Customer Relationship Management (CRM)

UNIT -1

Definitions and Concepts

Custom:
The word derives from "custom," meaning "habit"; a customer was someone who frequented a particular shop, who made it a habit to purchase goods of the sort the shop sold there rather than elsewhere, and with whom the shopkeeper had to maintain a relationship to keep his or her "custom," meaning expected purchases in the future.

Customer:
Entity that receives or consumes products (goods or services) and has the ability to choose between different products and suppliers. Entity directly served by an organization. Entity within a firm who establishes the requirement of a process (accounting, for example) and receives the output of that process (a financial statement, for example) from one or more internal or external suppliers.

A customer (also known as a client, buyer, or purchaser) is usually used to refer to a current or potential buyer or user of the products of an individual or organization, called the supplier, seller, or vendor. This is typically through purchasing or renting goods or services. Customer also includes by extension any entity that uses or experiences the services of another. A customer may also be a viewer of the product or service that is being sold despite deciding not to buy them. The general distinction between a customer and a client is that a customer purchases products whereas a client purchases services. The word derives from "custom," meaning "habit"; a customer was someone who frequented a particular shop, who made it a habit to purchase goods of the sort the shop sold there rather than elsewhere, and with whom the shopkeeper had to maintain a relationship to keep his or her "custom," meaning expected purchases in the future.

Customer relationship management:

CRM is comprehensive approach for creating, maintaining, and expanding customer relationships. CRM is business strategy designed to optimize profitability, revenue, and customer satisfaction. CRM is a business strategy that aims to understand/appreciate, manage, and personalize the needs of an organizations current and potential customers. CRM is a competitive strategy and process of acquiring, reacting and partnering with selective customers to create superior value for the company and the customer. CRM is a business strategy that applies working with customers such that they receive great service and are motivated to return again and again to do more business with the company. CRM is a broadly recognized, widely-implemented strategy for managing and nurturing a companys interactions with clients and sales prospects. CRM involves using technology to organize, automate, and synchronize business processesprincipally sales activities, but also those for marketing, customer service, and technical support. 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. CRM is the ability to recognize & manage the increase in customer loyalty and to prevent the shifting & transformation of business to the competitor. CRM is a process or methodology used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. 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. CRM helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers. CRM is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way.

...............For example, an enterprise might build a database about its customers that described relationships in sufficient detail so that management, salespeople, people providing service, and perhaps the customer directly could access information, match customer needs with product plans and offerings, remind customers of service requirements, know what other products a customer had purchased, and so forth. CRM works on 3 principles; 1) To Acquire a CustomerToughest Thing 2) To Retain a CustomerEasy to get back an old one 3) To Service a CustomerMost important to maintain loyalty CRM Technology: Broadly Categorized into: 1) Proactive Vs Reactive CRM 2) Operational, Collaborative and Analytical CRM 1) Proactive Vs Reactive CRM Reactive Compan y Respond Stimulus Customer

Proactive Compan y

Stimulus Customer Offering s

One-to-One Offering with increased Personalization

Customer Repositor y

2) Operational, Collaborative and Analytical CRM

Operational CRM: -Also known as Front office CRM -Includes Customer facing applications -Involves areas where direct customer contact occurs -Interactions are referred as Customer Touch points: - Face to Face touch points Sales Service Channel Events Stores Promotions

- Database Driven Touch points Telephone Email SMS Fax ATMs Mass Media Advertizing/ Website
Order Manageme nt

- ERP like Segment of CRM

Customer Service

Invoice Billing

Marketin g

Operation al CRM

Sales

Collaborative CRM Enables two way dialogs betweens a company like - Business Partners - Agents - Brokers - Distributors - Dealers - Resellers - Retailers

Analytical CRM - Also known as back office CRM - Involves understanding customer activities that occurred in the front Office - Uses Data marts / Data warehouses such as customer Repositories - Uses Data warehousing and Mining - Studies customer behavior patterns

Objectives of CRM

Streamlined sales and marketing processes Higher sales productivity Added cross-selling and up-selling Improved service, loyalty, and retention Increased call center efficiency Higher close rates Better profiling and targeting Reduced expenses Increased market share Higher overall profitability Marginal costing

Customer Life Cycle

Customer life cycle is a term used to describe the progression of steps a customer goes through when considering, purchasing, using, and maintaining loyalty to a product or service. Customer life cycle into five distinct steps: Reach Acquisition Conversion Retention Loyalty

CLC means getting a potential customer's attention, teaching them what you have to offer, turning them into a paying customer, and then keeping them as a loyal customer whose satisfaction with the product or service urges other customers to join the cycle. CLC is often depicted by an ellipse, representing the fact that customer retention truly is a cycle and the goal of effective CRM is to get the customer to move through the cycle again and again. A customer life cycle framework includes metrics for reach, acquisition, conversion and retention. This framework gives you a business model for understanding the nature of your business in relation to other businesses. In today's business environment, the trend is for most businesses to use both online and offline channels in their marketing plans. The broad categories of reach, acquisition, conversion and retention can be used to further clarify the metrics you measure. Whereas in the past, marketing managers could simply report that they got 30 percent more visitors who bought 10 percent more widgets. Now, using a customer life cycle framework to interpret the powerful reports in web analytics solutions, managers can pinpoint the initiatives that brought more visitors or the optimal sales path that increased sales. You can identify the marketing activities that succeed and those that don't, fine tuning your marketing activities. The following are definitions for the metrics in the customer life cycle. These metrics will be used when you create your Key Performance Indicators, the means for achieving your business goals.

Reach
Reach is defined as the likelihood of gaining someone's attention. This can be displayed in a number of ways, depending on how you are looking at it.

The number of searches completed for your paid search keyword phrases. The number of reads an article written by someone representing your company received. The number of users who view banner impressions served on a website. The number of subscribers to a newsletter you sponsor or that contains your ad. The number of readers who subscribe to a newspaper or magazine and will see your ad. The number of views your billboard ad receives. The number of views your TV spots secure.

Each qualifier is both easy and difficult to measure. Any banner network can tell you how many banner impressions were served or the number of times your search phrases were used. Likewise, any magazine or newsletter can tell you how many readers they have. Any marketing vendor can tell you how many valid addresses your direct mail piece was sent to. But how could you know how many people read your article or actually received your piece of mail? And if they did receive it, how do you know they opened it? It is impossible to accurately calculate this data. This is why reach is difficult to measure. No matter how powerful your web analytics solution, no one can tell you the number of people who actually read and think about your marketing message. For that reason, reach is tied to acquisition; we can't measure the number of people who read a message but we can infer this value from the percentage of people you are able to acquire. So when thinking about reach, keep in mind that it is correlated to the actual acquisition of visitors.

