Customer Relationship Management

27 Jun


One client of mine when and first began my assignment with them, insisted they already had CRM which of course was a little perplexing because I had to wonder why, then, did they here me? In the course of my initial work and went to spend time at one of their retail stores. While I was there, the store manager showed retail stores. While I was there, the store manager showed me this big paper mass with records of customers transactions, mostly orders, that was sitting in a gargantuan binder and was told that this was their `CRM’ method.

It tooks months to overcome their existing definition or method of CRM, so they could understand what I was talking about. I have to explain them in detail about traditional CRM first, then how the version changed from CRM to CMR, about social CRM, differences between traditional CRM and social CRM.

What do you think about traditional CRM, version changed from CRM to CMR, about social CRM, comment and explain in detail differences between traditional CRM and Social CRM.



Traditional business models are rapidly losing their oomph. The kind of business organization that sees itself as a producer / distributor of products or a service provider and then sees its return based strictly on products or services sold, is becoming the coclacanth of the 21st Century – a weired looking specimen in a fossilized state.

While the industry has been a great lab for a New Business Model, it is gaining credence throughout multiple sectors, far beyond the limit. This model is intermeshed with contemporary social CRM and Customer engagement strategies. These are some distinct characteristics that define this model.

What do you think about the characteristics and the impact of the model explain in detail.



Vinayak is newly appointed in FMCG Co name ITC Liver as a Customer Relation Manager.

He introduced a new theory named “Social Media” as a customer engagement strategies and it was splendidly well.

Do you have any idea how many ways social media fits into customer engagement strategies, explain in detail.



These are different sets of expectations when a customer complains as opposed to when they request something, and each of them has to be handled. But if you handle them well, whether they are complaints or simply queries, and you provide a customer service that can exceed expectations – which are low to begin with there is a distinct benefit.

In 2009 J D Power and Associates did their annual ranking, published in Business Week of customer service champ by using new model.

Can you explain in detail Tenets and principles of the New Model.

Customer Relationship Management

27 Jun

Q1. With the advent of Jio in the market, the telecom industry has gone for a complete shake up. In trying to match up to the rising competition and falling margins, companies have been left with no breathing space. In this entire mess, Vodafone is facing a problem of a different kind, i.e. rising customer complaints. With the price war and the ever increasing employee turnover rate, it is unable to satisfy its customers. Can you guide them with steps to improve the situation?

Q2. Haldirams, the country’s biggest QSR brand has recently felt the need to implement CRM seeing the ever increasing competition and in order to preserve its market share. But being a homegrown traditional company it does not understand the factors it needs to keep in mind for its successful implementation and also the potholes it needs to avoid. Can you as a consultant guide them on the same?

Q3. Read and Analyze the below given case and answer the questions at the end of it Customer-centricity simply speaking means bringing customers at the centre of the enterprise and aligning strategies, decisions and actions to deepen this relationship with them over a period of time. Aligning strategies, decision and actions includes products, distribution, behaviour, business models, talent acquisition and so.

Deepening relationship is about increasing share of wallet and doing repeat business with the company. This holds true whether you are a MSME, SME or large corporate. However, a journey of customer-centricity is easier said than done. For MSME owners, to understand this journey, we must first put in place the foundational elements called the AUDI of customer-centricity: Align Understand, Define and Inventorise.

A = Align for commitment

Alignment commences with the CEO and top management coming together and deciding to bring customer-centricity from the periphery of an enterprise to being a strategic-choice for achieving the company’s vision.

U = Understand the Customer Value Proposition

Do you know your customer value proposition? It is not just about the physical attributes or the specifications or what is before your eyes. It is the finer details that connect a product with the customers. A customer value proposition should clarify the benefits that consumers can expect from a product.

D = Define what is the Service Intent

One thing that organizations often struggle with is lack of clarity on what the customer should experience while using the product. Service intent is a short definition of what customers would experience while interacting with the organization across touch-points. It is a statement that stipulates what experience would be delivered to customers.

I = Inventorise initiatives that matter

Once the leadership alignment is in place and there is clarity on customer value proposition and the service intent, the top management in participation with employees should come up with a laundry list of initiatives that would need to be deployed.

1. Do you think this concept of AUDI stands relevant in the SME sector? Explain with the help of an example?

2. SME’s in India do not understand CRM and how can it guide them in building loyalty. Can you guide them on the same?