and holistic customer view

needed. The time it takes to put together a well-conceived CRM project

depends on the complexity of the project and its components.

CRM cost:

A recent (2001) survey of more than 1,600 business and IT

professionals, conducted by The Data Warehousing Institute found that close

to 50% had CRM project budgets of less than $500,000. That would appear to

indicate that CRM doesn't have to be a budget-buster. However, the same

survey showed a handful of respondents with CRM project budgets of over

$10 million.

What are some examples of the types of data CRM projects

should be collecting?

Responses to campaigns

Shipping and fulfillment dates

Sales and purchase data

Account information

Web registration data

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Service and support records

Demographic data

Web sales data

SUCCESSFUL CRM IMPLANTATION

Break your CRM project down into manageable pieces by setting up

pilot programs and short-term milestones.

Starting with a pilot project that incorporates all the necessary

departments and groups that gets projects rolling quickly but is small

enough and flexible enough to allow tinkering along the way.

Make sure your CRM plans include a scalable architecture framework.

Don't underestimate how much data you might collect (there will be

LOTS) and make sure that if you need to expand systems you'll be

able to.

Be thoughtful about what data is collected and stored. The impulse will

be to grab and then store EVERY piece of data you can, but there is

often no reason to store data. Storing useless data wastes time and

money.

Recognize the individuality of customers and respond appropriately. A

CRM system should, for example, have built-in pricing flexibility.

CRM projects to fail:

Many things from the beginning, lack of a communication between

everyone in the customer relationship chain can lead to an incomplete picture

of the customer. Poor communication can lead to technology being

implemented without proper support or buy-in from users.

For example, if the sales force isn't completely sold on the system's

benefits, they may not input the kind of demographic data that is essential to

the program's success. One Fortune 500 company is on its fourth try at a

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CRM implementation, primarily because its sale force resisted all the previous

efforts to share customer data.

10 Tips for implementing customer self-service

Learn everything about your customers.

Conduct focus groups to ensure that they want self-service.

Define clear business goals.

Evaluate the technology for its technical and financial merits.

Does it match your customer base? Will it boost profitability?

Offer training to employees.

Expect this to be an iterative process that requires making changes

as

you learn more about your customers.

Develop an effective way to measure results.

Under promise and over deliver.

Customer relationship management is a business strategy to select

and manage the most valuable customer relationships. CRM requires a

customer-centric business philosophy and culture to support effective

marketing, sales, and service processes. CRM applications can enable

effective customer relationship management, provided that an enterprise has

the right leadership, strategy, and culture.” -The CRM Primer,

www.crmguru.com

BENEFITS OF A CRM PROGRAM

Cultural changes

The four phases of implementation

a. Research & Best practices: Ben

b. Casino case: Jason

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http://www.crmguru.com/


IT’s role in CRM:

Improved customer retention

Greater retention results in a larger future customer base

CRM’s relation to the supply chain

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Chapter 2

INTRODUCTION TO ORGANISATION

INTRODUCTION

Medreich is a fully integrated pharmaceutical company with an

established presence across the globe. The company is involved in the

manufacturing and marketing range of pharmaceutical preparations in various

dosage forms catering to diverse Therapeutic categories, across various

geographies.

Medreich has state of the art Formulation Development centre housing

competence to develop products with a focus on NDDS.

Medreich has in house capability to ensure regulatory compliance in regulated

markets across the globe.

With a client base spread across 54 countries, the company is involved

in manufacturing of formulations for multinationals like GSK, Pfizer, Sanofi

Aventis, Wyeth, Adcock Ingram, Mylan, Actavis and many other customers.

With more than 2000 employees worldwide, Medreich has built a

reputation for raising the bar on product quality while maintaining high

standards of service levels.

ABOUT MEDREICH

Medreich facilities have received the seal of approval from leading

global regulatory bodies such as -UK MHRA, Australia TGA, SA MCC, Health

Canada, and French AFSSAP, GCC, PIC, regulatory bodies of various

countries in the African continent and independent bodies like UNICEF and

MSF.

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A blend of manufacturing, research and development, documentation

services, deep insights in the pharmaceutical domain, enduring partnership,

and above all the passion to win, translates into the Medreich advantage in

the areas of Quality, Innovation, Value addition and Every Time - On Time

deliveries.

The specialized and premier positioning is the result of years of

planned investment in manufacturing facilities, client servicing, people and

technology.

Medreich has six manufacturing facilities in India and one in Spain built

to comply with standards stipulated by international regulatory bodies and

multinational pharmaceutical companies.

Medreich was one of the early companies to have a dedicated

betalactam manufacturing facility in early 90's. In addition to this betalactam

facility Medreich now has two dedicated Cephalosporin manufacturing

facilities.

HISTORY

In 1994, when Smithkline Beecham tasked Medreich plc to source

quality generic drugs, for its Africa operations, it came upon a little company

that had world class quality parameters. This company was guided by the

Beecham technical and regulatory protocols that it used in its own facility in

UK. The little company, Medreich, has come a long way since then. But the

guiding principles remain the same - aim to make a difference through

leveraging technological excellence by way of building partnerships with

strong and vibrant local partners, around the globe.

GLOBAL REACH - Local Partnerships

The combination of worldwide scale and local insight gives the

organisation solid foundations on which to grow. Good internal and external

communication between the partners and the centre will help ensure long-

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term prosperity. The organisation nurtures the key values of customer,

performance, innovation and sense of urgency in the way we work.

SUBSIDIARIES & JOINT VENTURES

MEDREICH FRANCE SARL

LDP LABORATORIOS TORLAN SPAIN SA

MEDREICH PLC

MEDREICH NIGERIA LTD.

MEDREICH SA (PTY) LIMITED

MEDREICH FAR EAST LIMITED

MEDREICH KALI MACAU LIMITED

PHARMAZEN MEDICALS PTE LIMITED

MEDREICH AUSTRALIA PTY LIMITED

MILESTONES

2011 Medreich Lifecare

2009 Entry to Domestic Market

2008 Formation of GENOVO JV with Substipharm. France;

Commissioning of New R&D facility.

2007 JV with Adcock Ingram, South Africa; Commissioning of new

Cephalosporin site (Hyderabad); Additional solid dose site.

2005 Globalisation Medreich Ltd. formation; Internationl investor

(Temasek, Singapore)

2004 Technology driven: Formulation Development, Regulatory

Affairs, Clinical Research.

2000 Exclusive Manufacturer of branded products for MNC's in India;

GSK, Pfizer, Sanofi.

1999 Leading Manufacturer of Generics for Developed Markets:

(MHRA, MCC, TGA approved)

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1994 Preferred partner to produce products for Smithkline Beecham

HSA program.

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FAST FACTS ABOUT MEDREICH

1) The Antibiotics Specialist

2) We make 2 of the top selling drugs in the Indian Market place for Pfizer

and GSK.

3) Regulatory approvals from the MHRA in UK, TGA in Australia.

4) AUGMENTIN for GSK is made by us in a dedicated Betalactum facility.

5) Formulations include solid dosages tablets and capsules as well as

injectables. We Produce products exclusively for Wyeth and Sanofi

Aventis.

6) We have a dedicated CEPHALOSPORIN facility.

7) We have a capability to produce over 500 products.

8) Our R& D venture Genovo employs over 75 scientists.

9) Our Regulatory team has around 25 people with expertise in Dossiers.

10)Fifteen nationalities across the globe.

11)Renowned names like Actavis, Pfizer, Wyeth, Merck, GSK, Sanofi

Aventis, Pharmacare and Adcock Ingram are just a few of the

growing list of global pharma majors that have strong and

synergistic partnerships with us.

12) We also offer Tropicalized Packaging, Slow release palatables and

Soft Gels.

13)Expertise in Advanced Released Technologies (SR, IR, ER..etc) and

Codeine based products

14)International Scientific Advisory Board with reputed scientists from UK,

Europe and Asia.

15) Large number of Stock Keeping Units, internationally approved.

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PRODUCTS:

PENICILLINS

FLEMING - Co-Amoxiclav

PROMOX - Amoxicillin

REICHLOX - Ampicillin and cloxacillin

RYFLOX - Flucloxacillin

REICHLIN - Ampicillin

PENVIN - Phenoxy Methyl Penicillin

CEPHALOSPORINS

AXACEF - Cefuroxime Axetil

ROXICEF - Cefuroxime Sodium

ZAFALEX - Cephalexin

ZOXIM - Cefixme

ZIDIM - Ceftazidime

ZOXON - Ceftriaxone

ZOTAX - Cefotaxime

ZOCEF - Cefradine

QUNILONES

NORZOL - Norfloxacin & Tinidazole

PROXACIN - Ciprofloxacin

SURFLOX - Norfloxacin

CARDIOVASCULAR & DIABETES

CORSTAT - Simvastatin

GUAMET - Metformin

CAREDIN - Nifedipine

AMEDIN - Amlodipine

MAPRIL - Ramipril

LIPRIL - Lisinopri

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http://www.medreich.com/lipril.php

http://www.medreich.com/mapril.php

http://www.medreich.com/amedin.php

http://www.medreich.com/caredin.php

http://www.medreich.com/guamet.php

http://www.medreich.com/corstat.php

http://www.medreich.com/surflox.php

http://www.medreich.com/proxacin.php

http://www.medreich.com/norzol.php

http://www.medreich.com/zosef.php

http://www.medreich.com/zotax.php

http://www.medreich.com/zoxon.php

http://www.medreich.com/zidim.php

http://www.medreich.com/zoxim.php

http://www.medreich.com/zafalex.php

http://www.medreich.com/roxicef.php

http://www.medreich.com/axacef.php

http://www.medreich.com/penvin.php

http://www.medreich.com/reichlin.php

http://www.medreich.com/ryflox.php

http://www.medreich.com/reichlox.php

http://www.medreich.com/promox.php

http://www.medreich.com/fleming.php


EURIL - Enalapril

TELOL - Atenolol

ANTI FUNGALS

LUCON - Fluconazole

FUNGRAL - Ketoconazole

TEBINISIL - Terbinafine

ANALGESICS

UNCLE JOE - Paracetamol

DYMOL - Diclofenac Sodium + Paracetamol

IBEX - Paracetamol, Ibuprofen & Caffeine

MYOLIEVE - Chlorzoxazone + Paracetamol

BRUMED - Ibuprofen

PARAFLAM - Ibuprofen And Paracetamol

COLDEEZ - Paracetamol + Chlorphenamine Maleate + Phenylephrine

Hydrochloride

TRUGESIC

ANTIHISTAMINES

HISTACET - Cetirizine

CEZINE - Promethazine

LOTIN - Loratadine

ESLOTIN - Desloratadine

OTC RESPIRATORY

MUCODIL SYRUP - Terbutaline Sulphate,

Bromohexine Hcl & Guaiphenisin Expectorant

TUSSEX SYRUP - Paracetamol, Dextromethorphan Hbr, Guaiphenisin

& Menthol

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http://www.medreich.com/tussex-liquid.php