Acquisition
If reach is defined as the likelihood of gaining someone's attention, then acquisition can be defined as how well you got it. Did they make it to your site? Did they click on a link or type your domain in their browser and bring themselves to your site? That's acquisition. To some, acquisition is more accurately measured in terms of a visitor not only arriving, but also engaging in some sort of action, like a purchase. However, any visitor who lands on your site as a result of one of your ads has

the potential to complete an activity of value. Thus, it can be considered an act of arrival or response. Acquisition stats are focused on your source of traffic, which can be the referring domain, a search engine or a search key phrase. Your web analytics solution extends this measurement, allowing for the qualification of visitors. In so doing, it runs into the measurement of conversion.

Conversion
Conversion is the successful completion of specific activities by your site visitors that result in a positive contribution to your bottom line. Conversion can be measured differently for different activities. Conversion does not have to equal a sale. It can be the downloading of a document or application, the act of submitting information to generate leads, the locating of information in an FAQ or support document, the act of navigating from a general to a more specific page, the specific amount of time spent on a website, the viewing of a specific number of pages, or viewing key pages like the services page with pricing information. Studying the sales path to conversion will help you make changes to your website and influence marketing initiatives that will impact your visitors' ability to complete desired goals. This is a win-win situation because it leads to customer satisfaction and increased profits for your business We have discussed the fact that a website may want to measure many different conversion rates. It is important to measure all the conversion rates that matter, but do not compare your rates to those of others. Research firms have published studies about conversion rates by business category, and this information is interesting, but it should not be used to gauge your own success. Your measure of success should be the increase (or desirable decrease) in your site's key performance indicators over time. Select the top three or four key performance indicators for your website (or marketing campaigns) and measure these over time, tracking progress and making the changes that will improve future conversions. It is also important to keep your conversion rates to yourself since competitors can use the data to your disadvantage.

Retention
The reach, acquisition and conversion phrases in the customer life cycle have been very time-invested, but now you need to concentrate on keeping those repeat customers. Research says that an existing customer is worth more than a new customer, so you need to monitor and hold on to them which is no easy task with the Internet making competitors just a click away. If you sell a product, someone can make it cheaper. If you provide a service, someone can always do it better or faster. Unless your products and services are well branded or very unique, your business will always be subject to churn. That is why it is important to measure retention. Retention measures the activities of your repeat customers, tracking everything they do on your site whether it is a purchase or any other activity. By watching the individual actions of your repeat customers, you can respond optimally to their needs, then up sell and cross sell products and services to them. Visitor segmentation tools are an important aid to understanding your repeat customers.
Suspect Re-Purchase Lead Generation

Customer Retention

Custom er Life Cycle

Lead Qualification

Service/Delivery

Meet

Order

Quote

New Customer

Tier1

Tier2

Tier3

Tier4

Declining Customer

Lapsed Customer

New Customers Entering in Customer Base

Existing/Active Customers

It shows the stages of a businesss customers: new, existing, declining, lapsing. And the ability to tier active customers also is valuable. Each tier has its own dynamics. There is much more to CRM than a simple frequency loyalty program. Its a deeper level understanding of the customer base. Understanding the statuses of customers from this point of view is powerful marketing information. Modern CRM is more than the analytics and outbound campaigns. The social CRM movement is gaining strength, and its incorporating many social network principles into the customer engagement process.

eCRM (Electronic CRM) E-CRM is not just your call center, self-service Web site, sales force automation tool or the analysis of customers' purchasing behaviors. E-CRM is all of these initiatives working together to enable you to more effectively respond to your customers' needs and to market to them on a one-to- one basis. It's about the customer, not any individual piece of technology. If we evaluate and understand how our customers behave and how we need to respond to them, then we can begin to understand the component pieces of eCRM. Today, there are many ways a customer can interact with a vendor including via a salesperson, Web site, catalog, e-mail, store, trade show exhibit or advertisement. With today's technology, it's possible for each of these contact points to be driven from the same base of information about the customer. However, it is not unusual for these contact points to be driven from discrete bases of information which are not coordinated and do not have the same content. Your sales force doesn't know about your customers' interactions with your Web site. Your call center doesn't know the customer was visited by a salesperson last week. You send e-mails without consideration of recent catalog purchases. Consequently, the customer thinks you don't have your act together. An integrated customer information architecture to support all of these applications could prevent this lack of coordination. The first need identified in delivering true e-CRM is an integrated customer information architecture. Creating and maintaining this integrated information architecture is not a trivial process. The various applications contributing to the architecture need to be identified. The architecture needs to be designed to support the various applications and technologies involved, and vice versa. The data must then be extracted, transformed and loaded into the environment. Replication strategies may need to be incorporated to keep the applications in synchronization with each other. Creating and maintaining this architecture may cost millions and still not be perfect; however, the architecture is the fundamental cornerstone of comprehensive e-CRM. The next step is to segment and analyze what we have. We need to understand why, what, where, when and how our customers make purchases. We need to understand where we make money. We need to know which channels are working and which ones aren't. We need to understand what our competitors are doing. There are statistical analysis techniques that can provide this insight. However, these are not for the layperson. You should have marketing and statistical analysis experts on your staff to use the tools and make sense of the outcomes of the analyses. The tools to answer these questions are the true OLAP (online analytic processing) tools on the market

