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Customer relationship management
This document discusses Customer Relationship Management (CRM) and its application in the hotel industry. It defines CRM as establishing, developing, maintaining, and optimizing long-term mutually valuable relationships between customers and organizations. The goals of CRM are to find new customers, retain existing ones, encourage former customers to return, and reduce marketing and customer service costs. CRM involves technologies that store customer data, allow its analysis to understand customer preferences and behavior, and enable easy access to the data across departments. The document outlines how CRM can be implemented and discusses its use in the hotel industry to improve customer service, loyalty programs, and rewards programs.
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Introduction of presenter and credentials relating to the CRM topic in the hotel management context.
CRM is defined as managing long-term relationships with a focus on customer value.
The concept of a 'Unified View of the Customer' emphasizes integrating customer information.
CRM aims to attract new clients, retain existing ones, and reduce marketing costs.
Various types of CRM include sales, marketing, customer service, analytics, and social media.
Improves service performance, reduces marketing costs, enhances guest knowledge, and addresses complaints.
CRM tech aids in data storage, analysis of customer behaviors, and enhances communication.
Key components for effective CRM implementation include processes, people, and technology.
CRM focuses on customer service, loyalty programs, customization, rewards, and community.
Value-adding strategies include financial, social, experiential, and emotional aspects of service.
Checklist questions to evaluate customer groups, services, database management, and communication.
An introduction to the guest cycle stages in a hotel setting.
Essential activities performed before guest arrival, including reservations and room preparation.
Activities conducted during guest check-in, including reception and orientation.
Activities during the guest's stay, including charge postings and complaint management.
Procedures for guest departure, including account settlement and future reservations.
Activities after the guest leaves, such as guest history management and marketing tasks.
Discussion exercise on using collected information for improvements at each guest cycle stage.
Ideas for enhancing guest relationships, including personalization, exclusivity, and affordability.
Strategies to improve guest interaction, recognition, information usage, and planning experiences.
Steps for hotels to enhance communication, guest profiling, and relationship management.
Open floor for questions regarding the discussed CRM practices and their implications.
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Customer relationship management
- 1. DESINGED BY Sunil Kumar ResearchScholar/ Food Production Faculty Institute of Hotel and Tourism Management, MAHARSHI DAYANAND UNIVERSITY, ROHTAK Haryana- 124001 INDIA Ph. No. 09996000499 email: [email protected] , [email protected] linkedin:- in.linkedin.com/in/ihmsunilkumar facebook: www.facebook.com/ihmsunilkumar webpage: chefsunilkumar.tripod.com
- 2. What is CRM CustomerRelationship Management is the establishment, development, maintenance and optimisation of long-term mutually valuable relationships between consumers and organisations. “Unified View of the Customer”
- 3. Unified View ofthe Customer
- 4. CRM The overall goalsare 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
- 5. Types/variations • Sales forceautomation • Marketing • Customer service and support • Appointment / Scheduling Resources • Analytics • Integrated/Collaborative • Social media
- 6. Why CRM • Drivestaff to an improved service performance level • Reduced marketing costs and lower numbers of complaints • Existing relations become a source of new business contacts • Increased knowledge about the guest is equally important as the amount of money he spends • Satisfaction surveys don’t really measure satisfaction. They generally measure the absence of technical or service deficiencies. • Try to eliminate the middle person or intermediary to • shorten the distribution channel • Average employee turnover often can be higher than the loyal guest turnover
- 7. CRM technology enables •Information about the customer to be stored in databases • businesses to analyse that data, pull out customer preferences and make clear their behaviour • easy access to that data across departments that may be widely geographically dispersed • easy access for customers in terms of online transactions • speedy personalized communications that enable the customer to feel valued and special even though in reality they may be just one of hundreds of thousands of customers
- 8. Implementation • Processes • People •Technology
- 9. The Hotel Industry- Romancing the Customer CRM performance areas include • customer service, • frequency/loyalty programs, • customization based on guest profiles, • rewards programs and • community building
- 10. Six value-adding orvalue-recovery strategies to influence loyalty • financial, saving money on future transactions; • saving time (e.g. by priority check-in); • functional (e.g., check cashing, Web site available) • experiential (e.g,upgrades or turndown services) • emotional (e.g., customer recognition or more pleasurable service experience); and • social (e.g., interpersonal link with the hotel). By Shoemaker and Lewis (1999)
- 11. Self-analysis checklist –some questions • How many customer groups does our institution have and who are they? • What are the different services we deliver? • How many of our departments have their own systems and work autonomously? Which departments are they? • Approximately how many different databases exist across our institution? • Which databases are managed centrally? • Which databases are managed at an individual level? • How do individuals record their communications with clients? • How much resistance to sharing information would we
- 12. Guest Cycle inA hotel
- 13. Pre-Arrival All activities donebefore the arrival of the guest • Reservations • Room Allotment • Pre-Registration • Room Preparation
- 14. Arrival All activities performedat the time of arrival of the guest also called Check In. • Welcome & Reception • Registration • Property & room orientation • Baggage delivery
- 15. Stay / In-House Allactivities performed while the guest is staying in the hotel or is a resident of the hotel. All known as the In-House stage • Posting charges to bills • Guest Complaint Management
- 16. Departure All activities performedat the time of departure of the guest. All called Check Out • Settlement of accounts • Future reservations • Fond Farewell
- 17. Post –Departure All activitiesperformed after the guest has left • Guest History Cards • PR & Marketing activities
- 18. Exercise 1. Divide intogroups and discuss how the information gathered at each stage can be used in the next. 2. Now look at each of these stages, information collected and how departments in a hotel could benefit
- 19. Some Ideas/ BestPractices • Single contact person; best friend in town • Surprise element: do the same or do different? • Last minute and Low price availability • Personal event packages • Colleagues, Family and Network on same conditions • Review last visit in preparation for next visit: create or avoid suspense • Help (re)design the hotel – myhotel concept • Exclusivity = what others don’t get • Affordability = what other get but at lower cost
- 20. What do hotelsneed to do • Identify returning guests and need of relationship/ interactivity • Right staff on right guests • Profile usage and sharing • Extend profile information • Strengthen external partnerships • Better improved planning of guest relationship moments • Increase of experiences with guest
- 21. What do hotelsneed to do (cont) • Improve internal communication • Improve guest recognition/appreciation • Increase number of guest contacts • Better understanding of business travel world/habits/etiquette • Provide hotel and chain information • Take over choice from guests • Organize more relationship touchpoints in the hotel • Explain why we need info • Explain why we apply discrimination in pricing
- 22.
Editor's Notes
- #6 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.