http://www.medreich.com/tussex-liquid.php

http://www.medreich.com/mucodil.php

http://www.medreich.com/mucodil.php

http://www.medreich.com/eslotin.php

http://www.medreich.com/lotin.php

http://www.medreich.com/cezine.php

http://www.medreich.com/histacet.php

http://www.medreich.com/trugesic.php

http://www.medreich.com/coldeez.php

http://www.medreich.com/coldeez.php

http://www.medreich.com/paraflam.php

http://www.medreich.com/brumed.php

http://www.medreich.com/myolieve.php

http://www.medreich.com/ibex.php

http://www.medreich.com/dymol.php

http://www.medreich.com/uncle_joe.php

http://www.medreich.com/tebinisil.php

http://www.medreich.com/fungral.php

http://www.medreich.com/lucon.php

http://www.medreich.com/telol.php

http://www.medreich.com/euril.php


ANTIMALARIALS

MALAREICH - Sulfadoxine& Pyrimethamine

MALAFIN - Sulfamethoxypyrazine & Pyrimethamine

LOQUIN - Amodiaquine Hydrochloride

QUINORAL - Quinine Sulphate

QUININJECT - Quinine Dihydrochloride

ARMACT - Amodiaquine Hydrochloride & Artesunate

ARTRIN - Artemether + Lumefantrine

ANTI ULCERANTS

OMIZEC - Omeprazole

ULTICER - Ranitidine

CETIDINE - Cimetidine

OTHER ANTI INFECTIVES

C-CIN - Clindamycin

TRIMOPRIM - Co - Trimoxazole

BIOZOLE - Metronidazole

ELISCA - Chloramphenicol

RYCIN - Erythromycin

XYCLIN - Doxycycline

EVRIL - Gentamycin

AZIMAX - Azithromycin

MEDREICH LIFECARE PRODUCTS

ARGINITRIC- L-arginine

BENZOCLAV - Co-amoxiclav

AXACEF - Cefuroxime Axetil

EZYFLEX - Phenyramidol Hydrochloride

REOSTIN - Glucosamine Hydrochloride

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http://www.medreich.com/reostin.php

http://www.medreich.com/ezyflex.php

http://www.medreich.com/axacef2.php

http://www.medreich.com/benzoclav.php

http://www.medreich.com/arginitric.php

http://www.medreich.com/azimax.php

http://www.medreich.com/evril.php

http://www.medreich.com/xyclin.php

http://www.medreich.com/rycin.php

http://www.medreich.com/elisca.php

http://www.medreich.com/biozole.php

http://www.medreich.com/trimoprim.php

http://www.medreich.com/ccin.php

http://www.medreich.com/cetidine.php

http://www.medreich.com/ulticer.php

http://www.medreich.com/omizec.php

http://www.medreich.com/artrin.php

http://www.medreich.com/armact.php

http://www.medreich.com/quininject.php

http://www.medreich.com/quinoral.php

http://www.medreich.com/loquin.php

http://www.medreich.com/malafin.php

http://www.medreich.com/malareich.php


TRABICAL TABLETS - Calcium, osteominerals and osteovitamins

with calcitriol

TRABICAL SYRUP - Calcium, Calcitriol

DUORANDIL - Nicorandil

MEDVITE DROPS - Syrup and Tablets Multivitamin, multiminerals

METACROME - Multivitamin, multimineral with Chromium picolinate

and biotin

FEROLACT TABLETS AND SYRUP - Iron, folic acid, vitamin B12

NATOLAC - Docosahexanoic Acid

NATOLAC - FM - Docosahexanoic acid, Folic acid and

Methylcobalamin

VAGIMYCIN - Clindamycin & Clotrimazole

COMENSAL - Saccharomyces Boulardii

GLYCLAMIN - Metformin & Gliclazide

FRUTCEE - Mineral Ascorbate

TRAPCID - Rabeprazole Sodium

SUPRACID - Supracid

NATOZ - Antioxidants

GISSICOR - Marine source omega 3 fatty acids

RIMS Chandrapur 20

http://www.medreich.com/gissicor.php

http://www.medreich.com/natoz.php

http://www.medreich.com/supracid.php

http://www.medreich.com/trapcid.php

http://www.medreich.com/frutcee.php

http://www.medreich.com/glyclamin.php

http://www.medreich.com/comensal.php

http://www.medreich.com/vagimycin.php

http://www.medreich.com/natolac-fm.php

http://www.medreich.com/natolac-fm.php

http://www.medreich.com/natolac.php

http://www.medreich.com/ferolact.php

http://www.medreich.com/metacrome.php

http://www.medreich.com/metacrome.php

http://www.medreich.com/medvite.php

http://www.medreich.com/duorandil.php

http://www.medreich.com/trabical_syrup.php

http://www.medreich.com/trabical_tablets.php

http://www.medreich.com/trabical_tablets.php


ORGANISATION CHART

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Chapter 3

REVIEW OF LITERATURE

1) A LEADING PHARMACEUTICAL COMPANY USES CRM AND

BI TO DRIVE BUSINESS RESULTS; Company Name Pliva International

d.o.o. www.pliva.com

Story of Success

PLIVA is the European subsidiary of Barr Pharmaceuticals, Inc., a

global specialty pharmaceutical company engaged in the development,

manufacture and marketing of generic and proprietary pharmaceuticals,

biopharmaceuticals and active pharmaceutical ingredients. Barr

Pharmaceuticals is the third largest manufacturer of generic pharmaceuticals

in the world. PLIVA was established in 1921 and with headquarters in

Zagreb, Croatia, it is the leading Central and Eastern European

pharmaceutical company with a portfolio of more than 1,200 products

competing in over 30 countries worldwide, including the key markets of

Croatia, Germany, Poland and Russia. PLIVA’s success in the highly

competitive pharmaceuticals market is highly dependent on its sales team,

working with customers that include hospitals, pharmacies and other medical

care institutions using PLIVA products. To ensure success of their sales

force, PLIVA is constantly looking to provide them with the tools they need to

do their work. In providing these tools, the company has faced a number of

challenges. Sales teams in different countries were using different software

tools to support their business processes. All of the solutions used had

specific limitations and the company was looking to replace them with a

unified solution that would provide all the necessary functionalities.

RIMS Chandrapur 22

http://www.pliva.com/


2) Customer Relationship Management in the Pharmaceutical

Industry; T. Puschmann R. Alt

Customer centricity has long been a guiding principle for many

businesses. However, it is usually limited to marketing existing products with

as strong a customer focus as possible. Corporate strategy remains product-

centered. Customers typically have a fractured view of an enterprise.

Conversely, the enterprise has only a splintered view of the customer,

determined by different customer contact points, as customer information is

usually locked in departmental silos. This article argues that trends like

electronic commerce drive the need for a more customer-centric view.

Customer relationship management, which is built on an integrated view of

the customer across the whole organization, is currently being discussed as

an appropriate concept for achieving this. To illustrate the elements of the

concept, a case study undertaken at a pharmaceutical company provides the

necessary empirical evidence.

3) Perspective: The Changing Face of Pharma CRM; Eric

Newmark

This IDC Health Insights Perspective evaluates the changing

landscape of CRM and SFA in the pharmaceutical industry and

discusses manufacturers' needs and challenges and the software

applications most broadly utilized.

IDC Health Insights recently finished conducting a six-month research

effort to review the current vendor landscape in the pharmaceutical CRM

space. This effort was conducted in response to a significant increase in

inquiries received by IDC Health Insights' clients around pharma CRM and

SFA. Inquiries were foremost focused on the United States but also

contained significant international concerns due to increasing globalization

RIMS Chandrapur 23

http://dl.acm.org/author_page.cfm?id=81100482007&coll=DL&dl=ACM&trk=0&cfid=286344753&cftoken=77866952



occurring within many pharmaceutical companies along with many

manufacturers looking to reduce CRM to a single global instance. To update

and confirm existing IDC market share data on this space, IDC Health

Insights spoke with dozens of pharmaceutical companies and surveyed all

major CRM vendors serving this market on both their current customer list

and their user install base. Each vendor was willing to share this

information to varying degrees. IDC Health Insights combined this information

with its own research to calculate the projected market share data discussed

in this report.

4) Is pharma serious about customer relationship management?;

Kevin Dolgin

In our marketing excellence focus month, Kevin Dolgin compares the

role of a sales rep in the financial industry with the pharmaceutical industry. In

particular, Kevin looks at how customer-facing personnel build and maintain

relationships and how the introduction of predictive analysis could affect

pharma.

Years ago, the job of a pharmaceutical sales representation was to visit

doctors as much as possible. During the visit, the rep was supposed to deliver

the same pre-determined message as every other rep – consistency was key

and the same message was delivered to all the reps’ physicians. Reps were

also expected to contribute substantially to the question of who, exactly to

see; they could re-assign doctors to different segments, within certain

limitations.

Of course, these days, everything is different. Most reps are expected

to make as many calls as possible to physicians, taking care to present the

same thing to everyone while providing significant input into the constitution of

their target lists.

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Oh, wait, nothing much seems to have changed. Strange, really, since

direct sales are an extraordinarily expensive channel of promotion and

physicians themselves are increasingly limited in their prescription discretion.

Of course, that’s one of the principle reasons there are fewer reps, but it’s

rather striking that the underlying nature of the job hasn’t really changed much

at all.

I can hear you protesting… it’s totally different being a rep now than it

was ten or fifteen years ago. There are far more restrictions on what can be

done with physicians, for one thing. True enough, but this is just restricting the

industry in its movements, not redefining the rep’s role, and for the most part,

the reaction has been to try to figure out how to maintain the old model

despite these restrictions. Not much of a change, that.