today. There is also a special subset of tools that facilitate the heavy-duty statistical analysis or data mining. Once we better understand our customers, we need to be able to promote to them in a direct way. In today's business environment, this can take many forms. We may want to personalize their interactions with our Web site, email, pagers, voice- mail, faxes or other telephonic messages. We may want to personalize the script on their next calls to our call center or have our salespeople call them with specific product or service offerings. We need to be able to construct and manage promotions using a variety of channels and monitor the success of those promotions. We need closed-loop processes which allow us to initiate, manage and monitor promotions through all of our channels. Tools to support this area are fragmented and solution-specific. Sales force automation (SFA) and call center applications only address one piece. Personalization engines only cover the Web. Broadcast engines only deal with telephony. It's only when a customer initiates a purchase and that purchase is recorded by the sales, inventory, general ledger and other transactional applications that we obtain the raw material we need to further understand the customer and to evaluate the effectiveness of our promotions. Oftentimes we have multiple versions of these applications to handle specific products or channels. It's not just these transactional applications, but also the transactions being captured by our SFA and call center applications. The challenge is to extract the necessary customer transaction data from these discrete applications and incorporate that data in our CRM-ready data warehouse. It is then that we have "closed the loop" and can truly attain one-to-one and permission marketing relationships with our customers. Mass production and mass marketing of the midtwentieth century changed the methods business used to relate with their customers. Customers came to feel that mass marketing reduced them to a number. The unique relationship customers established over time with the company somehow got lost in this transition. Many companies are now starting to reestablish this connection and are reengaging their customers by implementing relationship marketing based on customer relationship management (CRM) software (1). During the last fifteen years, we have witnessed evolutionary changes in business software deployment, with a rapid move from central computing to client/server architectures, and more recently to web architectures. The superior capabilities of next-generation information technology have been a driving force in redesigning business processes. Increasingly, businesses depend on IT, and IT has been characterized as the enabler of change (5). Piccoli outlines a framework of customer-service life cycle to gain competitive

advantage and uncover opportunities by using IT (9). With technical advancement, companies face the challenges of technology adoption and acceptance. These decisions are complex, and often the perceptions of various parties, including customers, non-IT staff, and IT staff must be addressed and reconciled. Within this context, we examine the evolving nature of CRM systems, focusing on the difference between CRM and eCRM. Their technological differences are identified as a starting point in understanding if these differences exist in practice, and if so, how organizations respond to them. THE BUSINESS CONCEPTS BEHIND CRM Technology can greatly assist firms in developing great customer relationships by linking the front-office process (e.g. sales, marketing management, order management, sales management, sales planning, pricing, after sales service and support) with back-end processes (e.g. procurement, finance, payroll, shipping, production planning, profitability analysis, receivables and payables, inventory management, and human resources). Since the introduction of CRM, the term has been defined in different ways, with no clear consensus. Some authors emphasize establishing a call center, while for others it meant mining a customer data warehouse. Others used the term to describe a web presence targeting customers. Without consensus, managers have a difficult time understanding how functional areas of the organization interact within CRM. Handen defines CRM as the process of acquiring, retaining and growing profitable customers. He further states that in order to be successful in the future, organizations need to better understand customers needs. It is important for organizations to understand these needs and be in position to act quickly. Massey asserts that CRM is about attracting, developing and maintaining profitable customer relationships over time. CRM is a strategy to identify and satisfy customers needs and behaviors; and doing so will result in a stronger relationship with them. Greenberg defines CRM as the commitment of the company to place the customer experience at the center of its priorities and to ensure that incentive

systems, processes, and information resource leverage the relationship by enhancing experience. According to this definition, the experience of the customer is a cumulative effect of a series of interactions. The objective of CRM essentially is to enhance this cumulative effect and thus the loyalty of the customer. Loyal, repeat customers are intangible assets and provide a true competitive advantage to any organization. It is estimated that the cost of acquiring a new customer is about five times that of maintaining a current customer. It stands to reason that it makes economic sense to pay closer attention to the needs of current customers. confident managers know this and understand the importance and the value of this strategy.

CRM AND eCRM The 1990s was a period of remarkable growth of a class of software called ERP (Enterprise Resource Planning). ERP systems tie-in numerous legacy systems used for the back-end operations so that systems across a firm are linked, thereby making information across the firm available more easily. Until then, organizations deployed a host of specialized application servers throughout the organization, each dedicated to perform a specific function. With ERP systems, an organization is able to capture data in one place and integrate it seamlessly throughout various departments and processes. Although ERP systems are helpful in managing back-end operations, they are not designed to capture data and support the complexities of marketing (e.g. marketing campaigns, customers changing preferences, and finer nuances of customers behavior). On the other hand, CRM systems were specifically developed for the frontend applications and were quickly adopted. Ideally, CRM allows an organization to tailor its products and services to each customers preferences. CRM may be used to create a personalized, one-toone experience that will give the individual customer a sense of being cared for, thus opening up new marketing opportunities based on the preferences and history of the customer. Croteau and Li point out CRM is a customer-focused business strategy that aims to increase customer satisfaction and customer loyalty by offering a more responsive and customized service to each customer. With the movement of business applications to the Internet, CRM has enhanced an organizations capabilities by providing access to its customers

and suppliers via the Web. This web experience and communication through the wireless web is called eCRM. The Internet is advancing eCRM; it provides features that are attractive to customers and business organizations. Differences between CRM and eCRM are subtle, but important. They concern the underlying technology and its interfaces with users and other systems. For example, many eCRM systems provide the customer with a self-service browser-based window to place orders; check order status; review purchase history; request additional information about products; send e-mails and engage in a host of other activities. These capabilities provide customers freedom in terms of place and time. The customer no longer is limited to contacting an organization during regular business hours, and the organization does not have to provide a live contact at the other end for customers inquiries and requests. Figures 1 and Figure 2 depict a common, high-level technology map of traditional CRM and eCRM systems respectively. Traditionally, CRM systems use client/server technologies where all programs and applications are run on one or more centralized servers. The front-end operations of the system interface with the backend operations through traditional ERP systems. The system does not use data warehouses or data marts. ERP systems act as data repositories and capture data from both the front-end and back-end operations. The usual customer touch points are retails stores and the organizations customer service and support centers; e.g., personal contact through retail outlets, telephone, and fax. With eCRM, the interface between the front-end and back-end operations is not only through ERP, but it also utilizes data warehouses and data marts. Data warehouses is a logical collection of information, gathered from several operational databases, used to create business intelligence in support of business activities and decision-making. Data warehouses are multidimensional databases. The layers in a data warehouse represent information according to different dimensions. A data mart is a subset of a data warehouse in which only a focused portion of the data warehouse information is kept (4). Customer touch points in eCRM are expanded to include the Internet and wireless devices, supporting mobile and PDA technologies.

