Customer Relationship Management Class Notes_73723741-Customer-Relationship-Management

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Customer relationship management(CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves 
using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical 
support.
[1]
 The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the 
costs of marketing and client service.
[2]
 Customer relationship management describes a company-wide business strategy including customer-interface departments as well as 
other departments.
[3]
 Measuring and valuing customer relationships is critical to implementing this strategy.
[4]
 
Benefits of CRM 
A CRM system may be chosen because it is thought to provide the following advantages: 
  Quality and efficiency 
  Decrease in overall costs 
  Decision support 
  Enterprise agility 
  Customer Attention 
[edit]Challenges 
Successful development, implementation, use and support of customer relationship management systems can provide a significant advantage to the user, but often, there are 
obstacles that obstruct the user from using the system to its full potential. Instances of a CRM attempting to contain a large, complex group of data can become cumbersome 
and difficult to understand for an ill-trained user. 
Additionally, an interface that is difficult to navigate or understand can hinder the CRM’s effectiveness, causing users to pick and choose which areas of the system to be used, 
while others may be pushed aside. This fragmented implementation can cause inherent challenges, as only certain parts are used and the system is not fully functional. The 
increased use of customer relationship management software has also led to an industry-wide shift in evaluating the role of the developer in designing and maintaining its 
software. Companies are urged to consider the overall impact of a viable CRM software suite and the potential for good or harm in its use. 
[edit]Complexity 
Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to simple CRM solutions which focused on monitoring and 
recording interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself. Next came the 
advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered as on-premises software that companies purchase 
and run on their own IT infrastructure. 
[edit]Poor usability 
One of the largest challenges that customer relationship management systems face is poor usability. With a difficult interface for a user to navigate, implementation can be 
fragmented or not entirely complete. 
The importance of usability in a system has developed over time.
[5]
 Customers are likely not as patient to work through malfunctions or gaps in user safety,
[6]
 and there is an 
expectation that the usability of systems should be somewhat intuitive: “it helps make the machine an extension of the way I think — not how it wants to me think.” 
An intuitive design can prove most effective in developing the content and layout of a customer relationship management system.
[7]
 Two 2008 case studies show that the layout 
of a system provides a strong correlation to the ease of use for a system and that it proved more beneficial for the design to focus on presenting information in a way that 
reflected the most important goals and tasks of the user, rather than the structure of the organization.
[8]
 This “ease of service” is paramount for developing a system that is 
usable.
[9]
 
In many cases, the growth of capabilities and complexities of systems has hampered the usability of a customer relationship management system. An overly complex computer 
system can result in an equally complex and non-friendly user interface, thus not allowing the system to work as fully intended.
[10]
 This bloated software can appear sluggish 
and/or overwhelming to the user, keeping the system from full use and potential. A series of 1998 research indicates that each item added to an information display can 
significantly affect the overall experience the user.
[11]
 
[edit]Fragmentation 
Often, poor usability can lead to implementations that are fragmented — isolated initiatives by individual departments to address their own needs. Systems that start disunited 
usually stay that way: siloed thinkingand decision processes frequently lead to separate and incompatible systems, and dysfunctional processes. 
A fragmented implementation can negate any financial benefit associated with a customer relationship management system, as companies choose not to use all the associated 
features factored when justifying the investment.
[12]
 Instead, it is important that support for the CRM system is companywide.
[13]
 The challenge of fragmented implementations 
may be mitigated with improvements in late-generation CRM systems.
[14]
 
[edit]Business reputation 
Business reputation has become a growing challenge. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of 
the world in the era of the social customer; in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mindset in 
an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer 
experience for good or ill. Even one unhappy customer can deliver a body blow to a business.
[15]
 
Some developments and shifts have made companies more conscious of the life-cycle of a customer relationship management system.
[16]
 Companies now consider the 
possibility of brand loyalty and persistence of its users to purchase updates, upgrades and future editions of software.
[17]
 
Additionally, CRM systems face the challenge of producing viable financial profits, with a 2002 study suggesting that less than half of CRM projects are expected to provide a 
significant return on investment.
[18]
Poor usability and low usage rates lead many companies to indicate that it was difficult to justify investment in the software without the 
potential for more tangible gains.
[19]
 
[edit]Security concerns 
A large challenge faced by developers and users is found in striking a balance between ease of use in the CRM interface and suitable and acceptable security measures and 
features. Corporations investing in CRM software do so expecting a relative ease of use while also requiring that customer and other sensitive data remain secure. This balance 
can be difficult, as many believe that improvements in security come at the expense of system usability.
[20]
 
Research and study show the importance of designing and developing technology that balances a positive user interface with security features that meet industry and corporate 
standards.
[21]
 A 2002 study shows, however, that security and usability can coexist harmoniously.
[22]
 In many ways, a secure CRM system can become more usable. 
Researchers have argued that, in most cases, security breaches are the result of user-error (such as unintentionally downloading and executing a computer virus). In these 
events, the computer system acted as it should in identifying a file and then, following the user’s orders to execute the file, exposed the computer and network to a harmful virus. 
Researchers argue that a more usable system creates less confusion and lessens the amount of potentially harmful errors, in turn creating a more secure and stable CRM 
system.
[23]
 