But wait, back then our systems weren’t as sophisticated. Now, reps

have computers, some have iPads. We spent millions with Siebel and

Cegedim to buy ourselves some customer relationship management, you’ll

say. But let’s face it, you can’t buy customer relationship management any

more than you can buy respect, all you can do is buy the systems that should

make it easier, and in the end, most of those systems were primarily used to

generate key performance indicators (KPIs) about reach and frequency and

coverage at frequency, or whatever KPIs you use. That’s not CRM, CRM is a

way of doing business, and it involves managing the relationship between the

customer and the company.

5) Transformation in the Pharmaceutical Industry – Developing

Customer Orientation at Pharma Corp ; Rainer Alt

Abstract

The pharmaceutical industry is in the midst of a fundamental

transformation. Institutional regulations that have been in place for decades

are being removed and competitive pressures force pharmaceutical

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companies to adopt customer-oriented strategies. Information technology

which has traditionally been applied to many processes in this industry is an

important enabler for the interaction with key customer segments such as

physicians and patients. However, developing and transforming customer

relationships is merely a technological undertaking. Changes are required

regarding strategy, processes as well as the systems architecture. To

develop an integrated customer relationship management strategy this

research draws on elements from established business redesign. The

emphasis is on portals that bundle services for the patient’s and physician’s

customer processes. This architecture framework has been elaborated in

cooperation with nine companies and applied at a major pharmaceutical

company.

Summary and Outlook

Deregulation, cost pressures, and new Internet channels are forcing

pharma companies to adopt customer-oriented strategies and to reflect the

sustainability of their existing strategies. CRM systems and customer process

portals are becoming strategic necessities that determine customer retention

as well as the operational efficiency of sales and marketing processes.

Pharma companies face transformations on three levels. The business

architecture supports the positioning regarding the target customer segments

and electronic intermediaries. The process architecture identifies customer

processes for each segment and derives portal services which can also be

sourced from external service providers. Finally, the system architecture

reflects the organizational culture and enables interoperability across

eterogeneous applications. Pharma Corp estimates that the CRM architecture

leads to benefits in two areas.

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6) SOCIAL CRM AND ITS IMPACT ON PHARMACEUTICAL

INDUSTRY MR. SHUVAM CHATTERJEE

ABSTRACT

In the recent years, the rise of social networking has not only created a

new social structure where individuals across geographies are tied up more

cohesively, but has also given rise to a fresh area of study in Sociology, which

gives a new tool to scholars and practitioners for understanding human, and

more importantly consumer behavior. Social networking tools have started

acting as a repository of information contributed by linked customers. A focus

study of the content can actually help companies in understanding the

customer’s experience with the company’s product or service which in turn

can be translated to enhanced customer satisfaction. Socially created content

could also be used to attract new customers. Moreover, a check on such

content can also help companies avoid any possible damage to their brand

equity. This paper tries to analyze the current customer relationship

management concepts and set of difficulties that they face. The paper tries to

point out the new possibilities offered by social networking tools and it would

map the solution to the listed problems with these possibilities. The paper tries

to pinpoint the effects of increasing adaptation of viral marketing on the CRM

practices and would therefore study the implications of a tie up in one of the

important vertical such, Pharmaceuticals.

CONCLUSION

Social networking provides a great opportunity for the pharmaceutical

industry to come near to their customer and reach out to new customers. The

enormous growth in the social networking will be replicated in the developing

countries like India after an extensive coverage in the developed markets. The

social networking could be a very strong and effective medium for the pharma

industry to communicate their values and strategies to their customers.

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7) CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY (A

TEACHING CASE STUDY) ; Tamilla Curtis; Donald Barrere; Tom Griffin

Despite the benefits offered by the integration of customer relationship

management (CRM) strategy with advanced technology, many companies

still fail to see competitive advantage results promised by CRM. This case

study provides a platform for student analysis and discussion in this area.

This case study is presented in two parts. The first part describes the

unsuccessful implementation of an integrated CRM system within a midsize

financial firm based in the US; the second part provides an overview of CRM

development in Russia of two telecommunication companies. Suggested

questions for discussion are presented. Appendix A provides an overview of

CRM that can be employed at the option of an instructor to transition between

a specific curriculum and the case. Teaching notes (including example

responses for each discussion question) are available by contacting the

corresponding author.

With the growing emphasis on customer knowledge in service

industries CRM strategy can be a very useful tool for managers. Whether or

not a business focuses its effort on production innovation, operation

efficiency or low price, companies must have customers (Peppers and

Rogers, 2004). CRM helps companies realign their resources in order to

increase operational activity and place the consumer at the center of the

business. A CRM strategy is aimed at delivering a superior customer

experience in order to create stronger customer relationships, which lead to

customer loyalty.

In a global arena it seems that customer relationship is understood in a

similar way (Ramaseshan et al., 2006). However, in emerging economies,

customer service will continue to be ignored until finances become available

to secure a firm's existence (Hisrich, 1996). CRM strategies, including the

technological aspect, are not as simple as they seem. Though there is

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sufficient empirical research to design and implement a successful CRM

strategy, it does not guarantee a desired outcome though causes of high

failure rates of CRM can be isolated and effectively managed. Despite a large

number of success stories, many companies face a number of problems with

CRM implementation even within a single market (Ramaseshan, et al., 2006).

8) CUSTOMER RELATIONSHIP MANAGEMENT

IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR

Elizabeth A. Sea; Trevor G. Hartland;, Mohamed S. Abdel-Wahab and

Christopher G. Miller

Construction Skills (CS), Sector Skills Council for the construction

industry, has a remit of addressing the skills and training needs of the

construction sector. With employers being the key customers for CS it is

essential to have a Customer Relationship Management (CRM) programme in

place to address employers‟ training needs. The aim of this study is to

investigate the factors that would aid successful implementation of a CRM

programme at CS. A succession of in-depth interviews together with a focus

group revealed the importance for a commonly agreed understanding of what

constitutes a successful CRM programme, and that this process should be

clearly defined and communicated across the whole organisation. It was

further found that there is a need for top management commitment and a

supportive organisational structure in order to successfully implement a CRM

programme at CS. An efficient CRM programme is seen as a prerequisite to

CS' effective engagement with construction employers so that it can respond

effectively to their skills and training needs.

CONCLUSION

This research aimed to identify and investigate the success factors for

the implementation of a CRM programme at CS. It was found that there was

a need for a structured process to support the implementation of CRM to

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ensure all parties involved have a common understanding of how they need to

input a clear strategic plan to underpin the organisational, cultural and

process changes in order to support the application of new technology.

9) CRM Case Study: The Analytics That Power CRM at Royal Bank

[of Canada]; Kathleen Khirallah

Introduction

Royal Bank [formerly Royal Bank of Canada] has led an aggressive

effort to manage the quality of its interactions with customers. In pursuing a

customer relationship management (CRM) business strategy, the stated

objective of the bank is “to capture the full potential of our customer base

through the use of customer information to deliver the right solutions in a

consistent, professional manner at every point of contact.”This TowerGroup

Research Note investigates the steps Royal Bank has taken to build and

fortify its CRM capabilities within the realm of customer knowledge. This Note

also investigates the analytics and customer decisioning capabilities that

provide the backbone of the bank’s CRM activities.Royal Bank has embraced

CRM as a critical business strategy and has been actively pursuing this

mission for approximately three years. While the bank has pursued

technologies that enable CRM through both customer interaction and

customer knowledge, it has made particular strides in the areas of customer

knowledge, decisioning, and the use of advanced analytics. At Royal Bank,

gathering and mining customer data to better understand and serve

customers is a critical imperative that is yielding success.

Conclusion

Serving the consumer market in Canada for financial services is an

enormous undertaking. The geographic span of the country is huge, and the

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needs of consumers are varied and complex. These realities have forced

Royal Bank to rely upon technology to meet the requirements of the consumer

financial services market. And as the bank has sought to refine its business

strategies to include a relationship management component, the need for

technology has become even more critical. Yet the bank recognizes that

technology alone will not provide it with a comprehensive CRM business

strategy.

An interesting aspect of Royal Bank’s approach to CRM is that it does

reflect a balance among technology, people, and business processes. While

technology powers the advanced analytics that allow the bank to create

meaningful and appropriate sales and service strategies, it must also rely

upon well-trained personnel and CRM-based business processes if it is

to be successful in building relationships with clients. The acknowledgment of

this reality and the willingness to allocate resources accordingly separates

Royal Bank from most other FSIs.

10) CRM in Russia and U.S. -- Case Study from American

Financial Service Industry; Dr. Tom Griffin, Tamilla Curtis, Donald

Barrere

Abstract

This paper discusses Customer Relationship Management in two

sharply contrasting business cultures: the United States and Russia. Included

in the present work is a case study of a midsized American financial services

firm that illustrates a common path to the decision to have a CRM system: the

planning, selection, and the implementation of the CRM program, including a

discussion of the likelihood of success. The clients in this case are Financial

Advisors, who in turn sell the investment products to the end user individual

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investors. CRM in Russia is yet in its infancy as the economy emerges from

200 years as a pure commodity economy with little customer service much

less customer relationship management as part of management philosophy.

The study concludes with implications and suggested research.

CONCLUSION

The most frequent causes of the high failure rate of CRM

implementations in America can be isolated and effectively managed. Early

recognition, planning, and control of these aforementioned causes of failure

should increase the probability of success of the CRM system. In Russia,

where CRM systems are in their infancy, it remains to be seen if there are

sufficient cross-cultural similarities in the challenges in the implementation

phase to accelerate the success of Customer Relationship Management in

Eastern Europe by learning through the mistakes of their Western

counterparts. This is an area in need of further research.

11) Understanding a Customer Relationship Management System;

http://www.robabdul.com

OVERVIEW

Customer Relationship Management system is also known as

Customer Relationship Management System or abbreviated as CRM., eCRM

refers to an electronic Client Relationship Management System that it

computer based.

CHALLENGE

My target audience for this Case Study is for the faint-hearted non-

technical individuals that have little or no technical knowledge of electronic

systems.

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SOLUTIONS

In a broad sense or the term, CRM is a holistic process, governed by

information technologies, which focus on creating two-way communication

with customers so that organizations have an intimate knowledge of their

needs, wants, and buying patterns.