The users in CRM are the employees of the organization or the retails stores personnel. The system provides access via a set of predefined menus and choices, which cannot be customized by the user. Any customization requires making significant changes at the system level. In eCRM, on the other hand, an individual can easily customize these applications and menus through their web-based user interfaces. The application programs in CRM are

written with back-end operations in mind; the emphasis is on data collection and the optimality of interface with the users PC (client). Merely web-enabling these applications is not efficient as it places a greater burden and overhead on the client computer. Web-enabling CRM application involves downloading applets to the client a time consuming process. Furthermore, web-enabling CRM applications require that each application and program be rewritten for different platforms. Any modifications or changes must be incorporated in all versions. In addition, the information provided to the customer cannot be altered in a short time frame. On the other hand, in eCRM all applications are designed and implemented for optimal web interaction and experience. Typically, the client does not need to download applets to access applications. The browser is the medium and it allows access to appropriate information without any regard to the platform of the client. From the customers perspective, it is just like accessing different web pages. CRM applications are designed around products and job functions. The applications are designed for the corporate department or the individual employee to access his customer-related intelligence, and to provide customer service more effectively. In eCRM, the applications are designed with the customer in mind and give the customer the total experience on the web. Each different user has a different view of the array of information, goods, and services available to him/her. Web-enabled CRM usually is designed around one department or business unit and not the entire enterprise. In eCRM, on the other hand, all applications are designed for the entire enterprise including all customers, suppliers and partners. Traditional CRM systems do not allow the organization to dynamically alter its marketing campaigns whereas eCRM systems provide this capability. As business conditions change, an organization with eCRM capabilities can direct specific campaigns to targeted customer segments.

Technological differences between CRM and eCRM

Customer Contacts

CRM Customer contact usually initiated through traditional mean s of retail store,

eCRM In addition to telephone, contact also initiated through the Internet, e-mail, wireless,

System Interface

telephone, or fax. Works with the back-end applications through ERP systems.

mobile and PDA technologies. Designed for front-end applications, which in turn interface with backend applications through ERP systems, data warehouses, and data marts. No such requirement; the browser is the customers portal to eCRM.

System Overhead (client computers)

Web-enabled applications require a PC client to download various applets and applications. These applications and applets would have to be rewritten for different platforms. Different audiences require different views and types of information. Personalized views for different audiences are not possible. Individual customization requires programming changes. System is designed around products and job functions (for internal use). Webenabled applications are designed around one department or business unit Implementation is longer and management is costly because the system is situated at various locations and on several servers.

Customization and Personalization of Information

Highly individualized dynamic and personalized views based on purchases and preferences are possible. Each audience individually customizes the views. System is designed around the customers needs (for external use). Enterprise wide portals are designed and are not limited to a department or business unit. Reduced time and cost. System implementation and expansion can be managed in one location and on one server.

System Focus

System Maintenance and Modification

UNIT-2 Sales Force Automation (SFA)

SFA: By automating your company's sales efforts, you can efficiently forecast, track and fulfill orders and customer interactions; analyze sales forecasts and competitor trends; manage sales cycles and communicate with sales representatives both in the office and on the road. These services, known collectively as Sales Force Automation (SFA), use technology to reduce administrative work and increase sales team productivity. SFA systems are information systems used in CRM and management that help automate some sales and sales force management functions. They are frequently combined with a Marketing Information System to increase the Sales Target and to work with the Leads. SFA systems are a type of program that automates business tasks such as inventory control, sales processing, and tracking of customer interactions, as well as analyzing sales forecasts and performance. Businesses may have a custom version developed specifically for their needs, or choose from among the increasing number of sales automation software products, such as Interact Commerce's ACT! and GoldMine Software's GoldMine. Sales automation software is sometimes called sales automation software, and sometimes called customer relations management ( CRM ) software. A SFA, typically a part of a companys customer relationship management system, is a system that automatically records all the stages in a sales process. SFA includes a contact management system which tracks all contact that has been made with a given customer, the purpose of the contact, and any follow up that might be required. This ensures that sales efforts are not duplicated, reducing the risk of irritating customers. SFA also includes a sales lead tracking system, which lists potential customers through paid phone lists, or customers of related products. Other elements of an SFA system can include sales forecasting, order management and product knowledge. More developed SFA systems have features where customers can actually model the product to meet their required needs through online product building systems. This is becoming more and more popular in the automobile industry, where patrons can customize various features such as color and interior features such as leather vs. upholstered seats. An integral part of any SFA system is company wide integration among different departments. If SFA systems arent adopted and properly integrated to all departments, there might be a lack of communication which could result in different departments contacting the same customer for the same purpose. In order to mitigate this risk, SFA must be fully integrated in all departments that deal with customer service management.

Making a dynamic sales force links strategy and operational actions that can take place within a department. the SFA relies upon objectives, plans, budget, and control indicators under specific conditions. Identifiable sales force management processes

Setting targets and objectives based on inputs (usually via a command center) Assigning actors responsible for achieving objectives Control processes for ensuring objectives are being achieved within o a given time frame o a given constrained context (customers and/or markets) System management to handle uncertain environments

The process usually starts from specific sales targets. The command center analyzes the inputs and outputs established from a modeled control process and the sales force. The control process enables the sales force to establish performance standards, measuring actual performance, comparing measured performance against established standards and taking corrective action. The sales managers adjust their actions based upon the overall process. Aside from the control process, the following metrics are implemented:

Time Management- Accurately measures the tasks and the percentage of time for each task. Call Management- Plan for customer interaction takes into account the percentage of command center reps that comply with the process and have successful calls. Opportunity Management- If the process is followed correctly then you will have a sales opportunity. The percentage of command center reps that utilize the tools, comply with the pobjective are all measured. Account Management- For multiple opportunities with a customer the account is measured by the tools, process, and objectives. Territory Management- For monitoring the account the territory is measured by the number of account reps and perspective versus active customers Sales Force Management- Process shared across several people and departments. The process includes training, IT systems, control, and coaching.