Technical writers can play a large role in developing customer relationship management systems that are secure and easy to use. A series of 2008 research shows that CRM 
systems, among others, need to be more open to flexibility of technical writers, allowing these professionals to become content builders.
[24]
 These professionals can then gather 
information and use it at their preference, developing a system that allows users to easily access desired information and is secure and trusted by its users. 
[edit]Types/variations 
[edit]Sales force automation 
Sales force automation (SFA) involves using software to streamline all phases of the sales process, minimizing the time that sales representatives need to spend on each 
phase. This allows a business to use fewer sales representatives to manage their clients. At the heart of SFA is a contact management system for tracking and recording every 
stage in the sales process for each prospective client, from initial contact to final disposition. Many SFA applications also include insights into opportunities, territories, sales 
forecasts and workflow automation, quote generation, and product knowledge. Modules for Web 2.0 e-commerce and pricing are new, emerging interests in SFA.
[2]
 
[edit]Marketing 
CRM systems for marketing help the enterprise identify and target potential clients and generate leads for the sales team. A key marketing capability is tracking and measuring 
multichannel campaigns, including email, search, social media, telephone and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Alternatively, 
Prospect Relationship Management (PRM) solutions offer to track customer behaviour and nurture them from first contact to sale, often cutting out the active sales process 
altogether. 
In a web-focused marketing CRM solution, organizations create and track specific web activities that help develop the client relationship. These activities may include such 
activities as free downloads, online video content, and online web presentations.
[citation needed]
 
[edit]Customer service and support 
Recognizing that service is an important factor in attracting and retaining customers, organizations are increasingly turning to technology to help them improve their clients’ 
experience while aiming to increase efficiency and minimize costs.
[25]
 Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the 
right tools and authority to solve client problems.
[26]
 
[edit]Appointment 
Creating and scheduling appointments with customers is a central activity of most customer oriented businesses. Sales, customer support, and service personnel regularly 
spend a portion of their time getting in touch with customers and prospects through a variety of means to agree on a time and place for meeting for a sales conversation or to 
deliver customer service. Appointment CRM is a relatively new CRM platform category in which an automated system is used to offer a suite of suitable appointment times to a 
customer via e-mail or through a web site. An automated process is used to schedule and confirm the appointment, and place it on the appropriate person's calendar. 
Appointment CRM systems can be an origination point for a sales lead and are generally integrated with sales and marketing CRM systems to capture and store the interaction. 

[edit]Analytics 
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and service. These features can be complemented and augmented with links to 
separate, purpose-built applications for analytics and business intelligence. Sales analytics let companies monitor and understand client actions and preferences, through sales 
forecasting and data quality. 
Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and 
search marketing campaigns. Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating “buy signals,” 
marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance 
personnel also use analytics to assess the value of multi-faceted programs as a whole. 
These types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other service and support channels,
[25]
 in 
order to correct problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure 
and analyze response times, service quality, agent performance, and the frequency of various issues. 
[edit]Integrated/Collaborative 
Departments within enterprises — especially large enterprises — tend to function with little collaboration.
[27]
 More recently, the development and adoption of these tools and 
services have fostered greater fluidity and cooperation among sales, service, and marketing. This finds expression in the concept of collaborative systems that use technology 
to build bridges between departments. For example, feedback from atechnical support center can enlighten marketers about specific services and product features clients are 
asking for. Reps, in their turn, want to be able to pursue these opportunities without the burden of re-entering records and contact data into a separate SFA system. 
[edit]Small business 
For small business, basic client service can be accomplished by a contact manager system: an integrated solution that lets organizations and individuals efficiently track and 
record interactions, including emails, documents, jobs, faxes, scheduling, and more. These tools usually focus on accounts rather than on individual contacts. They also 
generally include opportunity insight for tracking sales pipelines plus added functionality for marketing and service. As with larger enterprises, small businesses are finding value 
in online solutions, especially for mobile and telecommuting workers. 
[edit]Social media 
Social media sites like Twitter, LinkedIn and Facebook are amplifying the voice of people in the marketplace and are having profound and far-reaching effects on the ways in 
which people buy. Customers can now research companies online and then ask for recommendations through social media channels, making their buying decision without 
contacting the company. 
People also use social media to share opinions and experiences on companies, products and services. As social media is not as widely moderated or censored as mainstream 
media, individuals can say anything they want about a company or brand, positive or negative. 
Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. 
Social media promoters cite a number of business advantages, such as using online communities as a source of high-quality leads and a vehicle for crowd sourcing solutions to 
client-support problems. Companies can also leverage client stated habits and preferences to "hyper-target" their sales and marketing communications.
[28]
 