In this way, CRM helps companies understand, as well as anticipate,

the needs of current and potential customers. Critical business processes are

transparent to the decision makers in the organization. For example, a CRM

system can tell you, the current financial status of your finances, anticipate re-

ordering of goods, or how well a marketing campaign has done.

CRM should bring all key business processes that support the

business which include sales, marketing, customer service, training,

professional development, performance management, human resource

development, and compensation. Many CRM project fail because they

implemented without being customer focused.

12) Social CRM Connects Customers and Drives $5M Benefit

About Best Buy

Best Buy is a multinational retailer of technology and entertainment

products and services. With operations in the United States, Canada, Europe,

China, and Mexico, the Best Buy family of brands and partnerships

collectively generates more than $45 billion in annual revenue and includes

brands such as Best Buy; Audiovisions; The Carphone Warehouse; Future

Shop; Geek Squad, Jiangsu Five Star; Magnolia Audio Video; Napster; Pacific

Sales; The Phone House; and Speakeasy. Approximately 155,000 employees

apply their talents to help bring the benefits of these brands to life for

customers through retail locations, multiple call centers and websites, inhome

solutions, product delivery, and online communities.

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Business Challenge

How does one of the leading electronics retailers in the world engage

its audience, provide support, build advocacy, and provide recommendations

across multiple channels, in a scalable and manageable way?

Solution

In early 2008, Best Buy took the initial step to begin engaging

customers, publicly and transparently, outside of the traditional channels of

retail stores and customer support (phone, email, and direct mail).The Best

Buy team, which would ultimately become the Social and Community team,

proactively monitored the blogosphere for customers in need of either

customer service support or technical assistance and then helped resolve

their questions or guided them to the answer.

In 2008, the team took a big step forward launching the new Best Buy

Community, powered by Lithium Technologies. The community offers a place

where customers can engage in conversations with Best Buy’s advocates

including Blueshirts, Geek Squad Agents, and the community teams, as well

as with other customers. Users interact with peers; ask questions, rate

answers by giving them ‘kudos’, and mark the best replies as ‘accepted

solutions’

13) Customer Relationship Management (CRM) in Banking: A Case

Study of ICICI Bank; http://www.mbaknol.com/management-case-studies/

ICICI Bank’s CRM Initiatives

ICICI Bank has to manage more than 13 million customers. The bank

has over 550 branches, a network of 2025 ATMs, multiple call centres,

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Internet banking and mobile banking. Its customers often use multiple

channels, and they are increasingly turning to electronic banking options.

Business from the Internet. ATMs and other electronic channels now

comprises more than 50 per cent of all transactions.

In the process of making its business grow to this level, ICICI Bank has

distinguished itself from other banks through its relationship with customers.

The Teradata solution focuses on a Customer Relationship

Management (CRM) platform. Information from various legacy and

transaction systems is fed into a single enterprise called wide data

warehouse. This allows the bank to generate a single view of its customers.

The warehouse has the capability to integrate data from multiple sources

comprising Oracle and flat files. The Behaviour Explorer enables profiling of

customers and querying on various parameters. These enable the bank staff

create suitable campaigns for targeting individual customers on the basis of

their requirements.

The logistics in the system have also led to other benefits like

interactive reports, unearthing cross-selling opportunities as well as finding

out about the channel usage undertaken by a segment. The data access was

facilitated through the use of Cognos Power Cubes.

14) Customer Relationship Management in Call Centers: The

uneasy process of re(form)ing the subject through the ‘people-by-

numbers approach’; Catrina Alferoff and David Knights

Abstract

Real-time technology has the capability of symbolising both customers

and call center representatives (and the moment of interaction), purely by/as

numbers, or forms. The pinnacle of this data processing is Customer

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Relationship Management (CRM), where the digitized data is assembled so

as to reproduce a mimetic model of the customer. This could be seen as a

metamyth (Adams & Ingersoll 1990) that, in its concealed appearance within

corporate databases, seems to cuts loose from any critical inquiry. In this

paper, we offer an embryonic form of such a critique through the analysis of a

number of original call center case studies. It seeks to analyze the nature of

abstraction at the heart of IT-based CRM practices, and the contradictions

that such abstraction can foster.

15) Strategic Issues in Customer Relationship Management (CRM)

Implementation.; Christopher Bull

Abstract

A number of Customer Relationship Management (CRM)

implementations has grown dramatically in recent years. However, few

academic studies of the issues associated with the implementation of the

concept are available. In this paper, the author offers a modest contribution

through the analysis of a case study of a CRM implementation at a United

Kingdom based manufacturing company. The case study illustrates that CRM

is a complex and holistic concept, organised around business processes and

the integration of information technologies. The study also highlights that

implementing CRM requires effective leadership, sourcing, targeting and

evaluation strategies

Conclusion

The results of the study are cause for concern for they support the

findings of other surveys that show a high failure rate for CRM. This research

was conducted because of the relative lack of CRM empirical studies,

particularly within this business sector. This modest contribution has identified

and analysed some of the approaches and theories relating to CRM and CRM

project implementation. The study confirms that CRM is a complex and

holistic concept requiring appropriate business processes and integrated

RIMS Chandrapur 36


systems. In addition the study demonstrates the relevance of the need for

effective leadership, sourcing, targeting and evaluation within CRM strategies.

The ELMS case is an archetypal study of a CRM implementation that has

failed to deliver in these core areas and where many lessons can be learnt by

other adopters. It is an interesting example of the affect of CRM and how it is

forcing companies to change. Despite a decade of developments in respect of

business process change, systems integration and information sourcing, it is

only now with the threat of CRM centric competition, targeting customers

effectively, that ELMS are exposed by their indifference to change in such

areas. The impact of CRM is real and the failure to implement it effectively

seems to be typical. This is a disturbing scenario because of the accumulation

of factors that now need to be tackled, the lack of expertise to resolve them

and the lack of time in which to respond appropriately. Thus there is a great

need for additional empirical research within CRM to identify the extent of

such issues, the state of organisational effectiveness and for further or new

insights. This particular research is ongoing and will aim to develop and

expand upon the issues raised by conducting more empirical studies.

16) An organizational perspective on cri tical success factors

for customer relationship management – A descriptive case study; Nora

Kamprath, Maximilian Röglinger

ABSTRACT

Despite much IS research on CRM in general and CRM-related critical

success factors (CSFs) in particular, CRM projects are still subject to high

failure rates. Most current CSF studies focus on a project or technological

perspective. What they neglect, for instance, is an organizational perspective,

i. e. the setting in which people execute operational CRM processes and

which should be considered and/or established during CRM projects. In order

to provide deeper insights into the organizational perspective, we conducted a

RIMS Chandrapur 37


descriptive case study within a CRM project at the German sales department

of a globally acting company from the electronics and electrical engineering

industry. We also had the chance to analyze two of the company’s so-called

sales business types (SBTs), namely “product sales” and “solution sales”. We

identified 13 organizational CSFs, compiled a ranking for each SBT, and

conducted a cross-SBT analysis.

SUMMARY AND CONCLUSION

We intended to gain a better understanding of CRM by taking on an

organizational perspective on CSFs. As a result of a descriptive case study,

we identified 13 organizational CSFs. We also proposed a ranking for each

SBT and a cross-SBT analysis. For “product sales”, the top three CSFs are

“Early technical involvement in calls for tenders”, “Back office as customer

contact point”, and “Long-term customer care by the same sales

representative”. For “solution sales”, the top three CSFs are “Topicality of

order/project list”, “Consideration of win/loss analyses”, and “Early technical

involvement in calls for tenders”. We hope that the identified CSFs constitute

a step towards a holistic approach to CRM and help companies to achieve

overall CRM objectives. Companies may implement the CSFs, for instance,

by following the rankings as well as by successively reengineering

organizational CRM processes and CRM systems.

According to the case study’s context, the findings are supposed to

hold for sales departments, especially for those that serve business

customers by area-covering direct sales. We admit that this is a restricted

scope. Nevertheless, we deliberately accepted this restriction because we

aimed at identifying concrete CSFs. In order to gain further insights, e. g. with

respect to other SBTs, marketing departments, or other perspectives on CRM,

further empirical research is necessary. This may be conducted by means of

multiple-case studies or field experiments.

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17) A Customer Relationship Management Roadmap: What Is

Known, Potential Pitfalls, and Where to Go William Boulding, Richard

Staelin, Michael Ehret, & Wesley J. Johnston

The goal of this preface is to describe how the special section on

customer relationship management (CRM) was developed. In May 2003,

Richard Staelin, Executive Director of the Teradata Center for Customer

Relationship Management at Duke University, proposed that Journal of

Marketing (JM) publish a special section. The proposalincluded activities that

were designed to promote interactions among marketing academics and

practitioners; the goal was to stimulate dialogue and new research on CRM. I

found the proposal attractive because CRM is a broad-based topic that

interests many marketers. After extensive discussion, the American Marketing

Association (AMA) and the Teradata Center formally agreed to cosponsor the

special section. Subsequently, there was a conference on Relationship

Marketing and Customer Relationship Management (cochaired by Michael

Ehret, Wesley Johnston, Michael Kleinaltenkamp, and Lou Pelton) that took

place at Freie Universität Berlin in the summer of 2003;1 a conference on

Customer Management (cosponsored by the Marketing Science Institute and

the Teradata Center) that was held at Duke University in March 2004; and two

special sessions on CRM that were featured at the AMA Winter Educators’

Conference held in San Antonio, Tex., in February 2005. The conferences

provided many opportunities for dialogue, and the response from marketers

who attended these events was enthusiastic. I also invited Richard Staelin

and William Boulding (Executive Codirector of the Teradata Center) to work

with me as consulting editors for the special section, and they agreed. A call

for papers requested that authors submit their manuscripts to JM by May

2004. The consulting editors and I evaluated every submission with the

assistance of an expert panel that included Leonard Berry, John Deighton,

RIMS Chandrapur 39


Michael Ehret, Christian Grönroos, Sunil Gupta, Wayne Hoyer, Wagner

Kamakura, Wesley Johnston, Donald R. Lehmann, Charlotte Mason, Carl

Mela, Scott Neslin, Roland Rust, Michel Wedel, and Valarie Zeithaml. All

submissions underwent JM’s standard double-blind review process, and

members of JM’s editorial review board served as reviewers. I would like to

express my appreciation to everyone who participated in the development of

the special section. The culmination of our work together is a set of nine

articles and two essays that advance the science and practice of CRM. I hope

that these articles stimulate new intellectual discoveries.

