Submitted By:

MUHAMMAD MUNZIR 0070

ABRAR NASIR 0069

TARIQ AZIZ 0055

GHULAM DASTAGIR 0021

M.ZEESHAN 0052

Subject:

Customer Relationship Management

Class:

BBA-3B

Assignment:
02
Date:
19-12-2018
Submitted To:
Prof. Farooq Qaiser
Case study 1: Mercedes Benz
Challenge faced by Mercedes Benz

Introduction
“The Mercedes-Benz is one of the world’s most successful premium brands.” Its technical
perfection, innovative design features and numerous car legends have made the Mercedes star
one the world’s best known trademarks today. Other premium brands such as BMW, Lexus
and Jaguar were competing fiercely in the luxury car market where Mercedes was traditionally
very strong.
Mercedes-Benz was sold in the UK through a franchised network of some 138 dealerships.
Each of these was autonomous, with the exception of three dealerships owned by the distributor
Daimler Chrysler UK (DCUK). Dealers managed their own relationships including customer
research, data base management, acquisition and retention processes.

Autonomous Dealers managing the CRM

Mercedes-Benz was sold in the UK through a franchised network of some 138
dealerships. Each of these was autonomous, with the exception of three dealerships
owned by the distributor Daimler Chrysler UK (DCUK). Daimler Chrysler had relatively
little control over relationships between dealers and customers.
All dealers managed their own relationships including customer research, data base
management, acquisition and retention processes. Some of the challenges faced by
them are
 Low Quality of Service– Although the technical quality of the product was highly
regarded, customers complained that the service that they received was not of the same
high standard. This translated into declining customer satisfaction and increased defection.
 Communication– Delivery Inconsistency-Customers reported that there was an
inconsistency between the communication that they received and the service that was
delivered.
 Inadequate Enquiry System– Enquiries from the customer went directly to the
dealerships and were handled through their internal processes. These were sometimes
inadequate.
 Uncoordinated communication received from dealerships– Mercedes-Benz customers
received communication from different dealerships that was not always coordinated. Such
communication may not match customer needs at a particular point in time in their
purchase cycle and may result in conflicting or duplicated messages.
 Isolated Database– Each dealership operated its own database. The information in this
database could be out of date, inaccurate and missing important information.
 Salesperson’s Attitude– Salespeople did not always appreciate that it was essential to
record correct and complete customer information if effective contact was going to be
sustained.
CRM solution adopted by Mercedes Benz

 Key features of Mercedes Benz CRM has New Distribution Model: In 2000, DCUK
decided to adopt a new distribution model for Mercedes-Benz passenger cars. They re-
organized the market into thirty five new, larger geographical areas and invited a number
of existing dealerships to enter into new retailer agreements. This entailed these
dealerships taking over responsibility for the retail sales and service of Mercedes in
specific geographic territories or ‘market areas’ (MAs).
 Project Management Team was Established: Within DCUK, a project management
team was established, drawn from managers in marketing and operations. The project
management team set about identifying the key CRM processes and determining how each
process would be implemented throughout the new retail structure.
 Achieving Excellence in Customer Management MAs and DCUK.
 Benchmark Mercedes-Benz: The first step was to benchmark Mercedes-Benz against
other leading marques as well as best in class organizations. This research suggested that
there were several areas where greater value could be delivered to the customer during
both the sales process as well as during the ownership experience.q
 New Retail Agreements started working: Under the new retail agreements entered into
by the MAs, DCUK gained closer control of the valuable Mercedes-Benz brand.
 Key features of Mercedes Benz CRM includes Cross selling and up selling
opportunities: They were used to advantage and the MA reported that relationships with
customers were extended and deepened.
Result:
The MA could justify the significant expenditure on CRM systems and processes by the
impressive financial returns as well as improvements in critical customer measures. Winning
the CRM margin has become highly important for dealers and is ensuring that the CRM
initiative stays at the forefront of people’s minds. Staffs are aware how their individual efforts
contribute towards the success of CRM.
The initial results of the Mercedes benz CRM introduction and implementation have been very
encouraging. There is a great enthusiasm within both the MAs and DCUK for improving the
customer experience and establishing closer relationships with customers. The CRM case study
of Mercedes Benz forms an important milestone in automobile CRM.
Case Study 2: Samsung Crm
Introduction
Samsung has been dedicated to making a better world through diverse businesses that today
span advanced technology, semiconductors, skyscraper and plant construction, petrochemicals,
fashion, medicine, finance, hotels, and more. Our flagship company, Samsung Electronics,
leads the global market in high-tech electronics manufacturing and digital media.
Samsung is the first company to include product registrations at the manufacturer websites,
and provides valuable insights that allow brands to better support existing customers and
inform product road map plans. The core strengths of Samsung are innovation offering reliable
products and services; talented people; a responsible approach to business and global
citizenship; and collaboration with our partners and customers, Samsung is taking the world in
imaginative new directions.

Challenges faced by Samsung in CRM perspective

 Lack of customer profiling
 Less scope of engagement with the end user
 No active participation in the site
 No demographic targeting

Samsung CRM objectives

 Build relationships directly with their customers by gathering profile data and insights
to improve customer intelligence.
 Improve the account creation process to allow people to quickly engage.
 one of the main Samsung CRM objectives is to increase participation in the site.

Solution
The first step in achieving these objectives was to implement an easier way for customers to
set up a new account, or access an existing one. Social login, which is the ability for a website
visitor to use an existing identity such as Facebook, Google, Yahoo! etc. to register or login
was chosen. Almost immediately, Samsung website visitors affirmed that they prefer social
login to avoid remembering another username/password combination by choosing to use a
social or email identity to register.
When customers choose to use a social identity, Samsung also gains valuable insights about
them. Social profile data is often the most complete and reliable data available and provides
information on demographics and more – interests, activities, friends and other products
owned. When social profile data is combined database along with other relevant data and
analytics, a 360-degree view of customers is developed to provide a deeper understanding of
the motivations, success. So this is basically the CRM process framed by Samsung.
Outcome
The outcome revealed that customers who chose social login to create or access an account
were high value customers: Social login users are more likely to open email and o click through
a link on email and leave a product review.
Samsung has been able to successfully:
 Expedite the account creation process
 Access and leverage social profile data to enhance customer intelligence
 Increase engagement on site and via email with high-value customers who prefer to use
social login
Conclusion
The CRM case study of Samsung has revealed the features of data base related CRM features
where elimination of duplicate data plays an important role, sales tracking and marketing has
gone a rapid transformation, easy report creation, Segmentation analysis etc.