Components of Sales Force Automation System When looking for Sales Force Automation Systems not all are created equal. They are like selecting a new car. The systems can vary dependent upon what

information the organization is looking for. The application also has implications based upon their size, organization rollup, demand of new system, sales processes, and number of users. Dependent upon what you're looking for, services can fall into 2 categories: On-Premise Software and On-Demand Software. With on premise software, the customer manages and purchases the application. On-Premise software has some advantages and disadvantages dependent upon what a customer is really looking for. The disadvantage of on-premise to some is the higher cost of the software along with maintenance. Customization is also required for some who utilize additional processes outside of the normal out of the box solution. Time is also a factor. Much on-premise software takes longer implementation times along with numerous testing and training sessions. The overall advantage of on-premise software is looking at the overall return on investment. Utilization of the application for three to five years becomes more cost effective. Another advantage can be the based upon the amount of data. With on-demand you are held to a certain volume restriction, but with onpremise your data restrictions are based upon the storage size of your local hardware. The on-demand solution on the other hand takes shorter implementation time, less cost, and tailored to meet the customers need. The major players in the Sales Force Automation System includes: 1. Oracle Siebel 2. Salesforce.com 3. Microsoft Dymanics 4. Oracle EBS (E-business suite) 5. Zoho CRM 6. Peoplesoft SFA packages typically include a Web-ready database, an e-mail package, and customizable templates. A three-tiered architecture is typically used to separate the database, server, and application to reduce programming demands on clients. A module-based design is generally used, to allow users to customize the package to suit their needs. In August 2000, Oracle released a free CRM software package, OracleSalesOnline.com which makes information - such as contacts, schedules, and performance tracking - available online through the included database program. The package is designed for medium-to-large enterprises with mobile work forces. All data and storage are based at an Oracle facility, similar to the application service provider ( ASP ) model, which means that data can be accessed from any Internet connection and that the client doesn't need special hardware or software. The Oracle package also includes online staff training.

What makes a good sales force automation software ?

The term sales force automation refers to a system designed to track and manage sales activities for individuals and even large sales forces. - An integral part of any SFA system is company-wide integration among different departments. If SFA systems arent adopted and properly integrated to all departments, there might be a lack of communication that could result in different departments contacting the same customer for the same purpose. In order to mitigate this risk, SFA must be fully integrated in all departments that deal with customer service management. - A good sales force automation system allows information about sales opportunities to be easily accessible so it can be reviewed. This information stored in a sales force automation system may relate to individuals, companies, and even specific transactions. -Good sales force automation should provide the means for a busy sales manager to quickly find out what is happening with each sales opportunity and sales representative. -A good sales force automation system should provide a company with the means to identify the sales trends that affect the business. -Sales force automation software should provide comprehensive information on how each team member is performing. -Should allow the company to accurately forecast future trends and company profits. If these forecasts are not up to expectations the sales force automation software can help make improvements. -The sales force automation software should be able to automatically send out personalized e-mails to individuals or companies to make sure contact is maintained. -Good sales force automation software should assist the sales team in closing sales. Mobile Sales Force Automation Application A huge number of sales managers are always on the go. The expansion of Smartphones has reignited the creation of Mobile Sales Force Automation Systems. Most companies IT department are aware that adopting new capabilities require extensive testing. Despite the required time to test such a

new product, it will payoff in the future for the sales department. Smartphone appeals to salespeople, a part of a company's department that is extremely resistant to new technology implementation. Smartphones are easy to carry and easy to use, great interface design, touchscreens and fast wireless network capabilities like 4G and 3G phones.More than 55% of global 2000 organization will deploy mobile SFA project by 2011 and newer Smartphone platforms, such as Apple's OSX and Google's Android, point to a future of increasing diversity in device selecting and support for sales force. When implementing the Mobile Sales Force Automation Application or during the first stage of systems development life cycle, project teams will need to evaluate how prospective solutions comprising smartphones devices, software and support infrastructure and carrier services are packaged to deliver optimal system usability, manageability and integrative capabilities, as well as high scalability, reliability and performance. Its always good to put in mind that just like any new technology, success comes with usability. Advantages to the marketing manager

Understanding the economic structure of your industry Identifying segments within your market Identifying your target market Identifying your best customers in place Doing marketing research to develop profiles (demographic, psychographic, and behavioral) of your core customers Understanding your competitors and their products Developing new products Establishing environmental scanning mechanisms to detect opportunities and threats Understanding your company's strengths and weaknesses Auditing your customers' experience of your brand in Developing marketing strategies for each of your products using the marketing mix variables of price, product, distribution, and promotion Coordinating the sales function with other parts of the promotional mix (such as advertising, sales promotion, public relations, and publicity) Creating a sustainable competitive advantage Understanding where you want your brands to be in the future, and providing an empirical basis for writing marketing plans on a regular basis to help you get there Providing input into feedback systems to help you monitor and adjust the process

Strategic advantages Sales force automation systems can also create competitive advantage:

As mentioned above, productivity will increase. Sales staff will use their time more efficiently and more effectively. The sales manager will also become more efficient and more effective (see above). This increased productivity can create a competitive advantage in three ways: it can reduce costs, it can increase sales revenue, and it can increase market share. Field sales staff will send their information more frequently. Typically information will be sent to management after every sales call (rather than once a week). This provides management with current information, information that they will be able to use while it is still valuable. Management response time will be greatly reduced. The company will become more alert and more agile. These systems could increase customer satisfaction if they are used with wisdom. If the information obtained and analyzed with the system is used to create a product that matches or exceeds customer expectations, and the sales staff use the system to service customers more expertly and diligently, then customers should be satisfied with the company. This will provide a competitive advantage because customer satisfaction leads to increased customer loyalty, reduced customer acquisition costs, reduced price elasticity of demand, and increased profit margins.

Disadvantages Detractors claim that sales force management systems are:

difficult to work with require additional work inputting data dehumanize a process that should be personal require continuous maintenance, information updating, and system upgrading costly difficult to integrate with other management information systems

Salesforce SFA provides your sales team with a complete customer view that is shared with support and marketing in real time, so you can track and optimize your pipeline and ultimately close more deals.

SFA Features: Lead management. Managing leads effectively and optimizing lead flow across sales and marketing are critical to achieving sales success. With Sales