18) CRM EXCELLENCE AT KLM ROYAL DUTCH AIRLINES; Stijn

Viaene

ABSTRACT

This teaching case tells the story of the rebirth of CRM at KLM Royal

Dutch Airlines since 2002 and its successful liftoff during 2003, for which KLM

received Gartner’s 2004 CRM Excellence Award. The Award presents a

natural moment of reflection on past CRM achievements and future plans.

The case allows us to (1) dissect a CRM success story, that contrasts nicely

with many of the CRM horror stories of the 1990s, and identify key success

factors;

(2) focus attention on the viability of the planned approach KLM uses

for implementing CRM; (3) introduce and show the importance of program

management as a construct for structurally growing and governing

enterprise-wide investment in CRM; and (4) help reinforce lessons around

CRM and business-ICT alignment.

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19) A Case Study: CRM Adoption Success Factor Analysis and

Six Sigma DMAIC Application Zhedan Pan, Hoyeon Ryu, and

Jongmoon Baik

Abstract

With today’s increasingly competitive economy, many organizations

have initiated customer relationship management (CRM) projects to improve

customer satisfaction, revenue growth and employee productivity gains.

However, only a few successful CRM implementations have successfully

completed. In order to enhance the CRM implementation process and

increase the success rate, in this paper, first we present the most significant

success factors for CRM implementation identified by the results of literature

reviews and a survey we conducted. Then we propose a strategy to integrate

Six Sigma DMAIC methodology with the CRM implementation process

addressing five critical success factors (CSF). Finally, we provide a case

study to show how the proposed approach can be applied in the real CRM

implementation projects. We conclude that by considering the critical success

factors, the proposed approach can emphasize the critical part of

implementation process and provide high possibility of CRM adoption

success

Conclusion

A well-defined business process/implementation process can increase

customer satisfaction with a company’s high-quality products or services, and

be regarded as a key factor to a company’s success as well as long-term

competitiveness in the market. In this paper, we focused on process

improvement to achieve the high success rate of CRM implementations.

First, we identified 5 critical success factors for CRM implementations based

upon the results of the literature review and the survey. Then, we proposed a

strategy to integrate the Six Sigma DMAIC methodology with the CRM

RIMS Chandrapur 41


implementation process addressing these 5 critical success factors. Finally,

we provided a case study, in which the proposed approach was used for the

CRM adoption at a human service company in China. Not only all the project

goals were achieved and the project was successfully completed with the

standardized sales process and efficient service process, but also the

business goals of the company in that year were also achieved. By

considering the critical success factors, the proposed approach can

emphasize the critical parts of CRM implementation processes and provide

high possibility to succeed the CRM adoption.

20) Towards a holistic perspective of customer relationship

management (CRM) implementation: A case study of the Housing and

Development Board, Singapore Thompson S.H. Teo, Paul Devadoss,

Shan L. Pan

Abstract

Organizations have increasingly recognized the importance of

managing customer relationships, and many rganizations are turning to

customer relationship management (CRM) to better serve customers and

facilitate closer relationships with them. This paper examines the

implementation of CRM at the Housing and Development Board (HDB) in

Singapore. The CRM architecture (comprising operational CRM, collaborative

CRM and analytical CRM) deployed at HDB reflects a holistic approach to

CRM implementation that integrates three key perspectives of CRM, namely,

the business, technology and customer perspectives. Drawing from the case

study, we present a holistic framework for CRM that binds information

technologies with business processes for the delivery of high service quality.

The importance of developing an integrated strategy towards CRM has

long been emphasized in the literature [39]. However, researchers have

RIMS Chandrapur 42


emphasized the importance of business processes in CRM [10], or technology

as an enabler in CRM [24]. In this paper, we have presented a holistic

framework integrating all three perspectives of CRM, namely, business,

customer and technology. Drawing on the successful CRM experience of a

government agency in Singapore, we have shown how a holistic approach to

CRM delivers remarkable results. HDB, the organization in our case study,

approached CRM in a manner that encompasses operational CRM,

collaborative CRM and analytical CRM. HDB invested much time and funds in

its goal to better serve its customers, and this has led to the implementation of

an integrated CRM architecture to support its corporate objective of providing

quality services to its customers. The end result has been the successful

implementation of CRM. The achievement is reflected in the numerous

awards that HDB has won: In January 2002, HDB was one of the 20

organizations selected for the Intelligent20 Award for the innovative use of

technology. In March 2002, the CIO of HDB was named IT Person of the year

by the Singapore Computer Society in recognition for his leadership in the use

of IT within HDB and promoting IT certification within the industry. HDB thus

serves as an instructive case of successful IT and CRM deployment.

However, other viable approaches to CRM may also exist. Future research

can examine the different approaches used by various organizations in

implementing CRM and improve on the holistic framework proposed in this

study. Previous CRM research has generally focused on the private sector.

Though public sector organizations are not profit oriented and are more

concerned with cost reduction, the objective of CRM as a means to achieving

superior service quality is relevant to both private and public sector

organizations. Future research can examine differences in CRM practices

among private and public sector organizations. This case study contributes

towards better understanding of CRM implementation and expands the

paradigm of customer service to include integration with business processes

and technology adoption. Overall, this case study should be useful in helping

RIMS Chandrapur 43


researchers and practitioners better understand the importance of a holistic

approach to CRM as well as the potential impact of CRM on the organization.

The study also fills a void in the literature as there are few cases of successful

CRM implementation in the public sector published in academic journals. By

examining successful cases of CRM implementation, practitioners can adapt

and learn from other firms' experiences.

21) A Case for Analytical Customer Relationship Management

Jaideep Srivastav Jau-Hwang Wang Ee-Peng Lim and San-Yih Hwang

Abstract. The Internet has emerged as a low cost, low latency and

high bandwidth customer communication channel. Its interactive nature

provides an organization the ability to enter into a close, personalized dialog

with individual customers. The simultaneous maturation of data management

technologies like data warehousing, and data mining, have created the ideal

environment for making customer relationship management (CRM) a much

more systematic effort than it has been in the past. In this paper we described

how data analytics can be used to make various CRM functions like customer

segmentation, communication targeting, retention, and loyalty much more

effective. We briefly describe the key technologies needed to implement

analytical CRM, and the organizational issues that must be carefully handled

to make CRM a reality. Our goal is to illustrate problems that exist with current

CRM efforts, and how using data analytics techniques can address them. Our

hope is to get the data mining community interested in this important

application domain.

Conclusion

The Internet has emerged as a low cost, low latency and high

bandwidth customer communication channel. In addition, its interactive nature

provides an organization the ability to enter into a close, personalized dialog

RIMS Chandrapur 44


with its individual customers. The simultaneous maturation of data

management technologies like data warehousing, and analysis technologies

like data mining, have created the ideal environment for making customer

relationship management a much more systematic effort than it has been in

the past. While there has been a significant growth of software vendors

providing CRM software, and of using them, the focus so far has largely been

on the ërelationship managementí part of CRM rather than on the ëcustomer

understanding part. Thus, CRM functions such as e-mail based campaigns

management; on-line ads, etc. are being adopted quickly. However, ensuring

that the right message is being delivered to the right person, that multiple

messages being delivered at different times and through different channels

are consistent, is still in a nascent stage. This is often leading to a situation

where the best customers are being over communicated to, while insufficient

attention is being paid to develop new ones into the best customers of the

future. In this paper we have described how Analytical CRM can fill the gap.

Specifically, we described how data analytics can be used to make various

CRM functions like customer segmentation, communication targeting,

retention, and loyalty much more effective. Our hope is that the data mining

community will address the analytics problems in this important and

interesting application domain.

22) Customer relationship management: A case study of a Greek

bank; Evangelia Blery, Michalis Michalakopoulos

Abstract Today, banks are facing an aggressive competition and

they have to make efforts to survive in a competitive and uncertain market

place. Banks have realised that managing customer relationships is a very

important factor for their success.Customer relationship management (CRM)

is a strategy that can help them to build long-lasting relationships with their

customers and increase their profi ts through the right management system

RIMS Chandrapur 45


and the application of customer-focused strategies. CRM in the banking

sector is of strategic importance. In this study, a single descriptive case study

of one major Greek bank that has implemented CRM is presented. The aim

of this study is to analyse the design and implementation of CRM in the bank,

identify the benefi ts, the problems, as well as the success and failure factors

of the implementation and develop a better understanding of CRM impact on

banking competitiveness as well as provide a greater understanding of what

constitutes good CRM practices.

THE CONTRIBUTION OF THIS STUDY

This study contributes to the fi nancial services literature as it is one of

the very few that have examined CRM applications, a comparatively new

technology, in the Greek banking sector, where very limited research has

taken place on the implementation of CRM. The results of the study support

the fi ndings of other studies mentioned in the literature and they can be of

defi nite interest and potential value to managers responsible for

implementing CRM in banking as well as beyond the specifi c context of fi

nancial services. Academically, further research based on these fi ndings can

add to the present pool of knowledge by further examining CRM application

in other banks.

23) CASE STUDY OF INVESTIGATE AND IMPROVE CUSTOMER

RELATIONSHIP MANAGEMENT FOR SALES AND EVENTS

MANAGEMENT DEPARTMENT IN SHANGRI LA HOTEL CHIANG MAI

Aticha Kwaengsopha

Abstract

Most of the Hotel companies all shapes and sizes are facing the

challenge of maximizing results in a fast changing hospitality marketplace,

RIMS Chandrapur 46


where the decisions you make daily on groups and meetings directly impact

your on-going performance. The customer relationship Management (CRM)

had become an importance topic for both academicians and business people.

There are many existing academic literature of customer relationship

management, which mostly not provided a clear indication of what specifically

constitutes CRM process. This article is about investigating the CRM in

Shangri La hotel, Chiang Mai in Sales and Event management department to

find what should be improve to make the sale process more efficiency, rising

of revenue and customer satisfaction. Involved in creating customer

knowledge competence. The questions are addressed in three sectional

studies focusing on the Sales and Event Management department in

Shangri-La hotel, Chiang Mai. The first how CRM process retain the

customer in hotel industry, the second what are “The best practice” support

the CRM and the third how the CRM effect to the ROI of the hotel

Conclusion and Recommendation

Since the result of the management level and the employee level have

a significant difference on the CRM perception and in each part of the CRM

categories for example process, technology, people and the business culture.