Some analysts take the view that business-to-business marketers should proceed cautiously when weaving social media into their business processes. These observers 
recommend careful market research to determine if and where the phenomenon can provide measurable benefits for client interactions, sales and support.
[29]
 It is stated
[by 
whom?]
 that people feel their interactions are peer-to-peer between them and their contacts, and resent company involvement, sometimes responding with negatives about that 
company. 
[edit]Non-profit and membership-based 
Systems for non-profit and membership-based organizations help track constituents and their involvement in the organization. Capabilities typically include tracking the 
following: fund-raising, demographics, membership levels, membership directories, volunteering and communications with individuals. 
Many include tools for identifying potential donors based on previous donations and participation. In light of the growth of social networking tools, there may be some overlap 
between social/community driven tools and non-profit/membership tools. 
[edit]Strategy 
For larger-scale enterprises, a complete and detailed plan is required to obtain the funding, resources, and company-wide support that can make the initiative of choosing and 
implementing a system successfully. Benefits must be defined, risks assessed, and cost quantified in three general areas: 
  Processes: Though these systems have many technological components, business processes lie at its core. It can be seen as a more client-centric way of doing 
business, enabled by technology that consolidates and intelligently distributes pertinent information about clients, sales, marketing effectiveness, responsiveness, and market 
trends. Therefore, a company must analyze its business workflows and processes before choosing a technology platform; some will likely need re-engineering to better serve 
the overall goal of winning and satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and how best to employ them.
[3]
 
  People: For an initiative to be effective, an organization must convince its staff that the new technology and workflows will benefit employees as well as clients. 
Senior executives need to be strong and visible advocates who can clearly state and support the case for change. Collaboration, teamwork, and two-way communication should 
be encouraged across hierarchical boundaries, especially with respect to process improvement.
[30]
 
  Technology: In evaluating technology, key factors include alignment with the company’s business process strategy and goals, including the ability to deliver the 
right data to the right employees and sufficient ease of adoption and use. Platform selection is best undertaken by a carefully chosen group of executives who understand the 
business processes to be automated as well as the software issues. Depending upon the size of the company and the breadth of data, choosing an application can take 
anywhere from a few weeks to a year or more.
[3]
 
[edit]Implementation 
[edit]Implementation issues 
Increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are some of the benefits to an enterprise. Proponents emphasize that 
technology should be implemented only in the context of careful strategic and operational planning.
[31]
 Implementations almost invariably fall short when one or more facets of 
this prescription are ignored: 
  Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, context, and support for 
the workforce.
[32]
 In other instances, enterprises simply automate flawed client-facing processes rather than redesign them according to best practices. 
  Poor integration: For many companies, integrations are piecemeal initiatives that address a glaring need: improving a particular client-facing process or two or 
automating a favored sales or client support channel.
[33]
 Such “point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than 
complete client view and often lead to unsatisfactory user experiences. 
  Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize the immense value of integrating their client-facing operations. In this 
view, internally-focused, department-centric views should be discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service. For 
example, sales representatives need to know about current issues and relevant marketing promotions before attempting to cross-sell to a specific client. Marketing staff should 
be able to leverage client information from sales and service to better target campaigns and offers. And support agents require quick and complete access to a client’s sales and 
service history.
[33]
 
[edit]Adoption issues 
Historically, the landscape is littered with instances of low adoption rates. Many of the challenges listed above offer a glimpse into some of the obstacles that corporations 
implementing a CRM suite face; in many cases time, resources and staffing do not allow for the troubleshooting necessary to tackle an issue and the system is shelved or 
sidestepped instead. 
[edit]Statistics 
In 2003, a Gartner report estimated that more than $1 billion had been spent on software that was not being used. More recent research indicates that the problem, while 
perhaps less severe, is a long way from being solved. According to CSO Insights, less than 40 percent of 1,275 participating companies had end-user adoption rates above 90 
percent.
[34]
 Additionally, many corporations only use CRM systems on a partial or fragmented basis, thus missing opportunities for effective marketing and efficiency.
[35]
 
In a 2007 survey from the U.K., four-fifths of senior executives reported that their biggest challenge is getting their staff to use the systems they had installed. Further, 43 
percent of respondents said they use less than half the functionality of their existing system; 72 percent indicated they would trade functionality for ease of use; 51 percent cited 
data synchronization as a major issue; and 67 percent said that finding time to evaluate systems was a major problem.
[36]
 With expenditures expected to exceed $11 billion in 
2010,
[36]
 enterprises need to address and overcome persistent adoption challenges. 
The amount of time needed for the development and implementation of a customer relationship management system can prove costly to the implementation as well. Research 
indicates that implementation timelines that are greater than 90 days in length run an increased risk in the CRM system failing to yield successful results.
[37]
 
[edit]Increasing usage and adoption rates 
Specialists offer these recommendations
[34]
 for boosting adoptions rates and coaxing users to blend these tools into their daily workflow: 
 
Additionally, researchers found the following themes were common in systems that users evaluated favorably. These positive evaluations led to the increased use and more 
thorough implementation of the CRM system. Further recommendations include
[38]
 
  “Breadcrumb Trail”: This offers the user a path, usually at the top of a web or CRM page, to return to the starting point of navigation. This can prove useful for 
users who might find themselves lost or unsure how they got to the current screen in the CRM. 

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Customer relationship management(CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support.[1] The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service.[2] Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments.[3] Measuring and valuing customer relationships is critical to implementing this strategy. [4] Benefits of CRM A CRM system may be chosen because it is thought to provide the following advantage ...
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