force, you can track prospect inquiries and seamlessly route qualified leads to the right people so sales reps get instant access to the latest prospects and leads are never dropped or lost. Security controls let you give reps access to leads in their own territories only and to manually share specific leads with other users. Opportunity management. Opportunity management enables sales teams to work together to close deals faster by providing a single place for updating deal information, tracking opportunity milestones, and recording all opportunity-related interactions. Sales force can be customized to fit your internal sales methodologies and processes, making it easier for your managers to monitor their sales pipelines. Global forecasting. Sales force SFAs global forecasting capabilities give organizations clear visibility into their sales pipelines. Accurate, timely forecasts of revenue and demand help sales close more deals, bring in higher profits, and align expenses with revenue growth. Forecasting also gives companies critical visibility into future product and service demand trends. Territory management. With the territory management capabilities in Sales force, you can easily define, administer, analyze, and change sales territories to match your sales organization, no matter how complex it is or how frequently it evolves. Customizable forecasting. Global, customizable forecasting capabilities in Salesforce give organizations clear visibility into their sales pipelines. Accurate, timely forecasts of revenue and customer demand help sales close more deals, bring higher profits to the company, and align expenses with revenue growth. Forecasting also gives companies critical visibility into future product and service demand trends. Approvals and workflow. Salesforce provides workflow automation capabilities that you can easily customize to better manage your organizations unique sales processes. The result is greater control over routine activities, the elimination of redundant tasks, and adherence to your approval processes. Account and contact management. Sales force gives your entire company a 360-degree view of each of your customers, enabling you to acquire deep knowledge of every account and contact, facilitate collaboration across your organization, and build and maintain strong, lasting customer relationships. Activity management. Coordinating customer-facing activities and events is a critical part of closing business and managing customer relationships. Sales forces activity management capabilities help keep your reps organized and working together so your customers receive the attention they need. Product catalog. Sales force enables organizations to manage even the most complex product catalogs with ease. You can easily maintain and secure even large catalogs and multiple price books centrally for increased consistency while giving your teams easy access to the precise product and pricing information they need.

Document management. Sales force provides instant access to the most recent versions of the sales and marketing documents and materials your teams needall in one place. Sales force acts as your on-demand resource for critical business materials by providing a common document repository to enable consistent and effective communications from anywhere in the world. Contract management. Sales forces contract management capabilities seamlessly integrate back-office financial functionality into your front office. As a result, your organization is able to effectively manage the entire customer lifecyclefrom a contracts approval through its renewalto enhance profits. Email templates. Why should salespeople start with a blank page when writing customer and prospect emails? HTML email templates that sales reps can personalize are big time-savers for reps and also ensure that even individual communications are accurate and on message. Automatic tracking helps reps know when to follow up. Asset management. Knowing precisely which products your customers have purchased and installed is essential to world-class sales and service. With Sales force, you can track which of your products each of your customers has purchased. Plus, you can broaden your view of sales opportunities by also tracking which competing products they are using. Partner management. Sales force delivers unparalleled visibility into your companys entire sales pipelineincluding both direct and indirect channels. Salesforce PRM, salesforce.coms on-demand solution for managing your channel partner relationships, is seamlessly integrated with Sales force SFA. The result: one pipeline and one forecast across all channels. Reports and dashboards. With customizable reports and dashboards, sales managers and executives have instant access to the real-time data and analysis they need to run the business effectively. Easy-to-use sales analytics tools help managers analyze sales pipelines, perform win-loss analyses, create historical trend analyses, and more. Dashboards pull it all together, providing instant access to a consolidated, real-time view of sales data. Data quality management. Maintaining data quality is critical, especially with customer and prospect information. With Sales force, you can be certain your customer database has valid data and is free of duplicates. Mobile solutions. Mobile CRM capabilities from Sales force keep sales reps connected while they are away from the office. With support for disconnected laptops, wireless email devices (such as the BlackBerry), and wireless PDAs, traveling reps are never out of touch with their critical data. Microsoft Outlook, Word, and Excel integration. Workers dont have to toggle back and forth between Sales force SFA and Microsofts popular productivity and email tools. Our tightly integrated and easy-to-use solutions allow users to work more productively in the critical applications they use most.

sales force automation is a technique of using software to automate the business tasks of sales, including order processing, contact management, information sharing, inventory monitoring and control, order tracking, customer management, sales forecast analysis and employee performance evaluation. The Sales Force Technology Problem: Many new technologies have been introduced to aid in the efficiency and effectiveness of the selling process. However, people in Sales are much too busy making their quarterly numbers; to have much, if any time to spend on evaluating, implementing and learning new Sales tools. Other departments, like IT, dont understand the dynamic complexity inherent in the Sales process; as a result they are ill-equipped to successfully select and deploy Sales tools. Most companies who have deployed SFA systems, report disappointing results; with many reporting little or no use of the SFA system a year after deployment. When investigating the cause of the poor results, the evidence has as shown that these companies all took thequick implementation route. This implement approach is driven by dates, and providing basic out of the box functionality; which in most cases, offers little or no value to Sales Reps, contributing significantly to little or no use problem. This high failure rate creates revenue growth and market share opportunities for the companies who successfully optimize their selling channels.

The Following are some of The Key Success Factors with the SFA Projects: _ Foster the understanding that it is in the companys best interest, to take the time and effort to successfully deploy technology that helps the Sales Force look good in the eyes of the customer. _ Treat the Sales Force as a strategic asset of the company, not something that needs fixing. _ Help management get what they need, by making sure that the sales reps get what they need. _ Focus on helping the rep; think & talk 3 to 1, Give 3 benefits to reps, for every 1 you have to do

_ Constantly think how we can positively differentiate the company in the minds of the customers. . _ Benchmark the companys competitors sales performance numbers, structures and methods. _ Develop sales ownership; work with formal & informal sales leadership, developing a selling vision of how the sales force will be the best in the industry through tech. asst. selling _ Focus on shortening & fattening the pipe, i.e. taking time out of the selling process, & adding new opportunities. _ Work with marketing, sales and support; look at the entire customer lifecycle end to end. _ Where is sales time spent? What non-selling activities can be eliminated or automated focus on creating more time selling = higher growth with the same resources. _ What steps in the buying process can be improved? What can be done faster and with higher quality? _ Keep it simple; dont give Sales too much all at once, think drip irrigation vs. fire hose. _ Keep the momentum going; have SFA training on the agenda at all Sales meetings. _ Have evening phone support, top reps sell during the day and do administration at night. _ Do not rely on techies and accountants to succeed; get experience help that is credible to Sales.

UNIT-3 Enterprise Marketing Automation (EMA)

EMA is a CRM module (or Independent software) that helps a business plan and run marketing campaigns. It helps a Business by maintaining, managing and filtering prospective customers and provides a targeted short list to run campaign.

The information can be collected from various sources like public directories or can be bought from paid providers. It can also include Work Flow automation to automate entire process and sending each responsible person a reminder, when action is due. Enterprise Marketing Automation (EMA) is a workflow-driven solution for managing complex customer-facing marketing programs. EMA combines a robust outbound marketing engine with highly-scalable, proprietary workflow and rules engines. The result is a unique application that allows marketers to define their customer-facing marketing processes using EMA's graphical tools and then have EMA execute per-customer workflow processes for true automated one-to-one marketing. The objective of Enterprise Marketing Automation applications is to make a marketing campaign efficient. EMA provides the company with businessrelated information like industry trends and competitor information. This information helps a business model its marketing strategy to outperform the market. The solution also gauges the effectiveness of a marketing strategy.