This show that implemented a CRM is not really success. To be known and

apply effectively, the training needs to be involved. Customized system will be

full of timesaving, moneymaking features; but without training, no one will be

able to take advantage of them. Without a doubt, training can make or break

an automation implementation. Successful CRM projects set plan 2 full days

for training for each 52 users when the system is rolled out The study is to

improve the Customer Relation Management in Events Sales Management to

be more effective and efficiency: The case study in Customer relationship

management in Shangri la hotel Chiang Mai, focus on the lacking element of

the CRM and planning the training program and developing the sales process

to be more efficiency. This research is aiming for the perception of internal

RIMS Chandrapur 47


CRM. The issue is one of problem of Sales and Marketing Department of

Shangri La, Chiang Mai. This training and improvement will help the sales

creating the well relationship between sales team and the customer, which

means the result is the high satisfaction of customer especially the repeater

customer that are the main customer of Shangri La Chiang Mai. This will lead

to the increasing of hotel’s revenue and reducing of complaints. Lastly, the

reputation of hotel will be phenomenal in the longterm that benefit to customer

retention. In order to have a successful CRM system, the further research

should include the entire department in Shangri-la to see more perception

and bring to the conclusion for implementation for the next step of improving

the CRM. This will give them the opportunity to respond faster and provide

better service. But some companies overrely on technology and they forget

that at the end of the day, CRM has to do with people and depends a lot on

the quality of their employees work. The success of a CRM strategy is often

easured in terms of customer retention

24) CUSTOMER-RELATIONSHIP MANAGEMENT A CASE STUDY

OF COMMERCIAL BANKS IN JAMMU AND KASHMIR; S. Tandon

CUSTOMER satisfaction is one of the formidable challenges in

marketing of services in banking industry in our country. The thrust on

customer service has increased after liberalisation of Indian economy.

Customer satisfaction is an urgent need of the hour. This can be achieved by

efficient customer service and immediate tactful handling of customer’s

grievances. Better customer-management relationship leads to customer

satisfaction and a good public image is to win over the customers. Hence,

public relations should be one of the strategies to achieve customer

satisfaction. Banking system has a significant role to play in the rapid growth

of the economy. Effectiveness of Banking system depends upon the

customers satisfaction and in fact customer is the kingpin of the banking

RIMS Chandrapur 48


industry. No industry can afford to ignore its customers and banks are

required to give top priority in providing satisfactory and efficient service to

their customers. The purpose of this paper was to study the actual level of

customer satisfaction in four commercial Banks in Jammu and to make a

comparative analysis of the level of customer satisfaction through five point

likert scale. Study has revealed that customers are highly satisfied with the

employees and the management of the banks. Comparative analysis of level

of customer satisfaction in four banks shows that employees in the Central

Bank of India are the most satisfied lot. The paper provides an opportunity to

the employees of the all the four banks to understand the requirement of

providing prompt and quality service to their customers. Effort should be made

to raise the level of customers satisfaction amongst all the Banks.

25) Customer Relationship Management (CRM) in the Banking

Sector of Pakistan: Problems and Challenges; Shahzeb Ali Malik, Trevor

Wood-Harper

Abstract

Customer Relationship Management (CRM) came into the power when

banking institutions were getting more and more competitive. The focus of

CRM helped banks to understand the customers’ current needs, what they

have done in the past, and what they plan to do in the future to meet their own

goals (Xu, et al., 2002). Even though most of the banks in the developing

countries such as: Pakistan, India etc. have realised the importance of CRM

and implemented its applications, but the initial investigations of the current

research have shown that quite a number of CRM goals does not produce

required results and even worse, in some cases users say that CRM has

damaged customer relationships. Therefore, this paper is based on

highlighting the problems and challenges in the banking sector of Pakistan

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using CRM. Also, some of the major problems in the banking sector of

Pakistan are identified using the qualitative interviews from different bank

employees and customers and their findings are presented in this paper.

Conclusions and Future Work

This paper is a part of ongoing PhD project which is based on

improving the use of customer relationship management (CRM) in the

banking sector of developing countries such as: Pakistan. In this paper, we

have presented the background knowledge of CRM and uncover some of

the major problems and weaknesses while using the CRM applications in the

banking sector of Pakistan. Pakistan has been selected for the purpose of

current research since the current CRM strategy in the banking sector is not

acquiring desired results. To highlight some of the major problems, we have

conducted several interviews from different bank customers and employees

of some well known banks in Pakistan. The findings of these interviews are

presented in this paper. However, in order to improve the current CRM

strategy, we have to perform a comparative analysis between the banks in

Pakistan (developing country) and U.K (developed country). U.K banks are

selected since they are more advance in terms of CRM implementation and

the country is considered as one of the leading developed country. Listed

below are a few targets which would be used for future work.

26) CUSTOMER REALTIONSHIP MANAGEMENT (CRM)

IMPLEMENTATION A BEST PRACTICES PERSPECTIVE AND A

PROPOSED MODEL; http://www.meqa.org/

This report examines and provides a detailed analysis of Customer

Relationship Management (CRM) with respect to its implementation in the

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organisations. The study investigates market trends, levels of its current

practice, levels of successes and failures and the factors associated with the

implementation of the same. In order to gain proper understanding of the

subject matter research, two different case studies are discussed in detail. At

the end, the study presents a proposed model of successful implementation of

CRM along with a set of recommendations following the conclusion. The

paper then discusses two different case studies with respect to the

implementation of CRM in the financial services industry – Robeco Bank

(Switzerland) & a German Bank (Anonymous). Thus, analysing the issues

practically involved and raised in the implementation of the management

system aimed at creating customer value, and also putting forward the

experiences of two different companies in the same industry. Therefore,

looking into the challenges created for the management, causes/factors

associated with and resulting in the success/failure of CRM as a means of

creating customer value, and overall experience of the companies attempting

to implement CRM. The discussion therefore leads to a roadmap for uccessful

implementation of CRM with a recommendation of “Ten Key Steps” for

uccessful implementation of CRM in an organisation. Lastly, in the light of the

analysis presented and case studies discussed, an independent conclusion

under the subject matter research is formed along with a set of

recommendations/suggestions.

27) Customer Relationship Management: A key Success Factor in

Services Marketing; (A Case Study of Tourism (Hotel) Services in Navi

Mumbai) Ms Vani Kamath*, Ms Shweta Bhonsale* and Dr. Pradip

Manjrekar

Introduction

In order to survive in this present world of competition, hotels will have

to formulate marketing strategies in a way to not only woo customers toward

them but also retain them. The secret here is that retention cost is very low

RIMS Chandrapur 51


when compared to the cost of attracting new customers. Some of the basic

problems facing hotels today are provision of better service alternatives to its

customers, generation of more income from non core based services,

improving the profitability of the hotel system and above all the "Customer

Retention". The root cause of all these problems lies in the failure to adopt

marketing approach. This is so because the marketing concept will facilitate

them to be more scientific in solving their business problems, satisfy their

customer's requirements or needs and maintain a profitable win-win relation

with their customers, which will enable hotels to stay closer to their

customers, maintain as well as increase market share and counter the

competition successfully.

The Navi Mumbai Scenario: Hotels in Navi Mumbai are facing high

competition both from within the area and also from other hotels. In order to

succeed under existing conditions, hotels will have to perceive the needs of its

customers and devise better means of fulfilling them. In general, most of the

studies on hotel sector deal with an analysis of financial aspects such as

profitability, productivity and financial performance without much

concentration on the customer retention, loyalty, etc., which has now changed

in the recent years, with attempts being made to study certain aspects of

marketing in hotels. However, a majority of these studies have been on

customer service satisfaction, without much focus on customer relationship

management. Very few attempts have been made to assess the marketing

function from a hoteler's point of view. With a dearth of literature on marketing

of hotel services in Navi Mumbai, it is hoped that the present study makes a

humble contribution in this area.

The changes in the present day hotel environment has led to

introduction of a marketing philosophy in banks. The 7 Ps, viz., product, price,

promotion, place, people, process and physical evidence of a hotel can help

in meeting customer needs as well as tackling competition and establishing a

strong customer base with customer relationship management as a core

RIMS Chandrapur 52


function. With the emergence of liberalization in the Indian hotel system, there

is a great change in the future hotel market scenario. The organization

structures have become more customer focused and any further

reorganization would depend on future strategy which would surely have

customer relationship management as a focus area. This means that the

hotels are now obliged to make a serious attempt to deal with the problems

affecting their future growth and profitability, with customer orientation being a

non-negotiable strategy.

28) Integration of customer relationship management: status quo

and implications for research and practice; MATTHIAS MEYER, LUTZ M.

KOLBE

This paper assesses the state-of-the-art research on CRM integration.

After introducing the concepts of customer relationship management (CRM)

and integration, it argues that CRM integration is vital to corporate

performance on the project or enterprise level. Based on results of own and

third-party market studies as well as on a systematic literature review of

selected papers in top journals spanning five disciplines, it shows that

research has mainly been confined to the specifics of those domains.

Interestingly, applicable theories of the firm are not widely employed as a

foundation from which to explain CRM integration. This paper identifies

research gaps for researchers and practitioners alike and suggests areas that

need further consideration in future Motivated by third-party market studies,

this paper has used empirical data in conjunction with an extensive literature

review of leading journals in different disciplines to assess the coverage of

CRM integration. First, we showed that there is a link between ‘good’ CRM

integration practices and a company’s success. Then different perspectives

on CRMintegration and on related theoretical foundations were assessed. The

review then revealed that CRM integration—though theoretically important for

a company’s performance—is largely regarded as an isolated issue of the

RIMS Chandrapur 53


relevant domain. Based on current insights from practice, we affirm that this is

a reflection of the current situation in the corporate realm and that it is a major

shortcoming in most projects.

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29) Customer Relationship Management: One European Bank's

Experiences Dr. Adam Lindgreen and Michael Antioco

Abstract

Businesses across all sectors, it has been argued, will have to change

their approach to marketing, which should now be carried out through

relationships, networks, and interactions. This article is about customer

relationship management (CRM), which seeks to establish closer

relationships and interactions between a business and its most important

customers. Our literature review shows that although the promises of how

CRM can improve the performance of a business are many, the practical

guidelines on how to design and implement CRM successfully are few, and

that, as a result of this, practitioners have been struggling. The present article

addresses the problem by way of discussing a CRM program that one

European bank recently designed and implemented and, in doing so, the

article adds empirical evidence to what constitutes good CRM practice. We

employed the case study method since this research method is particularly

useful for probing questions such as 'how' type questions. The CRM program

is described in detail, and includes an implementation procedure consisting of

18 actions grouped in five large categories that each has an impact on the

different business units and IT systems. Shortcomings of the CRM program

are considered, and avenues for future research are suggested

Conclusions

This case study reveals a certain number of key issues in order to

implement good CRM within the banking sector. The idea of the

implementation is to succeed in establishing a single identity card per client in

order to fully serve, satisfy, and retain them. It is, therefore, essential to

integrate information collected from all the distribution channels in a

wellorganized datamart. However, it makes little sense doing so if all the

parties involved are not part of the evolution. That is why the bank is

RIMS Chandrapur 55


restructuring every single department with one thing in mind: the client. After

having checked the fluidity of the information, built a framework, recruited the

right people, and implemented the relationships, it is crucial for any

organization – a bank in this case – to continuously upgrade the data and the

IT tools, as well as train the human resources in constantly making efficient

use of the precious information gathered

30) CUSTOMER RELATIONSHIP MANAGEMENT AND CUSTOMER

RETENTION. A CASE STUDY CAPITAL SHOPPERS SUPER MARKET ;

NATUKUNDA GLORIA

This study was about Customer Relationship Management and

Customer Retention taking the case of Capital Shoppers Supermarket

Nakawa Branch. The objectives of the study were; toidentify the different

ways of relating with customers, to establish the level of customer retention in

Capital Shoppers Supermarket, to examine the relationship between

customer relationship management and customer retention.The study was

cross sectional using descriptive research design. The study was carried out

on 50 respondents who were selected using simple random sampling. Self

administered questionnaires were the main instrument of data collection used.

Data was analyzed using frequencies, percentages, regression model and

Statistical package for social sciences was used to establish the relationship

between CRM and Customer retention in Capital Shoppers Supermarket.

Findings on Customer Relationship Management were; the channels of

customers getting information are not efficient, complaints are not handled

very well, limited training and the basic information is only asked from those

who apply for the reward cards. Findings on customer retention were; Capital

Shoppers supermarket is not a monopoly, emotional bonds are not due to

wishing well to customers but the quality of the products and commitment has

a very strong impact. The study showed a very strong positive relationship

this was evidenced by pearson‟s

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correlation coefficient r = 0.317 at a significant level 0.05Recommendations

on the ways of CRM were; concessions with management to find better ways

through which they can implement CRM ways like weekly questionnaires.

Recommendations on the level of customer retention were; training of staff

mostly those who handle customer complaints.

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Chapter 4

RESEARCH METHAODOLOGY

RESEARCH DESIGN:

“Research design is the plan, structure. And strategy of

investigation conceived so as to obtain answers to research questions and

to control variance”

KERLINGER

The research designs are both descriptive and exploratory in nature.

The objectives of this study is to answer the “who, what, when, where and

How “of the subject under investigation.

SAMPLEING PLAN AND SIZE FOR CONSUMERS:

Sampling plays a vital role in deciding the quality of any project

while doing this survey it is felt to conduct the survey for consumers under

convenient sampling method. Convenience sampling was adopted both for

consumers where the sample unites are chosen primarily on the basis of

the convenience of the investigators. The sample size was determined as

100 consumers.

SAMPLE TERRITORY:

The survey has been conducted and restricted to the city of

Chandrapur.

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SOURCE OF DATA:

Data, which is to be used for the project, has come both from primary

sources as well as secondary sources

PRIMARY DATA SOURCES:

The crux of the report is based on the information collected from the

respondents with the help of questionnaires. The primary source of

information have been consumers who have filled up the questionnaire

Consumer who interviewed separately and the respondents jotted

down in the questionnaire for the purpose.

SECONDARY DATA SOURCES:

Information has also been borrow from both internal sources such as

company records and external sources like internet browsing and book on

marketing research

DATA COLLECTION METHOD:

The survey method employed for primary data collection. The medium

of date collection was through personal interviews. Where the respondents

were questioned in face-to-face meeting the consumers were met either in

their homes (or) place of work. Some of respondents were questioned

through telephones,

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TOOLS FOR DATA COLLECTION

The data was collected through structured questionnaire.

Questions can be categorized into multi-choice and open-ended

questions. Questionnaires were designed for consumers. Care was taken

to ensure that the questions framed were compatible with research

objectives.

Firstly, by taking the sample questionnaires, a pilot survey has been

conducted among the various sections of the people. Wording and

sequencing of questions, choice of respondents, information sought and

instruments clarity as a whole, were tested. After taking the exactness and

correctness the final version of the questionnaire has been drafted and

was taken up for field survey purposes.

OBJECTIVES OF THE STUDY:

To find out the factors that influences the buying decision of a Medreich

Life Care Ltd., Bombay

To identify and study the problems faced by the consumers of

Medreich Life Care Ltd., Bombay

To study the satisfaction level of existing consumer of Medreich Life

Care Ltd., Bombay

To assess the role of brand image in the purchasing decision of

Medreich Life Care Ltd., Bombay

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SCOPE OF WORK AND LIMITATION

Scope Of Studies

The scope is confirmed only to examine the “Customer relationship

management with reference to Medreich and to find possible remedies to

counteract their competition in the mar.

Limitation

1) This study is limited only for the purpose of knowing Customer relation

management at Medreich Life Care Ltd.

2) The study is only focused on the Customer relationship management,

3) The study is limited only for the Chandrapur city.

4) Only 100 peoples in Chandrapur city are selected for this study.

HYPOTHESIS

1) Marketing activity boosts the sales of Medreich Life Care Ltd. Bombay

2) The company which have good marketing campaign have major share

in market and popularity.

3) Effectiveness of marketing strategy is depend upon on the pattern of

marketing.

RIMS Chandrapur 61


DATA ANALYSIS AND INTERPRETATION:

Sources of awareness:

The customer was enquired about the sources of awareness with

regard the Medreich Life Care products. This will help to know us to which

sources is playing a major role in creating awareness among the customers.

S .NO ADVERTISEMENT RESPONDENTS %

1 Doctors 35 35%

2 Medical Shop Owners 25 25%

3Friends 12 12%

4 Other 28 28%

Total 100 100%

∑fdxX = a +

N

133= 1 +

100

= 1 + 1.33

X = 2.33

∑fdx2 ∑fdx2

= - N n

325 3252

= - 100 100

= 1.48 = 1.21

Variance = (1.21)2 = 1.48

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35

25

12

28

Doctors Medical Shop OwnersFriends Other

Interpretation:

Out of the responses obtained from 100 customers 28% said that

they became aware from other sources of information. And through the

friends 35% of the customers are aware from the Doctors. And another 25%

are aware of by the Medical Shop Owners. And only 12% are aware by the

Friends.

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3. Level of satisfaction:

The customer was enquired about the level of satisfaction with regard

to the Medreich Life Care products.

S NO SATISFACTION RESPONDENT %

1 Excellent 30 65%

2 Good 10 20%

3 Average 50 10%

4 Poor 10 5%

Total 100 100%

∑fdxX = a +

N

140= 1 +

100

= 1 + 1.4

X = 2.4

∑fdx2 ∑fdx2

= - N n

300 3002

= - 100 100

= 1.04 = 1.01

Variance = (1.01)2 = 1.04

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Excellent65%

Good20%

Average10%

Poor5%

1 Excellent 2 Good

3 Average 4 Poor

Interpretation:

Out of the responses obtained from 100 customers 65% said that they

are EXCELLENT satisfied and 20% were GOOD and 10% were AVERAGE

and 5% were vehicle is poor. This data is obtained by most of members were

satisfied by Medrich Life Care Products.

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4. What are the voluble attributes you normally look while

purchasing Medrich Life Care Products?

S NO ATTRIBUTES RESPONDENTS Percentage

1 Quality 50 50%

2 Price 30 30%

3 Packaging 10 10%

4 Other 10 10%

Total 100 100%

∑fdxX = a +

N

80= 1 +

100

= 1 + 0.8

X = 1.8

∑fdx2 ∑fdx2

= - N n

160 1602

= - 100 100

= 0.96 = 0.97

Variance = (0.97)2 = 0.96

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50

30

10

10

Quality Price Packaging Other

Interpretation:

From the above it can be stated that general normally any one while

purchasing Medrich most of the members are seeing 50% of members are

seeing Quality and 30% of members are seeing Price And 10% of members

are seeing Packaging and 10% of members are Others.

RIMS Chandrapur 67


5. SUGGESTING TO FRIENDS:

The following table is regarding the customer likeliness in suggesting

this showroom to other friends. This is an indicator of customer satisfaction

also.

S NO SUGGEST FRIENDS RESPONDENTS %

1 YES 90 90

2 NO 10 10

YES NO1 2

0102030405060708090

90%

10%

RESPONDENTS

Interpretation:

A look at the chart shows that 90% of the members are suggesting

and 10% of the members are not suggesting.

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6) SALSE EXECUTIVE PERFORMENS:

The following table shows “sales executive” role in explaining the

features of the cat to customer. This helps to know how effective he is in his

job let’s see the response.

S NO EXPLANATION IN NUMBERS %

1 Excellent 70 70

2 Very Good 25 25

3 Poor 5 5

∑fdxX = a +

N

35= 1 +

100

= 1 + 0.35

X = 1.35

∑fdx2 ∑fdx2

= - N n

45 452

= - 100 100

= 0.32 = 057

Variance = (0.57)2 = 0.32

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EXCELLENT70%

VERY GOOD25%

POOR5%

RESPONDENTS

1 EXCELLENT

2 VERY GOOD

3 POOR

Interpretation:

Out of 100 respondents 60 % of them felt the explanation to be

“EXCELLENT”. And 35% of them “VERY GOOD” and rest of 5% felt to be

“POOR”. According to them sales executives does knotty explain all feature

POOR this kind of responses need to be considered with seriousness.

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7) DELIVERY TERMS:

One of the major factors, which has great role in “CRM”, is the delivery

terms with regard to customer query or grievance.