In many B2B companies, a sales team is the primary method for reaching out to the market. Salespeople call prospects and customers, but they can only do so much in a day. Marketing campaigns can dramatically increase your reach. In B2B its always best to start with your companys annual goals and develop campaigns to meet those numbers. For example, when you know how many new customers you need, you can calculate how many leads youll need, then design campaigns to generate those leads throughout the year. Marketing campaigns can include many different media:

Email, search, banners and other online marketing Publicity Direct mail Telemarketing Trade shows and events Print, radio and other traditional media

Here are three sample campaigns: GENERATE NEW LEADS

1. Use search to generate traffic to your website. 2. Prospect requests information via email. 3. Email the requested information. 4. Call the prospect; qualify the prospect further and determine next steps. DRIVE EXISTING PROSPECTS TO YOUR TRADE SHOW BOOTH & VIP RECEPTION 1. Mail a postcard to attendees 3 weeks before the show; invite them to your booth with an intriguing incentive. 2. Mail a special invite to key prospects and customers to for a VIP reception. Ask them to RSVP by phone, email or URL. 3. Call key prospects and customers as a second effort. 4. Send an email to all confirmed attendees and 3 days before the event. 5. Email the non-respondents one last time. HIT YOUR MARKET WITH A SPECIAL OFFER 1. Run banner ads on industry websites and targeted email newsletters. 2. Send out a special email to your house list. 3. Create an intriguing story and tie it to your offer. Write a searchoptimized press release and post on your site; distribute releases and pitch to a key industry reporter. 4. Run a series of paid search ads. Best Case You plan and execute your campaigns to hit specific goals. You dont always hit them, but you test and improve different elements; the ROI on your overall budget is above your goal. You focus on an offer and call-to-action, and you touch your prospects several times and follow up when appropriate. You recognize the challenges in measuring results, but you do what you can; it helps you improve the next time around. Neutral Case Your campaigns arent the most creative or the splashiest, but youve hit many of your marketing goals. You dont test but your response rate is fine. You dont know your ROI but you generally know which campaigns work best. Yet when youre faced with ambitious annual goals, you have problems gaining budget approval. Since you stick with the same campaigns year in and out, its also difficult to figure out how to generate additional leads.

Worst Case Your marketing programs tend to be reactive suddenly youre low on leads or falling short of your goals and you launch a campaign to fix the problem. Since your programs dont seem to work, its difficult to gain budget approval for future campaigns that could be more well-planned and executed. Its a vicious cycle and you dont know how to get out of it. Plan a Marketing Campaign Quantify your goals

Plan your campaigns to meet your annual revenue and volume goals. For example, if youre trying to generate 100 new customers, figure out how many leads youll need and when youll need them. Think about how youll use different media. For example, your sales team may be able to generate 30% of your leads through prospecting; the rest may come from telemarketing, email, direct mail, search marketing, webinars, trade shows and more.

Generate campaign ideas and strategies

Identify all of the business goals that will need marketing support. You may need campaigns to generate and nurture prospects, sell direct or through a channel, or market to existing customers. Evaluate ideas and options: traditional sales activities, internet marketing, telemarketing, direct mail, email, publicity and more.

Target your audience

With more specific targeting, you can speak more directly to the prospect and raise your response rates in the process.

Deliver one or two key messages and your call-to-action

If you include every detail about your product and company, its easy for prospects to become overwhelmed. Just move a prospect one step at a time. Be creative your market is bombarded with messages daily, so grab their attention and engage them.

Plan to measure

When you measure your campaigns, its easier to gain budget approval the next time around. Youll also know exactly which programs produce the highest return.

Establish how youll measure each campaign. If there are variables you cant measure, decide how you will account for those results. Identify how youll capture the data youll need unique phone numbers, unique URLs, etc.

Plan your fulfillment

Your fulfillment processes can help or hurt your close rate, so make sure you outline your requirements. For example, if youre running a campaign where prospects request a software demo and it doesnt arrive for a week, your prospects may lose interest.

Continually test and improve

Even on a small campaign, you can evaluate your ad, copy, list or other factors before you spend your entire budget. Choose a subset of your list or two versions of an ad; test them in small quantities and choose the best one for rollout. Then you can test a second variable against the winner in the first test. Keep the testing cycle going and track your results over time. Youll improve your response rates and return on investment.

Internet marketing, also known as digital marketing, web marketing, online marketing, search marketing or e-marketing, is the marketing (generally promotion) of products or services over the Internet. Internet marketing is considered to be broad in scope[1] because it not only refers to marketing on the Internet, but also includes marketing done via email and wireless media.[2] Digital customer data and electronic customer relationship management (ECRM) systems are also often grouped together under internet marketing.[3] Internet marketing ties together the creative and technical aspects of the Internet, including design, development, advertising, and sales.[4] Internet marketing also refers to the placement of media along many different stages of the customer engagement cycle through search engine marketing (SEM),

search engine optimization (SEO), banner ads on specific websites, email marketing, and Web 2.0 strategies Internet marketing is associated with several business models:

E-commerce: a model whereby goods are sold directly to consumers (B2C), businesses (B2B), or from consumer to consumer (C2C).[citation
needed]

Lead-based websites: a strategy whereby an organization generates value by acquiring sales leads from its website.[citation needed] Similar to walk-in customers in retail world. These prospects are often referred to as organic leads. Affiliate Marketing: a process wherein a product or service developed by one entity is sold by other active sellers for a share of profits.[citation needed] The entity that owns the product may provide some marketing material (e.g., sales letters, affiliate links, tracking facilities, etc.); however, the vast majority of affiliate marketing relationships come from e-commerce businesses that offer affiliate programs.[citation needed] Local Internet marketing: a strategy through which a small company utilizes the Internet to find and to nurture relationships that can be used for real-world advantages.[citation needed] Local Internet marketing uses tools such as social media marketing, local directory listing,[6] and targeted online sales promotions.