S.N. DELIVERY TERMS IN NUMBERS Percentage

1 TIMELY/PROMPTLY 70 70%

2 SAFELY 25 25%

3 INCONDITION 5 05%

Total 100 100%

∑fdxX = a +

N

35= 1 +

100

= 1 + 0.35

X = 1.35

∑fdx2 ∑fdx2

= - N n

45 452

= - 100 100

= 0.32 = 057

Variance = (0.57)2 = 0.32

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Interpretation:

From the above chart we conclude that most of the customer that is

70% of found the delivery process is to be “TIMELY” and 25% of delivery

process to be “SAFELY” and 5% of delivery process to “INCONDITION”.

RIMS Chandrapur 72

IN NUMBERS0

10

20

30

40

50

60

70

80

TIMELY/PROMPTLY

SAFELY

INCONDITION


8) What is your opinion about Network?

S NO OPINION RESPONDENTS %

1 EXCELLENT 50 50

2 GOOD 30 30

3 AVERAGE 15 15

4 POOR 5 5

∑fdxX = a +

N

75= 1 +

100

= 1 + 0.75

X = 1.75

∑fdx2 ∑fdx2

= - N n

135 1352

= - 100 100

= 0.78 = 0.88

Variance = (0.88)2 = 0.78

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EXCELLENT GOOD AVERAGE POOR0

10

20

30

40

50

60

Series1Series2

Interpretation:

Out of the 100 respondents 50% of them told “EXCELLENT” and 30%

of them told “GOOD” and 15% of them told “AVERAGE” and 5% of them told

“POOR”.

RIMS Chandrapur 74


9) About sales persons contact:

S.NO SCALE RATING RESPONDENTS %

1 Once 55 55%

2 Twice 25 25%

3 More than Twice 05 05%

TOTAL 100 100

∑fdxX = a +

N

65= 1 +

100

= 1 + 0.65

X = 1.65

∑fdx2 ∑fdx2

= - N n

105 1052

= - 100 100

= 0.62 = 0.79

Variance = (0.79)2 = 0.62

Interpretation:

From the above graph we can conclude that 55% said that sales

person used to contact shop once in a month, 25% said that sales person

used to visit shop twice in a month while 5% said they used to visit the shop

more than twice a month.

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Chapter 5

FINDINGS, CONCLUSION AND SUGGESTIONS

1. Most of the respondents were aware by the friends and relatives

(48%).Advertisements (28%) also helped in providing information to the

respondents.

2. 82% of the respondents were aware of Medreich Life Care products.

3. In advertisement media newspapers (56%) were much affective and motor

(38%) was also a major advertising media.

4. Many factors like family members advertising were responsible for

influencing the customers to buy Medreich Life Care products.

5. 6% of the customers were very much satisfied with Medreich Life Care

products. Whereas 58% was satisfied with Medreich Life Care products.

6. 39% of the respondents were satisfied with the service of the Medreich

Life Care products.

7. After sales service at door step 38% was one of the factors which help the

purchaser to buy a Medreich Life Care products. Prompt service 52% also

help to attract the purchaser.

8. 54% of the respondents considered the price of the Medreich Life Care

products. As higher where as only 8% considered as economical and 38%

of the respondent said it as reasonable.

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CONCLUSION

A study was useful in understanding the customer relationship

management of Medreich Life Care products among a various customers

launching new formulations.

Most of the customers agree that Medreich Life Care products is best

quality with reasonable price the attitude 50% of customers towards price of

Medreich Life Care products is reasonable. But 10% of the customers of

asking for improvement in the quality.

SUGGESTION

Suggestion based on the study according to dissertation is given

below.

1) Introduction of new product is demand of today’s era. This introduction

should be planned.

2) There should be proper gap between introductions of two product only

product should be launched at once.

3) The competitive pricing is necessary for the growth of product. Before

introduction of the product sales.

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QUESTIONNAIRE FOR CUSTOMERS

Name of Respondent: ________________________________________

Designation: ________________________ Income: _____________

Address: ______________________________________________________

Phone No._________________ Email id: ________________________

1. Do you use Medreich products? (yes / no)

2. Sources of awareness of Medreich products?

(a) T.V (b) newspaper (c) friends (d) dealers

3. Level of satisfaction with performance of Medreich Pharmaceuticals

(a)excellent (b) good (c) average (d) poor

4. What are the voluble attributes you normally look while purchasing

Medreich Pharmaceuticals?

(a) service (b) price (c) 3g (d) others

5. Do you suggest to friends to purchase Medreich Pharmaceuticals product:

(yes/no)

6) satisfaction with sales executive Medreich Pharmaceuticals: ( )

(a)excellent (b) good (c) average (d) poor

7) delivery terms (new\service): ( )

(a) timely/promptly (c) safely (c) in condition

8) ambience of show room: ( )

(a) showroom ambience (b) distance

(c) appeal (c) others

9. Are you satisfied with your Medreich Pharmaceuticals? (yes / no)

10. Please rate over all experience with regard to the above

Ans: ___________________________________

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11. Post purchase:

(a) did the sales personnel contact you about the satisfaction level

after using Medreich Pharmaceuticals? (yes / no)

i) how many times )

a) once b) twice c) more than twice

ii) were they friendly (yes / no)

11. Please mention your valuable suggestions:

______________________________________________________________

______________________________________________________________

______________________________________________________________

_____________________

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REFERENCES

1) A LEADING PHARMACEUTICAL COMPANY USES CRM AND BI TO

DRIVE BUSINESS RESULTS; Company Name Pliva International

d.o.o. www.pliva.com

2) Customer Relationship Management in the Pharmaceutical Industry;

T. Puschmann R. Alt

3) Perspective: The Changing Face of Pharma CRM; Eric Newmark

4) Is pharma serious about customer relationship management?; Kevin

Dolgin

5) Is pharma serious about customer relationship management?; Kevin

Dolgin

6) Social Crm And Its Impact On Pharmaceutical Industry mr. Shuvam

chatterjee

7) Customer Relationship Management Strategy (A Teaching Case

Study) ; Tamilla Curtis; Donald Barrere; Tom Griffin

8) Customer Relationship Management Implementation: A Case Study In

The Construction Sector Elizabeth A. Sea; Trevor G. Hartland;,

Mohamed S. Abdel-Wahab and Christopher G. Miller

9) CRM Case Study: The Analytics That Power CRM at Royal Bank [of

Canada]; Kathleen Khirallah

10)CRM in Russia and U.S. -- Case Study from American Financial

Service Industry; Dr. Tom Griffin, Tamilla Curtis, Donald Barrere

11) Understanding a Customer Relationship Management System;

http://www.robabdul.com

12) Social CRM Connects Customers and Drives $5M Benefit About Best

Buy

13)Customer Relationship Management (CRM) in Banking: A Case Study o

14)ICICI Bank; http://www.mbaknol.com/management-case-studies/ ICICI

Bank’s CRM Initiatives

RIMS Chandrapur 80



http://www.pliva.com/


15)Customer Relationship Management in Call Centers: The uneasy

process of re(form)ing the subject through the ‘people-by-numbers

approach’; Catrina Alferoff and David Knights

16)Strategic Issues in Customer Relationship Management (CRM)

Implementation.; Christopher Bull

17)An organizational perspective on critical success factors for customer

relationship management – A descriptive case study; Nora Kamprath,

Maximilian Röglinger

18)A Customer Relationship Management Roadmap: What Is Known,

Potential Pitfalls, and Where to Go William Boulding, Richard Staelin,

Michael Ehret, & Wesley J. Johnston

19)CRM EXCELLENCE AT KLM ROYAL DUTCH AIRLINES; Stijn Viaene

20)A Case Study: CRM Adoption Success Factor Analysis and Six Sigma

DMAIC Application Zhedan Pan, Hoyeon Ryu, and Jongmoon Baik

21)Towards a holistic perspective of customer relationship management

(CRM) implementation: A case study of the Housing and Development

Board, Singapore Thompson S.H. Teo, Paul Devadoss, Shan L. Pan

22)A Case for Analytical Customer Relationship Management Jaideep

Srivastav Jau-Hwang Wang Ee-Peng Lim and San-Yih Hwang

23)Customer relationship management: A case study of a Greek bank;

Evangelia Blery, Michalis Michalakopoulos

24)Case Study Of Investigate And Improve Customer Relationship

Management For Sales And Events Management Department In

Shangri La Hotel Chiang MAI Aticha Kwaengsopha

25)Customer-Relationship Management A Case Study Of Commercial

Banks In Jammu And Kashmir; S. Tandon

26)Customer Relationship Management (CRM) in the Banking Sector of

Pakistan: Problems and Challenges; Shahzeb Ali Malik, Trevor Wood-

Harper

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27)Customer Realtionship Management (Crm) Implementation A Best

Practices Perspective And A Proposed Model; http://www.meqa.org/

28)Customer Relationship Management: A key Success Factor in

Services Marketing; (A Case Study of Tourism (Hotel) Services in Navi

Mumbai) Ms Vani Kamath*, Ms Shweta Bhonsale* and Dr. Pradip

Manjrekar

29)Integration of customer relationship management: status quo and

implications for research and practice; MATTHIAS MEYER, LUTZ M.

KOLBE

30)Customer Relationship Management: One European Bank's

Experiences Dr. Adam Lindgreen and Michael Antioco

RIMS Chandrapur 82


BIBLIOGRAPHY

1) Philip Kotler; Marketing management, Pearson Education India, 2009

2) Philip Kotler; Principles of Marketing; Pearson Education India, 2008

3) Michael Harker, Marketing An Introduction, Financial Times Prentice

Hall, 2009

4) D. Thakur, Jiwitesh Kumar Singh; Marketing Principles and

Techniques, Deep & Deep Publications (P) Ltd., New Delhi, 2001

5) R. Paneerselvam; Research Methodlogy, Prentice Hall of India Pvt.

Ltd.,New Delhi, 2004

6) C.R. Kothari, Research Methodlogy - Methods & Techniques, II Edition,

New Age International Publishers Pvt. Ltd., 2004

Internet Sites :

http://en.wikipedia.org/wiki/Consumer_behaviour

http://www.businessdictionary.com/definition/consumer-buying-behavior.html

http://www.medrichpharma.com/aboutus.html

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http://www.medrichpharma.com/aboutus.html

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