[edit] One-to-one approach In a one-to-one approach, marketers target a user browsing the Internet alone and so that the marketers' messages reach the user personally.[citation needed] This approach is used in search marketing, for which the advertisements are based on search engine keywords entered by the users. This approach usually works under the pay per click (PPC) method.[citation needed] [edit] Appeal to specific interests When appealing to specific interests, marketers place an emphasis on appealing to a specific behavior or interest, rather than reaching out to a broadly defined demographic.[citation needed] These marketers typically segment their markets according to age group, gender, geography, and other general factors.[citation needed] [edit] Niche Marketing Niche and hyper-niche internet marketing put further emphasis on creating destinations for web users and consumers on specific topics and products.

[citation needed]

Niche marketers differ from traditional Internet marketers as they have a more specialized topic knowledge.[citation needed] For example, whereas in traditional Internet marketing a website would be created and promoted on a high-level topic such as kitchen appliances, niche marketing would focus on more specific topics such as 4-slice toasters.[citation needed] Niche marketing provides end users of such sites very targeted information, and allows the creators to establish themselves as authorities on the topic or product.[citation needed] [edit] Geo-targeting In Internet marketing, geo targeting and geo marketing are the methods of determining the geolocation of a website visitor with geolocation software, and delivering different content to that visitor based on his or her location, such as latitude and longitude, country, region or state, city, metro code or zip code, organization, Internet Protocol (IP) address, ISP, and other criteria. Email marketing is a form of direct marketing which uses electronic mail as a means of communicating commercial or fund-raising messages to an audience. In its broadest sense, every email sent to a potential or current customer could be considered email marketing. However, the term is usually used to refer to:

sending email messages with the purpose of enhancing the relationship of a merchant with its current or previous customers, to encourage customer loyalty and repeat business, sending email messages with the purpose of acquiring new customers or convincing current customers to purchase something immediately, adding advertisements to email messages sent by other companies to their customers, and sending email messages over the Internet, as email did and does exist outside the Internet (e.g., network email and FIDO).

Advantages Email marketing (on the Internet) is popular with companies for several reasons:

An exact return on investment can be tracked ("track to basket") and has proven to be high when done properly. Email marketing is often reported as second only to search marketing as the most effective online marketing tactic.[2]

Advertisers can reach substantial numbers of email subscribers who have opted in (i.e., consented) to receive email communications on subjects of interest to them. Over half of Internet users check or send email on a typical day.[3] Email is popular with digital marketers, rising an estimated 15% in 2009 to 292m in the UK.[4]

[edit] Disadvantages A report issued by the email services company Return Path, as of mid-2008 email deliverability is still an issue for legitimate marketers. According to the report, legitimate email servers averaged a delivery rate of 56%; twenty percent of the messages were rejected, and eight percent were filtered.[5] Companies considering the use of an email marketing program must make sure that their program does not violate spam laws such as the United States' Controlling the Assault of Non-Solicited Pornography and Marketing Act (CANSPAM),[6] the European Privacy and Electronic Communications Regulations 2003, or their Internet service provider's acceptable use policy. Opt-in email advertising Opt-in email advertising, or permission marketing, is a method of advertising via email whereby the recipient of the advertisement has consented to receive it. This method is one of several developed by marketers to eliminate the disadvantages of email marketing.[7] Opt-in email marketing may evolve into a technology that uses a handshake protocol between the sender and receiver.[7] This system is intended to eventually result in a high degree of satisfaction between consumers and marketers. If opt-in email advertising is used, the material that is emailed to consumers will be "anticipated". It is assumed that the consumer wants to receive it, which makes it unlike unsolicited advertisements sent to the consumer. Ideally, opt-in email advertisements will be more personal and relevant to the consumer than untargeted advertisements. A common example of permission marketing is a newsletter sent to an advertising firm's customers. Such newsletters inform customers of upcoming events or promotions, or new products.[8] In this type of advertising, a company that wants to send a newsletter to their customers may ask them at the point of purchase if they would like to receive the newsletter. With a foundation of opted-in contact information stored in their database, marketers can send out promotional materials automaticallyknown as Drip

Marketing. They can also segment their promotions to specific market segments.[9]

E-Marketing Campaigns E-Marketing Campaigns provide businesses and advertisers with an easily customised, efficient form of marketing to complement existing advertising strategies and close in on the elusive and profitable interactive market. Email campaigns supply proven, measurable results and can take your current marketing campaign to the next level. For product promotion, event invitations, query responses and newsletters, Email provides an all-in-one solution. Convenient, highly targeted and most importantly, cost-effective, Exa's E-Marketing Campaigns are an easy choice Why choose E-Marketing Campaigns? Email has been actively integrated into the daily lives of the everyday consumer. Approximately 1.4 billion email accounts were active as of 2009 with that number predicted to rise to 1.9 billion by 2013 (The Radicati Group Email Statistic Report, 2009). Marketing to email affords businesses, brands and organisations the unique opportunity to take advantage of already established communication channels in a convenient, non-intrusive, uncomplicated fashion. E-Marketing Campaign statistics are also easily tracked with read and clickthrough rates available. Click-throughs from email to website can then be monitored to further measure the actions of email recipients. The benefits of E-Marketing Campaigns include:

Speed: messages are delivered straight to the recipients' inboxes, instantly Reach and Penetration: overcomes geographical parameters that exist with other communication methods Ease and Efficiency: messages can be distributed to multiple recipients at the click of the mouse Low Cost: requires minimal investment to set up an appropriate technical system Targeted: allows you to target specific recipient groups and reach a defined, engaged audience

EMA uses Internet to; 1) Capture 2) Extract & 3) Analyze the information about each customer and each market segment. EMA gives the design tools to 1) Plan 2) Execute 3) Monitor & 4) Refine your marketing campaign to level of individual within market segment.

Customer Data

Internet

Market Segment Data

Customer and Market Information Captur e Extract Analyz e

Filtered Informatio n

EMA

Design Tools

Plan

Execut e Monito r Refineme nt New Marketing Campaign

Business Analytical Tools

Input Data from SFA Direct Mail Responses

ERP Systems

Data warehouse

Fax

EMA Busines s Analytic al Tools

Data marts

Web Based Customer Surveys Customer Registration Material

Email Information

Captu re Depos it Extrac t Scalable, Rich in Measureme nt, & Fast

Clear Reporting & Distinct Reporting

Customer Preferences, Buying Behavior, Revenue, Profitability, Purchase Frequency

Segment

Segment E-Marketing Campaign

Reports

UNIT-4 Call Center

UNIT-5 Implementing CRM

UNIT-6 Application Service Provider (ASP)

UNIT-7 Impact of CRM on Marketing Channels and Vice Versa